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| Section | Weight | Objectives |
|---|---|---|
| Tactical Planning & Execution | 25% | - Pricing Strategy & Analysis - Space Management & Store Clustering - Efficient Assortment Development - Promotional Strategy & Evaluation |
| Business & Supply Chain Knowledge | 15% | - Supply Chain Principles - Retailer Economics & Profitability |
| Data Competency & Analysis | 25% | - Shopper Data & Geo-demographic Analysis - Panel Data & Advanced Analytics - POS Data Analytics |
| Category Assessment & Strategy | 25% | - Root Cause Analysis & Insight Generation - Category Health Measurement - Category Definition, Segmentation & Role |
| Professional Standards & Communication | 10% | - Ethics & Legal Implications - Fact-Based Storytelling & Presentation |
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23. Frage
A successful promotion strategy considers which key metrics to fully understand performance success?
Antwort: B
Begründung:
The wording says "key metrics" , and among the options, Shopper Metrics - trips and baskets is the only option that is actually framed as a performance metric set. The other choices - Internal POS Data, Internal Profit Data, and Syndicated POS Data - are data sources or datasets, not the best single answer to "which key metrics."
24. Frage
Which of the following methods is used to collect Shopper Data at the point of sale?
Antwort: B
Begründung:
The correct answer is C because point-of-sale shopper data is generated through checkout scanning activity.
CPCM/CMKG describes POS data as "retail POS data, including retailer and third-party scanned sales data," and explains that the course covers how POS data is derived, key measures, sales, profitability, distribution, and shopper insights.
The phrase "scanning items at checkout" is the key. POS data is created when products are scanned during a retail transaction. When that transaction is tied to a loyalty card, the retailer can connect the basket to a household or shopper profile, which makes it much more useful for shopper analytics.
Option A is wrong because shipping products from manufacturers is supply-chain movement, not shopper data collection. Option B is wrong because online search queries are digital behavior data, not point-of-sale data. Option D is wrong because mobile tracking may show location behavior, but it is not the standard POS collection method tested here.
25. Frage
What is the Dollar Sales per $MMACV for the Product Group in Store 478?
Antwort: B
Begründung:
The correct answer is D .
Dollar Sales per $MMACV measures sales productivity normalized by store or market selling power. CPG Data Insights defines Sales per $MM ACV as a velocity measure calculated by dividing sales by the market's All Commodity Volume expressed in millions, and explains that it helps compare productivity across markets, retailers, or products with different distribution levels.
For Store 478 :
Product Group Actual Dollar Sales = $10,000
Store 478 ACV $ Sales = $2,000,000
ACV expressed in millions = $2,000,000 ÷ $1,000,000 = 2
Calculation:
$10,000 ÷ 2 = $5,000
So the Dollar Sales per $MMACV for the Product Group in Store 478 is $5,000 .
Option C, $4,000, is the total-store benchmark calculation: $400,000 ÷ 100 = $4,000. The question asks specifically for Store 478 , not the total store benchmark.
26. Frage
What is Brand A's Item Share based on the information below?
* Brand A has 32 items
* Brand B has 15 items
* Total Category has 108 items
Antwort: A
Begründung:
The correct answer is C .
Item Share measures the percentage of total category items represented by a brand, segment, or subcategory.
CMKG gives the efficient assortment formula as Item Share = number of items by subcategory / number of items in category .
For Brand A:
Brand A items = 32
Total category items = 108
Calculation:
32 ÷ 108 = 0.2963 = 29.6%
So Brand A's Item Share is 29.6 .
Option A, 13.9, is Brand B's share: 15 ÷ 108 = 13.9% . Option B, 46.8, incorrectly combines Brand A and Brand B: 47 ÷ 108 = 43.5% , so it does not match the correct item-share calculation. Option D, 15.7, is not supported by the given item counts.
27. Frage
What is the primary goal of SKU rationalization in supply chain management?
Antwort: B
Begründung:
The correct answer is D .
SKU rationalization is about improving the product mix by removing or consolidating items that create unnecessary complexity without contributing enough value. The CPCM course includes Efficient Assortment and Retailer Economics and the Product Supply Chain , which means assortment decisions are not only shopper-facing; they also affect inventory, operations, cost, and execution. The CMKG supply-chain material states that product supply chain affects "inventory, forecasting, availability, cash flow, service levels, and ultimately the shopper experience." Option D is the only answer that reflects the real supply-chain objective: reduce operational complexity by removing slow-moving, duplicated, or redundant SKUs. Option A is the opposite; adding more products can increase complexity. Option B is too aggressive because high-cost products may still be profitable or strategically important. Option C is too narrow because SKU rationalization is not only about seasonal demand.
28. Frage
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