The Chapter Preview describes the purpose of the chapter and highlights major topics.
If you own a business, how do you determine whether it is making or losing money? How should you finance expansion—should you borrow, should you issue stock, should you use your own funds? How do you convince banks to lend you money or investors to buy your stock? Success in business requires making countless decisions, and decisions require financial information.
The purpose of this chapter is to show you what role accounting plays in providing financial information.
The Feature Story helps you picture how the chapter topic relates to the real world of accounting and business.
Many students who take this course do not plan to be accountants. If you are in that group, you might be thinking, “If I’m not going to be an accountant, why do I need to know accounting?” Well, consider this quote from Harold Geneen, the former chairman of IT&T: “To be good at your business, you have to know the numbers—cold.” In business, accounting financial statements are the means for communicating the numbers. If you don’t know how to read financial statements, you can’t really know your business.
Knowing the numbers is sometimes even a matter of corporate survival. Consider the story of Columbia Sportswear Company, headquartered in Portland, Oregon. Gert Boyle’s family fled Nazi Germany when she was 13 years old and then purchased a small hat company in Oregon, Columbia Hat Company. In 1971, Gert’s husband, who was then running the company, died suddenly. Gert took over the small, struggling company with help from her son Tim, who was then a senior at the University of Oregon. Somehow, they kept the company afloat. Today, Columbia has more than 4,000 employees and annual sales in excess of $1 billion. Its brands include Columbia, Mountain Hardwear, Sorel, and Montrail.
Employers such as Columbia Sportswear generally assume that managers in all areas of the company are “financially literate.” To help prepare you for that, in this text you will learn how to read and prepare financial statements, and how to use key tools to evaluate financial results using basic data analytics.
The Chapter Outline presents the chapter’s topics and subtopics, as well as practice opportunities.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Identify the forms of business organization and the uses of accounting information. |
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DO IT! 1a Business Organization Forms 1b Using Financial Information |
LO 2 Explain the three principal types of business activity. |
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DO IT! 2 Business Activities |
LO 3 Describe the four financial statements and how they are prepared. |
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DO IT! 3a Financial Statements: Parts 1–4 3b Components of Annual Reports |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Suppose you graduate with a business degree and decide you want to start your own business. But what kind of business? You enjoy working with people, especially teaching them new skills. You spend most of your free time outdoors, kayaking, backpacking, skiing, rock climbing, and mountain biking. You think you might successfully combine your teaching skills and outdoor interest by starting an outdoor guide service.
What organizational form should you choose for your business? You have three choices—sole proprietorship, partnership, or corporation.
You might choose the sole proprietorship form for your outdoor guide service.
Small owner-operated businesses such as barber shops, law offices, and auto repair shops are often sole proprietorships, as are farms and small retail stores.
Another possibility is for you to join forces with other individuals to form a partnership.
You and your partners should formalize your duties and contributions in a written partnership agreement. Retail and service-type businesses, including professional practices (lawyers, doctors, architects, and certified public accountants), often organize as partnerships.
As a third alternative, you might organize as a corporation.
Buying stock in a corporation is often more attractive than investing in a partnership because shares of stock are easy to sell (transfer ownership). Selling a proprietorship or partnership interest is much more involved. Also, individuals can become stockholders by investing relatively small amounts of money (see Alternative Terminology).
Alternative Terminology notes present synonymous terms that you may come across in practice.
Therefore, it is easier for corporations to raise funds compared to sole proprietorships or partnerships. Successful corporations often have thousands of stockholders, and their stock is traded on organized stock exchanges like the New York Stock Exchange. Many businesses start as sole proprietorships or partnerships and eventually incorporate.
Other factors to consider in deciding which organizational form to choose are taxes and legal liability. Sole proprietorships or partnerships, generally receive more favorable tax treatment than corporations. However, proprietors and partners are personally liable for all debts and legal obligations of the business; corporate stockholders are not. In other words, corporate stockholders generally pay higher taxes but have no personal legal liability. We will discuss these issues in more depth in a later chapter.
Finally, while sole proprietorships, partnerships, and corporations represent the main types of business organizations, hybrid forms are now allowed in all states.
The combined number of proprietorships and partnerships in the United States far exceeds the number of corporations. However, the revenue produced by corporations is many times greater. Most of the largest businesses in the United States—for example, Apple, Google, Verizon, Visa, and Microsoft—are corporations. Because the majority of U.S. business is done by corporations, the emphasis in this text is on the corporate form of organization.
DO IT! exercises prompt you to stop and review the key points you have just studied. The Action Plan offers you tips about how to approach the problem.
The purpose of financial information is to provide inputs for decision-making.
Internal users of accounting information are managers who plan, organize, and run a business. These include marketing managers, production supervisors, finance directors, and company officers. In running a business, managers must answer many important questions, as shown in Illustration 1.1.
ILLUSTRATION 1.1 Questions that internal users ask
To answer these and other questions, you need detailed information on a timely basis. For internal users, accounting provides internal reports, such as financial comparisons of operating alternatives, projections of income from new sales campaigns, and forecasts of cash needs for the next year. In addition, companies present summarized financial information in the form of financial statements.
Accounting Across the Organization boxes show applications of accounting information in various business functions.
There are several types of external users of accounting information. Investors (owners) use accounting information to make decisions to buy, hold, or sell stock. Creditors, such as suppliers and bankers, use accounting information to evaluate the risks of selling on credit or lending money. Some questions that investors and creditors may ask about a company are shown in Illustration 1.2.
ILLUSTRATION 1.2 Questions that external users ask
The information needs and questions of other external users vary considerably.
For example, Enron, Dynegy, Duke Energy, and other big energy-trading companies reported record profits at the same time as California was paying extremely high prices for energy and suffering from blackouts. This disparity caused regulators to investigate the energy traders to make sure that the profits were earned by legitimate and fair practices.
Accounting software systems collect vast amounts of data about a company’s economic events as well as its suppliers and customers. Business decision-makers take advantage of this wealth of data by using data analytics to gain insights and therefore make more informed business decisions.
Helpful Hints further clarify concepts being discussed.
Illustration 1.3 shows the four most common types of data analytics that help answer questions ranging from what happened and why did it happen, to what is likely to happen and what should we do about it? Analytics range from simple analysis that can be performed using spreadsheets with tools like pivot tables and graphs, to complex statistical software and even artificial intelligence. More complex analysis provides greater value to the business.
ILLUSTRATION 1.3 Four types of data analytics
Insight boxes provide examples of business situations from various perspectives—ethics, investor, international, corporate social responsibility, and data analytics.
People won’t gamble in a casino if they think it is “rigged.” Similarly, people won’t “play” the stock market if they think stock prices are rigged. At one time, major financial scandals at Enron, WorldCom, HealthSouth, and AIG led to a mistrust of financial reporting in general.
A Wall Street Journal article noted that “repeated disclosures about questionable accounting practices have bruised investors’ faith in the reliability of earnings reports, which in turn has sent stock prices tumbling.” Imagine trying to carry on a business or invest money if you could not depend on the financial statements to be honestly prepared. Information would have no credibility. A well-functioning economy depends on accurate and reliable financial reporting.
U.S. regulators and lawmakers were very concerned that the economy would suffer if investors lost confidence in corporate accounting because of unethical financial reporting.
Ethics Notes help sensitize you to some of the ethical issues in accounting.
Effective financial reporting depends on sound ethical behavior. When analyzing ethics cases and your own ethical experiences, you should apply the three steps outlined in Illustration 1.4.
ILLUSTRATION 1.4 Steps in analyzing ethics cases
Businesses engage in three types of activity—financing, investing, and operating. For example, consider Gert Boyle’s parents, the founders of Columbia Sportswear.
The accounting information system keeps track of the results of each of the various business activities—financing, investing, and operating. Let’s look at each type of business activity in more detail.
It takes money to make money. Financing activities involve raising money from outside sources. The two primary sources of outside funds for corporations are borrowing money (debt financing) and issuing (selling) shares of stock in exchange for cash (equity financing).
Columbia Sportswear may borrow money in a variety of ways. For example, it can take out a loan at a bank or borrow directly from investors by issuing debt securities called bonds. Persons or entities to whom Columbia owes money are its creditors.
Corporations also obtain funds by selling shares of stock to investors. Common stock is the term used to describe the total amount paid in by stockholders for the shares they purchase.
The claims of creditors differ from those of stockholders. If you loan money to a company, you are one of its creditors. In lending money, you specify a payment schedule (e.g., payment at the end of three months). As a creditor, you have a legal right to be paid at the agreed time. In the event of nonpayment, you may legally force the company to sell property to pay its debts. In the case of financial difficulty, creditor claims must be paid before stockholders’ claims.
Stockholders, on the other hand, have no claim to corporate cash until the claims of creditors are satisfied. Suppose you buy a company’s stock instead of loaning it money. You have no legal right to expect any payments from your stock ownership until all of the company’s creditors are paid amounts currently due. However, many corporations make payments to stockholders on a regular basis as long as there is sufficient cash to cover required payments to creditors. These cash payments to stockholders are called dividends.
Once the company has raised cash through financing activities, it uses that cash in investing activities. Investing activities involve the purchase of the resources a company needs in order to operate. Resources owned by a business are called assets. A growing company purchases many assets, such as computers, delivery trucks, furniture, and buildings.
Once a business has the assets it needs to get started, it begins operating activities. Operating activities are the day-to-day actions taken by a company to produce and sell a product, or provide a service. Columbia Sportswear is in the business of selling outdoor clothing and footwear. It sells TurboDown jackets, Millennium snowboard pants, Sorel® snow boots, Bugaboots™, rainwear, and anything else you might need to protect you from the elements. We call amounts earned from the sale of these products revenues.
The company purchases its longer-lived assets through investing activities as described earlier. Other assets with shorter lives, however, result from operating activities.
Before Columbia can sell a single Sorel® boot, it must purchase wool, rubber, leather, metal lace loops, laces, and other materials. It then must process, wrap, and ship the finished product. It also incurs costs like salaries, rents, and utilities. All of these costs, referred to as expenses, are necessary to produce and sell the product.
For example, Columbia keeps track of these types of expenses: cost of goods sold (such as the cost of materials), selling expenses (such as the cost of salespersons’ salaries), marketing expenses (such as the cost of advertising), administrative expenses (such as the salaries of administrative staff, and telephone and heating costs incurred at the corporate office), interest expense (amounts of interest paid on various debts), and income tax expense (corporate taxes paid to the government).
Columbia may also have liabilities arising from these expenses.
Columbia compares the revenues of a period with the expenses of that period to determine whether it earned a profit. When revenues exceed expenses, net income results. When expenses exceed revenues, a net loss results.
Assets, liabilities, expenses, and revenues are of interest to users of accounting information. This information is arranged in the format of four different financial statements, which form the backbone of financial accounting:
To introduce you to these statements, we have prepared the financial statements for your outdoor guide service, Sierra Corporation, after your first month of operations (see International Note).
International Notes highlight differences between U.S. and international accounting standards.
To summarize, you officially started your business in Truckee, California, on October 1, 2025. Sierra provides guide services in the Lake Tahoe area of the Sierra Nevada mountains. Its promotional materials describe outdoor day trips, such as rafting, snowshoeing, and hiking, as well as multi-day backcountry experiences. To minimize your initial investment, your customers either bring their own equipment or rent equipment through local outfitters. The financial statements for Sierra’s first month of business are provided in the following pages.
The income statement reports a company’s revenues and expenses and resulting net income or loss for a period of time (see Decision Tools). To indicate that its income statement reports the results of operations for a specific period of time, Sierra Corporation dates the income statement “For the Month Ended October 31, 2025.” The income statement lists the company’s revenues followed by its expenses. Finally, Sierra determines the net income (or net loss) by deducting expenses from revenues. Sierra’s income statement is shown in Illustration 1.5 (see Helpful Hint). Congratulations, you are already showing a profit!
Decision Tools that are useful for business decision-making are highlighted throughout the text. A summary of the Decision Tools is also provided in each chapter.
ILLUSTRATION 1.5 Sierra Corporation’s income statement
Sierra Corporation Income Statement For the Month Ended October 31, 2025 |
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Revenues | ||||
Service revenue | $10,600 | |||
Expenses | ||||
Salaries and wages expense | $5,200 | |||
Supplies expense | 1,500 | |||
Rent expense | 900 | |||
Interest expense | 50 | |||
Insurance expense | 50 | |||
Depreciation expense | 40 | |||
Total expenses | 7,740 | |||
Net income | $ 2,860 | |||
Why are financial statement users interested in net income?
Thus, reporting a strong profit will make it easier for Sierra to raise additional cash either by issuing shares of stock or borrowing.
Amounts received from issuing stock are not revenues, and amounts paid out as dividends are not expenses. As a result, they are not reported on the income statement. For example, Sierra Corporation does not treat as revenue the $10,000 of cash received from issuing new stock (see Illustration 1.8), nor does it regard as a business expense the $500 of dividends paid (see Illustration 1.6) (see Ethics Note).
If Sierra Corporation is profitable, at the end of each period it must decide what portion of profits to pay to shareholders in dividends. In theory, it could pay all of its current-period profits, but few companies do this. Why? Because they want to retain part of the profits to allow for further expansion. High-growth companies, such as Google and Facebook, often pay no dividends. Retained earnings is the net income retained in the corporation.
The retained earnings statement shows the amounts and causes of changes in retained earnings for a specific time period (see Decision Tools). The time period is the same as that covered by the income statement. The beginning retained earnings amount appears on the first line of the statement. Then, the company adds net income and deducts dividends to determine the retained earnings at the end of the period. If a company has a net loss, it deducts (rather than adds) that amount in the retained earnings statement. Illustration 1.6 presents Sierra’s retained earnings statement (see Helpful Hint).
ILLUSTRATION 1.6 Sierra Corporation’s retained earnings statement
Sierra Corporation Retained Earnings Statement For the Month Ended October 31, 2025 |
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Retained earnings, October 1 | $0 | ||
Add: Net income | 2,860 | ||
2,860 | |||
Less: Dividends | 500 | ||
Retained earnings, October 31 | $2,360 | ||
By monitoring the retained earnings statement, financial statement users can evaluate dividend payment practices.
The balance sheet reports assets and claims to assets at a specific point in time (see Decision Tools). Claims to assets are subdivided into two categories: claims of creditors and claims of owners. As noted earlier, claims of creditors are called liabilities. The owners’ claim to assets is called stockholders’ equity.
Illustration 1.7 shows the relationship among the categories on the balance sheet in equation form.
ILLUSTRATION 1.7 Basic accounting equation
As you can see from looking at Sierra Corporation’s balance sheet in Illustration 1.8, the balance sheet presents the company’s financial position as of a specific date—in this case, October 31, 2025 (see Helpful Hint). It lists assets first. Assets are listed in the order of their liquidity, that is, how quickly they could be converted to cash.
Assets are followed by liabilities and stockholders’ equity (see Alternative Terminology). Stockholders’ equity is comprised of two parts: (1) common stock and (2) retained earnings. As noted earlier, common stock results when the company sells new shares of stock; retained earnings is the net income retained in the corporation. Sierra has common stock of $10,000 and retained earnings of $2,360, for total stockholders’ equity of $12,360.
ILLUSTRATION 1.8 Sierra Corporation’s balance sheet
Sierra Corporation Balance Sheet October 31, 2025 |
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Assets | ||||
Cash | $15,200 | |||
Accounts receivable | 200 | |||
Supplies | 1,000 | |||
Prepaid insurance | 550 | |||
Equipment, net | 4,960 | |||
Total assets | $21,910 | |||
Liabilities and Stockholders’ Equity | ||||
Liabilities | ||||
Notes payable | $ 5,000 | |||
Accounts payable | 2,500 | |||
Unearned service revenue | 800 | |||
Salaries and wages payable | 1,200 | |||
Interest payable | 50 | |||
Total liabilities | $ 9,550 | |||
Stockholders’ equity | ||||
Common stock | 10,000 | |||
Retained earnings | 2,360 | |||
Total stockholders’ equity | 12,360 | |||
Total liabilities and stockholders’ equity | $21,910 | |||
Creditors analyze a company’s balance sheet to determine the likelihood that they will be repaid.
The primary purpose of a statement of cash flows is to provide financial information about the cash receipts and cash payments of a business for a specific period of time (see Decision Tools). To help investors, creditors, and others in their analysis of a company’s cash position, the statement of cash flows reports the cash effects of a company’s operating, investing, and financing activities. In addition, the statement shows the net increase or decrease in cash during the period, and the amount of cash at the end of the period.
Users are interested in the statement of cash flows because they want to know what is happening to a company’s most important resource. The statement of cash flows provides answers to these simple but important questions:
The statement of cash flows for Sierra Corporation, in Illustration 1.9, shows that cash increased $15,200 during the month (see Helpful Hint). This increase resulted because operating activities (services to clients) increased cash $5,700, and financing activities increased cash $14,500. Investing activities used $5,000 of cash for the purchase of equipment.
ILLUSTRATION 1.9 Sierra Corporation’s statement of cash flows
Sierra Corporation Statement of Cash Flows For the Month Ended October 31, 2025 |
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Cash flows from operating activities | ||||
Cash receipts from operating activities | $11,200 | |||
Cash payments for operating activities | (5,500) | |||
Net cash provided by operating activities | $ 5,700 | |||
Cash flows from investing activities | ||||
Purchased office equipment | (5,000) | |||
Net cash used by investing activities | (5,000) | |||
Cash flows from financing activities | ||||
Issuance of common stock | 10,000 | |||
Issuance of note payable | 5,000 | |||
Payment of dividend | (500) | |||
Net cash provided by financing activities | 14,500 | |||
Net increase in cash | 15,200 | |||
Cash at beginning of period | 0 | |||
Cash at end of period | $15,200 | |||
Illustration 1.10 shows the financial statements of Sierra Corporation (see Helpful Hints). Because the results on some financial statements become inputs to other statements, the statements are interrelated. These interrelationships can be seen in Sierra’s financial statements, as follows.
Study these interrelationships carefully. To prepare financial statements, you must understand the sequence in which these amounts are determined and how each statement impacts the next.
ILLUSTRATION 1.10 Sierra Corporation’s financial statements
Publicly traded U.S. companies must provide shareholders with an annual report. The annual report always includes the financial statements introduced in this chapter. The annual report also includes other important information such as a management discussion and analysis section, notes to the financial statements, and an independent auditor’s report. No analysis of a company’s financial situation and performance is complete without a review of these items.
The management discussion and analysis (MD&A) section presents management’s views on the company’s:
Management must highlight favorable or unfavorable trends and identify significant events and uncertainties that affect these three factors. This discussion obviously involves a number of subjective estimates and opinions. A brief excerpt from the MD&A section of a recent Columbia Sportswear annual report, which addresses its liquidity requirements, is presented in Illustration 1.11.
ILLUSTRATION 1.11 Columbia Sportswear’s management discussion and analysis
Columbia Sportswear Company Management’s Discussion and Analysis of Seasonality and Variability of Business |
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Our business is affected by the general seasonal trends common to the industry, including discretionary consumer shopping and spending patterns, as well as seasonal weather. Our products are marketed on a seasonal basis, and our sales are weighted substantially toward the third and fourth quarters, while our operating costs are more equally distributed throughout the year. |
Explanatory notes and supporting schedules accompany every set of financial statements and are an integral part of the statements. The notes to the financial statements clarify the financial statements and provide additional detail. Information in the notes does not have to be quantifiable (numeric). Examples of notes are:
The notes are essential to understanding a company’s operating performance and financial position.
Illustration 1.12 is an excerpt from the notes to recent Columbia Sportswear financial statements. It describes the methods that the company uses to account for revenues.
ILLUSTRATION 1.12 Notes to Columbia Sportswear’s financial statements
Columbia Sportswear Company Notes to Financial Statements Revenue Recognition |
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Revenues are recognized when our performance obligations are satisfied as evidenced by transfer of control of promised goods to our customers, in an amount that reflects the consideration we expect to be entitled to receive in exchanges for those goods or services. Within our wholesale channel, control generally transfers to the customer upon shipment to, or upon receipt by, the customer depending on the terms of sale with the customer. Within our DTC channel, control generally transfers to the customer at the time of sale within our retail stores and concession-based arrangements and upon shipment to the customer with respect to e-commerce transactions. |
An auditor’s report is prepared by an independent outside auditor. It states the auditor’s opinion as to the fairness of the presentation of the financial position and results of operations and their conformance with generally accepted accounting principles.
An auditor is an accounting professional who conducts an independent examination of a company’s financial statements. Only accountants who meet certain criteria and thereby attain the designation certified public accountant (CPA) may certify audits.
For example, Blockbuster once dominated movie rentals in the United States with over 9,000 stores. But it faltered when the upstart Netflix rapidly took over the movie-rental business. Blockbuster’s auditor then stated that its financial situation raised “substantial doubt about the Company’s ability to continue as a going concern.” Shortly after that, the company filed for bankruptcy.
Illustration 1.13 is an excerpt from the auditor’s report from Columbia Sportswear’s 2019 annual report. Columbia received an unqualified opinion from its auditor, Deloitte & Touche.
ILLUSTRATION 1.13 Excerpt from auditor’s report on Columbia Sportswear’s financial statements
Columbia Sportswear Company Excerpt from Auditor’s Report |
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We have audited the accompanying consolidated balance sheets of Columbia Sportswear Company and subsidiaries (the “Company”) as of December 31, 2019 and 2018, the related consolidated statements of operations, comprehensive income, equity, and cash flows for each of the three years in the period ended December 31, 2019, and the related notes and schedule listed in the Index at Item 15 (collectively referred to as the “financial statements”). In our opinion, the financial statements present fairly, in all material respects, the financial position of the Company as of December 31, 2019 and 2018, and the results of its operations and its cash flows for each of the three years ended December 31, 2019, in conformity with accounting principles generally accepted in the United States of America. |
Using the Decision Tools comprehensive exercises ask you to apply business information and the decision tools presented in the chapter. Most of these exercises are based on the companies highlighted in the Feature Story.
Why is accounting such a popular major and career choice?
Accountants are in such demand that it is not uncommon for accounting students to have accepted a job offer a year before graduation. As Illustration 1A.1 reveals, the job options of people with accounting degrees are virtually unlimited.
ILLUSTRATION 1A.1 Career options in accounting
Areas of Accounting Careers | Type of Work | Examples of Employers | Certification Opportunities |
Public accounting |
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Deloitte, EY, KPMG, PwC, Grant Thornton, BDO, Baker Tilly | Certified public accountants (CPAs), enrolled agent (EA), certified information systems auditor (CISA) |
Private accounting |
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For-profit: Starbucks, Google, Under Armour Non-profit: Salvation Army, Red Cross | Certified management accountant (CMA), certified internal auditor (CIA) |
Governmental accounting |
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Internal Revenue Service (IRS), Federal Bureau of Investigation (FBI) | Certified government financial manager (CGFM) |
Forensic accounting |
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Insurance companies, law firms, FBI | Certified fraud examiner (CFE) |
How much can a new accountant make? Take a look at the average salaries for college graduates in public and private accounting shown in Illustration 1A.2.1 Keep in mind if you also have a CPA license, you’ll make 10–15% more when you start out.
ILLUSTRATION 1A.2 Salary estimates for jobs in public and corporate accounting
Employer | Jr. Level (0–3 yrs.) | Sr. Level (4–6 yrs.) |
Public accounting (large firm) | $63,250–$83,250 | $78,500–$106,500 |
Public accounting (medium firm) | $56,500–$67,750 | $70,500–$96,000 |
Public accounting (small company) | $51,500–$60,500 | $63,750–$81,500 |
Corporate accounting (large company) | $53,750–$69,500 | $68,750–$87,750 |
Illustration 1A.3 lists some examples of upper-level salaries for managers in corporate accounting. Note that geographic region, experience, education, CPA certification, and company size each play a role in determining salary.
ILLUSTRATION 1A.3 Upper-level management salaries in corporate accounting
Position | Large Company | Small to Medium Company |
Chief financial officer | $207,000–$465,750 | $105,250–$208,750 |
Corporate controller | $140,000–$224,750 | $92,000–$161,250 |
Tax manager | $112,000–$158,250 | $88,000–$124,750 |
The Review and Practice section provides opportunities for students to review key concepts and terms as well as complete multiple-choice questions, brief exercises, exercises, and a comprehensive problem. Detailed solutions are also included.
A sole proprietorship is a business owned by one person. A partnership is a business owned by two or more people associated as partners. A corporation is a separate legal entity for which evidence of ownership is provided by shares of stock.
Internal users are managers who need accounting information to plan, organize, and run business operations. The primary external users are investors and creditors. Investors (stockholders) use accounting information to decide whether to buy, hold, or sell shares of a company’s stock. Creditors (suppliers and bankers) use accounting information to assess the risk of granting credit or loaning money to a business. Other groups who have an indirect interest in a business are taxing authorities, customers, labor unions, and regulatory agencies.
Financing activities involve collecting the necessary funds to support the business. Investing activities involve acquiring the resources necessary to run the business. Operating activities involve putting the resources of the business into action to generate a profit.
An income statement presents the revenues and expenses of a company for a specific period of time. A retained earnings statement summarizes the changes in retained earnings that have occurred for a specific period of time. A balance sheet reports the assets, liabilities, and stockholders’ equity of a business at a specific date. A statement of cash flows summarizes information concerning the cash inflows (receipts) and outflows (payments) for a specific period of time.
Assets are resources owned by a business. Liabilities are the debts and obligations of the business. Liabilities represent claims of creditors on the assets of the business. Stockholders’ equity represents the claims of owners on the assets of the business. Stockholders’ equity is subdivided into two parts: common stock and retained earnings. The basic accounting equation is Assets = Liabilities + Stockholders’ Equity.
Within the annual report, the management discussion and analysis provides management’s interpretation of the company’s results and financial position as well as a discussion of plans for the future. Notes to the financial statements provide additional explanation or detail to make the financial statements more informative. The auditor’s report expresses an opinion as to whether the financial statements present fairly the company’s results of operations and financial position.
Accounting offers many different jobs in fields such as public and private accounting, governmental, and forensic accounting. Accounting is a popular major because there are many different types of jobs, with unlimited potential for career advancement.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Are the company’s operations profitable? | Income statement | The income statement reports a company’s revenues and expenses and resulting net income or loss for a period of time. | If the company’s revenues exceed its expenses, it will report net income; otherwise, it will report a net loss. |
What is the company’s policy toward dividends and growth? | Retained earnings statement | The retained earnings statement reports how much of this year’s income the company paid out in dividends to shareholders. | A company striving for rapid growth will pay a low (or no) dividend. |
Does the company rely primarily on debt or stockholders’ equity to finance its assets? | Balance sheet | The balance sheet reports the company’s resources and claims to those resources; there are two types of claims: liabilities and stockholders’ equity. | Compare the amount of debt versus the amount of stockholders’ equity to determine whether the company relies more on creditors or owners for its financing. |
Does the company generate sufficient cash from operations to fund its investing activities? | Statement of cash flows | The statement of cash flows shows the amount of net cash provided or used by operating activities, investing activities, and financing activities. | Compare the amount of net cash provided by operating activities with the amount of net cash used by investing activities. Any deficiency in cash from operating activities must be made up with cash from financing activities. |
1. (LO 1) Which is not one of the three forms of business organization?
b. Creditorship is not a form of business organization. The other choices are incorrect because (a) sole proprietorship, (c) partnership, and (d) corporation are all forms of business organization.
2. (LO 1) Which is an advantage of corporations relative to partnerships and sole proprietorships?
c. An advantage of corporations is that investors are not personally liable for debts of the business. The other choices are incorrect because (a) lower taxes, (b) harder to transfer ownership, and (d) most common form of organization are not true of corporations.
3. (LO 1) Which statement about users of accounting information is incorrect?
d. Regulatory authorities are considered external, not internal, users. The other choices are true statements.
4. (LO 1) Which of the following did not result from the Sarbanes-Oxley Act?
d. The Sarbanes-Oxley Act (SOX) was created to reduce unethical corporate behavior and decrease the likelihood of future corporate scandals, not to address tax rates. The other choices are incorrect because (a) top management must now certify the accuracy of financial information, (b) penalties for fraudulent activity increased, and (c) increased independence of auditors all resulted from SOX.
5. (LO 2) Which is not one of the three primary business activities?
c. Advertising is a type of operating activity. The other choices are incorrect because (a) financing, (b) operating, and (d) investing are the three primary business activities.
6. (LO 2) Which of the following is an example of a financing activity?
a. Issuing shares of common stock is a financing activity. The other choices are incorrect because (b) selling goods on account is an operating activity, (c) buying delivery equipment is an investing activity, and (d) buying inventory is an operating activity.
7. (LO 2) Net income will result during a time period when:
d. When a company earns more revenues than expenses, it will report net income during a time period. The other choices are incorrect because (a) assets and liabilities are on the balance sheet, not the income statement; (b) assets are on the balance sheet, not the income statement; and (c) net income results when revenues exceed expenses, not when expenses exceed revenues.
8. (LO 3) The financial statements for Macias Corporation contained the following information.
Accounts receivable | $ 5,000 |
Sales revenue | 75,000 |
Cash | 15,000 |
Salaries and wages expense | 20,000 |
Rent expense | 10,000 |
What was Macias Corporation’s net income?
d. Net income = Sales revenue ($75,000) − Salaries and wages expense ($20,000) − Rent expense ($10,000) = $45,000. The other choices are therefore incorrect.
9. (LO 3) What section of a statement of cash flows indicates the cash spent on new equipment during the past accounting period?
a. The investing activities section of the statement of cash flows provides information about property, plant, and equipment accounts, not (b) the operating activities section or (c) the financing activities section. Choice (d) is incorrect as the statement of cash flows does provide this information.
10. (LO 3) Which statement presents information as of a specific point in time?
b. The balance sheet presents information as of a specific point in time. The other choices are incorrect because the (a) income statement, (c) statement of cash flows, and (d) retained earnings statement all cover a period of time.
11. (LO 3) Which financial statement reports assets, liabilities, and stockholders’ equity?
c. The balance sheet is a formal presentation of the accounting equation, such that Assets = Liabilities + Stockholders’ Equity, not the (a) income statement, (b) retained earnings statement, or (d) statement of cash flows.
12. (LO 3) Stockholders’ equity represents:
d. Stockholders’ equity represents claims of owners. The other choices are incorrect because (a) claims of creditors and (b) claims of employees are liabilities. Choice (c) is incorrect because the difference between revenues and expenses is net income.
13. (LO 3) As of December 31, 2025, Rockford Corporation has assets of $3,500 and stockholders’ equity of $1,500. What are the liabilities for Rockford as of December 31, 2025?
d. Using the accounting equation, liabilities can be computed by subtracting stockholders’ equity from assets, or $3,500 − $1,500 = $2,000, not (a) $1,500, (b) $1,000, or (c) $2,500.
14. (LO 3) The element of a corporation’s annual report that describes the corporation’s accounting methods is/are the:
a. The corporation’s accounting methods are described in the notes to the financial statements, not in the (b) management discussion and analysis, (c) auditor’s report, or (d) income statement.
15. (LO 3) The element of the annual report that presents an opinion regarding the fairness of the presentation of the financial position and results of operations is/are the:
b. The element of the annual report that presents an opinion regarding the fairness of the presentation of the financial position and results of operations is the auditor’s opinion, not the (a) income statement, (c) balance sheet, or (d) comparative statements.
Use basic accounting equation.
1. (LO 3) At the beginning of the year, Ortiz Company had total assets of $900,000 and total liabilities of $440,000. Answer the following questions.
a. | Assets | – | Liabilities | = | Stockholders’ Equity |
($900,000 – $100,000) | – | ($440,000 + $80,000) | = | $280,000 | |
b. | Liabilities | + | Stockholders’ Equity | = | Assets |
($440,000 – $100,000) | + | ($900,000 – $440,000 + $200,000) | = | $1,000,000 | |
c. | Assets | – | Stockholders’ Equity | = | Liabilities |
($900,000 + $50,000) | – | ($900,000 – $440,000 + $60,000) | = | $430,000 |
Determine where items appear on financial statements.
2. (LO 3) Indicate whether the following items would appear on the income statement (IS), balance sheet (BS), or retained earnings statement (RES).
Prepare a balance sheet.
3. (LO 3) Presented below in alphabetical order are balance sheet items for Feagler Company at December 31, 2025. Prepare a balance sheet following the format of Illustration 1.8.
Accounts receivable | $12,500 |
Cash | 38,000 |
Common stock | 5,000 |
Notes payable | 40,000 |
Retained earnings | 5,500 |
Feagler Company Balance Sheet December 31, 2025 |
||
Assets | ||
Cash | $38,000 | |
Accounts receivable | 12,500 | |
Total assets | $50,500 | |
Liabilities and Stockholders’ Equity | ||
Liabilities | ||
Notes payable | $40,000 | |
Total liabilities | $40,000 | |
Stockholders’ equity | ||
Common stock | 5,000 | |
Retained earnings | 5,500 | |
Total stockholders’ equity | 10,500 | |
Total liabilities and stockholders’ equity | $50,500 |
Determine where items appear on financial statements.
4. (LO 3) Identify whether the following items would appear on the balance sheet (BS) or income statement (IS) of a corporation.
Prepare an income statement.
1. (LO 3) The following items and amounts were taken from Ricardo Inc.’s 2025 income statement and balance sheet.
Cash | $ 84,700 | Inventory | $ 64,618 |
Retained earnings | 123,192 | Accounts receivable | 88,419 |
Cost of goods sold | 483,854 | Sales revenue | 693,485 |
Salaries and wages expense | 125,000 | Income taxes payable | 6,499 |
Prepaid insurance | 7,818 | Accounts payable | 49,384 |
Interest expense | 994 | Service revenue | 8,998 |
Instructions
Prepare an income statement for Ricardo Inc. for the year ended December 31, 2025.
Ricardo Inc. Income Statement For the Year Ended December 31, 2025 |
||||
Revenues | ||||
Sales revenue | $693,485 | |||
Service revenue | 8,998 | |||
Total revenues | $702,483 | |||
Expenses | ||||
Cost of goods sold | 483,854 | |||
Salaries and wages expense | 125,000 | |||
Interest expense | 994 | |||
Total expenses | 609,848 | |||
Net income | $ 92,635 | |||
Compute net income and prepare a balance sheet.
2. (LO 3) Cozy Bear is a private camping ground near the Mountain Home Recreation Area. It has compiled the following financial information as of December 31, 2025.
Service revenue (from camping fees) | $148,000 | Dividends | $9,000 |
Sales revenue (from general store) | 35,000 | Bonds payable | 50,000 |
Accounts payable | 16,000 | Expenses during 2025 | 135,000 |
Cash | 18,500 | Supplies | 12,500 |
Equipment | 129,000 | Common stock | 40,000 |
Retained earnings (1/1/2025) | 15,000 |
Instructions
Service revenue | $148,000 |
Sales revenues | 35,000 |
Total revenue | 183,000 |
Expenses | 135,000 |
Net income | $ 48,000 |
Cozy Bear Retained Earnings Statement For the Year Ended December 31, 2025 |
|||
Retained earnings, January 1 | $15,000 | ||
Add: Net income | 48,000 | ||
63,000 | |||
Less: Dividends | 9,000 | ||
Retained earnings, December 31 | $54,000 | ||
Cozy Bear Balance Sheet December 31, 2025 |
||||
Assets | ||||
Cash | $ 18,500 | |||
Supplies | 12,500 | |||
Equipment | 129,000 | |||
Total assets | $160,000 | |||
Liabilities and Stockholders’ Equity | ||||
Liabilities | ||||
Accounts payable | $16,000 | |||
Bonds payable | 50,000 | |||
Total liabilities | $ 66,000 | |||
Stockholders’ equity | ||||
Common stock | 40,000 | |||
Retained earnings | 54,000 | |||
Total stockholders’ equity | 94,000 | |||
Total liabilities and stockholders’ equity | $160,000 | |||
Prepare financial statements.
(LO 3) Jeff Andringa, a former college hockey player, quit his job and started Ice Camp, a hockey camp for kids ages 8 to 18. Eventually, he would like to open hockey camps nationwide. Jeff has asked you to help him prepare financial statements at the end of 2025, his first year of operations. He relates the following facts about his business activities.
In order to get the business off the ground, Jeff decided to incorporate. He sold shares of common stock to a few close friends, as well as bought some of the shares himself. He initially raised $25,000 through the sale of these shares. In addition, the company took out a $10,000 loan at a local bank.
Ice Camp purchased, for $12,000 cash, a bus for transporting kids. The company also bought hockey goals and other miscellaneous equipment with $1,500 cash. The company earned camp tuition of $100,000 during the year but had collected only $80,000 of this amount. Thus, at the end of the year, its customers still owed $20,000. The company rents time at a local rink for $50 per hour. Total rink rental costs during the year were $8,000, insurance was $10,000, salary expense was $20,000, and supplies used totaled $9,000, all of which were paid in cash. The company incurred $800 in interest expense on the bank loan, which it still owed at the end of the year.
The company paid dividends during the year of $5,000 cash. The balance in the corporate bank account at December 31, 2025, was $49,500.
Instructions
Using the format of the Sierra Corporation statements in this chapter, prepare an income statement, retained earnings statement, balance sheet, and statement of cash flows. (Hint: Prepare the statements in the order stated to take advantage of the flow of information from one statement to the next, as shown in Illustration 1.10.)
Ice Camp Income Statement For the Year Ended December 31, 2025 |
||||
Revenues | ||||
Service revenue | $100,000 | |||
Expenses | ||||
Salaries and wages expense | $20,000 | |||
Insurance expense | 10,000 | |||
Supplies expense | 9,000 | |||
Rent expense | 8,000 | |||
Interest expense | 800 | |||
Total expenses | 47,800 | |||
Net income | $ 52,200 | |||
Ice Camp Retained Earnings Statement For the Year Ended December 31, 2025 |
||||
Retained earnings, January 1, 2025 | $0 | |||
Add: Net income | 52,200 | |||
52,200 | ||||
Less: Dividends | 5,000 | |||
Retained earnings, December 31, 2025 | $47,200 | |||
Ice Camp Balance Sheet December 31, 2025 |
||||
Assets | ||||
Cash | $49,500 | |||
Accounts receivable | 20,000 | |||
Equipment ($12,000 + $1,500) | 13,500 | |||
Total assets | $83,000 | |||
Liabilities and Stockholders’ Equity | ||||
Liabilities | ||||
Notes payable | $10,000 | |||
Interest payable | 800 | |||
Total liabilities | $10,800 | |||
Stockholders’ equity | ||||
Common stock | 25,000 | |||
Retained earnings | 47,200 | |||
Total stockholders’ equity | 72,200 | |||
Total liabilities and stockholders’ equity | $83,000 | |||
Ice Camp Statement of Cash Flows For the Year Ended December 31, 2025 |
||||
Cash flows from operating activities | ||||
Cash receipts from operating activities | $80,000 | |||
Cash payments for operating activities | (47,000) | |||
Net cash provided by operating activities | $33,000 | |||
Cash flows from investing activities | ||||
Purchase of equipment | (13,500) | |||
Net cash used by investing activities | (13,500) | |||
Cash flows from financing activities | ||||
Issuance of common stock | 25,000 | |||
Issuance of notes payable | 10,000 | |||
Dividends paid | (5,000) | |||
Net cash provided by financing activities | 30,000 | |||
Net increase in cash | 49,500 | |||
Cash at beginning of period | 0 | |||
Cash at end of period | $49,500 | |||
1. What are the three basic forms of business organizations?
2. What are the advantages to a business of being formed as a corporation? What are the disadvantages?
3. What are the advantages to a business of being formed as a partnership or sole proprietorship? What are the disadvantages?
4. Is it possible to create a company using an organizational form that has the advantages of both a partnership and a corporation? Explain.
5. “Accounting is ingrained in our society and is vital to our economic system.” Do you agree? Explain.
6. Who are the internal users of accounting data? How does accounting provide relevant data to the internal users?
7. Who are the external users of accounting data? Give examples.
8. What are the four most common types of data analytics, and what basic question does each address?
9. What are the three main types of business activity? Give examples of each activity.
10. Listed here are some items found in the financial statements of Finzelberg. Indicate in which financial statement(s) each item would appear.
11. Why would a bank want to monitor the dividend payment practices of the corporations to which it lends money?
12. “A company’s net income appears directly on the income statement and the retained earnings statement, and it is included indirectly in the company’s balance sheet.” Do you agree? Explain.
13. What is the primary purpose of the statement of cash flows?
14. What are the three main categories of the statement of cash flows? Why do you think these categories were chosen?
15. What is retained earnings? What items increase the balance in retained earnings? What items decrease the balance in retained earnings?
16. What is the basic accounting equation?
17.
18. Which of these items are liabilities of White Glove Cleaning Service?
19. How are each of the following financial statements interrelated? (a) Retained earnings statement and income statement. (b) Retained earnings statement and balance sheet. (c) Balance sheet and statement of cash flows.
20. What is the purpose of the management discussion and analysis section (MD&A)?
21. Why is it important for financial statements to receive an unqualified auditor’s opinion?
22. What types of information are presented in the notes to the financial statements?
23. The accounting equation is Assets = Liabilities + Stockholders’ Equity. Appendix A reproduces Apple’s financial statements. Replacing words in the equation with dollar amounts, what is Apple’s accounting equation at September 26, 2020?
24. What are the characteristics of a “critical audit matter”?
Describe forms of business organization.
BE1.1 (LO 1), K Match each of the following forms of business organization with a set of characteristics: sole proprietorship (SP), partnership (P), and corporation (C).
Identify users of accounting information.
BE1.2 (LO 1), K The following lists situations that require the use of accounting information.
Match each of the situations with the following users of accounting information.
Classify items by activity.
BE1.3 (LO 2), K Indicate to which business activity, operating activity (O), investing activity (I), or financing activity (F), each item relates.
Determine effect of transactions on stockholders’ equity.
BE1.4 (LO 3), C Presented below are a number of transactions. Determine whether each transaction affects common stock (C), dividends (D), revenues (R), expenses (E), or does not affect stockholders’ equity (NSE). Provide titles for the revenues and expenses.
Prepare a balance sheet.
BE1.5 (LO 3), AP In alphabetical order below are balance sheet items for Karol Company at December 31, 2025. Prepare a balance sheet following the format of Illustration 1.8.
Accounts payable | $65,000 |
Accounts receivable | 71,000 |
Cash | 22,000 |
Common stock | 18,000 |
Retained earnings | 10,000 |
Determine where items appear on financial statements.
BE1.6 (LO 3), K Eskimo Pie Corporation markets a broad range of frozen treats, including its famous Eskimo Pie ice cream bars. The following items were taken from a recent income statement and balance sheet. In each case, identify whether the item would appear on the balance sheet (BS) or income statement (IS).
Determine proper financial statement.
BE1.7 (LO 3), K Indicate which statement you would examine to find each of the following items: income statement (IS), balance sheet (BS), retained earnings statement (RES), or statement of cash flows (SCF).
Use basic accounting equation.
BE1.8 (LO 3), AP Use the basic accounting equation to answer these questions.
Use basic accounting equation.
BE1.9 (LO 3), AP At the beginning of the year, Morales Company had total assets of $800,000 and total liabilities of $500,000. (Treat each item independently.)
Identify assets, liabilities, and stockholders’ equity.
BE1.10 (LO 3), K Indicate whether each of these items is an asset (A), a liability (L), or part of stockholders’ equity (SE).
Determine required parts of annual report.
BE1.11 (LO 3), K Which is not a required part of an annual report of a publicly traded company?
Identify benefits of business organization forms.
DO IT! 1.1a (LO 1), C Identify each of the following organizational characteristics with the business organizational form or forms with which it is associated.
Identify accounting terms.
DO IT 1.1b (LO 1), C Match each of the following terms with its definition, classification type, or associated phrase.
Classify financial statement elements.
DO IT! 1.2 (LO 2), K Classify each item as an asset, liability, common stock, revenue, or expense.
Prepare financial statements.
DO IT! 1.3a (LO 3), AP Gray Corporation began operations on January 1, 2025. The following information is available for Gray on December 31, 2025.
Accounts payable | $ 5,000 | Notes payable | $ 7,000 |
Accounts receivable | 2,000 | Rent expense | 10,000 |
Advertising expense | 4,000 | Retained earnings | ? |
Cash | 3,100 | Service revenue | 25,000 |
Common stock | 15,000 | Supplies | 1,900 |
Dividends | 2,500 | Supplies expense | 1,700 |
Equipment | 26,800 |
Prepare an income statement, a retained earnings statement, and a balance sheet for Gray Corporation.
Identify components of annual reports.
DO IT! 1.3b (LO 3), K Indicate whether each of the following items is most closely associated with the management discussion and analysis (MD&A), the notes to the financial statements, or the auditor’s report.
Match items with descriptions.
E1.1 (LO 1, 2, 3), K Here is a list of words or phrases discussed in this chapter:
Instructions
Match each word or phrase above with the best description of it.
Identify forms of business organization.
E1.2 (LO 1), C Consider the following statements.
Sole Proprietorship | Partnership | Corporation | |
|
Instructions
Complete the above by indicating if each of the statements is normally true (T) or false (F) for each type of business organization: sole proprietorship, partnership, and corporation.
Identify users of accounting information.
E1.3 (LO 1), C The following list presents different types of evaluations made by various users of accounting information.
Instructions
Complete the following by indicating (a) the number of the evaluation (1 to 6) that the user would most likely make, and (b) if the user is internal or external.
(a) Type of Evaluation | (b) Type of User | |
Investor | ||
Marketing manager | ||
Creditor | ||
Chief financial officer | ||
Internal Revenue Service | ||
Labor union |
Match items with descriptions.
E1.4 (LO 1, 2, 3), K The following terms or phrases are discussed in this chapter.
Instructions
Match each term or phrase to its description below.
Identify business activities.
E1.5 (LO 2), C All businesses are involved in three types of activities—financing, investing, and operating. Listed below are the names and descriptions of companies in several different industries.
Instructions
Classify business activities.
E1.6 (LO 2), K Consider the following business activities that occur at a Colorado ski area.
Instructions
Classify each of the above items by type of business activity: operating (O), investing (I), or financing (F).
Classify accounts.
E1.7 (LO 2, 3), C The Bonita Vista Golf & Country Club details the following accounts in its financial statements.
Accounts payable | _____ |
Accounts receivable | _____ |
Equipment | _____ |
Sales revenue | _____ |
Service revenue | _____ |
Inventory | _____ |
Mortgage payable | _____ |
Supplies expense | _____ |
Rent expense | _____ |
Salaries and wages expense | _____ |
Instructions
Classify each of the accounts as an asset (A), liability (L), stockholders’ equity (SE), revenue (R), or expense (E) item.
Identify financial statements.
E1.8 (LO 3), K Consider the following typical accounts and statement items.
Instructions
Indicate on which statement—income statement (IS), balance sheet (BS), retained earning statement (RE), and/or statement of cash flows (SCF)—you would find each of the above accounts or items.
Prepare income statement and retained earnings statement.
E1.9 (LO 3), AP This information relates to Benser Co. for the year 2025.
Retained earnings, January 1, 2025 | $67,000 |
Advertising expense | 1,800 |
Dividends | 6,000 |
Rent expense | 10,400 |
Service revenue | 58,000 |
Utilities expense | 2,400 |
Salaries and wages expense | 30,000 |
Instructions
Prepare an income statement and a retained earnings statement for the year ending December 31, 2025.
Prepare income statement and retained earnings statement.
E1.10 (LO 3), AP Suppose the following information was taken from the 2025 financial statements of pharmaceutical giant Merck & Co. (All dollar amounts are in millions.)
Retained earnings, January 1, 2025 | $43,698.8 |
Cost of goods sold | 9,018.9 |
Selling and administrative expenses | 8,543.2 |
Dividends | 3,597.7 |
Sales revenue | 38,576.0 |
Research and development expense | 5,845.0 |
Income tax expense | 2,267.6 |
Instructions
Prepare a retained earnings statement.
E1.11 (LO 3), AP Presented here is information for Zheng Inc. for 2025.
Retained earnings, January 1 | $130,000 |
Service revenue | 400,000 |
Total expenses | 175,000 |
Dividends | 65,000 |
Instructions
Prepare the 2025 retained earnings statement for Zheng Inc.
Prepare a balance sheet.
E1.12 (LO 3), AP The following information is available for Randall Inc.
Accounts receivable | $2,400 | Cash | $6,250 |
Accounts payable | 3,700 | Supplies | 3,760 |
Interest payable | 580 | Unearned service revenue | 850 |
Salaries and wages expense | 4,500 | Salaries and wages payable | 745 |
Notes payable | 31,500 | Depreciation expense | 670 |
Common stock | 50,700 | Equipment (net) | 108,200 |
Inventory | 2,840 |
Instructions
Using the information above, prepare a balance sheet as of December 31, 2025. (Hint: Solve for the missing retained earnings amount after first determining total assets and total liabilities.)
Interpret financial data.
E1.13 (LO 3), AN Consider each of the following independent situations.
Instructions
For each company, provide a brief discussion interpreting these financial data. For example, you might discuss the company’s financial health or its apparent growth philosophy.
Identify financial statement components and prepare income statement.
E1.14 (LO 3), AP The following items and amounts were taken from Lonyear Inc.’s 2025 income statement and balance sheet.
______ Cash | $ 84,700 | ______ Accounts receivable | $ 88,419 |
______ Retained earnings | 123,192 | ______ Sales revenue | 584,951 |
______ Cost of goods sold | 438,458 | ______ Notes payable | 6,499 |
______ Salaries and wages expense | 115,131 | ______ Accounts payable | 49,384 |
______ Prepaid insurance | 7,818 | ______ Service revenue | 4,806 |
______ Inventory | 64,618 | ______ Interest expense | 1,882 |
Instructions
Identify financial statement components and prepare income statement.
E1.15 (LO 3), AP The following items and amounts were taken from Familia Inc.’s 2025 income statement and balance sheet, the end of its first year of operations.
______ Interest expense | $ 2,200 | ______ Equipment, net | $54,700 |
______ Interest payable | 700 | ______ Depreciation expense | 3,200 |
______ Notes payable | 11,800 | ______ Supplies | 4,100 |
______ Sales revenue | 44,300 | ______ Common stock | 26,800 |
______ Cash | 2,900 | ______ Supplies expense | 900 |
______ Salaries and wages expense | 15,600 |
Instructions
Calculate missing amounts.
E1.16 (LO 3), AN Here are incomplete financial statements for Donavan, Inc.
Donavan, Inc. Balance Sheet |
||||
Assets | Liabilities and Stockholders’ Equity | |||
Cash | $ 7,000 | Liabilities | ||
Inventory | 10,000 | Accounts payable | $ 5,000 | |
Buildings (net) | 45,000 | Stockholders’ equity | ||
Total assets | $62,000 | Common stock | (a) | |
Retained earnings | (b) | |||
Total liabilities and stockholders’ equity | $62,000 |
Income Statement | |
Revenues | $85,000 |
Cost of goods sold | (c) |
Salaries and wages expense | 10,000 |
Net income | $(d) |
Retained Earnings Statement | |
Beginning retained earnings | $12,000 |
Add: Net income | (e) |
Less: Dividends | 5,000 |
Ending retained earnings | $27,000 |
Instructions
Calculate the missing amounts.
Calculate missing amounts.
E1.17 (LO 3), AN Here are incomplete financial statements for Oway Corporation.
Oway Corporation Balance Sheet |
|||
Assets | Liabilities and Stockholders’ Equity | ||
Cash | $ 29,000 | Liabilities | |
Supplies | (a) | Notes payable | $22,000 |
Equipment (net) | 65,000 | Stockholders’ equity | |
Total assets | $(b) | Common stock | 38,000 |
Retained earnings | (c) | ||
Total liabilities and stockholders’ equity | $(d) |
Income Statement | |
Revenues | $53,000 |
Depreciation expense | (e) |
Salaries and wages expense | 10,000 |
Interest expense | 1,000 |
Net income | $25,000 |
Retained Earnings Statement | |
Beginning retained earnings | $(f) |
Add: Net income | (g) |
Less: Dividends | 6,000 |
Ending retained earnings | $37,000 |
Instructions
Calculate the missing amounts.
Compute net income and prepare a retained earnings statement and balance sheet.
E1.18 (LO 3), AP Otay Lakes Park is a private camping ground near the Mount Miguel Recreation Area. It has compiled the following financial information as of December 31, 2025.
Service revenue (from camping fees) | $132,000 | Dividends | $ 9,000 |
Sales revenue (from general store) | 25,000 | Notes payable | 50,000 |
Accounts payable | 11,000 | Expenses during 2025 | 126,000 |
Cash | 8,500 | Supplies | 5,500 |
Equipment | 114,000 | Common stock | 40,000 |
Retained earnings (1/1/2025) | 5,000 |
Instructions
Identify financial statement components and prepare an income statement.
E1.19 (LO 3), AP Kellogg Company is the world’s leading producer of ready-to-eat cereal and a leading producer of grain-based convenience foods such as frozen waffles and cereal bars. Suppose the following items were taken from its 2025 income statement and balance sheet. (All dollars are in millions.)
____ Retained earnings | $5,481 | ____ Bonds payable | $ 4,835 |
____ Cost of goods sold | 7,184 | ____ Inventory | 910 |
____ Selling and administrative expenses | 3,390 | ____ Sales revenue | 12,575 |
____ Accounts payable | 1,077 | ||
____ Cash | 334 | ____ Common stock | 105 |
____ Notes payable | 44 | ____ Income tax expense | 498 |
____ Interest expense | 295 |
Instructions
Prepare a statement of cash flows.
E1.20 (LO 3), AP This information is for Williams Corporation for the year ended December 31, 2025.
Cash received from lenders | $20,000 |
Cash received from customers | 50,000 |
Cash paid for new equipment | 28,000 |
Cash dividends paid | 8,000 |
Cash paid to suppliers | 16,000 |
Cash balance 1/1/25 | 12,000 |
Instructions
Prepare a statement of cash flows.
E1.21 (LO 3), AP Suppose the following data are derived from the 2025 financial statements of Southwest Airlines. (All dollars are in millions.) Southwest has a December 31 year-end.
Cash balance, January 1, 2025 | $1,390 |
Cash paid for repayment of debt | 122 |
Cash received from issuance of common stock | 144 |
Cash received from issuance of long-term debt | 500 |
Cash received from customers | 9,823 |
Cash paid for property and equipment | 1,529 |
Cash paid for dividends | 14 |
Cash paid for repurchase of common stock | 1,001 |
Cash paid for goods and services | 6,978 |
Instructions
Correct an incorrectly prepared balance sheet.
E1.22 (LO 3), AP Wayne Holtz is the bookkeeper for Beeson Company. Wayne has been trying to get the balance sheet of Beeson Company to balance. It finally balanced, but now he’s not sure it is correct.
Beeson Company Balance Sheet December 31,.2025 |
||||
Assets | Liabilities and Stockholders’ Equity | |||
Cash | $18,000 | Accounts payable | $16,000 | |
Supplies | 9,500 | Accounts receivable | (12,000) | |
Equipment | 40,000 | Common stock | 40,000 | |
Dividends | 8,000 | Retained earnings | 31,500 | |
Total assets | $75,000 | Total liabilities and stockholders’ equity | $75,000 |
Instructions
Prepare a correct balance sheet.
Classify items as assets, liabilities, and stockholders’ equity, and prepare accounting equation.
E1.23 (LO 3), AP Suppose the following items were taken from the balance sheet of Nike, Inc. (All dollars are in millions.)
1.____ Cash | $2,291.1 |
2.____ Accounts receivable | 2,883.9 |
3.____ Common stock | 2,874.2 |
4.____ Notes payable | 342.9 |
5.____ Buildings | 3,759.9 |
6.____ Mortgage payable | 1,311.5 |
7.____ Inventory | $2,357.0 |
8.____ Income taxes payable | 86.3 |
9.____ Equipment | 1,957.7 |
10.____ Retained earnings | 5,818.9 |
11.____ Accounts payable | 2,815.8 |
Instructions
Perform each of the following.
Use financial statement relationships to determine missing amounts.
E1.24 (LO 3), AN The summaries of data from the balance sheet, income statement, and retained earnings statement for two corporations, Walco Corporation and Gunther Enterprises, are presented as follows for 2025.
Walco Corporation | Gunther Enterprises | |
Beginning of year | ||
Total assets | $110,000 | $150,000 |
Total liabilities | 70,000 | (d) |
Total stockholders’ equity | (a) | 70,000 |
End of year | ||
Total assets | (b) | 180,000 |
Total liabilities | 120,000 | 55,000 |
Total stockholders’ equity | 60,000 | (e) |
Changes during year in retained earnings | ||
Dividends | (c) | 5,000 |
Total revenues | 215,000 | (f) |
Total expenses | 165,000 | 80,000 |
Instructions
Determine the missing amounts. Assume all changes in stockholders’ equity are due to changes in retained earnings.
Classify various items in an annual report.
E1.25 (LO 3), K The annual report provides financial information in a variety of formats, including the following.
Management discussion and analysis (MD&A)
Financial statements
Notes to the financial statements
Auditor’s opinion
Instructions
For each of the following, state in what area of the annual report the item would be presented. If the item would probably not be found in an annual report, state “Not disclosed.”
Classify accounts and prepare balance sheet.
E1.26 (LO 3), AP The following list of accounts, in alphabetical order, is for Aventura Inc. at November 30, 2025.
____ Accounts payable | $ 26,200 | ____ Inventory | $18,000 |
____ Accounts receivable | 19,500 | ____ Land | 44,000 |
____ Buildings | 100,000 | ____ Mortgage payable | 97,500 |
____ Cash | 20,000 | ____ Notes payable | 34,000 |
____ Common stock | 20,000 | ____ Retained earnings | 48,500 |
____ Equipment, net | 30,000 | ____ Supplies | 700 |
____ Income taxes payable | 6,000 |
Instructions
Determine forms of business organization.
P1.1 (LO 1), C Presented below are five independent situations.
Instructions
In each case, explain what form of organization the business is likely to take—sole proprietorship, partnership, or corporation. Give reasons for your choice.
Identify users and uses of financial statements.
P1.2 (LO 3), C Financial decisions often place heavier emphasis on one type of financial statement over the others. Consider each of the following hypothetical situations independently.
Instructions
In each situation, state whether the decision-maker would be most likely to place primary emphasis on information provided by the income statement, balance sheet, or statement of cash flows. In each case provide a brief justification for your choice. Choose only one financial statement in each case.
Prepare an income statement, retained earnings statement, and balance sheet; discuss results.
P1.3 (LO 3), AP On June 1, 2025, Elite Service Co. was started with an initial investment in the company of $22,100 cash. Here are the assets, liabilities, and common stock of the company at June 30, 2025, and the revenues and expenses for the month of June, its first month of operations:
Cash | $ 4,600 | Notes payable | $12,000 |
Accounts receivable | 4,000 | Accounts payable | 500 |
Service revenue | 7,500 | Supplies expense | 1,000 |
Supplies | 2,400 | Maintenance and repairs expense | 600 |
Advertising expense | 400 | Utilities expense | 300 |
Equipment | 26,000 | Salaries and wages expense | 1,400 |
Common stock | 22,100 |
During June, the company issued no additional stock but paid dividends of $1,400.
Check figures provide a key number to let you know you are on the right track.
Instructions
Net income | $3,800 | |
Ret. earnings | $2,400 | |
Tot. assets | $37,000 |
Prepare an income statement, retained earnings statement, and balance sheet.
P1.4 (LO 3), AP Reese Inc., a provider of consulting services, was founded on October 1, 2025. At the end of the first month of operations, the company decided to prepare an income statement, retained earnings statement, and balance sheet using the following information.
Accounts payable | $ 3,300 | Supplies | $ 2,460 |
Interest expense | 410 | Supplies expense | 380 |
Equipment (net) | 48,200 | Depreciation expense | 270 |
Salaries and wages expense | 2,500 | Service revenue | 20,920 |
Bonds payable | 21,500 | Salaries and wages payable | 445 |
Unearned service revenue | 4,065 | Common stock | 9,100 |
Accounts receivable | 1,300 | Interest payable | 140 |
Cash | 3,950 |
Instructions
Using the information, prepare an income statement and retained earnings statement for the month of October 2025 and a balance sheet as of October 31, 2025.
End. retained earnings | $17,360 |
Determine items included in a statement of cash flows, prepare the statement, and comment.
P1.5 (LO 3), AP Presented below is selected financial information for Rojo Corporation for December 31, 2025.
Inventory | $ 25,000 | Cash paid to purchase equipment | $ 12,000 |
Cash paid to suppliers | 104,000 | Equipment | 40,000 |
Buildings | 200,000 | Service revenue | 100,000 |
Common stock | 50,000 | Cash received from customers | 132,000 |
Cash dividends paid | 7,000 | Cash received from issuing common stock | 22,000 |
Cash at beginning of period | 9,000 |
Instructions
Net cash increase | $31,000 |
Comment on proper accounting treatment and prepare a corrected balance sheet.
P1.6 (LO 3), AN Micado Corporation was formed on January 1, 2025. At December 31, 2025, Miko Liu, the president and sole stockholder, decided to prepare a balance sheet, which appeared as follows.
Micado Corporation Balance Sheet December 31, 2025 |
||||
Assets | Liabilities and Stockholders’ Equity | |||
Cash | $20,000 | Accounts payable | $30,000 | |
Accounts receivable | 50,000 | Notes payable | 15,000 | |
Inventory | 36,000 | Boat loan | 22,000 | |
Boat | 24,000 | Stockholders’ equity | 63,000 |
Miko willingly admits that she is not an accountant by training. She is concerned that her balance sheet might not be correct. She has provided you with the following additional information.
Instructions
Tot. assets | $85,000 |
The Cookie Creations case starts in Chapter 1 and continues in every chapter. Complete case details and instructions are available in Wiley Course Resources.
CCC1 Natalie Koebel spent much of her childhood learning the art of cookie-making from her grand mother. They spent many happy hours mastering every type of cookie imaginable and later devised new recipes that were both healthy and delicious. Now at the start of her second year in college, Natalie is investigating possibilities for starting her own business as part of the entrepreneurship program in which she is enrolled.
A long-time friend insists that Natalie has to include cookies in her business plan. After a series of brainstorming sessions, Natalie settles on the idea of operating a cookie-making school. She will start on a part-time basis and offer her services in people’s homes. Now that she has started thinking about it, the possibilities seem endless. During the fall, she will concentrate on holiday cookies. She will offer group sessions (which will probably be more entertainment than education) and individual lessons. Natalie also decides to include children in her target market. The first difficult decision is coming up with the perfect name for her business. She settles on “Cookie Creations,” and then moves on to more important issues.
Instructions
CT1.1 The financial statements of Apple Inc. are presented in Appendix A.
Instructions
Refer to Apple’s financial statements and answer the following questions.
CT1.2 Columbia Sportswear Company’s financial statements are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
CT1.3 Amazon.com, Inc.’s financial statements are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT1.4 Xerox was not having a particularly pleasant year. The company’s stock price had already fallen in the previous year from $60 per share to $30. Just when it seemed things couldn’t get worse, Xerox’s stock fell to $4 per share. The following data were taken from the statement of cash flows of Xerox. (All dollars are in millions.)
Cash used in operating activities | $ (663) | |
Cash used in investing activities | (644) | |
Financing activities | ||
Dividends paid | $ (587) | |
Net cash received from issuing debt | 3,498 | |
Cash provided by financing activities | 2,911 |
Instructions
Analyze the information and then answer the following questions.
CT1.5 You can easily search the Internet to find summary information about companies. This information includes basic descriptions of the company’s location, activities, industry, financial health, and financial performance.
Instructions
Go to the Yahoo! Finance website, type in a company name, and then use the links (such as Financials) to locate the information necessary to answer the following questions.
CT1.6 The Wall Street Journal published an article by Michael Rapoport entitled “Coming Soon: What Auditors Really Think About Company Numbers.” It provides a discussion about changes to be made to the auditor’s report.
Instructions
Read the article and then answer the following questions.
CT1.7 Sylvia Ayala recently accepted a job in the production department at Johnson & Johnson. Before she starts work, she decides to review the company’s annual report to better understand its operations.
The content and organization of corporate annual reports have become fairly standardized. Excluding the public relations part of the report (pictures, products, etc.), the following are the traditional financial portions of the annual report.
The official SEC filing of the annual report is called a Form 10-K, which often omits the public relations pieces found in most standard annual reports.
Instructions
Search the Internet to find Johnson & Johnson’s 10-K report dated for the year ended January 3, 2021, to answer the following questions.
CT1.8 Marci Ling is the bookkeeper for Samco Company, Inc. Marci has been trying to get the company’s balance sheet to balance. She finally got it to balance, but she still isn’t sure that it is correct.
Samco Company, Inc. Balance Sheet For the Month Ended December 31, 2025 |
||||
Assets | Liabilities and Stockholders’ Equity | |||
Equipment | $18,000 | Common stock | $12,000 | |
Cash | 9,000 | Accounts receivable | (6,000) | |
Supplies | 1,000 | Dividends | (2,000) | |
Accounts payable | (4,000) | Notes payable | 10,000 | |
Total assets | $24,000 | Retained earnings | 10,000 | |
Total liabilities and stockholders’ equity | $24,000 |
Instructions
Explain to Marci Ling in a memo (a) the purpose of a balance sheet, and (b) why this balance sheet is incorrect and what she should do to correct it.
CT1.9 Rules governing the investment practices of individual certified public accountants prohibit them from investing in the stock of a company that their firm audits. The Securities and Exchange Commission (SEC) became concerned that some accountants were violating this rule. In response to an SEC investigation, PricewaterhouseCoopers (PwC) fired 10 people and spent $25 million educating employees about the investment rules and installing an investment tracking system.
Instructions
Answer the following questions.
CT1.10 Ethical behavior is fundamental to communications between investors and companies. However, it is difficult for company founders to control their enthusiasm in discussions related to their company, such that sometimes new companies overstate their potential for future success, either intentionally or unintentionally, in order to generate investor interest.
For example, Nikola Corporation, a pioneer in electric semi-trucks, was investigated by U.S. securities regulators because critics claimed that the company’s chairperson made false claims about the company’s progress in his efforts to make Nikola “the Tesla of semi-trucks.” Shortly after its stock began trading publicly, the company was estimated to be worth $30 billion, even though it had yet to produce its first electric truck. Similarly, Tesla’s founder and CEO, Elon Musk, has been investigated by the Securities and Exchange Commission a number of times regarding the accuracy of his communications, including Tweets.
Instructions
In groups, discuss the following topics.
CT1.11 Some people are tempted to make their finances look worse to get financial aid. Companies sometimes also manage their financial numbers in order to accomplish certain goals. Earnings management is the planned timing of revenues, expenses, gains, and losses to smooth out bumps in net income. In managing earnings, companies’ actions vary from being within the range of ethical activity, to being both unethical and illegal attempts to mislead investors and creditors.
Instructions
Provide responses for each of the following questions.
CT1.12 The FASB has developed the Financial Accounting Standards Board Accounting Standards Codification (or more simply “the Codification”). The FASB’s primary goal in developing the Codification is to provide in one place all the authoritative literature related to a particular topic. To provide easy access to the Codification, the FASB also developed the Financial Accounting Standards Board Codification Research System (CRS). CRS is an online, real-time database that provides easy access to the Codification. The Codification and the related CRS provide a topically organized structure, subdivided into topic, subtopics, sections, and paragraphs, using a numerical index system.
You may find this system useful in your present and future studies, and so we have provided an opportunity to use this online system as part of the Expand Your Critical Thinking section.
Instructions
Academic access to the FASB Codification is available through university subscriptions, obtained from the American Accounting Association. This subscription covers an unlimited number of students within a single institution. Once this access has been obtained by your school, you should log in and familiarize yourself with the resources that are accessible at the FASB Codification site.
CT1.13 Although Clif Bar & Company is not a public company, it does share its financial information with its employees as part of its open-book management approach. Further, although it does not publicly share its financial information, it does provide a different form of an annual report to external users. In this report, the company provides information regarding its sustainability efforts.
Instructions
Go to the “Who We Are” page at the Clif Bar website and then identify the company’s five aspirations.
Many people believe that there is a need for one set of international accounting standards. Here is why:
The following are the key similarities and differences between GAAP and IFRS as related to accounting fundamentals.
Similarities
Differences
1. Which of the following is not a reason why a single set of high-quality international accounting standards would be beneficial?
2. The Sarbanes-Oxley Act determines:
3. IFRS is considered to be more:
IFRS1.1 Who are the two key international players in the development of international accounting standards? Explain their role.
IFRS1.2 What is the benefit of a single set of high-quality accounting standards?
IFRS1.3 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Answer the following questions from the company’s 2020 annual report.
a. What accounting firm performed the audit of Louis Vuitton’s financial statements?
b. What is the address of the company’s corporate headquarters?
c. What is the company’s reporting currency?
Answers to IFRS Self-Test Questions
1. d2. c3. a
If you are thinking of purchasing Best Buy stock, or any stock, how can you decide what the shares are worth? If you manage Columbia Sportswear’s credit department, how should you determine whether to extend credit to a new customer? If you are a financial executive at Alphabet Inc. (Google), how do you decide whether your company is generating adequate cash to expand operations without borrowing? Your decision in each of these situations will be influenced by a variety of considerations. One of them should be your careful analysis of a company’s financial statements.
In this chapter, we take a closer look at the balance sheet and introduce some useful ways for evaluating the information provided by the financial statements. We also examine the financial reporting concepts underlying the financial statements. We begin by introducing the classified balance sheet.
Two early pioneers in providing investment information online to the masses were Tom and David Gardner, brothers who created an online investor website called The Motley Fool. The name comes from Shakespeare’s As You Like It. The fool in Shakespeare’s play was the only one who could speak unpleasant truths to kings and queens without being killed. Tom and David view themselves as 21st-century “fools,” revealing the “truths” of the stock market to the small investor, who they feel has been taken advantage of by Wall Street insiders.
The Motley Fool’s online bulletin board enables investors to exchange information and insights about companies. (Similar services are provided by TikTok, Twitter, Reddit, Facebook, and others.) Critics of these bulletin boards contend that they are simply high-tech rumor mills that cause investors to bid up stock prices to unreasonable levels. For example, the stock of PairGain Technologies jumped 32% in a single day as a result of a bogus takeover rumor on an investment bulletin board. Some observers are concerned that small investors—ironically, the very people the Gardner brothers are trying to help—will be hurt the most by misinformation and intentional scams.
Rather than getting swept away by rumors, investors must sort out the good information from the bad. One thing is certain—as information services such as The Motley Fool increase in number, gathering information will become even easier. Evaluating it will be the harder task.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Identify the sections of a classified balance sheet. |
|
DO IT! 1a Assets Section of Classified Balance Sheet 1b Balance Sheet Classifications |
LO 2 Use ratios to evaluate a company’s profitability, liquidity, and solvency. |
|
DO IT! 2 Ratio Analysis |
LO 3 Discuss financial reporting concepts. |
|
DO IT! 3 Financial Accounting Concepts and Principles |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
A balance sheet presents a snapshot of a company’s financial position at a point in time. It lists individual asset, liability, and stockholders’ equity items. To improve users’ understanding of a company’s financial position, companies often prepare what is referred to as a classified balance sheet instead.
A classified balance sheet generally contains the standard classifications listed in Illustration 2.1.
ILLUSTRATION 2.1 Standard balance sheet classifications
Assets | Liabilities and Stockholders’ Equity | |
Current assets | Current liabilities | |
Long-term investments | Long-term liabilities | |
Property, plant, and equipment | Stockholders’ equity | |
Intangible assets |
These groupings help financial statement readers determine such things as:
Many of these groupings can be seen in the balance sheet of Franklin Corporation shown in Illustration 2.2 (see Helpful Hint). In the sections that follow, we explain each of these groupings.
Current assets are defined as follows.
For example, accounts receivable are current assets because the company will collect them and convert them to cash within one year. Supplies is a current asset because the company expects to use the supplies in operations within one year.
Some companies use a period longer than one year to classify assets and liabilities as current because they have an operating cycle longer than one year.
Except where noted, we will assume that companies use one year to determine whether an asset or liability is current or long-term.
ILLUSTRATION 2.2 Classified balance sheet
Franklin Corporation Balance Sheet October 31, 2025 |
|||||
Assets | |||||
Current assets | |||||
Cash | $6,600 | ||||
Debt investments | 2,000 | ||||
Accounts receivable | 7,000 | ||||
Notes receivable | 1,000 | ||||
Inventory | 3,000 | ||||
Supplies | 2,100 | ||||
Prepaid insurance | 400 | ||||
Total current assets | $22,100 | ||||
Long-term investments | |||||
Stock investments | 5,200 | ||||
Investment in real estate | 2,000 | 7,200 | |||
Property, plant, and equipment | |||||
Land | 10,000 | ||||
Equipment | $24,000 | ||||
Less: Accumulated depreciation— equipment | 5,000 | 19,000 | 29,000 | ||
Intangible assets | |||||
Patents | 3,100 | ||||
Total assets | $61,400 | ||||
Liabilities and Stockholders’ Equity | |||||
Current liabilities | |||||
Notes payable | $11,000 | ||||
Accounts payable | 2,100 | ||||
Unearned sales revenue | 900 | ||||
Salaries and wages payable | 1,600 | ||||
Interest payable | 450 | ||||
Total current liabilities | $16,050 | ||||
Long-term liabilities | |||||
Mortgage payable | 10,000 | ||||
Notes payable | 1,300 | ||||
Total long-term liabilities | 11,300 | ||||
Total liabilities | 27,350 | ||||
Stockholders’ equity | |||||
Common stock | 14,000 | ||||
Retained earnings | 20,050 | ||||
Total stockholders’ equity | 34,050 | ||||
Total liabilities and stockholders’ equity | $61,400 | ||||
Companies list current assets in order of liquidity, that is, the order in which they expect to convert them into cash (follow this rule when doing your homework). Common types of current assets, listed in order of liquidity, are:
Why are receivables considered more liquid than inventory? Inventory must be sold before it is converted to cash (and is often sold on account), whereas receivables are converted to cash upon collection.
As explained later in the chapter, a company’s current assets are important in assessing its short-term debt-paying ability.
Long-term investments generally include the following (see Alternative Terminology).
In Illustration 2.2, Franklin Corporation reported total long-term investments of $7,200 on its balance sheet.
Property, plant, and equipment is defined as follows.
In Illustration 2.2, Franklin Corporation reported property, plant, and equipment of $29,000.
Notice that in Illustration 2.2, Franklin Corporation subtracts $5,000 in Accumulated Depreciation—Equipment from the Equipment account. Depreciation is the systematic allocation of the cost of an asset to expense over number of years (rather than expensing the full purchase price in the year of purchase). The assets that the company depreciates are reported on the balance sheet at cost less accumulated depreciation, often referred to as book value. The accumulated depreciation account shows the total amount of depreciation that the company has expensed thus far in the asset’s life.
In Illustration 2.2, Franklin Corporation reported accumulated depreciation of $5,000, so the book value of the equipment is $19,000 ($24,000 – $5,000). In your homework, present each accumulated depreciation account immediately below the related plant asset, as shown in Illustration 2.2 for Franklin Corporation.
Many companies have assets that do not have physical substance and yet often are very valuable:
In Illustration 2.2, Franklin Corporation reported intangible assets of $3,100.
In the liabilities and stockholders’ equity section of the balance sheet, the first grouping is current liabilities.
In Illustration 2.2, Franklin Corporation reported five different types of current liabilities, for a total of $16,050.
Long-term liabilities (long-term debt) are:
Many companies report long-term debt maturing after one year as a single amount in the balance sheet and show the details of the debt in notes that accompany the financial statements. Others list the various types of long-term liabilities. In Illustration 2.2, Franklin Corporation reported long-term liabilities of $11,300.
Stockholders’ equity consists of two parts: common stock and retained earnings.
In Illustration 2.2, Franklin Corporation reported common stock of $14,000 and retained earnings of $20,050.
We previously introduced the four financial statements. We discussed how these statements provide information about a company’s performance and financial position. Here, we extend this discussion by showing you specific tools that you can use to analyze financial statements in order to make a more meaningful evaluation of a company.
Ratio analysis expresses the relationship among selected items of financial statement data. A ratio expresses the mathematical relationship between one quantity and another. For analysis of the primary financial statements, we classify ratios as shown in Illustration 2.3.
ILLUSTRATION 2.3 Financial ratio classifications
A single ratio by itself is not very meaningful. Accordingly, in this and the following chapters, we will use various comparisons to shed light on company performance:
Next, we use some ratios and comparisons to analyze the financial statements of Best Buy.
Best Buy generates profits for its stockholders by selling electronics.
Illustration 2.4 shows a simplified income statement for Best Buy. From this income statement, we can see that Best Buy’s net income increased from $1,464 million to $1,541 million.
ILLUSTRATION 2.4 Best Buy’s income statement
Best Buy Co., Inc. Income Statements For the Year Ended February 1, 2020, and the Year Ended February 2, 2019 (in millions) |
||||
2020 | 2019 | |||
Revenues | ||||
Net sales and other revenue | $43,686 | $42,940 | ||
Expenses | ||||
Cost of goods sold | 33,590 | 32,918 | ||
Selling, general, and administrative expenses and other | 8,103 | 8,134 | ||
Income tax expense | 452 | 424 | ||
Total expenses | 42,145 | 41,476 | ||
Net income (loss) | $1,541 | $1,464 | ||
hhgregg was a competitor of Best Buy. hhgregg was much smaller than Best Buy. At one time, hhgregg operated 228 stores in 20 states. Then, one year it reported a net loss of $54,879,000. The next year, it filed for bankruptcy. Just because a company has a net loss does not mean it is about to go bankrupt. However, because net losses are not sustainable over the long-term, they are worthy of investigation.
To evaluate the profitability of Best Buy, we will use ratio analysis. Profitability ratios, such as earnings per share, measure the operating success of a company for a given period of time.
Earnings per share (EPS) measures the net income earned on each share of common stock (see Decision Tools). Stockholders usually think in terms of the number of shares they own or plan to buy or sell, so stating net income earned as a per share amount provides a useful perspective for determining the investment return. Advanced accounting courses present more refined techniques for calculating earnings per share.
By comparing earnings per share of a single company over time, we can evaluate its relative earnings performance from the perspective of a stockholder—that is, on a per share basis. It is very important to note that comparisons of earnings per share across companies are not meaningful because of the wide variations in the numbers of shares of outstanding stock among companies.
Illustration 2.5 shows the earnings per share calculation for Best Buy in 2020 and 2019, based on the information presented below. To simplify our calculations, we assumed that any change in the number of shares of common stock for Best Buy occurred in the middle of the year.
(in millions) | 2020 | 2019 | ||
Net income | $1,541 | $1,464 | ||
Preferred dividends | –0– | –0– | ||
Shares of common stock outstanding at beginning of year | 266 | 283 | ||
Shares of common stock outstanding at end of year | 256 | 266 |
ILLUSTRATION 2.5 Best Buy’s earnings per share
($ and shares in millions) | 2020 | 2019 | ||||
Earnings per share |
Best Buy’s earnings per share increased from $5.33 to $5.90. This increase occurred because its net income increased and its outstanding shares decreased.
You can learn a lot about a company’s financial health by also evaluating the relationship between its various assets and liabilities. Illustration 2.6 provides a simplified balance sheet for Best Buy.
ILLUSTRATION 2.6 Best Buy’s balance sheet
Best Buy Co., Inc. Balance Sheets (in millions) |
||||||
February 1, 2020 | February 3, 2019 | |||||
Assets | ||||||
Current assets | ||||||
Cash and cash equivalents | $2,229 | $1,980 | ||||
Receivables | 1,149 | 1,015 | ||||
Merchandise inventories | 5,174 | 5,409 | ||||
Other current assets | 305 | 466 | ||||
Total current assets | 8,857 | 8,870 | ||||
Property and equipment | 9,228 | 9,200 | ||||
Less: Accumulated depreciation | 6,900 | 6,690 | ||||
Net property and equipment | 2,328 | 2,510 | ||||
Other assets | 4,406 | 1,521 | ||||
Total assets | $15,591 | $12,901 | ||||
Liabilities and Stockholders’ Equity | ||||||
Current liabilities | ||||||
Accounts payable | $ 5,288 | $ 5,257 | ||||
Unredeemed gift card liabilities | 281 | 290 | ||||
Accrued compensation payable | 410 | 482 | ||||
Other current liabilities | 2,081 | 1,484 | ||||
Total current liabilities | 8,060 | 7,513 | ||||
Long-term liabilities | ||||||
Long-term debt | 1,257 | 1,332 | ||||
Other long-term liabilities | 2,795 | 750 | ||||
Total long-term liabilities | 4,052 | 2,082 | ||||
Total liabilities | 12,112 | 9,595 | ||||
Stockholders’ equity | ||||||
Common stock | 26 | 27 | ||||
Retained earnings and other | 3,453 | 3,279 | ||||
Total stockholders’ equity | 3,479 | 3,306 | ||||
Total liabilities and stockholders’ equity | $15,591 | $12,901 | ||||
Suppose you are a banker at CitiGroup considering lending money to Best Buy, or you are a sales manager at Apple interested in selling computers and cell phones to Best Buy on credit.
Working Capital One measure of liquidity is working capital, which is the difference between the amounts of current assets and current liabilities (see Illustration 2.7).
ILLUSTRATION 2.7 Working capital
Best Buy had working capital in 2020 of $797 million ($8,857 million − $8,060 million).
Current Ratio Liquidity ratios measure the short-term ability of the company to pay its maturing obligations and to meet unexpected needs for cash. One liquidity ratio is the current ratio, computed as current assets divided by current liabilities (see Decision Tools).
Illustration 2.8 shows the 2020 and 2019 current ratios for Best Buy.
What does the ratio actually mean? Best Buy’s 2020 current ratio of 1.10:1 means that for every dollar of current liabilities, Best Buy has $1.10 of current assets. Best Buy’s current ratio decreased in 2020, which suggests its liquidity declined.
One potential weakness of the current ratio is that it does not take into account the composition of the current assets.
ILLUSTRATION 2.8 Current ratio
Best Buy ($ in millions) |
||||
2020 | 2019 | |||
1.18:1 |
For example, suppose a company’s cash balance declined while its merchandise inventory increased substantially. If inventory increased because the company is having difficulty selling its products, then the current ratio might not fully reflect the reduction in the company’s liquidity (see Ethics Note).
Now suppose that instead of being a short-term creditor, you are interested in either buying Best Buy’s stock or extending the company a long-term loan.
Debt to Assets Ratio The debt to assets ratio is one measure of solvency. It is calculated by dividing total liabilities (both current and long-term) by total assets. It measures the percentage of total financing provided by creditors rather than stockholders (see Helpful Hint).
The higher the percentage of total liabilities (debt) to total assets, the greater the risk that the company may be unable to pay its debts as they come due. Illustration 2.9 shows the debt to assets ratios for Best Buy.
ILLUSTRATION 2.9 Debt to assets ratio
Best Buy ($ in millions) |
||||
2020 | 2019 | |||
74% |
The 2020 ratio of 78% means that every dollar of assets was financed by 78 cents of debt. The higher the ratio, the more reliant the company is on debt financing.
The adequacy of this ratio is often judged in light of the company’s earnings. At one time, Best Buy and its competitor hhgregg relied on debt financing in a roughly equal fashion, but hhgregg went bankrupt. This is largely explained by the fact that hhgregg’s income was insufficient to pay its debt obligations as they came due. Generally, companies with relatively stable earnings, such as public utilities, can support higher debt to assets ratios than can cyclical companies with widely fluctuating earnings, such as many high-tech companies. In later chapters, you will learn additional ways to evaluate solvency.
You have learned about the four financial statements and some basic ways to interpret those statements. In this section, we discuss concepts that underlie these financial statements. It would be unwise to make business decisions based on financial statements without understanding the implications of these concepts.
How does Best Buy decide on the type of financial information to disclose? What format should it use? How should it measure assets, liabilities, revenues, and expenses? Accounting professionals at Best Buy and all other U.S. companies get guidance from a set of accounting standards that have authoritative support, referred to as generally accepted accounting principles (GAAP).
Standard-setting bodies, in consultation with the accounting profession and the business community, determine these accounting standards.
ILLUSTRATION 2.10 World view of the standard-setting environment
The FASB and IASB use a conceptual framework to serve as the basis for future accounting standards. The framework begins by stating that the primary objective of financial reporting is to provide financial information that is useful to investors and creditors for making decisions about providing capital. According to the FASB, useful information should possess two fundamental qualities, relevance and faithful representation, as shown in Illustration 2.11.
ILLUSTRATION 2.11 Fundamental qualities of useful information
In addition to the two fundamental qualities of relevance and faithful representation, the FASB also describes a number of enhancing qualities of useful information. These include comparability, consistency, verifiability, timeliness, and understandability, as shown in Illustration 2.12.
ILLUSTRATION 2.12 Enhancing qualities of useful information
To develop accounting standards, the FASB relies on some key assumptions, as shown in Illustration 2.13 (see Ethics Note). These include assumptions about the monetary unit, economic entity, periodicity, and going concern.
ILLUSTRATION 2.13 Key assumptions in financial reporting
GAAP generally uses one of two measurement principles, the historical cost principle or the fair value principle. Selection of which principle to follow generally relates to trade-offs between relevance and faithful representation.
Historical Cost Principle The historical cost principle (or cost principle) dictates that companies record assets at their cost. This is true not only at the time the asset is purchased but also over the time the asset is held. For example, if land that was purchased for $30,000 increases in value to $40,000, it continues to be reported at $30,000.
Fair Value Principle The fair value principle indicates that assets and liabilities should be reported at fair value (the price that would be received if an asset was sold or the amount that would be required to be paid to settle a liability). Fair value information may be more useful than historical cost for certain types of assets and liabilities. For example, certain investment securities are reported at fair value because market price information is often readily available for these types of assets.
In choosing between cost and fair value, the FASB uses two qualities that make accounting information useful for decision-making—relevance and faithful representation.
The full disclosure principle requires that companies disclose sufficient details regarding circumstances and events that would make a difference to financial statement users. If an important item cannot reasonably be reported directly in one of the four types of financial statements, then it should be discussed in notes that accompany the statements.
Providing information is costly. In deciding whether companies should be required to provide a certain type of information, accounting standard-setters consider the cost constraint. It weighs the cost that companies will incur to provide the information against the benefit that financial statement users will gain from having the information available.
Illustration 2.14 summarizes aspects of the conceptual framework.
ILLUSTRATION 2.14 Summary of conceptual framework
Objective of Financial Reporting | |||||
To provide financial information that is useful to existing and potential investors and creditors in making decisions about providing resources to the company. | |||||
Qualitative Characteristics of Useful Financial Information | |||||
Fundamental Qualitative Characteristics | Enhancing Qualitative Characteristics | ||||
1. Relevance
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2. Faithful representation
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Assumptions | Principles | ||||
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Cost Constraint |
In a classified balance sheet, companies classify assets as current assets; long-term investments; property, plant, and equipment; and intangibles. They classify liabilities as either current or long-term. A stockholders’ equity section shows common stock and retained earnings.
Ratio analysis expresses the relationship among selected items of financial statement data. Profitability ratios, such as earnings per share (EPS), measure aspects of the operating success of a company for a given period of time.
Liquidity ratios, such as the current ratio, measure the short-term ability of a company to pay its maturing obligations and to meet unexpected needs for cash. Solvency ratios, such as the debt to assets ratio, measure the ability of a company to survive over a long period.
Generally accepted accounting principles are a set of rules and practices recognized as a general guide for financial reporting purposes. The basic objective of financial reporting is to provide information that is useful for decision-making.
To be judged useful, information should have the primary characteristics of relevance and faithful representation. In addition, useful information is comparable, consistent, verifiable, timely, and understandable.
The monetary unit assumption requires that companies include in the accounting records only transaction data that can be expressed in terms of money. The economic entity assumption states that economic events can be identified with a particular unit of accountability. The periodicity assumption states that the economic life of a business can be divided into artificial time periods and that meaningful accounting reports can be prepared for each period. The going concern assumption states that the company will continue in operation long enough to carry out its existing objectives and commitments.
The historical cost principle states that companies should record assets at their cost. The fair value principle indicates that assets and liabilities should be reported at fair value. The full disclosure principle requires that companies disclose sufficient details regarding circumstances and events that would make a difference to financial statement users.
The cost constraint weighs the cost that companies incur to provide a type of information against its benefit to financial statement users.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
How does the company’s earnings performance compare with that of previous years? | Net income available to common stockholders and weighted-average common shares outstanding | A higher measure suggests improved performance, although the number is subject to manipulation. Values should not be compared across companies. | |
Can the company meet its near-term obligations? | Current assets and current liabilities | Higher ratio suggests favorable liquidity. | |
Can the company meet its long-term obligations? | Total liabilities and total assets | Lower value suggests favorable solvency. |
1. (LO 1) In a classified balance sheet, assets are usually classified as:
d. Assets are classified as current assets; long-term investments; property, plant and equipment; and intangible assets. The other choices are incorrect because (a) long-term assets includes long-term investments; property, plant, and equipment; and intangible assets; (b) common stock refers to the equity of the firm and is not an asset; and (c) while tangible assets describes property, plant, and equipment, it is better to use the more common terminology of property, plant, and equipment.
2. (LO 1) Current assets are listed:
a. Current assets should be listed by order of expected conversion to cash (liquidity), not (b) by importance, (c) by longevity, or (d) alphabetically.
3. (LO 1) The correct order of presentation in a classified balance sheet for the following current assets is:
c. The correct order of presentation for current assets is cash, accounts receivable, inventory, and then prepaid insurance. The other choices are therefore incorrect.
4. (LO 1) A company has purchased a tract of land. It expects to build a production plant on the land in approximately 5 years. During the 5 years before construction, the land will be idle. The land should be reported as:
c. Land or buildings that are currently not used in operations are considered to be long-term investments. The other choices are incorrect because (a) this classification is for property, plant, and equipment used in operations; (b) land is never expensed; and (d) intangible assets have no physical existence and are used in the production of income.
5. (LO 1) The balance in retained earnings is not affected by:
c. Issuance of common stock has no impact on retained earnings. The other choices are incorrect because (a) net income increases retained earnings, (b) net loss decreases retained earnings, and (d) dividends decrease retained earnings.
6. (LO 2) Which is an indicator of profitability?
b. Earnings per share is a measure of profitability. The other choices are incorrect because (a) the current ratio is a measure of liquidity, (c) the debt to assets ratio is a measure of solvency, and (d) total assets is a measure of size.
7. (LO 2) For 2025, Spanos Corporation reported net income $26,000, net sales $400,000, and weighted-average common shares outstanding 4,000. There were preferred dividends of $2,000. What was the 2025 earnings per share?
a. Earnings per share = Net income ($26,000) less Preferred dividends ($2,000) divided by Weighted-average common shares outstanding (4,000) = $6.00 per share, not (b) $6.50, (c) $99.50, or (d) $100.00.
8. (LO 2) Which of these measures is an evaluation of a company’s ability to pay current liabilities?
b. The current ratio measures liquidity. Higher current ratios indicate higher liquidity. The other choices are incorrect because (a) earnings per share is a measure of a firm’s profitability, not its ability to pay its current liabilities; (c) one of these answers is incorrect; and (d) there is a correct answer.
9. (LO 2) The following ratios are available for Reilly Inc. and O’Hare Inc.
Current Ratio | Debt to Assets Ratio | Earnings per Share | ||||
Reilly Inc. | 2:1 | 75% | $3.50 | |||
O’Hare Inc. | 1.5:1 | 40% | $2.75 |
Compared to O’Hare Inc., Reilly Inc. has:
d. Reilly Inc. has higher liquidity as it has a higher current ratio, and lower solvency due to its higher debt to assets ratio. However, profitability cannot be compared across companies using earnings per share because of the wide variations in the number of shares of common stock of different companies. The other choices are therefore incorrect.
10. (LO 2) Companies that can support higher debt to assets ratios are characterized by having:
a. In order to meet debt payments as they come due, a company must have a stable earnings stream. The other choices are incorrect as they do not address the ability to meet debt payments as they come due.
11. (LO 3) Generally accepted accounting principles are:
a. All U.S. companies get guidance from a set of rules and practices that have authoritative support, referred to as generally accepted accounting principles (GAAP). Standard-setting bodies, in consultation with the accounting profession and the business community, determine these accounting standards. The other choices are incorrect because GAAP is (b) not established by the Internal Revenue Service, (c) not intended to provide guidance in resolving ethical dilemmas, or (d) created by people and can evolve over time, unlike laws of nature, such as those in physics and chemistry.
12. (LO 3) What organization issues U.S. accounting standards?
a. The Financial Accounting Standards Board (FASB) is the organization that issues U.S. accounting standards, not the (b) International Accounting Standards Committee or (c) International Auditing Standards Committee. Choice (d) is wrong as there is a correct answer.
13. (LO 3) What is the primary criterion by which accounting information can be judged?
c. Usefulness for decision-making is the primary criterion by which accounting information can be judged. The other choices are incorrect because (a) consistency, (b) predictive value, and (d) comparability all help to make accounting information more useful but are not the primary criterion by which accounting information is judged.
14. (LO 3) Neutrality is an ingredient of:
Faithful Representation | Relevance | |
a. | Yes | Yes |
b. | No | No |
c. | Yes | No |
d. | No | Yes |
c. Neutrality is an ingredient of faithful representation but not relevance. The other choices are therefore incorrect.
15. (LO 3) The characteristic of information that evaluates whether omitting or misstating an item could influence the decision of a financial statement user.
b. Materiality evaluates whether omitting or misstating an item could influence the decision of a financial statement user, not (a) comparability, (c) cost, or (d) consistency.
Prepare the current assets section of a balance sheet.
1. (LO 1) A list of financial statement items for Miguel Company includes the following: Accounts Receivable $25,000, Prepaid Insurance $7,000, Cash $8,000, Supplies $11,000, and Stock Investments (short-term) $14,000. Prepare the current assets section of the balance sheet, listing the accounts in proper sequence.
Miguel Company Balance Sheet (partial) |
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Current assets | ||||
Cash | $ 8,000 | |||
Stock investments | 14,000 | |||
Accounts receivable | 25,000 | |||
Supplies | 11,000 | |||
Prepaid insurance | 7,000 | |||
Total current assets | $65,000 |
Classify accounts on balance sheet.
2. (LO 1) The following are the major balance sheet classifications:
Current assets (CA) | Current liabilities (CL) |
Long-term investments (LTI) | Long-term liabilities (LTL) |
Property, plant, and equipment (PPE) | Common stock (CS) |
Intangible assets (IA) | Retained earnings (RE) |
Match each of the following accounts to its proper balance sheet classification.
_____Prepaid insurance | _____Unearned service revenue |
_____Notes payable (short-term) | _____Debt investments (short-term) |
_____Equipment | _____Accumulated depreciation—equipment |
_____Mortgage payable | _____Stock investments (long-term) |
_____Copyrights | _____Salaries and wages payable |
CA Prepaid insurance | CL Unearned service revenue |
CL Notes payable (short-term) | CA Debt investments (short-term) |
PPE Equipment | PPE Accumulated depreciation—equipment |
LTL Mortgage payable | LTI Stock investments (long-term) |
IA Copyrights | CL Salaries and wages payable |
Calculate liquidity and solvency ratios.
3. (LO 2) Maison Inc. reported the following selected information at December 31.
2025 | |
Total current assets | $ 45,584 |
Total assets | 278,000 |
Total current liabilities | 32,560 |
Total liabilities | 189,040 |
Calculate (a) the current ratio and (b) the debt to assets ratio for December 31, 2025.
Prepare assets section of a classified balance sheet.
