2020年ACCA考试财务会计（基础阶段）财经词汇汇总(9)

发布时间：2020-10-11

今日51题库考试学习网为大家分享2020年ACCA考试财务会计（基础阶段）财经词汇汇总(9)，供大家参考，希望对大家有所帮助，查看更多备考内容请关注51题库考试学习网ACCA考试频道。

ACCA财经词汇汇编：Interim Dividend

【English Terms】

Interim Dividend

【中文翻译】

中期股息

【详情解释/例子】

公司年度股东大会举行及公布全年财务报表前支付的股息。这项股息一般与公司的中期业绩一同公布。

ACCA财经词汇汇编：Internal Audit

【English Terms】

Internal Audit

【中文翻译】

内部审计

【详情解释/例子】

一家公司的内部人士对自己公司进行的审计。

ACCA财经词汇汇编：Internal Growth Rate

【English Terms】

Internal Growth Rate

【中文翻译】

内部增长率

【详情解释/例子】

一项业务在没有外部融资的情况下可以实现的最高增长率。

ACCA财经词汇汇编：Internal Rate of Return（IRR）

【English Terms】

Internal Rate of Return(IRR)

【中文翻译】

内部回报率

【详情解释/例子】

在资本预算过程中常用的标准，是令所有现金流的净现值等于零的利率。

ACCA财经词汇汇编：Intrinsic Value

【English Terms】

Intrinsic Value

【中文翻译】

内在价值

【详情解释/例子】

1.一家公司或一种资产根据隐含价值概念评估的价值。

2.对于买入期权，相等于相关股票价格与行使价格之间的差额。对于出售期权，相等于行使价格与相关股票价格之间的差额 。 若相关股票价格与行使价格的差额为负数 ， 则内在价值为零，这适用于买回及出售期权。

ACCA财经词汇汇编：International Fund

【English Terms】

International Fund

【中文翻译】

国际基金

【详情解释/例子】

可以在本土国家以外任何国家投资的共同基金。

ACCA财经词汇汇编：International Bond

【English Terms】

International Bond

【中文翻译】

国际债券

【详情解释/例子】

指由非本土机构发行的债券。

ACCA财经词汇汇编：Inventory

【English Terms】

Inventory

【中文翻译】

库存、存货

【详情解释/例子】

库存可以是原材料 、 可供出售制成品或制造中的半制成品 。库存是公司的资产负债表中的资产项。

ACCA财经词汇汇编：Inventory Turnover

【English Terms】

Inventory Turnover

【中文翻译】

库存周转率

【详情解释/例子】

一家企业在特定期间出售及置换库存的倍数计算方法为：

销售额/库存额

但也可以这样计算：

已售商品成本/平均库存额

以上就是51题库考试学习网带给大家的全部内容，相信小伙伴们都了解清楚。预祝12月份ACCA考试取得满意的成绩，如果想要了解更多关于ACCA考试的资讯，敬请关注51题库考试学习网！

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。

(b) Peter, one of Linden Limited’s non-executive directors, having lived and worked in the UK for most of his adult

life, sold his home near London on 22 March 2006 and, together with his wife (a French citizen), moved to live

in a villa which she owns in the south of France. Peter is now demanding that the tax deducted from his director’s

fees, for the board meetings held on 18 April and 16 May 2006, be refunded, on the grounds that, as he is no

longer resident in the UK, he is no longer liable to UK income tax. All of the company’s board meetings are held

at its offices in Cambridge.

Despite Peter’s assurance that none of the other companies of which he is a director has disputed his change of

tax status, Damian is uncertain whether he should make the refunds requested. However, as Peter is a friend of

the company’s founder, Linden Limited’s managing director is urging him to do so, stating that if the tax does

have to be paid, then Linden Limited could always bear the cost.

