最新2024年01月13日リアルなAD0-E556試験問題集解答で有効なAD0-E556問題集PDF
Adobe AD0-E556試験問題集でPDF問題とテストエンジン
Adobe AD0-E556 認定試験の出題範囲：
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質問 # 11
Refer to the case study
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixedannually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
Unicorn has been having an issue with data quality coming from their Adobe Marketo Engage instance. An audit finds that a key issue is that Marketers and IT members lacked knowledge in best practice processes for the following tasks:
* Importing data to Marketo Engage or CRM in incorrect format or with old information
* Setting up forms to comply with Data Standardization (such as String Country fields to fill out)
* Importing large purchased lists without any minimal validation
Unicorn agrees with the auditor's recommendations to roll out enablement as part of a way to solve the problems.
Which two steps should be a part of this enablement? (Choose two.)
- A. Set up training sessions that covers List Import and Form best practices for both day-to-day users and Marketo Engage 'Power Users'
- B. Align IT and Marketing Ops teams on what level of responsibility each team should have on data management in Marketo Engage
- C. Remove access to users who are the 'worst offenders' until they have successfully passed the Marketo Certified Associate Exam
- D. Buy lists from a third-party data provider that are GDPR compliant with no country values
- E. Set up a Roles and Permissions workshop with the CMO and CIO to capture and enforce the right level of access for level of Marketo Engage usage
正解：A、B
解説：
Explanation
Setting up training sessions that covers List Import and Form best practices for both day-to-day users and Marketo Engage 'Power Users' is a good step to be part of the enablement, as it would help the users to learn how to avoid common data quality issues and follow the best practices for importing data and creating forms.
Aligning IT and Marketing Ops teams on what level of responsibility each team should have on data management in Marketo Engage is another good step to be part of the enablement, as it would help to clarify the roles and expectations of each team and ensure a consistent and collaborative approach to data quality.
Setting up a Roles and Permissions workshop with the CMO and CIO to capture and enforce the right level of access for level of Marketo Engage usage is not a bad step, but it is not directly related to the data quality issues or the enablement of the users. Removing access to users who are the 'worst offenders' until they have successfully passed the Marketo Certified Associate Exam is not a good step, as it would be punitive and disruptive to the users' work. Buying lists from a third-party data provider that are GDPR compliant with no country values is not a good step, as it would not solve the data quality issues or improve the users' knowledge of best practices.
質問 # 12
Refer to the lifecycle model above.
A company wants to increase the number of leads sent to Sales. The Sales and Marketing teams need to meet quarterly conversion rate goals. These teams use the out-of-box Adobe Marketo Engage success (only) modeler. The stages are defined as:
1. Anonymous: Leads for which web activity is tracked, but whose identity is not known yet
2. Known: Leads for which we have an email address or other information that allows us to market to them
3. Engaged: Leads that have engaged us by filling out a form, clicking a link in an email, or visiting our website at least 10 times within a week
4. Lead: Leads with scores greater than 25
5. Sales Lead: Leads with scores greater than 30
6. Opportunity: Leads that also have an opportunity attached to them
7. Won: Leads that are attached to opportunities that we have closed and Won In a meeting to discuss how to increase the amount of sales leads, someone suggests scoring leads who have clicked a link in an email with +35 points.
As the Adobe Marketo Engage Consultant, what are the effects of the lifecycle if this suggestion is implemented? (Choose two.)
- A. Conversion from Lead -> Sales Lead would increase
- B. Conversion from Sales Lead -> Opportunity would decrease
- C. Conversion from Sales Lead -> Opportunity would increase
- D. Conversion from Opportunity -> Won would increase
- E. Conversion from Known -> Engaged would decrease
正解：A、B
解説：
Explanation
The effects of the lifecycle if this suggestion is implemented are that the conversion from Lead -> Sales Lead would increase and the conversion from Sales Lead -> Opportunity would decrease. This is because scoring leads who have clicked a link in an email with +35 points would make them jump from Known to Sales Lead in one step, bypassing the Engaged and Lead stages. This would increase the number of leads sent to Sales, but it would also decrease the quality and readiness of those leads, as they may not be truly interested or qualified for the product or service. This would result in lower conversion rates from Sales Lead to Opportunity, as well as lower sales efficiency and effectiveness.
References: https://docs.marketo.com/display/public/DOCS/Success+Path+Analyzer
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Lead+Scoring
質問 # 13
An Adobe Marketo Engage Architect is integrating a Marketo Engage instance for a nonprofit client with two different third-party platforms. The requirements are outlined below:
Scenario 1: Automatically clone existing default programs on Marketo, build the email using the RSS feed of blog section, and schedule the email on every Thursday.
Scenario 2: Before deleting any record on Marketo, push the data to "Donor System".
How should the Marketo Engage Architect approach the platform integration?