1. (LO 1) Suppose the following information (in thousands of dollars) is available for H. J. Heinz Company—famous for ketchup and other fine food products—for the year ended April 30, 2025.
Prepaid insurance | $ 168,182 | Buildings | $4,344,269 |
Land | 56,007 | Cash | 617,687 |
Goodwill | 4,411,521 | Accounts receivable | 1,161,481 |
Trademarks | 723,243 | Accumulated depreciation—buildings | 2,295,563 |
Inventory | 1,378,216 |
Instructions
Prepare the assets section of a classified balance sheet, listing the items in proper sequence and including a statement heading.
H. J. Heinz Company Balance Sheet (partial) April 30, 2025 (in thousands) |
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Assets | |||||
Current assets | |||||
Cash | $617,687 | ||||
Accounts receivable | 1,161,481 | ||||
Inventory | 1,378,216 | ||||
Prepaid insurance | 168,182 | ||||
Total current assets | $ 3,325,566 | ||||
Property, plant, and equipment | |||||
Land | 56,007 | ||||
Buildings | $4,344,269 | ||||
Less: Accumulated depr.—buildings | 2,295,563 | 2,048,706 | 2,104,713 | ||
Intangible assets | |||||
Goodwill | 4,411,521 | ||||
Trademarks | 723,243 | 5,134,764 | |||
Total assets | $10,565,043 |
Compute and interpret various ratios.
2. (LO 2) Suppose the following data were taken from the 2025 and 2024 financial statements of American Eagle Outfitters. (All dollars are in thousands.)
2025 | 2024 | |
Current assets | $1,020,834 | $1,189,108 |
Total assets | 1,867,680 | 1,979,558 |
Current liabilities | 376,178 | 464,618 |
Total liabilities | 527,216 | 562,246 |
Net income | 400,019 | 387,359 |
Dividends paid on common stock | 80,796 | 61,521 |
Weighted-average common shares outstanding | 216,119 | 222,662 |
Instructions
Perform each of the following.
2025 | 2024 | |||||
a. | Current ratio | |||||
b. | Earning per share | |||||
c. | Debt to assets ratio | |||||
d. | American Eagle’s debt to assets ratio decreased slightly from 28.4% for 2024 to 28.2% for 2025, indicating a very small increase in solvency for 2025. |
Prepare financial statements.
(LO 1) Listed here are items taken from the income statement and balance sheet of Bargain Electronics, Inc. for the year ended December 31, 2025. Certain items have been combined for simplification. (Amounts are given in thousands.)
Notes payable (due in 3 years) | $50.5 |
Cash | 141.1 |
Salaries and wages expense | 2,933.6 |
Common stock | 454.9 |
Accounts payable | 922.2 |
Accounts receivable | 723.3 |
Accumulated depreciation—equipment | 110.0 |
Equipment | 1,031.0 |
Cost of goods sold | 9,501.4 |
Income taxes payable | 7.2 |
Interest expense | 1.5 |
Mortgage payable | 451.5 |
Retained earnings (December 31, 2025) | 1,336.3 |
Inventory | 1,636.5 |
Sales revenue | 12,456.9 |
Debt investments (short-term) | 382.6 |
Income tax expense | 30.5 |
Goodwill | 202.7 |
Notes payable (due in 6 months) | 784.6 |
Instructions
Prepare an income statement and a classified balance sheet using the items listed. Do not use any item more than once.
Bargain Electronics, Inc. Income Statement For the Year Ended December 31, 2025 (in thousands) |
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Revenues | ||||
Sales revenue | $12,456.9 | |||
Expenses | ||||
Cost of goods sold | $9,501.4 | |||
Salaries and wages expense | 2,933.6 | |||
Interest expense | 1.5 | |||
Income tax expense | 30.5 | |||
Total expenses | 12,467.0 | |||
Net loss | $(10.1) |
Bargain Electronics, Inc. Balance Sheet December 31, 2025 (in thousands) |
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Assets | ||||
Current assets | ||||
Cash | $141.1 | |||
Debt investments | 382.6 | |||
Accounts receivable | 723.3 | |||
Inventory | 1,636.5 | |||
Total current assets | $2,883.5 | |||
Property, plant and equipment | ||||
Equipment | 1,031.0 | |||
Less: Accumulated depreciation—equipment | 110.0 | 921.0 | ||
Intangible assets | ||||
Goodwill | 202.7 | |||
Total assets | $4,007.2 | |||
Liabilities and Stockholders’ Equity | ||||
Current liabilities | ||||
Notes payable | $784.6 | |||
Accounts payable | 922.2 | |||
Income taxes payable | 7.2 | |||
Total current liabilities | $1,714.0 | |||
Long-term liabilities | ||||
Mortgage payable | 451.5 | |||
Notes payable | 50.5 | 502.0 | ||
Total liabilities | 2,216.0 | |||
Stockholders’ equity | ||||
Common stock | 454.9 | |||
Retained earnings | 1,336.3 | |||
Total stockholders’ equity | 1,791.2 | |||
Total liabilities and stockholders’ equity | $4,007.2 |
1. What is meant by the term operating cycle?
2. Define current assets. What basis is used for ordering individual items within the current assets section?
3. Distinguish between long-term investments and property, plant, and equipment.
4. How do current liabilities differ from long-term liabilities?
5. Identify the two parts of stockholders’ equity in a corporation and indicate the purpose of each.
6.
7. Name ratios useful in assessing (a) liquidity, (b) solvency, and (c) profitability.
8. Tom Dawes, the founder of Footwear Inc., needs to raise $500,000 to expand his company’s operations. He has been told that raising the money through debt will increase the riskiness of his company much more than issuing stock. He doesn’t understand why this is true. Explain it to him.
9. What do these classes of ratios measure?
10. Holding all other factors constant, indicate whether each of the following signals generally good or bad news about a company.
11. Which ratio or ratios from this chapter do you think should be of greatest interest to:
12.
13.
14. Merle Hawkins, the president of Pathway Company, is pleased. Pathway substantially increased its net income in 2025 while keeping its unit inventory relatively the same. Jon Dietz, chief accountant, cautions Merle, however. Dietz says that since Pathway changed its method of inventory valuation, there is a consistency problem and it is difficult to determine whether Pathway is better off. Is Dietz correct? Why or why not?
15. What is the distinction between comparability and consistency?
16. Describe the constraint inherent in the presentation of accounting information.
17. Your roommate believes that accounting standards are uniform throughout the world. Is your roommate correct? Explain.
18. Wanda Roberts is president of Best Texts. She has no accounting background. Wanda cannot understand why fair value is not used as the basis for all accounting measurement and reporting. Discuss.
19. What is the economic entity assumption? Give an example of its violation.
20. What was Apple’s largest current asset, largest current liability, and largest item under “Assets” at September 26, 2020?
Classify accounts on balance sheet.
BE2.1 (LO 1), K The following are the major balance sheet classifications:
Current assets (CA) | Current liabilities (CL) |
Long-term investments (LTI) | Long-term liabilities (LTL) |
Property, plant, and equipment (PPE) | Common stock (CS) |
Intangible assets (IA) | Retained earnings (RE) |
Match each of the following accounts to its proper balance sheet classification.
_____Accounts payable | _____Buildings |
_____Accounts receivable | _____Cash |
_____Accumulated depreciation | _____Goodwill |
_____Income taxes payable | _____Inventory |
_____Investment in long-term bonds | _____Patents |
_____Land | _____Supplies |
Identify the order of asset classifications.
BE2.2 (LO 1), K Place a number, 1 through 7, in front of each of the following balance sheet categories to designate the order in which they are to be presented in a classified balance sheet.
_____Long-term investments | _____Current assets |
_____Current liabilities | _____Long-term liabilities |
_____Stockholders’ equity | _____Property, plant, and equipment |
_____Intangible assets |
Prepare the current assets section of a balance sheet.
BE2.3 (LO 1), AP A list of financial statement items for Chin Company includes the following: accounts receivable $14,000, prepaid insurance $2,600, cash $10,400, supplies $3,800, and debt investments (short-term) $8,200. Prepare the current assets section of the balance sheet listing the items in the proper sequence.
Compute earnings per share.
BE2.4 (LO 2), AP The following information (in millions of dollars) is available for L Brands for a recent year: sales revenue $9,043, net income $220, preferred dividend $0, and weighted-average common shares outstanding 333 million. Compute the earnings per share for L Brands.
Calculate liquidity ratios.
BE2.5 (LO 2), AP These selected condensed data are taken from a recent balance sheet of Bob Evans Farms (in millions of dollars).
Cash | $29.3 |
Accounts receivable | 20.5 |
Inventory | 28.7 |
Other current assets | 24.0 |
Total current assets | $102.5 |
Total current liabilities | $201.2 |
Compute working capital and the current ratio.
Calculate liquidity and solvency ratios.
BE2.6 (LO 2), AP Ross Music Inc. reported the following selected information at March 31.
2025 | |
Total current assets | $262,787 |
Total assets | 439,832 |
Total current liabilities | 293,625 |
Total liabilities | 376,002 |
Calculate (a) the current ratio and (b) the debt to assets ratio for March 31, 2025.
Recognize generally accepted accounting principles.
BE2.7 (LO 3), K Indicate whether each statement is true or false. If false, indicate how to correct the statement.
Identify characteristics of useful information.
BE2.8 (LO 3), K The accompanying chart shows the qualitative characteristics of useful accounting information. Fill in the blanks.
Identify characteristics of useful information.
BE2.9 (LO 3), K Given the characteristics of useful accounting information, complete each of the following statements.
Identify characteristics of useful information.
BE2.10 (LO 3), K Here are some qualitative characteristics of useful accounting information:
Match each qualitative characteristic to one of the following statements.
Define full disclosure principle.
BE2.11 (LO 3), K The full disclosure principle dictates that:
Prepare assets section of balance sheet.
DO IT! 2.1a (LO 1), AP Mylar Corporation has collected the following information related to its December 31, 2025, balance sheet.
Accounts receivable | $22,000 | Equipment | $180,000 |
Accumulated depreciation—equipment | 50,000 | Inventory | 58,000 |
Cash | 13,000 | Supplies | 7,000 |
Stock investments (long-term) | 1,900 | Goodwill | 4,100 |
Prepare the assets section of Mylar Corporation’s balance sheet.
Classify financial statement items by balance sheet classification.
DO IT! 2.1b (LO 1), AP The following financial statement items were taken from the financial statements of Gomez Corp.
____Trademarks | ____Inventory |
____Notes payable (current) | ____Accumulated depreciation |
____Interest revenue | ____Land |
____Income taxes payable | ____Common stock |
____Debt investments (long-term) | ____Advertising expense |
____Unearned sales revenue | ____Mortgage payable (due in 3 years) |
Match each of the financial statement items to its proper balance sheet classification. (See E2.1 for a list of the balance sheet classifications.) If the item would not appear on a balance sheet, use “NA.”
Compute ratios and analyze.
DO IT! 2.2 (LO 2), AP The following information is available for Nguoi Corporation.
2025 | 2024 | |
Current assets | $ 54,000 | $ 36,000 |
Total assets | 240,000 | 205,000 |
Current liabilities | 22,000 | 30,000 |
Total liabilities | 72,000 | 100,000 |
Net income | 80,000 | 40,000 |
Preferred dividends | 6,000 | 6,000 |
Common dividends | 3,000 | 1,500 |
Common shares outstanding at beginning of year | 40,000 | 30,000 |
Common shares outstanding at end of year | 75,000 | 40,000 |
Identify financial accounting concepts and principles.
DO IT! 2.3 (LO 3), K The following characteristics, assumptions, principles, and constraint guide the FASB when it creates accounting standards.
Relevance | Periodicity assumption |
Faithful representation | Going concern assumption |
Comparability | Historical cost principle |
Consistency | Full disclosure principle |
Monetary unit assumption | Materiality |
Economic entity assumption | Cost constraint |
Match each item above with a description below.
Classify accounts on balance sheet.
E2.1 (LO 1), AP The following are the major balance sheet classifications.
Current assets (CA) | Current liabilities (CL) |
Long-term investments (LTI) | Long-term liabilities (LTL) |
Property, plant, and equipment (PPE) | Stockholders’ equity (SE) |
Intangible assets (IA) |
Instructions
Classify each of the following financial statement items taken from Ming Corporation’s balance sheet.
____ Accounts payable | ____ Income taxes payable |
____ Accounts receivable | ____ Inventory |
____ Accumulated depreciation—equipment | ____ Stock investments (to be sold in 7 months) |
____ Land | |
____ Buildings | ____ Mortgage payable |
____ Cash | ____ Supplies |
____ Interest payable | ____ Equipment |
____ Goodwill | ____ Prepaid rent |
Classify financial statement items by balance sheet classification.
E2.2 (LO 1), AP The major balance sheet classifications are listed in E2.1.
Instructions
Classify each of the following financial statement items based upon the major balance sheet classifications listed in E2.1.
____ Prepaid advertising | ____ Patents |
____ Equipment | ____ Bonds payable |
____ Trademarks | ____ Common stock |
____ Salaries and wages payable | ____ Accumulated depreciation—equipment |
____ Income taxes payable | |
____ Retained earnings | ____ Unearned sales revenue |
____ Accounts receivable | ____ Inventory |
____ Land (held for future use) |
Classify items as current or noncurrent, and prepare assets section of balance sheet.
E2.3 (LO 1), AP Suppose the following items were taken from the December 31, 2025, assets section of the Boeing Company balance sheet. (All dollars are in millions.)
Inventory | $16,933 | Patents | $12,528 |
Notes receivable—due after December 31, 2026 | 5,466 | Buildings | 21,579 |
Cash | 9,215 | ||
Notes receivable—due before December 31, 2026 | 368 | Accounts receivable | 5,785 |
Debt investments (short-term) | 2,008 | ||
Accumulated depreciation—buildings | 12,795 |
Instructions
Prepare the assets section of a classified balance sheet, listing the current assets in order of their liquidity.
Prepare assets section of a classified balance sheet.
E2.4 (LO 1), AP Suppose the following information (in thousands of dollars) is available for H. J. Heinz Company—famous for ketchup and other fine food products—at April 30, 2025.
Prepaid insurance | $ 125,765 | Buildings | $4,033,369 |
Land | 76,193 | Cash | 373,145 |
Goodwill | 3,982,954 | Accounts receivable | 1,171,797 |
Trademarks | 757,907 | Accumulated depreciation—buildings | 2,131,260 |
Inventory | 1,237,613 |
Instructions
Prepare the assets section of a classified balance sheet, listing the items in proper sequence and including a statement heading.
Prepare a classified balance sheet.
E2.5 (LO 1), AP These items are taken from the financial statements of Longhorn Co. at December 31, 2025.
Buildings | $105,800 |
Accounts receivable | 12,600 |
Prepaid insurance | 3,200 |
Cash | 11,840 |
Equipment | 82,400 |
Land | 61,200 |
Insurance expense | 780 |
Depreciation expense | 5,300 |
Interest expense | 2,600 |
Common stock | 60,000 |
Retained earnings (January 1, 2025) | 40,000 |
Accumulated depreciation—buildings | 45,600 |
Accounts payable | 9,500 |
Notes payable | 93,600 |
Accumulated depreciation—equipment | 18,720 |
Interest payable | 3,600 |
Service revenue | 14,700 |
Instructions
Prepare a classified balance sheet. Assume that $13,600 of the note payable will be paid in 2026.
Prepare a classified balance sheet.
E2.6 (LO 1), AP The following items are taken from the financial statements of Carmen Co. at December 31, 2025.
Land | $195,600 |
Accounts receivable | 21,700 |
Supplies | 9,200 |
Cash | 11,840 |
Equipment | 82,400 |
Buildings | 261,200 |
Land improvements | 45,780 |
Notes receivable (due in 2026) | 5,300 |
Accumulated depreciation—land improvements | 12,600 |
Common stock | 75,000 |
Retained earnings (December 31, 2025) | 495,000 |
Accumulated depreciation—buildings | 32,600 |
Accounts payable | 9,500 |
Mortgage payable | 93,600 |
Accumulated depreciation—equipment | 18,720 |
Interest payable | 3,600 |
Income taxes payable | 14,700 |
Patents | 46,700 |
Investments in stock (long-term) | 71,500 |
Debt investments (short-term) | 4,100 |
Instructions
Prepare a classified balance sheet. Assume that $9,100 of the mortgage payable will be paid in 2026.
Prepare a classified balance sheet.
E2.7 (LO 1), AP Suppose the following items were taken from the 2025 financial statements of Texas Instruments, Inc. (All dollars are in millions.)
Common stock | $2,826 | Accumulated depreciation—equipment | $3,547 |
Prepaid rent | 164 | Accounts payable | 1,459 |
Equipment | 6,705 | Patents | 2,210 |
Stock investments (long-term) | 637 | Notes payable (long-term) | 810 |
Debt investments (short-term) | 1,743 | Retained earnings | 6,896 |
Income taxes payable | 128 | Accounts receivable | 1,823 |
Cash | 1,182 | Inventory | 1,202 |
Instructions
Prepare a classified balance sheet in good form as of December 31, 2025.
Prepare liabilities and stockholders’ equity sections.
E2.8 (LO 1), AP Randal Inc.’s balance sheet, dated October 28, 2025, includes the following liabilities and stockholders’ equity items (in millions).
Accounts payable | $431.6 | Long-term debt | $1,209.8 |
Common stock | 642.4 | Other long-term liabilities | 122.6 |
Current portion of long-term debt | 254.9 | Retained earnings | 979.8 |
Income taxes payable | 14.8 | Unearned sales revenue | 16.0 |
Instructions
Prepare the liabilities and stockholders’ equity sections of the balance sheet.
Prepare a balance sheet.
E2.9 (LO 1), AP The financial statements of Summit Ltd. includes the following items at December 31, 2025.
Accounts payable | $ 21,050 | Income tax expense | $ 5,200 |
Accounts receivable | 20,780 | Interest expense | 4,550 |
Accumulated depreciation—buildings | 50,600 | Interest payable | 2,100 |
Land | 194,000 | ||
Accumulated depreciation—equipment | 21,470 | Long-term investments | 28,970 |
Mortgage payable | 104,000 | ||
Buildings | 133,800 | Operating expenses | 158,680 |
Cash | 24,040 | Prepaid insurance | 1,420 |
Common stock | 140,000 | Retained earnings, January 1 | 116,520 |
Equipment | 66,100 | Service revenue | 183,040 |
Supplies | 1,240 |
Instructions
Prepare financial statements.
E2.10 (LO 1), AP The following financial statement items are for Batra Corporation at year-end, July 31, 2025.
Operating expenses | $ 32,500 | Interest payable | $ 1,000 |
Salaries and wages expense | 44,700 | Supplies expense | 900 |
Unearned sales revenue | 12,000 | Dividends declared | 12,000 |
Utilities expense | 2,600 | Depreciation expense | 3,000 |
Equipment | 62,900 | Retained earnings, August 1, 2024 | 17,940 |
Accounts payable | 4,220 | Rent expense | 10,800 |
Service revenue | 113,600 | Income tax expense | 5,000 |
Rent revenue | 18,500 | Supplies | 1,500 |
Common stock | 25,000 | Debt investments (short-term) | 20,000 |
Cash | 5,060 | Bank loan payable (due December 31, 2025) | 21,800 |
Accounts receivable | 17,100 | ||
Accumulated depreciation—equipment | 6,000 | Interest expense | 2,000 |
Instructions
Prepare an income statement, retained earnings statement, and balance sheet for the year.
Compute and interpret profitability ratio.
E2.11 (LO 2), AP Suppose the following information is available for Callaway Golf Company for the years 2025 and 2024. (Dollars are in thousands, except share information.)
2025 | 2024 | |
Net sales | $ 1,117,204 | $ 1,124,591 |
Net income (loss) | 66,176 | 54,587 |
Total assets | 855,338 | 838,078 |
Share information | ||
Common shares outstanding at year-end | 64,507,000 | 66,282,000 |
Preferred dividends | –0– | –0– |
There were 73,139,000 shares of common stock outstanding at the end of 2023.
Instructions
Prepare financial statements.
E2.12 (LO 1, 2), AP These financial statement items are for Fairview Corporation at year-end, July 31, 2025.
Salaries and wages payable | $ 2,080 |
Salaries and wages expense | 57,500 |
Supplies expense | 15,600 |
Equipment | 18,500 |
Accounts payable | 4,100 |
Service revenue | 66,100 |
Rent revenue | 8,500 |
Notes payable (due in 2028) | 1,800 |
Common stock | 16,000 |
Cash | 29,200 |
Accounts receivable | 9,780 |
Accumulated depreciation—equipment | 6,000 |
Dividends | 4,000 |
Depreciation expense | 4,000 |
Retained earnings (beginning of the year) | 34,000 |
Instructions
Compute liquidity ratios and compare results.
E2.13 (LO 2), AP Nordstrom, Inc. operates department stores in numerous states. Selected financial statement data (in millions of dollars) for a recent year follow.
Beginning of Year | End of Year | |
Cash and cash equivalents | $358 | $72 |
Receivables (net) | 1,788 | 1,942 |
Merchandise inventory | 956 | 900 |
Other current assets | 259 | 303 |
Total current assets | $3,361 | $3,217 |
Total current liabilities | $1,635 | $1,601 |
Instructions
Compute liquidity measures and discuss findings.
E2.14 (LO 2), AP The chief financial officer (CFO) of Myeneke Corporation requested that the accounting department prepare a preliminary balance sheet on December 30, 2025, so that the CFO could get an idea of how the company stood. He knows that certain debt agreements with its creditors require the company to maintain a current ratio of at least 2:1. The preliminary balance sheet is as follows.
Myeneke Corp. Balance Sheet December 30, 2025 |
|||||
Current assets | Current liabilities | ||||
Cash | $25,000 | Accounts payable | $ 20,000 | ||
Accounts receivable | 30,000 | Salaries and wages payable | 10,000 | $ 30,000 | |
Prepaid insurance | 5,000 | $ 60,000 | Long-term liabilities | ||
Equipment (net) | 200,000 | Notes payable | 80,000 | ||
Total assets | $260,000 | Total liabilities | 110,000 | ||
Stockholders’ equity | |||||
Common stock | 100,000 | ||||
Retained earnings | 50,000 | 150,000 | |||
Total liabilities and stockholders’ equity | $260,000 |
Instructions
Compute and interpret solvency ratios.
E2.15 (LO 2), AP Suppose the following data were taken from the 2025 and 2024 financial statements of American Eagle Outfitters. (All numbers, including share data, are in thousands.)
2025 | 2024 | |
Current assets | $ 925,359 | $1,020,834 |
Total assets | 1,963,676 | 1,867,680 |
Current liabilities | 401,763 | 376,178 |
Total liabilities | 554,645 | 527,216 |
Net income | 179,061 | 400,019 |
Dividends paid on common stock | 82,394 | 80,796 |
Weighted-average common shares outstanding | 205,169 | 216,119 |
Instructions
Perform each of the following.
Identify qualitative characteristics.
E2.16 (LO 3), K Here are some fundamental and enhancing qualitative characteristics of financial information.
Instructions
Match each of the above characteristics to one of the following statements, using the numbers 1 to 12.
Identify accounting assumptions and principles.
E2.17 (LO 3), K Presented below are the assumptions and principles discussed in this chapter.
Instructions
Identify by number the accounting assumption or principle that is described below. Do not use a number more than once.
Identify accounting terminology.
E2.18 (LO 1, 2, 3), K The following list of terms or phrases are discussed in this chapter.
Instructions
Match each term or phrase to its description below.
Identify the assumption or principle that has been violated.
E2.19 (LO 3), C Lopez Co. had three major business transactions during 2025.
Instructions
In each situation, identify the assumption or principle that has been violated, if any, and discuss what the company should have done.
Prepare a classified balance sheet.
P2.1 (LO 1), AP Suppose the following items are taken from the 2025 balance sheet of Verizon Communications. (All dollars are in millions.)
Goodwill | $3,927 |
Common stock | 6,283 |
Equipment | 1,737 |
Accounts payable | 152 |
Patents | 234 |
Stock investments (long-term) | 3,247 |
Accounts receivable | 1,061 |
Prepaid rent | 233 |
Debt investments (short-term) | 1,160 |
Retained earnings | 6,108 |
Cash | 2,292 |
Notes payable (long-term) | 734 |
Unearned sales revenue | 413 |
Accumulated depreciation—equipment | 201 |
Instructions
Prepare a classified balance sheet for Verizon Communications as of December 31, 2025.
Tot. current assets | $4,746 |
Tot. assets | $13,690 |
Prepare financial statements.
P2.2 (LO 1), AP These items are taken from the financial statements of Martin Corporation for 2025.
Retained earnings (beginning of year) | $31,000 |
Utilities expense | 2,000 |
Equipment | 66,000 |
Accounts payable | 18,300 |
Cash | 10,100 |
Salaries and wages payable | 3,000 |
Common stock | 22,800 |
Dividends | 12,000 |
Supplies | 3,100 |
Debt investment (long-term) | 5,700 |
Trademarks | 2,000 |
Service revenue | 68,000 |
Prepaid insurance | 3,500 |
Maintenance and repairs expense | 1,800 |
Depreciation expense | 3,600 |
Accounts receivable | 11,700 |
Insurance expense | 2,200 |
Salaries and wages expense | 37,000 |
Accumulated depreciation—equipment | 17,600 |
Instructions
Prepare an income statement, a retained earnings statement, and a classified balance sheet as of December 31, 2025.
Net income | $21,400 |
Tot. assets | $84,500 |
Prepare financial statements.
P2.3 (LO 1), AP You are provided with the following information for Lazuris Enterprises, effective as of its April 30, 2025, year-end.
Accounts payable | $834 |
Accounts receivable | 810 |
Accumulated depreciation—equipment | 670 |
Cash | 1,270 |
Common stock | 16,900 |
Cost of goods sold | 1,060 |
Depreciation expense | 335 |
Dividends | 325 |
Equipment | 2,420 |
Goodwill | 1,800 |
Income tax expense | 165 |
Income taxes payable | 135 |
Insurance expense | 210 |
Interest expense | 400 |
Inventory | 967 |
Investment in land | 14,200 |
Land | 3,100 |
Mortgage payable (long-term) | 3,500 |
Notes payable (short-term) | 61 |
Prepaid insurance | 60 |
Retained earnings (beginning) | 1,600 |
Salaries and wages expense | 700 |
Salaries and wages payable | 222 |
Sales revenue | 5,100 |
Stock investments (short-term) | 1,200 |
Instructions
a. | Net income | $2,230 |
b. | Tot. current assets | $4,307 |
Tot. assets | $25,157 |
Compute ratios; comment on relative profitability, liquidity, and solvency.
P2.4 (LO 2), AN Comparative financial statement data for Loeb Corporation and Bowsh Corporation, two competitors, appear below. All balance sheet data are as of December 31, 2025.
Loeb Corporation | Bowsh Corporation | |||
Net sales | $1,800,000 | $620,000 | ||
Cost of goods sold | 1,175,000 | 340,000 | ||
Operating expenses | 283,000 | 98,000 | ||
Interest expense | 9,000 | 3,800 | ||
Income tax expense | 85,000 | 36,000 | ||
Current assets | 407,200 | 190,336 | ||
Plant assets (net) | 532,000 | 139,728 | ||
Current liabilities | 66,325 | 33,716 | ||
Long-term liabilities | 108,500 | 40,684 | ||
Dividends paid on common stock | 36,000 | 15,000 | ||
Weighted-average common shares outstanding | 80,000 | 50,000 |
Instructions
Compute and interpret liquidity, solvency, and profitability ratios.
P2.5 (LO 2), AP The following are financial statements of Ohara Company.
Ohara Company Income Statement For the Year Ended December 31, 2025 |
|
Net sales | $2,218,500 |
Cost of goods sold | 1,012,400 |
Selling and administrative expenses | 906,000 |
Interest expense | 78,000 |
Income tax expense | 69,000 |
Net income | $153,100 |
Ohara Company Balance Sheet December 31, 2025 |
|
Assets | |
Current assets | |
Cash | $60,100 |
Debt investments | 84,000 |
Accounts receivable (net) | 169,800 |
Inventory | 145,000 |
Total current assets | 458,900 |
Plant assets (net) | 575,300 |
Total assets | $1,034,200 |
Liabilities and Stockholders’ Equity | |
Current liabilities | |
Accounts payable | $ 160,000 |
Income taxes payable | 35,500 |
Total current liabilities | 195,500 |
Bonds payable | 200,000 |
Total liabilities | 395,500 |
Stockholders’ equity | |
Common stock | 350,000 |
Retained earnings | 288,700 |
Total stockholders’ equity | 638,700 |
Total liabilities and stockholders’ equity | $1,034,200 |
Additional information: The weighted-average common shares outstanding during the year was 50,000.
Instructions
Compute and interpret liquidity, solvency, and profitability ratios.
P2.6 (LO 2), AP Condensed balance sheet and income statement data for Danke Corporation are presented as follows.
Danke Corporation Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $28,000 | $20,000 |
Receivables (net) | 70,000 | 62,000 |
Other current assets | 90,000 | 73,000 |
Long-term investments | 62,000 | 60,000 |
Property, plant, and equipment (net) | 510,000 | 470,000 |
Total assets | $760,000 | $685,000 |
Liabilities and Stockholders’ Equity | ||
Current liabilities | $75,000 | $70,000 |
Long-term liabilities | 80,000 | 90,000 |
Common stock | 330,000 | 300,000 |
Retained earnings | 275,000 | 225,000 |
Total liabilities and stockholders’ equity | $760,000 | $685,000 |
Danke Corporation Income Statements For the Years Ended December 31 |
||
2025 | 2024 | |
Sales revenue | $750,000 | $680,000 |
Cost of goods sold | 440,000 | 400,000 |
Operating expenses (including income taxes) | 240,000 | 220,000 |
Net income | $ 70,000 | $ 60,000 |
Additional information:
Dividends paid | $20,000 | $15,000 |
Weighted-average common shares outstanding | 33,000 | 30,000 |
Instructions
Compute these values and ratios for 2024 and 2025.
Compute ratios and compare liquidity and solvency for two companies.
P2.7 (LO 2), AP Selected financial data of two competitors, Target and Walmart, are presented here. (All dollars are in millions.) Suppose the data were taken from the 2025 financial statements of each company.
Target (1/31/25) | Walmart (1/31/25) | |||
Income Statement Data for Year | ||||
Net sales | $64,948 | $401,244 | ||
Cost of goods sold | 44,157 | 306,158 | ||
Selling and administrative expenses | 16,389 | 76,651 | ||
Interest expense | 894 | 2,103 | ||
Other income | 28 | 4,213 | ||
Income taxes | 1,322 | 7,145 | ||
Net income | $ 2,214 | $ 13,400 | ||
Balance Sheet Data (End of Year) | ||||
Current assets | $17,488 | $ 48,949 | ||
Noncurrent assets | 26,618 | 114,480 | ||
Total assets | $44,106 | $163,429 | ||
Current liabilities | $10,512 | $ 55,390 | ||
Long-term liabilities | 19,882 | 42,754 | ||
Total stockholders’ equity | 13,712 | 65,285 | ||
Total liabilities and stockholders’ equity | $44,106 | $163,429 | ||
Weighted-average common shares outstanding (millions) | 774 | 3,951 |
Instructions
For each company, compute these values and ratios.
Comment on the objectives and qualitative characteristics of financial reporting.
P2.8 (LO 3), E A friend of yours, Saira Ortiz, recently completed an undergraduate degree in science and has just started working with a biotechnology company. Saira tells you that the owners of the business are trying to secure new sources of financing which are needed in order for the company to proceed with development of a new healthcare product. Saira said that her boss told her that the company must put together a report to present to potential investors.
Saira thought that the company should include in this package the detailed scientific findings related to the Phase I clinical trials for this product. She said, “I know that the biotech industry sometimes has only a 10% success rate with new products, but if we report all the scientific findings, everyone will see what a sure success this is going to be! The president was talking about the importance of following some set of accounting principles. Why do we need to look at some accounting rules? What they need to realize is that we have scientific results that are quite encouraging, some of the most talented employees around, and the start of some really great customer relationships. We haven’t made any sales yet, but we will. We just need the funds to get through all the clinical testing and get government approval for our product. Then these investors will be quite happy that they bought in to our company early!”
Instructions
(Note: This is a continuation of the Cookie Creations from Chapter 1.)
CCC2 After investigating the different forms of business organization, Natalie Koebel decides to operate her business as a corporation, Cookie Creations Inc., and she begins the process of getting her business running.
While at a trade show, Natalie is introduced to Gerry Richards, operations manager of “Biscuits,” a national food retailer. After much discussion, Gerry asks Natalie to consider being Biscuits’ major supplier of oatmeal chocolate chip cookies. He provides Natalie with the most recent copy of the financial statements of Biscuits. He expects that Natalie will need to supply Biscuits’ Watertown warehouse with approximately 1,500 dozen cookies a week. Natalie is to send Biscuits a monthly invoice, and she will be paid approximately 30 days from the date the invoice is received in Biscuits’ Chicago office.
Natalie is thrilled with the offer. However, she has recently read in the newspaper that Biscuits has a reputation for selling cookies and donuts with high amounts of sugar and fat, and as a result, consumer demand for the company’s products has decreased.
Instructions
Natalie has several questions. Answer the following questions for Natalie.
CT2.1 The financial statements of Apple Inc. are presented in Appendix A.
Instructions
Answer the following questions using the financial statements and the notes to the financial statements.
CT2.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C. Assume Columbia’s weighted-average common shares outstanding was 69,683,000, and Under Armour’s was 416,103,000.
Instructions
CT2.3 Amazon.com, Inc.’s financial statements are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT2.4 Suppose the following information was reported by Gap, Inc.
2025 | 2024 | 2023 | 2022 | 2021 | |
Total assets (millions) | $7,065 | $7,985 | $7,564 | $7,838 | $8,544 |
Working capital | $1,831 | $2,533 | $1,847 | $1,653 | $2,757 |
Current ratio | 1.87:1 | 2.19:1 | 1.86:1 | 1.68:1 | 2.21:1 |
Debt to assets ratio | .42:1 | .39:1 | .42:1 | .45:1 | .39:1 |
Earnings per share | $1.89 | $1.59 | $1.35 | $1.05 | $0.94 |
CT2.5 You can use the Internet to identify summary liquidity, solvency, and profitability information about companies, and compare this information across companies in the same industry.
Instructions
Select a well-known company and then go to the Yahoo! Finance website to locate information to answer the following questions.
CT2.6 The Feature Story described the dramatic effect that investor bulletin boards are having on the investment world. This exercise will allow you to evaluate a bulletin board discussing a company of your choice.
Instructions
Go to the Yahoo! Finance website. Type in a company name (or use the index to find it) and then use the Conversations tab to answer the following questions.
CT2.7 As a financial analyst in the planning department for Erin Industries, Inc., you must develop ratios from the comparative financial statements. This information is to be used to convince creditors that, despite a slight decline in sales, Erin Industries, Inc. is liquid, solvent, and profitable, and that it deserves their continued support. Lenders are particularly concerned about the company’s ability to continue as a going concern.
Here are the data requested and the computations developed from the financial statements:
2025 | 2024 | |
Current ratio | 3.1 | 2.1 |
Working capital | Up 22% | Down 7% |
Debt to assets ratio | 0.60 | 0.70 |
Net income | Up 32% | Down 8% |
Earnings per share | $2.40 | $1.15 |
Instructions
Erin Industries, Inc. asks you to prepare brief comments stating how each of these items supports the argument that its financial health is improving. The company wishes to use these comments to support presentation of data to its creditors. With the class divided into groups, prepare the comments as requested, giving the implications and the limitations of each item regarding Erin’s financial well-being.
CT2.8 B. P. Palmer is the chief executive officer of Future Products. Palmer is an expert engineer but a novice in accounting.
Instructions
Write a letter to B. P. Palmer that explains (a) the three main types of ratios; (b) examples of each, how they are calculated, and what they measure; and (c) the bases for comparison in analyzing Future Products’ financial statements.
CT2.9 At one time, Boeing closed a giant deal to acquire another manufacturer, McDonnell Douglas. Boeing paid for the acquisition by issuing shares of its own stock to the stockholders of McDonnell Douglas. In order for the deal not to be revoked, the value of Boeing’s stock could not decline below a certain level for a number of months after the deal.
During the first half of the year, Boeing suffered significant cost overruns because of inefficiencies in its production methods. Had these problems been disclosed in the quarterly financial statements during the first and second quarters of the year, the company’s stock most likely would have plummeted, and the deal would have been revoked. Company managers spent considerable time debating when the bad news should be disclosed. One public relations manager suggested that the company’s problems be revealed on the date of either Princess Diana’s or Mother Teresa’s funeral, in the hope that it would be lost among those big stories that day. Instead, the company waited until October 22 of that year to announce a $2.6 billion write-off due to cost overruns. Within one week, the company’s stock price had fallen 20%, but by this time the McDonnell Douglas deal could not be reversed.
Instructions
Answer the following questions.
CT2.10 Every company needs to plan in order to move forward. Its top management must consider where it wants the company to be in three to five years. Like a company, you need to think about where you want to be three to five years from now, and you need to start taking steps now in order to get there.
Instructions
Provide responses to each of the following items.
CT2.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
Instructions
CT2.12 Auditors provide a type of certification of corporate financial statements. Certification is used in many other aspects of business as well. For example, it plays a critical role in the sustainability movement. An article by Angus Chen, entitled “Do Sustainable Certifications for Coffee Really Help the Coffee Growers,” discusses the role of certification in the coffee business.
Instructions
Search and read the article online, and then answer the following questions.
The classified balance sheet, although generally required internationally, contains certain variations in format when reporting under IFRS. The following are the key similarities and differences between GAAP and IFRS related to the financial statements.
IFRS has many differences in terminology from what are shown in your text. For example, in the following sample statement of financial position, notice in the investment category that stock is called shares.
Franklin Corporation Statement of Financial Position October 31, 2025 |
||||||
Assets | ||||||
Intangible assets | ||||||
Patents | $3,100 | |||||
Property, plant, and equipment | ||||||
Land | $10,000 | |||||
Equipment | $24,000 | |||||
Less: Accumulated depreciation | 5,000 | 19,000 | 29,000 | |||
Long-term investments | ||||||
Share investments | 5,200 | |||||
Investment in real estate | 2,000 | 7,200 | ||||
Current assets | ||||||
Prepaid insurance | 400 | |||||
Supplies | 2,100 | |||||
Inventory | 3,000 | |||||
Notes receivable | 1,000 | |||||
Accounts receivable | 7,000 | |||||
Debt investments | 2,000 | |||||
Cash | 6,600 | 22,100 | ||||
Total assets | $61,400 | |||||
Equity and Liabilities | ||||||
Equity | ||||||
Share capital | $20,050 | |||||
Retained earnings | 14,000 | $34,050 | ||||
Non-current liabilities | ||||||
Mortgage payable | 10,000 | |||||
Notes payable | 1,300 | 11,300 | ||||
Current liabilities | ||||||
Notes payable | 11,000 | |||||
Accounts payable | 2,100 | |||||
Salaries and wages payable | 1,600 | |||||
Unearned service revenue | 900 | |||||
Interest payable | 450 | 16,050 | ||||
Total equity and liabilities | $61,400 |
1. A company has purchased a tract of land and expects to build a production plant on the land in approximately 5 years. During the 5 years before construction, the land will be idle. Under IFRS, the land should be reported as:
2. Current assets under IFRS are listed generally:
3. Companies that use IFRS:
4. Companies that follow IFRS to prepare a statement of financial position generally use the following order of classification:
IFRS2.1 In what ways does the format of a statement of financial of position under IFRS often differ from a balance sheet presented under GAAP?
IFRS2.2 What term is commonly used under IFRS in reference to the balance sheet?
IFRS2.3 The statement of financial position for Sundell Company includes the following accounts (in British pounds): Accounts Receivable £12,500, Prepaid Insurance £3,600, Cash £15,400, Supplies £5,200, and Debt Investments (short-term) £6,700. Prepare the current assets section of the statement of financial position, listing the accounts in proper sequence.
IFRS2.4 The following information is available for Lessila Bowling Alley at December 31, 2025.
Buildings | $128,800 | Share Capital | $100,000 | ||||
Accounts Receivable | 14,520 | Retained Earnings (beginning) | 15,000 | ||||
Prepaid Insurance | 4,680 | Accumulated Depreciation—Buildings | 42,600 | ||||
Cash | 18,040 | Accounts Payable | 12,300 | ||||
Equipment | 62,400 | Notes Payable | 97,780 | ||||
Land | 64,000 | Accumulated Depreciation—Equipment | 18,720 | ||||
Insurance Expense | 780 | Interest Payable | 2,600 | ||||
Depreciation Expense | 7,360 | Bowling Revenues | 14,180 | ||||
Interest Expense | 2,600 |
Prepare a classified statement of financial position. Assume that $13,900 of the notes payable will be paid in 2023.
IFRS2.5 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Identify five differences in the format of the statement of financial position used by Louis Vuitton compared to a company, such as Apple, that follows GAAP. (Apple’s financial statements are available in Appendix A.)
Answers to IFRS Self-Test Questions
1. d2. b3. c4. c
As indicated in the Feature Story, a reliable information system is a necessity for any company. The purpose of this chapter is to explain and illustrate the features of an accounting information system.
How organized are you financially? Take a short quiz. Answer yes or no to each question:
If you think it is hard to keep track of the many transactions that make up your life, imagine how difficult it is for a big corporation to do so. Not only that, but now consider how important it is for a big company to have good accounting records, especially if it has control of your life savings. MF Global Holdings Ltd was such a company. As a large investment broker, it held billions of dollars of investments for clients. If you had your life savings invested at MF Global, you might be slightly displeased if you heard this from one of its representatives: “You know, I kind of remember an account for someone with a name like yours—now what did we do with that?”
Unfortunately, that is almost exactly what happened to MF Global’s clients shortly before it filed for bankruptcy. During the days immediately following the bankruptcy filing, regulators and auditors struggled to piece things together. In the words of one regulator, “Their books are a disaster … we’re trying to figure out what numbers are real numbers.” One company that considered buying an interest in MF Global walked away from the deal because it “couldn’t get a sense of what was on the balance sheet.” That company said the information that should have been instantly available instead took days to produce.
It now appears that MF Global did not properly segregate customer accounts from company accounts. And, because of its sloppy recordkeeping, customers were not protected when the company had financial troubles. Total customer losses were approximately $1 billion. As you can see, accounting matters!
Source: S. Patterson and A. Lucchetti, “Inside the Hunt for MF Global Cash,” Wall Street Journal Online (November 11, 2011).
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Analyze the effect of business transactions on the basic accounting equation. |
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DO IT! 1 Transaction Analysis |
LO 2 Explain how accounts, debits, and credits are used to record business transactions. |
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DO IT! 2 Accounts, Debits, and Credits |
LO 3 Indicate how a journal is used in the recording process. |
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DO IT! 3 Journal Entries |
LO 4 Explain how a ledger and posting help in the recording process. |
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DO IT! 4 Posting |
LO 5 Prepare a trial balance. |
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DO IT! 5 Trial Balance |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
The system of collecting and processing transaction data and communicating financial information to decision-makers is known as the accounting information system. Factors that shape an accounting information system include the nature of the company’s business, the types of transactions, the size of the company, the volume of data, and the information demands of management and others.
Most businesses use computerized accounting systems—sometimes referred to as electronic data processing (EDP) systems. These systems handle all the steps involved in the recording process, from initial data entry to preparation of the financial statements.
This accounting cycle graphic illustrates the steps companies follow each period to record transactions and eventually prepare financial statements.
In order to emphasize the underlying concepts and principles, we focus on a manual accounting system. The accounting concepts and principles do not change whether a system is computerized or manual.
To use an accounting information system, you need to know which economic events to recognize (record). Not all events are recorded and reported in the financial statements. For example, suppose Zoom Video Communications hired a new employee and purchased a new computer. Are these two events entered in its accounting records? The first event would not be recorded, but the second event would.
Illustration 3.1 summarizes the decision process companies use to decide whether or not to record economic events.
ILLUSTRATION 3.1 Transaction identification process
Recall the basic accounting equation:
Assets = Liabilities + Stockholders’ Equity |
In this chapter, you will learn how to analyze transactions in terms of their effect on assets, liabilities, and stockholders’ equity. Transaction analysis is the process of identifying the specific effects of economic events on the accounting equation (see Decision Tools).
The accounting equation must always balance. Each transaction has a dual (double-sided) effect on the equation. For example, if an individual asset is increased, there must be a corresponding:
Two or more items could be affected when an asset is increased. For example, if a company purchases a computer for $10,000 by paying $6,000 in cash and signing a note for $4,000, one asset (equipment) increases $10,000, another asset (cash) decreases $6,000, and a liability (notes payable) increases $4,000. The result is that the accounting equation remains in balance—assets increased by a net $4,000 and liabilities increased by $4,000, as shown below.
Illustration 1.10 presented the financial statements for Sierra Corporation for its first month. You should review those financial statements at this time. To illustrate how economic events affect the accounting equation, we will examine the events affecting Sierra during its first month.
In order to analyze the transactions for Sierra, we will expand the basic accounting equation. This allows us to better illustrate the impact of transactions on stockholders’ equity.
Illustration 3.2 shows the expanded equation.
ILLUSTRATION 3.2 Expanded accounting equation
To demonstrate the effect that each transaction has on particular financial statements, we analyze each of Sierra’s transactions using the tabular analysis shown in Illustration 3.3.
ILLUSTRATION 3.3 Tabular analysis of transactions
Event (1). Investment of Cash by Stockholders On October 1, cash of $10,000 is invested in the business by investors in exchange for $10,000 of common stock. This event is an accounting transaction that results in an increase in both assets and stockholders’ equity.
Basic Analysis: The asset Cash is increased $10,000; stockholders’ equity (specifically Common Stock) is increased $10,000.
The equation is in balance after the issuance of common stock. Keeping track of the source of each change in stockholders’ equity is essential for later accounting activities. In particular, items recorded in the revenue and expense columns are used for the calculation of net income.
Event (2). Note Issued in Exchange for Cash On October 1, Sierra borrowed $5,000 from Castle Bank by signing a 3-month, 12%, $5,000 note payable. This transaction results in an equal increase in assets and liabilities. The specific effect of this transaction and the cumulative effect of the first two transactions are as follows.
Basic Analysis: The asset Cash is increased $5,000; the liability Notes Payable is increased $5,000.
Total assets are now $15,000, and liabilities plus stockholders’ equity also total $15,000.
Event (3). Purchase of Equipment for Cash On October 2, Sierra purchased equipment by paying $5,000 cash to Superior Equipment Sales Co. This transaction results in an equal increase and decrease in Sierra’s assets.
Basic Analysis: The asset Equipment is increased $5,000; the asset Cash is decreased $5,000.
The balance in total assets did not change; one asset account decreased by the same amount that another increased. The total assets are still $15,000, and liabilities plus stockholders’ equity also still total $15,000.
Event (4). Receipt of Cash in Advance from Customer On October 2, Sierra received a $1,200 cash advance from R. Knox, a client. Sierra received cash (an asset) for guide services for multi-day trips that it expects to complete in the future.
Since Sierra received cash prior to performance of the service, Sierra has a liability for the work due.
Basic Analysis: The asset Cash is increased $1,200; the liability Unearned Service Revenue is increased $1,200 because the service has not been performed yet. That is, when an advance payment is received, unearned revenue (a liability) should be recorded in order to recognize the obligation that exists.
Event (5). Services Performed for Cash On October 3, Sierra received $10,000 in cash (an asset) from Copa Company for guide services performed for a corporate event. Guide service is the principal revenue-producing activity of Sierra. Revenue increases stockholders’ equity. This transaction, then, increases both assets and stockholders’ equity.
Basic Analysis: The asset Cash is increased $10,000; the revenue account Service Revenue is increased $10,000.
Often companies perform services “on account.” That is, they perform services for which they are paid at a later date.
Suppose that Sierra had performed these services on account rather than for cash. This event would be reported using the accounting equation as follows.
Assets | = | Liabilities | + | Stockholders’ Equity | ||
Accounts | ||||||
Receivable | = | Revenues | ||||
+$10,000 | +$10,000 | Service Revenue |
Later, when Sierra collects the $10,000 from the customer, Accounts Receivable decreases by $10,000, and Cash increases by $10,000.
Assets | = | Liabilities | + | Stockholders’ Equity | ||
Accounts | ||||||
Cash | + | Receivable | ||||
+$10,000 | −$10,000 |
Note that in this case, revenues are not affected by the collection of cash. Instead Sierra records an exchange of one asset (Accounts Receivable) for a different asset (Cash).
Event (6). Payment of Rent On October 3, Sierra paid its office rent for the month of October in cash, $900 (see Helpful Hint). This rent payment is a transaction that results in a decrease in an asset, cash, as well as a decrease in stockholders’ equity.
Note that although Rent Expense increases, it is shown as a negative number in the accounting equation because expenses decrease retained earnings, which in turn decreases stockholders’ equity. Overall, assets (cash) decrease by $900 and stockholders’ equity decreases by $900, thereby keeping the accounting equation in balance.
Basic Analysis: The expense Rent Expense is increased $900 because the payment pertains only to the current month and results in a decrease to Retained Earnings; the asset Cash is decreased $900.
Event (7). Purchase of Insurance Policy for Cash On October 4, Sierra paid $600 for a one-year insurance policy that will expire next year on September 30. Payments of expenses that will benefit more than one accounting period are identified as assets called prepaid expenses or prepayments.
Basic Analysis: The asset Cash is decreased $600; the asset Prepaid Insurance is increased $600.
The balance in total assets did not change; one asset account decreased by the same amount that another increased.
Event (8). Purchase of Supplies on Account On October 5, Sierra purchased an estimated three months of supplies on account from Aero Supply for $2,500. In this case, “on account” means that the company receives goods or services that it will pay for at a later date. This transaction increases both an asset (supplies) and a liability (accounts payable).
Basic Analysis: The asset Supplies is increased $2,500; the liability Accounts Payable is increased $2,500.
Event (9). Hiring of New Employees On October 9, Sierra hired four new employees to begin work on October 15. Each employee will receive a weekly salary of $500 for a five-day work week, payable every two weeks. Employees will receive their first paychecks on October 26. On the date Sierra hires the employees, there is no effect on the accounting equation because the assets, liabilities, and stockholders’ equity of the company have not changed.
Basic Analysis: An accounting transaction has not occurred. There is only an agreement that the employees will begin work on October 15. (See Event (11) for the first payment.)
Event (10). Payment of Dividend On October 20, Sierra paid a $500 cash dividend (see Helpful Hint). Dividends are a reduction of stockholders’ equity but not an expense. Dividends are not included in the calculation of net income. Instead, a dividend is a distribution of the company’s assets to its stockholders, which is presented in the retained earnings statement.
Basic Analysis: Dividends is increased $500, which results in a decrease to Retained Earnings; the asset Cash is decreased $500.
Event (11). Payment of Cash for Employee Salaries Employees have worked two weeks, earning $4,000 in salaries, which were paid on October 26. Salaries and Wages Expense is an expense that reduces stockholders’ equity. In this transaction, both assets and stockholders’ equity are reduced.
Basic Analysis: The asset Cash is decreased $4,000; the expense Salaries and Wages Expense is increased $4,000, which results in a decrease to Retained Earnings.
Illustration 3.4 summarizes the transactions of Sierra Corporation to show their cumulative effect on the basic accounting equation. It includes the transaction number in the first column on the left. The right-most column shows the specific effect of any transaction that affects revenues or expenses. Remember that Event (9) did not result in a transaction, so nothing is recorded for that event. The illustration demonstrates three important points:
ILLUSTRATION 3.4 Summary of transactions
Rather than using a tabular summary like the one in Illustration 3.4 for Sierra Corporation, an accounting information system uses accounts. An account is an individual accounting record of increases and decreases in a specific asset, liability, stockholders’ equity, revenue, or expense item. For example, Sierra Corporation has separate accounts for Cash, Accounts Receivable, Accounts Payable, Service Revenue, Salaries and Wages Expense, and so on. (Note that whenever we are referring to a specific account, we capitalize the name.)
In its simplest form, an account consists of three parts:
Because the alignment of these parts of an account resembles the letter T, it is referred to as a T-account. The basic form of an account is shown in Illustration 3.5.
ILLUSTRATION 3.5 Basic form of account
We use this form of account often throughout this text to explain basic accounting relationships.
The term debit indicates the left side of an account, and credit indicates the right side.
When comparing the totals of the two sides, an account shows a debit balance if the total of the debit amounts exceeds the credits. An account shows a credit balance if the credit amounts exceed the debits. Note the position of the debit side and credit side in Illustration 3.5.
The procedure of recording debits and credits in an account is shown in Illustration 3.6 for the transactions affecting the Cash account of Sierra Corporation. The data are taken from the Cash column of the tabular summary in Illustration 3.4.
ILLUSTRATION 3.6 Tabular summary and account form for Sierra Corporation’s Cash account
Every positive item in the tabular summary represents a receipt of cash; every negative amount represents a payment of cash. Notice that in the account form, we record the increases in cash as debits and the decreases in cash as credits. For example, the $10,000 receipt of cash (in blue) is debited to Cash, and the −$5,000 payment of cash (in red) is credited to Cash.
There are two main benefits from using the T-account form:
The account balance, a debit of $15,200, indicates that Sierra had $15,200 more increases than decreases in cash. That is, since it started with a balance of zero, it has $15,200 in its Cash account.
Each transaction must affect two or more accounts to keep the basic accounting equation in balance.
The double-entry system also helps to ensure the accuracy of the recorded amounts and helps to detect errors such as those at MF Global as discussed in the Feature Story. If every transaction is recorded with equal debits and credits, then the sum of all the debits to the accounts must equal the sum of all the credits.
The double-entry system for determining the equality of the accounting equation is much more efficient than the plus/minus procedure used earlier. The following discussion illustrates debit and credit procedures in the double-entry system.
In Illustration 3.6 for Sierra Corporation, increases in Cash—an asset—are entered on the left side, and decreases in Cash are entered on the right side.
The effects that debits and credits have on assets and liabilities are summarized in Illustration 3.7.
ILLUSTRATION 3.7 Debit and credit effects–assets and liabilities
Debits | Credits |
Increase assets | Decrease assets |
Decrease liabilities | Increase liabilities |
Asset accounts normally show debit balances. That is, debits to a specific asset account should exceed credits to that account. Likewise, liability accounts normally show credit balances. That is, credits to a liability account should exceed debits to that account. The normal balances may be diagrammed as in Illustration 3.8.
ILLUSTRATION 3.8 Normal balances–assets and liabilities
Knowing which is the normal balance in an account may help when you are trying to identify errors (see Helpful Hint). For example, a credit balance in an asset account, such as Land, or a debit balance in a liability account, such as Salaries and Wages Payable, usually indicates errors in recording. Occasionally, however, an abnormal balance may be correct. The Cash account, for example, will have a credit balance when a company has overdrawn its bank balance by spending more than it has in its account. In automated accounting systems, the computer is programmed to flag violations of the normal balance and to print out error or exception reports. In manual systems, careful visual inspection of the accounts is required to detect normal balance problems.
Recall that stockholders’ equity is comprised of two parts: common stock and retained earnings. In the transaction events earlier in this chapter, you saw that revenues, expenses, and the payment of dividends affect retained earnings. Therefore, the subdivisions of stockholders’ equity are common stock, retained earnings, dividends, revenues, and expenses.
Common Stock Common stock is issued to investors in exchange for the stockholders’ investment.
The effects of debits and credits on the Common Stock account are shown in Illustration 3.9.
ILLUSTRATION 3.9 Debit and credit effects–common stock
Debits | Credits | |
Decrease Common Stock | Increase Common Stock |
The normal balance in the Common Stock account may be diagrammed as in Illustration 3.10.
ILLUSTRATION 3.10 Normal balance–common stock
Retained Earnings Retained earnings is net income that is retained in the business.
ILLUSTRATION 3.11 Debit and credit effects–retained earnings
Debits | Credits |
Decrease Retained Earnings | Increase Retained Earnings |
The normal balance for the Retained Earnings account may be diagrammed as in Illustration 3.12.
ILLUSTRATION 3.12 Normal balance–retained earnings
Dividends A dividend is a distribution by a corporation to its stockholders. The most common form of distribution is a cash dividend.
As shown in Illustration 3.13, the Dividends account normally has a debit balance.
ILLUSTRATION 3.13 Normal balance–dividends
Revenues and Expenses When a company recognizes revenues, stockholders’ equity is increased. Revenue accounts are increased by credits and decreased by debits.
The effects of debits and credits on revenues and expenses are shown in Illustration 3.14.
ILLUSTRATION 3.14 Debit and credit effects–revenues and expenses
Debits | Credits |
Decrease revenues | Increase revenues |
Increase expenses | Decrease expenses |
Credits to revenue accounts should exceed debits; debits to expense accounts should exceed credits. Thus, revenue accounts normally show credit balances, and expense accounts normally show debit balances. The normal balances may be diagrammed as in Illustration 3.15.
ILLUSTRATION 3.15 Normal balances–revenues and expenses
Companies report the subdivisions of stockholders’ equity in various places in the financial statements:
Dividends, revenues, and expenses are eventually transferred to retained earnings at the end of the period. As a result, a change in any one of these three items affects stockholders’ equity. Illustration 3.16 shows the relationships of the accounts affecting stockholders’ equity.
ILLUSTRATION 3.16 Stockholders’ equity relationships
Illustration 3.17 summarizes the debit/credit rules and effects on each type of account.
ILLUSTRATION 3.17 Summary of debit/credit rules
Although it is possible to enter transaction information directly into the accounts, few businesses do so. Practically every business uses these basic steps in the recording process (an integral part of the accounting cycle):
The actual sequence of events begins with the transaction. Evidence of the transaction comes in the form of a source document, such as a sales slip, a check, a bill, or a cash register document (see Ethics Note). This evidence is analyzed to determine the effect of the transaction on specific accounts. The transaction is then entered in the journal. Finally, the journal entry is transferred to the designated accounts in the ledger. The sequence of events in the recording process is shown in Illustration 3.18.
ILLUSTRATION 3.18 The recording process
Transactions are initially recorded in chronological order in a journal before they are transferred to the accounts. For each transaction, the journal shows the debit and credit effects on specific accounts (see Helpful Hint).
Companies may use various kinds of journals, but every company has at least the most basic form of journal, a general journal. The journal makes three significant contributions to the recording process:
Entering transaction data in the journal is known as journalizing. To illustrate the technique of journalizing, let’s look at the first three transactions of Sierra Corporation in equation form.
Assets | = | Liabilities | + | Stockholders’ Equity | |||||
Common | |||||||||
Cash | = | Stock | |||||||
+$10,000 | +$10,000 | Issued stock |
Assets | = | Liabilities | + | Stockholders’ Equity |
Notes | ||||
Cash | = | Payable | ||
+$5,000 | +$5,000 |
Assets | = | Liabilities | + | Stockholders’ Equity | ||
Cash | + | Equipment | ||||
−$5,000 | +$5,000 |
Sierra makes separate journal entries for each transaction. A complete entry consists of (1) the date of the transaction, (2) the accounts and amounts to be debited and credited, and (3) a brief explanation of the transaction. These transactions are journalized in Illustration 3.19.
ILLUSTRATION 3.19 Recording transactions in journal form
General Journal |
|||
Date | Account Titles and Explanation | Debit | Credit |
2025 Oct. 1 | Cash | 10,000 | |
Common Stock | 10,000 | ||
(Issued stock for cash) | |||
1 | Cash | 5,000 | |
Notes Payable | 5,000 | ||
(Issued 3-month, 12% note payable for cash) | |||
2 | Equipment | 5,000 | |
Cash | 5,000 | ||
(Purchased equipment for cash) |
Note the following features of the journal entries.
It is important to use correct and specific account titles in journalizing. Erroneous account titles lead to incorrect financial statements. Some flexibility exists initially in selecting account titles. The main criterion is that each title must appropriately describe the content of the account. For example, a company could use any of these account titles for recording the cost of delivery trucks: Equipment, Delivery Equipment, Delivery Trucks, or Trucks. Once the company chooses the specific title to use, however, it should record under that account title all subsequent transactions involving the account.
The record of all accounts maintained by a company and their amounts is referred to collectively as the ledger.
Whenever we use the term ledger in this text without additional specification, it will mean the general ledger.
ILLUSTRATION 3.20 The general ledger
The number and type of accounts used differ for each company, depending on the size, complexity, and type of business. For example, the number of accounts depends on the amount of detail desired by management. The management of one company may want one single account for all types of utility expense. Another may keep separate expense accounts for each type of utility expenditure, such as gas, electricity, and water.
Most companies list the names of the accounts in a chart of accounts. They may create new accounts as needed during the life of the business. Illustration 3.21 shows the chart of accounts for Sierra in the order that they are typically listed (assets, liabilities, stockholders’ equity, revenues, and expenses). Accounts shown in red are used in this chapter; accounts shown in black are explained in later chapters.
ILLUSTRATION 3.21 Chart of accounts for Sierra Corporation
Sierra Corporation Chart of Accounts |
||||||||||
Assets | Liabilities | Stockholders’ Equity | Revenues | Expenses | ||||||
Cash Accounts Receivable Supplies Prepaid Insurance Equipment Accumulated Depreciation—Equipment |
Notes Payable Accounts Payable Interest Payable Unearned Service Revenue Salaries and Wages Payable |
Common Stock Retained Earnings Dividends Income Summary |
Service Revenue | Salaries and Wages Expense Supplies Expense Rent Expense Insurance Expense Interest Expense Depreciation Expense |
The procedure of transferring journal entry amounts to ledger accounts is called posting. This phase of the recording process accumulates the effects of journalized transactions in the individual accounts. Posting involves these steps:
Illustrations 3.22 through 3.32 show the basic steps in the recording process using the October transactions of Sierra Corporation. Sierra’s accounting period is a month. A basic analysis and a debit–credit analysis precede the journalizing and posting of each transaction. Study these transaction analyses carefully.
ILLUSTRATION 3.22 Investment of cash by stockholders
ILLUSTRATION 3.23 Issue of note payable
ILLUSTRATION 3.24 Purchase of equipment
ILLUSTRATION 3.25 Receipt of cash in advance from customer
ILLUSTRATION 3.26 Services performed for cash
ILLUSTRATION 3.27 Payment of rent with cash
ILLUSTRATION 3.28 Purchase of insurance policy with cash
ILLUSTRATION 3.29 Purchase of supplies on account
ILLUSTRATION 3.30 Hiring of new employees
ILLUSTRATION 3.31 Payment of dividend
ILLUSTRATION 3.32 Payment of cash for employee salaries
The journal for Sierra Corporation for the month of October is summarized in Illustration 3.33. The ledger is shown in Illustration 3.34 with all balances highlighted in red.
ILLUSTRATION 3.33 General journal for Sierra Corporation
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
2025 Oct. 1 | Cash | 10,000 | |
Common Stock | 10,000 | ||
(Issued stock for cash) | |||
1 | Cash | 5,000 | |
Notes Payable | 5,000 | ||
(Issued 3-month, 12% note payable for cash) | |||
2 | Equipment | 5,000 | |
Cash | 5,000 | ||
(Purchased equipment for cash) | |||
2 | Cash | 1,200 | |
Unearned Service Revenue | 1,200 | ||
(Received advance from R. Knox for future service) | |||
3 | Cash | 10,000 | |
Service Revenue | 10,000 | ||
(Received cash for services performed) | |||
3 | Rent Expense | 900 | |
Cash | 900 | ||
(Paid cash for October office rent) | |||
4 | Prepaid Insurance | 600 | |
Cash | 600 | ||
(Paid 1-year policy; effective date October 1) | |||
5 | Supplies | 2,500 | |
Accounts Payable | 2,500 | ||
(Purchased supplies on account from Aero Supply) | |||
20 | Dividends | 500 | |
Cash | 500 | ||
(Declared and paid a cash dividend) | |||
26 | Salaries and Wages Expense | 4,000 | |
Cash | 4,000 | ||
(Paid salaries to date) |
ILLUSTRATION 3.34 General journal for Sierra Corporation
A trial balance lists accounts and their balances at a given time.
The trial balance proves the mathematical equality of debits and credits after posting. Under the double-entry system, this equality occurs when the sum of the debit account balances equals the sum of the credit account balances. A trial balance may also uncover errors in journalizing and posting. For example, a trial balance may well have detected the error at MF Global discussed in the Feature Story. In addition, a trial balance is useful in the preparation of financial statements.
These are the procedures for preparing a trial balance:
Illustration 3.35 presents the trial balance prepared from the ledger of Sierra Corporation (see Helpful Hint). Note that the total debits, $28,700, equal the total credits, $28,700.
ILLUSTRATION 3.35 Sierra Corporation trial balance
Sierra Corporation Trial Balance October 31, 2025 |
|||||
Debit | Credit | ||||
Cash | $15,200 | ||||
Supplies | 2,500 | ||||
Prepaid Insurance | 600 | ||||
Equipment | 5,000 | ||||
Notes Payable | $ 5,000 | ||||
Accounts Payable | 2,500 | ||||
Unearned Service Revenue | 1,200 | ||||
Common Stock | 10,000 | ||||
Dividends | 500 | ||||
Service Revenue | 10,000 | ||||
Salaries and Wages Expense | 4,000 | ||||
Rent Expense | 900 | ||||
$28,700 | $28,700 |
A trial balance does not prove that all transactions have been recorded or that the ledger is correct. Numerous errors may exist even though the trial balance column totals agree (see Ethics Note). For example, the trial balance may balance even when any of the following occurs:
In other words, as long as equal debits and credits are posted, even to the wrong account or in the wrong amount, the total debits will equal the total credits. Nevertheless, despite these limitations, the trial balance is a useful screen for finding errors and is frequently used in practice.
Each business transaction must have a dual effect on the accounting equation. For example, if an individual asset is increased, there must be a corresponding (a) decrease in another asset, or (b) increase in a specific liability, or (c) increase in stockholders’ equity.
An account is an individual accounting record of increases and decreases in specific asset, liability, and stockholders’ equity, revenue, or expense items.
The terms debit and credit are synonymous with left and right. Assets, dividends, and expenses are increased by debits and decreased by credits. Liabilities, common stock, retained earnings, and revenues are increased by credits and decreased by debits.
The basic steps in the recording process are (a) analyze each transaction in terms of its effect on the accounts, (b) enter the transaction information in a journal, and (c) transfer the journal information to the appropriate accounts in the ledger.
The initial accounting record of a transaction is entered in a journal before the data are entered in the accounts. A journal (a) discloses in one place the complete effect of a transaction, (b) provides a chronological record of transactions, and (c) prevents or locates errors because the debit and credit amounts for each entry can be readily compared.
The entire group of accounts maintained by a company is referred to collectively as a ledger. The ledger provides the balance in each of the accounts as well as keeps track of changes in these balances.
Posting is the procedure of transferring journal entries to the ledger accounts. This phase of the recording process accumulates the effects of journalized transactions in the individual accounts.
A trial balance is a list of accounts and their balances at a given time. The primary purpose of the trial balance is to prove the mathematical equality of debits and credits after posting. A trial balance also uncovers errors in journalizing and posting and is useful in preparing financial statements.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Has an accounting transaction occurred? | Details of the event | Accounting equation | If the event affected assets, liabilities, or stockholders’ equity, then record as a transaction. |
How do you determine that debits equal credits? | All account balances | Trial balance | List the account titles and their balances; total the debit and credit columns; verify equality. |
1. (LO 1) The effects on the basic accounting equation of performing services for cash are to:
b. When services are performed for cash, assets are increased and stockholders’ equity is increased. The other choices are therefore incorrect.
2. (LO 1) Genesis Company buys a $900 machine on credit. This transaction will affect the:
b. When equipment is purchased on credit, assets are increased and liabilities are increased. These are both balance sheet accounts. The other choices are incorrect because neither the income statement nor the retained earnings statement is affected.
3. (LO 1) Which of the following events is not recorded in the accounting records?
b. Termination of an employee is not a recordable event in the accounting records. The other choices all represent events that are recorded.
4. (LO 1) During 2025, Gibson Company assets decreased $50,000 and its liabilities decreased $90,000. Its stockholders’ equity therefore:
a. Since assets decreased by $50,000 and liabilities decreased by $90,000, stockholders’ equity has to increase by $40,000 to keep the accounting equation balanced. The other choices are therefore incorrect.
5. (LO 2) Which statement about an account is true?
b. An account is an individual accounting record of increases and decreases in specific asset, liability, and stockholders’ equity items. The other choices are incorrect because (a) in its simplest form, an account consists of three parts: a title and debit and credit side; (c) there are specific accounts for different types of stockholders’ equity, such as Common Stock, Retained Earnings, and Dividends; and (d) the left side of an account is the debit side.
6. (LO 2) Debits:
c. Debits increase assets and decrease liabilities. The other choices are therefore incorrect.
7. (LO 2) A revenue account:
d. Revenues are increased by credits. Revenues have a normal credit balance. The other choices are therefore incorrect.
8. (LO 2) Which accounts normally have debit balances?
d. Assets, dividends, and expenses have normal debit balances. The other choices are incorrect because (a) revenues have a normal credit balance, (b) retained earnings has a normal credit balance, and (c) liabilities have a normal credit balance.
9. (LO 2) Paying an account payable with cash affects the components of the accounting equation in the following way:
d. When paying an account payable with cash, the asset cash decreases. Accounts payable, a liability, decreases as well. The other choices are therefore incorrect.
10. (LO 3) Which is not part of the recording process?
b. Preparing an income statement is not part of the recording process. Choices (a) analyzing transactions, (c) entering transactions in a journal, and (d) posting transactions are all steps in the recording process.
11. (LO 3) Which of these statements about a journal is false?
a. A journal contains entries affecting all accounts, not just revenue and expense accounts. The other choices are true statements.
12. (LO 4) A ledger:
c. A ledger is a record of all accounts maintained by a company and their amounts. The other choices are incorrect because (a) it contains all types of accounts, not just assets and liabilities; (b) they are not listed in alphabetical order but instead in the order of asset, liability, and stockholders’ equity accounts and then revenues and expenses; and (d) the journal provides a chronological record.
13. (LO 4) Posting:
d. Posting transfers journal entries to ledger accounts. The other choices are incorrect because posting (a) occurs after journalizing, (b) transfers the information contained in journal entries to the ledger, and (c) is a required step in the recording process. If posting is not done, the ledger accounts will not reflect changes in the accounts resulting from transactions.
14. (LO 5) A trial balance:
a. A trial balance is a list of accounts with their balances at a given time. The other choices are incorrect because (b) it does not confirm that proper account titles were used; (c) if a journal entry is posted twice, the trial balance will still balance; and (d) a trial balance does not prove that all transactions have been recorded.
15. (LO 5) A trial balance will not balance if:
c. The entry will cause the trial balance to be out of balance. The other choices are incorrect because although these entries are incorrect, they will still allow the trial balance to balance.
1. (LO 1) During 2025, Rain Corp. entered into the following transactions.
Using the following tabular analysis, show the effect of each transaction on the accounting equation. Put explanations for changes to revenues or expenses in the right-hand margin. For retained earnings, use separate columns for revenues, expenses, and dividends if necessary. Use Illustration 3.4 as a model.
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||||||||
Accts. | Accts. | Notes | Common | Retained Earnings | ||||||||||||||
Cash | + | Receivable | + | Supplies | + | Equip. | = | Pay. | + | Pay. | + | Stock | + | Rev. | − | Exp. | − | Div. |
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||||||||||
Accts. | Accts. | Notes | Common | Retained Earnings | ||||||||||||||||
Cash | + | Receivable | + | Supplies | + | Equip. | = | Pay. | + | Pay. | + | Stock | + | Rev. | − | Exp. | − | Div. | ||
1. | +$31,000 | +$31,000 | ||||||||||||||||||
2. | +$960 | +$960 | Rent Revenue | |||||||||||||||||
3. | −520 | −$520 | ||||||||||||||||||
4. | +$12,500 | +12,500 | Service Revenue |
Identify accounts to be debited and credited.
2. (LO 2) Transactions for Warren Potter Inc. for the month of May are presented below. Identify the accounts to be debited and credited for each transaction.
May 1 | Stockholders invested $22,000 in the business. | |
6 | Paid office rent of $900. | |
12 | Performed consulting services and billed client $4,400. | |
18 | Purchased equipment on account for $1,200. |
Account Debited | Account Credited | |
May 1 | Cash | Common Stock |
6 | Rent Expense | Cash |
12 | Accounts Receivable | Service Revenue |
18 | Equipment | Accounts Payable |
Journalize transactions.
3. (LO 3) Using the data from Practice Brief Exercise 2, journalize the transactions (omit explanations).
May 1 | Cash | 22,000 | |
Common Stock | 22,000 | ||
6 | Rent Expense | 900 | |
Cash | 900 | ||
12 | Accounts Receivable | 4,400 | |
Service Revenue | 4,400 | ||
18 | Equipment | 1,200 | |
Accounts Payable | 1,200 |
Post journal entries to T-accounts.
4. (LO 4) Selected transactions for Carlos Santana Company are presented in journal form below. Post the transactions to T-accounts. Make one T-account for each account and determine each account’s ending balance.
J1 | ||||
Date | Account Titles and Explanation | Ref. | Debit | Credit |
June6 | Cash | 22,000 | ||
Common Stock | 22,000 | |||
(Stockholders’ investment of cash in business) | ||||
13 | Accounts Receivable | 8,200 | ||
Service Revenue | 8,200 | |||
(Billed for services performed) | ||||
14 | Cash | 3,700 | ||
Accounts Receivable | 3,700 | |||
(Received cash in payment of account) |
Cash | Accounts Receivable | |||||||
6/6 | 22,000 | 6/13 | 8,200 | 6/14 | 3,700 | |||
6/14 | 3,700 | Bal. | 4,500 | |||||
Bal. | 25,700 | |||||||
Service Revenue | Common Stock | |||||||
6/13 | 8,200 | 6/6 | 22,000 | |||||
Bal. | 8,200 | Bal. | 22,000 |
Prepare a trial balance.
5. (LO 5) From the ledger accounts below, prepare a trial balance for Bundy Corporation at December 31, 2025. List the accounts in the order shown in the text. All account balances are normal.
Accounts Receivable | $10,000 | Salaries and Wages Expense | $ 2,300 |
Supplies | 4,100 | Rent Expense | 1,200 |
Accounts Payable | 3,500 | Common Stock | 10,200 |
Dividends | 1,100 | Cash | 6,000 |
Service Revenue | 11,000 |
Bundy Corporation Trial Balance December 31, 2025 |
||||||
Debit | Credit | |||||
Cash | $ 6,000 | |||||
Accounts Receivable | 10,000 | |||||
Supplies | 4,100 | |||||
Accounts Payable | $ 3,500 | |||||
Common Stock | 10,200 | |||||
Dividends | 1,100 | |||||
Service Revenue | 11,000 | |||||
Salaries and Wages Expense | 2,300 | |||||
Rent Expense | 1,200 | |||||
$24,700 | $24,700 |
Prepare a tabular presentation.
1. (LO 1) Legal Services Inc. was incorporated on July 1, 2025. During the first month of operations, the following transactions occurred.
Instructions
Prepare a tabular summary of the transactions.
Journalize transactions.
2. (LO 3) Presented below is information related to Conan Real Estate Agency.
Oct.1 | Arnold Conan begins business as a real estate agent with a cash investment of $18,000 in exchange for common stock. | |
2 | Hires an administrative assistant. | |
3 | Purchases office equipment for $1,700, on account. | |
6 | Sells a house and lot for B. Clinton; bills B. Clinton $4,200 for realty services performed. | |
27 | Pays $900 on the balance related to the transaction of October 3. | |
30 | Pays the administrative assistant $2,800 in salary for October. |
Instructions
Journalize the transactions. (You may omit explanations.)
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
Oct. 1 | Cash | 18,000 | |
Common Stock | 18,000 | ||
2 | No entry required | ||
3 | Equipment | 1,700 | |
Accounts Payable | 1,700 | ||
6 | Accounts Receivable | 4,200 | |
Service Revenue | 4,200 | ||
27 | Accounts Payable | 900 | |
Cash | 900 | ||
30 | Salaries and Wages Expense | 2,800 | |
Cash | 2,800 |
Journalize transactions, post, and prepare a trial balance.
(LO 3, 4, 5) Bob Sample and other student-investors opened Campus Carpet Cleaning, Inc. on September 1, 2025. During the first month of operations, the following transactions occurred.
Sept.1 | Stockholders invested $20,000 cash in the business. | |
2 | Paid $1,000 cash for store rent for the month of September. | |
3 | Purchased industrial carpet-cleaning equipment for $25,000, paying $10,000 in cash and signing a $15,000 6-month, 12% note payable. | |
4 | Paid $1,200 for 1-year accident insurance policy. | |
10 | Received bill from the Daily News for advertising the opening of the cleaning service, $200. | |
15 | Performed services on account for $6,200. | |
20 | Paid a $700 cash dividend to stockholders. | |
30 | Received $5,000 from customers billed on September 15. |
The chart of accounts for the company is the same as for Sierra Corporation except for the following additional account: Advertising Expense.
Instructions
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
2025 Sept.1 | Cash | 20,000 | |
Common Stock | 20,000 | ||
(Issued stock for cash) | |||
2 | Rent Expense | 1,000 | |
Cash | 1,000 | ||
(Paid September rent) | |||
3 | Equipment | 25,000 | |
Cash | 10,000 | ||
Notes Payable | 15,000 | ||
(Purchased cleaning equipment for cash and 6-month, 12% note payable) | |||
4 | Prepaid Insurance | 1,200 | |
Cash | 1,200 | ||
(Paid 1-year insurance policy) | |||
10 | Advertising Expense | 200 | |
Accounts Payable | 200 | ||
(Received bill from Daily News for advertising) | |||
15 | Accounts Receivable | 6,200 | |
Service Revenue | 6,200 | ||
(Services performed on account) | |||
20 | Dividends | 700 | |
Cash | 700 | ||
(Declared and paid a cash dividend) | |||
30 | Cash | 5,000 | |
Accounts Receivable | 5,000 | ||
(Collection of accounts receivable) |
Campus Carpet Cleaning, Inc. Trial Balance September 30, 2025 |
||||||
Debit | Credit | |||||
Cash | $12,100 | |||||
Accounts Receivable | 1,200 | |||||
Prepaid Insurance | 1,200 | |||||
Equipment | 25,000 | |||||
Notes Payable | $15,000 | |||||
Accounts Payable | 200 | |||||
Common Stock | 20,000 | |||||
Dividends | 700 | |||||
Service Revenue | 6,200 | |||||
Advertising Expense | 200 | |||||
Rent Expense | 1,000 | |||||
$41,400 | $41,400 | |||||
1. Describe the accounting information system.
2. Can a business enter into a transaction that affects only the left side of the basic accounting equation? If so, give an example.
3. Are the following events recorded in the accounting records? Explain your answer in each case.
4. Indicate how each business transaction affects the basic accounting equation.
5. Why is an account referred to as a T-account?
6. The terms debit and credit mean “increase” and “decrease,” respectively. Do you agree? Explain.
7. Barry Barack, a fellow student, contends that the double-entry system means each transaction must be recorded twice. Is Barry correct? Explain.
8. Misty Reno, a beginning accounting student, believes debit balances are favorable and credit balances are unfavorable. Is Misty correct? Discuss.
9. State the rules of debit and credit as applied to (a) asset accounts, (b) liability accounts, and (c) the Common Stock account.
10. What is the normal balance for each of these accounts?
11. Indicate whether each account is an asset, a liability, or a stockholders’ equity account, and whether it would have a normal debit or credit balance.
12. For the following transactions, indicate the account debited and the account credited.
13. For each account listed here, indicate whether it generally will have debit entries only, credit entries only, or both debit and credit entries.
14. What are the normal balances for the following accounts of Apple? (a) Accounts Receivable, (b) Accounts Payable, (c) Sales, and (d) Selling, General, and Administrative Expenses.
15. What are the basic steps in the recording process?
16.
17.
18. Journalize these accounting transactions.
19.
20. What is a trial balance and what are its purposes?
21. Brad Tyler is confused about how accounting information flows through the accounting system. He believes information flows in this order:
Indicate to Brad the proper flow of the information.
22. Two students are discussing the use of a trial balance. They wonder whether the following errors, each considered separately, would prevent the trial balance from balancing. What would you tell them?
Determine effect of transactions on basic accounting equation.
BE3.1 (LO 1), C Presented below are three economic events. On a sheet of paper, list the letters (a), (b), and (c) with columns for assets, liabilities, and stockholders’ equity. In each column, indicate whether the event increased (+), decreased (−), or had no effect (NE) on assets, liabilities, and stockholders’ equity.
BE3.2 (LO 1), AP During 2025, Manion Corp. entered into the following transactions.
Determine effect of transactions on basic accounting equation.
Using the following tabular analysis, show the effect of each transaction on the accounting equation. Put explanations for changes to revenues or expenses in the right-hand margin. For Retained Earnings, use separate columns for Revenues, Expenses, and Dividends if necessary. Use Illustration 3.4 as a model.
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||
Accounts | Accounts | Bonds | Common | Retained | ||||||||
Cash | + | Receivable | + | Supplies | = | Payable | + | Payable | + | Stock | + | Earnings |
BE3.3 (LO 1), AP During 2025, Rostock Company entered into the following transactions.
Determine effect of transactions on basic accounting equation.
Using the following tabular analysis, show the effect of each transaction on the accounting equation. Put explanations for changes to revenues or expenses in the right-hand margin. For Retained Earnings, use separate columns for Revenues, Expenses, and Dividends if necessary. Use Illustration 3.4 as a model.
Assets | = | Liabilities | + | Stockholders’ Equity | |||||||
Accounts | Common | Retained | |||||||||
Cash | + | Inventory | + | Equipment | = | Payable | + | Stock | + | Earnings |
Indicate debit and credit effects.
BE3.4 (LO 2), K For each of the following accounts, indicate the effect of a debit or a credit on the account and the normal balance.
Indicate debit and credit effects.
BE3.5 (LO 2), K For each of the following accounts, indicate the effect of a debit or credit on the account and the normal balance.
Identify accounts to be debited and credited.
BE3.6 (LO 2), C Transactions for Jayne Company for the month of June are presented below. Identify the accounts to be debited and credited for each transaction.
June1 | Issues common stock to investors in exchange for $5,000 cash. | |
2 | Buys equipment on account for $1,100. | |
3 | Pays $740 to landlord for June rent. | |
12 | Sends Wil Wheaton a bill for $700 after completing welding work. |
Journalize transactions.
BE3.7 (LO 3), AP Use the data in BE3.6 and journalize the transactions. (You may omit explanations.)
Journalize transactions.
BE3.8 (LO 3), AP Journalize the following transactions for Matt’s Carpentry, Inc. (You may omit explanations.)
Sept.1 | Purchased supplies for $910 cash. | |
5 | Paid $300 cash dividend to stockholders. | |
7 | Received $4,600 down payment from customer for services to be provided in the future. | |
16 | Received $675 cash from a previously billed customer for payment of services provided in the prior month. | |
22 | Purchased equipment for $1,900 by paying $600 cash and issued a note payable for the balance. |
Identify steps in the recording process.
BE3.9 (LO 3), C Rae Mohlee, a fellow student, is unclear about the basic steps in the recording process. Identify and briefly explain the steps in the order in which they occur.
Indicate basic debit–credit analysis.
BE3.10 (LO 3), C Tilton Corporation has the following transactions during August of the current year. Indicate (a) the basic analysis and (b) the debit–credit analysis as shown in Illustrations 3.22 to 3.32.
Aug. 1 | Issues shares of common stock to investors in exchange for $10,000. | |
4 | Pays insurance in advance for 3 months, $1,500. | |
16 | Receives $900 from clients for services rendered. | |
27 | Pays the secretary $620 salary. |
Journalize transactions.
BE3.11 (LO 3), AP Use the data in BE3.10 and journalize the transactions. (You may omit explanations.)
Post journal entries to T-accounts.
BE3.12 (LO 4), AP Selected transactions for Montes Company are presented below in journal form (without explanations). Post the transactions to T-accounts.
Date | Account Title | Debit | Credit |
May5 | Accounts Receivable | 3,800 | |
Service Revenue | 3,800 | ||
12 | Cash | 1,600 | |
Accounts Receivable | 1,600 | ||
15 | Cash | 2,000 | |
Service Revenue | 2,000 |
Prepare a trial balance.
BE3.13 (LO 5), AP From the ledger balances below, prepare a trial balance for Peete Company at June 30, 2025. All account balances are normal.
Accounts Payable | $ 1,000 | Service Revenue | $8,600 |
Cash | 5,400 | Accounts Receivable | 3,000 |
Common Stock | 18,000 | Salaries and Wages Expense | 4,000 |
Dividends | 1,200 | Rent Expense | 1,000 |
Equipment | 13,000 |
Prepare a corrected trial balance.
BE3.14 (LO 5), AN An inexperienced bookkeeper prepared the following trial balance that does not balance. Prepare a correct trial balance, assuming all account balances are normal.
Birellie Company Trial Balance December 31, 2025 |
||||
Debit | Credit | |||
Cash | $20,800 | |||
Prepaid Insurance | $ 3,500 | |||
Accounts Payable | 2,500 | |||
Unearned Service Revenue | 1,800 | |||
Common Stock | 10,000 | |||
Retained Earnings | 6,600 | |||
Dividends | 5,000 | |||
Service Revenue | 25,600 | |||
Salaries and Wages Expense | 14,600 | |||
Rent Expense | 2,600 | |||
$37,200 | $55,800 |
Prepare tabular analysis.
DO IT! 3.1 (LO 1), AP Transactions made by Mickelson Co. for the month of March are shown below. Prepare a tabular analysis that shows the effects of these transactions on the expanded accounting equation, similar to that shown in Illustration 3.4.
Identify account type, normal balance, and debit effect.
DO IT! 3.2 (LO 2), C Tracy has the following selected accounts.
Indicate whether each of the above accounts is an asset, liability, or stockholders’ equity account, and identify the normal balance. Also, indicate whether a debit would increase or decrease each account.
Record business activities.
DO IT! 3.3 (LO 3), AP Boyd Docker engaged in the following activities in establishing his photography studio, SnapShot!:
Prepare the journal entries to record the transactions.
Post transactions.
DO IT! 3.4 (LO 4), AP Boyd Docker recorded the following transactions during the month of April.
Apr.3 | Cash | 3,400 | |
Service Revenue | 3,400 | ||
16 | Rent Expense | 500 | |
Cash | 500 | ||
20 | Salaries and Wages Expense | 300 | |
Cash | 300 |
Post these entries to the Cash account of the general ledger to determine the ending balance in cash. The beginning balance in cash on April 1 was $1,900.
Prepare a trial balance.
DO IT! 3.5 (LO 5), AP The following accounts are taken from the ledger of Chillin’ Company at December 31, 2025.
Notes Payable | $20,000 | Cash | $6,000 |
Common Stock | 25,000 | Supplies | 5,000 |
Equipment | 76,000 | Rent Expense | 2,000 |
Dividends | 8,000 | Salaries and Wages Payable | 3,000 |
Salaries and Wages Expense | 38,000 | Accounts Payable | 9,000 |
Service Revenue | 86,000 | Accounts Receivable | 8,000 |
Prepare a trial balance in good form.
Analyze the effect of transactions.
E3.1 (LO 1), C Selected transactions for Thyme Advertising Company, Inc. are listed here.
Instructions
Describe the effect of each transaction on assets, liabilities, and stockholders’ equity. For example, the first answer is (1) Increase in assets and increase in stockholders’ equity.
Analyze the effect of transactions on assets, liabilities, and stockholders’ equity.
E3.2 (LO 1), AP Brady Company entered into these transactions during May 2025, its first month of operations.
Instructions
Using the following tabular analysis, show the effect of each transaction on the accounting equation. Put explanations for changes to revenues or expenses in the right-hand margin. Use Illustration 3.4 as a model.
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||||
Accounts | Accounts | Common | Retained Earnings | |||||||||||
Cash | + | Receivable | + | Equipment | = | Payable | + | Stock | + | Revenues | − | Expenses | − | Dividends |
Determine effect of transactions on basic accounting equation.
E3.3 (LO 1), AP During 2025, its first year of operations as a delivery service, Persimmon Corp. entered into the following transactions.
Instructions
Using the following tabular analysis, show the effect of each transaction on the accounting equation. Put explanations for changes to Stockholders’ Equity in the right-hand margin. Use Illustration 3.4 as a model.
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||||||||
Accounts | Equip- | Accounts | Bonds | Common | Retained Earnings | |||||||||||||
Cash | + | Receivable | + | Supplies | + | ment | = | Payable | + | Payable | + | Stock | + | Revenues | − | Expenses | − | Dividends |
Analyze transactions and compute net income.
E3.4 (LO 1), AP A tabular analysis of the transactions made during August 2025 by Wolfe Company during its first month of operations is shown as follows. Each increase and decrease in stockholders’ equity is explained.
Assets | = | Liabilities | + | Stockholders’ Equity | ||||||||||||||
Accounts Payable | Common Stock | Retained Earnings | ||||||||||||||||
Cash | + | A/R | + | Supp. | + | Equip. | = | + | + | Rev. | − | Exp. | − | Div. | ||||
1. | +$20,000 | +$20,000 | ||||||||||||||||
2. | −1,000 | +$5,000 | +$4,000 | |||||||||||||||
3. | −750 | +$750 | ||||||||||||||||
4. | +4,100 | +$5,400 | +$9,500 | Serv. Rev. | ||||||||||||||
5. | −1,500 | −1,500 | ||||||||||||||||
6. | −2,000 | −$2,000 | ||||||||||||||||
7. | −800 | −$ 800 | Rent Exp. | |||||||||||||||
8. | +450 | −450 | ||||||||||||||||
9. | −3,000 | −3,000 | Salar. Exp. | |||||||||||||||
10. | +300 | −300 | Util. Exp. |
Instructions
Prepare an income statement, retained earnings statement, and balance sheet.
E3.5 (LO 2), AP The tabular analysis of transactions for Wolfe Company is presented in E3.4.
Instructions
Prepare an income statement and a retained earnings statement for August and a classified balance sheet at August 31, 2025.
Identify normal account balance and corresponding financial statement.
E3.6 (LO 2), K The following accounts, in alphabetical order, were selected from recent financial statements of Krispy Kreme Doughnuts, Inc.
Accounts Payable | Interest Income |
Accounts Receivable | Inventories |
Common Stock | Prepaid Expenses |
Depreciation Expense | Property and Equipment |
Interest Expense | Revenues |
Instructions
For each account, indicate (a) whether the normal balance is a debit or a credit, and (b) the financial statement—balance sheet or income statement—where the account should be presented.
Identify normal balances and statement classifications.
E3.7 (LO 2), C You are presented with the following alphabetical list of items, selected from the financial statements of Saputo Inc.:
Accounts receivable | Income taxes payable |
Bank loans payable | Income tax expense |
Buildings | Interest expense |
Cash | Interest revenue |
Depreciation expense | Inventories |
Dividends | Service revenue |
Equipment |
Instructions
For each of the above accounts, identify the following.
Indicate debit and credit effects and normal balances.
E3.8 (LO 2), C Wood Renew Corp. incurred the following selected transactions during the month of April.
Apr.2 | Paid monthly rent, $800. | |
3 | Completed floor refinishing on account for $1,000. | |
5 | Received $1,250 cash for floor sanding and polishing. | |
6 | Purchased additional refinishing equipment for $3,000. The company paid cash of $500, and the balance was due on account in 20 days. | |
12 | Collected amount owed by customer for April 3 transaction. | |
15 | Declared and paid $150 of dividends to stockholders. | |
16 | Purchased sandpaper for $500 on account. (Hint: Use the Supplies account.) | |
19 | Paid $200 to repair equipment. |
Instructions
For each transaction, indicate (1) the basic type of account debited or credited (asset, liability, or stockholders’ equity), (2) the specific account debited or credited, and (3) whether the specific account is increased or decreased to record this transaction. Use the following format.
Account Debited | Account Credited | |||||||||||
Transaction | (1) Basic Type | (2) Specific Account | (3) Effect | (1) Basic Type | (2) Specific Account | (3) Effect | ||||||
Apr. 2 | Stockholders’ equity | Rent Expense | Increase | Asset | Cash | Decrease |
Analyze transactions and determine their effect on accounts.
E3.9 (LO 2), C This information relates to McCall Real Estate Agency.
Oct.1 | Stockholders invest $30,000 in exchange for common stock of the corporation. | |
2 | Hires an administrative assistant at an annual salary of $36,000. | |
3 | Buys office furniture for $3,800, on account. | |
6 | Sells a house and lot for E. C. Roads; commissions due from Roads, $10,800 (not paid by Roads at this time). | |
10 | Receives cash of $140 as commission for acting as rental agent renting an apartment. | |
27 | Pays $700 on account for the office furniture purchased on October 3. | |
30 | Pays the administrative assistant $3,000 in salary for October. |
Instructions
Prepare the debit–credit analysis for each transaction, as shown in Illustrations 3.22 to 3.32.
Identify debits, credits, and normal balances and journalize transactions.
E3.10 (LO 2, 3), AP Selected transactions for Front Room, an interior decorator corporation, in its first month of business, are as follows.
Instructions
Account Debited | Account Credited | ||||||||
(a) | (b) | (c) | (d) | (a) | (b) | (c) | (d) | ||
Transaction | Basic Type | Specific Account | Effect | Normal Balance | Basic Type | Specific Account | Effect | Normal Balance | |
1 | Asset | Cash | Increase | Debit | Stock-holders’equity | CommonStock | Increase | Credit |
Journalize transactions.
E3.11 (LO 3), AP Transaction data for McCall Real Estate Agency are presented in E3.9.
Instructions
Journalize the transactions. Do not provide explanations.
Journalize selected transactions.
E3.12 (LO 3), AP Selected transactions for Decorators Mill during its first month of operations are as follows.
Mar.2 | Issued common stock for $11,000 cash. | |
4 | Purchased used car for $1,000 cash and $9,000 on account, for use in the business. | |
10 | Billed customers $2,300 for services performed. | |
13 | Paid $225 cash to advertise business opening. | |
25 | Received $1,000 cash from customers billed on March 10. | |
27 | Paid amount owed for used car purchased on March 4. | |
30 | Received $700 cash from a customer for services to be performed in April. | |
31 | Declared and paid $300 of dividends to stockholders. |
Instructions
Journalize each transaction. Do not provide explanation.
Analyze effects of transactions.
E3.13 (LO 3), AP Wong Computer had the following transactions during the month of May.
Instructions
Journalize the above transactions. Do not provide explanations.
Journalize a series of transactions.
E3.14 (LO 3), AP The May transactions of Chulak Corporation were as follows.
May4 | Paid $700 due for supplies previously purchased on account. |
7 | Performed advisory services on account for $6,800. |
8 | Purchased supplies for $850 on account. |
9 | Purchased equipment for $1,000 in cash. |
17 | Paid employees $530 in cash. |
22 | Received bill for equipment repairs of $900. |
29 | Paid $1,200 for 12 months of insurance policy. Coverage begins June 1. |
Instructions
Journalize the transactions. Do not provide explanations.
Journalize a series of transactions.
E3.15 (LO 3), AP Selected transactions for Sophie’s Dog Care are as follows during the month of March.
March1 | Paid monthly rent of $1,200. | |
3 | Performed services for $140 on account. | |
5 | Performed services for cash of $75. | |
8 | Purchased equipment for $600. The company paid cash of $80 and the balance was on account. | |
12 | Received cash from customers billed on March 3. | |
14 | Paid wages to employees of $525. | |
22 | Paid utilities of $72. | |
24 | Borrowed $1,500 from Grafton State Bank by signing a note. | |
27 | Paid $220 to repair service for plumbing repairs. | |
28 | Paid balance amount owed from equipment purchase on March 8. | |
30 | Paid $1,800 for six months of insurance. |
Instructions
Journalize the transactions. Do not provide explanations.
