Cisco 700-805 Practice Test Questions, Exam Dumps

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700-805 Cisco Practice Test Questions and Exam Dumps

Question No 1:

Which action can a Renewals Manager take to drive value in the account? (Choose the best answer.)

A. Removing adoption barriers.
B. Manage and mitigate renewal risk.
C. Define the account forecast.
D. Align partners on training

Correct answer: B

Explanation:

The primary responsibility of a Renewals Manager is to ensure the successful continuation of customer contracts by managing and mitigating renewal risk. This function directly contributes to driving value within an account because it safeguards recurring revenue and secures long-term customer relationships.

Mitigating renewal risk involves closely monitoring contract lifecycles, understanding customer satisfaction and engagement levels, identifying potential roadblocks to renewal, and proactively working with customer success teams and account managers to resolve issues before contracts expire. By anticipating challenges and intervening early, a Renewals Manager helps ensure seamless renewals, which contributes to consistent revenue flow and reduces customer churn.

This role does not operate in isolation. The Renewals Manager collaborates cross-functionally—often with sales, support, operations, and customer success—to align the renewal strategy with the customer’s evolving needs and the company’s goals. By identifying accounts at risk and developing tailored approaches to retain them, the Renewals Manager delivers strategic value beyond simply processing renewals.

Let’s examine why the other options are not the best fit for the core function of a Renewals Manager:

A. Removing adoption barriers is more aligned with the role of a Customer Success Manager (CSM). While adoption does affect renewals indirectly, Renewals Managers are not typically responsible for driving product usage or adoption strategies themselves.
C. Define the account forecast is a strategic task typically associated with the Account Manager or Sales Lead, who oversees broader business planning, revenue forecasting, and long-term account development.
D. Align partners on training falls under Enablement Teams or Customer Success roles, which are responsible for ensuring that clients and partners are properly trained on product usage and capabilities.

In conclusion, among the given options, managing and mitigating renewal risk is the most precise and impactful action that a Renewals Manager can take to directly drive value in an account. By focusing on this responsibility, the Renewals Manager not only helps secure future revenue but also builds customer trust and supports the organization’s retention objectives.

Question No 2:

Which statement regarding which tools can be added as value to customer and partners is invalid? (Choose the best answer.)

A. Trusted Data Source for Hardware Refresh and Software renewal insights
B. Adoption Scores which provide insight into how well customers are utilizing service and software they purchase
C. help manage Discounts for Quoting
D. gain insight into new and unique business prospects for your customers and expand sales potential

Correct answer: C

Explanation:

The question aims to identify the invalid statement among the listed options regarding tools that add value to customers and partners. Most of the tools referenced here are associated with Cisco's Customer Experience (CX) portfolio or partner value propositions, which include capabilities like hardware/software lifecycle insights, adoption analytics, and sales growth enablement.

Let’s analyze each option:

Option A: This statement is valid. Cisco provides tools that serve as a trusted data source for hardware refresh and software renewal insights. These tools help partners and customers stay informed about product lifecycles, end-of-support deadlines, and upgrade opportunities. Such insights are crucial for maintaining performance, security, and compliance.

Option B: This is also a valid statement. Tools such as Success Tracks and CX Cloud provide Adoption Scores that show how effectively a customer is using the services or software they've purchased. These metrics guide partners and customers toward better utilization and ensure return on investment.

Option C: This is the invalid statement. While Cisco offers tools for partner quoting (e.g., Cisco Commerce Workspace or CCW), managing discounts for quoting is not typically categorized as a value-add tool for business growth, lifecycle insights, or adoption analytics. Pricing and discount tools are more administrative or transactional in nature, not part of strategic value-added insights or enablement tools. Thus, they do not fall into the same class of customer value enablement tools focused on lifecycle, business growth, or usage analytics.

Option D: This is valid. Cisco and other vendors provide analytics tools that help identify new and unique business opportunities by analyzing usage patterns, customer needs, and industry trends. These tools support expanding the sales potential by uncovering unmet needs or growth areas.

In summary, Option C stands out as inconsistent with the strategic, insight-driven tools mentioned in the other options. It refers to a more basic pricing function, not a value-enabling capability.

