PGA GOLF MANAGEMENT 3.0 LEVEL 3
EXAM WITH ALL NEEDED TO PASS
What nmakes ninterpretation nof nquantitative ndata nmore ndesirable nthan nqualitative
ndata? n- ncorrect nanswers n-Quantitative ninformation nis nclearly ndefined nand nless
nsusceptible nto ndifferences nof nopinion namong npeople ninterpreting nthe ndata
Why nis ncustomer ndemographics nan nexternal nfactor? n- ncorrect nanswers n-Because
nexternal nfactors nare nthe nthings nthat naffect nthe nbusiness nfrom nthe noutside, nand
ncustomer ndemographics nimpact nthe nbusiness nand nare nnot nwithin nthe nbusiness
What ntype nof ninformation nis ntypically nprovided nby nqualitative ndata? n- ncorrect
nanswers n-Qualitative ndata ninforms nthe nplanning nteam n"how" nand n"why" nthings
nare nhappening. nQualitative ndata noften ninforms nthe nplanning nteam nabout nthe
,nquality nof nthe nbusiness nofferings, nsuch nas ncondition nof nthe ncourse, nenjoyment,
nor nsatisfaction nof ncustomers
What nexamples nwould nbe nconsidered ninternal ndata nsources nfor nplanning
npurposes? n- ncorrect nanswers n-These ninclude nstaffing, ncourse nmaintenance,
ntypes nof namenities, nand nbusiness nmarketing nand npromotions- nbasically nanything
nthat ncan nbe ngenerated non nsite.
What ntype nof ndata nis ncost nof ngoods nsold? n- ncorrect nanswers n-Quantitative nData
What ninformation nwould nbe nmost nuseful nto nthe nplanning nteam ninterested nin
nmeasuring nthe nfacility's npast nor ncurrent nsuccesses? n- ncorrect nanswers n-
Quantitative nData
The neffectiveness nof na ngolf nprofessional's nbusiness nplan nfor nmanaging nday-to-
day noperations nin na ngolf nshop ndepends non nwhat? n- ncorrect nanswers n-
Operational nStrategies
How nwould nopportunities nand nthreats nbe ncategorized nin na nSWOT nanalysis? n-
ncorrect nanswers n-External nFactors
How nmight nthe nresults nof na nSWOT nanalysis naffect ncore nbusiness nfunctions? n-
ncorrect nanswers n-A nproperly norganized nand nprioritized nSWOT nanalysis ngives na
nsummary nof nthe ncurrent nstate nof nthe nfacility's nbusiness, nbut nit nalso nhelps
ndetermine nthe ndirection nthe nbusiness nshould ntake. nThe nSWOT nprovides nvaluable
ninput nwhen ndeveloping nnew ngoals, nobjectives, nand nstrategies nfor nimprovement
nlater nin nthe nbusiness nplanning nprocess.
When nconducting na nSWOT nanalysis nfor nHuman nResources, nwhat nare nexamples
nof nrelevant ndata nsources? n- ncorrect nanswers n-Job ndescriptions, nhiring nand
ntraining, nscheduling, nevaluating nand ncontinuing neducation
How nmight nrevenues nbe naffected nat na nnearby ndaily nfee ncourse nif nthe nlocal ntire
nplant nhas nmajor nlayoffs? n- ncorrect nanswers n-There nmay nbe na ndecrease nin
nrounds nand nrevenue nearned
When ndefining na nbusiness, nwhat nare nexamples nof nweaknesses nthat nmay nbe
ndisclosed nby nperforming na nSWOT nanalysis? n- ncorrect nanswers n-If na
nmerchandise nline nis nnot nselling nwell, nis nit nimportant nenough nto ndevote nmoney
nand nenergy nto nimprove nsales, nor nshould nthe nmerchandise nline nbe ndropped nin
nfavor nof none nthat nwill nsell nbetter?
