Plush is a medium-sized hotel which recently opened on the outskirts of a city which is popular with tourists. It has a sophisticated website which allows customers to pre-book rooms and additional items, such as meals in its restaurant and tickets for popular tourist attractions in the city.
Plush has listed its website on a popular hotel price comparison website, which allows customers to compare prices and facilities of hotels in the same area and this has resulted in over 60% of Plush's customer bookings so far.
Since listing on the price comparison website, the Sales Manager of Plush has noticed that the prices offered by its nearest competitors have reduced dramatically and their range of special offers have also increased.
Which TWO of Porter's Five Forces have been most affected by the use of the price comparison website by the hotels in the same area as Plush? (Choose two.)
A. Competitive rivalry.
B. Threat of substitutes.
C. Bargaining power of suppliers.
D. Threat of new entrants.
E. Bargaining power of customers.
A is a private healthcare organization aiming to provide affordable and accessible high quality patient services. A is introducing Big Data, which has not yet been adopted by the competition. A's database will store a huge amount of information about its patients. Clear access to wide sources of accurate information will enable patients to make more informed choices. Patients will be able to compare not only the prices of drugs, treatments and physicians but also their relative effectiveness.
Which of the following concerns should A have about its use of Big Data?
A. Lack of competitive advantage
B. Veracity of information
C. Variety of information
D. Privacy issues
You have been given responsibility, as a newly qualified management accountant, for delivering an ambitious project to centralize and computerize the accounts function within a medium-sized, geographically dispersed business. The timetable also requires the project to be delivered within a very short timescale with limited resources. You have built a team to deal with these proposed changes.
With regard to effective teams and change, which THREE of the following statements are correct? (Choose three.)
A. Teams that cross departmental boundaries can destroy shared values.
B. Teams play minor roles in institutional change.
C. Individuals must become more than they were when working alone and must develop new commitments and behaviors.
D. Teams should continue after their purpose has been served.
E. Teams that cross departmental boundaries can develop new performance criteria.
F. Teams enhance learning and address change directly through creating recommendations and new ideas.
TTT recently appointed a new Chief Executive, R, to lead it through a period of major change. R immediately set up a change management team which consisted of several senior managers and directors from across the organization. Together, they formulated an overall goal for change and then spent several weeks presenting the need for change to all of the staff through a series of staff meetings. At these meetings R involved staff and built their ideas into the final change strategy.
R also set a series of interim goals to encourage ongoing performance throughout the change process. When the organization reached these goals, R widely publicized these achievements to help motivate staff.
However, after six months, TTT had failed to reach most of the interim goals that had been set. Most of the members of the change management team had not maintained a significant interest in the change process and many of the staff felt that there had been a lack of communication and reward following the initial few weeks of the change process.
Kotter suggested that there were eight steps required to successfully lead change.
Which TWO of the following did R fail to achieve? (Choose two.)
A. Never letting up
B. Incorporate change into the culture
C. Develop a change vision
D. Generate short term wins
E. Empower broad based action
You work as a Management Accountant for GHJ, a company that includes commitments to 'sustainability' in its mission statement.
Which THREE of the following are contributions that you, as Management Accountant, could make towards the achievement of this part of the company's mission statement? (Choose three.)
A. Project evaluations that include the externalities as well as the cash costs.
B. Providing financial information with all non-recurring expenditures and incomes removed.
C. Ensuring the organization adopts the lowest cost technologies and suppliers.
D. Integrated reporting of the triple bottom line of Profits, People and Planet.
E. Measures of organization's use of non-renewable resources and environmental emissions.
GV is a manufacturer and retailer of high quality suede gloves. GV makes all of its sales in country F, and is extremely profitable. After many successful years trading, GV has accumulated significant cash reserves and would like to grow the business organically.
After some investigation work, GV has discovered an opportunity to sell leather shoes in country P.
Which of the following strategic directions is GV taking if it pursues this opportunity, according to Ansoff's product / market matrix?
A. Product development
B. Market development
C. Related diversification
D. Market penetration
Which of the following would be a suitable performance measure of Internal Business Processes within Kaplan and Norton's 'Balanced Scorecard' model?
A. Reduction in manufacturing cycle times.
B. New products developed.
C. Increase in market share.
D. Higher P/E ratio.
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. Standards, Dimensions and Rewards
C. Dimensions and Standards
D. Dimensions and Rewards
According to Porter's Five Forces model, which of the following would be evidence of high buyer power?
A. There is a low probability of backward integration.
B. Products are not standardized and buyers cannot easily switch to another product.
C. Buyers are fragmented and act independently of each other.
D. There is a concentration of buyers.
HH is an outdoor theatre which is based in the capital city of country N. Tickets for shows can be booked at the ticket office or online. HH has identified the following critical success factors (CSFs):
An excellent, online ticket booking system Customer satisfaction Which of the following would be suitable key performance indicators (KPIs) for HH? (Choose all that apply.)
A. Customer show ratings, scored out of ten.
B. Number of returning customers each year.
C. Profit from sales of snacks and drinks.
D. Employee turnover.
E. Percentage of ticket bookings aborted before completion.
F. Number of customer complaints.
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