了解一下：国际注册会计师的就业前景怎么样？

正确答案：
6 CERTAIN PRACTICES
Tutorial note: The answer which follows is indicative of the range of points which might be made. Other relevant material will
be given suitable credit.
(a) ‘Lowballing’
Explanation of term
‘Lowballing’ is the ‘loss-leading’ practice in which auditors compete for clients by reducing their fees for statutory audits.
Lower audit fees are then compensated by the auditor carrying out more lucrative non-audit work (e.g. consultancy and tax
advice). Audits may even be offered for free.
Such ‘predatory pricing’ may undercut an incumbent auditor to secure an appointment into which higher price consultancy
services may be sold.
Ethical risks
There is a risk of incompetence if the non-audit work does not materialise and the lowballing firm comes under pressure to
cut corners or resort to irregular practices (e.g. the falsification of audit working papers) in order to ‘keep within budget’.
However, a lack of audit quality may only be discovered if the situation arises that the company collapses and the auditors
are charged with negligence.
If, rather than comprise the quality of the audit, an audit firm substantially increases audit fees, a fee dispute could arise. In
this case the client might refuse to pay the higher fee. It could be difficult then for the firm to take the matter to arbitration
if the client was misled. Thus an advocacy threat may arise.
Financial dependence is a direct incentive that threatens independence. A self-interest threat therefore arises when, having
secured the audit, the audit firm needs the client to retain its services in order to recoup any losses initially incurred.
The provision of many other services gives rise to a self-review threat (as well as a self-interest threat).
Sufficiency of current ethical guidance
In current ethical guidance, the fact that an accountancy firm quotes a lower fee than other tendering firms is not improper,
providing that the prospective client is not misled about:
– the precise range of services that the quoted fee is intended to cover; and
– the likely level of fees for any other work undertaken.
This is clearly insufficient to prevent the practice of lowballing.
Legal prohibitions on the provision of many non-audit services (e.g. bookkeeping, financial information systems design and
implementation, valuation services, actuarial services, internal audit (outsourced), human resource services for executive
positions, investment and legal services) should make lowballing a riskier pricing strategy. This may curb the tendency to
lowball.
Lowballing could be eliminated if, for example, auditors were required to act ‘exclusively as auditors’. Although regulatory
environments have moved towards this there is not a total prohibition on non-audit services.

正确答案：

正确答案：
(b) Supaserve, through its electronic point of sale system (EPOS), is already likely to have useful information on the overall
patterns of buying behaviour in terms of products bought frequently, peak periods, etc. It is less likely to have detailed
information on individual customer purchase patterns, though it may be monitoring where its customers are living, travel
patterns, etc. The introduction of the new online system has the potential to have a major strategic impact on the company
and its relationship with its customers. Impact can be measured by assessing the significance of the change on the company’s
operations and the likelihood of its occurrence. In Michael Porter’s words, ‘the basic tool for understanding the influence of
information technology on companies is the value chain . . . and how it affects both a company’s cost and the value delivered
to buyers’.
Clearly the investment in Internet based technology will affect both the cost and revenue sides of the business. In terms of
operations the company will need to decide the way in which to integrate the new method of customer buying with its
traditional methods. Does it create a separate ‘dedicated’ warehouse operation solely involved with the online business or does
it integrate it within its existing operations? The customer will have immediate access to information on whether goods are in
stock or not, and this may have a significant impact on the procurement systems Supaserve has with its suppliers and the
inbound logistics which get the products to where they are needed for dispatch to the customers.
Online shopping will have a major impact on outbound logistics in that a totally new distribution process will have to be
created. The extent to which this new service is provided in-house by setting up a new activity within Supaserve, or
alternatively is outsourced to specialist distributors is a key decision affecting costs and efficiency. Supaserve’s delivery
performance will be both measurable and potentially available to competitors and a real source of competitive advantage or
disadvantage.
The new online system will have an immediate impact on marketing and sales. Can customers pay over the Internet?
Opportunities for direct marketing to individual customers are opened up and customisation becomes a real possibility.
Customers can link into after-sales services and provide insights into customer satisfaction. On the support side of the value
chain the impact on human resources may be profound and technology lies at the heart of the change. Above all there is a
key need to link the new strategy to the operational systems needed to deliver it.
Clearly, the introduction of the online shopping system offers an opportunity for Supaserve to differentiate itself from its
aggressive competitors. The online service, as suggested above, is likely to appeal to a limited but growing segment of its
customers. In strategic terms it is a focus differentiation strategy enabling Supaserve to provide an improved level of service
to its customers. For this customers are willing to pay a small premium. Perhaps the more significant impact on its profit
margins will be derived from improved levels of customer retention and the attraction of customers who formerly shopped
with its competitors. The ability to sustain its competitive advantage will be measured by the impact on its competitors and
their ability to introduce a similar service.
There are a number of useful models for assessing the impact of an IT related change. These could include the five forces
model and the frameworks developed by Michael Earl assessing the strategic impact of IT. Michael Earl argues persuasively
for the correct alignment between business strategy and IT strategy. Indeed he sees a need for a ‘binary approach’ with the
alignment of IT investment activities in existing ways of doing business as having to be accommodated with the IT investments
associated with more radical change to the ways business is conducted.