2020ACCA国际会计师考试陕西省学霸是怎样计划备考的?

发布时间：2020-01-10

全科通过ACCA这件事，说起来容易做起来难。不过虽然难，每年通过全科考试的也大有人在。51题库考试学习网分析得出了一次性成功通过ACCA考试所需要的4大特质。

一：从不临时抱佛脚

3月考季刚结束时，考友群里一大波人表示：终于考完了，可以恢复到天天王者农药，晚晚吃鸡的生活了。初听起来没毛病，但仔细分析下就能看出，说出这些话的考生，在备考中采取的是突击的方式。即，平时尽情地玩，考试临头才忽然转换生活方式，将复习重新摆回首位，有时甚至为了复习修仙脱发。生动诠释了“人有多大胆，复习拖多晚”。看起来很励志，但用这种复习方式，生活和考证都会被影响，复习效果也会大打折扣。

在A考试上，考前突击的效果非常有限。进入大学之后，“考前突击”似乎成了大学生们应对考试的普遍方式。尤其是文科类专业，名词解释加选择题都能占去80分以上的内容，所以不少考生应对考试周的方法就是考前“刷夜”。约上三五好友，去图书馆狠狠背一晚上，将两张A4纸上的考试重点填鸭式地装进大脑，效果也是立竿见影，通常在考试里60分飘过问题不大。但这种方式比较适合记忆型科目，对于ACCA这样需要理解的内容较多的科目，就显得力不从心了。

A考试在内容上分为知识和原理两部分，前期打基础，需要记忆的知识点比较多，但越到后期，越考查考生的思维能力。偏偏在思维能力上，只有通过不断的练习来掌握，从来没有捷径可走。所以考前突击并非打开ACCA考试的正确方式。

那些成功的考生们，总是能保持一个平稳的复习进度，每天的学习时间和游戏时间互不侵占，学习生活两不误。

二：说到做到，有执行力

太多的备考经验在强调制定复习计划的重要性，然而，多少人在复习计划指定完第二天就起不来床?

每个人都会计划，但并不是每个人都有执行计划的能力。考试和人生中的大多数挑战一样，需要一份坚定不移，说到做到的气概才能终取得胜利。

前不久，在微博上看到了这么一条消息，一位外卖小哥利用每天下班后的一两个小时来学习，就为了准备一个证书考试。要说工作忙碌或是生活条件不允许，谁又有这位外卖小哥条件差呢?这位外卖小哥在面对记者询问时回答说，送外卖只是暂时的，考证是为了以后找新的工作。

许多考生们也一样，考证的 初动机就是为了摆脱现在的岗位和不满意的薪水，在职场走的更高。但即便有这样的动机，许多人却没有相应的执行力将自己的决定变为现实。

执行力差这件事， 大的坏处是会损害自信。一次计划未能成功执行，往往会导致对于自己能力的怀疑，次数多了之后，就更不敢再制定计划了，“随缘”“佛系”考生，就诞生了。

其实，在执行力上，不必非得逆着自己的生活习惯来制定计划。一个明明不习惯早起的人，就不必设定每天7点起床，假如将每天的计划定为起床之后学习两个小时，那么执行起来会容易很多。

三：善于总结归纳

一些对自己要求较高的考生在复习时，会设计类似高考那样的3轮复习方案。第一轮吃透课本，第二轮刷题为主，第三轮总结归纳。而事实上，在总结归纳上，很考验每个考生的能力。

在ACCA复习上流行一句话，客观题考的是点，主观题考的是面。ACCA考到 后会发现，如何形成这个面才是问题关键所在。而历年高分通过ACCA的那些考生们都有自己的总结归纳法宝。

去年在P2科目拿过全球第一的高顿财经何同学在谈到自己备考ACCA的经验时，曾反复强调一个词“自己的套路”。具体来说，在备考中的三个阶段，何同学都提到了归纳总结这一步骤。在听课和看书之后，何同学会给每一章的课堂笔记做一个汇总，从零散的语句中，画出一张清晰的，逻辑紧密的思维导图。这张图中文字的内容并不会很多，但非常切中肯，将每一章的内容全部囊括在内，形成一张有机的知识网络。

在刷习题集时也一样，何同学会将自己第一遍遭遇的难题，错题全部做上记号，过后再对照参考答案找出自己的遗漏的知识点，以及重要的，思路问题。用何同学的话说，千万不要记答案，而应该记思路。因为记答案后，假如考试时对部分内容没把握，那整个答案可能都会写错。而记下思路之后，即便忘记了参考答案的原文，用自己的语言来重新组织一遍，终也会拿到分数。甚至说，ACCA官方正是鼓励考生结合自己的经验来作答。而显然，根据自己经验作答的前提，也是对于自己经验的总结。

