ACCA机考考试注意事项
发布时间:2022-02-03
关于ACCA机考考试注意事项有哪些呢?今天51题库考试学习网就为大家带来了一些ACCA考试机考相关的内容,感兴趣的小伙伴快来围观吧!
对于ACCA的F阶段采用全面机考的模式,前三门考试可以预约随时机考。而F阶段的剩下几门科目,可参加每年全球统一的分季机考进行考试。
一、ACCA机考报名须知
1. 报名机考的学员,在得到机考中心考试通知后,携带本人身份证、 ACCA注册号、考试费用到机考中心进行考试报名。
2. 学员提交相关材料和费用后,由机考中心工作人员为考生进行安排考试。P.S 学员可以在网上获取机考中心的联系方式,提前预约机考时间。
二、ACCA考前准备
1. 考生须在开始前30分钟到达ACCA考试地点 ,由监考老师对考生进行核查考生本人身份证、 ACCA 注册号。
2. 考生可选择开考前进行网上测试,也可选择开考前1小时到达考点,在机考中心进行测试,熟悉机考流程。
3. 考生在考试开始前 15 分钟经过监考老师批准方可进入考场。逾时不得再进入考场。
三、进入考场
1. 考生进入考场后必须把考试相关书籍材料等放到指定位置,并将手机等通讯设备关闭。考生只允许携带本人身份证、笔、单功能计算器进入考场,否则一律按作弊处理。
2.考试开始前,监考人员会宣读考场纪律;考生需要在电脑上输入个人信息,监考人员会核对考生的身份;身份核对后,电脑上会显示出3页考试操作指南,考生仔细阅读,得到监考人员的允许后才可点击考试科目,开始考试。
3.考试开始时,题目会直接在屏幕上显示,请直接在电脑上输入答案。
4.考试结束后,需要打印2份考试成绩通知单,自己保留一份,机考中心保留一份。
5.机考中心会在考试结束后上传考试成绩,72小时内成绩会上传到考生的MYACCA成绩记录中。
6. 考试费用一旦缴付,如因考生自身原因缺考,作弃权处理,不须考虑退款事宜。
7. ACCA机考中心保留因不可抗力因素调整机考时间或取消考试的权力。上一张机考样卷,让你随意感受下考试氛围!ACCA机考费用F1-F3考试各个机考中心价格略有不同,请以当地实际报名为准。
以上就是今天分享的ACCA考试相关的全部内容,如需了解更多ACCA考试相关的信息,请多多关注51题库考试学习网!
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) Explanations of the various matters. (11 marks)
(b) Related matters
(i) National insurance contributions in 2007/08
The profit for the period ending 31 March 2008 is expected to be £1,200 (£400 x 3).
No class 2 contributions will be due as the profit is less than the small earnings exception limit of £4,465.
No class 4 contributions will be due as the profit is less than the lower profits limit of £5,035.
Tutorial note
Adam will have paid class 1 contributions in respect of his earnings from Rheims Ltd, thus preserving his entitlement
to state benefits and pension, and therefore there is no disadvantage in claiming the small earnings exemption from
class 2 contributions.
(ii) Purchase and renovation of the theatre
The theatre is a capital purchase that does not qualify for capital allowances as it is a building but not an industrial
building. Accordingly, the cost of purchasing the theatre will not give rise to a tax deduction for the purpose of computing
AS’s taxable trading income.
The tax treatment of the renovation costs may be summarised as follows:
– The costs will be disallowed if the renovations are necessary before the theatre can be used for business purposes.
This is because they will be regarded as further capital costs of acquiring appropriate premises.
– Some of the costs may be allowable if the condition of the theatre is such that it can be used in its present state
and the renovations are more in the nature of cosmetic improvements.
(iii) VAT position
The grant of a right to occupy the theatre in exchange for rent is an exempt supply. Accordingly, as all of AS’s activities
will be regarded as one for VAT purposes, AS will become partially exempt once he begins to rent out the theatre.
AS will be able to recover the input tax that is directly attributable to his standard rated supplies, i.e. those in connection
with the supply of children’s parties. He will also be able to recover a proportion of the input tax on his overheads; the
proportion being that of his total supplies that are standard rated.
The remainder of his input tax will only be recoverable if it is no more than £625 per month on average and no more
than 50% of his total input tax.
If AS were to opt to tax the theatre, the right to occupy the theatre in exchange for rent would then be a standard rated
supply. AS could then recover all of his input tax, regardless of the amount attributable to the rent, but would have to
charge VAT on the rent and on any future sale of the building.
The decision as to whether or not to opt to tax the theatre will depend on:
– the amount of input tax at stake; and
– whether or not those who rent the theatre are in a position to recover any VAT charged.
2 Ice-Time Ltd (ITL) manufactures a range of sports equipment used in a variety of winter-sports in Snowland.
Development engineers within ITL have recently developed a prototype of a small engine-propelled bobsleigh named
the ‘Snowballer’, which has been designed for use by young children. The directors of ITL recently spent £200,000
on market research, the findings of which led them to believe that a market exists for the Snowballer.
The marketing director has suggested that ITL should use the ‘Olympic’ brand in order to market the Snowballer.
The finance director of ITL has gathered relevant information and prepared the following evaluation relating to the
proposed manufacture and sale of the Snowballer.
(1) Sales are expected to be 3,200 units per annum at a selling price of £2,500 per unit.
(2) Variable material, labour, and overhead costs are estimated at £1,490 per unit.
(3) In addition, a royalty of £150 per unit would be payable to Olympic plc, for the use of their brand name.
(4) Fixed overheads are estimated at £900,000 per annum. These overheads cannot be avoided until the end of the
year in which the Snowballer is withdrawn from the market.
(5) An initial investment of £5 million would be required. A government grant equal to 50% of the initial investment
would be received on the date the investment is made. However, because the Snowballer would be classified as
a luxury good, no tax allowances would be available on this initial investment. The estimated life cycle of the
Snowballer is six years.
(6) Corporation tax at the rate of 30% per annum is payable in the year in which profit occurs.
(7) All cash flows are stated in current prices and, with the exception of the initial investment and the government
grant, will occur at the end of each year.
(8) The nominal cost of capital is 15·44%. Annual inflation during the period is expected to amount to 4%.
Required:
(a) Calculate the net present value (NPV) of the Snowballer proposal and recommend whether it should be
undertaken by the directors of ITL. (4 marks)
(b) Advise the management of SCC Ltd of THREE strategies that should be considered in order to improve the
future performance of SCC Ltd. (6 marks)
(b) The four quadrants of the Boston-growth share matrix summarise expected profits and resultant cash flows and recommends
an outline strategy to follow which rather simplistically may be summarised as invest in stars, scrutinise the problem children,
milk the cows and divest the dogs.
Value Chain Analysis
It is vital that the management of SCC Ltd undertake a value chain analysis of each of its divisions in order to identify and
eliminate all non-value added activities, thereby improving profitability and cash flow without necessarily increasing turnover
or market share.
Divestment of the Footwear division
Serious consideration should be given to the divestment of the Footwear division. This will enable resources to be redirected
to divisions categorised as problem children i.e. the Industrial and Children’s divisions.
Support the Stars
As far as the Fashion division is concerned, it is obviously in a growth market and currently performing well. It is vital, given
the forecast performance of the other subsidiaries that the management of SCC Ltd do not concentrate on the poor performers
to the detriment of its only star.
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