Nowadays a demand for this specialized type of service has been created because ______.A．t

Popular ethnic food nowadays includes ().

A、Chinese food

B、Indian food

C、fast food

D、Thai food

Nowadays a demand for this special advertisement has been created because ______.

A．unemployment rate has been climbing

B．there is a lack of jobs available for Mist

C．the job history is considered to be a work of art

D．there is a shortage of top level jobs

age in my part of the country, and it was impressive to see the great variety of services which were available on one’s own doorstep in the late Victorian countryside.

Nowadays a superficial traveler in rural England might conclude that the only village tradesmen still flourishing were either selling frozen food to the inhabitants or selling antiques to visitors. Nevertheless, this would really be a false impression. Admittedly there has been a contraction of village commerce, but its vigor is still remarkable.

Our local grocer’s shop, for example, is actually expanding in spite of the competition from supermarkets in the nearest town. Women sensibly prefer to go there and exchange the local news while doing their shopping, instead of queueing up anonymously at a supermarket. And the proprietor knows well that personal service has a substantial cash value.

His prices may be a bit higher than those in the town, but he will deliver anything at any time. His assistants think nothing of bicycling down the village street in their lunch, hour to take a piece of cheese to an old-age pensioner who sent her order by word of mouth with a friend who happened to be passing. The more affluent customers telephone their shopping lists and the goods are on their doorsteps within an hour. They have only to hint at a fancy for some commodity outside the usual stock and the grocer a red-faced figure, instantly obtains it for them.

The village gains from this sort of enterprise, of course. But I also find it satisfactory because a village shop offers one of the few ways in which a modest individualist can still get along in the world without attaching himself to the big battalions of industry or commerce.

Most of the village shopkeepers I know, at any rate, are decidedly individualist in their ways. For exampie, our shoemaker is a formidable figure: a thick-set, irritable man whom children treat with marked respect, knowing that an ill-judged word can provoke an angry eruption at any time. He stares with contempt at the pairs of cheap, mass-produced shoes taken to him for repair: has it come to this, he seems to be saying, that he, a craftsman, should have to waste his skills upon such trash？ But we all know he will in fact do excellent work upon them. And he makes beautiful shoes for those who can afford such luxury.

The services available in villages nowadays are

A．fewer but still very active.

B．less successful than earlier but managing to survive.

C．active in providing food and antiques.

D．surprisingly energetic considering the little demand for them.

Section B – TWO questions ONLY to be attempted

Perkin manufactures electronic components for export worldwide, from factories in Ceeland, for use in smartphones and hand held gaming devices. These two markets are supplied with similar components by two divisions, Phones Division (P) and Gaming Division (G). Each division has its own selling, purchasing, IT and research and development functions, but separate IT systems. Some manufacturing facilities, however, are shared between the two divisions.

Perkin’s corporate objective is to maximise shareholder wealth through innovation and continuous technological improvement in its products. The manufacturers of smartphones and gaming devices, who use Perkin’s components, update their products frequently and constantly compete with each other to launch models which are technically superior.

Perkin has a well-established incremental budgeting process. Divisional managers forecast sales volumes and costs months in advance of the budget year. These divisional budgets are then scrutinised by the main board, and revised significantly by them in line with targets they have set for the business. The finalised budgets are often approved after the start of the accounting year. Under pressure to deliver consistent returns to institutional shareholders, the board does not tolerate failure by either division to achieve the planned net profit for the year once the budget is approved. Last year’s results were poor compared to the annual budget. Divisional managers, who are appraised on the financial performance of their own division, have complained about the length of time that the budgeting process takes and that the performance of their divisions could have been better but was constrained by the budgets which were set for them.

In P Division, managers had failed to anticipate the high popularity of a new smartphone model incorporating a large screen designed for playing games, and had not made the necessary technical modifications to the division’s own components. This was due to the high costs of doing so, which had not been budgeted for. Based on the original sales forecast, P Division had already committed to manufacturing large quantities of the existing version of the component and so had to heavily discount these in order to achieve the planned sales volumes.

A critical material in the manufacture of Perkin’s products is silver, which is a commodity which changes materially in price according to worldwide supply and demand. During the year supplies of silver were reduced significantly for a short period of time and G Division paid high prices to ensure continued supply. Managers of G Division were unaware that P Division held large inventories of silver which they had purchased when the price was much lower.

Initially, G Division accurately forecasted demand for its components based on the previous years’ sales volumes plus the historic annual growth rate of 5%. However, overall sales volumes were much lower than budgeted. This was due to a fire at the factory of their main customer, which was then closed for part of the year. Reacting to this news, managers at G Division took action to reduce costs, including closing one of the three R&D facilities in the division.

However, when the customer’s factory reopened, G Division was unwilling to recruit extra staff to cope with increased demand; nor would P Division re-allocate shared manufacturing facilities to them, in case demand increased for its own products later in the year. As a result, Perkin lost the prestigious preferred supplier status from their main customer who was unhappy with G Division’s failure to effectively respond to the additional demand. The customer had been forced to purchase a more expensive, though technically superior, component from an alternative manufacturer.

The institutional shareholders’ representative, recently appointed to the board, has asked you as a performance management expert for your advice. ‘We need to know whether Perkin’s budgeting process is appropriate for the business, and how this contributed to last year’s poor performance’, she said, ‘and more importantly, how do we need to change the process to prevent this happening in the future, such as a move to beyond budgeting.’

Required:

(a) Evaluate the weaknesses in Perkin’s current budgeting system and whether it is suitable for the environment in which Perkin operates. (13 marks)

(b) Evaluate the impact on Perkin of moving to beyond budgeting. (12 marks)

A.fo＞fm

B.fo

C.fo＞＞fm

D.fo＜

A.Fo＞0.1

B.Foi＜0.1

C.Fo＞0.5且Fo＞0.2

D.Fo＜0.5

A.Fo≤1/2

B.Fo＜1/2

C.Fo≥1/2

D.Fo＞1/2