Professional Documents
Culture Documents
Ac05 (RN) Mar19 LR
Ac05 (RN) Mar19 LR
The contents of this book are intended as a guide and not professional advice. Although every effort has been made to
ensure that the contents of this book are correct at the time of going to press, BPP Learning Media makes no warranty
that the information in this book is accurate or complete and accept no liability for any loss or damage suffered by any
person acting or refraining from acting as a result of the material in this book.
2
Contents
Page
Introduction
Skills bank 7
Knowledge bank 13
Appendices 109
3
INTRODUCTION
Introduction
How to use the Practice & Revision material
Step 1 Learn
Until now you have been introduced to the core skills needed to pass this exam. You must now focus on developing
these new skills to address the ultimate test – the exam itself.
Step 2 Practise
Your revision course material will help you to apply this knowledge to the context of the exam-style questions. Using
real exam questions written by the examining team you'll learn the unique exam skills required to achieve success in
each exam. Your revision material consists of:
Step 3 Rehearse
All your skills need to be applied on the day of the exam to deal with a complete exam.
This can be developed through use of mock exams within the Practice & Revision Kit, attending a question day at BPP
where a final mock exam is sat in full and feedback provided, or through purchasing a mock exam and online debrief.
Please see our website for further details www.bpp.com.
4
INTRODUCTION
The examination
The examination lasts for 3 hours and consists of three sections.
Computer-based exams
It will only be possible from exams in June 2019 for candidates to sit Applied Skills exams as a computer-based exam
(CBE). Paper-based exams will no longer be run in parallel.
Exam duration
The syllabus is assessed by a computer-based exam (CBE) format. With effect from June 2019 for TX and
September 2019 for all Applied Skills exams, seeded questions have been removed from CBE exams and the exam
duration is 3 hours for 100 marks. Prior to the start of each exam there will be time allocated for students to be informed
of the exam instructions.
Section A and B questions will be selected from the entire syllabus. These will be a variety of objective test questions.
The responses to each question or subpart in the case of OT cases are marked automatically as either correct or
incorrect by a computer.
Section C questions will mainly focus on the following syllabus areas but a minority of marks can be drawn from any
other area of the syllabus
Information, technology and systems for organisational performance (A)
Decision-making techniques (syllabus area C)
Budgeting and control (syllabus area D)
Performance management and control (syllabus area E)
The responses to these questions are human marked.
5
INTRODUCTION
Main capabilities
The syllabus aims to test the student's ability to:
Identify and discuss the information, systems and developments in technology required for organisations to
manage and measure performance
Explain and apply cost accounting techniques
Select and appropriately apply decision-making techniques to facilitate business decisions and promote efficient
and effective use of scarce business resources, appreciating the risks and uncertainty inherent in business and
controlling those risks
Identify and apply appropriate budgeting techniques and methods for planning and control and use standard
costing systems to measure and control business performance and identify remedial action
Assess the performance of an organisation from both a financial and non-financial viewpoint, appreciating the
problems of controlling divisionalised businesses and the importance of allowing for external aspects.
PM requires you to be able to apply techniques and think about their impact on the organisation. It seeks to examine
candidates' understanding of how to manage the performance of a business.
6
Skills bank
7
8
SKILLS BANK
1 Effective reading
and planning at the
5 Good knowledge of start of the exam
the whole syllabus
B C
2 Tackling multiple
4 Tackling constructed choice questions.
response questions Specific skills are
Good technique is needed in section A
essential in section C of the exam
Each of these key skills is analysed on the following pages. Example(s) from past exam questions have been
included to illustrate the importance of these skills and how these skills should be applied.
9
SKILLS BANK
A ...... ……
B
C
...... ……
...... …… Skill 2 – Tackling multiple choice question
D ...... ……
Section A and B of the exam will include some 2 mark multiple choice questions. Time allocation is important
here to ensure you tackle the questions in the allotted time. There is no negative marking on multiple choice
questions, so if you are unsure you should make sure that you guess rather than leaving the question out!
