Cisco 820-605 Exam Dumps & Practice Test Questions

Question 1:

What is the key industry shift that has led to the increased adoption of dedicated Customer Success roles, such as Customer Success Managers (CSMs), within organizations?

A. The transition from reactive “break-fix” services to proactive support, with CSMs helping drive adoption and avoid future problems
B. Business units controlling IT budgets now require assurance of ROI before making purchase decisions, which CSMs support with use cases
C. The rise of subscription-based models has heightened the need for fast value delivery and outcome-based success, with CSMs ensuring retention
D. Emerging technologies are becoming more complex, so CSMs must partner with sales to align customer needs with innovative solutions

Correct Answer: C

Explanation:

The increasing popularity of subscription-based business models is the leading factor behind the rapid emergence of Customer Success functions and roles like Customer Success Managers (CSMs). In contrast to traditional sales models—where value was delivered primarily at the time of sale—subscription models demand ongoing value throughout the customer lifecycle. If that value isn’t quickly and consistently realized, customers can—and often do—cancel their subscriptions or reduce their usage.

This significant shift in buyer behavior has transformed how vendors must engage with customers. The focus is no longer solely on closing the deal but on retaining the customer and proving that the product or service continuously delivers measurable business outcomes. This requires organizations to be proactive, strategic, and highly customer-centric.

This is where Customer Success Managers play a vital role. CSMs are responsible for guiding customers toward success by helping them understand and derive value from the solutions they’ve purchased. They act as trusted advisors, ensuring customers are not just using the product but are achieving the outcomes that matter most to their business. This involves monitoring usage data, providing tailored guidance, addressing obstacles, and aligning product capabilities with business goals.

Moreover, effective Customer Success efforts lead to higher renewal rates, greater customer satisfaction, and increased opportunities for expansion through upselling or cross-selling. CSMs help create loyal advocates who are more likely to recommend the product, speak at events, or participate in case studies—driving both customer retention and new business growth.

Other options—like shifting service models (A), business-driven IT spending (B), or handling technological complexity (D)—reflect broader industry changes, but none of them are as directly tied to the structural business transformation caused by the recurring revenue model. Subscription customers are empowered to walk away at any time, so demonstrating immediate and ongoing value has become essential.

In summary, C is the most accurate answer because Customer Success has become a strategic imperative in a subscription economy, ensuring companies can retain and grow customer relationships by consistently delivering what matters most—outcomes and value.

Question 2:

Which structure best represents an effective and commonly used approach for conducting a Customer Success Quarterly Business Review (QBR) that focuses on ongoing alignment, measurable outcomes, and strategic planning?

A. Review last quarter’s performance, showcase the product roadmap, promote new offerings, and set goals for the next quarter
B. Analyze previous quarter’s results, verify completed action items, benchmark against peers, and agree on goals for the upcoming quarter
C. Recap service activities and issue resolution from the prior quarter and plan for next steps in the following quarter
D. Present previous quarter’s outcomes, highlight upcoming releases, promote new features, and define future objectives

Correct Answer: B

Explanation:

A Quarterly Business Review (QBR) is a key touchpoint in the Customer Success lifecycle. Its primary purpose is to ensure that both the vendor and customer remain strategically aligned, that the customer continues to realize tangible value from the solution, and that future plans reflect evolving business priorities.

The most effective QBR format includes four essential elements, all of which are reflected in option B:

1. Review of Previous Quarter’s Results – This includes analyzing key metrics such as product adoption, success criteria achieved, and measurable business outcomes. It helps reinforce the return on investment and the impact the solution is having on the customer’s goals.

2. Validation of Agreed-Upon Actions – Accountability is critical in customer relationships. The QBR must validate whether previously agreed actions were completed, by both the customer and the provider. This reinforces trust and keeps both sides engaged and responsible.

3. Benchmarking with Industry Peers – Offering insights into how the customer compares to similar organizations or industry standards provides context and drives improvement. Benchmarking can reveal areas for growth or optimization and motivate continued investment in the solution.

4. Confirmation of Next Quarter’s Goals – A successful QBR is not just retrospective—it’s forward-looking. This portion of the meeting ensures that both parties are aligned on evolving business goals and that actionable steps are defined to achieve them in the next 90 days.