- A. Scenario 1 - Use Email Scripting and Scenario 2 - Use REST API
- B. Scenario 1 - Use Webhook and Scenario 2 - Use REST API
- C. Scenario 1 - Use JavaScript API and Scenario 2 - Use REST API
- D. Scenario 1 - Use REST API and Scenario 2 - Use Webhook
正解：A
解説：
Explanation
The way that the Marketo Engage Architect should approach the platform integration is to use Email Scripting for scenario 1 and REST API for scenario 2. These methods will help the Architect to automate and optimize the processes of cloning existing default programs, building emails using RSS feed, scheduling emails, deleting records on Marketo, and pushing data to Donor System. Using Email Scripting for scenario 1 will allow the Architect to dynamically generate email content based on the RSS feed of blog section, instead of manually creating email assets. Using REST API for scenario 2 will allow the Architect to programmatically delete records on Marketo and push data to Donor System, instead of relying on manual or offline methods.
References: https://docs.marketo.com/display/public/DOCS/Email+Scripting
https://developers.marketo.com/rest-api/
質問 # 14
Refer to the case study.
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixed annually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
The social media team at Unicorn Fintech has been running paid search, paid social, and retargeting ads for the past year. Each of these is an Adobe Marketo Engage program channel and is set up to capture program member success and cost. The newly formed Account Based Marketing team (ABM) also wants to run paid social and retargeting ads but has their own budget. They want to report on their ABM efforts and ROI of their specific programs separate from the social media team. The social media team wants to be able to see how all campaigns are performing as well as easily separate the ABM efforts.
How should the Marketo Engage Architect set up the program structure to achieve these reporting goals?
- A. Create new ABM channels for paid social and retargeting
- B. Use the existing paid social and retargeting channels and add a tag for ABM
- C. Use the existing paid social and retargeting channels and add ABM to the program name
正解：A
解説：
Explanation
Creating new ABM channels for paid social and retargeting is the best way to set up the program structure to achieve the reporting goals. This way, the ABM team can have their own channels with their own success and cost metrics, and report on their ROI separately from the social media team. The social media team can also see how all campaigns are performing by using the existing channels, and easily separate the ABM efforts by filtering by channel. Using the existing paid social and retargeting channels and adding ABM to the program name would not be a good solution, as it would not allow for separate cost and success metrics for the ABM programs. Using the existing paid social and retargeting channels and adding a tag for ABM would not be a good solution, as it would not allow for separate cost and success metrics for the ABM programs, and it would require manual tagging of each program.
質問 # 15
An Adobe Marketo Engage Architect is working for Too Big to Fail Co., an enterprise company that has an
8-year-old Marketo Engage instance (A). Too Big to Fail Co. recently purchased start up Treat Snack LTD, which has 100 employees and its own Marketo Engage instance (B). The Architect needs to merge the two instances and maintain business continuity. No additional budget, funding, or resources are available for the merger and migration.
The Architect needs to determine the most important actions to take for the minimum viable solution to meet the business needs. The two instances need to be merged in 3 months.
Which actions should the Architect take?
- A. * Spin up a new instance (C)
* Dedupe leads across both instances (A and B) and import into the new instance (C)
* Audit highest-performing assets and key critical campaigns in both instances
* Rebuild in the new instance (C) - B. * Dedupe the instance (B) database and import the leads into instance (A)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (A) - C. * Dedupe instance (A) database and import the leads into instance (B)
* Determine the highest-performing assets and rebuild the campaigns relevant to those assets
* Audit the instance for critical business functions
* Rebuild in instance (B)
正解：B
解説：
Explanation
The most important actions to take for the minimum viable solution are to dedupe the instance (B) database and import the leads into instance (A), determine the highest-performing assets and rebuild the campaigns relevant to those assets, audit the instance for critical business functions, and rebuild in instance (A). This is because instance (A) is older and likely has more data, assets, and integrations than instance (B), and it would be easier and faster to migrate the smaller instance into the larger one. Deduping the leads and determining the highest-performing assets are essential steps to avoid data quality issues and maintain campaign performance.
Auditing the instance for critical business functions and rebuilding them in instance (A) are necessary steps to ensure business continuity and alignment. The other options are not as feasible or efficient as this one, because they involve creating a new instance or migrating the larger instance into the smaller one, which would require more time, resources, and complexity.
References: https://docs.marketo.com/display/public/DOCS/Instance+Migration+Guide
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Data+Management
質問 # 16
An Adobe Marketo Engage Architect starts their first day at their new job managing the Marketo Engage instance. When inspecting the instance, they notice that the sync to Salesforce was unusually slow and takes several hours to populate Salesforce campaign membership from Marketo Engage programs. Upon closer inspection, several errors occurred under the notifications of syncs timing out or hitting the concurrent limit.
Which three actions can the Architect take to help diagnose and address the problem around sync to Salesforce issues?