Having a selection of answers to choose from does not make multiple choice questions easier. The wrong options
will often be very plausible. You need to think carefully before selecting an option and ensure you practice lots of
questions so that you can spot red-herrings and potential pitfalls.
10
SKILLS BANK
11
SKILLS BANK
12
Knowledge
bank
13
Contents
Page
14
Assumed Knowledge variances
Basic variance analysis is assumed knowledge in PM. You should ensure that you have a good knowledge of the basic
calculations in preparation for the exam.
15
Basic variances Operating Statements
Variance
analysis
Interpretation
Consider:
Cause
Controllable or uncontrollable
Correct standard
Measurement
Interdependencies of variances
16
1 Basic variances
Material Variances
$
Price:
'Should' Actual purchases should cost X
'Did' Actual purchases did cost (X)
X
Kgs
Usage:
'Should' Actual production should use X
'Did' Actual production did use (X)
X
Difference valued at standard cost $X
Labour variances
$
Rate:
'Should' Actual hours paid should cost X
'Did' Actual hours paid did cost (X)
X
Efficiency: Hrs
'Should' Actual production should take X
'Did' Actual production did take (X)
X
Difference valued at standard rate per hour $X
17
Variable overhead variances
$
Expenditure:
'Should' Actual hours worked should cost X
'Did' Actual hours worked did cost (X)
X
Efficiency: Hrs
'Should' Actual production should take X
'Did' Actual production did take (X)
X
Difference valued at standard rate per hour $X
$ Units
'Should' Budget expenditure X 'Should' Budgeted units X
'Did' Actual expenditure (X) 'Did' Actual units (X)
X X
Difference valued at OAR
per unit $X
Efficiency Capacity
Hours Hours
'Should' X 'Should' X
Actual production should take Budgeted hours worked
'Did' (X) 'Did' (X)
Actual production did take Actual hours worked
X X
Difference valued at OAR $X Difference valued at OAR $X
rate per hr rate per hour
18
Sales variances
$
Price:
'Should' Actual units sold should sell for X
'Did' Actual units sold did sell for (X)
X
Volume: Units
'Should' Budgeted sales units X
'Did' Actual sales units (X)
X
Difference valued at standard contribution/unit $X
Under absorption costing this variance will be valued at standard profit/unit.
$
Budgeted contribution
Sales volume contribution variance
Sales price variance
Labour Rate
Idle
Efficiency
Actual contribution
Fixed overheads
Budgeted
Expenditure variance
Actual
Actual profit
19
Absorption costing operating statement
$
Budgeted profit
Sales volume profit variance
Sales price variance
Actual profit
20
Managing information
21
Managing information
Primary Secondary
Collected by Obtained from
organisation existing information
Expensive Cheaper
Bespoke
22
Information systems and data
analytics
23
Information systems and
data analytics
Characteristics:
Strategic Long term TPS Transaction Volume
processing system Velocity
MIS Management Variety
Tactical Medium term information systems
EIS Executive information
systems
Operational Day to day ERP Enterprise resource
planning systems
24
Activity based costing
25
Activity based
costing
26
1 Formula summary
Learn
Cost pool ($)
OAR =
Cost driver
27
28
Target costing
29
Target
costing
Externally focused Target cost – estimated Turns traditional pricing on Implementation of target
approach. cost = cost gap its head costing is more difficult in
Cost control is considered service businesses:
A selling price is set with Any cost gap needs to be upfront as part of the
reference to the market. closed through product product development Cost measurement is
The desired profit margin design and processing Performance management more difficult.
is then deducted leaving improvements. focuses on: Price set is based upon
a target cost. – Sales targets and qualitative information
selling price Characteristics of
– Improving processes service industry:
/development to drive - Simultaneity
down cost - Heterogeneity
Target costing is suitable - Intangibility
in today's environment as - Perishability
short product life cycles
mean it is essential to
consider costs upfront.
