2018年海南ACCA12月考期成绩查询时间2019年1月16日

正确答案：

(a) The product life cycle model suggests that a product passes through six stages: introduction, development, growth, shakeout,
maturity and decline. The first Rock Bottom phase appears to coincide with the introduction, development and growth periods
of the products offered by the company. These highly specified, high quality products were new to the country and were
quickly adopted by a certain consumer segment (see below). The life cycle concept also applies to services, and the innovative
way in which Rock Bottom sold and marketed the products distinguished the company from potential competitors. Not only
were these competitors still selling inferior and older products but their retail methods looked outdated compared with Rock Bottom’s bright, specialist shops. Rock Bottom’s entry into the market-place also exploited two important changes in the
external environment. The first was the technological advance of the Japanese consumer electronics industry. The second
was the growing economic power of young people, who wished to spend their increasing disposable income on products that
allowed them to enjoy popular music. Early entrants into an industry gain experience of that industry sooner than others. This
may not only be translated into cost advantages but also into customer loyalty that helps them through subsequent stages of
the product’s life cycle. Rock Bottom enjoyed the advantages of a first mover in this industry.
Hein’s leadership style. appears to have been consistent with contemporary society and more than acceptable to his young
target market. As an entrepreneur, his charismatic leadership was concerned with building a vision for the organisation and
then energising people to achieve it. The latter he achieved through appointing branch managers who reflected, to some
degree, his own style. and approach. His willingness to delegate considerable responsibility to these leaders, and to reward
them well, was also relatively innovative. The shops were also staffed by young people who understood the capabilities of the
products they were selling. It was an early recognition that intangible resources of skills and knowledge were important to the
organisation.
In summary, in the first phase Rock Bottom’s organisation and Hein’s leadership style. appear to have been aligned with
contemporary society, the customer base, employees and Rock Bottom’s position in the product/service life cycle.
The second phase of the Rock Bottom story appears to reflect the shakeout and maturity phases of the product life cycle. The
entry of competitors into the market is a feature of the growth stage. However, it is in the shakeout stage that the market
becomes saturated with competitors. The Rock Bottom product and service approach is easily imitated. Hein initially reacted
to these new challenges by a growing maturity, recognising that outrageous behaviour might deter the banks from lending to
him. However, the need to raise money to fund expansion and a latent need to realise (and enjoy) his investment led to the
company being floated on the country’s stock exchange. This, eventually, created two problems.
The first was the need for the company to provide acceptable returns to shareholders. This would have been a new challenge
for Hein. He would have to not only maintain dividends to external shareholders, but he would also have to monitor and
improve the publicly quoted share price. In an attempt to establish an organisation that could deliver such value, changes
were made in the organisational structure and style. Most of the phase 1 entrepreneur-style. managers left. This may have
been inevitable anyway as Rock Bottom would have had problems continuing with such high individual reward packages in
a maturing market. However, the new public limited organisation also demanded managers who were more transactional
leaders, focusing on designing systems and controlling performance. This style. of management was alien to Rick’s approach.
The second problem was the need for the organisation to become more transparent. The publishing of Hein’s financial details
was embarrassing, particularly as his income fuelled a life-style. that was becoming less acceptable to society. What had once
appeared innovative and amusing now looked like an indulgence. The challenge now was for Hein to change his leadership
style. to suit the new situation. However, he ultimately failed to do this. Like many leaders who have risen to their position
through entrepreneurial ability and a dominant spirit, the concept of serving stakeholders rather than ordering them around
proved too difficult to grasp. The sensible thing would have been to leave Rock Bottom and start afresh. However, like many
entrepreneurs he was emotionally attached to the company and so he persuaded a group of private equity financiers to help
him buy it back. Combining the roles of Chairman and Chief Executive Officer (CEO) is also controversial and likely to attract
criticism concerning corporate governance.

In summary, in the second phase of Hein’s leadership he failed to change his approach to reflect changing social values, a
maturing product/service market-place and the need to serve new and important stakeholders in the organisation. He clearly
saw the public limited company as a ‘shackle’ on his ambition and its obligations an infringement of his personal privacy.
It can be argued that Hein took Rock Bottom back into private ownership just as the product life cycle moved into its decline
stage. The product life cycle is a timely reminder that any product or service has a finite life. Forty years earlier, as a young
man, Hein was in touch with the technological and social changes that created a demand for his product and service.
