Multi Subject Assessment Stage

The Institute of 6 June 2017

Chartered Accountants 3 hours and 30 minutes
of Pakistan 100 marks

Strategic Management – Professional Competence

CENTRALISED REGISTRATION NUMBER (CRN)

INSTRUCTIONS

Read the instructions carefully before answering the question:

1. Answer all THREE questions.

2. Write your Name and Roll Number on the top perforated portion of the MAIN
ANSWER SCRIPT ONLY. Do not write your Name, Roll Number or any
other identification mark on any other portion of the main or supplementary
answer script.

3. Answers to each question must begin on a new page and must be clearly
numbered. Use both sides of the paper in your main and supplementary answer
script.

4. Answer each question in black pen only.

5. Do not write anything on the question paper except CRN.

6. The questions in this paper have been prepared on the assumption that
candidates will not have a detailed knowledge of the types of organisations to
which they relate. No additional mark will be given to candidates displaying
such knowledge.

7. Only FIVE original books duly bound shall be allowed.

8. Mathematical tables will be supplied on request.

 Strategic Management – Professional Competence Page 1 of 15

QUESTION 1

TNS Textiles (TNS), which was incorporated over 50 years ago, is listed on the Pakistan Stock
Exchange. It manufactures textile products and sells them in Pakistan (25%) and internationally (75%),
with customers in Asia, Europe and the US. This includes home textile products such as bed linen as
well as a wide range of clothes, to companies which then sell the goods under their own brand names
around the world. TNS is one of the largest textile companies in the country and has steadily
accumulated a significant cash balance, but has been losing market share for several years. Growth in
the industry has also slowed, leading to declining revenue, to the extent that TNS is in a breakeven
situation. Some major shareholders in TNS have been critical of management, demanding that they
formulate a strategy to restore growth.

The board of TNS is now considering two options to achieve this growth, both of which could be
financed from cash reserves:

(1) Launch an aggressive marketing campaign to grow organically, particularly in export

markets. This would be underpinned by a new, more efficient production process as TNS
will replace its existing machines, some of which are outdated, with modern, innovative
machines purchased from Germany. These can be operated by fewer staff which will allow
for reductions in cost, and lower, more competitive pricing.

(2) Acquire an established competitor, Premium Fabrics, which is also based in Pakistan and
exports 95% of its production.

The board members believe that they must choose between these options as they do not have the
management capability or financial resources to undertake both of these.

TNS has made a number of acquisitions in the past, always integrating the acquired company into
its existing operations. All acquisitions have been significantly smaller than Premium Fabrics. In
all cases the business and assets of the acquired companies were transferred to TNS and the newly
acquired subsidiaries were either left dormant or wound up. Success has been mixed. The most
recent acquisition, International Fashions, was acquired in 20X2 and the management of the
acquired business were vocal in criticising the TNS board following the acquisition, feeling that
they were being undermined. Eventually, most of the management left the company and the
operations were integrated into TNS's existing operations, but the dispute and loss of expertise
meant that the planned benefits resulting from the acquisition were realised two years later than
the original forecast.

Potential acquisition of Premium Fabrics

Premium Fabrics is a privately owned company operating from five production facilities in
different parts of Pakistan. It was founded 40 years ago by Mr Ashar Ahmad, who remains the
Chairman and Chief Executive. The shareholdings are (ordinary shares of Rs. 10/each):

Ashar Ahmad 7 million

Rafqat Memon (Finance Director) 4 million
Mst. Ghazala Khan (Operations Director) 3 million
Managers and other employees 6 million
 Strategic Management – Professional Competence Page 2 of 15

The shareholders of Premium Fabrics have indicated that they are willing to sell the company if an
appropriate offer was made and the board would be willing to make some limited, non-public
information available to TNS in order to enable an initial bid to be made.

Report required
You are an assistant to the group accountant of TNS, Reema Malik. Premium Fabrics has
provided financial statement data (Appendix 1) and some accompanying notes (Appendix 2).
Reema has also provided some additional notes to guide you based on a recent meeting with the
TNS board, together with some post-acquisition performance assumptions made by Reema
(Appendix 3). One of the other members of the finance department has also supplied some foreign
exchange data (Appendix 4). Reema has asked you to prepare a draft report which addresses each
of the following requests:

(a) Estimate the amount we should offer as an initial bid for Premium Fabrics, based on the
information we have. As a minimum, please provide estimates using free cash flow and net
asset valuation and an explanation of the pros and cons for each valuation method. Assume
a WACC of 15%. (14 marks)

