Cima E3 Exam Question No 38

Question No 38:

Michael Porter's competitive generic strategies dmensions?

Competitive Scope / Competitive advantage

Cima E3 Exam Question No 37

Question No 37:

Corporate appraisal (SWOT analysis) the TOWS approach?

• SO Strategies e.g. match core competences or Strengths to Opportunities
• ST Strategies e.g. use Strengths to avoid Threats
• WO strategies e.g. take advantage of Opportunities by addressing Weaknesses
• WT strategies e.g. minimise Weaknesses and avoid Threats

Cima E3 Exam Question No 36

Question No 36:

Definition of the corporate appraisal (SWOT analysis)?

A corporate appraisal is a 'critical assessment of the strengths and weaknesses, opportunities and threats (SWOT analysis) in relation to the internal and environmental factors affecting an entity in order to establish its condition prior to the preparation of the long-term plan.' (CIMA)

Cima E3 Exam Question No 35

Question No 35:



Definition of the concept of foresight?

 Foresight has been described as the art and science of anticipating the future and planning prudently for it.

• Think tanks
• The Delphi model
• Scenario planning
• Brainstorming
• Visioning
• Morphological analysis   

Cima E3 Exam Question No 34

Question No 34:

What is the scenario planning process?

• Develop scenarios e.g. examine environment, key trends and uncertainties.
• Develop strategies to match each scenario.
• Identify core competences that are required for each scenario.
• Use of strategies developed if key trends and uncertainties turn out to be true.

Cima E3 Exam Question No 33

Question No 33:

Definition of scenario planning?
A strategic planning method for the preparation of flexible long-term plans. Scenario
planning involves testing business strategies against 'alternative futures' in an attempt to
build plausible views, when operating in conditions of high uncertainty.

Cima E3 Exam Question No 32

Question No 32:

What is Gap analysis process?

1. Set long-term strategic objectives
2. Forecast likely performance given its current state of affairs
3. Current forecasts are frequently updated
4. Periodically compare revised performance to target performance and identify measurable gaps.
5. Further strategic development required when a 'gap' exists