Record journal entries.
E3.16 (LO 3), AP On April 1, Adventures Travel Agency, Inc. began operations. The following transactions were completed during the month.
Instructions
Journalize the transactions. Do not provide explanations.
Identify key terms.
E3.17 (LO 1, 2, 3, 4, 5), K The following is a list of terms or phrases discussed in the chapter.
Instructions
Match each term or phrase to its description below.
Post journal entries and prepare a trial balance.
E3.18 (LO 4, 5), AP Transaction data and journal entries for McCall Real Estate Agency are presented in E3.9 and E3.11.
Instructions
Analyze transactions, prepare journal entries, and post transactions to T-accounts.
E3.19 (LO 1, 3, 4), AP Selected transactions for Therow Corporation during its first month in business are presented below.
Sept.1 | Issued common stock in exchange for $20,000 cash received from investors. | |
5 | Purchased equipment for $9,000, paying $3,000 in cash and the balance on account. | |
8 | Performed services on account for $18,000. | |
14 | Paid salaries of $1,200. | |
25 | Paid $4,000 cash on balance owed for equipment. | |
30 | Paid $500 cash dividend. |
Therow’s chart of accounts shows Cash, Accounts Receivable, Equipment, Accounts Payable, Common Stock, Dividends, Service Revenue, and Salaries and Wages Expense.
Instructions
Journalize transactions from T-accounts and prepare a trial balance.
E3.20 (LO 3, 5), AN The T-accounts below summarize the ledger of Salvador’s Gardening Company, Inc. at the end of the first month of operations.
Cash | Unearned Service Revenue | |||||||
Apr. 1 | 15,000 | Apr. 15 | 800 | Apr. 30 | 900 | |||
12 | 700 | 25 | 3,500 | |||||
29 | 800 | |||||||
30 | 900 | |||||||
Accounts Receivable | Common Stock | |||||||
Apr. 7 | 3,400 | Apr. 29 | 800 | Apr. 1 | 15,000 | |||
Supplies | Service Revenue | |||||||
Apr. 4 | 5,200 | Apr. 7 | 3,400 | |||||
12 | 700 | |||||||
Accounts Payable | Salaries and Wages Expense | |||||||
Apr. 25 | 3,500 | Apr. 4 | 5,200 | Apr. 15 | 800 |
Instructions
Post journal entries and prepare a trial balance.
E3.21 (LO 4, 5), AP Selected transactions from the journal of Baylee Inc. during its first month of operations are presented here.
Date | Account Titles | Debit | Credit |
Aug.1 | Cash | 8,000 | |
Common Stock | 8,000 | ||
10 | Cash | 1,700 | |
Service Revenue | 1,700 | ||
12 | Equipment | 6,200 | |
Cash | 1,200 | ||
Notes Payable | 5,000 | ||
25 | Accounts Receivable | 3,400 | |
Service Revenue | 3,400 | ||
31 | Cash | 600 | |
Accounts Receivable | 600 |
Instructions
Journalize transactions from T-accounts and prepare a trial balance.
E3.22 (LO 3, 5), AN Here is the ledger for Kriscoe Co.
Cash | Common Stock | |||||||
Oct. 1 | 7,000 | Oct. 4 | 400 | Oct. 1 | 7,000 | |||
10 | 980 | 12 | 1,500 | 25 | 2,000 | |||
10 | 8,000 | 15 | 250 | |||||
20 | 700 | 30 | 300 | |||||
25 | 2,000 | 31 | 500 | |||||
Accounts Receivable | Dividends | |||||||
Oct. 6 | 800 | Oct. 20 | 700 | Oct. 30 | 300 | |||
20 | 920 | |||||||
Supplies | Service Revenue | |||||||
Oct. 4 | 400 | Oct. 31 | 180 | Oct. 6 | 800 | |||
10 | 980 | |||||||
20 | 920 | |||||||
Equipment | Salaries and Wages Expense | |||||||
Oct. 3 | 3,000 | Oct. 31 | 500 | |||||
Notes Payable | Supplies Expense | |||||||
Oct. 10 | 8,000 | Oct. 31 | 180 | |||||
Accounts Payable | Rent Expense | |||||||
Oct. 12 | 1,500 | Oct. 3 | 3,000 | Oct. 15 | 250 |
Instructions
Journalize transactions, post transactions to T-accounts, and prepare trial balance.
E3.23 (LO 3, 4, 5), AP Beyers Corporation provides security services. Selected transactions for Beyers are presented below.
Oct.1 | Issued common stock in exchange for $66,000 cash from investors. | |
2 | Hired part-time security consultant. Salary will be $2,000 per month. First day of work will be October 15. | |
4 | Paid 1 month of rent for building for $2,000. | |
7 | Purchased equipment for $18,000, paying $4,000 cash and the balance on account. | |
8 | Paid $500 for advertising. | |
10 | Received bill for equipment repair cost of $390. | |
12 | Provided security services for event for $3,200 on account. | |
16 | Purchased supplies for $410 on account. | |
21 | Paid balance due from October 7 purchase of equipment. | |
24 | Received and paid utility bill for $148. | |
27 | Received payment from customer for October 12 services performed. | |
31 | Paid employee salaries and wages of $5,100. |
Instructions
Analyze errors and their effects on trial balance.
E3.24 (LO 5), AN The bookkeeper for Birmingham Corporation made these errors in journalizing and posting.
Instructions
For each error, indicate (a) whether the trial balance will balance; if the trial balance will not balance, indicate (b) the amount of the difference and (c) the trial balance column that will have the larger total. Consider each error separately. Use the following form, in which error 1 is given as an example.
(a) | (b) | (c) | |
Error | In Balance | Difference | Larger Column |
1 | No | $400 | Debit |
Prepare a trial balance and financial statements.
E3.25 (LO 5), AP The accounts in the ledger of Rapid Delivery Service contain the following balances on July 31, 2025.
Accounts Receivable | $13,400 | Prepaid Insurance | $ 2,200 |
Accounts Payable | 8,400 | Service Revenue | 15,500 |
Cash | ? | Dividends | 700 |
Equipment | 59,360 | Common Stock | 40,000 |
Maintenance and Repairs Expense | 1,958 | Salaries and Wages Expense | 7,428 |
Salaries and Wages Payable | 820 | ||
Insurance Expense | 900 | Retained Earnings (July 1, 2025) | 5,200 |
Notes Payable (due 2028) | 28,450 |
Instructions
Classify transactions as cash-flow activities.
E3.26 (LO 5), AP Review the transactions listed in E3.1 for Thyme Advertising Company. Classify each transaction as either an operating activity, investing activity, or financing activity, or if no cash is exchanged, as a noncash event.
Classify transactions as cash-flow activities.
E3.27 (LO 5), AP Review the transactions listed in E3.3 for Persimmon Corp. Classify each transaction as either an operating activity, investing activity, or financing activity, or if no cash is exchanged, as a noncash event.
Analyze transactions and compute net income.
P3.1 (LO 1), AP On April 1, Wonder Travel Agency Inc. was established. These transactions were completed during the month.
Instructions
Cash | $34,800 |
Total assets | $38,700 |
Analyze transactions and prepare financial statements.
P3.2 (LO 1, 2), AP Nona Curry started her own consulting firm, Curry Consulting Inc., on May 1, 2025. The following transactions occurred during the month of May.
May 1 | Stockholders invested $15,000 cash in the business in exchange for common stock. | |
2 | Paid $600 for office rent for the month. | |
3 | Purchased $500 of supplies on account. | |
5 | Paid $150 to advertise in the County News. | |
9 | Received $1,400 cash for services performed. | |
12 | Paid $200 cash dividend. | |
15 | Performed $4,200 of services on account. | |
17 | Paid $2,500 for employee salaries. | |
20 | Paid for the supplies purchased on account on May 3. | |
23 | Received a cash payment of $1,200 for services performed on account on May 15. | |
26 | Borrowed $5,000 from the bank on a note payable. | |
29 | Purchased office equipment for $2,000 paying $200 in cash and the balance on account. | |
30 | Paid $180 for utilities. |
Instructions
Assets | = | Liabilities | + | Stockholders’Equity | |||||||||||||||
Accounts | Notes | Accounts | Common | Retained Earnings | |||||||||||||||
Date | Cash | + | Receivable | + | Supplies | + | Equipment | = | Payable | + | Payable | + | Stock | + | Revenues | − | Expenses | − | Dividends |
Include margin explanations for revenues and expenses.
Cash | $18,270 |
Total assets | $23,770 |
Net income | $2,170 |
Analyze transactions and prepare an income statement, retained earnings statement, and balance sheet.
P3.3 (LO 1, 2), AP Bindy Crawford created a corporation providing legal services, Bindy Crawford Inc., on July 1, 2025. On July 31 the balance sheet showed Cash $4,000, Accounts Receivable $2,500, Supplies $500, Equipment $5,000, Accounts Payable $4,200, Common Stock $6,200, and Retained Earnings $1,600. During August, the following transactions occurred.
Aug. 1 | Collected $1,100 of accounts receivable due from customers. | |
4 | Paid $2,700 cash for accounts payable due. | |
9 | Performed services worth $5,400, of which $3,600 is collected in cash and the balance is due in September. | |
15 | Purchased additional office equipment for $4,000, paying $700 in cash and the balance on account. | |
19 | Paid salaries $1,400, rent for August $700, and advertising expenses $350. | |
23 | Paid a cash dividend of $700. | |
26 | Borrowed $5,000 from American Federal Bank; the money was borrowed on a 4-month note payable. | |
31 | Incurred utility expenses for the month on account $380. |
Instructions
Cash | $7,150 |
Net income | $2,570 |
Ret. earnings | $3,470 |
Journalize a series of transactions.
P3.4 (LO 3), AP Bradley’s Miniature Golf and Driving Range Inc. was opened on March 1 by Bob Dean. These selected events and transactions occurred during March.
Mar.1 | Stockholders invested $50,000 cash in the business in exchange for common stock of the corporation. | |
3 | Purchased Snead’s Golf Land for $38,000 cash. The price consists of land $23,000, building $9,000, and equipment $6,000. (Record this in a single entry.) | |
5 | Advertised the opening of the driving range and miniature golf course, paying advertising expenses of $1,200 cash. | |
6 | Paid cash $2,400 for a 1-year insurance policy. | |
10 | Purchased golf clubs and other equipment for $5,500 from Tahoe Company, payable in 30 days. | |
18 | Received golf fees of $1,600 in cash from customers for golf services performed. | |
19 | Sold 100 coupon books for $25 each in cash. Each book contains 10 coupons that enable the holder to play one round of miniature golf or to hit one bucket of golf balls. (Hint: The revenue should not be recognized until the customers use the coupons.) | |
25 | Paid a $500 cash dividend. | |
30 | Paid salaries of $800. | |
30 | Paid Tahoe Company in full for equipment purchased on March 10. | |
31 | Received $900 in cash from customers for golf services performed. |
The company uses these accounts: Cash, Prepaid Insurance, Land, Buildings, Equipment, Accounts Payable, Unearned Service Revenue, Common Stock, Retained Earnings, Dividends, Service Revenue, Advertising Expense, and Salaries and Wages Expense.
Instructions
Journalize the March transactions, including explanations. Bradley’s records golf fees as service revenue.
Journalize transactions, post, and prepare a trial balance.
P3.5 (LO 3, 4, 5), AP Ayala Architects incorporated as licensed architects on April 1, 2025. During the first month of the operation of the business, these events and transactions occurred:
Apr.1 | Stockholders invested $18,000 cash in exchange for common stock of the corporation. | |
1 | Hired a secretary-receptionist at a salary of $375 per week, payable monthly. | |
2 | Paid office rent for the month $900. | |
3 | Purchased architectural supplies on account from Burmingham Company $1,300. | |
10 | Completed blueprints on a carport and billed client $1,900 for services. | |
11 | Received $700 cash advance from M. Jason to design a new home. | |
20 | Received $2,800 cash for services completed and delivered to S. Melvin. | |
30 | Paid secretary-receptionist for the month $1,500. | |
30 | Paid $300 to Burmingham Company for accounts payable due. |
The company uses these accounts: Cash, Accounts Receivable, Supplies, Accounts Payable, Unearned Service Revenue, Common Stock, Service Revenue, Salaries and Wages Expense, and Rent Expense.
Instructions
Cash | $18,800 | Tot. trial balance | $24,400 |
Journalize transactions, post, and prepare a trial balance.
P3.6 (LO 3, 4, 5), AP This is the trial balance of Lacey Company on September 30.
Lacey Company Trial Balance September 30, 2025 |
||||
Debit | Credit | |||
Cash | $19,200 | |||
Accounts Receivable | 2,600 | |||
Supplies | 2,100 | |||
Equipment | 8,000 | |||
Accounts Payable | $ 4,800 | |||
Unearned Service Revenue | 1,100 | |||
Common Stock | 15,000 | |||
Retained Earnings | 11,000 | |||
$31,900 | $31,900 |
The October transactions were as follows.
Oct.5 | Received $1,300 in cash from customers for accounts receivable due. | |
10 | Billed customers for services performed $5,100. | |
15 | Paid employee salaries $1,200. | |
17 | Performed $600 of services in exchange for cash. | |
20 | Paid $1,900 to creditors for accounts payable due. | |
29 | Paid a $300 cash dividend. | |
31 | Paid utilities $400. |
Instructions
Cash | $17,300 |
Tot. trial balance | $35,700 |
Prepare a correct trial balance.
P3.7 (LO 5), AN This trial balance of Washburn Co. does not balance.
Washburn Co. Trial Balance June 30, 2025 |
||||
Debit | Credit | |||
Cash | $ 3,090 | |||
Accounts Receivable | $ 3,190 | |||
Supplies | 800 | |||
Equipment | 3,000 | |||
Accounts Payable | 3,686 | |||
Unearned Service Revenue | 1,200 | |||
Common Stock | 9,000 | |||
Dividends | 800 | |||
Service Revenue | 3,480 | |||
Salaries and Wages Expense | 3,600 | |||
Utilities Expense | 910 | |||
$13,500 | $19,256 |
Each of the listed accounts has a normal balance per the general ledger. An examination of the ledger and journal reveals the following errors:
Instructions
Prepare the correct trial balance. (Hint: All accounts should have normal balances. Your first step, therefore, should be to move all amounts to the column of their normal balance.)
Tot. trial balance | $16,900 |
Journalize transactions, post, and prepare a trial balance.
P3.8 (LO 3, 4, 5), AP The Triquel Theater Inc. was recently formed. It began operations in March 2025. The Triquel is unique in that it will show only triple features of sequential theme movies. On March 1, the ledger of The Triquel showed Cash $16,000, Land $38,000, Buildings (concession stand, projection room, ticket booth, and screen) $22,000, Equipment $16,000, Accounts Payable $12,000, and Common Stock $80,000. During the month of March, the following events and transactions occurred.
Mar.2 | Rented the first three Star Wars movies (Star Wars®, The Empire Strikes Back, and The Return of the Jedi) to be shown for the first three weeks of March. The film rental was $10,000; $2,000 was paid in cash and $8,000 will be paid on March 10. | |
3 | Ordered the first three Star Trek movies to be shown the last 10 days of March. It will cost $500 per night. | |
9 | Received $9,900 cash from admissions. | |
10 | Paid balance due on Star Wars movies’ rental and $2,900 on March 1 accounts payable. | |
11 | The Triquel Theater contracted with R. Lazlo to operate the concession stand. Lazlo agrees to pay The Triquel 15% of gross receipts, payable monthly, for the rental of the concession stand. | |
12 | Paid advertising expenses $500. | |
20 | Received $8,300 cash from customers for admissions. | |
20 | Received the Star Trek movies and paid rental fee of $5,000. | |
31 | Paid salaries of $3,800. | |
31 | Received statement from R. Lazlo showing gross receipts from concessions of $10,000 and the balance due to The Triquel of $1,500 ($10,000 × .15) for March. Lazlo paid half the balance due for rental of the concession stand and will remit the remainder on April 5. | |
31 | Received $20,000 cash from customers for admissions. |
In addition to the accounts identified above, the chart of accounts includes Accounts Receivable, Service Revenue, Rent Revenue, Advertising Expense, Rent Expense, and Salaries and Wages Expense.
Instructions
Cash | $32,750 |
Tot. trial balance | $128,800 |
Journalize transactions, post, and prepare a trial balance.
P3.9 (LO 3, 4, 5), AP On July 31, 2025, the general ledger of Hills Legal Services Inc. showed the following balances: Cash $4,000, Accounts Receivable $1,500, Supplies $500, Equipment $5,000, Accounts Payable $4,100, Common Stock $3,500, and Retained Earnings $3,400. During August, the following transactions occurred.
Aug.3 | Collected $1,200 of accounts receivable due from customers. | |
5 | Received $1,300 cash for issuing common stock to new investors. | |
6 | Paid $2,700 cash on accounts payable. | |
7 | Performed legal services of $6,500, of which $3,000 was collected in cash and the remainder was due on account. | |
12 | Purchased additional equipment for $1,200, paying $400 in cash and the balance on account. | |
14 | Paid salaries $3,500, rent $900, and advertising expenses $275 for the month of August. | |
18 | Collected the balance for the services performed on August 7. | |
20 | Paid cash dividend of $500 to stockholders. | |
24 | Billed a client $1,000 for legal services performed. | |
26 | Received $2,000 from Laurentian Bank; the money was borrowed on a bank note payable that is due in 6 months. | |
27 | Agreed to perform legal services for a client in September for $4,500. The client will pay the amount due after the services have been performed. | |
28 | Received the utility bill for the month of August in the amount of $275; it is not due until September 15. | |
31 | Paid income tax for the month $500. |
Instructions
Cash | $6,225 |
Tot. trial balance | $20,175 |
Journalize transactions, post, and prepare trial balance.
P3.10 (LO 3, 4, 5), AP Pamper Me Salon Inc.’s general ledger at April 30, 2025, included the following: Cash $5,000, Supplies $500, Equipment $24,000, Accounts Payable $2,100, Notes Payable $10,000, Unearned Service Revenue (from gift certificates) $1,000, Common Stock $5,000, and Retained Earnings $11,400. The following events and transactions occurred during May.
May1 | Paid rent for the month of May $1,000. | |
4 | Paid $1,100 of the account payable at April 30. | |
7 | Issued gift certificates for future services for $1,500 cash. | |
8 | Received $1,200 cash from customers for services performed. | |
14 | Paid $1,200 in salaries to employees. | |
15 | Received $800 in cash from customers for services performed. | |
15 | Customers receiving services worth $700 used gift certificates in payment. | |
21 | Paid the remaining accounts payable from April 30. | |
22 | Received $1,000 in cash from customers for services performed. | |
22 | Purchased supplies of $700 on account. All of these were used during the month. | |
25 | Received a bill for advertising for $500. This bill is due on June 13. | |
25 | Received and paid a utilities bill for $400. | |
29 | Received $1,700 in cash from customers for services performed. | |
29 | Customers receiving services worth $600 used gift certificates in payment. | |
31 | Interest of $50 was paid on the note payable. | |
31 | Paid $1,200 in salaries to employees. | |
31 | Paid income tax payment for the month $150. |
Instructions
Cash | $5,100 |
Tot. trial balance | $34,800 |
Analyze errors and their effects on the trial balance.
P3.11 (LO 5), AN The bookkeeper for Roger’s Dance Studio made the following errors in journalizing and posting.
Instructions
For each error, indicate (a) whether the trial balance will balance, (b) the amount of the difference if the trial balance will not balance, and (c) the trial balance column that will have the larger total. Consider each error separately. Use the following form, in which error 1 is given as an example.
(a) | (b) | (c) | ||||||
Error | In Balance | Difference | Larger Column | |||||
1 | No | $600 | Debit |
3. a. Yes; b. None; c. N/A
(Note: This is a continuation of the Cookie Creations from Chapters 1 and 2.)
CCC3 In November 2023, after having incorporated Cookie Creations Inc., Natalie begins operations. She has decided not to pursue the offer to supply cookies to Biscuits. Instead, she will focus on offering cooking classes. The following events occur.
Nov.8 | Natalie cashes in her U.S. Savings Bonds and receives $520, which she deposits in her personal bank account. |
8 | Natalie opens a bank account for Cookie Creations Inc. |
8 | Natalie purchases $500 of Cookie Creations’ common stock. |
11 | Cookie Creations purchases paper and other office supplies for $95. (Use Supplies.) |
14 | Cookie Creations pays $125 to purchase baking supplies, such as flour, sugar, butter, and chocolate chips. (Use Supplies.) |
15 | Natalie starts to gather some baking equipment to take with her when teaching the cookie classes. She has an excellent top-of-the-line food processor and mixer that originally cost her $550. Natalie decides to start using it only in her new business. She estimates that the equipment is currently worth $300, and she transfers the equipment into the business in exchange for additional common stock. |
16 | The company needs more cash to sustain its operations. Natalie’s grandmother lends the company $2,000 cash, in exchange for a two-year, 9% note payable. Interest and the principal are repayable at maturity. |
17 | Cookie Creations pays $900 for additional baking equipment. |
18 | Natalie schedules her first class for November 29. She will receive $100 on the date of the class. |
25 | Natalie books a second class for December 5 for $150. She receives a $60 cash down payment, in advance. |
29 | Natalie teaches her first class, booked on November 18, and collects the $100 cash. |
30 | Natalie’s brother develops a website for Cookie Creations Inc. that the company will use for advertising. He charges the company $600 for his work, payable at the end of December. (Because the website is expected to have a useful life of two years before upgrades are needed, it should be treated as an asset called Website.) |
30 | Cookie Creations pays $1,200 for a one-year insurance policy. |
30 | Natalie teaches a group of elementary school students how to make Santa Claus cookies. At the end of the class, Natalie leaves an invoice for $300 with the school principal. The principal says that he will pass it along to the business office and it will be paid some time in December. |
30 | Natalie receives a $50 invoice for use of her cell phone. She uses the cell phone exclusively for Cookie Creations Inc. business. The invoice is for services provided in November, and payment is due on December 15. |
Instructions
CT3.1 The financial statements of Apple Inc. in Appendix A contain the following selected accounts, all in thousands of dollars.
Common Stock | $ 50,779 |
Accounts Payable | 42,296 |
Accounts Receivable | 16,120 |
Selling, General, and Administrative Expenses | 19,916 |
Inventories | 4,061 |
Net Property, Plant, and Equipment | 36,766 |
Net Sales | 274,515 |
Instructions
CT3.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
Columbia Sportswear | Under Armour | |
(1) Accounts Receivable | (1) Inventories | |
(2) Net Property, Plant, and Equipment | (2) Income Taxes | |
(3) Accounts Payable | (3) Accrued Liabilities | |
(4) Retained Earnings | (4) Common Stock | |
(5) Net Sales | (5) Interest Expense |
CT3.3 Amazon.com, Inc.’s financial statements are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
Amazon | Walmart | |
|
|
CT3.4 Chieftain International, Inc., is an oil and natural gas exploration and production company. A recent balance sheet reported $208 million in assets with only $4.6 million in liabilities, all of which were short-term accounts payable.
During the year, Chieftain expanded its holdings of oil and gas rights, drilled 37 new wells, and invested in expensive 3-D seismic technology. The company generated $19 million cash from operating activities and paid no dividends. It had a cash balance of $102 million at the end of the year.
Instructions
CT3.5 This activity provides information about career opportunities for CPAs.
Instructions
Search the Internet for “start here go places” to access free accounting resources for future CPAs and then answer the following questions.
CT3.6 The New York Times published an article by Richard Sandomir that discusses the fact that the Green Bay Packers are the only NFL team that publicly publishes its annual report.
Instructions
Search online for “NFL Finances, as Seen Through Packers’ Records,” read the article, and then answer the following questions.
CT3.7 Saira Morrow operates Dressage Riding Academy, Inc. The academy’s primary sources of revenue are riding fees and lesson fees, which are provided on a cash basis. Saira also boards horses for owners, who are billed monthly for boarding fees. In a few cases, boarders pay in advance of expected use. For its revenue transactions, the academy maintains these accounts: Cash, Accounts Receivable, Unearned Service Revenue, and Service Revenue.
The academy owns 10 horses, a stable, a riding ring, riding equipment, and office equipment. These assets are accounted for in the following accounts: Horses, Buildings, and Equipment.
The academy employs stable helpers and an office employee, who receive weekly salaries. At the end of each month, the mail usually brings bills for advertising, utilities, and veterinary service. Other expenses include feed for the horses and insurance. For its expenses, the academy maintains the following accounts: Supplies, Prepaid Insurance, Accounts Payable, Salaries and Wages Expense, Advertising Expense, Utilities Expense, Maintenance and Repairs Expense, Supplies Expense, and Insurance Expense.
Saira’s sole source of personal income is dividends from the academy. Thus, the corporation declares and pays periodic dividends. To account for stockholders’ equity in the business and dividends, two accounts are maintained: Common Stock and Dividends.
During the first month of operations, an inexperienced bookkeeper was employed. Saira asks you to review the following eight entries of the 50 entries made during the month. In each case, the explanation for the entry is correct.
May1 | Cash | 15,000 | |
Unearned Service Revenue | 15,000 | ||
(Issued common stock in exchange for $15,000 cash) | |||
5 | Cash | 250 | |
Service Revenue | 250 | ||
(Received $250 cash for lesson fees) | |||
7 | Cash | 500 | |
Service Revenue | 500 | ||
(Received $500 for boarding of horses beginning June 1) | |||
9 | Supplies Expense | 1,500 | |
Cash | 1,500 | ||
(Purchased estimated 5 months’ supply of feed and hay for $1,500 on account) | |||
14 | Equipment | 80 | |
Cash | 800 | ||
(Purchased desk and other office equipment for $800 cash) | |||
15 | Salaries and Wages Expense | 400 | |
Cash | 400 | ||
(Issued check to Saira Morrow for personal use) | |||
20 | Cash | 145 | |
Service Revenue | 154 | ||
(Received $154 cash for riding fees) | |||
31 | Maintenance and Repairs Expense | 75 | |
Accounts Receivable | 75 | ||
(Received bill of $75 from carpenter for repair services performed) |
Instructions
With the class divided into groups, answer the following.
CT3.8 Klean Sweep Company offers home cleaning service. Two recurring transactions for the company are billing customers for services performed and paying employee salaries. For example, on March 15 bills totaling $6,000 were sent to customers, and $2,000 was paid in salaries to employees.
Instructions
Write a memorandum to your instructor that explains and illustrates the steps in the recording process for each of the March 15 transactions. Use the format illustrated in the text under the heading “The Recording Process Illustrated.”
CT3.9 Vanessa Jones is the assistant chief accountant at IBT Company, a manufacturer of computer chips and cell phones. The company presently has total sales of $20 million. It is the end of the first quarter and Vanessa is hurriedly trying to prepare a trial balance so that quarterly financial statements can be prepared and released to management and the regulatory agencies. The total credits on the trial balance exceed the debits by $1,000.
In order to meet the 4 p.m. deadline, Vanessa decides to force the debits and credits into balance by adding the amount of the difference to the Equipment account. She chose Equipment because it is one of the larger account balances; percentage-wise, it will be the least misstated. Vanessa plugs the difference! She believes that the difference is quite small and will not affect anyone’s decisions. She wishes that she had another few days to find the error but realizes that the financial statements are already late.
Instructions
CT3.10 The August 5, 2020, issue of the Wall Street Journal includes an article by Tomio Geron entitled “Former Trustify CEO’s Indictment Highlights Due Diligence Dilemma.”
Instructions
Read the article and answer the following questions.
CT3.11 In their annual reports to stockholders, companies must report or disclose information about all liabilities, including potential liabilities related to environmental clean-up. There are many situations in which you will be asked to provide personal financial information about your assets, liabilities, revenues, and expenses. Sometimes you will face difficult decisions regarding what to disclose and how to disclose it.
Instructions
Suppose that you are putting together a loan application to purchase a home. Based on your income and assets, you qualify for the mortgage loan, but just barely. How would you address each of the following situations in reporting your financial position for the loan application? Provide responses for each of the following questions.
International companies use the same set of procedures and records to keep track of transaction data. Thus, the material in this chapter dealing with the account, general rules of debit and credit, and steps in the recording process—the journal, ledger, and chart of accounts—is the same under both GAAP and IFRS. The following are the key similarities and differences between GAAP and IFRS as related to the recording process.
1. Which statement is correct regarding IFRS?
IFRS reverses the rules of debits and credits, that is, debits are on the right and credits are on the left.
IFRS uses the same process for recording transactions as GAAP.
The chart of accounts under IFRS is different because revenues follow assets.
None of the answer choices is correct.
2. The expanded accounting equation under IFRS is as follows:
Assets = Liabilities + Common Stock + Retained Earnings + Revenues − Expenses + Dividends.
Assets + Liabilities = Common Stock + Retained Earnings + Revenues − Expenses − Dividends.
Assets = Liabilities + Common Stock + Retained Earnings + Revenues − Expenses − Dividends.
Assets = Liabilities + Common Stock + Retained Earnings − Revenues − Expenses − Dividends.
3. A trial balance:
is the same under IFRS and GAAP.
proves that transactions are recorded correctly.
proves that all transactions have been recorded.
will not balance if a correct journal entry is posted twice.
4. One difference between IFRS and GAAP is that:
GAAP uses accrual-accounting concepts and IFRS uses primarily the cash basis of accounting.
IFRS uses a different posting process than GAAP.
IFRS uses more fair value measurements than GAAP.
the limitations of a trial balance are different between IFRS and GAAP.
5. The general policy for using proper currency signs (dollar, yen, pound, etc.) is the same for both IFRS and this text. This policy is as follows:
Currency signs only appear in ledgers and journal entries.
Currency signs are only shown in the trial balance.
Currency signs are shown for all compound journal entries.
Currency signs are shown in trial balances and financial statements.
IFRS3.1 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Describe in which statement each of the following items is reported, and the position in the statement (e.g., current asset).
a. Other operating income and expense.
b. Cash and cash equivalents.
c. Trade accounts payable.
d. Cost of net financial debt.
Answers to IFRS Self-Test Questions
1. b2. c3. a4. c5. d
As indicated in the Feature Story, making adjustments is necessary to avoid misstatement of revenues and expenses such as those at Groupon. In this chapter, we introduce you to the accrual accounting concepts that make such adjustments possible.
Who doesn’t like buying things at a discount? That’s why it’s not surprising that three years after it started as a company, Groupon, Inc. was estimated to be worth $16 billion. This translates into an average increase in value of almost $15 million per day.
Now consider that Groupon had previously been estimated to be worth even more than that. What happened? Well, accounting regulators and investors began to question the way that Groupon had accounted for some of its transactions. Groupon sells coupons (“Groupons”). How hard can it be to account for coupons? It turns out that it is not as easy as you might think.
First, consider what happens when Groupon makes a sale. Suppose it sells a Groupon for $30 for Highrise Hamburgers. When it receives the $30 from the customer, it must turn over half of that amount ($15) to Highrise Hamburgers. So should Groupon record revenue for the full $30 or just $15? At one time, Groupon recorded the full $30. But, in response to an SEC ruling on the issue, Groupon now records revenue of $15 instead. This caused Groupon to restate its previous financial statements. This restatement reduced annual revenue by $312.9 million.
A second issue is a matter of timing. When should Groupon record this $15 revenue? Should it record the revenue when it sells the Groupon, or must it wait until the customer uses the Groupon at Highrise Hamburgers? The accounting becomes even more complicated when you consider the company’s loyalty programs. Groupon offers free or discounted Groupons to its subscribers for doing things such as referring new customers or participating in promotions. These Groupons are to be used for future purchases, yet the company must record the expense at the time the customer receives the Groupon.
Finally, Groupon, like all other companies, relies on many estimates in its financial reporting. It notes that “actual results could differ materially from those estimates.” Maybe accounting for coupons is not so easy.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Explain the accrual basis of accounting and the reasons for adjusting entries. |
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DO IT! 1 Timing Concepts |
LO 2 Prepare adjusting entries for deferrals. |
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DO IT! 2 Adjusting Entries for Deferrals |
LO 3 Prepare adjusting entries for accruals. |
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DO IT! 3 Adjusting Entries for Accruals |
LO 4 Prepare an adjusted trial balance and closing entries. |
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DO IT! 4a Trial Balance 4b Closing Entries |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Businesses need feedback about how well they performed during a period of time. For example, management usually wants monthly reports on financial results, most large corporations are required to present quarterly and annual financial statements to stockholders, and the Internal Revenue Service requires all businesses to file annual tax returns. Accounting divides the economic life of a business into artificial time periods. Recall that this is the periodicity assumption. Accounting time periods are generally a month, a quarter, or a year (see Helpful Hint). Companies often report using the calendar year (i.e., January 1 to December 31) but sometimes choose a different 12-month period (e.g., August 1 to July 31).
However, many business transactions affect more than one time period. For example, a new building purchased by Citigroup or a new airplane purchased by Delta Air Lines will be used for many years.
Determining the amount of revenues and expenses to report in a given accounting period can be difficult. Proper reporting requires an understanding of the nature of the company’s business. Two principles are used as guidelines: the revenue recognition principle and the expense recognition principle.
When a company agrees to perform a service or sell a product to a customer, it has a performance obligation.
To illustrate, assume Conrad Window Cleaners performs cleaning services for $100 on June 30, but customers do not pay until July 5. Under the revenue recognition principle, Conrad records revenue on June 30 when it satisfies its performance obligation, which is when it performs the service, not in July when it receives the cash. At June 30, Conrad would report a receivable on its balance sheet and revenue in its income statement for the service performed. The journal entries would be as follows.
June 30 | Accounts Receivable | 100 | |
Service Revenue | 100 | ||
July5 | Cash | 100 | |
Accounts Receivable | 100 |
Revenue recognition results from a five-step process. This process can best be illustrated with an example. Assume that Sierra Corporation signs a contract with the Lewis family to provide guide services for a one-week backpacking trip for $1,500. Illustration 4.1 shows the five steps that Sierra follows to recognize revenue.
ILLUSTRATION 4.1 Five steps of revenue recognition
As indicated, Step 5 is when Sierra recognizes revenue related to providing the guide services to the Lewis family. At this point, Sierra completes the trip and satisfies its performance obligation.
In recognizing expenses, a simple rule is followed: “Let the expenses follow the revenues.” Thus, expense recognition is tied to revenue recognition. Applied to the Conrad Window Cleaners example, this means that the salary expense Conrad incurred in performing the cleaning service on June 30 should be reported in the same period in which it recognizes the service revenue.
The term matching is sometimes used in expense recognition to indicate the relationship between the effort expended and the revenue generated.
Illustration 4.2 summarizes the revenue and expense recognition principles (see Decision Tools).
ILLUSTRATION 4.2 GAAP relationships in revenue and expense recognition
Accrual-basis accounting means that transactions that change a company’s financial statements are recorded in the periods in which the events occur, even if cash was not exchanged (see International Note).
An alternative to the accrual basis is the cash basis.
Under cash-basis accounting, companies record revenue at the time they receive cash. They record an expense at the time they pay out cash. The cash basis seems appealing due to its simplicity, but it often produces misleading financial statements. For example, it fails to record revenue for a company that has performed services but has not yet received payment. As a result, the cash basis may not reflect revenue in the period that a performance obligation is satisfied. Cash-basis accounting is not in accordance with generally accepted accounting principles (GAAP).
Illustration 4.3 compares accrual-based numbers and cash-based numbers. Suppose that Fresh Colors paints a large building in 2024. In 2024, it incurs and pays total expenses (salaries and paint costs) of $50,000. It bills the customer $80,000 but does not receive payment until 2025.
Clearly, the cash-basis net income measures are misleading because neither a loss of $50,000 or net income of $80,000 is a faithful representation of the profitability of the painting project.
ILLUSTRATION 4.3 Accrual-basis versus cash-basis accounting
In order for revenues to be recorded in the period in which related the performance obligations are satisfied and for expenses to be recognized in the period in which they are incurred, companies make adjusting entries. Adjusting entries ensure that the revenue recognition and expense recognition principles are followed.
Adjusting entries are necessary because the trial balance—the first pulling together of the transaction data—may not contain up-to-date and complete data. This is true for several reasons:
Adjusting entries are required every time a company prepares financial statements. The company analyzes each account in the trial balance to determine whether it is complete and up-to-date for financial statement purposes. Every adjusting entry will include one income statement account and one balance sheet account.
Adjusting entries are classified as either deferrals or accruals. As Illustration 4.4 shows, each of these classes has two subcategories.
ILLUSTRATION 4.4 Categories of adjusting entries
Deferrals:
|
Accruals:
|
Subsequent sections give examples of each type of adjustment. Each example is based on the October 31 trial balance of Sierra Corporation from Illustration 3.35. It is reproduced in Illustration 4.5. Note that Retained Earnings has been added to this trial balance with a zero balance. We will explain its use later.
ILLUSTRATION 4.5 Unadjusted trial balance
Sierra Corporation |
||||||
Debit | Credit | |||||
Cash | $15,200 | |||||
Supplies | 2,500 | |||||
Prepaid Insurance | 600 | |||||
Equipment | 5,000 | |||||
Notes Payable | $ 5,000 | |||||
Accounts Payable | 2,500 | |||||
Unearned Service Revenue | 1,200 | |||||
Common Stock | 10,000 | |||||
Retained Earnings | 0 | |||||
Dividends | 500 | |||||
Service Revenue | 10,000 | |||||
Salaries and Wages Expense | 4,000 | |||||
Rent Expense | 900 | |||||
$28,700 | $28,700 |
We assume that Sierra uses an accounting period of one month. Thus, monthly adjusting entries are made. The entries are dated October 31.
To defer means to postpone or delay. Deferrals are expenses or revenues that are recognized at a date later than the point when cash was originally exchanged.
The two types of deferrals are prepaid expenses and unearned revenues.
Companies record payments of expenses that will benefit more than one accounting period as assets. These prepaid expenses or prepayments are expenses paid in cash before they are used or consumed. When expenses are prepaid, an asset account is increased (debited) to show the service or benefit that the company will receive in the future. Examples of common prepayments are insurance, supplies, advertising, and rent. In addition, companies make prepayments when they purchase buildings and equipment.
Prior to adjustment, assets are overstated and expenses are understated. Therefore, as shown in Illustration 4.6, an adjusting entry for prepaid expenses results in an increase (a debit) to an expense account and a decrease (a credit) to an asset account.
ILLUSTRATION 4.6 Adjusting entries for prepaid expenses
Let’s look in more detail at some specific types of prepaid expenses, beginning with supplies.
The purchase of supplies, such as paper and envelopes, results in an increase (a debit) to an asset account. During the accounting period, the company uses supplies. Rather than record supplies expense immediately as the supplies are used, companies recognize supplies expense in a single entry, at the end of the accounting period.
Sierra Corporation purchased supplies costing $2,500 on October 5. Sierra recorded the purchase by increasing (debiting) the asset Supplies. This account shows a balance of $2,500 in the October 31 trial balance. A physical count of the inventory at the close of business on October 31 reveals that $1,000 of supplies are still on hand. Thus, the cost of supplies used is $1,500 ($2,500 − $1,000). This use of supplies decreases an asset, Supplies. It also decreases stockholders’ equity by increasing an expense account, Supplies Expense. This is shown in Illustration 4.7 (see Helpful Hint).
After adjustment, the asset account Supplies shows a balance of $1,000, which is equal to the cost of supplies on hand at the statement date. In addition, Supplies Expense shows a balance of $1,500, which equals the cost of supplies used in October.
ILLUSTRATION 4.7 Adjustment for supplies
Companies purchase insurance to protect themselves from losses due to fire, theft, and unforeseen events. Insurance must be paid in advance, often for multiple months.
On October 4, Sierra Corporation paid $600 for a one-year fire insurance policy. Coverage began on October 1. Sierra recorded the payment by increasing (debiting) Prepaid Insurance. This account shows a balance of $600 in the October 31 trial balance. Insurance of $50 ($600 ÷ 12) expires each month. The expiration of prepaid insurance decreases an asset, Prepaid Insurance. It also decreases stockholders’ equity by increasing an expense account, Insurance Expense.
After the adjusting entry, the asset Prepaid Insurance shows a balance of $550, which represents the unexpired cost for the remaining 11 months of coverage (see Illustration 4.8). At the same time, the balance in Insurance Expense equals the insurance cost that expired in October.
ILLUSTRATION 4.8 Adjustment for insurance
A company typically owns a variety of assets that have long lives, such as buildings, equipment, and motor vehicles. The period of service is referred to as the useful life of the asset. Because a building is expected to be of service for many years, it is recorded as an asset, rather than an expense, on the date it is acquired.
Need for Adjustment The acquisition of long-lived assets is essentially a long-term prepayment for the use of an asset. An adjusting entry for depreciation is needed to recognize the cost that has been used (an expense) during the period and to report the unused cost (an asset) at the end of the period. It is important to understand the following.
For Sierra Corporation, assume that depreciation on the equipment is $480 a year, or $40 per month. As shown in Illustration 4.9, rather than decrease (credit) the asset account directly, Sierra instead credits Accumulated Depreciation—Equipment.
To keep the accounting equation in balance, Sierra decreases stockholders’ equity by increasing an expense account, Depreciation Expense.
ILLUSTRATION 4.9 Adjustment for depreciation
The balance in the Accumulated Depreciation—Equipment account will increase $40 each month, and the balance in Equipment remains $5,000.
Statement Presentation As noted above, Accumulated Depreciation—Equipment is a contra asset account. It is offset against Equipment on the balance sheet. The normal balance of a contra asset account is a credit.
Thus, in the balance sheet, Sierra deducts Accumulated Depreciation—Equipment from the related asset account, as shown in Illustration 4.10.
ILLUSTRATION 4.10 Balance sheet presentation of accumulated depreciation
Equipment | $5,000 |
Less: Accumulated depreciation—equipment | 40 |
$4,960 |
Book value is the difference between the cost of any depreciable asset and its related accumulated depreciation (see Alternative Terminology). In Illustration 4.10, the book value of the equipment at the balance sheet date is $4,960. The book value and the fair value of the asset are generally two different values. As noted earlier, the purpose of depreciation is not valuation but a means of cost allocation.
Illustration 4.11 summarizes the accounting for prepaid expenses.
ILLUSTRATION 4.11 Accounting for prepaid expenses
Accounting for Prepaid Expenses | |||
Examples | Reason for Adjustment | Accounts Before Adjustment | Adjusting Entry |
Insurance, supplies, advertising, rent, depreciation | Prepaid expenses originally recorded in asset accounts have been used. | Assets overstated. Expenses understated. |
Dr. Expenses Cr. Assets or Contra Assets |
Companies record cash received before services are performed by increasing (crediting) a liability account called unearned revenues. In other words, the company has a performance obligation to provide a service for one of its customers. Items like rent, magazine subscriptions, and customer deposits for future service may result in unearned revenues. Airlines such as United, American, and Delta, for instance, treat receipts from the sale of tickets as unearned revenue until the flight service is provided.
For example, if identical accounting periods are assumed, a landlord will have unearned rent revenue when a tenant has prepaid rent.
When a company receives payment for services to be performed in a future accounting period, it increases (credits) an unearned revenue account. Unearned revenue is a liability account used to recognize the obligation that exists. The company subsequently recognizes revenues when it performs the service.
During the accounting period, it is not practical to make daily entries as the company performs services. Instead, the company delays recognition of revenue until the adjustment process.
Therefore, as shown in Illustration 4.12, the adjusting entry for unearned revenues results in a decrease (a debit) to a liability account and an increase (a credit) to a revenue account.
ILLUSTRATION 4.12 Adjusting entries for unearned revenues
Sierra Corporation received $1,200 on October 2 from R. Knox for guide services for multi-day trips expected to be completed by December 31. Sierra credited the payment to Unearned Service Revenue. This liability account shows a balance of $1,200 in the October 31 trial balance. From an evaluation of the service Sierra performed for Knox during October, the company determines that it should recognize $400 of revenue in October. The liability (Unearned Service Revenue) is therefore decreased and stockholders’ equity (Service Revenue) is increased.
As shown in Illustration 4.13, the liability Unearned Service Revenue now shows a balance of $800. That amount represents the remaining guide services Sierra is obligated to perform in the future. Service Revenue shows total revenue for October of $10,400.
ILLUSTRATION 4.13 Service revenue accounts after adjustment
Illustration 4.14 summarizes the accounting for unearned revenues.
ILLUSTRATION 4.14 Accounting for unearned revenues
Accounting for Unearned Revenues | |||
Examples | Reason for Adjustment | Accounts Before Adjustment | Adjusting Entry |
Rent, magazine subscriptions, customer deposits for future service | Unearned revenues recorded in liability accounts are now recognized as revenue for services performed. | Liabilities overstated. Revenues understated. |
Dr. Liabilities Cr. Revenues |
The second category of adjusting entries is accruals. Accruals are expenses or revenues that are recognized at a date earlier than the point when cash is exchanged.
Revenues for services performed but not yet recorded at the statement date are accrued revenues. Accrued revenues may accumulate (accrue) with the passing of time, as in the case of interest revenue. These are unrecorded because the earning of interest does not involve daily transactions. Companies do not record interest revenue on a daily basis because it is often impractical to do so. Accrued revenues also may result from services that have been performed but not yet billed nor collected, as in the case of commissions and fees. These may be unrecorded because only a portion of the total service has been performed and the clients won’t be billed until the service has been completed.
As shown in Illustration 4.15, an adjusting entry for accrued revenues results in an increase (a debit) to an asset account and an increase (a credit) to a revenue account (see Helpful Hint).
ILLUSTRATION 4.15 Adjusting entries for accrued revenues
In October, Sierra Corporation performed guide services worth $200 that were not billed to clients on or before October 31. Because these services were not billed, they were not recorded. The accrual of unrecorded service revenue increases an asset account, Accounts Receivable. It also increases stockholders’ equity by increasing a revenue account, Service Revenue, as shown in Illustration 4.16.
ILLUSTRATION 4.16 Adjustment for accrued revenue
The asset Accounts Receivable shows that clients owe Sierra $200 at the balance sheet date. The balance of $10,600 in Service Revenue represents the total revenue for services Sierra performed during the month ($10,000 + $400 + $200).
Equation analyses summarize the effects of transactions on the three elements of the accounting equation, as well as the effect on cash flows.
On November 10, Sierra receives cash of $200 for the services performed in October and makes the following entry.
Nov. 10 | Cash | 200 | |
Accounts Receivable | 200 | ||
(To record cash collected on account) |
The company records the collection of the receivables by a debit (increase) to Cash and a credit (decrease) to Accounts Receivable.
Illustration 4.17 summarizes the accounting for accrued revenues.
ILLUSTRATION 4.17 Accounting for accrued revenues
Accounting for Accrued Revenues | |||
Examples | Reason for Adjustment | Accounts Before Adjustment | Adjusting Entry |
Interest, rent, services | Services performed but not yet received in cash or recorded. | Assets understated. Revenues understated. |
Dr. Assets Cr. Revenues |
Expenses incurred but not yet paid or recorded at the statement date are called accrued expenses. Interest, taxes, utilities, and salaries are common examples of accrued expenses.
Therefore, as shown in Illustration 4.18, an adjusting entry for accrued expenses results in an increase (a debit) to an expense account and an increase (a credit) to a liability account.
ILLUSTRATION 4.18 Adjusting entries for accrued expenses
Let’s look in more detail at some specific types of accrued expenses, beginning with accrued interest.
Sierra Corporation signed a three-month note payable in the amount of $5,000 on October 1. The note requires Sierra to pay interest at an annual rate of 12%. The note and the interest will both be repaid at maturity.
The amount of the interest recorded is determined by three factors:
For Sierra, the total interest due on the $5,000 note at its maturity date three months in the future is $150 ($5,000 × 12% × ), or $50 for one month. Illustration 4.19 shows the formula for computing monthly interest expense and its application to Sierra for the month of October (see Helpful Hint).
ILLUSTRATION 4.19 Formula for computing interest
Face Value of Note | × | Annual Interest Rate | × | Time in Terms of One Year | = | Interest Expense |
$5,000 | × | 12% | × | = | $50 |
As Illustration 4.20 shows, the accrual of interest at October 31 increases a liability account, Interest Payable. It also decreases stockholders’ equity by increasing an expense account, Interest Expense.
ILLUSTRATION 4.20 Adjustment for accrued interest
Interest Expense shows the interest charges for the month of October. Interest Payable shows the amount of interest the company owes at the statement date. Sierra will not pay the interest until the note comes due at the end of three months. Companies use the Interest Payable account, instead of crediting Notes Payable, to disclose the two different types of obligations—interest and principal—in the accounts and statements.
Companies pay for some types of expenses, such as employee salaries and wages, after the services have been performed. Sierra paid salaries on October 26 for its employees’ first two weeks of work (October 15–October 26). The next payment of salaries will not occur until November 9. As Illustration 4.21 shows, three working days of unpaid salaries and wages remain in October (October 29–31).
ILLUSTRATION 4.21 Calendar showing Sierra Corporation’s pay periods
At October 31, the salaries for these three days represent an accrued expense and a related liability to Sierra. The employees receive total salaries of $2,000 for a five-day work week, or $400 ($2,000 ÷ 5 days) per day. Thus, accrued salaries at October 31 are $1,200 ($400 × 3). This accrual increases a liability, Salaries and Wages Payable. It also decreases stockholders’ equity by increasing an expense account, Salaries and Wages Expense, as shown in Illustration 4.22.
ILLUSTRATION 4.22 Adjustment for accrued salaries and wages
After this adjustment, the balance in Salaries and Wages Expense of $5,200 (13 days × $400) is the actual salary expense for October. (The employees worked 13 days in October after beginning work on October 15.) The balance in Salaries and Wages Payable of $1,200 is the amount of the liability for salaries Sierra owes as of October 31.
Sierra pays salaries every two weeks. Consequently, the next payday is November 9, when the company will again pay total salaries of $4,000. The payment consists of $1,200 of salaries and wages payable at October 31 plus $2,800 of salaries and wages expense for November (7 working days as shown in the November calendar × $400). Therefore, Sierra makes the following entry on November 9.
Nov.9 | Salaries and Wages Payable | 1,200 | |
Salaries and Wages Expense | 2,800 | ||
Cash | 4,000 | ||
(To record November 9 payroll) |
This entry eliminates the liability for Salaries and Wages Payable that Sierra recorded in the October 31 adjusting entry, and it records the proper amount of Salaries and Wages Expense for the period between November 1 and November 9.
Illustration 4.23 summarizes the accounting for accrued expenses.
ILLUSTRATION 4.23 Accounting for accrued expenses
Accounting for Accrued Expenses | |||
Examples | Reason for Adjustment | Accounts Before Adjustment | Adjusting Entry |
Interest, rent, salaries | Expenses have been incurred but not yet paid in cash or recorded. | Expenses understated. Liabilities understated. |
Dr. Expenses Cr. Liabilities |
Illustration 4.24 summarizes the four basic types of adjusting entries. Take some time to study and analyze the adjusting entries. Be sure to note that each adjusting entry affects one balance sheet account and one income statement account.
ILLUSTRATION 4.24 Summary of adjusting entries
Type of Adjustment | Accounts Before Adjustment | Adjusting Entry | ||
Prepaid expenses | Assets overstated. Expenses understated. |
Dr. Expenses Cr. Assets or Contra Assets |
||
Unearned revenues | Liabilities overstated. Revenues understated. |
Dr. Liabilities Cr. Revenues |
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Accrued revenues | Assets understated. Revenues understated. |
Dr. Assets Cr. Revenues |
||
Accrued expenses | Expenses understated. Liabilities understated. |
Dr. Expenses Cr. Liabilities |
Illustrations 4.25 and 4.26 show the journalizing and posting of adjusting entries for Sierra Corporation on October 31. When reviewing the general ledger in Illustration 4.26, note that for learning purposes we have highlighted the adjustments in red.
ILLUSTRATION 4.25 General journal showing adjusting entries
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
2025 | Adjusting Entries | ||
Oct. 31 | Supplies Expense | 1,500 | |
Supplies | 1,500 | ||
(To record supplies used) | |||
31 | Insurance Expense | 50 | |
Prepaid Insurance | 50 | ||
(To record insurance expired) | |||
31 | Depreciation Expense | 40 | |
Accumulated Depreciation—Equipment | 40 | ||
(To record monthly depreciation) | |||
31 | Unearned Service Revenue | 400 | |
Service Revenue | 400 | ||
(To record revenue for services performed) | |||
31 | Accounts Receivable | 200 | |
Service Revenue | 200 | ||
(To record revenue for services performed) | |||
31 | Interest Expense | 50 | |
Interest Payable | 50 | ||
(To record interest on notes payable) | |||
31 | Salaries and Wages Expense | 1,200 | |
Salaries and Wages Payable | 1,200 | ||
(To record accrued salaries) |
ILLUSTRATION 4.26 General ledger after adjustments (adjustments shown in red)
General Ledger | |||
Cash | |||
Oct.1 | 10,000 | Oct.2 | 5,000 |
1 | 5,000 | 3 | 900 |
2 | 1,200 | 4 | 600 |
3 | 10,000 | 20 | 500 |
26 | 4,000 | ||
Oct.31 | Bal. 15,200 | ||
Accounts Receivable | |||
Oct.31 | 200 | ||
Oct.31 | Bal. 200 | ||
Supplies | |||
Oct.5 | 2,500 | Oct.31 | 1,500 |
Oct.31 | Bal. 1,000 | ||
Prepaid Insurance | |||
Oct.4 | 600 | Oct.31 | 50 |
Oct.31 | Bal. 550 | ||
Equipment | |||
Oct.2 | 5,000 | ||
Oct.31 | Bal. 5,000 | ||
Accumulated Depreciation—Equipment | |||
Oct.31 | 40 | ||
Oct.31 | Bal. 40 | ||
Notes Payable | |||
Oct.1 | 5,000 | ||
Oct.31 | Bal. 5,000 | ||
Accounts Payable | |||
Oct.5 | 2,500 | ||
Oct.31 | Bal. 2,500 | ||
Interest Payable | |||
Oct.31 | 50 | ||
Oct.31 | Bal. 50 | ||
Unearned Service Revenue | |||
Oct.31 | 400 | Oct.2 | 1,200 |
Oct.31 | Bal. 800 | ||
Salaries and Wages Payable | |||
Oct.31 | 1,200 | ||
Oct.31 | Bal. 1,200 | ||
Common Stock | |||
Oct.1 | 10,000 | ||
Oct.31 | Bal. 10,000 | ||
Retained Earnings | |||
Oct.31 | Bal. 0 | ||
Dividends | |||
Oct.20 | 500 | ||
Oct.31 | Bal. 500 | ||
Service Revenue | |||
Oct.3 | 10,000 | ||
31 | 400 | ||
31 | 200 | ||
Oct.31 | Bal. 10,600 | ||
Salaries and Wages Expense | |||
Oct.26 | 4,000 | ||
31 | 1,200 | ||
Oct.31 | Bal. 5,200 | ||
Supplies Expense | |||
Oct.31 | 1,500 | ||
Oct.31 | Bal. 1,500 | ||
Rent Expense | |||
Oct.3 | 900 | ||
Oct.31 | Bal. 900 | ||
Insurance Expense | |||
Oct.31 | 50 | ||
Oct.31 | Bal. 50 | ||
Interest Expense | |||
Oct.31 | 50 | ||
Oct.31 | Bal. 50 | ||
Depreciation Expense | |||
Oct.31 | 40 | ||
Oct.31 | Bal. 40 |
After a company has journalized and posted all adjusting entries, it prepares another trial balance from the ledger accounts. This trial balance is called an adjusted trial balance.
Illustration 4.27 presents the adjusted trial balance for Sierra Corporation prepared from the ledger accounts in Illustration 4.26. The amounts affected by the adjusting entries are highlighted in red.
ILLUSTRATION 4.27 Adjusted trial balance
Sierra Corporation Adjusted Trial Balance October 31, 2025 |
||||||
Debit | Credit | |||||
Cash | $15,200 | |||||
Accounts Receivable | 200 | |||||
Supplies | 1,000 | |||||
Prepaid Insurance | 550 | |||||
Equipment | 5,000 | |||||
Accumulated Depreciation—Equipment | $ 40 | |||||
Notes Payable | 5,000 | |||||
Accounts Payable | 2,500 | |||||
Interest Payable | 50 | |||||
Unearned Service Revenue | 800 | |||||
Salaries and Wages Payable | 1,200 | |||||
Common Stock | 10,000 | |||||
Retained Earnings | 0 | |||||
Dividends | 500 | |||||
Service Revenue | 10,600 | |||||
Salaries and Wages Expense | 5,200 | |||||
Supplies Expense | 1,500 | |||||
Rent Expense | 900 | |||||
Insurance Expense | 50 | |||||
Interest Expense | 50 | |||||
Depreciation Expense | 40 | |||||
$30,190 | $30,190 |
Companies can prepare financial statements directly from an adjusted trial balance. Illustrations 4.28 and 4.29 present the relationships between the data in the adjusted trial balance of Sierra Corporation and the corresponding financial statements.
ILLUSTRATION 4.28 Preparation of the income statement and retained earnings statement from the adjusted trial balance
As Illustration 4.28 shows, companies prepare the income statement from the revenue and expense accounts. Similarly, they derive the retained earnings statement from the Retained Earnings account, Dividends account, and the net income (or net loss) shown in the income statement.
As Illustration 4.29 shows, companies then prepare the balance sheet from the asset, liability, and stockholders’ equity accounts. They obtain the amount reported for retained earnings on the balance sheet from the ending balance in the retained earnings statement.
Companies and employees are continually under pressure to “make the numbers”—that is, to have earnings that are in line with investor expectations. Therefore, it is not surprising that many companies practice earnings management.
ILLUSTRATION 4.29 Preparation of the balance sheet from the adjusted trial balance
Companies manage earnings in a variety of ways. One way is through the use of one-time items to prop up earnings numbers. For example, ConAgra Foods recorded a non-recurring gain from the sale of Pilgrim’s Pride stock for $186 million to help meet an earnings projection for the quarter.
Another way is to inflate revenue numbers in the short-run to the detriment of the long-run. For example, Bristol-Myers Squibb provided sales incentives to its wholesalers to encourage them to buy products at the end of the quarter (often referred to as channel-stuffing). This practice allowed Bristol-Myers to meet its sales projections. The problem was that the wholesalers could not sell that amount of merchandise and ended up returning it to Bristol-Myers. The result was that Bristol-Myers had to restate its income numbers.
Companies also manage earnings through improper adjusting entries. Regulators investigated Xerox for accusations that it was booking too much revenue upfront on multi-year contract sales. Financial executives at Office Max resigned amid accusations that the company was recognizing rebates from its vendors too early and therefore overstating revenue. Finally, WorldCom’s abuse of adjusting entries to meet its net income targets is unsurpassed. It used adjusting entries to increase net income by reclassifying liabilities as revenue and reclassifying expenses as assets. Investigations of the company’s books after it went bankrupt revealed adjusting entries of more than a billion dollars that had no supporting documentation.
Previously, you learned that revenue and expense accounts and the Dividends account are subdivisions of retained earnings, which is reported in the stockholders’ equity section of the balance sheet.
Illustration 4.30 identifies the accounts in each category.
ILLUSTRATION 4.30 Temporary versus permanent accounts
At the end of the accounting period, companies transfer the temporary account balances to the permanent stockholders’ equity account—Retained Earnings—through the preparation of closing entries.
In addition to updating Retained Earnings to its correct ending balance, closing entries produce a zero balance in each temporary account. As a result, these accounts are ready to accumulate data about revenues, expenses, and dividends that occur in the next accounting period. Permanent accounts are not closed.
One approach to the closing process is to close each income statement account directly to Retained Earnings. However, to do so results in excessive detail in the Retained Earnings account.
Illustration 4.31 depicts the closing process.
ILLUSTRATION 4.31 The closing process
Many companies have begun to employ robotic process automation (RPA) to improve their closing process. RPA involves the use of computer programs, instead of humans, to perform repetitive rules-based tasks. We will discuss other applications of RPA in later chapters.
Illustration 4.32 shows the closing entries for Sierra Corporation (see Helpful Hint). Illustration 4.33 diagrams the posting process for Sierra’s closing entries.
ILLUSTRATION 4.32 Closing entries journalized
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
Closing Entries | |||
2025 | (1) | ||
Oct.31 | Service Revenue | 10,600 | |
Income Summary | 10,600 | ||
(To close revenue account) | |||
(2) | |||
31 | Income Summary | 7,740 | |
Salaries and Wages Expense | 5,200 | ||
Supplies Expense | 1,500 | ||
Rent Expense | 900 | ||
Insurance Expense | 50 | ||
Interest Expense | 50 | ||
Depreciation Expense | 40 | ||
(To close expense accounts) | |||
(3) | |||
31 | Income Summary | 2,860 | |
Retained Earnings | 2,860 | ||
(To close net income to retained earnings) | |||
(4) | |||
31 | Retained Earnings | 500 | |
Dividends | 500 | ||
(To close dividends to retained earnings) |
After a company journalizes and posts all closing entries, it prepares another trial balance, called a post-closing trial balance, from the ledger.
ILLUSTRATION 4.33 Posting of closing entries
Illustration 4.34 shows the post-closing trial balance for Sierra Corporation.
ILLUSTRATION 4.34 Post-closing trial balance
Sierra Corporation Post-Closing Trial Balance October 31, 2025 |
||||||
Debit | Credit | |||||
Cash | $15,200 | |||||
Accounts Receivable | 200 | |||||
Supplies | 1,000 | |||||
Prepaid Insurance | 550 | |||||
Equipment | 5,000 | |||||
Accumulated Depreciation—Equipment | $ 40 | |||||
Notes Payable | 5,000 | |||||
Accounts Payable | 2,500 | |||||
Unearned Service Revenue | 800 | |||||
Salaries and Wages Payable | 1,200 | |||||
Interest Payable | 50 | |||||
Common Stock | 10,000 | |||||
Retained Earnings | 2,360 | |||||
$21,950 | $21,950 |
Illustration 4.35 shows the required steps in the accounting cycle. You can see that the cycle begins with the analysis of business transactions and ends with the preparation of a post-closing trial balance. Companies perform the steps in the cycle in sequence and repeat them in each accounting period.
ILLUSTRATION 4.35 Required steps in the accounting cycle
We have used T-accounts and trial balances to arrive at the amounts used to prepare financial statements. Accountants, however, frequently use a spreadsheet known as a worksheet to determine these amounts. A worksheet is a multiple-column spreadsheet that may be used in the adjustment process and in preparing financial statements. As its name suggests, the worksheet is a working tool for the accountant.
Illustration 4A.1 shows the basic form and procedures for preparing a worksheet. Note the headings. The worksheet starts with two columns for the Trial Balance. The next two columns record all Adjustments. Next is the Adjusted Trial Balance. The last two sets of columns correspond to the Income Statement and the Balance Sheet. All items listed in the Adjusted Trial Balance columns are included in either the Income Statement or the Balance Sheet columns.
ILLUSTRATION 4A.1 Form and procedure for a worksheet
The revenue recognition principle dictates that companies recognize revenue when a performance obligation has been satisfied. The expense recognition principle dictates that companies recognize expenses in the period when the company makes efforts to generate those revenues.
Under the cash basis, companies record events only in the periods in which the company receives or pays cash. Accrual-based accounting means that companies record, in the periods in which the events occur, events that change a company’s financial statements even if cash has not been exchanged.
Companies make adjusting entries at the end of an accounting period. These entries ensure that companies record revenues in the period in which the performance obligation is satisfied and that companies recognize expenses in the period in which they are incurred. The major types of adjusting entries are prepaid expenses, unearned revenues, accrued revenues, and accrued expenses.
Deferrals are either prepaid expenses or unearned revenues. Companies make adjusting entries for deferrals at the statement date to record the portion of the deferred item that represents the expense incurred or the revenue for services performed in the current accounting period.
Accruals are either accrued revenues or accrued expenses. Adjusting entries for accruals record revenues for services performed and expenses incurred in the current accounting period that have not been recognized through daily entries.
An adjusted trial balance is a trial balance that shows the balances of all accounts, including those that have been adjusted, at the end of an accounting period. The purpose of an adjusted trial balance is to show the effects of all financial events that have occurred during the accounting period.
One purpose of closing entries is to transfer net income or net loss for the period to Retained Earnings. A second purpose is to “zero-out” all temporary accounts (revenue accounts, expense accounts, and Dividends) so that they start each new period with a zero balance. To accomplish this, companies “close” all temporary accounts at the end of an accounting period. They make separate entries to close revenues and expenses to Income Summary, Income Summary to Retained Earnings, and Dividends to Retained Earnings. Only temporary accounts are closed.
The required steps in the accounting cycle are (1) analyze business transactions, (2) journalize the transactions, (3) post to ledger accounts, (4) prepare a trial balance, (5) journalize and post adjusting entries, (6) prepare an adjusted trial balance, (7) prepare financial statements, (8) journalize and post closing entries, and (9) prepare a post-closing trial balance.
The worksheet is a spreadsheet to make it easier to prepare adjusting entries and the financial statements. Companies often prepare a worksheet using a computer spreadsheet. The sets of columns of the worksheet are, from left to right, the unadjusted trial balance, adjustments, adjusted trial balance, income statement, and balance sheet.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
At what point should the company record revenue? | Need to understand the nature of the company’s business | Record revenue in the period in which the performance obligation is satisfied. | Recognizing revenue too early overstates current period revenue; recognizing it too late understates current period revenue. |
At what point should the company record expenses? | Need to understand the nature of the company’s business | Expenses should “follow” revenues—that is, match the effort (expense) with the result (revenue). | Recognizing expenses too early overstates current period expense; recognizing them too late understates current period expense. |
1. (LO 1) What is the periodicity assumption?
c. The periodicity assumption states that the economic life of a business can be divided into artificial time periods. The other choices are incorrect because (a) this statement describes the revenue recognition principle, (b) this statement describes the expense recognition principle, and (d) the periodicity assumption states that the life of a business can be divided into artificial time periods, not that the fiscal year and calendar year must coincide.
2. (LO 1) Which principle dictates that efforts (expenses) be recorded with accomplishments (revenues)?
a. The expense recognition principle dictates that efforts (expenses) be recorded with accomplishments (revenues). The other choices are incorrect because (b) the historical cost principle states that when assets are purchased, they should be recorded at cost; (c) the periodicity assumption states that the life of a business can be divided into artificial time periods; and (d) the revenue recognition principle states that revenue should be recorded in the period in which the performance obligation is satisfied.
3. (LO 1) What are the first step and the final step in the revenue recognition process?
c. In the revenue recognition process, the first step is identify the contract with customers, and the final step is recognize revenue when each performance obligation is satisfied. The other choices are incorrect because the five steps in the process in order are (1) Identify the contract with customers, (2) identify the separate performance obligations in the contract, (3) determine the transaction price, (4) allocate the transaction price to the separate performance obligations, and (5) recognize revenue when each performance obligation is satisfied.
4. (LO 1) Which one of these statements about the accrual basis of accounting is false?
d. If companies record revenue only when they receive cash and record expense only when they pay out cash, they are using the cash basis of accounting. The other choices are true statements about accrual-basis accounting.
5. (LO 1) Adjusting entries are made to ensure that:
d. Adjusting entries are made to ensure that expenses are recognized in the period in which they are incurred, that revenues are recorded in the period in which the performance obligation is satisfied, and that balance sheet and income statement accounts have correct balances at the end of an accounting period. Although choices (a), (b), and (c) are correct, choice (d) is the better answer.
6. (LO 2, 3) Each of the following is a major type (or category) of adjusting entry except:
d. Unearned expenses are not a major type of adjusting entry. Choices (a) prepaid expenses, (b) accrued revenues, and (c) accrued expenses are all a major type of adjusting entry.
7. (LO 2) The trial balance shows Supplies $1,350 and Supplies Expense $0. If $600 of supplies are on hand at the end of the period, the adjusting entry is:
a. | Supplies | 600 | |
Supplies Expense | 600 | ||
b. | Supplies | 750 | |
Supplies Expense | 750 | ||
c. | Supplies Expense | 750 | |
Supplies | 750 | ||
d. | Supplies Expense | 600 | |
Supplies | 600 |
c. The adjusting entry is to debit Supplies Expense for $750 ($1,350 − $600) and credit Supplies for $750. The other choices are therefore incorrect.
8. (LO 2) Adjustments for unearned revenues:
a. Adjustments for unearned revenues decrease liabilities and increase revenues. The other choices are therefore incorrect.
9. (LO 2) Adjustments for prepaid expenses:
c. Adjustments for prepaid expenses decrease assets and increase expenses. The other choices are therefore incorrect.
10. (LO 2) Queenan Company computes depreciation on delivery equipment at $1,000 for the month of June. The adjusting entry to record this depreciation is as follows:
a. | Depreciation Expense | 1,000 | |
Accumulated Depreciation— Queenan Company | 1,000 | ||
b. | Depreciation Expense | 1,000 | |
Equipment | 1,000 | ||
c. | Depreciation Expense | 1,000 | |
Accumulated Depreciation— Equipment | 1,000 | ||
d. | Equipment Expense | 1,000 | |
Accumulated Depreciation— Equipment | 1,000 |
c. The adjusting entry is to debit Depreciation Expense and credit Accumulation Depreciation—Equipment. The other choices are incorrect because (a) the contra asset account title includes the asset being depreciated, not the company name; (b) the credit should be to the contra asset account, not the asset; and (d) the debit should be to Depreciation Expense, not Equipment Expense.
11. (LO 3) Adjustments for accrued revenues:
b. When the adjustment is made for accrued revenues, an asset account (usually Accounts Receivable) is increased and a revenue account is increased. The other choices are therefore incorrect.
12. (LO 3) Colleen Mooney earned a salary of $400 for the last week of September. She will be paid on October 1. The adjusting entry for Colleen’s employer at September 30 is:
a. | No entry is required. | ||
b. | Salaries and Wages Expense | 400 | |
Salaries and Wages Payable | 400 | ||
c. | Salaries and Wages Expense | 400 | |
Cash | 400 | ||
d. | Salaries and Wages Payable | 400 | |
Cash | 400 |
b. The adjusting entry should be to debit Salaries and Wages Expense $400 and credit Salaries and Wages Payable for $400. Choice (a) is incorrect because if an adjusting entry is not made, the amount of money owed (liability) that is shown on the balance sheet will be understated and the amount of salaries and wages expense will also be understated. Choices (c) and (d) are incorrect because adjusting entries never affect cash.
13. (LO 4) Which statement is incorrect concerning the adjusted trial balance?
c. The adjusted trial balance does list temporary accounts. The other choices are true statements about the adjusted trial balance.
14. (LO 4) Which account will have a zero balance after a company has journalized and posted closing entries?
a. Service Revenue will have a zero balance after a company has journalized and posted closing entries. The other choices are incorrect because (b) Supplies is an asset, or permanent account, and will not be closed at the end of the year; (c) Prepaid Insurance is an asset, or permanent account, and will not be closed at the end of the year; and (d) Accumulated Depreciation is a contra asset account. Contra asset accounts are permanent accounts and are not closed at the end of the year.
15. (LO 4) Which types of accounts will appear in the post-closing trial balance?
a. Permanent accounts are the only type of accounts that appear in the post-closing trial balance because they are not closed at the end of the accounting period. Choices (b) and (c) are temporary accounts. Choice (d) is wrong because there is a correct answer.
16. (LO 4) All of the following are required steps in the accounting cycle except:
d. Financial statements are prepared from the adjusted trial balance, not the unadjusted trial balance. The other choices are incorrect because (a) journalizing and posting closing entries, (b) preparing an adjusted trial balance, and (c) preparing a post-closing trial balance are all required steps in the accounting cycle.
Indicate why adjusting entries are needed.
1. (LO 1) The ledger of Dey Company includes the following accounts. Explain why each account may need adjustment.
Prepare adjusting entry for depreciation.
2. (LO 2) At the end of its first year, the trial balance of Denton Company shows Equipment of $40,000 and zero balances in Accumulated Depreciation—Equipment and Depreciation Expense. Depreciation for the year is estimated to be $8,000. For Denton, (a) prepare the adjusting entry for depreciation at December 31, (b) post the adjustments to T-accounts, and (c) indicate the balance sheet presentation of the equipment at December 31.
Dec. 31 | Depreciation Expense | 8,000 | |
Accumulated Depreciation—Equipment | 8,000 |
Depreciation Expense | Accum. Depreciation—Equipment | |||||||
12/31 | 8,000 | 12/31 | 8,000 |
Equipment | $40,000 | |||||
Less: Accumulated Depreciation—Equipment | 8,000 | $32,000 |
Prepare adjusting entries for accruals.
3. (LO 3) You are asked to prepare the following accrual adjusting entries at December 31.
Use the following account titles: Accounts Payable, Accounts Receivable, Service Revenue, Salaries and Wages Expense, Salaries and Wages Payable, and Utility Expense.
Dec.31 | Accounts Receivable | 4,200 | |
Service Revenue | 4,200 | ||
31 | Utility Expense | 660 | |
Accounts Payable | 660 | ||
31 | Salaries and Wage Expense | 3,000 | |
Salaries and Wages Payable | 3,000 |
Analyze accounts in an unadjusted trial balance.
4. (LO 1, 2, 3) The trial balance for Blair Company includes the following balance sheet accounts. Identify the accounts that may require adjustment. For each account that requires adjustment, indicate (a) the type of adjusting entry (prepaid expense, unearned revenue, accrued revenue, or accrued expense) and (b) the related account in the adjusting entry.
Accounts Receivable | Interest Payable | |||
Supplies | Unearned Service Revenue | |||
Prepaid Insurance |
Account | Type of Adjustment | Related Account | ||||
Accounts Receivable | Accrued Revenue | Service Revenue | ||||
Supplies | Prepaid Expense | Supplies Expense | ||||
Prepaid Insurance | Prepaid Expense | Insurance Expense | ||||
Interest Payable | Accrued Expense | Interest Expense | ||||
Unearned Service Revenue | Unearned Revenue | Service Revenue |
Prepare an income statement from an adjusted trial balance.
5. (LO 4) The adjusted trial balance of Harmony Company includes the following accounts at December 31, 2025: Cash $12,000, Retained Earnings $22,000, Dividends $3,000, Service Revenue $41,000, Rent Expense $900, Salaries and Wages Expense $6,000, Supplies Expense $700, and Depreciation Expense $1,800. Prepare an income statement for the year.
Harmony Company Income Statement For the Year Ended December 31, 2025 |
||||||
Revenues | ||||||
Service revenue | $41,000 | |||||
Expenses | ||||||
Salaries and wages expense | $6,000 | |||||
Rent expense | 900 | |||||
Depreciation expense | 1,800 | |||||
Supplies expense | 700 | |||||
Total expenses | 9,400 | |||||
Net income | $31,600 |
Prepare closing entries from ledger balances.
6. (LO 4) The ledger of Quintana Company contains the following balances: Retained Earnings $40,000, Dividends $3,000, Service Revenue $65,000, Salaries and Wages Expense $39,000, and Maintenance and Repairs Expense $9,000. Prepare the closing entries at December 31.
Dec. 31 | Service Revenue | 65,000 | |
Income Summary | 65,000 | ||
31 | Income Summary | 48,000 | |
Salaries and Wages Expense | 39,000 | ||
Maintenance and Repairs Expense | 9,000 | ||
31 | Income Summary | 17,000 | |
Retained Earnings | 17,000 | ||
31 | Retained Earnings | 3,000 | |
Dividends | 3,000 |
Prepare correct income statement.
1. (LO 2, 3) The income statement of Bragg Co. for the month of July shows net income of $1,400 based on Service Revenue $5,500, Salaries and Wages Expense $2,300, Supplies Expense $1,200, and Utilities Expense $600. In reviewing the statement, you discover the following.
Instructions
Prepare a correct income statement for July 2025.
Bragg Co. Income Statement For the Month Ended July 31, 2025 |
||||||
Revenues | ||||||
Service revenue ($5,500 + $600) | $6,100 | |||||
Expenses | ||||||
Salaries and wages expense ($2,300 + $400) | $2,700 | |||||
Supplies expense ($1,200 − $300) | 900 | |||||
Utilities expense | 600 | |||||
Insurance expense | 450 | |||||
Depreciation expense | 180 | |||||
Total expenses | 4,830 | |||||
Net income | $1,270 |
Journalize and post closing entries, and prepare a post-closing trial balance.
2. (LO 4) Arapaho Company ended its fiscal year on July 31, 2025. The company’s adjusted trial balance as of the end of its fiscal year is as follows.
Arapaho Company Adjusted Trial Balance July 31, 2025 |
||||
Account Titles | Debit | Credit | ||
Cash | $ 15,940 | |||
Accounts Receivable | 8,580 | |||
Equipment | 16,900 | |||
Accumulated Depreciation—Equipment | $ 7,500 | |||
Accounts Payable | 4,420 | |||
Unearned Rent Revenue | 1,600 | |||
Common Stock | 20,500 | |||
Retained Earnings | 25,000 | |||
Dividends | 14,000 | |||
Service Revenue | 64,000 | |||
Rent Revenue | 5,500 | |||
Depreciation Expense | 4,500 | |||
Salaries and Wages Expense | 54,700 | |||
Utilities Expense | 13,900 | |||
$128,520 | $128,520 |
Instructions
July 31 | Service Revenue | 64,000 | |
Rent Revenue | 5,500 | ||
Income Summary | 69,500 | ||
(To close revenue accounts) | |||
31 | Income Summary | 73,100 | |
Depreciation Expense | 4,500 | ||
Salaries and Wages Expense | 54,700 | ||
Utilities Expense | 13,900 | ||
(To close expense accounts) | |||
31 | Retained Earnings ($73,100 − $69,500) | 3,600 | |
Income Summary | 3,600 | ||
(To close net loss to retained earnings) | |||
31 | Retained Earnings | 14,000 | |
Dividends | 14,000 | ||
(To close dividends to retained earnings) | |||
Retained Earnings | Income Summary | |||||||
Bal. | 25,000 | 69,500 | ||||||
3,600 | 73,100 | |||||||
14,000 | 3,600 | |||||||
Bal. | 7,400 | Bal. | 0 |
Arapaho Company Post-Closing Trial Balance July 31, 2025 |
||||||
Debit | Credit | |||||
Cash | $15,940 | |||||
Accounts Receivable | 8,580 | |||||
Equipment | 16,900 | |||||
Accumulated Depreciation— Equipment | $ 7,500 | |||||
Accounts Payable | 4,420 | |||||
Unearned Rent Revenue | 1,600 | |||||
Common Stock | 20,500 | |||||
Retained Earnings | 7,400 | |||||
$41,420 | $41,420 | |||||
Prepare adjusting entries from selected data.
(LO 2, 3) Terry Thomas and a group of investors incorporated the Green Thumb Lawn Care Corporation on April 1. At April 30, the trial balance shows the following balances for selected accounts.
Prepaid Insurance | $ 3,600 |
Equipment | 28,000 |
Notes Payable | 20,000 |
Unearned Service Revenue | 4,200 |
Service Revenue | 1,800 |
Analysis reveals the following additional data pertaining to these accounts.
Instructions
Prepare the adjusting entries for the month of April. Show computations.
GENERAL JOURNAL | |||
Date | Account Titles and Explanation | Debit | Credit |
Adjusting Entries | |||
Apr. 30 | Insurance Expense | 150 | |
Prepaid Insurance | 150 | ||
(To record insurance expired: $3,600 ÷ 24 = $150 per month) | |||
30 | Depreciation Expense | 500 | |
Accumulated Depreciation—Equipment | 500 | ||
(To record monthly depreciation) | |||
30 | Interest Expense | 100 | |
Interest Payable | 100 | ||
(To accrue interest on notes payable: $20,000 × 6% × = $100) | |||
30 | Unearned Service Revenue | 700 | |
Service Revenue | 700 | ||
(To record revenue for services performed: $600 ÷ 6 = $100; $100 per month × 7 = $700) | |||
30 | Accounts Receivable | 1,500 | |
Service Revenue | 1,500 | ||
(To accrue revenue for services performed) |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1.
2. Identify and state two generally accepted accounting principles that relate to adjusting the accounts.
3. What are the five steps of the revenue recognition process?
4. Max Wilson, a lawyer, accepts a legal engagement in March, performs the work in April, and is paid in May. If Wilson’s law firm prepares monthly financial statements, when should it recognize revenue from this engagement? Why?
5. In completing the engagement in Question 4, Wilson pays no costs in March, $2,500 in April, and $2,200 in May (incurred in April). How much expense should the firm deduct from revenues in the month when it recognizes the revenue? Why?
6. “The historical cost principle of accounting requires adjusting entries.” Do you agree? Explain.
7. Why may the financial information in an unadjusted trial balance not be up-to-date and complete?
8. Distinguish between the two categories of adjusting entries, and identify the types of adjustments applicable to each category.
9. What types of accounts does a company debit and credit in a prepaid expense adjusting entry?
10. “Depreciation is a process of valuation that results in the reporting of the fair value of the asset.” Do you agree? Explain.
11. Explain the differences between depreciation expense and accumulated depreciation.
12. Steele Company purchased equipment for $15,000. By the current balance sheet date, the company had depreciated $7,000. Indicate the balance sheet presentation of the data.
13. What types of accounts are debited and credited in an unearned revenue adjusting entry?
14. Abe Technologies provides maintenance service for computers and office equipment for companies throughout the Northeast. The sales manager is elated because she closed a $300,000, 3-year maintenance contract on December 29, 2024, two days before the company’s year-end. “Now we will hit this year’s net income target for sure,” she crowed. The customer is required to pay $100,000 on December 29 (the day the deal was closed). Two more payments of $100,000 each are also required on December 29, 2025 and 2026. Discuss the effect that this event will have on the company’s financial statements.
15. BeneMart, a large national retail chain, is nearing its fiscal year-end. It appears that the company is not going to hit its revenue and net income targets. The company’s marketing manager, Ed Mellon, suggests running a promotion selling $50 gift cards for $45. He believes that this would be very popular and would enable the company to meet its targets for revenue and net income. What do you think of this idea?
16. Whistler Corp. performed services for a customer but has not received payment, nor has it recorded any entry related to the work. Which of the following types of accounts are involved in the adjusting entry: (a) asset, (b) liability, (c) revenue, or (d) expense? For the accounts selected, indicate whether they would be debited or credited in the entry.
17. A company fails to recognize an expense incurred but not paid. Indicate which of the following types of accounts is debited and which is credited in the adjusting entry: (a) asset, (b) liability, (c) revenue, or (d) expense.
18. A company makes an accrued revenue adjusting entry for $780 and an accrued expense adjusting entry for $510. How much was net income understated or overstated prior to these entries? Explain.
19. On January 9, a company pays $6,200 for salaries, of which $1,100 was reported as Salaries and Wages Payable on December 31. Give the entry to record the payment.
20. For each of the following items before adjustment, indicate the type of adjusting entry—prepaid expense, unearned revenue, accrued revenue, and accrued expense—that is needed to correct the misstatement. If an item could result in more than one type of adjusting entry, indicate each of the types.
21. One-half of the adjusting entry is given below. Indicate the account title for the other half of the entry.
22. “An adjusting entry may affect more than one balance sheet or income statement account.” Do you agree? Why or why not?
23. Which balance sheet account provides evidence that Apple records sales on an accrual basis rather than a cash basis? Explain.
24. Why is it possible to prepare financial statements directly from an adjusted trial balance?
25.
26. What is the relationship, if any, between the amount shown in the adjusted trial balance column for an account and that account’s ledger balance?
27. Identify the account(s) debited and credited in each of the four closing entries, assuming the company has net income for the year.
28. Some companies employ technologies that allow them to do a so-called “virtual close.” This enables them to close their books nearly instantaneously any time during the year. What advantages does a “virtual close” provide?
29. Describe the nature of the Income Summary account, and identify the types of summary data that may be posted to this account.
30. What items are disclosed on a post-closing trial balance? What is its purpose?
31. Which of these accounts would not appear in the post-closing trial balance? Interest Payable, Equipment, Depreciation Expense, Dividends, Unearned Service Revenue, Accumulated Depreciation—Equipment, and Service Revenue.
32. Indicate, in the sequence in which they are made, the three required steps in the accounting cycle that involve journalizing.
33. Identify, in the sequence in which they are prepared, the three trial balances that are required in the accounting cycle.
34. Explain the terms earnings management and quality of earnings.
35. Give examples of how companies manage earnings.
*36. What is the purpose of a worksheet?
*37. What is the basic form of a worksheet?
Identify the order of the five steps in the revenue recognition process.
BE4.1 (LO 1), K Number the following steps of the revenue recognition process (from 1–5) to place in the correct order.
Identify impact of transactions on cash and net income.
BE4.2 (LO 1), C Transactions that affect net income do not necessarily affect cash. Identify the effect, if any, that each of the following transactions would have upon cash and net income. The first transaction has been completed as an example.
Cash | Net Income |
−$100 | $ 0 |
Indicate why adjusting entries are needed.
BE4.3 (LO 1), C The ledger of Melmann Company includes the following accounts. Explain why each account may require adjustment.
Identify the major types of adjusting entries.
BE4.4 (LO 1), AN Cortina Company accumulates the following adjustment data at December 31. Indicate (1) the type of adjustment (prepaid expense, accrued revenue, and so on) and (2) the status of the accounts before adjustment (for example, “assets understated and revenues understated”).
Prepare adjusting entry for supplies.
BE4.5 (LO 2), AP Lahey Advertising Company’s trial balance at December 31 shows Supplies $8,800 and Supplies Expense $0. On December 31, there are $1,100 of supplies on hand. Prepare the adjusting entry at December 31 and, using T-accounts, enter the balances in the accounts, post the adjusting entry, and indicate the adjusted balance in each account.
Prepare adjusting entry for depreciation.
BE4.6 (LO 2), AP At the end of its first year, the trial balance of Rayburn Company shows Equipment $22,000 and zero balances in Accumulated Depreciation—Equipment and Depreciation Expense. Depreciation for the year is estimated to be $2,750. Prepare the annual adjusting entry for depreciation at December 31, post the adjustments to T-accounts, and indicate the balance sheet presentation of the equipment at December 31.
Prepare adjusting entry for prepaid expense.
BE4.7 (LO 2), AP On July 1, 2025, Ling Co. pays $12,400 to Marsh Insurance Co. for a 2-year insurance contract. Both companies have fiscal years ending December 31. For Ling Co., journalize and post the entry on July 1 and the annual adjusting entry on December 31.
Prepare adjusting entry for unearned revenue.
BE4.8 (LO 2), AP Using the data in BE4.7, journalize and post the entry on July 1 and the adjusting entry on December 31 for Marsh Insurance Co. Marsh uses the accounts Unearned Service Revenue and Service Revenue.
Prepare adjusting entries for deferrals.
BE4.9 (LO 2), AP The unadjusted trial balance of Northern Exposure Inc. had these balances for the following select accounts: Supplies $3,100, Unearned Service Revenue $8,200, and Prepaid Rent $1,200. At the end of the period, a count showed $500 of supplies on hand. Services of $2,900 had been performed related to the unearned revenue account, and one month’s worth of rent, worth $400, had been consumed by Northern Exposure. Record the required adjusting entries related to these events.
Prepare adjusting entries for accruals.
BE4.10 (LO 3), AP The bookkeeper for Tran Company asks you to prepare the following accrual adjusting entries at December 31. Use these account titles: Service Revenue, Accounts Receivable, Interest Expense, Interest Payable, Salaries and Wages Expense, and Salaries and Wages Payable.
Prepare adjusting entries for accruals.
BE4.11 (LO 3), AP At December 31 of the current year, Cullen Corporation had a number of items that were not reflected in its accounting records. Maintenance and repair costs of $770 were incurred but not paid. Utilities costing $240 were used but not paid, and use of a warehouse space worth $1,900 was provided to a tenant who had not been billed as of the end of the month. Record the required adjusting entries related to these events.
Analyze accounts in a trial balance.
BE4.12 (LO 2, 3), AN The trial balance of Woods Company includes the following balance sheet accounts. Identify the accounts that might require adjustment. For each account that requires adjustment, indicate (1) the type of adjusting entry (prepaid expense, unearned revenue, accrued revenue, and accrued expense) and (2) the related account in the adjusting entry.
Prepare an income statement from an adjusted trial balance.
BE4.13 (LO 4), AP The adjusted trial balance of Levin Corporation at December 31, 2025, includes the following accounts: Retained Earnings $17,200, Dividends $6,000, Service Revenue $32,000, Salaries and Wages Expense $14,000, Insurance Expense $1,800, Rent Expense $3,900, Supplies Expense $1,500, and Depreciation Expense $1,000. Prepare an income statement for the year.
Prepare a retained earnings statement from an adjusted trial balance.
BE4.14 (LO 4), AP Partial adjusted trial balance data for Levin Corporation are presented in BE4.13. The balance in Retained Earnings is the balance as of January 1. Prepare a retained earnings statement for the year assuming net income is $10,400.
Identify financial statement for selected accounts.
BE4.15 (LO 4), K The following selected accounts appear in the adjusted trial balance for Deane Company. Indicate the financial statement on which each account would be reported.
Identify post-closing trial balance accounts.
BE4.16 (LO 4), K Using the data in BE4.15, identify the accounts that would be included in a post-closing trial balance.
Prepare and post closing entries.
BE4.17 (LO 4), AP The income statement for the Bonita Pines Golf Club Inc. for the month ended July 31 shows Service Revenue $16,000, Salaries and Wages Expense $8,400, Maintenance and Repairs Expense $2,500, and Income Tax Expense $1,000. The retained earnings statement shows an opening balance for Retained Earnings of $20,000 and Dividends $1,300.
List required steps in the accounting cycle sequence.
BE4.18 (LO4), K The required steps in the accounting cycle are listed in random order below. List the steps in proper sequence.
Identify timing concepts.
DO IT! 4.1 (LO 1), C A list of concepts is provided below in the left column, with descriptions of the concepts in the right column. There are more descriptions provided than concepts. Match the description to the concept.
Prepare adjusting entries for deferrals.
DO IT! 4.2 (LO 2), AP The ledger of Umatilla, Inc. on March 31, 2025, includes the following selected accounts before adjusting entries.
Debit | Credit | |
Supplies | 2,500 | |
Prepaid Insurance | 2,400 | |
Equipment | 30,000 | |
Unearned Service Revenue | 10,000 |
An analysis of the accounts shows the following.
Prepare the adjusting entries for the month of March.
Prepare adjusting entries for accruals.
DO IT! 4.3 (LO 3), AP Jean Karns is the new owner of Jean’s Computer Services. At the end of July 2025, her first month of ownership, Jean is trying to prepare monthly financial statements. She has the following information for the month.
Prepare the adjusting entries needed at July 31, 2025.
Prepare financial statements from adjusted trial balance.
DO IT! 4.4a (LO 4), C Indicate in which financial statement each of the following adjusted trial balance accounts would be presented.
Service Revenue | Accounts Receivable |
Notes Payable | Accumulated Depreciation |
Common Stock | Utilities Expense |
Prepare closing entries.
DO IT! 4.4b (LO 4), AP Paloma Company shows the following balances in selected accounts of its adjusted trial balance.
Supplies | $32,000 | Service Revenue | $108,000 |
Supplies Expense | 6,000 | Salaries and Wages Expense | 40,000 |
Accounts Receivable | 12,000 | Utilities Expense | 8,000 |
Dividends | 22,000 | Rent Expense | 18,000 |
Retained Earnings | 70,000 |
Prepare the remaining closing entries at December 31.
Determine point of revenue recognition.
E4.1 (LO 1), C The following independent situations require professional judgment for determining when to recognize revenue from the transactions.
Instructions
Identify when revenue should be recognized in each of the above situations.
Determine point of revenue recognition.
E4.2 (LO 2), C The following independent situations require professional judgment for determining when to recognize revenue from transactions. Assume the companies make monthly adjusting entries.
Instructions
Determine when revenue should be recognized in each of the above situations.
Identify accounting assumptions, principles, and constraint.
E4.3 (LO 1), K These accounting concepts were discussed in this and previous chapters.
Instructions
Identify by number the accounting concept that describes each situation below. Do not use a number more than once.
Identify the violated assumption, principle, or constraint.
E4.4 (LO 1), C Here are some accounting reporting situations.
Instructions
For each situation, list the assumption, principle, or constraint that has been violated, if any. (Some were presented in earlier chapters.) List only one answer for each situation.
Convert earnings from cash to accrual basis.
E4.5 (LO 1, 2, 3), AP Your examination of the records of a company that follows the cash basis of accounting tells you that the company’s reported cash-basis earnings in 2025 are $33,640. If this firm had followed accrual-basis accounting practices, it would have reported the following year-end balances.
2025 | 2024 | |
Accounts receivable | $3,400 | $2,800 |
Supplies on hand | 1,300 | 1,460 |
Unpaid wages owed | 2,000 | 2,400 |
Other unpaid expenses | 1,400 | 1,100 |
Instructions
Determine the company’s net earnings on an accrual basis for 2025. Show all your calculations in an orderly fashion.
Determine cash-basis and accrual-basis earnings.
E4.6 (LO 1), AP In its first year of operations, Gomes Company recognized $28,000 in service revenue, $6,000 of which was on account and still outstanding at year-end. The remaining $22,000 was received in cash from customers.
The company incurred operating expenses of $15,800. Of these expenses, $12,000 were paid in cash; $3,800 was still owed on account at year-end. In addition, Gomes prepaid $2,400 for insurance coverage that would not be used until the second year of operations.
Instructions
Convert earnings from cash to accrual basis; prepare accrual-based financial statements.
E4.7 (LO 1, 2, 3), AP Franken Company, a ski tuning and repair shop, opened on November 1, 2024. The company carefully kept track of all its cash receipts and cash payments. The following information is available at the end of the ski season, April 30, 2025.
Cash Receipts | Cash Payments | |
Issuance of common shares | $20,000 | |
Payment to purchase repair shop equipment | $ 9,200 | |
Rent payments to landlord | 1,050 | |
Newspaper advertising payment | 375 | |
Utility bill payments | 970 | |
Part-time helper’s wage payments | 2,600 | |
Income tax payment | 10,000 | |
Cash receipts from ski and snowboard repair services | 32,150 | |
Subtotals | 52,150 | 24,195 |
Cash balance | 27,955 | |
Totals | $52,150 | $52,150 |
The repair shop equipment was purchased on November 1 and has an estimated useful life of 4 years. Lease payments to the landlord are made at the beginning of each month. The part-time helper is owed $420 at April 30, 2025, for unpaid wages. At April 30, 2025, customers owe Franken Company $540 for services they have received but have not yet paid for.
Instructions
Identify differences between cash and accrual accounting.
E4.8 (LO 1, 2, 3), C BizCon, a consulting firm, has just completed its first year of operations. The company’s sales growth was explosive. To encourage clients to hire its services, BizCon offered 180-day financing—meaning its largest customers do not pay for nearly 6 months. Because BizCon is a new company, its equipment suppliers insist on being paid cash on delivery. Also, it had to pay up front for 2 years of insurance. At the end of the year, BizCon owed employees for one full month of salaries, but due to a cash shortfall, it promised to pay them the first week of next year.
Instructions
Identify types of adjustments and accounts before adjustment.
E4.9 (LO 1, 2, 3), AN Wang Company accumulates the following adjustment data at December 31.
Instructions
For each item, indicate (1) the type of adjustment (prepaid expense, unearned revenue, accrued revenue, or accrued expense) and (2) the status of the accounts before adjustment (overstated or understated).
Prepare adjusting entries from selected account data.
