# Free Salesforce Agentforce Sales Foundations Practice Questions

*Last updated September 2026 · https://www.certifyforce.com/salesforce-agentforce-sales-foundations-practice-exam/free-questions*

18 free Agentforce Sales Foundations practice questions from the CertifyForce bank of 152 reviewed questions, spread across the 6 official exam sections in proportion to their weight. Each has the correct answer, an explanation, and the official documentation it was verified against.

## Planning (21%)

### Question 1

Cloud Kicks sales manager Leon Fischer is reviewing the team's KPIs. Sara Quinn, a rep, asks which metric on the dashboard shows how close she is to her revenue goal. Which metric should Leon point to?

- A. Meetings set, which counts how many prospect meetings the rep has booked this period
- B. Calls made, which shows the daily outreach volume the rep has completed
- C. Onsite visits, which counts the customer locations the rep has visited in person
- D. Attainment, which shows as a percentage how close the rep is to the revenue goal

**Correct answer:** D. Attainment, which shows as a percentage how close the rep is to the revenue goal

**Explanation:** Attainment is an outcome measure: it expresses, as a percentage, how close a rep is to the revenue goal, which is the quota. Meetings set, calls made, and onsite visits are activity measures, the daily, weekly, or monthly actions designed to lead reps to outcome measures. Activities matter because consistently hitting the right activity goals creates a path to the outcome, but they do not report progress against quota themselves.

**Sources:** [Sales Performance Strategies: Set Sales Performance Goals](https://trailhead.salesforce.com/content/learn/modules/sales-performance-strategies/set-sales-performance-goals)

### Question 2

Marco Bellini, a sales rep at Get Cloudy Consulting, says that every month he chases every possible deal, accepts deep discounts to make quota, and never has time to plan for top-tier accounts. Which change would help Marco most?

- A. Ask the manager to remove the lowest-tier accounts from the territory so that the rep has fewer accounts to cover each month
- B. Build more pipeline through steady strategic prospecting so the rep can focus on key accounts and refuse bad deals
- C. Offer every key account a standing discount so that those deals close faster and free up time for account planning
- D. Pause all prospecting for a quarter and spend the time writing account plans for the top accounts

**Correct answer:** B. Build more pipeline through steady strategic prospecting so the rep can focus on key accounts and refuse bad deals

**Explanation:** Salesforce lists the benefits of strategic prospecting: a large pipeline lets a rep focus on top-tier accounts, and a full pipeline reduces discounting because the rep can walk away from a bad deal and still meet quota. Removing accounts shrinks the potential pipeline without fixing how the rep builds it. A standing discount trains customers to expect lower prices and treats the symptom, not the cause. Pausing prospecting empties the pipeline, which brings back the same quota pressure next quarter.

**Sources:** [Strategic Prospecting: Quick Look](https://trailhead.salesforce.com/content/learn/modules/prospecting-strategies)

### Question 3

Felix Grant, a sales operations analyst at Universal Containers, built a territory model from CRM data that counts prospects and customers in each territory and sizes opportunities by industry. Before finalizing adjustments, what should Felix also do?

- A. Combine the data with sales leaders' knowledge of which territories underperformed
- B. Rely on the data model alone, because opinions from sales leaders introduce personal bias into the territory plan
- C. Ask each rep to vote on the territory they want and assign territories by majority preference
- D. Use last year's quota attainment by rep as the single factor that decides the new boundaries

**Correct answer:** A. Combine the data with sales leaders' knowledge of which territories underperformed

**Explanation:** Salesforce recommends leading with data but combining it with experience: sales leaders hold qualitative knowledge a data model cannot capture, such as which territories underperformed and where adjustments are needed. Using the model alone throws that context away, while the guidance is to pair the reports with sales manager input. Letting reps vote replaces data with personal preference. Relying on one factor, such as last year's attainment, is the single-factor trap that creates unbalanced territories.

**Sources:** [Sales Territories and Forecasting: Manage Territories and Crush Your Sales Goals](https://trailhead.salesforce.com/content/learn/modules/sales-territories-and-forecasting/manage-territories-and-crush-your-sales-goals), [Sales Territories and Forecasting: Plan Your Territories the Salesforce Way](https://trailhead.salesforce.com/content/learn/modules/sales-territories-and-forecasting/design-territories-and-crush-your-sales-goals)

### Question 4

Kenta Mori, a sales rep at Universal Containers, is working a key account with a grocery retailer. He learns that an outside logistics consultancy advises the retailer's operations team on every packaging purchase. How should Kenta treat the consultancy?

