...Qualification structure and syllabus CIMA Chartered Management Accounting Qualification 2010 December 2008 Contents CIMA now designs its qualifications in what we believe to be a unique way. Based on rigorous international primary research with all of our key stakeholders and involving the participation of over 6,000 individuals and organisations – members, students, employers (both existing and potential), CIMA tuition partners, universities and our examiner and marker team – we have designed a professional finance training and development solution that is second to none. I commend this revised CIMA Professional Qualification to you. It will be examined for the first time in 2010, so there is plenty of time to absorb the exciting changes contained in the pages that follow. A qualification focused on the future – fit for purpose, relevant and unique I am honoured to introduce the new 2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand...
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...CIMA Gateway Assessments Post Exam Guide May 2012 General Comments The paper was reasonably well attempted by some candidates, the A1 candidates achieving the best average mark overall. However, the performance of many candidates was quite poor. It is advised that candidates familiarise themselves with the content of the syllabus and ensure that they acquire the relevant study materials. They should also ensure that adequate time is spent in preparation for the examination. It was evident from the marking process that many candidates were ill prepared for the examination. SECTION A – 75 MARKS ANSWER ALL THREE QUESTIONS Question 1 (a) Prepare a statement showing the difference in profits that would be earned by RTY from its RT product for the year commencing 1 April 2012 if it changed to a JIT production system. (10 marks) (b) (i) Calculate the average direct labour cost per batch of the first eight batches. (2 marks) (ii) Calculate the direct labour cost of the eighth batch. (3 marks) (iii) Prepare a statement showing the contribution expected from this new product over its lifetime, assuming that the selling price remains at $75 per unit. (5 marks) (iv) Explain Kaizen costing and how it may be used by RTY to increase the contribution it earns from the new product during its lifetime. (5 marks) (Total for Question One = 25 marks) Rationale This question examines several learning outcomes from Section B of the Performance Management syllabus. Part (a) examines learning outcome...
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...Case: CIMA Mountaineering In the mid-90s there was $600 million in sales for hiking and mountaineering boots. That same year CIMA had $13 million in sales. This equated to only 2% of the market where CIMA boots are considered as the best available product in the market. With the growth of the company being a priority, we believe that developing a third strategy using points mentioned by Anthony to extend the existing lines of boots for mountaineers and hikers, along with a new women’s line, to include implementing substantial changes to product innovation and distribution. It is important to develop an innovative new line which is a more economical model in the hiker category for the weekender, designed for the consumers looking for a “casual-stylish” boot. CIMA has built its brand reputation as a valuable and high quality boot, therefore building differentiation by creating loyalty with their customer base. They have develop a winning product in its category with a good reputation, therefore they should avoid over-reaching. By developing these two models in our existing profitable segment, CIMA’s reputation would grow stronger and be perceived as if we are moving into a “good-to-great” product design. The idea of introducing the inexpensive boots within the hiker category will help consumers move from the “beginner to the experienced” level with the same brand that provides quality, comfort and performance throughout the way. CIMA will hire a designer that understand the need...
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...Operational case study exam – February 2016 Pre-seen materials – Students’ copy February 2016 Operational case study examination Pre-seen materials First Class Bakery Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Introduction Products Production Customers Distribution/suppliers/recycling Employees Financial statements Information and costing systems The industry News articles ©CIMA 2015. No reproduction without prior consent Page 2 3 7 10 12 13 15 19 20 21 Page 1 Operational case study exam – February 2016 Pre-seen materials – Students’ copy Introduction First Class Bakery manufactures cakes and desserts which are packaged and sold directly to food retailers. All production is carried out on a single site in the west of Beeland, a country that has B$ as its currency. Most of the cakes manufactured are for large food retailers who sell the cakes as their own brand. First Class Bakery packages the cakes using the brand required by each retailer. Some cakes and desserts are sold to small independent food retailers under First Class Bakery’s own brand. All sales are made in Beeland, in B$. First Class Bakery was established over 30 years ago by three brothers: John, James, and Frank Mitchell. The three brothers owned and ran the business until recently when 80% of its equity shares were sold to Universal Foods, a large group quoted on Beeland’s stock market. The two older brothers John and James retired from the business...