E4.10 (LO 2, 3), AP The ledger of Howard Rental Agency on March 31 of the current year includes the selected accounts below before adjusting entries have been prepared.
Debit | Credit | |
Supplies | $ 3,000 | |
Prepaid Insurance | 3,600 | |
Equipment | 25,000 | |
Accumulated Depreciation—Equipment | $ 8,400 | |
Notes Payable | 20,000 | |
Unearned Rent Revenue | 12,400 | |
Rent Revenue | 60,000 | |
Interest Expense | 0 | |
Salaries and Wages Expense | 14,000 |
An analysis of the accounts shows the following.
Instructions
Prepare the adjusting entries at March 31, assuming that adjusting entries are made quarterly. Additional accounts are Depreciation Expense, Insurance Expense, Interest Payable, and Supplies Expense.
Prepare adjusting entries.
E4.11 (LO 2, 3), AP The CCBC Corporation had the following unadjusted trial balance at the end of its fiscal year, July 31, 2025.
Debit | Credit | |
Cash | $ 8,175 | |
Accounts Receivable | 4,775 | |
Supplies | 1,400 | |
Prepaid Rent | 1,500 | |
Equipment | 15,000 | |
Accumulated Depreciation—Equipment | $ 6,000 | |
Accounts Payable | 200 | |
Unearned Service Revenue | 3,500 | |
Notes Payable | 1,000 | |
Common Stock | 5,000 | |
Retained Earnings | 15,150 | |
Totals | $30,850 | $30,850 |
Additional information for adjusting entries:
Instructions
Prepare the adjusting entries for July 31.
Prepare adjusting entries.
E4.12 (LO 2, 3), AP Al Medina, D.D.S., opened an incorporated dental practice on January 1, 2025. During the first month of operations, the following transactions occurred.
Instructions
Prepare the adjusting entries on January 31. Account titles are Accumulated Depreciation—Equipment, Depreciation Expense, Service Revenue, Accounts Receivable, Insurance Expense, Interest Expense, Interest Payable, Prepaid Insurance, Supplies, Supplies Expense, Utilities Expense, and Accounts Payable.
Prepare adjusting entries.
E4.13 (LO 2, 3), AP The unadjusted trial balance for Sierra Corp. is shown in Illustration 4.5. Instead of the adjusting entries shown in the text at October 31, assume the following adjustment data.
Instructions
Prepare the adjusting entries for the items above.
Prepare adjusting entries from selected account data.
E4.14 (LO 2, 3), AP The ledger of Armour Lake Lumber Supply on July 31, 2025, includes the selected accounts below before adjusting entries have been prepared.
Debit | Credit | |
Notes Receivable | $ 20,000 | |
Supplies | 24,000 | |
Prepaid Rent | 3,600 | |
Buildings | 250,000 | |
Accumulated Depreciation—Buildings | $140,000 | |
Unearned Service Revenue | 11,500 |
An analysis of the company’s accounts shows the following.
Instructions
Prepare the adjusting entries at July 31 assuming that adjusting entries are made monthly. Use additional accounts as needed.
Prepare a correct income statement.
E4.15 (LO 1, 2, 3), AN The income statement of Norski Co. for the month of July shows net income of $2,000 based on Service Revenue $5,500, Salaries and Wages Expense $2,100, Supplies Expense $900, and Utilities Expense $500. In reviewing the statement, you discover the following:
Instructions
Prepare a correct income statement for July 2025.
Journalize basic transactions and adjusting entries.
E4.16 (LO 2, 3), AN Selected accounts of Villa Company are shown here.
Supplies Expense | Salaries and Wages Payable | ||||||||||
July 31 | 750 | July 31 | 1,000 | ||||||||
Salaries and Wages Expense | Accounts Receivable | ||||||||||
July 15 | 1,000 | July 31 | 500 | ||||||||
31 | 1,000 | ||||||||||
Service Revenue | Unearned Service Revenue | ||||||||||
July 14 | 3,800 | July 31 | 900 | July 1 | Bal. 1,500 | ||||||
31 | 900 | 20 | 600 | ||||||||
31 | 500 | ||||||||||
Supplies | |||||||||||
July 1 | Bal. 1,100 | July 31 | 750 | ||||||||
10 | 200 |
Instructions
After analyzing the accounts, journalize (a) the July transactions and (b) the adjusting entries that were made on July 31. (Hint: July transactions were for cash.)
Analyze adjusted data.
E4.17 (LO 1, 2, 3), AN This is a partial adjusted trial balance of Ramon Company.
Ramon Company Adjusted Trial Balance January 31, 2025 |
||
Debit | Credit | |
Supplies | $ 700 | |
Prepaid Insurance | 1,560 | |
Salaries and Wages Payable | $1,060 | |
Unearned Service Revenue | 750 | |
Supplies Expense | 950 | |
Insurance Expense | 520 | |
Salaries and Wages Expense | 1,800 | |
Service Revenue | 4,000 |
Instructions
Answer these questions, assuming the year begins January 1.
Determine effect of adjusting entries.
E4.18 (LO 2, 3), AN On December 31, 2025, Waters Company prepared an income statement and balance sheet, but failed to take into account three adjusting entries. The balance sheet showed total assets $150,000, total liabilities $70,000, and stockholders’ equity $80,000. The incorrect income statement showed net income of $70,000.
The data for the three adjusting entries were:
Instructions
Complete the following table to correct the financial statement amounts shown (indicate deductions with parentheses).
Item | Net Income | Total Assets | Total Liabilities | Stockholders’ Equity | ||||
Incorrect balances | $70,000 | $150,000 | $70,000 | $80,000 | ||||
Effects of: | ||||||||
Salaries and Wages | ||||||||
Rent Revenue | ||||||||
Depreciation | ||||||||
Correct balances |
Prepare and post transactions and adjusting entries for prepayments.
E4.19 (LO 2), AP Action Quest Games Inc. adjusts its accounts annually. The following information is available for the year ended December 31, 2025.
Instructions
Prepare adjusting and subsequent entries for accruals.
E4.20 (LO 3), AP Greenock Limited has the following information available for accruals for the year ended December 31, 2025. The company adjusts its accounts annually.
Instructions
Identify accounting terms.
E4.21 (LO 3, 2, 3, 4), C The following is a list of terms and phrases discussed in the chapter.
Instructions
Match each term or phrase with its description below.
Prepare closing entries.
E4.22 (LO 4), AP A partial adjusted trial balance for Ramon Company is given in E4.17.
Instructions
Prepare the closing entries at January 31, 2025.
E4.23 (LO 4), AP Selected year-end account balances from the adjusted trial balance as of December 31, 2025, for Tippy Corporation is provided below.
Prepare closing entries.
Debit | Credit | |
Accounts Receivable | $ 72,600 | |
Dividends | 26,300 | |
Depreciation Expense | 13,200 | |
Equipment | 212,800 | |
Salaries and Wages Expense | 91,100 | |
Accounts Payable | $ 53,000 | |
Accumulated Depreciation—Equipment | 114,800 | |
Unearned Rent Revenue | 22,900 | |
Service Revenue | 183,800 | |
Rent Revenue | 6,200 | |
Rent Expense | 3,600 | |
Retained Earnings | 61,800 | |
Supplies Expense | 1,400 |
Instructions
Prepare closing entries and determine ending retained earnings balance.
E4.24 (LO 5), AP The adjusted trial balance for Laurel Developments as of March 31, 2025, is as follows.
Debit | Credit | |
Cash | $ 56,000 | |
Accounts Receivable | 177,000 | |
Prepaid Insurance | 5,000 | |
Equipment | 401,000 | |
Accumulated Depreciation—Equipment | $ 120,000 | |
Accounts Payable | 32,000 | |
Unearned Service Revenue | 5,000 | |
Salaries and Wages Payable | 11,000 | |
Common Stock | 103,000 | |
Retained Earnings | 88,000 | |
Dividends | 21,000 | |
Service Revenue | 956,000 | |
Interest Revenue | 19,000 | |
Depreciation Expense | 50,000 | |
Salaries and Wages Expense | 561,000 | |
Utilities Expense | 9,000 | |
Insurance Expense | 12,000 | |
Income Tax Expense | 42,000 |
Instructions
Prepare adjusting entries from analysis of trial balance.
E4.25 (LO 2, 3, 4), AN The following trial balances are before and after adjustment for Ryan Company at the end of its fiscal year.
Ryan Company Trial Balance August 31, 2025 |
||||||||
Before Adjustment | After Adjustment | |||||||
Dr. | Cr. | Dr. | Cr. | |||||
Cash | $10,900 | $10,900 | ||||||
Accounts Receivable | 8,800 | 9,400 | ||||||
Supplies | 2,500 | 500 | ||||||
Prepaid Insurance | 4,000 | 2,500 | ||||||
Equipment | 16,000 | 16,000 | ||||||
Accumulated Depreciation—Equipment | $ 3,600 | $ 4,800 | ||||||
Accounts Payable | 5,800 | 5,800 | ||||||
Salaries and Wages Payable | 0 | 1,100 | ||||||
Unearned Rent Revenue | 1,800 | 800 | ||||||
Common Stock | 10,000 | 10,000 | ||||||
Retained Earnings | 5,500 | 5,500 | ||||||
Dividends | 2,800 | 2,800 | ||||||
Service Revenue | 34,000 | 34,600 | ||||||
Rent Revenue | 12,100 | 13,100 | ||||||
Salaries and Wages Expense | 17,000 | 18,100 | ||||||
Supplies Expense | 0 | 2,000 | ||||||
Rent Expense | 10,800 | 10,800 | ||||||
Insurance Expense | 0 | 1,500 | ||||||
Depreciation Expense | 0 | 1,200 | ||||||
$72,800 | $72,800 | $75,700 | $75,700 |
Instructions
Prepare the adjusting entries that were made.
Prepare financial statements from adjusted trial balance.
E4.26 (LO 4), AP The adjusted trial balance for Ryan Company is given in E4.25.
Instructions
Prepare the income and retained earnings statements for the year and the classified balance sheet at August 31.
Prepare closing entries.
E4.27 (LO 4), AP The adjusted trial balance for Ryan Company is given in E4.25.
Instructions
Prepare the closing entries for the temporary accounts at August 31.
Record transactions on accrual basis; convert revenue to cash receipts.
P4.1 (LO 1, 2, 3), AP The following selected data are taken from the comparative financial statements of Yankee Curling Club. The club prepares its financial statements using the accrual basis of accounting.
September 30 | 2025 | 2024 | ||
Accounts receivable for member dues | $ 15,000 | $ 19,000 | ||
Unearned sales revenue | 20,000 | 23,000 | ||
Service revenue (from member dues) | 151,000 | 135,000 |
Dues are billed to members based upon their use of the club’s facilities. Unearned sales revenues arise from the sale of tickets to events, such as the Skins Game.
Instructions
(Hint: You will find it helpful to use T-accounts to analyze the following data. You must analyze these data sequentially, as missing information must first be deduced before moving on. Post your journal entries as you progress, rather than waiting until the end.)
b. Cash received | $199,000 |
Prepare adjusting entries, post to ledger accounts, and prepare adjusted trial balance.
P4.2 (LO 2, 3, 4), AP Len Kumar started his own consulting firm, Kumar Consulting, on June 1, 2025. The trial balance at June 30 is as follows.
Kumar Consulting Trial Balance June 30, 2025 |
||||
Debit | Credit | |||
Cash | $ 6,850 | |||
Accounts Receivable | 7,000 | |||
Supplies | 2,000 | |||
Prepaid Insurance | 2,880 | |||
Equipment | 15,000 | |||
Accounts Payable | $ 4,230 | |||
Unearned Service Revenue | 5,200 | |||
Common Stock | 22,000 | |||
Service Revenue | 8,300 | |||
Salaries and Wages Expense | 4,000 | |||
Rent Expense | 2,000 | |||
$39,730 | $39,730 |
In addition to those accounts listed on the trial balance, the chart of accounts for Kumar also contains the following accounts: Accumulated Depreciation—Equipment, Salaries and Wages Payable, Depreciation Expense, Insurance Expense, Utilities Expense, and Supplies Expense.
Other data:
Instructions
b. Service rev. | $16,300 |
c. Tot. adj. trial balance | $45,310 |
Prepare and post adjusting entries; prepare adjusted trial balance.
P4.3 (LO 2, 3, 4), AP The following is Wolastoq Tours Inc.’s unadjusted trial balance at its year-end, November 30, 2025. The company adjusts its accounts annually.
Debit | Credit | |||
Cash | $ 15,800 | |||
Accounts Receivable | 7,640 | |||
Supplies | 965 | |||
Prepaid Rent | 2,400 | |||
Prepaid Insurance | 7,320 | |||
Equipment | 153,840 | |||
Accumulated Depreciation—Equipment | $ 50,160 | |||
Accounts Payable | 1,925 | |||
Unearned Service Revenue | 14,000 | |||
Notes Payable (due 2028) | 54,000 | |||
Common Stock | 10,000 | |||
Retained Earnings | 27,225 | |||
Service Revenue | 130,575 | |||
Salaries and Wages Expense | 69,560 | |||
Maintenance and Repairs Expense | 11,170 | |||
Rent Expense | 13,200 | |||
Interest Expense | 3,465 | |||
Advertising Expense | 825 | |||
Income Tax Expense | 1,700 | |||
$287,885 | $287,885 |
Additional information:
Instructions
c. Total debits | $315,590 |
Prepare adjusting entries, adjusted trial balance, and financial statements.
P4.4 (LO 2, 3, 4), AP The Moto Hotel opened for business on May 1, 2025. Here is its trial balance before adjustment on May 31.
Moto Hotel Trial Balance May 31, 2025 |
||||
Debit | Credit | |||
Cash | $ 2,500 | |||
Supplies | 2,600 | |||
Prepaid Insurance | 1,800 | |||
Land | 15,000 | |||
Buildings | 70,000 | |||
Equipment | 16,800 | |||
Accounts Payable | $ 4,700 | |||
Unearned Rent Revenue | 3,300 | |||
Notes Payable | 36,000 | |||
Common Stock | 60,000 | |||
Rent Revenue | 9,000 | |||
Salaries and Wages Expense | $ 3,000 | |||
Utilities Expense | 800 | |||
Advertising Expense | 500 | |||
$113,000 | $113,000 |
Other data:
Instructions
c. Rent revenue | $11,500 |
Tot. adj. trial balance | $114,630 |
d. Net income | $3,570 |
Prepare adjusting entries and financial statements; identify accounts to be closed.
P4.5 (LO 2, 3, 4), AP Salt Creek Golf Inc. was organized on July 1, 2025. Quarterly financial statements are prepared. The trial balance and adjusted trial balance on September 30 are shown as follows.
Salt Creek Golf Inc. Trial Balance September 30, 2025 |
||||||||
Unadjusted | Adjusted | |||||||
Dr. | Cr. | Dr. | Cr. | |||||
Cash | $ 6,700 | $ 6,700 | ||||||
Accounts Receivable | 400 | 1,000 | ||||||
Supplies | 1,200 | 180 | ||||||
Prepaid Rent | 1,800 | 900 | ||||||
Equipment | 15,000 | 15,000 | ||||||
Accumulated Depreciation—Equipment | $ 350 | |||||||
Notes Payable | $ 5,000 | 5,000 | ||||||
Accounts Payable | 1,070 | 1,070 | ||||||
Salaries and Wages Payable | 600 | |||||||
Interest Payable | 50 | |||||||
Unearned Rent Revenue | 1,000 | 800 | ||||||
Common Stock | 14,000 | 14,000 | ||||||
Retained Earnings | 0 | 0 | ||||||
Dividends | 600 | 600 | ||||||
Service Revenue | 14,100 | 14,700 | ||||||
Rent Revenue | 700 | 900 | ||||||
Salaries and Wages Expense | 8,800 | 9,400 | ||||||
Rent Expense | 900 | 1,800 | ||||||
Depreciation Expense | 350 | |||||||
Supplies Expense | 1,020 | |||||||
Utilities Expense | 470 | 470 | ||||||
Interest Expense | 50 | |||||||
$35,870 | $35,870 | $37,470 | $37,470 |
Instructions
b. Net income | $2,510 |
Tot. assets | $23,430 |
Prepare adjusting entries.
P4.6 (LO 2, 3), AP A review of the ledger of Lewis Company at December 31, 2025, produces these data pertaining to the preparation of annual adjusting entries.
Date | Term (in months) | Monthly Rent | Number of Leases | |||
Nov. 1 | 9 | $5,000 | 5 | |||
Dec. 1 | 6 | $8,500 | 4 |
2. Rent revenue | $84,000 |
Instructions
Prepare the adjusting entries at December 31, 2025.
Prepare adjusting entries and a corrected income statement.
P4.7 (LO 2, 3), AN Roadside Travel Court was organized on July 1, 2024, by Betty Johnson. Betty is a good manager but a poor accountant. From the trial balance prepared by a part-time bookkeeper, Betty prepared the following income statement for her fourth quarter, which ended June 30, 2025.
Roadside Travel Court Income Statement For the Quarter Ended June 30, 2025 |
||||
Revenues | ||||
Rent revenue | $212,000 | |||
Operating expenses | ||||
Advertising expense | $ 3,800 | |||
Salaries and wages expense | 80,500 | |||
Utilities expense | 900 | |||
Depreciation expense | 2,700 | |||
Maintenance and repairs expense | 4,300 | |||
Total operating expenses | 92,200 | |||
Net income | $119,800 |
Betty suspected that something was wrong with the statement because net income had never exceeded $30,000 in any one quarter. Knowing that you are an experienced accountant, she asks you to review the income statement and other data.
You first look at the trial balance. In addition to the account balances reported above in the income statement, the trial balance contains the following additional selected balances at June 30, 2025.
Supplies | $ 8,200 | |
Prepaid Insurance | 14,400 | |
Notes Payable | 14,000 |
You then make inquiries and discover the following.
Instructions
b. Net income | $33,285 |
Journalize transactions and follow through accounting cycle to preparation of financial statements.
P4.8 (LO 2, 3, 4), AP On November 1, 2025, the following were the account balances of Soho Equipment Repair.
Debit | Credit | |||||
Cash | $ 2,790 | Accumulated Depreciation—Equipment | $ 500 | |||
Accounts Receivable | 2,910 | Accounts Payable | 2,300 | |||
Supplies | 1,120 | Unearned Service Revenue | 400 | |||
Equipment | 10,000 | Salaries and Wages Payable | 620 | |||
Common Stock | 10,000 | |||||
Retained Earnings | 3,000 | |||||
$16,820 | $16,820 |
During November, the following summary transactions were completed.
Nov.8 | Paid $1,220 for salaries due employees, of which $600 is for November and $620 is for October salaries payable. | |
10 | Received $1,800 cash from customers in payment of account. | |
12 | Received $3,700 cash for services performed in November. | |
15 | Purchased store equipment on account $3,600. | |
17 | Purchased supplies on account $1,300. | |
20 | Paid creditors $2,500 of accounts payable due. | |
22 | Paid November rent $480. | |
25 | Paid salaries $1,000. | |
27 | Performed services on account worth $900 and billed customers. | |
29 | Received $750 from customers for services to be performed in the future. |
Adjustment data:
Instructions
f. Cash | $3,840 |
Tot. adj. trial balance | $24,680 |
g. Net income | $970 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 3.)
CCC4 Cookie Creations is gearing up for the winter holiday season. During the month of December 2025, the following transactions occur.
Dec. 1 | Natalie hires an assistant at an hourly wage of $8 to help with cookie making and some administrative duties. |
5 | Natalie teaches the class that was booked on November 25 when a $60 deposit on the class was paid in advance. The $90 balance outstanding is received. |
8 | Cookie Creations receives a $300 check for the amount due from the neighborhood school for the class given on November 30. |
9 | Cookie Creations receives $750 in advance from the local school board for five classes that the company will give during December and January. |
15 | Pays the $50 cell phone invoice outstanding at November 30. |
16 | Issues a check to Natalie’s brother for the $600 amount owed for the design of the website. |
19 | Receives a deposit of $60 on a cookie class scheduled for early January. |
23 | Additional revenue during the month for cookie-making classes amounts to $4,000. (Natalie has not had time to account for each class individually.) $3,000 in cash has been collected and $1,000 is still outstanding. (This is in addition to the December 5 and December 9 transactions.) |
23 | Additional baking supplies purchased during the month for sugar, flour, and chocolate chips amount to $1,250 paid in cash. |
23 | Issues a check to Natalie’s assistant for $800. Her assistant worked approximately 100 hours from the time in which she was hired until December 23. |
28 | Pays a dividend of $500 to the common shareholder (Natalie). |
The trial balance from November is shown below.
COOKIE CREATIONS INC. Trial Balance November 30, 2025 |
||
Debit | Credit | |
Cash | $ 340 | |
Accounts Receivable | 300 | |
Supplies | 220 | |
Prepaid Insurance | 1,200 | |
Equipment | 1,200 | |
Website | 600 | |
Accounts Payable | $ 650 | |
Unearned Service Revenue | 60 | |
Notes Payable | 2,000 | |
Common Stock | 800 | |
Service Revenue | 400 | |
Utilities Expense | 50 | |
$3,910 | $3,910 |
As of December 31, Cookie Creations’ year-end, the following adjusting entry data are provided.
Instructions
Using the information gathered from above and from the November trial balance, perform the following:
Check figures
(c) Totals$8,160
(e) Totals$8,804
(f) Net income$3,211
(h) Totals$6,065
Complete all steps in accounting cycle.
ACR4.1 (LO 2, 3, 4), AP Mike Greenberg opened Kleene Window Washing Inc. on July 1, 2025. During July, the following transactions were completed.
July1 | Issued 12,000 shares of common stock for $12,000 cash. | |
1 | Purchased used truck for $8,000, paying $2,000 cash and the balance on account. | |
3 | Purchased cleaning supplies for $900 on account. | |
5 | Paid $1,800 cash on a 1-year insurance policy effective July 1. | |
12 | Billed customers $3,700 for cleaning services performed. | |
18 | Paid $1,000 cash on amount owed on truck and $500 on amount owed on cleaning supplies. | |
20 | Paid $2,000 cash for employee salaries. | |
21 | Collected $1,600 cash from customers billed on July 12. | |
25 | Billed customers $2,500 for cleaning services performed. | |
31 | Paid $290 for maintenance of the truck during month. | |
31 | Declared and paid $600 cash dividend. |
The chart of accounts for Kleene Window Washing contains the following accounts: Cash, Accounts Receivable, Supplies, Prepaid Insurance, Equipment, Accumulated Depreciation—Equipment, Accounts Payable, Salaries and Wages Payable, Common Stock, Retained Earnings, Dividends, Income Summary, Service Revenue, Maintenance and Repairs Expense, Supplies Expense, Depreciation Expense, Insurance Expense, and Salaries and Wages Expense.
Instructions
f. Cash | $5,410 |
g. Tot. assets | $21,500 |
Complete all steps in accounting cycle.
ACR4.2 (LO 2, 3, 4), AP Lars Linken opened Lars Cleaners on March 1, 2025. During March, the following transactions were completed.
Mar.1 | Issued 10,000 shares of common stock for $15,000 cash. | |
1 | Borrowed $6,000 cash by signing a 6-month, 6%, $6,000 note payable. Interest will be paid the first day of each subsequent month. | |
1 | Purchased used truck for $8,000 cash. | |
2 | Paid $1,500 cash to cover rent from March 1 through May 31. | |
3 | Paid $2,400 cash on a 6-month insurance policy effective March 1. | |
6 | Purchased cleaning supplies for $2,000 on account. | |
14 | Billed customers $3,700 for cleaning services performed. | |
18 | Paid $500 on amount owed on cleaning supplies. | |
20 | Paid $1,750 cash for employee salaries. | |
21 | Collected $1,600 cash from customers billed on March 14. | |
28 | Billed customers $4,200 for cleaning services performed. | |
31 | Paid $350 for gas and oil used in truck during month (use Maintenance and Repairs Expense). | |
31 | Declared and paid a $900 cash dividend. |
The chart of accounts for Lars Cleaners contains the following accounts: Cash, Accounts Receivable, Supplies, Prepaid Insurance, Prepaid Rent, Equipment, Accumulated Depreciation—Equipment, Accounts Payable, Salaries and Wages Payable, Notes Payable, Interest Payable, Common Stock, Retained Earnings, Dividends, Income Summary, Service Revenue, Maintenance and Repairs Expense, Supplies Expense, Depreciation Expense, Insurance Expense, Salaries and Wages Expense, Rent Expense, and Interest Expense.
Instructions
f. Tot. adj. trial balance | $31,960 |
g. Tot. assets | $24,730 |
Journalize transactions and follow through accounting cycle to preparation of financial statements.
ACR4.3 (LO 2, 3, 4), AP On August 1, 2025, the following were the account balances of B&B Repair Services.
Debit | Credit | |||||
Cash | $ 6,040 | Accumulated Depreciation—Equipment | $ 600 | |||
Accounts Receivable | 2,910 | Accounts Payable | 2,300 | |||
Notes Receivable | 4,000 | Unearned Service Revenue | 1,260 | |||
Supplies | 1,030 | Salaries and Wages Payable | 1,420 | |||
Equipment | 10,000 | Common Stock | 12,000 | |||
Retained Earnings | 6,400 | |||||
$23,980 | $23,980 |
During August, the following summary transactions were completed.
Aug.1 | Paid $400 cash for advertising in local newspapers. Advertising flyers will be included with newspapers delivered during August and September. | |
3 | Paid August rent $380. | |
5 | Received $1,200 cash from customers in payment of account. | |
10 | Paid $3,120 for salaries due employees, of which $1,700 is for August and $1,420 is for July salaries payable. | |
12 | Received $2,800 cash for services performed in August. | |
15 | Purchased store equipment on account $2,000. | |
20 | Paid creditors $2,000 of accounts payable due. | |
22 | Purchased supplies on account $800. | |
25 | Paid $2,900 cash for employees’ salaries. | |
27 | Billed customers $3,760 for services performed. | |
29 | Received $780 from customers for services to be performed in the future. |
Adjustment data:
Instructions
f. Cash | $2,020 |
Tot. adj. trial balance | $32,580 |
g. Net loss | $530 |
Record and post transactions, adjusting, and closing journal entries; prepare adjusted trial balance and financial statements.
ACR4.4 (LO 2, 3, 4), AP At June 30, 2025, the end of its most recent fiscal year, Green River Computer Consultants’ post-closing trial balance was as follows.
Debit | Credit | |||
Cash | $5,230 | |||
Accounts Receivable | 1,200 | |||
Supplies | 690 | |||
Accounts Payable | $ 400 | |||
Unearned Service Revenue | 1,120 | |||
Common Stock | 3,600 | |||
Retained Earnings | 2,000 | |||
$7,120 | $7,120 |
The company underwent a major expansion in July. New staff was hired and more financing was obtained. Green River conducted the following transactions during July 2025, and adjusts its accounts monthly.
July1 | Purchased equipment, paying $4,000 cash and signing a 2-year note payable for $20,000. The equipment has a 4-year useful life. The note has a 6% interest rate which is payable on the first day of each following month. | |
2 | Issued 20,000 shares of common stock for $50,000 cash. | |
3 | Paid $3,600 cash for a 12-month insurance policy effective July 1. | |
3 | Paid the first 2 (July and August 2025) months’ rent for an annual lease of office space for $4,000 per month. | |
6 | Paid $3,800 for supplies. | |
9 | Visited client offices and agreed on the terms of a consulting project. Green River will bill the client, Connor Productions, on the 20th of each month for services performed. | |
10 | Collected $1,200 cash on account from Milani Brothers. This client was billed in June when Green River performed the service. | |
13 | Performed services for Fitzgerald Enterprises. This client paid $1,120 in advance last month. All services relating to this payment are now completed. | |
14 | Paid $400 cash for a utility bill. This related to June utilities that were accrued at the end of June. | |
16 | Met with a new client, Thunder Bay Technologies. Received $12,000 cash in advance for future services to be performed. | |
18 | Paid semi-monthly salaries for $11,000. | |
20 | Performed services worth $28,000 on account and billed customers. | |
20 | Received a bill for $2,200 for advertising services received during July. The amount is not due until August 15. | |
23 | Performed the first phase of the project for Thunder Bay Technologies. Recognized $10,000 of revenue from the cash advance received July 16. | |
27 | Received $15,000 cash from customers billed on July 20. |
Adjustment data:
The chart of accounts for Green River Computer Consultants contains the following accounts: Cash, Accounts Receivable, Supplies, Prepaid Insurance. Prepaid Rent, Equipment, Accumulated Depreciation—Equipment, Accounts Payable, Notes Payable, Interest Payable, Income Taxes Payable, Salaries and Wages Payable, Unearned Service Revenue, Common Stock, Retained Earnings, Dividends, Income Summary, Service Revenue, Supplies Expense, Depreciation Expense, Insurance Expense, Salaries and Wages Expense, Advertising Expense, Income Tax Expense, Interest Expense, Rent Expense, and Utilities Expense.
Instructions
g. Net income | $6,770 |
Tot. assets | $99,670 |
CT4.1 The financial statements of Apple Inc. are presented in Appendix A.
Instructions
CT4.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
CT4.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT4.4 Laser Recording Systems, founded in 1981, produces disks for use in the home market. The following is an excerpt from Laser Recording Systems’ financial statements (all dollars in thousands).
Laser Recording Systems Management Discussion |
Accrued liabilities increased to $1,642 at January 31, from $138 at the end of the previous fiscal year. Compensation and related accruals increased $195 due primarily to increases in accruals for severance, vacation, commissions, and relocation expenses. Accrued professional services increased by $137 primarily as a result of legal expenses related to several outstanding contractual disputes. Other expenses increased $35, of which $18 was for interest payable. |
Instructions
CT4.5 You can use the Internet to learn about the functions of the Securities and Exchange Commission (SEC).
Instructions
Use the information at the SEC’s website to answer the following questions.
CT4.6 Abbey Park was organized on April 1, 2024, by Trudy Crawford. Trudy is a good manager but a poor accountant. From the trial balance prepared by a part-time bookkeeper, Trudy prepared the following income statement for the quarter that ended March 31, 2025.
Abbey Park Income Statement For the Quarter Ended March 31, 2025 |
||||
Revenues | ||||
Rent revenue | $83,000 | |||
Operating expenses | ||||
Advertising expense | $ 4,200 | |||
Salaries and wages expense | 27,600 | |||
Utilities expense | 1,500 | |||
Depreciation expense | 800 | |||
Maintenance and repairs expense | 2,800 | |||
Total operating expenses | 36,900 | |||
Net income | $46,100 |
Trudy knew that something was wrong with the statement because net income had never exceeded $20,000 in any one quarter. Knowing that you are an experienced accountant, she asks you to review the income statement and other data.
You first look at the trial balance. In addition to the account balances reported in the income statement, the ledger contains these selected balances at March 31, 2025.
Supplies | $ 4,500 | |
Prepaid Insurance | 7,200 | |
Notes Payable | 20,000 |
You then make inquiries and discover the following.
Instructions
With the class divided into groups, answer the following.
CT4.7 On numerous occasions, proposals have surfaced to put the federal government on the accrual basis of accounting. This is no small issue because if this basis were used, it would mean that billions in unrecorded liabilities would have to be booked and the federal deficit would increase substantially.
Instructions
CT4.8 Wells Company is a pesticide manufacturer. Its sales declined greatly this year due to the passage of legislation outlawing the sale of several of Wells’s chemical pesticides. During the coming year, Wells will have environmentally safe and competitive replacement chemicals to replace these discontinued products. Sales in the next year are expected to greatly exceed those of any prior year. Therefore, the decline in this year’s sales and profits appears to be a one-year aberration.
Even so, the company president believes that a large dip in the current year’s profits could cause a significant drop in the market price of Wells’s stock and make it a takeover target. To avoid this possibility, he urges Tim Allen, controller, to accrue every possible revenue and to defer as many expenses as possible in making this period’s year-end adjusting entries. The president says to Tim, “We need the revenues this year, and next year we can easily absorb expenses deferred from this year. We can’t let our stock price be hammered down!” Tim didn’t get around to recording the adjusting entries until January 17, but he dated the entries December 31 as if they were recorded then. Tim also made every effort to comply with the president’s request.
Instructions
CT4.9 Companies prepare balance sheets in order to know their financial position at a specific point in time. This enables them to make a comparison to their position at previous points in time and gives them a basis for planning for the future. In order to evaluate your financial position, you can prepare a personal balance sheet. Assume that you have compiled the following information regarding your finances. (Hint: Some of the items might not be used in your personal balance sheet.)
Amount owed on student loan balance (long-term) | $ 5,000 | |
Balance in checking account | 1,200 | |
Certificate of deposit (6-month) | 3,000 | |
Annual earnings from part-time job | 11,300 | |
Automobile | 7,000 | |
Balance on automobile loan (current portion) | 1,500 | |
Balance on automobile loan (long-term portion) | 4,000 | |
Home computer | 800 | |
Amount owed to you by younger brother | 300 | |
Balance in money market account | 1,800 | |
Annual tuition | 6,400 | |
Video and stereo equipment | 1,250 | |
Balance owed on credit card (current portion) | 150 | |
Balance owed on credit card (long-term portion) | 1,650 |
Instructions
Prepare a personal balance sheet using the format you have learned for a classified balance sheet for a company. For the equity account, use M. Y. Own, Capital.
CT4.10 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
Instructions
Access the glossary (“Master Glossary”) to answer the following.
The procedure used to adjust the accounting records is essentially the same among countries. The following are the key similarities and differences between GAAP and IFRS as related to accrual accounting.
Similarities
Differences
1. IFRS:
2. Which of the following statements is false?
3. GAAP and IFRS require that revenue be recognized:
4. Which of the following is false?
5. Accrual-basis accounting:
IFRS4.1 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Answer the following questions from Louis Vuitton’s 2020 annual report.
a. From the notes to the financial statements, how does the company determine the amount of revenue to record at the time of a sale?
b. From the notes to the financial statements, how does the company determine the provision for product returns?
c. Using the consolidated income statement and consolidated statement of financial position, identify items that may result in adjusting entries for deferrals.
d. Using the consolidated income statement, identify two items that may result in adjusting entries for accruals.
1. a2. d3. a4. c5. b
Merchandising is one of the largest and most influential industries in the United States. Many of you have worked for a merchandiser. Therefore, understanding the financial statements of merchandising companies is important. In this chapter, you will learn the basics about reporting merchandising transactions. In addition, you will learn how to prepare and analyze a commonly used form of the income statement—the multiple-step income statement.
Have you ever shopped for outdoor gear at an REI (Recreational Equipment, Inc.) store? If so, you might have been surprised if a salesclerk asked if you were a member. A member? What do you mean a member? REI is a consumer cooperative, or “co-op” for short. To figure out what that means, consider this:
As a cooperative, the Company is owned by its members. Each member is entitled to one vote in the election of the Company’s Board of Directors. Recent data show that we have more than 18 million members.
Voting rights? Now that’s something you don’t get from shopping at Walmart. REI members get other benefits as well, including sharing in the company’s profits through a dividend at the end of the year. The more you spend, the bigger your dividend.
Since REI is a co-op, you might also wonder whether management’s incentives might be a little different than at other stores. Management is still concerned about making a profit, as it ensures the long-term viability of the company. REI’s members also want the company to be run efficiently, so that prices remain low. In order for its members to evaluate just how well management is doing, REI publishes an audited annual report, just like publicly traded companies do.
How well is this business model working for REI? Well, it has consistently been rated as one of the best places to work in the United States by Fortune magazine.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Describe merchandising operations and inventory systems. |
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DO IT! 1 Merchandising Operations and Inventory Systems |
LO 2 Record purchases under a perpetual inventory system. |
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DO IT! 2 Purchase Transactions |
LO 3 Record sales under a perpetual inventory system. |
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DO IT! 3 Sales Transactions |
LO 4 Prepare a multiple-step income statement. |
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DO IT! 4 Multiple-Step Income Statement |
LO 5 Determine cost of goods sold under a periodic inventory system. |
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DO IT! 5 Cost of Goods Sold—Periodic System |
LO 6 Compute and analyze gross profit rate and profit margin. |
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DO IT! 6 Gross Profit Rate and Profit Margin |
Go to the Review and Practice section at the end of the chapter for a review of key concepts and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
REI, Walmart Inc., and Amazon.com are called merchandising companies because they buy and sell merchandise rather than perform services as their primary source of revenue.
For example, retailer Walgreens might buy goods from wholesaler McKesson, and retailer Office Depot might buy office supplies from wholesaler United Stationers.
The primary source of revenue for merchandising companies is the sale of merchandise, often referred to simply as sales revenue or sales. A merchandising company has two categories of expenses: cost of goods sold and operating expenses.
The difference between sales revenue and cost of goods sold is called gross profit. Illustration 5.1 shows the income measurement process for a merchandising company. Cost of goods sold and gross profit are unique to a merchandising company; they are not used by a service company.
ILLUSTRATION 5.1 Income measurement process for a merchandising company
The operating cycle of a merchandising company is ordinarily longer than that of a service company. The purchase of merchandise inventory and its eventual sale lengthen the cycle. Illustration 5.2 shows the operating cycle of a service company.
ILLUSTRATION 5.2 Operating cycle for a service company
Illustration 5.3 shows the operating cycle of a merchandising company.
ILLUSTRATION 5.3 Operating cycle for a merchandising company.
Note that the added asset account for a merchandising company is the Inventory account. Inventory is the merchandise that companies buy and sell to customers. Companies report inventory as a current asset on the balance sheet.
For a merchandising company, its inventory process is as follows.
Illustration 5.4 shows this process.
ILLUSTRATION 5.4 Inventory process
Companies use one of two systems to account for the cost of inventory: a perpetual inventory system or a periodic inventory system.
In a perpetual inventory system, companies keep detailed records of the cost of each inventory purchase and sale (see Helpful Hint). These records continuously—perpetually—show the inventory that should be on hand for every item. For example, a Ford dealership has separate inventory records for each automobile, truck, and van on its lot and showroom floor. Similarly, a Whole Foods grocery store uses bar codes and optical scanners to keep a daily running record of every box of cereal and every jar of jelly that it buys and sells. Under a perpetual inventory system, a company determines the cost of goods sold each time a sale occurs.
In a periodic inventory system, companies do not keep detailed inventory records of the goods on hand throughout the period. Instead, they determine the cost of goods sold only at the end of the accounting period—that is, periodically. At that point, the company takes a physical inventory count to determine the cost of goods on hand.
To determine the cost of goods sold under a periodic inventory system, the following steps are necessary:
Illustration 5.5 compares the sequence of activities and the timing of the cost of goods sold computation under the two inventory systems.
ILLUSTRATION 5.5 Comparing perpetual and periodic inventory systems
Companies that sell merchandise with high unit values, such as automobiles, furniture, and major home appliances, have traditionally used perpetual systems. The growing use of computers and electronic scanners has enabled many more companies to install perpetual inventory systems. The perpetual inventory system is so named because the accounting records continuously—perpetually—show the quantity and cost of the inventory that should be on hand at any time.
A perpetual inventory system provides better control over inventories than a periodic system.
Although a perpetual inventory system requires both additional clerical work and expense to maintain the subsidiary records, a computerized system can minimize this cost. Much of Amazon.com’s success is attributed to its sophisticated inventory system.
Some businesses find it either unnecessary or uneconomical to invest in a sophisticated, computerized perpetual inventory system such as Amazon’s. Many small merchandising businesses now use basic accounting software, which provides some of the essential benefits of a perpetual inventory system. Also, managers of some small businesses still find that they can control their merchandise and manage day-to-day operations using a periodic inventory system.
Because of the widespread use of the perpetual inventory system, we illustrate it in this chapter. We discuss and illustrate the periodic system in Appendix 5A.
Companies purchase inventory using cash or credit (on account). They normally record purchases when they receive the goods from the seller. Every purchase should be supported by business documents that provide written evidence of the transaction. Each cash purchase should be supported by a canceled check or a cash register receipt indicating the items purchased and amounts paid. Companies record cash purchases by an increase in Inventory and a decrease in Cash.
In Illustration 5.6, for example, Sauk Stereo (the buyer) uses as a purchase invoice the sales invoice prepared by PW Audio Supply, (the seller).
ILLUSTRATION 5.6 Sales invoice used as purchase invoice by Sauk Stereo
Sauk Stereo makes the following journal entry to record its purchase from PW Audio Supply on account. The entry increases (debits) Inventory and increases (credits) Accounts Payable.
May 4 | Inventory | 3,800 | |
Accounts Payable | 3,800 | ||
(To record goods purchased on account from PW Audio Supply) |
Under the perpetual inventory system, companies record purchases of merchandise for resale in the Inventory account. Not all purchases are debited to Inventory, however. Recall that companies record purchases of assets acquired for use and not for resale, such as supplies and equipment, as increases to specific asset accounts rather than to Inventory. For example, to record the purchase of materials used to make shelf signs or for cash register receipt paper, Sauk Stereo increases (debits) Supplies (instead of the Inventory account).
Freight terms are agreed to by the buyer and seller. They indicate who is responsible for paying the freight charges (shipping costs) and who is responsible for the risk of loss or damage to the merchandise during transport. Identifying which party bears the risk of loss or damage is an important factor in determining when the goods cease being an asset of the seller and become an asset of the buyer.
Freight terms are expressed as either FOB shipping point or FOB destination. The letters FOB mean free on board until the point where ownership is transferred.
For example, the sales invoice in Illustration 5.6 indicates FOB shipping point. (see Helpful Hint). Thus, the buyer (Sauk Stereo) pays the freight charges. Illustration 5.7 shows these shipping terms.
ILLUSTRATION 5.7 Shipping terms
When the buyer incurs the transportation costs, these costs are considered part of the cost of purchasing inventory. Therefore, the buyer debits (increases) the Inventory account. For example, if Sauk Stereo (the buyer) pays Public Carrier Co. $150 for freight charges on May 6, the entry on Sauk Stereo’s books is:
May 6 | Inventory | 150 | |
Cash | 150 | ||
(To record payment of freight on goods purchased) |
Thus, any freight costs incurred by the buyer are part of the cost of inventory purchased. The reason: Inventory cost should include all costs to acquire the inventory, including freight necessary to deliver the goods to the buyer. Companies recognize these costs as cost of goods sold when inventory is sold.
In contrast, freight costs incurred by the seller on outgoing merchandise are an operating expense to the seller. These costs increase an expense account titled Freight-Out (sometimes called Delivery Expense). For example, if the freight terms on the invoice in Illustration 5.6 had required PW Audio Supply (the seller) to pay the freight charges, the entry by PW Audio Supply would be:
May 4 | Freight-Out (or Delivery Expense) | 150 | |
Cash | 150 | ||
(To record payment of freight on goods sold) |
When the seller pays the freight charges, the seller will usually establish a higher invoice price for the goods to cover the shipping expense.
A purchaser may be dissatisfied with the merchandise received because the goods are damaged or defective, of inferior quality, or do not meet the purchaser’s specifications.
For example, assume that Sauk Stereo returned goods costing $300 to PW Audio Supply on May 8. The goods were purchased on credit. The following entry by Sauk Stereo for the returned merchandise decreases (debits) Accounts Payable and decreases (credits) Inventory.
May 8 | Accounts Payable | 300 | |
Inventory | 300 | ||
(To record return of goods purchasedfrom PW Audio Supply) |
Because Sauk Stereo increased Inventory when the goods were received, Inventory is now decreased when Sauk Stereo returns the goods.
Suppose instead that Sauk Stereo chose to keep the goods after being granted a $50 allowance (reduction in price). It would reduce (debit) Accounts Payable and reduce (credit) Inventory for $50 (see Helpful Hint).
The credit terms of a purchase on account may permit the buyer to claim a cash discount for prompt payment.
Credit terms specify the amount of the cash discount and time period in which it is offered. They also indicate the time period in which the purchaser is expected to pay the full invoice price if the discount is not taken.
Alternatively, the discount period may extend to a specified number of days following the month in which the sale occurs. For example, 1/10 EOM (end of month) means that a 1% discount is available if the invoice is paid within the first 10 days of the next month.
When the buyer pays an invoice within the discount period, the amount of the discount decreases Inventory. Why? Because companies record inventory at cost, and by paying within the discount period, the buyer has reduced its cost. To illustrate, assume Sauk Stereo pays the balance due of $3,500 (gross invoice price of $3,800 less purchase returns and allowances of $300) on May 14, the last day of the discount period. Since the terms are 2/10, n/30, the cash discount is $70 ($3,500 × 2%) and Sauk Stereo pays $3,430 ($3,500 − $70). The entry Sauk Stereo makes to record its May 14 payment decreases (debits) Accounts Payable by the net amount owed, reduces (credits) Inventory by the $70 discount, and reduces (credits) Cash by the net amount paid.
May 14 | Accounts Payable | 3,500 | |
Cash | 3,430 | ||
Inventory | 70 | ||
(To record payment within discount period) |
If Sauk Stereo failed to take the discount and instead made full payment of $3,500 on June 3 (after the expiration of the discount period), it would debit Accounts Payable and credit Cash for $3,500 each.
May 3 | Accounts Payable | 3,500 | |
Cash | 3,500 | ||
(To record payment with no discount taken) |
A merchandising company should usually take all available discounts. Passing up the discount may be viewed as paying interest for use of the money. For example, passing up the discount offered by PW Audio Supply would be comparable to Sauk Stereo paying an interest rate of 2% for the use of $3,500 for 20 days. This is the equivalent of an annual interest rate of approximately 36.5% [2% × (365 ÷ 20)]. Obviously, it would be better for Sauk Stereo to borrow at any interest rate less than 36.5% than to lose the discount (prevailing bank interest rates are between 6% and 10%).
When the seller elects not to offer a cash discount for prompt payment, credit terms will specify only the maximum time period for paying the balance due. For example, the invoice may state the time period as n/30, n/60, or n/10 EOM. This means, respectively, that the buyer must pay the net amount in 30 days, 60 days, or within the first 10 days of the next month.
The following T-account (with transaction descriptions in red) provides a summary of the effect of Sauk Stereo’s previous transactions on Inventory.
Inventory | |||||
Purchase | May 4 | 3,800 | May 8 | 300 | Purchase return |
Freight-in | 6 | 150 | 14 | 70 | Purchase discount |
Balance | 3,580 |
The revenue recognition principle, requires that companies record sales revenue when the performance obligation is satisfied. Typically, the performance obligation is satisfied when the goods transfer from the seller to the buyer. At this point, the sales transaction is complete and the sales price established.
Sales may be made on credit or for cash. A business document should support every sales transaction, to provide written evidence of the sale.
The seller makes two entries for each sale:
To illustrate a credit sales transaction, PW Audio Supply records its May 4 sale of $3,800 to Sauk Stereo (see Illustration 5.6) as follows (assume the merchandise cost PW Audio Supply $2,400).
May 4 | Accounts Receivable | 3,800 | |
Sales Revenue | 3,800 | ||
(To record credit sale to Sauk Stereo per invoice #731) | |||
4 | Cost of Goods Sold | 2,400 | |
Inventory | 2,400 | ||
(To record cost of merchandise sold on invoice #731 to Sauk Stereo) |
For internal decision-making purposes, merchandising companies may use more than one sales revenue account. For example, PW Audio Supply may decide to keep separate sales revenue accounts for its sales of TVs, smart speakers, and headsets. REI might use separate accounts for camping gear, children’s clothing, and ski equipment—or it might have even more narrowly defined accounts. By using separate sales revenue accounts for major product lines, rather than a single combined sales revenue account, company management can more closely monitor sales trends and respond to changes in sales patterns more strategically. For example, if TV sales are increasing while smart speaker sales are decreasing, PW Audio Supply might reevaluate both its advertising and pricing policies on these items to ensure they are optimal.
On its income statement presented to outside investors, a merchandising company normally reports only a single sales figure—the sum of all of its individual sales revenue accounts. This is done for two reasons:
However, Microsoft expanded its disclosure of revenue from three to five types. The reason: The additional categories enabled financial statement users to better evaluate the growth of the company’s consumer and Internet businesses (see Ethics Note).
At the end of “Anatomy of a Fraud” stories, which describe some recent real-world frauds, we discuss the missing control activities that would likely have prevented or uncovered the fraud.
We now look at the “flip side” of purchase returns and allowances, which the seller records as sales returns and allowances. These are transactions where the seller either accepts goods back from the buyer (a return) or grants a reduction in the purchase price (an allowance) so the buyer will keep the goods.
PW Audio Supply’s entries to record returned goods involve two journal entries: (1) an increase (debit) in Sales Returns and Allowances (a contra account to Sales Revenue) and a decrease (credit) in Accounts Receivable at the $300 selling price, and (2) an increase (debit) in Inventory (assume a $140 cost) and a decrease (credit) in Cost of Goods Sold, as shown below (assuming that the goods were not defective).
May 8 | Sales Returns and Allowances | 300 | |
Accounts Receivable | 300 | ||
(To record credit granted to Sauk Stereo for returned goods) | |||
8 | Inventory | 140 | |
Cost of Goods Sold | 140 | ||
(To record cost of goods returned) |
If Sauk Stereo returns goods because they are damaged or defective, then PW Audio Supply’s entry to Inventory and Cost of Goods Sold should be for the fair value of the returned goods, rather than their cost. For example, if the returned goods were defective and had a fair value of $50, PW Audio Supply would debit Inventory for $50 and credit Cost of Goods Sold for $50.
What happens if the goods are not returned but the seller grants the buyer an allowance by reducing the purchase price?
Sales Returns and Allowances is a contra revenue account to Sales Revenue. A contra revenue account is an account that is offset against a revenue account on the income statement. The Sales Returns and Allowances account is deducted from Sales Revenue on the income statement. The normal balance of Sales Returns and Allowances is a debit.
Companies use a contra account, instead of debiting Sales Revenue, to track separately in the accounts and to report separately in the income statement the amount of sales returns and allowances. Disclosure of this information is important to management for the following reasons.
At the end of the accounting period, if the company anticipates that future sales returns and allowances will be material, the company should make an adjusting entry to estimate the amount of these returns. In some industries, such as those relating to the sale of books and periodicals, returns are often material. The accounting for situations where returns must be estimated is addressed in advanced accounting courses.
As mentioned in our discussion of purchase transactions, the seller may offer the customer a cash discount—called by the seller a sales discount—for the prompt payment of the balance due.
For example, PW Audio Supply makes the following entry to record the cash receipt on May 14 from Sauk Stereo within the discount period.
May 14 | Cash | 3,430 | |
Sales Discounts | 70 | ||
Accounts Receivable | 3,500 | ||
(To record collection within the discount period from Sauk Stereo) |
Like Sales Returns and Allowances, Sales Discounts is a contra revenue account to Sales Revenue. Its normal balance is a debit. PW Audio Supply uses this account, instead of debiting Sales Revenue, to track the amount of cash discounts taken by customers. If Sauk Stereo does not take the discount, PW Audio Supply increases (debits) Cash for $3,500 and decreases (credits) Accounts Receivable for the same amount at the date of collection.
At the end of the accounting period, if the amount of potential discounts is material, the company should make an adjusting entry to estimate the discounts. This would not usually be the case for sales discounts but might be necessary for other types of discounts, such as volume discounts, which are addressed in more advanced accounting courses.
The following T-accounts summarize the three sales-related transactions and show their combined effect on net sales for PW Audio Supply.
Increased access to ever larger amounts of data about customers, suppliers, products, and virtually every other aspect of a business has resulted in a greater reliance by companies on data analytics to support business decisions. Credit sales, sales returns and allowances, and sales discounts all provide rich opportunities for the use of data analytics.
Further, both Amazon and Walmart now use artificial intelligence to decide whether it would be more profitable to process a return or simply refund a customer’s money without return of the product. Amazon also uses algorithms to detect fraudulent returns by cybercriminals.
Companies widely use two forms of the income statement (see International Note). One is the single-step income statement. The statement is so named because only one step, subtracting total expenses from total revenues, is required in determining net income (or net loss).
In a single-step statement, all data are classified into two categories:
The single-step income statement is the form we have used thus far in the text. Illustration 5.8 shows a single-step statement for REI. (Note that REI’s 2019 year-end was December 28, 2019.)
There are two primary reasons for using the single-step form.
ILLUSTRATION 5.8 Single-step income statement
Recreational Equipment, Inc. Income Statement For the Year Ended December 28, 2019 (in thousands) |
||||
Revenues | ||||
Net sales | $ 3,122,994 | |||
Other revenues | 3,656 | |||
3,126,650 | ||||
Expenses | ||||
Cost of goods sold | 1,715,246 | |||
Payroll-related expenses | 630,531 | |||
Occupancy, general and administrative | 619,877 | |||
Patronage refunds and other | 134,153 | |||
Income tax expense | 5,799 | |||
3,105,606 | ||||
Net income | $21,044 |
A second form of the income statement is the multiple-step income statement. The multiple-step income statement is often considered more useful because it highlights the components of net income. The REI income statement in Illustration 5.9 is an example.
ILLUSTRATION 5.9 Multiple-step income statements
Recreational Equipment, Inc. Income Statement For the Year Ended December 28, 2019 (in thousands) |
||||
Net sales | $3,122,994 | |||
Cost of goods sold | 1,715,246 | |||
Gross profit | 1,407,748 | |||
Operating expenses | ||||
Payroll-related expenses | 630,531 | |||
Occupancy, general and administrative | 619,877 | |||
Total operating expenses | 1,250,408 | |||
Income from operations | 157,340 | |||
Other revenues and gains | ||||
Other revenues | 3,656 | |||
Other expenses and losses | ||||
Patronage refunds and other | 134,153 | |||
Income before income taxes | 26,843 | |||
Income tax expense | 5,799 | |||
Net income | $21,044 |
The multiple-step income statement has three important line items: gross profit, income from operations, and net income. They are determined as follows.
Note that companies report income tax expense in a separate section of the income statement before net income. The net incomes in Illustrations 5.8 and 5.9 are the same. The two income statements differ in the amount of detail displayed and the order presented. The following discussion provides additional information about the components of a multiple-step income statement.
The income statement for a merchandising company typically presents gross sales for the period. The company deducts sales returns and allowances and sales discounts (both contra accounts) from sales revenue in the income statement to arrive at net sales. Illustration 5.10 shows the sales section of the income statement for PW Audio Supply.
ILLUSTRATION 5.10 Statement presentation of sales section
Pw Audio Supply, Inc. Income Statement (partial) |
||||||
Sales | ||||||
Sales revenue | $480,000 | |||||
Less: Sales returns and allowances | $12,000 | |||||
Sales discounts | 8,000 | 20,000 | ||||
Net sales | $460,000 |
The excess of net sales over cost of goods sold is gross profit (see Alternative Terminology). It is determined by deducting cost of goods sold from net sales. As shown in Illustration 5.9, REI had a gross profit of $1,408 million for the year ended December 28,2019. This computation uses net sales, which takes into account sales returns and allowances and sales discounts.
On the basis of the PW Audio Supply sales data presented in Illustration 5.10 (net sales of $460,000) and the cost of goods sold (assume a balance of $316,000), PW Audio Supply’s gross profit is $144,000, computed as follows.
Net sales | $460,000 |
Cost of goods sold | 316,000 |
Gross profit | $144,000 |
It is important to understand what gross profit is—and what it is not.
Nevertheless, management and other interested parties closely watch the amount and trend of gross profit. Comparisons of current gross profit with past amounts and rates and with those in the industry indicate the effectiveness of a company’s purchasing and pricing policies.
Operating expenses are the next component in measuring net income for a merchandising company. At REI, for example, operating expenses were $1,250 million for the year ended December 28, 2019.
At PW Audio Supply, operating expenses were $114,000. The firm determines its income from operations by subtracting operating expenses from gross profit. Thus, income from operations is $30,000, as follows.
Gross profit | $144,000 |
Operating expenses | 114,000 |
Income from operations | $ 30,000 |
Nonoperating activities consist of various revenues and expenses and gains and losses that are unrelated to the company’s main line of operations.
Illustration 5.11 lists examples of each.
ILLUSTRATION 5.11 Examples of nonoperating activities
Other Revenues and Gains |
Interest revenue from notes receivable and marketable securities. Dividend revenue from investments in capital stock. Rent revenue from subleasing a portion of the store. Gain from the sale of property, plant, and equipment. |
Other Expenses and Losses |
Interest expense on notes and loans payable. Casualty losses from such causes as vandalism and accidents. Loss from the sale or abandonment of property, plant, and equipment. Loss from strikes by employees and suppliers. |
Nonoperating income is sometimes very significant. For example, in one quarter, Sears Holdings earned more than half of its net income from investments in derivative securities.
The distinction between operating and nonoperating activities is crucial to external users of financial data.
Nonoperating activities are reported in the income statement immediately after operating activities. Included among Other revenues and gains in Illustration 5.12 are Interest revenue and Gain on disposal of plant assets. Included in Other expenses and losses are Interest expense and Casualty loss from vandalism.
In Illustration 5.12, we provided the multiple-step income statement of PW Audio Supply. This statement provides more detail than that of REI and thus is useful as a guide for homework. For homework problems, use the multiple-step form of the income statement unless the requirements state otherwise.
ILLUSTRATION 5.12 Multiple-step income statement
Determining cost of goods sold is different when a periodic inventory system is used rather than a perpetual system. As you have seen, a company using a perpetual system makes an entry to record cost of goods sold and to reduce inventory each time a sale is made.
Cost of goods available for sale is the sum of beginning inventory plus purchases, as shown in Illustration 5.13.
ILLUSTRATION 5.13 Basic formula for cost of goods sold using the periodic system
Beginning Inventory | |
+ | Cost of Goods Purchased |
Cost of Goods Available for Sale | |
− | Ending Inventory |
Cost of Goods Sold |
Another difference between the two approaches is that the perpetual system directly adjusts the Inventory account for any transaction that affects inventory (such as freight costs, purchase returns, and purchase discounts). The periodic system does not do this.
Note that the basic elements from Illustration 5.13 are highlighted in Illustration 5.14.
ILLUSTRATION 5.14 Cost of goods sold for a merchandiser using a periodic inventory system
PW Audio Supply, Inc. Cost of Goods Sold For the Year Ended December 31, 2025 |
||||||||
Cost of goods sold | ||||||||
Inventory, January 1 | $ 36,000 | |||||||
Purchases | $325,000 | |||||||
Less: Purchase returns and allowances | $10,400 | |||||||
Purchase discounts | 6,800 | 17,200 | ||||||
Net purchases | 307,800 | |||||||
Add: Freight-in | 12,200 | |||||||
Cost of goods purchased | 320,000 | |||||||
Cost of goods available for sale | 356,000 | |||||||
Inventory, December 31 | 40,000 | |||||||
Cost of goods sold | $316,000 |
The use of the periodic inventory system does not affect the form of presentation in the balance sheet. As under the perpetual system, a company reports inventory in the current assets section. Appendix 5A provides further detail on the use of the periodic system.
Gross profit is an important element reported in a multiple-step income statement. Analysts often express gross profit as a percentage by dividing the amount of gross profit by net sales. This is referred to as the gross profit rate. For PW Audio Supply, the gross profit rate is 31.3% ($144,000 ÷ $460,000).
Illustration 5.15 demonstrates that gross profit rates differ greatly across industries.
ILLUSTRATION 5.15 Gross profit rate by industry
A decline in a company’s gross profit rate might have several causes. For example, a decline might result if a company began to sell products with a lower “markup”—such as budget blue jeans versus designer blue jeans. Or, increased competition may have resulted in a lower selling price. Another reason may be that the company was forced to pay higher prices to its suppliers and was not able to pass these costs on to its customers. The gross profit rates for REI and Dick’s Sporting Goods are presented in Illustration 5.16.
ILLUSTRATION 5.16 Gross profit rate
REI ($ in thousands) | Dick’s Sporting Goods | ||||
2019 | 2018 | 2019 | |||
= 45.1% | 43.7% | 29.2% |
REI’s gross profit rate increased from 43.7% in 2018 to 45.1% in 2019. What might cause changes in REI’s gross profit rate? When the economy changes, retailers also often adjust their selling prices. Changes in national weather patterns can also affect the amount of time people spend outdoors—and therefore impact their purchases of REI merchandise.
Why does REI’s gross profit rate differ so much from that of Dick’s Sporting Goods?
In general, retailers adopt either a high-volume−low-margin approach (e.g., Walmart) or a low-volume−high-margin approach (e.g., Saks Fifth Avenue). The strategic choice is often revealed in differences in the companies’ gross profit rates.
Profit margin measures the percentage of each dollar of sales that results in net income. We compute this ratio by dividing net income by net sales (revenue) for the period.
How do the gross profit rate and profit margin differ?
For example, at one time Radio Shack reported increased profit margins which it accomplished by closing stores and slashing costs. Eventually, however, it was forced to file for bankruptcy as sales continued to decline.
Profit margins vary across industries. Businesses with high turnover, such as grocery stores (Safeway and Kroger) and discount stores (Target and Walmart), generally experience low profit margins. Low-turnover businesses, such as high-end jewelry stores (Tiffany and Co.) or major drug manufacturers (Merck), have high profit margins. Further, when companies own separate business lines that have significantly different profit margins, they often choose to provide additional disclosures regarding the profitability of each business segment. For example, American Eagle Outfitters recently began to provide separate information about its highly profitable and rapidly growing Aerie segment as well as its lower-margin and declining American Eagle segment. Illustration 5.17 shows profit margins from a variety of industries.
ILLUSTRATION 5.17 Profit margins by industry
Profit margins for REI and Dick’s Sporting Goods are presented in Illustration 5.18.
ILLUSTRATION 5.18 Multiple-step income statement
Profit Margin = | |||||
REI ($ in thousands) | Dick’s SportingGoods | ||||
2019 | 2018 | 2019 | |||
= 0.7% | 1.7% | 3.4% |
REI’s profit margin fell from 1.7% to 0.7% between 2018 to 2019. This means that the company generated 0.7¢ of profit on each dollar of sales. This decline in profit margin occurred even though the gross profit rate increased.
How does REI compare to its competitors? Its profit margin was lower than Dick’s in 2019. Thus, its profit margin does not suggest exceptional profitability.
As described in this chapter, companies may use one of two basic systems of accounting for inventories: (1) the perpetual inventory system or (2) the periodic inventory system. In the chapter, we focused on the characteristics of the perpetual inventory system.
For a visual reminder of this difference, you may want to refer back to Illustration 5.5.
In a periodic inventory system, companies record revenues from the sale of merchandise when sales are made, just as in a perpetual system. Unlike the perpetual system, however, companies do not attempt on the date of sale to record the cost of the merchandise sold.
Purchase returns and allowances, purchase discounts, and freight costs on purchases are recorded in separate accounts.
To illustrate the recording of merchandise transactions under a periodic inventory system, we will use purchase/sale transactions between PW Audio Supply, Inc. and Sauk Stereo, as illustrated for the perpetual inventory system in this chapter.
On the basis of the sales invoice (Illustration 5.6) and receipt of the merchandise ordered from PW Audio Supply, Sauk Stereo records the $3,800 purchase as follows.
May 4 | Purchases | 3,800 | |
Accounts Payable | 3,800 | ||
(To record goods purchased on account from PW Audio Supply) |
Purchases is a temporary account whose normal balance is a debit.
When the purchaser directly incurs the freight costs, it debits the account Freight-In (or Transportation-In). For example, if Sauk Stereo pays Public Freight Company $150 for freight charges on its purchase from PW Audio Supply on May 6, the entry on Sauk Stereo’s books is as follows.
May 6 | Freight-In (Transportation-In) | 150 | |
Cash | 150 | ||
(To record payment of freight on goods purchased) |
Like Purchases, Freight-In is a temporary account whose normal balance is a debit. Freight-In is part of cost of goods purchased. The reason is that cost of goods purchased should include any freight charges necessary to bring the goods to the purchaser. Freight costs are not subject to a purchase discount. Purchase discounts apply on the invoice cost of the merchandise.
Sauk Stereo returns goods costing $300 to PW Audio Supply and prepares the following entry to recognize the return.
May 8 | Accounts Payable | 300 | |
Purchase Returns and Allowances | 300 | ||
(To record return of goods purchased from PW Audio Supply) |
Purchase Returns and Allowances is a temporary account whose normal balance is a credit.
On May 14, Sauk Stereo pays the balance due on account to PW Audio Supply, taking the 2% cash discount allowed by PW Audio Supply for payment within 10 days. Sauk Stereo records the payment and discount as follows.
May 14 | Accounts Payable ($3,800 − $300) | 3,500 | |
Purchase Discounts ($3,500 × .02) | 70 | ||
Cash | 3,430 | ||
(To record payment within the discount period) |
Purchase Discounts is a temporary account whose normal balance is a credit.
The seller, PW Audio Supply, records the sale of $3,800 of merchandise to Sauk Stereo on May 4 (sales invoice No. 731, Illustration 5.6) as follows.
May 4 | Accounts Receivable | 3,800 | |
Sales Revenue | 3,800 | ||
(To record credit sale to Sauk Stereo per invoice #731) |
To record the returned goods received from Sauk Stereo on May 8, PW Audio Supply records the $300 sales return as follows.
May 8 | Sales Returns and Allowances | 300 | |
Accounts Receivable | 300 | ||
(To record credit granted to Sauk Stereo for returned goods) |
On May 14, PW Audio Supply receives payment of $3,430 on account from Sauk Stereo. PW Audio Supply honors the 2% cash discount and records the payment of Sauk Stereo’s account receivable in full as follows.
May 14 | Cash | 3,430 | |
Sales Discounts ($3,500 × .02) | 70 | ||
Accounts Receivable ($3,800 − $300) | 3,500 | ||
(To record collection within 2/10, n/30 discount period from Sauk Stereo) |
Entries on Sauk Stereo’s Books | |||||||||||
Transaction | Perpetual Inventory System | Periodic Inventory System | |||||||||
May4 | Purchase of merchandise on credit. | Inventory | 3,800 | Purchases | 3,800 | ||||||
Accounts Payable | 3,800 | Accounts Payable | 3,800 | ||||||||
May6 | Freight costs on purchases. | Inventory | 150 | Freight-In | 150 | ||||||
Cash | 150 | Cash | 150 | ||||||||
May8 | Purchase returns and allowances. | Accounts Payable | 300 | Accounts Payable | 300 | ||||||
Inventory | 300 | Purchase Returns and Allowances | 300 | ||||||||
May 14 | Payment on account with a discount. | Accounts Payable | 3,500 | Accounts Payable | 3,500 | ||||||
Cash | 3,430 | Cash | 3,430 | ||||||||
Inventory | 70 | Purchase Discounts | 70 |
Entries on PW Audio Supply’s Books | |||||||||||
Transaction | Perpetual Inventory System | Periodic Inventory System | |||||||||
May4 | Sale of merchandise on credit. | Accounts Receivable | 3,800 | Accounts Receivable | 3,800 | ||||||
Sales Revenue | 3,800 | Sales Revenue | 3,800 | ||||||||
Cost of Goods Sold | 2400 | No entry for cost of good sold | |||||||||
Inventory | 2,400 | ||||||||||
May8 | Return of merchandise sold | Sales Returns and Allowances | 300 | Sales Returns and Allowances | 300 | ||||||
Accounts Receivable | 300 | Accounts Receivable | 300 | ||||||||
Inventory | 140 | No entry | |||||||||
Cost of Goods Sold | 140 | ||||||||||
May14 | Cash received on account with a discount. | Cash | 3,430 | Cash | 3,430 | ||||||
Sales Discounts | 70 | Sales Discounts | 70 | ||||||||
Accounts Receivable | 3,500 | Accounts Receivable | 3,500 |
Sales returns are common for many types of businesses. As noted in the chapter, at the end of the accounting period a company must estimate the amount of goods sold during the period that will be returned in subsequent periods and accrue for this amount.
To illustrate the accounting for an estimated return situation, assume that Rainbow Company began operations on January 1, 2025. On January 12, 2025, Rainbow sells 100 pairs of shoes for $100 each on account to Tanner Inc. Rainbow allows Tanner to return any unused shoes within 45 days of purchase. The cost of each product is $60. Rainbow records the sale as follows.
Accounts Receivable | 10,000 | |
Sales Revenue (100 × $100) | 10,000 | |
Cost of Goods Sold | 6,000 | |
Inventory (100 × $60) | 6,000 | |
(To record the sale of shoes and related cost of goods sold) |
On January 24, Tanner returns two pairs of shoes because they were the wrong color. Rainbow records the return as follows.
Sales Returns and Allowances | 200 | |
Accounts Receivable (2 × $100) | 200 | |
Inventory | 120 | |
Cost of Goods Sold (2 × $60) | 120 | |
(To record the return of shoes) |
On January 31, Rainbow prepares monthly financial statements and estimates that it is likely that only one more pair of shoes will be returned. Rainbow records two adjusting entries to account for this estimate.
Rainbow makes the following adjusting entries to account for expected return at January 31, 2025.
Sales Returns and Allowances | 100 | |
Refund Liability (1 × $100) | 100 | |
(To record expected sales return) | ||
Estimated Inventory Returns | 60 | |
Cost of Goods Sold (1 × $60) | 60 | |
(To record the expected return of shoes and related reduction in Cost of Goods Sold) |
Refund Liability is a liability account. It reflects the estimated future amount owed to customers in response to future returned goods. The Estimated Inventory Returns account will generally be added to the Inventory account at the end of the reporting period.
On February 18, Tanner returns another pair of shoes to Rainbow. Assuming that Tanner has not already paid Rainbow for the shoes, Rainbow records the entry as follows.
Refund Liability | 100 | |
Accounts Receivable (1 × $100) | 100 | |
Inventory | 60 | |
Estimated Inventory Returns (1 × $60) | 60 | |
(To record the return of shoes) |
If Tanner had initially paid for the shoes in cash or paid its balance due on a credit purchase prior to returning the shoes on February 18, Rainbow would credit Accounts Payable rather than Accounts Receivable as shown in the following entry.
Refund Liability | 100 | |
Accounts Payable (1 × $100) | 100 | |
Inventory | 60 | |
Estimated Inventory Returns (1 × $60) | 60 | |
(To record the return of shoes) |
Because of the presence of inventory, a merchandising company has sales revenue, cost of goods sold, and gross profit. To account for inventory, a merchandising company must choose between a perpetual inventory system and a periodic inventory system.
The Inventory account is debited for all purchases of merchandise and for freight costs, and it is credited for purchase discounts and purchase returns and allowances.
When inventory is sold, Accounts Receivable (or Cash) is debited and Sales Revenue is credited for the selling price of the merchandise. At the same time, Cost of Goods Sold is debited and Inventory is credited for the cost of inventory items sold. Separate contra revenue accounts are maintained for Sales Returns and Allowances and Sales Discounts. These accounts are debited as needed to record returns, allowances, or discounts related to the sale.
In a single-step income statement, companies classify all data under two categories, revenues or expenses, and net income is determined in one step. A multiple-step income statement shows numerous steps in determining net income, including results of nonoperating activities.
The periodic system uses multiple accounts to keep track of transactions that affect inventory. To determine cost of goods sold, first calculate cost of goods purchased by adjusting purchases for returns, allowances, discounts, and freight-in. Then calculate cost of goods sold by adding cost of goods purchased to beginning inventory and subtracting ending inventory.
Profitability is affected by gross profit, as measured by the gross profit rate, and by management’s ability to control costs, as measured by the profit margin.
To record purchases, entries are required for (a) cash and credit purchases, (b) purchase returns and allowances, (c) purchase discounts, and (d) freight costs. To record sales, entries are required for (a) cash and credit sales, (b) sales returns and allowances, and (c) sales discounts.
Adjusting credit sales for returns and allowances requires two entries at the end of the period. The first entry requires a debit to Sales Returns and Allowances and a credit to Refund Liability for the selling price of the estimated returns. The second entry requires a debit to Estimated Inventory Returns and a credit to Cost of Goods Sold for the cost of the estimated returns. Refund Liability is a liability account and reflects the estimated future amount owed to customers in response to future returned goods. Estimated Inventory Returns will generally be added to the Inventory account at the end of the period.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Is the price of goods keeping pace with changes in the cost of inventory? | Gross profit and net sales | Higher ratio suggests the average margin between selling price and inventory cost is increasing. Too high a margin may result in lost sales. | |
Is the company maintaining an adequate margin between sales and expenses? | Net income and net sales | Higher value suggests favorable return on each dollar of sales. |
1. (LO 1) Which of the following statements about a periodic inventory system is true?
a. Under the periodic inventory system, cost of goods sold is determined only at the end of the accounting period. The other choices are incorrect because (b) detailed records of the cost of each inventory purchase and sale are maintained continuously when a perpetual, not periodic, system is used; (c) the perpetual system provides better control over inventories than a periodic system; and (d) the increased use of computerized systems has increased the use of the perpetual, not periodic, system.
2. (LO 2) Under a perpetual inventory system, when goods are purchased for resale by a company:
a. Under a perpetual inventory system, purchases on account are debited to the Inventory account. Choices (b) and (c) are incorrect because Purchases and Purchase Returns and Allowances are not used in a perpetual inventory system. Choice (d) is incorrect because freight costs incurred for purchased goods are debited to the Inventory account, not the Freight-Out account.
3. (LO 3) Which sales accounts normally have a debit balance?
c. Both Sales Discounts and Sales Returns and Allowances normally have a debit balance. Choices (a) and (b) are both correct, but (c) is the better answer. Choice (d) is incorrect as both (a) and (b) are correct.
4. (LO 3) A company makes a credit sale of $750 on June 13, terms 2/10, n/30, on which it grants a return of $50 on June 16. What amount is received as payment in full on June 23?
b. The full amount of $686 is paid within 10 days of the purchase {($750 − $50) − [($750 − $50) × 2%]}. The other choices are incorrect because (a) does not consider the discount of $14; (c) the amount of the discount is based upon the amount after the return is granted ($700 × 2%), not the amount before the return of merchandise ($750 × 2%); and (d) does not constitute payment in full on June 23.
5. (LO 3) To record the sale of goods for cash in a perpetual inventory system:
c. Two journal entries are necessary: one to record the receipt of cash and sales revenue, and one to record the cost of goods sold and reduction of inventory. The other choices are incorrect because (a) only considers the recognition of the expense and ignores the revenue, (b) only considers the recognition of revenue and leaves out the expense or cost of merchandise sold, and (d) the receipt of cash and sales revenue, not reduction of inventory, are paired together, and the cost of goods sold and reduction of inventory, not sales revenue, are paired together.
6. (LO 4) Gross profit will result if:
c. Gross profit will result if net sales are greater than cost of goods sold. The other choices are incorrect because (a) operating expenses and net income are not used in the computation of gross profit; (b) gross profit results when net sales are greater than cost of goods sold, not operating expenses; and (d) gross profit results when net sales, not operating expenses, are greater than cost of goods sold.
7. (LO 4) If net sales are $400,000, cost of goods sold is $310,000, and operating expenses are $60,000, what is the gross profit?
b. Gross profit = Net sales ($400,000) − Cost of goods sold ($310,000) = $90,000, not (a) $30,000, (c) $340,000, or (d) $400,000.
8. (LO 4) The multiple-step income statement for a merchandising company shows each of these features except:
d. An investing activities section appears on the statement of cash flows, not on a multiple-step income statement. Choices (a) gross profit, (b) cost of goods sold, and (c) a sales section are all features of a multiple-step income statement.
9. (LO 5) If beginning inventory is $60,000, cost of goods purchased is $380,000, and ending inventory is $50,000, what is cost of goods sold under a periodic system?
a. Beginning inventory ($60,000) + Cost of goods purchased ($380,000) − Ending inventory ($50,000) = Cost of goods sold ($390,000), not (b) $370,000, (c) $330,000, or (d) $420,000.
10. (LO 5) Bufford Corporation had reported the following amounts at December 31, 2025: sales revenue $184,000, ending inventory $11,600, beginning inventory $17,200, purchases $60,400, purchase discounts $3,000, purchase returns and allowances $1,100, freight-in $600, and freight-out $900. Calculate the cost of goods available for sale.
b. Beginning inventory ($17,200) + Purchases ($60,400) − Purchases discounts ($3,000) − Purchase returns and allowances ($1,100) + Freight-in ($600) = Cost of goods available for sale ($74,100). The other choices are therefore incorrect.
11. (LO 6) Which of the following would affect the gross profit rate? (Assume sales remains constant.)
c. Gross profit rate = Gross profit ÷ Net sales. Therefore, any changes in sale revenue, sales returns and allowances, sales discounts, or cost of goods sold will affect the ratio. Changes in (a) advertising expense, (b) depreciation expense, or (d) insurance expense will not affect the computation of the gross profit rate.
12. (LO 6) The gross profit rate is equal to:
c. Gross profit rate = Gross profit (Net sales − Cost of goods sold) ÷ Net sales. The other choices are therefore incorrect.
13. (LO 6) During the year ended December 31, 2025, Bjornstad Corporation had the following results: net sales $267,000, cost of goods sold $107,000, net income $92,400, operating expenses $55,400, and net cash provided by operating activities $108,950. What was the company’s profit margin?
d. Net income ($92,400) ÷ Net sales ($267,000) = Profit margin of 34.6%, not (a) 40%, (b) 60%, or (c) 20.5%.
14. (LO 6) A quality of earnings ratio:
b. A quality of earnings ratio that is less than 1 indicates that a company might be using aggressive accounting tactics. The other choices are incorrect because (a) Quality of earnings = Net cash provided by operating activities ÷ Net income, not vice versa; (c) a ratio that is significantly greater than 1 suggests that a company is using conservative accounting techniques, and (d) Quality of earnings = Net cash provided by operating activities ÷ Net income (not Total assets).
*15. (LO 7) When goods are purchased for resale by a company using a periodic inventory system:
b. Purchases for resale are debited to the Purchases account. The other choices are incorrect because (a) purchases on account are debited to Purchases, not Inventory; (c) Purchase Returns and Allowances are always credited; and (d) freight costs are debited to Freight-In, not Purchases.
Compute the missing amounts in determining cost of goods sold.
1. (LO 1, 4) Presented below are the components in determining cost of goods sold for (a) Frazier Company, (b) Todd Company, and (c) Abreu Enterprises. Determine the missing amounts.
Beginning Inventory | Purchases | Cost of Goods Available for Sale | Ending Inventory | Cost of Goods Sold | ||||||
a. | $120,000 | $150,000 | ? | ? | $160,000 | |||||
b. | $ 50,000 | ? | $125,000 | $45,000 | ? | |||||
c. | ? | $220,000 | $330,000 | $61,000 | ? |
Ending inventory = $270,000 − $160,000 = $110,000
Cost of goods sold = $125,000 − $45,000 = $80,000
Cost of goods sold = $330,000 − $61,000 = $269,000
Journalize purchase transactions.
2. (LO 2) Prepare the journal entries to record the following transactions on Robertson Company’s books using a perpetual inventory system.
a. | Inventory | 800,000 | |
Accounts Payable | 800,000 | ||
b. | Accounts Payable | 100,000 | |
Inventory | 100,000 | ||
c. | Accounts Payable ($800,000 − $100,000) | 700,000 | |
Inventory ($700,000 × 2%) | 14,000 | ||
Cash ($700,000 − $14,000) | 686,000 |
Journalize sales transactions.
3. (LO 3) Prepare the journal entries to record the following transactions on Wendel company’s books using a perpetual inventory system.
a. | March2 | Accounts Receivable | 700,000 | |
Sales Revenue | 700,000 | |||
2 | Cost of Goods Sold | 460,000 | ||
Inventory | 460,000 | |||
b. | 6 | Sales Returns and Allowances | 80,000 | |
Accounts Receivable | 80,000 | |||
6 | Inventory | 54,000 | ||
Cost of Goods Sold | 54,000 | |||
c. | 12 | Cash ($620,000 − $12,400) | 607,600 | |
Sales Discounts ($620,000 × 2%) | 12,400 | |||
Accounts Receivable ($700,000 − $80,000) | 620,000 |
Compute net sales, gross profit, income from operations, and gross profit rate.
4. (LO 4, 6) Assume Yoan Company has the following reported amounts: Sales revenue $400,000, Sales discounts $10,000, Cost of goods sold $234,000, and Operating expenses $60,000. Compute the following: (a) net sales, (b) gross profit, (c) income from operations, and (d) gross profit rate. (Round to one decimal place.)
Prepare purchase and sales entries.
1. (LO 2, 3) On June 10, Vareen Company purchased $8,000 of merchandise from Harrah Company, FOB shipping point, terms 3/10, n/30. Vareen pays the freight costs of $400 on June 11. Damaged goods totaling $300 are returned to Harrah for credit on June 12. The fair value of these goods is $70. On June 19, Vareen pays Harrah Company in full, less the purchase discount. Both companies use a perpetual inventory system.
Instructions
June10 | Inventory | 8,000 | |
Accounts Payable | 8,000 | ||
11 | Inventory | 400 | |
Cash | 400 | ||
12 | Accounts Payable | 300 | |
Inventory | 300 | ||
19 | Accounts Payable ($8,000 − $300) | 7,700 | |
Inventory ($7,700 × 3%) | 231 | ||
Cash ($7,700 − $231) | 7,469 |
June10 | Accounts Receivable | 8,000 | |
Sales Revenue | 8,000 | ||
Cost of Goods Sold | 4,800 | ||
Inventory | 4,800 | ||
12 | Sales Returns and Allowances | 300 | |
Accounts Receivable | 300 | ||
Inventory | 70 | ||
Cost of Goods Sold | 70 | ||
19 | Cash ($7,700 − $231) | 7,469 | |
Sales Discounts ($7,700 × 3%) | 231 | ||
Accounts Receivable ($8,000 − $300) | 7,700 |
Prepare multiple-step and single-step income statements.
2. (LO 4) In its income statement for the year ended December 31, 2025, Marten Company reported the following condensed data.
Interest expense | $ 70,000 | Sales revenue | $2,300,000 |
Operating expenses | 725,000 | Interest revenue | 25,000 |
Cost of goods sold | 1,300,000 | Loss on disposal of plant assets | 17,000 |
Sales discounts | 100,000 | Income tax expense | 10,000 |
Instructions
Marten Company Income Statement For the Year Ended December 31, 2025 |
||||||
Sales | ||||||
Sales revenue | $2,300,000 | |||||
Less: Sales discounts | 100,000 | |||||
Net sales | $2,200,000 | |||||
Cost of goods sold | 1,300,000 | |||||
Gross profit | 900,000 | |||||
Operating expenses | 725,000 | |||||
Income from operations | 175,000 | |||||
Other revenues and gains | ||||||
Interest revenue | 25,000 | |||||
Other expenses and losses | ||||||
Interest expense | 70,000 | |||||
Loss on disposal of plant assets | 17,000 | (87,000) | ||||
Income before income taxes | 113,000 | |||||
Income tax expense | 10,000 | |||||
Net income | $ 103,000 |
Marten Company Income Statement For the Year Ended December 31, 2025 |
||||||
Revenues | ||||||
Net sales | $2,200,000 | |||||
Interest revenue | 25,000 | |||||
Total revenues | 2,225,000 | |||||
Expenses | ||||||
Cost of goods sold | $1,300,000 | |||||
Operating expenses | 725,000 | |||||
Interest expense | 70,000 | |||||
Loss on disposal of plant assets | 17,000 | |||||
Income tax expense | 10,000 | |||||
Total expenses | 2,122,000 | |||||
Net income | $ 103,000 |
Prepare a multiple-step income statement.
(LO 4) The adjusted trial balance for the year ended December 31, 2025, for Dykstra Company is shown below.
Dykstra Company Adjusted Trial Balance For the Year Ended December 31, 2025 |
||
Debit | Credit | |
Cash | $ 14,500 | |
Accounts Receivable | 11,100 | |
Inventory | 29,000 | |
Prepaid Insurance | 2,500 | |
Equipment | 95,000 | |
Accumulated Depreciation—Equipment | $ 18,000 | |
Notes Payable | 25,000 | |
Accounts Payable | 10,600 | |
Common Stock | 70,000 | |
Retained Earnings | 11,000 | |
Dividends | 12,000 | |
Sales Revenue | 536,800 | |
Sales Returns and Allowances | 6,700 | |
Sales Discounts | 5,000 | |
Cost of Goods Sold | 363,400 | |
Freight-Out | 7,600 | |
Advertising Expense | 12,000 | |
Salaries and Wages Expense | 56,000 | |
Utilities Expense | 18,000 | |
Rent Expense | 24,000 | |
Depreciation Expense | 9,000 | |
Insurance Expense | 4,500 | |
Interest Expense | 3,600 | |
Interest Revenue | 2,500 | |
$673,900 | $673,900 |
Instructions
Prepare a multiple-step income statement for Dykstra Company. Assume a tax rate of 25%.
Dykstra Company Income Statement For the Year Ended December 31, 2025 |
||||||
Sales | ||||||
Sales revenue | $536,800 | |||||
Less: Sales returns and allowances | $ 6,700 | |||||
Sales discounts | 5,000 | 11,700 | ||||
Net sales | 525,100 | |||||
Cost of goods sold | 363,400 | |||||
Gross profit | 161,700 | |||||
Operating expenses | ||||||
Salaries and wages expense | 56,000 | |||||
Rent expense | 24,000 | |||||
Utilities expense | 18,000 | |||||
Advertising expense | 12,000 | |||||
Depreciation expense | 9,000 | |||||
Freight-out | 7,600 | |||||
Insurance expense | 4,500 | |||||
Total operating expenses | 131,100 | |||||
Income from operations | 30,600 | |||||
Other revenues and gains | ||||||
Interest revenue | 2,500 | |||||
Other expenses and losses | ||||||
Interest expense | 3,600 | |||||
Income before income taxes | 29,500 | |||||
Income tax expense | 7,375 | |||||
Net income | $ 22,125 |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to the chapter.
1.
2. How do the components of revenues and expenses differ between a merchandising company and a service company?
3. Maria Lopez, CEO of Sales Bin Stores, is considering a recommendation made by both the company’s purchasing manager and director of finance that the company should invest in a sophisticated new perpetual inventory system to replace its periodic system. Explain the primary difference between the two systems, and discuss the potential benefits of a perpetual inventory system.
4.
5. Waymon Co. has net sales of $100,000, cost of goods sold of $70,000, and operating expenses of $18,000. What is its gross profit?
6. Masie Ascot believes revenues from credit sales may be recorded before they are collected in cash. Do you agree? Explain.
7.
8. A credit sale is made on July 10 for $900, terms 1/15, n/30. On July 12, the purchaser returns $100 of goods for credit. Give the journal entry on July 19 to record the receipt of the balance due within the discount period.
9. As the end of Smyle Company’s fiscal year approached, it became clear that the company had considerable excess inventory. Marvin Ross, the head of marketing and sales, ordered salespeople to “add 20% more units to each order that you ship. The customers can always ship the extra back next period if they decide they don’t want it. We’ve got to do it to meet this year’s sales goal.” Discuss the accounting implications of Marvin’s action.
10. To encourage bookstores to buy a broader range of book titles and to discourage price discounting, the publishing industry allows bookstores to return unsold books to the publisher. This results in very significant returns each year. To ensure proper recognition of revenues, how should publishing companies account for these returns?
11. Goods costing $1,900 are purchased on account on July 15 with credit terms of 2/10, n/30. On July 18, the purchaser receives a $300 credit from the supplier for damaged goods. Give the journal entry on July 24 to record payment of the balance due within the discount period, assuming a perpetual inventory system.
12. Scribe Company reports net sales of $800,000, gross profit of $560,000, and net income of $230,000. What are its operating expenses?
13. Mai Company has always provided its customers with payment terms of 1/10, n/30. Members of its sale force have commented that competitors are offering customers 2/10, n/45. Explain what these terms mean, and discuss the implications to Mai of switching its payment terms to those of its competitors.
14. In its year-end earnings announcement press release, Ransome Corp. announced that its earnings increased by $15 million relative to the previous year. This represented a 20% increase. Inspection of its income statement reveals that the company reported a $20 million gain under “Other revenues and gains” from the sale of one of its factories. Discuss the implications of this gain from the perspective of a potential investor.
15. Identify the distinguishing features of an income statement for a merchandising company.
16. Why is the normal operating cycle for a merchandising company likely to be longer than for a service company?
17. What title does Apple use for gross profit? By how much did its total gross profit change, and in what direction, for the year ended September 26, 2020?
18. What merchandising account(s) will appear in the post-closing trial balance?
19. What types of businesses are most likely to use a perpetual inventory system?
20. Identify the accounts that are added to or deducted from purchases to determine the cost of goods purchased under a periodic system. For each account, indicate (a) whether it is added or deducted, and (b) its normal balance.
21. In the following cases, use a periodic inventory system to identify the item(s) designated by the letters X and Y.
22. What two ratios measure factors that affect profitability?
23. What factors affect a company’s gross profit rate—that is, what can cause the gross profit rate to increase and what can cause it to decrease?
24. Earl Massey, director of marketing, wants to reduce the selling price of his company’s products by 15% to increase market share. He says, “I know this will reduce our gross profit rate, but the increased number of units sold will make up for the lost margin.” Before this action is taken, what other factors does the company need to consider?
25. Mark Coney is considering investing in Wiggles Pet Food Company. Wiggles’ net income increased considerably during the most recent year even though many other companies in the same industry reported disappointing earnings. Mark wants to know whether the company’s earnings provide a reasonable depiction of its results. What initial step can Mark take to help determine whether he needs to investigate further?
*26. On July 15, a company purchases on account goods costing $1,900, with credit terms of 2/10, n/30. On July 18, the company receives a $400 credit memo from the supplier for damaged goods. Give the journal entry on July 24 to record payment of the balance due within the discount period assuming a periodic inventory system.
*27. What are the steps to record an end of period adjustment for credit sales with returns and allowances?
*28. What treatment do Refund Liability and Estimated Inventory Returns receive in the financial statements?
Compute missing amounts in determining cost of goods sold.
BE5.1 (LO 1), AP Presented below are the components in determining cost of goods sold. Determine the missing amounts.
Beginning Inventory | Purchases | Cost of Goods Available for Sale | Ending Inventory | Cost of Goods Sold | ||||
$80,000 | $100,000 | (a) | (b) | $120,000 | ||||
$50,000 | (c) | $115,000 | $35,000 | (d) | ||||
(e) | $110,000 | $160,000 | $29,000 | (f) |
Compute missing amounts in determining net income.
BE5.2 (LO 1, 4), AP Presented here are the components in Salas Company’s income statement. Determine the missing amounts.
Sales Revenue | Cost of Goods Sold | Gross Profit | Operating Expenses | Net Income | ||||
$ 71,200 | (a) | $ 30,000 | (b) | $12,100 | ||||
$108,000 | $70,000 | (c) | (d) | $29,500 | ||||
(e) | $71,900 | $109,600 | $46,200 | (f) |
Journalize perpetual inventory entries.
BE5.3 (LO 2, 3), AP Rita Company buys merchandise on account from Linus Company. The selling price of the goods is $900 and the cost of the goods sold is $590. Both companies use perpetual inventory systems. Journalize the transactions on the books of both companies.
Journalize sales transactions.
BE5.4 (LO 3), AP Prepare the journal entries to record the following transactions on Borst Company’s books using a perpetual inventory system.
Journalize purchase transactions.
BE5.5 (LO 2), AP From the information in BE5.4, prepare the journal entries to record these transactions on McLeena Company’s books under a perpetual inventory system.
Prepare sales section of income statement.
BE5.6 (LO 4), AP Barto Company provides this information for the month ended October 31, 2025: sales on credit $300,000, cash sales $150,000, sales discounts $5,000, and sales returns and allowances $19,000. Prepare the sales section of the multiple-step income statement based on this information.
Prepare multiple-step income statement.
BE5.7 (LO 4), AP The following information is available for Rancid Corp. for the year ended December 31, 2025.
Other revenues and gains | $ 22,600 | Sales revenue | $752,000 |
Other expenses and losses | 3,400 | Operating expenses | 216,000 |
Cost of goods sold | 286,000 | Sales returns and allowances | 10,000 |
Sales discounts | 3,600 |
Prepare a multiple-step income statement for Rancid Corp. The company has a tax rate of 25%.
Identify placement of items on a multiple-step income statement.
BE5.8 (LO 4), AP Explain where each of these items would appear on a multiple-step income statement: gain on disposal of plant assets, cost of goods sold, depreciation expense, and sales returns and allowances.
Determine cost of goods sold using basic periodic formula.
BE5.9 (LO 5), AP Silas Company sold goods with a total selling price of $800,000 during the year. It purchased goods for $380,000 and had beginning inventory of $67,000. A count of its ending inventory determined that goods on hand was $50,000. What was its cost of goods sold?
Compute net purchases and cost of goods purchased.
BE5.10 (LO 5), AP Assume that Spacey Company uses a periodic inventory system and has these account balances: Purchases $404,000, Purchase Returns and Allowances $13,000, Purchase Discounts $9,000, and Freight-In $16,000. Determine net purchases and cost of goods purchased.
Compute cost of goods sold and gross profit.
BE5.11 (LO 5), AP Assume the same information as in BE5.10 and also that Spacey Company has beginning inventory of $60,000, ending inventory of $90,000, and net sales of $612,000. Determine the amounts to be reported for cost of goods sold and gross profit.
Calculate profitability ratios.
BE5.12 (LO 6), AP Dublin Corporation reported net sales of $250,000, cost of goods sold of $150,000, operating expenses of $50,000, net income of $32,500, beginning total assets of $520,000, and ending total assets of $600,000. Calculate each of the following values and explain what they mean: (a) profit margin and (b) gross profit rate.
Calculate profitability ratios.
BE5.13 (LO 6), AP Garten Corporation reported net sales $800,000, cost of goods sold $520,000, operating expenses $210,000, and net income $68,000. Calculate the following values and explain what they mean: (a) profit margin and (b) gross profit rate.
BE5.14 (LO 6), C Cabo Corporation reported net income of $346,000, cash of $67,800, and net cash provided by operating activities of $224,900. What does this suggest about the quality of the company’s earnings? What further steps should be taken?
Journalize purchase transactions.
*BE5.15 (LO 7), AP Prepare the journal entries to record these transactions on Kimble Company’s books using a periodic inventory system.
Record entry for estimated sales returns.
*BE5.16 (LO 8), AP At December 31, 2025, Familla Corporation estimates that goods with a selling price of $1,400 and a cost of $650 that were sold on account during the current period will be returned during the next accounting period. Record the entry or entries required to adjust for this information.
Answer general questions about merchandisers.
DO IT! 5.1 (LO 1), C Indicate whether the following statements are true or false. If false, indicate how to correct the statement.
Record transactions of purchasing company.
DO IT! 5.2 (LO 2), AP On October 5, Iverson Company buys merchandise on account from Lasse Company. The selling price of the goods is $5,000, and the cost to Lasse Company is $3,000. On October 8, Iverson returns defective goods with a selling price of $640 and a scrap value of $240. Record the transactions of Iverson Company, assuming a perpetual approach.
Record transactions of selling company.
DO IT! 5.3 (LO 3), AP Assume information similar to that in Do IT! 5.2. That is: On October 5, Iverson Company buys merchandise on account from Lasse Company. The selling price of the goods is $5,000, and the cost to Lasse Company is $3,000. On October 8, Iverson returns defective goods with a selling price of $640 and a scrap value of $240. Record the transactions on the books of Lasse Company, assuming a perpetual approach.
Prepare multiple-step income statement.
DO IT! 5.4 (LO 4), AP The following information is available for Berlin Corp. for the year ended December 31, 2025:
Other revenues and gains | $ 12,700 | Sales revenue | $592,000 |
Other expenses and losses | 13,300 | Operating expenses | 186,000 |
Cost of goods sold | 156,000 | Sales returns and allowances | 40,000 |
Prepare a multiple-step income statement for Berlin Corp. The company has a tax rate of 30%.
Determine cost of goods sold using periodic system.
