ACCA《財(cái)務(wù)會(huì)計(jì)》真題及答案

ACCA《財(cái)務(wù)會(huì)計(jì)》真題及答案在2016年ACCA考試之際，yjbys小編為大家分享的是ACCA《財(cái)務(wù)會(huì)計(jì)》的真題及答案，希望能幫助到大家!?Question:?CroninAutoRetail(CAR)isacardealerthatsellsusedcarsboughtatauctionsbyitsexperiencedteamofbuyers.Everycarforsaleislessthantwoyearsoldandhasafullservicehistory.Thecompanyconcentratesonsmallfamilycarsand,atanyonetime,thereareabout120ondisplayatitspurpose-builtpremises.Thepremiseswereacquiredfiveyearsagoona25yearleaseandtheyincludeaworkshop,asmallcafeandachildrensplayroom.Allvehiclesareselectedbyoneoffiveexperiencedbuyerswhoattendauctionsthroughoutthecountry.EachattendancecostsCARabout$500perdayinstaffandtravellingcostsandusuallyleadstothepurchaseoffivecars.Onaverage,eachcarcostsCAR$10,000andissoldtothecustomerfor$12,000.Thecompanyhasagoodsalesandprofitabilityrecord,althougharecenteconomicrecessionhasledthemanagingdirectortoquestionwhetherwearesellingtherighttypeofcars.Recently,Iwonderifwehavebeenbuyingcarsthatourteamofbuyerswouldliketodrive,notwhatourcustomerswanttobuy?However,thepersonalselectionofqualitycarshasbeenanimportantpartofCARsbusinessmodelanditisstressedintheirmarketingliteratureandwebsite.?Salesrecordsshowthat90%ofallsalesaretocustomerswholivewithintwohoursdriveofCARsbase.Thisistobeexpectedastherearemanycompetitorsandmostcustomerswanttobuyfromagaragethattheycaneasilyreturnthecartoifitneedsinspection,aserviceorrepair.Consequently,CARconcentratesondisplayadvertisinginnewspapersinthisgeographicalarea.Italsohasacustomerdatabasecontainingtherecordsofpeoplewhohaveboughtcarsinthelastthreeyears.Allcustomersreceivearegularmail-shot,listingthecarsforsaleandhighlightinganyspecialoffersorpromotions.Thecompanyhasawebsitewhereallthecarsarelistedwithaseriesofphotographsshowingeachcarfromavarietyofangles.Thewebsitealsocontainsgeneralinformationaboutthecompany,specialoffersandpromotions,andinformationaboutitsservice,maintenanceandrepairservice.?CARiskeentoexpandtheserviceandmechanicalrepairsideofitsbusiness.Itwouldparticularlylikecustomerswhohavepurchasedcarsfromthemtobringthembackforservicingorforanymechanicalrepairsthataresubsequentlyrequired.However,althoughCARholdsbasicsparepartsinstock,ithastoordermanypartsfromspecialistpartscompanies(calledmotorfactors)orfromthemanufacturersdirectly.Mechanicshavetoraisepaperrequisitionswhicharepassedtotheprocurementmanagerforreviewing,agreeingandsourcing.Mostpartsareorderedfromregularsuppliers,butthereisanincreasingbacklogandthiscancauseaparticularproblemifthecustomerscarisinthegaragewaitingfortheparttoarrive.Customersareincreasinglyfrustratedandannoyedbyrepairstakingmuchlongerthantheywereledtoexpect.Anothersourceoffrustrationisthattheprocurementmanageronlyworksfrom10.00to16.00.Themechanicsworkonshiftsandsothegarageisstaffedfrom07.00to19.00.Urgentrequisitionscannotbeprocessedwhentheprocurementmanagerisnotatwork.Thebacklogofrequisitionsisplacingincreasedstrainontheprocurementmanagerwhohasrecentlymadeanumberofclericalmistakeswhenraisingapurchaseorder.?Requestsforstationeryandotherofficesuppliesalsogothroughthesamerequisitioningprocess,withordersplacedwiththeofficesupplierwhoisofferingthebestcurrentdeal.Findingthisdealcanbetimeconsumingandsoemployeesareincreasinglysubmittingrequisitionsearliersothattheycanbesurethatnewsupplieswillbereceivedintime.?Themanagingdirectorisawareoftheproblemsoftherequisitioningsystembutisreluctanttoappointasecondprocurementmanagerbecauseheistryingtokeepstaffoverheadsdownduringadifficulttradingperiod.Heiskeentoaddressmorefundamentalissuesinthemarketingandprocurementprocesses.Heisparticularlyinterestedinhowtheinteractivity,intelligence,individualisationandindependenceoflocationofferedbye-marketingmediacanhelpusatCAR.?Required:?(a)Evaluatehowtheprinciplesofinteractivity,intelligence,individualisationandindependenceoflocationmight?beappliedinthee-marketingoftheproductsandservicesofCAR.