AD0-E556試験問題集を使って一日でAdobe Marketo Engage試験合格目指す（最新の52解答)
AD0-E556試験正確な問題集、学習ノートと理論
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質問 # 19
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 # 20
An Adobe Marketo Engage Architect joins a company and needs to audit a prospect engagement scoring model. The previous administrator did not properly set up or maintain the model. The Marketing and Sales teams identify all engagement elements they want the new revamped model to score on. The administrator needs to make improvements.
According to best practices, what are the three important elements for the Architect to consider when updating the scoring model? (Choose three.)
- A. A new Channel is set up for "Scoring" and all Programs related to scoring use this Channel.
- B. The scoring for all form activities happens within the individual form Programs.
- C. All scoring triggers are held in an operational Program in Marketing Activities.
- D. Scoring tokens are in use for all scoring values in the model.
- E. The frequency of scoring is considered in the implementation of the model.
- F. Make sure only Leads are scored on this model, not the entire database.
正解：C、D、E
解説：
Explanation
The three important elements for the Architect to consider when updating the scoring model are to use scoring tokens for all scoring values in the model, to consider the frequency of scoring in the implementation of the model, and to hold all scoring triggers in an operational program in Marketing Activities. These elements will help the Architect to audit and improve the existing prospect engagement scoring model according to best practices. Using scoring tokens for all scoring values in the model will enable the Architect to easily adjust and maintain the scoring values across different campaigns and programs, instead of hard-coding them.
Considering the frequency of scoring in the implementation of the model will enable the Architect to avoid over-scoring or under-scoring leads based on their actions and behaviors, and to set appropriate time frames and limits for scoring triggers. Holding all scoring triggers in an operational program in Marketing Activities will enable the Architect to centralize and organize all the scoring campaigns and assets in one place, instead of scattering them across different folders or workspaces.
References: https://docs.marketo.com/display/public/DOCS/Scoring+Overview
https://docs.marketo.com/display/public/DOCS/Best+Practices%3A+Lead+Scoring
質問 # 21
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 Unicorn Marketing Operations team has five custom integrations pushing and pulling data between Adobe Marketo Engage and other third-party systems. All five custom integrations are currently using the same API user and custom Launchpoint service.
What should be the primary security concern for Unicorn?
- A. All five custom integrations are using the same shared API credentials including client ID and O client secret
- B. Using a single API user only does not allow Webhooks to be sent to the right location
- C. The Unicorn Marketo Engage Admin cannot see which integration is consuming API calls, so risk O exceeding API call limits
- D. This scenario does not allow for IP restrictions to be enforced for incoming traffic to the Marketo ° REST API
正解：A
解説：
Explanation
All five custom integrations are using the same shared API credentials including client ID and client secret is the primary security concern for Unicorn. This means that if one of the integrations is compromised or misconfigured, it could affect the security and functionality of the other integrations. It also means that if Unicorn needs to revoke or change the API credentials for any reason, it would impact all five integrations at once. It would be better to use separate API credentials for each integration, and follow the best practices for securing and managing them. The Unicorn Marketo Engage Admin cannot see which integration is consuming API calls, so risk exceeding API call limits is not a primary security concern, but rather a performance concern. This scenario does not allow for IP restrictions to be enforced for incoming traffic to the Marketo REST API is not a primary security concern, as IP restrictions are optional and not required for the REST API.
Using a single API user only does not allow Webhooks to be sent to the right location is not a primary security concern, as Webhooks are not dependent on the API user or the Launchpoint service.
質問 # 22
An Adobe Marketo Engage Architect notices that the smart campaigns run slowly. The Campaign Queue in Marketing Activities is full of backlog campaigns. The alerts fire with a delay. All alert smart campaignsare triggered based on the first step of Change Data Value. All Batch campaigns use the Advanced Wait Properties at the first step to run the campaign every Monday at 8:00 PM PT.
Which steps should the Architect perform to scale the campaign execution?
- A. For campaigns sending alerts, move the Send Alert step to first. For batch campaigns, use batch campaign scheduler instead of Advanced Wait Properties.
- B. For campaigns sending alerts, add Sync to SFDC step to first. For batch campaigns, use normal Wait instead of Advanced Wait Properties.
