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[General] AP-205 Certification Dumps are Attributive to High-Efficient Learning - 2Pass4su

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【General】 AP-205 Certification Dumps are Attributive to High-Efficient Learning - 2Pass4su

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Salesforce Consumer Goods Cloud: Trade Promotion Management Accredited Professional Sample Questions (Q11-Q16):NEW QUESTION # 11
A system administrator in Ursa Major Solar wants to load Sell through volume of a customer in data processing engine for read as a key performance indicator (KPI).
Which permission set license should a consultant recommend assigning so that the system administrator is able to load the data?
  • A. CGC Retail and Trade Promotion Management Psl
  • B. Lightning Trade Promotion Management Psl
  • C. CGC Processing Services Register
Answer: C
Explanation:
In the Salesforce Consumer Goods Cloud (CGC) architecture, high-volume calculations and data processing for Trade Promotion Management (TPM) are handled by the Cloud Processing Service (CPS). This off- platform engine is necessary to manage the massive data grids involved in promotion planning.
When a System Administrator needs to interact directly with this engine-specifically to load, register, or sync external data sources (like "Sell through volume") so they can be read as KPIs-they require specific privileges that go beyond standard CRM access. TheCGC Processing Services Registerpermission set license is explicitly designed for this administrative purpose.
This license grants the user the necessary API rights and access controls to manage theData Processing Engine (DPE)definitions and trigger the synchronization jobs that hydrate the CPS with data. Without this specific license, the administrator might be able to see the TPM application screens (if they have the TPM license, Option A), but they would lack the backend permissions required to configure the data ingestion pipelines that feed the calculation engine.

NEW QUESTION # 12
A consumer goods manufacturer wants to track spending against trade promotion tactics, but does not want to manage the creation of fund records or the financial transactions between funds.
What should a consultant advise?
  • A. Tracking spend requires implementation of the Fund Management module. Initial fund values can be loaded as initial transactions by dataloading into the appropriate fund records. Subsequent transactions do not need to be managed in the system. The system can prevent overspending but only in relation to the initial loaded values as subsequent transactions will not be held within the system.
  • B. The Funds module is optional in TPM so does not need to be implemented. Actual spend can still be compared to that defined in the Spend Planning card (SPC), but not against the initial or subsequent transactions used to define the available value of funds. The system will not be able to prevent overspending.
  • C. The Funds module is optional in TPM so does not need to be implemented.
    Create a single fund per sales org with an initial value representing the total amount in the fund at sales org level to act as a dummy fund record so that Spend Tracking can be used.
    The system can prevent overspending but only in relation to the initial loaded values as subsequent transactions will not be held within the system.
Answer: C
Explanation:
In Salesforce Consumer Goods Cloud, the Funds Management module is indeed technically optional, but it is deeply integrated into the Tactic Spend calculation logic. The system's calculation engine typically requires a
"Source" to attribute spend against, even if the user does not want to do complex checkbook management (deposits, withdrawals, transfers).
Option A describes the standard workaround for this "Lightweight Funds" requirement.
* The Dummy Fund:By creating a single, high-level fund for the Sales Org, you provide the necessary technical anchor for the system to record "Spend." This satisfies the data model requirement that every tactic spend must be associated with a funding source.
* Spend Tracking:This setup allows the manufacturer to see "Total Planned Spend" accumulating against this dummy bucket.
* Limitations:Since the client refuses to manage transactions (adding money to the fund), the system can only check overspending against theinitialloaded value. It cannot support dynamic accruals or complex validations, but it fulfills the core requirement of "tracking spend" without the operational overhead of full fund management1.