DO IT! 5.5 (LO 5), AP Clean Lake Corporation’s accounting records show the following at year-end December 31, 2025:
Purchase Discounts | $ 5,900 | Beginning Inventory | $31,720 |
Freight-In | 8,400 | Ending Inventory | 27,950 |
Freight-Out | 11,100 | Purchase Returns and Allowances | 3,600 |
Purchases | 162,500 |
Assuming that Clean Lake Corporation uses the periodic system, compute (a) cost of goods purchased and (b) cost of goods sold.
Compute and analyze profitability ratios.
DO IT! 5.6 (LO 6), AN Owen Wise, Inc. reported the following in its 2025 and 2024 income statements.
2025 | 2024 | |
Net sales | $150,000 | $120,000 |
Cost of goods sold | 90,000 | 72,000 |
Operating expenses | 32,000 | 16,000 |
Income tax expense | 18,000 | 10,000 |
Net income | $ 10,000 | $ 22,000 |
Determine the company’s gross profit rate and profit margin for both years. Discuss the cause for changes in the ratios.
Answer general questions about merchandisers.
E5.1 (LO 1), C Mr. Etemadi has prepared the following list of statements about service companies and merchandisers.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Journalize purchase transactions.
E5.2 (LO 2), AP This information relates to Rice Co.
Instructions
Journalize purchase transactions.
E5.3 (LO 2), AP Olaf Corp. uses a perpetual inventory system. The company had the following inventory transactions in April.
Apr.3 | Purchased merchandise from DeVito Ltd. for $28,000, terms 2/10, n/30, FOB shipping point. | |
6 | The appropriate company paid freight costs of $700 on the merchandise purchased on April 3. | |
7 | Purchased supplies on account for $5,000 from Lomax Industries. | |
8 | Returned merchandise to DeVito and received a credit of $3,500. The merchandise was returned to inventory for future resale. | |
30 | Paid the amount due to DeVito in full. |
Instructions
Record the above inventory transactions on Olaf’s books.
Journalizes sales transactions.
E5.4 (LO 3), AP Refer to the information in E5.3 for Olaf Corp. and the following additional information.
Instructions
Record the transactions in the books of DeVito.
Journalize sales transactions.
E5.5 (LO 3), AP The following transactions are for Alonzo Company.
Instructions
Journalize perpetual inventory entries.
E5.6 (LO 2, 3), AP Assume that on September 1, Office Depot had an inventory that included a variety of calculators. The company uses a perpetual inventory system. During September, these transactions occurred.
Sept.6 | Purchased calculators from Dragoo Co. at a total cost of $1,650, on account, terms n/30. | |
9 | Paid freight of $50 on calculators purchased from Dragoo Co. | |
10 | Returned calculators to Dragoo Co. for $66 credit because they did not meet specifications. | |
12 | Sold calculators costing $520 for $690 to Fryer Book Store, on account, terms n/30. | |
14 | Granted credit of $45 to Fryer Book Store for the return of one calculator that was not ordered. The calculator cost $34. | |
20 | Sold calculators costing $570 for $760 to Heasley Card Shop, on account, terms n/30. |
Instructions
Journalize the September transactions.
Journalize perpetual inventory entries.
E5.7 (LO 2, 3), AP On June 10, Pais Company purchased $9,000 of merchandise from McGiver Company, on account, terms 3/10, n/30. Pais pays the freight costs of $400 on June 11. Goods totaling $600 are returned to McGiver for credit on June 12. On June 19, Pais Company pays McGiver Company in full, less the purchase discount. Both companies use a perpetual inventory system.
Instructions
Prepare sales section of income statement.
E5.8 (LO 4), AP The adjusted trial balance of Doqe Company shows these data pertaining to sales at the end of its fiscal year, October 31, 2025: Sales Revenue $900,000, Freight-Out $14,000, Sales Returns and Allowances $22,000, and Sales Discounts $13,500.
Instructions
Prepare the sales section of the income statement.
Prepare income statement.
E5.9 (LO 4), AP The following selected accounts from Orlando Corporation’s general ledger are for the year ended December 31, 2025.
Accounts receivable | $ 265,000 | Insurance expense | $ 23,000 |
Accumulated depreciation—equipment | 764,500 | Interest expense | 62,000 |
Interest revenue | 30,000 | ||
Advertising expense | 55,000 | Inventory | 97,000 |
Common stock | 250,000 | Prepaid expenses | 31,000 |
Cost of goods sold | 1,172,000 | Rent revenue | 24,000 |
Depreciation expense | 125,000 | Retained earnings | 535,000 |
Dividends | 150,000 | Salaries and wages expense | 705,000 |
Equipment | 1,450,000 | Sales revenue | 2,589,500 |
Freight-out | 25,000 | Unearned sales revenue | 18,000 |
Income tax expense | 70,000 |
Instructions
Prepare a multiple-step income statement.
Prepare an income statement and calculate profitability ratios.
E5.10 (LO 4, 6), AP Presented below is information for Lieu Co. for the month of January 2025.
Cost of goods sold | $212,000 | Rent expense | $ 32,000 |
Freight-out | 7,000 | Sales discounts | 8,000 |
Insurance expense | 12,000 | Sales returns and allowances | 20,000 |
Salaries and wages expense | 60,000 | Sales revenue | 370,000 |
Income tax expense | 5,000 |
Instructions
Compute missing amounts and calculate profitability ratios.
E5.11 (LO 4, 6), AP Financial information is presented here for two companies.
Yoste Company | Noone Company | |||
Sales revenue | $90,000 | (d) | ||
Sales returns and allowances | (a) | $ 5,000 | ||
Net sales | 84,000 | 100,000 | ||
Cost of goods sold | 58,000 | (e) | ||
Gross profit | (b) | 40,000 | ||
Operating expenses | 14,380 | (f) | ||
Net income | (c) | 17,000 |
Instructions
Prepare multiple-step income statement and calculate profitability ratios.
E5.12 (LO 4, 6), AP In its income statement for the year ended December 31, 2025, Darren Company reported the following condensed data.
Salaries and wages expense | $465,000 | Loss on disposal of plant assets | $ 83,500 |
Cost of goods sold | 987,000 | Sales revenue | 2,210,000 |
Interest expense | 71,000 | Income tax expense | 25,000 |
Interest revenue | 65,000 | Sales discounts | 160,000 |
Depreciation expense | 310,000 | Utilities expense | 110,000 |
Instructions
Prepare multiple-step income statement and calculate profitability ratios.
E5.13 (LO 4, 6), AP Suppose in its income statement for the year ended June 30, 2025, The Clorox Company reported the following condensed data (dollars in millions).
Salaries and wages expense | $460 | Research and development expense | $114 |
Depreciation expense | 90 | ||
Sales revenue | 5,730 | Income tax expense | 276 |
Interest expense | 161 | Loss on disposal of plant assets | 46 |
Advertising expense | 499 | Cost of goods sold | 3,104 |
Sales returns and allowances | 280 | Rent expense | 105 |
Utilities expense | 60 |
Instructions
(Hint: Increase both sales revenue and sales returns and allowances by 25%.) Redo parts (a) and (b) and discuss whether this plan has merit. (Assume a tax rate of 34%, and round all amounts to whole dollars.)
Prepare an income statement.
E5.14 (LO 4), AP In its income statement for the year ended December 31, 2025, Laine Inc. reported the following condensed data.
Operating expenses | $ 725,000 | Interest revenue | $ 33,000 |
Cost of goods sold | 1,256,000 | Loss on disposal of plant assets | 17,000 |
Interest expense | 70,000 | Sales revenue | 2,350,000 |
Income tax expense | 47,000 | Sales discounts | 150,000 |
Instructions
Prepare a multiple-step income statement.
Prepare a multiple-step income statement.
E5.15 (LO 4), AP The following selected accounts from the Blue Door Corporation’s general ledger are presented below for the year ended December 31, 2025:
Advertising expense | $ 55,000 | Interest revenue | $ 30,000 |
Common stock | 250,000 | Inventory | 67,000 |
Cost of goods sold | 1,085,000 | Rent revenue | 24,000 |
Depreciation expense | 125,000 | Retained earnings | 535,000 |
Dividends | 150,000 | Salaries and wages expense | 675,000 |
Freight-out | 25,000 | Sales discounts | 8,500 |
Income tax expense | 70,000 | Sales returns and allowances | 41,000 |
Insurance expense | 15,000 | ||
Interest expense | 70,000 | Sales revenue | 2,400,000 |
Instructions
Prepare a multiple-step income statement.
Prepare cost of goods sold section using periodic system.
E5.16 (LO 5), AP The trial balance of Mendez Company at the end of its fiscal year, August 31, 2025, includes these accounts: Beginning Inventory $18,700, Purchases $154,000, Sales Revenue $190,000, Freight-In $8,000, Sales Returns and Allowances $3,000, Freight-Out $1,000, and Purchase Returns and Allowances $5,000. The ending inventory is $21,000.
Instructions
Prepare a cost of goods sold section (periodic system) for the year ending August 31, 2025.
Prepare cost of goods sold section using periodic system.
E5.17 (LO 5), AP Below is a series of cost of goods sold sections for companies B, M, O, and S.
B | M | O | S | |
Beginning inventory | $ 250 | $ 120 | $ 700 | $ (j) |
Purchases | 1,500 | 1,080 | (g) | 43,590 |
Purchase returns and allowances | 80 | (d) | 290 | (k) |
Net purchases | (a) | 1,040 | 7,410 | 42,290 |
Freight-in | 130 | (e) | (h) | 2,240 |
Cost of goods purchased | (b) | 1,230 | 8,050 | (l) |
Cost of goods available for sale | 1,800 | 1,350 | (i) | 49,530 |
Ending inventory | 310 | (f) | 1,150 | 6,230 |
Cost of goods sold | (c) | 1,230 | 7,600 | 43,300 |
Instructions
Fill in the lettered blanks to complete the cost of goods sold sections.
Evaluate quality of earnings.
E5.18 (LO 6), C Dorsett Corporation reported sales revenue of $257,000, net income of $45,300, cash of $9,300, and net cash provided by operating activities of $23,103. Accounts receivable have increased at three times the rate of sales during the last 3 years.
Instructions
Journalize purchase transactions.
*E5.19 (LO 7), AP This information relates to Alfie Co.
Instructions
Record entry for estimated sales returns.
*E5.20 (LO 8), AP At December 31, 2025, Highland Corporation estimates that goods with a selling price of $4,700 and a cost of $1,870 that were sold on account during the current period will be returned during the next accounting period. On January 17, 2026, the goods were returned as estimated. The customer had not paid for the goods by the time of the return.
Instructions
Record the entry or entries required to adjust for this information, as well as the subsequent return.
Journalize, post, and prepare partial income statement, and calculate ratios.
P5.1 (LO 2, 3, 4, 6), AP Winters Hardware Store completed the following merchandising transactions in the month of May. At the beginning of May, Winters’ ledger showed Cash of $8,000 and Common Stock of $8,000.
May1 | Purchased merchandise on account from Black Wholesale Supply for $8,000, terms 1/10, n/30. | |
2 | Sold merchandise on account for $4,400, terms 2/10, n/30. The cost of the merchandise sold was $3,300. | |
5 | Received credit from Black Wholesale Supply for merchandise returned $200. | |
9 | Received collections in full, less discounts, from customers billed on May 2. | |
10 | Paid Black Wholesale Supply in full, less discount. | |
11 | Purchased supplies for cash $900. | |
12 | Purchased merchandise for cash $3,100. | |
15 | Received $230 refund for return of poor-quality merchandise from supplier on cash purchase. | |
17 | Purchased merchandise on account from Wilhelm Distributors for $2,500, terms 2/10, n/30. | |
19 | Paid freight on May 17 purchase $250. | |
24 | Sold merchandise for cash $5,500. The cost of the merchandise sold was $4,100. | |
25 | Purchased merchandise on account from Clasps Inc. for $800, terms 3/10, n/30. | |
27 | Paid Wilhelm Distributors in full, less discount. | |
29 | Made refunds to cash customers for returned merchandise $92. The returned merchandise had cost $70. | |
31 | Sold merchandise on account for $1,280, terms n/30. The cost of the merchandise sold was $762. |
Winters Hardware’s chart of accounts includes Cash, Accounts Receivable, Inventory, Supplies, Accounts Payable, Common Stock, Sales Revenue, Sales Returns and Allowances, Sales Discounts, and Cost of Goods Sold.
Instructions
c. Gross profit | $2,908 |
Journalize purchase and sale transactions under a perpetual system.
P5.2 (LO 2, 3), AP Powell Warehouse distributes hardback books to retail stores and extends credit terms of 2/10, n/30 to all of its customers. During the month of June, the following merchandising transactions occurred.
June1 | Purchased books on account for $1,040 (including freight) from Catlin Publishers, terms 2/10, n/30. | |
3 | Sold books on account to Garfunkel Bookstore for $1,200. The cost of the merchandise sold was $720. | |
6 | Received $40 credit for books returned to Catlin Publishers. | |
9 | Paid Catlin Publishers in full. | |
15 | Received payment in full from Garfunkel Bookstore. | |
17 | Sold books on account to Bell Tower for $1,200. The cost of the merchandise sold was $730. | |
20 | Purchased books on account for $700 from Priceless Book Publishers, terms 1/15, n/30. | |
24 | Received payment in full from Bell Tower. | |
26 | Paid Priceless Book Publishers in full. | |
28 | Sold books on account to General Bookstore for $1,300. The cost of the merchandise sold was $780. | |
30 | Granted General Bookstore $130 credit for books returned costing $80. |
Instructions
Journalize the transactions for the month of June for Powell Warehouse, using a perpetual inventory system.
Journalize, post, and prepare trial balance and partial income statement.
P5.3 (LO 2, 3, 4), AP At the beginning of the current season on April 1, the ledger of Granite Hills Pro Shop showed Cash $2,500, Inventory $3,500, and Common Stock $6,000. The following transactions were completed during April 2025.
Apr.5 | Purchased golf bags, clubs, and balls on account from Arnie Co. $1,500, terms 3/10, n/60. | |
7 | Paid freight on Arnie purchase $80. | |
9 | Received credit from Arnie Co. for merchandise returned $200. | |
10 | Sold merchandise on account to members $1,340, terms n/30. The merchandise sold had a cost of $820. | |
12 | Purchased golf shoes, sweaters, and other accessories on account from Woods Sportswear $830, terms 1/10, n/30. | |
14 | Paid Arnie Co. in full. | |
17 | Received credit from Woods Sportswear for merchandise returned $30. | |
20 | Made sales on account to members $810, terms n/30. The cost of the merchandise sold was $550. | |
21 | Paid Woods Sportswear in full. | |
27 | Granted an allowance to members for clothing that did not fit properly $80. | |
30 | Received payments on account from members $1,220. |
The chart of accounts for the pro shop includes Cash, Accounts Receivable, Inventory, Accounts Payable, Common Stock, Sales Revenue, Sales Returns and Allowances, and Cost of Goods Sold.
Instructions
c. Tot. trial balance | $8,150 |
d. Gross profit | $ 700 |
Prepare financial statements and calculate profitability ratios.
P5.4 (LO 4, 6), AP Wolford Department Store is located in midtown Metropolis. During the past several years, net income has been declining because suburban shopping centers have been attracting business away from city areas. At the end of the company’s fiscal year on November 30, 2025, these accounts appeared in its adjusted trial balance.
Accounts Payable | $ 26,800 |
Accounts Receivable | 17,008 |
Accumulated Depreciation—Equipment | 68,000 |
Cash | 8,000 |
Common Stock | 35,000 |
Cost of Goods Sold | 614,380 |
Freight-Out | 6,200 |
Equipment | 157,000 |
Depreciation Expense | 13,500 |
Dividends | 12,000 |
Gain on Disposal of Plant Assets | 2,000 |
Income Tax Expense | 10,000 |
Insurance Expense | 9,000 |
Interest Expense | 5,112 |
Inventory | 26,200 |
Notes Payable | 43,500 |
Prepaid Insurance | 6,000 |
Advertising Expense | 33,500 |
Rent Expense | 34,000 |
Retained Earnings | 14,200 |
Salaries and Wages Expense | 117,000 |
Salaries and Wages Payable | 6,000 |
Sales Returns and Allowances | 20,000 |
Sales Revenue | 904,000 |
Utilities Expense | 10,600 |
Additional data: Notes payable are due in 2029.
Instructions
a. | Net income | $ 32,708 |
Tot. assets | $146,208 |
Prepare a correct multiple-step income statement.
P5.5 (LO 4), AP An inexperienced accountant prepared this condensed income statement for Simon Company, a retail firm that has been in business for a number of years.
Simon Company Income Statement For the Year Ended December 31, 2025 |
|
Revenues | |
Net sales | $850,000 |
Other revenues | 22,000 |
872,000 | |
Cost of goods sold | 555,000 |
Gross profit | 317,000 |
Operating expenses | |
Selling expenses | 109,000 |
Administrative expenses | 103,000 |
212,000 | |
Net earnings | $105,000 |
As an experienced, knowledgeable accountant, you review the statement and determine that the following steps were taken by the accountant to compute the amounts presented in the income statement.
Instructions
Evaluate the steps taken by the inexperienced accountant so you can identify corrections that need to be made. Then, prepare a correct detailed multiple-step income statement. (Assume a 25% tax rate.)
Net income | $67,500 |
Journalize, post, and prepare adjusted trial balance and financial statement.
P5.6 (LO 4), AP The trial balance of People’s Choice Wholesale Company contained the following accounts shown at December 31, the end of the company’s fiscal year.
People’s Choice Wholesale Company Trial Balance December 31, 2025 |
||
Debit | Credit | |
Cash | $ 31,400 | |
Accounts Receivable | 37,600 | |
Inventory | 70,000 | |
Land | 92,000 | |
Buildings | 200,000 | |
Accumulated Depreciation—Buildings | $ 60,000 | |
Equipment | 83,500 | |
Accumulated Depreciation—Equipment | 40,500 | |
Notes Payable | 54,700 | |
Accounts Payable | 17,500 | |
Common Stock | 160,000 | |
Retained Earnings | 67,200 | |
Dividends | 10,000 | |
Sales Revenue | 922,100 | |
Sales Discounts | 6,000 | |
Cost of Goods Sold | 709,900 | |
Salaries and Wages Expense | 51,300 | |
Utilities Expense | 11,400 | |
Maintenance and Repairs Expense | 8,900 | |
Advertising Expense | 5,200 | |
Insurance Expense | 4,800 | |
$1,322,000 | $1,322,000 |
Adjustment data:
Other data: $15,000 of the notes payable are payable next year.
Instructions
c. | Tot. trial balance | $1,365,500 |
d. | Net income | $ 81,100 |
Tot. assets | $ 399,000 |
Determine cost of goods sold and gross profit under a periodic system.
P5.7 (LO 4, 5), AP At the end of Oates Department Store’s fiscal year on November 30, 2025, these accounts appeared in its adjusted trial balance.
Freight-In | $ 5,060 |
Inventory (beginning) | 41,300 |
Purchases | 613,000 |
Purchase Discounts | 7,000 |
Purchase Returns and Allowances | 6,760 |
Sales Revenue | 902,000 |
Sales Returns and Allowances | 20,000 |
Additional facts:
Instructions
Gross profit | $272,600 |
Prepare an income statement through gross profit for the year ended November 30, 2025.
Calculate missing amounts and assess profitability.
P5.8 (LO 4, 5, 6), AN Zhou Inc. operates a retail operation that purchases and sells snowmobiles, among other outdoor products. The company purchases all inventory on credit and uses a periodic inventory system. The Accounts Payable account is used for recording inventory purchases only; all other current liabilities are accrued in separate accounts. You are provided with the following selected information for the fiscal years 2023 through 2026, inclusive.
2023 | 2024 | 2025 | 2026 | |
Income Statement Data | ||||
Sales revenue | $97,000 | $(e) | $82,000 | |
Cost of goods sold | (a) | 28,160 | 27,060 | |
Gross profit | 67,900 | 59,840 | (i) | |
Operating expenses | 63,050 | (f) | 52,480 | |
Net income | $(b) | $ 3,520 | $(j) | |
Balance Sheet Data | ||||
Inventory | $13,000 | $ (c) | $14,700 | $ (k) |
Accounts payable | 5,800 | 6,500 | 4,600 | (l) |
Additional Information | ||||
Purchases of inventory on account | $25,890 | $ (g) | $24,050 | |
Cash payments to suppliers | (d) | (h) | 24,650 |
Instructions
Journalize, post, and prepare trial balance and partial income statement under a periodic system.
*P5.9 (LO 5, 7), AP At the beginning of the current season on April 1, the ledger of Granite Hills Pro Shop showed Cash $2,500, Inventory $3,500, and Common Stock $6,000. The following transactions occurred during April 2025.
Apr.5 | Purchased golf bags, clubs, and balls on account from Arnie Co. $1,500, terms 3/10, n/60. | |
7 | Paid freight on Arnie Co. purchases $80. | |
9 | Received credit from Arnie Co. for merchandise returned $200. | |
10 | Sold merchandise on account to members $1,340, terms n/30. | |
12 | Purchased golf shoes, sweaters, and other accessories on account from Woods Sportswear $830, terms 1/10, n/30. | |
14 | Paid Arnie Co. in full. | |
17 | Received credit from Woods Sportswear for merchandise returned $30. | |
20 | Made sales on account to members $810, terms n/30. | |
21 | Paid Woods Sportswear in full. | |
27 | Granted credit to members for clothing that did not fit properly $80. | |
30 | Received payments on account from members $1,220. |
The chart of accounts for the pro shop includes Cash, Accounts Receivable, Inventory, Accounts Payable, Common Stock, Sales Revenue, Sales Returns and Allowances, Purchases, Purchase Returns and Allowances, Purchase Discounts, and Freight-In.
Instructions
c. | Tot. trial balance | $8,427 |
d. | Gross profit | $ 700 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 4.)
CCC5 Because Natalie has had such a successful first few months, she is considering other opportunities to develop her business. One opportunity is to become the exclusive distributor of a line of fine European mixers. The current cost of a mixer is approximately $550, and Natalie would sell each one for $1,100. Natalie comes to you for advice on how to account for these mixers. Each appliance has a serial number and can be easily identified.
Natalie asks you the following questions.
In the end, Natalie decides to use the perpetual method of accounting for inventory, and the following transactions happen during the month of January.
Jan. 4 | She buys five deluxe mixers on account from Kzinski Supply Co. for $2,750, terms n/30. |
6 | She pays $100 freight on the January 4 purchase. |
7 | Natalie returns one of the mixers to Kzinski because it was damaged during shipping. Kzinski issues Cookie Creations credit for the cost of the mixer plus $20 for the cost of freight that was paid on January 6 for one mixer. |
8 | She collects the amount due from the neighborhood community center that was accrued at the end of December 2023. |
12 | She sells three deluxe mixers on account for $3,300, FOB destination, terms n/30. The mixers cost $570 each (including freight). |
13 | Natalie pays her cell phone bill previously accrued in the December adjusting journal entries. |
14 | She pays $75 of delivery charges for the three mixers that were sold onJanuary 12. |
14 | She buys four deluxe mixers on account from Kzinski Supply Co. for $2,200, terms n/30. |
17 | Natalie is concerned that there is not enough cash available to pay for all of the mixers purchased. She issues additional common stock for $1,000. |
18 | She pays $80 freight on the January 14 purchase. |
20 | She sells two deluxe mixers for $2,200 cash. |
28 | Natalie issues a check to her assistant. Her assistant worked 20 hours in January and is also paid for the amount accruedat December 31, 2023. Recall that Natalie’s assistant earns $8 an hour. |
28 | Natalie collects amounts due from customers from the January 12 transaction. |
31 | She pays Kzinski all amounts due. |
31 | Cash dividends of $750 are paid. |
The adjusted trial balance from December is presented below.
COOKIE CREATIONS INC. Post-Closing Trial Balance December 31, 2023 |
||
Debit | Credit | |
Cash | $1,340 | |
Accounts Receivable | 1,450 | |
Supplies | 400 | |
Prepaid Insurance | 1,100 | |
Equipment | 1,200 | |
Accumulated Depreciation—Equipment | $ 40 | |
Website | 575 | |
Accounts Payable | 75 | |
Interest Payable | 23 | |
Salaries and Wages Payable | 56 | |
Unearned Service Revenue | 360 | |
Notes Payable | 2,000 | |
Common Stock | 800 | |
Retained Earnings | 2,711 | |
$6,065 | $6,065 |
As of January 31, the following adjusting entry data are available.
Instructions
Using the information that you have gathered and the adjusted trial balance from December, plus the new information above, do the following:
Check figures
(c) Totals12,434
(f) Net income2,180
(g) Total assets8,414
ACR.1 On December 1, 2025, Devine Distributing Company had the following account balances.
Debit | Credit | |||
Cash | $7,200 | Accumulated Depreciation—Equipment | $2,200 | |
Accounts Receivable | 4,600 | |||
Inventory | 12,000 | Accounts Payable | 4,500 | |
Supplies | 1,200 | Salaries and Wages Payable | 1,000 | |
Equipment | 22,000 | Common Stock | 15,000 | |
$47,000 | Retained Earnings | 24,300 | ||
$47,000 |
During December, the company completed the following summary transactions.
Dec.6 | Paid $1,600 for salaries due employees, of which $600 is for December and $1,000 is for November salaries payable. | |
8 | Received $1,900 cash from customers in payment of account (no discount allowed). | |
10 | Sold merchandise for cash $6,300. The cost of the merchandise sold was $4,100. | |
13 | Purchased merchandise on account from Hecht Co. $9,000, terms 2/10, n/30. | |
15 | Purchased supplies for cash $2,000. | |
18 | Sold merchandise on account $12,000, terms 3/10, n/30. The cost of the merchandise sold was $8,000. | |
20 | Paid salaries $1,800. | |
23 | Paid Hecht Co. in full, less discount. | |
27 | Received collections in full, less discounts, from customers billed on December 18. |
Adjustment data:
Instructions
d. | Totals | $65,500 |
e. | Net income | $540 |
ACR5.2 On November 1, 2025, IKonk, Inc. had the following account balances. The company uses the perpetual inventory method.
Debit | Credit | |||
Cash | $ 9,000 | Accumulated Depreciation—Equipment | $ 1,000 | |
Accounts Receivable | 2,240 | |||
Supplies | 860 | Accounts Payable | 3,400 | |
Equipment | 25,000 | Unearned Service Revenue | 4,000 | |
$37,100 | Salaries and Wages Payable | 1,700 | ||
Common Stock | 20,000 | |||
Retained Earnings | 7,000 | |||
$37,100 |
During November, the following summary transactions were completed.
Nov.8 | Paid $3,550 for salaries due employees, of which $1,850 is for November and $1,700 is for October. | |
10 | Received $1,900 cash from customers in payment of account. | |
11 | Purchased merchandise on account from Dimas Discount Supply for $8,000, terms 2/10, n/30. | |
12 | Sold merchandise on account for $5,500, terms 2/10, n/30. The cost of the merchandise sold was $4,000. | |
15 | Received credit from Dimas Discount Supply for merchandise returned $300. | |
19 | Received collections in full, less discounts, from customers billed on sales of $5,500 on November 12. | |
20 | Paid Dimas Discount Supply in full, less discount. | |
22 | Received $2,300 cash for services performed in November. | |
25 | Purchased equipment on account $5,000. | |
27 | Purchased supplies on account $1,700. | |
28 | Paid creditors $3,000 of accounts payable due. | |
29 | Paid November rent $375. | |
29 | Paid salaries $1,300. | |
29 | Performed services on account and billed customers $700 for those services. | |
29 | Received $675 from customers for services to be performed in the future. |
Adjustment data:
Instructions
e. | Tot. adj. trial bal. | $49,025 |
f. | Tot. assets | $38,430 |
DA 5.1 Data Visualization can be used to understand profitability trends.
Example Recall the Feature Story “Buy Now, Vote Later” presented in the chapter. Even with the arrival of the pandemic in 2020, REI (Recreational Equipment, Inc.) continued to be a strong competitor in the outdoor gear industry. The pandemic, however, added to the shift in what, where, and when consumers buy, both positively and negatively. The pandemic brought temporary store closures causing customers to increase online purchases and a loss of jobs that resulted in a decline in the amount of merchandise sold and profitability. In addition, the pandemic promoted a stronger interest in outdoor activities where social distancing could be practiced, prompting an increase in hiking and camping equipment sales. However, the downside of the pandemic more than offsets any increase in sales and profitability for 2020.
How is REI doing? We can use the column chart to visualize the company’s performance. The chart illustrates REI’s profitability from 2016 to 2020. We can see that REI’s sales increased steadily for the first four years with the largest dollar increase from 2018 to 2019. The pandemic caused a decline in sales as expected during 2020. Because gross profit is tied to sales, the company’s gross profit resulted in a gradual increase as sales through 2019, with an expected drop in 2020. The slope of the trend lines shows that the sales increased at a greater rate than gross profit for the first four years, implying that cost of goods sold was increasing faster than sales. Despite the promising increase in gross profit through 2019, REI’s net profit margin remained flat through 2019 indicating operating expenses must have been increasing.
Data source: https://www.rei.com/about-rei/financial-information
DA 5.1 Data visualization can be used to understand trends in sales and expenses.
As indicated in the feature story “Buy Now, Vote Later”, REI is a co-op in which members share in the company’s profits. However, co-ops do not have common stock so even though the members of the co-op receive distributions, the amounts distributed are not really dividends. Instead, REI recognizes these distributions as expenses on its income statement. In this case, you will use the data from five years of REI’s Income statements to compute the percentage of net sales for each item on the income statements for each of the five years, prepare a clustered column chart by year to visualize each of the four subtotal percentages computed, and evaluate what the chart tells you about trends in sales and expenses.
DA 5.2 Caterpillar is a manufacturer of construction and mining equipment, diesel and natural gas engines, industrial gas turbines, and diesel-electric locomotives. Cummins is a company that designs, manufactures, sells, and services diesel and natural gas engines and powertrain-related component products. CNH Industrial operates in the capital goods sector and designs, produces, and sells agricultural and construction equipment, trucks, commercial vehicles, buses, and specialty vehicles. Financial information from these three companies is presented here. Think about the implications for financial ratios for these three companies if they each reuse existing materials. This action can reduce its cost of goods sold which should cause its gross margin to increase.
In Billions USD | Caterpillar | Cummins | CNH |
---|---|---|---|
Revenue | $39.0 | $19.8 | $26.0 |
Cost of goods | 29.1 | 14.9 | 22.4 |
Gross profit | 9.9 | 4.9 | 3.6 |
Net income | 3.0 | 1.8 | -0.5 |
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
Data source: https://www.cnhindustrial.com/en-us/sustainability/our_approach_to_sustainability/brochures/cnh%20industrial%20a%20sustainable%20year%202019.pdf?REDIRECT=0
https://www.cummins.com/news/2019/06/18/cummins-achieves-two-environmental-goals-early-faces-challenges-ahead
https://reports.caterpillar.com/sr/materials/
CT5.1 The financial statements for Apple Inc. are presented in Appendix A.
Instructions
Answer these questions using the Statement of Operations.
CT5.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
CT5.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT5.4 At one time, it was announced that two giant French retailers, Carrefour SA and Promodes SA, would merge. A headline in the Wall Street Journal blared, “French Retailers Create New Walmart Rival.” While Walmart’s total sales would still exceed those of the combined company, Walmart’s international sales are far less than those of the combined company. This is a serious concern for Walmart, since its primary opportunity for future growth lies outside of the United States.
Below are basic financial data for the combined corporation (in euros) and Walmart (in U.S. dollars) in a recent year. Even though their results are presented in different currencies, by employing ratios we can make some basic comparisons.
Carrefour (in millions) | Walmart (in millions) | |||
Sales revenue | €70,486 | $256,329 | ||
Cost of goods sold | 54,630 | 198,747 | ||
Net income | 1,738 | 9,054 | ||
Total assets | 39,063 | 104,912 | ||
Current assets | 14,521 | 34,421 | ||
Current liabilities | 13,660 | 37,418 | ||
Total liabilities | 29,434 | 61,289 |
Instructions
Compare the two companies by answering the following.
CT5.5 No financial decision-maker should ever rely solely on the financial information reported in the annual report to make decisions. It is important to keep abreast of financial news. This activity demonstrates how to search for financial news on the Internet.
Instructions
Search the Internet for an article on either PepsiCo or Coca-Cola that sounds interesting to you and that would be relevant to an investor in these companies. Now, assume that you are a personal financial planner and that some of your clients own stock in the company. Write a brief memo to these clients summarizing the article and explaining the implications of the article for their investment.
CT5.6 Three years ago, Karen Suez and her brother-in-law Reece Jones opened Gigasales Department Store. For the first 2 years, business was good, but the following condensed income statement results for 2025 were disappointing.
Gigasales Department Store Income Statement For the Year Ended December 31, 2025 |
||
Net sales | $700,000 | |
Cost of goods sold | 560,000 | |
Gross profit | 140,000 | |
Operating expenses | ||
Selling expenses | $100,000 | |
Administrative expenses | 20,000 | |
120,000 | ||
Net income | $20,000 |
Karen believes the problem lies in the relatively low gross profit rate of 20%. Reece believes the problem is that operating expenses are too high.
Karen thinks the gross profit rate can be improved by making two changes. she does not anticipate that these changes will have any effect on operating expenses.
Reece thinks expenses can be cut by making these two changes. He feels that these changes will not have any effect on net sales.
Karen and Reece come to you for help in deciding the best way to improve net income.
Instructions
With the class divided into groups, answer the following.
CT5.7 The following situation is presented in chronological order.
Instructions
In a memo to the president of Surfing Hawaii Co., answer the following questions.
CT5.8 Warren Buffett’s company, Berkshire Hathaway, is one of the world’s most successful investment companies. Therefore, it might come as a surprise that a company owned by Berkshire Hathaway may have paid an acquisition price for another company that was five times what the company was worth. How did this happen? Jack Ewing explains in The New York Times article entitled “How Berkshire Hathaway May Have Been Snookered in Germany.”
Instructions
Do an Internet search for the article and answer the following questions.
CT5.9 Tabitha Andes was just hired as the assistant treasurer of Southside Stores, a specialty chain store company that has nine retail stores concentrated in one metropolitan area. Among other things, the payment of all invoices is centralized in one of the departments Tabitha will manage. Her primary responsibility is to maintain the company’s high credit rating by paying all bills when due and to take advantage of all cash discounts.
Pete Wilson, the former assistant treasurer who has been promoted to treasurer, is training Tabitha in her new duties. He instructs Tabitha that she is to continue the practice of preparing all checks “net of discount” and dating the checks the last day of the discount period. “But,” Pete continues, “we always hold the checks at least 4 days beyond the discount period before mailing them. That way we get another 4 days of interest on our money. Most of our creditors need our business and don’t complain. And, if they scream about our missing the discount period, we blame it on the mailroom or the post office. We’ve only lost one discount out of every hundred we take that way. I think everybody does it. By the way, welcome to our team!”
Instructions
CT5.10 There are many situations in business where it is difficult to determine the proper period in which to record revenue. Suppose that after graduation with a degree in finance, you take a job as a manager at a consumer electronics store called FarWest Electronics. The company has expanded rapidly in order to compete with Best Buy.
FarWest has also begun selling gift cards. The cards are available in any dollar amount and allow the holder of the card to purchase an item for up to 2 years from the time the card is purchased. If the card is not used during those 2 years, it expires.
Instructions
At what point should the revenue from the gift cards be recognized? Include the reasoning to support your answer.
CT5.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
The basic accounting entries for merchandising are the same under both GAAP and IFRS. The income statement is a required statement under both sets of standards. The basic format is similar although some differences do exist. The following are the key similarities and differences between GAAP and IFRS related to inventories.
Similarities
Differences
1. Which of the following would not be included in the definition of inventory under IFRS?
2. Which of the following would not be a line item of a company reporting costs by nature?
3. Which of the following would not be a line item of a company reporting costs by function?
4. Which of the following statements is false?
IFRS5.1 Explain the difference between the “nature-of-expense” and “function-of-expense” classifications.
IFRS5.2 For each of the following income statement line items, state whether the item is a “by nature” expense item or a “by function” expense item.
IFRS5.3 Matilda Company reported the following amounts (in euros) in 2025: Net income, €150,000; Unrealized gain related to revaluation of buildings, €10,000; and Unrealized loss on non-trading securities, €(35,000). Determine Matilda’s total comprehensive income for 2025.
IFRS5.4 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use Louis Vuitton’s annual report to answer the following questions.
a. Does Louis Vuitton use a multiple-step or a single-step income statement format? Explain how you made your determination.
b. Instead of “interest expense,” what label does Louis Vuitton use for interest costs that it incurs?
c. Using the notes to the company’s financial statements, determine the following:
- 1. Composition of the inventory.
- 2. Amount of inventory (gross) before impairment.
Answers to IFRS Self-Test Questions
1. c2. d3. c4. a
We previously discussed the accounting for merchandise inventory using a perpetual inventory system. In this chapter, we explain the methods used to calculate the cost of inventory on hand at the balance sheet date and the cost of goods sold.
Let’s talk inventory—big, bulldozer-size inventory. Caterpillar Inc. is the world’s largest manufacturer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines. It sells its products in over 200 countries, making it one of the most successful U.S. exporters. More than 70% of its productive assets are located domestically, and nearly 50% of its sales are foreign.
A big part of Caterpillar’s success turnaround can be attributed to effective management of its inventory. Imagine what it costs Caterpillar to have too many bulldozers sitting around in inventory—a situation the company definitely wants to avoid. Yet Caterpillar must also make sure it has enough inventory to meet demand.
At one time during a 7-year period, Caterpillar’s sales increased by 100% while its inventory increased by only 50%. To achieve this dramatic reduction in the amount of resources tied up in inventory while continuing to meet customers’ needs, Caterpillar used a two-pronged approach. First, it completed a factory modernization program, which greatly increased its production efficiency. The program reduced by 60% the amount of inventory the company processes at any one time. It also reduced by an incredible 75% the time it takes to manufacture a part.
Second, Caterpillar dramatically improved its parts distribution system. It ships more than 100,000 items daily from its 23 distribution centers strategically located around the world (10 million square feet of warehouse space—remember, we’re talking bulldozers). The company can virtually guarantee that it can get any part to anywhere in the world within 24 hours.
These changes led to record exports, profits, and revenues for Caterpillar. It would have seemed that things could not be better. But the company’s managers thought otherwise. Management undertook another major overhaul of inventory production and inventory management processes. The goal: to cut the number of repairs in half, increase productivity by 20%, and increase inventory turnover by 40%.
In short, Caterpillar’s ability to manage its inventory has been a key reason for its past success and will very likely play a huge part in its future profitability.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Discuss how to classify and determine inventory. |
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DO IT! 1 Rules of Ownership |
LO 2 Apply inventory cost flow methods and discuss their financial effects. |
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DO IT! 2a Cost Flow Methods—FIFO 2b Cost Flow Methods—LIFO 2c Cost Flow Methods—Average-Cost 2d Cost Flow Methods—All |
LO 3 Explain the statement presentation and analysis of inventory. |
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DO IT! 3a LCNRV 3b Inventory Turnover |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Two important steps in the reporting of inventory at the end of the accounting period are as follows.
How a company classifies its inventory depends on whether the firm is a merchandiser or a manufacturer. The basic difference between a manufacturer and a merchandiser is that manufacturers make products, and merchandisers buy those products to sell to consumers.
In a merchandising company, such as those described in Chapter 5, inventory consists of many different items. For example, in a grocery store, canned goods, dairy products, meats, and produce are just a few of the inventory items on hand. These items have two common characteristics:
Thus, merchandisers need only one inventory classification, merchandise inventory, to describe the many different items that make up the total inventory.
In a manufacturing company, some inventory may not yet be ready for sale. As a result, manufacturers usually classify inventory into three categories: raw materials, work in process, and finished goods.
For example, Caterpillar classifies the steel, glass, tires, and other components that are on hand waiting to be used in the production of tractors as raw materials. It classifies the tractors on the assembly line in various stages of production as work in process. It classifies earth-moving tractors completed and ready for sale as finished goods (see Helpful Hint). Illustration 6.1 shows an adapted excerpt from Note 8 of Caterpillar’s annual report.
ILLUSTRATION 6.1 Composition of Caterpillar’s inventory
December 31 | |||||
(millions of dollars) | 2019 | 2018 | 2017 | ||
Raw materials | $ 4,263 | $ 3,382 | $ 2,802 | ||
Work in process | 1,147 | 2,674 | 2,254 | ||
Finished goods | 5,598 | 5,241 | 4,761 | ||
Other | 258 | 232 | 201 | ||
Total inventories | $11,266 | $11,529 | $10,018 |
By observing the levels and changes in the levels of these three inventory types, financial statement users can gain insight into management’s production plans.
Many companies have significantly lowered inventory levels and costs using just-in-time (JIT) inventory methods. Under a just-in-time method, companies manufacture or purchase goods only when needed. Dell became famous for making computers in response to individual customer requests. Even though it made each computer to meet each customer’s particular specifications, Dell was able to assemble the computer and put it on a truck in less than 48 hours. The success of the JIT system depends on reliable suppliers. By integrating its information systems with those of its suppliers, Dell reduced its inventories to nearly zero. This was a huge advantage in an industry where products become obsolete nearly overnight.
The accounting concepts discussed in this chapter apply to the inventory classifications of both merchandising and manufacturing companies. Our focus here is on merchandise inventory. Additional issues specific to manufacturing companies are discussed in managerial accounting courses.
Companies take a physical inventory at the end of the accounting period. Taking a physical inventory involves actually counting, weighing, or measuring each kind of inventory on hand (see Ethics Note). If using a perpetual system, companies might take a physical inventory at other times during the accounting period for the following reasons:
Companies using a periodic inventory system take a physical inventory for two different purposes: to determine the inventory on hand at the balance sheet date, and to determine the cost of goods sold for the period.
Determining inventory quantities involves two steps: (1) taking a physical inventory of goods on hand and (2) determining the ownership of goods.
In many companies, taking an inventory is a formidable task. Retailers such as Target, TJ Maxx, or Home Depot have thousands of different inventory items. An inventory count is generally more accurate when goods are not being sold or received during the counting. Consequently, companies often “take inventory” when the business is closed or when business is slow. Many retailers close early on a chosen day in January—after the holiday sales and returns, when inventories are at their lowest level—to count inventory. Walmart Inc., for example, has a year-end of January 31. TJ Maxx defines its year-end as the Saturday nearest to the last day in January.
One challenge in computing inventory quantities is determining what inventory a company owns. To determine ownership of goods, two questions must be answered:
To determine inventory ownership at the end of the period, a company must consider goods in transit (on board a truck, train, ship, or plane). The company may have purchased goods that have not yet been received, or it may have sold goods that have not yet been delivered to its customer. To arrive at an accurate count, the company must determine ownership of these goods.
Goods in transit should be included in the inventory of the company that has legal title to the goods. Legal title (ownership) is determined by the terms of the sale, as shown in Illustration 6.2 and described below.
ILLUSTRATION 6.2 Terms of sale
If goods in transit at the statement date are ignored, inventory quantities may be seriously miscounted. Assume, for example, that Hargrove Company has 20,000 units of inventory on hand on December 31. It also has the following goods in transit:
Hargrove has legal title to both the 1,500 units sold and the 2,500 units purchased. If the company ignores the units in transit, it would understate inventory quantities by 4,000 units (1,500 + 2,500).
As we will see later in the chapter, inaccurate inventory counts affect not only the inventory amount shown on the balance sheet but also the cost of goods sold calculation on the income statement.
In some lines of business, it is common to hold the goods of other parties and try to sell the goods for them for a fee, without taking ownership of the goods. These are called consigned goods.
Many car, boat, and antique dealers sell goods on consignment to keep their inventory costs down and to avoid the risk of purchasing an item that they will not be able to sell. Some merchandisers and manufacturers enter into consignment agreements with suppliers in order to keep inventory levels low. For example, prior to filing bankruptcy, Sports Authority Inc. became embroiled in lawsuits with suppliers over goods that it was holding on consignment. A judge ruled that Sports Authority had to comply with the suppliers’ wishes since the consigned goods belonged to the suppliers.
Inventory is accounted for at cost.
For example, assume that Crivitz TV Company purchased three identical 50-inch TVs on different dates at costs of $700, $750, and $800. During the year, Crivitz sold two TVs at $1,200 each. These facts are summarized in Illustration 6.3.
ILLUSTRATION 6.3 Data for inventory costing example
Purchases | |||
February 3 | 1 TV | at | $700 |
March 5 | 1 TV | at | $750 |
May 22 | 1 TV | at | $800 |
Sales | |||
June 1 | 2 TVs | for | $2,400 ($1,200 × 2) |
Cost of goods sold will differ depending on which two TVs the company sold. For example, it might be $1,450 ($700 + $750), or $1,500 ($700 + $800), or $1,550 ($750 + $800). In this section, we discuss alternative costing methods available to Crivitz.
If Crivitz can positively identify which particular units it sold and which are still in ending inventory, it can use the specific identification method of inventory costing. For example, if Crivitz sold the TVs it purchased on February 3 and May 22, then its cost of goods sold is $1,500 ($700 + $800), and its ending inventory is $750 (see Illustration 6.4). Using this method, companies can accurately determine ending inventory and cost of goods sold.
ILLUSTRATION 6.4 Specific identification method
Specific identification requires that companies keep records of the original cost of each individual inventory item. Historically, specific identification was possible only when a company sold a limited variety of high-unit-cost items that could be identified clearly from the time of purchase through the time of sale. Examples of such products are cars, pianos, or expensive antiques (see Ethics Note).
Today, bar coding, electronic product codes, and radio frequency identification make it theoretically possible to apply specific identification with nearly any type of product. The reality is, however, that this practice is still relatively rare. Instead, rather than keep track of the cost of each particular item sold, most companies make assumptions, called cost flow assumptions, about which units were sold.
Because specific identification is often impractical, other cost flow methods are permitted. These differ from specific identification in that they assume flows of costs that may be unrelated to the physical flow of goods. There are three assumed cost flow methods:
There is no accounting requirement that the cost flow assumption be consistent with the physical movement of the goods. Company management selects the appropriate cost flow method to be used for accounting purposes.
To demonstrate the three cost flow methods, we will use a periodic inventory system. We assume a periodic system because very few companies use perpetual LIFO, FIFO, or average-cost to cost their inventory and related cost of goods sold. Instead, companies that use perpetual systems often use an assumed cost (called a standard cost) to record cost of goods sold at the time of sale. Then, at the end of the period when they count their inventory, they recalculate cost of goods sold using periodic FIFO, LIFO, or average-cost as shown in this chapter and adjust cost of goods sold to this recalculated number.1 The cost of goods sold formula in a periodic system is as follows.
Beginning Inventory |
+ | Cost of Goods Purchased |
− | Ending Inventory |
= | Cost of Goods Sold |
To illustrate the three inventory cost flow methods, we will use the data for Houston Electronics’ Astro condensers, shown in Illustration 6.5.
ILLUSTRATION 6.5 Data for Houston Electronics
Houston Electronics Astro Condensers |
|||||||||||
Date | Explanation | Units | Unit Cost | Total Cost | |||||||
Jan.1 | Beginning inventory | 100 | $10 | $ 1,000 | |||||||
Apr. 15 | Purchase | 200 | 11 | 2,200 | |||||||
Aug. 24 | Purchase | 300 | 12 | 3,600 | |||||||
Nov. 27 | Purchase | 400 | 13 | 5,200 | |||||||
Total units available for sale | 1,000 | $12,000 | |||||||||
Units in ending inventory | (450) | ||||||||||
Units sold | 550 | ||||||||||
Houston Electronics had a total of 1,000 units available to sell during the period (beginning inventory plus purchases). The total cost of these 1,000 units is $12,000, referred to as cost of goods available for sale. A physical inventory taken at December 31 determined that there were 450 units in ending inventory. Therefore, Houston sold 550 units (1,000 – 450) during the period.
To determine the cost of the 550 units that were sold (the cost of goods sold), we assign a cost to the ending inventory and subtract that value from the cost of goods available for sale.
The first-in, first-out (FIFO) method assumes that the earliest goods purchased are the first to be sold.
Illustration 6.6 shows the allocation of the cost of goods available for sale at Houston Electronics under FIFO (see Helpful Hint).
ILLUSTRATION 6.6 Allocation of costs—FIFO method
Cost of Goods Available for Sale | |||||||||||
Date | Explanation | Units | Unit Cost | Total Cost | |||||||
Jan.1 | Beginning inventory | 100 | $10 | $ 1,000 | |||||||
Apr. 15 | Purchase | 200 | 11 | 2,200 | |||||||
Aug. 24 | Purchase | 300 | 12 | 3,600 | |||||||
Nov. 27 | Purchase | 400 | 13 | 5,200 | |||||||
Total | 1,000 | $12,000 | |||||||||
Step 1: Ending Inventory | Step 2: Cost of Goods Sold | ||||||||||||
Date | Units | Unit Cost | Total Cost | ||||||||||
Nov. 27 | 400 | $13 | $5,200 | Cost of goods available for sale | $12,000 | ||||||||
Aug. 24 | 50 | 12 | 600 | Less: Ending inventory | 5,800 | ||||||||
Total | 450 | $5,800 | Cost of goods sold | $ 6,200 | |||||||||
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Under FIFO, since it is assumed that the first goods purchased were the first goods sold, ending inventory is based on the costs of the most recent units purchased (see Helpful Hint). Under FIFO, companies determine the cost of the ending inventory by taking the unit cost of the most recent purchase and working backward until all units of inventory have been costed.
Illustration 6.7 demonstrates that Houston can also calculate the cost of the 550 units sold by using the costs of the first 550 units acquired.
ILLUSTRATION 6.7 Proof of cost of goods sold—FIFO method
Date | Units | Unit Cost | Total Cost | ||||
Jan.1 | 100 | $10 | $1,000 | ||||
Apr. 15 | 200 | 11 | 2,200 | ||||
Aug. 24 | 250 | 12 | 3,000 | ||||
Total | 550 | $6,200 | |||||
The last-in, first-out (LIFO) method assumes that the latest goods purchased are the first to be sold.
Illustration 6.8 shows the allocation of the cost of goods available for sale at Houston Electronics under LIFO.
ILLUSTRATION 6.8 Allocation of costs— LIFO method
Cost of Goods Available for Sale | |||||||||||
Date | Explanation | Units | Unit Cost | Total Cost | |||||||
Jan.1 | Beginning inventory | 100 | $10 | $ 1,000 | |||||||
Apr. 15 | Purchase | 200 | 11 | 2,200 | |||||||
Aug. 24 | Purchase | 300 | 12 | 3,600 | |||||||
Nov. 27 | Purchase | 400 | 13 | 5,200 | |||||||
Total | 1,000 | $12,000 | |||||||||
Step 1: Ending Inventory | Step 2: Cost of Goods Sold | ||||||||||||
Date | Units | Unit Cost | Total Cost | ||||||||||
Jan.1 | 100 | $10 | $1,000 | Cost of goods available for sale | $12,000 | ||||||||
Apr. 15 | 200 | 11 | 2,200 | Less: Ending inventory | 5,000 | ||||||||
Aug. 24 | 150 | 12 | 1,800 | Cost of goods sold | $ 7,000 | ||||||||
Total | 450 | $5,000 | |||||||||||
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Under LIFO, since it is assumed that the first goods sold were those that were most recently purchased, ending inventory is based on the costs of the oldest units purchased (see Helpful Hint). Under LIFO, companies determine the cost of the ending inventory by taking the unit cost of the earliest goods available for sale and working forward until all units of inventory have been costed.
Illustration 6.9 demonstrates that Houston can also calculate the cost of the 550 units sold by using the costs of the last 550 units acquired.
ILLUSTRATION 6.9 Proof of cost of goods sold—LIFO method
Date | Units | Unit Cost | Total Cost | ||||
Nov. 27 | 400 | $13 | $5,200 | ||||
Aug. 24 | 150 | 12 | 1,800 | ||||
Total | 550 | $7,000 |
Under a periodic inventory system, which we are using here, all goods purchased during the period are assumed to be available for the first sale, regardless of the date of purchase.
The average-cost method allocates the cost of goods available for sale on the basis of the weighted-average unit cost incurred.
Illustration 6.10 presents the formula and a sample computation of the weighted-average unit cost.
ILLUSTRATION 6.10 Formula for weighted-average unit cost
Cost of Goods Available for Sale | ÷ | Total Units Available for Sale | = | Weighted- Average Unit Cost |
$12,000 | ÷ | 1,000 | = | $12 |
The company then applies the weighted-average unit cost to the units on hand to determine the cost of the ending inventory. Illustration 6.11 shows the allocation of the cost of goods available for sale at Houston Electronics using average-cost.
ILLUSTRATION 6.11 Allocation of costs—average-cost method
Cost of Goods Available for Sale | |||||||||||
Date | Explanation | Units | Unit Cost | Total Cost | |||||||
Jan.1 | Beginning inventory | 100 | $10 | $ 1,000 | |||||||
Apr. 15 | Purchase | 200 | 11 | 2,200 | |||||||
Aug. 24 | Purchase | 300 | 12 | 3,600 | |||||||
Nov. 27 | Purchase | 400 | 13 | 5,200 | |||||||
Total | 1,000 | $12,000 | |||||||||
Step 1: Ending Inventory | Step 2: Cost of Goods Sold | |||||||||||||||
Cost of goods available for sale | $12,000 | |||||||||||||||
Total Cost | Total Units | Weighted Average Unit Cost | Less: Ending inventory | 5,400 | ||||||||||||
$12,000 | ÷ | 1,000 | = | $12 | Cost of goods sold | $ 6,600 | ||||||||||
Ending Inventory Units | Unit Cost | Total Cost | ||||||||||||||
450 | $12 | $5,400 | ||||||||||||||
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We can verify the cost of goods sold under this method by multiplying the units sold by the weighted-average unit cost (550 × $12 = $6,600).
Each of the three assumed cost flow methods is acceptable under GAAP. For example, Under Armour and Amazon.com use the FIFO method of inventory costing. Target Corporation uses LIFO for its inventory. Starbucks and Microsoft use the average-cost method.
In fact, a company may also use more than one cost flow method at the same time for different types of inventory. Walmart, for example, uses LIFO for domestic inventories and FIFO for foreign inventories. Illustration 6.12 shows the use of the three cost flow methods in 500 large U.S. companies.
ILLUSTRATION 6.12 Use of cost flow methods in major U.S. companies
The reasons companies adopt different inventory cost flow methods are varied, but they usually involve one of three factors:
Analyzing financial statement and tax effects helps users determine which inventory costing method best meets the company’s objectives (see Decision Tools).
To understand why companies might choose a particular cost flow method, let’s examine the effects of the different cost flow assumptions on the financial statements of Houston Electronics. The condensed income statements in Illustration 6.13 assume that Houston sold its 550 units for $18,500, had operating expenses of $9,000, and is subject to an income tax rate of 20%.
ILLUSTRATION 6.13 Comparative effects of cost flow methods
Houston Electronics |
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FIFO | LIFO | Average-Cost | |||||
Sales revenue | $18,500 | $18,500 | $18,500 | ||||
Beginning inventory | 1,000 | 1,000 | 1,000 | ||||
Purchases | 11,000 | 11,000 | 11,000 | ||||
Cost of goods available for sale | 12,000 | 12,000 | 12,000 | ||||
Ending inventory | 5,800 | 5,000 | 5,400 | ||||
Cost of goods sold | 6,200 | 7,000 | 6,600 | ||||
Gross profit | 12,300 | 11,500 | 11,900 | ||||
Operating expenses | 9,000 | 9,000 | 9,000 | ||||
Income before income taxes* | 3,300 | 2,500 | 2,900 | ||||
Income tax expense (20%) | 660 | 500 | 580 | ||||
Net income | $ 2,640 | $ 2,000 | $ 2,320 | ||||
*We are assuming that Houston Electronics is a corporation, and corporations are required to pay income taxes. |
In this example, which assumes equal beginning inventories, the cost of goods available for sale ($12,000) is the same under each of the three inventory cost flow methods. However, the ending inventories and the costs of goods sold are different. This difference is due to the unit costs that the company allocated to cost of goods sold and to ending inventory. Each dollar of difference in ending inventory results in a corresponding dollar difference in income before income taxes. For Houston, an $800 difference exists between FIFO and LIFO cost of goods sold.
In periods when costs change, the cost flow assumption can have significant impacts both on income and on evaluations of income, such as the following.
As shown in the Houston example (Illustration 6.13), in a period of rising costs, FIFO reports the highest net income ($2,640) and LIFO the lowest ($2,000); average-cost falls between these two amounts ($2,320). See Illustration 6.14.
ILLUSTRATION 6.14 Impacts on cost flow assumptions when costs change
To management, higher net income is an advantage. It causes external users to view the company more favorably. In addition, management bonuses, if based on net income, will be higher. Therefore, when costs are rising (which is usually the case), companies tend to prefer FIFO because it results in higher net income.
Others believe that LIFO presents a more realistic net income number. That is, LIFO matches the more recent costs against current revenues to provide a better measure of net income. During periods of inflation, many challenge the quality of non‐LIFO earnings, noting that failing to match current costs against current revenues leads to an understatement of cost of goods sold and an overstatement of net income. As some indicate, additional net income computed using FIFO creates “paper or phantom profits”—that is, earnings that do not really exist.
A major advantage of the FIFO method is that in a period of inflation, the costs allocated to ending inventory will approximate their current cost. For example, for Houston Electronics, 400 of the 450 units in the ending inventory are costed under FIFO at the higher November 27 unit cost of $13.
Conversely, a major shortcoming of the LIFO method is that in a period of inflation, the costs allocated to ending inventory may be significantly understated in terms of current cost. The understatement becomes greater over prolonged periods of inflation if the inventory includes goods purchased in one or more prior accounting periods. For example, Caterpillar has used LIFO for more than 50 years. Its balance sheet shows ending inventory of $9,700 million. But the inventory’s actual current cost if FIFO had been used is $12,189 million.
We have seen that both inventory on the balance sheet and net income on the income statement are higher when companies use FIFO in a period of inflation. Yet, many companies have selected LIFO. Why? The reason is that LIFO results in the lowest income taxes (because of lower net income) during times of rising costs (see Helpful Hint). For example, at Houston Electronics, income taxes are $500 under LIFO, compared to $660 under FIFO. The tax savings of $160 makes more cash available for use in the business.
Whatever cost flow method a company chooses, it should use that method consistently from one accounting period to another. This approach is often referred to as the consistency concept, which means that a company uses the same accounting principles and methods from year to year.
Although consistent application is preferred, it does not mean that a company may never change its inventory costing method. When a company adopts a different method, it should disclose in the financial statements the change and its effects on net income. Illustration 6.15 shows a typical disclosure, using information from recent financial statements of General Electric (GE).
ILLUSTRATION 6.15 Disclosure of change in cost flow method
General Electric Company Notes to the Financial Statements |
Effective January 1, we voluntarily changed the cost method of the GE U.S. inventories that were previously measured on a last‐in, first‐out (LIFO) basis to first‐in, first‐out (FIFO) basis. We believe the FIFO method is a preferable measure for our inventories as it is expected to better reflect the current value of inventory reported in our consolidated Statement of Financial Position, improve the matching of costs of goods sold with related revenue, and provide for greater consistency and uniformity across our operations with respect to the method of inventory valuation. |
Recall that inventory is classified in the balance sheet as a current asset immediately below receivables. In a multiple‐step income statement, cost of goods sold is subtracted from net sales. There also should be disclosure of:
Walmart, for example, in a recent balance sheet reported inventories of $44,435 million under current assets. The accompanying notes to the financial statements disclosed the information shown in Illustration 6.16.
ILLUSTRATION 6.16 Inventory disclosures by Walmart
Walmart Inc. Notes to the Financial Statements |
Note 1. Summary of Significant Accounting Policies |
Inventories |
The Company values inventories at the lower of cost or market as determined primarily by the retail method of accounting, using the last‐in, first‐out (“LIFO”) method for substantially all of the Walmart U.S. segment’s inventories. The inventory for the Walmart International segment is valued primarily by the retail inventory method of accounting, using the first‐in, first‐out (“FIFO”) method. The retail method of accounting results in inventory being valued at the lower of cost or market, since permanent markdowns are immediately recorded as a reduction of the retail value of inventory. The inventory at the Sam’s Club segment is valued using the weighted‐average cost LIFO method. |
The value of inventory for companies selling high‐technology or fashion goods can drop very quickly due to continual changes in technology or fashion. These circumstances sometimes call for inventory valuation methods other than those presented so far.
For example, consider what happened at Ford when purchasing managers decided to make a large purchase of palladium, a precious metal used in vehicle emission devices. They made this purchase because they feared a future shortage. The shortage did not materialize, and by the end of the year the cost of palladium had plummeted. Ford’s inventory was then worth $1 billion less than its original cost. Do you think Ford’s inventory should have been stated at cost, in accordance with the historical cost principle, or at its lower net realizable value?
As you probably reasoned, this situation requires a departure from the cost basis of accounting. When the value of inventory is lower than its cost, companies must “write down” the inventory to its net realizable value. This is done by valuing the inventory at the lower‐of‐cost‐or‐net realizable value (LCNRV) in the period in which the cost decline occurs.
LCNRV is an example of accounting conservatism. Conservatism means that accountants select a method of reporting that is least likely to overstate assets and net income. Critics of accounting conservatism argue that it introduces bias into accounting numbers. This can reduce the representational faithfulness as well as the relevance of financial reports.
Companies apply LCNRV to the items in inventory after they have used one of the inventory costing methods (specific identification, FIFO, or average‐cost) to determine cost. To illustrate the application of LCNRV, assume that Ken Tuckie Electronics has the following lines of merchandise with costs and net realizable values as indicated. LCNRV produces the results shown in Illustration 6.17. Note that the amounts shown in the final column are the lower‐of‐cost‐or‐net realizable value amounts for each item.
ILLUSTRATION 6.17 Computation of lower‐of‐cost‐or‐net realizable value
Units | Cost per Unit | Net Realizable Value per Unit | Lower‐of‐Cost‐or‐Net Realizable Value | ||||||
Flat‐screen TVs | 100 | $600 | $550 | $ 55,000 | ($550 × 100) | ||||
Wireless speakers | 500 | 90 | 104 | 45,000 | ($90 × 500) | ||||
Bluetooth headphones | 850 | 50 | 48 | 40,800 | ($48 × 850) | ||||
Smart watch accessories | 3,000 | 5 | 6 | 15,000 | ($5 × 3,000) | ||||
Total inventory | $155,800 |
Companies that use the LIFO method or the retail inventory method (shown in Illustration 6.16) are not required to use lower‐of‐cost‐or‐net realizable value for inventory valuation. Instead, they use a lower‐of‐cost‐or‐market approach which is a more complex calculation. The computation for the lower‐of‐cost‐or‐market method is discussed in more advanced accounting courses.
Managing inventory levels is a critical task.
Inventory turnover is calculated as cost of goods sold divided by average inventory.
For example, investment analysts at one time suggested that Office Depot had gone too far in reducing its inventory—they said they were seeing too many empty shelves. Thus, management should closely monitor this ratio to achieve the best balance between too much and too little inventory.
We have previously discussed the increasingly competitive environment of retailers, such as Walmart and Target. Walmart has implemented just‐in‐time inventory procedures as well as many technological innovations to improve the efficiency of its inventory management. The following data were reported by Walmart.
(in millions) | |
Beginning inventory | $ 44,269 |
Ending inventory | 44,435 |
Cost of goods sold | 394,605 |
Illustration 6.18 presents the inventory turnovers and days in inventory for Walmart and Target, using recent data from the financial statements of those corporations.
ILLUSTRATION 6.18 Inventory turnovers and days in inventory
Ratio | Walmart ($ in millions) | Target | ||
Inventory turnover | 5.9 times | |||
Days in inventory | 61.9 days |
The calculations in Illustration 6.18 show that Walmart turns its inventory more frequently than Target (8.9 times for Walmart versus 5.9 times for Target). Consequently, the average time an item spends on a Walmart shelf is shorter (41.0 days for Walmart versus 61.9 days for Target).
This analysis suggests that Walmart is more efficient than Target in its inventory management. Walmart’s sophisticated inventory tracking and distribution system allows it to keep minimum amounts of inventory on hand, while still keeping the shelves full of what customers are looking for.
Inventory management benefits greatly from data analytics. Companies such as Walmart collect massive amounts of data about every inventory item and every customer. They analyze customer habits, buying patterns, and sales trends. Using sophisticated models that incorporate economic variables, weather patterns, and many other factors, companies strive to optimize inventory levels to maximize sales while minimizing inventory holding costs.
For example, companies can use data analytics when determining if the net realizable value of certain products exceeds their costs. Furthermore, analytics can identify the last time a company sold a particular product, allowing the company to assess if that product is obsolete or damaged. By analyzing search histories on their websites and by examining sales order data, companies can track and anticipate changes in the demand for their products.
Companies can also use other data analytics tools to ensure that the inventory on hand remains in optimal condition. For example, agribusiness companies are using data analytics to ensure that grain inventories are being stored in the best conditions possible. These systems use sensors to track the moisture and temperature of grain bins. Using weather data, these systems adjust the fan and air‐circulation settings within the grain bins to ensure the grain is kept in optimal condition.
Earlier, we noted that using LIFO rather than FIFO can result in significant differences in the results reported in the balance sheet and the income statement. With increasing prices, FIFO will result in higher income than LIFO. On the balance sheet, FIFO will result in higher reported inventory. The financial statement differences from using LIFO normally increase the longer a company uses LIFO.
Use of different inventory cost flow assumptions complicates analysts’ attempts to compare companies’ results.
Reporting the LIFO reserve enables analysts to make adjustments to compare companies that use different cost flow methods (see Decision Tools).
For example, Caterpillar has used LIFO for over 50 years. Thus, the cumulative difference between LIFO and FIFO reflected in the Inventory account is very large. In fact, a recent LIFO reserve of $2,086 million is 18.5% of the reported inventory of $11,266 million. Such a huge difference would clearly distort any comparisons you might try to make with one of Caterpillar’s competitors that used FIFO.
To adjust Caterpillar’s inventory balance, we add the LIFO reserve to reported inventory, as shown in Illustration 6.19. That is, if Caterpillar had used FIFO all along, its inventory would be $13,352 million, rather than $11,266 million.
ILLUSTRATION 6.19 Conversion of inventory from LIFO to FIFO
(in millions) | |
Inventory using LIFO | $ 11,266 |
LIFO reserve | 2,086 |
Inventory assuming FIFO | $13,352 |
The LIFO reserve can have a significant effect on ratios that analysts commonly use. Using the LIFO reserve adjustment, Illustration 6.20 calculates the value of the current ratio (current assets ÷ current liabilities) for Caterpillar under both the LIFO and FIFO cost flow assumptions.
ILLUSTRATION 6.20 Impact of LIFO reserve on ratios
($ in millions) | LIFO | FIFO |
Current ratio |
As Illustration 6.20 shows, if Caterpillar used FIFO, its current ratio would be 1.55:1 rather than 1.47:1 under LIFO. Thus, Caterpillar’s liquidity appears stronger if a FIFO assumption were used in valuing inventories.
CNH Global, a competitor of Caterpillar, uses FIFO to account for its inventory. Comparing Caterpillar to CNH without converting Caterpillar’s inventory to FIFO could lead to distortions and potentially erroneous decisions.
What inventory cost flow methods can companies employ if they use a perpetual inventory system? Simple—they can use any of the inventory cost flow methods described in the chapter. To illustrate the application of the three assumed cost flow methods (FIFO, LIFO, and average‐cost), we will use the data shown in Illustration 6A.1 and in this chapter for Houston Electronics’ Astro condensers.
ILLUSTRATION 6A.1 Inventoriable units and costs
Houston Electronics Astro Condensers |
||||||||||
Date | Explanation | Units | Unit Cost | Total Cost | Balance in Units | |||||
1/1 | Beginning inventory | 100 | $10 | $ 1,000 | 100 | |||||
4/15 | Purchases | 200 | 11 | 2,200 | 300 | |||||
8/24 | Purchases | 300 | 12 | 3,600 | 600 | |||||
9/10 | Sale | 550 | 50 | |||||||
11/27 | Purchases | 400 | 13 | 5,200 | 450 | |||||
$12,000 | ||||||||||
Under perpetual FIFO, the company charges to cost of goods sold the cost of the earliest goods on hand prior to each sale. Therefore, the cost of goods sold on September 10 consists of the units on hand January 1 and the units purchased April 15 and August 24. Illustration 6A.2 shows the inventory under a FIFO method perpetual system.
ILLUSTRATION 6A.2 Perpetual system—FIFO
The ending inventory in this situation is $5,800, and the cost of goods sold is $6,200 [(100 @ $10) + (200 @ $11) + (250 @ $12)].
Compare Illustrations 6.6 and 6A.2. You can see that the results under FIFO in a perpetual system are the same as in a periodic system. In both cases, the ending inventory is $5,800 and cost of goods sold is $6,200.
Under the LIFO method using a perpetual system, the company charges to cost of goods sold the cost of the most recent purchases prior to the sale. Therefore, the cost of the goods sold on September 10 consists of all the units from the August 24 and April 15 purchases plus 50 of the units in beginning inventory. Illustration 6A.3 shows the computation of the ending inventory under the LIFO method.
ILLUSTRATION 6A.3 Perpetual system—LIFO
The use of LIFO in a perpetual system will usually produce cost allocations that differ from those using LIFO in a periodic system.
Thus, when a purchase is made after the last sale, the LIFO method under the periodic system will apply this purchase to the period’s sales. See Illustration 6.9, which shows the proof that the 400 units at $13 purchased on November 27 applied to the sale of 550 units on September 10.
Under the LIFO perpetual system in Illustration 6A.3, the 400 units at $13 purchased on November 27 are all allocated to the ending inventory. The ending inventory in this LIFO perpetual illustration is $5,700, and cost of goods sold is $6,300, as compared to the LIFO periodic Illustration 6.8, where the ending inventory is $5,000 and cost of goods sold is $7,000.
The average‐cost method in a perpetual inventory system is called the moving‐average method.
Illustration 6A.4 shows the application of the moving‐average cost method by Houston Electronics (computations of the moving‐average unit cost are shown after Illustration 6A.4).
ILLUSTRATION 6A.4 Perpetual system— moving‐average method
As indicated, Houston Electronics computes a new weighted‐average unit cost each time it makes a purchase.
Compare this moving‐average cost under the perpetual inventory system to Illustration 6.11, which shows the average‐cost method under a periodic inventory system.
Unfortunately, errors occasionally occur in accounting for inventory.
When errors occur, they affect both the income statement and the balance sheet.
The ending inventory of one period automatically becomes the beginning inventory of the next period. Thus, inventory errors affect the computation of cost of goods sold and net income in two periods.
The effects on cost of goods sold can be computed by first entering incorrect data in the formula in Illustration 6B.1 and then substituting the correct data.
ILLUSTRATION 6B.1 Formula for cost of goods sold
Beginning Inventory | + | Cost of Goods Purchased | − | Ending Inventory | = | Cost of Goods Sold |
If beginning inventory is understated, cost of goods sold will be understated. If ending inventory is understated, cost of goods sold will be overstated. Illustration 6B.2 shows the effects of inventory errors on the current year’s income statement (see Ethics Note).
ILLUSTRATION 6B.2 Effects of inventory errors on current year’s income statement
When Inventory Error: | Cost of Goods Sold Is: | Net Income Is: | ||
Understates beginning inventory | Understated | Overstated | ||
Overstates beginning inventory | Overstated | Understated | ||
Understates ending inventory | Overstated | Understated | ||
Overstates ending inventory | Understated | Overstated |
An error in the ending inventory of the current period will have a reverse effect on net income of the next accounting period. Illustration 6B.3 shows this effect. Note that the understatement of ending inventory in 2024 results in an understatement of beginning inventory in 2025 and an overstatement of net income in 2025.
ILLUSTRATION 6B.3 Effects of inventory errors on two years’ income statements
Over the two years, though, total net income is correct because the errors offset each other.
The correctness of the ending inventory depends entirely on the accuracy of taking and costing the inventory at the balance sheet date under any inventory system.
Companies can determine the effect of ending inventory errors on the balance sheet by using the basic accounting equation: Assets = Liabilities + Stockholders’ Equity. Errors in the ending inventory have the effects shown in Illustration 6B.4.
The effect of an error in ending inventory on the subsequent period was shown in Illustration 6B.3. Note that if the error is not corrected, the combined total net income for the two periods would be correct. Thus, total stockholders’ equity reported on the balance sheet at the end of 2025 will also be correct.
ILLUSTRATION 6B.4 Effects of ending inventory errors on balance sheet
Ending Inventory Error | Assets | Liabilities | Stockholders’ Equity | |||
Overstated | Overstated | No effect | Overstated | |||
Understated | Understated | No effect | Understated |
Merchandisers need only one inventory classification, merchandise inventory, to describe the different items that make up total inventory. Manufacturers, on the other hand, usually classify inventory into three categories: finished goods, work in process, and raw materials. To determine inventory quantities, companies (1) take a physical inventory of goods on hand and (2) determine the ownership of goods in transit or on consignment.
The primary basis of accounting for inventories is cost. Cost includes all expenditures necessary to acquire goods and place them in a condition ready for sale. Cost of goods available for sale includes (a) cost of beginning inventory and (b) cost of goods purchased. The inventory cost flow methods are specific identification and three assumed cost flow methods—FIFO, LIFO, and average‐cost.
The cost of goods available for sale may be allocated to cost of goods sold and ending inventory by specific identification or by a method based on an assumed cost flow. When prices are rising, the first‐in, first‐out (FIFO) method results in lower cost of goods sold and higher net income than the average‐cost and the last‐in, first‐out (LIFO) methods. The reverse is true when prices are falling. In the balance sheet, FIFO results in an ending inventory that is closest to current value, whereas the inventory under LIFO is the farthest from current value. LIFO results in the lowest income taxes when prices are rising (because of lower taxable income).
Companies use the lower‐of‐cost‐or‐net realizable value (LCNRV) basis when the net realizable value is less than cost. Under LCNRV, companies recognize the loss in the period in which the price decline occurs.
Inventory turnover is calculated as cost of goods sold divided by average inventory. It can be converted to average days in inventory by dividing 365 days by the inventory turnover. A higher inventory turnover or lower average days in inventory suggests that management is trying to keep inventory levels low relative to its sales level.
The LIFO reserve represents the difference between ending inventory using LIFO and ending inventory if FIFO were employed instead. For some companies this difference can be significant, and ignoring it can lead to inappropriate conclusions when using the current ratio or inventory turnover.
Under FIFO, the cost of the earliest goods on hand prior to each sale is charged to cost of goods sold. Under LIFO, the cost of the most recent purchases prior to sale is charged to cost of goods sold. Under the average‐cost method, a new average cost is computed after each purchase.
In the income statement of the current year: (1) An error in beginning inventory will have a reverse effect on net income (e.g., overstatement of inventory results in understatement of net income, and vice versa). (2) An error in ending inventory will have a similar effect on net income (e.g., overstatement of inventory results in overstatement of net income). If ending inventory errors are not corrected in the following period, their effect on net income for that period is reversed, and total net income for the two years will be correct.
In the balance sheet: Ending inventory errors will have the same effect on total assets and total stockholders’ equity and no effect on liabilities.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Which inventory costing method should be used? | Are prices increasing, or are they decreasing? | Income statement, balance sheet, and tax effects | Depends on objective. In a period of rising prices, income and inventory are higher and cash flow is lower under FIFO. LIFO provides opposite results. Average‐cost can moderate the impact of changing prices. |
How long is an item in inventory? | Cost of goods sold; beginning and ending inventory | A higher inventory turnover or lower average days in inventory suggests that management is reducing the amount of inventory on hand, relative to cost of goods sold. | |
What is the impact of LIFO on the company’s reported inventory? | LIFO reserve, cost of goods sold, ending inventory, current assets, current liabilities | LIFO inventory + LIFO reserve = FIFO inventory | If these adjustments are material, they can significantly affect such measures as the current ratio and the inventory turnover. |
1. (LO 1) When is a physical inventory usually taken?
d. A physical inventory is usually taken when a limited number of goods are being sold or received, and at the end of the company’s fiscal year. Choice (a) is incorrect because a physical inventory count is usually taken when the company has the least, not greatest, amount of inventory. Choices (b) and (c) are correct, but (d) is the better answer.
2. (LO 1) Which of the following should not be included in the physical inventory of a company?
a. Goods held on consignment should not be included because another company has title (ownership) to the goods. The other choices are incorrect because (b) goods shipped on consignment to another company and (c) goods in transit from another company shipped FOB shipping point should be included in a company’s ending inventory. Choice (d) is incorrect because (a) is not included in the physical inventory.
3. (LO 1) As a result of a thorough physical inventory, Railway Company determined that it had inventory worth $180,000 at December 31, 2025. This count did not take into consideration the following facts. Rogers Consignment Store currently has goods worth $35,000 on its sales floor that belong to Railway but are being sold on consignment by Rogers. The selling price of these goods is $50,000. Railway purchased $13,000 of goods that were shipped on December 27, FOB destination, that will be received by Railway on January 3. Determine the correct amount of inventory that Railway should report.
b. The inventory held on consignment by Rogers should be included in Railway’s inventory balance at cost ($35,000). The purchased goods of $13,000 should not be included in inventory until January 3 because the goods are shipped FOB destination. Therefore, the correct amount of inventory is $215,000 ($180,000 + $35,000), not (a) $230,000, (c) $228,000, or (d) $193,000.
4. (LO 2) Kam Company has the following units and costs.
Units | Unit Cost | ||
Inventory, Jan. 1 | 8,000 | $11 | |
Purchase, June 19 | 13,000 | 12 | |
Purchase, Nov. 8 | 5,000 | 13 |
If 9,000 units are on hand at December 31, what is the cost of the ending inventory under FIFO?
c. Under FIFO, ending inventory will consist of 5,000 units from the Nov. 8 purchase and 4,000 units from the June 19 purchase. Therefore, ending inventory is (5,000 × $13) + (4,000 × $12) = $113,000, not (a) $99,000, (b) $108,000, or (d) $117,000.
5. (LO 2) From the data in Question 4, what is the cost of the ending inventory under LIFO?
d. Under LIFO, ending inventory will consist of 8,000 units from the inventory at Jan. 1 and 1,000 units from the June 19 purchase. Therefore, ending inventory is (8,000 × $11) + (1,000 × $12) = $100,000, not (a) $113,000, (b) $108,000, or (c) $99,000.
6. (LO 2) Davidson Electronics has the following:
Units | Unit Cost | ||
Inventory, Jan. 1 | 5,000 | $ 8 | |
Purchase, April 2 | 15,000 | 10 | |
Purchase, Aug. 28 | 20,000 | 12 |
If Davidson has 7,000 units on hand at December 31, the cost of ending inventory under the average‐cost method is:
d. Under the average‐cost method, total cost of goods available for sale needs to be calculated in order to determine average cost per unit. The total cost of goods available is $430,000 = (5,000 × $8) + (15,000 × $10) + (20,000 × $12). The average cost per unit = ($430,000/40,000 total units available for sale) = $10.75. Therefore, ending inventory is ($10.75 × 7,000) = $75,250, not (a) $84,000, (b) $70,000, or (c) $56,000.
7. (LO 2) In periods of rising prices, LIFO will produce:
c. In periods of rising prices, LIFO will produce lower net income than FIFO, not (a) higher than FIFO or (b) the same as FIFO. Choice (d) is incorrect because in periods of rising prices, LIFO will produce lower net income than average‐cost. LIFO charges the highest inventory cost against revenues in a period of rising prices.
8. (LO 2) Cost of goods available for sale consists of two elements: beginning inventory and:
b. Cost of goods available for sale consists of beginning inventory and cost of goods purchased, not (a) ending inventory or (c) cost of goods sold. Therefore, choice (d) is also incorrect.
9. (LO 2) Considerations that affect the selection of an inventory costing method do not include:
d. Perpetual vs. periodic inventory system is not one of the factors that affect the selection of an inventory costing method. The other choices are incorrect because (a) tax effects, (b) balance sheet effects, and (c) income statement effects all affect the selection of an inventory costing method.
10. (LO 3) The lower‐of‐cost‐or‐net realizable value rule for inventory is an example of the application of:
a. Conservatism means that the best choice among accounting alternatives is the method that is least likely to overstate assets and net income. The other choices are incorrect because (b) historical cost means that companies value assets at the original cost, (c) materiality means that an amount is large enough to affect a decision‐maker, and (d) economic entity means to keep the company’s transactions separate from the transactions of other entities.
11. (LO 3) Which of these would cause inventory turnover to increase the most?
d. Decreasing the amount of inventory on hand will cause the denominator to decrease, causing inventory turnover to increase. Increasing sales will cause the numerator of the ratio to increase (higher sales means higher COGS), thus causing inventory turnover to increase even more. The other choices are incorrect because (a) increasing the amount of inventory on hand causes the denominator of the ratio to increase while the numerator stays the same, causing inventory turnover to decrease; (b) keeping the amount of inventory on hand constant but increasing sales will cause inventory turnover to increase because the numerator of the ratio will increase (higher sales means higher COGS) while the denominator stays the same, which will result in a lesser inventory turnover increase than decreasing amount of inventory on hand and increasing sales; and (c) keeping the amount of inventory on hand constant but decreasing sales will cause inventory turnover to decrease because the numerator of the ratio will decrease (lower sales means lower COGS) while the denominator stays the same.
12. (LO 3) Carlos Company had beginning inventory of $80,000, ending inventory of $110,000, cost of goods sold of $285,000, and sales of $475,000. Carlos’s days in inventory is:
b. Carlos’s days in inventory = 365/Inventory turnover = 365/ [$285,000/($80,000 + $110,000)/2)] = 121.7 days, not (a) 73 days, (c) 102.5 days, or (d) 84.5 days.
13. (LO 3) Norton Company purchased 1,000 widgets and has 200 widgets in its ending inventory at a cost of $91 each and a net realizable value of $80 each. The ending inventory under lower‐of‐cost‐or‐net realizable value is:
d. Under the LCNRV basis, net realizable value is defined as the estimated selling price in the normal course of business, less estimated costs to complete and sell. Therefore, ending inventory would be valued at 200 widgets × $80 each = $16,000, not (a) $91,000, (b) $80,000, or (c) $18,200.
14. (LO 3) The LIFO reserve is:
a. The LIFO reserve is the difference in ending inventory value under LIFO and FIFO. The other choices are therefore incorrect.
*15. (LO 4) In a perpetual inventory system:
d. FIFO cost of goods sold is the same under both a periodic and a perpetual inventory system. The other choices are incorrect because (a) LIFO cost of goods sold is not the same under a periodic and a perpetual inventory system; (b) average costs are based on a moving average of unit costs, not an average of unit costs; and (c) a new average is computed under the average‐cost method after each purchase, not sale.
*16. (LO 5) Fran Company’s ending inventory is understated by $4,000. The effects of this error on the current year’s cost of goods sold and net income, respectively, are:
b. Because ending inventory is too low, cost of goods sold will be too high (overstated) and since cost of goods sold (an expense) is too high, net income will be too low (understated). Therefore, the other choices are incorrect.
*17. (LO 5) Harold Company overstated its inventory by $15,000 at December 31, 2024. It did not correct the error in 2024 or 2025. As a result, Harold’s stockholders’ equity was:
b. Stockholders’ equity is overstated by $15,000 at December 31, 2024, and is properly stated at December 31, 2025. An ending inventory error in one period will have an equal and opposite effect on cost of goods sold and net income in the next period; after two years, the errors have offset each other. The other choices are incorrect because stockholders’ equity (a) is properly stated, not understated, at December 31, 2025; (c) is overstated, not understated, by $15,000 at December 31, 2024, and is properly stated, not understated, at December 31, 2025; and (d) is properly stated at December 31, 2025, not overstated.
Determine ending inventory amount.
1. (LO 1) Fylus Company took a physical inventory on December 31 and determined that goods costing $180,000 were on hand. Not included in the physical count were $18,000 of goods purchased from Rake Corporation, FOB destination, and $27,000 of goods sold to Shovel Company for $40,000, FOB destination. Both the Rake purchase and the Shovel sale were in transit year‐end. What amount should Fylus report as its December 31 inventory?
Physical inventory | $180,000 |
Add: Goods sold to Shovel | 27,000 |
Fylus ending inventory | $207,000 |
The $18,000 of goods purchased from Rake are excluded from ending inventory because the terms are FOB destination which means Fylus takes title at the time the goods are received. Goods sold to Shovel FOB destination means that the goods are still Fylus’s until delivered.
Compute ending inventory using FIFO and LIFO.
2. (LO 2) In its first month of operations, Moncada Company made three purchases of merchandise in the following sequence: (1) 200 units at $7, (2) 300 units at $8, and (3) 150 units at $9. Assuming there are 220 units on hand, compute the cost of the ending inventory under the (a) FIFO method and (b) LIFO method. Moncada use a periodic inventory system.
Compute inventory turnover and days in inventory.
3. (LO 3) At December 31, 2025, the following information was available for Garcia Company: ending inventory $30,000, beginning inventory $42,000, cost of goods sold $240,000, and sales revenue $400,000. Calculate inventory turnover and days in inventory for Garcia Company.
Determine the correct inventory amount.
1. (LO 1) Mika Sorbino, an auditor with Martinez CPAs, is performing a review of Sergei Company’s inventory account. Sergei’s did not have a good year and top management is under pressure to boost reported income. According to its records, the inventory balance at year‐end was $650,000. However, the following information was not considered when determining that amount.
Instructions
Prepare a schedule to determine the correct inventory amount. Provide explanations for each item above, saying why you did or did not make an adjustment for each item.
Ending inventory—as reported | $650,000 |
1. Subtract from inventory: The goods belong to Bosnia Corporation. Sergei is merely holding them for Bosnia. | (200,000) |
2. Add to inventory: The goods belong to Sergei when they were shipped. | 40,000 |
3. Subtract from inventory: Office supplies should be carried in a separate account. They are not considered inventory held for resale. | (15,000) |
4. Add to inventory: The goods belong to Sergei until they are shipped (Jan. 1). | 30,000 |
5. Add to inventory: Oman Sales ordered goods with a cost of $8,000. Sergei should record the corresponding sales revenue of $10,000. Sergei’s decision to ship extra “unordered” goods does not constitute a sale. The manager’s statement that Oman could ship the goods back indicates that Sergei knows this overshipment is not a legitimate sale. The manager acted unethically in an attempt to improve Sergei’s reported income by overshipping. | 52,000* |
6. Subtract from inventory: GAAP requires that inventory be valued at the lower‐of‐cost‐or‐net realizable value. Obsolete parts should be adjusted from cost to zero if they have no other use. | (30,000) |
Correct inventory | $527,000 |
*$60,000 − $8,000
Determine LCNRV valuation.
2. (LO 3) Creve Couer Camera Inc. uses the lower‐of‐cost‐or‐net realizable value basis for its inventory. The following data are available at December 31.
Units | Cost per Unit | Net Realizable Value per Unit | |||||
Cameras: | |||||||
Minolta | 5 | $160 | $156 | ||||
Canon | 7 | 145 | 153 | ||||
Light Meters: | |||||||
Vivitar | 12 | 120 | 114 | ||||
Kodak | 10 | 130 | 142 |
Instructions
What amount should be reported on Creve Couer Camera’s financial statements, assuming the lower‐of‐cost‐or‐net realizable value rule is applied?
Cost per Unit | Net Realizable Value per Unit | Lower‐of‐Cost‐or‐Net Realizable Value | Units | Inventory at Lower‐of‐Cost‐or‐Net Realizable Value | ||||||
Cameras: | ||||||||||
Minolta | $160 | $156 | $156 | 5 | $ 780 | |||||
Canon | 145 | 153 | 145 | 7 | 1,015 | |||||
Light Meters: | ||||||||||
Vivitar | 120 | 114 | 114 | 12 | 1,368 | |||||
Kodak | 130 | 142 | 130 | 10 | 1,300 | |||||
Total | $4,463 |
Compute inventory and cost of goods sold using three cost flow methods in a periodic inventory system.
1. (LO 2) Englehart Company has the following inventory, purchases, and sales data for the month of March.
Inventory: March 1 | 200 units @ $4.00 | $ 800 |
Purchases: | ||
March 10 | 500 units @ $4.50 | 2,250 |
March 20 | 400 units @ $4.75 | 1,900 |
March 30 | 300 units @ $5.00 | 1,500 |
Sales: | ||
March 15 | 500 units | |
March 25 | 400 units |
The physical inventory count on March 31 shows 500 units on hand.
Instructions
Under a periodic inventory system, determine the cost of inventory on hand at March 31 and the cost of goods sold for March under (a) the first‐in, first‐out (FIFO) method; (b) the last‐in, first‐out (LIFO) method; and (c) the average‐cost method. (For average‐cost, carry cost per unit to three decimal places.)
The cost of goods available for sale is $6,450:
Inventory: March 1 | 200 units @ $4.00 | $ 800 |
Purchases: | ||
March 10 | 500 units @ $4.50 | 2,250 |
March 20 | 400 units @ $4.75 | 1,900 |
March 30 | 300 units @ $5.00 | 1,500 |
Total cost of goods available for sale | $6,450 |
FIFO Method | |||||
Ending inventory: | |||||
Date | Units | Unit Cost | Total Cost | ||
Mar. 30 | 300 | $5.00 | $1,500 | ||
Mar. 20 | 200 | 4.75 | 950 | $2,450 | |
Cost of goods sold: $6,450 − $2,450 = | $4,000 |
LIFO Method | ||||
Ending inventory: | ||||
Date | Units | Unit Cost | Total Cost | |
Mar. 1 | 200 | $4.00 | $ 800 | |
Mar. 10 | 300 | 4.50 | 1,350 | $2,150 |
Cost of goods sold: $6,450 − $2,150 = | $4,300 |
Average‐Cost Method | |
Weighted‐average unit cost: $6,450 ÷ 1,400 = $4.607 | |
Ending inventory: 500 × $4.607 = | $2,303.50 |
Cost of goods sold: $6,450 − $2,303.50 = | $4,146.50 |
Compute inventory and cost of goods sold using three cost flow methods in a perpetual inventory system.
*2. (LO 4) The solution to Practice Problem 1 showed cost of goods sold computations under a periodic inventory system. Now let’s assume that Englehart Company uses a perpetual inventory system. The company has the same inventory, purchases, and sales data for the month of March as shown earlier:
Inventory: | March 1 | 200 units @ $4.00 | $ 800 |
Purchases: | |||
March 10 | 500 units @ $4.50 | 2,250 | |
March 20 | 400 units @ $4.75 | 1,900 | |
March 30 | 300 units @ $5.00 | 1,500 | |
Sales: | |||
March 15 | 500 units | ||
March 25 | 400 units |
The physical inventory count on March 31 shows 500 units on hand.
Instructions
Under a perpetual inventory system, determine the cost of inventory on hand at March 31 and the cost of goods sold for March under (a) FIFO, (b) LIFO, and (c) moving‐average cost.
The cost of goods available for sale is $6,450, as follows.
Inventory: | 200 units @ $4.00 | $ 800 | ||
Purchases: | March 10 | 500 units @ $4.50 | 2,250 | |
March 20 | 400 units @ $4.75 | 1,900 | ||
March 30 | 300 units @ $5.00 | 1,500 | ||
Total: | 1,400 | $6,450 |
Under a perpetual inventory system, the cost of goods sold under each cost flow method is as follows.
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to the chapter.
1. “The key to successful business operations is effective inventory management.” Do you agree? Explain.
2. An item must possess two characteristics to be classified as inventory by a merchandiser. What are these two characteristics?
3. What is just‐in‐time inventory management? What are its potential advantages?
4. Your friend Will Juritz has been hired to help take the physical inventory in Byrd’s Hardware Store. Explain to Will what this job will entail.
5.
6. Nona Hat Shop received a shipment of hats for which it paid the wholesaler $2,940. The price of the hats was $3,000, but Nona was given a $60 cash discount and required to pay freight charges of $75. What amount should Nona include in inventory? Why?
7. What is the primary basis of accounting for inventories?
8. Ken McCall believes that the allocation of cost of goods available for sale should be based on the actual physical flow of the goods. Explain to Ken why this may be both impractical and inappropriate.
9. What is the major advantage and major disadvantage of the specific identification method of inventory costing?
10. “The selection of an inventory cost flow method is a decision made by accountants.” Do you agree? Explain. Once a method has been selected, what accounting requirement applies?
11. Which assumed inventory cost flow method:
12. In a period of rising prices, the inventory reported in Short Company’s balance sheet is close to the current cost of the inventory, whereas King Company’s inventory is considerably below its current cost. Identify the inventory cost flow method used by each company. Which company probably has been reporting the higher gross profit?
13. Mamosa Corporation has been using the FIFO cost flow method during a prolonged period of inflation. During the same time period, Mamosa has been paying out all of its net income as dividends. What adverse effects may result from this policy?
14. Oscar Geer, a mid‐level product manager for Theresa’s Shoes, thinks his company should switch from LIFO to FIFO. He says, “My bonus is based on net income. If we switch it will increase net income and increase my bonus. The company would be better off and so would I.” Is he correct? Explain.
15. Discuss the impact the use of LIFO has on taxes paid, cash flows, and the quality of earnings ratio relative to the impact of FIFO when prices are increasing.
16. Hank Artisan is studying for the next accounting midterm examination. What should Hank know about (a) departing from the cost basis of accounting for inventories and (b) the meaning of “net realizable value” in the lower‐of‐cost‐or‐net realizable value method?
17. Jackson Music Center has five TVs on hand at the balance sheet date that cost $400 each. The net realizable value is $350 per unit. Under the lower‐of‐cost‐or‐net realizable value basis of accounting for inventories, what value should Jackson report for the TVs on the balance sheet? Why?
18. What cost flow assumption may be used under the lower‐of‐cost‐or‐net realizable value basis of accounting for inventories?
19. Why is it inappropriate for a company to include freight‐out expense in the Cost of Goods Sold account?
20. Tilton Company’s balance sheet shows Inventory $162,800. What additional disclosures should be made?
21. Under what circumstances might inventory turnover be too high—that is, what possible negative consequences might occur?
22. What is the LIFO reserve? What are the consequences of ignoring a large LIFO reserve when analyzing a company?
*23. “When perpetual inventory records are kept, the results under the FIFO and LIFO methods are the same as they would be in a periodic inventory system.” Do you agree? Explain.
*24.How does the average‐cost method of inventory costing differ between a perpetual inventory system and a periodic inventory system?
*25.Albert Company discovers in 2025 that its ending inventory at December 31, 2024, was $5,000 understated. What effect will this error have on (a) 2024 net income, (b) 2025 net income, and (c) the combined net income for the 2 years?
Identify items to be included in taking a physical inventory.
BE6.1 (LO 1), C Peete Company identifies the following items for possible inclusion in the physical inventory. Indicate whether each item should be included or excluded from the inventory taking.
Determine ending inventory amount.
BE6.2 (LO 1), AN Stallman Company took a physical inventory on December 31 and determined that goods costing $200,000 were on hand. Not included in the physical count were $25,000 of goods purchased from Pelzer Corporation, FOB, shipping point, and $22,000 of goods sold to Alvarez Company for $30,000, FOB destination. Both the Pelzer purchase and the Alvarez sale were in transit at year‐end. What amount should Stallman report as its December 31 inventory?
Compute ending inventory using FIFO and LIFO.
BE6.3 (LO 2), AP In its first month of operations, McLanie Company made three purchases of merchandise in the following sequence: (1) 300 units at $6, (2) 400 units at $8, and (3) 500 units at $9. Assuming there are 200 units on hand at the end of the period, compute the cost of the ending inventory under (a) the FIFO method and (b) the LIFO method. McLanie uses a periodic inventory system.
