ACCA考试机考湖南省预约流程是怎么样的？

正确答案：
(c) (i) Organic Foods Ltd (OFL) with a market share of 6·66% is the market leader at 30 November 2005 and is forecast to
have a market share of 8% by 30 November 2007. Operating profits appear to be healthy and therefore it seems
reasonable to regard OFL as a current ‘strength’ of Diverse Holdings Plc. This is supported by the fact that OFL has built
up a very good reputation as a supplier of quality produce.
Haul Trans Ltd was acquired on 1 December 2005 and has a demonstrable record of recent profitability. It is noticeable
that the profitability of HTL is forecast to increase by 40% (excluding inflation) during its first two years of ownership.
No one organisation appears to dominate the market. Forecast profits are expected to grow significantly from an almost
static turnover and thus more information is required regarding how this increase in profitability is to be achieved.
Management may have identified opportunities for achieving significant cost savings and/or forming business
relationships with new and more profitable customers, while ceasing to service those customers who are less profitable.
Kitchen Appliances Ltd (KAL) has been identified as both a weakness and threat. KAL’s market is slowly contracting,
but its share is falling more quickly. It was almost the market leader at 30 November 2005. Judging by its fall in the
level of operating profit KAL is carrying heavy fixed costs which must make it more difficult to compete. Indeed, it is
forecast to make a loss during the year ending 30 November 2007. KAL has suffered from squeezed margins as a
consequence of competition from low cost imports. The situation may be further exacerbated as competition from abroad
intensifies.
Paper Supplies Ltd (PSL) has stood still in a growing market, one which is dominated by a single supplier. PSL appears
to be struggling to achieve any growth in turnover, profits and therefore cash flow. PSL cannot really compete with a
narrow range of products and only two customers.
Office Products Ltd (OPL) is growing but appears unable to increase its operating profit in % terms. It appears to be
operating in a high-growth market but unable to achieve a reasonable market share in spite of the fact that its products
are highly regarded by health and safety experts.

正确答案：
(d) One of the most widely used models to identify excellence is that of Peters and Waterman developed in their research into
excellent American companies. Interestingly, they agreed with Leavitt in that the companies identified as excellent, whether
they were manufacturers or service businesses, could be seen as offering an excellent service to their customers. This required
them to understand what their customers really valued and then put in place the resources, competences and decision making
processes that delivered the desired attributes. Excellence was positively associated with innovation. Using their checklist of
excellent attributes, Universal could see to be excellent in the following ways:
A bias for action – there is evidence to suggest that both Matthew and Simon are action orientated. They showed an admirable
willingness to experiment and develop a service that added significant value to the customer experience.
Hands-on, value driven – again, the commitment to deliver a quality service – one that they are totally familiar with and able
to deliver themselves – suggests that this value is communicated and shared with staff. The use of self employed installers
and sales people make this commitment particularly important.
Close to the customer – all the evidence points to a real and deep understanding of customer needs. The opportunity for the
business stems from the poor customer service provided by their small competitors. Systems are designed to achieve the ‘no
surprises’ service, which leads to significant levels of customer recommendation and advocacy.
Autonomy and entrepreneurship – there is evidence of a strong belief that individuals and teams should be encouraged to
compete with one another, but not in ways that compromise the quality of the service delivered.
Simple form. – lean staff – Universal is a small functionally managed firm. There is no evidence of creating a large
headquarters, since managers are closely involved with the day-to-day management of their function.
Productivity through people – people are key to the service provided and there is recognition that teams are crucial to the
firm’s growth and success.
Simultaneous loose-tight properties – more difficult to identify in a small company, but there is clearly commitment to shared
values and giving people the freedom to achieve results within this value framework.
These measures of excellence again show the importance of ‘hard’ and ‘soft’ factors in achieving outstanding performance.
An alternative interpretation is to see these attributes as critical success factors, which if achieved, are clearly linked to key
performance indicators. Universal’s growth shows the link between strategy and the qualities needed to achieve this growth.
The ubiquitous balanced scorecard could also be used to measure four key criteria of company performance and
benchmarking the company against the major installers could also provide evidence of excellence. The recent gaining of a
government award for Universal’s contribution to inner city job creation is also a useful indicator of all round excellence.

