ACCA考试报名时间已公布，报名前西藏考生要这么备考！

发布时间：2020-01-10

早在2019年年末的时候就公布了ACCA考试报名时间，备考的你知道吗？同时，很多小伙伴来咨询51题库考试学习网，想问问ACCA考试那么多科目应该怎么样有效地、科学地复习呢？不用担心，51题库考试学习网帮大家整理了一些考试小技巧，帮助大家事半功倍地通过考试，早日脱坑：

可能有些初次备考ACCA考试的萌新不了解报名时间，51题库考试学习网再次提醒大家2020年ACCA考试的报名时间：

2020年3月ACCA考试报名时间报名周期  

提前报名截止  2019年11月11日

常规报名截止  2020年1月27日

后期报名截止  2020年2月3日

2020年6月ACCA考试报名时间报名周期 

提前报名截止  2020年2月10日

常规报名截止  2020年4月27日

后期报名截止  2020年5月4日

2020年9月ACCA考试报名时间报名周期 

提前报名截止  2020年5月11日

常规报名截止:  2020年7月27日

后期报名截止  2020年8月3日

2020年12月ACCA考试报名时间报名周期  

提前报名截止  2020年8月10日

常规报名截止  2020年10月26日

后期报名截止  2020年11月2日

AB(F1)

AB(F1)这门课，首先要从题型出发来分析：目前AB(F1)的题型主要是46个单选题+6个多任务题；因此，从题型上来看就可以分析得知大部分内容其实不需要考生去原封不动地去死记硬背知识点，更多的是要求考生理解性记忆，比如它会教大家用一些模型去分析企业所处的内部以及外部环境，所以考生所学的的是它如何分析这个模型的这种方法，活学活用才能以不变应万变。同时，它还会教一些关于职业道德，企业社会责任的简单介绍。

说到AB(F1)，就不得不说SBL课程，其实它们两者是有重复的地方的，就比如SBL课程会把这些AB(F1)课程中的知识点做深入并细化地讲解，就好比分析内外部环境之后企业将如何面对环境的变化、企业在专业层面上的战略，以及在公司治理，财务从业人员的职业道德等做了更深入且全面的介绍。总而言之，AB(F1)是基础，而SBL课程就是延伸。

但考生需要注意的事情就是：因为国家对ACCA考试规则做了限制，你是没有办法同时报考AB(F1)与SBL两个科目的，因为中间还隔着F4-F9 6门技能课程。所以你能做的就是打好基础。对于备考SBL，AB(F1)的知识点是大量的基础知识，所以要注意在考过AB(F1)之后依然需要巩固和记忆相关的知识点，不要把所学的知识点给遗忘了，如果到时候重新来复习的话，就太浪费时间了。

文字类考试对考生的记忆力的要求是极高的，不光要求考生要记忆从中的知识点并且是要熟练记忆。因此51题库考试学习网建议在选择考试科目时要避免选择同时备考多科需要高强度记忆的考试科目，例如F4《Corporate and Business law》以及F8《Audit and Assurance》，如果这些同时备考的话，会增加记忆难度，间接地导致学习效果的下降，最后导致考试成绩的不理想，所以不建议在同一考季中备考多个文字类考试。但是，51题库考试学习网推荐在相邻两个考季中参加考试（比如2020年6月份准备F4，那么2020年6月份就准备F8），因为文字类考试的内容或多或少是有重叠的部分的，区别仅仅在于侧重点不同，识记内容有重叠部分；就比如F8学得很扎实的小伙伴对于后面的学习SBL或者选修高级审计与鉴证《Advanced Audit and Assurance(AAA)》是赢在了起跑线上的，优势是十分巨大的。这就是为什么有一些考神能一次性通过ACCA考试的原因：合理地、科学地、有目的性地、高效地去学习，巧用复习方法能让你的学习效果事半功倍。

F2《Management Accounting》、F5业绩管理《Performance Management》和F9选修高级业绩管理《Advanced Performance Management》

同理，对于F2《Management Accounting》、F5业绩管理《Performance Management》和F9选修高级业绩管理《Advanced Performance Management》。F2课程内容是F5和选修高级业绩管理的基础，三科课程内容都涉及管理会计与财务会计的区别，涵盖：管理会计，管理信息，成本会计，预算和标准成本，业绩衡量，短期决策方法。同样，差别也仅仅是在于侧重点以及研究深度和广度的不同而已。因此，51题库考试学习网建议学习能力强一点的考生将F2和F5考虑同时学习,而学习能力偏弱的考试就先学F2再学F5；在选择报考科目的时间上，建议将F2、F5以及选修高级业绩管理这三科在相邻考季中备考，因为F2中的variance，在F5中体现更加灵活、更加具体。先学F2，再看F5，F2比较简单，很多常识的知识，为F5打好基础，也加深对F2的理解。在这些学科中，ACCAer们将会学到：如何处理基本的成本信息，并能向管理层提供能用作预算和决策的信息。而与此同时，F9科目又是F5升级版，课程研究的更加具体化和形象化，但是RATIO部分是一样的，所以51题库考试学习网建议可以将F5和F9放在同一考季去考试。

