P3 Performance Strategy

Transcription

1 DO NOT OPEN THIS QUESTION PAPER UNTIL YOU ARE TOLD TO DO SO Performance Pillar P3 Performance Strategy Friday 31 August 2012 Instructions to candidates You are allowed three hours to answer this question paper. You are allowed 20 minutes reading time before the examination begins during which you should read the question paper and, if you wish, highlight and/or make notes on the question paper. However, you will not be allowed, under any circumstances, to begin using your computer to produce your answer or to use your calculator during the reading time. You are strongly advised to carefully read ALL the question requirements before attempting the question concerned (that is all parts and/or subquestions). ALL answers must be submitted electronically, using the single Word and Excel files provided. Answers written on the question paper and note paper will not be submitted for marking. You should show all workings as marks are available for the method you use. The pre-seen case study material is included in this question paper on pages 2 to 8. The unseen case study material, specific to this examination, is provided on pages 10 and 11. Answer the compulsory question in Section A on page 13. This page is detachable for ease of reference Answer TWO of the three questions in Section B on pages 16 to 21. Maths tables and formulae are provided on pages 23 to 26. The list of verbs as published in the syllabus is given for reference on page 27. Your computer will contain two blank files a Word and an Excel file. Please ensure that you check that the file names for these two documents correspond with your candidate number. P3 Performance Strategy TURN OVER The Chartered Institute of Management Accountants 2012

2 Pre-seen case study Introduction B Supermarkets (B) was founded as a grocery retailer in a European country in Its sales consist mainly of food and household items including clothing. B now owns or franchises over 15,000 stores world-wide in 36 countries. The company has stores in Europe (in both eurozone and non-eurozone countries), Asia and North America. B s head office is located in a eurozone country. B has become one of the world s largest chains of stores. B s Board thinks that there are opportunities to take advantage of the rapid economic growth of some Asian countries and the associated increases in demand for food and consumer goods. Structure The B Group is structured into a holding company, B, and three subsidiary companies which are located in each of the regions of the world in which it operates (Europe, Asia and North America). The subsidiary companies, referred to as Regions within B, are respectively B- Europe, B-Asia and B-North America. Store operations, sales mix and staffing B operates four types of store: supermarkets, hypermarkets, discount stores and convenience stores. For the purpose of this case study, the definition of each of these types of store is as follows: A supermarket is a self-service store which sells a wide variety of food and household goods such as washing and cleaning materials, cooking utensils and other items which are easily carried by customers out of the store. A hypermarket is a superstore or very large store which sells the same type of products as a supermarket but in addition it sells a wide range of other items such as consumer durable white goods, for example refrigerators, freezers, washing machines and furniture. Hypermarkets are often located on out-of-town sites. A discount store is a retail store that sells a variety of goods such as electrical appliances and electronic equipment. Discount stores in general usually sell branded products and pursue a high-volume, low priced strategy and aim their marketing at customers who seek goods at prices which are usually less than can be found in a hypermarket. A convenience store is a small shop or store in an urban area that sells goods which are purchased regularly by customers. These would typically include groceries, toiletries, alcoholic beverages, soft drinks and confectionery. They are convenient for shoppers as they are located in or near residential areas and are often open for long hours. Customers are willing to pay premium prices for the convenience of having the store close by. B sells food products and clothing in its supermarkets and hypermarkets at a higher price than many of its competitors because the Board thinks that its customers are prepared to pay higher prices for better quality food products. B also sells good quality consumer durable products in its supermarkets and hypermarkets but it is forced to sell these at competitive prices as there is strong competition for the sale of such goods. B s discount stores sell good quality electrical products usually at lower prices than those charged in its supermarkets and hypermarkets, B only sells electronic equipment in its discount stores. Customers have a greater range from which to choose in the discount stores as compared with supermarkets and hypermarkets because the discount stores specialise in the goods which they sell. B s convenience stores do not have the availability of space to carry a wide range of products and they charge a higher price for the same brand and type of goods which it sells in its supermarkets. Although B owns most of its stores, it has granted franchises for the operation of some stores which carry its name. Nearly 0.5 million full-time equivalent staff are employed world-wide in the Group. B tries when possible to recruit local staff to fill job vacancies within its stores. September Performance Strategy