四：合理安排考试顺序

ACCA一共15门课程共分为两个阶段，分别是F阶段和P阶段，其中又分为几个部分，F1-F3属于知识课程部分，F4-F9属于技能课程部分，SBL-SBR属于核心课程部分，P4-P7(选修两门)属于选修课程部分。考生只需通过13门考试即可。

然后51题库考试学习网建议大家，ACCA在各阶段中确实是可以跳科目考试的，比如F阶段里，你可以先考F3，再考F1，这没有问题，P阶段你可以先考P3再考P1，这没有问题。所以，大家可以先报考自己擅长的或者说难度相对较容易的报考，根据自己的能力来定，也不用一个考季非要报满4个科目，报2个左右，给自己的复习压力也不算太大。

总而言之，俗话说滴水石穿，因此日常的积累和努力是成功通过考试的最有效的方法，没有任何途径可以走的。最后51题库考试学习网提前祝你成功通过ACCA考试。

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。

24 Sigma’s bank statement shows an overdrawn balance of $38,600 at 30 June 2005. A check against the company’s cash book revealed the following differences:

1 Bank charges of $200 have not been entered in the cash book.

2 Lodgements recorded on 30 June 2005 but credited by the bank on 2 July $14,700.

3 Cheque payments entered in cash book but not presented for payment at 30 June 2005 $27,800.

4 A cheque payment to a supplier of $4,200 charged to the account in June 2005 recorded in the cash book as a receipt.

Based on this information, what was the cash book balance BEFORE any adjustments?

A $43,100 overdrawn

B $16,900 overdrawn

C $60,300 overdrawn

D $34,100 overdrawn

正确答案：A

3 You are the manager responsible for the audit of Keffler Co, a private limited company engaged in the manufacture of

plastic products. The draft financial statements for the year ended 31 March 2006 show revenue of $47·4 million

(2005 – $43·9 million), profit before taxation of $2 million (2005 – $2·4 million) and total assets of $33·8 million

(2005 – $25·7 million).

The following issues arising during the final audit have been noted on a schedule of points for your attention:

(a) In April 2005, Keffler bought the right to use a landfill site for a period of 15 years for $1·1 million. Keffler

expects that the amount of waste that it will need to dump will increase annually and that the site will be

completely filled after just ten years. Keffler has charged the following amounts to the income statement for the

year to 31 March 2006:

– $20,000 licence amortisation calculated on a sum-of-digits basis to increase the charge over the useful life

of the site; and

– $100,000 annual provision for restoring the land in 15 years’ time. (9 marks)

Required:

For each of the above issues:

(i) comment on the matters that you should consider; and

(ii) state the audit evidence that you should expect to find,

in undertaking your review of the audit working papers and financial statements of Keffler Co for the year ended

