CIMA CIMAPRO19-CS3-1 Prüfungsfragen : Strategic Case Study Exam

IT-Zertifizierungen ändern sich, und veraltete Fragen kosten wertvolle Lernzeit. PrüfungFrage aktualisiert die 46 Prüfungsfragen zu CIMA Strategic Case Study fortlaufend – 2026 lernen Sie für die CIMAPRO19-CS3-1 Prüfung stets mit dem aktuellsten Material.

CIMA CIMAPRO19-CS3-1 Prüfungsübersicht:

Zertifizierungsanbieter:	CIMA (Chartered Institute of Management Accountants)
Prüfungsname:	Prüfung zur strategischen Fallstudie
Prüfungsnummer:	CIMAPRO19-CS3-1 / CIMAPRA19-CS3-1
Prüfungsformat:	Bewertung durch menschliche Prüfer, Vorab veröffentlichte Unterlagen + nicht bekannte Szenarien, Computergestützte Fallstudie, Schriftliche Antworten / Berichte / Vermerke
Gültigkeitsdauer des Zertifikats:	Gültig auf Lebenszeit, solange die Qualifikation aufrechterhalten wird
Verwandte Zertifizierungen:	CGMA-Bezeichnung CIMA-Zertifikat für die strategische Ebene
Prüfungsdauer:	180 Minuten
Verfügbare Sprachen:	Englisch, Vereinfachtes Chinesisch, Spanisch
Mindestpunktzahl:	80/150 gewertete Punkte (~53 %)
Anzahl der Fragen:	3–4 integrierte Aufgabenstellungen
Prüfungsgebühr:	GBP 225 – 325 / USD 290 – 420 (je nach Region und Anmeldezeitraum unterschiedlich)
Empfohlenes Training:	Leitfaden zur strategischen Fallstudie von CIMA Offizielle Lernunterlagen von CIMA
Prüfungsanmeldung:	Offizielle Anmeldung bei CIMA Terminbuchung über Pearson VUE
Beispielfragen:
Prüfungsmethode:	Vor Ort in Prüfungszentren von Pearson VUE / Online mit Fernüberwachung; 4 Prüfungszeiträume pro Jahr: Februar, Mai, August, November
Voraussetzungen:	Erfolgreicher Abschluss aller drei objektiven Prüfungen der strategischen Ebene: E3 Strategic Management, P3 Risk Management, F3 Financial Strategy
Offizielle Syllabus-URL:	https://www.cimaglobal.com/Study-with-CIMA/Exams-and-assessments/Strategic-Case-Study/

CIMA CIMAPRO19-CS3-1 Prüfungsthemen:

Wissenswertes rund um CIMA Strategic Case Study im FAQ

CIMA Strategic Case Study CIMAPRO19-CS3-1 Prüfungsfragen mit Lösungen

Frage #1

Twelve hours have passed since you received the telephone call concerning the oil spillage.
You receive the following telephone call from William Seaton, Director of Finance:
"The press has got a hold of the story about the oil leak. Our share price has taken a major hit. Indeed, Slide's market capitalisation has fallen by a third since the stock exchange opened for business. There is a lot of loose talk in the press about the knock-on effect of this crisis for Slide. It has not escaped anybody's notice that there are news teams showing injured wildlife. There is also a great deal of footage being broadcast on the other sites around the world where we are revitalising oil wells using the same technology that was in use at AZ40.
Our experts have only just arrived at the spillage site. While they were on the corporate jet they emailed their initial thoughts, based on their understanding of what went wrong. Our engineers anticipate a major operation to block the leak by pumping cement into the bore hole at a low pressure. This will be expensive, but the cost will be less than one tenth of the reduction in our market capitalisation.
I need an email from you:
* Firstly, I need a clear explanation of the key risks that Slide now faces because of this crisis. I am only interested in those with a high risk and high consequence and I need you to justify those classifications because the Board will need to prioritise its responses.
* Secondly, two related issues: I need you to explain why Slide's share price has fallen to such an extent AND to recommend, with reasons, whether we should release our costings of the repair scheme at this time.
It goes without saying that I need this urgently."