- A. Create a smart list to identify Marketo Engage records that have an empty CRM type Review the field management mapping Check the permission in the CRM for the Marketo sync user profile
- B. Use campaign inspector to determine the number of sync to CRM flow steps Check the permissions in the CRM for the Marketo sync user profile Check for a sync backlog in the CRM admin under the sync status tab
- C. Go to admin and view the CRM notification errors Count the number of custom CRM fields Increase the time between CRM and Marketo syncs
正解：B
解説：
Explanation
Using campaign inspector and creating a smart list are two actions that can help diagnose the sync issues by identifying the number of sync to CRM flow steps and the records that have an empty CRM type. Checking the permissions in the CRM for the Marketo sync user profile can also help address the problem by ensuring that the sync user has the right access level. Counting the number of custom CRM fields or increasing the time between CRM and Marketo syncs are not helpful actions.
質問 # 17
An Adobe Marketo Engage Consultant is assigned to audit an existing Marketo Engage instance. This is a
10-year-old instance. Due to high turnover within the Marketing Operations team, the team does not have the MQL assignment process documented. Marketing Operations does not have access to Salesforce. The sales team reports that they receive only 10 MQLs in a week. The Marketing team shows on average 50 MQLs in a week. The Sales team members do not get any MQL alert from Marketo Engage. They see the lead assignment only when the leads are assigned to "Sales Queue" on Salesforce. The Marketo Engage sync on Salesforce is properly configured and has write access to all standard objects and fields. While auditing Marketo Engage instance, the consultant finds the following issues:
* An average 40 leads are getting graduated to MQLs but not syncing with Salesforce. These records are already in Salesforce's lead object and belong to Hospitality Industry.
* The web-message field on the Marketo Engage form is not getting updated to Salesforce's Lead and Contact objects. The Marketo Engage Sync user has read and write access to "Web-Message" field on Lead, Contact, and Account objects.
Which two steps should the consultant perform to find the root cause? (Choose two.)
- A. Check if the Custom Activities are configured properly
- B. Check if Marketo's Custom Object is in place
- C. Check if the Web-Message form field is mapped to Account object
- D. Check if the Custom Sync Rule is in place
- E. Check if the Behavior Scoring is configured properly
正解：C、D
解説：
Explanation
The two steps that the consultant should perform to find the root cause are to check if the Web-Message form field is mapped to Account object and to check if the Custom Sync Rule is in place. These steps will help the consultant to identify and resolve the issues that are causing leads not syncing with Salesforce or fields not getting updated. Checking if the Web-Message form field is mapped to Account object will help the consultant to verify that the field mapping is correct and consistent between Marketo Engage and Salesforce, as well as between Lead, Contact, and Account objects. Checking if the Custom Sync Rule is in place will help the consultant to verify that there are no filters or conditions that are blocking leads from syncing with Salesforce based on their industry or other criteria.
References: https://docs.marketo.com/display/public/DOCS/Salesforce+Sync%3A+Overview
https://docs.marketo.com/display/public/DOCS/Field+Mapping
https://docs.marketo.com/display/public/DOCS/Custom+Sync+Filter
質問 # 18
When reviewing completion of a REST API Webhook, two URLs can be used to perform an initial validation and make sure leads will pass correctly.
Which two combinations of URL and associated parameters should be used to validate the REST API?
(Choose two.)
- A. Identity URL with Client ID and Client Secret
- B. Endpoint URL with Access Token and Client ID
- C. Endpoint URL with Client ID, Your Email Address, and Client Secret
- D. Endpoint URL with Access Token and Your Email Address
- E. Identity URL with Client Score and Client ID
正解：A、D
解説：
Explanation
The two combinations of URL and associated parameters that should be used to validate the REST API are Endpoint URL with Access Token and Your Email Address and Identity URL with Client ID and Client Secret. These combinations will allow the user to perform an initial validation and make sure leads will pass correctly through the REST API Webhook. The Endpoint URL with Access Token and Your Email Address will allow the user to test the functionality of the endpoint service and verify that the leads can be submitted successfully. The Identity URL with Client ID and Client Secret will allow the user to obtain an access token for authentication and authorization purposes.
References: https://developers.marketo.com/rest-api/
https://docs.marketo.com/display/public/DOCS/Webhooks
質問 # 19
A company implements Workspaces and Partitions for global regional marketing operations. They need to separate their Workspaces into North America, APAC, and EMEA regions as each region should not see the other region's marketing activities. They also have a Default Workspace. The Default Workspace has access to all Person Partitions. Each regional Workspace has access to their own regional Person Partition. The default dedupe key for the Unicorn Adobe Marketo Engage instance is email address.
A form that exists in the the North America workspace is filled out by a new person.
Which default behavior should be expected?