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...CIMA Dates & Prices 2015 CIMA is changing. So are we, with your success in mind. From 2015 CIMA will be changing the structure of the syllabus and how the papers are examined. We have liaised with CIMA over the past 18 months to enhance our educational experience in line with those changes so you will not only be able to study more effectively, but are also in the best position to pass your exams. New for 2015 – BPP Momentum Our programmes see the launch of BPP Momentum – an exciting approach to learning that recognises that everyone, and the way they learn, is different. BPP Momentum puts you at the centre, giving you more flexibility, more personalisation, more support, more value and more confidence. At the heart of BPP Momentum is competency-based learning; it means you will learn by doing. By progressively gaining knowledge, practicing what you have learned and testing as you go, you will build your competence gradually and be in the best position to pass your exams. The more you attempt, the more you will be able to identify your weaker areas and with the range of support offered by BPP Momentum you will understand how to improve. Together we will ensure you succeed. Regardless of how you choose to study and whatever level you are at, BPP Momentum enhances every element of your learning experience, and our range of structured study schedules offers you the flexibility to control your own progression. Our new programmes have been designed with your success in mind,...
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...Team Name CASE CRACKERS Report Title CeeCee in the next 5 years University Nanyang Technological University Team members Chen Xinyi Lee Wai Hon Gabriel Liu Xinyi Yeo Shi Yuan 1 TABLE OF CONTENTS Page 1. Executive Summary ………………………………………..3 2. Introduction ……………………………………………….. 4 3. Strategic Analysis…………………………………………..5 3.1 Company Analysis 3.2 Industry Analysis 3.3 SWOT analysis 4. Financial Analysis…………………………………………..8 4.1 Financial Ratios 5. Issues Analysis and Recommendations………………..10 5.1 Prioritization of Issues 5.2 Core Competencies Issues 5.2.1 5.2.2 Distributor‟s Strike Failure of the New Online IT System 5.3 Diversification and Marketing Plans 5.3.1 5.3.2 Celebrity Marketing Expansion into Jewellery Range 5.4 Child labour accusations 6. Achievability of the five-year plan………………………..22 7. Summary of Issues and Recommendations …………... 23 8. Appendices…………………………………………………24 2 1.0 EXECUTIVE SUMMARY This report aims to prioritise, analyse and evaluate the current issues plaguing CeeCee. The report begins with a strategic and financial analysis of CeeCee and the industry. The 4 main issues CeeCee face have been categorized into 2 broad categories, namely issues that threaten core competencies and plans relating to expansion and marketing. The issues that threaten core competencies are more pressing issues that CeeCee should address, given the highly tangible impact and risks present which will threaten business profitability. For...
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...ANZAM 2009 Manager’s Degree of JIT Involvement, Locus of Control and Managerial Performance Journal: Manuscript ID: Manuscript Type: 23rd Annual Australian and New Zealand Academy of Management Conference draft Paper just-in-time < 15. Technology, Innovation and Supply Chain Management, manufacturing technology < 15. Technology, Innovation and Supply Chain Management, operations management < 15. Technology, Innovation and Supply Chain Management, performance measurement < 15. Technology, Innovation and Supply Chain Management Keywords (Select the keywords for the Track(s) which you have selected on the previous step): Page 1 of 25 ANZAM 2009 Manager’s Degree of JIT Involvement, Locus of Control and Managerial Performance ABSTRACT The competitive global environment has lead many firms into adopting practices that focus on eliminating inefficiencies across the enterprise and its supply chain. The Just-in-Time philosophy is one such practice, however, research has predominantly focused on its technical features and on organisational variables, with surprising little research at the individual level. This paper examines JIT at an individual level and argues that the manager’s locus of control orientation would interact with their degree of JIT involvement to affect managerial performance. The results of a survey of 60 managers employing JIT, demonstrate that an increased degree of JIT involvement leads to a more positive effect on managerial performance for...
