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Exam Number : Salesforce-Certified-Marketing-Cloud-Consultant
Exam Name : Certified Marketing Cloud Consultant
Vendor Name : Salesforce
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Salesforce-Certified-Marketing-Cloud-Consultant exam Format | Salesforce-Certified-Marketing-Cloud-Consultant Course Contents | Salesforce-Certified-Marketing-Cloud-Consultant Course Outline | Salesforce-Certified-Marketing-Cloud-Consultant exam Syllabus | Salesforce-Certified-Marketing-Cloud-Consultant exam Objectives


The Salesforce Marketing Cloud Consultant exam measures a candidate’s knowledge and skills related to the following objectives. A candidate should have hands-on experience with the Marketing Cloud Email application and demonstrate the knowledge and expertise in each of the areas below.

Discovery: 15%
Provided with a set of business requirements, determine what additional information is needed to design the recommended solution.
Provided with a list of branding and creative strategies, probe for additional information that is needed to recommend an appropriate solution.
Provided a customer environment and goals, determine the viability of external systems that need to be included in the solution (for example; POS, CRM, eCommerce, data warehouse, data source inputs).
Demonstrate how to gather requirements in order to put together the data and segmentation strategy for the customer (for example; frequency, complexity, volume of sending).
Given a scenario that includes customer information about subscriber acquisition, management, and attrition, utilize this information to select solution components.
Given a solution, recommend the appropriate customer skill sets required to utilize the Marketing Cloud application.
Conceptual Design: 12%
Analyze customer data to determine the appropriate data model (for example; List model, Data Extensions).
Given a scenario, determine the appropriate solution for given requirements considering technical expertise of personas (for example; Automation Studio vs. Journey Builder).
Given a narrative data flow, select the correct data flow diagram that depicts that data flow.
Given a customer scenario, identify which User Stories are appropriate to use for accessing Marketing Cloud.
Given a customer scenario, determine the factors to consider when scaling the solution.
Articulate how data construct will drive one-to-one messaging and content.
Explain the purpose of IP Warming and make a recommendation based on customer needs.
Marketing Cloud Connect: 6%
Understand the prerequisites to consider prior to starting a Marketing Cloud Connect configuration (for example; Salesforce edition, list of integration users, scope user, administrator credentials).
Understand how to send an email to a contact, lead, campaign, and report via the Sales/Service Cloud and Marketing Cloud (for example; sending, triggered, automated).
Understand how Sales/Service Cloud data in the Marketing Cloud can be segmented.
Account Configuration: 10%
Given a customer scenario, recommend the appropriate Marketing Cloud role based on User Stories.
Determine which type of customer scenario warrants the creation of a business unit (for example; publication types, demographic, workflow processes, and organizational structure).
Given a scenario, troubleshoot issues regarding Reply Mail Management.
Analyze the impact of applying a Sender Authentication Package (SAP) to a business unit (for example; link wrapping, Landing Pages, image URLs).
Reporting: 5%
Explain how the information in data views and tracking extracts are accessed.
Compare and contrast standard reports, data views, and tracking extracts.
Summarize Send Logs, including when/why to use it and how to create and manage.
Data Design: 12%
Explain the various data objects in the Marketing Cloud (for example; data extensions, list model, data retention model, publication lists, suppression lists).
Understand available data types, retention, and template options when building a data extension.
Understand how data is retrieved within a Relational Data Model (for example; basic SQL).
Given a customer scenario, recommend the appropriate import method with lists or data extensions.
Understand the implications of a system being database of record.
Automation: 8%
Given a customer scenario, select the appropriate workflow that meets the business requirement (for example; import, segmentation, email send).
Compare and contrast triggered and scheduled interactions.
Email Build: 7%
Understand the required steps to build, test, and deploy an email based on customer requirements.
Explain the various ways to individualize email content (for example; AMPscript, personalization strings, Dynamic Content, Guide Template Language).
Compare and contrast the ways to individualize content, such as SSJS vs. AMPscript, Dynamic Content Wizard vs. AMPscript/LookupRows function.
Explain various Marketing Cloud Email technologies (for example; Link Alias tags, Impression regions, Web Analytics Connector).
Contact Builder: 15%
Explain the role and capabilities within Contact Builder.
Understand how cardinality impacts data modeling.
Summarize how to use Data Designer to incorporate data source into Contact Builder.
Given a customer scenario, know how to build an Attribute Group to be used for a simple interaction.
Journey Builder: 10%
Compare and contrast automation tools, such as Journey Builder and Automation Studio.
Given a customer scenario that includes Journey Builder, evaluate the requirements, activities, and steps.
Explain the requirements for and the methods by which a contact can enter a Journey.



