北京市考生：2020年ACCA国际会计师考试时间是如何安排的？

正确答案：
2 IFRS3 (Revised) is a further development of the acquisition model and represents a significant change in accounting for business
combinations. The consideration is the amount paid for the business acquired and is measured at fair value. Consideration will
include cash, assets, contingent consideration, equity instruments, options and warrants. It also includes the fair value of all equity
interests that the acquirer may have held previously in the acquired business. The principles to be applied are that:
(a) a business combination occurs only in respect of the transaction that gives one entity control of another
(b) the identifiable net assets of the acquiree are re-measured to their fair value on the date of the acquisition
(c) NCI are measured on the date of acquisition under one of the two options permitted by IFRS3 (Revised).
An equity interest previously held in the acquiree which qualified as an associate under IAS28 is similarly treated as if it were
disposed of and reacquired at fair value on the acquisition date. Accordingly, it is re-measured to its acquisition date fair value, and
any resulting gain or loss compared to its carrying amount under IAS28 is recognised in profit or loss. Thus the 30% holding in
the associate which was previously held will be included in the consideration. If the carrying amount of the interest in the associate
is not held at fair value at the acquisition date, the interest should be measured to fair value and the resulting gain or loss should
be recognised in profit or loss. The business combination has effectively been achieved in stages.
The fees payable in transaction costs are not deemed to be part of the consideration paid to the seller of the shares. They are not
assets of the purchased business that are recognised on acquisition. Therefore, they should be expensed as incurred and the
services received. Transaction costs relating to the issue of debt or equity, if they are directly attributable, will not be expensed but
deducted from debt or equity on initial recognition.
It is common for part of the consideration to be contingent upon future events. Marrgrett wishes some of the existing
shareholders/employees to remain in the business and has, therefore, offered share options as an incentive to these persons. The
issue is whether these options form. part of the purchase consideration or are compensation for post-acquisition services. The
conditions attached to the award will determine the accounting treatment. In this case there are employment conditions and,
therefore, the options should be treated as compensation and valued under IFRS2 ‘Share based payment’. Thus a charge will
appear in post-acquisition earnings for employee services as the options were awarded to reward future services of employees
rather than to acquire the business.
The additional shares to a fixed value of $50,000 are contingent upon the future returns on capital employed. Marrgrett only wants
to make additional payments if the business is successful. All consideration should be fair valued at the date of acquisition,
including the above contingent consideration. The contingent consideration payable in shares where the number of shares varies
to give the recipient a fixed value ($50,000) meets the definition of a financial liability under IAS32 ‘Financial Instruments:
Presentation’. As a result the liability will have to be fair valued and any subsequent remeasurement will be recognised in the
income statement. There is no requirement under IFRS3 (Revised) for the payments to be probable.
Intangible assets should be recognised on acquisition under IFRS3 (Revised). These include trade names, domain names, and
non-competition agreements. Thus these assets will be recognised and goodwill effectively reduced. The additional clarity in
IFRS3 (Revised) could mean that more intangible assets will be recognised on acquisition. As a result of this, the post-combination
income statement may have more charges for amortisation of the intangibles than was previously the case.
The revised standard gives entities the option, on a transaction by transaction basis, to measure non-controlling interests (NCI) at
the fair value of the proportion of identifiable net assets or at full fair value. The first option results in measurement of goodwill on
consolidation which would normally be little different from the previous standard. The second approach records goodwill on the
NCI as well as on the acquired controlling interest. Goodwill is the residual but may differ from that under the previous standard
because of the nature of the valuation of the consideration as previously held interests are fair valued and also because goodwill
can be measured in the above two ways (full goodwill and partial goodwill). The standard gives entities a choice for each separate
business combination of recognising full or partial goodwill. Recognising full goodwill will increase reported net assets and may
result in any future impairment of goodwill being of greater value. Measuring NCI at fair value may have some difficulties but
goodwill impairment testing may be easier under full goodwill as there is no need to gross-up goodwill for partly-owned
subsidiaries. The type of consideration does not affect goodwill regardless of how the payment is structured. Consideration is
recognised in total at its fair value at the date of acquisition. The form. of the consideration will not affect goodwill but the structure
of the payments can affect post-acquisition profits. Contingent payments which are deemed to be debt instruments will be
remeasured at each reporting date with the change going to the income statement.
Marrgrett has a maximum period of 12 months to finalise the acquisition accounting but will not be able to recognise the
re-organisation provision at the date of the business combination. The ability of the acquirer to recognise a liability for reducing or
changing the activities of the acquiree is restricted. A restructuring provision can only be recognised in a business combination
when the acquiree has at the acquisition date, an existing liability which complies with IAS37 ‘Provisions, contingent liabilities and
contingent assets’. These conditions are unlikely to exist at the acquisition date. A restructuring plan that is conditional on the
completion of a business combination is not recognised in accounting for the acquisition but the expense will be met against
post-acquisition earnings.
IAS27 (Revised) uses the economic entity model whereas previous practice used the parent company approach. The economic
entity model treats all providers of equity capital as shareholders of the entity even where they are not shareholders in the parent.
A partial disposal of an interest in a subsidiary in which control is still retained is seen as a treasury transaction and accounted for
in equity. It does not result in a gain or loss but an increase or decrease in equity. However, where a partial disposal in a subsidiary
results in a loss of control but the retention of an interest in the form. of an associate, then a gain or loss is recognised in the whole
interest. A gain or loss is recognised on the portion that has been sold, and a holding gain or loss is recognised on the interest
retained being the difference between the book value and fair value of the interest. Both gains/losses are recognised in the income
statement.