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...Recommendations for Cima Mountaineering: There are essentially following five options available to Cima Mountaineering as explained below: Alternative 1: Maintain status quo. This option is not being selected because it ignores the current market trends in the face of changing customer needs and wants. Also such an option does not address any of the issues presently facing Cima. Alternative 2: Enter the Weekender segment as suggested by Margaret Simon. This option appears to be an attractive alternative, but it may put Cima’s Brand name and image as a manufacturer of quality shoes for Mountaineers and Hikers in jeopardy. Alternative 3: Expand the presence in the current market segment by adding three new models to the existing ones as suggested by Anthony Simon. While this will further consolidate the company’s position in its already established market, it lacks the powerful growth that the company desires. Alternative 4: Adopt a combination of Alternatives 2 and 3. This seems to by a powerful alternative is it will enable the Company to get benefitted by the strong growth opportunities available in the weekenders, practical users, fashion seekers and children segments while further strengthening the Company’s position in its traditionally strong segments. The possible drawback of dilution in the Company’s brand image is proposed to be offset by creation of a new brand for the new range as explained in details later in this note. A careful planning and proper implementation...
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...Notes CIMA Paper P2 Management Performance For exams in 2013 theexpgroup.com CIMA P2 Performance Management ExPress Notes Contents About ExPress Notes 1. 2. 3. 4. Pricing and Product Decisions Cost planning and analysis Budgeting and Management Control Control/Performance Measurement of Responsibility Centres 3 7 22 31 37 Page | 2 © 2013 The ExP Group. Individuals may reproduce this material if it is for their own private study use only. Reproduction by any means for any other purpose is prohibited. These course materials are for educational purposes only and so are necessarily simplified and summarised. Always obtain expert advice on any specific issue. Refer to our full terms and conditions of use. No liability for damage arising from use of these notes will be accepted by the ExP Group. theexpgroup.com CIMA P2 Performance Management ExPress Notes START About ExPress Notes We are very pleased that you have downloaded a copy of our ExPress notes for this paper. We expect that you are keen to get on with the job in hand, so we will keep the introduction brief. First, we would like to draw your attention to the terms and conditions of usage. It’s a condition of printing these notes that you agree to the terms and conditions of usage. These are available to view at www.theexpgroup.com. Essentially, we want to help people get through their exams. If you are a student for the CIMA exams and you are using these notes for yourself only, you...
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...any of these will make it difficult to pass an exam, another very common reasons for getting poor marks within the exam lies in misinterpreting the verb. Firstly, let’s look at verbs in the syllabus… The syllabus Each syllabus section contains a series of learning outcomes. These are the things that you might be asked to do in the exam. If there isn’t a learning outcome, there can’t be a question in the exam. In addition, the learning outcomes set an upper limit in the skill level for that area of the syllabus. Let me explain… Every learning outcome uses a verb, or verbs, from the approved hierarchy published with the syllabus (see Figure 1). This hierarchy gives a brief definition for each verb, but also ranks it in one of five CIMA February 2010 1 levels. Although the hierarchy is upside-down, it’s fairly obvious that the ‘level 5’ verbs are a lot more difficult to do than those at ‘level 1’. The hierarchy is...
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...H8032-Prelims.QXD 7/1/06 11:08 AM Page i CIMA’S Official Learning System CIMA Certificate in Business Accounting, 2006 Syllabus Certificate Level Fundamentals of Ethics, Corporate Governance and Business law David Sagar Larry Mead Philippa Foster Back H8032-Prelims.QXD 7/1/06 11:08 AM Page ii CIMA Publishing is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2006 Copyright © 2006 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone (ϩ44) (0) 1865 843830; fax (ϩ44) (0) 1865 853333; e-mail: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/permissions, and selecting Obtaining Permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication...
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...ith ip w in partnersh 2012 se study Ca V and Y Productions Limited – TV production company case Background and industry definitions A large number of independent television (TV) production companies have been making TV programmes for transmission by TV broadcast companies in the UK and Europe for the last 30 years. Independent TV production companies are generally referred to as “indies”. Some independent TV production companies specialise in their choice of programme content, such as comedy, drama, current affairs or documentaries. Independent TV production companies are usually commissioned by a TV broadcast organisation to make a series of programmes, to meet specific criteria and for an agreed fixed contract price. VYP is based in the UK and makes programmes for a variety of TV broadcast organisations. TV broadcast organisations include the BBC, ITV, Channel 4, Channel 5 and Sky in the UK and other commercial broadcast organisations in other European countries. All of the programmes that these broadcast organisations transmit to the viewing public come from 3 sources. These 3 sources are: 1. “In-house” productions – where programmes are produced by their own production teams. “In-house” productions generally include news programmes, sports and events. 2. “Acquired” programmes – which are programmes originally created for another broadcaster. Typically these include USA-made TV programmes and films. 3. “Third party content providers” – this includes...