- C. For campaigns sending alerts, move the Send Alert step to first. For batch campaigns, make sure that the wait time is less than 10 minutes.
正解：A
解説：
Explanation
The steps that the Architect should perform to scale the campaign execution are to move the Send Alert step to first for campaigns sending alerts, and to use batch campaign scheduler instead of Advanced Wait Properties for batch campaigns. These steps will help the Architect to improve the speed and efficiency of the smart campaigns, as well as reduce the backlog in the campaign queue. Moving the Send Alert step to first will ensure that alerts are sent immediately without waiting for other flow steps or triggers, which can cause delays or errors. Using batch campaign scheduler instead of Advanced Wait Properties will allow the Architect to schedule batch campaigns at a specific date and time, instead of using a wait step that can clog up the queue or run at suboptimal times.
References: https://docs.marketo.com/display/public/DOCS/Smart+Campaigns+Overview
https://docs.marketo.com/display/public/DOCS/Schedule+a+Batch+Campaign
https://docs.marketo.com/display/public/DOCS/Wait+Flow+Action
質問 # 23
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 campaignscontribute 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.
Some of Unicorn's customers use their financial products and services. Marketing wants to roll out a "Weekly rollup" email to customers who are opted in for email. This email will show a quick snapshot of how each product/service those customers have with Unicorn perform.
The data to send these emails must be set up to sync to the Adobe Marketo Engage instance for each customer.
Each customer can own multiple of the same product, or a number of products/services.
How should this data be pushed into Marketo Engage to be used most effectively?
- A. Create a maximum of 3 fields for each piece of data for both Products and Services onto the "Person" Level Add each field into Email Scripting tokens then use to turn the module on or off if they have less than 3 products
- B. Sync this data on the "Person' Level in a number of fields for "Product" or "Service" Build Segmentations for Product and Service Add Segments into the Email as Dynamic content for personalization
- C. Build two Custom Objects, one called "Products" and one called "Services" to link onto Person with relevant fields Use an Email Scripting token in the email so it can be personalized for each email recipient
正解：C
解説：
Explanation
Building two Custom Objects, one called "Products" and one called "Services" to link onto Person with relevant fields is the best way to push the data into Marketo Engage. This way, you can store multiple records of products and services for each person, and use an Email Scripting token in the email to personalize it for each recipient. Syncing this data on the "Person" level in a number of fields for "Product" or "Service" would limit the number of products and services you can store for each person, and would require building Segmentations for Product and Service and adding Segments into the Email as Dynamic content for personalization. Creating a maximum of 3 fields for each piece of data for both Products and Services onto the
"Person" level would also limit the number of products and services you can store for each person, and would require adding each field into Email Scripting tokens then use to turn the module on or off if they have less than 3 products.
https://nation.marketo.com/t5/product-blogs/custom-objects-best-practices-tips-and-tricks/ba-p/244199
質問 # 24
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. 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
- B. 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
- 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：A
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 # 25
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 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 - B. * 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 - C. * 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
正解：B
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 # 26
A consultant conducts an audit on a company's Adobe Marketo Engage instance and discovers:
* The instance hits its API limit twice a month, affecting leads from multiple third-party integrations from being consistently created or updated automatically.
* The field "Country' is set as a text field, which results in inconsistent variations and misspellings of the country value, leading to the inability to route leads to the proper regional sales team.
* There is a Segmentation called "Reqion", which is defined by the "Country" field values; due to the inconsistency of the field, a majority of the person records sit in the "Default" segment.
* Lead routing is based on the "Region" segment, and there is no logic set in the routing to account for the
"Default" leads.
After sharing these findings with a group of stakeholders, the stakeholders share:
* The Data Science team uses the Marketo Engage API to pull data out of the instance twice a month for an executive dashboard that tracks quarterly goals.
* The Sales team is extremely below target for qualified leads because the volume routed to them is so low.
* The Web team has reported on below-average form conversions because too many fields are open text.
* The Marketing team wants to send nurture emails that are localized based on the "Region" Segmentation.
The end of the quarter is 1 month away.
What is the first action the consultant should take?
