ACCA\CPA\CFA三大证书怎么选，本文告诉你！

发布时间：2020-04-30

ACCA\CPA\CFA三大证书是国内金融领域里顶尖的，无论是国企，或是外企、合资企业都是非常认可的。那么，三大证书我们应该如何选择？接下来就跟随51题库考试学习网一起来看看以下内容吧。

1、CFA和ACCA哪个更有价值？

答：ACCA特许公认会计师，在国际上得到广泛的认可，尤其得到欧盟立法及许多公司法的承认。每次考试，13门课程均有安排，不论学员考到哪个阶段，都能参加考试，每次每位学员只能允许报4门，学员自完成专业阶段的第一门考试科目之时起，需7年内完成所有专业阶段的考试，而基础阶段则不设限。

CFA(特许金融分析师)，是全球投资业里为严格和含金量的资格认证，为全球投资业在道德操守，专业标准及知识体系等方面设立了规范和标准。 ACCA考完之后主要的工作就是从事财务相关，但是CFA的话考完之后主要从事的工作是与金融投资等相关.CFA考试过程中会涉及到ACCA中的一些财务知识，而且这部分在整个CFA考试中占的比重还是比较大的，而且对于很多学员来说是比较难的一个板块。总体来说CFA学习内容更加多元化，考生将来的就业面更加深入。

2、CPA和ACCA有什么区别？

CPA是中国注册会计师，如果在国内这个领域工作的话，只有CPA才有签字权，ACCA是没有签字权的。如果你在国内发展的话，CPA是必要的，要优先考虑。ACCA虽然在国内没有签字权，但是全球的认证度很广，在国内也很吃香，是一个资本。ACCA是全英语考试，有13门课，每一门课都不是很难就是比较多，CPA是挺难的，有5门课，但是每一门内容很多。他们的内容在很大程度上是相通的，都是会计背景，就是考试形式不一样，当然也有不同之处，毕竟是两个的证书。总的来说，两者的难易程度是差不多的，当然，ACCA要贵很多啦。

3、CFA和CPA考哪个好？

如果有能力，建议CPA+CFA，两个都要考。如果英文差，果断CPA。如果考完了CFA，建议考CPA，里面的会计、经济法、税法，甚至战略、财管，都会让我们受益匪浅，感到真正学透了一些东西。当然，如果已经在金融业且已通过CFA的高端金融人士，建议多多温习CFA二三级教材原版，里面的例子和方法论，是CFA的精髓。

总的来说，ACCA、CPA及CFA都有着自身的优势，ACCA报考条件较低考试难度小，且获得ACCA证书后，可以拓展就业面；CFA则更具有金融领域的优势，计划进入银行的建议报考，至于CPA则是国内唯一一个具有审计签字权的执业资格，要想从事审计岗位，则推荐优先报考CPA。

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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 Susan Grant is in something of a dilemma. She has been invited to join the board of the troubled Marlow Fashion

Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic

thinking of the Group.

The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed

part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English

style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The

Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company

factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command

premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values

created a strong family atmosphere in its network of partners and were reluctant to change this.

Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women

had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work.

Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised

by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them

vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the

Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a

fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and

Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive

Officer every year since 2000.

Required:

(a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the

Marlow Fashion Group. (12 marks)