What nis nbeing nevaluated nwhen nreviewing ninformation ndata nfrom ntrends nin nlocal
nconsumer nspending? n- ncorrect nanswers n-Whether na nthreat nis ninternal nor
nexternal
,What nshould ngovern nthe ndecision nto npursue nan nopportunity? n- ncorrect nanswers n-
The nresults nof nthe nSWOT nanalysis
What ncriteria nmust nbe nused nto nimprove nthe nfollowing nobjective: n"Improve nrange
nprofits nand ncustomer nsatisfaction" n? n- ncorrect nanswers n-SMART ngoals
The nnew nmanager nof na nten-year-old nprivate ncourse, ncurrently ndoing nan naverage
nof n5,000 ntournament nrounds nper nyear, nproposes nto nincrease ntournament nrounds
nby n50% nby nthe nend nof nnext nyear. nWhat ncriteria nis nmissing nfrom nthis nproposed
ngoal? n- ncorrect nanswers n-The nobjective nis nnot nrealistic
Provide nexamples nof nhorizontal nanalyses. n- ncorrect nanswers n-Linear nTrend
nAnalysis nand nBase nYear nAnalysis
What nfigure nis nrepresented nin nthe ndivisor nin nthe nlinear ntrend nformula? n- ncorrect
nanswers n-Previous nYear
What ntype nof nanalysis nwould nbe nbest nfor na nfacility nthat nhas njust ncompleted na
nproject nthat nadded nnine nnew nholes nto nthe noriginal n9-hole ncourse? n- ncorrect
nanswers n-Base nYear nAnalysis
Golf nshop nsales nof n$100,000 nyield na ngross nmargin nof n$30,000. nWhat nis nthe
npercentage nof nthe ncost nof ngoods nsold? n- ncorrect nanswers n-Cost nof nGoods nSold
nrepresents nthe nvalue n(at ncost) nof nall nmerchandise nthat nis nsold nto ncustomers,
nstolen, nlost, ndamaged, nor ndestroyed nduring na nparticular nperiod. nThe nmajor
ncomponent nis nthe namount npaid nto nvendors nto nacquire nthe ngoods, nbut nmay nalso
ninclude nthe ncosts nfor nshipping, nticketing, nand nhandling.
If nthe ngross ntarget nmargin nfor nyour ngolf nshop nwere n40 npercent, nwhat nwould nbe
nthe ntarget npercentage nfor nyour ncost nof ngoods nsold? n- ncorrect nanswers n-total
nmerchandise nsales n(100)-cost nof ngoods nsold=gross nmargin n(40); nthen ncost nof
ngoods nsold nwould nbe n60%
According nto nthe nBusiness nPlanning nManual, nwhat nis nusually nthe nlargest
ncontributor nto nthe nbottom-line nprofit nof nthe nfacility? n- ncorrect nanswers n-Rounds
What nis nthe nformula nfor nMerchandise nNet nOperating nIncome? n- ncorrect nanswers
n-Revenue n- n(Cost nof nGoods nSold n+ nOperating nExpenses)
What nevents nwould ncause na nchange nin nthe nforecast nfor ngolf nshop nexpenses? n-
ncorrect nanswers n-Major nevents n(natural ndisaster nor npandemic) nor nthe neconomy
n(ex. ngolf nshop nexpenses nmay nincrease nif nthey nsuddenly nhave nto nbring nin nmore
ngolf nshirts nbecause nthe nshop nis nselling nthrough nthe ncurrent ninventory)
What nmetric nshould nbe npart nof nevery nforecast nregardless nof nthe ntype nof nfacility?
n- ncorrect nanswers n-Rounds
, You nare nmost nconcerned nabout na ndecline nin nbusiness ngrowth. nWhat nmethod
nwould nbe nmost neffective nin nportraying nyour noverall nfinancial nhistory? n- ncorrect
nanswers n-Linear nTrend nAnalysis
For nthe npurpose nof ndeveloping na nbusiness nplan, nwhat nis nthe nbest ndescription nof
ntrend nanalysis? n- ncorrect nanswers n-The npercentage nchange nup nor ndown nfrom
nyear nto nyear. nGives na ngood nunderstanding nof npast nperformance.
By nunderstanding nthe nfactors nthat ncould npotentially naffect nforecasts, nwhat ncan
nPGA nProfessionals nmake nabout nhow nthe nnumbers nwill nchange nto nconstruct
nbetter nfinancial nforecasts? n- ncorrect nanswers n-Use nLinear nTrend nAnalysis
What nis none nof nthe ntechniques nused nto nvalidate nassumptions? n- ncorrect
nanswers n-Scenarios nand nSensitivity nAnalysis, nHistorical nReview, nExpert nReview
What nbest ndescribes nsensitivity nanalysis? n- ncorrect nanswers n-Generating
nscenarios nby nentering ndifferent nvalues nfor nthe nassumptions. nGenerating nseveral
ndifferent nscenarios, nboth noptimistic nand npessimistic, nhelps ndetermine nwhich
nassumptions nand nprojections nmake nthe nmost nsense nfor nthe nbusiness. nHelps
nidentify npossible nbest nand nworst-case nscenarios nand nhow nthey naffect
nperformance.