- A. The new person will be created in the default Partition and immediately routed to the North O America Partition
- B. The new person will be created in the North America Partition where the form exists
- C. The new person will be created in the default Partition and should remain there as long as the North America workspace has access to the default Partition
正解：B
解説：
Explanation
The new person will be created in the North America Partition where the form exists because that is where the lead source is located. The Default Workspace has access to all Person Partitions but it does not determine where new leads are created.
https://experienceleague.adobe.com/docs/marketo/using/home.html
質問 # 20 
Refer to the lifecycle model above.
A company wants improve the efficiency of its sales follow-up and enhance its velocity reporting across the funnel. The company currently uses the out-of-box Adobe Marketo Engage success with detours modeler. The stages are defined as:
1. Anonymous: Leads whose web activity is tracked, but whose identity is not known yet
2. Known: Leads for whom we have an email address or other information that allows us to market to them
3. Engaged: Leads that have engaged us by filling out a form, clicking a link in an email, or visiting our website at least 10 times within a week
4. Lead: Leads with scores greater than 25
5. Sales Person: Leads with scores greater than 30
6. Opportunity: Leads who also have an opportunity attached to them. The Max Age is set to 7 days before it moves to "Lost".
7. Won: Leads who are attached to opportunities that we have closed and Won
8. Recycling: People with scores below 25 that need to be nurtured
9. Disqualified: People who are not a fit for our products and services and we no longer want to market to them
0. Lost: People who are attached to opportunities that we have lost
Once leads reach the "Sales Person" stage, 50% of them do not get followed up by Sales until 7 days later. The Sales leader wants a salesperson to follow up with leads within 4 days.
Which two modifications should the Adobe Marketo Engage Consultant make to the lifecycle model to achieve these goals? (Choose two.)
- A. Modify the Sales Person" stage from Type: Gate to Type: SLA and set Max Age to 4 days
- B. Add an additional stage between "Sales Person" and "Opportunity". Set type to SLA and set Max 1 ' Age to 3 days
- C. Modify the "Opportunity" stage and update the Max Age from 7 days to 4 days
- D. Add an additional stage between "Opportunity" and "Won". Set type to SLA and set Max Age to 3 '-' days
- E. Modify the "Sales Person" stage from Type: Inventory to Type: SLA and set Max Age to 4 days
正解：A、B
解説：
Explanation
The two modifications that the Adobe Marketo Engage Consultant should make to the lifecycle model to achieve these goals are to add an additional stage between "Sales Person" and "Opportunity" and to modify the Sales Person stage from Type: Gate to Type: SLA. These modifications will help the company to improve the efficiency of its sales follow-up and enhance its velocity reporting across the funnel, as well as to ensure that a salesperson follows up with leads within 4 days. Adding an additional stage between "Sales Person" and
"Opportunity" will enable the Consultant to create a separate stage for leads that are being worked by Sales but have not yet become opportunities, as well as to measure the conversion rate and velocity of this stage.
Setting type to SLA and setting Max Age to 3 days for this stage will enable the Consultant to define a service level agreement (SLA) between Marketing and Sales, as well as to monitor and measure the compliance and performance of Sales. Modifying the Sales Person stage from Type: Gate to Type: SLA will enable the Consultant to specify the maximum time that a lead can stay in the Sales Person stage before it is moved to another stage or marked as non-compliant. Setting Max Age to 4 days for this stage will enable the Consultant to align with the Sales leader's goal of following up with leads within 4 days.
References: https://docs.marketo.com/display/public/DOCS/Revenue+Cycle+Modeler
https://docs.marketo.com/display/public/DOCS/Revenue+Cycle+Modeler+Best+Practices
質問 # 21
A large global company hires a media agency to run their paid social campaigns. They use a standardized UTM structure to track paid activities, which will allow them to differentiate paid efforts versus organic efforts. For example, UTM-source=paid social, UTM-medium=facebook, UTM-campaign:=B2B-social, UTM-content=Definitive-guide-to-paid-social. Cost will be added to the Adobe Marketo Engage programs on a monthly basis. The same assets will be used across campaigns and social platforms (Twitter, Facebook, Linkedln).
Which Marketo Engage program structure will allow the company to determine paid social effectiveness and ROI?
- A. * A program in the Global Content channel will capture membership but not success
* A program in the paid social channel will capture member success
* Each program in the social media channel will be created for each paid social campaign
* Cost will be added to paid social programs - B. * A program in the Global Content channel will capture member success, and a program will be created for each asset regardless of the platform that drove the person to the asset
* UTMs will be used to place people in static lists to separate out the different platforms that drove the lead
* Cost will be added to each Global Content program - C. * A program in the Global Content channel will capture member success
* A program in the paid social channel will capture member success and one will be created for each asset and social media campaign
* Cost will be added to each paid social program and content program
正解：C
解説：
Explanation
The requirement should be met by creating one set of channels and using a tag to determine Direct or Partner.