- A. Avoid the consultancy, because an outside advisor is likely to favor a competitor's products over his
- B. Route every conversation through the consultancy so that the retailer's own team is not disturbed
- C. Wait until the contract is signed to meet the consultancy, since advisors only matter at implementation
- D. Add the consultancy to his connection plan and learn its role, priorities, and challenges

**Correct answer:** D. Add the consultancy to his connection plan and learn its role, priorities, and challenges

**Explanation:** Knowing the customer's people includes considering how to connect with other stakeholders, such as the customer's coworkers or partners, and creating a plan to reach everyone who shapes the decision, including what role each plays and what they prioritize. A consultancy that advises on every purchase influences the outcome, so avoiding it leaves an influential voice uninformed and possibly opposed. Routing everything through the advisor gives up Kenta's direct relationships with the retailer's decision makers. Waiting until after signing ignores the consultancy's influence during the decision itself.

**Sources:** [Customer-Centric Discovery Strategies: Know Your Customers](https://trailhead.salesforce.com/content/learn/modules/customer-centric-discovery-strategies/know-your-customers)

## Customer Engagement (15%)

### Question 5

Six months after buying from Cumulus Financial, a customer's finance lead tells Jordan Hayes, the sales rep, that the team is confused by the number of add-on modules and is unsure which ones they actually pay for. Jordan wants to protect the relationship. What should Jordan do?

- A. Provide a clear summary of what the customer owns and costs, then make time to answer their questions.
- B. Recommend bundling every available add-on so the customer no longer needs to track separate modules.
- C. Point the finance lead to the online help portal, where the details of each module are documented.
- D. Wait until the renewal meeting to explain the modules so the topic is handled in a single conversation.

**Correct answer:** A. Provide a clear summary of what the customer owns and costs, then make time to answer their questions.

**Explanation:** Putting the customer at the center includes minimizing the effort they spend at every interaction; when pricing, packaging and add-ons are confusing, the remedy is clear, consistent documentation and taking the time to answer questions. Being upfront about total cost also supports demonstrating value. Recommending every add-on adds cost and looks self-serving when the customer is already confused. Sending the lead to a help portal shifts the effort back onto the customer. Waiting for the renewal lets the confusion grow into distrust during the months when the customer should be realizing value.

**Sources:** [Customer Success for Sales: Center the Customer](https://trailhead.salesforce.com/content/learn/modules/customer-success-for-sales/center-the-customer)

### Question 6

Sofia Marin, a sales rep at Universal Containers, has a first call next week with a hospital supply manager. On a recent call with another prospect, the buyer seemed irritated when Sofia asked what the company does. How should Sofia prepare for this call?

- A. Review the hospital's website and the manager's social profile so her questions focus on their needs.
- B. Prepare general questions about the hospital's services, size and locations to ask at the start.
- C. Send the manager a long survey in advance so they can answer the background questions by email.
- D. Spend several days building a detailed research dossier on every employee at the hospital.

**Correct answer:** A. Review the hospital's website and the manager's social profile so her questions focus on their needs.

**Explanation:** Buyers have little patience for salespeople who do not understand their company, so a rep should research before reaching out, and good questions avoid facts the rep could find from another source such as the customer's website. Simple research, such as the prospect's website and the contact's social profile, is enough to ask informed, needs-focused questions. Asking about services, size and locations repeats the mistake that irritated the last buyer. A long pre-call survey pushes the rep's homework onto the customer. In-depth research on every person is not realistic and delays outreach without adding proportional value.

**Sources:** [Prospecting to Improve Sales: Know When to Reach Out](https://trailhead.salesforce.com/content/learn/modules/prospecting-to-improve-sales/know-when-to-reach-out-th), [Relationship Selling: Collaborate with the Customer](https://trailhead.salesforce.com/content/learn/modules/relationship-selling/collaborate-with-the-customer)

### Question 7

Carlos Mendes, a sales rep at Ursa Major Solar, has a school district facilities director who is interested in solar but will not review vendors until the next budget cycle. She says she is happy to hear from him now and then. Carlos has classified her as a medium-touch prospect in his contact strategy. Which outreach plan fits?

