Mock Test Paper - Series I: March, 2024

Date of Paper: 16 March, 2024

Time of Paper: 2 P.M. to 5 P.M.

INTERMEDIATE: GROUP – II
PAPER – 6A : FINANCIAL MANAGEMENT & STRATEGIC MANAGEMENT
PAPER 6A: FINANCIAL MANAGEMENT
Time Allowed – 3 Hours (Total time for 6A and 6B) Maximum Marks – 50
1. The question paper comprises two parts, Part I and Part II.
2. Part I comprises Case Scenario based Multiple Choice Questions (MCQs)
3. Part II comprises questions which require descriptive type answers.
4. Working note should form part of the answer. Wherever necessary, suitable
assumptions may be made by the candidates and disclosed by way of note.
However, in answers to Questions in Division A, working notes are not
required.
PART I – Case Scenario based MCQs (15 Marks)
Write the most appropriate answer to each of the following multiple choice
questions by choosing one of the four options given. All questions are
compulsory.

1. NV Industries Ltd. is a manufacturing industry which manages its accounts

receivables internally by its sales and credit department. It supplies small
articles to different industries. The total sales ledger of the company stands
at ` 200 lakhs of which 80% is credit sales. The company has a credit policy
of 2/40, net 120. Past experience of the company has been that on average
out of the total, 50% of customers avail of discount and the balance of the
receivables are collected on average in 120 days. The finance controller
estimated, bad debt losses are around 1% of credit sales.
With escalating cost associated with the in-house management of the debtors
coupled with the need to unburden the management with the task so as to
focus on sales promotion, the CFO is examining the possibility of outsourcing
its factoring service for managing its receivables. Currently, the firm spends
about ` 2,40,000 per annum to administer its credit sales. These are avoidable
as a factoring firm is prepared to buy the firm's receivables. The main
elements of the proposal are : (i) It will charge 2% commission (ii) It will pay
advance against receivables to the firm at an interest rate of 18% after
withholding 10% as reserve.
Also, company has option to take long term loan at 15% interest or may take
bank finance for working capital at 14% interest.
You were also present at the meeting; being a financial consultant, the CFO
has asked you to be ready with the following questions:
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 Consider year as 360 days.
I. What is average level of receivables of the company?
a. ` 53,33,333
b. ` 35,55,556
c. ` 44,44,444
d. ` 71,11,111
II. How much advance factor will pay against receivables?
a. ` 31,28,889
b. ` 39,11,111
c. ` 30,03,733
d. ` 46,93,333
III. What is the annual cost of factoring to the company?
a. ` 8,83,200
b. ` 4,26,667
c. ` 5,51,823
d. ` 4,00,000
IV. What is the net cost to the company on taking factoring service?
a. ` 4,00,000
b. ` 4,26,667
c. ` 3,50,000
d. ` 4,83,200
V. What is the effective cost of factoring on advance received?
a. 16.09%
b. 13.31%
c. 12.78%
d. 15.89% (5 x 2 = 10 Marks)
2. Ramu Ltd. wants to implement a project for which ` 25 lakhs is required.
Following financing options are at hand:
Option 1:
Equity Shares 25,000 @ ` 100
Option 2:
Equity Shares 10,000 @ ` 100
12% Preference Shares 5,000@ ` 100
10% Debentures 10,000@ ` 100

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 What is the indifference point & EPS at that level of EBIT assuming corporate
tax to be 35%.
(a) ` 2,94,872; ` 11.80
(b) ` 3,20,513; ` 8.33
(c) ` 2,94,872; ` 7.67
(d) ` 3,20513; ` 12.82 (2 Marks)
3. "If EBIT increases by 6%, net profit increases by 6.9%. If sales increase by
6%, net profit will increase by 24%.
Financial leverage must be -…………."
(a) 1.19
(b) 1.13
(c) 1.12
(d) 1.15 (2 Marks)
4. What is the maximum period for which company can accept Public Deposits?
(a) 1 year
(b) 6 months
(c) 3 years
(d) 5 years (1 Marks)

PART II – Descriptive Questions (35 Marks)

Question No. 1 is compulsory.
Attempt any two questions out of the remaining three questions.
1. (a) The following figures have been extracted from the annual report of Xee
Ltd.:
Net Profit ` 54 lakhs
Outstanding 12% preference shares ` 200 lakhs
No. of equity shares 2 lakhs
Return on Investment 22%
Cost of capital i.e. (K e) 15%
COMPUTE the approximate dividend pay-out ratio so as to keep the
share price at ` 120 by using Walter’s model?
(Decimal may be taken up to 2 units) (5 Marks)
(b) Capital structure (in market-value terms) of AN Ltd is given below:
Company Debt Equity
AN Ltd. 50% 50%