3 Value statement and mission In recognition of the strong competitive and dynamic markets in which it operates, B s Board has established an overall value statement as follows: We aim to satisfy our customers wherever we trade. We intend to employ different generic competitive strategies depending on the market segment in which our stores trade. The Board has also produced the following mission statement: B practises sustainable investment within a healthy ethical and thoughtful culture and strives to achieve customer satisfaction by giving a courteous and efficient service, selling high quality goods at a reasonable price, sourcing goods from local suppliers where possible and causing the least damage possible to the natural environment. By this, we aim to satisfy the expectations of our shareholders by achieving consistent growth in our share price and also to enhance our reputation for being an environmentally responsible company. Strategic objectives The following objectives have been derived from the mission statement: 1. Build shareholder value through consistent growth in the company s share price. 2. Increase customer satisfaction ratings to 95% as measured by customer feedback surveys. 3. Increase commitment to local suppliers by working towards achieving 40% of our supplies from sources which are local to where B stores trade. 4. Reduce carbon emissions calculated by internationally agreed measures by at least 1% per year until B becomes totally carbon neutral. 5. Maximise returns to shareholders by employing different generic competitive strategies depending on the market segment in which B stores trade. Financial objectives The Board has set the following financial objectives: 1. Achieve consistent growth in earnings per share of 7% each year. 2. Maintain a dividend pay-out ratio of 50% each year. 3. Gearing levels as measured by long-term debt divided by long-term debt plus equity should not exceed 40% based on book value. Governance The main board comprises the Non-executive Chairman, the Chief Executive and nine Executive directors. These cover the functions of finance, human resources, corporate affairs (including legal and public relations), marketing, planning and procurement. There is also one executive director for each of the three regions, being the Regional Managing Directors of B-Europe, B- Asia and B-North America. There are also nine non-executive main board members in addition to the Chairman. The main Board of Directors has separate committees responsible for audit, remuneration, appointments, corporate governance and risk assessment and control. The Risk Assessment and Control Committee s tasks were formerly included within the Audit Committee s role. It was agreed by the Board in 2009 that these tasks should be separated out in order not to overload the Audit Committee which has responsibilities to review the probity of the company. B s expansion has been very rapid in some countries. The expansion has been so rapid that B has not been able to carry out any internal audit activities in some of these countries to date. The regional boards do not have a committee structure. Each of the Regional Managing Directors chairs his or her own Regional Board. All of the Regional Boards have their own directors for finance, human resources, corporate affairs, marketing, planning and procurement but their structure is different for the directors who have responsibility for the stores. In B-Asia, one regional director is responsible for the hypermarkets and supermarkets and another is responsible for discount stores and convenience stores. In B- North America, one regional director is responsible for the hypermarkets and supermarkets and another is responsible for discount stores (B does not have any convenience stores in North Performance Strategy 3 September 2012

4 America). In B-Europe there is one regional director responsible for supermarkets and hypermarkets, one for discount stores and one for convenience stores. In all regions the regional directors have line accountability to their respective regional managing director and professional accountability to the relevant main board director. There are no non-executive directors on the regional boards. Appendix 1 shows the main board and regional board structures. Treasury Each of B s three regions has a regional treasury department managed by a regional treasurer who has direct accountability to the respective Regional Director of Finance and professional accountability to the Group Treasurer. The Group Treasurer manages the central corporate treasury department which is located in B s head office. The Group Treasurer, who is not a main board member, reports to the Director of Finance on the main board. Shareholding, year-end share prices and dividends paid for the last five years B is listed on a major European stock exchange within the eurozone and it wholly owns its subsidiaries. There are five major shareholders of B, including employees taken as a group, which between them hold 25% of the 1,350 million total shares in issue. The major shareholders comprise two long term investment trusts which each owns 4%, a hedge fund owns 5%, employees own 5% and the founding family trust owns 7% of the shares. The remaining 75% of shares are owned by the general public. The year-end share prices and the dividends paid for the last five years were as follows: Share price at 31 December Net Dividend per share Planning and management control B has a very structured planning process. Each regional board produces a five year strategic plan for its region relating to specific objectives set for it by the main board and submits this to the main board for approval. The main board then produces a consolidated strategic plan for the whole company. This is reviewed on a three yearly cycle and results in a revised and updated group five year plan being produced every three years. B s management control system, which operates throughout its regions and at head office, is well known in the industry to be bureaucratic and authoritarian. Strict financial authority levels for development purposes are imposed from the main Board. There is tension between the main Board and the regional boards. The regional board members feel that they are not able to manage effectively despite being located much closer to their own regional markets than the members of the main Board. The main Board members, on the other hand, think that they need to exercise tight control because they are remote from the markets. This often stifles planning initiatives within each region. This tension is also felt lower down the organisation as the regional board members exercise strict financial and management control over operational managers in their regions in order to ensure that the main Board directives are carried out. Competitive overview B operates in highly competitive markets for all the products it sells. The characteristics of each of the markets in which it operates are different. For example, there are different planning restrictions applying within each region. In some countries, B is required to operate each of its stores in a partnership arrangement with local enterprises, whereas no such restriction exists within other countries in which it trades. B needs to be aware of different customer tastes and preferences which differ from country to country. The following table provides a break-down of B s stores in each region. B Europe B Asia B North America Supermarkets and hypermarkets 3, Discount stores 5, Convenience stores 4, September Performance Strategy

