ACCA P5 做题笔记.docx

2011.64一 三个财务指标的比较，转换价格，eis4二 平衡计分表、stakeholder mapping5三 关于十三章的building block model（quif）61 解释模型，红字关键63 模型的优势7四 bcg71 衡量属于bcg的哪一个72 这个模型的优缺点83 个人绩效评价与bcg8五 environmental costing82011.129一 关于risk and uncertainty91 三种不同态度92 四种不同的方法（不同的态度会选择什么方法）9二 kpi performance pyramid101 用kpi的8个特点来评价企业的kpi102 解释金字塔如何reach its goal of a coherent set of performance measures（红字一定记住）103 企业如何应用金字塔10三 信息111 discuss the controls and security procedures necessary for management information112 evaluate the usefulness of the pack评价该报告123 统一数据库的优缺点12四 个人业绩 和 十二章121 assessing the shop managers performance for this store132 management style 在十二章13五 quality management quality costs kaizen costing and just-in-time131 impact of collection and use of quality costs142 discuss and evaluate the impact of the kaizen costing approach143 the effect of moving to just-in-time purchasing and production142012.6141 评价现在的performance report并且提出改进方式152 指标的计算（重要）153 解释what gets measured, gets done16二 performance prism161 根据这些数据找kpi162 performance prism，methods of performance improvement17三 六西格玛181 general way in which six sigma is implemented helps improve the quality of performance182 the dmaic process19四 benchmark191 benchmarking process192 evaluate benchmarked position20五 virtual complex business structures202012.1221一 financial 以及 remuneration policy211 assess the recent performance of the three regional offices212 evaluate the choice of net income as the performance measure223 evaluate llas remuneration policy suggesting changes as appropriate23二 关于budgeting241 evaluate the suitability of incremental budgeting at each division242 rolling budget253 recommend any appropriate changes to the budgeting method at the marketing division254 analyse and recommend the appropriate level of participation in budgeting26三 eva roce261 计算eva262 roce27四 关于liquidity and gearing 预测failure271 why indicators of liquidity and gearing need to be considered272 argenti model28五 burns and scapens changes in management accounting291 describe the changes in the role of the management accountant based on burns and scapens work.292 loyalty and awareness302013.630一 服务业 bsc（有举例，记下） blocking model（后两点三条）301 characteristics that differentiate service businesses from manufacturing312 evaluate the current strategic performance report（重要）313 bsc314 difficulties of implementing and using the bsc325 blocking model33二 abm 和 quality331 evaluate the impact of using activity-based costing342 assess how the information on each activity can be used and improved34三 波特五力351 五个方面找出外部环境对企业绩效管理的影响，每方面一个新的measure352 the problems of defining the market in measuring a market share363 risk appetite以及对绩效管理的影响36四 transfer price 转让价格371 current transfer pricing policy382 impact of changing the transfer pricing policy to variable cost383 evaluate the impact of the change in proposed divisional structure392011.6一 三个财务指标的比较，转换价格，eis咖啡机，免费在保修期内保修希望manufacturing/sales (m/s) and service有coordination之前评价两个部门的方法是roi，现在想用ri和eva主要问题是保修期里面的维修费用应该归到生产部门，但如果只是按照成本来算对服务部门划不来1non-controllable return on investment指的是operating profit减去了apportioned head office costs得到的profit before tax再除以capital employed。因此apportioned head office costs指的就是利息的分配。注意，算eva的时候tax一定要用原来的数字，不做任何更改。tax的值是operating profit乘以税率。做这种题目要算出结果，评价结果好坏，评价手段。roi优点：可以比较；不算不能控制的interest；缺点：没有考虑risk；不用cash，容易accounting manipulate，不能align with tsr；随着depreciation结果变好；可能会discourage investment。ri优点：考虑risk缺点：不能比较；不用cash，容易accounting manipulate，不能align with tsreva优点：考虑risk；用了cash；能align with tsr；鼓励投资缺点：不能比较；依赖历史数据2the objective of a transfer pricing system is to allow divisional management to be assessed on the basis of divisional profit and so provide them with motivation while retaining their autonomy标准成本plus法一定要分清variable cost和fixed cost这个题是站在service部门的角度上面考虑，比较outsourcing和使用内部的agreement哪一个更加有利3关于信息系统，eis对于企业的绩效管理的影响。二 平衡计分表、stakeholder mapping一个制药公司，之前用股价和eps，觉得太窄，现在用平衡计分表。告诉你strategy：it began by identifying the objectives from the boards medium term strategy然后the working group then considered the stakeholder perspectives最后finally, this leads to the proposed scorecard of performance measures1 how the implementation of a balanced scorecard delivers a range of performance measures aligned with the corporate strategy？