B2B-Solution-Architect Practice Test Questions

B.   B2B Commerce for Dealers to get pricing and Service Cloud for Cases

Explanation

Northern Trail Hot Tubs needs a solution that enables Dealers to quickly access product pricing and gain insight into customer support. The focus is on reducing delays in quoting while providing transparency for Cases handled for end Customers. Any proposed solution must directly address fast pricing access and support visibility.

✅ Correct Option: B. B2B Commerce for Dealers to get pricing and Service Cloud for Cases
B2B Commerce allows Dealers to configure and receive instant pricing for Hot Tubs, meeting the need for speed and accuracy. Service Cloud ensures Dealers can monitor customer support cases, improving visibility and trust. This combination directly addresses the requirement of providing quick quotes and support transparency.

❌ Incorrect Option: A. Experience Cloud and Revenue Cloud for Dealers to get Quotes and view Cases
Experience Cloud alone cannot handle complex product pricing, and Revenue Cloud focuses on subscription revenue management rather than ad-hoc pricing. Dealers would not get immediate access to pricing or detailed case tracking, making this option unsuitable for Northern Trail Hot Tubs’ requirements.

❌ Incorrect Option: C. Experience Cloud and Sales Cloud for Dealers to be able to create Opportunities and add Opportunity Products
Sales Cloud allows opportunity and pipeline tracking but does not provide instant pricing or product configuration capabilities. Dealers need quick quote access, which this combination does not deliver. Experience Cloud alone also does not fulfill the real-time pricing requirement.

❌ Incorrect Option: D. Experience Cloud and Service Cloud for Dealers to be able to request pricing through Cases and track Customer Cases
Requesting pricing via Cases adds unnecessary delays for Dealers. While Service Cloud allows case tracking, it does not give immediate access to pricing or configuration. This option does not solve the core need for instant quotes.

Summary
For Northern Trail Hot Tubs, Dealers require fast, accurate pricing and visibility into support cases. B2B Commerce delivers instant pricing, while Service Cloud provides insights into customer support. Other options fail to provide either immediate pricing or proper case tracking, making them less effective.

Reference:
Salesforce B2B Commerce

D.   Recommend discovery meetings with additional stakeholders to gather information on the functional and technical requirement across the sales and other functional areas, then provide a recommendation based on information gathered to deliver an MVP.

Explanation

Despite the urgency, a Solution Architect's primary role is to ensure the proposed solution is complete, sustainable, and aligned with the entire business, not just one leader's immediate needs. The current information is high-level and focused primarily on sales needs. The next critical step is to execute a formal discovery to gather detailed functional and technical requirements from all relevant groups (e.g., IT, Operations, Finance, Marketing, not just Sales) to define a Minimum Viable Product (MVP). This ensures the urgent rollout is built on a solid, scalable foundation.

✅ Correct Option: D. Recommend discovery meetings with additional stakeholders to gather information on the functional and technical requirement across the sales and other functional areas, then provide a recommendation based on information gathered to deliver an MVP.
Discovery is the foundational step in any successful project. Even with an urgent timeline, the Solution Architect needs to understand the technical landscape (e.g., existing integrations, data models) and cross-functional requirements (e.g., fulfillment, tax, finance, security) that go beyond the initial sales needs. This ensures the first phase (the MVP) is built correctly, can scale, and avoids costly rework later, which is crucial for a global expansion under time pressure.

❌ Incorrect Options

A. Propose the introduction of B2B Commerce and CPQ to address the key areas of need such as global commerce, complex pricing, quoting and discounting needs; highlight the key features 6r>a the alignment of the features to the needs outlined.
This step is premature. While B2B Commerce and CPQ are strong candidates, proposing a specific technology stack without formal discovery and understanding technical complexities, integration points, and non-Sales requirements (like fulfillment or ERP integration) is risky. It bypasses the necessary due diligence required to scope the project correctly and define a viable MVP.

B. Propose a set of high-level design options with architecture diagrams depicting the potential elements of a solution that would meet the needs of the enterprise, including pros and cons to help the stakeholders make final decisions.
Creating design options (including architecture diagrams) is the step that follows the detailed discovery phase. High-level requirements have been gathered, but the Solution Architect must first obtain detailed functional and non-functional requirements (Step D) to ensure the design options are technically sound, meet all business needs, and account for integration challenges.