5 B is one of the largest retailing companies in the world and faces different levels of competition in each region. B s overall market share in terms of retail sales for all supermarkets, hypermarkets, discount stores and convenience stores in each of its regions is as follows: Market share Europe 20% Asia 1% North America 1.5% The following table shows the sales revenue and net operating profit earned by B in each of its regions for the year ended 31 December 2011: B Europe million B Asia million B North America million Revenue 89,899 10,105 9,708 Net Operating Profit 4, B is constantly seeking other areas of the world into which it can expand, especially within Asia where it perceives many countries have an increasing population and strengthening economies. Corporate Social Responsibility (CSR) B is meeting its CSR obligations by establishing environmental targets for carbon emissions (greenhouse gas emissions), careful monitoring of its supply chain, undertaking sustainable investments and investing in its human capital. Environmental targets for carbon emissions: B s main board is keen to demonstrate the company s concern for the environment by pursuing continuous improvement in the reduction of its carbon emissions and by developing ways of increasing sustainability in its trading practices. A number of environmental indicators have been established to provide transparency in B s overall performance in respect of sustainability. These published measures were verified by B s statutory auditor and are calculated on a like-for-like basis for the stores in operation over the period measured. In the year ended 31 December 2011, B reduced its consumption of kilowatt hours (kwh) per square metre of sales area as compared with the year ended 31 December 2008 by 9%. The target reduction for that period was 5%. In the same period it reduced the number of free disposable plastic bags provided to customers per square metre of sales area, by 51% against a target of 60%. Its overall greenhouse gas emissions (measured by kilogrammes of carbon dioxide per square metre of sales area) reduced by 1% in 2011 which was exactly on target. B provides funding for the development of local amenity projects in all of the countries where B stores operate. (An amenity project is one which provides benefit to the local population, such as providing a park, community gardens or a swimming pool.) Distribution and sourcing: Distribution from suppliers across such a wide geographical area is an issue for B. While supplies are sourced from the country in which a store is located as much as possible, there is nevertheless still a requirement for transportation across long distances either by road or air. Approximately 20% of the physical quantity of goods sold across the group as a whole are sourced locally, that is within the country in which the goods are sold. These tend to be perishable items such as fruit and vegetables. The remaining 80% of goods are sourced from large international manufacturers and distributors. These tend to be large items such as electrical or electronic equipment which are bought under contracts which are set up by the regional procurement departments. B, due to its size and scope of operations, is able to place orders for goods made to its own specification and packaged as under its own brand label. Some contracts are agreed between manufacturers and the Group Procurement Director for the supply of goods to the whole of the B group world-wide. B s inventory is rarely transported by rail except within Europe. This has resulted in lower average reductions in carbon emissions per square metre of sales area by stores operated by B- Performance Strategy 5 September 2012