- A. Call her every few days with a different update so she sees steady progress before the budget cycle
- B. Pause all contact until the budget cycle begins, then send a full proposal so the timing is right
- C. Add her to the general quarterly newsletter and wait for her to reach out once she is ready to buy
- D. Mix emails with occasional calls, such as one call for every two emails, and avoid long gaps

**Correct answer:** D. Mix emails with occasional calls, such as one call for every two emails, and avoid long gaps

**Explanation:** Know When to Reach Out tailors outreach to the touch level: medium-touch prospects get less aggressive outreach, such as one call for every two emails sent, while making sure they are not neglected for too long. Calling every few days is the intensity of a high-touch approach, which this prospect is not ready for. Pausing all contact until the budget cycle neglects her for a long stretch, which the unit warns against for medium-touch prospects. A quarterly newsletter with no personal outreach is closer to the low-touch approach meant for prospects who prefer less contact, and it also leaves long gaps.

**Sources:** [Prospecting to Improve Sales: Know When to Reach Out](https://trailhead.salesforce.com/content/learn/modules/prospecting-to-improve-sales/know-when-to-reach-out-th)

## Deal Management (37%)

### Question 8

Noah, an account executive at Cloud Kicks, has verbal agreement from a retailer's buyer and is about to send the contract to the retailer's legal team for review. On past deals, customer lawyers sent back dozens of redlines, and the negotiations dragged on for weeks. What should Noah do to reduce the number of changes requested?

- A. Work with his legal team on a summary letter and FAQs, then hold a kickoff call to explain the terms and their purpose.
- B. Get approval for every likely concession in advance and add them to the first draft so there is nothing left to redline.
- C. Send the contract straight to the customer's lawyers and step back so the two legal teams can negotiate on their own.
- D. Ask the buyer to sign the contract before the legal review, so that any redlines can be handled in a later amendment.

**Correct answer:** A. Work with his legal team on a summary letter and FAQs, then hold a kickoff call to explain the terms and their purpose.

**Explanation:** Trailhead recommends creating a summary letter and FAQs with your legal team to explain the contract before the customer's legal team reviews it, and holding a kickoff call to explain the contract before seeking concession approval, because customers who understand the terms and their purpose request far fewer changes. Building every concession into the first draft gives away value without knowing what the customer actually needs. Stepping back abandons the rep's role as facilitator who tracks action items and open issues. Pressing the buyer to sign before legal review bypasses the customer's process and puts the close at risk.

**Sources:** [Sales Contracts and Negotiation: Quick Look](https://trailhead.salesforce.com/content/learn/modules/sales-contracts-and-negotiation-quick-look/learn-about-sales-contracts-and-negotiation)

### Question 9

A customer of AW Computing wants a device rollout that covers every office, finishes in two months, and stays within a fixed budget. Grace, the sales rep, knows all three requirements cannot be met at once. Which two actions reflect good practice for handling this scope trade-off? Choose 2 answers.

- A. Help the customer separate its needs from its wants before deciding what to include.
- B. Respond with "yes, if" and explain what would need to be true for the request to work.
- C. Quietly drop the lowest-priority offices from the plan so the timeline and budget hold.
- D. Promise all three requirements to win the deal, then sort out the conflicts during delivery.
- E. Tell the customer no outright and present her own reduced scope for the customer to accept.

**Correct answers:** A. Help the customer separate its needs from its wants before deciding what to include.; B. Respond with "yes, if" and explain what would need to be true for the request to work.

**Explanation:** Scope, time, and cost form the Triple Constraint, and Challenge Framing and Scoping says the goal is to make compromises, not sacrifices, by separating needs from wants and using a "yes, if" approach that states what would need to be true. Cutting offices without telling the customer breaks trust and sets expectations the delivery cannot meet. Promising everything only moves the conflict to delivery, where it is more expensive. A flat no with a rep-written reduction is less well received than letting stakeholders propose the reduced scope themselves, which can also reveal new information.

**Sources:** [Challenge Framing and Scoping: Frame and Scope the Challenge](https://trailhead.salesforce.com/content/learn/modules/challenge-framing-and-scoping/frame-and-scope-the-challenge)

### Question 10

Wes, a sales rep at Universal Containers, has drafted a 15-page proposal that covers his company's history, every product line, and detailed specifications. His manager says it needs work before it goes to the customer. What should Wes do?