While the other answer choices include relevant elements, they fall short in scope or intent. For example, A and D place too much emphasis on marketing or roadmap updates, which may feel like sales pitches rather than strategic partnership discussions. Option C leans heavily toward a support-oriented review rather than focusing on business impact and proactive planning.

In contrast, option B supports the foundational Customer Success principle of value delivery over time. It enables the vendor to act as a strategic partner, not just a service provider, and strengthens the relationship by aligning with the customer’s evolving objectives and providing data-driven proof of success.

In conclusion, the structure outlined in B represents best practices for an effective QBR. It emphasizes performance, accountability, strategic alignment, and forward planning—key components of a high-impact Customer Success function.

Question 3:

What best captures the true definition of "Customer Success" as it is understood in modern SaaS (Software as a Service) and customer-centric business models?

A. Customer Success is a strategic approach aimed at helping customers achieve both their anticipated and unanticipated goals using your product or service.
B. Customer Success is a methodology focused primarily on increasing recurring revenue through reduced churn and driving product adoption.
C. Customer Success ensures customers stay updated on software versions and contract renewals so they can prioritize their core operations.
D. Customer Success is defined by the Net Promoter Score (NPS) and involves coordination across departments to ensure a seamless customer experience.

Correct Answer: A

Explanation:

Customer Success is a proactive and strategic business methodology that focuses on ensuring customers realize meaningful outcomes through their use of a company's product or service. Unlike traditional support, which is often reactive and focused on troubleshooting, Customer Success is about long-term engagement and delivering continuous value throughout the customer journey.

The best definition is: "Customer Success is the business methodology of ensuring that customers achieve their expected and unexpected outcomes while using your product or service." This view emphasizes outcome-based success—going beyond mere functionality or satisfaction to support customers in reaching strategic business objectives, whether initially identified or discovered over time.

Customer Success is especially critical in subscription-based and SaaS models, where customer retention, product adoption, and ongoing engagement are directly tied to recurring revenue. A satisfied customer who receives continuous value is more likely to renew, expand usage, and advocate for the brand—outcomes that directly benefit the business.

A robust Customer Success function typically includes onboarding, success planning, health monitoring, regular business reviews, and early intervention when risks arise. It's a partnership model, where the vendor works alongside the customer to ensure they realize maximum value from their investment.

Now, let's review the incorrect options:

• Option B highlights outcomes like revenue retention and churn reduction, but these are results of Customer Success, not its definition.

• Option C narrows the scope to technical account management tasks, like updates and renewals, missing the broader, strategic impact.

• Option D mischaracterizes NPS—a measurement tool, not a defining methodology—as the basis of Customer Success.

In summary, Customer Success is about driving tangible outcomes for customers by ensuring their goals—whether initially stated or emerging—are achieved through the product. When done right, this benefits both parties and creates enduring, mutually valuable relationships.

Question 4:

Which statement most clearly defines the different purposes of Customer Sales and Customer Success in a modern, customer-first business approach?

A. Customer Sales focuses on aligning solutions with client needs, while Customer Success ensures those solutions deliver value through effective usage.
B. Customer Sales drives product usage and helps customers realize value, while Customer Success focuses on deploying the solution within defined timelines.
C. Customer Sales ensures customers gain value from purchased solutions, while Customer Success handles upselling and product portfolio expansion.
D. Customer Sales identifies and sells suitable solutions, whereas Customer Success highlights new upsell opportunities for sales teams based on current usage data.

Correct Answer: A

Explanation:

The relationship between Customer Sales and Customer Success is complementary, but their roles, goals, and timing in the customer lifecycle are distinct. Understanding this distinction is vital to executing a cohesive and customer-centric business strategy.

Customer Sales is primarily engaged during the pre-sale phase. Its focus is on identifying the customer’s business problems, matching them with the right product or service, and ultimately closing the deal. Sales professionals are measured by revenue targets and quotas and are tasked with securing new customers or expanding existing accounts by aligning the company's offerings with client challenges.

Once the deal is closed, Customer Success steps in. Their responsibility lies in the post-sale journey—ensuring customers actually adopt and gain value from the solution they’ve purchased. Customer Success Managers (CSMs) work to onboard clients, guide them through best practices, monitor their health metrics, address challenges proactively, and ensure the solution is delivering on its promised value. Their success is measured by retention, customer satisfaction, and long-term account growth through value realization.

