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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Roles and Responsibilities | 30% | - Explain renewals tasks and success metrics - Describe Renewals Manager role and integration |
| Topic 2: Customer Success Foundation | 10% | - Explain the stages of the customer lifecycle - Define customer experience - Explain recurring revenue financial implications - Describe recurring revenue financial terms |
| 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: Cisco Tools and Processes | 20% | - Describe CX Portfolio and deal management processes - Explain Smart Accounts & Smart Licensing |
| Topic 5: Customer Success | 10% | - Explain customer journey & IT purchasing models - Define customer success |
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NEW QUESTION # 125
Which discussion point helps up sell a customer?
Answer: B
NEW QUESTION # 126
Which area of the Success Plan is the Renewal Manager responsible?
Answer: A
NEW QUESTION # 127
Which area of the success plan is the renewal manager responsible?
Answer: C
NEW QUESTION # 128
An RM observes that renewal preparation is frequently delayed because the Sales, CSM, and Operations teams are unaware of upcoming renewal deadlines until the RM escalates. Which approach should the RM implement to address this misalignment?
Answer: A
Explanation:
The recurring problem is not merely task ownership; it is systematic communication failure across the renewal ecosystem. If Sales, the CSM, and Operations repeatedly become aware of renewal deadlines only after escalation, the RM should establish a predictable operating cadence that surfaces upcoming renewals, risks, decisions, and required actions before they become urgent.
Cisco's Renewals Manager v2.0 framework emphasizes cross-functional alignment among Sales, Customer Success, Operations, and other stakeholders, with the RM acting as the renewal coordinator. A regular communication rhythm-such as weekly renewal pulse meetings, scheduled T-minus reviews, and structured status updates-creates shared visibility into T-120, T-90, T-60, and T-30 milestones and prevents downstream execution gaps.
Option A is useful once ownership has been established, but assigning tasks alone does not solve the root issue that teams are not consistently aware of timing and pipeline status. Option C is too leadership-focused and reactive; monthly reporting may identify problems after they have already developed. Option D is also unnecessarily escalatory and addresses performance governance rather than day-to-day operational alignment.
A mature renewal practice uses a consistent communication cadence so all stakeholders know what is approaching, who owns the next action, and when that action is due.
Therefore, B is correct.
NEW QUESTION # 129
A partner organization manually tracks renewals in a spreadsheet, quotes reactively upon request, and lacks a standardized risk logging process. Which Customer Success Practice Maturity stage does this describe?
Answer: B
Explanation:
This organization is operating at the Foundational Stage, corresponding to the Basic maturity level, because its renewal practice is predominantly manual, reactive, and insufficiently standardized. Cisco's current Customer Success Practice Maturity framework recognizes Basic, Intermediate, and Expert maturity levels, with Basic representing the entry point for partners that have begun formalizing lifecycle capabilities but have not yet developed mature, scalable operating processes. Cisco specifically introduced the Basic level to lower the entry barrier for partners developing Customer Success practices. (Cisco Blogs) The scenario contains three strong maturity indicators. First, using spreadsheets to track renewals demonstrates limited process automation and tooling integration. Second, creating quotes only when customers request them represents a reactive renewal motion, rather than Cisco's preferred proactive lifecycle approach. Third, the absence of a standardized risk log indicates that renewal risks are not being systematically identified, classified, owned, and mitigated.
The Cisco Renewals Manager v2.0 blueprint requires candidates to understand how the RM contributes to Practice Maturity and emphasizes proactive renewal management, structured workflows, stakeholder alignment, risk identification, and repeatable operational practices. (Cisco Learning Content) An Intermediate/Established practice would demonstrate documented and repeatable processes, while an Expert/Optimized practice would exhibit mature governance, advanced tooling, telemetry, automation, and continuous optimization. "Automated Stage (Executive Level)" is not the appropriate Cisco maturity classification for this low-maturity scenario.
Therefore, D is correct.
NEW QUESTION # 130
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