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ranganaherath wrote:Yes 35, sorry made a typo
How did you find Kie of S without Kd? we were given cost of equity and D/E proportion only for that entity
Were there any tricks with Ke calculations? I simply put Be into formula, however there was Ba as well but I don’t remember anything about capital structure change
afmp4 wrote:To Nataly
Tax was same year. Yes, component price was $250 which I converted but forgot to include in workings.
What did you get in APV? There were no issue costs? and also at which rate did you convert tax shield and subsidy? I assume we needed to convert ?palv wrote:Does anyone remember the spot rates provided for Q3 hedging question? Was it 1 MR -0.8xxx Dollars or 1dollar for 0.8xx MR? Seems I made mistake in ex rate application, but do not remember exactly the question((
it was 0.8xx $ per MR. I had around 96M MR for hedging options
afmp4 wrote:Hi Nataly, did you get loss in year 1 and 4 on foreign operations ? edit: qoute didnt work
I didn’t get a loss as I messed up with component cost. However, I was expecting loss due to wording losses can be carried forward
My questions were:
Q1.
NPV foreign subsidiary 20 marks
APV 6 marks
Assumptions 7 marks
Discussions regarding corporate citizen, environmental reporting 8 marks
Advantages/ disadvantages of joint venture compare to subsidiary set upQ2 Hedging: forwards, options, futures 15 marks
something about OTC options or futuresQ3 Discussion of suitability of 2 targets 6 marks
Target aqc split into 3 questions10 marks
Defensive strategies discussion 5 marksMy answer on art course was almost opposite of yours.
Mission was also provide social interactions so I suggested that art course meets it, as there most likely limited interactions during skills courses as participants are busy learning. Plus it can attract more wealthy individuals who are not looking for job like retired people who want to spend time pleasantly. The drawback was initial investment of 12k, I questioned if other cheaper options were considered. Materials cost should’ve been paid one year in advance, again with cash contribution difficulties it’s a commitment. Number of attendees was like 240 per annum, how it was derived if for other courses was in thousands. No forecast for other years ahead.
Also mentioned that the council unlikely to support it because they more focused on IT skills courses.I had same version
Q1 a. Explained interest/power for different groups, keep informed, satisfied ect
b. Sources of competitive adv just explained whatever came to my mind: Staff, Location, Management team-new CEO brings fresh ideas, commercial background, diversity, owned building-no need to pay rent, good relationship management with long standing donors,Q2
a. Evaluated current approach and provided recommendations under following headings Leadership, Risk identification, assessment, awareness, attitude, monitoring ect
b. same groups as in Q1 just explained why they need info, they fund providers, value for money 3Es, transparency, reputation
Q3
a. could be used matrix hotbox, golden fleece.
b. used SAFQ4 run out of time
All in all paper was fair compare to previous sittings, knew everything just time pressure
tomodon wrote:Charity Case Study
In this particular question there were two Exhibits one Position report of A plc and another Exhibit Press Article -Disruptive technologies. So student will be looking at some opportunities/threats as you suggested in second exhibit mostly. I also had similar approach to this question. However, to my surprise the answer to this question was comparing position of A plc to competitors in terms of revenues, investments, customers loyalty…
I am still clueless how to interpret exam questions
nefelikol wrote:what did everyone write about the sale of the subsidiary?
I wrote something about competitive advantage loss, as services offered were on trend and all in these context. Also advised to keep subsidiary again based on high competition within audit area and low margins
Pass 56%, I have done very little calculations, the rest was written explanation! skipped pension question and something else. Spent 3 weeks on preparation
I wrote something about self -interest threat of not telling the client about a data breach, confidentiality, integrity and risk to the reputation
Now I think in question 3 -advise CEO – Balogun and Hope model could have been used. Was quite difficult to make links to the case due too lack of information
I struggled to interpret the questions to be honest, didn’t work out if any models were applicable. NPV critical assessment was ok, same for e-marketing, ethics, main risks, letter to employees. But didn’t feel confident when answering. Didn’t work out what that new approach has involved and how to link it to corporate governance. Run out of time to complete all questions. Just stated that separation of Chairman and CEO positions should be if they were seeking full listing
@iishaa said:
Does anyone remember the marks for each question? I ran out of time on Q3 so just trying to figure out how many marks I may have missed out.I struggled with my time management 🙁
Marks were 10-12 for each question, for NPV appraisal 8 marks
In question 4 Baldrige matrix could have been used- visionary leadership, focus on success, value employees
@saeedbostan said:
Pretty much echo what everyone is saying about the questions. What struck me was how little of the overall syllabus was testing. No governance, internal control, financial analysis or risk. Would have thought atleast one of these major topics would come up and I’m sure people would have spent a lot of time on preparing for these.Looks like we should have mentioned something about risks in q 2a
@seishirou said:
I do not remember exactly the requirements but I agree with kireetiAs I remember the question was to consider the matters when using an auditors expert, so I discussed as previously stated competence, independence, the scope, conclusions
@ndasi said:
pls which materials did you useIf this question for me-BPP
