请问福建省考生ACCA国际会计师证书应该怎么注册呢?

正确答案：

You will be aware of the importance of accurate resource valuation to Worldwide Minerals (WM). Unfortunately, I have to
inform. you that the reserve of mallerite, one of our key minerals in a new area of exploration, was found to have been
overestimated after the purchase of a mine. It has been suggested that this information may have an effect on shareholder
value and so I thought it appropriate to write to inform. you of how the board intends to respond to the situation.
In particular, I would like to address two issues. It has been suggested that the overestimation arose because of issues with
the internal control systems at WM. I would firstly like to reassure you of the importance that your board places on sound
internal control systems and then I would like to highlight improvements to internal controls that we shall be implementing
to ensure that the problem should not recur.
(i) Importance of internal control
Internal control systems are essential in all public companies and Worldwide Minerals (WM) is no exception. If anything,
WM’s strategic position makes internal control even more important, operating as it does in many international situations
and dealing with minerals that must be guaranteed in terms of volume, grade and quality. Accordingly, your board
recognises that internal control underpins investor confidence. Investors have traditionally trusted WM’s management
because they have assumed it capable of managing its internal operations. This has, specifically, meant becoming aware
of and controlling known risks. Risks would not be known about and managed without adequate internal control
systems. Internal control, furthermore, helps to manage quality throughout the organisation and it provides
management with information on internal operations and compliance. These features are important in ensuring quality
at all stages in the WM value chain from the extraction of minerals to the delivery of product to our customers. Linked
to this is the importance of internal control in helping to expose and improve underperforming internal operations.
Finally, internal control systems are essential in providing information for internal and external reporting upon which, in
turn, investor confidence rests.
(ii) Proposals to improve internal systems at WM
As you may be aware, mineral estimation and measurement can be problematic, particularly in some regions. Indeed,
there are several factors that can lead to under or overestimation of reserves valuations as a result of geological survey
techniques and regional cultural/social factors. In the case of mallerite, however, the issues that have been brought to
the board’s attention are matters of internal control and it is to these that I would now like to turn.
In first instance, it is clear from the fact that the overestimate was made that we will need to audit geological reports at
an appropriate (and probably lower) level in the organisation in future.
Once a claim has been made about a given mineral resource level, especially one upon which investor returns might
depend, appropriate systems will be instituted to ask for and obtain evidence that such reserves have been correctly and
accurately quantified.
We will recognise that single and verbal source reports of reserve quantities may not necessarily be accurate. This was
one of the apparent causes of the overestimation of mallerite. A system of auditing actual reserves rather than relying
on verbal evidence will rectify this.
The purchase of any going concern business, such as the mallerite mine, is subject to due diligence. WM will be
examining its procedures in this area to ensure that they are fit for purpose in the way that they may not have been in
respect of the purchase of the mallerite mine. I will be taking all appropriate steps to ensure that all of these internal
control issues can be addressed in future.
Thank you for your continued support of Worldwide Minerals and I hope the foregoing goes some way to reassure you
that the company places the highest value on its investors and their loyalty.
Yours faithfully,
Tim Blake
Chairman

正确答案：

(a) Objectives and scope

From the perspective of the ‘traffic lite’ project, the change in mayor has led to an immediate change in the objectives driving the project. This illustrates how public sector projects are susceptible to sudden external environmental changes outside their control. The project initially proposed to reduce traffic congestion by making traffic lights sensitive to traffic flow. It was suggested that this would improve journey times for all vehicles using the roads of Brighttown. However, the incoming mayor now wishes to reduce traffic congestion by attracting car users onto public transport. Consequently she wants to develop a traffic light system which will give priority to buses. This should ensure that buses run on time. The project is no longer concerned with reducing journey times for all users. Indeed, congestion for private cars may get worse and this could further encourage car users to switch to public transport.

An important first step would be to confirm that the new mayor wishes to be the project sponsor for the project, because the project has lost its sponsor, the former mayor. The project scope also needs to be reviewed. The initial project was essentially a self-contained technical project aimed at producing a system which reduced queuing traffic. The revised proposal has much wider political scope and is concerned with discouraging car use and improving public bus services. Thus there are also proposals to increase car parking charges, to reduce the number of car park spaces (by selling off certain car parks for housing development) and to increase the frequency, quality and punctuality of buses. The project scope appears to have been widened considerably, although this will have to be confirmed with the new project sponsor.

Only once the scope of the revised project been agreed can revised project objectives be agreed and a new project plan developed, allocating the resources available to the project to the tasks required to complete the project. It is at this stage that the project manager will be able to work out if the proposed delivery date (a project constraint) is still manageable. If it is not, then some kind of agreement will have to be forged with the project sponsor. This may be to reduce the scope of the project, add more resources, or some combination of the two.

(b) Cost benefit

The re-defined project will have much more tangible effects than its predecessor and these could be classified using the standard approach suggested in the scenario. Benefits would include:

– One-off financial benefit from selling certain car parks

– this appears to be a predictable financial benefit of $325,000 which can be confidently included in a cost/benefit analysis.

