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弊社のCIMAPRO15-E03-X1-ENG問題集は我々のIT専門家たちによって、過去の数年の試験のデーターへの整理と分析を通して、長時間の努力で開発されました。CIMACIMAPRO15-E03-X1-ENG認定試験に参加するあなたは試験に合格できるのは我々CertJukenの目標ですから、我々の努力で開発されたCIMAPRO15-E03-X1-ENG問題集 は的中率が高くて、内容が全面的です。

弊社のCIMAPRO15-E03-X1-ENG受験問題集を通じて、受験者としてのあなたは試験に関する専門知識をよく習得し、自分の能力を高めることができます。数年以来の努力を通して、今まで、弊社は自分のCIMAPRO15-E03-X1-ENG試験問題集に自信を持って、弊社の商品で試験に一発合格できるということを信じています。我々のCIMAPRO15-E03-X1-ENG受験問題集を利用すると、CIMAPRO15-E03-X1-ENG認定の準備をする時に時間をたくさん節約することができます。

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CIMA CIMAPRO15-E03-X1-ENG 試験シラバストピック:

CIMA E3 - Strategic Management Question Tutorial 認定 CIMAPRO15-E03-X1-ENG 試験問題：

1. RRR is a medium sized company, which has built family homes in Country D' 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) SWOT
B) Five Forces
C) PEST
D) Gap Analysis

2. GV is a manufacturer and retailer of high quality suede gloves. GV makes all of its sales in country F, and is extremely profitable. After many successful years trading, GV has accumulated significant cash reserves and would like to grow the business organically.
After some investigation work, GV has discovered an opportunity to sell leather shoes in country P.
Which of the following strategic directions is GV taking if it pursues this opportunity, according to Ansoff's product / market matrix?

A) Market penetration
B) Market development
C) Product development
D) Related diversification

3. 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 cafa, 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) Freewheeling opportunism
B) Incremental
C) Rational
D) Emergent

4. Which THREE of the following statements apply to Lynch's performance pyramid? (Choose three.)

A) The lowest level of the pyramid contains the day-to-day operational measures.
B) The right-hand side of the pyramid contains measures which are predominantly non-financial.
C) The business unit level includes measures which relate to internal systems needed to meet customers' needs.
D) The business operating systems level includes the market-related Critical Success Factors.
E) The left-hand side of the pyramid contains measures which have an external focus.
F) The performance pyramid is designed to ensure that all activities support the organization's vision.

5. TTT recently appointed a new Chief Executive, R, to lead it through a period of major change. R immediately set up a change management team which consisted of several senior managers and directors from across the organization. Together, they formulated an overall goal for change and then spent several weeks presenting the need for change to all of the staff through a series of staff meetings. At these meetings R involved staff and built their ideas into the final change strategy.
R also set a series of interim goals to encourage ongoing performance throughout the change process. When the organization reached these goals, R widely publicized these achievements to help motivate staff.
However, after six months, TTT had failed to reach most of the interim goals that had been set. Most of the members of the change management team had not maintained a significant interest in the change process and many of the staff felt that there had been a lack of communication and reward following the initial few weeks of the change process.
Kotter suggested that there were eight steps required to successfully lead change.
Which TWO of the following did R fail to achieve? (Choose two.)

A) Empower broad based action
B) Generate short term wins
C) Never letting up
D) Incorporate change into the culture
E) Develop a change vision

質問と回答：