30
1 Formula summary
Learn
Target cost = Selling price – desired profit margin
Cost gap = Target cost – estimated cost
31
32
Life cycle costing
Derive a life cycle cost in manufacturing and service Q1 Section A – September 2016
industries. Q7 Section A – December 2016
Identify the benefits of life cycle costing. Q26 Section B – September 2016
33
Life cycle
costing
Stages of the product life Costs at the different stages Benefits of life cycle costing
cycle of the life cycle
34
Throughput accounting
35
Theory of constraints Goldratt's 5 steps Throughput accounting
Throughput
accounting
Return/hour Products
Cost/hour Divisions
TPAR Limiting factor scenarios
36
1 Comparison of traditional and throughput accounting
Traditional Costing Throughput accounting
Labour costs and variable overheads are All costs other than materials are seen as fixed
treated as variable costs. in the short term.
Inventory is valued at total production cost. Inventory is valued at material cost only.
Value is added when an item is produced. Value is added when an item is sold.
Product profitability can be determined by Profitability is determined by the rate at which
deducting a product cost from selling price. money is earned.
2 Formula summary
Learn
Sales material purchases
Return / hour =
Time on key resource
Return / hour
TPAR =
Cost / hour
37
38
Environmental management accounting
39
Environmental management
accounting
Managing environmental
costs
40
Cost volume profit analysis
41
CVP analysis
42
1 Formula summary
Learn
Single-product breakeven analysis
Fixed costs
Breakeven point =
Unit contribution
Contribution / unit
Contribution/Sales ratio =
Selling price / unit
Fixed costs
Breakeven revenue =
C/S ratio
Budgetedsales – Breakevensales
Margin of safety (%) =
Budgetedsales
Fixed costs target profit
Output required for target profit =
Unit contribution
Contribution = Sales – all variable costs
Fixed costs
Breakeven revenue =
Weighted average C/S ratio
43
44
Limiting factor analysis
45
Shadow prices Limiting factor Slack / Surplus
analysis
Linear programming
Graphical
Simultaneous equations
46
Pricing decisions
47
Pricing
decisions
Demand
48
1 Pricing strategies
Other strategies
Premium pricing Imply product is different in some way, typically quality, enabling high
price to be charged
Price discrimination Same product is sold in different markets at different prices.
Discrimination may be by:
Age
Location
Time
Product bundling A group of products sold together at a lower price than if bought
individually
Psychological pricing Setting prices at $9.99 instead of $10
Product line pricing Assess profitability of product range rather than individual products within
it
Complementary products One good sold relatively cheaply, stimulates demand for the other good it
is used with
Loss leaders One item sold at a loss, encourage sales of additional products in the
range
Controlled pricing If only one supplier they can set high prices
Volume discounting Increase volumes without permanently reducing prices
49
Lecture Example 1
When the price of a product is $48 demand is 70,000 units each week. When the price is $78, only 40,000 units are
demanded each week.
Required
What is the demand function?
Solution
Lecture Example 2
Required
Assuming units demanded in Lecture Example 1 to be purely price dependent, what should the selling price be
to ensure maximum demand of 54,500 units?
Solution
50
2 Optimal pricing
Step 1 – Determine the demand function.
Step 2 – Make the MR equation given equal to the value of MC.
Step 3 – Substitute the values found for a and b in step 1 into the MR formulae and solve.
Step 4 – Take the quantity found in step 3 and put this into the demand function to find the price that
should be charged.
3 Formula summary
Formula given in exam
Demand function: P = a – bQ
Where:
P = selling price
Q = quantity demanded at that price
a = theoretical maximum price
change in price
b =
change in quantity
Formula to learn
% change in Q
Price elasticity of demand (PED) =
% change in P
51
52
Short-term decisions
53
54
Short-term
decisions
54
1 Relevant cost of materials
55
56
56
3 Decision types
Relevant costing principles should be applied regardless of type of decision
57
58
58
Quantitative analysis in budgeting
59
High-low method
Quantitative analysis
in budgeting
Learning
curves
Significant
Reached when no Applies to other costs Some of the problems with
manual element
further improvements which may also reduce as the theory include:
Repetitive task
can be made the workforce gains How to calculate the
Early stage of
experience rate?
production
The time taken per Materials Is the rate really
Consistent units is constant
workforce Variable overhead constant?