Required:

Advise Damian whether Peter is correct in his assertion regarding his tax position and in the case that there

is a UK tax liability the implications of the managing director’s suggestion. You are not required to consider

national insurance (NIC) issues. (4 marks)

正确答案：
(b) Peter will have been resident and ordinarily resident in the UK. When such individuals leave the UK for a purpose other than
to take up full time employment abroad, they normally continue to still be so regarded unless their absence spans a complete
tax year. But, where someone intends to live permanently abroad or to do so for a period of at least three tax years, they may
be treated as non-resident and non-ordinarily resident from the day after the date of their departure, if they can provide
evidence to HMRC of that intention. Selling a residence in the UK and setting up home abroad will normally constitute such
evidence. However to retain non-resident status the intention must actually be fulfilled, and visits to the UK must not exceed
182 days in any tax year or average more than 90 days per year over a period of four tax years. Given that Peter would appear
to have several company directorships in the UK, it is possible that he might fail to satisfy the 90 day average ‘substantial
visits’ rule.
Even if Peter is classed as non-resident, any remuneration earned in the UK will still be liable to UK income tax, and subject
to PAYE, unless it is for duties incidental to an overseas employment, which is unlikely to be the case for fees paid to a nonexecutive
director for attending board meetings. Thus, income tax should still be deducted from the fees under PAYE. Where
PAYE should have been deducted from a director’s emoluments and it has not been, but the tax is nevertheless accounted
for by the company to HMRC, then to the extent that the tax is not reimbursed by the director, he will be treated as receiving
a benefit equivalent to the amount of tax.

2 Ramon Silva is a Spanish property developer, who has made a considerable fortune from the increasing numbers of

Europeans looking to buy new homes and apartments in the coastal regions of Mediterranean Spain. His frequent

contact with property buyers has made him aware of their need for low cost hotel accommodation during the lengthy

period between finding a property to buy and when they actually move into their new home. These would-be property

owners are looking for inexpensive hotels in the same locations as tourists looking for cheap holiday accommodation.

Closer investigation of the market for inexpensive or budget hotel accommodation has convinced Ramon of the

opportunity to offer something really different to his potential customers. He has the advantage of having no

preconceived idea of what his chain of hotels might look like. The overall picture for the budget hotel industry is not

encouraging with the industry suffering from low growth and consequent overcapacity. There are two distinct market

segments in the budget hotel industry; firstly, no-star and one-star hotels, whose average price per room is between

30 and 45 euros. Customers are simply attracted by the low price. The second segment is the service provided by

two-star hotels with an average price of 100 euros a night. These more expensive hotels attract customers by offering

a better sleeping environment than the no-star and one-star hotels. Customers therefore have to choose between low

prices and getting a poor night’s sleep owing to noise and inferior beds or paying more for an untroubled night’s sleep.

Ramon quickly deduced that a hotel chain that can offer a better price/quality combination could be a winner.

The two-star hotels typically offer a full range of services including restaurants, bars and lounges, all of which are

costly to operate. The low price budget hotels offer simple overnight accommodation with cheaply furnished rooms

and staffed by part-time receptionists. Ramon is convinced that considerable cost savings are available through better

room design, construction and furniture and a more effective use of hotel staff. He feels that through offering hotel

franchises under the ‘La Familia Amable’ (‘The Friendly Family’) group name, he could recruit husband and wife teams

to own and operate them. The couples, with suitable training, could offer most of the services provided in a two-star

hotel, and create a friendly, family atmosphere – hence the company name. He is sure he can offer the customer twostar

hotel value at budget prices. He is confident that the value-for-money option he offers would need little marketing

promotion to launch it and achieve rapid growth.

Required:

(a) Provide Ramon with a brief report, using strategic models where appropriate, showing where his proposed

hotel service can add value to the customer’s experience. (12 marks)