- A. Advise the company to increase its API limits to solve the API issue
- B. Change the ' Country" field from a text field to a string field to standardize the values
- C. Advise the Data Science team to minimize their API query to reduce the consumption of the API limit
- D. Create a daily re-occurring batch that standardizes "Country" into clean values
正解：C
解説：
Explanation
The first action the consultant should take is to advise the Data Science team to minimize their API query to reduce the consumption of the API limit. This is because hitting the API limit twice a month affects leads from multiple third-party integrations from being consistently created or updated automatically, which impacts the lead routing and nurturing processes. By reducing the API query, the consultant can ensure that the integrations are not disrupted and that leads are not lost or delayed. The other options are not as urgent or effective as this one, because they do not address the root cause of the problem or they require more time and resources to implement.
References:https://docs.marketo.com/display/public/DOCS/Understanding+Marketo+API+Limits
質問 # 27
An Adobe Marketo Engage Consultant is assigned to audit an existing Marketo Engage instance. The instance is 2 years old and follows a de-centralized model for program execution. Therefore, all marketers within the organization have been trained to operate and build in the Marketo Engage instance independently. During the audit, the consultant discovers:
1. Naming convention does not exist. Therefore, all program names are named arbitrarily.
2. There are four Marketo Engage Admins: The marketing operations manager, the demand generation manager, the CRM administrator, and the IT manager. All four admins have access to everything and have been creating fields on their own to fit individual business needs.
3. There is one workspace for the entire instance. However, the company has paid for additional workspaces.
4. There are two Revenue Lifecycle Models: a prospect lifecycle and a customer lifecycle.
The CMO wants to prioritize the following goals:
1. Ability to pull quick reports for prospect programs and customer programs from a reporting tool like Tableau.
2. Change the operating model from de-centralized to centralized so the marketing operations manager and CRM administrator are the only two people managing the operational side of the Marketo Engage instance and a new agency will manage the campaign execution on the behalf of marketing.
Which three recommendations should the Consultant make? (Choose three.)
- A. Create two workspaces: A prospect workspace and a customer workspace
- B. Increase the access for the marketing operations manager and CRM administrator to super admin so they can override the field creations from others
- C. Create a naming convention that tags customer vs prospect campaigns
- D. Create a folder structure to organize customer vs prospect campaigns
- E. Create two workspaces: An operational workspace and a marketing workspace
- F. Reduce the access for the demand generation manager and IT manager to a limited role that cannot create fields
正解：A、C、F
解説：
Explanation
The three recommendations that the Consultant should make are to create two workspaces: A prospect workspace and a customer workspace, to create a naming convention that tags customer vs prospect campaigns, and to reduce the access for the demand generation manager and IT manager to a limited role that cannot create fields. These recommendations will help the company to achieve their goals of pulling quick reports for prospect programs and customer programs from a reporting tool like Tableau, and changing the operating model from de-centralized to centralized. Creating two workspaces: A prospect workspace and a customer workspace will enable the company to segment and organize their programs based on their target audience, as well as to leverage their existing workspaces feature. Creating a naming convention that tags customer vs prospect campaigns will enable the company to standardize and identify their programs based on their purpose, as well as to facilitate reporting and analysis. Reducing the access for the demand generation manager and IT manager to a limited role that cannot create fields will enable the company to centralize and control their field management process, as well as to avoid field duplication or inconsistency.
References: https://docs.marketo.com/display/public/DOCS/Workspaces+and+Partitions
https://docs.marketo.com/display/public/DOCS/Naming+Conventions
https://docs.marketo.com/display/public/DOCS/Roles+and+Permissions
質問 # 28
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 # 29
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 REST API and Scenario 2 - Use Webhook
- C. Scenario 1 - Use JavaScript API and Scenario 2 - Use REST API
- D. Scenario 1 - Use Webhook and Scenario 2 - Use REST API
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 # 30
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. Use the existing paid social and retargeting channels and add a tag for ABM
- B. Create new ABM channels for paid social and retargeting
- C. Use the existing paid social and retargeting channels and add ABM to the program name
正解：B
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 # 31
A company has the native Adobe Marketo Engage sync with Microsoft Dynamics in place. The business consistently exceed their database limits. It needs to limit database growth and remove certain records from Marketo Engage.
Which two actions should the Marketing Operations team recommend to solve this issue? (Choose two.)
