ACCA考试 2021_10_29 每日一练
(c) Assess the advantages and disadvantages to Datum Paper Products taking the greenfield option as opposed
to the acquisition of Papier Presse. (15 marks)
3 An organisation has decided to compare the benefits of promoting existing staff with those of appointing external
candidates and to assess whether the use of external recruitment consultants is appropriate.
Required:
(a) Describe the advantages of internal promotion. (5 marks)
1 Stuart is a self-employed business consultant aged 58. He is married to Rebecca, aged 55. They have one child,
Sam, who is aged 24 and single.
In November 2005 Stuart sold a house in Plymouth for ￡422,100. Stuart had inherited the house on the death of
his mother on 1 May 1994 when it had a probate value of ￡185,000. The subsequent pattern of occupation was as
follows:
1 May 1994 to 28 February 1995 occupied by Stuart and Rebecca as main residence
1 March 1995 to 31 December 1998 unoccupied
1 January 1999 to 31 March 2001 let out (unfurnished)
1 April 2001 to 30 November 2001 occupied by Stuart and Rebecca
1 December 2001 to 30 November 2005 used occasionally as second home
Both Stuart and Rebecca had lived in London from March 1995 onwards. On 1 March 2001 Stuart and Rebecca
bought a house in London in their joint names. On 1 January 2002 they elected for their London house to be their
principal private residence with effect from that date, up until that point the Plymouth property had been their principal
private residence.
No other capital disposals were made by Stuart in the tax year 2005/06. He has ￡29,500 of capital losses brought
forward from previous years.
Stuart intends to invest the gross sale proceeds from the sale of the Plymouth house, and is considering two
investment options, both of which he believes will provide equal risk and returns. These are as follows:
(1) acquiring shares in Omikron plc; or
(2) acquiring further shares in Omega plc.
Notes:
1. Omikron plc is a listed UK trading company, with 50,250,000 shares in issue. Its shares currently trade at 42p
per share.
2. Stuart and Rebecca helped start up the company, which was then Omega Ltd. The company was formed on
1 June 1990, when they each bought 24,000 shares for ￡1 per share. The company became listed on 1 May
1997. On this date their holding was subdivided, with each of them receiving 100 shares in Omega plc for each
share held in Omega Ltd. The issued share capital of Omega plc is currently 10,000,000 shares. The share price
is quoted at 208p – 216p with marked bargains at 207p, 211p, and 215p.
Stuart and Rebecca’s assets (following the sale of the Plymouth house but before any investment of the proceeds) are
as follows:
Assets Stuart Rebecca
￡ ￡
Family house in London 450,000 450,000
Cash from property sale 422,100 –
Cash deposits 165,000 165,000
Portfolio of quoted investments – 250,000
Shares in Omega plc see above see above
Life insurance policy note 1 note 1
Note:
1. The life insurance policy will pay out a sum of ￡200,000 on the death of the first spouse to die.
Stuart has recently been diagnosed with a serious illness. He is expected to live for another two or three years only.
He is concerned about the possible inheritance tax that will arise on his death. Both he and Rebecca have wills whose
terms transfer all assets to the surviving spouse. Rebecca is in good health.
Neither Stuart nor Rebecca has made any previous chargeable lifetime transfers for the purposes of inheritance tax.
Required:
(a) Calculate the taxable capital gain on the sale of the Plymouth house in November 2005 (9 marks)
(c) Excluding the number of complaints by patients, identify and briefly explain THREE quantitative
non-financial performance measures that could be used to assess the ‘quality of service’ provided by the
Dental Health Partnership. (3 marks)
4 Global Imaging is a fast growing high tech company with some 100 employees which aims to double in size over the
next three years. The company was set up as a spin out company by two research professors from a major university
hospital who now act as joint managing directors. They are likely to leave the company once the growth objective is
achieved.
Global Imaging’s products are sophisticated imaging devices facing a growing demand from the defence and health
industries. These two markets are very different in terms of customer requirements but share a related technology.
Over 90% of sales are from exports and the current strategic plan anticipates a foreign manufacturing plant being set
up during the existing three-year strategic plan. Current management positions are largely filled by staff who joined in
the early years of the company and reflect the heavy reliance on research and development to generate the products
to grow the business. Further growth will require additional staff in all parts of the business, particularly in
manufacturing and sales and marketing.
Paul Simpson, HR manager at Global Imaging is annoyed. This stems from the fact that HR is the one management
function not involved in the strategic planning process shaping the future growth and direction of the company. He
feels trapped in a role traditionally given to HR specialists, that of simply reacting to the staffing needs brought about
by strategic decisions taken by other parts of the business. He feels even more threatened by one of the joint managing
directors arguing that HR issues should be the responsibility of the line managers and not a specialist HR staff
function. Even worse, Paul has become aware of the increasing number of companies looking to outsource some or
all of their HR activities.
Paul wants to develop a convincing case why HR should not only be retained as a core function in Global Imaging’s
activities, but also be directly involved in the development of the current growth strategy.
Required:
Paul has asked you to prepare a short report to present to Global Imaging’s board of directors:
(a) Write a short report for Paul Simpson on the way a Human Resource Plan could link effectively with Global
Imaging’s growth strategy. (12 marks)