the balanced scorecard is a tool to translate the overall vision of a company into objectives and performance metricsthe scorecard broadens the range of measures by including those that view the business from the perspective of satisfying the customer both in terms of their needs and the ways in which the business can go about satisfying them (internal processes). the final area is focused on the sustainability of the company and its vision into the long term.强调long-term，non-financial（包括quality，innovation等）it is important that in broadening the perspectives of performance measurement, the scorecard does not overwhelm with numbers.2 evaluation of proposed performance measuresfinancial：用股价和eps：these are appropriate to address the objectives of enhancing shareholder wealth, although it has been argued that measures such as economic value added or shareholder value added are better long-term measures of this topic. also, it is more common to use share price and dividend per share to reflect total shareholder return. additionally, measures of survival (cash flows) and growth (in eps) could be considered.customer：不止要注意end user。it should also reflect the concerns of those paying for the products (the government and insurers). therefore, measures of cost in comparison to competitors would be appropriate.其他要注意的：it may be appropriate to reconsider the order of measuresthe difficulty of collecting data on some of the non-financial measures3stakeholder mapping4 公共部门和私营部门在使用平衡计分表的不同the use of the balanced scorecard approach will be of great use to bdr as it emphasises non-financial performance which fits with bdrs objectives relating to quality of drugs and the relationship with key stakeholders.there is also the danger of setting quantifiable measures which are then obsessively pursued without regard to the softer aims of the organisation.bdr will have a more complex balanced scorecard than pt due to the diverse nature of important stakeholders.the primary objective at pt is financial while at bdr there are several key objectives among which there is no clear ranking.stakeholders may have conflicting objectives三 关于十三章的building block model（quif）1 解释模型，红字关键the building block model is an analysis that aims to improve the performance measurement systems of service businessesdimensions fall into two categories: downstream results (competitive and financial performance) and upstream determinants (quality of service, flexibility, resource utilisation and innovation) of those results. these are the areas that yield specific performance metrics for a company. 我们需要衡量的有六个因素。结果的两个和决定因素的四个。standards are the targets set for the metrics chosen from the dimensions measured.要achievable，fairly set。指的是真实结果比较的对象。可以内部比较，和行业平均比较。rewards are the motivators for the employees to work towards the standards set.我们在讨论的时候要注意奖励能不能激励员工2 我们需要衡量的有六个因素。结果的两个和决定因素的四个。3 模型的优势the first improvement obtained by using this model will be to ensure that all the key determinants of success in performance are being measured. the next benefit will be that the targets set for each measure are set in such a way as to engage the staff（achievable，fair）. finally, the reward system will operate in a way to optimally motivate the individual staff members.谈具体一个企业的improvement的时候，我们可以谈企业还可以从哪些方面衡量四个determinant。resource：billable hours worked to the total working hoursinnovation：time it takes to launch a new service once the initial customer need is identified；number of new customer initiatives launched or by the revenue that they generate.flexibility：speed of delivery：要注意punctuality timeliness，用waiting time，days late衡量response to customer specification：质量上coping with demand：数量上quality of service：顾客满意度四 bcg1 衡量属于bcg的哪一个计算结果的比较对象：general economic expansion，1dog：a disposal could be considered unless there are other reasons to keep itcash bow：it will be managed for its cash generative capabilities and will be heavily cost controlled.problem child：the sector appears ripe for consolidation and so either the division should be financed to grow by acquisition or else sold on to another consolidator.star：excellent candidate for investment2 这个模型的优缺点优点：the bcg matrix can be beneficial as it allows the company to view the prospects of its different divisions. a