This will allow the company to report on the efficacy of direct marketing and investment to third-party seller/partner marketing, as well as to determine how budget should be spent the following year. Creating one set of channels will enable the company to use consistent and standardized metrics and definitions for each channel type, such as webinar, paid social, virtual event, etc. Using a tag to determine Direct or Partner will enable the company to differentiate and track the performance and ROI of each marketing channel based on whether it was executed by the company or by a third-party seller.
References: https://docs.marketo.com/display/public/DOCS/Programs+and+Channels
https://docs.marketo.com/display/public/DOCS/Tags
質問 # 22
A company wants to generate new leads through content syndication. The goal is not to pay for existing leads.
A third-party company will send leads through an API directly to the Adobe Marketo Engage instance.
The third-party company passes the following information through the API:
* First
* Last
* Email
* Person Source
* Company
* Asset Name
An Architect needs to create a program that captures leads and evaluates if the leads are new or existing.
Engagement will also be captured on all leads. Only new leads must be scored and sent a welcome email.
Existing leads will then be excluded from the program and sent back through the API to the third-party company.
Which order of steps is required to build this program?
- A. Change Program Status > Call Webhook > Change Data Value > Send Email > Remove from Flow
- B. Remove from Flow > Change Data Value > Add to Program > Change Score > Call Webhook
- C. Remove from Flow > Call Webhook > Change Data Value > Change Program Status > Change Score
- D. Change Data Value > Change Program Status > Call Webhook > Remove from Flow > Send Email
正解：D
解説：
Explanation
The order of steps required to build this program is to change data value, change program status, call webhook, remove from flow, and send email. This is because these steps will allow the program to capture leads and evaluate if they are new or existing, aswell as capture engagement and perform the desired actions. The change data value step will update the person source and asset name fields based on the API information. The change program status step will update the program status based on whether the lead is new or existing. The call webhook step will send existing leads back to the third-party company through the API. The remove from flow step will exclude existing leads from the program. The send email step will send a welcome email to new leads only. The other options are not as correct as this one, because they either miss some of the required steps or include some of the unnecessary steps.
References: https://docs.marketo.com/display/public/DOCS/Programs+Overview
https://docs.marketo.com/display/public/DOCS/Smart+Campaigns+Overview
https://docs.marketo.com/display/public/DOCS/Webhooks
質問 # 23
A Sales team reports to Marketing that they receive false MQLs regularly. The Adobe Marketo Engage instance has three fields to track lead scores:
* "Total Score" is a sum of Behavior and Demographic Scores.
* A prospect gets graduated to MQL as soon as "Behavior Score" changes to 100 or greater and 'Demographic Score" must be at least 20.
* All "Demographic Score" smart campaigns are set up using "Person is Created" trigger with no filters.
The Marketo Engage Administrator audits the false MQLs and learns that most of them received a
"Demographic Score" of +20 for being in a target "Job Title" and preferred "Country". Their "Demographic Scoring" was not completed. They received -10 for the "Industry" because these false MQLs are from Universities.
Which two sets of actions should the Architect take to stop sending the false MQLs to the Sales team? (Choose two.)
- A. Use trigger "Not Score is Changed" on "Demographic Field"
In the Flow steps, use "Change Score", "Remove from Flow", and "Change Data Value" for updating "Demographic MQL Score" field - B. Create a Boolean field and Smart-Campaign called "Demographic MQL Score" Update the MQL Smart Campaign to use "Demographic MQL Score = True" as a filter and as a trigger
- C. Use trigger "Score is Changed" on "Demographic Field"
In the Flow steps, use "Wait", "Remove from Flow", and "Change Data Value" for updating
"Demographic MQL Score" field - D. Create a Score field and Smart-Campaign called "Demographic MQL Score" Update the MQL Smart Campaign to use "Demographic MQL Score = True" as a filter and as a trigger
- E. Use trigger "Score is Changed" on "Demographic Field"
In the Flow steps, use "Change Score", "Remove from Flow", and "Change Data Value" for updating "Demographic MQL Score" field
正解：A、B
解説：
Explanation
The two sets of actions that the Architect should take to stop sending the false MQLs to the Sales team are to use trigger "Not Score is Changed" on "Demographic Field" and to create a Boolean field and Smart-Campaign called "Demographic MQL Score". These actions will help the Architect to improve the lead scoring and qualification process, as well as to avoid sending leads that are not ready or qualified to the Sales team. Using trigger "Not Score is Changed" on "Demographic Field" will ensure that leads are scored only once based on their demographic attributes, instead of multiple times based on their behaviors. Creating a Boolean field and Smart-Campaign called "Demographic MQL Score" will enable the Architect to mark leads as Demographic MQLs based on their score and criteria, and to use this field as a filter and trigger for updating the MQL status.
References: https://docs.marketo.com/display/public/DOCS/Scoring+Overview
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Lead+Scoring
質問 # 24
An Adobe Marketo Engage Consultant is reviewing all programs in an instance. Each campaign in each program contains at least three flow steps:
* If Acquisition Program is Empty, change Acquisition Program to the current program's name
* Change the status in the program (based on the action)
* Write an Interesting Moment
These flow steps happen in almost every campaign.