C. Recommend in iterative rollout strategy for one of the new geographies where B2B Commerce is first rolled out to secure first mover status, while the Solution Architect gathers more requirements around other capabilities and requirements, and then roll those out over subsequent phases.
Recommending an implementation strategy before defining the complete scope, technical requirements, and the specific details of the MVP is risky. The Solution Architect must first finalize what is being built in the initial MVP phase through proper discovery (Step D) to ensure the quick rollout is actually capable of supporting the business and securing market share effectively.

Summary
Given the high-level nature of the requirements and the scope of a global commerce site, the Solution Architect's immediate priority must be to initiate a detailed discovery. This formal step gathers technical and cross-functional requirements essential for defining a scalable MVP and a solid architecture. Skipping this could lead to major rework, jeopardizing the urgent timeline and global expansion goals.

Reference
This process aligns with standard best practices and methodologies for Salesforce Solution Architecture, which prioritize a thorough Discovery Phase before proceeding to Design or Build/Rollout.
Salesforce B2B Solution Architect Exam Guide (Focus on Discovery and MVP)
Salesforce Well-Architected Framework (Customer Success and Vision)

A.   Design the package as modular, loosely coupled units of metadata rather than large chunks of an org.

C.   It is impossible to track source controlwith package development; either the org owns the source or a source control does, but never both.

Explanation

Universal Containers needs to manage Salesforce customizations for three different clouds. The core challenge is structuring metadata into deployable units while maintaining control over the development process. The goal is to enable independent, conflict-free development for each cloud team.

✅ Correct Option A: Design the package as modular, loosely coupled units of metadata rather than large chunks of an org.
Creating small, focused packages (e.g., a "Service Case Routing" package) minimizes dependencies between clouds. This allows teams to develop, test, and deploy their own functionality without breaking changes in other areas, ensuring cleaner and more reliable updates.

✅ Correct Option C: It is impossible to track source control with package development; either the org owns the source or a source control does, but never both.
The source of truth must be a version control system like Git, not the org. All metadata changes must be authored, tracked, and versioned in source control first, then deployed to orgs. This prevents conflicts and loss of work, which is critical for collaborative team development.

❌ Incorrect Option B: Only utilize one functional automation tool (Flow, Workflow Rules, Process Builder) per object.
This is not a packaging consideration. The correct architectural direction is to consolidate all automation into Salesforce Flow, as legacy tools are being retired. The focus should be on migration, not tool restriction per object.

❌ Incorrect Option D:Clouds like Revenue Cloud have their own packages so it is easy to work with them because their automation is limited.
This is incorrect. Revenue Cloud (formerly CPQ) involves highly complex automation for quotes and billing. The key consideration is to plan for its specific metadata dependencies, not to assume its integration or management is simple.

Summary
For a multi-cloud implementation, design small, independent packages for each business function to isolate changes. Mandate that all development starts in and is governed by a single source control system to manage team collaboration and deployments safely.

Reference
Packaging Guide: Second-Generation Managed Packages

A.   Highlight that the B2B portal is meant to tackle more routine, low-complexity sales, allowing the Sales team to focus on the more complex sales and priority accounts.

D.   Highlight that the B2B portal will help the company grow and expand into new geographies where the company does not currently have a sales footprint, resulting in more rewards for everyone.

Explanation

The core challenge when implementing a new B2B Commerce channel is mitigating channel conflict and addressing the sales team's commission fears. The Solution Architect must articulate a strategy where the portal is a complementary asset, defining a clear operational boundary. This separation must position the human sales force for high-value, complex, and strategic activities that justify their commissions.

✅ Correct Option

A. Highlight that the B2B portal is meant to tackle more routine, low-complexity sales, allowing the Sales team to focus on the more complex sales and priority accounts.
This strategic distinction is essential for adoption. By automating repetitive, transactional, and low-complexity orders, the portal reduces the administrative workload on the sales team. This enables them to dedicate valuable time and expertise to closing larger, custom deals and nurturing high-value, priority accounts, which typically yield higher commissions.