Next nyear nyou nwill nbe nreplacing na nlong-time ngolf nshop nemployee nwith na nnew
nassistant nwho nhas nconsiderable nsales nexperience nand nselling nskills. nYou nwill nbe
npaying nthis nnew nstaff nmember na nhigher nsalary. nWhat nis na nreasonable
nassumption nfor nyou nto nmake? n- ncorrect nanswers n-Productivity nwill nincrease, ngolf
nshop nsales nwill nincrease, nmember nexperience nwill nincrease, noffsetting nthe nhigher
nsalary
In nhis nfirst nyear nat nMeadows nGolf nClub, nthe nHead nProfessional nhas nmade nsome
nassumptions nabout nhow nimprovements nin ncustomer nservices nwill nincrease nthe
ncoming nyear's nsales nvolume. nWhat ntechnique ncould nbe nused nto nbest ntest nthese
nassumptions? n- ncorrect nanswers n-Expert nReview: nrun nideas nby nmore
nexperienced nprofessionals nfor nfeedback
Your nemployer nis ncontemplating nan nincrease nin nweekend ngreen nfees. nShe nwould
nlike nto nknow nhow nthis nincrease nmight naffect nthe nnumber nof nrounds nplayed.
nWhat nwould nprovide nher nwith nthe nbest nestimate? n- ncorrect nanswers n-Linear
nTrend nAnalysis
How nwould nthe nopening nof na nnew ndriving nrange n5 nmiles naway nlikely nbe na
nrelevant nfactor nin nthe nbusiness nplan nfor nthe ncoming nyear? n- ncorrect nanswers n-
For nmaking nassumptions nabout nthe nnumber nof nrounds nlikely nto nbe nplayed nin nthe
ncoming nyear
EXAM WITH ALL NEEDED TO PASS
What nmakes ninterpretation nof nquantitative ndata nmore ndesirable nthan nqualitative
ndata? n- ncorrect nanswers n-Quantitative ninformation nis nclearly ndefined nand nless
nsusceptible nto ndifferences nof nopinion namong npeople ninterpreting nthe ndata
Why nis ncustomer ndemographics nan nexternal nfactor? n- ncorrect nanswers n-Because
nexternal nfactors nare nthe nthings nthat naffect nthe nbusiness nfrom nthe noutside, nand
ncustomer ndemographics nimpact nthe nbusiness nand nare nnot nwithin nthe nbusiness
What ntype nof ninformation nis ntypically nprovided nby nqualitative ndata? n- ncorrect
nanswers n-Qualitative ndata ninforms nthe nplanning nteam n"how" nand n"why" nthings
nare nhappening. nQualitative ndata noften ninforms nthe nplanning nteam nabout nthe
,nquality nof nthe nbusiness nofferings, nsuch nas ncondition nof nthe ncourse, nenjoyment,
nor nsatisfaction nof ncustomers
What nexamples nwould nbe nconsidered ninternal ndata nsources nfor nplanning
npurposes? n- ncorrect nanswers n-These ninclude nstaffing, ncourse nmaintenance,
ntypes nof namenities, nand nbusiness nmarketing nand npromotions- nbasically nanything
nthat ncan nbe ngenerated non nsite.
What ntype nof ndata nis ncost nof ngoods nsold? n- ncorrect nanswers n-Quantitative nData
What ninformation nwould nbe nmost nuseful nto nthe nplanning nteam ninterested nin
nmeasuring nthe nfacility's npast nor ncurrent nsuccesses? n- ncorrect nanswers n-
Quantitative nData
The neffectiveness nof na ngolf nprofessional's nbusiness nplan nfor nmanaging nday-to-
day noperations nin na ngolf nshop ndepends non nwhat? n- ncorrect nanswers n-
Operational nStrategies
How nwould nopportunities nand nthreats nbe ncategorized nin na nSWOT nanalysis? n-
ncorrect nanswers n-External nFactors
How nmight nthe nresults nof na nSWOT nanalysis naffect ncore nbusiness nfunctions? n-
ncorrect nanswers n-A nproperly norganized nand nprioritized nSWOT nanalysis ngives na
nsummary nof nthe ncurrent nstate nof nthe nfacility's nbusiness, nbut nit nalso nhelps
ndetermine nthe ndirection nthe nbusiness nshould ntake. nThe nSWOT nprovides nvaluable
ninput nwhen ndeveloping nnew ngoals, nobjectives, nand nstrategies nfor nimprovement
nlater nin nthe nbusiness nplanning nprocess.