How can the Consultant edit the programs for scalability and efficiency?
- A. Create a global program and coordinating campaigns to update the acquisition program to the latest program touched
- B. Remove the program status change because this will be handled by the Acquisition Program update
- C. Create global Interesting Moments campaigns based on specific triggers and using tokens
正解：A
解説：
Explanation
The Consultant can edit the programs for scalability and efficiency by creating a global program and coordinating campaigns to update the acquisition program to the latest program touched. This will allow the Consultant to streamline and optimize the process of updating the acquisition program for each lead, instead of having multiple flow steps in each campaign. The global program can use triggers and filters to capture leads from different sources and channels, and use tokens to dynamically update the acquisition program based on the latest program touched. This will also reduce the number of campaigns in the queue and improve the campaign performance.
References: https://docs.marketo.com/display/public/DOCS/Acquisition+Program
https://docs.marketo.com/display/public/DOCS/Global+Programs
質問 # 25
FADE IN:
CUSTOMER CONTACT - SCORING DILEMMA
In a virtual meeting, a marketing executive in
business attire, speaks directly to the camera. The screen displays the executive's name and title (CMO).
CMO
It's nice to meet you. Welcome to our growing B2B tech SaaS company. I heard you've spoken with the CIO.
Good. Listen, I have a specific concern I'd like you to evaluate.
Marketing, my team, we're really ramping up our demand generation activities. We have a lot of leads coming in and we are pushing over an increasing amount of marketing qualified leads to the inside sales team.
(shakes their head)
The volume we're pushing-inside sales is just
getting inundated, and they don't know how to prioritize or who to follow up with first. My team has a lot of data and context to send over to the sales team, but it's just too much for them to take in all at once. I don't want us to waste these opportunities. Tell me, how can I use scoring to help with this challenge we're in9 FADE OUT:
THE END
At Treat Snack Inc, a company that specializes in unique local ethnic snacks, the new CMO is being bombarded by complaints from the sales team that a high volume of MQLs are being delivered to the sales team. There is no context around why they reached MQL, what it is about them, as well as what they did that caused them to MQL. The CMO decides to overhaul the entire scoring system and build a new method from scratch.
The Sales team is interviewed to understand what indicated a good person to speak with who has a high likelihood of wanting to take a meeting. The Sales team reports that their best leads have the following traits in order of priority starting with the most helpful trait:
1. People who attended a webinar on different types of treats enjoyed in different global regions
2. People who have a title of director and higher, followed by whether the account was larger than 1000 employees
3. People who work for companies that look similar to companies that they have sold to previously
4. People who have a high interest in their chocolate tasting line of products
5. People who search the web for wholesale suppliers of gourmet treats
In which order should the different types of scoring be rolled out?
- A. Behavior, Intent, Demographic, Product, Predictive
- B. Predictive, Behavior Demographic, Intent, Product
- C. Behavior, Demographic, Predictive, Product, Intent
正解：C
解説：
Explanation
The order of the different types of scoring should be based on the priority and feasibility of the traits that the Sales team identified. Behavior scoring should be rolled out first, because it captures the most helpful trait of attending a webinar, as well as other actions that indicate interest and engagement. Demographic scoring should be rolled out next, because it captures the second most helpful trait of title and company size, as well as other attributes that indicate fit and qualification. Predictive scoring should be rolled out third, because it captures the third most helpful trait of working for similar companies, as well as other factors that indicate propensity and likelihood to buy.Product scoring should be rolled out fourth, because it captures the fourth most helpful trait of having a high interest in their chocolate tasting line of products, as well as other preferences and needs that indicate product fit and value. Intent scoring should be rolled out last, because it captures the fifth most helpful trait of searching the web for wholesale suppliers of gourmet treats, as well as other signals that indicate buying intent and readiness.
References: https://docs.marketo.com/display/public/DOCS/Scoring+Overview
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Lead+Scoring
質問 # 26
An Adobe Marketo Engage Architect is working for a car manufacturing company in Japan and wants to solve two problems:
1. Receiving errors when trying to integrate Marketo Engage with Salesforce's Custom Object, the custom object of Salesforce is storing the offers and gifts given to each car owner.
2. Store the periodic details of car services of owners in Marketo Engage. This will help the team to edit the records in Marketo Engage. Also, use Filter and Triggers for sending service reminders on Marketo Engage.
This data at present is maintained offline in Excel.
In which two ways can the Architect solve these challenges? (Choose two.)