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Salesforce Cloud guide

inside Amazon's fight to spoil into the profitable marketplace for SaaS company applications, together with an interior pitch to buy $38 billion HubSpot | Salesforce-Certified-Marketing-Cloud-Consultant actual Questions and cheat sheet

  • In August the group in can charge of AWS' advertising application Pinpoint pitched the concept of purchasing HubSpot.
  • The AWS company-applications crew has struggled to grow for years despite launching many items.
  • The main AWS infrastructure enterprise is getting commoditized, and rivals are catching up.
  • In August, the team in can charge of Amazon's marketing application Pinpoint wrote a stinging evaluation of its personal product in an inside planning doc that turned into presented to leaders of the Amazon net functions cloud business.

    The team concluded its brand became vulnerable and the product became "too elaborate" to make use of, in accordance with the doc, which Insider reviewed. not one of the proper analysts covered Pinpoint in their reports, and most clients were ignorant of the application's specific capabilities. One consumer, Hulu, used Pinpoint handiest for standard tasks and relied on different application for greater complicated advertising campaigns, the doc talked about.

    To seize up, the Pinpoint group advised purchasing a rival. The record included "marketer-friendly" startups, equivalent to Braze, CleverTap, or Resulticks. They additionally advised greater names, comparable to Hootsuite or Sprinklr. And if AWS desired to be really ambitious, it is going to purchase HubSpot, a advertising-software enterprise with a public market value of $38 billion.

    "Most shoppers do not accept as true with Pinpoint as a advertising device and are puzzled by means of Pinpoint's product positioning," the Pinpoint group wrote in its presentation. "To actually go massive in advertising Cloud, they advocate due to the fact HubSpot." Shares of that business rose as a whole lot as 2.6% on Friday, while many of the inventory market slumped.

    The damning assessment is emblematic of the challenges Amazon faces in a key part of the cloud market: business purposes, largely called application as a provider, or SaaS. whereas AWS leads in infrastructure — computing vigour and storage functions that energy different purposes — it lags a long way at the back of within the lucrative application segments higher up the technology stack.

    Insider spoke with latest and former AWS personnel about the business's SaaS struggles. They requested not to be recognized because they were no longer approved to talk publicly. They pointed to a deeply rooted tradition, born out of success within the infrastructure company, that commonly serves as an impediment to building new SaaS choices. Amazon CEO Andy Jassy's reluctance to make large acquisitions, and long-held desire to build products in-condo, have additionally contributed to the setbacks, these individuals stated.

    "Jassy wasn't involved if he did not feel find it irresistible was a certain-fireplace component — it's impossible in SaaS," probably the most individuals spoke of. "Amazon executives have no concept what a latest SaaS application appears like."

    Jassy. Reuters/Richard Brian

    An AWS consultant spoke of "the premise of this article is deceptive and inaccurate."

    AWS continues to be turning out to be strongly. In its most fresh quarter, it generated $sixteen billion in revenue, up 39% from a year past, the optimum increase rate on the grounds that early 2019. some of its purposes, such because the call-center application Amazon connect, have considered constant customer uptake, americans normal with the enterprise stated. The Amazon consultant also highlighted Amazon WorkSpaces and Amazon AppStream, which support tens of hundreds of energetic consumers.

    "we have a few applications which are very significant successes," the consultant wrote in a press release. "Others are prior of their event, however they proceed to consider they have got meaningful expertise."

    The stakes are excessive for Amazon to snag greater share of the SaaS box. The marketplace for company functions, including everything from Microsoft workplace 365 and Salesforce revenue and marketing software to Zoom 's videoconferencing app, is forecast to be the greatest segment amongst all cloud services, accomplishing $a hundred forty five.4 billion in 2022, in line with Gartner. In a exact survey of this sector with the aid of Synergy research neighborhood, AWS did not crack the properly 20.

    on the identical time, AWS' bread-and-butter infrastructure functions are becoming commoditized, with its rivals Microsoft and Google catching up — partly by means of bundling with their well-known application choices, like MS be aware and Dynamics or Google medical doctors and Gmail.

    "Amazon's had most effective restrained success in accomplished purposes," talked about Matt McIlwain, an investor at Madrona Ventures, a undertaking-capital enterprise that has backed many SaaS startups. "What's challenging is their two largest opponents on the infrastructure and middleware front, who're Microsoft and Google, have both long-standing, confirmed software successes."

