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woodg8 wrote:I had a completely different exam from all of you it seems. I assumed we all got the same exam paper
I had the same section C questions, I too was bowled over with no consolidated SFP and a single entity P&L.
The ratio analysis was quite odd too, since it didn’t require us to restate the P&L without the subsidiary, so had to compare one year with consolidated and one year withoutdve1 wrote:The NPV and Sensitivity was pretty tricky. I got 11.75% for the sales volume sensitivity. Idk if this is right though
do you remember how many marks the sensitivity part was for? Just the calculation?
CHERYLLOVATT wrote:I thought it went OK but now I’m second guessing everything. Sensitivity analysis and risk /return theory I think I wrote a lot for little marks. Also last question in section c about cost of equity and project specific cost of equity my percentages capm were 18% and 11% respectively. Anyone else? I’m convinced I have failed this.
Same here! Second guessing it all! I got the same percentages for CAPM although after the getting the second one, I did a weightage of the two, and got a new percentage, because I was scared its too little work for too much, I dont know if that was right. For the sensitivity analysis I messed up the calculation question, and I realized what I was supposed to do but ran out of time, dont remember how many marks it was for… I am just hoping to pass the exam
pgargaro wrote:Yeah I only took 40 too, I missed that at first so had to go back and redo it ???? but I think (my memory is hazy now) I did 40 for the three days it was at 100% capacity and 70% for the other four, and then for calculating how much they spent I just split those numbers in half, so for the full occupancy days i did (20*however much set menu food cost) + (20*however much a la carte cost) and the same for the drinks.
Ahh I interpreted it differently, I interpreted that the consultancy firm in fact asked them to their original costs, for which we had calculated in section A, and in doing so, they would have these % as their occupancy, so the only change I made was the number seats for customers reduced to half, and fixed costs increased by the step increase. In this case I got a profit but a little less then the original one, so I said to accept. I ran out of time otherwise ideally I think I should have compared to the part of the restaurant wanting to increase their prices.
I thought I did well in this part C question, but now I think otherwise ………….Ahh great! although I thin I got my C/S ratio wrong, because I took my contribution as Gross Profit minus sales, which I am now realizing is probably wrong, hope they dont cut many marks…
pjashu1995 wrote:I got c/s ratio 58% and break even profit 7,200 per week, do you remember your answers?
I thought mine said to calculate breakeven revenue in $ not profit, but I might be wrong, I did my answer for breakeven revenue
agboolakenny84 wrote:It’s Standard contribution. So yes budgeted contribution.
For this one I just followed what they had done for the example they had given
simran98 wrote:Did you get an ABC question in Section A?
We had to calculate total cost right?<br>How did you do it?<br><br>@agboolakenny84I had this one, I had no idea how to do it since the fixed overheads that apply to the machine hours werent given
I got a performance management question of a trust, part two of the same question was to describe a CRM software. The second question was a CVP question for section c
Thank you so much for getting back to me on this!
I was pulling my hair wondering what I was not understanding in the question, now I feel a lot more relived.Thank you for all of your help and incredible lecture notes and lecture videos that have made studying so much more easy to comprehend.