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...Team Name CASE CRACKERS Report Title CeeCee in the next 5 years University Nanyang Technological University Team members Chen Xinyi Lee Wai Hon Gabriel Liu Xinyi Yeo Shi Yuan 1 TABLE OF CONTENTS Page 1. Executive Summary ………………………………………..3 2. Introduction ……………………………………………….. 4 3. Strategic Analysis…………………………………………..5 3.1 Company Analysis 3.2 Industry Analysis 3.3 SWOT analysis 4. Financial Analysis…………………………………………..8 4.1 Financial Ratios 5. Issues Analysis and Recommendations………………..10 5.1 Prioritization of Issues 5.2 Core Competencies Issues 5.2.1 5.2.2 Distributor‟s Strike Failure of the New Online IT System 5.3 Diversification and Marketing Plans 5.3.1 5.3.2 Celebrity Marketing Expansion into Jewellery Range 5.4 Child labour accusations 6. Achievability of the five-year plan………………………..22 7. Summary of Issues and Recommendations …………... 23 8. Appendices…………………………………………………24 2 1.0 EXECUTIVE SUMMARY This report aims to prioritise, analyse and evaluate the current issues plaguing CeeCee. The report begins with a strategic and financial analysis of CeeCee and the industry. The 4 main issues CeeCee face have been categorized into 2 broad categories, namely issues that threaten core competencies and plans relating to expansion and marketing. The issues that threaten core competencies are more pressing issues that CeeCee should address, given the highly tangible impact and risks present which will threaten business profitability. For...
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...YJ Oil and Gas Industry Introduction YJ Oil and Gas Ltd. in UK is one of emerging company in recent years which is prospering steadily in past couple of year on the back of Initial struggle by founding CEO Oliver Penn. This success came on the back of specialists hired by Oliver Penn. Those specialists while working on three fields of Oil and Gas named “AAA”, “BBB” and “CCC” has explored the reserves with such great ability that led Company to increase its supply, ultimately maximizing the revenues and Profit in FY 2013 & 2014. YJ Ltd. is using method “Upstream” relates to Exploration & Production (E & P). YJ Ltd. has applied for four Licenses in order to meet corporate objectives, shareholders expectations and market demand of Oil and Gas. YJ has implemented IT system in 2005. Which includes multi-currency nominal ledger, a fixed assets register, Survey and scanning software packages, Health, safety and environmental (HSE) and Production of Environmental Impact. Since and IPO of YJ Ltd, it has applied for eight licenses and four of them are in waiting list. YJ has won the bid in fields of DDD, EEE, FFF while cannot grab license of GGG field. YJ Oil and Gas Ltd. has been successful to secure the bid in three licenses. YJ Ltd, at initial will work to explore, appraise and develop those exploratory wells in order to meet share and stake holders’ interest and keeping execute goals in front Global issue is decreasing of Energy resources which comprises Gas and...
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...TYPICAL INTERVIEW QUESTIONS Personal Career Choices/Resume: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. Tell me about yourself… walk me through your resume. Why Investment management? (Be prepared to discuss why consulting, private equity and banking are not for you) Why buy side and not sell side? (Depending on the fund) why growth? Why value? Why momentum? Why fixed income? Why did you choose Columbia Business School? What qualities are necessary to be a good analyst? Do you have an industry preference? If so, why? Tell me about a problem or project that you worked on and how you went about solving it. What other firms are you interviewing with? Why do you want to work for us? What are your long term goals? What are you looking for in an internship/job? What classes have you taken? What have been your favorites? Least favorite? Why? Tell me about a time when you had to take a stand, and were met with opposition to your view. What was the outcome? What sort of teams have you worked with successfully and unsucessfully in the past? Talk about a failure. How did you overcome it? What are your strengths and weaknesses? What is your investment philosophy? Columbia is known for value investing—who are the top 3 value investors that you admire. Market/Stock Pitch related: 20. 21. 22. 23. 24. 25. 26. 27. Where do you think the market is going? Why? Do you own/have you owned any stocks? Tell me about them. Why did you buy/sell them? What stocks do you like now...
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