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CIMA CIMAPRO19-CS3-1 Exam Overview:
| Certification Vendor: | CIMA (Chartered Institute of Management Accountants) |
|---|---|
| Exam Name: | Strategic Case Study (SCS) |
| Exam Number: | CIMAPRO19-CS3-1 |
| Related Certifications: | P3 Risk Management E3 Strategic Management F3 Financial Strategy CGMA |
| Passing Score: | 80/150 (scaled score, approx. 53%) |
| Exam Duration: | 180 minutes |
| Exam Format: | Pre-seen scenario with unseen tasks, Case study simulation, Four task sections (time-managed), Written responses |
| Available Languages: | English |
| Real Exam Qty: | Case-based (multi-task written response; variable) |
| Exam Price: | £270 (typical CIMA case study exam fee, may vary by region) |
| Certificate Validity Period: | Permanent (CGMA designation subject to membership and experience requirements) |
| Recommended Training: | Case Study Preparation Courses (Kaplan / BPP / LearnSignal) CIMA Official Study Resources |
| Exam Registration: | CIMA Exam Registration Portal |
| Sample Questions: |  |
| Exam Way: | Computer-based case study exam (pre-seen released ~6 weeks before exam window) |
| Pre Condition: | Must pass E3, P3, and F3 objective tests before sitting the Strategic Case Study |
| Official Syllabus URL: | https://www.aicpa-cima.com/ |
CIMA CIMAPRO19-CS3-1 Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Topic 1: Strategic Case Study Core Areas | - Risk Management
|
CIMAPRO19-CS3-1 Exam FAQ: What Candidates Ask About CIMA Strategic Case Study
The CIMAPRO19-CS3-1 exam, officially known as CIMA Strategic Case Study, is the CIMA test that leads to the CGMA Professional Qualification (CIMA Strategic Level) certification at the Expert level. Passing it validates the skills employers expect from a certified professional. It is also associated with related credentials such as E3 Strategic Management, P3 Risk Management, F3 Financial Strategy, CGMA.
The CIMAPRO19-CS3-1 exam contains Case-based (multi-task written response; variable) questions, and you have 180 minutes to complete them. Work out your per-question pace before test day, and flag slow items instead of stalling on them — time pressure, not knowledge, sinks many first attempts. Timed mock exams in the Actual4Exams test engines are the most reliable way to build that rhythm.
The passing score for the CIMAPRO19-CS3-1 exam is 80/150 (scaled score, approx. 53%), and the official registration fee is £270 (typical CIMA case study exam fee, may vary by region). If you miss the mark, a retake means paying the full fee again, so book your seat only when you are ready. A practical benchmark: score consistently above the passing line on timed practice tests before scheduling the real exam.
Must pass E3, P3, and F3 objective tests before sitting the Strategic Case Study
Entry requirements can change, so confirm the latest conditions on the official exam page: https://www.aicpa-cima.com/.
You can book the CIMAPRO19-CS3-1 exam through the official registration channels below:
Exam delivery: Computer-based case study exam (pre-seen released ~6 weeks before exam window). Seats at popular test centers fill quickly, so schedule early once your preparation is on track.
CIMA recommends the following training options for CIMA Strategic Case Study candidates:
Pair any course with the 46 practice questions from Actual4Exams to measure how ready you really are before paying the exam fee.
Yes. A free PDF demo of the CIMA Strategic Case Study questions is available, so you can check the question style and answer quality before you pay. Every purchase also includes 365 days of free updates, and if the product expires you can renew the update service at a 50% discount from your member zone.
If you take the corresponding CIMAPRO19-CS3-1 exam within 60 days of purchase and do not pass, you can apply for a full refund under the 100% Money Back Guarantee: submit a scan of your enrollment slip and your official Score Report (PDF) within 2 days of the exam date, and the claim is processed within 7 days. Attempts made within 3 days of purchase, downloads without an actual exam attempt, free materials, and expired orders are not eligible, and the candidate name must match the payer name. Prefer new material instead of a refund? You can exchange your purchase for two free products of equal value and keep the update service on your original product. As for delivery, the files are available for instant download and are also emailed to you within one minute of payment — if nothing arrives within 2 hours, contact customer service. There is no limit on how many computers you can install the product on.
The official CIMA Strategic Case Study outline is organized into 1 domains. The first three are:
- Strategic Case Study Core Areas
See the complete exam topics section above for the full outline and the weighting of every domain.
