2019ACCA这些免考福利政策你都清楚了吗？

正确答案：

 

When considering the shortfall
– The family’s expenditure is likely to increase as the children get older, particularly if there is a need for school fees.
– There will be a need for some cash immediately to pay for the cost of the funeral.
– It is assumed that the whole of Jane’s estate has been left to Charles such that there will be no inheritance tax on her
death.
– The shortfall may be reduced by:
(i) State benefits and tax credits.
(ii) Expenditure on non-essential items, e.g. holidays and entertainment included in the annual expenditure of
￡45,500.
(iii) The income generated by Charles if he were to return to work.
– The shortfall may be increased by additional child-care costs due to Charles being a single parent, particularly if he
returns to work full-time.
Further information required
– The level of state benefits and tax credits available to Charles.
– The current level of expenditure on non-essential items.
– The costs of child-care if Charles were to return to work.
– Details of any wills made by Charles or Jane.
– Whether Charles’ investment properties could be sold and the proceeds invested in assets with a higher annual return.
– Whether there is any value in Speak Write Ltd independent of Jane, such that the company could be sold after Jane’s
death.
Other related issues
– The couple should consider making provision for their retirement via pension contributions or some other form. of long
term investment plan.
– The couple should recognise that there would be significant financial problems if Jane were to become seriously ill. In
addition to the family’s income falling as set out above, its expenditure would probably increase.
Protection products
– Term life assurance
A qualifying life policy would pay out a tax-free lump sum on Jane’s death.
– Permanent health insurance
Would provide a regular income if Jane were unable to work due to illness.
– Critical illness insurance
Would provide a capital sum in the event of Jane being diagnosed with an insured illness.

正确答案：
(a) To: Helen Bradshaw
From:
Entry strategies for ‘Helen’s cakes’
Your choice of market entry strategy is a crucial one for you and one which will have significant consequences for the
operational side of the business. Your choice of distribution channel will determine the customers you reach, the volume of
sales you will achieve and ultimately the level of profitability attained. Key questions will include – is there a market for my
cakes, how big is this market, what segments of the market will I reach and is this the most appropriate channel for accessing
my customers? These are key questions that will influence your marketing strategy and its implementation through the
marketing mix detailed below. This choice of channel will effectively position your cakes in the market.
Your intention to produce ‘distinctive quality cakes’ suggests you are intent on differentiating your cakes from those of your
competitors. I have provided an assessment of the implications of choosing a particular entry strategy. Each entry strategy
will have a different combination of costs and benefits and involve different levels of risk. Although you will be supplying
basically the same product into each market, each market is very different and will require a different marketing approach.
Premium cake market
Here there is the opportunity to establish your brand and develop your reputation for meeting the demands of discerning
customers. There is also the opportunity to obtain premium prices based on the exclusivity of your cakes. New quality brands
are likely to be welcomed by the specialist cake shops and cafes and there is the advantage of relatively few brands with
which you have to compete. Entry barriers are therefore relatively low and the product range can be developed in a planned
way. Volumes, at least initially, are likely to be low and your existing capacity should be able to cope. However, entry into this
premium market may have some disadvantages. Clearly, for a premium product, commanding premium prices, quality is an
absolute must. Therefore, rigorous quality systems must be in place to ensure customer satisfaction. Equally, the demand will
be for fresh cakes with a short shelf life and this again will require small batch production and careful scheduling and
planning. Your distributors are likely to want many varieties of cakes, but in small volumes again has cost implications and
your ability to make-to-order may be an important factor in generating sales. As you are likely to be supplying a large number
of outlets spread over a wide area, this is likely to lead to high distribution costs per unit sold. Opportunity should be taken
to supply cakes to any chains of cake shops or cafes and thus lower the costs of distribution. You will clearly have to work
out the break-even position for each customer so as to avoid having large numbers of small customers who order insufficient
quantities to cover costs.
Supermarkets
Here there is the advantage of generating high volume sales and achieving some economies of scale. Equally, if you are able
to convince the buyers to stock your product using your brand this will gain you excellent exposure in the market. The fact
that you are supplying to a small number of large customers will also have a beneficial effect on your distribution costs.
Supplying the supermarkets with your cakes will bring some problems however. Here the attention to quality will be
considerable and the product must be consistent to prevent product rejection. You are likely to have to meet demands for
recipe change and price variations may also be required. Above all, the buying power of the supermarkets will put extreme
pressure on your prices and is likely to result in small profit margins. Equally important is the likely pressure to make cakes
to be sold under the supermarkets’ own label brands. Again the pressure on costs is likely to be intense and there is no
opportunity to develop your brand. Getting space on the supermarket shelves is likely to be expensive – you may be under
pressure to reduce prices to support in-store promotions. Also, the power of electronic point-of-sale equipment means that
underperforming products are soon deleted from the product list and removed from the shelves. Overall this is a high
volume/low margin market entry and getting your product accepted may take considerable time and effort.
Catering market
Here, typically, supplying catering wholesalers who in turn supply catering establishments. Volumes are likely to be
significant, with large bulk orders being placed. The product range is likely to be less extensive than with the other two
markets and there will be less need to offer recipe variations. This market is likely to be less quality conscious provided the
cakes meet the demands of the caterers. There is less pressure to produce cakes under the caterer’s own brand and therefore
the opportunity to build your own brand. Barriers to entry would be relatively low with the caterers having little brand or supply
loyalty. Batches of cakes are likely to be large with lower production costs as a result. Distribution costs are also likely to
benefit from delivery to a few large wholesalers.
The downside of supplying this market segment is meeting the particular demands of the caterers – they may be more
interested in products that can be stored as opposed to being fresh. As wholesalers operate on narrow margins, there will be
pressure on prices. The volume demands will also place pressure on your ability to deliver the right sort of cakes from the
limited capacity at your disposal. Also, having your brand associated with a mass catering market with its modest reputation
for quality may limit your ability to move the brand into higher quality segments of the market.
From the above analysis you can see that each distribution channel has particular demands. It is unlikely that in starting your
business you will be able to supply all three outlets. It is important that you choose your distribution policy carefully with a
view to where you want to be in the future. Each route to market will have a significant impact on the whole of the companyand place different demands on you.

