CIMA E3 - Strategic Management Question Tutorial : CIMAPRO15-E03-X1-ENG

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CIMA CIMAPRO15-E03-X1-ENG Exam Syllabus Topics:

CIMA E3 - Strategic Management Question Tutorial Sample Questions:

1. DRAG DROP
LMN is a fast food manufacturer that makes 'Ready-meals'.
Place the appropriate stage of the Value Chain against each of the activities below:
Select and Place:

Correct

2. A leading retail chain is undertaking environmental scanning as it is concerned that it is becoming uncompetitive and profits have started to fall. The Board of Directors is concerned that it will need to have a viable strategy to present to its shareholders at the next annual general meeting, in order to prevent shareholders' protests.
The company has been reluctant in the past to offer an Internet shopping service. It now believes, however, that by offering this service and introducing customer relationship marketing (CRM), this will produce a strategy that will help it to improve its competitiveness.
Which of the following statements apply to CRM? (Choose all that apply.)

A) The company must be prepared to take customers' needs into account and be able to meet these needs.
B) In mature markets, existing customers provide the most likely source of future earnings.
C) CRM is about marketing to customers to obtain their loyalty, so customer research is not needed.
D) The CRM process needs to include increasing the range of products that will be offered to customers.
E) CRM utilizes marketing resources to retain, rather than simply attract new customers.

3. 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?

A) Dimensions and Rewards
B) Dimensions and Standards
C) Standards, Dimensions and Rewards
D) Standards and Rewards

4. A direct external change trigger is:

A) A powerful competitor forcing an organization to cut its prices.
B) An economic recession in an organization's home country.
C) The introduction of new environmental protection policies by the government.
D) A general increase in the use of the Internet by society.

5. Which THREE of the following frameworks are used solely to evaluate the external environment of an organization? (Choose three.)

A) Porter's Value Chain
B) Kaplan and Norton's Balanced Scorecard
C) Porter's Diamond
D) Porter's Five Forces Model
E) PEST Analysis
F) SWOT analysis

Solutions: