2019年ACCA考试F3科目考试教材变化情况
发布时间:2020-03-12
ACCA官方是在每年的7、8月份发布新教材,因此参加第一、二考试季ACCA考试的考生通常是使用去年的考试教材。所以,一些正在备考2020年6月份ACCA考试的小伙伴就在网上询问,2019年的ACCA教材有哪些变化。下面,51题库考试学习网为大家带来ACCA考试教材的相关信息,以供参考。
从考试大纲来看,F3科目教材内容是有一定变化的,那就是settlement discount这一块儿。变化的原因,是IFRS15收入准则的更新。改革之前是作为费用或者收入处理,但是在改革后由于收入的不确定性,导致settlement的处理,要看顾客是否预期采纳该折扣,如果说预期采纳,这折扣直接减去,供应商后期收到钱后不做处理,但是如果后期顾客没有按约定时间付款,那么供应商再收到全款的时候会额外再做一笔收入,将其补起来。而如果说预期不采纳,那么就直接全额做账,在后期收到全款时候正常处理,但如果提前还款了,那么就要反向冲销,做一笔费用,把之前做账的折扣减掉。这一点是小伙伴们使用教材学习时,需要注意的一个地方。
虽然考试教材内容大致上不会发生变化,但是ACCA考试教材的配套练习册是半年换一次,2,3月和7,8月,与考试同步。配套练习册每次的变化就是加入上一次考试的试题,并且删除一些以前的试题,总的收录试题数差不多。因此,小伙伴们使用练习册练习时,就要购买最新版本。
以上就是关于ACCA考试教材的相关情况。51题库考试学习网提醒:ACCA教材内容大体上是不会发生明显变化的,因此小伙伴们在学习时要格外注意教材发生变化的地方。最后,51题库考试学习网预祝准备参加2020年ACCA考试的小伙伴都能顺利通过。
下面小编为大家准备了 ACCA考试 的相关考题,供大家学习参考。
(b) For this part, assume today’s date is 1 May 2010.
Bill and Ben decided not to sell their company, and instead expanded the business themselves. Ben, however,
is now pursuing other interests, and is no longer involved with the day to day activities of Flower Limited. Bill
believes that the company would be better off without Ben as a voting shareholder, and wishes to buy Ben’s
shares. However, Bill does not have sufficient funds to buy the shares himself, and so is wondering if the
company could acquire the shares instead.
The proposed price for Ben’s shares would be £500,000. Both Bill and Ben pay income tax at the higher rate.
Required:
Write a letter to Ben:
(1) stating the income tax (IT) and/or capital gains tax (CGT) implications for Ben if Flower Limited were to
repurchase his 50% holding of ordinary shares, immediately in May 2010; and
(2) advising him of any available planning options that might improve this tax position. Clearly explain any
conditions which must be satisfied and quantify the tax savings which may result.
(13 marks)
Assume that the corporation tax rates for the financial year 2005 and the income tax rates and allowances
for the tax year 2005/06 apply throughout this question.
(b) [Ben’s address] [Firm’s address]
Dear Ben [Date]
A company purchase of own shares can be subject to capital gains treatment if certain conditions are satisfied. However, one
of these conditions is that the shares in question must have been held for a minimum period of five years. As at 1 May 2010,
your shares in Flower Limited have only been held for four years and ten months. As a result, the capital gains treatment will
not apply.
In the absence of capital gains treatment, the position on a company repurchase of its own shares is that the payment will
be treated as an income distribution (i.e. a dividend) in the hands of the recipient. The distribution element is calculated as
the proceeds received for the shares less the price paid for them. On the basis that the purchase price is £500,000, then the
element of distribution will be £499,500 (500,000 – 500). This would be taxed as follows:
2 The Information Technology division (IT) of the RJ Business Consulting Group provides consulting services to its
clients as well as to other divisions within the group. Consultants always work in teams of two on every consulting
day. Each consulting day is charged to external clients at £750 which represents cost plus 150% profit mark up. The
total cost per consulting day has been estimated as being 80% variable and 20% fixed.
The director of the Human Resources (HR) division of RJ Business Consulting Group has requested the services of
two teams of consultants from the IT division on five days per week for a period of 48 weeks, and has suggested that
she meets with the director of the IT division in order to negotiate a transfer price. The director of the IT division has
responded by stating that he is aware of the limitations of using negotiated transfer prices and intends to charge the
HR division £750 per consulting day.
