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Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3) Syllabus
The Strategic Level: Management Accounting (E3, F3, P3) syllabus for Chartered Institute of Management Accountants (CIMA) in full: 3 chapters, 13 topics and 30 sub-topics, every one listed below, plus 51 Strategic Level: Management Accounting (E3, F3, P3) flashcards with answers.
Strategic Level: Management Accounting (E3, F3, P3) syllabus: all 3 chapters
Expand any chapter to see its topics and sub-topics.
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E3 — Strategic Management
5 topics- Strategic management process
- Rational vs emergent strategy
- Mission, vision, objectives and stakeholders
- Environmental and competitive analysis
- PESTEL, scenario planning and forecasting
- Porter's Five Forces and the value chain
- SWOT and resource-based view
- Strategic options and choice
- Ansoff matrix and Porter's generic strategies
- Methods of growth: organic, M&A, strategic alliances
- Suitability, acceptability and feasibility (SAF)
- Strategy implementation and change
- Change management models (Lewin, Kotter)
- Organisational structure and culture
- Digital strategy
- Digital ecosystems and disruptive technologies
- IT/IS strategy alignment and data strategy
- Strategic management process
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F3 — Financial Strategy
4 topics- Financial policy decisions
- Financial objectives and stakeholder reconciliation
- Dividend policy and distribution decisions
- Sources of finance and capital structure
- Cost of equity (CAPM) and WACC
- Optimal capital structure and gearing
- Lease vs buy and financing decisions
- Business valuation
- Asset-based, earnings-based and DCF valuation
- Valuing equity, debt and intangibles
- Efficient market hypothesis
- Mergers, acquisitions and reorganisations
- Acquisition rationale and consideration types
- Demergers, MBOs and exit strategies
- Financial policy decisions
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P3 — Risk Management
4 topics- Enterprise risk management
- Risk identification, assessment and the risk register
- Risk appetite, mapping and TARA responses
- Internal control and corporate governance
- Control frameworks (COSO) and internal audit
- UK Corporate Governance Code principles
- Managing financial risk
- Currency risk hedging: forwards, futures, options, swaps
- Interest rate risk management
- Risks in IT and cyber security
- Information systems risks and controls
- Cyber threats and business continuity
- Enterprise risk management
Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3) flashcards — 51 questions with answers
In the rational/strategic management process, what are the three core stages of the model?
1) Strategic analysis (understanding the environment, resources and stakeholders), 2) Strategic choice (generating, evaluating and selecting options), and 3) Strategic implementation (putting the chosen strategy into action through structure, systems and change management).
What is the difference between deliberate (rational/planned) and emergent strategy?
A deliberate strategy is intended and realised through a formal, top-down planning process. An emergent strategy develops over time from patterns of decisions and responses to a changing environment, without a fully pre-formulated plan (Mintzberg).
What does each letter of a PESTEL analysis stand for?
Political, Economic, Social, Technological, Environmental (ecological), and Legal factors of the macro-environment.
List the five forces in Porter's Five Forces model of industry competition.
1) Threat of new entrants, 2) Bargaining power of suppliers, 3) Bargaining power of buyers, 4) Threat of substitute products/services, and 5) Competitive rivalry among existing firms.
What are Porter's three generic competitive strategies?
Cost leadership (lowest cost in the industry), Differentiation (unique product/service valued by customers), and Focus (cost focus or differentiation focus aimed at a narrow market segment).
In a SWOT analysis, which factors are internal and which are external?
Strengths and Weaknesses are internal to the organisation; Opportunities and Threats are external (arising from the environment).
What are the four perspectives of the Balanced Scorecard (Kaplan and Norton)?
Financial, Customer, Internal business process, and Learning and growth (innovation) perspectives.
What four elements make up the value chain's primary activities in Porter's model?
Inbound logistics, Operations, Outbound logistics, Marketing and sales, and Service. (Supported by the four support activities: firm infrastructure, HR management, technology development, and procurement.)
What does the BCG matrix classify products into, using which two axes?
It plots market share (high/low) against market growth rate (high/low), giving four categories: Stars, Cash cows, Question marks (problem children), and Dogs.