(b) Provide an analysis of the two strategic options the board is considering, including the
strategic and foreign exchange risks involved in each. Recommend, with reasons, which
you think would be a better strategic fit for TNS. (8 marks)

(c) Discuss the key implementation challenges we can expect to see if we choose either option,
with brief recommendations on how we can overcome them. (10 marks)

(d) Explain how we could manage the exchange risk arising if we go ahead with the purchase
of machinery from Germany, and the expected outcome if we use forward contracts,
assuming the actual rate on 30 June 20X7 for 1 Euro is Rs. 116.21/Rs. 116.45. Discuss any
other ways we could manage this risk. (4 marks)

(e) Examine the taxation implications of the two options followed by a brief conclusion.
(Actual calculations are not required) (14 marks)

Reema has indicated that she does not require any executive summary, contents page, etc. She just
wants you to prepare the above sections of the report.

Requirement
Prepare the sections of the report requested by the group accountant, Reema Malik. Assume the
current date is November 20X6.
Total: 50 marks
 Strategic Management – Professional Competence Page 3 of 15

APPENDIX 1 – FINANCIAL INFORMATION PROVIDED BY PREMIUM FABRICS

Statement of profit or loss and other comprehensive income for the years ending 31 December
20X6 20X5
Forecast Actual
------- Rs. in million -------
Revenue 15,764 13,843
Cost of sales (14,114) (12,108)
Gross profit 1,650 1,735
Operating expenses (702) (561)
Profit from operations 948 1,174
Finance costs - loans (23) (30)
Finance costs - finance leases (5) (5)
Profit before tax 920 1,139
Tax (285) (353)
Profit for the year 635 786

Statement of financial position at 31 December

20X6 20X5
Forecast Actual
Notes ------- Rs. in million -------
Non-current assets
Property, plant and equipment 1 4,673 5,588

Current assets 2 4,755 3,965

Total assets 9,428 9,553

Capital and reserves

Issued capital 200 200
Retained earnings 2,724 2,089
Equity 2,924 2,289
Non-current liabilities
Loans 1,855 2,372
Finance leases 45 71

Current liabilities 4,604 4,821

Total equity and liabilities 9,428 9,553
 Strategic Management – Professional Competence Page 4 of 15

Notes
1 Non-current assets consist of land and buildings, plant and machinery and office
equipment. Some plant and machinery and office equipment are held under finance leases.
All non-current assets are held at historic cost less accumulated depreciation.

Owned Owned Assets held

Office
land and plant and under finance Total
equipment
buildings machinery leases
-------------------------- Rs. in million --------------------------
Cost
at 1/1/X6 2,359 4,372 196 768 7,695
Additions 91 26 95 212
Disposals (4) (20) (24)
at 31/12/X6 (forecast) 2,359 4,459 222 843 7,883

Accumulated depreciation
at 1/1/X6 308 1,472 90 237 2,107
On disposals (3) (15) (18)
Charge for the year 41 874 59 147 1,121
at 31/12/X6 349 2,343 149 369 3,210
Carrying value as at
31/12/X6 (forecast) 2,010 2,116 73 474 4,673

2 Current assets break down as follows:

31/12/X6 31/12/X5
-------- Rs. in million --------
Stock 3,311 2,570
Trade receivables 761 846
Other receivables 300 282
Cash and bank balances 383 267
Total 4,755 3,965

3 The company has not paid any dividend.

 Strategic Management – Professional Competence Page 5 of 15

APPENDIX 2 – ACCOMPANYING NOTES PROVIDED BY PREMIUM FABRICS

Ashar Ahmad, the founder, Chairman and Chief Executive, is now 65 and looking to sell his
shareholding and retire. The other directors do not have sufficient funds to buy him out. They are
willing to sell their shares in principle, but have indicated that they would like to remain in post
following the company's sale.

Financial reporting
All land, buildings, plant and machinery are depreciated to a zero residual value over their
estimated useful lives. This includes assets held under finance leases, as they will revert to the
company's ownership at the end of the lease term. All depreciation is charged on straight line
basis.

The owned land, buildings, plant and machinery have an estimated total fair value at
31 December 20X6 of Rs. 6.5 billion. It is estimated that the fair value of the finance lease assets at
31 December 20X6 would be Rs. 150 million.

Stock is held at the lower of cost and net realisable value.

