天津市考生们！2020年ACCA国际会计师考试科目、考试题题型题量！

发布时间：2020-01-09

2020年一月即将过去一半了，各位参加3月份ACCA考试的ACCAer们得要抓紧时间好好复习了呀~考试科目难度不了解？不知道怎么在有限的时间规划复习的侧重点？这些问题都通通不用担心，接下来51题库考试学习网就为大家讲解关于ACCA考试每个科目的难度，便于各位ACCAer们有重点的复习。

最简单的：知识课程原F1,F2,F3

这三个科目的内容在ACCA所有科目中属于最基础也是新手最容易入门的，难度不算太大，但仍然需要认真复习，且需要掌握的内容不多，都是会计学的基础。也正是因为这样，会计学本专业学生在完成第二年课程后可以免试这三科。这三科考试都为机考考试，且选择题居多，通过率按照往年的数据来看都在70%左右。

技能课程：原F4,F5,F6,F7,F9

这几门相对前三门难度有所提高，但相比较后面的专业阶段的考试科目来说，通过难度不算太大的。F4法律内容较多，需要背诵，但总体不难。F5是F2的进阶版，知识点重叠的部分很多。因此，只要F2学的好，通过F5也不在话下。F6关于税法，考试时以计算题为主，也正是因为计算题量大，对于中国考生来说，难度并不高，但这一部分对计算能力的考核的难度还是有的。F9和P1相似，以文字内容为主，想要通过考试需要动用记忆能力，记忆能力欠佳的考生建议反复多读和背，只要认真背过知识点的，总体难度一般。这几门中相对较难的是F7，从近几年的通过率来看是最低的，内容涉及到财务报表的编制，为P2专业阶段的考试打基础。想要编平报表，需要大量的练习历年真题是必不可少的。

AA(F8)和SBL(P1+P3),AAA(F7)

这三门之所以难度较高，原因在于大量的主观论述题。不少考生表示考到这几科才发现ACCA考试与其说是会计考试，不如说更像是英语作文考试。这几门难就难在需要站在一定高度去分析问题，且相比之前的F阶段考试需要更深层次的去了解。在F8阶段，需要了解具体的审计程序，而到了P7，则需要从事务所合伙人的角度来思考问题。考到这一等级，ACCA考试的核心才能体现出来，之前的F阶段的全部考试都是为此打基础。对于思维方式的养成初见成效，之前熟悉的备考应试方法显得捉襟见肘，考生唯有自己学会分析问题的方法，并用自己的语言阐述出来。

SBR(P2)和选修课程(P4-P7)

这几科之所以难，难在全为文字大题，光题目都有好几页。因此这不仅仅是对考生英语词汇量的挑战，不少同学表示光是读懂题目都已经非常有挑战性。但好在P4,P5,P6,P7四科是可以4选2报考的，考生可以根据自己对科目的掌握程度，结合自己的综合能力水平，选择自己最容易通过的科目报考。到这一阶段，考察的能力也是最多的，不仅需要记忆，理解相应的知识点，还需要用自己的语言表达观点。这就是对考生的记忆、理解、表达的这三方面的考核，但即便这样，经常也会有大神表示P5非常简单，其原因还是自己充分理解了考试内容和分析问题的方法。

F级跟P级的差别，就是F级只要花足够时间去学习，及格都不成问题，通过的话也是不在话下的。

但P级就有很多开放式答案，实在难说能掌握到什么程度。考试靠发挥、考心态、还有运气成分，因此建议大家在此阶段就需要更加努力的去复习和学习。

综合分析完所有ACCA考试科目，51题库考试学习网也收集到不少关于ACCAer自己的一些看法，看看他们眼中的考试科目难度是否和你想的一样呢？

首先，很多小伙伴说，在经历了前期4科的70+%通过率之后，F5忽然滑落到40%左右。这一点让不少新手ACCA都是十分胆怯的。对考取ACCA证书信心备受打击。

51题库考试学习网询认为，任何考试都有它的一些备考技巧，因此想要顺利通过F5只需要注意3个方面的问题即可。

以知识点为重，注意记忆

先看F5的考试题型：

Section A 15*2(选择题，共30分)

Section B 3*5*2(选择题，共30分)

Section C 2*20(我们俗称的“大题”，有计算和文字，共40分)

