CBM Study Guide - Part 1 Core Exam

According to the APBM, the CBM program is suited to individuals already pursuing an MBA program. It focuses on the Advanced Business Principles.

The CBM certification validates your mastery of business management knowledge, skills, and abilities. It provides a common base of knowledge required of all practical business managers in all functional areas employed in all industries worldwide.

The CBM Exam has four parts:

Part 1 - The Core Exam - 150 multiple-choice questions
Part 2 - The Functional Exam - 150 multiple-choice questions
Part 3 - The Integrated Exam - 100 multiple-choice questions
Part 4 - The Capstone Exam - written case analysis

The part 1 exam has the following objectives:

General Management and Organization (25%)
Operations Management (25%)
Marketing Management (25%)
Quality and Process Management (15%)
Human Resources Management (10%)

This exam has quite many questions that ask for your "best decisions" - they require that you pick the best possible options (after all this is the kind of capability expected out of a practical business manager on a day-to-day basis). These best options are often based on practical experience and best practices not easily found in the standard exam text books.

There are also some questions on concepts, principles and theories. They mostly ask for the correct definitions and/or description of terms, just like what you see in most academic oriented business management programs.

Our CBM Study Guide goes the expert-advice way. Instead of just giving you the hard facts, we also give you information that covers the best practices. With these information, you will always be able to make the most appropriate expert judgment in the exam.

Click HERE to view the TOC.

(this product has been updated on 4 July, 2009)

Approx page count: 440

CBM SAMPLE TEXT on Demand Management

How do you actually manage the demand? To master this topic, you need to have foundation knowledge on the game of demand and supply. Think of it this way:

o If the price goes up, the quantity demanded will drop.
o If the price goes down, the quantity demanded will rise.

So, to artificially “calm down” the market demand for your goods, you may raise the prices. On the other hand, if you want to increase the demand, you may lower the prices. Sales promotion and seasonal discounts are good ways to cut prices without losing face.

When you manipulate the demand this way, you must also know what your competitors are doing. If they sell similar goods at lower prices, they may eat your lunch altogether. If you promote product A, the demand for product B (which is also your offering) may be affected as well! As said by Calvin (above):

“SKUs that are part of promotions or other special events require causal techniques to predict the expected demand lifts as well as their cannibalization effects on non-promoted SKUs”.

Before pushing your goods via special promotions, always ensure that the marketing department and the production department are fully communicated (so that they can get themselves ready).

CBM SAMPLE TEXT on Measuring Business Performance

Performance measurement is not supposed to be just a "bean counting" exercise. Instead, it must be used and supported by your managers.

Managers are the ones who know their programs best and thus what the best measures will be. Managers will be responsible for timely and accurate data collection and reporting, and they will be the ones with the greatest potential to use the measures to improve effectiveness and efficiency” .

If performance measurements are to help to achieve results, you must ensure that they relate directly to your business plan's mission and its key results. Developing meaningful and useful performance measurements is a three step process:

o define the mission
o identify the key results
o select measures for the key results

The steps are:
1. Strategic planning, which is the process of determining the basic mission of an organization, its long term goals, the contribution of each part of the organization and the action that must be taken. You should define the mission and identify the strategic outcomes of your business at this stage so you know what to measure and what to expect.
2. Operational planning and control is seen as the most frequent and important use of performance measurement, because the shorter term operational planning and control horizon requires focus on the ongoing efficiency and effectiveness of the operation. Key results are mostly identifiable at this stage.
3. Formal evaluation is a more rigorous assessment than is operational planning and control, and it takes place at much longer intervals. Such evaluation is broader in scope, and is often questioning the usefulness of and need for programs.
4. Performance measurement is very useful in a wide variety of management processes. Different kinds of performance information are useful for different kinds of decisions. However, performance measurement cannot make the decisions.

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