- A. Add more pages of product specifications so the customer is left with no technical questions at all.
- B. Send it as it is, because a longer proposal shows the customer that more effort went into preparing it.
- C. Replace the proposal with a one-page price sheet, because customers mostly look at the pricing anyway.
- D. Cut it to about two or three pages focused on the customer's challenges, the solution, and pricing.

**Correct answer:** D. Cut it to about two or three pages focused on the customer's challenges, the solution, and pricing.

**Explanation:** Write a Sales Proposal advises keeping the proposal short, about two to three pages, and basing the content on research into the customer's needs, with sections covering challenges, solutions, benefits, pricing, timeline, and next steps. Adding more specifications makes an already long document worse. Length does not signal value and makes it harder for the customer to find what matters. A bare price sheet drops the challenges and benefits that make the value case, which is the purpose of a proposal.

**Sources:** [Pricing Strategies and Sales Proposals: Write a Sales Proposal](https://trailhead.salesforce.com/content/learn/modules/pricing-strategies-and-sales-proposals/write-a-sales-proposal)

### Question 11

Ben, a sales rep at AW Computing, has researched a credit union's business and spent a week using its mobile app as a member would. He is ready to ask the credit union's COO for a meeting to discuss what he found. How should Ben request the meeting?

- A. Include a short preview of his insights so the COO can see he has already done his research.
- B. Send a generic request and hold back every insight so that he can surprise the COO in person.
- C. Attach a full pricing proposal so that the COO can review the cost before agreeing to meet with him.
- D. Ask for a two-hour slot to demo all of AW Computing's products before discussing the credit union.

**Correct answer:** A. Include a short preview of his insights so the COO can see he has already done his research.

**Explanation:** When preparing to connect, Customer-Centric Discovery Strategies says to include a summary or preview of your insights in the meeting request so the customer knows you have done your research. A generic request gives the COO no reason to make time, and holding back insights wastes the work Ben did. A pricing proposal is premature before the challenges and solution have been discussed together. A long product demo puts the seller's catalog ahead of the customer's business, which is the opposite of a customer-centric meeting.

**Sources:** [Customer-Centric Discovery Strategies: Connect with Your Customers](https://trailhead.salesforce.com/content/learn/modules/customer-centric-discovery-strategies/connect-with-your-customers-centric)

### Question 12

A lead working with Get Cloudy Consulting has a real need for consulting services, but its operations manager tells Sofia, the sales rep, that a hiring freeze rules out any purchase for at least 18 months. Sofia marks the lead Unqualified. What should she plan to do next with this lead?

- A. Convert the lead to an opportunity anyway so that the pipeline reflects the future revenue from this prospect.
- B. Revisit the lead later to see whether the prospect's needs or its purchase timing have changed since then.
- C. Delete the lead record, because a prospect that has been disqualified offers no further value to the sales team.
- D. Add the lead to a weekly email sequence of product pitches until the prospect agrees to move its purchase sooner.

**Correct answer:** B. Revisit the lead later to see whether the prospect's needs or its purchase timing have changed since then.

**Explanation:** Salesforce recommends that for any lead marked Unqualified, you plan to revisit it later to see whether the prospect's needs for your products and services have changed. Converting it to an opportunity would inflate the pipeline with a deal that has no timeline, the qualification area this prospect fails. Deleting the record discards a prospect with a genuine need that may qualify once the freeze lifts. Weekly pitches ignore the prospect's stated constraint and are more likely to damage the relationship than to shorten the timeline.

**Sources:** [Leads](https://help.salesforce.com/s/articleView?id=sales.leads_def.htm&language=en_US&type=5), [Sales Process Basics: Learn About the Sales Process](https://trailhead.salesforce.com/content/learn/modules/build-a-sales-process/learn-about-the-sales-process)

### Question 13

Redlines are agreed on a Cumulus Financial deal that Ava, an account executive, has committed to closing this month. The customer then mentions that contracts over a set value need a board resolution and a wet signature from two officers, and the board meets in three weeks. What should Ava do?

- A. Ask the customer's buyer to sign electronically now so the board approval can be collected after the deal closes.
- B. Keep the current close date unchanged and escalate to the customer's executives to speed up the board's approval.
- C. Build the board meeting and wet-signature steps into the closing plan and update the expected close date accordingly.
- D. Offer an end-of-month discount so the customer's officers are motivated to sign before the board meeting takes place.

**Correct answer:** C. Build the board meeting and wet-signature steps into the closing plan and update the expected close date accordingly.