CIMA Strategic Case Study Sample Questions:
You received a telephone call at home early in the morning, asking you to check your emails. The following email was waiting for you:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Public relations crisis
Hi,
This email arrived from the Head of our Middle East office just now. They are a few hours ahead of us, so he rang me at home to make sure that I had seen his message.
We have a few hours before the news article will be published, so I need to make the best use of that time in order to limit the damage to Slide. Your priority is to protect our reputation because I have already woken up the engineers and geologists and they are going to deal with the actual oil spillage.
I am not thinking too clearly, so I need you to provide some initial thoughts on the following:
* Should we use our business relationship with Business News to have them withdraw the story? We are a major advertiser and we spend millions with them every month. What are the advantages and disadvantages?
* Should we respond with the facts as we know them? All we know for certain is that there have been reports of oil contamination in an area that has countless oil facilities nearby, and so we could deny all responsibility, at least until our experts have had the chance to get there and to investigate.
* If we do decide to make a public announcement then we will need to have a plan in place. We need to assemble a team to deal with the press. How should we structure our media response team?
* What are the key factors that the Board should consider when communicating with the press? Explain why the factors that you have identified are important.
I realise that it is still very early, but I need your thoughts very quickly.
Thanks
William
The email referred to above can be found by clicking on the Reference Materials button.
Complete your answer and submit
The following email has been forwarded to you by William Seaton, Director of Finance:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Email from CFO of Fouce Oil
Hi
This email arrived last night. I need you to help me to think through the various implications of doing what it suggests before I present it to the Board. I need you to focus on the following issues:
* Would this proposal make sense from a strategic point of view?
* If we did decide to go ahead, what would be the issues that we would have to consider with respect to informing the stock market?
Could you please email me your thoughts within the next hour? I have to brief the Board later today.
Thanks
William
The email referred to can be found by clicking on the Reference Materials button.
Complete your answer and submit
Reference Material:
You have received the following email from Marcus Svenson, Finance Director:
From: Marcus Svenson, Finance Director
To: Senior Finance Manager
FW: Pricing
Hi,
I am forwarding an email from Sarah Johns.
Sarah has not been with us for very long and this is her first experience of dealing with a currency price movement.
I am really busy, so I need you to respond to her requests. Please email her as soon as possible.
Marcus
From: Sarah Johns, Marketing Director
To: Marcus Svenson, Finance Director
Subject: USD movement
Hi Marcus,
A lot of our biggest customers are threatening to cancel orders unless we reduce our selling prices. Timber and associated products are commodity items that are priced in USD, so I thought that our prices would automatically remain competitive regardless of what happened to the USD. I am particularly confused over domestic sales, because many of the customers who have threatened to cancel are based in this country and we invoice them in M$.
Please help me to understand why the M$/USD exchange rate can affect our competitive position in this way.
I also wish to know why you have chosen to do nothing to hedge against this risk. If you look at the attached article you will see that the USD is an issue in the business news.
Sarah
Complete your answer and submit
The following email has been forwarded to you by William Seaton, Director of Finance:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: Email from CFO of Fouce Oil
Hi
This email arrived last night. I need you to help me to think through the various implications of doing what it suggests before I present it to the Board. I need you to focus on the following issues:
* Would this proposal make sense from a strategic point of view?
* If we did decide to go ahead, what would be the issues that we would have to consider with respect to informing the stock market?
Could you please email me your thoughts within the next hour? I have to brief the Board later today.
Thanks
William
The email referred to can be found by clicking on the Reference Materials button.
Complete your answer and submit
The following email has just arrived:
From: William Seaton, Director of Finance
To: Finance Manager
Subject: News article
Hi,
My Secretary has drawn my attention to the attached newspaper clipping. I have been reading comments like this since Fouce Oil acquired its interest in 2010. We briefed the press at the time and made it clear that we would not be commenting further on our relationship with it unless it changed materially. Nothing has happened since then to make us change our mind on that.
The Board has asked me to compile a report on the following:
* How might the presence of Fouce Oil, as a 25% shareholder, affect our decision making as a Board of Directors? Perhaps, surprisingly, we have never had a formal discussion of this matter.
* How will Fouce Oil's stake in Slide affect our share price?
I would like you to email me your thoughts on these points so that I can have as long as possible to think about what I will say to the Board.
Thanks
William
The newspaper clipping can be found by clicking on the Reference Materials button.
Complete your answer and submit
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