different style of management should be applied to each division based on this analysis. those businesses which are in faster growing sectors will require more capital to be invested and may not generate cash as efficiently from profits.based on profit and return on investment；focused on margins and cash generation缺点：bcg matrix is a very simple method of analysis. for example, using relative market share measured against the largest competitor, where a value of 10 is used as cut off between large and small, means there is only one star or cow per market.it may also be difficult to distinguish the sectors from each other as, for example, it may be difficult to define the difference between a cafe and a restaurant. the model also fails to consider the links between the business units, for example, where the bars or cafes may serve as feeder businesses for late night dance clubs.3 个人绩效评价与bcgthe existing remuneration system is primarily based on the divisions performance compared to budget. it is likely that the management style will be highly cost conscious and conservative as a result. this would be appropriate for the bar and restaurant divisions which foresee low growth.总结就是如果用预算评价绩效，就和快速成长的不符合。五 environmental costing2011.12一 关于risk and uncertaintythe institutional shareholders of mackerel expressed concern about the volatility of the companys earnings（表明了risk-averse）武器承包商准备投标tender，购买的是政府。不过现在经济萧条，政府预算有限500,750，1000三种可能the government has stated it will pay a fixed sum of $75m towards development and then a 19% mark-up on budgeted variable costs.另外spend on design and development会影响固定费用，最少是7.5，但是同时也会让政府购买上升到1000的可能变动成本48000固定成本type 17,500,000type 28,750,000type 310,000,000政府补助7.5m，给的利润是19% mark-up12350045603310206075068405590434010009120787066201 三种不同态度2 四种不同的方法（不同的态度会选择什么方法）risk seekers will aim to maximise the possible returns from the different demand scenarios.risk averse decision-makers will aim to maximise the minimum possible returns from the different demand scenarios.pessimistic decision-makers will choose to focus on the lost profit (regret) compared to the best choice under that demand scenario.a risk neutral manager does not take an optimistic or pessimistic stance. they will choose the option that yields the maximum expected value.design package 1 should be chosen as with unknown probabilities, it carries the least risk.二 kpi performance pyramid电动车，给出使命和一些kpi1 用kpi的8个特点来评价企业的kpi4个从平衡计分表考虑，4个从block model考虑2 解释金字塔如何reach its goal of a coherent set of performance measures（红字一定记住）focuses on the development of a coherent set of objectives from the overall corporate vision.strategic level concerns relate to market and financial factors and these are fed by the tactical level driversthe operational objectives are then derived from the tactical drivers.结构：总结来说就是下面的derived from上面的，然后可以feed、drive上面的功能：help achieve the coherence that the board desires in the performance measurement systemscoherent指的是一致性、一贯性举例：cycle time reductions will improve productivity which will enhance the profitability of cod3 企业如何应用金字塔三个tactic层面的应该用哪些kpi，而且它们应该should be added to the current kpis used by the board然后找出operational performance measures，用四个层面的waste: variance analysis of idle time for employees and materials usagecycle time: products being developed may give an idea of time to market, an average measure of this in months would be more useful.delivery: complaint numbers on deliveryquality: the existing measures of failure costs supply a measure of quality, although variances to budget may be a more helpful presentation. the customer complaint numbers also address this issue三 信息中学。the schools ethos is to promote learning, citizenship and self-confidence among the pupils.每个部门报告方式不同。由于现在部门的数据库和总部的都没有联系在一起，只能用usb送到总部，总部分析的依据只能是报告。所以想要改变it has been suggested that the school should consider improving its information systems by installing a network across the school to link the departmental computers and the administration department. a single database would be created to store all the performance information. the computers would then be linked to the internet in order to facilitate data transfer to other schools in the region and to the government.1 discuss the controls and security procedures necessary for management information如何控制信息管理：1 格式统一2 the reports should be examined periodically to ensure that they are actually being used.3 the cost of producing the reports should be compared to the benefit that they supply.