CIMA E3

JPshikenのCIMA E3問題集を使用すれば絶対100％試験を合格することができます。

適切なトレーニングをすれば成功の保証になれます。何を選ぶのは非常に重要なことです。JPshikenはとても人気がありますから、それを選ばない理由はないです。JPshikenのCIMAのE3認証試験の問題集はソフトウェアベンダーがオーソライズした製品で、カバー率が高くて、あなたの大量の時間とエネルギーを節約できます。JPshikenの問題集には、実際の試験に出る可能性がある問題が全部含まれていますから、問題集における問題を覚える限り、簡単に試験に受かります。問題集の命中率は100％になって、利用する人はすべて試験を合格することを保証できます。

購入すると一年間の無料更新サービスを享有します！

JPshikenのE3教材を購入すれば、一年間の無料更新サービスを与えています。試験問題集が変更されると、JPshikenはすぐにあなたにメールでE3問題集の最新版を送ります。最新のE3試験問題を知りたい場合、試験に合格したとしてもJPshikenは無料で問題集を更新してあげます。

ここまでになるまだ不安がありましたら、JPshikenを利用する前に、一部の問題と解答を無料にダウンロードしてみることもできます。

一言で言えば、JPshikenのE3試験トレーニング資料はあなたの成功への第一歩です。この資料を持っていたら、E3認定試験に合格することができるようになります。あなたは新しい旅を始めることができ、人生の輝かしい実績を実現することができます。JPshikenを選ぶのは、成功を選ぶということになります。

さあ、JPshikenを信じって、自分の道路を踏み始めましょう！

簡単で便利な購入方法：ご購入を完了するためにわずか2つのステップが必要です。弊社は最速のスピードでお客様のメールボックスに製品をお送りします。あなたはただ電子メールの添付ファイルをダウンロードする必要があります。

領収書について：社名入りの領収書が必要な場合には、メールで社名に記入して頂き送信してください。弊社はPDF版の領収書を提供いたします。

最近、より多くの人たちがCIMA E3資格を取得したいです。IT認定試験によって、自分の能力を高め、職場で地位を確保することを求めています。ならJPshikenのCIMA E3試験問題集はあなたが成功へのショートカットを与えます。

JPshikenは君に向けてE3の専門知識を提供いたします。JPshikenの専門家チームは彼らの知識や経験を利用してあなたの知識を広めることを助けています。だからJPshikenはきっとあなたの一番良い選択肢です。

CIMA E3 試験シラバストピック:

CIMA E3 Strategic Management 認定 E3 試験問題：

1. A company runs a distribution warehouse. Its information systems constantly monitors inventory levels, with automatic re-order processing occuring with suppliers when inventory items reach a specified level. It operates a robotics system which automatically picks inventory from its location in the warehouse and delivers it to the pick-up area. The company also has a large database of customer information which it uses to analyse buying behavior and sales trends so that it can provide customers with relevant and targeted marketing information.
Which THREE of the following activities of the Value Chain have been affected by the use of IT/ IS?

A) Inbound Logistics
B) Operations
C) Services
D) Sales and Marketing
E) Outbound logistics

2. EF manufactures and sells cars in Country X. Which of the following would improve its profitability?

A) Withdrawal of one of EF's major competitors from selling cars to motorists in Country X.
B) Introduction of legislation in Country X requiring improvements to the pay and conditions of the workers in car factories.
C) An increase in the sales tax levied by the government of Country X on the sale of new cars.
D) Adoption of free trade principles by the government of Country X, resulting in the removal of tariffs on imported cars.

3. Which of the following structures would you recommend for the Board of Directors of a UK public company in order to fulfill its legal responsibilities?

A) The Board of Directors should have a minimum of six directors with the Board's tasks divided amongst them. The Board should also have a Chairman or Chairwoman who may serve as the Chief Executive if time permits.
B) The Board should have no more than six members with clearly defined executive and non-executive responsibilities. To make the role more efficient Chairman or Chairwoman of the Board should also be the Chief Executive.
C) There should be no restriction placed on the minimum or maximum number of Directors. The Directors' roles should be shared but the Chairman or Chairwoman should not act also as the Chief Executive.
D) The Chairman or Chairwoman should not have an executive role within the company. There should be at least two directors to carry out the Board's roles.

4. Kaplan and Norton developed a model called the Balanced Scorecard to assist in the formation and achievement of strategic policy. Within this model are four perspectives. Which of the following statements is NOT applicable to a Balanced Scorecard perspective?

A) To achieve our vision, how should we appear to our customers?
B) To achieve our vision, how should we appear to our stakeholders?
C) To achieve our vision, how will we sustain our ability to change and improve?
D) To succeed financially, how should we appear to our shareholders?

5. 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

質問と回答：