D. Highlight that the B2B portal will help the company grow and expand into new geographies where the company does not currently have a sales footprint, resulting in more rewards for everyone.
Presenting the B2B portal as a market expansion tool effectively addresses the fear of cannibalization. By targeting new customer segments or unserved geographic regions where the sales team lacks a presence, the portal generates new, incremental revenue. This expands the overall market opportunity, ensuring more rewards for the entire sales ecosystem.

❌ Incorrect Option

B. Highlight that the B2B portal will be a useful tool to help improve customer communications and enhance customer engagement by providing faster updates on their orders as they are fulfilled.
While providing faster order updates is a key benefit of B2B self-service, this feature primarily addresses the customer experience and operational transparency. It fails to directly address the executive sponsor's crucial concern regarding sales channel conflict and the threat to their commission structure.

C. Highlight that the B2B portal is meant to handle high-complexity sales that are ideal for automation, leaving the Sales team to handle less complex, higher-margin sales.
This statement is structurally incorrect regarding B2B sales roles. High-complexity sales demand human consultation, negotiation, and relationship management, making them unsuitable for full automation. The sales team typically handles high-margin complexity. Automating high-complexity sales would directly threaten their most valuable activities.

Summary
To gain executive and sales team buy-in, the Solution Architect must define the B2B portal's role clearly. It should serve as a self-service engine for routine, transactional, low-complexity orders, thereby freeing up the human sales team to concentrate on strategic accounts and complex negotiations. Additionally, leveraging the portal for market expansion ensures it generates new revenue rather than cannibalizing existing sales channels.

Reference
These strategic deployment principles are aligned with best practices defined in Official Salesforce B2B Commerce Documentation and Trailhead Content pertaining to channel strategy and sales force enablement.

A.   for supporting kits in the B2B Commerce Storefront, they need to create equivalent bundle products on the CPQ side.

C.   On the CPQ 826 Commerce Connector, the default mapping of tiered pricing in 826 Commerce is to Discount Schedules in CPQ.

Explanation

Correct Options:

🟢 A. Supporting Kits:
To sell product kits in the B2B Commerce storefront, corresponding bundle products must exist in CPQ. This ensures proper pricing, product configuration, and inventory management. Without creating these equivalent bundles in CPQ, the storefront cannot accurately reflect kit structures or pricing tiers, leading to potential mismatches between systems.

🟢 C. Tiered Pricing Mapping:
Tiered pricing in B2B Commerce maps by default to CPQ Discount Schedules via the CPQ B2B Commerce Connector. This allows UC to maintain consistent tiered pricing logic between the storefront and CPQ, ensuring that customers see the correct pricing while keeping the back-end pricing rules synchronized.

Incorrect Options:

🔴 B. CPQ Precision:
Setting CPQ precision to two decimal points is not a specific requirement for multi-cloud integration. Pricing precision depends on the business and currency requirements; it does not impact the ability to handle kits or tiered pricing through the connector.

🔴 D. Price Rules Consistency:
Price Rules in CPQ do not automatically run for quotes initiated from B2B Commerce. Instead, Discount Schedules handle tiered pricing for multi-cloud integrations. Relying on Price Rules may lead to inconsistencies or unsupported configurations, making this an incorrect consideration for this scenario.

Summary:
For CPQ + B2B Commerce integration, ensure bundle products exist in CPQ for kits and map tiered pricing to Discount Schedules. This keeps storefront and CPQ pricing consistent while supporting self-service buying effectively.

Reference:
Salesforce CPQ B2B Commerce Connector Guide

A.   Perform API load test against the full copy sandbox before go live.

Explanation

For high-volume integrations like UC's (1M+ records weekly), API load testing simulates peak transaction loads on MuleSoft flows and Salesforce endpoints. Using the full copy sandbox mirrors production data volume, revealing bottlenecks in data ingestion, processing, and scalability before launch, ensuring reliable performance across B2B clouds.

Correct Option: 🟢 A
This approach targets integration APIs via tools like Anypoint's performance monitoring, stressing the full data set in a production-like environment. It validates MuleSoft's handling of 10M peak records, identifies governor limits or throughput issues early, and confirms end-to-end scalability without risking live data.