– Increased income from public bus use – this appears to be a measurable benefit, in that it is an aspect of performance which can be measured (for example, bus fares collected per day), but it is not possible to estimate how much income will actually increase until the project is completed. – Increased income from car parks

– this appears to be a quantifiable benefit if the assumption is made that usage of the car parks will stay at 95%. There may indeed be sufficient confidence to define it as a financial benefit. Car park places will be reduced from 1,000 to 800, but the increase in fees will compensate for this reduction in capacity. Current expected daily income is 1,000 x $3 x 0·95 = $2,850. Future expected income will be 800 x $4 x 0·95 = $3,040.

– Improved punctuality of buses – this will again be a measurable benefit. It will be defined in terms of a Service Level promised to the residents of Brighttown. Improved punctuality might also help tempt a number of vehicle users to use public transport instead.

– Reduced emissions – buses are more energy efficient and emit less carbon dioxide than the conventional vehicles used by most of the inhabitants of Brighttown. This benefit should again be measurable (but non-financial) and should benefit the whole of the town, not just areas around traffic lights.

– Improved perception of the town – the incoming mayor believes that her policy will help attract green consumers and green companies to the town. Difficulties in classifying what is meant by these terms makes this likely to be an observable benefit, where a group, such as the Go Green team, established by the council itself can decide (based on their judgement) whether the benefit has been realised or not.

The costs of implementing the project will also have to be re-assessed. These costs will now include:

– The cost of purchasing more buses to meet the increased demand and frequency of service.

– The operational costs of running more buses, including salary costs of more bus drivers.

– Costs associated with the disposal of car parks.

– Costs associated with slowing down drivers (both economic and emotional).

The technical implementation requirements of the project will also change and this is almost certain to have cost implications because a solution will have to be developed which allows buses to be prioritised. A feasibility study will have to be commissioned to examine whether such a solution is technically feasible and, if it is, the costs of the solution will have to be estimated and entered into the cost-benefit analysis.

(c) A stakeholder grid (Mendelow) provides a framework for understanding how project team members should communicate with each stakeholder or stakeholder group. The grid itself has two axes. One axis is concerned with the power or influence of the stakeholder in this particular project. The other axis is concerned with the stakeholder’s interest in the project.

The incoming mayor: High power and high interest. The mayor is a key player in the project and should be carefully and actively managed throughout. The mayor is currently enthusiastic about the project and this enthusiasm has to be sustained. As the likely project sponsor, it will be the mayor’s responsibility to promote the project internally and to make resources available to it. It will also be up to her to ensure that the promised business benefits are actually delivered. However, she is also the person who can cancel the project at any time.

OfRoad – a government agency: OfRoad were critical of the previous mayor’s justification for the project. They felt that the business case was solely based on intangible benefits and lacked credibility. It is likely that they will be more supportive of the revised proposals for two reasons. Firstly, the proposal uses the classification of benefits which it has suggested. Secondly, the proposal includes tangible benefits which can confidently be included in a cost-benefit analysis. OfRoad is likely to have high power (because it can intervene in local transport decisions) but relatively low interest in this particular project as the town appears to be following its guidelines. An appropriate management strategy would be to keep watch and monitor the situation, making sure that nothing happens on the project which would cause the agency to take a sudden interest in it.

The private motorist of Brighttown: Most of these motorists will have a high interest in the project, because it impacts them directly; but, individually, they have very little power. Their chance to influence policy has just passed, and mayoral elections are not due for another five years. The suggested stakeholder management approach here is to keep them informed. However, their response will have to be monitored. If they organise themselves and band together as a group, they might be able to stage disruptive actions which might raise their power and have an impact on the project. This makes the point that stakeholder management is a continual process, as stakeholders may take up different positions in the grid as they organise themselves or as the project progresses.

