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，為今后的學習打好基礎(chǔ)。以下是學員整理的一些F2學習筆記供新學員參考：

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

8.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

9.pricipal budget factor關(guān)鍵預(yù)算因子：be limited the activities

10.budget purpose:

①communication

②coordination

③compel the plan

④motivative employees

⑤resource allocation

11.Budget committee的功能：①coordinated②administration

12.Budget:①function budget②master budget:1.P&L;2.B/S;3.Cash Flow

13.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。

14.Flexible Budget的優(yōu)點：

①recognize different cost behavior.

②improve quality and a comparison of like with like

③help managers to forecast cost,revenue and profit.

15.Flexible Budget的缺點：

1假設(shè)太簡單。

2需要更多的時間準備預(yù)算編制。

16.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.

17.Budget Behavior:

①participate approach

②imposed budget

18.payback投資回收期的缺點：

①ignore profitability

②the time value of money is ignored

③沒有考慮項目后期帶來的經(jīng)濟利益

④arbitray武斷

19.payback投資回收期的優(yōu)點：

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，因為折舊是非現(xiàn)金項目。

20.(1+real interst rate)*(1+inflation rate)=(1+nominal interest rate)

21.NPV=present value of future net cash flow–present value of initial cost

22.永續(xù)年金=A/i

23.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。

24.EAR=CAR=APR=(1+r/n)n–1有效年利率

25.IRR:(based on cash flow analysis)

①IRR>cost of capital,NPV>0,worth taking

②IRR<cost of capital,NPV<0,not worthwhile.

26.ARR=average profit/average investment(ARR是基于profit)

Average investment=(initial investment–residual value)/2

27.type of standard:

①basic standard

②current standard

③ideal standard

④attainable standard

28.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

29.The elements of a mission statement including:

①Purpose

②Strategy

③Policies and standards of behavior

④Values and culture

30.A critical success factor is a performance requirement that is fundamental to competitivesuccess.

31.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

32.Debt and gearing ratios

①Debt-to-equity ratio=long-term liabilities/total equity×100%

②Interest cover=PBIT/Interest×100%

33.Liquidity ratios

①Current ratio=current assets/current liabilities

②Quick ratio(acid test ratio)=current assets minus inventory/current liabilities

34.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)

35.Non-financial performance measures

Non-financial performance measures are considered to be leading indicators of financial performance.

①Market share

②Innovation

③Growth

④Productivity

⑤Quality

⑥Social aspects

36.The balanced scorecard:

①financial perspective②external perspective

③customer perspective④learning and innovation perspective

37.Benchmarking:

①Internal benchmarking

②Competitive benchmarking

③Functional benchmarking

④Strategic benchmarking

38.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.

39.Four aspects of'value'should be considered:

①Cost value

②Exchange value

③Utility value

④Esteem value

40.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.

41.RI=PBIT-Imputed interest*capital employed.

Possible to use different rates of interest for different types of assets;Cost of finance is beingconsidered.

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