6 Asia and B-North America than for those stores operated by B-Europe. This is because the carbon emission statistics take into account the transportation of goods into B s stores. Sustainable investments: B aspires to become carbon neutral over the long term. The Board aims to reduce its carbon emissions by investing in state of the art technology in its new store developments and by carrying out modifications to existing stores. Human Resources: B prides itself on the training it provides to its staff. The training of store staff is carried out in store by specialist teams which operate in each country where B trades. In this way, B believes that training is consistent across all of its stores. In some countries, the training is considered to be at a sufficiently high level to be recognised by national training bodies. The average number of training hours per employee in the year ended 31 December 2011 was 17 compared with 13 hours in the year ended 31 December In 2011, B employed 45% more staff with declared disabilities compared with Information systems and inventory management In order to operate efficiently, B s Board has recognised that it must have up-to-date information systems including electronic point of sale (EPOS) systems. An EPOS system uses computers or specialised terminals that can be combined with other hardware such as bar-code readers to accurately capture the sale and adjust the inventory levels within the store. EPOS systems installation is on-going. B has installed EPOS systems in its stores in some countries but not in all its stores world-wide. B s information systems are not perfect as stock-outs do occur from time-to-time, especially in the European stores. This can be damaging to sales revenue when stock-outs occur during peak sales periods such as the days leading up to a public holiday. In Asia and North America in particular, B s information technology systems sometimes provide misleading information. This has led to doubts in the minds of some head office staff about just how robust are B s inventory control systems. As is normal in chain store groups, there is a certain degree of loss through theft by staff and customers. Another way that loss is suffered is through goods which have gone past their sellby date and mainly relates to perishable food items which are wasted as they cannot be sold to the public. In most countries, such food items which cannot be sold to the public may be sold to local farmers for animal feed. Regulatory issues B s subsidiaries in Asia and North America have sometimes experienced governmental regulatory difficulties in some countries which have hindered the installation of improved information systems. To overcome some of these regulatory restrictions, B-Asia and B-North America have, on occasions, resorted to paying inducements to government officials in order for the regulations to be relaxed. September Performance Strategy

7 B Main Board Structure Chairman (Non- Executive) Appendix 1 Chief Executive Officer Regional MD B-Europe Regional MD B-Asia Regional MD B- N America Finance Director Human Resources Director Corporate Affairs Director Planning Director Marketing Director Procurement Director Group Treasurer B Regional Board Structure Regional MD (B-Europe, B-Asia, B-North America) Regional Director Supermarkets and Hypermarkets Regional Director* Discount and Convenience stores Regional Finance Director Regional Human Resources Director Regional Corporate Affairs Director Regional Planning Director Regional Marketing Director Regional Procurement Director Regional Treasurer *Applies to B-Asia only. In B-North America, where there are no Convenience stores, there is a Regional Director responsible for Discount stores as well as the Regional Director responsible for Supermarkets and Hypermarkets. B-Europe s structure has three Regional Directors responsible for the stores, one each responsible for Supermarkets and Hypermarkets, Discount Stores and Convenience Stores.

8 Extract of B s income statement and statement of financial position. Income statement for the year ended 31 December 2011 Notes million Revenue 109,712 Operating costs Net operating profit (103,501) 6,211 Interest income 165 Finance costs (852) Corporate income tax PROFIT FOR THE YEAR (1,933) 3,591 APPENDIX 2 Statement of financial position as at 31 December 2011 million ASSETS Non-current assets 57,502 Current assets Inventories 7,670 Trade and other receivables 1,521 Cash and cash equivalents 3,847 Total current assets 13,038 Total assets 70,540 EQUITY AND LIABILITIES Equity Share capital 1 2,025 Share premium 3,040 Retained earnings 18,954 Total equity 24,019 Non-current liabilities Long term borrowings 15,744 Current liabilities Trade and other payables 30,777 Total liabilities Total equity and liabilities 46,521 70,540 Notes: 1. There are 1,350 million 1.50 shares currently in issue. The share price at 31 December 2011 was End of Pre-seen Material The unseen material begins on page 10 September Performance Strategy