In the Ansoff matrix, what are the four growth strategies?
Market penetration (existing products/existing markets), Market development (existing products/new markets), Product development (new products/existing markets), and Diversification (new products/new markets).
What three tests does Johnson, Scholes and Whittington use to evaluate strategic options (the SAF framework)?
Suitability (does it address the strategic position/fit the environment?), Acceptability (return, risk and stakeholder reaction?), and Feasibility (do we have the resources and capabilities?).
What is the difference between organic growth, acquisition, and a strategic alliance as expansion methods?
Organic (internal) growth builds capacity from within; Acquisition buys an existing business for fast access to markets/resources; a Strategic alliance/joint venture shares risk and resources via cooperation without full ownership.
What are Lewin's three stages of planned organisational change?
Unfreeze (create the motivation to change and dismantle the status quo), Change/Move (implement the new behaviours and processes), and Refreeze (embed and stabilise the new state as the norm).
In Lewin's force field analysis, how is change achieved?
Change occurs by increasing the driving forces favouring change and/or reducing the restraining forces resisting it, so the driving forces outweigh the restraining forces and the equilibrium shifts.
What are the components of the McKinsey 7S framework?
Strategy, Structure, Systems (the 'hard' Ss) and Shared values, Skills, Style, Staff (the 'soft' Ss). All seven must be aligned for effective implementation.
What are the four main types of digital business model or technology associated with digital strategy that CIMA highlights?
CIMA highlights technologies such as Cloud computing, Big data analytics, the Internet of Things (IoT), Artificial intelligence/automation, Blockchain, and Mobile/social platforms, used to create new value propositions and disrupt industries.
What is meant by 'digital disruption'?
Digital disruption is the change that occurs when new digital technologies and business models affect the value proposition of existing goods/services, displacing established firms and reshaping markets (e.g., streaming replacing physical media).
What is the formula for the cost of equity using the dividend growth (Gordon) model?
$$K_e = \frac{D_0(1+g)}{P_0} + g$$ where $D_0$ is the current dividend, $g$ is the constant growth rate, and $P_0$ is the current ex-dividend share price.
State the Capital Asset Pricing Model (CAPM) formula for the cost of equity.
$$K_e = R_f + \beta\,(R_m - R_f)$$ where $R_f$ is the risk-free rate, $\beta$ is the equity beta, and $(R_m - R_f)$ is the equity market risk premium.
Write the formula for the post-tax cost of irredeemable debt.
$$K_d = \frac{I(1-t)}{P_0}$$ where $I$ is the annual interest (coupon), $t$ is the corporation tax rate, and $P_0$ is the current market price of the debt.
Show the other 31 Strategic Level: Management Accounting (E3, F3, P3) flashcards
Give the formula for the Weighted Average Cost of Capital (WACC) with equity and debt.
$$WACC = K_e\!\left(\frac{E}{E+D}\right) + K_d(1-t)\!\left(\frac{D}{E+D}\right)$$ where $E$ and $D$ are market values of equity and debt, weighting each source's cost by its proportion of total capital.
What does Modigliani and Miller's capital structure theory conclude (a) without tax and (b) with tax?
(a) Without tax: capital structure is irrelevant — WACC and firm value are constant regardless of gearing. (b) With tax: because debt interest is tax-deductible, value rises with gearing, so an all-debt structure theoretically minimises WACC and maximises value.
What is the 'traditional view' of capital structure regarding an optimal gearing level?
The traditional view holds that WACC first falls as cheaper debt is introduced, reaches a minimum at an optimal gearing level, then rises as financial risk (and the cost of equity and debt) increases — so there is an optimal capital structure that maximises firm value.
Define financial gearing and give a common formula.
Financial gearing measures the proportion of debt in the capital structure (financial risk). A common measure: $$\text{Gearing} = \frac{\text{Debt}}{\text{Equity}} \quad\text{or}\quad \frac{\text{Debt}}{\text{Debt}+\text{Equity}}$$ usually based on market or book values of long-term capital.
What is the interest cover ratio and what does it indicate?
$$\text{Interest cover} = \frac{\text{Profit before interest and tax (PBIT)}}{\text{Interest payable}}$$ It shows how many times operating profit covers interest charges; a low figure signals high financial risk and difficulty servicing debt.
