AIS-LNAKHOA
CHAPTER 1-3
FRIDAY GROUP - HOMEWORK
CHAPTER 01
The three strategic positions described are:
1. A variety-based strategic position: that involves producing a subset of the products
or services offered by an industry. Rather than customer segments, it is based on the
variety of products or services available. As a result, this form of positioning will only
meet a portion of the needs of most clients. Only when a corporation can generate
certain products or services employing diverse sets of activities is it economically
viable.
2. A needs-based strategic position: meets the majority or all of the needs of a specific
group of customers. It is based on a consumer segmentation strategy. It occurs when
a group of clients has varying demands, and a customized set of activities is the best
way to meet those needs.
3. An access-based strategic position that entails serving a subset of clients who differ
from other customers in terms of criteria such as geographic location or size,
resulting in differing service requirements.
Whatever the reason for placement (variety, needs, access, or a combination of the
three), it necessitates a customized set of activities because it is always a function of
variances in activities (or differences on the supply side). Furthermore, positioning is not
always a function of demand (or customer) differences. Variety and access positioning,
for example, are not based on consumer differences. As a result, a correctly designed
accounting information system can assist a company in achieving and retaining a
strategic position. Such an information system might be a great asset in assisting the
company in maintaining a competitive market position.
CHAPTER 02
The cashier is given full authority that will lead to fraud, namely stealing cash in many
ways. For instance, cashiers can misapply payments to steal cash, or change the
balance of the receivable by increasing the payments, using that amount of money to
make up for the previous stolen cash. Moreover, the cashier might steal money by
writing off outstanding sums as bad debts or covering them up with bogus discounts.
Or, the cashier can steal cash and then cover it up with entries to an expense account
or by preparing a bank reconciliation. When dealing with any part of cash in a
corporation, it is critical to have a clear, unmistakable separation of duties. The
distinctions between each activity and position inside the organization, particularly
between the accounting and cash holding departments, will be clear.
CHAPTER 03
To begin with, accountants make heavy use of documentation procedures.
Independent auditors must be familiar with an entity's automated and manual
internal control procedures, according to auditing standards. Using business
process models or flowcharts to record a system is an excellent technique to get
this information since such graphic representations more easily highlight internal
control gaps and strengths.
Second, the Sarbanes-Oxley Act (SOX) mandates that internal control systems be
evaluated by auditors. They must be able to produce, review, and understand
various forms of documentation, including business process models and flowcharts,
in order to do so. The two most commonly utilized development and
documentation tools in practice are data flow diagrams and flowcharts. As a
result, having a working grasp of DFDs and flowcharting is critical.
What would you need to
do to complete this
diagram?
1. Identify major inputs
and outputs in your
system.
2. Build a context
diagram.
3. Expand the context
diagram into a level DFD
4. Confirm the accuracy of
your final diagram.