    AWS is expected to make a number of new announcements within the applications area at its annual re:Invent convention subsequent week, in accordance with The Wall street Journal. AWS CEO Adam Selipsky is set to make his first appearance considering the fact that replacing Jassy, who changed into promoted to Amazon CEO past this yr.

    Selipsky. David Paul Morris/Bloomberg/Getty images trap-22 circumstance

    Amazon's view when it involves new tasks is to delivery small and make investments extra best when there are clear signals of growth skills. it be a methodology the company has adhered to since its founding.

    however in the SaaS area, where huge upfront fees are typically required across sales, advertising, and product development, Amazon's playbook regularly served as a trouble, individuals established with the AWS functions crew pointed out. or not it's not unusual for company applications to require years of building and sales cycles before taking off. for example, Zoom, one of the most viral SaaS apps ever made, needed to spend greater than half of revenue on revenue and advertising and marketing within the run-up to its 2019 initial public offering.

    AWS management has had a hard time accepting this line of considering, these individuals mentioned. a part of that turned into because of AWS' success within the infrastructure area, where it didn't ought to comply with the standard software playbook. AWS confronted little competition all through the primary seven years of its launch as a result of greater dependent commercial enterprise application groups did not take Amazon significantly initially, sparing it from having to spend excessively to gain an area. Amazon's founder, Jeff Bezos, famously called the journey the "top-rated piece of business success in the history of company."

    That created a capture-22 situation for AWS' functions group. To develop the product, the crew needed greater resources. however to get the components, they mandatory to demonstrate results. as an alternative, one person stated, many of the money at AWS went into infrastructure projects as a result of "they are those who pay the bills."

    "The attitude turned into all the time, 'We are looking to see traction first,'" an extra person stated. "it's actually challenging to compete for materials for those who don't see traction quickly."

    subsequently, the team would languish with subpar products that wouldn't even be used internally, despite having launched an array of enterprise apps across note processing, e-mail, and messaging, to identify a couple of. There become no severe advertising push both.

    "We did not broadly market them," one adult from the marketing group observed. "The items simply weren't first rate. Why would a client need to pay for them?"

    To keep away from this difficulty, AWS' applications team came up with an out-of-container idea, internally referred to as "insurrection Alliance," as Insider in the past suggested. instead of building every thing from scratch, AWS wanted to accomplice with normal app makers, like Dropbox, Slack , and Smartsheet, to create a bundle of enterprise functions. The intention was to simplify the purchasing procedure for corporations that pick the usage of quite a lot of apps rather than a set of solutions from a single seller, like Microsoft.

    Amazon's founder, Jeff Bezos. Joe Raedle/Getty images humans versus machines

    an additional problem become AWS' lack of realizing of what is important in a SaaS product, these americans mentioned.

    SaaS purposes require a special skill set than the infrastructure company. it is as a result of business purposes goal human conclusion users, who deserve to find the utility positive at work. In distinction, cloud-infrastructure offerings commonly center of attention on the efficiency of laptop servers and other gadget in some distance-flung information centers.

    "Infrastructure talks to machines, whereas applications work for people," one person on the applications group spoke of. "Machines are plenty more predictable. constructing apps is a whole lot extra nuanced."

    That lack of creativity suggests up in a few of AWS' SaaS products, the people stated. as an example, the crew at QuickSight, AWS' statistics-visualization utility, spends most of its time establishing "feature-parity" with its biggest competitor, Tableau, as an alternative of coming up with more distinctive facets, based on one person on the group.

    For Honeycode, a provider that helps nondevelopers with no trouble build applications, the change in product philosophy led to a tension between the previous vp Adam Bosworth and Jassy, in response to people popular with the matter.

    The Honeycode team kept lacking time limits and pushing the launch date on account of small details, like shortening latency with the aid of forty milliseconds, one of the americans referred to. while the product team saw this as an important element in assembly its high efficiency bar, Jassy grew frustrated with the delays, and ballooning expenses that vastly exceeding initial projections, two people pointed out. Honeycode at last launched last year, but revenue to this point were disappointing, these individuals brought.

    Microsoft CEO Satya Nadella. Anshuman Poyrekar/Hindustan times via Getty photos

    One person stated each assembly became in regards to the 800-pound gorilla in the room: Microsoft. AWS' purposes group turned into practically obsessed with its cross-city rival because of the dominance of office in the productivity area, this person talked about. The insurrection Alliance thought, as an instance, got here out of these conferences because AWS suspects it could be too late to construct individual purposes by itself at this aspect.