Option A is the most accurate distinction: Sales brings the solution to the customer; Customer Success ensures the solution brings results to the customer. Sales is about opportunity identification and acquisition; Success is about long-term value delivery and relationship growth.

Let’s break down the less accurate alternatives:

• Option B mistakenly assigns post-sale responsibilities like adoption to Sales, while making Customer Success seem like an implementation team.

• Option C reverses roles, portraying Customer Sales as post-sale support and Customer Success as purely upsell-driven, which is incorrect and too narrow.

• Option D reduces Customer Success to a sales-enabling role rather than a value delivery and relationship management function.

In conclusion, Sales and Success are partners in the customer lifecycle. Sales gets the customer in the door with the right solution; Customer Success ensures they stay, thrive, and expand by achieving business outcomes.

Question 5:

During a customer’s initial onboarding session with the Customer Success team, what are two essential goals that should be accomplished to establish a successful and strategic long-term relationship? (Select two.)

A. Completion of end-user training sessions
B. Validation and alignment on the customer’s business objectives
C. Presentation of upcoming product roadmap features
D. Establishment of a regular cadence for Quarterly Success Reviews (QSRs)
E. Identification and confirmation of key customer stakeholders responsible for achieving success

Correct Answers: B and E

Explanation:

The first onboarding meeting between the Customer Success Manager (CSM) and a new customer is pivotal in shaping the direction and outcome of the entire relationship. The goal is not to delve into training or technical features, but to build a shared understanding of what success looks like from the customer’s perspective and who within the organization will help drive it. Two core outcomes must be achieved during this session:

B. Alignment on Business Outcomes:
The single most important objective of an onboarding meeting is to confirm and align on what business results the customer expects to achieve through the product or service. These outcomes may include metrics such as increased efficiency, reduced costs, or improved customer engagement. Once these goals are clearly defined and mutually understood, they become the foundation for all future Customer Success activities — including adoption planning, ROI tracking, and progress evaluations. This alignment ensures that everyone is working toward the same definition of success.

E. Agreement on Stakeholders:
Identifying the right stakeholders early in the process is equally critical. These include executive sponsors, business users, technical admins, and champions who will collectively ensure that the solution is adopted, utilized, and continually optimized. Establishing communication roles and responsibilities from the outset prevents misalignment later and ensures smooth collaboration between the customer and the vendor’s Customer Success team.

Here’s why the other options are less appropriate in this context:

• A (Training sessions) are important but come after strategic alignment has occurred. Training is typically handled by implementation or support teams and does not belong in the initial success meeting.

• C (Product roadmap) discussions are more relevant to future planning sessions or QBRs, once foundational goals and use cases are clearly established.

• D (QSR scheduling) is useful but should follow the agreement on strategic goals and stakeholders — it is a logistical detail, not a foundational objective.

In summary, confirming business goals and stakeholder alignment during the onboarding meeting creates a roadmap for meaningful value delivery and sustained customer satisfaction.

Question 6:

Which category of Key Performance Indicators (KPIs) most accurately reflects the value a customer receives from a solution and aligns directly with Customer Success goals?

A. Business KPIs tied to achieving the customer’s specific outcomes
B. Sales KPIs measuring revenue and deal performance
C. IT metrics such as uptime and support ticket resolution rates
D. Operational expenditure (OPEX) KPIs that monitor cost efficiency

Correct Answer: A

Explanation:

Customer Success is fundamentally about helping customers realize tangible value from the products or services they’ve invested in. This value is most effectively measured by business KPIs, which directly reflect whether the customer’s unique strategic goals are being met.

Why Business KPIs Are Critical (Option A):
Business KPIs are outcome-oriented and specific to the customer’s organization and industry. They might include improving employee productivity, reducing customer churn, shortening sales cycles, or increasing revenue through digital engagement. These metrics are typically defined during onboarding and serve as a benchmark for tracking value over time.

For example, a marketing team using a new analytics platform might set a KPI to increase campaign conversion rates by 15%. The Customer Success Manager (CSM) would then work closely with the customer to ensure product features are being used effectively to reach that goal. During Quarterly Business Reviews, progress toward these KPIs is evaluated and used to adjust strategy.