正确答案：
(a) To: Helen Bradshaw
From:
Entry strategies for ‘Helen’s cakes’
Your choice of market entry strategy is a crucial one for you and one which will have significant consequences for the
operational side of the business. Your choice of distribution channel will determine the customers you reach, the volume of
sales you will achieve and ultimately the level of profitability attained. Key questions will include – is there a market for my
cakes, how big is this market, what segments of the market will I reach and is this the most appropriate channel for accessing
my customers? These are key questions that will influence your marketing strategy and its implementation through the
marketing mix detailed below. This choice of channel will effectively position your cakes in the market.
Your intention to produce ‘distinctive quality cakes’ suggests you are intent on differentiating your cakes from those of your
competitors. I have provided an assessment of the implications of choosing a particular entry strategy. Each entry strategy
will have a different combination of costs and benefits and involve different levels of risk. Although you will be supplying
basically the same product into each market, each market is very different and will require a different marketing approach.
Premium cake market
Here there is the opportunity to establish your brand and develop your reputation for meeting the demands of discerning
customers. There is also the opportunity to obtain premium prices based on the exclusivity of your cakes. New quality brands
are likely to be welcomed by the specialist cake shops and cafes and there is the advantage of relatively few brands with
which you have to compete. Entry barriers are therefore relatively low and the product range can be developed in a planned
way. Volumes, at least initially, are likely to be low and your existing capacity should be able to cope. However, entry into this
premium market may have some disadvantages. Clearly, for a premium product, commanding premium prices, quality is an
absolute must. Therefore, rigorous quality systems must be in place to ensure customer satisfaction. Equally, the demand will
be for fresh cakes with a short shelf life and this again will require small batch production and careful scheduling and
planning. Your distributors are likely to want many varieties of cakes, but in small volumes again has cost implications and
your ability to make-to-order may be an important factor in generating sales. As you are likely to be supplying a large number
of outlets spread over a wide area, this is likely to lead to high distribution costs per unit sold. Opportunity should be taken
to supply cakes to any chains of cake shops or cafes and thus lower the costs of distribution. You will clearly have to work
out the break-even position for each customer so as to avoid having large numbers of small customers who order insufficient
quantities to cover costs.
Supermarkets
Here there is the advantage of generating high volume sales and achieving some economies of scale. Equally, if you are able
to convince the buyers to stock your product using your brand this will gain you excellent exposure in the market. The fact
that you are supplying to a small number of large customers will also have a beneficial effect on your distribution costs.
Supplying the supermarkets with your cakes will bring some problems however. Here the attention to quality will be
considerable and the product must be consistent to prevent product rejection. You are likely to have to meet demands for
recipe change and price variations may also be required. Above all, the buying power of the supermarkets will put extreme
pressure on your prices and is likely to result in small profit margins. Equally important is the likely pressure to make cakes
to be sold under the supermarkets’ own label brands. Again the pressure on costs is likely to be intense and there is no
opportunity to develop your brand. Getting space on the supermarket shelves is likely to be expensive – you may be under
pressure to reduce prices to support in-store promotions. Also, the power of electronic point-of-sale equipment means that
underperforming products are soon deleted from the product list and removed from the shelves. Overall this is a high
volume/low margin market entry and getting your product accepted may take considerable time and effort.
Catering market
Here, typically, supplying catering wholesalers who in turn supply catering establishments. Volumes are likely to be
significant, with large bulk orders being placed. The product range is likely to be less extensive than with the other two
markets and there will be less need to offer recipe variations. This market is likely to be less quality conscious provided the
cakes meet the demands of the caterers. There is less pressure to produce cakes under the caterer’s own brand and therefore
the opportunity to build your own brand. Barriers to entry would be relatively low with the caterers having little brand or supply
loyalty. Batches of cakes are likely to be large with lower production costs as a result. Distribution costs are also likely to
benefit from delivery to a few large wholesalers.
The downside of supplying this market segment is meeting the particular demands of the caterers – they may be more
interested in products that can be stored as opposed to being fresh. As wholesalers operate on narrow margins, there will be
pressure on prices. The volume demands will also place pressure on your ability to deliver the right sort of cakes from the
limited capacity at your disposal. Also, having your brand associated with a mass catering market with its modest reputation
for quality may limit your ability to move the brand into higher quality segments of the market.
From the above analysis you can see that each distribution channel has particular demands. It is unlikely that in starting your
business you will be able to supply all three outlets. It is important that you choose your distribution policy carefully with a
view to where you want to be in the future. Each route to market will have a significant impact on the whole of the companyand place different demands on you.

正确答案：
(ii) Wholly-owned foreign subsidiary
■ The cash transfer is a non-adjusting post balance sheet event. It indicates that Batik was trading after the balance
sheet date. However, that does not preclude Batik having commenced trading before the year end.
■ The finance director’s oral representation is wholly insufficient evidence with regard to the existence (or otherwise)
of Batik at 30 September 2005. If it existed at the balance sheet date its financial statements should have been
consolidated (unless immaterial).
■ The lack of evidence that might reasonably be expected to be available (e.g. legal papers, registration payments,
etc) suggests a limitation on the scope of the audit.
■ If such evidence has been sought but not obtained then the limitation is imposed by the entity (rather than by
circumstances).
■ Whilst the transaction itself may not be material, the information concerning the existence of Batik may be material
to users and should therefore be disclosed (as a non-adjusting event). The absence of such disclosure, if the
auditor considered necessary, would result in a qualified ‘except for’, opinion.
Tutorial note: Any matter that is considered sufficiently material to be worthy of disclosure as a non-adjusting
event must result in such a qualified opinion if the disclosure is not made.
■ If Batik existed at the balance sheet date and had material assets and liabilities then its non-consolidation would
have a pervasive effect. This would warrant an adverse opinion.
■ Also, the nature of the limitation (being imposed by the entity) could have a pervasive effect if the auditor is
suspicious that other audit evidence has been withheld. In this case the auditor should disclaim an opinion.