F6和P6高级税务《Advanced Taxation》

如果你有选修学习P6高级税务《Advanced Taxation》的打算，可以建议把F6放在F阶段最后一门，在考完F6考试之后，就赶紧学习P6。因为，F6《Taxation》是P6《Advanced Taxation》的直接基础。这门课程涵盖：英国税收体制，个人所得税，企业所得税，资本利得税，增值税，遗产税这五大税种应交税额的计算以及基于个人收入缴纳的国民保险和养老金投资的计算。F6考试中以税负计算为主，而P6更偏向在熟悉税法规定后，帮客户做合理纳税筹划。为什么不将F6和P6在同一考季报考呢？也是由于国家的相关规定，禁止在同一考季报考的，因此在考完F6考试之后，就赶紧学习P6。可以安排在同一年度相邻考季考这两门是最好的，因为两个科目中的相关知识点，例如：税率不变也不用重新记；科目类别要选择一致的，例如F6选择了UK ，P6也就选择UK，但是这样选择存在一个弊端就是，由于在中国P6这门课程学习的人不多，学习资料与课程也很少，如果将F6和P6放在两个相邻，备考时间相对较紧凑，对于资料不好找的科目可能复习到的知识点可能存在不太全面的问题。因此，同学们应根据自身需求谨慎选择。

P2和F7

P2在2018年9月改革为新科目SBR(Strategic Business Reporting)。课程涵盖是十分广泛的，例如：财务会计，财务报表，公司合并报表，分析并解读财务报表。P2的核心就是：让你如何运用合理地会计准则和概念框架编制财务报表同时又能够分析并解读财务报表。不难发现的是：P2有一大部分是重复F7的内容，但是由于ACCA考试规则规定了必须F阶段考试全部通过完毕之后才能报考P阶段，所以51题库考试学习网建议考生在考完F阶段考试之后，可以在下一次考试先考P2，将F7的知识点灵活运用。

如果想要学习4选2的P4的话，可以再F9考完之后学习P4，P4《Advanced Financial Management》是F9《Financial Management》的延伸考查，与SBR也有一定的联系。

课程涵盖：高级投资评估，公司并购、重组，高级风险管理，跨国公司面临的经济环境，您将会学到作为一名高级财务人员进行与财务管理相关决策必备的知识、技巧和进行职业判断的能力。

F8《Audit Assurance》是P7《Advanced Audit Assurance》的直接基础，与F3，F7，SBL等课程都有一定的关系。

F8课程中涵盖：内部审计和外部审计以及设计建立及实施内控程序，重点学习审计师如何了解企业情况，对审计风险进行评估，制定审计计划，在国际审计准则下如何进行设计，建立并实施审计程序，以及各种审计报告和审计意见。

P7是F8的延伸，与p2也有一定的联系。从三个科目之间存在的共同点可以看出：F7和P2主要学习如何编制财务报表，F8和P7学习如何审计财务报表。

P7课程涵盖：监管环境与制度，职业道德，实务管理，历史财务信息的审计与报告，其它与审计相关的认证业务。

在这里要提醒各位小伙伴们，ACCA在P阶段从P4到P7是选修科目，学员们只要选择学习两门并通过考试就可以了。但这4门选修科目却基本通向不同的工作领域。

P4《Advanced Financial Management》更偏向金融方面，想去投行券商的小伙伴们可以考虑选择P4

P5《Advanced Performance Management》偏向财务管理方向，如果对分析公司财务状况以及咨询岗位感兴趣的小伙伴可以选择P5

P6《Advanced Taxation》及P7《Advanced Audit Assurance》可以让各位学员们对税法以及审计准则的知识熟练掌握，对于想在事务所工作的小伙伴们是不错的选择。      

鲤鱼不跃，岂可成龙？大鹏驻足，焉能腾空？十年磨刀霍霍，只为今朝一搏。最后51题库考试学习网祝大家都能顺利通过ACCA，取得好成绩！

 

