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Mock Exam 5
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Mock Exam 5
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N – Unseen material provided for mock exam 5
Additional (Unseen) information relating to the case is given on the following pages.
Read all of the additional material before you answer the question
The Finance Director of N has asked you, the management accountant, to provide advice and
recommendations on the issues facing N.
Note: Marks for calculations, relevant to Question 1 part (b), are awarded within the Assessment Criterion of
Application included in Question 1 part (a).
Your script will be marked against the T4 Part b Case Study Assessment Criteria shown on the next page
Analysis of Issues 25
Technical 5
Application 15
Diversity 5
Strategic Choices 35
Focus 5
Prioritisation 5
Judgement 20
Ethics 5
Recommendations 40
Logic 30
Integration 5
Ethics 5
Franchise offer
An international franchising company, GlobalFranc (GF), has approached N’s Sales and Marketing Director
with a proposal to assist N to expand its network of stores worldwide via franchising. GF specialises in
establishing and adapting the brand names of retail organisations in specific markets, tailoring the stores to
meet local market conditions. The proposal was presented to the Board last month and the initial response is
favourable. GF has stated that it has over 100 franchisees ready to open stores under the N brand name,
offering ranges of quality clothing and furnishing products which are tailored to tastes and cultural customs
in specific countries. GF goes to great lengths to secure the best locations for stores. The Board’s initial
feeling is that N’s business could be very successfully franchised and this would enable it to grow very
quickly. GF has also stated that it is considering offering its franchise service to two other retailers based in
Europe, but has decided to allow N to have first refusal provided a response is made within 2 weeks.
GF will use its contacts and experience to recruit and manage franchisees, which would then operate
franchised stores under the N name. During initial talks, GF has expressed its need to be sure that N is
financially and operationally committed to these arrangements and also wishes to ensure that the franchisees
can build up their business. GF has therefore stipulated that N must cap the total number of stores at existing
levels until 1 April 2016. However, the Sales and Marketing Director has suggested to the Board that it would
be virtually impossible for GF to enforce these terms and that therefore this should not be a major factor in
making the decision.
The Estates Management Director confirmed that over the period of the GF proposed contract N was planning
to open further stores as follows:
Year end
2014 2015 2016
Middle East 4 4 6
Asia 2 3 3
Europe 0 1 4
North America 0 2 2
Country Z 2 2 2
Each of these stores is planned to generate cashflows of Z$0.7m in their first year, increasing by 6% each
year. (Assume stores opening in year ended 2014 generate full year cash flows.) The new openings in
Country YX and Europe include “flagship” openings similar to the one in City T. The Finance Director of N has
confirmed that the net present value of the cost of opening these stores, using N’s cost of capital of 10%, is
Z$15m.
The proposal is that for each new franchised store, N would receive 9% of the gross sales revenue from each
store. In return N would provide full IT and marketing support to all franchisees and give them access to
designs, products and suppliers. The IT and marketing support required will, it is estimated, cost N up to
Z$2.5m per annum. The franchisees would then negotiate with suppliers to make amendments to products
which will reflect local tastes and customs in the relevant markets. The cost of these changes would be borne
by the franchisee. GF has stated that its fees for locating franchisees and managing the franchising business
for N would be a fee of Z$40,000 for each new store opened, plus a fee of 6% of the franchised revenue for
the first year of each store opening. After the first year of each store opening GF would charge a flat fee of
2% of the franchised revenue for the contract period. GF has prepared the following forecast post-tax cash
flows for the next 3 years based on its projections of franchised stores opened:
Acquisition opportunity
The recession has hit some of N’s competitors very hard, with some retailers going into liquidation and
others being put up for sale by administrators and receivers. For some months the Board has been watching
the performance of YX, a rival in North America, whose fortunes have fallen dramatically as key management
personnel have left and cash for investment has dwindled. YX is privately owned and shareholders are known
to be looking for a swift cash only sale but no buyers have yet come forward. A few years ago YX’s brand
was widely recognised and heavily promoted through sports sponsorship and controversial billboard and
magazine advertisements but in recent years its profile has declined due to a lack of investment in innovative
designs. It currently has 110 shops across 20 states of North America, 60% of which are owned and the
remainder of which are rented under short-term leases. Approximately half the shops are in strong locations
in out of town retail parks and city centre sites with parking, but all outlets have suffered from
underinvestment and the facilities are tired and outdated. YX‘s e-commerce capabilities are less advanced
than N’s at present. YX has supplied N with summary information of its recent performance as follows,
translated into Z$:
YX’s projected revenue figures for 2014, 2015 and 2016, converted using the most up to date exchange rate
between the US$ and the Z$ are as follows:
2014: Z$1,703m
2015: Z$1,725m
2016: Z$1,780m
Company 1 Company 2
Revenue (Z$m) 1,402 2,201
Gross profit % 11% 14%
Post-tax profit % 4% 5%
Share price (Z$) 5.39 5.66
Number of shares 114.5m 175m
As part of your assessment of this proposal you should assess the likely cost of acquiring YX using the
earnings based method for valuation. The Finance Director has explained that cash can be made available for
this acquisition but only up to a maximum of Z$200m.
VP proposal
VP is a major white goods manufacturer with factories in Germany and Eastern European countries (white
goods are items such as fridges, freezers, washing machines and tumble driers). The goods manufactured by
VP are cheap and simply designed and do not come in alternative colours or sizes. One of the ways in which
VP keeps its costs down is by using component parts which do not give their products particularly good
energy ratings. This is because the goods use a higher than average amount of electricity to run and none of
the component parts can be recycled. A further way in which costs are minimised is by offering a 3 month
warranty rather than the usual 12 month warranty, a tactic which is consistent with the pricing.
Ms. Bilder has had dealings with VP in the past when she worked for a large hypermarket chain in Country Z
called B. She enjoyed a very positive relationship with VP and found it easy to deal with and very reliable. At
B, when she switched suppliers and introduced VP white goods into B’s stores, the margins on white goods
improved dramatically and B’s profits increased sharply. VP has used the advertising slogan “German
engineering at its finest” which, together with the very low prices, has been a very attractive marketing
message which successfully attracts high numbers of customers. VP would want to use this slogan in its
partnership with N (discussed below). However Ms Bilder is aware that the majority of the goods that VP
would be supplying to N would be assembled in Eastern Europe, with 85% of components being purchased
from China.
The proposal being discussed involves each of the items supplied by VP to N being dual branded so that the
two organisations are presented to customers as partners. The items will be sold in all of N’s stores in the
Home (Household) department and online. Based on estimates supplied by VP and scrutinised by both the
Sales and Marketing Director and Ms. Bilder it is believed this venture, if it is successful, could increase N’s
revenues by the following amounts:
2014: Z$303m
2015: Z$525m
2016: Z$780m
Marketing expenditure
As N has attempted to reduce the widening gap between itself and its main rivals, its expenditure on
marketing has increased sharply. Some initiatives have yielded successes in terms of revenue but others
have been costly mistakes and there has been very little in the way of coordination across the N group. Some
stores have unilaterally gone ahead with knee-jerk marketing initiatives such as discounts, sales, local events
involving celebrities and themed fancy dress days for staff. Increasingly, there is a culture of “try anything to
get sales” in both N’s head office and N’s individual stores.
Ms Bilder and the Finance Director are not happy with the control being exercised by the Sales and Marketing
Director and his management team. They have asked you, as a qualified management accountant, to discuss
the ways in which the accounting function can help address this situation, by controlling expenditure and
ensuring that the marketing budget is spent on genuinely beneficial initiatives in the future. They are aware
that you have recently studied topics such as strategic marketing, performance evaluation and information
management and believe that you will be able to make sensible suggestions on how best to control N’s
marketing expenditure.
Mock Exam 5
the range of points and calculations you could undertake. As
the marking grid shows, in the exam you would not need to
make all the points in order to be awarded high marks.
33
ANSWER TO QUESTION 1A
REPORT
To: Finance Director
From: Management Accountant
Date: July 2013
Contents
(1) Introduction
(2) Terms of reference
(3) Identification and prioritisation of issues
(4) Approaches to resolving the main issues
(5) Ethical considerations
(6) Recommendations
(7) Conclusion
Appendices
(1) SWOT analysis
(2) Mendelow’s matrix
(3) Franchising
(4) Acquisition
(5) 1b
1 INTRODUCTION
Despite stabilising its position in the years following its management buy-out in 2004, N is still struggling to
find a viable competitive position in its domestic market. N’s sales growth is well below its competitors, and
it has weaknesses in on-line sales growth, the integration of its multi-channel sales platform and
unfashionable clothes ranges.
N needs to create a sustainable competitive position, either in terms of differentiation or cost leadership
(Porter) or it will become ‘stuck in the middle’. In the challenging economic conditions within Country Z, even
well-known companies that are ‘stuck in the middle’ will struggle to survive. This is illustrated by the failure
of many established high street retailers in the UK, such Woolworths, in recent years.
2 TERMS OF REFERENCE
This report identifies and evaluates the issues facing N and offers appropriate recommendations.
4.2 Acquisition of YX
Suitability
This opportunity is also suitable as it offers scope for international growth. The stores currently owned /
leased by YX are spread across 20 states of North America, allowing N greater market access across a large
swathe of the country.
N is also hampered by its government’s policy of preventing takeovers that may reduce competition. Looking
to take over a business abroad is a move which circumvents this issue.
A significant problem surrounding the acquisition however is that YX currently has less advanced e-
commerce capabilities than N. Acquiring YX will not help N meet increasing trends towards online
purchasing.
Acceptability
Appendix 4 shows an approximate value of YX. This would potentially utilise all of N’s available cash
resources, as YX’s shareholders want a cash sale. This would result in no cash left to fund other activities, or
for shareholder dividends. It is unlikely this purchase would be acceptable to shareholders.
There is also the risk of taking on a company with a high gearing ratio (which has increased since the
previous year) and a history of decreasing sales revenue and decreasing gross profit. If debt has increased
and revenue and profit decreased, there is a serious risk that in the future YX will no longer be viable.
The value of YX company has been reached using the average of two proxies P/E ratio, scaled down as YX is
a private company. This is risky because there is no assurance the PE ratio used will be right – it should also
have been adjusted to take account of YX’s debt level, which is likely to be different to those of the proxies
and to reflect YX’s poor growth prospects. There is no guarantee the value of YX calculated is accurate, and
this should be of concern to the Board, particularly the Finance Director.
Feasibility
Financially this would be likely to increase N’s debt levels. With the upcoming negotiations around the loan
finance position, now may not be the best time to request further loans.
A final thing to consider is that YX is in North America and therefore fluctuations in exchange rates need to
be taken into account. The projected revenue figures could turn out to be lower in Z$ terms if the US$
devalues.
Options
1. Press ahead with attempts to acquire YX. Because YX’s shareholders are looking to sell, YX may be
available at a cheaper price than anticipated.
2. Stop monitoring YX and do not purchase. This will not reflect badly on N because no offer has been
made.
4.3 VP Proposal
Suitability
The Sales & Marketing Director has noted that competitors are successfully following a strategy similar to
this, so on that basis the proposal would have some strategic logic.
However the proposal from VP is not consistent with N’s current strategy as a differentiator priding itself on
offering quality products and excellent customer service.
To take up the proposal from VP would result in N becoming ‘stuck in the middle’, as Michael Porter phrased,
as the cheap products offered by VP would clash with N’s current strategy. Other businesses found guilty of
being ‘stuck in the middle’, such as Woolworths and JJB. Both of these have now folded.
Stocking such products is unlikely to assist with N’s plan to become once again a leading force in the market.
There will be a clash of brands and image. The dual branding proposal could mean negative publicity that
may adversely impact sales of other products.
Acceptability
Ms Bilder would be quite happy to deal with VP, since she has worked with it before and had no issues,
finding it to be quite reliable.
The margins on the products and proposed revenues are likely to be appealing to the investors, although
there is no profit figure stated. The estimates have been supplied by VP. There is no guarantee of accuracy
even after scrutiny.
The 3 month warranty period should be a serious consideration. Whilst the Sales & Marketing Director is
pushing for increases in own brands, these must still fit with overall company image. The fact the products
do not come in alternative sizes or colours is also a downside – in Argos for example there are many versions
of such products, coming in a variety of different colours and sizes. Shoppers are far more likely to use
competitors such as Argos for these items.
Feasibility
There is no initial financial outlay mentioned, therefore this would not seem to be an issue.
Sales training will be required in VP’s products.
Floor space is also an issue. To sell these items N would have to either rearrange stores, or potentially stop
selling other product ranges. All of this could damage reputation and the customer experience.
Options
1. Agree to the deal and begin stocking and selling the items.
2. Negotiate the terms of the deal to avoid the dual branding issue in order to protect N.
3. Reject the proposal.
6.2 Acquisition of YX
Recommendation
N should not consider YX as a potential acquisition and focus on growth through franchising.
Justification
The acquisition of YX is too risky. N needs to look to move to online retail, as that is the current shopping
trend, and YX has inadequate e-commerce capabilities. N could make an offer for only certain stores within
YX, but it is most likely that YX’s shareholders will look to sell the company as a whole. Buying a limited
number of stores may well be more trouble than it is worth, as there may be problems of integration and the
North American market does not currently offer many opportunities for growth. Companies like Carrefour
have found that spreading resources over a wide range of geographical markets does not work well.
Carrefour has recently started to retrench to focus on a number of targeted overseas markets. N’s target
growth markets are in the Middle East and Asia and it would presumably concentrate on these if it decided to
narrow its focus..
6.3 VP Proposal
Recommendation
N should cease discussions with VP regarding this proposal, and communicate that there will not be a
partnership.
Justification
VP’s products do not fit with N’s brand image. N is a differentiator, and VP’s products are more of a cost
leader’s products. N is trying to enhance its competitive position, and to do so there must be a clear strategy
with every aspect of the company focussed and pulling together. Partnership with VP is likely to cause more
problems than potential benefits, mainly through damage to N’s image.
Actions to be taken
1. The situation should be explained politely to VP and discussions aborted.
2. It is recommended that N looks to implement an electrical home goods line, as this is a
product line sold successfully by many of N’s competitors, such as M&S and Tesco.
3. N should research other suppliers of white goods and make contact with appropriate suppliers
with a view to supplying products.
Strengths Weaknesses
History of N including brand loyalty and Location of N stores - no longer prime
reputation locations
Cash availability for acquisition N's poor online presence
Ms Bilder (track record of success) Capping of N's existing stores levels
Ms Bilder's relations history with VP Distribution centre accidents - safety
standards & sickness
Marketing expenditure not adequately
controlled
Opportunities Threats
Franchise Offer (GF) GF could offer franchising to N's rivals
Acquisition of YX Possibility of legal action from distribution
VP Proposal centre employees
Middle East 4 4 6
Asia 2 3 3
Europe 0 1 4
North America 0 2 2
Country Z 2 2 2
Total 8 12 17
Cumulative total 8 20 37
0.7 foregone rising at 6% 5.6 14.8 29.1
Year end
2014 2015 2016
Franchise income payable to N
Share of gross revenues per store 23.4 27.5 30.7
opportunity cost (lost cashflows from stores that would have been opened)
2014 store openings -5.6 -5.9 -6.3 growing at 6% pa after 1st year
2015 store openings -8.4 -8.9 growing at 6% pa after 1st year
2016 store openings -11.9 see workings
Workings
stores opened in 2014 8
stores opened in 2015 12
stores opened in 2016 17
Z's PAT 32
Scaled down P/E (10*0.6) 6
Value of Z using proxy Pes 192
Appendix 5: Graph
The franchise opportunity should be pursued – but only if the conditions over store openings
can be restricted to the countries in which GF intends to have operations. This will result in an
NPV of approximately Z$11.6m.
The acquisition should not be pursued – the benefits to be gained do not fully justify the risks
and the costs in this case
The opportunity with VP should not be pursued as the business models employed by each
company are too different
N needs to stick to its core competencies and seek growth with the minimal amount of
uncontrolled risk
Total 100