When nconducting na nSWOT nanalysis nfor nHuman nResources, nwhat nare nexamples
nof nrelevant ndata nsources? n- ncorrect nanswers n-Job ndescriptions, nhiring nand
ntraining, nscheduling, nevaluating nand ncontinuing neducation
How nmight nrevenues nbe naffected nat na nnearby ndaily nfee ncourse nif nthe nlocal ntire
nplant nhas nmajor nlayoffs? n- ncorrect nanswers n-There nmay nbe na ndecrease nin
nrounds nand nrevenue nearned
When ndefining na nbusiness, nwhat nare nexamples nof nweaknesses nthat nmay nbe
ndisclosed nby nperforming na nSWOT nanalysis? n- ncorrect nanswers n-If na
nmerchandise nline nis nnot nselling nwell, nis nit nimportant nenough nto ndevote nmoney
nand nenergy nto nimprove nsales, nor nshould nthe nmerchandise nline nbe ndropped nin
nfavor nof none nthat nwill nsell nbetter?
What nis nbeing nevaluated nwhen nreviewing ninformation ndata nfrom ntrends nin nlocal
nconsumer nspending? n- ncorrect nanswers n-Whether na nthreat nis ninternal nor
nexternal
,What nshould ngovern nthe ndecision nto npursue nan nopportunity? n- ncorrect nanswers n-
The nresults nof nthe nSWOT nanalysis
What ncriteria nmust nbe nused nto nimprove nthe nfollowing nobjective: n"Improve nrange
nprofits nand ncustomer nsatisfaction" n? n- ncorrect nanswers n-SMART ngoals
The nnew nmanager nof na nten-year-old nprivate ncourse, ncurrently ndoing nan naverage
nof n5,000 ntournament nrounds nper nyear, nproposes nto nincrease ntournament nrounds
nby n50% nby nthe nend nof nnext nyear. nWhat ncriteria nis nmissing nfrom nthis nproposed
ngoal? n- ncorrect nanswers n-The nobjective nis nnot nrealistic
Provide nexamples nof nhorizontal nanalyses. n- ncorrect nanswers n-Linear nTrend
nAnalysis nand nBase nYear nAnalysis
What nfigure nis nrepresented nin nthe ndivisor nin nthe nlinear ntrend nformula? n- ncorrect
nanswers n-Previous nYear
What ntype nof nanalysis nwould nbe nbest nfor na nfacility nthat nhas njust ncompleted na
nproject nthat nadded nnine nnew nholes nto nthe noriginal n9-hole ncourse? n- ncorrect
nanswers n-Base nYear nAnalysis
Golf nshop nsales nof n$100,000 nyield na ngross nmargin nof n$30,000. nWhat nis nthe
npercentage nof nthe ncost nof ngoods nsold? n- ncorrect nanswers n-Cost nof nGoods nSold
nrepresents nthe nvalue n(at ncost) nof nall nmerchandise nthat nis nsold nto ncustomers,
nstolen, nlost, ndamaged, nor ndestroyed nduring na nparticular nperiod. nThe nmajor
ncomponent nis nthe namount npaid nto nvendors nto nacquire nthe ngoods, nbut nmay nalso
ninclude nthe ncosts nfor nshipping, nticketing, nand nhandling.
