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CIPS L4M2 Quizfragen Und Antworten & L4M2 Schulungsunterlagen

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    Die CIPS L4M2-Zertifizierungsprüfung ist eine wesentliche Qualifikation für Fachleute, die ihre Karriere im Bereich der Geschäftsanalyse vorantreiben möchten. Diese Zertifizierung ist speziell für Personen konzipiert, die für die Identifizierung und Definition von Geschäftsanforderungen in ihrer Organisation verantwortlich sind. Es ist das zweite Modul im Level 4-Programm und baut auf dem in Modul L4M1 gelegten Fundament auf.

    >> CIPS L4M2 Quizfragen Und Antworten <<

    L4M2 Schulungsunterlagen & L4M2 Antworten

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    CIPS Defining Business Needs L4M2 Prüfungsfragen mit Lösungen (Q58-Q63):

    58. Frage
    Lider Ltd is a leading bathroom furniture manufacturer in Indi
    a. The company has more than 30 years experience in the market with extended knowledge of engineering and customers' taste. Lider is planning to launch a new type of bath fitting next year which offers Bluetooth connectivity and thermostat display. The company gathers a team of multi-disciplines, including engineering, procurement, sales and marketing. At the first team meeting, the project leader tells the team to discuss which functions will be valued by the customers, and how to deliver those functions with the lowest costs possible. Which of the following describes the process that the project team is undertaking?

    • A. Value engineering
    • B. Standardisation
    • C. Cost analysis
    • D. Just in time

    Antwort: A

    Begründung:
    From the scenario, you can see that the project team is developing a new product. They start with analysing the functions, and the costs of delivering those functions. This is a typical process of value engineering. You may read more on value engineering from the reference paper.
    Reference:
    - CIPS study guide page 171-173
    - Value Analysis - Norwood Whittle (cimaglobal.com)
    - A CASE STUDY ANALYSIS THROUGH THE IMPLEMENTATION OF VALUE ENGI-NEERING (researchgate.net) LO 3, AC 3.4


    59. Frage
    ABC Ltd has enormous investment in facilities and machinery. It also employs skilled workforce. To be profitable, the company has to produce at massive quantity. Which sector does ABC Ltd belong to?

    • A. Manufacturing
    • B. Agriculture
    • C. Retail
    • D. Construction
    • E. Finance

    Antwort: A

    Begründung:
    In the scenario, ABC Ltd has the following characteristics:
    - Large investment in facilities and machinery
    - Access to skilled workforce
    - Mass production.
    This company is a manufacturer. Manufacturing is an industry that makes products from raw ma-terials by the use of manual labour or machinery and that is usually carried out systematically with a division of labour.
    Manufacturing requires investment in machinery and access to a suitably skilled workforce as well as materials and components.
    Reference:
    - CIPS study guide page 74-76
    - manufacturing | Definition, Types, & Facts | Britannica
    LO 2, AC 2.1


    60. Frage
    Buyers in the same industry with the same understanding of relative value and price may still make different decisions about whether to switch. Which of the following factors may prompt a buying organization to incline toward substitute products?
    1. There is potential for backward integration
    2. Access to financial resources
    3. The switching cost is high
    4. The substitute fits organisation's strategy

    • A. 1 and 2 only
    • B. 1 and 4 only
    • C. 2 and 4 only
    • D. 3 and 4 only

