Summary:
The question focuses on measuring the long-term health and growth potential of a B2B app after its initial launch success. Longevity in a business context is defined by a stable and loyal customer base that continues to derive value from the product over time. The metric must reflect ongoing engagement and revenue sustainability, not just one-time acquisition events or short-term sales spikes.

Correct Option:

B. Customer retention rate
Customer retention rate directly measures the percentage of customers who continue to use the app over a specific period. A high retention rate indicates that the product delivers sustained value, leading to recurring revenue and lower customer acquisition costs.

For a subscription-based service (common in fintech), retention is the primary indicator of longevity and growth potential. It shows product-market fit beyond the initial launch hype and is a leading indicator of a stable, predictable revenue stream, which is essential for long-term planning.

Incorrect Options:

A. Annual app downloads
App downloads are a top-of-funnel acquisition metric that measures initial interest, not long-term value. A high download count does not reveal if users are active, paying, or satisfied after the first use.

This metric is volatile and can be influenced by one-time marketing campaigns. It says nothing about whether the customer base is stable or churning, which is critical for assessing longevity.

C. App sales over time
While sales revenue is important, "sales over time" can be ambiguous. If it refers to total cumulative sales, it can mask a high churn rate by being inflated by initial success.

This metric does not distinguish between revenue from new customers versus retained customers. A company could have flat sales over time but a terrible retention rate if it is constantly replacing lost customers, which is an unsustainable and costly model for long-term growth.

Reference:
Salesforce: What is Customer Retention

Summary:
The design challenge focuses on deflecting service requests from human agents to self-service bots. While operational metrics like volume are important, the ultimate measure of success is whether the bot effectively solves the customer's problem without frustrating them. A bot that deflects calls but leaves customers dissatisfied fails the core objective. The metric must reflect the quality of the self-service experience from the user's perspective.

Correct Option:

A. Customer satisfaction rate
This metric directly measures whether the bot successfully enabled the customer to resolve their issue. A high CSAT score for bot interactions indicates that the self-service tools are effective, user-friendly, and meeting customer needs.

It validates the entire premise of the "How Might We" challenge: providing a satisfactory self-service resolution. If customers are happy with the bot, it proves the deflection is successful and sustainable, reducing the long-term burden on human representatives.
Incorrect Options:

B. Total conversations
This is a volume metric that only measures how often the bot is used, not how well it performs. A high number of conversations could indicate many frustrated users repeating queries or the bot failing to understand them.

It does not assess the impact or quality of the resolutions, making it a poor indicator of whether the bot is truly achieving the goal of effective self-service.

C. Human takeover rate
While this metric (also called escalation rate) is relevant, it measures a failure state. It shows how often the bot could not handle the issue, forcing a human takeover.

A low takeover rate is desirable, but it doesn't guarantee the bot was successful; the customer might have just given up. CSAT is the positive counterpart that confirms successful, satisfactory resolutions.

Reference:
Salesforce Help: Bot Metrics

This official documentation lists key metrics for Einstein Bots. It explicitly includes Customer Satisfaction Score (CSAT) as a primary metric to "measure the quality of your bot's conversations," directly aligning with the goal of assessing the impact of the self-service experience.

Summary:
The primary goal is to design for the broadest possible audience to increase diversity in customer acquisition. This requires a scalable methodology that starts with understanding specific needs and then systematically expands the solution's applicability. The tactic must proactively build inclusivity into the design process itself, rather than relying on point-in-time feedback or general empathy-building.

Correct Option:

A. Solve for one, extend to many through a persona spectrum.
This inclusive design principle involves deeply understanding the needs of one person with a specific, permanent disability or at the edge of a spectrum of need. The solutions designed for this extreme user often reveal insights that lead to innovations benefiting a much wider, more diverse audience.

For example, designing for someone with one arm can lead to a versatile, one-handed navigation system that is also useful for someone holding a baby or carrying groceries. This method systematically ensures the solution is adaptable and inclusive by design, directly serving the goal of reaching the broadest audience.

