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CIMA CIMAPRO15-E03-X1-ENG Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Making Strategic Choices | 10% | - Evaluation criteria and risk assessment - Strategic fit and feasibility - Strategic alliances and partnerships |
| Topic 2: Generating Strategic Options | 15% | - Portfolio analysis and diversification - Strategic directions and growth frameworks - Innovation and entrepreneurship |
| Topic 3: Digital Strategy | 20% | - Digital transformation and business models - Technology risks and opportunities - Data analytics and strategic use of information |
| Topic 4: Analysing the Organisational Ecosystem | 25% | - Internal capability and resource analysis - External environment analysis (PESTEL, Five Forces, etc.) - SWOT and stakeholder analysis |
| Topic 5: Strategic Control and Implementation | 10% | - Strategic performance measurement - Review and adaptation of strategy - Implementation planning and change management |
| Topic 6: The Strategy Process | 20% | - Strategic planning and decision-making models - Strategy definitions and levels - Governance and ethical considerations |
CIMA E3 - Strategic Management Question Tutorial Sample Questions:
Question 1
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. Related diversification
B. Product development
C. Market development
D. Market penetration
Question 2
Which of the following statements is NOT a role for Management Accountants involved in the strategy development process?
A. Writing the Annual Report.
B. Integration of financial and non-financial information.
C. Consider and raise awareness of the ethical impact of proposed strategic decisions.
D. Assist the Board in determining risk appetite.
Question 3
Which THREE of the following issues relate to the Corporate Strategy of an organization? (Choose three.)
A. Entering new industries.
B. Meeting the needs of key customers.
C. Avoiding competitive disadvantages.
D. Acquisitions, disposals and diversification.
E. Leaving existing industries.
F. Achieving advantage over competitors.
Question 4
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. Continual service development
B. Environmental awareness
C. Sophisticated systems
D. Openness to collaborate
E. Imagination to innovate
Question 5
PQR is a charity which has an excellent reputation within its home country. PQR employs over 300 highly experienced staff and has 200 skilled volunteers. PQR's funding mainly comes from donations from the public but its public profile is low compared to larger, more publicized charities.
Due to a recent recession, public donations to PQR have fallen in the last five years, but demand for its services continues to grow.
The government of the country in which PQR operates is encouraging greater collaboration between charities and there have been several recent successful mergers within the charity sector. PQR has recently been approached by a high profile and well funded charity, DDD, with a merger proposal. DDD offers complementary services to those offered by PQR.
Which TWO of the following factors would most likely be considered as an "opportunity" for PQR? (Choose two.)
A. Donations from the public
B. Merging with DDD
C. The excellent reputation of DDD
D. Growing demand for its services
E. Highly experienced staff
Solutions:
| Question 1 Answer: A | Question 2 Answer: D | Question 3 Answer: B,C,D | Question 4 Answer: A,B | Question 5 Answer: D,E |

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