正确答案：

(d) A provision under IAS37 ‘Provisions, Contingent Liabilities and Contingent assets’ can only be made in relation to the entity’s
restructuring plans where there is both a detailed formal plan in place and the plans have been announced to those affected.
The plan should identify areas of the business affected, the impact on employees and the likely cost of the restructuring and
the timescale for implementation. There should be a short timescale between communicating the plan and starting to
implement it. A provision should not be recognised until a plan is formalised.
A decision to restructure before the balance sheet date is not sufficient in itself for a provision to be recognised. A formal plan
should be announced prior to the balance sheet date. A constructive obligation should have arisen. It arises where there has
been a detailed formal plan and this has raised a valid expectation in the minds of those affected. The provision should only
include direct expenditure arising from the restructuring. Such amounts do not include costs associated with ongoing business
operations. Costs of retraining staff or relocating continuing staff or marketing or investment in new systems and distribution
networks, are excluded. It seems as though in this case a constructive obligation has arisen as there have been detailed formal
plans approved and communicated thus raising valid expectations. The provision can be allowed subject to the exclusion of
the costs outlined above.
Although executory contracts are outside IAS37, it is permissible to recognise a provision that is onerous. Onerous contracts
can result from restructuring plans or on a stand alone basis. A provision should be made for the best estimate of the excess
unavoidable costs under the onerous contract. This estimate should assess any likely level of future income from new sources.
Thus in this case, the rental income from sub-letting the building should be taken into account. The provision should be

正确答案：

 

Aral Ltd owned by Banda
The losses would have to be carried forward and deducted from the trading profits of the year ending 30 June 2010.
Aral Ltd cannot offset the loss in the current period or carry it back as it has no other income or gains.
Aral Ltd owned by Flores Ltd
The two companies will form. a group relief group if Flores Ltd owns at least 75% of the ordinary share capital of Aral
Ltd. The trading losses could be surrendered to Flores Ltd in the year ending 30 June 2008 and the year ending
30 June 2009. The total tax saved would be ￡11,079 ((￡38,696 + ￡19,616) x 19%)
Recommended structure
The Aral business should be established in a company owned by Flores Ltd.
This will maximise the relief available in respect of the trading losses and enable relief to be obtained in the period in
which the losses are incurred.
Tutorial note
The whole of the loss for the period ending 30 June 2008 can be surrendered to Flores Ltd as it is less than that
company’s profit for the corresponding period, i.e. ￡60,000 (￡120,000 x 6/12).