Question No 3:

Customer A purchased a one-year WebEx contract of 100 seats at $10 per seat. Customer B purchases a three-year WebEx contract of 100 seats at $10 per seat.

What is the annual recurring revenue (ARR) for each? (Choose the best answer.)

A. $3000 and $3000
B. $1000 and $1000
C. $1000 and $3000
D. $1100 and $3300

Correct answer: C

Explanation:

Annual Recurring Revenue (ARR) is a key metric used to understand the predictable and recurring revenue components of a subscription-based business. It represents the yearly value of all recurring revenue from contracts or subscriptions.

To calculate ARR, you take the recurring revenue per year from a contract. The duration of the contract (e.g., one year, three years, etc.) doesn’t change the ARR calculation itself—it only affects the total contract value over its full term, not how much revenue is recognized per year.

Let’s calculate ARR for each customer based on the given data:

Customer A:

Seats: 100
Price per seat: $10
Contract duration: 1 year

100 seats × $10 per seat = $1000 per year
Since it is a one-year contract, the full value is recognized as ARR.

ARR for Customer A = $1000

Customer B:

Seats: 100
Price per seat: $10
Contract duration: 3 years

Total contract value = 100 × $10 × 3 = $3000
However, ARR focuses on the yearly recurring revenue, not the total over three years.

Therefore, you divide the total contract value by the number of years:
$3000 ÷ 3 years = $1000 per year

ARR for Customer B = $1000

Wait—this contradicts the answer selected (C) at first glance. But here's the catch: the question is tricky.

Let’s re-read the question carefully.

It says:

Customer A: 1-year contract, 100 seats × $10 = $1000 → ARR = $1000
Customer B: 3-year contract, 100 seats × $10 → Still $1000 per year

So, both have the same annual recurring revenue, even though Customer B's total contract value is higher due to the longer term. ARR is not multiplied by the number of years; it remains annual.

That means:

Correct ARR for both customers is $1000 each

Correct answer is: B

However, the question asks, “What is the ARR for each?” and the option C says “$1000 and $3000,” which is incorrect, because $3000 is the total contract value, not ARR.

Therefore, correct answer is actually: B

Updated Answer: B
(Explanation above reflects the correct interpretation—ARR stays at $1000 annually for both, regardless of contract length.)

Question No 4:

Which statement best describes an Accelerator? (Choose the best answer.)

A. A one-on-one coaching engagement covering specific use cases
B. An on-call service for customer support
C. A hosted one-to-many educational webinar with live expert Q and A
D. A one-on-one deep dive on network issues

Correct answer: A

Explanation:

An Accelerator is best described as a one-on-one coaching engagement that is tailored to help customers achieve specific outcomes based on their unique environment and goals. This approach is part of Cisco’s Customer Experience (CX) strategy, which is focused on driving successful technology adoption and delivering business results for customers.

Unlike traditional support services or generic educational sessions, an Accelerator is more personalized and outcome-oriented. It typically involves a Cisco expert working closely with a customer to provide guidance, coaching, and actionable advice on how to make progress with a particular technology, feature, or use case. The focus is on achieving rapid results by removing roadblocks and providing direct expertise where it is most needed.

Let’s examine the other choices to see why they are incorrect:

B. An on-call service for customer support: While customer support is an essential service, it is reactive and focused on solving specific problems or incidents after they occur. Accelerators, in contrast, are proactive engagements intended to help customers adopt technologies effectively and avoid problems before they arise.
C. A hosted one-to-many educational webinar with live expert Q and A: This description aligns more with Ask the Expert or webinars offered by Cisco, which are designed for broad audiences and provide general education. These are valuable learning tools but lack the personalized interaction and targeted guidance that define an Accelerator.
D. A one-on-one deep dive on network issues: While this may sound similar, this phrase suggests a technical troubleshooting session, which is more aligned with TAC support or a consulting session. Accelerators may involve some technical exploration, but their primary goal is to enable adoption and deliver business outcomes, not to resolve in-depth technical problems exclusively.

Therefore, the most accurate and complete description of an Accelerator is A, as it emphasizes a tailored coaching engagement that helps a customer implement and adopt specific use cases effectively.

Question No 5:

What is the key implication on-time renewals have for an IT provider company? (Choose the best answer.)

A. incentives will be paid
B. recurring business is preserved
C. improved customer satisfaction
D. no major impact if sales are on plan

Correct answer: B

Explanation:

Timely renewals are critically important for IT provider companies, particularly those operating under subscription-based or service-oriented models. The primary implication of on-time renewals is that recurring business is preserved. This directly supports the company’s revenue stability and long-term growth. When customers renew services, such as software licenses, support agreements, or cloud subscriptions, on schedule, the IT provider ensures that the revenue stream continues without interruption.

Preserving recurring business is central to the success of most modern IT companies. These companies often rely on annual or monthly recurring revenue (ARR/MRR) to forecast financial performance, allocate resources, and plan for growth. Any delays or failures in renewals could disrupt these financial models, leading to shortfalls in expected income. On-time renewals reduce churn, which is the rate at which customers stop doing business with the company. Lower churn directly translates to higher customer lifetime value and better overall profitability.

While Option A, “incentives will be paid,” might be true in the context of a sales team receiving commissions or bonuses for timely renewals, it is not the key implication from a strategic business standpoint. Incentive payments are a secondary effect rather than the main business outcome.

Option C, “improved customer satisfaction,” is also a benefit of on-time renewals, especially when renewals ensure that customers experience no service disruptions. However, this is more of a correlated benefit rather than the primary implication. Customer satisfaction contributes to renewals, but preserving the revenue flow is more foundational to the business model.

Option D, “no major impact if sales are on plan,” is inaccurate because delayed or missed renewals can negatively impact the business even if new sales targets are being met. In fact, losing existing customers due to lapsed renewals is often more detrimental than failing to acquire new customers, as it suggests a breakdown in customer retention and undermines revenue predictability.

Therefore, the best and most fundamental implication of on-time renewals is that recurring business is preserved, which forms the financial bedrock of modern IT service providers.

Question No 6:

Which area of the Success Plan is the Renewal Manager responsible? (Choose the best answer.)

A. Solution Renewal
B. Success Plan Hypothesis
C. Adoption Barriers Overcome
D. Barriers Predicted

Correct answer: A

Explanation:

The Renewal Manager is chiefly responsible for the Solution Renewal component within a Success Plan. This area focuses on ensuring that the customer’s subscription or contract is renewed efficiently and on time, reflecting the continued value derived from the solution and maintaining long-term customer retention.

The Success Plan is a strategic framework that outlines key areas required to drive customer value, adoption, and ultimately renewal. While multiple team members such as Customer Success Managers (CSMs), Account Managers, and Solution Architects contribute to other sections of the plan (like adoption, business outcomes, and deployment), the Renewal Manager zeroes in on managing the contractual aspects of the customer lifecycle. Their goal is to reduce churn, minimize renewal friction, and ensure a seamless transition into the next phase of the customer journey.

Renewal Managers engage in tasks like confirming renewal timelines, addressing pricing or licensing changes, mitigating risks of non-renewal, and coordinating with internal and external stakeholders to finalize agreements. They work closely with Customer Success and Sales teams but have specific accountability for contract continuation—hence their ownership of the Solution Renewal section.

Let’s examine why the other options are not the best choice:

B. Success Plan Hypothesis involves outlining initial customer goals and expected outcomes. This task typically falls to Customer Success Managers or Solution Architects, who work with the customer to define value realization expectations.
C. Adoption Barriers Overcome reflects actions taken to address and remove obstacles to product usage. This is largely owned by Customer Success Managers or support teams who focus on enabling product adoption and customer enablement.
D. Barriers Predicted involves proactively identifying potential obstacles that could prevent successful adoption or expansion. This is often part of the joint planning effort by CSMs and account teams early in the customer engagement.

In summary, the Renewal Manager is tasked with ensuring the contractual and financial continuity of the customer relationship, which makes Solution Renewal their primary responsibility in the Success Plan. This role is essential to ensuring revenue retention and customer satisfaction, both of which are critical to the business's overall success.

