福建省考生：ACCA考试内容是什么？难度和专业课相比怎样？

发布时间：2020-01-09

第一次听闻ACCA考试的同学可能只知道其证书的含金量是十分高的，但当听到ACCA考试的考试科目多达13科的时候，可能有些同学就会打退堂鼓了。其实，51题库考试学习网想告诉大家的是，ACCA考试并不是高不可攀的，任何一场考试他都是有难度的，但只要自己付出过汗水，努力过，即使没有通过也不会留下遗憾。可能这样说大家还是感觉到很空洞吧，那么51题库考试学习网就结合当下同学们目前正在学习的学校专业课程与ACCA考试的科目进行比较，让你们更加直观地感受ACCA考试的具体内容。

和大学课程相比，ACCA的难度如何？

相比较国内会计师考试，ACCA对于报考要求很低，最明显的一点就是它不要求你需要从事此行业到一定年限才可以报考，即使是没接触过会计学科知识的人，通过ACCA的考试的系统化的学习、记忆和理解，也能建立起系统的会计学科知识。

ACCA考试分为基础阶段和专业阶段。因为ACCA总部是在英国，所以考试的难度是以英国大学学位考试的难度为标准，换到国内的水平就是：基础课程的难度相当于学士学位高年级课程的考试难度，专业阶段课程的考试相当于硕士学位的考试。再说简单点就是，基础阶段是国内大学水平，专业阶段是国内硕士水平。所以更大学的专业课程相比，基础阶段的知识还能勉强用大学所学的知识应付，而到了专业阶段就可能不适用了，因此必须要去学习专业阶段的知识。ACCA的课程使学员全面掌握财务、财务管理、审计、税务及经营战略等方面的专业知识，提升分析能力并拓宽战略思维。

与国内注会拔高式的考试内容不同，ACCA的知识体系是呈阶梯式递进的。难度也是层层递进的，因此即便是非财会专业出身，也不必担心吃不透某个基础概念的状况。如果你是财会专业出身，ACCA学起来不但更为轻松，高级阶段教授的知识内容也能你让你提前领会在校期间学不到的商业奥义。

考完ACCA需要多长时间呢？

听到考试科目多达13科目是不是被吓到了？一次性同时备考13个科目压力还是太大了。所以，ACCA官方给了你7年时间去完成整个考试，不过大家不要怕，基本上大多数学生只需要花2-4年的时间就可以全部考完。当然前提是你每个阶段都是认真学习的情况下。

英语不好学ACCA会不会困难？

简单来说，ACCA里的英文水准可能等同于国家三级水准，只要在大学考试通过了CET-4的同学，一般来说没什么参加ACCA考试不会吃看不懂单词的亏。学ACCA不是学英语，只要表述没有问题，考官不会在意你用的是什么华丽的句式或者无伤大雅的语病。而且语感这东西，在学习的过程中是能逐渐培养出来的，也就是所谓的“套路”。

需要注意的地方是：ACCA里很多是会计专业词汇，我们平时学的英语单词很少用上。而且在ACCA培训班，老师解释的时候都用中文，这样字典也不用查了，况且不少专业词汇的用法在普通字典里是查不到的，比如premium既可以解释为“溢价”，又可以解释为“定金/押金”，普通字典查不到这种解释，大学四六级雅思什么的也没有这种解释。所以说，51题库考试学习网建议大家购买专业的英文字典，可以去ACCA官网了解一下相关字典是通过何种渠道获得的。

ACCA能否通过，要看你付出到什么程度。

ACCA考试虽然有一定的难度，但是绝对是在大家能力范围之内的——只要你努力。如果你想不花精力和时间就通过ACCA的话，通过考试也只是痴人说梦。想要通过ACCA肯定是要做出一定的牺牲的。俗话说，贵在坚持，也就是说，ACCA的难度其实取决于你自己。通过率的高低其实与我们没有太大的关系，通过率再高，你不认真学习，也是通不过的。

如何平衡ACCA考试与大学生活

在大学生活中，如果备考ACCA考试，那么首先要面临的问题就是如何平衡考试与大学生活了。大学专业课的绩点与排名，对自己能否拿到学位证和学历证以及对今后的考研或出国来说，还是有着至关重要影响的，所以51题库考试学习网建议在ACCA的复习备考的基础上要首先完善好大学的相关课程和作业，因为毕竟ACCA考试的年限长达7年，而大学也就4年左右。所以，该做取舍的时候就还是可以做取舍的。建议大家在大学期间每一个考季不用报考满4个科目，根据自己的学习时间来制定相应的计划就可以了。

另外，合理利用自己周末的时间，这就是大学生复习时间的主要来源。对当天所讲的内容进行全面的复习与刷题会比较困难，所以我个人建议，对于一些难度大的知识点要确保在讲授当天及时复习巩固，其他的知识点如果来不及，可以分散到周一到周五去抽一定的时间复习，并保证一定的刷题量，这样才能加深对相应知识点的印象，提高复习的效率，减轻备考时的工作量。

在文章的最后，51题库考试学习网想与大家分享一句话：“人不能漂泊一辈子,但在声嘶力竭之前就安居乐业也未免可惜。”既然选择了报考ACCA这条道路，那就坚持下去，让生命在汗水与努力中呐喊出最灿烂的色彩，大家加油~。

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) The chief executive of Xalam Co, an exporter of specialist equipment, has asked for advice on the accounting

treatment and disclosure of payments made for security consultancy services. The payments, which aim to

ensure that consignments are not impounded in the destination country of a major customer, may be material to

the financial statements for the year ending 30 June 2006. Xalam does not treat these payments as tax

deductible. (4 marks)

Required:

Identify and comment on the ethical and other professional issues raised by each of these matters and state what

action, if any, Dedza should now take.

NOTE: The mark allocation is shown against each of the three situations.

正确答案：
(b) Advice on payments
■ As compared with (a) there is no obvious tax issue. Xalam is not overstating expenditure for tax purposes.
■ The payments being made for security consultancy services amount to a bribe. Corruption and bribery (and extortion)
are designated categories of money laundering offence under ‘The Forty Recommendations’ of the Financial Action Task
Force on Money Laundering (FATF).
■ Xalam clearly benefits from the payments as it receives income from the contract with the major customer. This is
criminal property and possession of it is a money laundering offence.
■ Dedza should consider the seriousness of the disclosure made by the chief executive in the context of domestic law.
■ Dedza should consider its knowledge of import duties etc in the destination country before recommending a course of
action to Xalam.
■ Dedza may be guilty of a money laundering offence if the matter is not reported. If a report to the FIU is considered
necessary then Dedza should encourage Xalam to make voluntary disclosure. If Xalam does not, Dedza will not be in
breach of client confidentiality for reporting knowledge of a suspicious transaction.
Tutorial note: Making a report takes precedence over client confidentiality.

(d) Describe the three stages of a formal grievance interview that Oliver might seek with the appropriate partner

at Hoopers and Henderson following the formal procedure. (9 marks)

正确答案：
Part (d):
Oliver should arrange a formal grievance interview with the appropriate partner. Both Oliver and the partner need to be aware that
the grievance interview follows three steps in a particular and logical order. The meeting between Oliver and the partner responsible
for human resources must be in a formal atmosphere.
The first stage is exploration. The manager or supervisor – in this case the partner responsible for human resources – must gather
as much information as possible. No solution must be offered at this stage. The need is to establish what is actually the problem;
the background to the problem (in this case the icy relationship between Oliver and David Morgan) and the facts and causes of
the problem – in this case the resentment felt by David Morgan over Oliver’s appointment.
The second stage is the consideration stage. This is undertaken by the appropriate manager or partner here, who must firstly check
the facts, analyse the causes of the complaint and evaluate possible solutions. The meeting may be adjourned if at this stage the
partner requires more time to fulfil this step.
The final stage is the reply. This will be carried out by the partner after he or she has reached and reviewed a conclusion. It is
important that the outcome is recorded in writing; the meeting and therefore the interview and procedure is only successful when
an agreement is reached.
If no agreement is reached then the procedure should be taken to a higher level of management.

