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CCC is a software design company. The Board of CCC has always openly encouraged partnerships with a wide range of designers and other organizations in its industry in order to continually develop and enhance the services it offers and to utilize the expertise and knowledge of a range of individuals and organizations. CCC’s staff have also been highly creative and innovative in the design services they provide. CCC regularly analyses and keeps up to date with changes in the environment in which it operates. CCC operates a sophisticated website to promote its services and keep in touch with its service users.
Which TWO of the following attributes of a change adept organization, as defined by Kanter, has CCC demonstrated? (Choose two.) A . Imagination to innovate B . Continual service development C . Openness to collaborate D . Environmental awareness E . Sophisticated systems
SSS University wishes to introduce a new Car Park Management Strategy (CPMS). The aim of this strategy is to reduce the use of private cars and to encourage sustainable transport, such as cycling and public transport, by staff and students. SSS has decided to reduce the number of car parking spaces and introduce parking charges.
The Management Accountant has decided to use the Balanced Scorecard to help prepare a performance management system to assess the performance of the new CPMS.
Which of the following is an example of the Innovation and Learning perspective of a Balanced Scorecard for SSS? A . Easy access to car parking spaces. B . Number of days of training for car park attendants. C . Reduction in complaints from customers. D . Speed of processing the payment for parking charges.
Z is a medium-sized UK based accounting practice. Z operates a graduate training scheme. The trainees are given an induction and then placed on a three-year training programme designed to help develop professional skills and experience.
The training programme has been in existence for many years.
However, there is no clear consensus amongst the partners of Z about what the trainees should be able to do on completion of the programme and therefore what the training programme should emphasize. This lack of clarity is affecting the morale and commitment of the trainees and significant numbers are failing the programme or leaving to join a rival firm.
Z’s HR Department recognizes the need for committed and well motivated accountants to meet the increased expectations of clients and the competition from rival firms. The HR Department has identified changes to the training programme that can be implemented gradually through a series of initiatives.
Which TWO of the following statements regarding the change required in Z are correct? (Choose two.) A . Understanding which day-to-day behaviors to reinforce within the training programme, is about ‘routines and rituals’ according to the Cultural Web. B . The change would be classified as a ‘revolutionary change’ according to Balogum and Hope Hailey. C . The need to manage the competitive position is an example of an ‘external direct trigger’ for change. D . The plans to combat competition would be considered as a ‘structure’ factor according to the McKinsey 7 S model. E . The skills, abilities and competences of the organization’s employee’s are a ‘hard’ factor according to the McKinsey 7 S model.
RRR is a medium sized company, which has built family homes in Country В for twenty years. The Board of RRR wishes to expand company operations and start building homes in the neighboring country. The Board of RRR wishes to undertake a position audit to help in this decision.
Which of the following strategic analysis tools would be used in a position audit for RRR? A . Gap Analysis B . PEST C . SWOT D . Five Forces
As a CIMA qualified management accountant working within a manufacturing company, you are subject to both CIMA’s Code of Ethics and your company’s Code of Business Conduct.
Which TWO of the following statements are TRUE? (Choose two.) A . As a CIMA qualified Management Accountant you must follow CIMA’s Code of Ethics. B . Where there is a difference between CIMA’s Code of Ethics and the company’s Code of Business Conduct, the company’s Code of Business Conduct takes priority. C . Both CIMA’s Code of Ethics and the company’s Code of Business Conduct must be based on a set of basic principles. D . Both CIMA’s Code of Ethics and the company’s Code of Business Conduct include references to Confidentiality. Disclosure on public interest grounds is therefore prohibited. E . A company’s Code of Business Conduct can be rules based.
YZ operates a national mobile phone (cell phone) network in one country. It is considering upgrading its network to 4th Generation (4G) by providing an improved bandwidth that will enable its customers faster access to the Internet.
This investment will cost S29 million which YZ’s institutional investors have agreed to provide by subscribing to a rights issue. This is due to management having informed institutional investors that a rival is already offering 4G and that this is taking customers away from YZ because its network is now regarded as too slow. YZ’s remaining customers have shown a willingness to pay extra for 4G and overall the investment will have a positive net present value.
Which of the following statements are correct? (Choose all that apply.) A . It provides a market development opportunity for Y C . YZ will gain a first mover advantage. D . There is stakeholder approval for the investment. E . It is essential given the strategic threats to Y G . There are sufficient investment funds available
When FarmCot Foods was founded five years ago, it was a small shop set up by a family of dairy farmers in a disused farm shed, selling their own produce to the local community. The family had decided, at that point in time, to diversify their dairy farming activities into also selling their own milk, cheese and ice cream products. The aim was to increase their revenues, as dairy farming in their home country had been in decline for a number of years.
Since then, the shop has been very successful and has expanded rapidly over the last three years, due largely to a strong growth in tourism in its home country and a shift in consumer demand for locally sourced fresh farm products. FarmCot Foods is now located in a large purpose-built building on the site of the original farm shed and also operates a very popular café, a children’s play area and sells a much wider range of products and gifts, which are all sourced from local suppliers.
Which of the following best describes FarmCot Foods approach to strategy development in the last five years? A . Rational B . Freewheeling opportunism C . Incremental D . Emergent