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正确答案：
(a) The management of an organisation need to exercise control at different levels within an organisation. These levels are often
categorised as being strategic, tactical and operational. The information required by management at these levels varies in
nature and content.
Strategic information
Strategic information is required by the management of an organisation in order to enable management to take a longer term
view of the business and assess how the business may perform. during that period. The length of this longer term view will
vary from one organisation to another, being very much dependent upon the nature of the business and the ability of those
responsible for strategic direction to be able to scan the planning horizon. Strategic information tends to be holistic and
summary in nature and would be used by management when, for example, undertaking SWOT analysis. In Moffat Ltd
strategic information might relate to the development of new services such as the provision of a home-based vehicle recovery
service or the provision of twenty-four hour servicing. Other examples would relate to the threats posed by Moffat Ltd’s
competitors or assessing the potential acquisition of a tyre manufacturer in order to enhance customer value via improved
efficiency and lower costs.
Tactical information
Tactical information is required in order to facilitate management planning and control for shorter time periods than strategic
information. Such information relates to the tactics that management adopt in order to achieve a specific course of action. In
Moffat Ltd this might involve the consideration of whether to open an additional outlet in another part of the country or
whether to employ additional supervisors at each outlet in order to improve the quality of service provision to its customers.
Operational information
Operational information relates to a very short time scale and is often used to determine immediate actions by those
responsible for day-to-day management. In Moffat Ltd, the manager at each location within Moffat Ltd would require
information relating to the level of customer sales, the number of vehicles serviced and the number of complaints received
during a week. Operational information might be used within Moffat Ltd in order to determine whether staff are required to
work overtime due to an unanticipated increase in demand, or whether operatives require further training due to excessive
time being spent on servicing certain types of vehicle.

正确答案：
(iii) Trading losses may not be carried forward where, within a period of three years there is both a change in the ownership
of a company and a major change in the nature or conduct of its trade. The transfer of work from Tay Limited to Trent
Limited is likely to constitute a major change in the nature or conduct of the latter’s trade. As a consequence, any tax
losses at the date of acquisition will be forfeited. Assuming losses were incurred uniformly in 2005, the tax losses at the
date of acquisition were ￡380,000 (300,000 + 2/3 x 120,000)). This is worth ￡114,000 assuming a corporation tax
rate of 30%.
Thus, Tay Limited should not consider transferring any trade to Trent Limited until after the third anniversary of the date
of the change of ownership i.e. not before 1 September 2008. As the trades are similar, there should be little problem
in transferring work from that date onwards.

正确答案：
(c) Ways in which each of the problems might be overcome are as follows:
Meeting only the lowest targets
– To overcome the problem there must be some additional incentive. This could be through a change in the basis of bonus
payment which currently only provides an incentive to achieve the 100,000 tonnes of output.
Using more resources than necessary
– Overcoming the problem may require a change in the bonus system which currently does not provide benefit from any
output in excess of 100,000 tonnes. This may not be perceived as sufficiently focused in order to achieve action. It may
be that engendering a culture of continuous improvement would help ensure that employees actively sought ways of
reducing idle time levels.
Making the bonus – whatever it takes
– It is likely that efforts to change the ‘work ethos’ at all levels is required, while not necessarily removing the concept of
a bonus payable to all employees for achievement of targets. This may require the fostering of a culture for success within
the company. Dissemination of information to all staff relating to trends in performance, meeting targets, etc may help
to improve focus on continuous improvement.
Competing against other divisions, business units and departments
– The problem may need some input from the directors of TRG. For example, could a ‘dual-cost’ transfer pricing system
be explained to management at both the Bettamould division and also the Division with spare capacity in order to
overcome resistance to problems on transfer pricing and its impact on divisional budgets and reported results? In this
way it may be possible for the Bettamould division to source some of its input materials at a lower cost (particularly from
TRG’s viewpoint) and yet be acceptable to the management at the supplying division.
Ensuring that what is in the budget is spent
– In order to overcome the problem it may be necessary to educate management into acceptance of aspects of budgeting
such as the need to consider the committed, engineered and discretionary aspects of costs. For example, it may be
possible to reduce the number of salaried staff involved in the current quality checking of 25% of throughput on a daily
basis.
Providing inaccurate forecasts
– In order to overcome this problem there must be an integrated approach to the budget setting process. This may be
achieved to some extent through all aspects of the budget having to be agreed by all functions involved. For example,
engineers as well as production line management in reaching the agreed link between percentage process losses and
the falling efficiency of machinery due to age. In addition, TRC may insist an independent audit of aspects of budget
revisions by group staff.
Meeting the target but not beating it
– To overcome the problem may require that the bonus system should be altered to reflect any failure to control costs per
tonne at the budget level.
Avoiding risks
– In order to overcome such problems, TRC would have to provide some guarantees to Bettamould management that the
supply would be available during the budget period at the initially agreed price and that the quality would be maintained
at the required level. This would remove the risk element that the management of the Bettamould division may consider
currently exists.

正确答案：
(c) Audit procedures to determine the validity of the amortisation rate of five years being applied to development costs in relation
to the product Plummet would include the following:
– Obtain the papers documenting market research carried out on Plummet. Review and ascertain that the market research
supports a product life span of five years.
– Review actual sales patterns since the launch of Plummet and compare to the predicted sales per the market research
document.
Tutorial note: this will help to demonstrate the accuracy of the predicted sales forecast of Plummet.
– Read the assumptions underpinning the market research sales projections, and consider whether these assumptions
agree with the auditors’ understanding of the business.
– Discuss sales trends with the sales/marketing directors and ascertain whether sales are in line with management’s
expectations.
– Read correspondence with retail outlets to ensure there is continued support for selling Plummet.
– Obtain marketing/advertising budgets and ascertain enough expenditure is continuing on Plummet to support continued
sales.