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Updated: Jul 20, 2026
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| Certification Vendor: | AICPA & CIMA |
| Exam Name: | E3 - Strategic Management |
| Exam Number: | CIMAPRO15-E03-X1-ENG / E3 |
| Related Certifications: | P3 Risk Management F3 Financial Strategy Strategic Case Study |
| Exam Duration: | 90 minutes |
| Real Exam Qty: | 60 |
| Exam Format: | Computer-based objective test, Multiple choice, Multiple response, Drag and drop, Fill-in-the-blank / Number entry |
| Passing Score: | 100 out of 150 scaled score (~67%) |
| Available Languages: | English |
| Certificate Validity Period: | No expiration; remains valid while progressing to full qualification |
| Exam Price: | Approx £185 / $225 USD (varies by region and membership status) |
| Recommended Training: | CIMA Official Study Materials CIMA E3 Syllabus & Blueprint |
| Exam Registration: | Pearson VUE Booking Official CIMA Registration |
| Sample Questions: | CIMA CIMAPRO15-E03-X1-ENG Sample Questions |
| Exam Way: | On-demand computer-based test at Pearson VUE test centres or online proctored |
| Pre Condition: | Completion of CIMA Management Level (E2, P2, F2) or approved exemptions; student membership required |
| Official Syllabus URL: | https://www.cimaqualification.com/strategic-level/e3-strategic-management |
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: The Strategy Process | 20% | - Strategic planning and decision-making models - Strategy definitions and levels - Governance and ethical considerations |
| Topic 2: Analysing the Organisational Ecosystem | 25% | - Internal capability and resource analysis - External environment analysis (PESTEL, Five Forces, etc.) - SWOT and stakeholder analysis |
| Topic 3: Digital Strategy | 20% | - Digital transformation and business models - Data analytics and strategic use of information - Technology risks and opportunities |
| Topic 4: Making Strategic Choices | 10% | - Strategic fit and feasibility - Strategic alliances and partnerships - Evaluation criteria and risk assessment |
| Topic 5: Strategic Control and Implementation | 10% | - Implementation planning and change management - Strategic performance measurement - Review and adaptation of strategy |
| Topic 6: Generating Strategic Options | 15% | - Portfolio analysis and diversification - Strategic directions and growth frameworks - Innovation and entrepreneurship |
1. TUV had an employee turnover rate of 25% among new recruits and was becoming short of skilled workers.
The Board of TUV realized there was something dramatically wrong and called in consultants to assess the problem. The consultants recommended transformational change in that TUV should redesign the entire production system, change the placement of all equipment and the flow of work, redefine every job and give all workers new assignments.
Which type of change did the consultants recommend for TUV?
A) Evolution
B) Revolution
C) Adaptation
D) Reconstruction
2. Which TWO of the following are advantages to an organization of using non-financial performance measures, rather than financial performance measures? (Choose two.)
A) They are not distorted by inflation.
B) They are less subjective than financial performance measures.
C) They are easier to measure than financial performance measures.
D) They present a wider view of organizational performance than financial performance measures.
E) They are less expensive to measure than financial performance measures.
3. 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) Threat of substitutes.
B) Bargaining power of suppliers.
C) Bargaining power of customers.
D) Threat of new entrants.
E) Competitive rivalry.
4. 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) Intranet
B) Internet
C) Social media
D) Local area network
E) Groupware
F) Ledgers and journals
5. M is a car manufacturer in Country C.
Every day, at 09.00, members of M's staff practice meditation and Tai Chi for 30 minutes, before their normal workday commences.
M's staff are paid during this time and M considers the practice to be a benefit both to staff and the company.
Staff operate with high levels of efficiency and absenteeism levels are low.
The auditors of M have recommended that M stop these sessions, stating that they consider them to be a waste of time and a drain on resources.
Which of the following aspects of M's culture would the auditors recommendation impact on?
A) Routines and rituals
B) Stories and myths
C) Symbols
D) The organizational paradigm and values
Solutions:
| Question # 1 Answer: D | Question # 2 Answer: B,D | Question # 3 Answer: A,C | Question # 4 Answer: A,D | Question # 5 Answer: D |
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