Question No 7:

Which is the first step in a solutions-led sales approach? (Choose the best answer.)

A. present quote to customer
B. identify the latest technology release
C. examine previous purchases
D. understand the customer’s objectives

Correct answer: D

Explanation:

The solutions-led sales approach focuses on delivering outcomes that directly address a customer's specific business challenges or goals, rather than simply pushing products or services. In this methodology, the sales process begins with a deep understanding of what the customer is trying to achieve. This is what sets it apart from traditional product-centric sales methods.

Understanding the customer's objectives is the foundation upon which all subsequent steps are built. Without a clear grasp of the client’s goals, pain points, and desired business outcomes, it is impossible to propose a relevant and impactful solution. This approach encourages meaningful conversations with decision-makers and stakeholders to uncover strategic initiatives, operational bottlenecks, or transformation goals that technology can enable.

Let’s evaluate the other options:

Option A: Present quote to customer — This step comes much later in the sales cycle, typically after the customer’s needs have been thoroughly understood, solutions have been designed, and the value proposition has been clearly communicated. Presenting a quote prematurely can undermine trust and reduce the effectiveness of a consultative engagement.

Option B: Identify the latest technology release — While staying updated on current technologies is important, it is not the first step in a solutions-led sale. Customers are not primarily interested in the newest features or releases unless those features directly solve a problem or help meet a specific goal. The technology must be mapped to the customer’s needs, not vice versa.

Option C: Examine previous purchases — This is a helpful activity that may provide context or insights into a customer's buying habits and past solutions, but it should not be the starting point. Relying solely on historical purchase data can lead to assumptions that do not reflect the customer's current priorities or strategic direction.

Only Option D: understand the customer’s objectives aligns with the core philosophy of a solutions-led sales approach. This strategy hinges on empathy, strategic alignment, and customer success, which all begin with understanding what the customer wants to achieve. From there, a sales professional can align products, services, and capabilities to craft a tailored solution that delivers measurable value.

Thus, the correct answer is D.

Question No 8:

Which discussion point helps upsell a customer? (Choose the best answer.)

A. Discuss your priorities and why you need the sale.
B. Discuss changes in the network and identify any uncovered additions to the network.
C. Focus on what the customer already has covered on the network.
D. Focus on how much it will cost the customer.

Correct answer: B

Explanation:

Upselling is the practice of encouraging customers to purchase a higher-end product, add-on, or additional service that will better meet their needs than their current solution. The most effective way to upsell involves identifying unmet or emerging needs and presenting solutions that align with those opportunities. In the context of networking and IT solutions, this often means recognizing how the customer’s infrastructure has evolved and ensuring their existing solutions still provide adequate coverage.

B. Discuss changes in the network and identify any uncovered additions to the network is the best approach because it allows the salesperson to tailor their pitch to the customer’s current situation. If a network has grown, changed in complexity, or added new components (like additional users, endpoints, or cloud services), those additions may not be fully protected or optimized under the customer’s current solution. By surfacing these gaps, the salesperson positions themselves as a trusted advisor who can offer proactive, valuable upgrades—thereby justifying a higher-tier solution or additional services.

A. Discuss your priorities and why you need the sale is not customer-centric. Customers are unlikely to be persuaded by your need to make a sale; they are focused on their own problems and how your solution meets their goals. This approach risks coming across as self-serving and could damage trust in the relationship.

C. Focus on what the customer already has covered on the network may help reassure the customer, but it does little to introduce new solutions or highlight unmet needs. Focusing on current coverage might reinforce the idea that no further investment is necessary, which is counterproductive to upselling. While it’s important to acknowledge what’s already working, the goal in upselling is to address what’s missing.

D. Focus on how much it will cost the customer can quickly lead the conversation in the wrong direction. While pricing is important, leading with cost—especially in an upselling context—can create price sensitivity and reduce perceived value. Effective upselling is about emphasizing value, risk mitigation, and operational benefits before discussing cost.

In conclusion, the most strategic and successful way to upsell is by identifying real, recent changes in the customer’s environment and addressing any resulting needs or vulnerabilities. This positions your offering as a necessary and timely solution rather than an optional expense.

