Free CIMA CIMAPRA19-E03-1-ENG Exam Questions
Absolute Free CIMAPRA19-E03-1-ENG Exam Practice for Comprehensive Preparation
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CIMA CIMAPRA19-E03-1-ENG Exam Questions
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Provided By: CIMA
- Exam: E3 Strategic Management (Online)
- Certification: CIMA Professional Qualification
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Total Questions: 280
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Updated On: Nov 11, 2024
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Rated: 4.9 |
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Online Users: 560
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Question 1
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An organisation which exists in a fast-changing industry with managers who dislike formal planning would be best suited to using which of the following strategy models?
Answer: C
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An organisation which exists in a fast-changing industry with managers who dislike formal planning would be best suited to using which of the following strategy models?
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Question 2
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VWX manufactures and sells a wide range of products. All these products utilise lenses and digital imaging technologies.VWX is considering how to manage its product portfolio.
Management is concerned about two product ranges in particular: cameras and home projectors.
VWX's cameras are Single Lens Reflex (SLR) cameras featuring interchangeable lenses and provide detailed, high quality images of objects both at very close range and at considerable distances.VWX has the largest share of the camera market but the market sales are falling as people increasingly use their mobile phone handsets to take and share photographs.
VWX has a small share of the home projector market. As a consequence the range is loss making. Thehomeprojectors are used to showphotographs orfilmson large wall-sized formats. There is a growing trend for customers to buyhomeprojectors to connect tomobile phones, tabletsand games consoles to projectthecontentinto alargerimageand in order to share it.
Which THREE of the following product management strategies should VWX adopt?
Answer: A,B,C
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VWX manufactures and sells a wide range of products. All these products utilise lenses and digital imaging technologies.VWX is considering how to manage its product portfolio.
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Question 3
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Which TWO of the following would be measures included within the 'Department and work centres' level of the Performance Pyramid?
Answer: B,C
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Which TWO of the following would be measures included within the 'Department and work centres' level of the Performance Pyramid?
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Question 4
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TTT is a software design company which has grown successfully over the last 8 years. It has been highly innovative and often collaborates with a number of external partners to produce high quality, innovative software for a wide range of customers.
TTT's owner, K, has been a driving force behind its success. He spends a great deal of time analysing what is happening in the marketplace and trying to predict what customers need from TTT, through a network of industry contacts. He has a strong vision for TTT and communicates this, with conviction, to his staff in regular face to face meetings. He recognises and rewards his staff when new developments are undertaken and completed successfully and believes that if staff feel appreciated, then they will be more motivated to succeed.
Which THREE of the following skills for a leader in a change adept Organization does K demonstrate?
Answer: A,C
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TTT is a software design company which has grown successfully over the last 8 years. It has been highly innovative and often collaborates with a number of external partners to produce high quality, innovative software for a wide range of customers.
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Question 5
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QWE is a private company belonging to a famous former sports professional. It operates gyms and fitness clubs across its home country. Each gym or fitness club is treated as a profit center and the manager of each center is paid bonuses based on its financial performance.
QWE introduced multidimensional performance measures into its management control systems 3 years ago. These measure competitiveness, financial performance, capacity utilization, innovation and the flexibility of its centers to cope with changing demands.
The managers of QWE's centers have been leaving at a very high rate over the last 2 years. They have claimed that the measures are too open to interpretation and when they think they are improving their center's performance they are told they are doing the wrong things. They also complain that the managers in the centers near big cities find it much easier to reach their targets than the managers of other centers.
According to Fitzgerald and Moon's Building Block model, where does the problem lie?
Answer: C
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QWE is a private company belonging to a famous former sports professional. It operates gyms and fitness clubs across its home country. Each gym or fitness club is treated as a profit center and the manager of each center is paid bonuses based on its financial performance.