Different teams at Universal Containers (UC) are experiencing challenges using their existing tools. The Sales team can only access their application from the office, the Marketing team has to manually import leads coming from the website into their campaign tool, and the Support team lacks a communication history repository between email, social networks, and calls. The website was developed by the IT team, and the Legal team is responsible for the Consent Management Platform used to meet GDPR requirements.
UC wants to improve its relationship with customers, so a digital redesign program is starting with the goal of moving to Salesforce solutions.
Which three steps are necessary to set up a program roadmap?
Choose 3 answers

• A. Explain how the program contributes to the business's goals.
• B. Prioritize the transformation of activities involving the least development.
• C. Identify the high-level workload capacity and planning of the IT and Legal teams.
• D. Create project plans for each of the projects that will be on the roadmap.
• E. Prioritize the transformation of activities related to customers' interactions.

Universal Containers is in the process of implementing a CPQ and B2B Commerce solution. The Technology team hascompleted the development for the current sprint and is demonstrating the functionalities to the business stakeholders during their sprint demo. While demonstrating products and pricing, and Sync between B2B and CPQ when requesting a quote, the stakeholders make a new request to include tiered pricing and map it to discount schedules on CPQ.
Which approach should a Solution Architect recommend while addressing the feedback from the stakeholders?

• A. Convey that this can be potentially picked up in the next sprint since the technical changes needed for this new user story are low effort.
• B. Include it as a user story and accommodate it m the same sprint, since this is a feasible requirement and the CPQ B2B Commerce Connector is already set up.
• C. Convey that it is not recommended to include M the initial MVP, since an extension is needed on the CPQ B2B Commerce Connector for the new requirement.
• D. Add the request as a new user story to the product backlog, and further schedule a meeting for prioritization andgrooming.

Universal Containers (UC) is an international company with activities m Europe and the U.S. UC has two separate Salesforce orgs, one for each region. Quotes are built m different legacy systems, depending on their country. Orders are processed centrally by theback-office team with an ERP. Customer information is saved m both legacy systems and the ERP. The analyst team complains about the inconsistency of customer data between different systems and the lack of connection between a single piece of customer dataacross all of the systems.
Which approach would make it possible to set up this single source of truth and ensure scalability for orders?

• A. Map all of the points of data within a custom data manager and drive synchronization between the different systems with a point-to-point approach.
• B. Use each Salesforce org as its own system of record (SOP.) and use Salesforce Connect to synchronise the two Salesforce orgs.
• C. Map all of the points of data with a different ETl tool for each Salesforce environment and drive synchronisation from Salesforce to the other systems.
• D. Use MuleSoft Anypoint Platform as the single point of data orchestration across the different systems and Salesforce environments.

UC Foods, a manufacturing company, has multiple sales channels including a front-line Sales team and channel partners who are currently enabled on Sales Cloud as well as a Partner Community. The company wants to establish a new B2B Commerce portal to lower the cost of sales by enabling self-service capabilities to automate sales wherever possible. The executive sponsor is concerned that sales representatives might see the B2B channel as a threat to their ability tosell and, therefore, earn higher commissions.
Which two use cases should the Solution Architect highlight to help the executive sponsor better understand the appropriate role for B2B Commerce as it relates to existing sales channels?
Choose 2 answers

• A. Highlight that the B2B portal will help the company grow and expand into new geographies where the company does not currently have a sales footprint, resulting in more rewards for everyone.
• B. Highlight that the B2B portal is meant to handle high-complexity sales that are ideal for automation, leaving the Sales team to handle less complex, higher-margin sales.
• C. Highlight that the B2B portal is meant to tackle more routine, low-complexity sales, allowing the Sales team to focus on the more complex sales and priority accounts.
• D. Highlight that the B2B portal will be a useful tool to help improve customer communications and enhance customer engagement by providing faster updates on their orders as they are fulfilled.

A team at Universal Containers (UC) is currently working on an initial release of Service Cloud. However, UC's management team is very enthusiastic about new features of the platform and wants to go to market with the new Service Cloud solution as soon as possible. The current objective of their initial Service Cloud release is mostly about managing their case workload and case assignment processes. A Solution Architect is called into a management meeting and asked when UC can go live with automated chatbots, Einstein case classification, and CRM Analytics for data insights.
How should a Solution Architect respond to the management team considering their request for these new capabilities'?

• A. Agree with the management team to postpone the go-live and increase the scope to include the desired features.
• B. Explain to the management team that these features are still evolving and that it is best to wait a few releases so that they are stable before starting to use them in production.
• C. Agree that the new features are crucial to the success of the initiative and swap parts of the current scope for the most innovative feature.
• D. Explain the long-term vision and roadmap, and thenpropose a logical phasing in which the planned minimum viable product (MVP) is the first step on the journey that will eventually include the desired features.