(16marks)?(b)Explaintheprinciplesofe-procurementandevaluateitspotentialapplicationatCAR.(9marks)?(25marks)?Answer：?(a)Thisquestionusesfourofthe6IsdevelopedbyMcDonaldandWilsontoexplorethedifferencesbetweentraditionalande-marketing.Candidateanswersdonothavetobestrictlyclassifiedwithineachofthefactorsidentifiedbelow.Inreality,suggestionswillcrosstheboundariesofthesefactors.?Interactivityconcernsthedevelopmentofatwo-wayrelationshipbetweenthecustomerandthesupplier.Thetraditionaldisplayadvertisingandmail-shotsusedbyCARareexamplesofpushmediawherethemarketingmessageisbroadcasttocurrentandpotentialcustomers.Theircurrentwebsitecontinuesthisapproach,withthestocklistingessentiallyrepresentingacontinuallyupdated,butwidelyaccessible,displayadvertisement.Supplementingmail-shotswithe-mailscouldbeimmediatelyconsideredbyCARandwouldbeacheaperalternativetomail-shots.However,itstillremainsapushtechniquewithlittledialoguewiththecustomer.?HerearethreeideasthatCARcouldconsidertoimprovetheinteractivityofitssite.Otherlegitimatesuggestionswillalsobegivencredit.?(1)Encouragingpotentialbuyersontheirwebsitetoaskquestionsaboutanycarthattheyareinterestedin.Bothquestionsandanswersarepublished.Thismayprovidesomeonewiththevitalinformationthatclinchesthesale.Italsocreatesagreatenthusiasmaroundthecar.Buyersmaymovequicklysothattheydonotlosetheopportunitytobuythecar.One-bay,customersareencouragedtoaskaquestionofthesellerandthisoftenleadstolongthreadswherethesupplierandpotentialbuyersinteract.?(2)Manybuyerswouldliketotestdriveacarbeforetheypurchaseit.CARcouldprovidetheopportunityforcustomerstobookatestdriveovertheInternet.?(3)Onceapurchasehadbeencomplete,CARmightencouragefeedbackwhichcouldbepublishedonthewebsite.Inthisinstance,customersareactuallyprovidinginformationthatiscommerciallyusefultobuyers.Thismaybeintheformoftestimonials,orintheformofmorestructuredfeedbackthate-bayencourages.Supplierswhohave100%positivefeedbackbackedupbytestimonialsfrompreviousbuyersarepowerfullyreinforcingtheirmarketingmessage.?Intelligenceisaboutidentifyingandunderstandingtheneedsofpotentialcustomersandhowtheywishtobecommunicatedwith.Itistraditionallytheareaofmarketresearchandmarketingresearch.CurrentlyCARdoesverylittleresearch.Itreliesonadatabasethatonlyconsistsofpeoplewhohaveactuallyboughtcarsfromthecompany.Collectingemailaddressesthroughpromotionsandinteractivityinitiatives(seeabove)providesamuchgreaterpoolofpotentialcustomerswhocanbekeptup-to-datethroughemail.ItcanalsogiveCARsignificantintelligenceaboutthetypeofcarsthattheyareinterestedinandatwhatprice.Atpresent,thebuyersforCARusetheirexperiencewhenbuyingcarsatauctionandthereissomeconcernthattheybuywhattheywouldliketodrive,notwhatthecustomerswanttodrive.Itwouldbeusefultosupportthisexperiencewithquantitativeinformationaboutthetypeofcarspotentialbuyersarereallyinterestedin.Thismayleadtoachangeinbuyingpolicy.?Individualisationconcernsthetailoringofmarketinginformationtoeachindividual,unliketraditionalmediawherethesamemessagetendstobesenttoeveryone.Personalisationisakeyelementinbuildinganeffectiverelationshipwiththecustomer.InthecontextofCAR,individualswhohaveshowninterestinacertainmodelortypeofcarmaybeselectivelyemailedwhenasimilarcarbecomesavailable.Thisapproachmayalsobeusedforcurrentcustomers.Forexample,someonewhopurchasedaparticularcartwoorthreeyearsagomightbee-mailedaboutanopportunitytoupgradetoanupdatedmodel.Forindividualisationtobesuccessful,sufficientdetailsmustbecollectedthroughtheintelligenceandinteractivefacetsofthe?6Is.?Individualisationwillalsobekeyinofferingrelevantafter-salesservice.Thismayconcerninvitingcustomerstoreturntheircarsforservicingatthecorrectdatesorofferingservicesonlyappropriatetothattypeofcar.Forexample,circulatingdetailsofair-conditioningrenewalonlytocustomerswithairconditionedcars.?Independenceoflocationconcernsthegeographicallocationofthecompany.Electronicmediaincreasesthegeographicalreachofacompany.Formanycompaniesthisgivesopportunitiestosellintointernationalmarketswhichhadpreviouslybeeninaccessibletothem.?ThisfacetofthenewmediaisunlikelytobeappropriatetoCAR.MostsalesaretocustomerswhoarewithintwohoursdriveoftheCARpremises.ThecommoditynatureofthecarsthatCARaresellingmeansthatsimilarcarswillbeavailablethroughoutthecountry,oftenfromgaragesthatofferlocalserviceandsupport.IndependenceoflocationwouldbemoresignificantifCARwassellingcollectorsorclassiccarswhereeachcarisrelativelyrareandpeoplearepreparedtotravellongdistancestoviewthecartheyareinterestedin.Furthermore,thelongtermleaseonCARscurrentpremisesmakesitunlikelythattheywillbeabletolocatetoacheapersiteandhenceexploittheindependenceoflocationofferedbythenewmedia.?(b)Procurementisconcernedwithpurchasinggoodsorservicesfortheorganisation.Itisconcernedwithsourcingitemsattherightprice,deliveredattherighttime,totherightquality,intherightquantityandfromtherightsource.Manycontemporarydefinitionsofprocurementalsoincludetheinboundlogisticsrequiredtogettheproductfromthesuppliertothecustomer.?E-procurementlooksattheopportunitiespresentedbyautomatingaspectsofprocurementtoimprovetheperformanceofthefiverightsidentifiedabove.Thereisawiderangeofpotentialanswerstothispartofthequestiondependingonthescopeandfocusofe-procurementselectedbythecandidate.Solutionsmayvaryfromthesimpleautomationofpartofthesystem,tore-thinkingthewaythecompanydoesbusiness.?InthecontextofCAR,twodistincttypesofprocurementcanbeidentified.Thefirstisproduction-relatedprocurementandisdirectlyrelatedtothecoreactivitiesoftheorganisation.Thisrelatestothepurchaseofcarsforsaleandthepurchaseofpartsrequiredforservicingorrepairingvehicles.Thesecondisnon-productionprocurement.?CARhasalwayspurchaseditsvehiclesthroughexperiencedbuyersattendingauctions.Onaveragethisattendancecoststhecompany$500perday,leadingtothepurchase(onaverage)offivecars.Thispurchasingcostof$100percarrepresents5%oftheaverageprofitmarginoneachcar.Thiscostcouldbeeliminatedifcarswerepurchasedthroughe-auctions,withbidsmadeon-line.Theriskhereisthatthecarsboughtwerenotoftherightquality.CARpridesitselfinthepersonalselectionofitscars.However,itcouldbearguedthatcarswhicharelessthantwoyearsoldwithafullservicehistoryareunlikelytohavemuchwrongwiththem.?Thepartsneededforservicingandmechanicalrepairsareorderedfrommotorfactorsormanufacturers.Anumberofregularsuppliersareretained,manyinlong-termrelationshipswithCAR.Thisisknownassystematicsourcing.Mostoftheproblemsherearecausedbytheneedtopassrequisitionsforpartsthroughaprocurementmanager.Thefirstproblemisthedelayinthepurchasingcycle.Thereisabacklogofrequisitionsthathavetobereviewed,agreedandsourcedbytheprocurementmanager.Thisisparticularlyproblematicwhenacustomerscarisinthegarageawaitingapart.Thecustomerislikelytobefrustratedandannoyedbythedelay,whilstthecarisoccupyinggaragespacethatcouldhavebeenprofitablyusedforafee-payingjob.Thesecondproblemisthecostofthepaperworkandtheprocessingtimeoftheprocurementmanagerassociatedwiththepurchase.Thefinalproblemisthatpurchasescanonlybemadebetween10.00and16.00whentheprocurementmanagerisatwork.Mechanicswork07.00to19.00andarefrustratedthattheycannotmakeordersoutsidethetimestheprocurementmanagerisatwork.Givingthemechanicsthesystemsandauthorisationtoorderparts(uptoacertainvaluelimit)fromspecifiedsuppliersovertheInternetshoulddelivercostsavingsandspeeduprepairsandservices.Adirectorderingsystemshouldalsoreduceadministrativeerrorsandenhancecustomergoodwill.CARmightalsouseeprocurementtoopenupcompetitivebiddingbetweenpotentialsuppliers;postingtheirrequirementsontheirwebsiteandinvitingcompetingbids.Partscouldbesourcedfromanumberofsuppliers,takingadvantageofthelowestpricesforeachpart.Thiscouldbecombinedwithjust-in