No breaks in Fixed overhead When will production
production reach the steady
Motivated state?
workforce
60
1 Formula summary
Formula given in exam
Y= aXb
where Y is the cumulative average time per unit taken to produce X units
a is the time taken to produce the first unit
X is the cumulative number of units
log r
b is the index of learning (calculated as where r is the learning rate)
log 2
61
62
Risk preferences
63
Decision methods
Maximax
Risk vs Uncertainty Risk preference Maximin
Risk seeker Minimax regret
Risk averse
Risk neutral
Maximax = Risk seeker
Risk = past experience Maximise maximum return
Can estimate probabilities Risk seeker = optimist Maximin = risk averse
Uncertainty = no past experience Risk averse = pessimist Maximise minimum possible return
Cannot predict probabilities Risk neutral = most likely outcome Minimax regret
Minimise maximum opportunity cost
Risk preferences
Limitations:
Long term average
Ignores risk
May not represent a
possible outcome
Inappropriate for one off
decisions
64
Lecture Example 1
Data table
Kiss Ltd must buy in stocks of a fashion product for distribution to retail outlets before quarterly demand is known.
Trouble is that demand is unpredictable and Kiss's supplier will only give Kiss batches of 500, 750, 1,000 or 1,250.
For order sizes below 1,000, the unit cost is $42. Order sizes of 1,000 and above will cost $40 per unit.
The retail price is $80 per unit and units unsold at the end of a quarter will be sold to a market trader for $30 per unit.
Kiss reckons that each unit of unsatisfied demand will lead to an opportunity cost of $4.
An initial estimate of demand is as follows:
Units Probability
500 0.2
750 0.3
1,000 0.35
1,250 0.15
Required
What order quantity will maximise profits in the long term?
Solution
65
Lecture Example 2
Maximin
Required
Using the information from Lecture Example 1, what decision would be taken using the maximin decision rule?
Solution
Lecture Example 3
Maximax
Required
Using the information from Lecture Example 1, what decision would be taken using the maximax decision rule?
Solution
66
Lecture Example 4
Minimax regret
Required
Using the information in Lecture Example 1, what decision would be taken using the minimax regret decision
rule?
Solution
67
1 Formula summary
Learn
Expected value = px
Where p = probability
x = outcomes
68
Risk and uncertainty in
decision making
69
Risk and
Uncertainty in decision making
70
Lecture Example 1
Two way data table
The following data table records budgeted profit for a company that is uncertain about demand and inflation in the
forthcoming budget year.
Inflation factor
1.04 1.06 1.08 1.10
Demand 30,000 –32,000 –23,000 –14,000 –5,000
(units) 31,000 –16,400 –7,100 2,200 11,500
32,000 –800 8,800 18,400 28,000
33,000 14,800 24,700 34,600 44,500
Probabilities
The following (independent) probabilities apply to the above data table:
Demand Inflation
Units Prob. Rate Prob.
30,000 0.2 4% 0.15
31,000 0.3 6% 0.35
32,000 0.3 8% 0.35
33,000 0.2 10% 0.15
Required
Interpret the information.
Solution
71
Lecture Example 2
Decision Tree
The RS group owns a large store in Ludborough. The store is old-fashioned and profits are declining. Management is
considering what to do – there appear to be four possibilities.
(a) Shut down and sell the site for $15m.
(b) Continue as before with profits of $17m.
(c) A deluxe upgrade to the store.
(d) A standard upgrade to the store.
The group has had similar problems in the past and experience suggests that when stores are upgraded, 60% achieve
good results and 40% poor results.
Because of the doubts, management is considering whether to contract a leading market research company to carry out
consumer research in Ludborough for $1m.
There is 55% probability of positive feedback, and 45% probability of negative feedback. However the survey is not
100% reliable. The probability of a good outcome after positive feedback is 93%, whereas the probability of a poor
outcome after negative feedback is 80%.
If the research indicates a positive attitude, management will consider either deluxe upgrading which will generate more
profit but will cost $12m or standard upgrading costing $6m.