However, he had now lost touch with the forces shaping the external environment. Products have now moved on. Music is
increasingly delivered through downloaded files that are then played through computers (for home use) or MP3s (for portable
use). Even where consumers use traditional electronic equipment, the reliability of this equipment means that it is seldom
replaced. The delivery method, through specialised shops, which once seemed so innovative is now widely imitated and
increasingly, due to the Internet, less cost-effective. Consumers of these products are knowledgeable buyers and are only
willing to purchase, after careful cost and delivery comparisons, through the Internet. Hence, Hein is in a situation where he
faces more competition to supply products which are used and replaced less frequently, using a sales channel that is
increasingly uncompetitive. Consequently, Hein’s attempt to re-vitalise the shops by using the approach he adopted in phase
1 of the company was always doomed to failure. This failure was also guaranteed by the continued presence of the managers
appointed in phase 2 of the company. These were managers used to tight controls and targets set by centralised management.
To suddenly be let loose was not what they wanted and Hein appears to have reacted to their inability to act entrepreneurially
with anger and abuse. Hein’s final acts of reinvention concerned the return to a hedonistic, conspicuous life style. that he had
enjoyed in the early days of the company. He probably felt that this was possible now that he did not have the reporting
requirements of the public limited company. However, he had failed to recognise significant changes in society. He celebrated
the freeing of ‘Rock Bottom from its shackles’ by throwing a large celebration party. Celebrities were flown in from all over the
world to attend. It seems inevitable that the cost and carbon footprint of such an event would now attract criticism.
Finally, in summary, Hein’s approach and leadership style. in phase 3 became increasingly out of step with society’s
expectations, customers’ requirements and employees’ expectations. However, unlike phase 2, Hein was now free of the
responsibilities and controls of professional management in a public limited company. This led him to conspicuous activities
that further devalued the brand, meaning that its demise was inevitable.

(b) At the end of the first phase Hein still had managers who were entrepreneurial in their outlook. It might have been attractive
for them to become franchisees, particularly as this might be a way of protecting their income through the more challenging
stages of the product and service life cycle that lay ahead. However, by the time Hein came to look at franchising again (phase
3), the managers were unlikely to be of the type that would take up the challenge of running a franchise. These were
managers used to meeting targets within the context of centrally determined policies and budgets within a public limited
company. Hein would have to make these employees redundant (at significant cost) and with no certainty that he could find
franchisees to replace them.
At the end of phase 1, Rock Bottom was a strong brand, associated with youth and innovation. First movers often retain
customer loyalty even when their products and approach have been imitated by new aggressive entrants to the market. A
strong brand is essential for a successful franchise as it is a significant part of what the franchisee is buying. However, by the
time Hein came to look at franchising again in phase 3, the brand was devalued by his behaviour and incongruent with
customer expectations and sales channels. For example, it had no Internet sales channel. If Hein had developed Rock Bottom
as a franchise it would have given him the opportunity to focus on building the brand, rather than financing the expansion
of the business through the issue of shares.
At the end of phase 1, Rock Bottom was still a financially successful company. If it had been franchised at this point, then
Hein could have realised some of his investment (through franchise fees) and used some of this to reward himself, and the
rest of the money could have been used to consolidate the brand. Much of the future financial risk would have been passed
to the franchisees. There would have been no need to take Rock Bottom public and so suffer the scrutiny associated with a
public limited company. However, by the time Hein came to look at franchising again in phase 3, most of the shops were
trading at a loss. He saw franchising as a way of disposing of the company in what he hoped was a sufficiently well-structured
way. In effect, it was to minimise losses. It seems highly unlikely that franchisees would have been attracted by investing in
something that was actually making a loss. Even if they were, it is unlikely that the franchise fees (and hence the money
immediately realised) would be very high.

正确答案：
(b) There are several benefits for Hugh Co in choosing a voluntary financial statement audit.
An annual audit will ensure that any material mistakes made by the part-qualified accountant in preparing the year end
financial statements will be detected. This is important as the directors will be using the year end accounts to review their
progress in the first year of trading and will need reliable figures to assess performance. An audit will give the directors comfort
that the financial statements are a sound basis for making business decisions.
Accurate first year figures will also enable more effective budgeting and forecasting, which will be crucial if rapid growth is to
be achieved.