31 March 2006.

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

正确答案：
3 KEFFLER CO
Tutorial note: None of the issues have any bearing on revenue. Therefore any materiality calculations assessed on revenue are
inappropriate and will not be awarded marks.
(a) Landfill site
(i) Matters
■ $1·1m cost of the right represents 3·3% of total assets and is therefore material.
■ The right should be amortised over its useful life, that is just 10 years, rather than the 15-year period for which
the right has been granted.
Tutorial note: Recalculation on the stated basis (see audit evidence) shows that a 10-year amortisation has been
correctly used.
■ The amortisation charge represents 1% of profit before tax (PBT) and is not material.
■ The amortisation method used should reflect the pattern in which the future economic benefits of the right are
expected to be consumed by Keffler. If that pattern cannot be determined reliably, the straight-line method must
be used (IAS 38 ‘Intangible Assets’).
■ Using an increasing sum-of-digits will ‘end-load’ the amortisation charge (i.e. least charge in the first year, highest
charge in the last year). However, according to IAS 38 there is rarely, if ever, persuasive evidence to support an
amortisation method that results in accumulated amortisation lower than that under the straight-line method.
Tutorial note: Over the first half of the asset’s life, depreciation will be lower than under the straight-line basis
(and higher over the second half of the asset’s life).
■ On a straight line basis the annual amortisation charge would be $0·11m, an increase of $90,000. Although this
difference is just below materiality (4·5% PBT) the cumulative effect (of undercharging amortisation) will become
material.
■ Also, when account is taken of the understatement of cost (see below), the undercharging of amortisation will be
material.
■ The sum-of-digits method might be suitable as an approximation to the unit-of-production method if Keffler has
evidence to show that use of the landfill site will increase annually.
■ However, in the absence of such evidence, the audit opinion should be qualified ‘except for’ disagreement with the
amortisation method (resulting in intangible asset overstatement/amortisation expense understatement).
■ The annual restoration provision represents 5% of PBT and 0·3% of total assets. Although this is only borderline
material (in terms of profit), there will be a cumulative impact.
■ Annual provisioning is contrary to IAS 37 ‘Provisions, Contingent Liabilities and Contingent Assets’.
■ The estimate of the future restoration cost is (presumably) $1·5m (i.e. $0·1 × 15). The present value of this
amount should have been provided in full in the current year and included in the cost of the right.
■ Thus the amortisation being charged on the cost of the right (including the restoration cost) is currently understated
(on any basis).
Tutorial note: A 15-year discount factor at 10% (say) is 0·239. $1·5m × 0·239 is approximately $0·36m. The
resulting present value (of the future cost) would be added to the cost of the right. Amortisation over 10 years
on a straight-line basis would then be increased by $36,000, increasing the difference between amortisation
charged and that which should be charged. The lower the discount rate, the greater the understatement of
amortisation expense.
Total amount expensed ($120k) is less than what should have been expensed (say $146k amortisation + $36k
unwinding of discount). However, this is not material.
■ Whether Keffler will wait until the right is about to expire before restoring the land or might restore earlier (if the
site is completely filled in 10 years).
(ii) Audit evidence
■ Written agreement for purchase of right and contractual terms therein (e.g. to make restoration in 15 years’ time).
■ Cash book/bank statement entries in April 2005 for $1·1m payment.
■ Physical inspection of the landfill site to confirm Keffler’s use of it.
■ Annual dump budget/projection over next 10 years and comparison with sum-of-digits proportions.
■ Amount actually dumped in the year (per dump records) compared with budget and as a percentage/proportion of
the total available.
■ Recalculation of current year’s amortisation based on sum-of-digits. That is, $1·1m ÷ 55 = $20,000.
Tutorial note: The sum-of-digits from 1 to 10 may be calculated long-hand or using the formula n(n+1)/2 i.e.
(10 × 11)/2 = 55.
■ The basis of the calculation of the estimated restoration costs and principal assumptions made.
■ If estimated by a quantity surveyor/other expert then a copy of the expert’s report.
■ Written management representation confirming the planned timing of the restoration in 15 years (or sooner).

5 GE Railways plc (GER) operates a passenger train service in Holtland. The directors have always focused solely on

the use of traditional financial measures in order to assess the performance of GER since it commenced operations

in 1992. The Managing Director of GER has asked you, as a management accountant, for assistance with regard to

the adoption of a balanced scorecard approach to performance measurement within GER.

Required:

(a) Prepare a memorandum explaining the potential benefits and limitations that may arise from the adoption of

a balanced scorecard approach to performance measurement within GER. (8 marks)

正确答案：
(a) To: Board of directors
From: Management Accountant
Date: 8 June 2007
The potential benefits of the adoption of a balanced scorecard approach to performance measurement within GER are as
follows:
A broader business perspective
Financial measures invariably have an inward-looking perspective. The balanced scorecard is wider in its scope and
application. It has an external focus and looks at comparisons with competitors in order to establish what constitutes best
practice and ensures that required changes are made in order to achieve it. The use of the balanced scorecard requires a
balance of both financial and non-financial measures and goals.
A greater strategic focus
The use of the balanced scorecard focuses to a much greater extent on the longer term. There is a far greater emphasis on
strategic considerations. It attempts to identify the needs and wants of customers and the new products and markets. Hence
it requires a balance between short term and long term performance measures.
A greater focus on qualitative aspects
The use of the balanced scorecard attempts to overcome the over-emphasis of traditional measures on the quantifiable aspects
of the internal operations of an organisation expressed in purely financial terms. Its use requires a balance between
quantitative and qualitative performance measures. For example, customer satisfaction is a qualitative performance measure
which is given prominence under the balanced scorecard approach.
A greater focus on longer term performance
The use of traditional financial measures is often dominated by financial accounting requirements, for example, the need to
show fixed assets at their historic cost. Also, they are primarily focused on short-term profitability and return on capital
employed in order to gain stakeholder approval of short term financial reports, the longer term or whole life cycle often being
ignored.
The limitations of a balanced scorecard approach to performance measurement may be viewed as follows:
The balanced scorecard attempts to identify the chain of cause and effect relationships which will provide the stimulus for
the future success of an organisation.
Advocates of a balanced scorecard approach to performance measurement suggest that it can constitute a vital component
of the strategic management process.
However, Robert Kaplan and David Norton, the authors of the balanced scorecard concept concede that it may not be suitable
for all firms. Norton suggests that it is most suitable for firms which have a long lead time between management action and
financial benefit and that it will be less suitable for firms with a short-term focus. However, other flaws can be detected in
the balanced scorecard.
The balanced scorecard promises to outline the theory of the firm by clearly linking the driver/outcome measures in a cause
and effect chain, but this will be difficult if not impossible to achieve.
The precise cause and effect relationships between measures for each of the perspectives on the balanced scorecard will be
complex because the driver and outcome measures for the various perspectives are interlinked. For example, customer
satisfaction may be seen to be a function of several drivers, such as employee satisfaction, manufacturing cycle time and
quality. However, employee satisfaction may in turn be partially driven by customer satisfaction and employee satisfaction
may partially drive manufacturing cycle time. A consequence of this non-linearity of the cause and effect chain (i.e., there is
non-linear relationship between an individual driver and a single outcome measure), is that there must be a question mark
as to the accuracy of any calculated correlations between driver and outcome measures. Allied to this point, any calculated
correlations will be historic. This implies that it will only be possible to determine the accuracy of cause and effect linkages
after the event, which could make the use of the balanced scorecard in dynamic industries questionable. If the market is
undergoing rapid evolution, for example, how meaningful are current measures of customer satisfaction or market share?
These criticisms do not necessarily undermine the usefulness of the balanced scorecard in presenting a more comprehensive
picture of organisational performance but they do raise doubts concerning claims that a balanced scorecard can be
constructed which will outline a clear cause and effect chain between driver and outcome measures and the firm’s financial
objectives.