**Explanation:** Trailhead advises understanding both your own and the customer's signature processes so you can manage timing and avoid risks to the closing plan, noting that special approvals or wet signatures can lengthen the timeline and should be built into the deal schedule. Asking for an electronic signature before the required approval bypasses the customer's own authorization rules. Keeping the close date unchanged and escalating ignores a known process step and makes the commitment unreliable. A discount cannot override the customer's approval requirements and gives away value for nothing.

**Sources:** [Sales Contracts and Negotiation: Quick Look](https://trailhead.salesforce.com/content/learn/modules/sales-contracts-and-negotiation-quick-look/learn-about-sales-contracts-and-negotiation)

### Question 14

Halfway through a solution presentation to eight stakeholders at a Get Cloudy Consulting client, Lena, a sales rep, resolves a timing objection from the CFO, but she senses from the CFO's body language that something else is still holding him back. What should Lena do?

- A. Ask the whole room whether anyone has other reasons they are not ready to continue with the purchase.
- B. Move straight to asking for a commitment, since the only objection raised so far has been answered.
- C. Address the most likely remaining concern, cost, by presenting the pricing slide again in more detail.
- D. Continue the presentation and follow up with the CFO afterward in a one-on-one conversation.

**Correct answer:** D. Continue the presentation and follow up with the CFO afterward in a one-on-one conversation.

**Explanation:** Tipping the bucket, asking whether anything else needs addressing, is meant for a one-on-one conversation; Trailhead warns not to ask for more objections in a room full of people or during a presentation, and to follow up later in a more personal setting. Polling all eight stakeholders for more objections is exactly what that guidance warns against. Asking for commitment ignores a warning signal that another objection is unvoiced. Guessing the remaining concern is cost and re-presenting pricing answers an objection the CFO has not raised.

**Sources:** [Objection Handling Strategies: Learn How to Deliver Responses](https://trailhead.salesforce.com/content/learn/modules/objection-handling-strategies/learn-how-to-deliver-responses), [Relationship Selling: Confirm an Effective Solution](https://trailhead.salesforce.com/content/learn/modules/relationship-selling/confirm-an-effective-solution)

## Pipeline Management (12%)

### Question 15

AW Computing deals usually spend about two weeks in the Negotiation stage. Rep Marta Lindqvist has an opportunity that has been in Negotiation for six weeks with no reply to her last two emails. What should Marta do next?

- A. Contact her champion and the decision maker to learn what is blocking the deal and agree on a dated next step together.
- B. Move the opportunity to closed won, because deals that reach Negotiation almost always close once the customer finishes reviewing.
- C. Send a 15% discount offer that expires in a week, because a price incentive is the fastest way to restart a stalled negotiation.
- D. Wait another month before acting, because time in stage varies widely and following up too often can pressure the customer.

**Correct answer:** A. Contact her champion and the decision maker to learn what is blocking the deal and agree on a dated next step together.

**Explanation:** Time in stage well beyond the norm signals a stalled deal, so the rep should find the real blocker, such as an unresolved objection or a missing approver, and agree on a next step that restarts progress. Marking the deal closed won without a signature corrupts pipeline and forecast data. A discount assumes price is the obstacle before the real objection is known. Waiting lets the deal go cold, since interest fades quickly and reps should keep following up promptly.

**Sources:** [Sales Pipeline Basics: Build a Healthy Sales Pipeline](https://trailhead.salesforce.com/content/learn/modules/sales-pipeline-basics/build-a-healthy-sales-pipeline), [Sales Process Basics: Avoid Common Sales Mistakes](https://trailhead.salesforce.com/content/learn/modules/build-a-sales-process/avoid-common-sales-mistakes)

### Question 16

Ursa Major Solar sales rep Owen Grant has built his pipeline almost entirely from people who sign up for the company newsletter. Newsletter sign-ups dropped by half this quarter, and so did his new opportunities. What should Owen do?

- A. Wait for marketing to grow the newsletter audience again, because inbound sign-ups produce the warmest leads and are worth the delay.
- B. Send the newsletter more often to the existing subscribers, because more frequent emails will turn current readers into new opportunities.
- C. Offer a larger discount to the opportunities already in his pipeline, so that closing more of them makes up for fewer new opportunities.
- D. Add outbound prospecting, such as asking customers for referrals and reaching target companies in online communities and social platforms.