The auditors are likely to use the quarterly management accounts as part of normal audit procedures. The auditors will be
able to advise Monty Parkes of any improvements that could be made to the management accounts, for example, increased
level of detail, more frequent reporting. Better quality management accounts will help the day-to-day running of the business
and enable a speedier response to any problems arising during the year.
As a by-product of the audit, a management letter (report to those charged with governance) will be produced, identifying
weaknesses and making recommendations on areas such as systems and controls which will improve the smooth running of
the business.
It is likely that Hugh Co will require more bank funding in order to expand, and it is likely that the bank would like to see
audited figures for review, before deciding on further finance. It will be easier and potentially cheaper to raise finance from
other providers with an audited set of financial statements.
As the business deals in cash sales, and retails small, luxury items there is a high risk of theft of assets. The external audit
can act as both a deterrent and a detective control, thus reducing the risk of fraud and resultant detrimental impact on the
financial statements.
Accurate financial statements will be the best basis for tax assessment and tax planning. An audit opinion will enhance the
credibility of the figures.
If the business grows rapidly, then it is likely that at some point in the future, the audit exemption limit will be exceeded and
thus an audit will become mandatory.
Choosing to have an audit from the first year of incorporation will reduce potential errors carried down to subsequent periods
and thus avoid qualifications of opening balances.

正确答案：
5 FOX & STEEPLE – THREE AUDIT ASSIGNMENTS
(i) Threats to independence
Self-interest
Tutorial note: This threat arises when a firm or a member of the audit team could benefit from a financial interest in, or
other self-interest conflict with, an assurance client.
■ A self-interest threat could potentially arise in respect of any (or all) of these assignments as, regardless of any fee
restrictions (e.g. per IFAC’s ‘Code of Ethics for Professional Accountants’), the auditor is remunerated by clients for
services provided.
■ This threat is likely to be greater for Huggins Co (larger/listed) and Gray Co (requires other services) than for Blythe Co
(audit a statutory necessity).
■ The self-interest threat may be greatest for Huggins Co. As a company listed on a recognised stock exchange it may
give prestige and credibility to Fox & Steeple (though this may be reciprocated). Fox & Steeple could be pressurised into
taking evasive action to avoid the loss of a listed client (e.g. concurring with an inappropriate accounting treatment).
Self-review
Tutorial note: This arises when, for example, any product or judgment of a previous engagement needs to be re-evaluated
in reaching conclusions on the audit engagement.
■ This threat is also likely to be greater for Huggins and Gray where Fox & Steeple is providing other (non-audit) services.
■ A self-review threat may be created by Fox & Steeple providing Huggins with a ‘thorough examination’ of its computerised
systems if it involves an extension of the procedures required to conduct an audit in accordance with International
Standards on Auditing (ISAs).
■ Appropriate safeguards must be put in place if Fox & Steeple assists Huggins in the performance of internal audit
activities. In particular, Fox & Steeple’s personnel must not act (or appear to act) in a capacity equivalent to a member
of Huggins’ management (e.g. reporting, in a management role, to those charged with governance).
■ Fox & Steeple may provide Gray with accounting and bookkeeping services, as Gray is not a listed entity, provided that
any self-review threat created is reduced to an acceptable level. In particular, in giving technical advice on financial
reporting, Fox & Steeple must take care not to make managerial decisions such as determining or changing journal
entries without obtaining Gray’s approval.
■ Taxation services comprise a broad range of services, including compliance, planning, provision of formal taxation
opinions and assistance in the resolution of tax disputes. Such assignments are generally not seen to create threats to
independence.
Tutorial note: It is assumed that the provision of tax services is permitted in the jurisdiction (i.e. that Fox and Steeple
are not providing such services if prohibited).
■ The due diligence reviews for Gray may create a self-review threat (e.g. on the fair valuation of net assets acquired).
However, safeguards may be available to reduce these threats to an acceptable level.
■ If staff involved in providing other services are also assigned to the audit, their work should be reviewed by more senior
staff not involved in the provision of the other services (to the extent that the other service is relevant to the audit).
■ The reporting lines of any staff involved in the audit of Huggins and the provision of other services for Huggins should
be different. (Similarly for Gray.)
Familiarity
Tutorial note: This arises when, by virtue of a close relationship with an audit client (or its management or employees) an
audit firm (or a member of the audit team) becomes too sympathetic to the client’s interests.