9 This page is blank Performance Strategy 9 September 2012

10 SECTION A 50 MARKS [You are advised to spend no longer than 90 minutes on this question.] ANSWER THIS QUESTION. THE QUESTION REQUIREMENTS ARE ON PAGE 13, WHICH IS DETACHABLE FOR EASE OF REFERENCE Question One Unseen case material Health and safety In a recent internal report commissioned by the directors of B it was stated that the health and safety laws in the countries in which B operates vary significantly. For example in some countries it is required that all employees whose jobs involve manual lifting are trained so that they can lift objects without risk of injury. The problem is further complicated by the definition of manual lifting varying from country to country. Similar issues arise with the need to wear protective clothing and the safe operation of forklift trucks. B s directors saw the need to provide a safe working environment for B s employees irrespective of the country in which they work. They asked the Human Resources Director to develop a comprehensive safety manual that either matched or exceeded the minimum requirements laid down by law or other regulation in any of the countries in which B operated. Copies of the manual were then distributed to wherever B had employees. All of B s employees are required to adhere to the rules stated in the manual as a condition of their employment. The manual also sets out a number of broad principles, such as making the general manager of each store personally responsible for the safety of everyone employed at that store. A recent newspaper article published in B s home country accused B of exploiting the weak health and safety rules in some countries. The article provided evidence of unsafe operating practices by describing a recent accident in one of B s stores in Asia. The accident occurred when an employee dropped a heavy box of tinned goods when he was restocking shelves. The crate landed on his foot and this caused a serious injury because he had not been wearing safety shoes. The store s manager then dismissed the employee because his injury meant that he would not be able to work in the foreseeable future. The accident was described on another employee s personal blog and was picked up by the newspaper. The Regional Human Resources Director in Asia confirmed that the details reported by the newspaper were correct. The employee had not been trained in manual lifting techniques and had lifted the crate carelessly. He did not wear safety shoes because they were not as comfortable as his ordinary shoes. The store s manager had not implemented the health and safety manual that had been issued because he said that compliance with the manual would interfere with the efficiency of the store and that the procedures it contained were unpopular with the employees because they preferred their own methods of work. The Regional Director s report concluded that the store manager s attitude reflected the indifference to health and safety in the workplace that was exhibited by all employees in that region. Internal audit The Head of B s Internal Audit department is preparing next year s audit plan. He is aware of the Board s increasing interest in Health and Safety issues and intends to include an audit of the extent to which the procedures and practices stated in B s health and safety manual have been adopted throughout the group. Feedback from the internal audit staff based at each of the regional offices suggests that managers and staff in some countries are more receptive to supervision and management reviews than others. Some cultures place considerable emphasis on complying with rules and respect for authority while others emphasise individual empowerment. September Performance Strategy

11 Currency risk B s Chairman has been reviewing the risk management arrangements put in place by the corporate treasury department. The Chairman is a little concerned that there do not appear to be any formal systems in place for the management of transaction risks and economic risks arising from movements in the various currencies in which B does business. The Chairman discussed currency risk with the Group Treasurer and was informed that the B Group as a whole is not heavily exposed to either transaction risks or economic risks. The nature of B s business means that the group is hedged against such risks without the treasury having to take any particular action. The central treasury does, however, maintain a close watch over exposures to currency risks and so it is ready to recommend a change to the currency management procedures very quickly as and when the need arises. B s Group Treasurer is keen to explore counter-trade as a means of managing long-term economic exposures affecting the group. For example, B has recently started to purchase large quantities of clothing from a South American country that has a very volatile currency. The South American country manufactures large quantities of high quality wool and has a tradition of manufacturing woollen goods that are affordably priced. B s Group Treasurer has negotiated contracts with the South American supplier that agree the clothing will be paid for by countertrade rather than in cash. B is a major buyer of basic commodities such as flour and sugar. It would not be difficult for B to purchase additional amounts of such commodities so that they can then be exchanged for woollen goods. The South American supplier would be able to sell the flour and sugar at a profit in its home country. Each contract would specify clearly the basis upon which woollen goods will be exchanged for commodities. The requirement for Question One is on page 13 TURN OVER Performance Strategy 11 September 2012