正确答案：
(a) To: Board of directors
From: Management Accountant
Date: 8 June 2007
The potential benefits of the adoption of a balanced scorecard approach to performance measurement within GER are as
follows:
A broader business perspective
Financial measures invariably have an inward-looking perspective. The balanced scorecard is wider in its scope and
application. It has an external focus and looks at comparisons with competitors in order to establish what constitutes best
practice and ensures that required changes are made in order to achieve it. The use of the balanced scorecard requires a
balance of both financial and non-financial measures and goals.
A greater strategic focus
The use of the balanced scorecard focuses to a much greater extent on the longer term. There is a far greater emphasis on
strategic considerations. It attempts to identify the needs and wants of customers and the new products and markets. Hence
it requires a balance between short term and long term performance measures.
A greater focus on qualitative aspects
The use of the balanced scorecard attempts to overcome the over-emphasis of traditional measures on the quantifiable aspects
of the internal operations of an organisation expressed in purely financial terms. Its use requires a balance between
quantitative and qualitative performance measures. For example, customer satisfaction is a qualitative performance measure
which is given prominence under the balanced scorecard approach.
A greater focus on longer term performance
The use of traditional financial measures is often dominated by financial accounting requirements, for example, the need to
show fixed assets at their historic cost. Also, they are primarily focused on short-term profitability and return on capital
employed in order to gain stakeholder approval of short term financial reports, the longer term or whole life cycle often being
ignored.
The limitations of a balanced scorecard approach to performance measurement may be viewed as follows:
The balanced scorecard attempts to identify the chain of cause and effect relationships which will provide the stimulus for
the future success of an organisation.
Advocates of a balanced scorecard approach to performance measurement suggest that it can constitute a vital component
of the strategic management process.
However, Robert Kaplan and David Norton, the authors of the balanced scorecard concept concede that it may not be suitable
for all firms. Norton suggests that it is most suitable for firms which have a long lead time between management action and
financial benefit and that it will be less suitable for firms with a short-term focus. However, other flaws can be detected in
the balanced scorecard.
The balanced scorecard promises to outline the theory of the firm by clearly linking the driver/outcome measures in a cause
and effect chain, but this will be difficult if not impossible to achieve.
The precise cause and effect relationships between measures for each of the perspectives on the balanced scorecard will be
complex because the driver and outcome measures for the various perspectives are interlinked. For example, customer
satisfaction may be seen to be a function of several drivers, such as employee satisfaction, manufacturing cycle time and
quality. However, employee satisfaction may in turn be partially driven by customer satisfaction and employee satisfaction
may partially drive manufacturing cycle time. A consequence of this non-linearity of the cause and effect chain (i.e., there is
non-linear relationship between an individual driver and a single outcome measure), is that there must be a question mark
as to the accuracy of any calculated correlations between driver and outcome measures. Allied to this point, any calculated
correlations will be historic. This implies that it will only be possible to determine the accuracy of cause and effect linkages
after the event, which could make the use of the balanced scorecard in dynamic industries questionable. If the market is
undergoing rapid evolution, for example, how meaningful are current measures of customer satisfaction or market share?
These criticisms do not necessarily undermine the usefulness of the balanced scorecard in presenting a more comprehensive
picture of organisational performance but they do raise doubts concerning claims that a balanced scorecard can be
constructed which will outline a clear cause and effect chain between driver and outcome measures and the firm’s financial
objectives.

正确答案：
(ii) On the other hand, the job description is based on information gathered from a job analysis and defines the position and role
that has to be fulfilled. It is a statement of the component tasks, duties, objectives and standards. It describes the purpose
and relationships of the specific job together with the physical, social and economic factors which affect it. Fundamentally, it
describes the job to be done.