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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Customer Success | 10% | - Define customer success - Explain customer journey & IT purchasing models |
| Topic 2: Customer Success Foundation | 10% | - Describe recurring revenue financial terms - Explain the stages of the customer lifecycle - Define customer experience - Explain recurring revenue financial implications |
| Topic 3: Business Acumen | 30% | - Describe renewal cycle and risk action planning - Evaluate products and services to meet customer goals - Interpret key financial terms (e.g., CAPEX, OPEX) |
| Topic 4: Roles and Responsibilities | 30% | - Explain renewals tasks and success metrics - Describe Renewals Manager role and integration |
| Topic 5: Cisco Tools and Processes | 20% | - Explain Smart Accounts & Smart Licensing - Describe CX Portfolio and deal management processes |
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NEW QUESTION # 13
An RM identifies that a customer is managing multiple A La Carte contracts across different business units during the Expand stage. Which action best reflects the RM ' s operational responsibility?
Answer: B
Explanation:
During the Expand stage, the RM should use available Installed Base and renewal data to identify opportunities that can increase customer value and recurring revenue, then coordinate those opportunities with the appropriate commercial owner. Multiple A La Carte contracts across business units are a strong signal that the customer may benefit from consolidation into a broader Cisco Enterprise Agreement or another simplified commercial structure.
The RM ' s operational role is therefore to analyze the IB, quantify the fragmented contract footprint, identify overlap or consolidation potential, and build a fact-based expansion case. That information should then be shared with the Account Manager, who owns the broader commercial relationship and can position the opportunity with the customer.
Option A is incorrect because a CSM does not simply re-provision licenses into a new EA; an EA transition is a commercial and entitlement change that requires the appropriate sales and operational process. Option B is too passive because expansion opportunities should be identified and shaped proactively rather than waiting until T-60. Option C bypasses the Account Manager and violates proper commercial alignment.
The mature approach is to convert IB insight into a structured expansion opportunity, align internally, and then engage the customer through the correct account team motion.
Therefore, D is correct.
NEW QUESTION # 14
Which statement is the most accurate description of the Health Index?
Answer: B
NEW QUESTION # 15
Which two actions can a partner or customer perform within CCW-R? (Choose two.)
Answer: D,E
NEW QUESTION # 16
What is the primary customer value of the Cisco Services Portfolio?
Answer: C
Explanation:
The primary customer value of the Cisco Services Portfolio is that it offers services packages tailored to specific customer needs. The Cisco Services Portfolio is a comprehensive set of services that help customers achieve their IT vision and strategy, optimize their IT operations, and accelerate their business outcomes. The Cisco Services Portfolio includes four types of services: Support, Advisory, Optimization, and Training. Each type of service provides different levels of value and benefits to customers, depending on their needs and goals. Customers can choose the services that best suit their situation, budget, and expectations, and customize them to their specific use cases and scenarios. The Cisco Services Portfolio enables customers to get the most out of their Cisco products and solutions, as well as address their challenges and opportunities in a flexible and effective way.
NEW QUESTION # 17
An RM ' s PXP profile does not include access to the 360 Partner Program tab. What is the operational implication of this access gap?
Answer: D
Explanation:
The 360 Partner Program area within the Partner Experience Platform (PXP) is associated with visibility into Cisco ' s partner-performance framework, particularly the Partner Value Index (PVI) and the metrics used to assess a partner ' s contribution across the customer lifecycle. Therefore, if the RM lacks access to this program area, the principal operational impact is loss of visibility into the PVI scorecard and the renewal- related contribution metrics that affect partner performance.
Cisco identifies PVI as the core measurement framework of the Cisco 360 Partner Program. It assesses partner value through dimensions that include Foundational capabilities, Capabilities, Performance, and Engagement. Cisco specifically states that Performance measures how partners land, retain, and renew customer value. (Cisco Blogs) The current Renewals Manager v2.0 blueprint likewise requires RMs to understand how their role contributes to the Cisco 360 Partner Value Index and Practice Maturity. (Cisco Learning Content) Cisco also describes the enhanced PXP as providing partners with improved visibility into performance, predictability, and progress under Cisco 360. (Cisco Newsroom) Option A concerns Lifecycle Advantage functionality, while B concerns CCW-R permissions; neither depends on access to the Cisco 360 tab. Option D similarly refers to the operational renewals workspace rather than Cisco 360 program-performance visibility.
Therefore, C is correct.
NEW QUESTION # 18
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