12 This page is blank September Performance Strategy

13 Required: (a) (i) (ii) Advise B s directors of TWO risks for the company associated with health and safety in B s stores that could each be categorised as having both high impact and high likelihood. Your answer should include the reasons why you have categorised each of the risks as such. (8 marks) Discuss the reasons why the procedures stated in the health and safety manual may not have been followed by all employees throughout the B Group. (8 marks) (b) (i) Discuss the factors that the Head of the Internal Audit department should consider when planning an audit of the extent to which all employees of B s stores are complying with the rules and principles as stated in the health and safety manual. (10 marks) The Head of the Internal Audit department recently sent a memo to all of the internal auditors in the B group that said: I would like to remind all members of the audit department, irrespective of the country in which they are based, that they should be careful to avoid causing resentment when dealing with other employees (ii) Discuss the memo sent by the Head of B s Internal Audit department. (8 marks) (c) (i) (ii) Discuss the Group Treasurer s view that the nature of B s business creates a natural hedge against currency risk. (8 marks) Evaluate the potential risks and benefits to B of the counter-trade agreement with the South American supplier. (8 marks) (Total for Question One = 50 marks) (Total for Section A = 50 marks) TURN OVER Performance Strategy 13 September 2012

14 This page is blank September Performance Strategy

15 This page is blank Performance Strategy 15 September 2012

16 SECTION B 50 MARKS [You are advised to spend no longer than 45 minutes on each question in this section.] ANSWER TWO OF THE THREE QUESTIONS Question Two The T Group manufactures heavy engineering products. The company has a diverse range of products, each of which requires its own specialised factory. Each factory is established as a separate 100% subsidiary and each is an investment centre. The T Group monitors the performance of each factory using a variety of accounting ratios. One of the key ratios used is return on capital employed (ROCE), calculated using current values where these are available. T Forge manufactures large metal rollers that are used in industries such as steelmaking and shipbuilding. T Forge occupies a large factory that is situated three miles from the centre of a city of one million inhabitants. The T Group is presently considering an offer of $52m to buy the land on which T Forge s factory is situated. T Forge will be wound up if this offer is accepted. The buyer will be responsible for dismantling and disposing of the factory and its contents. When T Forge was first founded it sold most of its output to its home market, but now most of T Forge s customers are located overseas in countries where the quality of engineering training is very poor. These poorly trained engineers have incorrectly rejected T Forge rollers, believing them to be substandard when they are not. The product is of a very high quality, but the current manual production system sometimes leaves cosmetic blemishes on the surface of the rollers that are visible to the human eye. These blemishes have no effect on the operation of the rollers, but there is a growing tendency for customers engineering staff to reject perfectly good items because the engineers do not have the necessary skills and equipment to distinguish these marks from genuine defects. Roughly 20% of the goods shipped in the year to date have had to be replaced at T Forge s expense because they have failed customers quality inspections. Rejected rollers are disposed of locally for a tiny fraction of their manufacturing cost because they are too large and heavy to make it cost-effective to return them to T Forge. T Forge s main competitor is a US company which uses computer numerical control (CNC) machinery to produce rollers that are of the same quality as those produced by T Forge, but they are free of the cosmetic blemishes that are causing T s rollers to be rejected. The T Group s board has asked T Forge s directors to consider investing in CNC lathes similar to those used by the US competitor. These would replace the existing lathes, which are almost 40 years old but which are expected to remain serviceable into the foreseeable future because they are of a very simple construction that is easy to maintain. The replacement lathes would cost $40m and would be depreciated at a rate of 25% on the reducing balance basis. The CNC lathes will not generate any additional sales, but they will prevent the losses associated with customers rejecting goods without good reason because of marks in the metal. The T Group s board believes that the purchase of the CNC lathes would be a positive net present value investment, even after taking account of the opportunity cost of the sale of the factory. The T Group s board believes that there are three possible strategies to be pursued with respect to T Forge: (1) to carry on as at present, (2) to invest in the new lathes or (3) to sell the land. The board has asked for ROCE to be predicted under each of the first two bases. The T Group s cost of capital is 18% before taxation. September Performance Strategy

