CIMAPRO15-E03-X1-ENG 考題寶典 - CIMAPRO15-E03-X1-ENG 新版題庫上線 & E3 Strategic Management Question Tutorial - Royalholidayclubbed

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我們Royalholidayclubbed CIMA的CIMAPRO15-E03-X1-ENG考題寶典的考題按照相同的教學大綱，其次是實際的CIMA的CIMAPRO15-E03-X1-ENG考題寶典認證考試，我們也是不斷的升級我們的培訓資料，你得到的所有產品高達1年的免費更新，你也可以隨時延長更新訂閱時間，你將得到更多的時間來充分準備考試。如果你還為了要不要使用Royalholidayclubbed這個網站的培訓資料而感到困惑或者猶豫不決，那麼你可以先在Royalholidayclubbed網站裏下載部分關於考試的試題及答案，免費試用，如果它很適合你，你可以再去購買也不遲，保證你絕不後悔。 Royalholidayclubbed提供的培訓資料將是你的最佳選擇。是不是還在為怎樣有把握地通過CIMA CIMAPRO15-E03-X1-ENG考題寶典 認證考試而煩惱？你有想過選擇一個針對性的培訓嗎？選擇好的培訓可以有效的幫助你快速鞏固關IT方面的大量知識，讓你可以為CIMA CIMAPRO15-E03-X1-ENG考題寶典 認證考試做好充分的準備。為什麼大多數人選擇Royalholidayclubbed，是因為Royalholidayclubbed的普及帶來極大的方便和適用。

CIMA Certification CIMAPRO15-E03-X1-ENG 這是為了考生們特別製作的考試資料。

Royalholidayclubbed CIMA的CIMAPRO15-E03-X1-ENG - E3 - Strategic Management Question Tutorial考題寶典考試認證培訓資料是幫助每個IT人士實現自己人生宏偉目標的最好的方式方法，它包括了試題及答案，並且和真實的考試題目不相上下，真的是所謂稱得上是最好的別無二選的培訓資料。 Royalholidayclubbed以它強大的考古題得到人們的認可，只要你選擇它作為你的考前復習工具，就會在CIMAPRO15-E03-X1-ENG 題庫分享資格考試中有非常滿意的收穫，這也是大家有目共睹的。現在馬上去網站下載免費試用版本，你就會相信自己的選擇不會錯。

實現了你的夢想，你就有了自信，有了自信你將走向成功。每個人心裏都有一個烏托邦的夢，夢境的虛有讓人覺得心灰意冷，在現實中，其實這並不是虛有的，只要你採取一定的方是方法，一切皆有可能。CIMA的CIMAPRO15-E03-X1-ENG考題寶典考試認證將會從遙不可及變得綽手可得。

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如果你想選擇通過 CIMA CIMAPRO15-E03-X1-ENG考題寶典認證考試來使自己在如今競爭激烈的IT行業中地位更穩固，讓自己的IT職業能力變得更強大，你必須得具有很強的專業知識。而且通過 CIMA CIMAPRO15-E03-X1-ENG考題寶典認證考試也不是很簡單的。或許通過CIMA CIMAPRO15-E03-X1-ENG考題寶典認證考試是你向IT行業推廣自己的一個敲門磚，但是不一定需要花費大量的時間和精力來復習相關知識，你可以選擇用我們的 Royalholidayclubbed的產品，是專門針對IT認證考試相關的培訓工具。

因為Royalholidayclubbed不但給你提供最好的資料，而且為你提供最優質的服務。如果你對我們的產品有任何意見都可以隨時提出，因為我們不僅以讓廣大考生輕鬆通過考試為宗旨，更把為大家提供最好的服務作為我們的目標。

CIMAPRO15-E03-X1-ENG PDF DEMO:

QUESTION NO: 1
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: 2
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: 3
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: 4
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: 5
An organization must acquire suitable hardware and software in order to implement a knowledge management strategy so that knowledge can be stored and communicated.
Which of the following would be appropriate systems to use in a knowledge management strategy?
(Choose all that apply.)
A. Groupware
B. Ledgers and journals
C. Internet
D. Local area network
E. Social media
F. Intranet
Answer: D,F

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Updated: May 27, 2022

by RHC.

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