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。

3 Airtite was set up in 2000 as a low cost airline operating from a number of regional airports in Europe. Using these

less popular airports was a much cheaper alternative to the major city airports and supported Airtite’s low cost service,

modelled on existing low cost competitors. These providers had effectively transformed air travel in Europe and, in so

doing, contributed to an unparalleled expansion in airline travel by both business and leisure passengers. Airtite used

one type of aircraft, tightly controlled staffing levels and costs, relied entirely on online bookings and achieved high

levels of capacity utilisation and punctuality. Its route network had grown each year and included new routes to some

of the 15 countries that had joined the EU in 2004. Airtite’s founder and Chief Executive, John Sykes, was an

aggressive businessman ever willing to challenge governments and competitors wherever they impeded his airline and

looking to generate positive publicity whenever possible.

John is now looking to develop a strategy which will secure Airtite’s growth and development over the next 10 years.

He can see a number of environmental trends emerging which could significantly affect the success or otherwise of

any developed strategy. 2006 had seen fuel costs continue to rise reflecting the continuing uncertainty over global

fuel supplies. Fuel costs currently account for 25% of Airtite’s operating costs. Conversely, the improving efficiency of

aircraft engines and the next generation of larger aircraft are increasing the operating efficiency of newer aircraft and

reducing harmful emissions. Concern with fuel also extends to pollution effects on global warming and climate

change. Co-ordinated global action on aircraft emissions cannot be ruled out, either in the form. of higher taxes on

pollution or limits on the growth in air travel. On the positive side European governments are anxious to continue to

support increased competition in air travel and to encourage low cost operators competing against the over-staffed

and loss-making national flag carriers.

The signals for future passenger demand are also confused. Much of the increased demand for low cost air travel to

date has come from increased leisure travel by families and retired people. However families are predicted to become

smaller and the population increasingly aged. In addition there are concerns over the ability of countries to support

the increasing number of one-parent families with limited incomes and an ageing population dependent on state

pensions. There is a distinct possibility of the retirement age being increased and governments demanding a higher

level of personal contribution towards an individual’s retirement pension. Such a change will have a significant impact

on an individual’s disposable income and with people working longer reduce the numbers able to enjoy leisure travel.

Finally, air travel will continue to reflect global economic activity and associated economic booms and slumps together

with global political instability in the shape of wars, terrorism and natural disasters.

John is uncertain as to how to take account of these conflicting trends in the development of Airtite’s 10-year strategy

and has asked for your advice.

Required:

(a) Using models where appropriate, provide John with an environmental analysis of the conditions affecting the

low cost air travel industry. (12 marks)

正确答案：
(a) Environmental Analysis
Clearly, both the macro-environment and the industry environment facing Airtite are becoming more challenging and scanning
the environment and understanding the relative significance of the challenges is a key step in developing a future strategy to
deal with it. Many models and tools and techniques are available to assess the size of the competitive threats facing Airtite.
One of the earlier scanning models looks to measure whether the environment an organisation faces is becoming more
complex and more dynamic. Evidence from the scenario suggests both are occurring and this means it is becoming
increasingly difficult to predict the future nature of competition from what has happened in the past. Airtite’s future is linked
to an increasingly global environment and many conflicting and contradictory factors require the company to develop a
process through which these factors are considered on a regular and systematic basis.
Johnson and Scholes suggest there are five steps in terms of environmental analysis:
Step 1 Audit of environmental influences
Step 2 Assessment of the nature of the environment
Step 3 Identification of the key environmental forces
Step 4 Identification of competitive position
Step 5 Identification of the principal opportunities and threats
Systematic consideration of each of these steps leads to an understanding of the strategic position of the firm.
A PESTEL analysis is part of the process of environmental appraisal and it is important for John to recognise those parts of
its environment it can influence. All too often firms can regard themselves as ‘victims’ of the chosen environment, failing to
recognise that through their strategic decisions they can profoundly change the competitive environment for their current or
potential competitors. A good PESTEL analysis inevitably links into an informed SWOT analysis. In both instances it is
necessary to isolate the key forces causing environmental change – simply creating a long list of factors may simply convince
you of your inability to change the situation.
Once having decided which are the critical factors, it is then necessary to decide on the likelihood of a particular
environmental change occurring and the significance of its impact on the firm. Matching the competitive capability of the firm
against the attractiveness of the business sector Airtite is operating in will provide an understanding of the firm’s competitive
position and the options open to it. Many other models and tools and techniques are available, including Porter’s five forces,product life cycle analysis and scenario building to generate alternative strategic responses.