Distinguish between equity finance and debt finance.
Equity (ordinary shares) gives ownership, voting rights, variable dividends, no repayment obligation and the highest risk/return. Debt (loans, bonds) carries fixed interest, is repayable, ranks ahead of equity on liquidation, is cheaper (tax-deductible, lower risk) but increases financial risk/gearing.
What is mezzanine finance?
Mezzanine finance is a hybrid between debt and equity — typically unsecured/subordinated debt carrying a high interest rate plus an equity 'kicker' (e.g., warrants or options). It is often used in buyouts to bridge the gap between senior debt and equity.
Define a rights issue and how the theoretical ex-rights price (TERP) is calculated.
A rights issue offers new shares to existing shareholders pro-rata, usually at a discount. The TERP is the weighted average of the old market value and the new rights money: $$\text{TERP} = \frac{(\text{No. old shares}\times\text{old price}) + (\text{No. new shares}\times\text{issue price})}{\text{Total shares after issue}}$$
What are the three main asset-based and income-based methods of business valuation?
Asset-based: net asset value (book, replacement or realisable). Income/earnings-based: P/E ratio (capitalised earnings) and dividend valuation models. Cash-flow based: discounted free cash flow (DCF/shareholder value).
How is the value of a company estimated using the P/E ratio method?
$$\text{Market value} = \text{P/E ratio} \times \text{Earnings}$$ Typically an appropriate (often comparable quoted-company) P/E ratio is applied to the target's sustainable earnings, sometimes discounted for an unquoted company's lower marketability.
State the dividend valuation model (dividend growth) for the value of a share.
$$P_0 = \frac{D_0(1+g)}{K_e - g}$$ where $D_0$ is the current dividend, $g$ is the constant dividend growth rate, and $K_e$ is the shareholders' required return (valid only when $K_e > g$).
How is a business valued using the discounted free cash flow method?
Forecast future free cash flows (to the firm or to equity), discount them at the appropriate cost of capital (WACC or $K_e$), and add the present value of a terminal value. Deduct debt (if valuing the firm) to obtain equity value.
What is the formula for the terminal value using a perpetuity growth (Gordon) approach in DCF valuation?
$$TV = \frac{CF_{n}(1+g)}{r - g}$$ where $CF_n$ is the final explicit-period cash flow, $g$ is the long-term growth rate, and $r$ is the discount rate; this terminal value is then discounted back to present value.
What is the efficient market hypothesis (EMH) and its three forms?
EMH states that share prices reflect available information. Weak form: prices reflect all past price data (technical analysis is useless). Semi-strong: prices reflect all publicly available information. Strong: prices reflect all information including private/insider information.
Distinguish between a merger, an acquisition, and a takeover.
A merger combines two firms into a new single entity, usually by mutual agreement of similar-sized firms. An acquisition is one company purchasing control of another. A takeover is an acquisition that may be agreed (friendly) or contested (hostile) by the target's board.
What is the difference between horizontal, vertical, and conglomerate integration?
Horizontal: combining firms at the same stage/industry (competitors). Vertical: combining firms at different stages of the same supply chain — backward (toward suppliers) or forward (toward customers). Conglomerate: combining firms in unrelated businesses (diversification).
What is synergy in the context of mergers and acquisitions?
Synergy is the idea that the combined entity is worth more than the sum of the separate parts ($2+2=5$). Sources include revenue synergies (cross-selling), cost synergies (economies of scale), and financial synergies (lower cost of capital, tax benefits).
What are the three principal methods of paying for an acquisition?
Cash (certain value, but uses funds and may trigger tax for sellers), Shares/equity (a share-for-share exchange, no cash outflow but dilutes control), and Debt/loan stock or earn-outs (deferred or contingent consideration).
Name common corporate reorganisation/exit methods used in restructuring.
Demerger/spin-off (splitting into separate entities), Divestment/sell-off (selling a division), Management buyout (MBO — managers buy the business), Management buy-in (MBI — external managers buy in), and Liquidation. These unbundle a group to release or focus value.
What is a leveraged buyout (LBO)?