Compute the ending inventory using average‐cost.
BE6.4 (LO 2), AP Data for McLanie Company are presented in BE6.3. Compute the cost of the ending inventory under the average‐cost method. (Round the cost per unit to three decimal places.)
Compute cost of goods sold using FIFO, LIFO, and average‐cost.
BE6.5 (LO 2), AP Sunnyside Marine Products began the year with 10 units of marine floats at a cost of $11 each. During the year, it made the following purchases: May 5, 30 units at $16; July 16, 15 units at $19; and December 7, 20 units at $23. Assuming there are 25 units on hand at the end of the period, determine the cost of goods sold under (a) FIFO, (b) LIFO, and (c) average‐cost. Sunnyside uses the periodic approach.
Explain the financial statement effect of inventory cost flow assumptions.
BE6.6 (LO 2), C The management of Milque Corp. is considering the effects of various inventory‐costing methods on its financial statements and its income tax expense. Assuming that the cost the company pays for inventory is increasing, which method will:
Explain the financial statement effect of inventory cost flow assumptions.
BE6.7 (LO 2), AP In its first month of operation, Hoffman Company purchased 100 units of inventory for $6, then 200 units for $7, and finally 140 units for $8. At the end of the month, 180 units remained. Compute the amount of phantom profit that would result if the company used FIFO rather than LIFO. Explain why this amount is referred to as phantom profit. The company uses the periodic method.
Identify the impact of LIFO versus FIFO.
BE6.8 (LO 2), C For each of the following cases, state whether the statement is true for LIFO or for FIFO. Assume that prices are rising.
Determine the LCNRV valuation.
BE6.9 (LO 3), AP Wahlowitz Video Center accumulates the following cost and net realizable value data at December 31.
Inventory Categories | Cost | Net Realizable Value | ||
Cameras | $12,500 | $13,400 | ||
Camcorders | 9,000 | 9,500 | ||
DVDs | 13,000 | 12,200 |
Compute the lower‐of‐cost‐or‐net realizable value for the company’s inventory.
Compute inventory turnover and days in inventory.
BE6.10 (LO 3), AP Suppose at December 31 of a recent year, the following information (in thousands) was available for sunglasses manufacturer Oakley, Inc.: ending inventory $155,377, beginning inventory $119,035, cost of goods sold $349,114, and sales revenue $761,865. Calculate the inventory turnover and days in inventory for Oakley, Inc. (Round inventory turnover to two decimal places.)
Determine ending inventory using LIFO reserve.
BE6.11 (LO 3), AP Winnebago Industries, Inc. is a leading manufacturer of motor homes. Suppose Winnebago reported ending inventory at August 29, 2025, of $46,850,000 under the LIFO inventory method. In the notes to its financial statements, assume Winnebago reported a LIFO reserve of $30,346,000 at August 29, 2025. What would Winnebago Industries’ ending inventory have been if it had used FIFO?
Apply cost flow methods to perpetual inventory records.
*BE6.12 (LO 4), AP Loggins Department Store uses a perpetual inventory system. Data for product E2‐D2 include the following purchases.
Date | Number of Units | Unit Price |
May 7 | 50 | $10 |
July 28 | 30 | 15 |
On June 1, Loggins sold 25 units, and on August 27, 30 more units. Compute the cost of goods sold using (a) FIFO, (b) LIFO, and (c) average‐cost. (Round the cost per unit to three decimal places.)
Determine correct financial statement amount.
*BE6.13 (LO 5), AN Fennick Company reports net income of $92,000 in 2025. However, ending inventory was understated by $7,000. What is the correct net income for 2025? What effect, if any, will this error have on total assets as reported in the balance sheet at December 31, 2025?
Apply rules of ownership to determine inventory cost.
DO IT! 6.1 (LO 1), AN Sheldon Company just took its physical inventory on December 31. The count of inventory items on hand at the company’s business locations resulted in a total inventory cost of $300,000. In reviewing the details of the count and related inventory transactions, you have discovered the following items that had not been considered.
Compute the correct December 31 inventory.
Compute cost of goods sold under different cost flow methods.
DO IT! 6.2 (LO 2), AP The accounting records of Ohm Electronics show the following data.
Beginning inventory | 3,000 units at $5 |
Purchases | 8,000 units at $7 |
Sales | 9,400 units at $10 |
Determine cost of goods sold during the period under a periodic inventory system using (a) the FIFO method, (b) the LIFO method, and (c) the average‐cost method. (Round unit cost to three decimal places.)
Compute inventory value under LCNRV.
DO IT! 6.3a (LO 3), AP Jeri Company sells three different categories of tools (small, medium and large). The cost and net realizable value of its inventory of tools are as follows.
Cost | Net Realizable Value | ||
Small | $ 64,000 | $ 61,000 | |
Medium | 290,000 | 260,000 | |
Large | 152,000 | 167,000 |
Determine the value of the company’s inventory under the lower‐of‐cost‐or‐net realizable value approach.
Compute inventory turnover and assess inventory level.
DO IT! 6.3b (LO 3), AN Early in 2025, Fedor Company switched to a just‐in‐time inventory system. Its sales and inventory amounts for 2024 and 2025 are shown below.
2024 | 2025 | ||
Sales revenue | $3,120,000 | $3,713,000 | |
Cost of goods sold | 1,200,000 | 1,425,000 | |
Beginning inventory | 170,000 | 210,000 | |
Ending inventory | 210,000 | 90,000 |
Determine the inventory turnover and days in inventory for 2024 and 2025. Discuss the changes in the amount of inventory, the inventory turnover and days in inventory, and the amount of sales across the 2 years.
Determine the correct inventory amount.
E6.1 (LO 1), AN Umatilla Bank and Trust is considering giving Pohl Company a loan. Before doing so, it decides that further discussions with Pohl’s accountant may be desirable. One area of particular concern is the Inventory account, which has a year‐end balance of $275,000. Discussions with the accountant reveal the following.
Instructions
Determine the correct inventory amount on December 31.
Determine the correct inventory amount.
E6.2 (LO 1), AN Farley Bains, an auditor with Nolls CPAs, is performing a review of Ryder Company’s Inventory account. Ryder did not have a good year, and top management is under pressure to boost reported income. According to its records, the inventory balance at year‐end was $740,000. However, the following information was not considered when determining that amount.
Instructions
Prepare a schedule to determine the correct inventory amount. Provide explanations for each item above, stating why you did or did not make an adjustment for each item.
Identify items in inventory.
E6.3 (LO 1), K Gato Inc. had the following inventory situations to consider at January 31, its year‐end.
Instructions
Identify which of the preceding items should be included in inventory. If the item should not be included in inventory, state in what account, if any, it should have been recorded.
Determine the correct inventory amount.
E6.4 (LO 1), AN Bean Company is concerned about the accuracy of its year‐end inventory balance. Inventory shows a year‐end balance of $326,000. Discussions with the company accountant reveal the following.
Instructions
Compute inventory and cost of goods sold using periodic FIFO, LIFO, and average‐cost.
E6.5 (LO 2), AP REI sells snowboards. Assume the following information relates to REI’s purchases of snowboards during September. During the same month, 102 snowboards were sold. REI uses a periodic inventory system.
Date | Explanation | Units | Unit Cost | Total Cost | ||||
Sept.1 | Inventory | 12 | $100 | $ 1,200 | ||||
Sept. 12 | Purchases | 45 | 103 | 4,635 | ||||
Sept. 19 | Purchases | 50 | 104 | 5,200 | ||||
Sept. 26 | Purchases | 20 | 105 | 2,100 | ||||
Totals | 127 | $13,135 |
Instructions
Calculate inventory and cost of goods sold using FIFO, average‐cost, and LIFO in a periodic inventory system.
E6.6 (LO 2), AP Rusthe Inc. uses a periodic inventory system. Its records show the following for the month of May, in which 74 units were sold.
Date | Explanation | Units | Unit Cost | Total Cost | ||||
May 1 | Inventory | 30 | $ 9 | $270 | ||||
15 | Purchase | 25 | 10 | 250 | ||||
24 | Purchase | 38 | 11 | 418 | ||||
Total | 93 | $938 |
Instructions
Calculate the ending inventory at May 31 using the (a) FIFO, (b) LIFO, and (c) average‐cost methods. (For average‐cost, round the average unit cost to three decimal places.)
Calculate cost of goods sold using specific identification and FIFO periodic.
E6.7 (LO 2), AN Suppose that on December 1 Amazon.com has three wireless speakers left in stock. All are identical, all are priced to sell at $85. One of the three wireless speakers left in stock, with serial #1012, was purchased on June 1 at a cost of $52. Another, with serial #1045, was purchased on November 1 for $48. The last wireless speaker, serial #1056, was purchased on November 30 for $40.
Instructions
Compute inventory and cost of goods sold using periodic FIFO, LIFO, and average‐cost.
E6.8 (LO 2), AP Jeters Company uses a periodic inventory system and reports the following for the month of June.
Date | Explanation | Units | Unit Cost | Total Cost | ||||
June 1 | Inventory | 120 | $5 | $ 600 | ||||
12 | Purchase | 370 | 6 | 2,220 | ||||
23 | Purchase | 200 | 7 | 1,400 | ||||
30 | Inventory | 230 |
Instructions
Evaluate impact of LIFO and FIFO on cash flows and earnings quality.
E6.9 (LO 2), AP The following comparative information is available for Rose Company for 2025.
LIFO | FIFO | |||
Sales revenue | $86,000 | $86,000 | ||
Cost of goods sold | 38,000 | 29,000 | ||
Operating expenses (including depreciation) | 27,000 | 27,000 | ||
Depreciation | 10,000 | 10,000 | ||
Cash paid for inventory purchases | 32,000 | 32,000 |
Instructions
Determine LCNRV valuation.
E6.10 (LO 3), AP Best Buy uses the lower‐of‐cost‐or‐net realizable value basis for its inventory. The following data are available at December 31.
Units | Cost per Unit | Net Realizable Value per Unit | ||||
Cameras | ||||||
Minolta | 5 | $170 | $158 | |||
Canon | 7 | 145 | 152 | |||
Light Meters | ||||||
Vivitar | 12 | 125 | 114 | |||
Kodak | 10 | 120 | 135 |
Instructions
What amount should be reported on Best Buy’s financial statements, assuming the lower‐of‐cost‐or‐net realizable value rule is applied?
Determine LCNRV valuation.
E6.11 (LO 3), AP Starbucks sells coffee beans, which are sensitive to price fluctuations. Suppose the following inventory information is available for this product at December 31, 2025.
Coffee Bean | Units | Unit Cost | Net Realizable Value | |||
Caffeinated | ||||||
Coffea arabica | 13,000 bags | $5.60 | $5.55 | |||
Coffea robusta | 5,000 bags | 3.40 | 3.50 | |||
Decaffeinated | ||||||
Coffea arabica | 11,000 bags | 6.20 | 6.40 | |||
Coffea robusta | 4,000 bags | 4.80 | 4.50 |
Instructions
Calculate Starbucks’ inventory by applying the lower‐of‐cost‐or‐net realizable value basis.
Compute inventory turnover, days in inventory, and gross profit rate.
E6.12 (LO 3), AP Suppose this information is available for PepsiCo, Inc. for 2025, 2024, and 2023.
(in millions) | 2025 | 2024 | 2023 | |||
Beginning inventory | $ 2,522 | $ 2,290 | $ 1,926 | |||
Ending inventory | 2,618 | 2,522 | 2,290 | |||
Cost of goods sold | 20,099 | 20,351 | 18,038 | |||
Sales revenue | 43,232 | 43,251 | 39,474 |
Instructions
Calculate inventory turnover, days in inventory, and gross profit rate.
E6.13 (LO 3), AP The following information is available for Zoe’s Activewear Inc. for three recent fiscal years.
2025 | 2024 | 2023 | ||||
Inventory | $ 553,000 | $ 568,000 | $ 332,000 | |||
Net sales | 1,948,000 | 1,725,000 | 1,311,000 | |||
Cost of goods sold | 1,552,000 | 1,288,000 | 947,000 |
Instructions
Compute inventory turnover and determine the effect of the LIFO reserve on current ratio.
E6.14 (LO 3), AP Deere & Company is a global manufacturer and distributor of agricultural, construction, and forestry equipment. The company reports inventory and cost of goods sold using the LIFO method. Suppose it reported the following information in its 2025 annual report.
(in millions) | 2025 | 2024 | ||
Inventories (LIFO) | $ 2,397 | $3,042 | ||
Current assets | 30,857 | |||
Current liabilities | 12,753 | |||
LIFO reserve | 1,367 | |||
Cost of goods sold | 16,255 |
Instructions
Compute inventory and cost of goods sold using period FIFO, LIFO, and average‐cost, and evaluate impact on gross profit.
E6.15 (LO 2, 3), AN Wisconsin Trading Company uses a periodic inventory system and has a beginning inventory as of April 1 of 150 tents. This consists of 150 tents purchased in February at a cost of $210 each. During April, the company had the following purchases and sales of tents.
Purchases | Sales | |||
Date | Units | Unit Cost | Units | Unit Price |
April 3 | 75 | $400 | ||
10 | 200 | $250 | ||
17 | 250 | 400 | ||
24 | 300 | 270 | ||
30 | 200 | 400 |
Instructions
Calculate inventory and cost of goods sold using three cost flow methods in a perpetual inventory system.
*E6.16 (LO 4), AP Inventory data for Jeters Company are presented in E6.8.
Instructions
Apply cost flow methods to perpetual records.
*E6.17 (LO 4), AP Information about REI is presented in E6.5. Additional data regarding the company’s sales of snowboards are provided below. Assume that REI uses a perpetual inventory system.
Date | Units | |
Sept.5 | Sale | 8 |
Sept. 16 | Sale | 48 |
Sept. 29 | Sale | 46 |
Totals | 102 |
Instructions
Compute ending inventory at September 30 using FIFO, LIFO, and moving‐average. (Note: For moving‐average, round unit cost to three decimal places.)
Determine effects of inventory errors.
*E6.18 (LO 5), AN Dowell Hardware reported cost of goods sold as follows.
2025 | 2024 | |||
Beginning inventory | $ 30,000 | $ 20,000 | ||
Cost of goods purchased | 175,000 | 164,000 | ||
Cost of goods available for sale | 205,000 | 184,000 | ||
Less: Ending inventory | 37,000 | 30,000 | ||
Cost of goods sold | $168,000 | $154,000 |
Dowell made two errors:
Instructions
Compute the correct cost of goods sold for each year.
Prepare correct income statements.
*E6.19 (LO 5), AN Sheen Company reported these income statement data for a 2‐year period.
2025 | 2024 | |||
Sales revenue | $250,000 | $210,000 | ||
Beginning inventory | 40,000 | 32,000 | ||
Cost of goods purchased | 202,000 | 173,000 | ||
Cost of goods available for sale | 242,000 | 205,000 | ||
Less: Ending inventory | 55,000 | 40,000 | ||
Cost of goods sold | 187,000 | 165,000 | ||
Gross profit | $ 63,000 | $ 45,000 |
Sheen Company uses a periodic inventory system. The inventories at January 1, 2024, and December 31, 2025, are correct. However, the ending inventory at December 31, 2024, is overstated by $8,000.
Instructions
Determine items and amounts to be recorded in inventory.
P6.1 (LO 1), AN Pitt Limited is trying to determine the value of its ending inventory as of February 28, 2025, the company’s year‐end. The accountant counted everything that was in the warehouse as of February 28, which resulted in an ending inventory valuation of $48,000. However, she didn’t know how to treat the following transactions so she didn’t record them.
Instructions
For each of the above transactions, specify whether the item in question should be included in ending inventory, and if so, at what amount. For each item that is not included in ending inventory, indicate who owns it and what account, if any, it should have been recorded in.
Determine cost of goods sold and ending inventory using FIFO, LIFO, and average‐cost with analysis.
P6.2 (LO 2), AP Mullins Distribution markets CDs of numerous performing artists. At the beginning of March, Mullins had in beginning inventory 2,500 CDs with a unit cost of $6.50. During March, Mullins made the following purchases of CDs.
March 5 | 2,000 @ $8 | March 21 | 5,000 @ $10 |
March 13 | 3,500 @ $9 | March 26 | 2,000 @ $11 |
During March 12,000 units were sold. Mullins uses a periodic inventory system.
Instructions
b. Cost of goods sold:
FIFO | $103,750 |
LIFO | $115,500 |
Average | $108,600 |
Determine cost of goods sold and ending inventory using FIFO, LIFO, and average‐cost in a periodic inventory system and assess financial statement effects.
P6.3 (LO 2), AP Vista Company Inc. had a beginning inventory of 100 units of Product RST at a cost of $8 per unit. During the year, purchases were:
Feb. 20 | 600 units at $ 9 | Aug. 12 | 400 units at $11 |
May 5 | 500 units at $10 | Dec. 8 | 100 units at $12 |
Vista Company uses a periodic inventory system. Sales totaled 1,500 units.
Instructions
b. Cost of goods sold:
FIFO | $14,500 |
LIFO | $15,100 |
Average | $14,824 |
Compute ending inventory, prepare income statements, and answer questions using FIFO and LIFO.
P6.4 (LO 2), AN The management of National Inc. asks your help in determining the comparative effects of the FIFO and LIFO inventory cost flow methods. For 2025, the accounting records show these data.
Inventory, January 1 (10,000 units) | $ 35,000 |
Cost of 120,000 units purchased | 468,500 |
Selling price of 98,000 units sold | 750,000 |
Operating expenses | 124,000 |
Units purchased consisted of 35,000 units at $3.70 on May 10, 60,000 units at $3.90 on August 15, and 25,000 units at $4.20 on November 20. Income taxes are 28%.
Instructions
a. Gross profit:
FIFO | $378,800 |
LIFO | $362,900 |
Calculate ending inventory, cost of goods sold, gross profit, and gross profit rate under periodic method; compare results.
P6.5 (LO 2), AP You have the following information for Van Gogh Inc. for the month ended October 31, 2025. Van Gogh uses a periodic method for inventory.
Date | Description | Units | Unit Cost or Selling Price | |||
Oct.1 | Beginning inventory | 60 | $24 | |||
Oct.9 | Purchase | 120 | 26 | |||
Oct. 11 | Sale | 100 | 35 | |||
Oct. 17 | Purchase | 100 | 27 | |||
Oct. 22 | Sale | 60 | 40 | |||
Oct. 25 | Purchase | 70 | 29 | |||
Oct. 29 | Sale | 110 | 40 |
Instructions
a. Gross profit:
LIFO | $2,970 |
FIFO | $3,310 |
Average | $3,133 |
Compare specific identification, FIFO, and LIFO under periodic method; use cost flow assumption to influence earnings.
P6.6 (LO 2), AP You have the following information for Jewels Gems. Jewels only carries one brand and size of diamonds—all are identical. Each batch of diamonds purchased is carefully coded and marked with its purchase cost.
March 1 | Beginning inventory 150 diamonds at a cost of $310 per diamond. |
March 3 | Purchased 200 diamonds at a cost of $350 each. |
March 5 | Sold 180 diamonds for $600 each. |
March 10 | Purchased 330 diamonds at a cost of $375 each. |
March 25 | Sold 390 diamonds for $650 each. |
Instructions
a. Gross profit:
Maximum | $162,500 |
Minimum | $155,350 |
Compute inventory turnover and days in inventory; compute current ratio based on LIFO and after adjusting for LIFO reserve.
P6.7 (LO 3), AP Suppose this information (in millions) is available for the Automotive and Other Operations Divisions of General Motors Corporation for a recent year. General Motors uses the LIFO inventory method.
Beginning inventory | $ 13,921 |
Ending inventory | 14,939 |
LIFO reserve | 1,423 |
Current assets | 60,135 |
Current liabilities | 70,308 |
Cost of goods sold | 166,259 |
Sales revenue | 178,199 |
Instructions
Calculate cost of goods sold, ending inventory, and gross profit for LIFO, FIFO, and moving‐average under the perpetual system; compare results.
*P6.8 (LO 4), AP Bieber Inc. is a retailer operating in Calgary, Alberta. Bieber uses the perpetual inventory method. Assume that there are no credit transactions; all amounts are settled in cash. You are provided with the following information for Bieber for the month of January 2025.
Date | Description | Quantity | Unit Cost or Selling Price | |||
Dec.31 | Ending inventory | 160 | $20 | |||
Jan.2 | Purchase | 100 | 22 | |||
Jan.6 | Sale | 180 | 40 | |||
Jan.9 | Purchase | 75 | 24 | |||
Jan.10 | Sale | 50 | 45 | |||
Jan. 23 | Purchase | 100 | 25 | |||
Jan. 30 | Sale | 130 | 48 |
Instructions
a. Gross profit:
LIFO | $7,490 |
FIFO | $7,865 |
Average | $7,763 |
Determine ending inventory under a perpetual inventory system.
*P6.9 (LO 4), AP Lyon Center began operations on July 1. It uses a perpetual inventory system. During July, the company had the following purchases and sales.
Purchases | |||
Date | Units | Unit Cost | Sales Units |
July1 | 7 | $62 | |
July6 | 5 | ||
July 11 | 3 | $66 | |
July 14 | 3 | ||
July 21 | 4 | $71 | |
July 27 | 3 |
Instructions
a. Gross profit:
FIFO | $213 |
Average | $207 |
LIFO | $195 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 5.)
CCC6 Natalie is busy establishing both divisions of her business (cookie classes and mixer sales) and completing her business degree. Her goals for the next 11 months are to sell one mixer per month and to give two to three classes per week.
The cost of the fine European mixers is expected to increase. Natalie has just negotiated new terms with Kzinski that include shipping costs in the negotiated purchase price (mixers will be shipped FOB destination), but the supplier cannot guarantee the invoice price. Natalie has decided to use a periodic inventory system and now must choose a cost flow assumption for her mixer inventory.
The following transactions occur in February to May 2021.
Feb. 2 | Natalie buys two deluxe mixers on account from Kzinski Supply Co. for $1,150 ($575 each), FOB destination, terms n/30. |
16 | She sells one deluxe mixer for $1,100 cash. |
25 | She pays the amount owed to Kzinski. |
Mar. 2 | She buys one deluxe mixer on account from Kzinski Supply Co. for $592, FOB destination, terms n/30. |
30 | Natalie sells two deluxe mixers for a total of $2,200 cash. |
31 | She pays the amount owed to Kzinski. |
Apr. 1 | She buys two deluxe mixers on account from Kzinski Supply Co. for $1,172 ($586 each), FOB destination, terms n/30. |
13 | She sells three deluxe mixers for a total of $3,300 cash. |
30 | Natalie pays the amount owed to Kzinski. |
May 4 | She buys three deluxe mixers on account from Kzinski Supply Co. for $1,800 ($600 each), FOB destination, terms n/30. |
27 | She sells one deluxe mixer for $1,100 cash. |
Instructions
ACR6 On December 1, 2025, Waylon Company had the account balances shown below.
Debit | Credit | ||
Cash | $ 4,800 | Accumulated Depreciation—Equipment | $ 1,500 |
Accounts Receivable | 3,900 | Accounts Payable | 3,000 |
Inventory | 1,800* | Common Stock | 10,000 |
Equipment | 21,000 | Retained Earnings | 17,000 |
$31,500 | $31,500 |
*(3,000 × $0.60)
The following transactions occurred during December.
Dec. 3 | Purchased 4,000 units of inventory on account at a cost of $0.72 per unit. | |
5 | Sold 4,400 units of inventory on account for $0.90 per unit. (Waylon sold 3,000 of the $0.60 units and 1,400 of the $0.72 units.) | |
7 | Granted the December 5 customer $180 credit for 200 units of inventory returned costing $144. These units were returned to inventory. | |
17 | Purchased 2,200 units of inventory for cash at $0.80 each. | |
22 | Sold 2,000 units of inventory on account for $0.95 per unit. (Waylon sold 2,000 of the $0.72 units.) |
Adjustment data:
Instructions
DA 6.1 Data visualization can be used to analyze company changes over time.
Example: Recall the Feature Story “Where Is That Spare Bulldozer Blade?” presented in the chapter. Caterpillar has continued to improve its inventory management by improving its product sustainability in two ways. First, it is by rebuilding used parts to like-new condition. Second, the company is remanufacturing usable inventory parts when customers trade-in or dispose of their used equipment. These actions not only reduce inventory costs but also enable Caterpillar to participate in the circular economy, where manufacturers take responsibility for their products at the end of the product lives. As noted in its 2019 sustainability report, Caterpillar has a goal of 20% growth in both rebuilding and remanufacturing from 2013 to 2020. Has Caterpillar reached this goal? A line chart can help you visualize the company’s progress over time. What information can you obtain by examining the following chart?
Caterpillar provides the following in its sustainability report for 2019.
Our remanufacturing and rebuild businesses provide customers with immediate cost savings, help extend product life cycles and use materials more efficiently. We seek to continue to grow these businesses.
Remanufacturing and rebuild options deliver multiple sustainability benefits and help Caterpillar contribute to the circular economy. Through these businesses, we recycle millions of pounds of end-of-life iron annually. Because we are in the business of returning end-of-life components to same-as-when-new condition, we reduce waste and minimize the need for raw material, energy, and water to produce new parts. Through remanufacturing, we make a significant contribution to sustainable development—extending the value of the energy and water consumed in a component’s original manufacture and keeping high-value nonrenewable resources in circulation for multiple lifetimes.
Source: https://reports.caterpillar.com/sr/esg-data-center/
How is Caterpillar doing so far? A line chart can help you visualize the company’s progress toward this goal. What information can you obtain by examining the following chart?
As indicated by the chart, while its goal has remained at 20% for the past four years as a change from 2013, Caterpillar’s remanufacturing and rebuilding businesses are growing. The biggest increase in the growth of the latter occurred from 2016 to 2017. There was a decline from 2018 to 2019 in these initiatives, though it may be that Caterpillar has reached a peak that is leveling off due to new production that is more sustainable.
DA 6.1 For this case, you will look more closely at specific Caterpillar data regarding its end-of-life returned materials and the percentage usable for recycling. The millions of pounds of products reacquired at end-of life received from customers, and the percentage of actual end-of-life returns and materials that were usable as recycling materials by Caterpillar during 2016 through 2019 are presented here.
Measure | 2016 | 2017 | 2018 | 2019 |
---|---|---|---|---|
Weight in millions of pounds of end-of-life returned materials received | 125 | 130 | 155 | 153 |
Percentage of actual end-of-life returns usable for recycling | 91% | 92% | 92% | 91% |
Instructions
There are three parts to this problem. Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA 6.2 Data visualization can be used to compare inventory management.
Inventory turnover shows the number of times during the period a firm sells the entire dollar amount of its inventory. It is advantageous to ‘turnover’ inventory more quickly to reduce the risk of obsolescence and spoilage. As such, companies often have a goal of increasing inventory turnover. Inventory turnover data for Costco, Walmart, Target, and Amazon are presented here for 2005 through 2019. Data for Costco and Amazon are not available for 2005.
Source: https://www.alphaquery.com/
Costco | Walmart | Target | Amazon | |
---|---|---|---|---|
COST | WMT | TGT | AMZN | |
2006 | 11.56 | 7.84 | 6.57 | 9.41 |
2007 | 11.57 | 8.08 | 6.46 | 9.57 |
2008 | 12.60 | 8.81 | 6.83 | 10.65 |
2009 | 11.53 | 9.30 | 6.35 | 8.74 |
2010 | 12.06 | 8.64 | 6.13 | 8.30 |
2011 | 11.71 | 8.23 | 6.10 | 7.47 |
2012 | 12.24 | 8.04 | 6.46 | 7.62 |
2013 | 11.65 | 7.98 | 6.04 | 7.31 |
2014 | 11.64 | 8.09 | 6.19 | 7.56 |
2015 | 11.35 | 8.12 | 6.07 | 7.00 |
2016 | 11.47 | 8.39 | 5.91 | 7.70 |
2017 | 11.38 | 8.53 | 5.95 | 6.98 |
2018 | 11.16 | 8.70 | 5.61 | 8.10 |
2019 | 11.66 | 8.88 | 6.10 | 8.08 |
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
CT6.1 The notes that accompany a company’s financial statements provide informative details that would clutter the amounts and descriptions presented in the statements. Refer to the financial statements of Apple Inc. in Appendix A. The complete annual report, including the notes to the financial statements, is available at the company’s website.
Instructions
Answer the following questions. (Give the amounts in millions of dollars, as shown in Apple’s annual report.)
CT6.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements for Under Armour, Inc. are presented in Appendix C.
Instructions
CT6.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements for Walmart Inc. are presented in Appendix E.
Instructions
CT6.4 Suppose the following information is from the 2025 annual report of American Greetings Corporation (all dollars in thousands).
Feb. 28, 2025 |
Feb. 28, 2024 |
||
Inventories | |||
Finished goods | $232,893 | $244,379 | |
Work in process | 7,068 | 10,516 | |
Raw materials and supplies | 49,937 | 43,861 | |
289,898 | 298,756 | ||
Less: LIFO reserve | 86,025 | 82,085 | |
Total (as reported) | $203,873 | $216,671 | |
Cost of goods sold | $809,956 | $780,771 | |
Current assets (as reported) | $561,395 | $669,340 | |
Current liabilities | $343,405 | $432,321 |
The notes to the company’s financial statements also include the following information.
The last‐in, first‐out (LIFO) cost method is used for approximately 75% of the domestic inventories in 2025 and approximately 70% in 2024. The foreign subsidiaries principally use the first‐in, first‐out (FIFO) method. Display material and factory supplies are carried at average‐cost.
Instructions
CT6.5 A company’s annual report provides various information about inventory.
Instructions
Answer the following questions based on the current year’s annual report available at Cisco’s website.
CT6.6 All companies should take steps to prevent inventory theft. This exercise reviews ways that companies can reduce inventory‐related frauds.
Instructions
Search online for the article entitled “6 Ways to Prevent Inventory Fraud in Your Business” by Darin Styles. Read the article and then answer the following questions.
CT6.7 Solar Electronics has enjoyed tremendous sales growth during the last 10 years. However, even though sales have steadily increased, the company’s CEO, Dana Byrnes, is concerned about certain aspects of its performance. She has called a meeting with the corporate controller and the vice presidents of finance, operations, sales, and marketing to discuss the company’s performance. Dana begins the meeting by making the following observations:
We have been forced to take significant write‐downs on inventory during each of the last three years because of obsolescence. In addition, inventory storage costs have soared. We rent four additional warehouses to store our increasingly diverse inventory. Five years ago inventory represented only 20% of the value of our total assets. It now exceeds 35%. Yet, even with all of this inventory, “stockouts” (measured by complaints by customers that the desired product is not available) have increased by 40% during the last three years. And worse yet, it seems that we constantly must discount merchandise that we have too much of.
Dana asks the group to review the following data and make suggestions as to how the company’s performance might be improved.
(in millions) | 2025 | 2024 | 2023 | 2022 | ||||
Inventory | ||||||||
Raw materials | $242 | $198 | $155 | $128 | ||||
Work in process | 116 | 77 | 49 | 33 | ||||
Finished goods | 567 | 482 | 398 | 257 | ||||
Total inventory | $925 | $757 | $602 | $418 | ||||
Current assets | $1,800 | $1,423 | $1,183 | $841 | ||||
Total assets | $2,643 | $2,523 | $2,408 | $2,090 | ||||
Current liabilities | $600 | $590 | $525 | $420 | ||||
Sales revenue | $9,428 | $8,674 | $7,536 | $6,840 | ||||
Cost of goods sold | $6,328 | $5,474 | $4,445 | $3,557 | ||||
Net income | $754 | $987 | $979 | $958 |
Instructions
Using the information provided, answer the following questions.
CT6.8 In a discussion of dramatic increases in coffee‐bean prices, a Wall Street Journal article noted the following fact about Starbucks.
Before this year’s bean‐price hike, Starbucks added several defenses that analysts say could help it maintain earnings and revenue. The company last year began accounting for its coffee‐bean purchases by taking the average price of all beans in inventory.
Prior to this change, the company was using FIFO.
Instructions
Your client, the CEO of Superior Coffee, Inc., read this article and sent you an e‐mail message requesting that you explain why Starbucks might have taken this action. Your response should explain what impact this change in accounting method has on earnings, why the company might want to do this, and any possible disadvantages of such a change.
*CT6.9 You are the controller of Garton Inc. H. K. Logan, the president, recently mentioned to you that she found an error in the 2024 financial statements which she believes has corrected itself. She determined, in discussions with the purchasing department, that 2024 ending inventory was overstated by $1 million. H. K. says that the 2025 ending inventory is correct, and she assumes that 2025 income is correct. H. K. says to you, “What happened has happened—there’s no point in worrying about it anymore.”
Instructions
You conclude that H. K. is incorrect. Write a brief, tactful memo to her, clarifying the situation.
CT6.10 Nixon Wholesale Corp. uses the LIFO cost flow method. In the current year, profit at Nixon is running unusually high. The corporate tax rate is also high this year, but it is scheduled to decline significantly next year. In an effort to lower the current year’s net income and to take advantage of the changing income tax rate, the president of Nixon Wholesale instructs the plant accountant to recommend to the purchasing department a large purchase of inventory for delivery 3 days before the end of the year. The price of the inventory to be purchased has doubled during the year, and the purchase will represent a major portion of the ending inventory value.
Instructions
CT6.11 Some of the largest business frauds ever perpetrated have involved the misstatement of inventory. Two classics were at Leslie Fay and McKesson Corporation.
Instructions
There is considerable information regarding inventory frauds available on the Internet. Search for information about one of the two cases mentioned above, or inventory fraud at any other company, and prepare a short explanation of the nature of the inventory fraud.
CT6.12 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
CT6.13 Caterpillar publishes an annual Sustainability Report to explain its position on sustainability, describe its goals, and report on its achievements.
Instructions
Access the most recent report by doing an Internet search of “Caterpillar Sustainability Report” and then answer the following questions.
The major IFRS requirements related to accounting and reporting for inventories are the same as GAAP. The major differences are that IFRS prohibits the use of the LIFO cost flow assumption. The following are the key similarities and differences between GAAP and IFRS related to inventories.
Similarities
Differences
1. Which of the following should not be included in the inventory of a company using IFRS?
2. Which method of inventory costing is prohibited under IFRS?
IFRS6.1 Briefly describe some of the similarities and differences between GAAP and IFRS with respect to the accounting for inventories.
IFRS6.2 LaTour Inc. is based in France and prepares its financial statements (in euros) in accordance with IFRS. In 2025, it reported cost of goods sold of €578 million and average inventory of €154 million. Briefly discuss how analysis of LaTour’s inventory turnover (and comparisons to a company using GAAP) might be affected by differences in inventory accounting between IFRS and GAAP.
IFRS6.3 The complete annual of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Using the notes to the company’s financial statements, answer the following questions.
a. What cost flow assumption does the company use to value inventory?
b. What amount of goods purchased for retail and finished products did the company report at December 31, 2020?
Answers to IFRS Self-Test Questions
1. a2. b
As the following Feature Story about recording cash sales at Barriques coffeehouse indicates, control of cash is important to ensure that fraud does not occur. Companies also need controls to safeguard other types of assets. For example, Barriques undoubtedly has controls to prevent the theft of food and supplies, and controls to prevent the theft of tableware and dishes from its kitchen.
In this chapter, we explain the essential features of an internal control system and how it prevents fraud. We also describe how those controls apply to a specific asset—cash. The applications include some controls with which you may be already familiar, such as the use of a bank.
For many years, Barriques in Madison, Wisconsin, has been named the city’s favorite coffeehouse. Barriques not only does a booming business in coffee but also has wonderful baked goods, delicious sandwiches, and a fine selection of wines.
“Our customer base ranges from college students to neighborhood residents as well as visitors to our capital city,” says bookkeeper Kerry Stoppleworth, who joined the company shortly after it was founded in 1998. “We are unique because we have customers who come in early on their way to work for a cup of coffee and then will stop back after work to pick up a bottle of wine for dinner. We stay very busy throughout all three parts of the day.”
Like most businesses where purchases are low-cost and high-volume, cash control has to be simple. “We use a computerized point-of-sale (POS) system to keep track of our inventory and allow us to efficiently ring through an order for a customer,” explains Stoppleworth. “You can either scan a barcode for an item or enter in a code for items that don’t have a barcode such as cups of coffee or bakery items.” The POS system also automatically tracks sales by department and maintains an electronic journal of all the sales transactions that occur during the day.
“There are two POS stations at each store, and throughout the day any of the staff may operate them,” says Stoppleworth. At the end of the day, each POS station is reconciled separately. The staff counts the cash in the drawer and enters this amount into the closing totals in the POS system. The POS system then compares the cash and credit amounts, less the cash being carried forward to the next day (the float), to the shift total in the electronic journal. If there are discrepancies, a recount is done and the journal is reviewed transaction by transaction to identify the problem. The staff then creates a deposit ticket for the cash less the float and puts this in a drop safe with the electronic journal summary report for the manager to review and take to the bank the next day. Ultimately, the bookkeeper reviews all of these documents as well as the deposit receipt that the bank produces to make sure they are all in agreement.
As Stoppleworth concludes, “We keep the closing process and accounting simple so that our staff can concentrate on taking care of our customers and making great coffee and food.”
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Define fraud and the principles of internal control. |
|
DO IT! 1 Principles of Control Activities |
LO 2 Apply internal control principles to cash. |
|
DO IT! 2 Control over Cash Receipts |
LO 3 Identify the control features of a bank account. |
|
DO IT! 3 Bank Reconciliation |
LO 4 Explain the reporting of cash and the basic principles of cash management. |
|
DO IT! 4a Reporting Cash 4b Cash Budget |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
The Feature Story describes many of the internal control procedures used by Barriques. These procedures are necessary to discourage employees from fraudulent activities.
A fraud is a dishonest act by an employee that results in personal benefit to the employee at a cost to the employer. Examples of fraud reported in the financial press include the following.
Why does fraud occur? The three main factors that contribute to fraudulent activity are depicted by the fraud triangle in Illustration 7.1.
ILLUSTRATION 7.1 Fraud triangle
What can be done to prevent or to detect fraud? After numerous corporate scandals came to light in the early 2000s, Congress passed the Sarbanes-Oxley Act (SOX). Under SOX, all publicly traded U.S. corporations are required to maintain an adequate system of internal control (see Helpful Hint). Corporate executives and boards of directors must ensure that these controls are reliable and effective. In addition, independent outside auditors must attest to the adequacy of the internal control system. Companies that fail to comply are subject to fines, and company officers can be imprisoned. SOX also created the Public Company Accounting Oversight Board (PCAOB) to establish auditing standards and regulate auditor activity.
For example, the chief accounting officer of Eli Lilly noted that SOX triggered a comprehensive review of how the company documents its controls. This review uncovered redundancies and pointed out controls that needed to be added.
Internal control is a process designed to provide reasonable assurance regarding the achievement of company objectives related to operations, reporting, and compliance. In more detail, the purposes of internal control are to safeguard assets, enhance the reliability of accounting records, increase efficiency of operations, and ensure compliance with laws and regulations. The Committee on Sponsoring Organizations (COSO) is an initiative among five leading accounting and finance organizations to provide frameworks and guidance on enterprise risk management, internal control, and fraud deterrence. According to COSO’s Internal Control—Integrated Framework, internal control systems have five primary components:1
Each of the five components of an internal control system is important. Here, we will focus on one component, the control activities. The reason? These activities are the backbone of the company’s efforts to address the risks it faces, such as fraud. The specific control activities used by a company will vary, depending on management’s assessment of the risks faced. This assessment is heavily influenced by the size and nature of the company.
The six principles of control activities are as follows.
We explain these principles in the following sections. They apply to most companies and are relevant to both manual and computerized accounting systems.
An essential principle of internal control is to assign responsibility to specific employees. Control is most effective when only one person is responsible for a given task.
To illustrate, assume that the cash on hand at the end of the day in a Whole Foods store is $10 short of the cash entered in the cash register. If only one person has operated the register, the shift manager can quickly determine responsibility for the shortage. If two or more individuals have worked the register, it may be impossible to determine who is responsible for the error.
Many retailers solve this problem by having registers with multiple drawers. This makes it possible for more than one person to operate a register but still allows identification of a particular employee with a specific drawer. Only the signed-in cashier has access to his or her drawer.
Establishing responsibility often requires limiting access only to authorized personnel, and then identifying those personnel. For example, the automated systems used by many companies have mechanisms such as identifying passcodes that keep track of who made a journal entry, who entered a sale, or who went into an inventory storeroom at a particular time. Use of identifying passcodes enables the company to establish responsibility by identifying the particular employee who carried out the activity.
Segregation of duties is indispensable in an internal control system. There are two common applications of this principle:
The rationale for segregation of duties is this: The work of one employee should, without a duplication of effort, provide a reliable basis for evaluating the work of another employee. For example, the personnel who design and program computerized systems should not be assigned duties related to day-to-day use of the systems. Otherwise, they could design the systems to benefit themselves personally and conceal the fraud through day-to-day use.
Segregation of Related Activities Making one individual responsible for related activities increases the potential for errors and irregularities.
Purchasing Activities Companies should, for example, assign related purchasing activities to different individuals. Related purchasing activities include ordering merchandise, approving orders, receiving goods, authorizing payment, and paying for goods or services. Various frauds are possible when one person handles related purchasing activities:
These abuses are less likely to occur when companies divide the purchasing tasks.
Sales Activities Similarly, companies should assign related sales activities to different individuals. Related selling activities include making a sale, shipping (or delivering) the goods to the customer, billing the customer, and receiving payment. Various frauds are possible when one person handles related sales activities:
These abuses are less likely to occur when companies divide the sales tasks. The salespeople make the sale, the shipping department ships the goods on the basis of the sales order, and the billing department prepares the sales invoice after comparing the sales order with the report of goods shipped.
Segregation of Recordkeeping from Physical Custody The accountant should have neither physical custody of the asset nor access to it. Likewise, the custodian of the asset should not maintain or have access to the accounting records. The custodian of the asset is not likely to convert the asset to personal use when one employee maintains the record of the asset, and a different employee has physical custody of the asset. The separation of accounting responsibility from the custody of assets is especially important for cash and inventories because these assets are very vulnerable to fraud.
Documents provide evidence that transactions and events have occurred. For example, point-of-sale terminals are networked with a company’s computing and accounting records, which results in direct documentation.
Similarly, a shipping document indicates that the goods have been shipped, and a sales invoice indicates that the company has billed the customer for the goods. By requiring signatures (or initials) on the documents, the company can identify the individual(s) responsible for the transaction or event. Companies should document transactions when they occur.
Companies should establish two procedures for documents.
Use of physical controls is essential. Physical controls relate to the safeguarding of assets and enhance the accuracy and reliability of the accounting records. Illustration 7.2 shows examples of these controls.
ILLUSTRATION 7.2 Physical controls
Most internal control systems provide for independent internal verification. This principle involves the review of data prepared by employees. To obtain maximum benefit from independent internal verification:
Independent internal verification is especially useful in comparing recorded accountability with existing assets. The reconciliation of the electronic journal with the cash in the point-of-sale terminal at Barriques is an example of this internal control principle. Other common examples are the reconciliation of a company’s cash balance per books with the cash balance per bank, and the verification of the perpetual inventory records through a count of physical inventory. Illustration 7.3 shows the relationship between this principle and the segregation of duties principle.
ILLUSTRATION 7.3 Comparison of segregation of duties principle with independent internal verification principle
Large companies often assign independent internal verification to internal auditors.
For example, WorldCom was at one time the second largest U.S. telecommunications company. The fraud that caused its bankruptcy (the largest ever when it occurred) involved billions of dollars. It was uncovered by an internal auditor.
Human resource control activities include the following.
Data analytics has dramatically changed many aspects of internal control practices. In the past, internal and external auditors tended to rely heavily on investigations of period-end samples of transactions to identify potential violations. Now, rather than wait for a period-end sample, many companies employ continuous monitoring of virtually every transaction. As a result, spikes in certain types of activity or developing trends are more quickly identified and investigated.
Companies generally design their systems of internal control to provide reasonable assurance of proper safeguarding of assets and reliability of the accounting records. The concept of reasonable assurance rests on the premise that the costs of establishing control procedures should not exceed their expected benefit (see Helpful Hint).
To illustrate, consider shoplifting losses in retail stores. Stores could eliminate such losses by having a security guard stop and search customers as they leave the store. But store managers have concluded that the negative effects of such a procedure cannot be justified. Instead, they have attempted to control shoplifting losses by less costly procedures. They post signs saying, “We reserve the right to inspect all packages” and “All shoplifters will be prosecuted.” They use hidden cameras and store detectives to monitor customer activity, and they install sensor equipment at exits.
No system of internal control is perfect. Generally, two major limitations are inherent in internal control systems.
A study by the Association of Certified Fraud Examiners indicates that businesses with fewer than 100 employees are most at risk for employee theft. In fact, 29% of frauds occurred at companies with fewer than 100 employees. The median loss at small companies was $154,000, which was nearly as high as the median fraud at companies with more than 10,000 employees ($160,000). A $154,000 loss can threaten the very existence of a small company.
Cash is the one asset that is readily convertible into any other type of asset. It also is easily concealed and transported, and is highly desired.
To safeguard cash and to ensure the accuracy of the accounting records for cash, effective internal control over cash is critical.
Illustration 7.4 shows how the internal control principles explained earlier apply to cash receipts transactions. As you might expect, companies vary considerably in how they apply these principles. To illustrate internal control over cash receipts, we will examine control activities for a business with over-the-counter, electronic and check receipts.
In retail businesses, control of over-the-counter receipts centers on cash registers. With the increase in cloud-based computing, point-of-sale (POS) cash register systems have become affordable even for many small businesses. Most retail businesses receive payment with cash, credit cards, or debit cards. Staff members who operate cash registers (physical control) are each given cash, called “float” (assignment of responsibility) to make change for customers who pay cash. All sales must be entered into the register through the POS software, which records the sale (documentation) at the proper price, often simply by scanning a bar code.
ILLUSTRATION 7.4 Application of internal control principles to cash receipts
At the end of a shift, staff members count the cash to ensure it agrees with the amount reported in the system, and then they report the count to a supervisor. A supervisor double-checks the amount (independent internal verification) and then prepares a deposit slip.
Access to the system should be restricted (physical control) so that cashiers cannot adjust the amount and type of sales recorded at the register to understate reported sales. Without these controls, the cashiers could hide the fact that they have taken cash. Employees must also ensure that the receipts are on-hand for sales made by debit or credit cards and that these match sales that were recorded with this type of payment.
In some instances, the amount deposited at the bank will not agree with the cash recorded in the accounting records.
For example, suppose that the cash register tape indicated sales of $6,956.20 but the amount of cash was only $6,946.10. A cash shortfall of $10.10 exists. To account for this cash shortfall and related cash sales, the company makes the following entry.
Cash | 6,946.10 | |
Cash Over and Short | 10.10 | |
Sales Revenue | 6,956.20 | |
(To record cash shortfall and cash sales) |
Cash Over and Short is an income statement item. It is reported as miscellaneous expense when there is a cash shortfall (debit balance in Cash Over and Short), and as miscellaneous revenue when there is an overage (credit balance in Cash Over and Short). Clearly, the amount should be small. Any material amounts in this account should be investigated.
Electronic funds transfer (EFT) uses wire, telephone, or computers to transfer funds from one location to another. Examples of EFTs include the following.
Not only do many businesses rely on EFTs as an efficient way to manage their cash, they also depend on their banks to maintain strong internal controls to safeguard it.
Because EFT does not involve employees handling cash, it reduces some of the opportunities for employee theft. However, opportunities still exist, especially in businesses that lack proper controls. Without assignment of responsibility or segregation of duties, an employee might redirect funds into a personal account and hide the theft with fraudulent accounting entries.
Although the use of checks by retail customers has diminished significantly, checks continue to be commonly used in business-to-business transactions. When a check is received at the time of sale, it will be included in the cash register and form part of an employee’s reconciliation of daily sales to cash on hand.
The person making the bank deposit will receive a bank-stamped deposit slip. Each day, an independent employee compares the amount of cash deposited per the deposit slip with the amount of cash receipts recorded that day to ensure the funds deposited were also recorded. If duties are segregated this way, no one employee would be able to steal and also be able to record the receipts to cover up the theft. The independent internal verification of the deposit slips further strengthens the controls over check receipts.
Companies disburse cash for a variety of reasons, such as to pay expenses and liabilities or to purchase assets. Generally, internal control over cash disbursements is more effective when companies pay by check or electronic funds transfer (EFT) rather than by cash. One exception is payments for incidental amounts that are paid out of petty cash.2
Companies generally issue checks only after following specified control procedures. Illustration 7.5 shows how principles of internal control apply to disbursements paid by check.
Today, more than half of business disbursements are made through EFT.
ILLUSTRATION 7.5 Application of internal control principles to disbursements paid by check
For example, as we discussed in the cash receipts section, when supported by proper assignment of responsibility and segregation of duties, the use of EFT for disbursements results in better internal control than the use of checks.
Most medium and large companies use vouchers as part of their internal control over cash disbursements. A voucher system is a network of approvals by authorized individuals, acting independently, to ensure that all disbursements by check are proper.
The system begins with the authorization to incur a cost or expense. It ends with the issuance of a check for the liability incurred. A voucher is an authorization form prepared for each expenditure. Companies require vouchers for all types of cash disbursements except those from petty cash.
A voucher system involves two journal entries, one to record the liability in the voucher register when the voucher is issued, and a second in the check register to pay the liability that relates to the voucher.
The use of a voucher system, whether done manually or electronically, improves internal control over cash disbursements in two ways.
Consider, for example, the case of Aesop University presented earlier in the Anatomy of a Fraud box. Aesop did not use a voucher system for transactions under $2,500. As a consequence, there was no independent verification of the documents, which enabled the employee to submit fake invoices to hide his unauthorized purchases.
As you just learned, better internal control over cash disbursements is possible when companies make payments by check. However, using checks to pay small amounts is both impractical and a nuisance. For instance, a company would not want to write checks to pay for postage due, working lunches, or taxi fares. A common way of handling such payments, while maintaining satisfactory control, is to use a petty cash fund to pay relatively small amounts (see Ethics Note). The operation of a petty cash fund, often called an imprest system, involves:
We explain the operation of a petty cash fund in Appendix 7A.
The use of a bank contributes significantly to good internal control over cash.
A bank reconciliation is the process of comparing the bank’s balance with the company’s balance, and explaining the differences to make them agree.
Many companies have more than one bank account. For efficiency of operations and better control, national retailers like Walmart and Target often have regional bank accounts. Similarly, a company such as ExxonMobil with more than 100,000 employees may have a payroll bank account as well as one or more general bank accounts. In addition, a company may maintain several bank accounts in order to have more than one source for short-term loans.
Most businesses today take advantage of electronic banking using a computer or mobile banking on a mobile device. Many banks have websites where customers can access their account information. Banks must ensure that these websites are secure and require users to have strong passwords and to change passwords frequently. Businesses must also incorporate strong internal controls, such as the following.
ILLUSTRATION 7.6 Mobile banking using a smart phone (check deposit)
Each month, the company receives from the bank a bank statement showing its bank transactions and balances.4 For example, the statement for Laird Company in Illustration 7.7 shows the following:
ILLUSTRATION 7.7 Bank statement
Remember that bank statements are prepared from the bank’s perspective. For example, every deposit the bank receives is an increase in the bank’s liabilities (an account payable to the depositor). Therefore, in Illustration 7.7, National Bank and Trust credits to Laird Company every deposit it received from Laird.
The reverse occurs when the bank “pays” a check issued by Laird Company on its checking account balance: Payment reduces the bank’s liability and is therefore debited to Laird’s account with the bank. As Illustration 7.8 shows:
The bank statement lists in numerical sequence all paid checks along with the date the check was paid and its amount. Upon paying a check, the bank stamps the check “paid”; a paid check is sometimes referred to as a canceled check. In addition, the bank includes with the bank statement memoranda explaining other debits and credits it made to the depositor’s account (see Helpful Hint).
A check that is not paid by a bank because of insufficient funds in a bank account is called an NSF check (not sufficient funds). The bank uses a debit memorandum when a previously deposited customer’s check “bounces” because of insufficient funds. In such a case, the customer’s bank marks the check NSF (not sufficient funds) and returns it to the depositor’s bank. The bank then debits (decreases) the depositor’s account, as shown by the symbol NSF in Illustration 7.7, and sends the NSF check and debit memorandum to the depositor as notification of the charge. The NSF check reestablishes an account receivable for the depositor and reduces its cash in the bank account.
ILLUSTRATION 7.8 How banks account for customer checks and deposits
Because the bank and the company maintain independent records of the company’s cash account, you might assume that the respective balances will always agree. In fact, the two balances are seldom the same at any given time, and both balances differ from the “correct or true” balance.
Therefore, it is necessary to make the balance per books and the balance per bank agree with the correct or true amount—a process called reconciling the bank account. The need for reconciliation has two causes:
Time lags occur frequently. For example, several days may elapse between the time a company pays by check and the date the bank pays the check. Similarly, when a company uses the bank’s night depository to make its deposits, there will be a difference of one day between the time the company records the receipts and the time the bank does so. A time lag also occurs whenever the bank mails a debit or credit memorandum to the company.
While most individuals today write few checks for personal purchases, the use of checks is still quite common in business-to-business transactions. However, even if a company never writes checks (for example, if a small company uses only a debit card or electronic funds transfers), the possibility of errors or fraud still necessitates periodic reconciliation. The incidence of errors or fraud depends on the effectiveness of the internal controls maintained by the company and the bank. Bank errors are infrequent. However, either party could accidentally record a $450 check as $45 or $540. In addition, the bank might mistakenly charge a check drawn by C. D. Berg to the account of C. D. Burg.
In reconciling the bank account, it is customary to reconcile the balance per books and balance per bank to their adjusted (correct or true) cash balances. To obtain maximum benefit from a bank reconciliation, an employee who has no other responsibilities (either handling or reporting) related to cash should prepare the reconciliation. When companies do not follow the internal control principle of independent internal verification in preparing the reconciliation, cash embezzlements may escape unnoticed. For example, in the Anatomy of a Fraud box about Aggasiz Construction Company presented earlier, a bank reconciliation by someone other than Angela Bauer might have exposed her embezzlement.
Illustration 7.9 shows the reconciliation process (see Helpful Hint). The starting point in preparing the reconciliation is to enter the balance per bank statement and balance per books on a schedule. The following steps should reveal all the reconciling items that cause the difference between the two balances.
ILLUSTRATION 7.9 Bank reconciliation process
Reconciling Items per Bank On the bank side of the reconciliation, the items to reconcile are deposits in transit (amounts added), outstanding checks (amounts deducted), and bank errors (if any). By adjusting the bank balance for these items, a company brings that balance up to date.
Step 1 Deposits in transit (+). Compare the individual deposits on the bank statement with the deposits in transit from the preceding bank reconciliation and with the deposits per company records or copies of duplicate deposit slips for the current period. Deposits recorded by the depositor that have not been recorded by the bank represent deposits in transit. Add these deposits to the balance per bank.
Step 2 Outstanding checks (−). The process of determining outstanding checks is shown in Illustration 7.10 . Compare the paid checks shown on the bank statement or the paid checks returned with the bank statement with (a) checks outstanding from the preceding bank reconciliation, and (b) checks issued by the company recorded as cash payments in the current period. Issued checks recorded by the company that have not been paid by the bank represent outstanding checks. Deduct outstanding checks from the balance per bank.
ILLUSTRATION 7.10 Determining outstanding checks at end of period
Checks that could have been processed | Checks that were processed | Checks yet to be processed | ||||
Outstanding checks at beginning of period | + | Checks recorded in company’s books this period | − | Checks recorded on this period’s bank statement | = | Outstanding checks at end of period |
Step 3 Bank errors (+/−). Note any errors made by the bank that were discovered in the previous steps. For example, if the bank processed a deposit of $1,693 as $1,639 in error, the difference of $54 ($1,693 − $1,639) is added to the balance per bank on the bank reconciliation. All errors made by the bank are reconciling items in determining the adjusted cash balance per the bank.
Reconciling Items per Books Reconciling items on the book side relate to amounts not yet recorded on the company’s books but recognized on the bank records. They include adjustments from deposits and other amounts added, payments and other amounts deducted, and company errors (if any).
Step 1 Other deposits (+). Compare the other deposits on the bank statement with the company records. Any unrecorded amounts should be added to the balance per books. For example, if the bank statement shows electronic funds transfers from customers paying their accounts online, these amounts should be added to the balance per books on the bank reconciliation to update the company’s records unless they had previously been recorded by the company.
Step 2 Other payments (−). Similarly, any unrecorded other payments should be deducted from the balance per books. For example, if the bank statement shows service charges (such as debit and credit card fees and other bank service charges), this amount is deducted from the balance per books on the bank reconciliation to make the company’s records agree with the bank’s records. Normally, the company will already have recorded electronic payments. However, if this has not been the case then these payments must be deducted from the balance per books on the bank reconciliation to make the company’s records agree with the bank’s records.
Step 3 Book errors (+/−). Note any errors made by the depositor that have been discovered in the previous steps. For example, say the company wrote check No. 443 to a supplier in the amount of $1,226 on April 12, but the accounting clerk recorded the check amount as $1,262. The error of $36 ($1,262 − $1,226) is added to the balance per books because the company reduced the balance per books by $36 too much when it recorded the check as $1,262 instead of $1,226. Only errors made by the company, not the bank, are included as reconciling items in determining the adjusted cash balance per books.
Illustration 7.7 presented the bank statement for Laird Company, which the company accessed online (see Helpful Hint). It shows a balance per bank of $15,907.45 on April 30, 2025. On this date the balance of cash per books is $11,709.45.
From the foregoing steps, Laird determines the following reconciling items for the bank.
Step 1 | Deposits in transit (+): April 30 deposit (received by bank on May 1). | $2,201.40 |
Step 2 | Outstanding checks (−): No. 453, $3,000.00; No. 457, $1,401.30; No. 460, $1,502.70. | 5,904.00 |
Step 3 | Bank errors (+/−): None. |
Reconciling items per books are as follows.
Step 1 | Other deposits (+): Unrecorded electronic receipt from customer on account on April 9 determined from the bank statement. | $1,035.00 |
Step 2 | Other payments (−): The electronic payments on April 3 and 7 were previously recorded by the company when they were initiated. Unrecorded charges determined from the bank statement are as follows. | |
Returned NSF check on April 29 | 425.60 | |
Debit and credit card fees on April 30 | 120.00 | |
Bank service charges on April 30 | 30.00 | |
Step 3 | Company errors (+): Check No. 443 was correctly written by Laird for $1,226 and was correctly paid by the bank on April 12. However, it was recorded as $1,262 on Laird’s books. | 36.00 |
Illustration 7.11 shows Laird’s bank reconciliation (see Alternative Terminology).
ILLUSTRATION 7.11 Bank reconciliation
The depositor (that is, the company) next must record each reconciling item used to determine the adjusted cash balance per books. If the company does not journalize and post these items, the Cash account will not show the correct balance. The adjusting entries for the Laird Company bank reconciliation on April 30 are as follows. Note that every entry involves cash.
Collection of Electronic Funds Transfer A payment of an account by a customer is recorded in the same way, whether the cash is received through the mail or electronically. The entry is as follows.
Apr. 30 | Cash | 1,035 | |
Accounts Receivable | 1,035 | ||
(To record receipt of electronic funds transfer) |
Book Error An examination of the cash disbursements journal shows that check No. 443 was a payment on account to Andrea Company, a supplier. The correcting entry is as follows.
Apr. 30 | Cash | 36 | |
Accounts Payable | 36 | ||
(To correct error in recording check No. 443) |
NSF Check As indicated earlier, an NSF check becomes an accounts receivable to the depositor. The entry is as follows.
Apr. 30 | Accounts Receivable | 425.60 | |
Cash | 425.60 | ||
(To record NSF check) |
Bank Charge Expense Fees for processing debit and credit card transactions are normally debited to the Bank Charge Expense account, as are bank service charges. We have chosen to combine and record these in one journal entry, as shown below, although they also could be journalized separately.
Apr. 30 | Bank Charge Expense | 150 | |
Cash | 150 | ||
(To record charges for debit and credit card fees of $120 and bank service charges of $30) |
After Laird posts the entries, the Cash account will appear as in Illustration 7.12. The adjusted cash balance in the ledger should agree with the adjusted cash balance per books in the bank reconciliation in Illustration 7.11.
ILLUSTRATION 7.12 Adjusted balance in Cash account
Cash | |||
Apr. 30 | Bal.11,709.45 | Apr. 30 | 425.60 |
30 | 1,035.00 | 30 | 150.00 |
30 | 36.00 | ||
Apr. 30 | Bal. 12,204.85 |
What entries does the bank make? If the company discovers any bank errors in preparing the reconciliation, it should notify the bank so the bank can make the necessary corrections on its records. The bank does not make any entries for deposits in transit or outstanding checks. Only when these items reach the bank will the bank record these items.
Today, many companies use robotic process automation (RPA) software as part of their bank reconciliation process. Any business process that is time-intensive, repetitive in nature, and requires little human judgment can be automated. As long as the “bot” is programmed correctly, utilizing RPA can help to standardize processes and improve internal controls.
Cash consists of coins, currency (paper money), checks, money orders, and money on hand or on deposit in a bank or similar financial institution.
Companies report cash in two different statements:
In this section, we discuss some important points regarding the presentation of cash in the balance sheet.
When presented in a balance sheet, cash on hand, cash in banks, and petty cash are often combined and reported simply as Cash. Because it is the most liquid asset owned by the company, cash is listed first in the current assets section of the balance sheet.
Many companies use the designation “Cash and cash equivalents” in reporting cash. (See Illustration 7.13 for an example.) Cash equivalents are short-term, highly liquid investments that are both:
ILLUSTRATION 7.13 Balance sheet presentation of cash
Delta Air Lines, Inc. Balance Sheet (partial) (in millions) |
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Assets | ||||
Current assets | ||||
Cash and cash equivalents | $2,844 | |||
Short-term investments | 959 | |||
Restricted cash | 122 |
Examples of cash equivalents are Treasury bills, commercial paper (short-term corporate notes), and money market funds. All typically are purchased with cash that is in excess of immediate needs (see Ethics Note).
Occasionally, a company will have a net negative balance in its bank account. In this case, the company should report the negative balance among current liabilities. For example, farm equipment manufacturer Ag-Chem at one time reported “Checks outstanding in excess of cash balances” of $2,145,000 among its current liabilities.
A company may have restricted cash, cash that is not available for general use but rather is restricted for a special purpose. For example, landfill companies are often required to maintain a fund of restricted cash to ensure they will have adequate resources to cover closing and clean-up costs at the end of a landfill site’s useful life. McKesson Corp. reported restricted cash of $962 million to be paid out as the result of investor lawsuits.
Cash restricted in use should be reported separately on the balance sheet as restricted cash.
The FASB now requires that restricted cash be included with cash and cash equivalents when reconciling the beginning and ending amounts on a statement of cash flows (see Decision Tools).
Illustration 7.13 shows restricted cash reported in the financial statements of Delta Air Lines. The company is required to maintain restricted cash as collateral to support insurance obligations related to workers’ compensation claims. Delta does not have access to these funds for general use, and so it must report them separately, rather than as part of cash and cash equivalents.
Many companies struggle, not because they fail to generate sales, but because they cannot manage their cash. A real-life example of this is a clothing manufacturing company owned by Sharon McCollick. McCollick gave up a stable, high-paying marketing job with Intel Corporation to start her own company. Soon she had more orders from stores such as Dayton Hudson (now Target) than she could fill. Yet, she found herself on the brink of financial disaster, owing three mortgage payments on her house and $2,000 to the IRS. Her company could generate sales, but it was not collecting cash fast enough to support its operations. The bottom line is that a business must have cash.5
A merchandising company’s operating cycle is generally shorter than that of a manufacturing company. Illustration 7.14 shows the cash to cash operating cycle of a merchandising operation.
ILLUSTRATION 7.14 Operating cycle of a merchandising company
To understand cash management, consider the operating cycle of Sharon McCollick’s clothing manufacturing company as follows.
In a manufacturing operation, there may be a significant lag between the original purchase of raw materials and the ultimate receipt of cash from customers.
Managing the often-precarious balance created by the ebb and flow of cash during the operating cycle is one of a company’s greatest challenges. The objective is to ensure that a company has sufficient cash to meet payments as they come due, yet minimize the amount of non-revenue-generating cash on hand.
Management of cash is the responsibility of the company treasurer. Any company can improve its chances of having adequate cash by following five basic principles of cash management.
Invest idle cash. Cash on hand earns nothing. An important part of the treasurer’s job is to ensure that the company invests any excess cash, even if it is only overnight. Many businesses, such as Sharon McCollick’s clothing company, are seasonal. During her slow season, when she has excess cash, she should invest it.
To avoid a cash crisis, it is very important that investments of idle cash be highly liquid and risk-free. A liquid investment is one with a market in which someone is always willing to buy or sell the investment. A risk-free investment means there is no concern that the party will default on its promise to pay its principal and interest. For example, using excess cash to purchase stock in a small company because you heard that it was probably going to increase in value in the near term is totally inappropriate. First, the stock of small companies is often illiquid. Second, if the stock suddenly decreases in value, you might be forced to sell the stock at a loss in order to pay your bills as they come due. The most common form of liquid investments is interest-paying U.S. government securities.
Illustration 7.15 summarizes these five principles of cash management.
ILLUSTRATION 7.15 Five principles of sound cash management
Because cash is so vital to a company, planning the company’s cash needs is a key business activity. It enables the company to plan ahead to cover possible cash shortfalls and to make investments of idle funds. The cash budget shows anticipated cash flows, usually over a one- to two-year period (see Decision Tools). In this section, we introduce the basics of cash budgeting. More advanced discussion of cash budgets and budgets in general is provided in managerial accounting texts.
As shown in Illustration 7.16, the cash budget contains three sections—cash receipts, cash disbursements, and financing—and the beginning and ending cash balances.
Any Company Cash Budget For the Period Ending |
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Beginning cash balance | $X,XXX | |||
Add: Cash receipts (itemized) | X,XXX | |||
Total available cash | X,XXX | |||
Less: Cash disbursements (itemized) | X,XXX | |||
Excess (deficiency) of available cash over cash disbursements | X,XXX | |||
Financing | ||||
Add: Borrowings | X,XXX | |||
Less: Repayments | X,XXX | |||
Ending cash balance | $X,XXX |
The Cash receipts section includes expected receipts from the company’s principal source(s) of cash, such as cash sales and collections from customers on credit sales. This section also shows anticipated receipts of interest and dividends, and proceeds from planned sales of investments, plant assets, and the company’s capital stock.
The Cash disbursements section shows expected payments for inventory, labor, overhead, and selling and administrative expenses. It also includes projected payments for income taxes, dividends, investments, and plant assets. Note that it does not include depreciation since depreciation expense does not use cash.
The Financing section shows expected borrowings and repayments of borrowed funds plus interest. Financing is needed when there is a cash deficiency or when the cash balance is less than management’s minimum required balance.
To minimize detail, we will assume that Hayes Company prepares an annual cash budget by quarters. Preparing a cash budget requires making some assumptions. For example, Hayes makes assumptions regarding collection of accounts receivable, sales of securities, payments for materials and salaries, and purchases of property, plant, and equipment. The accuracy of the cash budget is very dependent on the accuracy of these assumptions.
In Illustration 7.17, we present the cash budget for Hayes. The budget indicates that the company will need $3,000 of financing in the second quarter to maintain a minimum cash balance of $15,000. Since there is an excess of available cash over disbursements of $22,500 at the end of the third quarter, Hayes will repay the borrowing, plus $100 interest, in that quarter.
ILLUSTRATION 7.17 Sample cash budget
Hayes Company Cash Budget For the Year Ending December 31, 2025 |
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Quarter | |||||||||||
1 | 2 | 3 | 4 | ||||||||
Beginning cash balance | $ 38,000 | $ 25,500 | $ 15,000 | $ 19,400 | |||||||
Add: Cash receipts | |||||||||||
Collections from customers | 168,000 | 198,000 | 228,000 | 258,000 | |||||||
Sale of securities | 2,000 | 0 | 0 | 0 | |||||||
Total receipts | 170,000 | 198,000 | 228,000 | 258,000 | |||||||
Total available cash | 208,000 | 223,500 | 243,000 | 277,400 | |||||||
Less: Cash disbursements | |||||||||||
Inventory | 23,200 | 27,200 | 31,200 | 35,200 | |||||||
Salaries | 62,000 | 72,000 | 82,000 | 92,000 | |||||||
Selling and administrative expenses (excluding depreciation) | 94,300 | 99,300 | 104,300 | 109,300 | |||||||
Purchase of truck | 0 | 10,000 | 0 | 0 | |||||||
Income tax expense | 3,000 | 3,000 | 3,000 | 3,000 | |||||||
Total disbursements | 182,500 | 211,500 | 220,500 | 239,500 | |||||||
Excess (deficiency) of available cash over disbursements | 25,500 | 12,000 | 22,500 | 37,900 | |||||||
Financing | |||||||||||
Add: Borrowings | 0 | 3,000 | 0 | 0 | |||||||
Less: Repayments—plus $100 interest | 0 | 0 | 3,100 | 0 | |||||||
Ending cash balance | $ 25,500 | $ 15,000 | $ 19,400 | $ 37,900 |
A cash budget contributes to more effective cash management. For example, it can show when a company will need additional financing well before the actual need arises. Conversely, it can indicate when the company will have excess cash available for investments or other purposes.
The operation of a petty cash fund involves (1) establishing the fund, (2) making payments from the fund, and (3) replenishing the fund.
Two essential steps in establishing a petty cash fund are as follows.
Ordinarily, a company expects the amount in the fund to cover anticipated disbursements for a three- to four-week period.
To establish the fund, a company issues a check payable to the petty cash custodian for the stipulated amount. For example, if Laird Company decides to establish a $100 fund on March 1, the general journal entry is as follows.
Mar. 1 | Petty Cash | 100 | |
Cash | 100 | ||
(To establish a petty cash fund) |
The fund custodian cashes the check and places the proceeds in a locked petty cash box or drawer. Most petty cash funds are established on a fixed-amount basis. The company will make no additional entries to the Petty Cash account unless management changes the stipulated amount of the fund. For example, if Laird decides on July 1 to increase the size of the fund to $250, it would debit Petty Cash $150 and credit Cash $150.
The petty cash custodian has the authority to make payments from the fund that conform to prescribed management policies. Usually, management limits the size of expenditures that come from petty cash. Likewise, it may not permit use of the fund for certain types of transactions (such as making short-term loans to employees).
Each payment from the fund must be documented on a prenumbered petty cash receipt (or petty cash voucher), as shown in Illustration 7A.1. The signatures of both the fund custodian and the person receiving payment are required on the receipt. If other supporting documents such as a freight bill or invoice are available, they should be attached to the petty cash receipt (see Helpful Hint).
ILLUSTRATION 7A.1 Petty cash receipt
The petty cash custodian keeps the receipts in the petty cash box until the fund is replenished.
The company does not make an accounting entry to record a payment when it is made from petty cash. It is considered both inexpedient and unnecessary to do so. Instead, the company recognizes the accounting effects of each payment when it replenishes the fund.
When the money in the petty cash fund reaches a minimum level, the company replenishes the fund as follows (see Helpful Hint).
To illustrate, assume that on March 15 Laird’s petty cash custodian requests a check for $87. The fund contains $13 cash and petty cash receipts for postage $44, freight-out $38, and miscellaneous expenses $5. The general journal entry to record the check is as follows.
Mar. 15 | Postage Expense | 44 | |
Freight-Out | 38 | ||
Miscellaneous Expense | 5 | ||
Cash | 87 | ||
(To replenish petty cash fund) |
Note that the reimbursement entry does not affect the Petty Cash account.
Occasionally, in replenishing a petty cash fund, the company may need to recognize a cash shortage or overage. This results when the total of the cash plus receipts in the petty cash box does not equal the established amount of the petty cash fund. To illustrate, assume that Laird’s petty cash custodian has only $12 in cash in the fund plus the receipts as listed. The request for reimbursement would therefore be for $88, and Laird would make the following entry.
Mar. 15 | Postage Expense | 44 | |
Freight-Out | 38 | ||
Miscellaneous Expense | 5 | ||
Cash Over and Short | 1 | ||
Cash | 88 | ||
(To replenish petty cash fund) |
Conversely, if the custodian has $14 in cash, the reimbursement request would be for $86. The company would credit Cash Over and Short for $1 (overage). A company reports a debit balance in Cash Over and Short in the income statement as miscellaneous expense (see Helpful Hint). It reports a credit balance in the account as miscellaneous revenue. The company closes Cash Over and Short to Income Summary at the end of the year.
Companies should replenish a petty cash fund at the end of the accounting period, regardless of the cash in the fund. Replenishment at this time is necessary in order to recognize the effects of the petty cash payments on the financial statements.
Internal control over a petty cash fund is strengthened by:
A fraud is a dishonest act by an employee that results in personal benefit to the employee at a cost to the employer. The fraud triangle refers to the three factors that contribute to fraudulent activity by employees: opportunity, financial pressure, and rationalization. Internal control consists of all the related methods and measures adopted within an organization to safeguard assets, enhance the reliability of accounting records, increase efficiency of operations, and ensure compliance with laws and regulations.
The principles of internal control are establishment of responsibility, segregation of duties, documentation procedures, physical controls, independent internal verification, and human resource controls.
Internal controls over cash receipts include (a) designating only personnel such as cashiers to handle cash; (b) assigning the duties of receiving cash, recording cash, and having custody of cash to different individuals; (c) obtaining remittance advices for mail receipts, cash register tapes or computer records for over-the-counter receipts, and deposit slips for bank deposits; (d) using company safes and bank vaults to store cash with access limited to authorized personnel, and using cash registers or point-of-sale terminals in executing over-the-counter receipts; (e) making independent daily counts of register receipts and daily comparisons of total receipts with total deposits; and (f) conducting background checks and bonding personnel who handle cash, as well as requiring them to take vacations.
Internal controls over cash disbursements include (a) having only specified individuals such as the treasurer authorized to sign checks and approve vendors; (b) assigning the duties of approving items for payment, paying the items, and recording the payment to different individuals; (c) using prenumbered checks and accounting for all checks, with each check supported by an approved invoice; after payment, stamping each approved invoice “paid”; (d) storing blank checks in a safe or vault with access restricted to authorized personnel, and using a machine with indelible ink to imprint amounts on checks; (e) comparing each check with the approved invoice before issuing the check, and making monthly reconciliations of bank and book balances; and (f) bonding personnel who handle cash, requiring employees to take vacations, and conducting background checks.
In reconciling the bank account, it is customary to reconcile the balance per books and the balance per bank to their adjusted balance. The steps reconciling the Cash account are to determine deposits in transit and electronic funds transfers received by bank, outstanding checks and electronic payments, errors by the depositor or the bank, and unrecorded bank memoranda.
Cash is listed first in the current assets section of the balance sheet. Companies often report cash together with cash equivalents. Cash restricted for a special purpose is reported separately as a current asset or as a noncurrent asset, depending on when the company expects to use the cash.
The basic principles of cash management include (a) increase the speed of receivables collection, (b) keep inventory levels low, (c) monitor the timing of payment of liabilities, (d) plan timing of major expenditures, and (e) invest idle cash.
The three main elements of a cash budget are the cash receipts section, cash disbursements section, and financing section.
In operating a petty cash fund, a company establishes the fund by appointing a custodian and determining the size of the fund. The custodian makes payments from the fund for documented expenditures. The company replenishes the fund as needed, and at the end of each accounting period. Accounting entries to record payments are made each time the fund is replenished.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Are the company’s financial statements supported by adequate internal controls? | Auditor’s report, management discussion and analysis, articles in financial press | The principles of internal control activities are (1) establishment of responsibility, (2) segregation of duties, (3) documentation procedures, (4) physical controls, (5) independent internal verification, and (6) human resource controls. | If any indication is given that these or other controls are lacking, use the financial statements with caution. |
Is all of the company’s cash available for general use? | Balance sheet and notes to financial statements | The company reports restricted cash in assets section of balance sheet. | A restriction on the use of cash limits management’s ability to use those resources for general obligations. This might be considered when assessing liquidity. |
Will the company be able to meet its projected cash needs? | Cash budget (typically available only to management) | The cash budget shows projected sources and uses of cash. If cash uses exceed internal cash sources, then the company must look for outside sources. | Two issues: (1) Are management’s projections reasonable? (2) If outside sources are needed, are they available? |
1. (LO 1) Which of the following is not an element of the fraud triangle?
c. Segregation of duties is not an element of the fraud triangle. The other choices are fraud triangle elements.
2. (LO 1) Internal control is used in a business to:
d. Safeguarding a company’s assets, enhancing the accuracy and reliability of its accounting records, and ensuring compliance with laws and regulations are all aspects of internal control.
3. (LO 1) The principles of internal control do not include:
c. Management responsibility is not one of the principles of internal control. The other choices are true statements.
4. (LO 1) Physical controls do not include:
b. Independent bank reconciliations are not a physical control. The other choices are true statements.
5. (LO 1) Which of the following was not a result of the Sarbanes-Oxley Act?
a. Filing financial statements with the IRS is not a result of the Sarbanes-Oxley Act (SOX); SOX focuses on the prevention or detection of fraud. The other choices are results of SOX.
6. (LO 1) Which of the following control activities is not relevant when a company uses a computerized (rather than manual) accounting system?
d. Establishment of responsibility, segregation of duties, and independent internal verification are all relevant to a computerized system. Although choices (a), (b), and (c) are correct, choice (d) is the better answer.
7. (LO 2) Permitting only designated personnel such as cashiers to handle cash receipts is an application of the principle of:
b. Permitting only designated personnel to handle cash receipts is an application of the principle of establishment of responsibility, not (a) segregation of duties, (c) independent internal verification, or (d) human resource controls.
8. (LO 2) The use of prenumbered checks in disbursing cash is an application of the principle of:
d. The use of prenumbered checks in disbursing cash is an application of the principle of documentation procedures, not (a) establishment of responsibility, (b) segregation of duties, or (c) physical controls.
9. (LO 3) The control features of a bank account do not include:
a. Having bank auditors verify the correctness of the bank balance per books is not one of the control features of a bank account. The other choices are true statements.
10. (LO 3) In a bank reconciliation, deposits in transit are:
c. Deposits in transit are added to the bank balance on a bank reconciliation, not (a) deducted from the book balance, (b) added to the book balance, or (d) deducted from the bank balance.
11. (LO 3) The reconciling item in a bank reconciliation that will result in an adjusting entry by the depositor is:
d. Because the depositor does not know the amount of the bank service charges until the bank statement is received, an adjusting entry must be made when the statement is received. The other choices are incorrect because (a) outstanding checks do not require an adjusting entry by the depositor because the checks have already been recorded in the depositor’s books, (b) deposits in transit do not require an adjusting entry by the depositor because the deposits have already been recorded in the depositor’s books, and (c) bank errors do not require an adjusting entry by the depositor, but the depositor does need to inform the bank of the error so it can be corrected.
12. (LO 4) Which of the following items in a cash drawer at November 30 is not cash?
c. An NSF check should not be considered cash. The other choices are true statements.
13. (LO 4) Which statement correctly describes the reporting of cash?
c. Cash is listed first in the current assets section. The other choices are incorrect because (a) cash and cash equivalents can be appropriately combined when reporting cash on the balance sheet, (b) restricted cash is not to be combined with cash when reporting cash on the balance sheet, and (d) restricted funds can be reported as current assets if they will be used within one year.
14. (LO 4) Which of the following would not be an example of good cash management?
b. Investing excess cash to purchase stock in a small company is inappropriate because the stock of small companies is often not easily converted to cash. Choices (a) providing discounts to customers to encourage early payment, (c) carefully monitoring payments so that cash is held until just before the payment date of liabilities, and (d) keeping inventory levels low are all good cash management practices.
15. (LO 4) Which of the following is not one of the sections of a cash budget?
d. Cash from operations is not a section of a cash budget. Choices (a) cash receipts section, (b) cash disbursements section, and (c) financing section are all elements of a cash budget.
*16. (LO 5) A check is written to replenish a $100 petty cash fund when the fund contains receipts of $94 and $4 in cash. In recording the check:
a. When this check is recorded, the company should debit Cash Over and Short for the shortage of $2 (total of the receipts plus cash in the drawer ($98) versus $100), not (b) debit Petty Cash for $94, (c) credit Cash for $94, or (d) credit Petty Cash for $2.
Prepare partial bank reconciliation.
1. (LO 3) At August 31, Saladino Company has the following bank information: cash balance per bank $5,200, outstanding checks $1,462, deposits in transit $1,211, and a bank debit memo $110. Determine the adjusted cash balance per bank at July 31.
Cash balance per bank | $5,200 |
Add: Deposits in transit | 1,211 |
6,411 | |
Less: Outstanding checks | 1,462 |
Adjusted cash balance per bank | $4,949 |
Explain the statement presentation of cash balances.
2. (LO 4) Zian Company has the following cash balances: Cash in Bank $18,762, Payroll Bank Account $8,000, Petty Cash $150, and Plant Expansion Fund Cash $30,000 to be used 2 years from now. Explain how each balance should be reported on the balance sheet.
Zian Company should report Cash in Bank, Payroll Bank Account, and Petty Cash as current assets (usually combined as one Cash amount). Plant Expansion Fund Cash should be reported as a noncurrent asset, assuming the fund is not expected to be used during the next year.
Prepare a cash budget.
3. (LO 4) The following information is available for Bohemia Company for the month of June: expected cash receipts $73,000, expected cash disbursements $81,000, and cash balance on June 1, $10,000. Management wishes to maintain a minimum cash balance of $11,000. Prepare a basic cash budget for the month of June.
Bohemia Company Cash Budget For the Month of June |
||||
Beginning cash balance | $10,000 | |||
Add: Cash receipts | 73,000 | |||
Total available cash | 83,000 | |||
Less: Cash disbursements | 81,000 | |||
Excess of available cash over cash disbursements | 2,000 | |||
Add: Borrowings | 9,000 | |||
Ending cash balance | $11,000 |
Prepare entry to replenish a petty cash fund.
*4. (LO 5) On May 31, Tyler’s petty cash fund of $200 is replenished when the fund contains $7 in cash and receipts for postage $105, freight-out $49, and miscellaneous expense $40. Prepare the journal entry to record the replenishment of the petty cash fund.
May 31 | Postage Expense | 105 | |
Freight-Out | 49 | ||
Miscellaneous Expense | 40 | ||
Cash ($200 – $7) | 193 | ||
Cash Over and Short | 1 |
Indicate whether procedure is good or weak internal control.
1. (LO 1, 2) Listed below are five procedures followed by Shepherd Company.
Instructions
Indicate whether each procedure is an example of good internal control or of weak internal control. If it is an example of good internal control, indicate which internal control principle is being followed. If it is an example of weak internal control, indicate which internal control principle is violated. Use the table below.
Procedure | IC Good or Weak? | Related Internal Control Principle |
1. | ||
2. | ||
3 | ||
4. | ||
5. |
Procedure | IC Good or Weak? | Related Internal Control Principle | ||
1. | Good | Independent internal verification | ||
2. | Good | Physical controls | ||
3. | Good | Human resource controls | ||
4. | Weak | Establishment of responsibility | ||
5. | Weak | Segregation of duties |
Prepare bank reconciliation and adjusting entries.
2. (LO 3) The information below relates to the Cash account in the ledger of Ansel Company.
The June bank statement shows a balance of $16,422 on June 30 and the following memoranda.
Credits | Debits | |||
Collection of $1,530 from customers through electronic funds transfer | $1,530 | NSF check: Anne Adams | $425 | |
Safety deposit box rent | $35 | |||
Interest earned on checking account | $35 |
At June 30, deposits in transit were $4,750, and outstanding checks totaled $2,383.
Instructions
Ansel Company Bank Reconciliation June 30 |
||||
Cash balance per bank statement | $16,422 | |||
Add: Deposits in transit | 4,750 | |||
21,172 | ||||
Less: Outstanding checks | 2,383 | |||
Adjusted cash balance per bank | $18,789 | |||
Cash balance per books | $17,704 | |||
Add:Electronic funds transfer received | $1,530 | |||
Interest earned | 35 | 1,565 | ||
19,269 | ||||
Less: NSF check | 425 | |||
Safety deposit box rent | 55 | 480 | ||
Adjusted cash balance per books | $18,789 |
June30 | Cash | 1,530 | |
Accounts Receivable | 1,530 | ||
30 | Cash | 35 | |
Interest Revenue | 35 | ||
30 | Accounts Receivable (Anne Adams) | 425 | |
Cash | 425 | ||
30 | Bank Charges Expense | 55 | |
Cash | 55 |
Prepare bank reconciliation and journalize entries.
(LO 3) Trillo Company’s bank statement for May 2025 shows these data.
Balance May 1 | $12,650 | Balance May 31 | $14,280 |
Debit memorandum: | Credit memorandum: | ||
NSF check | 175 | Collection from customer of electronic funds transfer | 505 |
The cash balance per books at May 31 is $13,319. Your review of the data reveals the following.
Instructions
Cash balance per bank statement | $14,280 | |
Add: Deposits in transit | 1,752 | |
16,032 | ||
Less: Outstanding checks | 2,410 | |
Adjusted cash balance per bank | $13,622 | |
Cash balance per books | $13,319 | |
Add: Electronic funds transfer received | 505 | |
13,824 | ||
Less: NSF check | $175 | |
Error in recording check ($352 − $325) | 27 | 202 |
Adjusted cash balance per books | $13,622 |
May 31 | Cash | 505 | |
Accounts Receivable | 505 | ||
(To record receipt of electronic funds transfer) | |||
31 | Accounts Receivable (Hup Co.) | 175 | |
Cash | 175 | ||
(To record NSF check from Hup Co.) | |||
31 | Accounts Payable | 27 | |
Cash | 27 | ||
(To correct error in recording check) |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1. A local bank reported that it lost $150,000 as the result of employee fraud. Ray Fairburn is not clear on what is meant by “employee fraud.” Explain the meaning of fraud to Ray and give an example of fraud that might occur at a bank.
2. Fraud experts often say that there are three primary factors that contribute to employee fraud. Identify the three factors and explain what is meant by each.
3. Identify the five components of a good internal control system.
4. “Internal control is concerned only with enhancing the accuracy of the accounting records.” Do you agree? Explain.
5. Discuss how the Sarbanes-Oxley Act has increased the importance of internal control to top managers of a company.
6. What principles of internal control apply to most businesses?
7. In the corner grocery store, all sales clerks make change out of one cash register drawer. Is this a violation of internal control? Why?
8. Branden Doyle is reviewing the principle of segregation of duties. What are the two common applications of this principle?
9. How do documentation procedures contribute to good internal control?
10. What internal control objectives are met by physical controls?
11.
12. As the company accountant, explain the following ideas to the management of Ortiz Company.
13. Discuss the human resources department’s involvement in internal controls.
14. Robbins Inc. owns the following assets at the balance sheet date.
Cash in bank—savings account | $ 8,000 |
Cash on hand | 1,100 |
Cash refund due from the IRS | 1,000 |
Checking account balance | 12,000 |
Postdated checks | 500 |
What amount should be reported as Cash in the balance sheet?
15. What principle(s) of internal control is (are) involved in making daily cash counts of over-the-counter receipts?
16. Assume that Kohl’s Department Stores installed new cash registers in its stores. How do cash registers improve internal control over cash receipts?
17. At Lazlo Wholesale Company, two mail clerks open all mail receipts. How does this strengthen internal control?
18. “To have maximum effective internal control over cash disbursements, all payments should be made by check or electronic funds transfer.” Is this true? Explain.
19. Pauli Company’s internal controls over cash disbursements provide for the treasurer to sign checks imprinted by a checkwriter after comparing the check with the approved invoice. Identify the internal control principles that are present in these controls.
20. How do these principles apply to cash disbursements?
21. What is the essential feature of an electronic funds transfer (EFT) procedure?
22. “The use of a bank contributes significantly to good internal control over cash.” Is this true? Why?
23. Hank Cook is confused about the lack of agreement between the cash balance per books and the balance per bank. Explain the causes for the lack of agreement to Hank and give an example of each cause.
24. Identify the basic principles of cash management.
25. Trisha Massey asks for your help concerning an NSF check. Explain to Trisha (a) what an NSF check is, (b) how it is treated in a bank reconciliation, and (c) whether it will require an adjusting entry on the company’s books.
26.
27. What was Apple’s balance in cash and cash equivalents at September 26, 2020? Did it report any restricted cash? How did Apple define cash equivalents?
*28.
Identify fraud triangle concepts.
BE7.1 (LO 1), K Match each situation with the fraud triangle factor (opportunity, financial pressure, or rationalization) that best describes it.
Indicate internal control concepts.
BE7.2 (LO 1), C Shelly Eckert has prepared the following list of statements about internal control.
Identify each statement as true or false. If false, indicate how to correct the statement.
Explain the importance of internal control.
BE7.3 (LO 1), C Pat Buhn is the new owner of Young Co. She has heard about internal control but is not clear about its importance for her business. Explain to Pat the four purposes of internal control, and give her one application of each purpose for Young Co.
Identify internal control principles.
BE7.4 (LO 1), C The internal control procedures in Dayton Company result in the following provisions. Identify the principles of internal control that are being followed in each case.
Identify the internal control principles applicable to cash receipts.
BE7.5 (LO 2), C Jolson Company has the following internal control procedures over cash receipts. Identify the internal control principle that is applicable to each procedure.
Make journal entries for cash overage and shortfall.
BE7.6 (LO 2), AP The cash register tape for Bluestem Industries reported sales of $6,871.50. Record the journal entry that would be necessary for each of the following situations. (a) Sales per cash register tape exceeds cash on hand by $50.75. (b) Cash on hand exceeds cash reported by cash register tape by $28.32.
Make journal entry using cash count sheet.
BE7.7 (LO 2), AP While examining cash receipts information, the accounting department determined the following information: opening cash balance $150, cash on hand $1,125.74, and cash sales per register tape $988.62. Prepare the required journal entry based upon the cash count sheet.
Identify the internal control principles applicable to cash disbursements.
BE7.8 (LO 2), C Tott Company has the following internal control procedures over cash disbursements. Identify the internal control principle that is applicable to each procedure.
Identify the control features of a bank account.
BE7.9 (LO 3), C Luke Roye is uncertain about the control features of a bank account. Explain the control benefits of (a) a checking account and (b) a bank statement.
Indicate location of reconciling items in a bank reconciliation.
BE7.10 (LO 3), C The following reconciling items are applicable to the bank reconciliation for Forde Co. Indicate how each item should be shown on a bank reconciliation.
Identify reconciling items that require adjusting entries.
BE7.11 (LO 3), C Using the data in BE7.10, indicate (a) the items that will result in an adjustment to the depositor’s records and (b) why the other items do not require adjustment.
Prepare partial bank reconciliation.
BE7.12 (LO 3), AP At July 31, Planter Company has this bank information: cash balance per bank $7,291, outstanding checks $762, deposits in transit $1,350, and a bank service charge $40. Determine the adjusted cash balance per bank at July 31.
Analyze outstanding checks.
BE7.13 (LO 3), AP In the month of November, Fiesta Company Inc. wrote checks in the amount of $9,750. In December, checks in the amount of $11,762 were written. In November, $8,800 of these checks were presented to the bank for payment, and $10,889 in December. There were no outstanding checks at the beginning of November. What is the amount of outstanding checks at the end of November? At the end of December?
Prepare partial bank reconciliation.
BE7.14 (LO 3), AP At August 31, Pratt Company has a cash balance per books of $9,500 and the following additional data from the bank statement: charge for printing Pratt Company checks $35 and interest earned on checking account balance $40. In addition, Pratt Company has outstanding checks of $800. Determine the adjusted cash balance per books at August 31.
Explain the statement presentation of cash balances.
BE7.15 (LO 4), C Spahn Company has these cash balances: cash in bank $12,742, payroll bank account $6,000, and plant expansion fund cash $25,000. Explain how each balance should be reported on the balance sheet.
Prepare a cash budget.
BE7.16 (LO 4), AP The following information is available for Bonkers Company for the month of January: expected cash receipts $59,000, expected cash disbursements $67,000, and cash balance on January 1, $12,000. Management wishes to maintain a minimum cash balance of $9,000. Prepare a basic cash budget for the month of January.
Prepare entry to replenish a petty cash fund.
*BE7.17 (LO 5), AP On March 20, Harbor’s petty cash fund of $100 is replenished when the fund contains $19 in cash and receipts for postage $40, supplies $26, and travel expense $15. Prepare the journal entry to record the replenishment of the petty cash fund.
Identify violations of control activities.
DO IT! 7.1 (LO 1), C Identify which control activity is violated in each of the following situations, and explain how the situation creates an opportunity for fraud or inappropriate accounting practices.
Design system of internal control over cash receipts.
DO IT! 7.2 (LO 2), C Wes Unsel is concerned with control over mail receipts at Wooden Sporting Goods. All mail receipts are opened by Mel Blount. Mel sends the checks to the accounting department, where they are stamped “For Deposit Only.” The accounting department records and deposits the mail receipts weekly. Wes asks your help in installing a good system of internal control over mail receipts.
Explain treatment of items in bank reconciliation.
DO IT! 7.3 (LO 3), C Ned Douglas owns Ned’s Blankets. Ned asks you to explain how he should treat the following reconciling items when reconciling the company’s bank account.
Analyze statements about the reporting of cash.
DO IT! 7.4a (LO 4), AP Indicate whether each of the following statements is true or false. If false, indicate how to correct the statement.
Prepare a cash budget.
DO IT! 7.4b (LO 4), AP Stern Corporation’s management wants to maintain a minimum monthly cash balance of $8,000. At the beginning of September, the cash balance is $12,270, expected cash receipts for September are $97,200, and cash disbursements are expected to be $115,000. How much cash, if any, must Stern borrow to maintain the desired minimum monthly balance? Determine your answer by using the basic form of the cash budget.
Identify the principles of internal control.
E7.1 (LO 1), C Bank employees use a system known as the “maker-checker” system. An employee will record an entry in the appropriate journal, and then a supervisor will verify and approve the entry. These days, as all of a bank’s accounts are computerized, the employee first enters a batch of entries into the computer, and then the entries are posted automatically to the general ledger account after the supervisor approves them on the system.
Access to the computer system is password-protected and task-specific, which means that the computer system will not allow the employee to approve a transaction or the supervisor to record a transaction.
Instructions
Identify the principles of internal control inherent in the “maker-checker” procedure used by banks.
Identify the principles of internal control.
E7.2 (LO 1), C Ricci’s Pizza operates strictly on a carryout basis. Customers pick up their orders at a counter where a clerk exchanges the pizza for cash. While at the counter, the customer can see other employees making the pizzas and the large ovens in which the pizzas are baked.
Instructions
Identify the six principles of internal control and give an example of each principle that you might observe when picking up your pizza. (Note: It may not be possible to observe all the principles.)
Indicate whether procedure is good or weak internal control.
E7.3 (LO 1, 2), C Listed below are five procedures followed by Eikenberry Company.
Instructions
Indicate whether each procedure is an example of good internal control or of weak internal control. If it is an example of good internal control, indicate which internal control principle is being followed. If it is an example of weak internal control, indicate which internal control principle is violated. Use the table below.
Procedure | IC Good or Weak? | Related Internal Control Principle | ||
1. | ||||
2. | ||||
3. | ||||
4. | ||||
5. |
Indicate whether procedure is good or weak internal control.
E7.4 (LO 1, 2), C Listed below are five procedures followed by Gilmore Company.