(b) What research techniques could Mark use to get an accurate assessment of staff attitudes to the proposed

changes? (8 marks)

正确答案：
(b) As the term internal marketing implies, the methods of ascertaining staff reactions to the proposed growth strategy have close
parallels with the ways you find out about customer reaction to the company or its products. The benefits of taking a
structured research approach are considerable and often firms may prefer that attitude surveys are carried out by outside
consultants in order to improve objectivity and to remove some of the problems with Mark’s power and position. As with
external market research you are looking to see whether staff will ‘buy into’ the proposed strategy and the accurate
measurement of attitudes and consequent behaviour is very important.
Creating the framework for undertaking the research involves defining the issue to be researched – in this case staff attitudes
towards the growth strategy, designing the research methods, including the use of questionnaires and interviews, determining
the sample of staff to be involved, the use or otherwise of focus groups and ways of ensuring the data collected gives an
accurate picture of staff attitudes. The data generated must be analysed and presented to Mark in an appropriate way. How
the insights into staff attitudes are gained through the research is important, as is the communication of the results to the
staff. Mark should be aware that such research will inevitably create expectations among staff and managing those
expectations will be a test of his leadership powers.

1 Oliver Hoppe has been working at Hoopers and Henderson accountancy practice for eighteen months. He feels that

he fits in well, especially with his colleagues and has learnt a lot from them. However, he feels that the rules and

regulations governing everyday activities and time keeping are not clear.

Oliver does not get on well with his line manager, David Morgan. There appears to be a clash of personalities and

reluctance on David Morgan’s part to deal with the icy atmosphere between them after David was asked by one of

the accounting partners to give Oliver a job. For the past three months Oliver has gone to lunch with his fellow workers

and always returned to work with them or before them. In fact they all have returned to work about ten minutes late

on several previous occasions. After the third time, Oliver was called into David Morgan’s office and given an oral

warning about his time keeping.

Oliver was not permitted to argue his case and none of the other staff who returned late were disciplined in this way.

On the next occasion the group was late returning from lunch, David Morgan presented Oliver with a written warning

about his time keeping.

Yesterday, Oliver was five minutes late returning to work. His colleagues returned after him. David Morgan gave Oliver

notice and told him to work until the end of the week and then collect his salary, the necessary paperwork and to

leave the practice.

There is a partner responsible for human resources. Oliver has come to see the partner to discuss the grievance

procedures against David Morgan for his treatment and about what Oliver regards as unfair dismissal.

Required:

(a) Describe the six stages of a formal disciplinary procedure that an organisation such as Hoopers and

Henderson should have in place. (12 marks)

正确答案：

1 Overview
A grievance occurs when an individual thinks that he or she has been wrongly treated by colleagues or management, especially
in disciplinary matters. An unresolved feeling of grievance can often lead to further problems for the organisation. The purpose of
procedures is to resolve disciplinary and grievance issues to the satisfaction of all concerned and as early as possible.
If a grievance perceived by an employee is not resolved, then conflict and discontent can arise that will affect the work of the
individual and the organisation. Accountants as managers need to be aware of the need to resolve grievances satisfactorily and
professionally.
The fundamental basis of organisational disciplinary and grievance procedures is that they must be explicitly clear and accessible
to all.
Part (a):
An official and correctly applied disciplinary procedure has six steps which should be followed in the correct order and applied
equitably.
The Informal Talk.
This is the first step. If the disciplinary matter is of a minor nature and the individual has had until this occasion a good record,
then an informal meeting can often resolve the issue.
Reprimand or Oral Warning.
Here the manager draws the attention of the employee to unsatisfactory behaviour, a repeat of which could lead to formal
disciplinary proceedings.
Official or Written Warning.
A written warning is a serious matter. It draws the attention of the offending employee to a serious breach of conduct and remains
a recorded document on the employee’s employment history.
Such written documents can be used as evidence if further action is taken, especially dismissal.
Suspension or Lay-off.
If an offence is of a serious nature, if the employee has repeated an earlier offence or if there have been repeated problems then
an employee may be suspended from work for a period of time without pay.
Demotion.
This is a situation where an employee is demoted to a lower salary or position within an organisation. This is a very serious step
to take and can be regarded as a form. of internal dismissal. This course of action can have negative repercussions because the
employee concerned will feel dissatisfied and such feelings can affect their own work and that of others.
Dismissal.
This is the ultimate disciplinary measure and should be used only in the most extreme cases. As with demotion, the dismissal of
a staff member can lead to wider dissatisfaction amongst the employees.
The employee may nominate a representative at any stage of the procedure, especially at the more serious stages.

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