Incorrect Options:

B. Use Jobs to Be Done to increase empathy with the audience.
While Jobs to Be Done (JTBD) is an excellent framework for understanding the fundamental goals and motivations that drive customer behavior, it is a general-purpose discovery tool, not a specific inclusive design tactic.

JTBD focuses on the "job" a customer is trying to get done, which can increase empathy but does not inherently guide designers to consider the full spectrum of human permanence, situational, or temporary abilities in the way "Solve for one, extend to many" does.

C. Hold focus groups with traditionally underrepresented participants.
This is a reactive and limited form of research. While including diverse voices is crucial, focus groups gather opinions and self-reported data, which can be biased. They occur too late in the process to fundamentally shape the design philosophy.

This tactic checks a box for representation but does not provide the deep, contextual insight or the scalable methodological framework needed to "solve for the broadest possible audience" from the outset.

Reference:
Inclusive Design Principles from Microsoft

Summary:
The business goal is to provide coupons specifically to digital consumers, which is a core e-commerce function. While Marketing Cloud is excellent for distributing the coupons via email or ads, it is not a transactional platform for actually redeeming them during a purchase. A complete solution requires a system that can manage the coupon's business rules (value, eligibility) and process it securely at the point of sale within the digital storefront.

Correct Option:

A. B2C Commerce
B2C Commerce is Salesforce's dedicated e-commerce platform for building digital storefronts. It has native capabilities for creating, managing, and honoring promotional rules like coupons and discount codes directly at the checkout process.

Integrating Marketing Cloud with B2C Commerce creates a seamless flow: Marketing Cloud targets customers and delivers the coupon, and B2C Commerce validates and applies it when the customer makes a purchase online. This provides an end-to-end solution for a digital coupon campaign.

Incorrect Options:

B. Revenue Cloud
Revenue Cloud (part of CPQ - Configure, Price, Quote) is designed for managing complex, multi-step B2B sales cycles and subscription pricing. It is used for generating accurate quotes and contracts.

It is not built for the high-volume, direct-to-consumer (B2C) transactional model of a digital store. Using it for simple e-commerce coupons would be an overly complex and inappropriate use of the tool.

C. Service Cloud
Service Cloud is a customer service and support application. While a service agent could manually generate and provide a coupon to appease an unhappy customer, this is a reactive, one-off action.

It is not a scalable platform for proactively running a widespread marketing coupon campaign to all digital consumers. It lacks the native promotional engine and storefront integration required for this business goal.

Reference:
Salesforce B2C Commerce

Summary:
The scenario involves highly sensitive personal health data and a plan to monetize it, which presents significant ethical, legal (like HIPAA/GDPR), and reputational risks. The strategy designer's role is to proactively guide leadership to identify and mitigate these potential harms before making investments or plans. The approach must be a structured, forward-looking exercise in risk assessment, not just gathering opinions or benchmarking.

Correct Option:

B. Facilitate a Consequence Scanning workshop before proceeding with any further investment.
Consequence Scanning is a specific, structured workshop designed to proactively identify the potential negative impacts, unintended consequences, and ethical risks of a new initiative before it is built.

This method forces the leadership team to systematically consider the implications of monetizing patient data from the patient's perspective, the company's legal standing, and its brand reputation. It is the most responsible and comprehensive first step to ensure ethical considerations are built into the strategy's foundation.

Incorrect Options:

A. Perform user research to understand their level of comfort with data being shared for monetization.
While gathering patient input is important, it is not a substitute for the company's own ethical and legal due diligence. Patients may not fully understand the implications of their data being monetized.

Relying on "comfort levels" is risky; the company has a fiduciary and ethical duty to protect this data beyond what users might casually agree to. This approach outsources an ethical decision to the very people who may be harmed.