2 Good Sports Limited is an independent sports goods retailer owned and operated by two partners, Alan and Bob. The

sports retailing business in the UK has undergone a major change over the past ten years. First of all the supply side

has been transformed by the emergence of a few global manufacturers of the core sports products, such as training

shoes and football shirts. This consolidation has made them increasingly unwilling to provide good service to the

independent sportswear retailers too small to buy in sufficiently large quantities. These independent retailers can stock

popular global brands, but have to order using the Internet and have no opportunity to meet the manufacturer’s sales

representatives. Secondly, UK’s sportswear retailing has undergone significant structural change with the rapid growth

of a small number of national retail chains with the buying power to offset the power of the global manufacturers.

These retail chains stock a limited range of high volume branded products and charge low prices the independent

retailer cannot hope to match.

Good Sports has survived by becoming a specialist niche retailer catering for less popular sports such as cricket,

hockey and rugby. They are able to offer the specialist advice and stock the goods that their customers want.

Increasingly since 2000 Good Sports has become aware of the growing impact of e-business in general and e-retailing

in particular. They employed a specialist website designer and created an online purchasing facility for their

customers. The results were less than impressive, with the Internet search engines not picking up the company

website. The seasonal nature of Good Sports’ business, together with the variations in sizes and colours needed to

meet an individual customer’s needs, meant that the sales volumes were insufficient to justify the costs of running

the site.

Bob, however, is convinced that developing an e-business strategy suited to the needs of the independent sports

retailer such as Good Sports will be key to business survival. He has been encouraged by the growing interest of

customers in other countries to the service and product range they offer. He is also aware of the need to integrate an

e-business strategy with their current marketing, which to date has been limited to the sponsorship of local sports

teams and advertisements taken in specialist sports magazines. Above all, he wants to avoid head-on competition

with the national retailers and their emphasis on popular branded sportswear sold at retail prices that are below the

cost price at which Good Sports can buy the goods.

Required:

(a) Provide the partners with a short report on the advantages and disadvantages to Good Sports of developing

an e-business strategy and the processes most likely to be affected by such a strategy. (12 marks)

正确答案：
(a) To: Good Sports Limited
From:
E – Business strategy
Clearly, the markets that Good Sports operates in are being affected by the development of e-business and its experiences to
date are mixed to say the least. In many ways the advantages and disadvantages of e-business are best related to the benefit
the customer gets from the activity. Firstly, through integrating and accelerating business processes e-business technologies
enable response and delivery times to be speeded up. Secondly, there are new business opportunities for information-based
products and services. Thirdly, websites can be linked with customer databases and provide much greater insights into
customer buying behaviour and needs. Fourthly, there is far greater ability for interaction with the customer, which enables
customisation and a dialogue to be developed. Finally, customers may themselves form. communities able to contact one
another.
There is considerable evidence to show how small operators like Good Sports are able to base their whole strategy on
e-business and achieve high rates of growth. The key to Good Sports survival is customer service – in strategic terms they
are very much niche marketers supplying specialist service and advice to a small section of the local market. The nature of
the business means that face-to-face contact is crucial in moving customers from awareness to action (AIDA – awareness,interest, desire and action). There are therefore limits to the ability of e-business to replace such contact.
Yours,

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