The IT division always uses ‘state of the art’ video-conferencing equipment on all internal consultations which would
reduce the variable costs by £50 per consulting day. Note: this equipment can only be used when providing internal
consultations.
Required:
(a) Calculate and discuss the transfer prices per consulting day at which the IT division should provide
consulting services to the HR division in order to ensure that the profit of the RJ Business Consulting Group
is maximised in each of the following situations:
(i) Every pair of consultants in the IT division is 100% utilised during the required 48-week period in
providing consulting services to external clients, i.e. there is no spare capacity.
(ii) There is one team of consultants who, being free from other commitments, would be available to
undertake the provision of services to the HR division during the required 48-week period. All other
teams of consultants would be 100% utilised in providing consulting services to external clients.
(iii) A major client has offered to pay the IT division £264,000 for the services of two teams of consultants
during the required 48-week period.
(12 marks)
(a) (i) The transfer price of £750 proposed by the IT division is based on cost plus 150% from which it can be deduced that
the total cost of a consulting day is (100/250) x £750 = £300. This comprises £240 (80%) variable cost and £60
(20%) fixed cost. In this instance the transfer price should be set at marginal costs plus opportunity cost. It is assumed
in this situation that transferring internally would result in the IT division having a lost contribution of £750 – £240 =
£510 per consulting day. The marginal cost of the transfer of services to the HR division is £190 (£240 external variable
costs less £50 saving due to use of internal video-conferencing equipment). Adding the opportunity cost of £510 gives
a transfer price of £700 per consulting day. This is equivalent to using market price as a basis for transfer pricing where
the transfer price is set at the external market price (£750) less any costs avoided (£50) by transferring internally.
(ii) There is in effect no external market available for one of the required pairs of consultants within the IT division and
therefore opportunity cost will not apply and transfers should be made at the variable cost per consulting day of £190.
The other pair of consultants, who would otherwise be 100% utilised in providing consulting services to external clients,
should be charged at a rate of £700 per day which represents marginal cost plus opportunity cost.
(iii) The lost contribution from the major client amounts to £264,000/(2 x 240) = £550 less variable costs of £240 =
£310 per consulting day. Thus, in this instance the transfer price should be the contribution foregone of £310 plus
internal variable costs of £190 making a total of £500 per consulting day.
(ii) A proposal which will increase the after tax proceeds from the sale of the Snapper plc loan stock and a
reasoned recommendation of a more appropriate form. of external finance. (3 marks)
(ii) Proposal to increase the after tax proceeds from the sale of the loan stock
AS should delay the sale of the loan stock until after 5 April 2008. The gain made at the time of the takeover would
then crystallise in 2008/09 and would be covered by the annual exemption for that year. The net proceeds would be
increased by the capital gains tax saved of £3,446 (£8,616 x 40%).
More appropriate forms of external finance
A bank overdraft is not the most appropriate form. of long term business finance. This is because the bank can demand
repayment of the overdraft at any time and the rates of interest charged are fairly high.
AS should seek long term finance for his long term business needs, for example a bank loan secured on the theatre, and
use the bank overdraft to finance the working capital required on a day-to-day basis.
(b) Discuss FOUR factors that distinguish service from manufacturing organisations and explain how each of
these factors relates to the services provided by the Dental Health Partnership. (5 marks)
(b) The major characteristics of services which distinguish services from manufacturing are as follows:
– Intangibility.
When a dentist provides a service to a client there are many intangible factors involved such as for example the
appearance of the surgery, the personality of the dentist, the manner and efficiency of the dental assistant. The output
of the service is ‘performance’ by the dentist as opposed to tangible goods.
– Simultaneity.
The service provided by the dentist to the patient is created by the dentist at the same time as the patient consumed it
thus preventing any advance verification of quality.
– Heterogeneity.
Many service organisations face the problem of achieving consistency in the quality of its output. Whilst each of the
dentists within the Dental Health Partnership will have similar professional qualifications there will be differences in the
manner they provide services to clients.
– Perishability.
Many services are perishable. The services of a dentist are purchased only for the duration of an appointment.
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