If the research indicates a negative attitude, then management will consider either standard upgrading or shutting down
and selling the site.
Required
Draw up a decision tree and use this to evaluate the decision using expected values.
72
Solution
73
1 Formula summary
Learn
74
Budgetary systems
75
Budgetary
control
Determine objectives
Control Planning
Compare actual with budget Set budget
Operate in line
with objectives
Planning
Responsibility
Integration
Motivation
Evaluation
Participation:
Top Down
Bottom Up
Negotiated
76
Fixed Flexible Flexed
Budget set in advance Budget set for several activity Restate budget based on actual
Does not change levels volumes
Good planning tool enabling Useful for control
'what if' scenarios Like for like comparison and
meaningful variances
77
78
Budgeting and standard costing
79
Purpose of standards Calculation of standards Bases of standard
80
Behavioural aspects of
Standard Costing
81
82
Mix and yield variance analysis
83
Mix and yield variance
analysis
84
1 Materials mix and yield variances
Mix variance
Actual Qty Actual Qty
Std Mix Actual Mix Difference Std cost Variance
$ $
Material A X X X X X
Material B X X X X X
X X X
Yield Variance
Std Qty Actual Qty
Std mix Std mix Difference Std cost Variance
$ $
Material A X X X X X
Material B X X X X X
X X X
Quantity Variance
Std Qty Actual Qty Std
Std mix Std mix Difference margin Variance
$ $
Product A X X X x X
Product B X X X x X
X X X
85
86
Planning and operational variance
analysis
87
Planning and operational
variance analysis
88
1 Planning and Operating variances
Total Planning variance (Materials)
$
'Should' Actual production should cost @ original standard kg and original $ X
'Should now' Actual production should cost @ revised standard kg and revised $ (X)
(X)
89
Sales volume – Planning variance (market size)
Units
'Should' Original budgeted sales volume X
'Should now' Revised budgeted sales volume (X)
X
Valued at original contribution or profit $X
90
Performance management
91
Financial performance Non financial performance
indicators indicators
Profitability
Liquidity
Gearing Can measure anything
Quantitative and qualitative
Gather information on key areas eg
Compare with prior years or other quality, customers, employees
companies in same industry Good indicator of future prospects
Focus on past Can provide too much information
Only part of the picture Can forget overall goal
Short-term measure
Performance
management
92
1 Formulae summary
Formulae to learn
Profitability Ratios
PBIT
ROCE = 100 %
Capital employed
Net profit
Net profit margin = 100 %
Sales
Gross profit
Gross profit margin = 100 %
Sales
Sales
Asset turnover =
Capital employed
Gearing ratios
long term debt
Gearing ratio =
Long term debt equity (shareholders' funds)
Contribution
Operating gearing =
Profit before interest and tax (PBIT)
93
94
Divisional performance measures
95
Divisional performance
measures
ROI RI
96
Divisional performance
measures
Goal congruence
Equitable performance measurement
Retain divisional autonomy
Motivate divisional managers
Optimum resource allocation Approaches
97
1 Formula summary
Formula to learn
Divisional Profit
ROI = 100
Divisional Investment
Residual income = Divisional profit X
Less: imputed interest
(investment cost of capital) (X)
Residual income X
98
Further performance management
99
Objectives Evaluation of performance
Further performance
management
100
Answers to
lecture examples
101
102
Chapters 1 - 6
No Lecture Examples
Chapter 7
Chapters 8 and 9
No Lecture Examples
Chapter 10a
103
Answer to Lecture Example 3
Maximax
Highest possible profit if 1,250 units ordered
Chapter 10b
Answer to Lecture Example 1
Interpretation of 2 way data table
In 7 outcomes from 16, there will be a loss.
The highest profit could be $44,500, the highest loss, $32,000.
Inflation is not as critical a factor as demand. If demand is low, there will definitely be a loss
whereas losses might arise at any level of inflation.