正确答案：
(a) To: Ramon Silva
From:
Value innovation in La Familia Amable hotel chain
In strategic terms you are looking to create a competitive advantage over existing hotels based on a cost focus strategy. The
success of this niche marketing strategy will depend on your ability to attract customers from the existing providers but there
does seem a gap to exploit. In many ways you have an advantage in that you are not constrained by previous experience in
the hotel industry and this has enabled you to look to deliver a significantly different value proposition to your customers and
not simply look to marginally improve on what currently is on offer. One particular study on innovation drew attention to five
dimensions of strategy where innovators can significantly outperform. existing companies. This is important, as the industry
does not look particularly attractive with low growth and overcapacity – a recipe for low profitability.
Industry assumptions – here existing companies take the competitive conditions as given whereas innovators are looking to
influence and change those conditions.
Strategic focus – simply benchmarking against the current hotel providers may not create any real advantage, innovators are
seeking to provide a step change in the experience given to the customer.
Customers – the route to success may not be through ever increasing segmentation and customisation but by actually looking
to focus on the shared attributes of the service that customers value – a good night’s sleep for a low price being a prime
example.
Assets and capabilities – rather than looking to leverage existing assets and capabilities the innovator looks to ask what would
we do if we were starting a new business.
Product and service offering – existing competitors may again be constrained in their thinking by the existing boundaries of
the industry and the innovator by identifying new customers and services that take them outside this boundary may offer a
‘total solution’ that transforms the industry. The ‘no frills’, low cost budget airlines are a good example of such thinking.
In the hotel business ‘location, location, location’ is argued to be at the heart of a successful strategy. Clearly this will be your
choice and is affected by the customer groups you are looking to attract. Establishing a brand name and reputation is an
important marketing strategy and this will be facilitated by growing the chain rapidly and giving customers easy access to
your hotels. In value chain terms the company infrastructure looks to be lean with a reliance on trained husband and wife
teams to deliver the service. Franchising would also seem to be a route to grow the business that will place reduced strain
on company headquarters. The creation of a chain should lend itself to significant buying and procurement advantages, right
from the design of the hotels which will focus on the core value you are providing – namely quiet and cost. One French hotel
chain was able to cut in half the average cost of building a room, its ‘no frills’ service cut staff costs from between 25% and
35% of sales – the industry average – to between 20% and 23%.
Good design will therefore affect the quality of service that the operations side of the value chain delivers to the customer.
This may be a simpler service to that provided by its competitors – simpler, more basic rooms, no expensive restaurants or
lounge areas all impact on the cost of operations and consequently the price charged. Marketing, as previously referred to
above, is much more effectively done through satisfied customers’ recommendations than by expensive advertising. Many
hotel chains have used technology to create customer loyalty schemes of questionable benefit to the customer. You will
certainly have to seriously consider the value of such an after sales service. The established competitors often make
assumptions as to what a customer wants and typically this is offering more and more services that are expensive to provide.
Your entry into a ‘mature’ industry such as this, allows you to really challenge these assumptions and deliver a price/value
combination that is hard to beat.
Yours,

10 Which of the following costs should be included in valuing inventories of finished goods held by a manufacturing

company, according to IAS2 Inventories?

1 Carriage inwards.

2 Carriage outwards.

3 Depreciation of factory plant.

4 Accounts department costs relating to wages for production employees.

A All four items

B 2 and 3 only

C 1, 3 and 4 only

D 1 and 4 only

正确答案：C

(c) Explain how the use of activity-based techniques may benefit Taliesin Ltd. (5 marks)

正确答案：
(c) The usefulness of activity-based techniques is accentuated in situations where overheads comprise a significant proportion of
product costs. Manufacturing overheads comprise 30·9% of turnover during the year ended 31 May 2005. Traditional
methods of allocating overheads to products might result in product cost information which is misleading and detrimental to
managerial decision-making. Calculations of product costs are more prone to error in situations where higher levels of
overhead exist. The consequences can prove disastrous as, for example, in the under-pricing or over-pricing of products.
Since Taliesin Ltd is going to confine its activities to its home country it must be prepared to face increased competition and
this increases the need for greater visibility and more accurate product cost information.
At present, Taliesin Ltd offers a range of products which is increasing in number and this may lead to the need for a more
detailed costing system. Traditional absorption systems might well be inadequate as the number of product variants increases.
One would expect that each new product developed is more complex than its predecessors. The company would probably
start with simple Vanilla, then a few basic flavours but as Taliesin Ltd has expanded one would expect it to take longer to
originate and test new products until they are ready to be introduced. It will probably take longer to mix the ingredients for a
run of each product.
These two, development and mixing ingredients, are examples of activities which arise when new products are considered.
If traditional absorption costing and budgeting are used based on machine-time in production then the effect of these activities
would be ignored.
In order to gain a full appreciation of the impact of new product introduction activity-based techniques should be used to
guide Taliesin Ltd into the easiest way to maintain its policy of growth. It may be a better decision to expand abroad or into
new markets at home with the existing products than pursue growth by introducing new products to a dwindling number of
customers.
We are not told of the composition of the customer base of Taliesin Ltd. However, one thing we do know is that the scope of
activity-based techniques extends beyond products and services. For example, the application of activity-based costing can
provide vital information that enables management to undertake customer profitability analysis, thereby further improving
management decision-making and operating performance.

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