关于safeguardpcs are not in publicly accessible areas. password controlsvirus infection：anti-virus software2 evaluate the usefulness of the pack评价该报告firstly, there is too much information being provided and that information is too detailed for a non-expert audiencesecondly, there appears to be a lack of narrative in the pack to explain the data giventhirdly, the schools ethos provides a guide to the overall mission of the school.fourthly, no statement of financial position information is givenfinally, it would be expected that external comparisons3 统一数据库的优缺点优点：1 removing possible duplication of files and reducing storage requirements by unifying the data in one database.2 facilitate the transfer of information between the departments and the school office making errors in transfer less likely.3 control over security tighter, it will be easier to enforce a policy on the backup of data4 by connecting the network on the internet, communication with key stakeholders such as the government will be improved.5 benchmarking缺点1 opportunities for the spread of viruses and possibly open the network to hackers2 make a loss more catastrophic although backup procedures will reduce this risk3 cost outweigh四 个人业绩 和 十二章however, the budgets that are set are impossible to achieve and as a result i have not been paid any bonus although i feel that i have done everything in my power to bring in good profits.bonus：two factors: performance above budget and the operational directors performance assessment.all inventory purchasing is done centrally证明单位变动成本都一样还有价格只能在设定的10%之内波动。这两点证明profit margin可以假设恒定1 assessing the shop managers performance for this store评价个人业绩的时候一定要注意controllability。分成contribution，controllable profit，uncontrollable来做一个新的报告我们可以把真实结果和revised budgeted对比得出operational variance；revised budgeted和原来的预算对比得出planning variance2 management style 在十二章牢记三种management style。evaluate the performance appraisal system：评价的时候说明是反映了哪一种style可以说明psychological contracts，怎么提高suitable improvements to its reward system：the reward system could move to a more calculative basisperformance appraisal could also recognise longer-term and non-financial factors因此在说performance appraisal的时候，我们可以说management style，psychological contracts。五 quality management quality costs kaizen costing and just-in-time 共产主义带资本主义1 impact of collection and use of quality coststhe costs of quality will probably be hidden in overheads in the standard costing system at tench. they relate to design, inspection and repair and reworking.有两个方面there are quality costs that an accounting system will tend to omit such as the opportunity costthe identification and collection of these costs will probably lead to greater management focus on the quality issue as what gets measured, gets done.the issues discussed above represent the traditional view of quality costs where there is an optimal effort that minimises but does not eliminate quality faults.2 discuss and evaluate the impact of the kaizen costing approach对于持续改进很有价值。kaizen costing can respond more easily to a dynamic business environment. standard costing is used to control costs while kaizen costing focuses on cost reduction.我自己的笔记对这个讲的不错3 the effect of moving to just-in-time purchasing and production分析优缺点关于noting the impact on performance measures at tench.指的是我们需要去衡量哪些指标来告诉我们有没有很好的moving。2012.6一餐馆，三个合伙人，一个管厨房，一个管服务，一个管财务、进货等其他。1 评价现在的performance report并且提出改进方式报告格式：to: j sumfrom: a accountantdate: 8 june 2012subject: performance reporting and management at metisthis report assesses the existing performance reporting at metis and suggests improvements and new measures of performance in the business. additionally, it considers the impact that performance measurement has on management activity.评价企业的绩效报告的方式的时候，可以引入模型。1 no cash measures of performance，应该refining their long-term goal in order to make it a more precise statement2 there is too much unnecessary information (e.g. the detail on operating costs). the style of presentation could easily be confusing to a non-accountant。应该the use of more percenta