正确答案：
(c) (i) Protection products
Henry is still working and has a mortgage to support. He therefore needs to protect not only his assets but also cover
any debt, or the ability to repay. The following protection policies are relevant to Henry’s situation.
Life assurance
This is a form. of insurance that pays out on a chargeable event, usually death. The main types are:
– Term Assurance which provides cover for a fixed term with the sum assured payable only on death. No investment
benefits or payments arise on survival.
– Whole of Life Assurance where the policy provides life protection. The sum assured is payable on death at any time
and usually some form. of investment benefit will accrue in the form. of a surrender value.
A qualifying policy will give a tax-free lump sum that could, for example, be used to repay the mortgage.
Permanent health insurance
Permanent health insurance policies are designed to provide the policyholder with a benefit if s/he is unable to work
through sickness or if s/he needs medical expenses or long-term care.
This would provide Henry with an income in the event of illness – again useful given his mortgage, and would avoid
the need to liquidate other assets to pay the mortgage or ongoing costs.
Critical illness insurance
These policies provide a capital sum where a critical illness (from a large range listed in the policy) is diagnosed.
For the same reasons above, Henry should consider this in conjunction with permanent health insurance.
Note: Marks will also be given for other relevant protection products, e.g. specific mortgage protection insurance linked
to an event other than death.

正确答案：
(b) Johnson, Scholes and Whittington define a strategic alliance as ‘where two or more organisations share resources and
activities to pursue a strategy’. There are a number of types of alliance ranging from a formal joint venture through to networks
where there is collaboration but no formal agreement. The type of strategic alliance will be affected by how quickly market
conditions are changing – swift rates of change may require flexible less formal types of alliance and determine whether
specific dedicated resources are required or whether the partners can use existing resources. Johnson, Scholes and
Whittington argue that for an alliance to be successful there needs to be a clear strategic purpose and senior management
support; compatibility between the partners at all levels – this may be complicated if it is a cross-border alliance; time spent
defining and meeting performance expectations including clear goals, governance and organisational arrangements; and
finally trust both in terms of respective competences and trustworthiness.

6D–ENGAA
Paper 3.5
6D–ENGAA
Paper 3.5
The advantages that may be gained by a successful strategic alliance include creating a joint operation that has a ‘critical
mass’ that may lead to lower costs or an improved offer to the customer. It may also allow each partner to specialise in areas
where they have a particular advantage or competence. Interestingly, alliances are often entered into where a company is
seeking to enter new geographical markets, as is the case with both divisions. The partner brings local knowledge and
expertise in distribution, marketing and customer support. A good strategic alliance will also enable the partners to learn from
one another and develop competences that may be used in other markets. Often firms looking to develop an e-business will
use an alliance with a partner with experience in website development. Once its e-business is up and running a firm may
eventually decide to bring the website design skills in-house and acquire the partner.
Disadvantages of alliances range from over-dependence on the partner, not developing own core competences and a tendency
for them not to have a defined end date. Clearly there is a real danger of the partner eventually becoming a competitor.
In assessing the suitability for each division in using a strategic alliance to enter European markets one clearly has to analyse
the very different positions of the divisions in terms of what they can offer a potential partner. The earlier analysis suggests
that the Shirtmaster division may have the greater difficulty in attracting a partner. One may seriously question the feasibility
of using the Shirtmaster brand in Europe and the competences the division has in terms of manufacturing and selling to large
numbers of small independent UK clothing retailers would seem inappropriate to potential European partners. Ironically, if
the management consultant recommends that the Shirtmaster division sources some or all of its shirts from low cost
manufacturers in Europe this may provide a reason for setting up an alliance with such a manufacturer.
The prospects of developing a strategic alliance in the Corporate Clothing division are much more favourable. The division
has developed a value added service for its corporate customers, indeed its relationship with its customers can be seen as a
relatively informal network or alliance and there seems every chance this could be replicated with large corporate customers
in Europe. Equally, there may be European workwear companies looking to grow and develop who would welcome sharingthe Corporate Clothing division’s expertise.