17 The following budgeted figures are available as the basis for this prediction: T Forge Budgeted income statement for the year ended 31 August 2013 $m Revenue 100 Variable production costs (30) Fixed production costs (25) Other operating expenses (11) Interest (2) Profit before tax 32 Tax (7) Profit for year 25 T Forge Budgeted statement of financial position as at 31 August 2013 $m Property (as at 2011 valuation) 29 Lathes and other manufacturing equipment nil 29 Current assets 4 33 Equity 10 Non-current liabilities 20 Current liabilities 3 33 Required: (a) Calculate T Forge s budgeted ROCE for the year ended 31 August 2013 if (i) the existing lathes are retained; and (ii) the new lathes were purchased on 1 September Note: You should explain any adjustments that you make to the figures shown above in order to calculate ROCE. (9 marks) (b) (c) Evaluate the use of ROCE by T Group (i) as a performance measure and (ii) as a tool for decision making. (6 marks) Recommend ways other than the investment in CNC lathes in which the management of T Forge could deal with the risk of rollers being rejected because of mistakes in customers quality control procedures. (10 marks) (Total for Question Two = 25 marks) TURN OVER Performance Strategy 17 September 2012

18 Question Three U is an internet-based company that sells books, DVDs and CDs to consumers. U s customers are required to create an account, to which they register their name, address and credit card details. The customers must also create a password, which they must use whenever they wish to log into their account in order to update their details or place an order. Registered customers can log in and place orders very easily because all of their delivery and payment details are already on file. That feature is one of the main factors behind U s success. The other main factor is that U s software tracks each customer s purchases and uses that information to recommendations based on past orders. Many customers buy recommended products and the proportion is growing because U s tracking software becomes increasingly accurate as more data is gathered. U has recently suffered a security breach involving 2,000 of its highest-spending customers. One of U s analysts had been asked to write a report about those customers buying habits. The report was required urgently and so the analyst copied the customers files onto a memory stick, which he took home to analyse on his home PC over the weekend. He copied the final report onto the same memory stick, but lost the stick during the train journey into work. The analyst had one of his flatmates him a copy of the report, which was still on the hard drive of his home PC, so the report s deadline was met. The analyst did not report the loss of the memory stick because he did not wish to get into trouble for losing the data. He hoped that anybody who found the stick would simply erase the files. Over the next two weeks, U started to receive complaints from customers that orders were being placed without the account holders permission. U s policy in these circumstances is to seek clarification from the account holder and suggest that the order could have been placed by a family member who knew the account password. The volume of complaints was higher than usual and the analyst was asked to investigate them to determine whether there was a security problem. The analyst quickly realised that many of the complaints were from the 2,000 customers whose files were on his memory stick and that the person who had found the stick was abusing that information. He admitted the loss of the memory stick and was suspended. U s customer services department wrote to all of those customers whose accounts had been compromised and offered to cancel any disputed charges on their accounts. The customers were also advised to contact their credit card providers and to study their card statements carefully in case the thief had used that information to defraud them. Several of these customers complained to a national newspaper and U received many further complaints concerning disputed charges, mainly from customers whose details had not been copied by the analyst. September Performance Strategy

19 Required: (a) (b) Advise U s board on the weaknesses in both the control environment and the internal controls that led to this loss of data. (12 marks) Recommend, stating reasons, actions that U s board should take (i) (ii) to restore the confidence of its existing and potential customers; to prevent similar problems occurring in the future. (8 marks) (5 marks) (Total for Question Three = 25 marks) Section B continues on page 20 TURN OVER Performance Strategy 19 September 2012

20 Question Four G is a major clothing retailer, specialising in fashionable clothes for young people. G has shops in every major town and city in its home country. G s customers are extremely conscious of brand names and G must stock the latest products from the biggest and most popular manufacturers in order to remain competitive. Most of G s most popular brands are imported from the USA. The clothes are expensive to import because the Government in G s country imposes a tariff, which requires G (and all other importers) to pay a tax on all clothing imports. The Government s reason for imposing this tariff is to protect local manufacturers from foreign competition. G is located in a relatively prosperous country and wages are fairly high. G has been losing sales to a major competitor, which is based in G s home country and has shops in the same towns and cities as G, which sells the same range of clothing but at a lower price. G attempted to compete on price, but stopped doing so when it became apparent that the competitor could undercut any price that G set. G has investigated the competitor s trading strategy. It appears that the competitor is able to exploit anomalies in the market by buying its inventory in a neighbouring country and bringing it across the border. Two of the countries that adjoin G s home country are not particularly prosperous. Many foreign suppliers, including G s suppliers, supply goods to distributers (and also directly to retailers) in those countries at lower prices than they do in G s home country because they are aware that the final consumers there have low incomes and are not able to pay high prices for brand name clothing. Furthermore, those neighbouring countries do not charge tariffs on clothing imports. G s home country is part of a trading bloc which includes the neighbouring country from which the competitor is suspected of buying its inventory. There are no physical barriers to regulate the borders between countries within that bloc. Legally, any goods imported from a neighbouring country are subject to tariffs, but G suspects that the competitor has not been declaring these imports to the Government department responsible for collecting tax and so the competitor has benefitted from both cheaper purchase prices and the evasion of the tariff. Some of G s senior managers have recommended that G should copy its competitor by cancelling all contracts with the major US manufacturers and buying all goods from intermediaries in a neighbouring country. Others recommend reporting their suspicions to the manufacturers and to the Government. September Performance Strategy