Instructions
Indicate whether each procedure is an example of good internal control or of weak internal control. If it is an example of good internal control, indicate which internal control principle is being followed. If it is an example of weak internal control, indicate which internal control principle is violated. Use the table below.
Procedure | IC Good or Weak? | Related Internal Control Principle | ||
1. | ||||
2. | ||||
3. | ||||
4. | ||||
5. |
List internal control weaknesses over cash receipts and suggest improvements.
E7.5 (LO 2), E The following control procedures are used in Keaton Company for over-the-counter cash receipts.
Instructions
List internal control weaknesses for cash disbursements and suggest improvements.
E7.6 (LO 2), E The following control procedures are used in Bunny’s Boutique Shoppe for cash disbursements.
Instructions
Identify internal control weaknesses for cash disbursements and suggest improvements.
E7.7 (LO 2), E At Martinez Company, checks are not prenumbered because both the purchasing agent and the treasurer are authorized to issue checks. Each signer has access to unissued checks kept in an unlocked file cabinet. The purchasing agent pays all bills pertaining to goods purchased for resale. Prior to payment, the purchasing agent determines that the goods have been received and verifies the mathematical accuracy of the vendor’s invoice. After payment, the invoice is filed by vendor name and the purchasing agent records the payment in the cash disbursements journal. The treasurer pays all other bills following approval by authorized employees. After payment, the treasurer stamps all bills “paid,” files them by payment date, and records the checks in the cash disbursements journal. Martinez Company maintains one checking account that is reconciled by the treasurer.
Instructions
E7.8 (LO 3), AP The following information pertains to Ranchero Company.
In addition, $2,016 was collected for Ranchero Company in August by the bank through electronic funds transfer. The collection has not been recorded by Ranchero Company.
Instructions
Prepare bank reconciliation and adjusting entries.
E7.9 (LO 3), AP Rachel Sells is unable to reconcile the bank balance at January 31. Rachel’s reconciliation is shown here.
Cash balance per bank | $3,677.20 |
Add: NSF check | 450.00 |
Less: Bank service charge | 28.00 |
Adjusted balance per bank | $4,099.20 |
Cash balance per books | $3,975.20 |
Less: Deposits in transit | 590.00 |
Add: Outstanding checks | 770.00 |
Adjusted balance per books | $4,155.20 |
Instructions
Determine outstanding checks.
E7.10 (LO 3), AP At April 30, the bank reconciliation of Back 40 Company shows three outstanding checks: No. 254 $650, No. 255 $700, and No. 257 $410. The May bank statement and the May cash payments journal are given here.
Bank Statement Checks Paid |
||||
Date | Check No. | Amount | ||
5-4 | 254 | $650 | ||
5-2 | 257 | 410 | ||
5-17 | 258 | 159 | ||
5-12 | 259 | 275 | ||
5-20 | 260 | 925 | ||
5-29 | 263 | 480 | ||
5-30 | 262 | 750 |
Cash Payments Journal Checks Issued |
||||
Date | Check No. | Amount | ||
5-2 | 258 | $159 | ||
5-5 | 259 | 275 | ||
5-10 | 260 | 925 | ||
5-15 | 261 | 500 | ||
5-22 | 262 | 750 | ||
5-24 | 263 | 480 | ||
5-29 | 264 | 360 |
Instructions
Using step 2 in the reconciliation procedure, list the outstanding checks at May 31.
Prepare bank reconciliation and adjusting entries.
E7.11 (LO 3), P The following information pertains to Lance Company.
Instructions
Prepare bank reconciliation and adjusting entries.
E7.12 (LO 3), AP This information relates to the Cash account in the ledger of Howard Company.
Balance September 1—$16,400; Cash deposited—$64,000
Balance September 30—$17,600; Checks written—$62,800
The September bank statement shows a balance of $16,500 at September 30 and the following memoranda.
Credits | Debits | |||
Collection from customer of electronic funds transfer | $1,830 | NSF check: H. Kane | $560 | |
Interest earned on checking account | 45 | Safety deposit box rent | 60 |
At September 30, deposits in transit were $4,738 and outstanding checks totaled $2,383.
Instructions
Compute deposits in transit and outstanding checks for two bank reconciliations.
E7.13 (LO 3), AP The cash records of Upton Company show the following.
For July:
For September:
There were no bank debit or credit memoranda, and no errors were made by either the bank or Upton Company.
Instructions
Answer the following questions.
Prepare bank reconciliation and adjusting entries.
E7.14 (LO 3), AP Perth Inc.’s bank statement from Main Street Bank at August 31, 2025, gives the following information.
Balance, August 1 | $18,400 | Bank debit memorandum: | |
August deposits | 71,000 | Safety deposit box fee | $25 |
Checks cleared in August | 68,678 | Service charge | 50 |
Bank credit memorandum: | Balance, August 31 | 20,692 | |
Interest earned | 45 |
A summary of the Cash account in the ledger for August shows the following: balance, August 1, $18,700; receipts $74,000; disbursements $73,570; and balance, August 31, $19,130. Analysis reveals that the only reconciling items on the July 31 bank reconciliation were a deposit in transit for $4,800 and outstanding checks of $4,500. In addition, you determine that there was an error involving a company check drawn in August: A check for $400 to a creditor on account that cleared the bank in August was journalized and posted for $40.
Instructions
Identify reporting of cash.
E7.15 (LO 4), AP A new accountant at Wyne Inc. is trying to identify which of the amounts shown below should be reported as the current asset “Cash and cash equivalents” in the year-end balance sheet, as of April 30, 2025.
Instructions
Review cash management practices.
E7.16 (LO 4), C Lance, Art, and Wayne have joined together to open a law practice but are struggling to manage their cash flow. They haven’t yet built up sufficient clientele and revenues to support their legal practice’s ongoing costs. Initial costs, such as advertising, renovations to their premises, and the like, all result in outgoing cash flow at a time when little is coming in. Lance, Art, and Wayne haven’t had time to establish a billing system since most of their clients’ cases haven’t yet reached the courts, and the lawyers didn’t think it would be right to bill them until “results were achieved.”
Unfortunately, Lance, Art, and Wayne’s suppliers don’t feel the same way. Their suppliers expect them to pay their accounts payable within a few days of receiving their bills. So far, there hasn’t even been enough money to pay the three lawyers, and they are not sure how long they can keep practicing law without getting some money into their pockets.
Instructions
Can you provide any suggestions for Lance, Art, and Wayne to improve their cash management practices?
Prepare a cash budget for two months.
E7.17 (LO 4), AP Rigley Company expects to have a cash balance of $46,000 on January 1, 2025. These are the relevant monthly budget data for the first two months of 2025.
Instructions
Prepare a cash budget for January and February.
Prepare journal entries for a petty cash fund.
*E7.18 (LO 5), AP During October, Bismark Light Company experiences the following transactions in establishing a petty cash fund.
Oct.1 | A petty cash fund is established with a check for $150 issued to the petty cash custodian. | |||||
31 | A check was written to reimburse the fund and increase the fund to $200. A count of the petty cash fund disclosed the following items: | |||||
Currency | $59.00 | |||||
Coins | 0.70 | |||||
Expenditure receipts (vouchers): | ||||||
Supplies | $26.10 | |||||
Telephone, Internet, and fax | 16.40 | |||||
Postage | 39.70 | |||||
Freight-out | 6.80 |
Instructions
Journalize the entries in October that pertain to the petty cash fund.
Journalize and post petty cash fund transactions.
*E7.19 (LO 5), AP Kael Company maintains a petty cash fund for small expenditures. These transactions occurred during the month of August.
Aug.1 | Established the petty cash fund by writing a check payable to the petty cash custodian for $200. | |
15 | Replenished the petty cash fund by writing a check for $175. On this date, the fund consisted of $25 in cash and these petty cash receipts: freight-out $74.40, entertainment expense $36, postage expense $33.70, and miscellaneous expense $27.50. | |
16 | Increased the amount of the petty cash fund to $400 by writing a check for $200. | |
31 | Replenished the petty cash fund by writing a check for $283. On this date, the fund consisted of $117 in cash and these petty cash receipts: postage expense $145, entertainment expense $90.60, and freight-out $46.40. |
Instructions
Identify internal control weaknesses for cash receipts.
P7.1 (LO 2), C Gary Theater is in the Hoosier Mall. A cashier’s booth is located near the entrance to the theater. Two cashiers are employed. One works from 1:00 to 5:00 P.M., the other from 5:00 to 9:00 P.M. Each cashier is bonded. The cashiers receive cash from customers and operate a machine that ejects serially numbered tickets. The rolls of tickets are inserted and locked into the machine by the theater manager at the beginning of each cashier’s shift.
After purchasing a ticket, the customer takes the ticket to a doorperson stationed at the entrance of the theater lobby some 60 feet from the cashier’s booth. The doorperson tears the ticket in half, admits the customer, and returns the ticket stub to the customer. The other half of the ticket is dropped into a locked box by the doorperson.
At the end of each cashier’s shift, the theater manager removes the ticket rolls from the machine and makes a cash count. The cash count sheet is initialed by the cashier. At the end of the day, the manager deposits the receipts in total in a bank night deposit vault located in the mall. In addition, the manager sends copies of the deposit slip and the initialed cash count sheets to the theater company treasurer for verification and to the company’s accounting department. Receipts from the first shift are stored in a safe located in the manager’s office.
Instructions
Identify internal control weaknesses in cash receipts and cash disbursements.
P7.2 (LO 2), C Blue Bayou Middle School wants to raise money for a new sound system for its auditorium. The primary fund-raising event is a dance at which the famous disc jockey Kray Zee will play classic and not-so-classic dance tunes. Grant Hill, the music and theater instructor, has been given the responsibility for coordinating the fund-raising efforts. This is Grant’s first experience with fund-raising. He decides to put the eighth-grade choir in charge of the event; he will be a relatively passive observer.
Grant had 500 unnumbered tickets printed for the dance. He left the tickets in a box on his desk and told the choir students to take as many tickets as they thought they could sell for $5 each. In order to ensure that no extra tickets would be floating around, he told them to dispose of any unsold tickets. When the students received payment for the tickets, they were to bring the cash back to Grant, and he would put it in a locked box in his desk drawer.
Some of the students were responsible for decorating the gymnasium for the dance. Grant gave each of them a key to the money box and told them that if they took money out to purchase materials, they should put a note in the box saying how much they took and what it was used for. After 2 weeks, the money box appeared to be getting full, so Grant asked Lynn Dandi to count the money, prepare a deposit slip, and deposit the money in a bank account that Grant had opened.
The day of the dance, Grant wrote a check from the account to pay Kray Zee. The DJ said, however, that he accepted only cash and did not give receipts. So Grant took $200 out of the cash box and gave it to Kray. At the dance, Grant had Dana Uhler working at the entrance to the gymnasium, collecting tickets from students and selling tickets to those who had not pre-purchased them. Grant estimated that 400 students attended the dance.
The following day, Grant closed out the bank account, which had $250 in it, and gave that amount plus the $180 in the cash box to Principal Sanchez. Principal Sanchez seemed surprised that, after generating roughly $2,000 in sales, the dance netted only $430 in cash. Grant did not know how to respond.
Instructions
Identify as many internal control weaknesses as you can in this scenario, and suggest how each could be addressed.
Prepare a bank reconciliation and adjusting entries.
P7.3 (LO 3), AP On July 31, 2025, Keeds Company had a cash balance per books of $6,140. The statement from Dakota State Bank on that date showed a balance of $7,690.80. A comparison of the bank statement with the Cash account revealed the following facts.
Instructions
Adjusted cash bal. | $7,024.00 |
Prepare a bank reconciliation and adjusting entries from detailed data.
P7.4 (LO 3), AP The bank portion of the bank reconciliation for Bogalusa Company at October 31, 2025, is shown below.
Bogalusa Company Bank Reconciliation October 31, 2025 |
||
Cash balance per bank | $12,367.90 | |
Add: Deposits in transit | 1,530.20 | |
13,898.10 | ||
Less:Outstanding checks | ||
Check Number | Check Amount | |
2451 | $1,260.40 | |
2470 | 684.20 | |
2471 | 844.50 | |
2472 | 426.80 | |
2474 | 1,050.00 | 4,265.90 |
Adjusted cash balance per bank | $9,632.20 |
The adjusted cash balance per bank agreed with the cash balance per books at October 31. The November bank statement showed the following checks and deposits.
Bank Statement | |||||||
Checks and Debits | Deposits and Credits | ||||||
Date | Number | Amount | Date | Amount | |||
11-1 | 2470 | $684.20 | 11-1 | $1,530.20 | |||
11-2 | 2471 | 844.50 | 11-4 | 1,211.60 | |||
11-5 | 2474 | 1,050.00 | 11-8 | 990.10 | |||
11-4 | 2475 | 1,640.70 | 11-13 | 2,575.00 | |||
11-8 | 2476 | 2,830.00 | 11-18 | 1,472.70 | |||
11-10 | 2477 | 600.00 | 11-19 EFT | 2,242.00 | |||
11-15 | 2479 | 1,750.00 | 11-21 | 2,945.00 | |||
11-18 | 2480 | 1,330.00 | 11-25 | 2,567.30 | |||
11-27 | 2481 | 695.40 | 11-28 | 1,650.00 | |||
11-28 | SC | 85.00 | 11-30 | 1,186.00 | |||
11-30 | 2483 | 575.50 | Total | $18,369.90 | |||
11-29 | 2486 | 940.00 | |||||
Total | $13,025.30 |
The cash records per books for November showed the following.
Cash Payments Journal | ||||||||||||
Date | Number | Amount | Date | Number | Amount | |||||||
11-1 | 2475 | $1,640.70 | 11-20 | 2483 | $575.50 | |||||||
11-2 | 2476 | 2,830.00 | 11-22 | 2484 | 829.50 | |||||||
11-2 | 2477 | 600.00 | 11-23 | 2485 | 974.80 | |||||||
11-4 | 2478 | 538.20 | 11-24 | 2486 | 940.00 | |||||||
11-8 | 2479 | 1,705.00 | 11-29 | 2487 | 398.00 | |||||||
11-10 | 2480 | 1,330.00 | 11-30 | 2488 | 800.00 | |||||||
11-15 | 2481 | 695.40 | Total | $14,469.10 | ||||||||
11-18 | 2482 | 612.00 |
Cash Receipts Journal | |||
Date | Amount | ||
11-3 | $1,211.60 | ||
11-7 | 990.10 | ||
11-12 | 2,575.00 | ||
11-17 | 1,472.70 | ||
11-20 | 2,954.00 | ||
11-24 | 2,567.30 | ||
11-27 | 1,650.00 | ||
11-29 | 1,186.00 | ||
11-30 | 1,304.00 | ||
Total | $15,910.70 |
The bank statement contained two bank memoranda:
At November 30, the cash balance per books was $11,073.80 and the cash balance per bank statement was $17,712.50. The bank did not make any errors, but Bogalusa Company made two errors.
Instructions
Adjusted cash bal. | $13,176.80 |
Prepare a bank reconciliation and adjusting entries.
P7.5 (LO 3), AP Timmins Company of Emporia, Kansas, spreads herbicides and applies liquid fertilizer for local farmers. On May 31, 2025, the company’s Cash account per its general ledger showed a balance of $6,738.90.
The bank statement from Emporia State Bank on that date showed the following balance.
Emporia State Bank | ||
Checks and Debits | Deposits and Credits | Daily Balance |
XXX | XXX | 5-31 6,968.00 |
A comparison of the details on the bank statement with the details in the Cash account revealed the following facts.
Instructions
Adjusted cash bal. | $8,931.90 |
Prepare a comprehensive bank reconciliation with theft and internal control deficiencies.
P7.6 (LO 1, 2, 3), E Daisey Company is a very profitable small business. It has not, however, given much consideration to internal control. For example, in an attempt to keep clerical and office expenses to a minimum, the company has combined the jobs of cashier and bookkeeper. As a result, Bret Turrin handles all cash receipts, keeps the accounting records, and prepares the monthly bank reconciliations.
The balance per the bank statement on October 31, 2025, was $18,380. Outstanding checks were No. 62 for $140.75, No. 183 for $180, No. 284 for $253.25, No. 862 for $190.71, No. 863 for $226.80, and No. 864 for $165.28. Included with the statement was a credit memorandum of $185 indicating the collection of a note receivable for Daisey Company by the bank on October 25. This memorandum has not been recorded by Daisey.
The company’s ledger showed one Cash account with a balance of $21,877.72. The balance included undeposited cash on hand. Because of the lack of internal controls, Bret took for personal use all of the undeposited receipts in excess of $3,795.51. He then prepared the following bank reconciliation in an effort to conceal his theft of cash.
Cash balance per books, October 31 | $21,877.72 | |
Add: Outstanding checks | ||
No. 862 | $190.71 | |
No. 863 | 226.80 | |
No. 864 | 165.28 | 482.79 |
22,360.51 | ||
Less: Undeposited receipts | 3,795.51 | |
Unadjusted balance per bank, October 31 | 18,565.00 | |
Less: Bank credit memorandum | 185.00 | |
Cash balance per bank statement, October 31 | $18,380.00 |
Instructions
Adjusted cash bal. | $21,018.72 |
Prepare a cash budget.
P7.7 (LO 4), AP You are provided with the following information taken from Moynahan Inc.’s March 31, 2025, balance sheet.
Cash | $ 11,000 |
Accounts receivable | 20,000 |
Inventory | 36,000 |
Property, plant, and equipment, net of depreciation | 120,000 |
Accounts payable | 22,400 |
Common stock | 150,000 |
Retained earnings | 11,600 |
Additional information concerning Moynahan Inc. is as follows.
March (actual) | $46,000 |
April (budgeted) | 70,000 |
March | $18,400 | (40% of $46,000) |
April | 42,000 | (60% of $70,000) |
$60,400 |
Purchases March | $22,400 |
Purchases April | 28,100 |
$50,500 |
Instructions
Prepare a cash budget for the month of April. Determine how much cash Moynahan Inc. must borrow, or can repay, in April.
Apr. borrowings | $1,800 |
Prepare a cash budget.
P7.8 (LO 4), AP Bastille Corporation prepares monthly cash budgets. Here are relevant data from operating budgets for 2025.
January | February | |
Sales | $360,000 | $400,000 |
Purchases | 120,000 | 130,000 |
Salaries | 84,000 | 81,000 |
Administrative expenses | 72,000 | 75,000 |
Selling expenses | 79,000 | 88,000 |
All sales and purchases are on account. Budgeted collections and disbursement data are given below. All other expenses are paid in the month incurred. Administrative expenses include $1,000 of depreciation per month.
Other data.
The company’s cash balance on January 1, 2025, is expected to be $46,000. The company wants to maintain a minimum cash balance of $40,000.
Instructions
Prepare a cash budget for January and February.
Jan. 31 cash bal. | $43,000 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 6.)
CCC7
Part 1 Natalie is struggling to keep up with the recording of her accounting transactions. She is spending a lot of time marketing and selling mixers and giving her cookie classes. Her friend John is an accounting student who runs his own accounting service. He has asked Natalie if she would like to have him do her accounting.
John and Natalie meet and discuss her business. John suggests that he do the following for Natalie.
Instructions
Identify the weaknesses in internal control that you see in the system that John is recommending. (Consider the principles of internal control identified in the chapter.) Can you suggest any improvements if John is hired to do Natalie’s accounting?
Part 2 Natalie decides that she cannot afford to hire John to do her accounting. One way that she can ensure that her cash account does not have any errors and is accurate and up-to-date is to prepare a bank reconciliation at the end of each month.
Natalie would like you to help her. She asks you to prepare a bank reconciliation for June 2024using the following information.
GENERAL LEDGER—COOKIE CREATIONS INC. Cash |
|||||
Date | Explanation | Ref | Debit | Credit | Balance |
2024 | |||||
June 1 | Balance | 2,657 | |||
1 | 750 | 3,407 | |||
3 | Check #600 | 625 | 2,782 | ||
3 | Check #601 | 95 | 2,687 | ||
8 | Check #602 | 56 | 2,631 | ||
9 | 1,050 | 3,681 | |||
13 | Check #603 | 425 | 3,256 | ||
20 | 155 | 3,411 | |||
28 | Check #604 | 297 | 3,114 | ||
28 | 110 | 3,224 |
PREMIER BANK Statement of Account—Cookie Creations Inc. June 30, 2024 |
||||
Date | Explanation | Checks and Other Debits | Deposits | Balance |
May 31 | Balance | 3,256 | ||
June 1 | Deposit | 750 | 4,006 | |
6 | Check #600 | 625 | 3,381 | |
6 | Check #601 | 95 | 3,286 | |
8 | Check #602 | 56 | 3,230 | |
9 | Deposit | 1,050 | 4,280 | |
10 | NSF check | 100 | 4,180 | |
10 | NSF-fee | 35 | 4,145 | |
14 | Check #603 | 452 | 3,693 | |
20 | Deposit | 125 | 3,818 | |
23 | EFT-Telus | 85 | 3,733 | |
28 | Check #599 | 361 | 3,372 | |
30 | Bank charges | 13 | 3,359 |
Additional information:
Instructions
ACR7 On December 1, 2025, Ravenwood Company had the following account balances.
Debit | Credit | ||
Cash | $18,200 | Accumulated Depreciation—Equipment | $ 3,000 |
Notes Receivable | 2,000 | ||
Accounts Receivable | 7,500 | Accounts Payable | 6,100 |
Inventory | 16,000 | Common Stock | 50,000 |
Prepaid Insurance | 1,600 | Retained Earnings | 14,200 |
Equipment | 28,000 | $73,300 | |
$73,300 |
During December, the company completed the following transactions.
Dec.7 | Received $3,600 cash from customers in payment of account (no discount allowed). | |
12 | Purchased merchandise on account from Greene Co. $12,000, terms 1/10, n/30. | |
17 | Sold merchandise on account $16,000, terms 2/10, n/30. The cost of the merchandise sold was $10,000. | |
19 | Paid salaries $2,200. | |
22 | Paid Greene Co. in full, less discount. | |
26 | Received collections in full, less discounts, from customers billed on December 17. | |
31 | Received $2,700 cash from customers in payment of account (no discount allowed). |
Adjustment data:
Instructions
Prepare a bank reconciliation as of December 31 based on the available information. (Hint: The cash balance per books is $26,100. This can be proven by finding the balance in the Cash account from parts (a) and (b).)
f. | Totals | $89,925 |
g. | Net income | $ 2,455 |
Total assets | $73,180 |
DA7.1 Data visualization can be used to identify the occurrence of behavioral red flags.
Example: Recall the “Anatomy of a Fraud” examples presented in the chapter. Most people who commit fraud do leave clues, called red flags, that call attention to their actions. Sometimes, more than one red flag exists. Rarely, there are none.
Many of the red flags have common characteristics and can be divided into groups. For example, consider the following chart. Do you notice that several red flags are related to finances, while other red flags appear to have social and emotional ties? Both groups are tied to the pressure component of the fraud triangle, which will lead people to consider committing fraud.
Source: https://www.acfe.com/report-to-the-nations/2018/default.aspx
Unfortunately, even with 85% of incidents showing red flags (as noted in the chart, 15% of frauds indicated no red flags), much of the fraudulent activity is not identified until a loss has occurred. Nonetheless, it is important for managers to look out for red flags to help identify fraud situations as soon as possible.
DA7.1 Data visualization can be used to identify solutions and the impact of those solutions. Below are data that show controls in place and the impact on reducing the cost to the organization, in time or in money, of the fraud.
Control | Median Loss with Control in Place |
Median Loss with No Control |
% Reductions in Losses |
---|---|---|---|
Anti-fraud policy | $ 100,000 | $ 190,000 | 47% |
Code of conduct | 110,000 | 250,000 | 56% |
Dedicated fraud department, function, or team | 100,000 | 150,000 | 33% |
Employee support programs | 100,000 | 160,000 | 38% |
External audit of F/S | 120,000 | 170,000 | 29% |
External audit of ICFR | 100,000 | 200,000 | 50% |
Formal fraud risk assessment | 100,000 | 162,000 | 38% |
Fraud training for employees | 100,000 | 169,000 | 41% |
Fraud training for managers/executives | 100,000 | 153,000 | 35% |
Hotline | 100,000 | 200,000 | 50% |
Independent audit committee | 120,000 | 150,000 | 20% |
Internal audit department | 108,000 | 200,000 | 46% |
Job rotation/mandatory vacation | 100,000 | 130,000 | 23% |
Management certification of F/S | 109,000 | 192,000 | 43% |
Management review | 100,000 | 200,000 | 50% |
Proactive data monitoring/analysis | 80,000 | 165,000 | 52% |
Rewards for whistleblowers | 110,000 | 125,000 | 12% |
Surprise audits | 75,000 | 152,000 | 51% |
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA7.2 Fraud not only costs an organization money but also time. Data that show internal controls in place and the impact each control has on reducing the cost to the organization of the fraud, in time and in money, are presented here.
Control | % Time Reduction | % Reduction in Loss |
---|---|---|
Anti-fraud policy | 50% | 47% |
Code of conduct | 46% | 56% |
Dedicated fraud department, function, or team | 40% | 33% |
Employee support programs | 33% | 38% |
External audit of controls over financial reporting | 50% | 50% |
External audit of financial statements | 38% | 29% |
Formal fraud risk assessment | 50% | 38% |
Fraud training for employees | 50% | 41% |
Fraud training for managers/executives | 50% | 35% |
Hotline | 50% | 50% |
Independent audit committee | 48% | 20% |
Internal audit department | 50% | 46% |
Job rotation/mandatory vacation | 44% | 23% |
Management certification of financial statements | 50% | 43% |
Management review | 50% | 50% |
Proactive data monitoring/analysis | 58% | 52% |
Rewards for whistleblowers | 50% | 12% |
Surprise audits | 54% | 51% |
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
CT7.1 The financial statements of Apple Inc. are presented in Appendix A. The complete annual report, including the notes to its financial statements, is available at the company’s website.
Instructions
Using the financial statements and reports, answer these questions about Apple’s internal controls and cash.
CT7.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
Answer the following questions for each company.
CT7.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
Answer the following questions for each company.
CT7.4 The international accounting firm Ernst & Young performed a global survey on fraud. The results of that survey are summarized in a report titled 15th Global Fraud Survey 2018. You can find this report by doing an Internet search on the title.
Instructions
Read the Executive Summary section and then answer the following questions.
CT7.5 While blockchain technology is currently costly and complex, it has numerous potential benefits to improve internal control. An article by Ken Tysiac in the Journal of Accountancy entitled “Evaluating Blockchain and Internal Control Through a COSO Lens” discusses these potential benefits.
Instructions
Search for the Internet for the article and then describe the potential benefits of blockchain for each of the five primary components of internal control: (1) control environment, (2) risk assessment, (3) control activities, (4) information and communication, and (5) monitoring.
CT7.6 The Financial Accounting Standards Board (FASB) is a private organization established to improve accounting standards and financial reporting. The FASB conducts extensive research before issuing a “Statement of Financial Accounting Standards,” which represents an authoritative expression of generally accepted accounting principles.
Instructions
Go to the FASB website to answer the following questions.
CT7.7 The Public Company Accounting Oversight Board (PCAOB) was created as a result of the Sarbanes-Oxley Act. It has oversight and enforcement responsibilities over accounting firms in the United States.
Instructions
Go to the PCAOB website to answer the following questions.
CT7.8 Alternative Distributor Corp., a distributor of groceries and related products, is headquartered in Medford, Massachusetts.
During a recent audit, Alternative Distributor Corp. was advised that existing internal controls necessary for the company to develop reliable financial statements were inadequate. The audit report stated that the current system of accounting for sales, receivables, and cash receipts constituted a material weakness. Among other items, the report focused on nontimely deposit of cash receipts, exposing Alternative Distributor to potential loss or misappropriation, excessive past due accounts receivable due to lack of collection efforts, disregard of advantages offered by vendors for prompt payment of invoices, absence of appropriate segregation of duties by personnel consistent with appropriate control objectives, inadequate procedures for applying accounting principles, lack of qualified management personnel, lack of supervision by an outside board of directors, and overall poor recordkeeping.
Instructions
CT7.9 As a new auditor for the CPA firm of Blacke and Whyte, you have been assigned to review the internal controls over mail cash receipts of Simon Company. Your review reveals that checks are promptly endorsed “For Deposit Only,” but no list of the checks is prepared by the person opening the mail. The mail is opened either by the cashier or by the employee who maintains the accounts receivable records. Mail receipts are deposited in the bank weekly by the cashier.
Instructions
Write a letter to Frank Simon, owner of Simon Company, explaining the weaknesses in internal control and your recommendations for improving the system.
CT7.10 Banks charge fees for “bounced” checks—that is, checks that exceed the balance in the account. It has been estimated that processing bounced checks costs a bank roughly $1.50 per check. Thus, the profit margin on bounced checks is very high. Recognizing this, some banks have started to process checks from largest to smallest. By doing this, they maximize the number of checks that bounce if a customer overdraws an account. For example, NationsBank (now Bank of America) projected a $14 million increase in fee revenue as a result of processing largest checks first. In response to criticism, banks have responded that their customers prefer to have large checks processed first, because those tend to be the most important. At the other extreme, some banks will cover their customers’ bounced checks, effectively extending them an interest-free loan while their account is overdrawn.
Instructions
Answer each of the following questions.
Check Number | Amount | Check Number | Amount |
3150 | $ 35 | 3165 | $550 |
3162 | 400 | 3166 | 1,510 |
3169 | 180 |
Assuming a $30 fee assessed by the bank for each bounced check, how much fee revenue would the bank generate if it processed checks (1) from largest to smallest, (2) from smallest to largest, and (3) in order of check number?
CT7.11 The National Fraud Information Center (NFIC) was originally established in 1992 by the National Consumers League, the oldest nonprofit consumer organization in the United States, to fight the growing menace of telemarketing fraud by improving prevention and enforcement. It maintains a website that provides many useful fraud-related resources.
Instructions
Go to the NFIC website and find an item of interest to you. Write a short summary of your findings.
CT7.12 The print and electronic media are full of stories about potential security risks that can arise from your personal computer. It is important to keep in mind, however, that there are also many ways that your identity can be stolen other than from your computer. The federal government provides many resources to help protect you from identity thieves.
Instructions
Search the Internet for “ID Theft Faceoff Game” and then complete the quiz provided.
CT7.13 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
Fraud can occur anywhere. And because the three main factors that contribute to fraud are universal in nature, the principles of internal control activities are used globally by companies. While Sarbanes-Oxley (SOX) does not apply to international companies, most large international companies have internal controls similar to those indicated in the chapter. IFRS and GAAP are also very similar in accounting for cash. IAS No. 1 (revised), “Presentation of Financial Statements,” is the only standard that discusses issues specifically related to cash. The following are the key similarities and differences between GAAP and IFRS related to fraud, internal control, and cash.
1. Non-U.S companies that follow IFRS:
2. The Sarbanes-Oxley Act applies to:
3. High-quality international accounting requires both high-quality accounting standards and:
IFRS7.1 Some people argue that the internal control requirements of the Sarbanes-Oxley Act (SOX) put U.S. companies at a competitive disadvantage to companies outside the United States. Discuss the competitive implications (both pros and cons) of SOX.
IFRS7.2 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Using the notes to the company’s financial statements, what are Louis Vuitton’s accounting policies related to cash and cash equivalents?
Answers to IFRS Self-Test Questions
1. c2. a3. b
As indicated in the following Feature Story, receivables are a significant asset for Nike as well as many other retail companies. Because a large portion of sales in the United States are credit sales, receivables are important to companies in other industries as well. As a consequence, companies must pay close attention to their receivables and manage them carefully. In this chapter, you will learn what journal entries companies make when they sell products, when they collect cash from those sales, and when they write off accounts they cannot collect.
What major U.S corporation got its start 40 years ago with a waffle iron? Hint: It doesn’t sell food. That’s right, it’s Nike. In 1971, Nike co-founder Bill Bowerman put a piece of rubber into a kitchen waffle iron, and the trademark waffle sole was born.
Nike was co-founded by Bowerman and Phil Knight, a member of Bowerman’s University of Oregon track team. Bowerman got his start by making hand-crafted running shoes for his University of Oregon track team. Knight, after completing graduate school, started a small business importing low-cost, high-quality shoes from Japan. In 1964, the two joined forces, each contributing $500, and formed Blue Ribbon Sports, a partnership that marketed Japanese shoes.
It wasn’t until 1971 that the company began manufacturing its own line of shoes. With the new shoes came a new corporate name—Nike—the Greek goddess of victory. It is hard to imagine that the company one time had part-time employees selling shoes out of car trunks at track meets on a cash-and-carry basis.
As the business grew, Nike sold its shoes to sporting good shops and department stores on a credit basis. This necessitated receivables management. Today, with sales of $20.8 billion and accounts receivable of $3.1 billion, managing accounts receivable is vitally important to Nike’s success. A major mistake with its receivables will definitely affect its bottom line.
Nike has expanded its product line to a diverse range of products. This has increased sales revenue, but it has also complicated Nike’s receivables management efforts. Now, instead of selling shoes at a limited number of retail outlets, it sells its vast number of products to a diverse array of stores, large and small. For example, Nike golf clubs are sold at local country clubs and golf shops across the country, while soccer equipment can be sold directly to customers through Internet sales.
This diversification of its customer list complicates matters because Nike has to approve each new store or customer for credit sales, monitor cash collections, and pursue slow-paying accounts. That’s a lot of work. Maybe cash-and-carry wasn’t so bad after all.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Explain how companies recognize accounts receivable. |
|
DO IT! 1 Recognizing Accounts Receivable |
LO 2 Describe how companies value accounts receivable and record their disposition. |
|
DO IT! 2a Bad Debt Expense 2b Factoring |
LO 3 Explain how companies recognize, value, and dispose of notes receivable. |
|
DO IT! 3 Recognizing Notes Receivable |
LO 4 Describe the statement presentation of receivables and the principles of receivables management. |
|
DO IT! 4 Analysis of Receivables |
Go to the Review and Practice section at the end of the chapter for a review of key concepts and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
The term receivables refers to amounts due from individuals and companies.
Receivables are important because they represent one of a company’s most liquid assets. For many companies, receivables are also one of the largest assets. Illustration 8.1 lists receivables as a percentage of total assets for five well-known companies in a recent year.
ILLUSTRATION 8.1 Receivables as a percentage of assets
Company | Receivables as a Percentage of Total Assets | |
Ford | 25.6% | |
Tesla | 3.9 | |
Amazon | 10.3 | |
Caterpillar | 22.8 | |
Boeing | 12.2 |
The relative significance of a company’s receivables as a percentage of its assets depends on various factors: its industry, the time of year, whether it extends long-term financing, and its credit policies. To reflect important differences among receivables, they are frequently classified as (1) accounts receivable, (2) notes receivable, and (3) other receivables.
Accounts receivable are amounts customers owe on account. They result from the sale of goods and services. Companies generally expect to collect accounts receivable within 30 to 60 days. They are usually the most significant type of claim held by a company.
Notes receivable are a written promise (as evidenced by a formal instrument) for amounts to be received. The note normally requires the collection of interest and extends for time periods of 60–90 days or longer. Notes and accounts receivable that result from sales transactions are often called trade receivables.
Other receivables include nontrade receivables such as interest receivable, loans to company officers, advances to employees, and income taxes refundable. These do not generally result from the operations of the business. Therefore, they are generally classified and reported as separate items in the balance sheet (see Ethics Note).
Recognizing accounts receivable is relatively straightforward.
Recall that sellers sometimes offer sales discounts to encourage early payment by the buyer. If the buyer pays during the discount period, the receivable balance will be satisfied with a smaller cash payment. Also, the buyer might find some of the goods unacceptable and choose to return the unwanted goods. When a buyer returns goods that it previously purchased on credit, the receivable balance is reduced.
To review, assume that Patagonia on July 1, 2025, sells merchandise on account to Urban Outfitters for $1,000, terms 2/10, n/30. On July 5, Urban Outfitters returns merchandise with a sales price of $100 to Patagonia. On July 11, Patagonia receives payment from Urban Outfitters for the balance due. The journal entries to record these transactions on the books of Patagonia are as follows (see Helpful Hint). To simplify presentation, cost of goods sold entries are omitted here and in the end-of-chapter assignment requirements.
June1 | Accounts Receivable | 1000 | |
Sales Revenue | 1000 | ||
(To record sale of merchandise) | |||
July5 | Sales Returns and Allowances | 100 | |
Accounts Receivable | 100 | ||
(To record merchandise returned) | |||
July11 | Cash ($900 − $18) | 882 | |
Sales Discounts ($900 × .02) | 18 | ||
Accounts Receivable(To record collection of accounts receivable) | 900 |
Some retailers issue their own credit cards, such as the Amazon Store CardTM or the Target RedCardTM, which can only be used for purchases at their stores. When you use a retailer’s credit card, the retailer charges interest on the balance due if not paid within a specified period (usually 25–30 days).
To illustrate, assume that you use your Target RedCard to purchase clothing with a sales price of $300 on June 1, 2025. Target will increase (debit) Accounts Receivable for $300 and increase (credit) Sales Revenue for $300 (cost of goods sold entry omitted) as follows.
June 1 | Accounts Receivable | 300 | |
Sales Revenue | 300 | ||
(To record sale of merchandise) |
Assuming that you owe $300 at the end of the month and Target charges 1% per month on the balance due, the adjusting entry that Target makes to record interest revenue of $3 ($300 × 1%) on June 30 is as follows.
June 30 | Accounts Receivable | 3 | |
Interest Revenue | 3 | ||
(To record interest on amount due) |
Interest revenue is often substantial for many retailers.
Once companies record receivables in the accounts, the next question is: How should they report receivables in the financial statements? Companies report accounts receivable on the balance sheet as an asset. But determining the amount to report is sometimes difficult because some receivables will become uncollectible.
Each customer must satisfy the credit requirements of the seller before the credit sale is approved. Inevitably, though, some accounts receivable become uncollectible. For example, a customer may not be able to pay because of a decline in its sales revenue due to a downturn in the economy. Similarly, individuals may be laid off from their jobs or faced with unexpected hospital bills.
For example, when the economy in general slows, lenders can experience huge increases in their bad debt expense. During one quarter Wachovia (a large U.S. bank now owned by Wells Fargo) increased bad debt expense from $108 million to $408 million. Similarly, American Express increased its bad debt expense by 70%.
Two methods are used in accounting for uncollectible accounts: (1) the direct write-off method (not GAAP) and (2) the allowance method (GAAP). The following sections explain these methods.
Under the direct write-off method, when a company determines a particular account to be uncollectible, it charges the loss to Bad Debt Expense. Assume, for example, that Warden Co. writes off as uncollectible M. E. Doran’s $200 balance on December 12. Warden’s entry is as follows.
Dec. 12 | Bad Debt Expense | 200 | |
Accounts Receivable | 200 | ||
(To record write-off of M. E. Doran account) |
Under this method, Bad Debt Expense will show only actual losses from specific customer uncollectibles. The company will report accounts receivable at its gross amount, shown in the Accounts Receivable account.
Use of the direct write-off method can reduce the relevance of both the income statement and the balance sheet. Consider the following example. In 2025, Quick Buck Computer Company decided it could increase its revenues by offering computers to college students without requiring any money down and with a no credit-approval process. On campuses across the country, it sold one million computers with a selling price of $800 each. This increased Quick Buck’s revenues and receivables by $800 million. The promotion was a huge success! The 2025 balance sheet and income statement looked great. Unfortunately, during 2026, nearly 40% of the customers defaulted on their loans. This made the 2026 income statement and balance sheet look terrible. Illustration 8.2 shows the effect of these events on the financial statements if the direct write-off method is used.
ILLUSTRATION 8.2 Effects of direct write-off method
Under the direct write-off method, companies often record bad debt expense in a period different from the period in which they record the related revenue. This is problematic for two reasons:
Consequently, unless uncollectibles are insignificant, the direct write-off method is not acceptable for financial reporting purposes.
The allowance method of accounting for uncollectibles involves estimating uncollectible accounts at the end of each period. This provides better matching of expenses with revenues on the income statement. It also ensures that companies state receivables on the balance sheet at their cash (net) realizable value.
Thus, this method reduces receivables in the balance sheet by the amount of estimated uncollectible receivables.
Companies must use the allowance method for financial reporting purposes when uncollectibles are material in amount (see Helpful Hint). This method has three essential features:
Recording Estimated Uncollectibles To illustrate the allowance method, assume that Hampson Furniture has credit sales of $1,200,000 in 2025, its first year of operations. Of this amount, $200,000 of receivables remains uncollected at December 31. The credit manager estimates that $12,000 of these receivables will be uncollectible. The adjusting entry to record the estimated uncollectibles increases (debits) Bad Debt Expense and increases (credits) Allowance for Doubtful Accounts, as follows.
Dec. 31 | Bad Debt Expense | 12,000 | |
Allowance for Doubtful Accounts | 12,000 | ||
(To record estimate of uncollectible accounts) |
Hampson reports Bad Debt Expense in the income statement as an operating expense. Thus, the estimated uncollectibles are matched with the sales revenue in 2025. Hampson records the expense in the same year it made the sales.
Allowance for Doubtful Accounts shows the estimated amount of claims on customers that the company expects will become uncollectible in the future.
As Illustration 8.3 shows, the company deducts the allowance account from accounts receivable in the current assets section of the balance sheet.
ILLUSTRATION 8.3 Presentation of allowance for doubtful accounts
Hampson Furniture Balance Sheet (partial) |
||||||
Current assets | ||||||
Cash | $14,800 | |||||
Accounts receivable | $200,000 | |||||
Less: Allowance for doubtful accounts | 12,000 | 188,000 | ||||
Inventory | 310,000 | |||||
Supplies | 25,000 | |||||
Total current assets | $537,800 |
The amount of $188,000 in Illustration 8.3 represents the expected cash realizable value of the accounts receivable at the statement date (see Helpful Hint). Companies do not close Allowance for Doubtful Accounts at the end of the fiscal year as it is a permanent account.
Recording the Write-Off of an Uncollectible Account Companies use various methods of collecting past-due accounts, such as letters, calls, and legal action. When they have exhausted all means of collecting a past-due account and collection appears impossible, the company writes off the account. In the credit card industry, for example, it is standard practice to write off accounts that are 210 days past due. To prevent premature or unauthorized write-offs, authorized management personnel should formally approve each write-off. To maintain segregation of duties, the employee authorized to write off accounts should not have daily responsibilities related to cash or receivables.
To illustrate a receivables write-off, assume that the financial vice president of Hampson Furniture authorizes a write-off of the $500 balance owed by R. A. Ware on March 1, 2026. The entry to record the write-off is as follows.
Mar. 1 | Allowance for Doubtful Accounts | 500 | |
Accounts Receivable | 500 | ||
(Write-off of R. A. Ware account) |
The company does not increase Bad Debt Expense when the write-off occurs.
After posting, the general ledger accounts for 2026 appear as shown in Illustration 8.4.
ILLUSTRATION 8.4 General ledger balances after write-off
Accounts Receivable | Allowance for Doubtful Accounts | |||||||
Jan. 1 | Bal. 200,000 | Mar. 1 | 500 | Mar. 1 | 500 | Jan. 1 | Bal. 12,000 | |
Mar. 1 | Bal.199,500 | Mar. 1 | Bal. 11,500 |
A write-off affects only balance sheet accounts—not income statement accounts. The write-off of the account reduces both Accounts Receivable and Allowance for Doubtful Accounts. Cash realizable value in the balance sheet, therefore, remains the same, as Illustration 8.5 shows.
ILLUSTRATION 8.5 Cash realizable value comparison
Before Write-Off | After Write-Off | |
Accounts receivable | $200,000 | $199,500 |
Allowance for doubtful accounts | 12,000 | 11,500 |
Cash realizable value | $188,000 | $188,000 |
Recovery of an Uncollectible Account Occasionally, a company collects from a customer after it has written off the account as uncollectible. The company makes two entries to record the recovery of a previously written off customer account.
To illustrate, assume that on July 1, 2026, R. A. Ware pays the $500 amount that Hampson had written off on March 1. Hampson makes the following entries.
(1) | |||
July 1 | Accounts Receivable | 500 | |
Allowance for Doubtful Accounts | 500 | ||
(To reverse write-off of R. A. Ware account) | |||
(2) | |||
July 1 | Cash | 500 | |
Accounts Receivable | 500 | ||
(To record collection from R. A. Ware) |
Note that the recovery of a customer account, like the write-off of a customer account, affects only balance sheet accounts. The net effect of the two entries above is a debit to Cash and a credit to Allowance for Doubtful Accounts for $500.
Estimating the Allowance For Hampson Furniture in Illustration 8.3, the amount of the expected uncollectibles was given. However, in “real life,” companies must estimate the amount of expected uncollectible accounts if they use the allowance method. Illustration 8.6 shows an excerpt from the notes to Nike’s financial statements discussing its use of the allowance method.
ILLUSTRATION 8.6 Nike’s allowance method disclosure
Nike, Inc. Notes to the Financial Statements |
||
Allowance for Uncollectible Accounts Receivable | ||
We make ongoing estimates relating to the ability to collect our accounts receivable and maintain an allowance for estimated losses resulting from the inability of our customers to make required payments. In determining the amount of the allowance, we consider our historical level of credit losses and make judgments about the creditworthiness of significant customers based on ongoing credit evaluations. Since we cannot predict future changes in the financial stability of our customers, actual future losses from uncollectible accounts may differ from our estimates. |
For example, suppose Steffen Company has an ending balance in Accounts Receivable of $200,000 and an unadjusted credit balance in Allowance for Doubtful Accounts of $1,500. It estimates that 5% of its accounts receivable will eventually be uncollectible. It should report a balance in Allowance for Doubtful Accounts of $10,000 (5% × $200,000). To increase the balance in Allowance for Doubtful Accounts from its unadjusted amount of $1,500 to $10,000, the company debits (increases) Bad Debt Expense and credits (increases) Allowance for Doubtful Accounts by $8,500 ($10,000 − $1,500).
Allowance for Doubtful Accounts | |||
Dec. 31 | Unadj. | ||
Bal.1,500 | |||
Dec. 31 | Adj.8,500 | ||
Dec. 31 | Bal.10,000 |
To more accurately estimate the ending balance in the allowance account, a company often prepares a schedule called aging the accounts receivable.
Illustration 8.7 shows an aging schedule for Dart Company at December 31, 2025 (see Decision Tools). Note the increasing uncollectible percentages from 2% to 40%.
ILLUSTRATION 8.7 Aging schedule
Total estimated uncollectible accounts for Dart Company ($2,228) represent the existing customer claims expected to become uncollectible in the future.
For example, if the unadjusted trial balance shows Allowance for Doubtful Accounts with a credit balance of $528, then an adjusting entry for $1,700 ($2,228 − $528) is necessary:
Dec. 31 | Bad Debt Expense | 1,700 | |
Allowance for Doubtful Accounts | 1,700 | ||
(To adjust allowance account to total estimated uncollectibles) |
After Dart posts the adjusting entry, its accounts appear as shown in Illustration 8.8.
ILLUSTRATION 8.8 Bad debt expense and allowance accounts after posting
An important aspect of accounts receivable management is simply maintaining a close watch on the accounts. Studies have shown that customer accounts more than 60 days past due lose approximately 50% of their value if no payment activity occurs within the next 30 days. For each additional 30 days that pass, the collectible value halves once again.
Occasionally, the allowance account will have a debit balance prior to adjustment.
Thus, if there was a $500 debit balance in the allowance account before adjustment, the adjusting entry would be for $2,728 ($2,228 + $500) to arrive at an adjusted credit balance of $2,228 as shown below.
Dec. 31 | Bad Debt Expense | 2,728 | |
Allowance for Doubtful Accounts | 2,728 | ||
(To adjust allowance account to total estimated uncollectibles) |
After Dart posts the adjusting entry, its accounts appear as shown in Illustration 8.9.
ILLUSTRATION 8.9 Bad debt expense and allowance accounts after posting
Bad Debt Expense | Allowance for Doubtful Accounts | |||||||||
Dec. 31 | Adj. 2,728 | Dec. 31 | Unadj. | |||||||
Bal. 500 | Dec. 31 | Adj.2,728 | ||||||||
Dec. 31 | Bal.2,228 |
The percentage-of-receivables basis provides an estimate of the cash realizable value of the receivables. The FASB now employs an expected credit loss model which requires that companies must measure expected uncollectible accounts and record bad debt expense on all receivables, even those with a low risk of loss. Companies use sophisticated models employing data analytics to arrive at accurate estimates on a timely basis.
The note in Illustration 8.10 regarding accounts receivable comes from the annual report of the storage and organization products company The Container Store.
ILLUSTRATION 8.10 The Container Store’s note disclosure of accounts receivable
The Container Store Group, Inc. Notes to the Financial Statements |
||
Accounts receivable | ||
Accounts receivable consist primarily of trade receivables, receivables from The Container Store, Inc.’s credit card processors for sales transactions, and tenant improvement allowances from The Container Store, Inc.’s landlords in connection with new leases. An allowance for doubtful accounts is established on trade receivables, if necessary, for estimated losses resulting from the inability of customers to make required payments. Factors such as payment terms, historical loss experience, and economic conditions are generally considered in determining the allowance for doubtful accounts. Accounts receivable are presented net of allowances for doubtful accounts of $326 and $57 at March 28, 2020 and March 30, 2019, respectively. |
In the normal course of events, companies collect accounts receivable in cash and remove the receivables from the books. However, as credit sales and receivables have grown in significance, the “normal course of events” has changed. Companies now frequently sell their receivables to another company for cash, thereby shortening the cash-to-cash operating cycle.
Companies sell receivables for two major reasons:
A common sale of receivables is a sale to a factor. A factor is a finance company or bank that buys receivables from businesses and then collects the payments directly from the customers.
To illustrate, assume that Hendredon Furniture factors $600,000 of receivables to Federal Factors. Federal Factors assesses a service charge of 2% of the amount of receivables sold. The journal entry to record the sale by Hendredon Furniture on April 2, 2025, is as follows (see Helpful Hint).
Apr. 2 | Cash | 588,000 | |
Service Charge Expense (2% × $600,000) | 12,000 | ||
Accounts Receivable | 600,000 | ||
(To record the sale of accounts receivable) |
If Hendredon often sells its receivables, it reports the service charge expense as an operating expense. If the company infrequently sells receivables, it may report this amount in the “Other expenses and losses” section of the income statement.
Over one billion credit cards are in use in the United States—more than three credit cards for every man, woman, and child in this country. Visa, MasterCard, and American Express are the national credit cards that most individuals use. Three parties are involved when national credit cards are used in retail sales:
A retailer’s acceptance of a national credit card is another form of selling (factoring) the receivable.
Illustration 8.11 shows the major advantages of national credit cards to the retailer. In exchange for these advantages, the retailer pays the credit card issuer a fee of 2–4% of the invoice price for its services (see Ethics Note).
ILLUSTRATION 8.11 Advantages of credit cards to the retailer
Accounting for Credit Card Sales The retailer generally considers sales from the use of national credit cards as cash sales. The retailer must pay to the bank that issues the card a fee for processing the transactions. The retailer records the credit card slips in a similar manner as checks deposited from a cash sale.
To illustrate, Anita Ferreri purchases $1,000 of sound equipment for her restaurant from Karen Kerr Music Co., using her Visa First Bank Card. First Bank charges a service fee of 3%. The entry to record this transaction by Karen Kerr Music on March 22, 2025, is as follows.
Mar. 22 | Cash | 970 | |
Service Charge Expense | 30 | ||
Sales Revenue | 1,000 | ||
(To record Visa credit card sales) |
Companies may also grant credit in exchange for a formal credit instrument known as a promissory note. A promissory note is a written promise to pay a specified amount of money on demand or at a definite time. Promissory notes may be used in the following cases:
In a promissory note, the party making the promise to pay is called the maker. The party to whom payment is to be made is called the payee. The note may specifically identify the payee by name or may designate the payee simply as the bearer of the note.
In the note shown in Illustration 8.12, Calhoun Company is the maker and Wilma Company is the payee. To Wilma Company, the promissory note is a note receivable. To Calhoun Company, it is a note payable (see Helpful Hint).
ILLUSTRATION 8.12 Promissory note
Companies frequently accept notes receivable from customers who need to extend the payment of an outstanding account receivable. They often require such notes from high-risk customers. In some industries (such as the pleasure and sport boat industry), all credit sales are supported by notes. The majority of notes, however, originate from lending transactions.
The basic issues in accounting for notes receivable are the same as those for accounts receivable. On the following pages, we look at these issues. Before we do, however, we need to consider two issues that do not apply to accounts receivable: determining the maturity date and computing interest.
Illustration 8.13 shows three ways of stating the maturity date of a promissory note.
ILLUSTRATION 8.13 Maturity date of different notes
When the life of a note is expressed in terms of months, you find the date when it matures by counting the months from the date of issue. For example, the maturity date of a three-month note dated May 1 is August 1. A note drawn on the last day of a month matures on the last day of its repayment month. That is, a July 31 note due in two months matures on September 30.
When the due date is stated in terms of days, you need to count the exact number of days to determine the maturity date. In counting, omit the date the note is issued but include the due date. For example, the maturity date of a 60-day note dated July 17 is September 15, computed as shown in Illustration 8.14.
ILLUSTRATION 8.14 Computation of maturity date
Term of note | 60 days | |
July (31–17) | 14 | |
August | 31 | 45 |
Maturity date: September | 15 |
Illustration 8.15 gives the basic formula for computing interest on an interest-bearing note.
ILLUSTRATION 8.15 Formula for computing interest
Face Value of Note |
× | Annual Interest Rate |
× | Time in Terms of One Year |
= | Interest |
The interest rate specified in a note is an annual rate of interest (see Helpful Hint). The time factor in the formula in Illustration 8.15 expresses the fraction of a year that the note is outstanding.
Illustration 8.16 shows computation of interest for various time periods.
ILLUSTRATION 8.16 Computation of interest
Terms of Note | Interest Computation | |||||||||
Face | × | Rate | × | Time | = | Interest | ||||
$730, | 12%, | 120 days | $730 | × | 12% | × | = | $ 29.20 | ||
$1,000, | 9%, | 6 months | $1,000 | × | 9% | × | = | $ 45.00 | ||
$2,000, | 6%, | 1 year | $2,000 | × | 6% | × | = | $120.00 |
There are different ways to calculate interest. For example, the computation in Illustration 8.15 assumes 360 days for the length of the year. Most financial institutions use 365 days to compute interest. For homework problems, assume 360 days to simplify computations.
To illustrate the basic entry for notes receivable, we will use Calhoun Company’s $1,000, two-month, 12% promissory note dated May 1. Assuming that Calhoun Company wrote the note to settle an open account, Wilma Company makes the following entry for the receipt of the note.
May 1 | Notes Receivable | 1,000 | |
Accounts Receivable | 1,000 | ||
(To record acceptance of Calhoun Company note) |
The company records the note receivable at its face value, the value shown on the face of the note. No interest revenue is reported when the note is accepted because the revenue recognition principle requires that revenue be recognized only when the performance obligation is satisfied. Interest is therefore recognized (accrued) as time passes.
If a company lends cash in exchange for a note, the entry is a debit to Notes Receivable and a credit to Cash for the amount of the loan.
Valuing short-term notes receivable is the same as valuing accounts receivable. Like accounts receivable, companies report short-term notes receivable at their cash (net) realizable value. The notes receivable allowance account is Allowance for Doubtful Accounts. The estimations involved in determining cash realizable value and in recording bad debt expense and the related allowance are done similarly to accounts receivable.
Notes may be held to their maturity date, at which time the face value plus accrued interest is due. In some situations, the maker of the note defaults, and the payee must make an appropriate adjustment. In other situations, similar to accounts receivable, the holder of the note speeds up the conversion to cash by selling the receivables (as described earlier in this chapter).
A note is honored when its maker pays in full at its maturity date. For each interest-bearing note, the amount due at maturity is the face value of the note plus interest for the length of time specified on the note.
To illustrate, assume that Wolder Co. lends Higley Co. $10,000 on June 1, accepting a five-month, 9% interest note. In this situation, interest is $375 The amount due, the maturity value, is $10,375 ($10,000 + $375). To obtain payment, Wolder (the payee) must present the note either to Higley Co. (the maker) or to the maker’s agent, such as a bank. If Wolder presents the note to Higley Co. on November 1, the maturity date, Wolder’s entry to record the collection is as follows.
Nov. 1 | Cash | 10,375 | |
Notes Receivable | 10,000 | ||
375 | |||
(To record collection of Higley note and interest) |
Suppose instead that Wolder Co. prepares financial statements as of September 30, necessitating an interest-adjusting entry. The timeline in Illustration 8.17 presents the revenue analysis for this situation.
ILLUSTRATION 8.17 Timeline of interest earned
To reflect interest earned but not yet received, Wolder must accrue interest on September 30. In this case, the adjusting entry by Wolder is for four months of interest, or $300, as shown below.
Sept. 30 | 300 | ||
Interest Revenue | 300 | ||
(To accrue 4 months’ interest on Higley note) |
At the note’s maturity on November 1, Wolder receives $10,375. This amount represents repayment of the $10,000 note as well as all five months of interest, or $375, as shown below. The $375 is comprised of the $300 Interest Receivable accrued on September 30 plus $75 earned during October. Wolder’s entry to record the honoring of the Higley note on November 1 is as follows.
Nov. 1 | 10,375 | ||
Notes Receivable | 10,000 | ||
Interest Receivable | 300 | ||
75 | |||
(To record collection of Higley note and interest) |
In this case, Wolder credits Interest Receivable for the $300 that was established in the adjusting entry on September 30.
A dishonored (defaulted) note is a note that is not paid in full at maturity.
To illustrate, assume that Higley Co. on November 1 indicates that it cannot pay at the present time. The entry to record the dishonor of the note depends on whether Wolder Co. expects eventual collection. If it does expect eventual collection, Wolder Co. recognizes interest revenue and debits the amount due (face value and interest) on the note to Accounts Receivable. It would make the following entry at the time the note is dishonored (assuming no previous accrual of interest).
Nov. 1 | Accounts Receivable | 10,375 | |
Notes Receivable | 10,000 | ||
Interest Revenue | 375 | ||
(To record the dishonor of Higley note) |
If instead on November 1 there is no hope of collection, the note holder would write off the face value of the note by debiting Allowance for Doubtful Accounts. No interest revenue would be recorded because collection is not expected to occur.
If a company has significant receivables, analysts carefully review the company’s financial statement disclosures to evaluate how well the company is managing its receivables.
Companies should identify in the balance sheet or in the notes to the financial statements each of the major types of receivables.
Receivables represent 60% of the total assets of heavy equipment manufacturer Deere & Company. Illustration 8.18 shows a presentation of receivables for Deere & Company from its balance sheet and notes in a recent year.
ILLUSTRATION 8.18 Balance sheet presentation of receivables
Deere & Company Balance Sheet (partial) (in millions) |
||||
Receivables | ||||
Receivables from unconsolidated subsidiaries | $ 30 | |||
Trade accounts and notes receivable | 3,278 | |||
Financing receivables | 27,583 | |||
Restricted financing receivables | 4,616 | |||
Other receivables | 1,500 | |||
Total receivables | 37,007 | |||
Less: Allowance for doubtful trade receivables | 175 | |||
Net receivables | $36,832 |
In the income statement, companies report bad debt expense under Selling expenses in the operating expenses section. They show interest revenue under Other revenues and gains in the nonoperating section of the income statement.
If a company has significant risk of uncollectible accounts or other problems with its receivables, it is required to discuss this possibility in the notes to the financial statements.
Managing accounts receivable involves five steps:
Every entrepreneur struggles with financing issues. For example, the very first order that Apple’s founders received was 50 circuit boards for a computer hobby shop. To produce the $25,000 order, Steve Jobs and Steve Wozniak needed $15,000 of parts. To purchase the parts, they borrowed $5,000 from friends but then were turned down when they applied for a bank loan for the $10,000 balance. They approached two parts suppliers in an effort to negotiate a purchase on credit, but both suppliers said no. Finally, a third supplier agreed to sell them the parts on 30-day credit after he called the computer hobby shop to confirm that it had, in fact, placed a $25,000 order to purchase goods.
A critical part of managing receivables is determining who should be extended credit and who should not.
Companies can take certain steps to help minimize losses due to bad debts when they decide to relax credit standards for new customers. They might require risky customers to provide letters of credit or bank guarantees. Then, if the customer does not pay, the bank that provided the guarantee will do so.
Particularly risky customers might be required to pay cash on delivery. For example, at one time retailer Linens’n Things, Inc. reported that its largest suppliers were requiring cash payment before delivery. The suppliers had cut off shipments because the company had been slow in paying. Kmart’s suppliers also required it to pay cash in advance when it was financially troubled.
In addition, companies should ask potential customers for references from banks and suppliers, to determine their payment history. It is important to check references of potential new customers as well as periodically to check the financial health of continuing customers. Many resources are available for investigating customers. For example, The Dun & Bradstreet Reference Book of American Business lists millions of companies and provides credit ratings for many of them.
Companies that extend credit should determine a required payment period and communicate that policy to their customers.
To match your competitors’ generous terms yet still encourage prompt payment of accounts, you might allow up to 45 days to pay but offer a sales discount for people paying within 15 days.
We discussed preparation of the accounts receivable aging schedule earlier in the chapter. Companies should prepare an accounts receivable aging schedule at least monthly (see Decision Tools). In addition to estimating the allowance for doubtful accounts, the aging schedule has other uses.
Illustration 8.19 contains an excerpt from the notes to Skechers’ financial statements discussing how it monitors receivables.
ILLUSTRATION 8.19 Note on monitoring Skechers’ receivables
Skechers USA Notes to the Financial Statements |
||
To minimize the likelihood of uncollectibility, customers’ credit-worthiness is reviewed and adjusted periodically in accordance with external credit reporting services, financial statements issued by the customer and our experience with the account. When a customer’s account becomes significantly past due, we generally place a hold on the account and discontinue further shipments to that customer, minimizing further risk of loss. |
The aging schedule identifies problem accounts that the company needs to pursue with phone calls, letters, and occasionally legal action. Sometimes, special arrangements must be made with problem accounts. For example, it was reported that Intel Corporation (a major manufacturer of computer chips) required that Packard Bell (at one time one of the largest U.S. sellers of personal computers) exchange its past-due account receivable for an interest-bearing note receivable. This caused concern within the investment community. The move suggested that Packard Bell was in trouble, which worried Intel investors concerned about Intel’s accounts receivable.
Illustration 8.20 shows an excerpt from the credit risk note from a recent annual report of Skechers. Skechers reports that its five largest customers account for 9.6% of its net sales.
ILLUSTRATION 8.20 Excerpt from Skechers’ note on concentration of credit risk
Skechers USA Notes to the Financial Statements |
||
During 2019, 2018 and 2017, our net sales to our five largest customers accounted for approximately 9.6%, 10.4% and 10.5% of total net sales, respectively. No customer accounted for more than 10.0% of our net sales during 2019, 2018 and 2017. No customer accounted for more than 10.0% of trade receivables at December 31, 2019 and 2018. |
This note to Skechers’ financial statements indicates it has a relatively high concentration of credit risk. A default by any of these large customers could have a significant negative impact on its financial performance.
Investors and managers keep a watchful eye on the relationship among sales, accounts receivable, and cash collections. If sales increase, then accounts receivable are also expected to increase. But a disproportionate increase in accounts receivable might signal trouble. Perhaps the company increased its sales by loosening its credit policy, and these receivables may be difficult or impossible to collect. Such receivables are considered less liquid. Recall that liquidity is measured by how quickly certain assets can be converted to cash.
The ratio that analysts use to assess the liquidity of receivables is the accounts receivable turnover, computed by dividing net credit sales (net sales less cash sales) by the average net accounts receivable during the year (see Decision Tools).
A popular variant of the accounts receivable turnover is the average collection period, which measures the average amount of time that a receivable is outstanding. This is done by dividing the accounts receivable turnover into 365 days.
Let us calculate these ratios using the following data (in millions) for Nike.
Net credit sales | $37,403 |
Beginning accounts receivable (net) | 4,272 |
Ending accounts receivable (net) | 2,749 |
Illustration 8.21 shows the accounts receivable turnover and average collection period for Nike and Skechers. These calculations assume that all sales were credit sales.
Nike’s accounts receivable turnover was 10.7 times, with a corresponding average collection period of 34.1 days. It was quicker than Skechers, which was 40.1 days. What this means is that Nike turned its receivables into cash more quickly than Skechers. Therefore, Nike might be more likely to pay its current obligations than a company with a slower accounts receivable turnover (all else equal) and is less likely to need outside financing to meet cash shortfalls.
In some cases, accounts receivable turnover may be misleading.
Thus, to interpret accounts receivable turnover, you must know how a company manages its receivables. In general, the faster the turnover, the greater the reliability of the current ratio for assessing liquidity.
ILLUSTRATION 8.21 Accounts receivable turnover and average collection period
Ratio | Nike ($ in millions) |
Skechers USA | ||||
Accounts receivable turnover | = 10.7 times |
9.10 times | ||||
Average collection period | = 34.1 days | 40.1 days |
In the normal course of events, companies collect accounts receivable in cash and remove them from the books. However, as credit sales and receivables have grown in size and significance, the “normal course of events” has changed. Two common expressions apply to the collection of receivables:
Therefore, in order to accelerate the receipt of cash from receivables, companies frequently sell their receivables to another company for cash, thereby shortening the cash-to-cash operating cycle.
There are three reasons for the sale of receivables.
Illustration 8.22 summarizes the basic principles of managing accounts receivable.
ILLUSTRATION 8.22 Managing receivables
Opportunities abound to improve receivables management through data analytics. Software packages promise increases in working capital, improved revenues, and enhanced customer relations. So-called visualization software, which presents data in sophisticated graph format, enables managers to more quickly identify issues and obtain a deeper understanding of the factors that influence successful receivables management.
Data analytics of receivables is particularly valuable for predictive analysis which allows improved evaluation of customers’ risk profiles. In many instances, the company can identify risky customers and take corrective action before problems arise. Software provided by companies such as Workday use artificial intelligence to forecast which customers are likely to pay late.
Finally, with Tableau or other visualization software, companies create dashboards that provide dynamic tracking and analysis of their receivables position. The Tableau dashboard shown in Illustration 8.23 provides an accounts receivable aging schedule, total amount of receivables, number of outstanding invoices, percent of overdue invoices, and average collection time. With this dashboard, the manager can zoom in on detailed information about specific customers, as well as change the due date or time period covered.
ILLUSTRATION 8.23 Tableau accounts receivable dashboard
Source: Tableau website.
Receivables are frequently classified as accounts, notes, and other. Accounts receivable are amounts customers owe on account. Notes receivable represent claims that are evidenced by formal instruments of credit. Other receivables include nontrade receivables such as interest receivable, loans to company officers, advances to employees, and income taxes refundable.
Companies record accounts receivable when they perform a service on account or at the point-of-sale of merchandise on account. Sales returns and allowances and cash discounts reduce the amount received on accounts receivable.
The two methods of accounting for uncollectible accounts are the allowance method and the direct write-off method. Under the allowance method, companies estimate uncollectible accounts as a percentage of receivables. It emphasizes the cash realizable value of the accounts receivable. An aging schedule is frequently used with this approach.
The formula for computing interest is Face value of note × Annual interest rate × Time in terms of one year. Notes can be held to maturity, at which time the borrower (maker) pays the face value plus accrued interest and the payee removes the note from the accounts. In many cases, however, similar to accounts receivable, the holder of the note speeds up the conversion by selling the receivable to another party. In some situations, the maker of the note dishonors the note (defaults), and the note is written off.
Companies should identify each major type of receivable in the balance sheet or in the notes to the financial statements. Short-term receivables are considered current assets. Companies report the gross amount of receivables and the allowance for doubtful accounts. They report bad debt and service charge expenses in the income statement as operating (selling) expenses, and interest revenue as other revenues and gains in the nonoperating section of the statement.
To properly manage receivables, management must (a) determine to whom to extend credit, (b) establish a payment period, (c) monitor collections, (d) evaluate the liquidity of receivables, and (e) accelerate cash receipts from receivables when necessary. The accounts receivable turnover and the average collection period both are useful in analyzing management’s effectiveness in managing receivables. The accounts receivable aging schedule also provides useful information. If the company needs additional cash, management can accelerate the collection of cash from receivables by selling (factoring) its receivables or by allowing customers to pay with bank credit cards.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Is the amount of past due accounts increasing? Which accounts require management’s attention? | List of outstanding receivables and their due dates | Prepare an aging schedule showing the receivables in various stages: outstanding 0–30 days, 31–60 days, 61–90 days, and over 90 days. | Accounts in the older categories require follow-up: letters, phone calls, and possible renegotiation of terms. |
Is the company’s credit risk increasing? | Customer account balances and due dates | Accounts receivable aging schedule | Compute and compare the percentage of receivables over 90 days old. |
Does the company have significant concentrations of credit risk? | Note to the financial statements on concentrations of credit risk | If risky credit customers are identified, the financial health of those customers should be evaluated to gain an independent assessment of the potential for a material credit loss. | If a material loss appears likely, the potential negative impact of that loss on the company should be carefully evaluated, along with the adequacy of the allowance for doubtful accounts. |
Are collections being made in a timely fashion? | Net credit sales and average net accounts receivable balance | Average collection period should be consistent with corporate credit policy. An increase may suggest a decline in financial health of customers. |
1. (LO 1) A receivable that is evidenced by a formal instrument and that normally requires the payment of interest is:
c. A note receivable represent claims for which formal instruments of credit are issued as evidence of the debt. The note normally requires the payment of the principal and interest on a specific date. Choices (a) account receivable, (b) trade receivable, and (d) classified receivable rarely require the payment of interest if paid within a 30-day period.
2. (LO 1) Receivables are frequently classified as:
d. Receivables are frequently classified as accounts receivable, notes receivable, and other receivables. The other choices are incorrect because receivables are not frequently classified as (a) company receivables, (b) employee receivables, or (c) general receivables.
3. (LO 1) Kersee Company on June 15 sells merchandise on account to Eng Co. for $1,000, terms 2/10, n/30. On June 20, Eng Co. returns merchandise worth $300 to Kersee Company. On June 24, payment is received from Eng Co. for the balance due. What is the amount of cash received?
c. Because payment is made within the discount period of 10 days, the amount received is $700 ($1,000 – $300 return) minus the discount of $14 ($700 × 2%), for a cash amount of $686, not (a) $700 or (b) $680. Choice (d) is wrong as there is a correct answer.
4. (LO 1, 4) Accounts and notes receivable are reported in the current assets section of the balance sheet at:
a. Accounts and notes receivable are reported in the current assets section of the balance sheet at cash (net) realizable value, not (b) net book value, (c) lower-of-cost-or-market value, or (d) invoice cost.
5. (LO 2) Net credit sales for the month are $800,000. The accounts receivable balance is $160,000. The allowance is calculated as 7.5% of the receivables balance using the percentage-of-receivables basis. If Allowance for Doubtful Accounts has a credit balance of $5,000 before adjustment, what is the balance after adjustment?
a. The ending balance required in the allowance account is 7.5% × $160,000, or $12,000. Since there is already a balance of $5,000 in Allowance for Doubtful Accounts, the difference of $7,000 should be added, resulting in a balance of $12,000, not (b) $7,000, (c) $17,000, or (d) $31,000.
6. (LO 2) In 2025, Patterson Wholesale Company had net credit sales of $750,000. On January 1, 2025, Allowance for Doubtful Accounts had a credit balance of $18,000. During 2025, $30,000 of uncollectible accounts receivable were written off. Past experience indicates that the allowance should be 10% of the balance in receivables (percentage-of-receivables basis). If the accounts receivable balance at December 31 was $200,000, what is the required adjustment to Allowance for Doubtful Accounts at December 31, 2025?
c. After the write-offs are recorded, Allowance for Doubtful Accounts will have a debit balance of $12,000 ($18,000 credit beginning balance combined with a $30,000 debit for the write-offs). The desired balance, using the percentage-of-receivables basis, is a credit balance of $20,000 ($200,000 × 10%). In order to have an ending balance of $20,000, the required adjustment to Allowance for Doubtful Accounts is $32,000, not (a) $20,000, (b) $75,000, or (d) $30,000.
7. (LO 2) An analysis and aging of the accounts receivable of Raja Company at December 31 reveal these data:
Accounts receivable | $800,000 |
Allowance for doubtful accounts per books before adjustment (credit) |
50,000 |
Amounts expected to become uncollectible | 65,000 |
What is the cash realizable value of the accounts receivable at December 31, after adjustment?
d. The cash realizable value of the accounts receivable is Accounts Receivable ($800,000) less the expected ending balance in Allowance for Doubtful Accounts after adjustments ($65,000) = $735,000, not (a) $685,000, (b) $750,000, or (c) $800,000.
8. (LO 2) Which of these statements about Visa credit card sales is incorrect?
c. There is no wait for payment. The retailer receives payment at the time the credit card is accepted from the customer. The other choices are true statements.
9. (LO 2) Good Stuff Retailers accepted $50,000 of Citibank Visa credit card charges for merchandise sold on July 1. Citibank charges 4% for its credit card use. The entry to record this transaction by Good Stuff Retailers will include a credit to Sales Revenue of $50,000 and a debit(s) to:
a. The entry includes a credit to Sales Revenue for $50,000, a $48,000 debit to Cash, and a debit to Service Charge Expense for $2,000. The other choices are therefore incorrect.
10. (LO 2) A company can accelerate its cash receipts by all of the following except:
d. Writing off receivables will result in a company failing to collect any money. Instead, choices (a) offering discounts for early payment, (b) accepting national credit cards for customer purchases, and (c) selling receivables to a factor will all allow a company to accelerate its cash receipts.
11. (LO 2) Hughes Company has a credit balance of $5,000 in its Allowance for Doubtful Accounts before any adjustments are made at the end of the year. Based on review and aging of its accounts receivable at the end of the year, Hughes estimates that $60,000 of its receivables are uncollectible. The amount of bad debt expense which should be reported for the year is:
b. By crediting Allowance for Doubtful Accounts for $55,000, the new balance will be the required balance of $60,000. This adjusting entry debits Bad Debt Expense for $55,000 and credits Allowance for Doubtful Accounts for $55,000, not (a) $5,000, (c) $60,000, or (d) $65,000.
12. (LO 2) Use the same information as in Question 11, except that Hughes has a debit balance of $5,000 in its Allowance for Doubtful Accounts before any adjustments are made at the end of the year. In this situation, the amount of bad debt expense that should be reported for the year is:
d. By crediting Allowance for Doubtful Accounts for $65,000, the new balance will be the required balance of $60,000. This adjusting entry debits Bad Debt Expense for $65,000 and credits Allowance for Doubtful Accounts for $65,000, not (a) $5,000, (b) $55,000, or (c) $60,000.
13. (LO 3) Which of these statements about promissory notes is incorrect?
c. Promissory notes are negotiable instruments, meaning if sold, the seller can transfer to another party by endorsement. The other choices are true statements.
14. (LO 3) Michael Co. accepts a $1,000, 3-month, 12% promissory note in settlement of an account with Tani Co. The entry to record this transaction is:
a. | Notes Receivable | 1,030 | |
Accounts Receivable | 1,030 | ||
b. | Notes Receivable | 1,000 | |
Accounts Receivable | 1,000 | ||
c. | Notes Receivable | 1,000 | |
Sales Revenue | 1,000 | ||
d. | Notes Receivable | 1,020 | |
Accounts Receivable | 1,020 |
b. On the date Michael accepts the note, Notes Receivable is debited for $1,000 and Accounts Receivable is credited for $1,000. Interest is accrued only with the passage of time. The other choices are therefore incorrect.
15. (LO 3) Schleis Co. holds Murphy Inc.’s $10,000, 120-day, 9% note. The entry made by Schleis Co. when the note is collected, assuming no interest has previously been accrued, is:
a. | Cash | 10,300 | |
Notes Receivable | 10,300 | ||
b. | Cash | 10,000 | |
Notes Receivable | 10,000 | ||
c. | Accounts Receivable | 10,300 | |
Notes Receivable | 10,300 | ||
Interest Revenue | 300 | ||
d. | Cash | 10,300 | |
Notes Receivable | 10,000 | ||
Interest Revenue | 300 |
d. When Schleis receives payment, it will increase cash, reduce the notes receivable account, and recognize interest earned for the term of the note. Interest = $10,000 × 9% × 120/360 = $300. Total cash received = $10,000 + $300 = $10,300. The other choices are therefore incorrect.
16. (LO 4) If a company is concerned about extending credit to a risky customer, it could do any of the following except:
d. A longer payment period will increase the chances the customer will not pay. The other choices are incorrect as companies might require risky customers to (a) pay cash in advance, (b) provide letters of credit or bank guarantees, or (c) ask for references from banks and suppliers to determine their payment history.
17. (LO 4) Eddy Corporation had net credit sales during the year of $800,000 and cost of goods sold of $500,000. The balance in receivables at the beginning of the year was $100,000 and at the end of the year was $150,000. What was the accounts receivable turnover and average collection period in days?
c. Accounts receivable turnover = Net credit sales ($800,000) ÷ Average net accounts receivable [($100,000 + $150,000)/2] = 6.4. The average collection period in days = (365 ÷ 6.4) = 57 days. The other choices are therefore incorrect.
18. (LO 4) Prall Corporation sells its goods on terms of 2/10, n/30. It has an accounts receivable turnover of 7. What is its average collection period (days)?
c. Average collection period = Number of days in the year (365) ÷ Accounts receivable turnover (7) = 52 days, not (a) 2.555, (b) 30, or (d) 210.
Record basic accounts receivable transactions.
1. (LO 1) Record the following transactions on the books of Gonzalez Co. (Omit cost of goods sold entries.)
a. | Accounts Receivable | 15,500 | |
Sales Revenue | 15,500 | ||
b. | Sales Returns and Allowances | 3,100 | |
Accounts Receivable | 3,100 | ||
c. | Cash ($12,400 − $124) 12,276 | 12,276 | |
Sales Discounts ($12,400 × 1%) | 124 | ||
Accounts Receivable ($15,500 − $3,100) | 12,400 |
Prepare entry using percentage-of-receivables method.
2. (LO 2) Sanchez Co. uses the percentage-of-receivables basis in 2025 to record bad debt expense. It estimates that 3% of accounts receivable will become uncollectible. Sales revenues are $900,000 for 2025, and sales returns and allowances are $50,000 at December 31, 2025. Accounts receivable has a balance of $139,000, and the allowance for doubtful accounts has a credit balance of $3,000. Prepare the adjusting entry to record bad debt expense in 2025.
Bad Debt Expense [($139,000 × 3%) − $3,000] | 1,170 | |
Allowance for Doubtful Accounts | 1,170 |
Prepare entry for notes receivable exchanged for account receivable.
3. (LO 3) On January 20, 2025, Carlos Co. sold merchandise on account to Carson Co. for $20,000, n/30. On February 19, Carson Co. gave Carlos Co. an 8% promissory note in settlement of this account. Prepare the journal entry to record the sale and the settlement of the account receivable.
Jan. 20 | Accounts Receivable | 20,000 | |
Sales Revenue | 20,000 | ||
Feb. 19 | Notes Receivable | 20,000 | |
Accounts Receivable | 20,000 |
Journalize entries to record bad debt expense using two different bases.
1. (LO 2) The ledger of J.C. Cobb Company at the end of the current year shows Accounts Receivable $150,000, Sales Revenue $850,000, and Sales Returns and Allowances $30,000.
Instructions
a. | Dec. 31 | Bad Debt Expense | 1,500 | |
Accounts Receivable | 1,500 | |||
b. | Dec. 31 | Bad Debt Expense | 12,600 | |
Allowance for Doubtful Accounts | ||||
[($150,000 × 10%) – $2,400] | 12,600 | |||
c. | Dec. 31 | Bad Debt Expense | 9,200 | |
Allowance for Doubtful Accounts | ||||
[($150,000 × 6%) + $200] | 9,200 |
Journalize entries for notes receivable transactions.
2. (LO 3) Troope Supply Co. has the following transactions related to notes receivable during the last 3 months of 2025.
Oct.1 | Loaned $16,000 cash to Juan Vasquez on a 1-year, 10% note. | |
Dec.11 | Sold goods to A. Palmer, Inc., receiving a $6,750, 90-day, 8% note. | |
16 | Received a $6,400, 6-month, 9% note in exchange for J. Nicholas’s outstanding accounts receivable. | |
31 | Accrued interest revenue on all notes receivable. |
Instructions
2025 | |||
Oct.1 | Notes Receivable | 16,000 | |
Cash | 16,000 | ||
Dec. 11 | Notes Receivable | 6,750 | |
Sales Revenue | 6,750 | ||
Dec. 16 | Notes Receivable | 6,400 | |
Accounts Receivable | 6,400 | ||
31 | Notes Receivable | 454 | |
Interest Revenue* | 454 | ||
*Calculation of interest revenue: |
Vasquez’s note: | $16,000 | × | 10% | × | 3/12 | = | $400 |
Palmer’s note: | 6,750 | × | 8% | × | 20/360 | = | 30 |
Nicholas’s note: | 6,400 | × | 9% | × | 15/360 | = | 24 |
Total accrued interest | $454 |
2026 | |||
Oct. 1 | Cash | 17,600 | |
Interest Receivable | 400 | ||
Interest Revenue** | 1,200 | ||
Notes Receivable | 16,000 | ||
**$16,000 × 10% × 9/12 |
Prepare entries for various receivables transactions.
(LO 1, 2, 3) Presented here are selected transactions related to B. Dylan Corp.
Mar.1 | Sold $20,000 of merchandise to Potter Company, terms 2/10, n/30. | |
11 | Received payment in full from Potter Company for balance due on existing accounts receivable. | |
12 | Accepted Juno Company’s $20,000, 6-month, 12% note for balance due on outstanding account receivable. | |
13 | Made B. Dylan Corp. credit card sales for $13,200. | |
15 | Made Visa credit sales totaling $6,700. A 5% service fee is charged by Visa. | |
Apr.11 | Sold accounts receivable of $8,000 to Harcot Factor. Harcot Factor assesses a service charge of 2% of the amount of receivables sold. | |
13 | Received collections of $8,200 on B. Dylan Corp. credit card sales. | |
May10 | Wrote off as uncollectible $16,000 of accounts receivable. (B. Dylan Corp. uses the percentage-of-receivables basis to estimate bad debts.) | |
June30 | The balance in accounts receivable at the end of the first 6 months is $200,000. The company estimates that 10% of accounts receivable will become uncollectible. At June 30, the credit balance in the allowance account prior to adjustment is $3,500. Recorded bad debt expense. | |
July16 | One of the accounts receivable written off in May pays the amount due, $4,000, in full. |
Instructions
Prepare the journal entries for the transactions. (Cost of goods sold entries are omitted here as well as in homework material.)
Mar.1 | Accounts Receivable | 20,000 | |
Sales Revenue | 20,000 | ||
(To record sales on account) | |||
11 | Cash | 19,600 | |
Sales Discounts (2% × $20,000) | 400 | ||
Accounts Receivable | 20,000 | ||
(To record collection of accounts receivable) | |||
12 | Notes Receivable | 20,000 | |
Accounts Receivable | 20,000 | ||
(To record acceptance of Juno Company note) | |||
13 | Accounts Receivable | 13,200 | |
Sales Revenue | 13,200 | ||
(To record company credit card sales) | |||
15 | Cash | 6,365 | |
Service Charge Expense (5% × $6,700) | 335 | ||
Sales Revenue | 6,700 | ||
(To record credit card sales) | |||
Apr.11 | Cash | 7,840 | |
Service Charge Expense (2% × $8,000) | 160 | ||
Accounts Receivable | 8,000 | ||
(To record sale of receivables to factor) | |||
13 | Cash | 8,200 | |
Accounts Receivable | 8,200 | ||
(To record collection of accounts receivable) | |||
May10 | Allowance for Doubtful Accounts | 16,000 | |
Accounts Receivable | 16,000 | ||
(To record write-off of accounts receivable) | |||
June30 | Bad Debt Expense | 16,500 | |
Allowance for Doubtful Accounts | 16,500 | ||
[($200,000 × 10%) − $3,500] | |||
(To record estimate of uncollectible accounts) | |||
July16 | Accounts Receivable | 4,000 | |
Allowance for Doubtful Accounts | 4000 | ||
(To reverse write-off of accounts receivable) | |||
Cash | 4000 | ||
Accounts Receivable | 4000 | ||
(To record collection of accounts receivable) |
1. What is the difference between an account receivable and a note receivable?
2. What are some common types of receivables other than accounts receivable or notes receivable?
3. What are the essential features of the allowance method of accounting for bad debts?
4. Lance Morrow cannot understand why the cash realizable value does not decrease when an uncollectible account is written off under the allowance method. Clarify this point for Lance.
5. Sarasota Company has a credit balance of $2,200 in Allowance for Doubtful Accounts before adjustment. The estimated uncollectibles under the percentage-of-receivables basis is $5,100. Prepare the adjusting entry.
6. What types of receivables does Apple report on its balance sheet? Does it use the allowance method or the direct write-off method to account for uncollectibles?
7. How are bad debts accounted for under the direct write-off method? What are the disadvantages of this method?
8. Tawnya Dobbs, the vice president of sales for Tropical Pools and Spas, wants the company’s credit department to be less restrictive in granting credit. “How can we sell anything when you guys won’t approve anybody?” she asks. Discuss the pros and cons of “easy credit.” What are the accounting implications?
9. JCPenney Company accepts both its own credit cards and national credit cards. What are the advantages of accepting both types of cards?
10. An article in the Wall Street Journal indicated that companies are selling their receivables at a record rate. Why do companies sell their receivables?
11. Calico Corners decides to sell $400,000 of its accounts receivable to Fast Cash Factors Inc. Fast Cash Factors assesses a service charge of 3% of the amount of receivables sold. Prepare the journal entry that Calico Corners makes to record this sale.
12. Your roommate is uncertain about the advantages of a promissory note. Compare the advantages of a note receivable with those of an account receivable.
13. How may the maturity date of a promissory note be stated?
14. Compute the missing amounts for each of the following notes.
Principal | Annual Interest Rate | Time | Total Interest | |||
(a) | 6% | 60 days | $ 270 | |||
$60,000 | (b) | 5 months | $2,500 | |||
$50,000 | 11% | (c) | $2,750 | |||
$30,000 | 8% | 3 years | (d) |
15. Mendosa Company dishonors a note at maturity. What are the options available to the lender?
16. General Motors Company has accounts receivable and notes receivable. How should the receivables be reported on the balance sheet?
17. What are the steps to good receivables management?
18. How might a company monitor the risk related to its accounts receivable?
19. What is meant by a concentration of credit risk?
20. The president of Ericson Inc. proudly announces her company’s improved liquidity since its current ratio has increased substantially from one year to the next. Does an increase in the current ratio always indicate improved liquidity? What other ratio or ratios might you review to determine whether or not the increase in the current ratio is an improvement in financial health?
21. Since hiring a new sales director, Tilton Inc. has enjoyed a 50% increase in sales. The CEO has also noticed, however, that the company’s average collection period has increased from 17 days to 38 days. What might be the cause of this increase? What are the implications to management of this increase?
22. Assume The Coca-Cola Company’s accounts receivable turnover was 9.05, and its average amount of net receivables during the period was $3,424 million. What is the amount of its net credit sales for the period? What is the average collection period in days?
23. Douglas Corp. has experienced tremendous sales growth this year, but it is always short of cash. What is one explanation for this occurrence?
24. How can the amount of collections from customers be determined?
Identify different types of receivables.
BE8.1 (LO 1), C Presented below are three receivables transactions. Indicate whether these receivables are reported as accounts receivable, notes receivable, or other receivables on a balance sheet.
Record basic accounts receivable transactions.
BE8.2 (LO 1), AP Record the following transactions on the books of Jarvis Co. (Omit cost of goods sold entries.)
BE8.3 (LO 2), AP At the end of 2024, Safer Co. has accounts receivable of $700,000 and an allowance for doubtful accounts of $25,000. On January 24, 2025, it is learned that the company’s receivable from Madonna Inc. is not collectible and therefore management authorizes a write-off of $4,300.
Prepare entries for collection of bad debt write-off.
BE8.4 (LO 2), AP Assume the same information as BE8.3 and that on March 4, 2025, Safer Co. receives payment of $4,300 in full from Madonna Inc. Prepare the journal entries to record this transaction.
Prepare entry using percentage-of-receivables method.
BE8.5 (LO 2), AP Byrd Co. uses the percentage-of-receivables basis to record bad debt expense and concludes that 2% of accounts receivable will become uncollectible. Accounts receivable are $400,000 at the end of the year, and the allowance for doubtful accounts has a credit balance of $2,800.
Prepare entry using the percentage-of-receivables method.
BE8.6 (LO 2), AP Bayfiew Corp uses the percentage-of-receivables basis to record bad debt expense.
Accounts receivable (ending balance) | $550,000 (debit) |
Allowance for doubtful accounts (unadjusted) | 4,200 (debit) |
The company estimates that 3% of accounts receivable will become uncollectible.
Prepare entries for credit card sale and sale of accounts receivable.
BE8.7 (LO 2), AP Consider these transactions:
Compute interest and determine maturity dates on notes.
BE8.8 (LO 3), AP Compute interest and find the maturity date for the following notes.
Date of Note | Principal | Interest Rate (%) | Terms | |||||
a. | June 10 | $80,000 | 6% | 60 days | ||||
b. | July 14 | $50,000 | 7% | 90 days | ||||
c. | April 27 | $12,000 | 8% | 75 days |
Determine maturity dates and compute interest and rates on notes.
BE8.9 (LO 3), AN Presented below are data on three promissory notes. Determine the missing amounts.
Date of Note | Terms | Maturity Date | Principal | Annual Interest Rate | Total Interest | |||||||
a. | April 1 | 60 days | ? | $600,000 | 9% | ? | ||||||
b. | July 2 | 30 days | ? | 90,000 | ? | $600 | ||||||
c. | March 7 | 6 months | ? | 120,000 | 10% | ? |
Prepare entry for note receivable exchanged for accounts receivable.
BE8.10 (LO 3), AP On January 10, 2025, Masterson Co. sold merchandise on account to Tompkins for $8,000, terms n/30. On February 9, Tompkins gave Masterson Co. a 7% promissory note in settlement of this account. Prepare the journal entry to record the sale and the settlement of the accounts receivable. (Omit cost of goods sold entries.)
Prepare entry for estimated uncollectibles and classifications, and compute ratios.
BE8.11 (LO 2, 4), AP During its first year of operations, Fertig Company had credit sales of $3,000,000, of which $400,000 remained uncollected at year-end. The credit manager estimates that $18,000 of these receivables will become uncollectible.
Analyze accounts receivable.
BE8.12 (LO 4), AP Suppose the 2025 financial statements of 3M Company report net sales of $23.1 billion. Accounts receivable (net) are $3.2 billion at the beginning of the year and $3.25 billion at the end of the year. Compute 3M’s accounts receivable turnover. Compute 3M’s average collection period for accounts receivable in days.
Determine cash collections.
BE8.13 (LO 4), AP Kennewick Corp. had a beginning balance in accounts receivable of $70,000 and an ending balance of $91,000. Credit sales during the period were $598,000. Determine cash collections.
Prepare entries to recognize accounts receivable.
DO IT! 8.1 (LO 1), AP On March 1, Lincoln sold merchandise on account to Amelia Company for $28,000, terms 1/10, net 45. On March 6, Amelia returns merchandise with a sales price of $1,000. On March 11, Lincoln receives payment from Amelia for the balance due. Prepare journal entries to record the March transactions on Lincoln’s books. (Ignore cost of goods sold entries and explanations.)
Prepare entry for uncollectible accounts.
DO IT! 8.2a (LO 2), AP Mantle Company has been in business several years. At the end of the current year, the unadjusted trial balance shows:
Accounts Receivable | $ 310,000 Dr. |
Sales Revenue | 2,200,000 Cr. |
Allowance for Doubtful Accounts | 5,700 Cr. |
Bad debts are estimated to be 7% of receivables. Prepare the entry to adjust Allowance for Doubtful Accounts.
Prepare entry for factored accounts.
DO IT! 8.2b (LO 2), AP Neumann Distributors is a growing company whose ability to raise capital has not been growing as quickly as its expanding assets and sales. Neumann’s local banker has indicated that the company cannot increase its borrowing for the foreseeable future. Neumann’s suppliers are demanding payment for goods acquired within 30 days of the invoice date, but Neumann’s customers are slow in paying for their purchases (60–90 days). As a result, Neumann has a cash flow problem.
Neumann needs $160,000 to cover next Friday’s payroll. Its balance of outstanding accounts receivable totals $800,000. To alleviate this cash crunch, the company sells $170,000 of its receivables. Record the entry that Neumann would make. (Assume a 2% service charge.)
Prepare entries for notes receivable.
DO IT! 8.3 (LO 3), AP Buffet Wholesalers accepts from Gates Stores a $6,200, 4-month, 9% note dated May 31 in settlement of Gates’ overdue account. The maturity date of the note is September 30. What entry does Buffet make at the maturity date, assuming Gates pays the note and interest in full at that time?
Compute ratios for receivables.
DO IT! 8.4 (LO 4), AP In 2025, Bismark Company has net credit sales of $1,600,000 for the year. It had a beginning accounts receivable (net) balance of $108,000 and an ending accounts receivable (net) balance of $120,000. Compute Bismark Company’s (a) accounts receivable turnover and (b) average collection period in days.
Prepare entries for recognizing accounts receivable.
E8.1 (LO 1), AP On January 6, Jacob Co. sells merchandise on account to Harley Inc. for $9,200, terms 1/10, n/30. On January 16, Harley pays the amount due.
Instructions
Prepare the entries on Jacob Co.’s books to record the sale and related collection. (Omit cost of goods sold entries.)
Prepare entries for recognizing accounts receivable.
E8.2 (LO 1), AP On January 10, Molly Amise uses her Lawton Co. credit card to purchase merchandise from Lawton Co. for $1,700. On February 10, Molly is billed for the amount due of $1,700. On February 12, Molly pays $1,100 on the balance due. On March 10, Molly is billed for the amount due, including interest at 1% per month on the unpaid balance as of February 12.
Instructions
Prepare the entries on Lawton Co.’s books related to the transactions that occurred on January 10, February 12, and March 10. (Omit cost of goods sold entries.)
Journalize receivables transactions.
E8.3 (LO 1, 2), AP At the beginning of the current period, Rose Corp. had balances in Accounts Receivable of $200,000 and in Allowance for Doubtful Accounts of $9,000 (credit). During the period, it had net credit sales of $800,000 and collections of $763,000. It wrote off as uncollectible accounts receivable of $7,300. However, a $3,100 account previously written off as uncollectible was recovered before the end of the current period. Uncollectible accounts are estimated to total $25,000 at the end of the period. (Omit cost of goods sold entries.)
Instructions
Journalize receivables transactions.
E8.4 (LO 1, 2), AP On January 1, 2025, Budd Corporation started the year with a balance in Accounts Receivable of $145,000 and a credit balance in Allowance for Doubtful Accounts of $7,950. During 2025, the company had total sales of $600,000; 75% of these sales were credit sales. Collections (not including the cash sales) during the period were $480,000. Budd wrote off as uncollectible accounts receivable of $8,100. In addition, an account of $840 that was previously written off as uncollectible was recovered during the year. Uncollectible accounts are estimated to be 5% of the end-of-year Accounts Receivable balance. (Omit cost of goods sold entries.)
Instructions
Journalize receivables transactions.
E8.5 (LO 1, 2), AP Assume the following information for Larry Corp.