C. Research similar healthcare organizations about how they are monetizing patient data.
This is benchmarking, not ethical counseling. Just because other companies are doing something does not make it ethically sound or legally compliant for this startup. This approach could lead to following practices that may later be deemed unethical or illegal. The strategy designer should counsel leadership to define their own ethical standards, not simply follow others.

Reference:
The Consequence Scanning Event Guide (from the UK Government)

While not a Salesforce link, this is a recognized industry practice for ethical design. Salesforce's own ethical AI principles align with this proactive, "what could go wrong?" methodology. The strategy designer's duty is to recommend this kind of foundational ethical practice.

Summary:
The question focuses on the foundational stage of problem definition, where a company is articulating a need and a challenge before seeking a solution. At this early, strategic phase, the goal is to avoid locking into a specific solution prematurely. The commonality lies in maintaining a focus on the core problem and the "why" behind it, which ensures that any future solutions (like their ML tools) are designed to meet the actual, validated need.

Correct Option:

A. Both are solution-free statements
A need statement describes a user's fundamental requirement or pain point (e.g., "We need to ensure our CO2 performance data is perceived as trustworthy by regulators"). A challenge statement frames this need as a actionable problem to be solved (e.g., "How can we guarantee the perceptual validity of our data?"). The critical commonality is that both should be articulated without prescribing a specific technical solution. This prevents bias, keeps the team open to a wide range of innovative ideas, and ensures that the eventual solution—like a specific ML tool—is developed to directly address the validated core problem.

Incorrect Options:

B. Both are tactics intended to solve a problem
This is incorrect because these statements are not tactics. Tactics are the specific actions or methods used to execute a solution. Need and challenge statements exist at a higher, strategic level to define the problem. They are the "what" and "why" that must be understood before tactics can be selected.

C. Both explain the scope of possible solutions
This inverts their purpose. A well-written need or challenge statement is intentionally open-ended to avoid artificially constraining the scope of possible solutions. Their goal is to frame the problem space, not to define or limit the solution space. Defining the solution scope is a subsequent step in the process.

Reference:
Trailhead: Define the Problem with Problem Statements

This module emphasizes creating problem statements that are focused on the user's need and are free from assumed solutions, which is the core concept linking both a need statement and a challenge statement.

Summary:
A newly formed team lacks established norms and shared understanding, which can lead to conflict, inefficiency, and misaligned work. The immediate need is to create a foundational set of rules and expectations that all team members consciously agree to follow. This tool should be proactive, collaborative, and focused on defining how the team will work together, not on generating ideas or assessing external risks.

Correct Option:

B. Team agreement
A team agreement (or team charter) is a foundational tool specifically designed to create alignment on how a team will operate. It is a collaboratively created document that outlines working norms, communication protocols, decision-making processes, and shared goals.

For a new team, this establishes a "social contract" that prevents misunderstandings. It directly addresses the concern that their work will suffer by creating a shared framework for collaboration, ensuring everyone is on the same page from the start.

Incorrect Options:

A. Brainstorm
Brainstorming is an ideation technique used to generate a wide variety of creative ideas for solving a problem. It does not address the core issue of team alignment, processes, or interpersonal norms.

Using brainstorming without first establishing alignment through a team agreement could actually exacerbate misalignment, as team members may have conflicting approaches to the brainstorming process itself.

C. Consequence Scanning workshop
A Consequence Scanning workshop is a strategic tool used to proactively identify the potential negative impacts and ethical risks of a product or initiative on its users and society. It is externally focused.

It is not designed for internal team alignment. The team's concern is about their own internal working dynamics, not the ethical consequences of their output for end-users.

Reference:
Trailhead: Build a Team Agreement

This official Salesforce module explains the purpose and process of creating a team agreement, highlighting its role in setting ground rules, defining success, and getting teams aligned from the very beginning.