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 The borrowing rate for the company is 10% in a no-tax world and capital
markets are assumed to be perfect.
Required:
(i) If Mr. R, owns 8% of the equity shares of AN Ltd., DETERMINE his
return if the Company has net operating income of ` 10,00,000 and
the overall capitalization rate of the company (K o) is 20%.
(ii) CALCULATE the implied required rate of return on equity of AN Ltd.
(5 Marks)
(c) ANVY Ltd. has furnished the following ratios and information for the year
end 31st March, 2023:
Equity share capital ` 2,00,000
The relevant ratios of the company are as follows:
Current debt to total debt 0.50
Total debt to Equity share capital 0.60
Fixed assets to Equity share capital 0.70
Total assets turnover 2.5 Times
Inventory turnover 10 Times

You are required to PREPARE the Balance Sheet of ANVY Ltd. as on

31st March, 2023. (5 Marks)
2. (a) NC Ltd. Is considering purchasing a new machine to increase its
production facility. At present, it uses an old machine which can process
5,000 units of TVs per week. NC could replace it with new machine,
which is product specific and can produce 15,000 units per week. New
machine cost ` 100 crores and requires the working capital of ` 3 crores,
which will be released at the end of 5 th year. The new machine is
expected to have a salvage value of ` 20 crores.
The company expects demand for TVs to be 10,000 units per week.
Each TV sells for ` 30,000 and has Profit Volume Ratio (PV) of 0.10. The
company works for the 56 weeks in the year. Additional fixed costs
(excluding depreciation) are estimated to increase by ` 10 crores. The
company is subject to a 40% tax rate and its after-tax cost of capital is
20%. The relevant rate of depreciation is 25 % for both taxation and
accounts. The company uses the WDV method of depreciation. The
existing machine will have no scrap value.
You are required to:
ADVISE whether the company should replace the old machine.
(Decimal may be taken up to 2 units) (8 Marks)
(b) WRITE a short note on “Cut-off Rate”. (2 Marks)

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3. (a) Ram Ltd evaluates all its capital projects using discounting rate of 16%.
Its capital structure consists of equity share capital, retained earnings,
bank term loan and debentures redeemable at par. Rate of interest on
bank term loan is 1.4 times that of debenture. Remaining tenure of
debenture and bank loan is 4 years and 6 years respectively. Book value
of equity share capital, retained earnings and bank loan is ` 20,00,000,
` 30,00,000 and ` 20,00,000 respectively. Debentures which are having
book value of ` 30,00,000 are currently trading at ` 98 per debenture.
The ongoing PE multiple for the shares of the company stands at 4.
You are required to:
(i) CALCULATE the rate of interest on bank loan and
(ii) CALCULATE the rate of interest on debentures
Tax rate applicable is 30%. (8 Marks)
(b) DISCUSS the dividend-price approach to estimate cost of equity capital.
(2 Marks)
4. (a) EXPLAIN the limitations of profit maximization objective of Financial
Management. (4 Marks)
(b) WHAT are the methods of venture capital financing? (4 Marks)
(c) WHAT is ‘Optimum Capital Structure’? (2 Marks)
OR
EXPLAIN the concept of Financial Leverage as ‘Trading on Equity’.
(2 Marks)

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 INTERMEDIATE COURSE: GROUP II
PAPER 6B: STRATEGIC MANAGEMENT
1. The question paper comprises two parts, Part I and Part II.
2. Part I comprises case scenario based multiple choice questions (MCQs)
3. Part II comprises questions which require descriptive type answers.
PART I – Case scenario based MCQs (15 Marks)
Question 1.(A) (Compulsory)
1. (A) In the fiercely competitive automotive industry, Zing, a promising
newcomer, set out on a strategic journey with ambitions of making a
substantial impact. Recognizing the significance of a robust distribution
network early on, Zing forged partnerships with established dealerships,
offering them attractive margins. This strategic move significantly
enhanced Zing's reach, with a presence in 80% of the nation's
dealerships by 2022, expanding its coverage significantly.
To differentiate themselves from competitors, Zing adopted two key
strategies. Firstly, they prioritized product design, investing heavily in
aesthetics and incorporating innovative features and environmentally
friendly technologies. This focus on design led to their vehicles receiving
excellent reviews and achieving an impressive 15% year-on-year growth
in sales.
Secondly, Zing implemented switching costs to discourage customers
from switching to other brands. Their vehicles featured branded
software, making it both expensive and cumbersome for customers to
transition to alternative brands. This strategic move effectively protected
Zing's market share.
Zing's overarching goal was to position itself as a premium automotive
brand, blending luxury with sustainability. However, their execution fell
down as they challenged with maintaining consistent quality and service
levels, resulting in mixed customer reviews.
Despite their best efforts, Zing's differentiation strategy fell short due to
issues with inconsistent quality and service. Negative word-of-mouth and
declining customer satisfaction scores tarnished their brand image,
leading to stagnating sales. This failure to deliver on their brand promise
proved to be a significant setback.
As Zing's reputation suffered from execution failures, securing additional
funds for international expansion became challenging. Consequently,
they made the difficult decision to postpone their global ambitions for the
next five years, focusing instead on stabilizing their finances and
rebuilding their brand image.
In summary, Zing's strategic journey illustrates the importance of not
only crafting a compelling differentiation strategy but also executing it
flawlessly. In the competitive automotive landscape, maintaining

