競争力が激しい社会に当たり、我々NewValidDumpsは多くの受験生の中で大人気があるのは受験生の立場からCIMA　CIMAPRO15-E03-X1-ENG資格専門知識試験資料をリリースすることです。たとえば、ベストセラーのCIMA　CIMAPRO15-E03-X1-ENG資格専門知識問題集は過去のデータを分析して作成ます。ほんとんどお客様は我々NewValidDumpsのCIMA　CIMAPRO15-E03-X1-ENG資格専門知識問題集を使用してから試験にうまく合格しましたのは弊社の試験資料の有効性と信頼性を説明できます。 あなたもIT業種の一人としたら、ためらわずにNewValidDumpsのCIMAのCIMAPRO15-E03-X1-ENG資格専門知識試験トレーニング資料をショッピングカートに入れましょう。NewValidDumpsはきっとあなたが成功への良いアシスタントになります。 だから、弊社の提供するCIMAPRO15-E03-X1-ENG資格専門知識問題集を暗記すれば、きっと試験に合格できます。

CIMAのCIMAPRO15-E03-X1-ENG資格専門知識試験に合格するのは説得力を持っています。

NewValidDumpsのCIMAPRO15-E03-X1-ENG - E3 - Strategic Management Question Tutorial資格専門知識問題集の合格率が100%に達することも数え切れない受験生に証明された事実です。 大方の人は成功への近道がないとよく言われますけど、IT人材にとって、私達のCIMAPRO15-E03-X1-ENG 関連試験問題集はあなたの成功へショートカットです。NewValidDumpsのCIMAPRO15-E03-X1-ENG 関連試験問題集を通して、他の人が手に入れない資格認証を簡単に受け取ります。

いまCIMAPRO15-E03-X1-ENG資格専門知識試験に合格するショートカットを教えてあげますから。あなたを試験に一発合格させる素晴らしいCIMAPRO15-E03-X1-ENG資格専門知識試験に関連する参考書が登場しますよ。それはNewValidDumpsのCIMAPRO15-E03-X1-ENG資格専門知識問題集です。

CIMA CIMAPRO15-E03-X1-ENG資格専門知識 - NewValidDumpsは君にとってベストな選択になります。

弊社のCIMA　CIMAPRO15-E03-X1-ENG資格専門知識問題集を使用した後、CIMAPRO15-E03-X1-ENG資格専門知識試験に合格するのはあまりに難しくないことだと知られます。我々NewValidDumps提供するCIMAPRO15-E03-X1-ENG資格専門知識問題集を通して、試験に迅速的にパースする技をファンドできます。あなたのご遠慮なく購買するために、弊社は提供する無料のCIMA　CIMAPRO15-E03-X1-ENG資格専門知識問題集デーモをダウンロードします。

NewValidDumpsのCIMAのCIMAPRO15-E03-X1-ENG資格専門知識試験トレーニング資料は試験問題と解答を含まれて、豊富な経験を持っているIT業種の専門家が長年の研究を通じて作成したものです。その権威性は言うまでもありません。

CIMAPRO15-E03-X1-ENG PDF DEMO:

QUESTION NO: 1
DF Company is undertaking a strategic review of its activities and has asked you to explain how a Force Field analysis would assist in the review process.
Which of the following statements would be most appropriate?
A. Identify forces facing DF's activities that may create barriers and resistance to change.
B. Provide a framework for identifying forces for and against the proposed changes within DF.
C. As part of DF's strategic review, identify forces facilitating the need for proposed change.
D. Identify influential senior managers who will drive through changes in DF's strategic direction.
Answer: B

QUESTION NO: 2
Company TTT produces a range of products, including products T1 and T5.
Product T1: Profitability has declined in recent years, although small profits continue to be made as the market contracts due to changing customer preferences. Overall market share is low and continues to reduce.
However, in addition to external sales T1 is also used as a component of product T5.
Product T5: A market leader within a low growth market, sources components both externally and from TTT's other subsidiaries. T5 benefits from significant economies of scale and TTT has recently considered modernizing its T5 production line but following a cost benefit analysis, decided not to proceed.
Which of the following is an appropriate strategy for TTT to adopt?
A. Divest product T1 and Harvest product T5.
B. Harvest product T1 and Divest product T5.
C. Harvest both product T1 and product T5.
D. Divest both product T1 and product T5.
Answer: B

QUESTION NO: 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. Standards and Rewards
B. Dimensions and Rewards
C. Dimensions and Standards
D. Standards, Dimensions and Rewards
Answer: C

QUESTION NO: 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. Openness to collaborate
B. Continual service development
C. Imagination to innovate
D. Sophisticated systems
E. Environmental awareness
Answer: B,E

QUESTION NO: 5
As a CIMA qualified management accountant working within a manufacturing company, you are subject to both CIMA's Code of Ethics and your company's Code of Business Conduct.
Which TWO of the following statements are TRUE? (Choose two.)
A. Both CIMA's Code of Ethics and the company's Code of Business Conduct include references to
Confidentiality. Disclosure on public interest grounds is therefore prohibited.
B. As a CIMA qualified Management Accountant you must follow CIMA's Code of Ethics.
C. A company's Code of Business Conduct can be rules based.
D. Both CIMA's Code of Ethics and the company's Code of Business Conduct must be based on a set of basic principles.
E. Where there is a difference between CIMA's Code of Ethics and the company's Code of Business
Conduct, the company's Code of Business Conduct takes priority.
Answer: A,C

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Updated: May 27, 2022