21 Required: (a) (b) (c) Discuss the argument that purchasing power parity theory should prevent exporters from charging different prices in different countries. (5 marks) Discuss the potential risks and benefits to G of buying its inventory from intermediaries in the neighbouring countries. (10 marks) Recommend actions that the Government in G s home country could take in order to determine whether G s competitor had been evading the tariff on imported clothing. (10 marks) (Total for Question Four = 25 marks) (Total for Section B = 50 marks) End of Question Paper Maths tables and formulae are on pages 23 to 26 Performance Strategy 21 September 2012

22 This page is blank September Performance Strategy

23 Performance Strategy 23 September 2012

24 PRESENT VALUE TABLE Present value of $1, that is ( 1+ r ) n where r = interest rate; n = number of periods until payment or receipt. Periods Interest rates (r) (n) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Periods Interest rates (r) (n) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% September Performance Strategy

25 Cumulative present value of $1 per annum, Receivable or Payable at the end of each year for n years Periods (n) n 1 (1+ r ) r Interest rates (r) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% Periods (n) Interest rates (r) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% Performance Strategy 25 September 2012

26 Formulae Annuity Present value of an annuity of 1 per annum receivable or payable for n years, commencing in one year, discounted at r% per annum: PV = r [1 + r ] n Perpetuity Present value of 1 per annum, payable or receivable in perpetuity, commencing in one year, discounted at r% per annum: PV = r 1 Growing Perpetuity Present value of 1 per annum, receivable or payable, commencing in one year, growing in perpetuity at a constant rate of g% per annum, discounted at r% per annum: PV = 1 r g September Performance Strategy

27 LIST OF VERBS USED IN THE QUESTION REQUIREMENTS A list of the learning objectives and verbs that appear in the syllabus and in the question requirements for each question in this paper. It is important that you answer the question according to the definition of the verb. LEARNING OBJECTIVE VERBS USED DEFINITION Level 1 - KNOWLEDGE What you are expected to know. List Make a list of State Express, fully or clearly, the details/facts of Define Give the exact meaning of Level 2 - COMPREHENSION What you are expected to understand. Describe Communicate the key features Distinguish Highlight the differences between Explain Make clear or intelligible/state the meaning or purpose of Identify Recognise, establish or select after consideration Illustrate Use an example to describe or explain something Level 3 - APPLICATION How you are expected to apply your knowledge. Level 4 - ANALYSIS How are you expected to analyse the detail of what you have learned. Level 5 - EVALUATION How are you expected to use your learning to evaluate, make decisions or recommendations. Apply Calculate/compute Demonstrate Prepare Reconcile Solve Tabulate Analyse Categorise Compare and contrast Construct Discuss Interpret Prioritise Produce Advise Evaluate Recommend Put to practical use Ascertain or reckon mathematically Prove with certainty or to exhibit by practical means Make or get ready for use Make or prove consistent/compatible Find an answer to Arrange in a table Examine in detail the structure of Place into a defined class or division Show the similarities and/or differences between Build up or compile Examine in detail by argument Translate into intelligible or familiar terms Place in order of priority or sequence for action Create or bring into existence Counsel, inform or notify Appraise or assess the value of Advise on a course of action Performance Strategy 27 September 2012

28 Performance Pillar Strategic Level Paper P3 Performance Strategy September 2012 September Performance Strategy