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 consistent quality and service is paramount to sustaining brand loyalty
and achieving long-term success.
Based on the above Case Scenario, answer the Multiple Choice
Questions.
(i) What key strategic approach did Zing use to expand its market
presence in the automotive industry?
(a) Product innovation and design
(b) Cost leadership strategy
(c) Entering new international markets
(d) Vertical integration (2 Marks)
(ii) How did Zing protect its market share from potential competitors?
(a) Price-cutting strategy
(b) Branded software and switching costs
(c) Aggressive marketing campaigns
(d) International expansion (2 Marks)
(iii) Why did Zing's differentiation strategy fall short in the market?
(a) Intense price competition
(b) Poor marketing strategy
(c) Inconsistent quality and service
(d) Lack of international expansion (2 Marks)
(iv) Forging partnerships with established dealerships to enhance its
distribution network falls under which level of strategy?
(a) Corporate level strategy
(b) Business level strategy
(c) Functional level strategy
(d) Competitive level strategy (2 Marks)
(v) How did Zing initially expand its market presence across the
nation?
(a) Aggressive marketing campaigns
(b) Developing low-cost vehicles
(c) Partnering with established dealerships
(d) Launching a luxury brand (2 Marks)
(B) Compulsory Application Based Independent MCQs
(i) TechMex Inc., a leading technology company, offers a diverse
portfolio of products ranging from established cash cows to
promising question marks. As part of its strategic planning process,

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 the company aims to assess its product portfolio's performance and
allocate resources effectively. In which quadrant of the BCG Matrix
would TechMex's new innovative product, recently launched in a
rapidly growing market, likely fall into?
(a) Cash Cow
(b) Dog
(c) Question Mark
(d) Star (2 Marks)
(ii) BlueSky Enterprises, a multinational corporation specializing in
renewable energy solutions, is undergoing a strategic
transformation to enhance its competitive position in the market. As
part of this initiative, the company is reevaluating its organizational
structure, processes, and culture. Which aspect of the McKinsey
7S Model is most relevant for BlueSky Enterprises during this
strategic transformation?
(a) Strategy
(b) Structure
(c) Systems
(d) Skills (2 Marks)
(iii) The threat of substitutes is high when:
(a) There are few substitute products available
(b) Switching costs are low
(c) Suppliers have high bargaining power
(d) There is strong brand loyalty (1 Mark)

PART II – Descriptive Questions (35 Marks)

Question No. 1 is compulsory.
Attempt any two questions out of the remaining three questions.
1. (a) Swati is the marketing manager at a software company. She is
responsible for developing and implementing marketing strategies for
the company’s products. Swati leads a team of marketing professionals
and works closely with the product development and sales teams to
ensure that the company's products are effectively promoted in the
market. She also analyzes market trends and customer feedback to
refine the marketing strategies. Which level is she working at, discuss
the roles and responsibilities of this level in organization? (5 Marks)
(b) ABC Corp, a multinational consumer electronics company, is planning to
expand its operations into a new country. The company's senior
management is evaluating the potential risks and opportunities of
entering this new market. As part of their analysis, they decide to use
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 the PESTLE framework to assess the external factors that could impact
their decision. How can the PESTLE framework help ABC Corp assess
the external factors affecting its decision to expand into a new country?
(5 Marks)
(c) Imagine you are a consultant advising a small manufacturing company
embarking on a digital transformation journey. The company's leadership
is concerned about managing the change effectively. Using the best
practices for managing change in small and medium-sized businesses,
outline a strategy to help the company navigate this transformation
successfully. (5 Marks)
2. (a) Imagine you are a strategic consultant advising a retail company that is
facing increasing competition from online retailers. The company is
considering several strategic options to improve its market position.
Using the concept that strategy is partly proactive and partly reactive,
explain how the company can develop a strategic approach to address
this challenge. (5 Marks)
(b) You are a strategic manager for a tech company launching a new
smartphone model. The company wants to target tech-savvy consumers
who value innovation and cutting-edge technology. Using the concept of
customer behavior, develop a marketing strategy to promote the new
smartphone. (5 Marks)
3. (a) A beverage company is launching a new line of energy drinks targeted
at health-conscious consumers. The strategic manager wants to study
the market position of rival companies in the energy drink segment.
Which tool can be used for this analysis, and what is the procedure to
implement it effectively? (5 Marks)
(b) The CEO of a textile mill believes that his company, currently operating
at a loss, can be turned around. Develop an action plan outlining steps
the CEO can take to achieve this turnaround. (5 Marks)
4. (a) Why Strategic Performance Measures are essential for organizations?
(5 Marks)
(b) How can Mendelow's Matrix be used to analyze and manage the
stakeholders effectively?
OR
Distinguish between Concentric Diversification and Conglomerate
Diversification. (5 Marks)