Incorrect Option: 🔴 B
Unit testing focuses on isolated code components for functionality, not scale or volume. It won't simulate massive API calls or data flows from third-party systems, missing critical performance gaps in UC's MuleSoft-Salesforce integrations under high load.

Incorrect Option: 🔴 C
Page load testing evaluates UI responsiveness, irrelevant to backend API integrations. Testing in production post-go-live risks disrupting real transactions and doesn't allow proactive fixes for the anticipated 10M record surges.

Incorrect Option: 🔴 D
Partial copy sandboxes limit data to 10K records per object, inadequate for UC's million-scale testing. This underrepresents production volumes, leading to false positives on performance and failing to stress-test integrations accurately.

Summary
API load testing in a full copy sandbox is essential for UC's high-volume B2B integrations, as it replicates real data loads on MuleSoft and Salesforce APIs pre-launch. This prevents post-go-live failures during peaks and aligns with Salesforce's recommendation for load testing in full environments. Avoid unit or UI tests, which don't address scale.

Reference:
Sandboxes

A.   Field Service Manager

B.   NTO employee representing a typical customer

D.   Field Service Agent

Explanation

A RACI matrix clarifies who is Responsible, Accountable, Consulted, and Informed for project tasks. Those who are Consulted (C) provide essential subject matter expertise and feedback before decisions are made. For a Field Service discovery workshop, the consulted stakeholders are the hands-on experts whose daily work will be directly impacted by the new system's design.

✅ Correct Option A: Field Service Manager
The Field Service Manager is a key consulted stakeholder. They provide critical input on scheduling efficiency, workforce management, KPIs, and operational workflows. Their expertise ensures the designed solution meets team leadership and business performance goals.

✅ Correct Option B: NTO employee representing a typical customer
A representative end-customer is consulted to provide vital feedback on the service experience from the user's perspective. Their input on appointment scheduling, communication, and technician interaction is crucial for designing a customer-centric solution that drives satisfaction.

✅ Correct Option D: Field Service Agent
The Field Service Agent (the technician) is a primary consulted stakeholder. They offer indispensable hands-on knowledge about mobile work execution, parts inventory, real-time communication needs, and on-site challenges, ensuring the solution is practical and usable in the field.

❌ Incorrect Option C: Business Analyst
The Business Analyst is typically Responsible (R) for running discovery workshops, gathering requirements, and documenting processes. They facilitate discussions and consult others but are not merely a consulted party; they have an active, executing role in the workshop itself.

❌ Incorrect Option E: Project Manager
The Project Manager is typically Accountable (A) for the workshop's success and timeline or Informed (I) of outcomes. They manage the process and resources but are not a subject matter expert providing feedback on functional Field Service design, which is the role of the consulted stakeholders.

Summary
For a Field Service discovery, the hands-on experts (Manager, Agent, Customer) must be consulted. They provide the practical, operational, and experiential feedback needed to design a system that works effectively in the real world for both the business and its clients.

Reference
RACI Matrix Best Practices: While not Salesforce-specific, the framework is standard in project management. Salesforce Trailhead also covers stakeholder analysis in modules like "Architect Strategy Basics."

D.   Give the end users access to a sandbox environment and a testing script for each of the user stories. Ask UAT testers to perform their tasks and collect feedback from them in the testing script.

Explanation

Correct Option:

🟢 D. Sandbox Hands-on Testing:
Providing end users access to a sandbox with predefined testing scripts allows them to validate that the system meets their requirements without waiting for full deployment. Feedback is collected systematically, ensuring any gaps are addressed early. This hands-on approach accelerates validation while maintaining project timelines and avoiding disruption to the build sprint.

Incorrect Options:

🔴 A. Functional Spec Sign-off:
Sign-off on documents confirms alignment but does not provide hands-on experience. Users cannot interact with the solution, which limits their ability to identify usability issues or misconfigured requirements.

🔴 B. UAT Discovery Session:
Running a UAT discovery session to validate scripts only ensures the scripts are correct, not the actual functionality in the system. It does not provide real interaction with the built solution, which is essential for validating requirements effectively.

🔴 C. Training on Functional Spec:
Reading and testing on the Functional Specification Document does not replicate real system usage. This method is passive and cannot identify gaps or errors in the built solution, making it ineffective for hands-on validation.

