2.6 Explain the Assets Used to Define the Perceived Value, Deliverables, and Expectations 700-805 Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   During a customer kickoff meeting, the customer's project manager asks, 'What exactly will we receive from this success engagement?' The CSM should refer to which asset to answer this question definitively?

   • AThe technical design document for the solution
   • BThe success plan, which lists the specific deliverables and their timelines
   • CThe customer's purchase order
   • DThe previous quarter's business value report
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2. 2expert · hard

   A CSM is preparing a business value report for a customer that has deployed Cisco SD-WAN. The report shows significant cost savings, but the customer's network team is skeptical because they have experienced performance issues. The CSM needs to present the report in a way that addresses both the financial value and the operational concerns. What is the best approach?

   • AAsk the customer to focus on the financial benefits and ignore the performance issues
   • BDelay the business value report until the performance issues are fully resolved
   • CPresent the cost savings while also acknowledging the performance issues and outlining a plan to address them
   • DPresent only the cost savings and avoid mentioning the performance issues
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4. 3application · medium

   A customer success engagement includes a series of adoption workshops. The customer's team is not attending the workshops, and adoption is lagging. The CSM needs to address this. What is the most effective use of the success plan in this situation?

   • ACancel the remaining workshops and move to a different engagement model
   • BSend a new business value report to show the benefits of attending workshops
   • CReview the success plan with the customer to reinforce the agreed-upon adoption milestones and the consequences of not meeting them
   • DEscalate the issue to the customer's executive sponsor without discussing it with the project team
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5. 4application · medium

   A customer success team is managing a Cisco Webex deployment. The customer expects 99.999% uptime, but the service level agreement (SLA) guarantees 99.99%. The CSM needs to address this gap. What is the most effective way to manage this expectation?

   • AAvoid discussing uptime metrics to prevent conflict
   • BPromise to meet the 99.999% uptime target informally
   • CExplain the SLA terms and use the success plan to document the agreed-upon performance targets
   • DTell the customer that 99.99% is effectively the same as 99.999%
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6. 5application · medium

   A customer success team is onboarding a new customer that has purchased Cisco Webex. The customer's IT director expects the deployment to be completed in two weeks, but the team knows that a full rollout typically takes six weeks. What should the CSM do first to manage this expectation?

   • AAcknowledge the expectation but proceed with the standard six-week plan without further discussion
   • BEscalate the issue to the sales team to renegotiate the contract terms
   • CShare the success plan with the customer, which outlines the phased deployment approach and realistic milestones
   • DImmediately begin the deployment and try to accelerate the timeline to meet the two-week expectation
   Reveal Solution Discussion Select an answer first