- This topic has 136 replies, 54 voices, and was last updated 3 years ago by
.
- Posts
Same from what I recall mine was on closing the smaller offices and moving everyone to the larger ones
There was a question about audit strategy or something along those lines after the question about data analytics – i completely skipped that question cos i could not figure out what they were asking. Also incorporating the benefits of data analytics to an audit firm was tough for me – i used the blog exhibit and tried to expand on the points as much as i could. But overall very weak answers for me
Benefits of this I put
– Accountability addressed as voting every 3 years
– Roles – specific roles and responsibilities in new format – think only 2 had roles specified in old structure
– Leadership and Guidance – the executive board being established would provide this in comparison to the old structureWeaknesses (not sure if exact phrase)
– No limits on numbers
– Lack of independent members
– Board was to be comprised based on like a quota system from the two old co – thought this may supress talent / incorrect people getting roles based on companyUsing calculations, Look at revenue per partner, operating costs of the small and medium branches were higher than that of the big branches, the big branch also had the highest operating margin. Also the firm would benefit from economies of scales from centralised support departments (I.t. HR, audit etc), closure of the small and medium firms would save cost etc. It was majorly applying common sense for me.
Where did you apply SFA?
I just realised TARA could have been applied to responding to the risk question… I didn’t specifically mention TARA in my responses… I just suggested mitigations …should I be worried?
How did yo work out revenue per partner? They weren’t specific as to the total number of partners unless I missed that completely. I thought they just said offices with 5 partners or less without giving more detail
I stated in my response that the branches with less than 5 partners were small, those with 5 – 20 were medium while those with above 20 were big… Like a judgement call.
Total number of partners in branches with less than 5 partners were 14. So I took an average.
Total revenue from that category divided by 14… I saw something like that in one old p3 video… I just hope it makes sense to the examiner… I felt it was better than just making qualitative point… Since they asked for analysis
PS: the exhibits were arranged in a way that they followed the questions. Or at least, it felt like that to me.
Mainly commented on the revenue share/operating profit margins of the small offices and how these were lower proportionately lower than the larger offices.
Tried to focus on the non-audit services in the medium and larger offices as a way of supporting the closure of the smaller offices, but referred to difficulty in relocating staff, particularly as staff morale already seems low with high turnover rate.
Overall, if profitability can be increased and core competencies can be achieved, the closure may be advisable. It didn’t seem like there was enough information to produce a more detailed answer.What points did you make?
Mainly commented on the revenue share/operating profit margins of the small offices and how these were lower proportionately lower than the larger offices.
Tried to focus on the non-audit services in the medium and larger offices as a way of supporting the closure of the smaller offices, but referred to difficulty in relocating staff, particularly as staff morale already seems low with high turnover rate.
Overall, if profitability can be increased and core competencies can be achieved, the closure may be advisable. It didn’t seem like there was enough information to produce a more detailed answer.What points did you make?
My points were terrible – made some very general comments about percentage of small office revenue vs larger offices which was 5% of total. Insignificant – better to focus on more core markets.
Talked about operating profits being lower than other offices but couldnt analyse further and expand on my answer. Went a little blank
I failed to talk about potential redundancy costs but did comment that current staff may become unsettled if their colleagues are made redundant etc
it was an email about training for the new approach on big data analytics to be used in Q4 I think when you had to advise how to implement the new approach.
No models at all, quite surprised!! at least I did not use any neither I think you need any for this scenario.
Time issues as usual did not attempt q5 thanks god it is only 13 marks
lets see what comes in 6 weeks
Now for SBR , that really scares me!!@ dreniba, I made the same points adding social footprint in case there is no other firms in those areas, also mentioned technology opportunities to keep the clients form those offices remotely.
I also said something about a clear financial appraisal to evaluate benefit/costs saved before deciding.
I did not make recommendation as the question did not ask to recommend.That was related to the proposed new strategies where the firm was lacking…even I answered mentioned other bit like bringing technology etc into the audit. I realized in the last 5 min that exhibit 7 should have been used for that. but it was too late
I feel like I missed so much of this. I dont recall any of the questions being about store closures… unless it was linked to whether to accept the sale of the subsidiary? I think I’ve completely missed the point of the question!
Also, a couple of people have mentioned risk and the TARA framework… where was that used?
I thought it all went ok until reading these comments haha!
Did anyone else experience an issue at the end (15 mins to go) of the exam with the system freezing?Ps, where was big data talked about?!
werent we supposed to use the new board strategies to achieve the strategic goal etc? and how the new board of partner could excel in their respectivce partner and achieve the respective goal? but it was quite a generic paper
does anyone remember how many parts question 1 and question 2 have? I rushed the exam, so I’m hoping I didn’t miss out any part a or part b or part c if there are 🙂 My brain completely forgot what happened and what I did in the exam
If these questions have more than one part, does anyone remember what each part asks for?
thanksWas it a revenue, opex, margin per quarter, by branch, by partner or year? I think it was by year as it also included revenue forecast from new contracts.
1, 2, 3 and 5 had only one question inside as far as remeber. Only task 4 had (a) and (b) parts
- The topic ‘ACCA Paper SBL December 2020 Exam was.. Instant Poll and comments’ is closed to new replies.