If nthe ngross ntarget nmargin nfor nyour ngolf nshop nwere n40 npercent, nwhat nwould nbe
nthe ntarget npercentage nfor nyour ncost nof ngoods nsold? n- ncorrect nanswers n-total
nmerchandise nsales n(100)-cost nof ngoods nsold=gross nmargin n(40); nthen ncost nof
ngoods nsold nwould nbe n60%
According nto nthe nBusiness nPlanning nManual, nwhat nis nusually nthe nlargest
ncontributor nto nthe nbottom-line nprofit nof nthe nfacility? n- ncorrect nanswers n-Rounds
What nis nthe nformula nfor nMerchandise nNet nOperating nIncome? n- ncorrect nanswers
n-Revenue n- n(Cost nof nGoods nSold n+ nOperating nExpenses)
What nevents nwould ncause na nchange nin nthe nforecast nfor ngolf nshop nexpenses? n-
ncorrect nanswers n-Major nevents n(natural ndisaster nor npandemic) nor nthe neconomy
n(ex. ngolf nshop nexpenses nmay nincrease nif nthey nsuddenly nhave nto nbring nin nmore
ngolf nshirts nbecause nthe nshop nis nselling nthrough nthe ncurrent ninventory)
What nmetric nshould nbe npart nof nevery nforecast nregardless nof nthe ntype nof nfacility?
n- ncorrect nanswers n-Rounds
, You nare nmost nconcerned nabout na ndecline nin nbusiness ngrowth. nWhat nmethod
nwould nbe nmost neffective nin nportraying nyour noverall nfinancial nhistory? n- ncorrect
nanswers n-Linear nTrend nAnalysis
For nthe npurpose nof ndeveloping na nbusiness nplan, nwhat nis nthe nbest ndescription nof
ntrend nanalysis? n- ncorrect nanswers n-The npercentage nchange nup nor ndown nfrom
nyear nto nyear. nGives na ngood nunderstanding nof npast nperformance.
By nunderstanding nthe nfactors nthat ncould npotentially naffect nforecasts, nwhat ncan
nPGA nProfessionals nmake nabout nhow nthe nnumbers nwill nchange nto nconstruct
nbetter nfinancial nforecasts? n- ncorrect nanswers n-Use nLinear nTrend nAnalysis
What nis none nof nthe ntechniques nused nto nvalidate nassumptions? n- ncorrect
nanswers n-Scenarios nand nSensitivity nAnalysis, nHistorical nReview, nExpert nReview
What nbest ndescribes nsensitivity nanalysis? n- ncorrect nanswers n-Generating
nscenarios nby nentering ndifferent nvalues nfor nthe nassumptions. nGenerating nseveral
ndifferent nscenarios, nboth noptimistic nand npessimistic, nhelps ndetermine nwhich
nassumptions nand nprojections nmake nthe nmost nsense nfor nthe nbusiness. nHelps
nidentify npossible nbest nand nworst-case nscenarios nand nhow nthey naffect
nperformance.
Next nyear nyou nwill nbe nreplacing na nlong-time ngolf nshop nemployee nwith na nnew
nassistant nwho nhas nconsiderable nsales nexperience nand nselling nskills. nYou nwill nbe
npaying nthis nnew nstaff nmember na nhigher nsalary. nWhat nis na nreasonable
nassumption nfor nyou nto nmake? n- ncorrect nanswers n-Productivity nwill nincrease, ngolf
nshop nsales nwill nincrease, nmember nexperience nwill nincrease, noffsetting nthe nhigher
nsalary
In nhis nfirst nyear nat nMeadows nGolf nClub, nthe nHead nProfessional nhas nmade nsome
nassumptions nabout nhow nimprovements nin ncustomer nservices nwill nincrease nthe
ncoming nyear's nsales nvolume. nWhat ntechnique ncould nbe nused nto nbest ntest nthese
nassumptions? n- ncorrect nanswers n-Expert nReview: nrun nideas nby nmore
nexperienced nprofessionals nfor nfeedback
Your nemployer nis ncontemplating nan nincrease nin nweekend ngreen nfees. nShe nwould
nlike nto nknow nhow nthis nincrease nmight naffect nthe nnumber nof nrounds nplayed.
nWhat nwould nprovide nher nwith nthe nbest nestimate? n- ncorrect nanswers n-Linear
nTrend nAnalysis
How nwould nthe nopening nof na nnew ndriving nrange n5 nmiles naway nlikely nbe na
nrelevant nfactor nin nthe nbusiness nplan nfor nthe ncoming nyear? n- ncorrect nanswers n-
For nmaking nassumptions nabout nthe nnumber nof nrounds nlikely nto nbe nplayed nin nthe
ncoming nyear