The loans are secured by charges over the assets of the business and directors' guarantees.
 Strategic Management – Professional Competence Page 6 of 15

APPENDIX 3 – POST ACQUISITION PERFORMANCE ASSUMPTIONS

From the meeting between Reema and the TNS board

Assume that the acquisition would occur on 1 January 20X7.

Operations
The board of TNS believes that there is scope to reduce costs by integrating the operations of TNS
and Premium Fabrics. They estimate that this will result in a reduction in cost of sales of Rs. 0.75
billion in 20X7, and a further Rs. 0.75 billion in 20X8. Due to the disruption of the integration,
revenue is expected to be static in these years, but will grow by 20% in 20X9, as will cost of sales.
Both are then expected to increase in line with forecast inflation of 3%.

Operating expenses are expected to reduce by 10% in 20X7 due to the integration and be static
thereafter.

Taxation
Assume that future corporation tax rates will be 30%. Ignore final tax regime (FTR) and minimum
tax.

The machinery at Premium Fabrics is considered to be quite antiquated and in need of renewal, so
TNS plans to invest a total of Rs. 0.5 billion in capital expenditure in each year 20X7 and 20X8.
Allowable initial and normal tax depreciation is 25% and 10% respectively. Tax depreciation on
existing capital assets is forecast to be Rs. 150 million in 20X7 and Rs. 100 million in 20X8, while
accounting depreciation will fall by 10% in each year.

Capital expenditure is forecast to be Rs. 0.3 billion in 20X9 which is approximately equivalent to
total tax depreciation and total accounting depreciation in 20X9, which is then expected to
increase by 3% per annum thereafter, in line with inflation.

From 20X9, no material difference is expected between accounting and tax depreciation.
 Strategic Management – Professional Competence Page 7 of 15

APPENDIX 4 – ADDITIONAL NOTES REPURCHASE OF EQUIPMENT FROM

GERMANY

Memo prepared by finance department

If TNS goes ahead with purchasing the machinery from Germany, it will place the order on
1 January 20X7 and make the payment on 30 June. The machinery will then be delivered in
September. The overall cost is expected to be EUR20 million. Forecast exchange rates as at
1 January 20X7 are:

Spot (EUR/Rs.) 112.18 – 112.44

3-month forward 0.67 – 0.61 premium
6-month forward 1.15 – 1.08 premium
 Strategic Management – Professional Competence Page 8 of 15

QUESTION 2

YSJ Chartered Accountants (YSJ) is a firm offering audit, tax and consulting services from two
offices, based in Islamabad and Lahore. It was founded 20 years ago and has grown steadily in a
very competitive market, based on a good reputation for client service. The Lahore office was
opened ten years ago when a competitor in that city was acquired and rebranded, with the head of
the competitor becoming the office's managing partner. It has grown rapidly, including by the
acquisition of two smaller firms, which were integrated into the existing offices. The firm has 17
partners, 12 based in Islamabad and 5 in Lahore. The most recent partners were admitted five
years ago. Each office is headed by a managing partner, and they report to the senior partner, who
is based at head office in Islamabad.

The firm generally earns much higher margins on consulting work than audit and tax, but they
tend to be one-off assignments, whereas audit and tax work recurs each year. The offices reflect
the distinct business environments in their locations and have a great deal of autonomy. Staff tend
to be loyal to their office and the managing partner, rather than the firm as a whole. Management
information systems are different in the two offices, and use different technology.

The partners do not receive a salary, but divide profits between themselves on a broadly equal
basis, with some adjustments for additional responsibilities. There has been increasing
dissatisfaction with this system and the senior partner has proposed two alternative approaches for
discussion (see Appendix 2).

You are the Partnership Accountant at YSJ, and the financial controller has asked you to help her
prepare this month's report to the partners by analysing the current financial position of the two
offices. Extracts from the most recent management accounts are shown in Appendix 1. She would
like you to prepare sections of the report which:

(a) Assess the recent performance of the two regional offices by interpreting the data given in
Appendix 1. (8 marks)

(b) Briefly evaluate the likely impact of the current and proposed remuneration schemes on
recruitment, motivation and behaviour of partners. (8 marks)

(c) Suggest two additional key performance indicators which YSJ could use to evaluate
partners and why they are appropriate. (4 marks)

(d) Evaluate the potential benefits which introducing a new database and executive information
system could have on performance management at YSJ, and practical issues connected with
the introduction of the new system (see Appendix 3). (5 marks)