**Correct answer:** D. Add outbound prospecting, such as asking customers for referrals and reaching target companies in online communities and social platforms.

**Explanation:** Prospecting includes both inbound interest, such as newsletter sign-ups and website visits, and outbound outreach to people who have not contacted the company, and sources such as referrals, online communities, and social platforms let a rep build pipeline without depending on one channel. Waiting for marketing leaves the pipeline shrinking while the rep does nothing. Emailing the same subscribers more often does not reach new prospects. Discounting existing deals is a discount-first response that lowers deal value and still does not add new opportunities.

**Sources:** [Sales Pipeline Basics: Manage Your Sales Pipeline](https://trailhead.salesforce.com/content/learn/modules/sales-pipeline-basics/grow-your-sales-pipeline), [Sales Process Basics: Learn About the Sales Process](https://trailhead.salesforce.com/content/learn/modules/build-a-sales-process/learn-about-the-sales-process)

## Forecasting (6%)

### Question 17

Halfway through the quarter, a rep at Universal Containers has $180,000 of well-qualified deals she expects to close against a $250,000 quota. She is tempted to submit $250,000 so that the team forecast looks on track. Her manager wants an honest forecast. What should the manager explain?

- A. Submitting the quota amount is acceptable, because the manager will discount every rep's forecast before it rolls up to leadership.
- B. The forecast should reflect the $180,000 the evidence supports, because leaders use it to decide how to close the $70,000 gap.
- C. The forecast should include every open deal she owns so that the number is closer to quota, even deals that are not yet qualified.
- D. The quota and the forecast should always be the same number, since the quota is the input the forecast is built to confirm.

**Correct answer:** B. The forecast should reflect the $180,000 the evidence supports, because leaders use it to decide how to close the $70,000 gap.

**Explanation:** Quota is the target a rep is expected to reach, while the forecast is an evidence-based estimate of the revenue the business will actually receive, so she should submit the $180,000 her deals support; the visible $70,000 gap is what lets leaders act, for example by adding resources or pipeline. Relying on the manager to discount an inflated number makes the forecast unreliable at every level. Padding the forecast with unqualified deals treats pipeline as forecast. Making the forecast equal quota by definition turns a prediction into a goal, which is the root of inaccurate forecasting.

**Sources:** [Sales Territories and Forecasting: Forecast with Precision](https://trailhead.salesforce.com/content/learn/modules/sales-territories-and-forecasting/sales-forecast-with-precision), [Sales Performance Strategies: Set Sales Performance Goals](https://trailhead.salesforce.com/content/learn/modules/sales-performance-strategies/set-sales-performance-goals)

## Customer Success (9%)

### Question 18

Three weeks after Northern Trail Outfitters placed an order for 40 tents through Ravi, a rep at Ursa Major Solar's outdoor-gear partner, the customer asks to add 10 tents and move delivery to a different site. Their original agreement is still in force. Which document should Ravi use?

- A. A new master service agreement, because any change to quantity or delivery replaces the long-term terms of the relationship.
- B. A statement of work, because the customer is changing the deliverables and the deadlines tied to the original purchase.
- C. A renewal and upsell agreement, because adding units to an existing purchase is the same as renewing the original contract.
- D. A change order form, because it modifies an existing order and adjusts its terms without replacing the original agreement.

**Correct answer:** D. A change order form, because it modifies an existing order and adjusts its terms without replacing the original agreement.

**Explanation:** A change order form is used to modify an existing order and adjust its terms, which fits a request to add 10 tents and change the delivery site while the original agreement stays in force. A master service agreement sets the long-term terms for future agreements and is not rewritten for one order change. A statement of work describes contracted services work, such as deliverables and deadlines for a project, not a change to a product order. A renewal and upsell agreement renews a previous contract, which is not what is happening here.

**Sources:** [Sales Contracts and Negotiation: Quick Look](https://trailhead.salesforce.com/content/learn/modules/sales-contracts-and-negotiation-quick-look/learn-about-sales-contracts-and-negotiation)

## Related pages

- [Salesforce Agentforce Sales Foundations practice exam](https://www.certifyforce.com/salesforce-agentforce-sales-foundations-practice-exam)
- [Practice exam packs](https://www.certifyforce.com/practice-exams)
- [Official Agentforce Sales Foundations exam guide](https://trailhead.salesforce.com/help?article=Salesforce-Certified-Sales-Foundations-Exam-Guide)