CIMAPRO19-CS3-1 New Dumps Book & CIMAPRO19-CS3-1 Online Test

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CIMA CIMAPRO19-CS3-1 Exam Syllabus Topics:

Topic	Details
Topic 1	Strategic Analysis: The Strategic Analysis section provides a basic understanding of how to evaluate both internal and external factors affecting an organization. You will start by examining strategic positioning using tools and frameworks such as PESTEL, SWOT, and Porter’s Five Forces to assess the business environment and the organization’s place within it.
Topic 2	Strategic Choices: The Strategic Choices section explores the process of making well-informed strategic decisions based on thorough analysis. This includes identifying and assessing various strategic options using methods like cost-benefit analysis and risk assessment to determine the most effective alternatives.
Topic 3	Strategic Implementation: In the Strategic Implementation section, the emphasis is on converting strategic plans into actionable steps and ensuring their successful execution. You will learn how to define strategic objectives and develop detailed plans to accomplish them. This section includes change management strategies to address organizational changes and overcome resistance, ensuring that strategic initiatives are effectively carried out.
Topic 4	Strategic Control and Evaluation: The Strategic Control and Evaluation section underscores the significance of monitoring and evaluating the success of strategic plans.
Topic 5	Governance and Ethics: The Governance and Ethics section deals with the role of governance and ethical considerations in strategic management. It includes an exploration of corporate governance principles and their application to strategic decision-making.

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CIMA Strategic Case Study Exam Sample Questions (Q38-Q43):

NEW QUESTION # 38
Press clipping from today's Financial News:
Yesterday's announcement of yet another major oil find by Slide should keep everybody happy. Nobody will be happier than the directors of Fouce Oil, whose continuing ownership of one quarter of Slide's shares continues to confuse industry insiders. Perhaps there are hidden depths to the relationship between Slide and Fouce Oil.

Answer:

Explanation:
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NEW QUESTION # 39
Six months have passed since you first heard of the possibility that Slide might relocate its Head Office to the Middle East.
You have been called into William Seaton, the Director of Finance's office:
"After lots of deliberation, the Board has reached a final decision on the Head Office move. It has been decided that we will relocate to the Middle East.
I need you to draft a report on the following matters:
* First of all, we need a strategy for the choice of country to which we are going to relocate. I need you to think about the strategic decisions that will have to be taken so that we obtain the best possible value from the relocation.
* Secondly, we have to think about the change management issues with respect to Slide's senior managers. We have a good team of senior managers and Board members and we wish to see them relocate with the company. I need your thoughts on this.
* Thirdly, there will be significant change issues for the other staff members. We cannot justify moving all of them to the Middle East, but we will be relying on them to ensure an orderly transition from the current Head Office to the new one. They will be busy for several months, then most will be made redundant. The rest will be offered new jobs with Slide because we will need a scaled down administrative presence in Kayland. Again, I need your suggestions for this.
* Finally, we need to put together a transition team to deal with the many administrative issues that the move will create. I need you to suggest a clear job description for the transition team that explains the main operational tasks required, so that the directors can be left free to focus on the strategic management."

Answer:

Explanation:
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NEW QUESTION # 40
William Seaton, the Director of Finance stopped you in the corridor a week after the Head Geologist's announcement that reserves had been overstated:
"We informed the stock exchange that our reserves had been downgraded and our share price has taken a solid hit. We need to work towards making sure that this is never repeated.
The Board is actively considering some changes that we hope will improve our forecasting system. I am not convinced that the suggestions will work. Frankly, if we could predict the future with certainty then I would have us stop looking for oil and start selling forecasts.
I would like you to work through the proposals that have been put forward and to recommend on their adoption, with changes if you think it necessary. The issues that we are most seriously considering are:
* A suggestion that Big Data could be used to monitor oil prices. Do you think this would be a sensible way to proceed?
* A suggestion that we should update our reserves information on the company website in real time. Do you think that would be an effective communication strategy?
* Finally, we have considered a number of issues surrounding the motivation and inspiration of our geologists. Two quite distinct schemes have been proposed. Firstly, some Board members believe that our geologists should be rewarded in relation to the accuracy of their forecasts. Bonuses will be paid on the basis of correct initial evaluation of wells. The bonus will increase if a well that was initially identified as commercially viable goes into production and will decrease if a well that was classified as viable is reclassified as unproductive.
Secondly, other members of the Board believe that there should be a greater degree of accountability on the part of geologists. The incorrect classification of a well's potential could be treated as a disciplinary matter. Please provide a detailed analysis of EACH of those suggestions."

Answer:

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NEW QUESTION # 41
Reference Material:

You have received the following email from Marcus Svenson, Finance Director:
From: Marcus Svenson, Finance Director
To: Senior Finance Manager
FW: Pricing
Hi,
I am forwarding an email from Sarah Johns.
Sarah has not been with us for very long and this is her first experience of dealing with a currency price movement.
I am really busy, so I need you to respond to her requests. Please email her as soon as possible.
Marcus
From: Sarah Johns, Marketing Director
To: Marcus Svenson, Finance Director
Subject: USD movement
Hi Marcus,
A lot of our biggest customers are threatening to cancel orders unless we reduce our selling prices. Timber and associated products are commodity items that are priced in USD, so I thought that our prices would automatically remain competitive regardless of what happened to the USD. I am particularly confused over domestic sales, because many of the customers who have threatened to cancel are based in this country and we invoice them in M$.
Please help me to understand why the M$/USD exchange rate can affect our competitive position in this way.
I also wish to know why you have chosen to do nothing to hedge against this risk. If you look at the attached article you will see that the USD is an issue in the business news.
Sarah

Answer:

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NEW QUESTION # 42
Daily Gazette
Draft story for comment
The singer, the forester and the tax adviser
Popular singer Barry Crauder is regarded as one of our more financially-aware personalities. He works hard, releasing at least one new album every year and serving as a judge on a popular talent show. He has a reputation for investing this income wisely, choosing to save for his future rather than squandering on the trappings of the show business lifestyle.
Crauder's popularity was severely damaged when it emerged that he pays little or no tax on the investment income derived from his portfolio of investments. That is because he has used one of the few remaining tax loopholes, namely investment in forestry. He owns significant areas of forestry in the far North of Marland. We estimate his earnings from those investments to exceed M$800,000 every year and yet he has not paid a single Cent in tax on that income since he first invested in forestry ten years ago. In contrast, a typical fan who earns the national average wage of M$28,000 every year will pay approximately M$7,000 in tax.
So, could we all invest in forestry? Well, not unless we can afford it. I posed as a wealthy business entrepreneur and approached several leading tax advisers. Most were interested in helping me to invest a seven figure sum to avoid tax, but warned that saving tax could be expensive in terms of fees and commissions.
Four firms recommended forestry as the ideal investment. All recommended Wodd, with whom all four claimed to conduct "significant business". They said that a typical client would give Wodd a bank draft and leave the purchase and subsequent management to Wodd in return for a fee. Most clients had never even seen the forests that they own and none ever need to make a management decision concerning the growth or sale of timber.
Sadly, investing in forestry is a rich person's pursuit. I was warned that companies such as Wodd are unlikely to entertain a potential client whose initial investment does not run into the tens of millions of M$.
Please address any response to Sonia Jones, care of the Daily Gazette news desk, as quickly as possible.

Answer:

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NEW QUESTION # 43
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CIMAPRO19-CS3-1 NEW DUMPS BOOK & CIMAPRO19-CS3-1 ONLINE TEST

CIMAPRO19-CS3-1 New Dumps Book & CIMAPRO19-CS3-1 Online Test