- A. Problem 2: The Admin can create a segmentation in Marketo Engage
- B. Problem 2: The Admin can use Marketo Engage Custom object
- C. Problem 1: Set the language of Marketo Engage sync user to English in Salesforce
- D. Problem 2: The Admin can use Marketo Engage custom activities
- E. Problem 1: Set the user profile of the Marketo Engage sync user to Admin in Salesforce
正解：B、C
解説：
Explanation
The two ways that the Architect can solve these challenges are to use Marketo Engage Custom object for problem 2 and to set the language of Marketo Engage sync user to English in Salesforce for problem 1. These ways will help the Architect to integrate Marketo Engage with Salesforce's Custom Object and to store the periodic details of car services of owners in Marketo Engage. Using Marketo Engage Custom object for problem 2 will allow the Architect to create a custom object that can store the car service details of owners in Marketo Engage, as well as to use filters and triggers for sending service reminders. Setting the language of Marketo Engage sync user to English in Salesforce for problem 1 will allow the Architect to avoid errors when trying to integrate Marketo Engage with Salesforce's Custom Object, as the language mismatch can cause sync failures or data corruption.
References: https://docs.marketo.com/display/public/DOCS/Custom+Objects+Overview
https://docs.marketo.com/display/public/DOCS/Salesforce+Sync%3A+Overview
質問 # 27
UNICORN FINTECH COMPANY PROFILE
Unicorn Fintech is a mobile-only financial-servicesstartup created by a consortium of consumer banks to resell savings, checking, loan, transfer/remittance, and other services from a secure smartphone app. The company is venture-funded, and plans to reach profitability before a planned IPO in two years.
Business issues and requirements
Marketing is responsible for acquiring new customers 0 through online, television advertising, and email campaigns, and for cross-selling new services to customers through IM, email, and in-app campaigns.
Evaluating the success of these campaigns has been a persistent problem: although the company can track revenue by product line, it can't attribute those revenues to campaigns: for example, did a new loan come from onboarding a new customer, or by cross-selling a savings-account customer? Marketing currently uses crude, manual tools and guesswork to evaluate the quality and lifespan of new leads, and even the deliverability of emails in its external campaigns. As a result, the department can't allocate spending to the most productive campaigns, or decide how much different touchpoints in multi-stage campaigns contribute to revenue. Operational processes to connect lead data to CRM and other databases are entirely manual.
Staffing and leadership
Unicorn has fewer than 200 employees, and roles aren't always defined in traditional ways. Since customer acquisition and cross-selling are primarily through electronic channels, Marketing and IT roles especially often overlap. The traditional Sales role falls entirely to Marketing, and IT is responsible for the Salesforce CRM system, Google Analytics, and a handful of third-party integrations. The CMO and CIO work closely together on most initiatives, and budgets are typically project-driven rather than fixedannually. Individual contributors to Marketing campaigns include the Marketing Operations Manager, responsible for lead scoring and analytics. Key IT contacts include the CRM Administrator and Web Developer. Incidental contributors are the Corporate Attorney, who signs off on opt-in/out and DMARC policies.
Revenue sources
Unicorn earns commissions on financial services delivered by the banking consortium through its apps, including fixed finders' fees for what the company calls "skips"-customers who initially engage with Unicorn, but then "skip" to receive services directly from a consortium bank. Unicorn needs to attribute revenue from these customers to its own campaigns; currently, it's impossible to attribute ROI to individual campaigns, or provide documentation to claim commissions on "skips." Current and aspirational marketing technology Current Marketing technology consists of Marketable,an open-source lead management solution supported by a set of spreadsheets and scripts developed in-house. Marketable offers lead tracking and source attribution, but not multi-touch source attribution. Unicorn Fintech Marketing has difficulty linking the different stages of customer campaign journeys, and relies on scripts to translate Marketable's "sales alerts" into next steps it could use in multi-touch campaigns. IT has worked out scripts to input Marketable qualified leads into Salesforce, but the system is brittle and often requires manual intervention.
Current campaign management processes
A typical email campaign:
* Addresses a purchased (for customer acquisition) or0 in-house (for cross-sell) list. Purchased lists range from
300,000 to 1.5 million addresses
* Is sent from multiple data centers in the US and Canada
* Includes an "unsubscribe" opt-out below the message
* Is static; there are no formula fields
* Uses no deliverability authentication, nor integration 0 with any email management platform.
All campaigns to date direct respondents to a single 0 landing page with the company's "all markets" message.
More sophisticated targeting is a high priority.
Current lead management and attribution
Unicorn's lead-management process follows
Marketable's "out of the box" defaults: lead evaluation levels 1 through 3, lifecycle stages "unqualified" and
"qualified." The qualification processes are manual, and highly subjective: Marketing staff classify leads according to prospect email responses, including free-form comments. "Sales" followup is by email forms prompting higher levels of engagement. The company intends to phase out Marketable and replace spreadsheets and scripts with native features of whatever solution set it adopts.
Attribution processes are binary: response to a campaign email or web visit is rated a success if it results in a sale: there is no success rating assigned to TV ads that result in web visits, for example. Cost are not allocated to individual campaigns.
The Marketing department plans to expand outreach to social media (Facebook, Twitter, Instagram, in-house and third-party financial blogs), and wants to make sure it can assess the ROI of these channels, and the overall social media program.
Current governance processes
Currently, the Marketing department assigns content development and campaign management duties to team members on a campaign-by-campaign basis. All team members (and IT) have access to all assets and tools, which sometimes leads to duplication and conflicts. The CMO realizes that a more specialization will be necessary to support the social media campaigns, but hasn't decided on the optimal organizational model.
Input of qualified leads from Marketable into
Salesforce is by manual cut-and-paste, assisted by scripts; inconsistency of input practices across Marketing team members is a known problem; individual members have their own "go-to" fields: where one member might check "TV ad" as Lead Source, another would put that in the comments field.
CMO
The CMO's most important concerns are:
* The current solution has too many manual steps to scale with anticipated growth
* Without more sophisticated attribution, the company will overinvest in less productive campaigns, and underinvest in better ones
* In general, analytics integrations are manual, slow, and unreliable
* The current system completely misses "skips"-customers switching from the Unicorn app to consortium banks-an important source of revenue
* Documenting the value of Unicorn's Marketing processes is essential to the success of the planned IPO, and millions of dollars in stock valuation hangs in the balance.
CIO
The CIO is concerned primarily with:
* The amount of time his team spends patching up Marketing campaigns and CRM data transfers, at the expense of other, critical initiatives
* Quality and reliability of the Analytics information his team provides to Marketing MARKETING STAFF Marketing Operations staff concerns:
* Campaigns require so much work that they can't run as many of them as they need to
* Multi-touch cross-selling campaigns (for example, savings accounts to loans) with excellent margins, but no way to know which campaign touches perform best
* Getting swamped with manual record-keeping; for example, spreadsheet mistakes take hours to find and fix
* Poor integration with third-party tools for preparing, sending, and evaluating campaign materials, for Example.
o Webhook not firing,
o Reaching API limit
o Synchronization errors with third-party tools and Salesforce
* Inadequate number of lead stages and qualification levels, making it difficult to evaluate lead value, especially in multi-touch campaigns Despite the absence of an external Sales team, Marketing Operations would like to improve the granularity of their lead tracking, including both lifecycle stages and quality levels, with "no score" and negative levels.
An Adobe Marketo Engage customer recently started using a new Survey platform to measure Net Promoter Score (NPS). The company began using this platform 3 months ago. The company invites new customers to complete the surveys by batching out invites monthly to imported lists of customers that meet the criteria from data held in Salesforce Custom Objects. The company has the native Salesforce sync in place. The survey invite email is sent from Marketo Engage and currently invites the customer to the survey platform via a generic link to start the survey. The company can not know whether the customer completed the survey or what responses they provided. The company does not want to maintain history of the NPS score. They want to know the latest NPS score only.
Which three important architectural recommendations should an Architect suggest to scale this platform and its integration with Marketo Engage? (Choose three.)
- A. Integrate survey responses back into custom fields in Adobe Marketo Engage to capture key survey responses
- B. Pass a unique customer identifier to the survey platform for each survey invite sent
- C. Filter on NPS values using a Smartlist and communicate with different audiences based on their level of satisfaction
- D. Create a Custom Object in Adobe Marketo Engage to store all survey responses
- E. Sync relevant Custom Object data from Salesforce and automate inviting customers to the survey
- F. Create a specific channel for "NPS Survey'1 in Adobe Marketo Engage to track the Program
正解：B、E
解説：
Explanation
The three important architectural recommendations that an Architect should suggest to scale this platform and its integration with Marketo Engage are to sync relevant Custom Object data from Salesforce and automate inviting customers to the survey, to pass a unique customer identifier to the survey platform for each survey invite sent, and to integrate survey responses back into custom fields in Adobe Marketo Engage to capture key survey responses. These recommendations will help the company to streamline and optimize their NPS survey process, as well as to track and measure the survey results and customer satisfaction. Syncing relevant Custom Object data from Salesforce will allow the company to use smart campaigns and triggers to invite customers to the survey based on their criteria, instead of manually importing lists. Passing a unique customer identifier to the survey platform will allow the company to link the survey responses to the individual customers, instead of using a generic link. Integrating survey responses back into custom fields in Adobe Marketo Engage will allow the company to store and update the latest NPS score for each customer, as well as other key survey responses, instead of creating a Custom Object or relying on an external platform.
References: https://docs.marketo.com/display/public/DOCS/Custom+Objects+Overview
https://docs.marketo.com/display/public/DOCS/Smart+Campaigns+Overview
https://docs.marketo.com/display/public/DOCS/Webhooks
質問 # 28
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信頼できるAdobe Marketo Engage AD0-E556問題集PDF2024年01月13日最近更新された問題：https://jp.fast2test.com/AD0-E556-premium-file.html