- A. Design an inactive monitoring process using scoring and have them removed from the sync by '-' Dynamics using the Custom Sync Filter functionality
- B. Block inactive Leads and Contacts from the sync using the Custom Sync Filter functionality
- C. Block unwanted Leads and Contacts from the sync based on a set criteria using the Custom *-* Sync Filter functionality
- D. Work with the Dynamics CRM admin to hide certain records that should not be in the sync using '-' the Dynamics "inactive" functionality
- E. Delete any Leads or Contacts from Marketo Engage in the sync with no email address or invalid '-' email address
正解：C、E
解説：
Explanation
The two actions that the Marketing Operations team should recommend to solve this issue are to delete any Leads or Contacts from Marketo Engage in the sync with no email address or invalid '-' email address and to block unwanted Leads and Contacts from the sync based on a set criteria using the Custom - Sync Filter functionality. This is because these actions will help limit database growth and remove certain records from Marketo Engage by eliminating records that are not valid or useful for marketing purposes and preventing records that do not meet certain criteria from being synced. The other options are not as effective as these two, because they either rely on Dynamics functionality that may not be available or consistent, or they do not address the issue of database limits.
References: https://docs.marketo.com/display/public/DOCS/Microsoft+Dynamics+Sync%3A+Overview
https://docs.marketo.com/display/public/DOCS/Custom+Sync+Filter
質問 # 32
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 # 33
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. 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
- B. 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 - C. 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 - D. 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 - E. 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
正解：B、E
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 # 34
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 global Interesting Moments campaigns based on specific triggers and using tokens
- B. Remove the program status change because this will be handled by the Acquisition Program update
- C. Create a global program and coordinating campaigns to update the acquisition program to the latest program touched
正解：C
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 # 35
An Administrator wants to pull lifecycle data into a Revenue Explorer program membership analysis without an active revenue cycle model. The company wants to be able to see which programs are fueling the lifecycle.
Which two items must be in place to see that data in one view? (Choose two.)
- A. An approved Revenue Cycle Modeler
- B. A custom field that is enabled in Revenue Explorer
- C. A custom field that is captured the lifecycle stage
- D. A custom field that contains the first touch program name
- E. A trigger for "manual transitions" in the Revenue Cycle Modeler
正解：B、C
解説：
Explanation
The two items that must be in place to see that data in one view are a custom field that is enabled in Revenue Explorer and a custom field that captures the lifecycle stage. These items will help the Administrator to pull lifecycle data into a Revenue Explorer program membership analysis without an active revenue cycle model, as well as to see which programs are fueling the lifecycle. A custom field that is enabled in Revenue Explorer will allow the Administrator to use it as a dimension or measure in Revenue Explorer reports and dashboards.
A custom field that captures the lifecycle stage will allow the Administrator to track and segment leads based on their stage in the funnel.
References: https://docs.marketo.com/display/public/DOCS/Revenue+Explorer
https://docs.marketo.com/display/public/DOCS/Custom+Fields
質問 # 36
An Adobe Marketo Engage Architect needs to audit an existing Marketo Engage instance. Upon inspection, more than 1000 fields that only live in Marketo Engage were created for a single use to collect information for a specific event, or ask a specific question during the registration of an event.
What should the Architect recommend to their client regarding field creation best practices?
- A. Create a set of temporary program member fields (PMCF String 1, PMCF String 2, PMCF Boolean 1, PMCF Boolean 2) and utilize those fields on a local form for every event that requires custom questions.
Add them to a static list if data needs to be retained. - B. Create a set of temporary person fields (temp_string 1, temp.string 2, temp.date 1, temp.date 2) and utilize those fields on a local form for every event that requires custom questions. Add them to a static list if data needs to be retained. Clear the data from the temporary fields at the end of the event for utilization by another program.
- C. Create a set of temporary program member fields (PMCF String 1, PMCF String 2, PMCF Boolean 1, PMCF Boolean 2) and utilize those fields on a local form for every event that requires custom questions.
No additional action is needed to retain the data.
正解：A
解説：
Explanation
Creating a set of temporary program member fields and using them on local forms for every event that requires custom questions is a good way to avoid creating too many fields that only live in Marketo Engage.
Adding the leads to a static list can help retain the data if needed.
https://experienceleague.adobe.com/docs/marketo/using/home.html
質問 # 37
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