    Antwort: C

    Begründung:
    The threat of substitution is a function of three factors:
    * The relative value/ price of a substitute compared to an industry's product
    * The cost of switching to the substitute
    * The buyer's propensity to switch
    Buyers with different circumstances and in different industries do not all have equal propensities to substitute when faced with a comparable economic motivation. Differences in their circumstances lead buyers to respond to a given relative value to price (RVP) and switching cost differently. While such differences might be treated as factors that modify RVP or switching costs, it is more helpful in practice to isolate them.
    Resources. Substitution often involves up-front investments of capital and other resources. Access to such resources will differ from one buyer to another.
    Risk Profile. Buyers often have very different risk profiles, the result of such things as their past history, age and income, ownership structure, background and orientation of management, and nature of competition in their industry. Buyers prone to risk taking are more likely to substitute than buyers that are risk-averse.
    Technological Orientation. Buyers experienced with technological change may be less concerned with some kinds of substitution risks, while extremely aware of others that a less technologically sophisticated buyer would be oblivious to.
    Previous Substitutions. The second substitution may be easier for a buyer than the first, unless the first substitution has been a failure. The buyer's uncertainties over undertaking a substitution may have diminished if a past substitution has been successful, or risen if a past substitution has led to difficulties. In the soft drink industry, this seems to have worked to the benefit of aspartame.
    Intensity of Rivalry. Buyers under intense competitive pressure and searching for competitive ad-vantage will tend to substitute more quickly to gain a given advantage than those that are not.
    Generic Strategy. The RVP of a substitute will have different significance depending on the com-petitive advantage that industrial, commercial, or institutional buyers are seeking or the value of time and particular performance needs of the household buyer. A substitute that offers a cost saving will tend to be of more interest to a cost leader than a differentiator, for example.
    Many of these factors that shape the buyer's propensity to substitute will be a function of the particular decision maker who is involved in the purchase decision.
    Porter, Michael E.. Competitive Advantage: Creating and Sustaining Superior Performance (p. 278-289). Free Press. Kindle Edition.
    Reference:
    LO 2, AC 2.2


    61. Frage
    A purchaser is looking for alternative supplies if there is a major disruption to their supply chain, including logistics, manufacturing and all support services. Which of the following method is that purchaser applying?

    • A. Treat the risk
    • B. Terminate the risk
    • C. Tolerate the risk
    • D. Transfer the risk

    Antwort: A

    Begründung:
    Risk control is the process by which an organization reduces the likelihood of a risk event occurring or mitigates the effects that risk should it occur. CIPS preferred way to determine your risk control strategy is to use the four T's Process:
    Transferring Risk can be achieved through the use of various forms of insurance, or the payment to third parties who are prepared to take the risk on behalf of the organization Tolerating Risk is where no action is taken to mitigate or reduce a risk. This may be because the cost of instituting risk reduction or mitigation activity is not cost-effective or the risks of impact are at so low that they are deemed acceptable to the business. Even when these risks are tolerated they should be monitored because future changes may make it no longer tolerable.
    Treating Risk is a method of controlling risk through actions that reduce the likelihood of the risk occurring or minimize its impact prior to its occurrence. Also, there are contingent measures that can be developed to reduce the impact of an event once it has occurred. Finding an alternative sup-plier is an example of treating the risk.
    Terminating Risk is the simplest and most often ignored method of dealing with risk. It is the ap-proach that should be most favored where possible and simply involves risk elimination. This can be done by altering an inherently risky process or practice to remove the risk. The same can be used when reviewing practices and processes in all areas of the business.
    If an item presents a risk and can be changed or removed without it materially affecting the busi-ness, then removing the risk should be the first option considered; rather than attempting the treat, tolerate or transfer it.
    Reference:
    LO 3, AC 3.3


    62. Frage
    Which of the following are considered as direct costs in a construction company? Select TWO op-tions

    • A. The materials and supplies needed for the company's day-to-day operations.
    • B. Advertising and marketing communication
    • C. An employee is hired to work on a project, either exclusively or for an assigned number of hours
    • D. Clerical assistants who maintain the office
    • E. Raw materials

    Antwort: C,E

    Begründung:
    Direct costs are directly associated with the production of a good or service. In this question, 'An employee is hired to work on a project, either exclusively or for an assigned number of hours' and 'Raw materials' are directly related to producing the product.
    Indirect costs are the general costs of the organisation - these costs cannot easily be attributed to specific products or services (also known as overheads). 'The materials and supplies needed for the company's day-to-day operations' or 'Clerical assistants who maintain the office' or 'Advertising and marketing communication' is example of indirect cost.
    Reference:
    LO 1, AC 1.2


    63. Frage
    ......

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