AW Heat &. Cooling is a mid-sized manufacturing company that sells special purpose heating and cooling solutions. Sales have declined significantly, and analysis shows that customers are leaving due to long turnaround times for quotes, lack of flexibility, and confused salespeople that do not understand their customers and do not collaborate with each other. The company wants to streamline and improve the customer experience from end to end, including new communication channels and digital self-service offerings.
How should the Solution Architect arrange the roadmap to implement the company's stated priorities?

• A. Start with Service Cloud and Revenue Cloud,followed by Experience Cloud and, later, Sales Cloud.
• B. Start with Sales Cloud and Revenue Cloud, followed by Service Cloud and, later, Experience Cloud.
• C. Fast-track Service Cloud followed by Sales Cloud,Revenue Cloud, and, later, Experience Cloud.
• D. Develop a comprehensive solution that includes Sales Cloud, Revenue Cloud, Service Cloud, and Experience Cloud as a basic version from the start.

Universal Containers (UC) manufactures automobile engine components. UC wants to set up an ecommerce website to deliver a seamlesscustomer purchasing experience, both through self-service and field sales. UC also wants to showcase its extensive product offerings, operate regional promotions and discounts, and managed routing and contracting. UC is looking for guidance on a Salesforce multi-cloud solution to be implemented across phases.
What should a Solution Architect recommend to meet UC's business requirements?

• A. Phase 1: Service Cloud -- Phase 2: CPQ -- Phase 3: B2B Commerce
• B. Phase 1: Sales Cloud - - Phase 2: Service Cloud -- Phase 3B2B Commerce
• C. Phase 1: Sates Cloud -- Phase 2: B2BCommerce -- Phase 3: Salesforce Field Service
• D. Phase 1: Sates Cloud - - Phase 2: CPQ -- Phase 3: B2B Commerce

Northern Trail Outfitters (NTO) has a large product catalog containing about 1 million products mastered inside an external PIH system. In itsfirst Salesforce implementation, NTO implemented Salesforce CPQ as its mam tool of ... to configure and quote, in conjunction with a nightly batch integration from its PIM to bring over all products, with pricing also being maintained inside of CPQ.
As partof its new fiscal year initiative, NTO would like to introduce a digital sales channel to its customers to allow for a traditional ecommerce serf-service experience, and has decided to use its own custom-built solution as a way to accomplish this. One ofthe mam requirements for this custom ecommerce solution is that it must integrate into CPQ in order to present the same entitlements for pre-negotiated contracts that were created in CPQ.
Which two suggestions should a Solution Architect recommend as a starting point to meet NTO's need of effectively integrating both applications together?
Choose 2 answers

• A. Harmonise the Pricing and Product structure of the custom ecommerce tool and CPQ to enable a streamlined integration.
• B. Use MuteSoft to streamline the peering and product integration between the PIM, ecommerce, and CPQ.
• C. Recommend an ETl tool to synchronize all product data between Salesforce CPQ, PIM, and the custom ecommerce tool.
• D. Implement an external master Pricing database that can be cartedby both ecommerce and CPQ.

Universal Containers (UC) has expanded rapidly in recent yean following a number of acquisitions. The new CMO wants to use all Leads from one of the acquired Salesforce orgs to luck-start a new targeted campaign in uC's mam Salesforce org. The acquired company would like to keep its Lead data because it enriches the Lead before it comes into Salesforce via third-party marketing tool and supports its direct sales channel. Beyond the Lead use case, both Salesforce orgs will remain completely independent from one another.
Which integration approach should a Solution Architect recommend between the UC mam org (the target org) and the acquired org (the source org)?

• A. Discuss a strategy that includes manually migrating all Leads from the sourceorg to the target org every day using data loader.
• B. Discuss a strategy between the source org andtarget org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrate Leads to the target org after they are enriched in the source org.
• C. Discuss long-term strategies around deprecating the source org's ability to collect and enrich Lead data, and start to direct all Leads to the target org and ignore the source org.
• D. Discuss a strategy between the source org and target org Sales teams on the criteria of Leads to migrate from the source org to the target org, and migrate Leads to the target org before the enrichmentwithin the source org.

Northern Trail Outfitters (NTO) is running amulti-cloud Salesforce implementation with lots of process integration between the clouds and other systems. During the project, NTO faces many challenges including a lack of agility and business value alignment, as well as silo-thinking. After trying different approaches, NTO begins to use Agile and is successful. The project manager now wonders what the recommended operating model would look like.
What should be a Solution Architect's first recommendation?

• A. NTO should establish a Scaled Agile Center of Excellence to continuously improve agility and time to market.
• B. NTO should set up a model of continuous backlog with teams aligned to the different clouds to drive efficiency and team collaboration.
• C. NTO should set up an Operations team within ITto ensure proper management of the integrations going forward.
• D. NTO should set up a model of continuous backlog with teams aligned to the different products (capabilities) to improve efficiency.