Summary:
A Salesforce Architect's deliverables, such as a solution architecture diagram, must be grounded in a deep understanding of the user's experience and pain points. A journey mapping workshop, facilitated by a Strategy Designer, provides this crucial context. It shifts the architect's focus from a purely technical build to a user-centric solution, ensuring the resulting architecture effectively supports the intended business outcomes and user goals.

Correct Option:

A. A journey map allows for the creation of a solution architecture diagram.
A journey map visually outlines the user's end-to-end experience, highlighting their goals, actions, pain points, and emotional highs and lows. For an architect, this is invaluable input.

The identified pain points and key interactions directly inform where and how technology should be applied. The architect can then design a solution architecture that specifically targets these areas, ensuring the technical blueprint is aligned with resolving real user challenges and enabling a seamless experience.

Incorrect Options:

B. A journey map will allow the developers to start building.
A journey map is a strategic artifact, not a development specification. It describes the "what" and "why" from a user perspective, but it does not provide the detailed functional specifications, data models, or acceptance criteria that developers need to start coding.

Development requires more granular technical user stories and system design documents that are derived from, but not replaced by, the journey map.

C. A journey mapping exercise will provide all of their technical requirements.
This is an overstatement. A journey map is a fantastic source for business and user requirements, which must then be translated into technical requirements. It will not capture non-functional requirements (e.g., scalability, security), system integration details, or data migration strategies. These technical specifics require further analysis by the architect beyond the scope of the journey map.

Reference:
Trailhead: Customer Journey Mapping

This module explains how journey maps identify key moments and pain points. An architect uses these key moments to determine where to apply automation, data, and specific Salesforce features within their architecture design.

Summary:
The core problem is operational inefficiency and siloed work, leading to duplicated programs. The strategy designer needs an approach that will visually map the entire backend process, revealing exactly where and why this duplication is occurring across different teams. The solution must foster a shared, holistic view of the current state to create alignment on the problem before jumping to solutions.

Correct Option:

C. Service blueprint workshop
A service blueprint is an ideal tool for this scenario. It extends a customer journey map by adding the underlying employee actions, processes, and technologies that support each customer touchpoint.

By facilitating a cross-functional workshop to create a service blueprint, the designer can make the duplication visible to all stakeholders. It reveals how separate teams are performing similar backend tasks, creating a shared understanding of the operational breakdown and aligning everyone on the need for a consolidated, efficient process.

Incorrect Options:

A. Design sprint
A design sprint is a time-bound process for rapidly prototyping and testing solutions to a specific, well-defined problem. The current issue is that the problem (the duplication) is not yet fully understood or aligned upon across teams.

Jumping into a design sprint is premature. The group first needs to achieve alignment on the "as-is" state before they can effectively ideate and prototype a "to-be" solution.

B. Journey mapping workshop
A journey mapping workshop focuses on the customer's front-stage experience—their interactions, thoughts, and feelings. While valuable, it does not delve deeply into the internal, backstage processes of different company teams.

It would show the customer's perspective of the engagement programs but would likely not expose the internal departmental duplication that is causing the problem.

Reference:
Interaction Design Foundation: Service Blueprints

This resource clearly distinguishes service blueprints from customer journey maps, explaining that blueprints are used to visualize the connections between customer actions and the internal, behind-the-scenes processes, which is precisely what is needed to identify and align stakeholders on duplicated efforts.

Summary:
A design challenge statement is a strategic tool used to frame a problem in an open, inspirational, and human-centered way. It is not a solution, a user story, or a business objective. Its purpose is to guide ideation by focusing on the user's need and the desired outcome without presupposing the method to achieve it. The standard format begins with "How might we..." to encourage creative exploration.

Correct Option:

C. How might we save our existing customers time by preemptively serving the info they need to deflect the customer support calls.
This option correctly uses the "How Might We" (HMW) format, which is the industry standard for a design challenge statement. It is broad enough to allow for a wide range of creative solutions yet specific enough to provide a clear direction.