Summary:
Hands-on testing in a sandbox environment with guided scripts lets end users validate requirements effectively without impacting project timelines. It ensures real interactions with the system and early feedback collection, reducing risk during the build sprint.

Reference:
Develop and Test Features Using Salesforce Sandboxes

B.   Opportunities generated

C.   Number of quotesgenerated

D.   Logins into Partner Community

Explanation

Leading metrics are proactive, activity-based indicators that measure the inputs and behaviors leading to a future outcome, providing early feedback for adjustment. For NTO's Partner Community, these metrics should focus on partners' initial engagement and early sales activities within the portal, which predict future revenue from the channel before deals are closed.

✅ Correct Option B: Opportunities generated
This metric directly measures a reseller's sales initiative and pipeline contribution. Each new opportunity registered in the portal represents a potential future deal, making it a powerful leading indicator of the partner's selling effort and the health of the channel's sales funnel.

✅ Correct Option C: Number of quotes generated
Generating a quote is a key step in the sales process that follows opportunity creation. This metric indicates that partners are actively progressing deals and engaging with the buying process, serving as a strong predictor of imminent sales closures and revenue.

✅ Correct Option D: Logins into Partner Community
This is a foundational metric for measuring basic platform adoption and ongoing engagement. Consistent partner logins are a prerequisite for all other valuable activities; low login rates provide an early warning of adoption problems before they impact sales metrics.

❌ Incorrect Option A: Product types sold
This is a lagging, outcome-based metric that analyzes the final composition of closed sales. It provides valuable post-sale analysis for inventory or marketing but offers no actionable, early insight into how partners are currently using the portal to drive those results.

❌ Incorrect Option E: Opportunity win rates
This is a definitive lagging metric that calculates the success rate of closed opportunities over a historical period. While critical for assessing long-term channel effectiveness, it provides retrospective analysis, not the proactive, early feedback on portal usage that NTO requires.

Summary
NTO should implement metrics that track the partner engagement funnel: Logins measure initial adoption, Opportunities generated track new pipeline creation, and Quotes generated indicate sales progression. Together, these leading indicators provide a complete picture of channel health and future performance.

Reference
The concept of leading vs. lagging indicators is foundational to performance management. For Salesforce-specific application, refer to partner management modules in Salesforce Trailhead or the Salesforce Partner Community documentation.

A.   The connector lets you sync simple products with a flat price.

B.   The connector does not support syncing complex CPQ bundles.

Explanation:

When integrating Salesforce CPQ with B2B Commerce, understanding what the connector supports and what it does not is critical. A Solution Architect must ensure proper product and pricing synchronization while maintaining a single source of truth. This helps prevent errors, supports partner transactions, and ensures data consistency across platforms.

✅ Correct Option – A. The connector lets you sync simple products with a flat price.
The connector allows simple CPQ products with flat pricing to be synchronized into B2B Commerce. This ensures NTO can maintain a single database for product and pricing information. It avoids manual duplication and supports standard product flows, keeping integrations smooth for partners using the Partner Community.

✅ B. The connector does not support syncing complex CPQ bundles.
Complex CPQ bundles, including nested options or multiple constraints, cannot be automatically synced. NTO would need custom development or alternative handling for these products. Recognizing this limitation allows proper planning and prevents incomplete product offerings in the Partner Community, ensuring partners have accurate data for building quotes.

❌ Incorrect Option – C. Discount schedules from CPQ will sync to discounts and promotions in B2B Commerce Classic.
CPQ discount schedules are not automatically transferred. B2B Commerce handles discounts and promotions independently. Relying on CPQ for discount logic could result in inconsistent pricing and errors during partner transactions.

❌ Incorrect Option – D. The connector is a two-way sync for product and pricing logic.
The synchronization is one-way, from CPQ to B2B Commerce. Changes in Commerce do not flow back to CPQ. All updates should originate in CPQ to maintain a consistent and authoritative source of product and pricing data.

Summary:
The connector supports syncing simple products with flat pricing but does not handle complex bundles or discount schedules automatically. Product and pricing flows are one-way from CPQ to B2B Commerce, ensuring a single source of truth and consistent partner experience.

Reference:
Salesforce Official Documentation – Sync Product and Pricing Data