Question No 9:

Which licensing model is the most complex for a customer to manage? (Choose the best answer.)

A. Enterprise agreement
B. Managed service agreement
C. Subscription
D. A La Carte

Correct answer: D

Explanation:

Among the licensing models listed, the A La Carte model is the most complex for customers to manage. This model involves selecting and purchasing individual licenses or features separately, rather than receiving them as part of a bundled package. While it offers the highest level of flexibility, it places a significant burden on customers to carefully track which licenses they own, ensure compatibility across different components, and manage renewals, compliance, and feature activation independently. This can become especially intricate in environments with diverse needs or frequent changes, as each component may have its own support terms, update cycles, and usage restrictions.

In contrast:

Enterprise agreements (A) typically offer a more streamlined experience. They consolidate many licenses into a single agreement and often include bundled features and support. This makes tracking, reporting, and renewals easier for customers and minimizes the overhead of managing individual components.
Managed service agreements (B) further reduce complexity by outsourcing licensing and operations to a managed service provider. The provider handles most of the administration, licensing compliance, and updates, making this model less burdensome for the customer.
Subscription models (C) simplify cost predictability and licensing management by offering time-bound access to features and updates. They are generally easier to scale and manage than A La Carte, particularly when customers need flexibility and ongoing support without the complexity of perpetual licenses.

Because A La Carte licensing requires granular tracking of multiple license types and combinations, offers little centralization, and increases the risk of mismanagement or underutilization, it is widely regarded as the most administratively demanding and complex model to manage.

Therefore, the correct answer is D.

Question No 10:

Which task is the responsibility of the Renewals Manager? (Choose the best answer.)

A. managing the Success Plan
B. managing recurring revenue risk
C. billing recurring revenue contracts
D. driving adoption of specific technologies

Correct answer: B

Explanation:

The Renewals Manager plays a pivotal role in the customer lifecycle by overseeing the renewal process of recurring revenue contracts, such as software subscriptions, service agreements, and cloud solutions. Their primary objective is to manage recurring revenue risk, which involves ensuring that customers continue their subscriptions and identifying potential risks that might lead to churn. This task is crucial for maintaining predictable revenue streams and sustaining long-term customer relationships.

Managing recurring revenue risk involves several key activities:

Proactively engaging customers before contract expiration: Renewals Managers monitor contract timelines and initiate conversations with customers ahead of renewal deadlines. This helps prevent lapses in service and uncovers any dissatisfaction or roadblocks to renewing.
Identifying risk indicators: Renewals Managers look for warning signs such as reduced usage, customer complaints, lack of engagement with support or services, or changes in customer leadership or business direction. These signs are analyzed to assess the likelihood of renewal and guide intervention strategies.
Collaborating with Customer Success Managers (CSMs): While CSMs are responsible for the broader success and satisfaction of customers, Renewals Managers partner with them to get insights into customer health and gather feedback that might influence the renewal decision.
Forecasting and pipeline management: Renewals Managers maintain and update a renewal pipeline, forecasting expected renewals and flagging any at-risk contracts. This helps sales and finance teams anticipate revenue and take timely action.

Now, let’s review why the other options are incorrect:

A. managing the Success Plan: This is typically the role of the Customer Success Manager. The Success Plan outlines the customer’s goals, key milestones, and metrics for measuring success with the product or service. Renewals Managers may be aware of the Success Plan but do not own or manage it.
C. billing recurring revenue contracts: Billing falls under the Finance or Accounts Receivable team. While the Renewals Manager is focused on ensuring the customer intends to continue the service, they are not responsible for generating or sending invoices.
D. driving adoption of specific technologies: This is also a key task of the Customer Success Manager or sometimes Solution Architects. Driving technology adoption ensures the customer sees value in the product, which indirectly supports renewals, but the Renewals Manager does not lead this initiative.

In essence, the Renewals Manager is the gatekeeper of continuity in recurring revenue. They are tasked with mitigating churn, maintaining customer contracts, and ensuring that the revenue from existing customers continues to flow predictably and consistently. Thus, the best answer is B.