These KPIs are not generic operational metrics. They are tailored to what the customer wants to achieve and are critical in conversations about renewals, upsells, and long-term satisfaction. Customers who consistently meet their business KPIs are far more likely to remain loyal and advocate for the product.

Why the Other Options Fall Short:

• B (Sales KPIs) focus on internal company performance — revenue growth, quotas, and pipeline metrics. While important for the vendor, they do not indicate whether the customer is getting value.

• C (IT KPIs) like system uptime or response times are more relevant to service management teams and don’t capture strategic success or business outcomes.

• D (OPEX KPIs) track a company’s internal spending and operational efficiency. While potentially influenced by product use, these are not direct indicators of customer success in most contexts.

Ultimately, Customer Success teams must anchor their efforts to the customer’s business outcomes, not just product performance. Business KPIs provide a clear, measurable way to show that the solution is delivering value — which is the essence of Customer Success.

Question 7:

What is the main business transformation that has led to Customer Success becoming a central strategic function within organizations?

A. Increased budgets for customer-facing departments
B. Growth of subscription-based business models
C. Greater need for technical expertise in deployment
D. Expansion of project portfolio management

Correct Answer: B

Explanation:

The widespread rise of Customer Success as a core strategic function is primarily attributed to the emergence of the subscription economy. This economic shift has transformed how businesses generate and retain revenue. Rather than relying on a one-time purchase model, companies now frequently operate on recurring revenue models — common in industries such as SaaS, cloud computing, and streaming services.

In a subscription model, a company’s revenue is tied directly to a customer’s continued use and satisfaction with the product or service. As a result, the business cannot consider a deal complete after the initial sale. Instead, customer retention, renewals, and ongoing engagement become crucial to long-term profitability.

This new dependency on customer longevity has elevated Customer Success from a reactive support function to a strategic, proactive discipline. Organizations now need Customer Success Managers (CSMs) who can guide users through onboarding, monitor usage patterns, and ensure that the customer is realizing measurable value. If customers fail to see value quickly or consistently, they are more likely to churn, leading to lost revenue.

Customer Success teams are responsible for:

• Ensuring seamless onboarding and adoption

• Tracking customer health and engagement metrics

• Facilitating alignment between product capabilities and customer goals

• Driving renewals, upsells, and expansions

Let’s review why the other answer choices are not the primary cause:

• A may be true in some companies, but extra funding alone isn’t the catalyst for the rise of Customer Success.

• C deals with technical services and implementation, not ongoing value realization.

• D relates more to project or portfolio management practices, not the economic shift that Customer Success addresses.

To summarize, the transition to subscription models has changed customer relationships from transactional to continuous, requiring dedicated roles focused on long-term outcomes. This economic model makes ongoing customer success not just desirable but vital to business survival, which is why B is the correct answer.

Question 8:

Why is it essential for organizations to formally record and communicate a customer's success during their journey with a solution?

A. To define KPIs for tracking success
B. To assign responsibilities during the engagement
C. To highlight and demonstrate the business value delivered
D. To discover potential upsell opportunities

Correct Answer: C

Explanation:

Capturing and documenting a customer’s success is a critical practice in Customer Success Management (CSM). It allows organizations to clearly demonstrate how a product or service has delivered tangible business value to the customer. This value might include cost reductions, operational efficiencies, improved productivity, or increased revenue.

By documenting these outcomes, Customer Success teams:

• Provide customers with visible proof of return on investment (ROI)

• Reinforce the strategic importance of the product or service

• Build credibility and trust with customer stakeholders

• Maintain or expand executive sponsorship for renewals and growth

This documentation acts as a communication bridge between the vendor and customer, aligning both parties on the success achieved and what remains to be done. It also helps internal teams (like sales, support, and leadership) stay informed on the customer’s progress and satisfaction.

A well-documented success story can serve several purposes:

• Strengthen renewal discussions by showcasing results

• Serve as a basis for advocacy or case studies (with customer consent)

• Guide future implementations by identifying what worked well

• Maintain momentum with customer champions, especially when staff changes occur

Now, examining why the other choices are less relevant:

• A refers to KPI setting, which typically happens during the planning phase. While important, it is not the reason to document success after delivery.

• B is about defining roles and is more aligned with project management, not Customer Success outcomes.

• D can be a byproduct of successful engagements, but identifying upsell opportunities is not the primary reason for success documentation.