    "Amazon says or not it's now not competitor-concentrated, however every meeting became about Microsoft, Microsoft, Microsoft," the adult talked about. "The problem is Jassy hasn't thrown ample funds on the enterprise."

    Unwillingness to purchase

    One contemporary setback in AWS' functions team become the sudden departure of its vice president Larry Augustin, a high-profile rent from 2019. less than two years into the job, Augustin left in part on account of variations with Jassy, according to people popular with the rely. His resignation ended in a enormous exodus within the functions team, including some of Augustin's right deputies.

    The anxiety between both had a lot to do with useful resource allocation. Augustin continuously requested for extra investment and headcount, in addition to more acquisitions. Jassy took a greater cautious approach, dismissing most of the formidable ideas Augustin came up with, these individuals talked about.

    probably the most acquisition aims AWS considered in fresh years consist of Slack, Zoom, and even the encrypted messaging app sign, as Insider in the past suggested. those ideas in no way materialized, mostly as a result of AWS' lifestyle of building in-house instead of buying for growth. a huge concern, one grownup said, changed into no matter if AWS might add any unique cost to received SaaS groups, and vice versa.

    "There was really tension as to why Amazon would make this asset more desirable," someone involved in AWS' utility-acquisition debates instructed Insider. "we would ask, 'Why will they consider they will be greater a success selling Slack than Slack is?' — and nobody made the company case." Salesforce ended up purchasing Slack for $28 billion.

    Frustration grew within the team because Amazon's retail division turned into making plenty greater aggressive bets. In 2017, the business received entire meals for $13.7 billion, and the subsequent yr it spent a further $1 billion to buy the pharmacy startup PillPack. AWS, even so, has been greater tempered with its acquisition strategy, mostly identifying up smaller startups. AWS' biggest deal to this point is the $350 million purchase of the chipmaker Annapurna Labs in 2015, which helped primarily its infrastructure company, not its SaaS items.

    it be a decidedly different method from that of Amazon's biggest utility opponents, which often rely on giant acquisitions. Microsoft grew successful capabilities, like PowerPoint and Excel, through acquisitions, and it has been an active buyer for years. Google built the foundational blocks for G Suite after purchasing a large number of startups. Salesforce and Oracle go on huge acquisition sprees each few years. Selipsky again to AWS partly because Salesforce purchased Tableau, where he was CEO, for virtually $sixteen billion in 2019.

    AWS may be aware about this abilities gap in its SaaS method. In June, it purchased the encrypted messaging carrier Wickr, a move that might accelerate its share of cloud apps within the public sector and provides even improved conclusion-to-end encryption. it's a small step towards boosting AWS' utility offerings, however some say it may be too little too late.

    "AWS is truly frugal when it involves M&A," one adult observed. "They ignored out on basically big opportunities."

    "while they will continue to pursue mergers and acquisitions when they now have the appropriate healthy on product, team, and valuation (as they lately did with Wickr), they trust in their potential to invent and should pursue a protracted time period method as most functions are reinvented over time," the AWS consultant observed.

    Do you're employed at Amazon? Contact the reporter Eugene Kim by way of the encrypted messaging apps sign or Telegram (+1-650-942-3061) or email (ekim@insider.com). reach out using a nonwork device. try Insider's source ebook for different tips on sharing tips securely.


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    References :


    https://arfansaleemfan.blogspot.com/2020/08/salesforce-certified-marketing-cloud_25.html
    https://ello.co/killexamz/post/ckokzo7kjrf9hwvkzsjlog
    https://sites.google.com/view/killexams-sales-force
    http://killexams12.isblog.net/salesforce-certified-marketing-cloud-consultant-certified-marketing-cloud-consultant-updated-cheet-sheet-by-killexams-com-14580085
    https://justpaste.it/Salesforce-Certified-Marketing-C
    http://feeds.feedburner.com/WhenYouRememberTheseSalesforce-certified-marketing-cloud-consultantQaYouWillGet100Marks
    https://www.instapaper.com/read/1398180022
    https://spaces.hightail.com/space/v47qz1ixkg/files/fi-5fa58dc1-1804-40ed-8936-fe640de954f2/fv-48fb4f30-ba5d-4b5c-a6df-3a4172fdb9c8/Certified-Marketing-Cloud-Consultant-(Salesforce-Certified-Marketing-Cloud-Consultant).pdf#pageThumbnail-1
    https://files.fm/f/v28xm6c3w



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