ACCA F2全稱是Management Accounting,這一門課程是管理會計的內(nèi)容,課程總體難度不大,差異分析的部分考試可能有些難度,另外一些財務(wù)比率的計算需要掌握,為今后的學(xué)習(xí)打好基礎(chǔ)。以下是學(xué)員整理的一些F2學(xué)習(xí)筆記供新學(xué)員參考:
1.Target cost=target selling price–target profit=market price–desired profit margin.
2.cost gap=estimated cost–target cost.
3.TQM:
①preventing costs
②appraisal costs
③internal failure costs
④external failure cost
4.Alternative costing principle:
①ABC(activity based costing)
②Target costing
③Life cycle
④TQM
5.Time series:
①trend
②seasonal variation:⑴加法模型sum to zero;⑵乘法模型sum to 4
③cyclical variation
④random variation
6.pricipal budget factor關(guān)鍵預(yù)算因子:be limited the activities
7.budget purpose:
①communication
②coordination
③compel the plan
④motivative employees
⑤resource allocation
8.Budget committee的功能:①coordinated②administration
9.Budget:①function budget②master budget:1.P&L;2.B/S;3.Cash Flow
10.Fixed Budget:不是在于固不固定,而是基于一個業(yè)務(wù)量的考慮,financail expression.
Flexible Budget:包含了固定成本和變動成本,并且變動成本的變化是隨著業(yè)務(wù)量的變化而改變。
11.Flexible Budget的優(yōu)點(diǎn):
①recognize different cost behavior.
②improve quality and a comparison of like with like
③help managers to forecast cost,revenue and profit.
12.Flexible Budget的缺點(diǎn):
1假設(shè)太簡單。
2需要更多的時間準(zhǔn)備預(yù)算編制。
13.Controllable cost is a“cost which can be influenced by”its budget holder.大部分的變動成本是可控的,non-controllable cost為inflation.
14.Budget Behavior:
①participate approach
②imposed budget
15.payback投資回收期的缺點(diǎn):
①ignore profitability
②the time value of money is ignored
③沒有考慮項目后期帶來的經(jīng)濟(jì)利益
④arbitray武斷
16.payback投資回收期的優(yōu)點(diǎn):
①easy to calculate
②widely use
③minimize the effect of the risk and help liqidity
★如果在算投資回收期的時候,發(fā)生折舊,則需要加回折舊,因?yàn)檎叟f是非現(xiàn)金項目。
17.(1+real interst rate)*(1+inflation rate)=(1+nominal interest rate)
18.NPV=present value of future net cash flow–present value of initial cost
19.永續(xù)年金=A/i
20.每年的匯報是相同的就查看年金現(xiàn)值系數(shù)表,不同的就查看年金系數(shù)表。
21.EAR=CAR=APR=(1+r/n)n–1有效年利率
22.IRR:(based on cash flow analysis)
①IRR>cost of capital,NPV>0,worth taking
②IRR<cost of capital,NPV<0,not worthwhile.
23.ARR=average profit/average investment(ARR是基于profit)
Average investment=(initial investment–residual value)/2
24.type of standard:
①basic standard
②current standard
③ideal standard
④attainable standard
25.Variance
1.Material Variance
⑴total material variance=standard cost–actual cost
⑵material price variance=(standard price–actual price)*actual quantity
⑶material usage variance=(standard usage of actual output-actual usage)*standard price.
2.Direct Labor Variance
⑴standard pay–actual pay
⑵Labor rate variances=(standard rate–actual rate)*actual hrs of actual output
⑶Labor efficiency variances=(standard hrs of actual output–actual hrs)*standard rate
3.Variable production overhead variances
⑴Total variable O.H.variance=standard cost–actual cost
⑵Variable O.H.expenditure variance=(standard rate–actual rate)*actual hrs
⑶Variable O.H.efficiency variance=(standard hrs of actual output–actual hrs)*standard rate
4.Fixed O.H.expenditure variance
⑴Fixed O.H.Expenditure variance=budget expenditure–actual expenditure
⑵Fixed O.H.volume=(actual output-budgeted volume)*standard hrs per unit*standard rate per hr.
⑶Capacity variance=(actual hrs worked–budgeted hrs worked)*standard rate per hr
⑷Efficiency variance=(standard hrs worked for actual output–actual hrs worked)*standard rate per hr⑴+⑵:Fixed O.H.total variance=fixed O.H.absorbed–actual expenditure
5.Sales variance
⑴Sales price variances=(actual price–budget price)*actual sales units
⑵Sales volume variances=(actual sales units–budget sales units)*standard profit per unit
(absorption)
⑶Sales volume variances=(actual sales units–budget sales units)*standard CPU(marginal costing)
6.Idle time variances
Idle time variance=(expected idle time–actual idle time)*adjusted hr rate
26.The elements of a mission statement including:
①Purpose
②Strategy
③Policies and standards of behavior
④Values and culture
27.A critical success factor is a performance requirement that is fundamental to competitive success.
28.Profitability ratios
①Return on capital employed(ROCE)
=profit before interest and tax/(shareholders’funds+long-term liabilities)×100%
②Return on equity(ROE)=profit after tax/shareholders’funds×100%
③Asset turnover=sales/capital employed×100%
=sales/(shareholders’funds+long-term liabilities)×100%
④Profit margin=profit before interest and tax/sales×100%
Profit margin×asset turnover=ROCE
29.Debt and gearing ratios
①Debt-to-equity ratio=long-term liabilities/total equity×100%
②Interest cover=PBIT/Interest×100%
30.Liquidity ratios
①Current ratio=current assets/current liabilities
②Quick ratio(acid test ratio)=current assets minus inventory/current liabilities
31.Working capital ratios
①Inventory days=average inventory*365/cost of sales
②Receivables days=average trade receivables*365/sales
③Payables days=average trade payables*365/cost of sales(or purchases)
32.Non-financial performance measures
Non-financial performance measures are considered to be leading indicators of financial performance.
①M(fèi)arket share
②Innovation
③Growth
④Productivity
⑤Quality
⑥Social aspects
33.The balanced scorecard:
①financial perspective②external perspective
③customer perspective④learning and innovation perspective
34.Benchmarking:
①Internal benchmarking
②Competitive benchmarking
③Functional benchmarking
④Strategic benchmarking
35.Value analysis is a planned,scientific approach to cost reduction,which reviews the material composition of a product and the product's design so that modifications and improvements can be made which do not reduce the value of the product to the customer or user.
36.Four aspects of'value'should be considered:
①Cost value
②Exchange value
③Utility value
④Esteem value
37.ROI=PBIT/capital employed*100%
Widely used and accepted;As a relative measure it enables comparisons to be made with divisions or companies of different sizes.
38.RI=PBIT-Imputed interest*capital employed.
Possible to use different rates of interest for different types of assets;Cost of finance is being considered.
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