A leveraged buyout is the acquisition of a company financed predominantly by debt (high gearing), with the target's assets and cash flows used as security and to service/repay the borrowing. It magnifies returns to equity but raises financial risk.
What is Enterprise Risk Management (ERM)?
ERM is a structured, organisation-wide process for identifying, assessing, managing and monitoring all risks (strategic, operational, financial, compliance) in an integrated way aligned to objectives and risk appetite, rather than managing risks in isolated silos.
What are the four classic risk responses (the TARA / 4Ts framework)?
Transfer (e.g., insurance or hedging), Avoid (stop the activity), Reduce/mitigate (controls to lower likelihood or impact), and Accept/retain (tolerate within risk appetite). Sometimes shown as the 4Ts: Transfer, Terminate, Treat, Tolerate.
How does a risk map (heat map) position risks, and what response does each quadrant suggest?
A risk map plots likelihood (probability) against impact (consequence). High likelihood/high impact = avoid or reduce; high impact/low likelihood = transfer (insure); low impact/high likelihood = reduce/control; low impact/low likelihood = accept/retain.
Define risk appetite and risk tolerance.
Risk appetite is the amount and type of risk an organisation is willing to seek or accept in pursuit of its objectives. Risk tolerance is the acceptable level of variation or specific boundaries around individual risks/objectives within that appetite.
What are the five components of the COSO Internal Control framework?
1) Control environment, 2) Risk assessment, 3) Control activities, 4) Information and communication, and 5) Monitoring activities.
What is the difference between corporate governance and internal control?
Corporate governance is the system by which organisations are directed and controlled, defining relationships among shareholders, board and management. Internal control is the set of processes/systems implemented by management to give reasonable assurance over operations, reporting and compliance — a component of good governance.
What is the principal-agent problem (agency theory) in corporate governance?
It is the conflict where managers (agents) may act in their own interests rather than those of the shareholders (principals) who own the firm, owing to separation of ownership and control. Governance mechanisms, incentives and monitoring aim to align their interests and reduce agency costs.
What are key requirements of the UK Corporate Governance Code regarding the board?
Separation of the roles of Chairman and CEO, a balance of executive and independent non-executive directors, board committees (audit, remuneration, nomination), regular board evaluation, and 'comply or explain' disclosure. It promotes accountability, independence and effective risk/control oversight.
What is the difference between transaction, translation, and economic foreign exchange risk?
Transaction risk: gains/losses on individual foreign-currency cash transactions before settlement. Translation risk: accounting gains/losses when consolidating foreign assets/liabilities into the reporting currency. Economic risk: the long-term effect of exchange-rate changes on the firm's overall competitiveness and value.
What is interest rate parity and how does it determine forward exchange rates?
Interest rate parity states the forward rate differs from the spot rate by the interest-rate differential between two currencies, so that no risk-free arbitrage exists. The currency with the higher interest rate trades at a forward discount: $$F_0 = S_0 \times \frac{1+i_c}{1+i_b}$$ where $i_c$ and $i_b$ are the counter- and base-currency interest rates.
Compare the main internal and external hedging techniques for foreign currency transaction risk.
Internal: matching receipts/payments, netting, leading and lagging, invoicing in home currency. External: forward contracts (fix a rate now), money market hedges (borrow/deposit in the foreign currency), currency futures, currency options (right not obligation), and currency swaps for longer-term exposures.
Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3) FAQ
What is in the Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3) syllabus?
Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3) is split into 3 chapters: E3 — Strategic Management, F3 — Financial Strategy and P3 — Risk Management. Together they contain 13 topics and 30 sub-topics.
How many chapters are in Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3)?
3 chapters, containing 13 topics and 30 sub-topics. The largest chapter is E3 — Strategic Management, with 5 topics.
Are there flashcards for Chartered Institute of Management Accountants (CIMA) Strategic Level: Management Accounting (E3, F3, P3)?
Yes — a 51-card Strategic Level: Management Accounting (E3, F3, P3) deck, printed in full in the flashcards section of this page and available in the Examius app with spaced repetition. The free plan covers one exam of your choice, including its flashcards; Examius Pro, a one-time purchase, unlocks every other exam and deck.