4 Susan Grant is in something of a dilemma. She has been invited to join the board of the troubled Marlow Fashion

Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic

thinking of the Group.

The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed

part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English

style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The

Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company

factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command

premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values

created a strong family atmosphere in its network of partners and were reluctant to change this.

Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women

had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work.

Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised

by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them

vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the

Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a

fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and

Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive

Officer every year since 2000.

Required:

(a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the

Marlow Fashion Group. (12 marks)

正确答案：
(a) To: Susan Grant
From:
Strategic strengths and weaknesses in Marlow Fashion Group
In carrying out a strategic strengths and weaknesses analysis one becomes aware that what were formerly strengths often
become weaknesses as the competitive environment changes over time. Strengths and weaknesses analysis is focused on
the internal side of the business and is usually linked to an external appraisal of the external opportunities and threats facing
the company. Marlow Fashion Group is clearly at a crisis point in its company life and needs a strategic turnaround in order
to survive. The business model that has served them so well is no longer appropriate to the fashion world in which they are
now competing. Rodney and Betty Marlow have built a highly vertically integrated model, which gave them considerable
control over the growth and development of the company. In terms of the value chain the relationship they built up with
suppliers was mutually supportive and clearly facilitated the global expansion of the group. Control was even tighter over the
design, manufacturing and retailing of the company’s products. Marlow Fashions had successfully developed a niche market
for its products based around traditional English values. This enabled it to expand successfully and develop a worldwide
reputation for design excellence and quality.
Unfortunately, its competitive environment has changed considerably, becoming increasingly competitive and hostile. The
economics of clothing manufacturing has changed, with most clothing retailers choosing to outsource the manufacture of their
clothes. Women’s tastes in clothing have also changed and there is no longer the market for the clothes Marlow Fashion sells.
The tight control exercised by the founders has prevented recognition of these changes. Marlow Fashion has continued to
pursue outdated designs and expensive manufacturing processes that had served it well in the past. There has been some
recognition of the strategic nature of the problems as indicated by the succession of CEOs since 2000 given the task of
preventing the fall in sales and cutting costs. Unfortunately, the changes in its environment have led to some uncertainty as
to whether Marlow Fashion is a brand, a manufacturer, a retailer or an integrated fashion company.
Overall, Marlow Fashion, from being in a strategically sound position, now requires a swift strategic turnaround. Its products
and markets have changed; the relationships it has with key stakeholders are no longer strengths and its value chain andsystem no longer deliver distinctive value to its customers.
Yours,

(c) Pinzon, a limited liability company and audit client, is threatening to sue your firm in respect of audit fees charged

for the year ended 31 December 2004. Pinzon is alleging that Bartolome billed the full rate on air fares for audit

staff when substantial discounts had been obtained by Bartolome. (4 marks)

Required:

Comment on the ethical and other professional issues raised by each of the above matters and their implications,

if any, for the continuation of each assignment.

NOTE: The mark allocation is shown against each of the three issues.

正确答案：
(c) Threatened legal action
Ethical and professional issues
■ An advocacy threat has arisen as Bartolome and Pinzon are in opposition concerning the fee note for the 2004 audit.
■ If Pinzon’s allegations are true this may cast serious doubt on the integrity of Bartolome. Pinzon should be advised to
take their claims first to ACCA’s Disciplinary Committee.
■ If Bartolome has indeed charged full air fares when substantial discounts had been obtained this could be due to:
– Bartolome incorrectly believing this to be an acceptable industry practice; or
– a billing error/oversight.
In either case Bartolome should issue a credit note, although this may be insufficient to make amends and salvage the
auditor-client relationship.
■ Bartolome may have legitimately claimed for full airfares if this was agreed in its contract (i.e. the terms of engagement)
with Pinzon.
Implications for continuation with assignment
Unless the threat of legal action is amicably resolved very quickly (which is perhaps unlikely) Pinzon and Bartolome are in
conflict. Bartolome cannot therefore be seen to be independent and so should tender their resignation as auditor for the year
ending 31 December 2005 (assuming they were re-appointed and have not already been removed from office).

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