Frage #2

A month has passed since you submitted the report requested by William Seaton, Director of Finance on the Board's proposals.
You have received the following email:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Shale oil
Hi,
One of the geologists made a presentation to the Board, proposing that we investigate the extraction of shale oil deposits. I have attached the slides that were used as the basis for this presentation.
I need you to work on a response to this document:
* Firstly, what risks do you envisage in our entry to the shale oil business?
* Secondly, what do you regard as the key factors that we should consider when deciding on proceeding with this proposal? Please justify your selection.
* Thirdly, what factors should we take into account when deciding on which country or countries to commence this side of the business?
* Finally, what are the challenges in creating a team of technical staff to lead our efforts in this area?
William
The presentation slides can be found by clicking on the Reference Materials button.

Frage #3

You have just received the following email:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Oil reserves
Hi,
This email arrived from the Head Geologist earlier today. I am concerned that many of our colleagues understand very little other than rock formations and drilling reports. They certainly misunderstand accounting issues. I have already had some very confused discussions with the other members of the Board.
I need a very clear report from you that I can circulate to the other Board members. I am not particularly interested in the technical accounting rules. I do not think that you necessarily require an accounting standard to tell you that a particular disclosure is misleading.
I need your report to cover the following:
* Should we make a public announcement of this information? I would like a clear indication of the implications for our relationship with our various stakeholders AND the ethical issues that you feel are relevant.
* What are the implications for our share price? I would like your analysis to consider the factors that will indicate how our share price will change upon the announcement.
Thanks
William
The email referred to above can be found by clicking on the Reference Materials button.

Frage #4

Three months has passed since the discussion concerning Fouce Oil's proposal.
You have received the following email from William Seaton, Director of Finance:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Fouce Oil's proposal to collaborate on exploration
Hi,
After deliberating at length on the various discussions that we have had with Fouce Oil since its initial approach, we have decided to proceed.
We need to work out some important details, otherwise this venture will be a disaster.
Please draft a report that covers the following matters:
* Should we create a formal coaching and mentoring scheme, whereby members of Fouce Oil's exploration staff will receive guidance from their counterparts at Slide? Please explain the advantages and disadvantages of doing so very clearly.
* Please explain how best to organise a formal coaching and mentoring scheme, if we decide that we should create one.
* How should we manage the business relationship between the two companies' exploration staff for the duration of this arrangement?
* What are the difficulties associated with decision-making on exploration issues and how should we address those?
The collaboration goes live in a few weeks and so I need your input urgently so that I can get things moving.
William

Frage #5

William Seaton, the Director of Finance stopped you in the corridor a week after the Head Geologist's announcement that reserves had been overstated:
"We informed the stock exchange that our reserves had been downgraded and our share price has taken a solid hit. We need to work towards making sure that this is never repeated.
The Board is actively considering some changes that we hope will improve our forecasting system. I am not convinced that the suggestions will work. Frankly, if we could predict the future with certainty then I would have us stop looking for oil and start selling forecasts.
I would like you to work through the proposals that have been put forward and to recommend on their adoption, with changes if you think it necessary. The issues that we are most seriously considering are:
* A suggestion that Big Data could be used to monitor oil prices. Do you think this would be a sensible way to proceed?
* A suggestion that we should update our reserves information on the company website in real time. Do you think that would be an effective communication strategy?
* Finally, we have considered a number of issues surrounding the motivation and inspiration of our geologists. Two quite distinct schemes have been proposed. Firstly, some Board members believe that our geologists should be rewarded in relation to the accuracy of their forecasts. Bonuses will be paid on the basis of correct initial evaluation of wells. The bonus will increase if a well that was initially identified as commercially viable goes into production and will decrease if a well that was classified as viable is reclassified as unproductive.
Secondly, other members of the Board believe that there should be a greater degree of accountability on the part of geologists. The incorrect classification of a well's potential could be treated as a disciplinary matter. Please provide a detailed analysis of EACH of those suggestions."

Fragen und Antworten: