The Chartered Institute of Management Accountants 2010
P3 – Performance Strategy
Performance Pillar
P3 – Performance Strategy
Friday 3 September 2010
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 sub–
questions).
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 6. The unseen case study material, specific to this examination, is
provided on page 8 and 9.
Answer the compulsory question in Section A on page 11. This page is
detachable for ease of reference
Answer TWO of the three questions in Section B on pages 14 to 19.
Maths tables and formulae are provided on pages 21 to 24.
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.
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September 2010
2
Performance Strategy
Aybe
Pre–seen Case Study
Background
Aybe, located in Country C, was formed by the merger of two companies in 2001. It is a listed
company which manufactures, markets and distributes a large range of components
throughout Europe and the United States of America. Aybe employs approximately 700
people at its three factories in Eastern Europe and supplies products to over 0·5 million
customers in 20 countries. Aybe holds stocks of about 100,000 different electronic
components.
Aybe is regarded within its industry as being a well–established business. Company Ay had
operated successfully for nearly 17 years before its merger with Company Be. Company Ay
can therefore trace its history back for 25 years which is a long time in the fast moving
electronic component business.
The company is organised into three divisions, the Domestic Electronic Components division
(DEC), the Industrial Electronic Components division (IEC) and the Specialist Components
division (SC). The Domestic and Industrial Electronic Components divisions supply standard
electronic components for domestic and industrial use whereas the Specialist Components
division supplies components which are often unique and made to specific customer
requirements. Each of the three divisions has its own factory in Country C.
Composition of the Board of Directors
The Board of Directors has three executive directors, the Company Secretary and five non–
executive directors. The Chairman is one of the five independent non–executive directors. The
executive directors are the Chief Executive, Finance Director and Director of Operations.
There is also an Audit Committee, a Remuneration Committee and a Nominations
Committee. All three committees are made up entirely of the non–executive directors.
Organisational structure
Aybe is organised along traditional functional/unitary lines. The Board considers continuity to
be a very important value. The present structure was established by Company Ay in 1990 and
continued after the merger with Company Be. Many of Aybe’s competitors have carried out
structural reorganisations since then. In 2008, Aybe commissioned a review of its
organisational structure from a human resource consultancy. The consultants suggested
alternative structures which they thought Aybe could employ to its advantage. However,
Aybe’s Board felt that continuity was more important and no change to the organisational
structure took place.
Product and service delivery
Customers are increasingly seeking assistance from their component suppliers with the
design of their products and the associated manufacturing and assembly processes. Aybe’s
Board views this as a growth area. The Board has recognised that Aybe needs to develop
web–based services and tools which can be accessed by customers. The traditional method
of listing the company’s range of components in a catalogue is becoming less effective
because customers are increasingly seeking specially designed custom made components as
the electronics industry becomes more sophisticated.
Performance Strategy
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September 2010
Financial data
Aybe’s historical financial record, denominated in C’s currency of C$, over the last five years
is shown below.
Year ended 31 December:
2009
2008
2007
2006
2005
C$m
C$m
C$m
C$m
C$m
Revenue
620
600
475
433
360
Operating profit
41
39
35
20
13
Profit for the year
23
21
16
9
5
Earnings per share (C$)
0·128
0·117
0·089
0·050
0·028
Dividend per share (C$)
0·064
0·058
0
0
0
Extracts from the 2009 financial statements are given at Appendix A. There are currently 180
million ordinary shares in issue with a nominal value of C$0·10 each. The share price at 31
December 2009 was C$0·64. No dividend was paid in the three years 2005 to 2007 due to
losses sustained in the first few years after the merger in 2001.
Aybe’s bank has imposed an overdraft limit of C$10 million and two covenants: (i) that its
interest cover must not fall below 5 and (ii) its ratio of non–current liabilities to equity must not
increase beyond 0·75:1. Aybe’s Finance Director is comfortable with this overdraft limit and
the two covenants.
The ordinary shareholding of Aybe is broken down as follows:
Institutional investors
Executive Directors and Company Secretary
Employees
Individual investors
The Executive Directors, Company Secretary and other senior managers are entitled to take
part in an Executive Share Option Scheme offered by Aybe.
Performance Review
Aybe’s three divisions have been profitable throughout the last five years. The revenue and
operating profit of the three divisions of Aybe for 2009 were as follows:
DEC Division
IEC Division
SC Division
C$m
C$m
C$m
Revenue
212
284
124
Operating profit
14
16
11
Financial objectives of Aybe
The Board has generally taken a cautious approach to providing strategic direction for the
company. Most board members feel that this has been appropriate because the company
was unprofitable for the three year period after the merger and needed to be turned around.
Also, most board members think a cautious approach has been justified given the constrained
economic circumstances which have affected Aybe’s markets since 2008. While
shareholders have been disappointed with Aybe’s performance over the last five years, they
have remained loyal and supported the Board in its attempts to move the company into profit.
The institutional shareholders however are now looking for increased growth and profitability.
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September 2010
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Performance Strategy
The Board has set the following financial objectives which it considers reflect the caution for
which Aybe is well known:
(i) Dividend payout to remain at 50% of profit for the year;
(ii) No further equity shares to be issued over the next five years in order to avoid
diluting earnings per share.
Capital budget overspends
Aybe has an internal audit department. The Chief Internal Auditor, who leads this department,
reports directly to the Finance Director. Investigation by the Internal Audit department has
revealed that managers with responsibility for capital expenditure have often paid little
attention to expenditure authorisation levels approved by the Board. They have justified
overspending on the grounds that the original budgets were inadequate and in order not to
jeopardise the capital projects, the overspends were necessary.
An example of this was the building of an extension to the main factory at the DEC division
that was completed in 2009 at a final cost of nearly C$3 million which was almost 50% over
budget. The capital budget for the extension was set at the outset and the capital investment
appraisal showed a positive net present value. It subsequently became apparent that the site
clearance costs and on–going construction expenditure were under–estimated. These
estimates were provided by a qualified quantity surveyor who was a contractor to Aybe. The
estimates supplied by the quantity surveyor were accurately included in Aybe’s capital
investment appraisal system which was performed on a spreadsheet. However, no regular
checks were carried out to compare the phased budgeted expenditure with actual costs
incurred. It came as a surprise to the Board when the Finance Director finally produced the
capital expenditure project report which showed the cost of the extension was nearly 50%
overspent.
Strategic development
Aybe applies a traditional rational model in carrying out its strategic planning process. This
encompasses an annual exercise to review the previous plan, creation of a revenue and
capital budget for the next five years and instruction to managers within Aybe to maintain their
expenditure within the budget limits approved by the Board.
Debates have taken place within the Board regarding the strategic direction in which Aybe
should move. Most board members are generally satisfied that Aybe has been turned around
over the last five years and were pleased that the company increased its profit in 2009 even
though the global economy slowed down. Aybe benefited from a number of long–term
contractual arrangements with customers throughout 2009 which were agreed in previous
years. However, many of these are not being renewed due to the current economic climate.
The Board stated in its annual report, published in March 2010, that the overall strategic aim
of the company is to:
“Achieve growth and increase shareholder returns by continuing to produce and distribute
high quality electronic components and develop our international presence through expansion
into new overseas markets.”
Aybe’s Chief Executive said in the annual report that the strategic aim is clear and
straightforward. He said “Aybe will strive to maintain its share of the electronic development,
operational, maintenance and repair markets in which it is engaged. This is despite the global
economic difficulties which Aybe, along with its competitors, has faced since 2008. Aybe will
continue to apply the highest ethical standards in its business activities.”
Performance Strategy
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September 2010
In order to facilitate the achievement of the strategic aim, Aybe’s Board has established the
following strategic goals:
1. Enhance the provision of products and services which are demanded by customers;
2. Invest in engineering and web–based support for customers;
3. Maintain the search for environmentally friendly products;
4. Pursue options for expansion into new overseas markets.
The Board has also stated that Aybe is a responsible corporate organisation and recognises
the social and environmental effects of its operational activities.
Concern over the rate of growth
Aybe’s recently appointed Director of Operations and one of its Non–Executive Directors have
privately expressed their concern to the Chief Executive at what they perceive to be the very
slow growth of the company. While they accept that shareholder expectations should not be
raised too high, they feel that the Board is not providing sufficient impetus to move the
company forward. They fear that the results for 2010 will be worse than for 2009. They think
that Aybe should be much more ambitious and fear that the institutional shareholders in
particular, will not remain patient if Aybe does not create stronger earnings growth than has
previously been achieved.
Development approaches
The Board has discussed different ways of expanding overseas in order to meet the overall
strategic aim. It has, in the past, been reluctant to move from the current approach of
exporting components. However the Director of Operations has now begun preparing a plan
for the IEC division to open up a trading company in Asia. The DEC division is also
establishing a subsidiary in Africa.
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September 2010
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Performance Strategy
APPENDIX A
Extracts of Aybe’s Income Statement and Statement of Financial Position
Income statement for the year ended 31 December 2009
2009
C$million
Revenue
620
Operating costs
(579)
Finance costs
( 4)
Profit before tax
37
Income tax expense
( 14)
PROFIT FOR THE YEAR
23
Statement of financial position as at 31 December 2009
2009
C$million
ASSETS
Non–current assets
111
Current assets
Inventories
40
Trade and other receivables
81
Cash and cash equivalents
3
Total current assets
124
Total assets
235
EQUITY AND LIABILITIES
Equity
Share capital
18
Share premium
9
Other reserves
8
Retained earnings
75
Total equity
110
Non–current liabilities
Bank loan (8% interest, repayable 2015)
40
Current liabilities
Trade and other payables
73
Current tax payable
8
Bank overdraft
4
Total current liabilities
85
Total liabilities
125
Total equity and liabilities
235
End of Pre–seen Material
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