Requirement
Prepare the relevant extracts for the report to partners as requested by the financial controller.
Total: 25 marks
 Strategic Management – Professional Competence Page 9 of 15

APPENDIX 1 – MANAGEMENT ACCOUNTS FOR THE TWO OFFICES OF YSJ FOR

THE YEARS ENDED 31 DECEMBER 20X5 AND 20X6

Islamabad Lahore
20X6 20X5 20X6 20X5
-------------------------- Rs. in '000 --------------------------
Revenue 730,136 725,364 436,044 361,917
Staff costs (380,337) (372,730) (227,469) (204,722)
Other operating expenses (159,790) (154,996) (76,570) (69,679)
Operating profit 190,009 197,638 132,005 87,516
Allocated head office costs (42,250) (31,688) (25,232) (16,534)
Profit before interest and tax 147,759 165,950 106,773 70,982

Current ratio 2.8 2.7 1.6 1.8

Receivable days 139 137 188 154
ROCE 16% 19% 20% 15%
Residual income 56,502 79,256 52,274 23,567
Capital employed 912,577 866,948 544,995 474,146

Notes
1 Each set of office data is for the regional office only. It excludes any costs of the head office
function based there other than the allocated costs listed.
2 Notional cost of capital at YSJ is 10%.
 Strategic Management – Professional Competence Page 10 of 15

APPENDIX 2 – EXTRACT FROM A MEMORANDUM SENT BY THE SENIOR

PARTNER
Since its foundation, YSJ has operated on the basis that partners are paid equally, with
adjustments for additional responsibility. This has helped to give everyone a shared stake in the
business. However, now that we have two substantial offices, we should reconsider this policy.
Two alternatives have been proposed:

(1) Starting in 20X7, we set a target for profit before interest and tax for each office, based on
the 20X6 figures. If an office exceeds its target, partners will receive a 25% bonus on their
standard profit share calculations.

(2) Partners are awarded 'points' based on their time served in the partnership, success in
winning new business and additional responsibilities. Profits are then shared out among
partners in proportion to the number of points they hold.
 Strategic Management – Professional Competence Page 11 of 15

APPENDIX 3 – NOTES FROM A MEETING WITH THE FINANCIAL CONTROLLER

The partners are considering making a change to the information systems at YSJ. Currently, each
of the offices has its own systems and, within this, there are separate systems for time tracking,
finance and human resources. The system in Lahore is based on the one used by the firm before it
was acquired, and works in a different way to the one used by the Islamabad office. Reports are
compiled and manually reconciled by the head office team in order to provide summary
information for the partner information pack which forms YSJ's main strategic information
system.

However, the partners are considering the implementation of a new system based on an
integrated, single database that would be accessible via the web at both offices by all authorised
staff. The company network would be upgraded to allow real-time input and updating of the
database, although access rights will be restricted so that staff can only enter or amend data
relating to their own function or site.

The database would support a management information system with more detail than is currently
available and a high-level executive information system.
 Strategic Management – Professional Competence Page 12 of 15

QUESTION 3

You work for the advisory department of the firm Zaheer Khan & Company, Chartered
Accountants (ZK). Chromium Mining Ltd (CML) is a key client of your department. Your
manager has asked you to accompany her to a meeting with Husain, the Finance Director of
CML.

CML is a long-established mining company which began mining chromite, but subsequently
diversified and gradually its main business came to be copper mining. The price of copper has
been in decline for some time and, although it has recently recovered, it has led to a poor financial
performance for CML over a number of years, and now the company is facing liquidity issues. At
the meeting, Husain explained that, in order to survive the next few months and provide a basis
for its recovery plan, the company urgently needed to restructure its finances.

He went on to say, 'In the latest management accounts, the company has breached its loan
covenants relating to profitability and current asset ratio and so our bank, TBL, has told us that
our current borrowing is repayable in full, although we do not have the cash to do so. They have
given us until the end of the year to come up with a viable plan. The bank may consider a
refinancing package in the form of a loan, but if we cannot obtain this, or alternative financing,
there is a significant risk of bankruptcy. This would be a tragedy as the board has a credible plan
and we believe the company is viable.

