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| Section | Weight | Objectives |
|---|---|---|
| Cisco Tools and Processes | 20% | - Explain Smart Accounts & Smart Licensing - Describe CX Portfolio and deal management processes |
| Roles and Responsibilities | 30% | - Describe Renewals Manager role and integration - Explain renewals tasks and success metrics |
| Customer Success | 10% | - Define customer success - Explain customer journey & IT purchasing models |
| 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) |
| Customer Success Foundation | 10% | - Explain recurring revenue financial implications - Describe recurring revenue financial terms - Explain the stages of the customer lifecycle - Define customer experience |
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NEW QUESTION # 85
Which three financial metrics are critical in measuring subscription renewals? (Choose three.)
Answer: B,D,E
NEW QUESTION # 86
How does the Renewals Manager integrate with the sales team?
Answer: C
NEW QUESTION # 87
How does a Renewals Manager drive value in a customer account?
Answer: D
NEW QUESTION # 88
What is the Cisco definition of a Reusable Non-Standard Discount(RNSD)?
Answer: D
NEW QUESTION # 89
A high-impact technical risk is logged due to a persistent integration failure at T-120, and the assigned Systems Engineer has not provided an update in two weeks. What should the RM do?
Answer: C
Explanation:
The RM should escalate the unresolved high-impact risk through the appropriate management path and clearly communicate the renewal value at risk. Cisco's current Renewals Manager v2.0 blueprint requires the RM to act as the Renewal Lead, maintain cross-functional alignment, prevent execution gaps through clear ownership, categorize technical renewal risks from early-warning indicators, and evaluate mitigation strategies.
In this scenario, the technical issue has already been identified at T-120, assigned to a Systems Engineer, and has remained without an update for two weeks. That combination indicates that the existing mitigation path is not progressing. The RM should not assume technical ownership; instead, the RM must ensure accountability and escalate when an unresolved dependency threatens renewal outcomes. Cisco's blueprint specifically emphasizes stakeholder alignment, clarity of ownership, and proactive management beginning at T-120 rather than waiting until later checkpoints.
Option A is inappropriate because opening and managing a TAC case is normally a technical/support responsibility and should follow defined ownership boundaries. Option B creates avoidable contraction rather than resolving the risk. Option C is incorrect because additional time does not reduce the impact of a persistent high-severity technical barrier.
Escalating to the Practice Lead, including the associated renewal revenue exposure, creates management visibility and enables intervention with the responsible technical resources. Therefore, D is correct.
NEW QUESTION # 90
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