■ Long association of a senior member of an audit team with an audit client may create a familiarity threat. This threat
is likely to be greatest for Huggins, a long-standing client. It may also be significant for Gray as Fox & Steeple have had
dealings with this client for seven years now.
■ As Blythe is a new audit client this particular threat does not appear to be relevant.
■ Senior personnel should be rotated off the Huggins and Gray audit teams. If this is not possible (for either client), an
additional professional accountant who was not a member of the audit team should be required to independently review
the work done by the senior personnel.
■ The familiarity threat of using the same lead engagement partner on an audit over a prolonged period is particularly
relevant to Huggins, which is now a listed entity. IFAC’s ‘Code of Ethics for Professional Accountants’ requires that the
lead engagement partner should be rotated after a pre-defined period, normally no more than seven years. Although it
might be time for the lead engagement partner of Huggins to be changed, the current lead engagement partner may
continue to serve for the 2006 audit.
Tutorial note: Two additional years are permitted when an existing client becomes listed, since it may not be in the
client’s best interests to have an immediate rotation of engagement partner.
Intimidation
Tutorial note: This arises when a member of the audit team may be deterred from acting objectively and exercising
professional skepticism by threat (actual or perceived), from the audit client.
■ This threat is most likely to come from Blythe as auditors are threatened with a tendering process to keep fees down.
■ Peter may have already applied pressure to reduce inappropriately the extent of audit work performed in order to reduce
fees, by stipulating that there should not be an interim audit.
■ The audit senior allocated to Blythe will need to be experienced in standing up to client management personnel such as
Peter.
Tutorial note: ‘Correct’ classification under ‘ethical’, ‘other professional’, ‘practical’ or ‘staff implications’ is not as important
as identifying the matters.
(ii) Other professional and practical matters
Tutorial note: ‘Other professional’ includes quality control.
■ The experience of staff allocated to each assignment should be commensurate with the assessment of associated risk.
For example, there may be a risk that insufficient audit evidence is obtained within the budget for the audit of Blythe.
Huggins, as a listed client, carries a high reputational risk.
■ Sufficient appropriate staff should be allocated to each audit to ensure adequate quality control (in particular in the
direction, supervision, review of each assignment). It may be appropriate for a second partner to be assigned to carry
out a ‘hot review’ (before the auditor’s report is signed) of:
– Blythe, because it is the first audit of a new client; and
– Huggins, as it is listed.
■ Existing clients (Huggins and Gray) may already have some expectation regarding who should be assigned to their
audits. There is no reason why there should not be some continuity of staff providing appropriate safeguards are put in
place (e.g. to overcome any familiarity threat).
■ Senior staff assigned to Blythe should be alerted to the need to exercise a high degree of professional skepticism (in the
light of Peter’s attitude towards the audit).
■ New staff assigned to Huggins and Gray would perhaps be less likely to assume unquestioned honesty than staff
previously involved with these audits.
Logistics (practical)
■ All three assignments have the same financial year end, therefore there will be an element of ‘competition’ for the staff
to be assigned to the year-end visits and final audit assignments. As a listed company, Huggins is likely to have the
tightest reporting deadline and so have a ‘priority’ for staff.
■ Blythe is a local and private company. Staff involved in the year-end visit (e.g. to attend the physical inventory count)
should also be involved in the final audit. As this is a new client, staff assigned to this audit should get involved at every
stage to increase their knowledge and understanding of the business.
■ Huggins is a national operation and may require numerous staff to attend year-end procedures. It would not be expected
that all staff assigned to year-end visits should all be involved in the final audit.
Time/fee/staff budgets
■ Time budgets will need to be prepared for each assignment to determine manpower requirements (and to schedule audit
work).
(iii) Implications for allocating staff
■ Fox & Steeple should allocate staff so that those providing other services to Huggins and Gray (that may create a selfreview
threat) do not participate in the audit engagement.
Competence and due care (Qualifications/Specialisation)
■ All audit assignments will require competent staff.
■ Huggins will require staff with an in-depth knowledge of their computerised system.
■ Gray will require senior audit staff to be experienced in financial reporting matters specific to communications and
software solutions (e.g. in revenue recognition issues and accounting for internally-generated intangible assets).
■ Specialists providing tax services and undertaking the due diligence reviews for Gray may not be required to have any
involvement in the audit assignment.