We need some cash flow forecasts to present to the bank in support of our refinancing. Owing to
staff sickness I do not have anyone available in the team to do this, so please could you prepare a
five-year forecast based on the information in my forecast (Appendix 1) and memorandum
(Appendix 2) which sets out two additional options for refinancing. What I would also like from
ZK is a report that compares the financing packages on offer, including their cost, and provides a
clear recommendation regarding the best approach for CML to take, including the tax
implications. Please could you also take account of a note which our CEO has sent me?'
(Appendix 3)

Following the meeting, your manager asks you to draft a report in response to Husain's request, in
two separate sections:

(a) Section 1: Five-year cash flow forecast to support the loan application (5 marks)
(b) Section 2: A comparison of the financing packages (14 marks)
(c) Husain would also like you to draft a brief note for him recommending how the firm should
respond to the chief executive's memo. (6 marks)

Requirement
Respond to the instructions from the manager.

Assume the current date is 1 October 20X7. Ignore turnover tax implications. Total: 25 marks
 Strategic Management – Professional Competence Page 13 of 15

APPENDIX 1 – FORECAST INCOME STATEMENT FOR THE YEAR TO 31 DECEMBER

20X7
Rs. in million
Sales 15,875
Cost of sales (11,310)
Gross profit 4,565
Other costs (4,374)
Finance costs (390)
Net loss before taxation (199)
Taxation 0
Net loss after taxation (199)

CML is currently engaged in disposing of loss-making businesses, restructuring and development

of new opportunities. This will require investment (net of cash receipts) of Rs. 800 million each
year for the next 3 years, and Rs. 200 million per year thereafter. Turnover is forecast to reduce by
10% in 20X8, then increase by 5% each year for the next 4 years. Gross margin will improve by
1% for the first 3 years and then be stable thereafter and other costs will reduce by 10% in 20X8,
then increase by 5% each year for the next 4 years.

Opening cash, apart from the refinancing, is an overdraft of Rs. 500 million. Depreciation is
expected to be Rs. 350 million in 20X8 and remain constant. Any changes in working capital are
not expected to be material. Assume that there is no material difference between tax depreciation
and accounting depreciation. As at the end of 20X7, CML is forecast to have brought forward
losses for tax purposes of Rs. 300 million.
 Strategic Management – Professional Competence Page 14 of 15

APPENDIX 2 – MEMORANDUM FROM HUSAIN

As we are now in breach of our covenants with TBL, it has indicated that it is not willing to
continue our current overdraft at its interest rate of 12% beyond the end of this year. It is,
however, willing to consider making a loan of Rs. 3 billion at a rate of 15%, starting on 1 January
20X8, subject to acceptable cash flow forecasts. The loan will be repaid in five equal annual
instalments, at the same time as annual payments for interest. This loan would partially replace
our current overdraft. Therefore, CML expects to pay Rs. 120 million in interest on remaining
amount of current overdraft, over and above the interest on the new loan.

As an alternative, we have been in discussions with an investment house, Cosmopolitan. They

have provisionally agreed the following financing package:

CML will issue Rs. 3 billion of 12% convertible Term Finance Certificates (TFCs) to
Cosmopolitan at par on 1 January 20X8. Cosmopolitan would have the right to convert each Rs.
1,000 of convertible TFCs into 12 ordinary shares in CML on 31 December 20Y3. Issue costs
payable to professional advisers would amount to Rs. 65 million. Under this agreement no
dividends would be paid by CML before 20Y3. The investors' expectation is that the share price
will increase by an average of 5% each year.

We have also had discussions with major shareholders who have provisionally indicated that they
would be prepared to support a rights issue. Rs. 3 billion of new shares would be issued on a 1 for
2 basis and at a discount of 20% on market value.

Note. Assume CML's current debt:equity ratio is 0.4 and will drop to 0.1 if the rights issue goes
ahead. The applicable tax rate is 30%, the risk-free rate is 6%, the market rate is 13% and CML's
current equity beta is 1.7, with a market value of Rs. 85 per share.
 Strategic Management – Professional Competence Page 15 of 15

APPENDIX 3 – MEMO FROM ZOHAIB MALIK, CHIEF EXECUTIVE OFFICER

PRIVATE AND CONFIDENTIAL

Husain,
As you know, the survival of the business could depend on securing one of the refinancing
packages, and they in turn depend on the cash flow forecasts. Please can you make sure our
advisers understand this, and that it is vital that the forecasts demonstrate we will be able to make
all repayments. If need be, they should adjust growth assumptions to make this work. You are
aware that I am currently negotiating with a major potential client in China and am very confident
that we will win the deal, so I really don't think repayment will be a problem. You can share this
with the advisers if you like but please don't circulate this any further. In particular, I am keen that
we do not bring this to the Board for discussion until we have secured the financing.

Zohaib

(THE END)