正确答案：
(a) To: Susan Grant
From:
Strategic strengths and weaknesses in Marlow Fashion Group
In carrying out a strategic strengths and weaknesses analysis one becomes aware that what were formerly strengths often
become weaknesses as the competitive environment changes over time. Strengths and weaknesses analysis is focused on
the internal side of the business and is usually linked to an external appraisal of the external opportunities and threats facing
the company. Marlow Fashion Group is clearly at a crisis point in its company life and needs a strategic turnaround in order
to survive. The business model that has served them so well is no longer appropriate to the fashion world in which they are
now competing. Rodney and Betty Marlow have built a highly vertically integrated model, which gave them considerable
control over the growth and development of the company. In terms of the value chain the relationship they built up with
suppliers was mutually supportive and clearly facilitated the global expansion of the group. Control was even tighter over the
design, manufacturing and retailing of the company’s products. Marlow Fashions had successfully developed a niche market
for its products based around traditional English values. This enabled it to expand successfully and develop a worldwide
reputation for design excellence and quality.
Unfortunately, its competitive environment has changed considerably, becoming increasingly competitive and hostile. The
economics of clothing manufacturing has changed, with most clothing retailers choosing to outsource the manufacture of their
clothes. Women’s tastes in clothing have also changed and there is no longer the market for the clothes Marlow Fashion sells.
The tight control exercised by the founders has prevented recognition of these changes. Marlow Fashion has continued to
pursue outdated designs and expensive manufacturing processes that had served it well in the past. There has been some
recognition of the strategic nature of the problems as indicated by the succession of CEOs since 2000 given the task of
preventing the fall in sales and cutting costs. Unfortunately, the changes in its environment have led to some uncertainty as
to whether Marlow Fashion is a brand, a manufacturer, a retailer or an integrated fashion company.
Overall, Marlow Fashion, from being in a strategically sound position, now requires a swift strategic turnaround. Its products
and markets have changed; the relationships it has with key stakeholders are no longer strengths and its value chain andsystem no longer deliver distinctive value to its customers.
Yours,

Additional marks will be awarded for the appropriateness of the format and presentation of the memorandum and

the effectiveness with which the information is communicated. (2 marks)

Note: you should assume that the tax rates and allowances for the tax year 2006/07 will continue to apply for the

foreseeable future.

正确答案：
(c) Inheritance tax payable by Adam
The gift by AS’s aunt was a potentially exempt transfer. No tax will be due if she lives until 1 June 2014 (seven years after
the date of the gift).
The maximum possible liability, on the assumption that there are no annual exemptions or nil band available, is ￡35,216
(￡88,040 x 40%). This will only arise if AS’s aunt dies before 1 June 2010.
The maximum liability will be reduced by taper relief of 20% for every full year after 31 May 2010 for which AS’s aunt lives.
The liability will also be reduced if the chargeable transfers made by the aunt in the seven years prior to 1 June 2007 are
less than ￡285,000 or if the annual exemption for 2006/07 and/or 2007/08 is/are available.

(b) Criticise the internal control and internal audit arrangements at Gluck and Goodman as described in the case

scenario. (10 marks)

正确答案：
(b) Criticisms
The audit committee is chaired by an executive director. One of the most important roles of an audit committee is to review
and monitor internal controls. An executive director is not an independent person and so having Mr Chester as chairman
undermines the purpose of the committee as far as its role in governance is concerned.
Mr Chester, the audit committee chairman, considers only financial controls to be important and undermines the purpose of
the committee as far as its role in governance is concerned. There is no recognition of other risks and there is a belief that
management accounting can provide all necessary information. This viewpoint fails to recognise the importance of other
control mechanisms such as technical and operational controls.
Mr Hardanger’s performance was trusted without supporting evidence because of his reputation as a good manager. An audit
committee must be blind to reputation and treat all parts of the business equally. All functions can be subject to monitor and
review without ‘fear or favour’ and the complexity of the production facility makes it an obvious subject of frequent attention.
The audit committee does not enjoy the full support of the non-executive chairman, Mr Allejandra. On the contrary in fact,
he is sceptical about its value. In most situations, the audit committee reports to the chairman and so it is very important
that the chairman protects the audit committee from criticism from executive colleagues, which is unlikely given the situation
at Gluck and Goodman.
There is no internal auditor to report to the committee and hence no flow of information upon which to make control decisions.
Internal auditors are the operational ‘arms’ of an audit committee and without them, the audit committee will have little or no
relevant data upon which to monitor and review control systems in the company.
The ineffectiveness of the internal audit could increase the cost of the external audit. If external auditors view internal controls
as weak they would be likely to require increased attention to audit trails, etc. that would, in turn, increase cost.

(b) Prepare a consolidated statement of financial position of the Ribby Group at 31 May 2008 in accordance

with International Financial Reporting Standards. (35 marks)

正确答案：