Ultimately, the core purpose of documenting customer success is to ensure both the vendor and the customer can see, measure, and celebrate the impact of their partnership. This reinforces satisfaction, strengthens loyalty, and enables better strategic alignment going forward. Hence, C is the most accurate answer.

Question 9:

What is the most fundamental responsibility of a Customer Success team in a modern, customer-focused organization?

A. Ensuring customers gain a measurable return on investment (ROI) from the product or service
B. Teaching customers about both common and advanced features of the solution
C. Assisting customers in minimizing risks through expert advice and best practices
D. Helping customers realize their specific business outcomes through the use of the product or service

Correct Answer: D

Explanation:

The primary role of Customer Success in any forward-thinking organization is to ensure that customers achieve the specific business results they intended to realize when purchasing the product or service. While aspects such as customer education, ROI, and risk mitigation are important, they are all components or enablers—not the final goal.

Answer D stands out because it aligns most directly with the true intent of Customer Success: enabling customers to derive tangible and strategic business value. This is especially critical in modern subscription-based models where long-term customer retention and satisfaction are tied directly to whether the product delivers on its promised business outcomes. A Customer Success Manager (CSM) takes on a consultative role, moving beyond traditional support or account management by aligning the customer’s key performance indicators (KPIs) and success metrics with the capabilities of the solution.

CSMs help clarify what the customer is truly trying to accomplish—be it increased operational efficiency, cost reduction, faster time to market, improved customer experience, or other strategic goals. They don’t just react to problems; they proactively monitor usage patterns, gather feedback, and recommend actions to ensure the customer is moving in the right direction. Regular business reviews, adoption roadmaps, and success planning sessions are typical tools used to align product engagement with those goals.

Now let’s consider why the other options fall short:

• A (ROI) is important, but it’s often one of many potential outcomes and doesn't encompass the broader vision of Customer Success. ROI can be an indicator of value but is not the primary mission.

• B (Product feature education) is more relevant to onboarding or user enablement. While useful, knowing how to use a product doesn't automatically translate into achieving business success.

• C (Risk reduction) is a benefit that stems from proper guidance, but it is a method, not the mission.

In conclusion, Customer Success is not merely about delivering good service or support—it’s about ensuring that customers reach their desired business objectives with the solution. When this is done well, outcomes like retention, loyalty, and ROI naturally follow.

Question 10:

From the viewpoint of a customer, what is the most valuable aspect of working with a Customer Success function?

A. Earning loyalty-based perks and rewards for usage and product engagement
B. Receiving guidance in achieving their high-level strategic business objectives
C. Getting faster access to technical support when needed
D. Being highlighted in promotional campaigns and industry events by the vendor

Correct Answer: B

Explanation:

The most significant value that Customer Success provides to customers is its ability to support their broader business vision and long-term strategic goals. Unlike technical support, which is reactive, or sales, which is transactional, Customer Success is inherently proactive and relationship-driven. It is rooted in forming a strategic partnership focused on achieving the outcomes that matter most to the customer’s success.

Answer B best reflects this high-value relationship. Modern organizations are not merely buying software or tools; they are investing in solutions to drive innovation, efficiency, customer satisfaction, or competitive advantage. What customers truly need is a partner who understands their long-term goals and helps steer product usage, adoption strategies, and engagement in a direction that supports those ambitions.

Customer Success Managers (CSMs) play a pivotal role in this relationship. They work closely with stakeholders to map out a success plan, track performance against predefined metrics, and make ongoing recommendations to improve outcomes. By aligning the solution with the customer’s evolving business landscape, CSMs help ensure sustained value over time.

Why do the other choices not meet this strategic standard?

• A (Rewards and incentives) may boost engagement temporarily, but they do not offer the depth or lasting impact that aligns with business transformation or vision realization.

• C (Prioritized support) is the domain of customer service or technical support teams. While quick issue resolution is important, it does not encapsulate the proactive and goal-oriented role of Customer Success.

• D (External publicity) can be appealing, especially for marketing-conscious customers, but it’s optional and not tied to core business objectives.

Ultimately, the essence of Customer Success lies in its ability to help clients extract maximum value and drive toward their long-term goals. By consistently aligning product use with these larger aspirations, CSMs help customers succeed not just with the tool, but in their broader business missions. That strategic alignment is what customers value the most.