可以看出，光是选择题就占60分的比重，所以在F5的备考中，保证选择题不丢分是重中之重。因此建议大家可以多练习真题才可以，将章节的大框架理解到位。

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。

4 (a) Explain the auditor’s responsibilities for other information in documents containing audited financial

statements. (5 marks)

正确答案：
4 HEGAS
(a) Auditor’s responsibilities for ‘other information’
■ The auditor has a professional responsibility to read other information to identify material inconsistencies with the
audited financial statements (ISA 720 ‘Other Information in Documents Containing Audited Financial Statements’).
■ A ‘material inconsistency’ arises when other information contradicts that which is contained in the audited financial
statements. It may give rise to doubts about:
– the auditor’s conclusions drawn from audit evidence; and
– the basis for the auditor’s opinion on the financial statements.
■ In certain circumstances, the auditor may have a statutory obligation (under national legislation) to report on other
information (e.g. Management Report).
■ Even where there is no such obligation (e.g. chairman’s statement), the auditor should consider it, as the credibility of
the financial statements may be undermined by any inconsistency.
■ The auditor must arrange to have access to the other information on a timely basis prior to dating the auditor’s report.
Material inconsistency
■ If a material inconsistency is identified, the auditor should determine whether it is the audited financial statements or
the other information which needs amending.
■ If an amendment to the audited financial statements is required but not made, there will be disagreement, resulting in
the expression of a qualified or adverse opinion. (Such a situation would be extremely rare.)
■ Where an amendment to other information is necessary, but refused, the auditor’s report may include an emphasis of
matter paragraph (since the audit opinion cannot be other than unqualified with respect to this matter).
Material misstatement of fact
■ A material misstatement of fact in other information exists when information which is not related to matters appearing
in the audited financial statements is incorrectly stated or presented in a misleading manner.
■ If management do not act on advice to correct a material misstatement the auditors should document their concerns to
those charged with corporate governance and obtain legal advice.
Tutorial note: Marks would be awarded here for the implications for the auditor’s report. However, such marks, which are
for the restatement of knowledge would NOT be awarded again if repeated in answers to (b).

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,

Susan is aware of benchmarking as a useful input into performance measurement and strategic change.

(b) Assess the contribution benchmarking could make to improving the position of the Marlow Fashion Group

and any limitations to its usefulness. (8 marks)

正确答案：

(b) Benchmarking at Marlow Fashion will not be an easy exercise. Marlow Fashion has developed a distinctive way of reaching
its markets that means direct comparisons will be hard to make. Certainly, it can carry out historical benchmarking in
comparing how its own processes and activities have improved, or otherwise, over a relevant period of time. Unfortunately,
this is likely to simply confirm worsening performance. It can compare its own key operations against the ‘best in class’;
regardless of which industry the excellent performer comes from. It could and should have been carrying out competitive
benchmarking on the retail side of the business where information should be more easily available. There may be an
opportunity to benchmark itself against firms that have gone through a similar crisis and achieved a successful turnaround.

In terms of the advantages and disadvantages, the willingness of managers responsible for a key area of performance to
compare themselves against relevant external performance measures should make them take responsibility for any changes
necessary. In Marlow Fashion, the acceptance that things have to be done differently will be the first stage in the turnaround.
Getting managers face-to-face with the problems, accepting responsibility for change and recognising that the necessary
changes are ‘doable’ is an important stage in creating a willingness to change. The disadvantages are that every organisation
and situation is different and there is no one best way. Marlow Fashion thought it had discovered the best way and this created
an unwillingness to change. There is also the danger that you are solving today’s problems with yesterday’s solutions. A good
competitor will be trying to maintain its competitive advantage through constantly improving its processes. It also has a vested
interest in trying to prevent its improvements from being revealed to its competitors. Also, many of the ‘softer’ processes –
typically involving people – are difficult if not impossible to replicate in another organisation. These advantages are to do with
culture and leadership and not easily transferable to another organisation and the context in which it is operating.

声明：本文内容由互联网用户自发贡献自行上传，本网站不拥有所有权，未作人工编辑处理，也不承担相关法律责任。如果您发现有涉嫌版权的内容，欢迎发送邮件至：contact@51tk.com 进行举报，并提供相关证据，工作人员会在5个工作日内联系你，一经查实，本站将立刻删除涉嫌侵权内容。

站内搜索
热门标签