Tech4Examはどんな学習資料を提供していますか？

現代技術は人々の生活と働きの仕方を革新します（E3試験学習資料）。 広く普及しているオンラインシステムとプラットフォームは最近の現象となり、IT業界は最も見通しがある業界（E3試験認定）となっています。 企業や機関では、候補者に優れた教育の背景が必要であるという事実にもかかわらず、プロフェッショナル認定のようなその他の要件があります。それを考慮すると、適切なCIMA　E3 Strategic Management試験認定は候補者が高給と昇進を得られるのを助けます。

E3試験学習資料を開発する専業チーム

私たちはE3試験認定分野でよく知られる会社として、プロのチームにE3 Strategic Management試験復習問題の研究と開発に専念する多くの専門家があります。したがって、我々のCIMA Strategic Level Case Study Exam試験学習資料がE3試験の一流復習資料であることを保証することができます。私たちは、CIMA Strategic Level Case Study Exam　E3試験サンプル問題の研究に約10年間集中して、候補者がE3試験に合格するという目標を決して変更しません。私たちのE3試験学習資料の質は、CIMA専門家の努力によって保証されています。それで、あなたは弊社を信じて、我々のE3 Strategic Management最新テスト問題集を選んでいます。

デモをダウンロードする

E3試験認定を取られるメリット

ほとんどの企業では従業員が専門試験の認定資格を取得する必要があるため、E3試験の認定資格がどれほど重要であるかわかります。テストに合格すれば、昇進のチャンスとより高い給料を得ることができます。あなたのプロフェッショナルな能力が権威によって認められると、それはあなたが急速に発展している情報技術に優れていることを意味し、上司や大学から注目を受けます。より明るい未来とより良い生活のために私たちの信頼性の高いE3最新試験問題集を選択しましょう。

E3 Strategic Management試験学習資料での高い復習効率

ほとんどの候補者にとって、特にオフィスワーカー、E3試験の準備は、多くの時間とエネルギーを必要とする難しい作業です。だから、適切なE3試験資料を選択することは、E3試験にうまく合格するのに重要です。高い正確率があるE3有効学習資料によって、候補者はE3 Strategic Management試験のキーポイントを捉え、試験の内容を熟知します。あなたは約2日の時間をかけて我々のE3試験学習資料を練習し、E3試験に簡単でパスします。

無料デモをごダウンロードいただけます

様々な復習資料が市場に出ていることから、多くの候補者は、どの資料が適切かを知りません。この状況を考慮に入れて、私たちはCIMA　E3の無料ダウンロードデモを候補者に提供します。弊社のウェブサイトにアクセスしてE3 Strategic Managementデモをダウンロードするだけで、E3試験復習問題を購入するかどうかを判断するのに役立ちます。多数の新旧の顧客の訪問が当社の能力を証明しています。私たちのE3試験の学習教材は、私たちの市場におけるファーストクラスのものであり、あなたにとっても良い選択だと確信しています。

CIMA E3 Strategic Management 認定 E3 試験問題:

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

A) Adoption of free trade principles by the government of Country X, resulting in the removal of tariffs on imported cars.
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) Withdrawal of one of EF's major competitors from selling cars to motorists in Country X.

2. PPP is a company that designs and markets attractive handsets, tablets, and laptop PCs globally. Its brand is one of the top ten global brands. PPP uses external companies to manufacture its products.
The recently appointed CEO of PPP presented the company's strategy to a meeting of investors and journalists.
The CEO referred to public concerns about its past ways of doing business. He stated that PPP was actively seeking to address concerns about exploitation of workers in the factories of its suppliers. He said that PPP is also establishing a system to recycle or refurbish its products to avoid hazardous materials leaking into the environment and to give recycled products free of charge to people in poorer countries who cannot afford to buy them.
One investor asked the CEO to confirm whether this strategy would improve the profits of PPP in the present financial year. The CEO replied that it would not but that the strategy was essential to protect the future of the PPP brand. The investor was unhappy with this response from the CEO of PPP.
Which of the following statements reflects BOTH the CEO's and investor's stances on Corporate Social Responsibility (CSR) expressed at the meeting?

A) The CEO is taking multiple stakeholder obligation stance. The investor is taking a multiple stakeholder obligation stance.
B) The CEO is taking a long-term shareholder interest stance. The investor is taking a short-term shareholder interest stance.
C) The CEO is taking a multiple stakeholder stance. The investor is taking a longer-term shareholder interest stance.
D) The CEO is taking a shaper of society stance. The investor is taking a longer-term shareholder interest stance.

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, Dimensions and Rewards
B) Dimensions and Rewards
C) Standards and Rewards
D) Dimensions and Standards

4. AAA manufactures and sells a range of travel suitcases. One model, the 'Executive' has seen sales growth of around 3% for the last two years, following strong growth since its introduction eight years ago. This slow down in the 'Executive' sales growth is largely due to AAA's competitors offering products in direct competition with the 'Executive'. AAA has therefore had to reduce its price to match those of its major competitors. AAA has also recently upgraded the features of the 'Executive' model to include a variety of different colours and materials. It has also launched a marketing campaign to promote the benefits of the 'Executive' model against its competitors products.
Which stage of the product life cycle has the 'Executive' model of suitcases reached?

A) Maturity
B) Decline
C) Growth
D) Introduction

5. As a recently qualified accountant, you have been given responsibility for delivering an ambitious project to centralise and computerise the accounts function within a geographically dispersed, medium-sized business. In addition, the reporting timetable requires the project to be delivered within a very short timescale with limited resources. You have decided to put together a team to deal with these proposed changes.
Which THREE of the following statements regarding effective Teams and Change are correct?

A) Teams that cross departmental boundaries can destroy shared values.
B) Teams enhance learning and address change directly through creating recommendations and new ideas.
C) Individuals must become more than they were when working alone and must develop new commitments and behaviours.
D) Teams play minor roles in institutional change.
E) Teams that cross departmental boundaries can develop new performance criteria.
F) Teams should continue after their purpose has been served.

質問と回答：