It focuses on the core user need ("save time") and the business goal ("deflect support calls") without specifying a solution like "unify platforms" or a specific feature like "see trending resources." This open-ended nature is the hallmark of a well-formed design challenge.

Incorrect Options:

A. As a user, I want to see trending support resources upon the first login to customer support so I can save my time.
This is a user story, not a design challenge. User stories are used in agile development to define a specific feature or requirement from a user's perspective. It presents a single solution ("trending support resources") rather than an open-ended problem to be explored.

B. Unify platforms and centralize support operations to save customers time and reduce business costs.
This is a solution statement or a business objective. It already prescribes the method ("unify platforms") to achieve the goal. A design challenge should avoid pre-defining the solution to allow the team to discover the best approach through research and ideation.

Reference:
IDEO.org: How Might We

This resource from IDEO, a leader in design thinking, defines the "How Might We" question as a format that "suggests that a solution is possible and offers the chance to answer it in a variety of ways." It is the accepted standard for framing a design challenge.

Summary:
An affinity map organizes a large number of qualitative insights into thematic groups. The next step is to evaluate these themes to identify which ones represent the most significant and valuable opportunities for design intervention. The prioritization question should focus on the potential impact and relevance of the insight itself, not on the feasibility or constraints of a solution, which are later-stage considerations.

Correct Option:

B. Why is this insight valuable?
This question directly assesses the potential impact of an insight. It forces the team to articulate the underlying human need, pain point, or desire that the insight reveals.

By asking "why is this valuable?", the team can identify which insights point to the most critical user problems or unmet needs. The most valuable insights, which represent the biggest opportunities for improvement or innovation, are the ones that should be prioritized as design opportunities.

Incorrect Options:

A. What constraints would we have to overcome?
This is a feasibility question that comes later in the process, during the solutioning phase. Introducing constraints like budget or technology too early can prematurely kill innovative ideas and stifle creative thinking before an opportunity is fully understood and valued.

C. Do we have the capability to develop this?
Similar to option A, this is a feasibility and resource question. It focuses on the team's current limitations rather than the user's needs or the potential value of the opportunity. An insight might reveal a massive, valuable opportunity even if the team currently lacks the capability, prompting them to acquire it.

Reference:
Interaction Design Foundation: Affinity Diagrams

This resource explains that after creating an affinity diagram, the next step is to discuss the clusters to find "innovative solutions" and "design goals." The question "Why is this insight valuable?" is central to determining which clusters represent the most important design goals and opportunities.

Summary:
The goal is to create a shared, human-centered vision of a new patient experience for two distinct audiences (patients and doctors). The tool must be visual, narrative-driven, and easily understood by non-technical stakeholders to facilitate alignment. It should focus on the end-to-end experience and the emotional journey, making the future state tangible and compelling, rather than being a list of features or a dry document.

Correct Option:

B. Storyboard
A storyboard uses sequential art and simple text to visually depict a story of a user's experience with a product or service. It shows the "when," "where," and "how" of key interactions.

For a healthcare app, a storyboard can illustrate the entire patient journey—from symptom tracking to doctor consultation—making the future vision concrete for both patients and doctors. This shared visual narrative builds empathy and creates a common reference point for evaluating which ideas and features are essential to that desired experience.

Incorrect Options:

A. Cross-functional survey
A survey is a tool for gathering data and opinions, not for building a shared vision. It is asynchronous and impersonal, failing to facilitate the collaborative dialogue needed to align different groups.

Surveys generate quantitative or fragmented qualitative data, which is ineffective for communicating a cohesive, empathetic story about a future patient experience.

C. Creative brief

A creative brief is an internal document used to guide a creative team. It typically outlines objectives, target audience, key messages, and deliverables.

While it provides direction, it is a textual and strategic document, not a tool designed to facilitate alignment with end-users (patients and doctors) by helping them visualize and emotionally connect with a new experience.

Reference:
Interaction Design Foundation: Storyboards