Free Cisco 700-805 Actual Exam Questions

C imo, rewarding loyalty or offering incentives can be a smart way to keep clients renewing. It’s more proactive than just focusing on concerns or solutions alone.

Maybe D here. Renewals often bring up client worries about pricing, contract terms, or service levels, so addressing concerns directly feels like the right move. While solutions are important, I think the main goal during renewal is to handle any doubts or hesitations that might block the deal. Plus, if you don’t tackle concerns head-on, the client might just walk away or delay. So focusing on concerns seems most practical for renewing a quote.

B imo, since RNSDs seem distinct from limited-time offers, this option can be ruled out quickly. The emphasis on continual use makes A more plausible than B. D’s mention of service contracts feels too specific and not general enough.

It’s A. The term “Reusable” hints at discounts that can be applied multiple times, which matches the idea of ongoing or continual discounts rather than one-offs or specific hardware.

A imo, validating customer inventory seems pretty crucial early on to make sure everything’s ready before moving forward. It feels more like a must-do in Qualification than the later planning tasks.

C seems off since quoting usually happens after qualification. Between B and D, Renewal Plans feel more like a later stage task, so B fits the Qualification phase better for setting success criteria early on.

It’s D because the main function of CCW-R is really about capturing billing preferences, which is crucial for partners and customers to ensure accurate invoicing. While storing contracts sounds important, that’s more of a feature, not the primary goal. So, D fits better as the main purpose here.

I’m gonna rule out A and B right away since they don’t really fit the contract management angle. Between C and D, I think C nails it better because CCW-R is described as a tool for consolidating subscriptions and contracts, not just billing details. D feels more like a smaller feature or a side benefit, but not the main purpose. So I’d go with C too, focusing on the storing and managing aspect rather than just preferences around billing.

A, because iARR seems like a metric that tracks both product use and overall financial growth, not just renewals or expansions alone. It feels broader in scope than just one aspect.

A/B? It might be about tracking overall financial growth and usage, not just renewals or expansions. iARR could be a broader metric combining product use and revenue trends, which fits A better than just focusing on pricing or renewals.

Makes sense to avoid A since waiting until after expiry can cause gaps or issues. I’d go with B too because knowing what the customer needs right now is key before renewing. C and D seem too limiting—financing might be necessary and offering only parts could miss important elements. So yeah, B feels like the safest bet here.

It’s B, because you need to confirm their current needs before anything else.

Guessing C here since the RM has to lock in the co-termination timeframe early to build an accurate proposal, and it makes sense to get approvals before moving to quote delivery.

Option C makes sense since the RM needs to lock in the co-termination timeframe before finalizing the proposal, ensuring everything’s aligned before moving to quote delivery.

D. Program rate sounds like it could be a summary metric showing overall program performance, which fits the idea of a Total Program View tool better than renewal rate or product-specific details. Renewal rate seems more narrow and focused on customer retention, while new and EOL products are definitely product-level info. So, D feels like a better match for something meant to capture the whole program’s status.

A, since renewal rate reflects ongoing program performance overall.

Makes sense that ATR is about contracts ready for renewal, so A.

Guessing A here as well, since ATR seems focused on what’s ready for renewal, not a calculated formula like in B. The other options don’t really fit Cisco’s typical terminology.

A/D? I’m thinking it’s really about spotting new needs first (A), not jumping straight to selling add-ons (D). Identifying gaps seems more like preparing for a future upsell, not the upsell itself.

A. I think it’s more about making sure the service still matches the customer’s current setup and needs, not necessarily pushing extra sales yet. Discussing changes and identifying gaps sounds like a check-in to validate what’s actually required. D feels more sales-driven, while A is about confirming the service relevance before any upsell happens.

I’m thinking A could be ruled out since risk assessment feels more like a deeper analysis phase after prospection. If Prospect is just early stage, focusing on spotting opportunities (C) might make more sense. But what’s your take?

Maybe D could be right since terms negotiation usually happens once you’ve identified a potential client and are closer to closing, which might still be part of prospecting in some setups. But generally, negotiating terms feels a bit advanced for the Prospect phase, so it might be more about spotting opportunities (C) first. However, if the process here includes initial talks, then D could fit too.

Good point about needing the team aligned first, so B seems solid here.

It’s D for me. You can’t plan anything without knowing what you’re working with, right? Downloading contract data gives a clear picture of what’s up and helps build a solid renewals strategy. Meeting the team or customers before knowing the facts might waste time or cause confusion. Once you have the data, everything else falls into place easier—assignments, meetings, and diagnoses all become way more focused and effective. Starting with data feels like the logical first step to avoid flying blind.

B, E, and D. Training costs (D) can impact customer satisfaction and renewal likelihood, so it’s relevant alongside renewal rate and annual recurring revenue for subscription renewals.

B, E, and C seem more tied to subscription health than net new sales.

It’s A for me. While B is about communicating value, which is important, CSMs are often the eyes and ears on the ground with customers, spotting new greenfield opportunities that RMs might miss. That kind of intel is crucial for RMs to drive growth. D is clearly out since contract closure is more sales-focused, and C feels more like a logistical task. So, I think the real support CSMs provide that’s unique and strategic is flagging new opportunities (A).

Maybe A could work here too, since CSMs often have a close relationship with the customer and might spot new greenfield opportunities that the RM can then pursue. B is solid for value communication, but identifying new opportunities feels like a key support angle that CSMs bring post-sales. D is definitely off, and C sounds more like an admin role. So I’d say A or B, but if you think about the strategic support side, A makes sense as well.

It’s B because combining licenses under a DSA discount could immediately simplify costs without needing major changes like setting up new accounts or agreements. It’s a quick win for value.

C/D? C seems strategic, but a Partner Managed Service could also simplify management.