Joint probability table
Inflation
1.04 1.06 1.08 1.10
Demand p 0.15 0.35 0.35 0.15
30,000 0.2 0.03 0.07 0.07 0.03
31,000 0.3 0.045 0.105 0.105 0.045
32,000 0.3 0.045 0.105 0.105 0.045
33,000 0.2 0.03 0.07 0.07 0.03
There is a 39.5% chance of making a loss, a 60.5% chance of making a profit.
Expected value table
Inflation
1.04 1.06 1.08 1.10
Demand p 0.15 0.35 0.35 0.15
30,000 0.2 –960 –1,610 –980 –150
31,000 0.3 –738 –745 231 517
32,000 0.3 –36 924 1,932 1,260
33,000 0.2 444 1,729 2,422 1,335
Expected value of profit is $5,575.
104
Answer to Lecture Example 2
Shutdown
£15m
Continue as before
£17m
Good (0.6)
No research Upgrade – Deluxe £40m
B F Poor (0.4)
(£12m) £20m
Good (0.6)
Upgrade – Standard £25m
G Poor (0.4)
(£6m) £10m
Good (0.93)
A Upgrade – Deluxe £40m
H
(£12m) Poor (0.07)
£20m
Positive
D Good (0.93)
0.55 £25m
(£6m)
I
Upgrade – Standard Poor (0.07)
£10m
C
Research Good (0.2)
£25m
(£1m) Upgrade – Standard
J Poor (0.8)
Negative (£6m) £10m
E
0.45
£15m
Shutdown
Expected value (EV)
Shutdown – 100% certain to receive $15m
Continue as before – $17m
F (0.6 40) + (0.4 20) = $32m
G (0.6 25) + (0.4 10) = $19m
H (0.93 40) + (0.07 20) = $38.6m
I (0.93 25) + (0.07 10) = $23.95m
J (0.2 25) + (0.8 10) = $13m
Decision at B:
Shutdown $15m
Continue as before $17m
(F) Deluxe upgrade $32m – $12m = $20m
(G) Standard upgrade $19m – $6m = $13m
Therefore choose Deluxe upgrade
Decision at D:
(H) Deluxe upgrade $38.6m – $12m = $26.6m
(I) Standard upgrade $23.95m – $6m = $17.95m
Therefore choose Deluxe upgrade
Decision at E:
(J) Standard upgrade $13m – $6m = $7m
Shutdown $15m
Therefore choose to shutdown
Expected value at C (0.55 26.6) + (0.45 15) = $21.38
Decision at A:
No research – deluxe upgrade $20m
Research £21.38m – £1m $20.38m
Therefore it is marginally preferable to conduct research
105
Chapters 11– 17
No Lecture Examples
106
Appendices
107
108
SKILLS BANK
Formulae to learn
Costing
Overhead Absorption rate
Budgeted overhead
OAR =
Budgeted activity
Target Costing
Target Cost = Selling price – desired profit margin
Cost gap = Target cost – estimated cost
Throughput accounting
Sales material purchases
Return / hour =
Time on key resource
Return / hour
TPAR =
Cost / hour
109
SKILLS BANK
Fixed costs
Breakeven point =
Weighted average unit contribution
Pricing
% change in Q
Price elasticity of demand (PED) =
% change in P
Quantitative analysis
y = a + bx
Performance measurement
Profitability Ratios
PBIT
ROCE = 100 %
Capital employed
Net profit
Net profit margin = 100 %
Sales
Gross profit
Gross profit margin = 100 %
Sales
Sales
Asset turnover =
Capital employed
110
SKILLS BANK
Gearing ratios
Long term debt
Gearing ratio =
Long term debt equity (shareholders funds)
Contribution
Operating gearing =
Profit before interest and tax (PBIT)
111
SKILLS BANK
Learning curve:
Y= aXb
where Y is the cumulative average time/cost per unit taken to produce X units
a is the time/cost taken to produce the first unit
X is the cumulative number of units
log LR
b is the index of learning (calculated as where r is the learning rate)
log 2
LR is the learning rate as a decimal
Demand curve:
P = a – bQ
a = price when Q = 0
change in price
b =
change in quantity
Mr = a – 2bQ
112
SKILLS BANK
113
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114