NEW QUESTION # 13
Cloud Kicks is planning promotions for planning accounts, including different formats like Hypermarkets, Supermarkets, Convenience, and Online. To which object should the data of these formats be interfaced?
  • A. Customer Trade Org Hierarchy with Relationship Type Sub Account
  • B. Customer Relationship with Relationship Type Sub Account
  • C. Sub Account with timeframe Valid From and Valid Thru
Answer: B
Explanation:
In the Consumer Goods Cloud data model, the concept of "Planning Accounts" (where the plan is created) often differs from the "Execution" or "Format" level (where the volume actually occurs). A retailer might be one Planning Customer (e.g., "Global Retailer Inc."), but they operate distinct store formats like
"Hypermarkets" and "Supermarkets" which have different performance characteristics.
To model this, Salesforce utilizes theCustomer Relationshipobject. This object acts as a flexible connector that links the main Planning Account to the specific Format accounts (Sub-Accounts). The correct configuration involves setting theRelationship Typeto"Sub Account".
This architecture allows the system to aggregate data. When a KAM plans a promotion for the main "Planning Account," the system needs to know which underlying stores or formats contribute to that volume. By interfacing the format data into theCustomer Relationshipobject with the "Sub Account" type, the TPM calculation engine can automatically roll up historical data (baselines) from the Supermarkets and Hypermarkets to the Planning Account level. Conversely, it allows for planning at the format level if needed.
This is superior to using the standard Trade Org Hierarchy (Option A) for this specific use case because
"Formats" are often virtual or logical groupings that existacrossstandard geographic hierarchies, and the Customer Relationship object provides the necessary flexibility to map these many-to-many or specific one-to- many relationships without disrupting the primary sales organization tree.

NEW QUESTION # 14
A key account manager (KAM) for Northern Trail Outfitters utilizes real-time reporting (RTR) to report on key performance indicators (KPIs) and identify critical business metrics to create better informed decisions.
How should RTR support a KAM through the post event analysis phase?
  • A. Using customized reports that help to evaluate the success of promotional events on product level
  • B. Using customized reports to help track payments and funds based on a promotion's execution
  • C. Using customized reports to monitor business development of competing brands' successes
Answer: A
Explanation:
Post-Event Analysis (PEA) is a critical phase in the Trade Promotion Management lifecycle where the KAM evaluates what happened after a promotion has concluded. The goal is to determine the Return on Investment (ROI) and effectiveness of the trade spend. Real-Time Reporting (RTR) in Salesforce Consumer Goods Cloud is specifically engineered to support this by providing granular, immediate visibility into performance metrics without requiring data warehouse extraction.
RTR supports PEA primarily by enabling the KAM to evaluate success at theProduct Level(Option A).
Promotional success is rarely uniform; one flavor of a beverage might have sold out while another remained on the shelf. RTR allows the KAM to drill down into the "Actuals" (shipment or POS data imported from ERP) versus the "Plan" (forecasted volume) for every Stock Keeping Unit (SKU) involved in the event.
By using customized RTR views, the KAM can instantly see KPIs such as "Uplift Volume," "Incremental Revenue," and "Cost per Unit" for each specific product. This granular analysis is essential for future planning. If the analysis reveals that 1-Liter bottles had a negative ROI while 500ml bottles had a positive ROI, the KAM can adjust the product mix for the next promotion. Options B and C are less relevant to the core strength of RTR in this context; competitor data is often external and harder to track in real-time, and fund payments are typically handled in the Claims/Settlement module rather than the immediate operational reporting of promotional product performance.

NEW QUESTION # 15
Cloud Kicks wants to optimize the allocation of promotion spend for its key account managers (KAMs) on a customer account basis.
In which capability area should a consultant begin their discovery process to identify these requirements?
  • A. Funds Management
  • B. Strategic Planning
  • C. Promotion Planning
Answer: A
Explanation:
The requirement specifically focuses on the allocation of promotion spend1. In the Trade Promotion Management (TPM) architecture, the mechanism for defining, accruing, and distributing budgets to specific customers is the domain of Funds Management2.
WhileStrategic Planningsets high-level targets (e.g., "Grow revenue by 10%"), it is the Funds Management module that operationalizes the financial resources required to achieve those targets. It handles the logic for:
* Fund Types:Are budgets Fixed (lump sum) or Rate-Based (accrual from sales)?
* Allocation:How is money moved from a Headquarters fund to a specific Customer fund?
* Governance:Rules on who can spend what.
Therefore, to "optimize the allocation," the consultant must first analyze the current Funds Management processes (Option C) to understand how budgets are currently constructed and assigned to KAMs.

NEW QUESTION # 16
......
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