Accounts receivable (beginning balance) | $142,000 |
Allowance for doubtful accounts (beginning balance) | 11,360 |
Net credit sales | 945,000 |
Collections | 910,000 |
Write-offs of accounts receivable | 5,200 |
Collections of accounts previously written off | 1,900 |
Uncollectible accounts are expected to be 8% of the ending balance in accounts receivable.
Instructions
Prepare entries to record bad debt expense.
E8.6 (LO 2), AP The ledger of Macarty Company at the end of the current year shows Accounts Receivable $78,000, Credit Sales $810,000, and Sales Returns and Allowances $40,000.
Instructions
Prepare entries to record bad debt expenses.
E8.7 (LO 2), AP The following represent different scenarios for Emma Company. Prior to any year-end adjusting entries, Emma Company had a balance in Accounts Receivable of $130,000. Credit sales during the period were $730,000, and Sales Returns and Allowances were $18,000.
Instructions
Record the following independent events.
Determine bad debt expense, and prepare the adjusting entry.
E8.8 (LO 2), AP Godfreid Company has accounts receivable of $95,400 at March 31, 2025. Credit terms are 2/10, n/30. At March 31, 2025, there is a $2,100 credit balance in Allowance for Doubtful Accounts prior to adjustment. The company uses the percentage-of-receivables basis for estimating uncollectible accounts. The company’s estimates of bad debts are as shown below.
Age of Accounts | Balance, March 31 | Estimated Percentage Uncollectible |
||||
2025 | 2024 | |||||
Current | $65,000 | $75,000 | 2% | |||
1–30 days past due | 12,900 | 8,000 | 5 | |||
31–90 days past due | 10,100 | 2,400 | 30 | |||
Over 90 days past due | 7,400 | 1,100 | 50 | |||
$95,400 | $86,500 |
Instructions
E8.9 (LO 2), AP On December 31, 2024, when its Allowance for Doubtful Accounts had a debit balance of $1,400, Dallas Co. estimates that 9% of its accounts receivable balance of $90,000 will become uncollectible and records the necessary adjustment to Allowance for Doubtful Accounts. On May 11, 2025, Dallas Co. determined that B. Jared’s account was uncollectible and wrote off $1,200. On June 12, 2025, Jared paid the amount previously written off.
Instructions
Prepare the journal entries on December 31, 2024, May 11, 2025, and June 12, 2025.
Prepare entry for sale of accounts receivable.
E8.10 (LO 2), AP On March 3, Plume Appliances sells $710,000 of its receivables to Western Factors Inc. Western Factors Inc. assesses a service charge of 4% of the amount of receivables sold.
Instructions
Prepare the entry on Plume Appliances’ books to record the sale of the receivables.
Prepare entry for credit card sale.
E8.11 (LO 2), AP On May 10, Keene Company sold merchandise for $4,000 and accepted the customer’s Best Business Bank MasterCard. At the end of the day, the Best Business Bank MasterCard receipts were deposited in the company’s bank account. Best Business Bank charges a 3.8% service charge for credit card sales.
Instructions
Prepare the entry on Keene Company’s books to record the sale of merchandise. (Omit cost of goods sold entries.)
Prepare entry for credit card sale.
E8.12 (LO 2), AP On July 4, Mazie’s Restaurant accepts a Visa card for a $250 dinner bill. Visa charges a 4% service fee.
Instructions
Prepare the entry on Mazie’s books related to the transaction.
Prepare entries for notes receivable transactions.
E8.13 (LO 3), AP Moses Supply Co. has the following transactions related to notes receivable during the last 2 months of the year. The company does not make entries to accrue interest except at December 31.
Nov.1 | Loaned $60,000 cash to C. Bohr on a 12-month, 7% note. | |
Dec.11 | Sold goods to K. R. Pine, Inc., receiving a $3,600, 90-day, 8% note. | |
16 | Received a $12,000, 180-day, 9% note to settle an open account from A. Murdock. | |
31 | Accrued interest revenue on all notes receivable. |
Instructions
Journalize the transactions for Moses Supply Co. (Omit cost of goods sold entries.)
Journalize notes receivable transactions.
E8.14 (LO 3), AP These transactions took place for Bramson Co.
2024 | ||
May1 | Received a $5,000, 12-month, 6% note in exchange for an outstanding account receivable from R. Stoney. | |
Dec.31 | Accrued interest revenue on the R. Stoney note. | |
2025 | ||
May1 | Received principal plus interest on the R. Stoney note. (No interest has been accrued since December 31, 2024.) |
Instructions
Record the transactions in the general journal. The company does not make entries to accrue interest except at December 31.
E8.15 (LO 3), AP Vandiver Company had the following select transactions.
Apr.1, 2025 | Accepted Goodwin Company’s 12-month, 6% note in settlement of a $30,000 account receivable. | |
July1, 2025 | Loaned $25,000 cash to Thomas Slocombe on a 9-month, 10% note. | |
Dec.31, 2025 | Accrued interest on all notes receivable. | |
Apr.1, 2026 | Received principal plus interest on the Goodwin note. | |
Apr.1, 2026 | Thomas Slocombe dishonored its note; Vandiver expects it will eventually collect. |
Instructions
Prepare journal entries to record the transactions. Vandiver prepares adjusting entries once a year on December 31.
Prepare a balance sheet presentation of receivables.
E8.16 (LO 4), AP Eileen Corp. had the following balances in receivable accounts at October 31, 2025 (in thousands): Allowance for Doubtful Accounts $52, Accounts Receivable $2,910, Other Receivables $189, and Notes Receivable $1,353.
Instructions
Prepare the balance sheet presentation of Eileen Corp.’s receivables in good form.
Identify the principles of receivables management.
E8.17 (LO 4), K The following is a list of activities that companies perform in relation to their receivables.
Instructions
Match each of the activities listed above with a purpose of the activity listed below.
Compute ratios to evaluate a company’s receivables balance.
E8.18 (LO 4), AN Suppose the following information was taken from the 2025 financial statements of FedEx Corporation, a major global transportation/delivery company.
(in millions) | 2025 | 2024 | ||
Accounts receivable (gross) | $3,587 | $4,517 | ||
Accounts receivable (net) | 3,391 | 4,359 | ||
Allowance for doubtful accounts | 196 | 158 | ||
Sales revenue | 35,497 | 37,953 | ||
Total current assets | 7,116 | 7,244 |
Instructions
Answer each of the following questions.
Evaluate liquidity.
E8.19 (LO 4), AN The following ratios are available for Ming Inc.
2025 | 2024 | |||
Current ratio | 1.3:1 | 1.5:1 | ||
Accounts receivable turnover | 12 times | 10 times | ||
Inventory turnover | 11 times | 9 times |
Instructions
Identify reason for sale of receivables.
E8.20 (LO 4), C In a recent annual report, Office Depot, Inc. notes that the company entered into an agreement to sell all of its credit card program receivables to financial service companies.
Instructions
Explain why Office Depot, a financially stable company with positive cash flow, would choose to sell its receivables.
Determine cash flows and evaluate quality of earnings.
E8.21 (LO 4), AN Bailey Corp. significantly reduced its requirements for credit sales. As a result, sales during the current year increased dramatically. It had receivables at the beginning of the year of $38,000 and ending receivables of $191,000. Credit sales were $380,000.
Instructions
Identify key terms.
E8.22 (LO 1, 2, 3, 4), K The following words and phrases were discussed in this chapter.
Instructions
Match each word or phrase with its description below.
Journalize transactions related to bad debts.
P8.1 (LO 2), AP Rianna.com uses the allowance method of accounting for bad debts. The company produced the following aging of the accounts receivable at year-end.
Number of Days Outstanding | ||||||
Total | 0–30 | 31–60 | 61–90 | 91–120 | Over 120 | |
Accounts receivable | $377,000 | $222,000 | $90,000 | $38,000 | $15,000 | $12,000 |
% uncollectible | 1% | 4% | 5% | 8% | 10% | |
Estimated bad debts |
Instructions
a. Tot. est. bad debts | $10,120 |
Prepare journal entries related to bad debt expense, and compute ratios.
P8.2 (LO 2, 4), AP At December 31, 2024, Suisse Imports reported this information on its balance sheet.
Accounts receivable | $600,000 |
Less: Allowance for doubtful accounts | 37,000 |
During 2025, the company had the following transactions related to receivables.
1. Sales on account | $2,500,000 |
2. Sales returns and allowances | 50,000 |
3. Collections of accounts receivable | 2,200,000 |
4. Write-offs of accounts receivable deemed uncollectible | 41,000 |
5. Recovery of bad debts previously written off as uncollectible | 15,000 |
Instructions
b. A/R bal. | $809,000 |
Journalize transactions related to bad debts.
P8.3 (LO 2), AP Presented below is an aging schedule for Bryan Company at December 31, 2024.
Customer | Total | Not Yet Due |
Number of Days Past Due | |||||||||
1–30 | 31–60 | 61–90 | Over 90 | |||||||||
Aneesh | $ 24,000 | $ 9,000 | $15,000 | |||||||||
Bird | 30,000 | $ 30,000 | ||||||||||
Cope | 50,000 | 5,000 | 5,000 | $40,000 | ||||||||
DeSpears | 38,000 | $38,000 | ||||||||||
Others | 120,000 | 72,000 | 35,000 | 13,000 | ||||||||
$262,000 | $107,000 | $49,000 | $28,000 | $40,000 | $38,000 | |||||||
Estimated percentage uncollectible | 3% | 7%1 | 12% | 24% | 60% | |||||||
Total estimated bad debts | $42,400 | $3,210 | $3,430 | $3,360 | $9,600 | $22,800 |
At December 31, 2024, the unadjusted balance in Allowance for Doubtful Accounts is a credit of $8,000.
Instructions
a. Bad Debt Exp. | $34,400 |
Compute bad debt amounts.
P8.4 (LO 2), AP Here is information related to Morgane Company for 2025.
Total credit sales | $1,500,000 |
Accounts receivable at December | 31 840,000 |
Bad debts written off | 37,000 |
Instructions
b. Bad Debt Exp. | $30,600 |
Journalize entries to record transactions related to bad debts.
P8.5 (LO 2), AP At December 31, 2025, the trial balance of Malone Company contained the following amounts before adjustment.
Debit | Credit | |||
Accounts Receivable | $180,000 | |||
Allowance for Doubtful Accounts | $ 1,500 | |||
Sales Revenue | 875,000 |
Instructions
b. Bad Debt Exp. | $11,700 |
Journalize various receivables transactions.
P8.6 (LO 1, 3), AP On January 1, 2025, Harvee Company had Accounts Receivable of $54,200 and Allowance for Doubtful Accounts of $3,700. Harvee Company prepares financial statements annually. During the year, the following selected transactions occurred.
Jan.5 | Sold $4,000 of merchandise to Rian Company, terms n/30. | |
Feb.2 | Accepted a $4,000, 4-month, 9% promissory note from Rian Company for balance due. | |
12 | Sold $12,000 of merchandise to Cato Company and accepted Cato’s $12,000, 2-month, 10% note for the balance due. | |
26 | Sold $5,200 of merchandise to Malcolm Co., terms n/10. | |
Apr.5 | Accepted a $5,200, 3-month, 8% note from Malcolm Co. for balance due. | |
12 | Collected Cato Company note in full. | |
June2 | Collected Rian Company note in full. | |
15 | Sold $2,000 of merchandise to Gerri Inc. and accepted a $2,000, 6-month, 12% note for the amount due. |
Instructions
Journalize the transactions. (Omit cost of goods sold entries.)
Explain the impact of transactions on ratios.
P8.7 (LO 4), C The president of Mossy Enterprises asks if you could indicate the impact certain transactions have on the following ratios.
Transaction | Current Ratio (2:1) | Accounts Receivable Turnover (10×) | Average Collection Period (36.5 days) | |||
|
Instructions
Complete the table, indicating whether each transaction will increase (I), decrease (D), or have no effect (NE) on the specific ratios provided for Mossy Enterprises.
Prepare entries for various credit card and notes receivable transactions.
P8.8 (LO 1, 2, 3, 4), AP Milton Company closes its books on its July 31 year-end. The company does not make entries to accrue for interest except at its year-end. On June 30, the Notes Receivable account balance is $23,800. Notes Receivable include the following.
Date | Maker | Face Value | Term | Maturity Date | Interest Rate | |||||
April 21 | Coote Inc. | $ 6,000 | 90 days | July 20 | 8% | |||||
May 25 | Brady Co. | 7,800 | 60 days | July 24 | 10% | |||||
June 30 | BMG Corp. | 10,000 | 6 months | December 31 | 6% |
During July, the following transactions were completed.
July5 | Made sales of $4,500 on Milton credit cards. | |
14 | Made sales of $600 on Visa credit cards. The credit card service charge is 3%. | |
20 | Received payment in full from Coote Inc. on the amount due. | |
24 | Received payment in full from Brady Co. on the amount due. |
Instructions
b. A/R bal. | $ 4,500 |
c. Tot. receivables | $14,550 |
Calculate and interpret various ratios.
P8.4 (LO 4), AN Suppose the amounts presented here are basic financial information (in millions) from the 2025 annual reports of Nike and adidas.
Nike | adidas | |
Sales revenue | $19,176.1 | €10,381 |
Allowance for doubtful accounts, beginning | 78.4 | 119 |
Allowance for doubtful accounts, ending | 110.8 | 124 |
Accounts receivable balance (gross), beginning | 2,873.7 | 1,743 |
Accounts receivable balance (gross), ending | 2,994.7 | 1,553 |
Instructions
Calculate the accounts receivable turnover and average collection period for both companies. Comment on the difference in their collection experiences.
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 7.)
CCC8 One of Natalie’s friends, Curtis Lesperance, runs a coffee shop where he sells specialty coffees and prepares and sells muffins and cookies. He is eager to buy one of Natalie’s fine European mixers, which would enable him to make larger batches of muffins and cookies. However, Curtis cannot afford to pay for the mixer for at least 30 days. He asks Natalie if she would be willing to sell him the mixer on credit.
Natalie comes to you for advice and asks the following questions.
The following transactions occurred in June through August.
June. 1 | After much thought, Natalie sells a mixer to Curtis on credit, terms n/30, for $1,100 (cost of mixer $600). |
2 | Natalie meets with the bank manager and arranges to get access to a credit card account. The terms of credit card transactions are 3% of the sales transactions and a monthly equipment rental charge of $75. |
30 | Natalie teaches 13 classes in June. Seven classes were paid for in cash, $1,050; the other six classes were paid for by credit card, $900. |
30 | Natalie receives and reconciles her bank statement. She makes sure that the bank has correctly processed the monthly $75 charge for the rental of the credit card equipment and the 3% fee on the credit card transactions. |
30 | Curtis calls Natalie. He is unable to pay the amount outstanding for another month, so he signs a one-month, 6% note receivable. |
July. 15 | Natalie sells a mixer to a friend of Curtis’s. The friend pays $1,100 for the mixer by credit card (cost of mixer $600). |
30 | Natalie teaches 16 classes in July. Eight classes are paid for in cash, $1,200; eight classes are paid for by credit card, $1,200. |
31 | Natalie reconciles her bank statement and makes sure the bank has recorded the correct amounts for the rental of the credit card equipment and the credit card sales. |
31 | Curtis calls Natalie. He cannot pay today but hopes to have a check for her at the end of the week. Natalie accrues July interest. |
Aug. 10 | Curtis calls again and Natalie agrees to extend the note to two months. Curtis will repay the note on August 31, including interest for 2 months. |
31 | Natalie receives a check from Curtis in payment of his balance plus interest outstanding. |
Instructions
ACR8 Hudson Corporation’s balance sheet at December 31, 2024, is presented below.
Hudson Corporation Balance Sheet December 31, 2024 |
|||||
Cash | $13,100 | Accounts payable | $ 8,750 | ||
Accounts receivable | 19,780 | Common stock | 20,000 | ||
Allowance for doubtful accounts | (800) | Retained earnings | 12,730 | ||
Inventory | 9,400 | ||||
$41,480 | $41,480 |
During January 2025, the following transactions occurred. Hudson uses the perpetual inventory method.
Jan.1 | Hudson accepted a 4-month, 8% note from Betheny Company in payment of Betheny’s $1,200 account. | |
3 | Hudson wrote off as uncollectible the accounts of Walter Corporation ($450) and Drake Company ($280). | |
8 | Hudson purchased $17,200 of inventory on account. | |
11 | Hudson sold for $25,000 on account inventory that cost $17,500. | |
15 | Hudson sold inventory that cost $700 to Jack Rice for $1,000. Rice charged this amount on his Visa First Bank card. The service fee charged Hudson by First Bank is 3%. | |
17 | Hudson collected $22,900 from customers on account. | |
21 | Hudson paid $16,300 on accounts payable. | |
24 | Hudson received payment in full ($280) from Drake Company on the account written off on January 3. | |
27 | Hudson purchased advertising supplies for $1,400 cash. | |
31 | Hudson paid other operating expenses, $3,218. |
Adjustment data:
Instructions
(You may want to set up T-accounts to determine ending balances.)
DA8.1 Data visualization can be used to understand accounts receivable and bad debts.
Example Many stakeholders are interested in bad debt information. Under transparency rules, cities, states, and other governments publicize financial data. Using data visualization, we can see trends in the data from the city of Austin Texas regarding energy revenue and bad debt. What does the trend of bad debt expense as a percent of revenue look like over this period?
Source: https://data.austintexas.gov/Utilities-and-City-Services/Bad-Debt-Expense/6zan-sbz2
We can see a steady increase in bad debt expense from 2008 to 2011, followed by a steep peak in 2014. The expense percentage declined sharply in 2015, followed by a slight increase in 2016 and a decline to the lowest level in 2019. Over the entire 12-year period, revenue increased steadily. However, the trend in revenue does not explain the spike in bad debt expense, so there is likely some other cause of the increase in bad debt expense from 2012 to 2013.
What conclusions can we make about the city of Austin’s ability to collect amounts owed by energy customers? Except for the peak in 2013 and 2014, Austin appears to be efficient in collecting amounts due. While the highest percent uncollectible is 1.51%, this amount is relatively low compared to many industries which experience higher rates of uncollectibility. Austin’s lower bad debt expense rate may be due to the nature of the industry−providing service−viewed by most people as essential. Customers are more likely to pay their energy bills while foregoing payments to other obligations they may owe.
In this case, you will use the data to calculate the relationships of accounts receivable to revenue and assets and prepare a combo column and line chart to visualize those relationships for each of the largest revenue-producing companies in the U.S.
DA8.1 Data visualization can be used to understand the effect of notes receivable on total assets and bad debts.
Industries differ in their use of accounts receivable. Some industries collect cash before or at the time of transfer of goods or services. Others collect after services have been provided or goods transferred. Here are 24 of the largest companies in the United States (by revenue), with amounts of revenue, assets, and accounts receivable.
Rank | Company | Revenues (In millions) |
Assets (in millions) |
Accounts Receivable Net |
Accounts Receivable Gross |
---|---|---|---|---|---|
1 | Walmart | $523,964 | $236,495 | $ 6,284 | $ 6,284 |
2 | Amazon | 280,522 | 225,248 | 24,285 | 25,385 |
3 | Exxon Mobil | 264,938 | 362,597 | 16,339 | 16,813 |
4 | Apple | 260,174 | 338,516 | 16,120 | 16,120 |
5 | CVS Health | 256,776 | 222,449 | 19,544 | 19,902 |
6 | Berkshire Hathaway | 254,616 | 817,729 | 51,978 | 53,499 |
8 | McKesson | 214,319 | 59,672 | 16,936 | 17,201 |
9 | AT&T | 181,193 | 551,669 | 22,269 | 23,490 |
10 | AmerisourceBergen | 179,589 | 39,172 | 13,846 | 15,264 |
11 | Alphabet | 161,857 | 275,909 | 30,930 | 31,719 |
12 | Ford Motor | 155,900 | 258,537 | 52,394 | 52,851 |
14 | Costco Wholesale | 152,703 | 45,400 | 1,550 | 1,550 |
15 | Chevron | 146,516 | 237,428 | 11,398 | 11,682 |
16 | Cardinal Health | 145,534 | 40,963 | 8,276 | 8,482 |
18 | General Motors | 137,237 | 228,037 | 34,244 | 34,468 |
19 | Walgreens Boots Alliance | 136,866 | 67,598 | 7,132 | 7,193 |
20 | Verizon Communications | 131,868 | 291,727 | 24,650 | 25,902 |
21 | Microsoft | 125,843 | 286,556 | 32,011 | 32,799 |
22 | Marathon Petroleum | 124,813 | 98,556 | 5,760 | 5,778 |
23 | Kroger | 122,286 | 45,256 | 1,706 | 1,706 |
26 | Home Depot | 110,225 | 51,236 | 2,106 | 2,106 |
27 | Phillips 66 | 109,559 | 58,720 | 6,522 | 6,559 |
28 | Comcast | 108,942 | 263,414 | 11,466 | 12,273 |
32 | Valero Energy | 102,729 | 53,864 | 4,807 | 4,854 |
Source: https://fortune.com/fortune500/search/ and https://www.wsj.com/market-data/quotes/
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following.
DA8.2 Data visualization can be used to understand notes receivable.
Banks have large loan portfolios that result from loans to customers. Analytics can help us understand the proportion of these notes receivables to the bank’s total assets. Presented here is the assets section of JP Morgan Chase’s balance sheet.
JP Morgan Chase Balance Sheet - Total Assets ($ Millions) For the Years Ended December 31 |
||
2020 | 2019 | |
Total Cash & Due from Banks | $ 47,574 | $ 67,004 |
Trading Account Securities | 503,126 | 411,103 |
Federal Funds Sold | - | 11 |
Securities Under Resale Agreement | 456,919 | 388,904 |
Treasury Securities | 255,135 | 139,487 |
State & Municipal Securities | 33,147 | 34,607 |
Mortgage-Backed Securities | 241,226 | 164,818 |
Other Securities | 62,859 | 59,327 |
Other Investments | 489,726 | 204,375 |
Total Investments | 2,042,138 | 1,402,632 |
Commercial & Industrial Loans | 544,274 | 451,743 |
Consumer & Installment Loans | 460,706 | 500,962 |
Real Estate Mortgage Loans | - | |
Loan Loss Allowances (Reserves) | (28,328) | (13,123) |
Total Loans | 976,652 | 939,582 |
Real Estate Other Than Bank Premises | 256 | 344 |
Net Property, Plant & Equipment | 35,115 | 34,003 |
Total Property, Plant and Equipment | 35,371 | 34,347 |
Other Assets | 143,681 | 122,311 |
Intangible Assets | 50,152 | 48,642 |
Total Other Assets | 193,833 | 170,953 |
Total Interest Receivables | 90,503 | 72,861 |
Total Assets | $3,386,071 | $2,687,379 |
Source: https://www.wsj.com/market-data/quotes/JPM/financials/annual/balance-sheet
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following.
CT8.1 Refer to the financial statements of Apple Inc. in Appendix A.
Instructions
CT8.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour are presented in Appendix C.
Instructions
CT8.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT8.4 Suppose the information below is from the 2025 financial statements and accompanying notes of The Scotts Company, a major manufacturer of lawn-care products.
(in millions) | 2025 | 2024 | ||
Accounts receivable | $270.4 | $259.7 | ||
Allowance for uncollectible accounts | 10.6 | 11.4 | ||
Sales revenue | 2,981.8 | 2,871.8 | ||
Total current assets | 1,044.9 | 999.3 |
The Scotts Company Notes to the Financial Statements |
|||||||||||||||||||||||||||||||||||||||||||||||||||||
Note 19. Concentrations of Credit Risk Financial instruments which potentially subject the Company to concentration of credit risk consist principally of trade accounts receivable. The Company sells its consumer products to a wide variety of retailers, including mass merchandisers, home centers, independent hardware stores, nurseries, garden outlets, warehouse clubs, food and drug stores and local and regional chains. Professional products are sold to commercial nurseries, greenhouses, landscape services and growers of specialty agriculture crops. Concentrations of accounts receivable at September 30, net of accounts receivable pledged under the terms of the New MARP Agreement whereby the purchaser has assumed the risk associated with the debtor’s financial inability to pay ($146.6 million and $149.5 million for 2025 and 2024, respectively), were as follows.
The remainder of the Company’s accounts receivable at September 30, 2025 and 2024, were generated from customers located outside of North America, primary retailers, distributors, nurseries and growers in Europe. No concentrations of customers or individual customers within this group account for more than 10% of the Company’s accounts receivable at either balance sheet date. The Company’s three largest customers are reported within the Global Consumer segment, and are the only customers that individually represent more than 10% of reported consolidated net sales for each of the last three fiscal years. These three customers accounted for the following percentages of consolidated net sales for the fiscal years ended September 30:
|
Instructions
Answer each of the following questions.
CT8.5 As we discussed in the chapter, companies often have an effective factoring strategy.
Instructions
Go to the Commercial Capital LLC website, click on Invoice Factoring, and then answer the following questions.
CT8.6 The October 31, 2017, issue of the Wall Street Journal includes an article by Suzanne Kapner entitled “Inside the Decline of Sears, the Amazon of the 20th Century.”
Instructions
Read the article and then answer the following questions.
CT8.7 Emilio and René Santos own Club Fandango. From its inception, Club Fandango has sold merchandise on either a cash or credit basis, but no credit cards have been accepted. During the past several months, the Santos have begun to question their credit-sales policies. First, they have lost some sales because of their refusal to allow customers to pay with credit cards. Second, representatives of two metropolitan banks have convinced them to accept their national credit cards. One bank, Business National Bank, has stated that (1) its credit card fee is 4% and (2) it pays the retailer 96 cents on each $1 of sales within 3 days of receiving the credit card billings.
The Santos decide that they should determine the cost of carrying their own credit sales. From the accounting records of the past 3 years, they accumulate these data:
2025 | 2024 | 2023 | ||||
Net credit sales | $500,000 | $600,000 | $400,000 | |||
Collection agency fees for slow-paying customers | 2,900 | 2,600 | 1,600 | |||
Salary of part-time accounts receivable clerk | 4,400 | 4,400 | 4,400 |
Credit and collection expenses as a percentage of net credit sales are as follows: uncollectible accounts 1.6%, billing and mailing costs .5%, and credit investigation fee on new customers .2%.
Emilio and René also determine that the average accounts receivable balance outstanding during the year is 5% of net credit sales. The Santos estimate that they could earn an average of 10% annually on cash invested in other business opportunities.
Instructions
With the class divided into groups, answer the following.
CT8.8 Chien Corporation is a recently formed business selling the “World’s Best Doormat.” The corporation is selling doormats faster than Chien can make them. It has been selling the product on a credit basis, telling customers to “pay when they can.” Oddly, even though sales are tremendous, the company is having trouble paying its bills.
Instructions
Write a memo to the president of Chien Corporation discussing these questions:
CT8.9 As its year-end approaches, it appears that Mendez Corporation’s net income will increase 10% this year. The president of Mendez Corporation, nervous that the stockholders might expect the company to sustain this 10% growth rate in net income in future years, suggests that the controller increase the allowance for doubtful accounts to 4% of receivables in order to lower this year’s net income. The president thinks that the lower net income, which reflects a 6% growth rate, will be a more sustainable rate of growth for Mendez Corporation in future years. The controller of Mendez Corporation believes that the company’s yearly allowance for doubtful accounts should be 2% of receivables.
Instructions
CT8.10 Credit card usage in the United States is substantial. Many startup companies use credit cards as a way to help meet short-term financial needs. The most common forms of debt for startups are use of credit cards and loans from relatives.
Suppose that you start up Fantastic Sandwich Shop. You invested your savings of $20,000 and borrowed $70,000 from your relatives. Although sales in the first few months are good, you see that you may not have sufficient cash to pay expenses and maintain your inventory at acceptable levels, at least in the short term. You decide you may need to use one or more credit cards to fund the possible cash shortfall.
Instructions
CT8.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
The basic accounting and reporting issues related to the recognition, measurement, and disposition of receivables are very similar between IFRS and GAAP. The following are the key similarities and differences between GAAP and IFRS related to the accounting for receivables.
1. Which of the following statements is false?
2. In recording a factoring transaction:
3. Under IFRS:
the entry to record estimated uncollected accounts is the same as GAAP.
IFRS8.1 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company’s annual report to answer the following questions.
a. What is the accounting policy related to accounting for trade accounts receivable?
b. According to the notes to the financial statements, what accounted for the difference between gross trade accounts receivable and net accounts receivable?
c. According to the notes to the financial statements, what was the major reason why the balance in receivables increased relative to the previous year?
d. Using information in the notes to the financial statements, determine what percentage the provision for impairment of receivables was as a percentage of total trade receivables for 2020 and 2019. How did the ratio change from 2019 to 2020, and what does this suggest about the company’s receivables?
1. a 2. d 3. a
For airlines and many other companies, making the right decisions regarding long-lived assets is critical because these assets represent huge investments. The discussion in this chapter is in two parts: plant assets and intangible assets. Plant assets are the property, plant, and equipment (physical assets) that commonly come to mind when we think of what a company owns. Intangible assets, such as copyrights and patents, lack physical substance but can be extremely valuable and vital to a company’s success.
So, you’re interested in starting a new business. Have you thought about the airline industry? Today, many of the most profitable airlines are not well-known majors like American Airlines and United. In fact, most giant, older airlines seem to have a history of bankruptcy. In one year, five major airlines representing 24% of total U.S. capacity were operating under bankruptcy protection.
Not all airlines are hurting. The growth and profitability in the airline industry today is found at relative newcomers like Southwest Airlines and JetBlue Airways. These and other newer airlines compete primarily on ticket prices. During a recent five-year period, the low-fare airline market share increased by 47%, reaching 22% of U.S. airline capacity.
Southwest was the first upstart to make it big. It did so by taking a different approach. It bought small, new, fuel-efficient planes. Also, instead of the “hub-and-spoke” approach used by the majors, it opted for direct, short hop, no frills flights. It was all about controlling costs—getting the most out of its efficient new planes.
Discount airlines such as Sun Country and Allegiant Travel chose an approach quite different from that of Southwest. They buy low-priced used planes that are 20 to 30 years old. When Covid-19 caused a sharp reduction in travel, the price of used planes plummeted. Both of these airlines took advantage of this opportunity by buying even more used planes during this time. Older planes have higher fuel and maintenance costs, but these airlines say the lower initial equipment cost outweighs the additional operating costs.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Explain the accounting for plant asset expenditures. |
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DO IT! 1 Cost of Plant Assets |
LO 2 Apply depreciation methods to plant assets. |
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DO IT! 2a Straight-Line Depreciation 2b Revised Depreciation |
LO 3 Explain how to account for the disposal of plant assets. |
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DO IT! 3 Plant Asset Disposals |
LO 4 Identify the basic issues related to reporting intangible assets. |
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DO IT! 4 Classification Concepts |
LO 5 Discuss how long-lived assets are reported and analyzed. |
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DO IT! 5 Asset Turnover |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Plant assets are resources that have three characteristics.
Plant assets are also called property, plant, and equipment; plant and equipment; and fixed assets. These assets are expected to be of use to the company for a number of years. Except for land, plant assets decline in service potential over their useful lives.
Because plant assets play a key role in ongoing operations, companies keep plant assets in good operating condition. They also replace worn-out or outdated plant assets, and expand productive resources as needed. Many companies have substantial investments in plant assets. Illustration 9.1 shows the percentages of plant assets in relation to total assets of companies in a number of industries.
ILLUSTRATION 9.1 Percentages of plant assets in relation to total assets
The historical cost principle requires that companies record plant assets at cost. Thus, JetBlue Airways and Southwest Airlines record their planes at cost. Cost consists of all expenditures necessary to acquire an asset and make it ready for its intended use. For example, when Boeing buys equipment, the purchase price, freight costs paid by Boeing, and installation costs are all part of the cost of the equipment.
Cost is measured by the cash paid in a cash transaction or by the cash equivalent price paid when companies use noncash assets in payment.
We explain the application of the historical cost principle to each of the major classes of plant assets in the following sections (see International Note).
Companies often purchase land as a building site for a manufacturing plant or office building. The cost of land includes the following.
For example, if the cash price is $50,000 and the purchaser agrees to pay accrued taxes of $5,000, the cost of the land is $55,000.
Companies record as debits (increases) to the Land account all necessary costs incurred to make land ready for its intended use (see Helpful Hint). When a company acquires vacant land, these costs include expenditures for clearing, draining, filling, and grading. Sometimes the land has a building on it that must be removed before construction of a new building. In this case, the company debits to the Land account all demolition and removal costs, less any proceeds from salvaged materials.
To illustrate, assume that Hayes Company acquires real estate at a cash cost of $100,000. The property contains an old warehouse that is razed at a net cost of $6,000 ($7,500 in demolition costs less $1,500 proceeds from salvaged materials). Additional expenditures are the attorney’s fee, $1,000, and the real estate broker’s commission, $8,000. The cost of the land is $115,000, computed as shown in Illustration 9.2.
ILLUSTRATION 9.2 Computation of cost of land
Land | |
Cash price of property | $100,000 |
Net removal cost of warehouse ($7,500 − $1,500) | 6,000 |
Attorney’s fee | 1,000 |
Real estate broker’s commission | 8,000 |
Cost of land | $115,000 |
Hayes makes the following entry to record the acquisition of the land.
Land | 115,000 | |
Cash | 115,000 | |
(To record purchase of land) |
Land improvements are structural additions with limited lives that are made to land.
For example, the cost of a new parking lot for Home Depot includes the amount paid for paving, fencing, and lighting. Thus, Home Depot debits to Land Improvements the total of all of these costs.
Land improvements have limited useful lives. Even when well-maintained, they will eventually need to be replaced. As a result, companies expense (depreciate) the cost of land improvements over their useful lives.
Buildings are facilities used in operations, such as stores, offices, factories, warehouses, and airplane hangars. Companies debit to the Buildings account all necessary expenditures related to the purchase or construction of a building.
In addition, companies charge certain interest costs to the Buildings account. Interest costs incurred to finance the project are included in the cost of the building when a significant period of time is required to get the building ready for use. In these circumstances, interest costs are considered as necessary as materials and labor. However, the inclusion of interest costs in the cost of a constructed building is limited to interest costs incurred during the construction period. When construction has been completed, the company records subsequent interest payments on funds borrowed to finance the construction as debits (increases) to Interest Expense.
Equipment includes assets used in operations, such as store check-out counters, office furniture, factory machinery, computers, printers, and delivery trucks. JetBlue Airways’ equipment includes aircraft, in-flight entertainment systems, and trucks for ground operations.
However, companies treat as expenses the costs of motor vehicle licenses and accident insurance on company trucks and cars. Such items are annual recurring expenditures and do not benefit future periods. Two criteria apply in determining the cost of equipment:
To illustrate, assume that Lenard Company purchases a delivery truck on January 1 at a cash price of $22,000. Related expenditures are sales taxes $1,320, painting and lettering $500, motor vehicle license $80, and a three-year accident insurance policy $1,600. The cost of the delivery truck is $23,820, computed as shown in Illustration 9.3.
ILLUSTRATION 9.3 Computation of cost of delivery truck
Delivery Truck | |
Cash price | $22,000 |
Sales taxes | 1,320 |
Painting and lettering | 500 |
Cost of delivery truck | $23,820 |
Lenard treats the cost of a motor vehicle license as an expense and the cost of an insurance policy as a prepaid asset. Thus, the company records the purchase of the truck and related expenditures as follows.
Equipment | 23,820 | |
License Expense | 80 | |
Prepaid Insurance | 1,600 | |
Cash | 25,500 | |
(To record purchase of delivery truck and related expenditures) |
For another example, assume Merten Company purchases factory machinery at a cash price of $50,000. Related expenditures are sales taxes $3,000, insurance during shipping $500, and installation and testing $1,000. The cost of the factory machinery is $54,500, computed as shown in Illustration 9.4.
ILLUSTRATION 9.4 Computation of cost of factory machinery
Factory Machinery | |
Cash price | $50,000 |
Sales taxes | 3,000 |
Insurance during shipping | 500 |
Installation and testing | 1,000 |
Cost of factory machinery | $54,500 |
Thus, Merten records the purchase and related expenditures as follows.
Equipment | 54,500 | |
Cash | 54,500 | |
(To record purchase of factory machinery and related expenditures) |
During the useful life of a plant asset, a company may incur costs for ordinary repairs, additions, or improvements.
Companies record such repairs as debits to Maintenance and Repairs Expense as they are incurred. Because they are immediately charged as an expense against revenues, these costs are often referred to as revenue expenditures.
In contrast, additions and improvements are costs incurred to increase the operating efficiency, productive capacity, or useful life of a plant asset.
Companies generally debit these amounts to the plant asset affected. They are often referred to as capital expenditures.
Companies must use good judgment in deciding whether to treat an item as a revenue expenditure or as a capital expenditure. Some companies, in order to boost income, have improperly capitalized expenditures that should have been treated as revenue expenditures. By “capitalizing” these costs, they spread the expense over a number of years rather than expensing all the costs in the current year.
Alternatively, assume that Rodriguez Co. purchases a number of wastepaper baskets. The proper accounting would appear to be to capitalize and then depreciate these wastepaper baskets over their useful lives. However, Rodriguez will generally expense these wastepaper baskets immediately. This practice is justified on the basis of materiality. Materiality refers to the impact of an item on a company’s financial operations. Recall that the materiality concept states that if an item would not make a difference in decision-making, the company does not have to follow GAAP in reporting that item.
In this chapter, we focus on purchased assets, but we want to expose you briefly to an alternative—leasing. A lease is a contractual agreement in which the owner of an asset (the lessor) allows another party (the lessee) to use the asset for a period of time at an agreed price. In many industries, leasing is quite common. For example, one-third of heavy-duty commercial trucks are leased.
Some advantages of leasing an asset versus purchasing it are as follows.
Airlines often choose to lease many of their airplanes in long-term lease agreements. In recent financial statements, JetBlue Airways stated that it leased 50 of its 243 planes.
As explained in Chapter 4, depreciation is the process of allocating to expense the cost of a plant asset over its useful (service) life in a rational and systematic manner. Such cost allocation is designed to properly record expenses (efforts) with associated revenues (results) (see Illustration 9.5).
ILLUSTRATION 9.5 Depreciation as a cost allocation concept
Depreciation affects the balance sheet through accumulated depreciation, which companies report as a deduction from plant assets. It affects the income statement through depreciation expense.
It is important to understand that depreciation is a cost allocation process, not an asset valuation process. No attempt is made to measure the change in an asset’s fair value during ownership.
Depreciation applies to three classes of plant assets: land improvements, buildings, and equipment (see Ethics Note). Each of these classes is considered to be a depreciable asset because the usefulness to the company and the revenue-producing ability of each class decline over the asset’s useful life. Depreciation does not apply to land because its usefulness and revenue-producing ability generally remain intact as long as the land is owned. In fact, in many cases, the usefulness of land increases over time because of the scarcity of good sites. Thus, land is not a depreciable asset.
The rerouting of major airlines from Chicago’s Midway Airport to Chicago-O’Hare International Airport because Midway’s runways were too short for giant jets is an example. Similarly, many companies replace their computers long before they originally planned to do so because technological improvements make their old hardware obsolete.
Recognizing depreciation for an asset does not result in the accumulation of cash for replacement of the asset. The balance in Accumulated Depreciation represents the total amount of the asset’s cost that the company has charged to expense to date; it is not a cash fund.
Three factors affect the computation of depreciation, as shown in Illustration 9.6 (see Helpful Hint).
ILLUSTRATION 9.6 Three factors in computing depreciation
Although a number of methods exist, depreciation is generally computed using one of three methods:
Like the alternative inventory methods discussed in Chapter 6, each of these depreciation methods is acceptable under generally accepted accounting principles. Management selects the method it believes best measures an asset’s contribution to revenue over its useful life. Once a company chooses a method, it should apply that method consistently over the useful life of the asset. Consistency enhances the ability to analyze financial statements over multiple years.
Illustration 9.7 shows the distribution of the primary depreciation methods in a sample of the largest U.S. companies. Clearly, straight-line depreciation is the most widely used approach. In fact, because some companies use more than one method, straight-line depreciation is used for some or all of the depreciation taken by more than 95% of U.S. companies. For this reason, we illustrate procedures for straight-line depreciation and discuss the alternative depreciation approaches only at a conceptual level. This coverage introduces you to the basic idea of depreciation as an allocation concept without entangling you in too much procedural detail. (Also, note that many calculators are preprogrammed to perform the basic depreciation methods.) Details on the alternative approaches are presented in Appendix 9A.
ILLUSTRATION 9.7 Use of depreciation methods in major U.S. companies
Our illustration of depreciation methods, both here and in the chapter appendix, is based on the following data relating to a small delivery truck purchased by Bill’s Pizzas on January 1, 2025.
Cost | $13,000 |
Estimated salvage value | $1,000 |
Estimated useful life (in years) | 5 |
Estimated useful life (in miles) | 100,000 |
Under the straight-line method, companies expense an equal amount of depreciation each year of the asset’s useful life. Management must choose the useful life of an asset based on its own expectations and experience.
To compute the annual depreciation expense, we divide depreciable cost by the estimated useful life. As indicated above, depreciable cost represents the total amount subject to depreciation; it is calculated as the cost of the plant asset less its salvage value. Illustration 9.8 shows the computation of depreciation expense in the first year for Bill’s Pizzas’ delivery truck.
ILLUSTRATION 9.8 Formula for straight-line method
Alternatively, we can compute an annual rate at which the company depreciates the delivery truck. In this case, the rate is 20% (100% ÷ 5 years). When an annual rate is used under the straight-line method, the company applies the percentage rate to the depreciable cost of the asset, as shown in the depreciation schedule in Illustration 9.9.
ILLUSTRATION 9.9 Straight-line depreciation schedule
Bill’s Pizzas |
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Year | Computation | Annual Depreciation Expense | End of Year | |||||
Depreciable Cost | × | Depreciation Rate | = | Accumulated Depreciation | Book Value | |||
2025 | $12,000 | 20% | $ 2,400 | $ 2,400 | $10,600* | |||
2026 | 12,000 | 20 | 2,400 | 4,800 | 8,200 | |||
2027 | 12,000 | 20 | 2,400 | 7,200 | 5,800 | |||
2028 | 12,000 | 20 | 2,400 | 9,600 | 3,400 | |||
2029 | 12,000 | 20 | 2,400 | 12,000 | 1,000 | |||
Total | $12,000 | |||||||
*$13,000 − $2,400 |
Note that the depreciation expense of $2,400 is the same each year. The book value at the end of the useful life is equal to the estimated $1,000 salvage value.
What happens when an asset is purchased during the year, rather than on January 1 as in our example? In that case, it is necessary to prorate the annual depreciation for the portion of the year the asset is used.
As indicated earlier, the straight-line method predominates in practice. For example, such large companies as Tesla, Nike, and General Mills use the straight-line method. It is simple to compute, and it records expenses with associated revenues appropriately when the use of the asset is reasonably uniform throughout the service life. Generally, the types of assets that give equal benefits over their useful lives are those for which daily use does not affect productivity. Examples are office furniture and fixtures, buildings, warehouses, and garages for motor vehicles.
The declining-balance method computes depreciation expense using a constant rate applied to a declining book value. This method is called an accelerated-depreciation method because it results in higher depreciation in the early years of an asset’s life than does the straight-line approach.
Managers might choose an accelerated approach if they think that an asset’s utility will decline quickly.
Companies can apply the declining-balance approach at different rates, which result in varying speeds of depreciation. A common declining-balance rate is double the straight-line rate. Using that rate, the method is referred to as the double-declining-balance method.
If we apply the double-declining-balance method to Bill’s Pizzas’ delivery truck, assuming a five-year life, we get the pattern of depreciation shown in Illustration 9.10. Illustration 9A.2 presents the computations behind these numbers. Again, note that total depreciation over the life of the truck is $12,000, the depreciable cost.
ILLUSTRATION 9.10 Declining-balance depreciation schedule
Bill’s Pizzas | ||||||||
End of Year | ||||||||
Year | Annual Depreciation Expense | Accumulated Depreciation | Book Value | |||||
2025 | $ 5,200 | $ 5,200 | $7,800 | |||||
2026 | 3,120 | 8,320 | 4,680 | |||||
2027 | 1,872 | 10,192 | 2,808 | |||||
2028 | 1,123 | 11,315 | 1,685 | |||||
2029 | 685 | 12,000 | 1,000 | |||||
Total | $12,000 |
As indicated earlier, useful life can be expressed in ways other than a time period. Under the units-of-activity method, useful life is expressed in terms of the total units of production or the use expected from the asset.
The units-of-activity method is generally not suitable for such assets as buildings or furniture because activity levels are difficult to measure for these assets.
Applying the units-of-activity method to the delivery truck owned by Bill’s Pizzas, we first must know some basic information. Bill’s expects to be able to drive the truck a total of 100,000 miles. Illustration 9.11 shows depreciation over the five-year life based on an assumed mileage pattern. Illustration 9A.4 presents the computations used to arrive at these results.
As the name implies, under units-of-activity depreciation, the amount of depreciation is proportional to the activity that took place during that period. For example, the delivery truck was driven twice as many miles in 2026 as in 2025, and depreciation was exactly twice as much in 2026 as it was in 2025.
ILLUSTRATION 9.11 Units-of-activity depreciation schedule
Bill’s Pizzas | ||||||||||
Year | Units of Activity (miles) | Annual Depreciation Expense | End of Year | |||||||
Accumulated Depreciation | Book Value | |||||||||
2025 | 15,000 | $ 1,800 | $ 1,800 | $11,200 | ||||||
2026 | 30,000 | 3,600 | 5,400 | 7,600 | ||||||
2027 | 20,000 | 2,400 | 7,800 | 5,200 | ||||||
2028 | 25,000 | 3,000 | 10,800 | 2,200 | ||||||
2029 | 10,000 | 1,200 | 12,000 | 1,000 | ||||||
Total | $100,000 | $12,000 |
Illustration 9.12 compares annual and total depreciation expense for Bill’s Pizzas under the three methods.
ILLUSTRATION 9.12 Comparison of depreciation methods
Year | Straight-Line | Declining-Balance | Units-of-Activity | |||||
2025 | $2,400 | $5,200 | $1,800 | |||||
2026 | 2,400 | 3,120 | 3,600 | |||||
2027 | 2,400 | 1,872 | 2,400 | |||||
2028 | 2,400 | 1,123 | 3,000 | |||||
2029 | 2,400 | 685 | 1,200 | |||||
$12,000 | $12,000 | $12,000 |
Annual depreciation expense varies considerably among the methods, but total depreciation expense is the same ($12,000) for the five-year period. Each method is acceptable in accounting because each recognizes the decline in service potential of the asset in a rational and systematic manner. Illustration 9.13 graphs the depreciation expense pattern under each method.
ILLUSTRATION 9.13 Patterns of depreciation
The Internal Revenue Service (IRS) allows corporate taxpayers to deduct depreciation expense when computing taxable income. However, the tax regulations of the IRS do not require the taxpayer to use the same depreciation method on the tax return that it uses in preparing financial statements (see Helpful Hint).
For tax purposes, taxpayers must use on their tax returns either the straight-line method or a special accelerated-depreciation method called the Modified Accelerated Cost Recovery System (MACRS).
Companies must disclose the choice of depreciation method in their financial statements or in related notes that accompany the statements. Illustration 9.14 shows excerpts from the “Property and equipment” notes from the financial statements of Southwest Airlines.
ILLUSTRATION 9.14 Disclosure of depreciation policies
Southwest Airlines Notes to the Financial Statements |
||
Property and equipment Depreciation is provided by the straight-line method to estimated residual values over periods generally ranging from 23 to 25 years for flight equipment. |
From this note, we learn that Southwest Airlines uses the straight-line method to depreciate its planes over periods of 23 to 25 years.
Management should periodically review annual depreciation expense. If wear and tear or obsolescence indicates that annual depreciation is either inadequate or excessive, the company should change the depreciation expense amount.
When a change in an estimate is required, the company makes the change in current and future years but not to prior periods.
The rationale for this treatment is that continual restatement of prior periods would adversely affect users’ confidence in financial statements.
To determine the new annual depreciation expense, the company first computes the asset’s depreciable cost at the time of the revision. It then allocates the revised depreciable cost to the remaining useful life (see Helpful Hint).
To illustrate, assume that Bill’s Pizzas decides on January 1, 2028, to extend the estimated useful life of the truck one year (a total life of six years) and increase its salvage value to $2,200. The company has used the straight-line method to depreciate the asset to date. Depreciation per year was $2,400 [($13,000 − $1,000) ÷ 5]. Accumulated depreciation after three years (2025–2027) is $7,200 ($2,400 × 3), and book value is $5,800 ($13,000 − $7,200). The new annual depreciation is $1,200, computed on December 31, 2028, as shown in Illustration 9.15.
ILLUSTRATION 9.15 Revised depreciation computation
Book value, 1/1/28 | $ 5,800 | |
Less: Revised salvage value | 2,200 | |
Depreciable cost | $3,600 | |
Revised remaining useful life | 3 years | (2028–2030) |
Revised annual depreciation ($3,600 ÷ 3) | $ 1,200 |
Bill’s Pizzas does not make a special entry for the change in estimate. On December 31, 2028, during the preparation of adjusting entries, it records depreciation expense of $1,200 instead of the amount recorded in previous years.
Companies must disclose in the financial statements significant changes in estimates.
At one time, AirTran Airways (subsequently acquired by Southwest Airlines) increased the estimated useful lives of some of its planes from 25 to 30 years and increased the estimated lives of related aircraft parts from 5 years to 30 years. It disclosed that the change in estimate decreased its net loss for the year by approximately $0.6 million, or about $0.01 per share. Whether these changes were appropriate depends on how reasonable it is to assume that planes will continue to be used for a long time. Our Feature Story suggests that although in the past many planes lasted a long time, it is also clear that because of high fuel costs, airlines have disposed of most of their old, inefficient planes.
As noted earlier, the book value of plant assets is rarely the same as the fair value. In instances where the value of a plant asset declines substantially, its fair value might fall materially below book value. This may happen because a machine has become obsolete, or the market for the product made by the machine has dried up or has become very competitive.
For example, Disney recorded a $200 million write-down on its action movie John Carter. Disney spent more than $300 million producing the film.
In the past, some companies improperly delayed recording losses on impairments until a year when it was “convenient” to do so—when the impact on the company’s reported results was minimized. For example, in a year when a company has record profits, it can afford to write down some of its bad assets without hurting its reported results too much.
Write-downs can create problems for users of financial statements. Critics of write-downs note that after a company writes down assets, its depreciation expense will be lower in all subsequent periods. Some companies improperly inflate asset write-downs in bad years, when they are going to report poor results anyway. (This practice is referred to as “taking a big bath.”) Then in subsequent years, when the company recovers, its results will look even better because of lower depreciation expense.
Companies dispose of plant assets that are no longer useful to them. Illustration 9.16 shows the three ways in which companies make plant asset disposals.
ILLUSTRATION 9.16 Methods of plant asset disposal
Whatever the disposal method, the company must determine the book value of the plant asset at the time of disposal in order to determine the gain or loss. Recall that the book value is the difference between the cost of the plant asset and the accumulated depreciation to date.
A gain or loss on disposal may be needed to balance this entry, as discussed next.
In a disposal by sale, the company compares the book value of the asset with the proceeds received from the sale.
Only by coincidence will the book value and the fair value of the asset be the same at the time the asset is sold. Gains and losses on sales of plant assets are therefore quite common. As an example, Delta Air Lines at one time reported a $94 million gain on the sale of five Boeing B-727-200 aircraft and five Lockheed L-1011-1 aircraft.
To illustrate a gain on sale of plant assets, assume that on July 1, 2025, Wright Company sells its used office furniture for $16,000 cash. The office furniture originally cost $60,000 and as of January 1, 2025, had accumulated depreciation of $41,000. Depreciation for the first six months of 2025 is $8,000. Wright records depreciation expense and updates accumulated depreciation to July 1 as follows.
July 1 | Depreciation Expense | 8,000 | |
Accumulated Depreciation—Equipment | 8,000 | ||
(To record depreciation expense for the first 6 months of 2025) |
After the accumulated depreciation balance is updated, the company computes the gain or loss as the difference between the proceeds from sale and the book value at the date of disposal. Wright Company has a gain on disposal of $5,000, as computed in Illustration 9.17.
ILLUSTRATION 9.17 Computation of gain on disposal
Cost of office furniture | $60,000 |
Less: Accumulated depreciation ($41,000 + $8,000) | 49,000 |
Book value at date of disposal | 11,000 |
Proceeds from sale | 16,000 |
Gain on disposal of plant asset | $ 5,000 |
Wright records the sale and the gain on sale of the plant asset as follows.
July 1 | Cash | 16,000 | |
Accumulated Depreciation—Equipment | 49,000 | ||
Equipment | 60,000 | ||
Gain on Disposal of Plant Assets | 5,000 | ||
(To record sale of office furniture at a gain) |
Companies report a gain on disposal of plant assets in the “Other revenues and gains” section of the income statement.
Assume that instead of selling its used office furniture for $16,000, Wright sells it for $9,000. In this case, Wright experiences a loss of $2,000, as computed in Illustration 9.18.
ILLUSTRATION 9.18 Computation of loss on disposal
Cost of office furniture | $60,000 |
Less: Accumulated depreciation | 49,000 |
Book value at date of disposal | 11,000 |
Proceeds from sale | 9,000 |
Loss on disposal of plant asset | $ 2,000 |
Wright records the sale and the loss on sale of the plant asset as follows.
July 1 | Cash | 9,000 | |
Accumulated Depreciation—Equipment | 49,000 | ||
Loss on Disposal of Plant Assets | 2,000 | ||
Equipment | 60,000 | ||
(To record sale of office furniture at a loss) |
Companies report a loss on disposal of the plant asset in the “Other expenses and losses” section of the income statement.
Companies simply retire, rather than sell, some assets at the end of their useful lives. For example, some productive assets used in manufacturing may have very specific uses, and they consequently have no ready market when the company no longer needs them. In such a case, the asset is simply retired.
The loss (a gain is not possible on a retirement) is equal to the asset’s book value on the date of retirement.1
Intangible assets are rights, privileges, and competitive advantages, that is, without physical substance, that result from ownership of long-lived assets. Many companies’ most valuable assets are intangible. Some widely known intangible assets are Microsoft’s patents, McDonald’s franchises, the trade name iPhone, and Nike’s trademark “swoosh.”
Financial statements report numerous intangible assets. Yet, many other financially significant intangibles are not reported. To give an example, according to its financial statements in a recent year, Google had total stockholders’ equity of around $201 billion. But its market value—the total market value of all its shares on that same date—was roughly $920 billion. Thus, its actual market value was about $719 billion greater than the amount reported for stockholders’ equity on the balance sheet.
In the case of Google, the difference is due to unrecorded intangibles. For many high-tech or so-called intellectual-property companies, most of their value is from intangibles, many of which are not reported under current accounting rules.
Intangibles may be evidenced by contracts, licenses, and other documents. They may arise from the following sources:
Companies record intangible assets at cost. This cost consists of all expenditures necessary for the company to acquire the right, privilege, or competitive advantage. Intangibles are categorized as having either a limited life or an indefinite life.
To record amortization of an intangible asset, a company increases (debits) Amortization Expense and decreases (credits) the specific intangible asset. (Alternatively, some companies choose to credit a contra account, such as Accumulated Amortization. For homework purposes, you should directly credit the specific intangible asset.)
Intangible assets are typically amortized on a straight-line basis. For example, the legal life of a patent is 20 years. Companies amortize the cost of a patent over its 20-year life or its useful life, whichever is shorter. To illustrate the computation of patent amortization, assume that National Labs purchases a patent at a cost of $60,000 on June 30. If National estimates the useful life of the patent to be eight years, the annual amortization expense is $7,500 ($60,000 ÷ 8) per year. National records $3,750 ($7,500 ×) of amortization for the six-month period ended December 31 as follows.
Dec. 31 | Amortization Expense | 3,750 | |
Patents | 3,750 | ||
(To record patent amortization) |
Companies classify Amortization Expense as an operating expense in the income statement.
There is a difference between intangible assets and plant assets in determining cost.
When a company has significant intangibles, analysts evaluate the reasonableness of the useful life estimates that the company discloses in the notes to its financial statements. In determining useful life, the company should consider obsolescence, inadequacy, and other factors. These may cause a patent or other intangible to become economically ineffective before the end of its legal life (see Decision Tools).
For example, suppose Apple purchased a patent on a new computer chip. The legal life of the patent is 20 years. From experience, however, we know that the useful life of a computer chip patent is rarely more than five years. Because new superior chips are developed so rapidly, existing chips become obsolete. Consequently, we would question the amortization expense of Apple if it amortized its patent on a computer chip for a life significantly longer than a five-year period. Amortizing an intangible over a period that is too long will understate amortization expense, overstate Apple’s net income, and overstate its assets.
A patent is an exclusive right issued by the U.S. Patent Office that enables the recipient to manufacture, sell, or otherwise control an invention for a period of 20 years from the date of the grant. A patent is nonrenewable.
The saying, “A patent is only as good as the money you’re prepared to spend defending it,” is very true. Many patents are subject to litigation by competitors such as cases between Apple and Samsung. Any legal costs an owner incurs in successfully defending a patent in an infringement suit are considered necessary to establish the patent’s validity.
The patent holder amortizes the cost of a patent over its 20-year legal life or its useful life, whichever is shorter. Companies consider obsolescence and inadequacy in determining useful life. These factors may cause a patent to become economically ineffective before the end of its legal life.
The federal government grants copyrights, which give the owner the exclusive right to reproduce and sell an artistic or published work. Copyrights last for the life of the creator plus 70 years.
The useful life of a copyright generally is significantly shorter than its legal life. Therefore, copyrights usually are amortized over a relatively short period of time.
A trademark or trade name is a word, phrase, jingle, or symbol that identifies a particular enterprise or product. Trade names like PlayStation, YouTube, Big Mac, TikTok, Coca-Cola, and Jeep create immediate product identification and generally enhance the sale of the product. The creator or original user may obtain exclusive legal right to the trademark or trade name by registering it with the U.S. Patent Office. Such registration provides 20 years of protection. The registration may be renewed indefinitely as long as the trademark or trade name is in use.
Because trademarks and trade names have indefinite lives, they are not amortized.
When you fill up your tank at the corner Shell station, eat lunch at Subway, or make a hotel reservation at a Marriott, you are dealing with franchises.
Examples of licenses are the use of city streets for a bus line or taxi service; the use of public land for telephone, electric, and cable television lines; and the use of airwaves for radio or TV broadcasting. In a recent license agreement, FOX, CBS, and NBC agreed to pay $27.9 billion for the right to broadcast NFL football games over an eight-year period. Franchises and licenses may be granted for a definite period of time, an indefinite period, or perpetually.
When a company incurs costs in connection with the acquisition of the franchise or license, it should recognize an intangible asset.
Often, the largest intangible asset that appears on a company’s balance sheet is goodwill.
If goodwill can be identified only with the business as a whole, how can its amount be determined? One could try to put a dollar value on the factors listed above (exceptional management, desirable location, and so on). But, the results would be very subjective, and such subjective valuations would not contribute to the reliability of financial statements.
ILLUSTRATION 9.19 Determining goodwill at acquisition
In recording the purchase of a business, the company debits (increases) the identifiable acquired assets at their fair values, credits liabilities at their fair values, credits cash for the purchase price, and records the difference as the cost of goodwill. Goodwill is not amortized because it is considered to have an indefinite life. However, goodwill must be written down if a company determines that its value has been permanently impaired. GE recorded one of the largest goodwill write-downs ever with a recent impairment of $22 billion.
Research and development costs are expenditures that may lead to patents, copyrights, new processes, and new products (see Helpful Hint). Many companies spend considerable sums of money on research and development (R&D). For example, in a recent year, Google spent over $26 billion on R&D.
Research and development costs present accounting challenges.
To illustrate, assume that Laser Scanner Company spent $3 million on R&D that resulted in two highly successful patents. It spent $20,000 on legal fees for the patents. The company would add the lawyers’ fees to the Patents account. The R&D costs, however, cannot be included in the cost of the patents. Instead, the company would record the R&D costs as an expense when incurred.
Many disagree with this accounting approach (see International Note). They argue that expensing R&D costs leads to understated assets and net income. Others believe that capitalizing these costs will lead to highly speculative assets on the balance sheet. It is a difficult issue to resolve.
Usually, companies show plant assets in the financial statements under “Property, plant, and equipment,” and they show intangibles separately under “Intangible assets.” Illustration 9.20 shows a typical balance sheet presentation of long-lived assets.
ILLUSTRATION 9.20 Presentation of property, plant, and equipment, and intangible assets
Artex Company Balance Sheet (partial) (in thousands) |
|||||
Current assets | |||||
Cash | $430 | ||||
Accounts receivable | 100 | ||||
Inventory | 910 | ||||
Total current assets | $ 1,440 | ||||
Property, plant, and equipment | |||||
Land | 920 | ||||
Buildings | $7,600 | ||||
Less: Accumulated depreciation—buildings | 500 | 7,100 | |||
Equipment | 3,870 | ||||
Less: Accumulated depreciation—equipment | 620 | 3,250 | |||
Total property, plant, and equipment | 11,270 | ||||
Intangible assets | |||||
Patents | 440 | ||||
Trademarks | 180 | ||||
Goodwill | 900 | 1,520 | |||
Total assets | $14,230 |
When a plant asset is fully depreciated, the plant asset and related accumulated depreciation should continue to be reported on the balance sheet without further depreciation or adjustment until the asset is retired.
Either within the balance sheet or in the notes, companies should disclose the balances of the major classes of assets, such as land, buildings, and equipment, and of accumulated depreciation by major classes or in total. In addition, they should describe the depreciation and amortization methods used and disclose the amount of depreciation and amortization expense for the period.
The presentation of financial statement information about plant assets enables decision makers to analyze the company’s use of its plant assets. We will use two measures to analyze plant assets: return on assets and asset turnover. We also show how profit margin relates to both.
An overall measure of profitability is the return on assets (see Decision Tools).
Information is provided below related to JetBlue Airways.
JetBlue(in millions) | |
Net income | $569 |
Beginning total assets | 10,959 |
Ending total assets | 11,918 |
Net sales | 8,094 |
ILLUSTRATION 9.21 presents the return on assets of JetBlue Airways and Southwest Airlines.
JetBlue Airways ($ in millions) | Southwest Airlines |
8.8% |
JetBlue’s return on assets was less than that of Southwest’s. At one time, the airline industry experienced financial difficulties as it attempted to cover high labor, fuel, and security costs while offering fares low enough to attract customers. Such difficulties were reflected in a low industry average for return on assets. In response, Southwest announced that it would not add additional planes beyond the 700 it already had until it met its investment-return targets. Instead, the company added seats to existing planes and replaced some smaller planes with larger ones.
Asset turnover indicates how efficiently a company uses its assets to generate sales—that is, how many dollars of sales a company generates for each dollar invested in assets (see Decision Tools).
Illustration 9.22 presents the asset turnovers for JetBlue Airways and Southwest Airlines.
JetBlue Airways ($ in millions) | Southwest Airlines |
0.86 times |
These asset turnover values tell us that for each dollar of assets, JetBlue generates sales of $0.71 and Southwest $0.86. Southwest is more successful in generating sales per dollar invested in assets. In recent years, airlines have reduced both the number of planes used and routes flown to try to pack more customers on a plane. This would increase the asset turnover.
Asset turnovers vary considerably across industries. During a recent year, the average asset turnover for electric utility companies was 0.34. The grocery industry had an average asset turnover of 2.89. Asset turnover values, therefore, are only comparable within—not between—industries.
In Chapter 5, you learned about profit margin.
Illustration 9.23 shows that return on assets can be computed as the product of profit margin and asset turnover.
ILLUSTRATION 9.23 Composition of return on assets
Profit Margin | × | Asset Turnover | = | Return on Assets |
× | = |
This relationship has very important strategic implications for management. From Illustration 9.23, we can see that if a company wants to increase its return on assets, it can do so in two ways:
For example, most grocery stores have very low profit margins, often in the range of 1 or 2 cents for every dollar of goods sold. Grocery stores, therefore, focus on asset turnover: They rely on high turnover to increase their return on assets.
Alternatively, a store selling luxury goods, such as expensive jewelry, does not generally have a high turnover. Consequently, a seller of luxury goods focuses on having a high profit margin. If Apple decided to offer a more expensive version of its popular iPhone, this new product would provide a higher margin but lower volume than Apple’s less expensive version.
Let’s evaluate the return on assets of JetBlue and Southwest by evaluating its components—profit margin and asset turnover. See Illustration 9.24.
ILLUSTRATION 9.24 Components of return on assets for JetBlue and Southwest
Profit Margin | × | Asset Turnover | = | Return on Assets | |
JetBlue Airways | 7.0% | × | 0.71 | = | 5.0% |
Southwest Airlines | 10.2% | × | 0.86 | = | 8.8% |
JetBlue’s return on assets of 5.0% versus Southwest’s 8.8% means that JetBlue generates 5.0 cents per each dollar invested in assets, while Southwest generates 8.8 cents. Illustration 9.24 reveals the components of the return on asset values. JetBlue’s profit margin of 7.0% versus Southwest’s 10.2% means that for every dollar of sales, JetBlue generates approximately 7.0 cents of net income, while Southwest generates approximately 10.2 cents. JetBlue’s asset turnover of 0.71 means that it generates 71 cents of sales per each dollar invested in assets, while Southwest generates 86 cents. Therefore, Southwest was more effective at both generating sales from its assets and deriving profit from its sales.
In this appendix, we show the calculations of the depreciation expense amounts that we used in the chapter for the declining-balance and units-of-activity methods.
The declining-balance method produces a decreasing annual depreciation expense over the useful life of the asset. The method is so named because the computation of periodic depreciation is based on a declining book value (cost less accumulated depreciation) of the asset.
Book value for the first year is the cost of the asset because the balance in accumulated depreciation at the beginning of the asset’s useful life is zero. In subsequent years, book value is the difference between cost and accumulated depreciation at the beginning of the year.
Depreciation must be completed by the end of the asset’s useful life. Therefore, in the last year of the asset’s useful life, it is sometimes necessary to adjust the amount of depreciation expense so that the book value equals the expected salvage value. For example, note the adjustment to the final year in Illustration 9A.2.
As noted in the chapter, a common declining-balance rate is double the straight-line rate—the double-declining-balance method (see Helpful Hint). If Bill’s Pizzas uses the double-declining-balance method, the depreciation rate is 40% (2 × the straight-line rate of 20%). Illustration 9A.1 presents the formula and computation of depreciation for the first year on the delivery truck.
ILLUSTRATION 9A.1 Formula for declining-balance method
Book Value at Beginning of Year | × | Declining-Balance Rate | = | Depreciation Expense |
$13,000 | × | 40% | = | $5,200 |
Illustration 9A.2 presents the depreciation schedule under this method (see Helpful Hint).
The delivery equipment is 69% depreciated ($8,320 ÷ $12,000) at the end of the second year. Under the straight-line method, it would be depreciated 40% ($4,800 ÷ $12,000) at that time. Because the declining-balance method produces higher depreciation expense in the early years than in the later years, it is considered an accelerated-depreciation method.
The declining-balance method is compatible with the expense recognition principle.
ILLUSTRATION 9A.2 Double-declining-balance depreciation schedule
Bill’s Pizzas | ||||||||||||||||
Computation | End of Year | |||||||||||||||
Year | Book Value Beginning of Year | × | Depreciation Rate | = | Annual Depreciation Expense | Accumulated Depreciation | Book Value | |||||||||
2025 | $13,000 | 40% | $5,200 | $ 5,200 | $7,800* | |||||||||||
2026 | 7,800 | 40 | 3,120 | 8,320 | 4,680 | |||||||||||
2027 | 4,680 | 40 | 1,872 | 10,192 | 2,808 | |||||||||||
2028 | 2,808 | 40 | 1,123 | 11,315 | 1,685 | |||||||||||
2029 | 1,685 | 40 | 685** | 12,000 | 1,000 | |||||||||||
*$13,000 − $5,200 |
||||||||||||||||
**Computation of $674 ($1,685 × 40%) is adjusted to $685 in order for book value to equal salvage value at the end of the asset’s estimated useful life. |
Also, some assets lose their usefulness rapidly because of obsolescence. In these cases, the declining-balance method provides a more appropriate depreciation amount.
When an asset is purchased during the year, it is necessary to prorate the declining-balance depreciation in the first year on a time basis. For example, if Bill’s Pizzas had purchased the delivery equipment on April 1, 2025, depreciation for 2025 would be $3,900 ($13,000 × 40% ×). The book value for computing depreciation in 2026 then becomes $9,100 ($13,000 − $3,900), and the 2026 depreciation is $3,640 ($9,100 × 40%).
Under the units-of-activity method, useful life is expressed in terms of the total units of production or use expected from the asset (see Alternative Terminology). The units-of-activity method is ideally suited to equipment whose activity can be measured in units of output, miles driven, or hours in use. The units-of-activity method is generally not suitable for assets for which depreciation is a function more of time than of use.
To illustrate, assume that Bill’s Pizzas estimates it will drive its new delivery truck 15,000 miles in the first year. Illustration 9A.3 presents the formula and computation of depreciation expense in the first year.
ILLUSTRATION 9A.3 Formula for units-of-activity method
Illustration 9A.4 shows the depreciation schedule, using assumed mileage data (see Helpful Hint).
The units-of-activity method is not nearly as popular as the straight-line method, primarily because it is often difficult to make a reasonable estimate of total activity. However, this method is used by some very large companies, such as Standard Oil Company of California and Boise Cascade Corporation. When the productivity of the asset varies significantly from one period to another, the units-of-activity method results in the best association of expenses (efforts) with related revenues (results).
ILLUSTRATION 9A.4 Units-of-activity depreciation schedule
Bill’s Pizzas |
||||||||||||||||
Year | Computation | Annual Depreciation Expense | End of Year | |||||||||||||
Units of Activity | × | Depreciation Cost/Unit | = | Accumulated Depreciation | Book Value | |||||||||||
2025 | 15,000 | $0.12 | $1,800 | $ 1,800 | $11,200* | |||||||||||
2026 | 30,000 | 0.12 | 3,600 | 5,400 | 7,600 | |||||||||||
2027 | 20,000 | 0.12 | 2,400 | 7,800 | 5,200 | |||||||||||
2028 | 25,000 | 0.12 | 3,000 | 10,800 | 2,200 | |||||||||||
2029 | 10,000 | 0.12 | 1,200 | 12,000 | 1,000 | |||||||||||
*$13,000 − $1,800 |
This method is easy to apply when assets are purchased during the year. In such a case, companies use the productivity of the asset for the partial year in computing the depreciation.
The cost of plant assets includes all expenditures necessary to acquire the asset and make it ready for its intended use. Once cost is established, a company uses that amount as the basis of accounting for the plant asset over its useful life.
Depreciation is the process of allocating to expense the cost of a plant asset over its useful (service) life in a rational and systematic manner. Depreciation is not a process of valuation, and it is not a process that results in an accumulation of cash. Depreciation reflects an asset’s decreasing usefulness and revenue-producing ability, resulting from wear and tear and from obsolescence.
The formula for straight-line depreciation is:
The expense patterns of the three depreciation methods are as follows.
Method | Annual Depreciation Pattern | |
Straight-line | Constant amount | |
Declining-balance | Decreasing amount | |
Units-of-activity | Varying amount |
Companies make revisions of periodic depreciation in present and future periods, not retroactively.
The procedure for accounting for the disposal of a plant asset through sale or retirement is (a) eliminate the book value of the plant asset at the date of disposal; (b) record cash proceeds, if any; and (c) account for the difference between the book value and the cash proceeds as a gain or a loss on disposal.
Companies report intangible assets at their cost less any amounts amortized. If an intangible asset has a limited life, its cost should be allocated (amortized) over its useful life. Intangible assets with indefinite lives should not be amortized.
Companies usually show plant assets under “Property, plant, and equipment”; they show intangibles separately under “Intangible assets.” Either within the balance sheet or in the notes, companies disclose the balances of the major classes of assets, such as land, buildings, and equipment, and accumulated depreciation by major classes or in total. They describe the depreciation and amortization methods used, and disclose the amount of depreciation and amortization expense for the period.
In the statement of cash flows, under the indirect method, depreciation and amortization expense are added back to net income to determine net cash provided by operating activities. The investing section reports cash paid or received to purchase or sell property, plant, and equipment.
Plant assets may be analyzed using return on assets and asset turnover. Return on assets consists of two components: asset turnover and profit margin.
The depreciation expense calculation for each of these methods is:
Declining-balance:
Units-of-activity:
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Is the company’s amortization of intangibles reasonable? | Estimated useful life of intangibles from notes to financial statements of this company and its competitors | If the company’s estimated useful life significantly exceeds that of competitors or does not seem reasonable in light of the circumstances, the reason for the difference should be investigated. | Too high an estimated useful life will result in understating amortization expense and overstating net income. |
Is the company using its assets effectively? | Net income and average total assets | Higher value suggests favorable efficiency (use of assets). | |
How effective is the company at generating sales from its assets? | Net sales and average total assets | Indicates the sales dollars generated per dollar of assets. A high value suggests the company is effective in using its resources to generate sales. |
1. (LO 1, 6) Corrieten Company purchased equipment and incurred these costs:
Cash price | $24,000 |
Sales taxes | 1,200 |
Insurance during transit | 200 |
Installation and testing | 400 |
Total costs | $25,800 |
What amount should be recorded as the cost of the equipment?
d. All of the costs ($1,200 + $200 + $400) in addition to the cash price ($24,000) should be included in the cost of the equipment because they were necessary expenditures to acquire the asset and make it ready for its intended use. The other choices are therefore incorrect.
2. (LO 1) The benefits to leasing include each of the following except:
a. Higher resale value is not a benefit of leasing. The benefits of leasing include (b) reduced risk of obsolescence, (c) little or no down payment, and (d) shared tax advantages.
3. (LO 1) Additions to plant assets are:
d. When an addition is made to plant assets, it is intended to increase productive capacity, increase the assets’ useful life, or increase the efficiency of the assets. This is called a capital expenditure. The other choices are incorrect because (a) additions to plant assets are not revenue expenditures because the additions will have a long-term useful life whereas revenue expenditures are minor repairs and maintenance that do not prolong the life of the assets; (b) additions to plant assets are debited to Plant Assets, not Maintenance and Repairs Expense, because the Maintenance and Repairs Expense account is used to record expenditures not intended to increase the life of the assets; and (c) additions to plant assets are debited to Plant Assets, not Purchases, because the Purchases account is used to record assets intended for resale (inventory).
4. (LO 2) Depreciation is a process of:
b. Depreciation is a process of allocating the cost of an asset over its useful life, not a process of (a) valuation, (c) cash accumulation, or (d) appraisal.
5. (LO 2) Cuso Company purchased equipment on January 1, 2024, at a total invoice cost of $400,000. The equipment has an estimated salvage value of $10,000 and an estimated useful life of 5 years. What is the amount of accumulated depreciation at December 31, 2025, if the straight-line method of depreciation is used?
d. Accumulated depreciation will be the sum of 2 years of depreciation expense. Annual depreciation for this asset is ($400,000 − $10,000) ÷ 5 = $78,000. The sum of 2 years’ depreciation is therefore $156,000 ($78,000 + $78,000), not (a) $80,000, (b) $160,000, or (c) $78,000.
6. (LO 2) A company would minimize its depreciation expense in the first year of owning an asset if it used:
c. A high estimated life spreads the cost over a longer period of time, resulting in a smaller expense each year. The high salvage value limits the cost to be allocated. Straight-line depreciation yields a smaller depreciation charge in the first year than the declining-balance method. The other choices are therefore incorrect.
7. (LO 2) When there is a change in estimated depreciation:
b. When there is a change in estimated depreciation, the current and future years’ depreciation computation should reflect the new estimates. The other choices are incorrect because (a) previous years’ depreciation should not be adjusted when new estimates are made for depreciation, and (c) when there is a change in estimated depreciation, the current and future years’ depreciation computation should reflect the new estimates. Choice (d) is wrong because there is a correct answer.
8. (LO 2) Able Towing Company purchased a tow truck for $60,000 on January 1, 2025. It was originally depreciated on a straight-line basis over 10 years with an assumed salvage value of $12,000. On December 31, 2027, before adjusting entries had been made, the company decided to change the remaining estimated life to 4 years (including 2027) and the salvage value to $2,000. What was the depreciation expense for 2027?
d. First, calculate accumulated depreciation from January 1, 2025, through December 31, 2026, which is $9,600 {[($60,000 − $12,000) ÷ 10 years] × 2 years}. Next, calculate the revised depreciable cost, which is $48,400 ($60,000 − $9,600 − $2,000). Thus, the depreciation expense for 2027 is $12,100 ($48,400 ÷ 4), not (a) $6,000, (b) $4,800, or (c) $15,000.
9. (LO 3) Bennie Razor Company has decided to sell one of its old manufacturing machines on June 30, 2025. The machine was purchased for $80,000 on January 1, 2021, and was depreciated on a straight-line basis for 10 years assuming no salvage value. If the machine was sold for $26,000, what was the amount of the gain or loss recorded at the time of the sale?
a. First, the book value needs to be determined. The accumulated depreciation as of June 30, 2025, is $36,000 [($80,000 ÷ 10) × 4.5 years]. Thus, the cost of the machine less accumulated depreciation equals $44,000 ($80,000 − $36,000). The loss recorded at the time of sale is $18,000 ($26,000 − $44,000), not (b) $54,000, (c) $22,000, or (d) $46,000.
10. (LO 4) Pierce Company incurred $150,000 of research and development costs in its laboratory to develop a new product. It spent $20,000 in legal fees for a patent granted on January 2, 2025. On July 31, 2025, Pierce paid $15,000 for legal fees in a successful defense of the patent. What is the total amount that should be debited to Patents through July 31, 2025?
b. Because the $150,000 was spent developing the patent rather than buying it from another firm, it is debited to Research and Development Expense. Only the $35,000 spent on legal fees ($20,000 for granting patent and $15,000 for defense) can be debited to Patents, not (a) $150,000, (c) $185,000, or (d) $170,000.
11. (LO 4) Indicate which one of these statements is true.
c. Reporting only totals of major classes of assets in the balance sheet is appropriate. Additional details can be shown in the notes to the financial statements. The other choices are false statements.
12. (LO 4) If a company reports goodwill as an intangible asset on its books, what is the one thing you know with certainty?
c. In order to report goodwill, a company must have entered into an exchange transaction that involves the purchase of another business. Choices (a) the company is a valuable company worth investing in, (b) the company has a well-established brand name, and (d) the goodwill will generate a lot of positive business for the company for many years to come are not necessarily valid assumptions.
13. (LO 4) Which of the following statements is false?
d. Research and development (R&D) costs are expensed when incurred, regardless of whether the research and development expenditures result in a successful patent or not. The other choices are true statements.
14. (LO 5) Which of the following measures provides an indication of how efficient a company is in employing its assets?
d. The asset turnover indicates how efficiently a company is employing its assets. The other choices are incorrect because (a) the current ratio is an indicator of liquidity and the company’s ability to pay its obligations when they come due, (b) the profit margin is an indicator of how profitable a company is, and (c) the debt to assets ratio indicates the proportion of assets that are financed by debt rather than by equity.
15. (LO 5) Lake Coffee Company reported net sales of $180,000, net income of $54,000, beginning total assets of $200,000, and ending total assets of $300,000. What was the company’s asset turnover?
c. Asset turnover = Net sales ($180,000) ÷ Average total assets [($200,000 + $300,000) ÷ 2] = 0.72 times, not (a) 0.90, (b) 0.20, or (d) 1.39 times.
*16. (LO 6) Kant Enterprises purchased a truck for $11,000 on January 1, 2024. The truck will have an estimated salvage value of $1,000 at the end of 5 years. If you use the units-of-activity method, the balance in accumulated depreciation at December 31, 2025, can be computed by the following formula:
d. The units-of-activity method takes salvage value into consideration; therefore, the depreciable cost is $10,000. This amount is divided by total estimated activity. The resulting number is multiplied by the units of activity used in 2024 and 2025 to compute the accumulated depreciation at the end of 2025, the second year of the asset’s use. The other choices are therefore incorrect.
*17. (LO 6) Jefferson Company purchased a piece of equipment on January 1, 2025. The equipment cost $60,000 and has an estimated life of 8 years and a salvage value of $8,000. What was the depreciation expense for the asset for 2026 under the double-declining-balance method?
b. For the double-declining method, the depreciation rate would be 25% or (1/8 × 2). For 2025, annual depreciation expense is $15,000 ($60,000 book value × 25%); for 2026, annual depreciation expense is $11,250 [($60,000 − $15,000) × 25%], not (a) $6,500, (c) $15,000, or (d) $6,562.
Compute straight-line and declining-balance depreciation.
1. (LO 2, 6) Fulmer Company acquires a delivery truck at a cost of $50,000. The truck is expected to have a salvage value of $5,000 at the end of its 5-year useful life.
Book Value | × | Rate | = | Depreciation | |
Year 1 | $50,000 | 40% | $20,000 | ||
Year 2 | ($50,000 − $20,000) | 40% | $12,000 |
Prepare entries for disposal by sale.
2. (LO 3) Giolito Company sells equipment on August 31, 2025, for $20,000 cash. The equipment originally cost $60,000 and as of January 1, 2025, had accumulated depreciation of $38,000. Depreciation for the first 8 months of 2025 is $6,000. Prepare the journal entries to (a) update depreciation to August 31, 2025, and (b) record the sale of the equipment.
a. | Depreciation Expense | 6,000 | |
Accumulated Depreciation—Equipment | 6,000 | ||
b. | Cash | 20,000 | |
Accumulated Depreciation—Equipment | 44,000* | ||
Equipment | 60,000 | ||
Gain on Disposal of Plant Assets | 4,000 | ||
*$38,000 + $6,000 |
Cost of equipment | $60,000 |
Less: Accumulated depreciation | 44,000* |
Book value at date of disposal | 16,000 |
Proceeds from sale | 20,000 |
Gain on disposal | $ 4,000 |
*$38,000 + $6,000 |
Prepare amortization expense entry and balance sheet presentation for intangibles.
3. (LO 4) Lucas Company acquires a limited-life franchise for $200,000 on January 2, 2025. Its estimated useful life is 10 years. (a) Prepare the journal entry to record amortization expense for the first year. (b) Show how this franchise is reported on the balance sheet at the end of the first year.
a. | Amortization Expense ($200,000 ÷ 10) | 20,000 | |||
Franchises | 20,000 | ||||
b. | Intangible assets | ||||
Franchises | $180,000 |
Compute revised annual depreciation.
1. (LO 2) Will Smith, the new controller of Alexandria Company, has reviewed the expected useful lives and salvage values of selected depreciable assets at the beginning of 2025. Here are his findings:
Useful Life(in Years) | Salvage Value | |||||||||||||
Type of Asset | Date Acquired | Cost | Accumulated Depreciation, Jan. 1, 2025 | Old | Proposed | Old | Proposed | |||||||
Building | Jan. 1, 2017 | $900,000 | $172,000 | 40 | 50 | $40,000 | $47,600 | |||||||
Warehouse | Jan. 1, 2019 | 120,000 | 27,600 | 25 | 20 | 5,000 | 3,600 |
All assets are depreciated by the straight-line method. Alexandria Company uses a calendar year in preparing annual financial statements. After discussion, management has agreed to accept Will’s proposed changes. (The “Proposed” useful life is total life, not remaining life.)
Instructions
Type of Asset | ||
Building | Warehouse | |
Book value, 1/1/25 | $728,000a | $92,400b |
Less: Salvage value | 47,600 | 3,600 |
Depreciable cost (1) | $680,400 | $88,800 |
Revised remaining useful life in years (2) | 42c | 14d |
Revised annual depreciation (1) ÷ (2) | $16,200 | $6,343 |
Dec. 31 | Depreciation Expense | 16,200 | |
Accumulated Depreciation—Buildings | 16,200 |
Prepare entries to set up appropriate accounts for different intangibles; amortize intangible assets.
2. (LO 4) Lake Company, organized in 2025, has the following transactions related to intangible assets.
1/2/25 | Purchased patent (8-year life) | $560,000 |
4/1/25 | Goodwill purchased (indefinite life) | 360,000 |
7/1/25 | 10-year franchise; expiration date 7/1/2035 | 440,000 |
9/1/25 | Research and development costs | 185,000 |
Instructions
Prepare the necessary entries to record these intangibles. All costs incurred were for cash. Make the adjusting entries as of December 31, 2025, recording any necessary amortization and reflecting all balances accurately as of that date.
1/2/25 | Patents | 560,000 | |
Cash | 560,000 | ||
4/1/25 | Goodwill | 360,000 | |
Cash | 360,000 | ||
(Part of the entry to record purchase of another company) | |||
7/1/25 | Franchises | 440,000 | |
Cash | 440,000 | ||
9/1/25 | Research and Development Expense | 185,000 | |
Cash | 185,000 | ||
12/31/25 | Amortization Expense | ||
($560,000 ÷ 8) + [($440,000 ÷ 10) × 1/2] | 92,000 | ||
Patents | 70,000 | ||
Franchises | 22,000 |
Ending balances, 12/31/25: |
Patents = $490,000 ($560,000 − $70,000) |
Goodwill = $360,000 |
Franchises = $418,000 ($440,000 − $22,000) |
R&D expense = $185,000 |
Compute depreciation under different methods.
1. (LO 2, 6) DuPage Company purchases a factory machine at a cost of $18,000 on January 1, 2025. DuPage expects the machine to have a salvage value of $2,000 at the end of its 4-year useful life.
During its useful life, the machine is expected to be used 160,000 hours. Actual annual hourly use was 2025, 40,000; 2026, 60,000; 2027, 35,000; and 2028, 25,000.
Instructions
Straight-Line Method | |||||||
Year | Computation | Annual Depreciation Expense | End of Year | ||||
Depreciable Cost* | × | Depreciation Rate** | = | Accumulated Depreciation | Book Value | ||
2025 | $16,000 | 25% | $4,000 | $ 4,000 | $14,000*** | ||
2026 | 16,000 | 25% | 4,000 | 8,000 | 10,000 | ||
2027 | 16,000 | 25% | 4,000 | 12,000 | 6,000 | ||
2028 | 16,000 | 25% | 4,000 | 16,000 | 2,000 | ||
*$18,000 − $2,000 |
|||||||
**1/4 years |
|||||||
***$18,000 − $4,000 |
Units-of-Activity Method | |||||||
Year | Computation | Annual Depreciation Expense | End of Year | ||||
Units of Activity | × | Depreciable Cost/Unit | = | Accumulated Depreciation | Book Value | ||
2025 | 40,000 | $0.10* | $4,000 | $ 4,000 | $14,000 | ||
2026 | 60,000 | 0.10 | 6,000 | 10,000 | 8,000 | ||
2027 | 35,000 | 0.10 | 3,500 | 13,500 | 4,500 | ||
2028 | 25,000 | 0.10 | 2,500 | 16,000 | 2,000 | ||
*($18,000 − $2,000) ÷ 160,000. |
Declining-Balance Method | |||||||
Year | Computation | Annual Depreciation Expense | End of Year | ||||
Book value Beginning of Year | × | Depreciation Rate* | = | Accumulated Depreciation | Book Value | ||
2025 | $18,000 | 50% | $9,000 | $ 9,000 | $9,000 | ||
2026 | 9,000 | 50% | 4,500 | 13,500 | 4,500 | ||
2027 | 4,500 | 50% | 2,250 | 15,750 | 2,250 | ||
2028 | 2,250 | 50% | 250** | 16,000 | 2,000 | ||
*¼ × 2. |
|||||||
**Adjusted to $250 because ending book value should not be less than expected salvage value. |
Record disposal of plant asset.
2. (LO 3) On January 1, 2022, Skyline Limousine Co. purchased a limousine at an acquisition cost of $28,000. Skyline depreciated the vehicle by the straight-line method using a 4-year service life and a $4,000 salvage value. The company’s fiscal year ends on December 31.
Instructions
Prepare the journal entry or entries to record the disposal of the limousine, assuming that it was:
Jan. 1, 2026 | Accumulated Depreciation—Equipment | 24,000* | |
Loss on Disposal of Plant Assets | 4,000 | ||
Equipment | 28,000 | ||
(To record retirement of limousine) | |||
*[($28,000 − $4,000) ÷ 4] × 4 |
July 1, 2025 | Depreciation Expense | 30,000* | |
Accumulated Depreciation—Equipment | 3,000 | ||
(To record depreciation to date of disposal) | |||
*[($28,000 − $4,000) ÷ 4] × |
|||
Cash | 5,000 | ||
Accumulated Depreciation—Equipment | 21,000* | ||
Loss on Disposal of Plant Assets | 2,000 | ||
Equipment | 28,000 | ||
(To record sale of limousine) | |||
*[($28,000 − $4,000) ÷ 4] × 3.5 |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1. Mrs. Harcross is uncertain about how the historical cost principle applies to plant assets. Explain the principle to Mrs. Harcross.
2. How is the cost for a plant asset measured in a cash transaction? In a noncash transaction?
3. Barrister Company acquires the land and building owned by Ansel Company. What types of costs may be incurred to make the asset ready for its intended use if Barrister Company wants to use only the land? If it wants to use both the land and the building?
4. Distinguish between ordinary repairs and capital expenditures during an asset’s useful life.
5. Breton Inc. needs to upgrade its diagnostic equipment. At the time of purchase, Breton had expected the equipment to last 8 years. Unfortunately, it was obsolete after only 4 years. Nolan Rush, CFO of Breton Inc., is considering leasing new equipment rather than buying it. What are the potential benefits of leasing?
6. In a recent newspaper release, the president of Magnusson Company asserted that something has to be done about depreciation. The president said, “Depreciation does not come close to accumulating the cash needed to replace the asset at the end of its useful life.” What is your response to the president?
7. Melanie is studying for the next accounting examination. She asks your help on two questions: (a) What is salvage value? (b) How is salvage value used in determining depreciable cost under the straight-line method? Answer Melanie’s questions.
8. Contrast the straight-line method and the units-of-activity method in relation to (a) useful life and (b) the pattern of periodic depreciation over useful life.
9. Contrast the effects of the three depreciation methods on annual depreciation expense.
10. In the fourth year of an asset’s 5-year useful life, the company decides that the asset will have a 6-year service life. How should the revision of depreciation be recorded? Why?
11. How is a gain or a loss on the sale of a plant asset computed?
12. Marsh Corporation owns a machine that is fully depreciated but is still being used. How should Marsh account for this asset and report it in the financial statements?
13. What does Apple use as the estimated useful life on its buildings? On its machinery and equipment? (Hint: You will need to use the notes to Apple’s financial statements, available at the company’s website.)
14. What are the similarities and differences between depreciation and amortization?
15. During a recent management meeting, Bruce Dunn, director of marketing, proposed that the company begin capitalizing its marketing expenditures as goodwill. In his words, “Marketing expenditures create goodwill for the company which benefits the company for multiple periods. Therefore it doesn’t make good sense to have to expense it as it is incurred. Besides, if we capitalize it as goodwill, we won’t have to amortize it, and this will boost reported income.” Discuss the merits of Bruce’s proposal.
16. Warwick Company hires an accounting intern who says that intangible assets should always be amortized over their legal lives. Is the intern correct? Explain.
17. Goodwill has been defined as the value of all favorable attributes that relate to a business enterprise. What types of attributes could result in goodwill?
18. Kathy Malone, a business major, is working on a case problem for one of her classes. In this case problem, the company needs to raise cash to market a new product it developed. Doug Price, an engineering major, takes one look at the company’s balance sheet and says, “This company has an awful lot of goodwill. Why don’t you recommend that they sell some of it to raise cash?” How should Kathy respond to Doug?
19. Under what conditions is goodwill recorded? What is the proper accounting treatment for amortizing goodwill?
20. Often research and development costs provide companies with benefits that last a number of years. (For example, these costs can lead to the development of a patent that will increase the company’s income for many years.) However, generally accepted accounting principles require that such costs be recorded as an expense when incurred. Why?
21. Suppose in 2025 that Campbell Soup Company reported average total assets of $6,265 million, net sales of $7,586 million, and net income of $736 million. What was Campbell Soup’s return on assets?
22. Cassy Dominic, a marketing executive for Fresh Views Inc., has proposed expanding its product line of framed graphic art by producing a line of lower-quality products. These would require less processing by the company and would provide a lower profit margin. Mel Joss, the company’s CFO, is concerned that this new product line would reduce the company’s return on assets. Discuss the potential effect on return on assets that this product might have.
23. Give an example of an industry that would be characterized by (a) a high asset turnover and a low profit margin, and (b) a low asset turnover and a high profit margin.
24. Peyton Corporation and Rogers Corporation operate in the same industry. Peyton uses the straight-line method to account for depreciation, whereas Rogers uses an accelerated method. Explain what complications might arise in trying to compare the results of these two companies.
25. Mesa Corporation uses straight-line depreciation for financial reporting purposes but an accelerated method for tax purposes. Is it acceptable to use different methods for the two purposes? What is Mesa Corporation’s motivation for doing this?
26. You are comparing two companies in the same industry. You have determined that Gore Corp. depreciates its plant assets over a 40-year life, whereas Ross Corp. depreciates its plant assets over a 20-year life. Discuss the implications this has for comparing the results of the two companies.
27. Explain how transactions related to plant assets and intangibles are reported in the statement of cash flows under the indirect method.
Determine the cost of land.
BE9.1 (LO 1), AP These expenditures were incurred by Dobbin Company in purchasing land: cash price $60,000, assumed accrued taxes $5,000, attorney’s fees $2,100, real estate broker’s commission $3,300, and clearing and grading $3,500. What is the cost of the land?
Determine the cost of a truck.
BE9.2 (LO 1), AP Thoms Company incurs these expenditures in purchasing a truck: cash price $24,000, accident insurance (during use) $2,000, sales taxes $1,080, motor vehicle license $300, and painting and lettering $1,700. What is the cost of the truck?
Prepare entries for equipment expenditures.
BE9.3 (LO 1), AP Krieg Company had the following two transactions related to its delivery truck.
Prepare Krieg’s journal entries to record these two transactions.
Compute straight-line depreciation.
BE9.4 (LO 2), AP Gordon Chemicals Company acquires a delivery truck at a cost of $31,000 on January 1, 2025. The truck is expected to have a salvage value of $4,000 at the end of its 4-year useful life. Compute annual depreciation for the first and second years using the straight-line method.
Compute depreciation and evaluate treatment.
BE9.5 (LO 2), AN Ivy Company purchased land and a building on January 1, 2025. Management’s best estimate of the value of the land was $100,000 and of the building $250,000. However, management told the accounting department to record the land at $230,000 and the building at $120,000. The building is being depreciated on a straight-line basis over 20 years with no salvage value. Why do you suppose management requested this accounting treatment? Is it ethical?
Compute revised depreciation.
BE9.6 (LO 2), AP On January 1, 2025, the Hermann Company general ledger shows Equipment $36,000 and Accumulated Depreciation $13,600. The depreciation resulted from using the straight-line method with a useful life of 10 years and a salvage value of $2,000. On this date, the company concludes that the equipment has a remaining useful life of only 2 years with the same salvage value. Compute the revised annual depreciation.
Journalize entries for disposal of plant assets.
BE9.7 (LO 3), AP Prepare journal entries to record these transactions. (a) Echo Company retires its delivery equipment, which cost $41,000. Accumulated depreciation is also $41,000 on this delivery equipment. No salvage value is received. (b) Assume the same information as in part (a), except that accumulated depreciation for the equipment is $37,200 instead of $41,000.
Journalize entries for sale of plant assets.
BE9.8 (LO 3), AP Antone Company sells office equipment on July 31, 2025, for $21,000 cash. The office equipment originally cost $72,000 and as of January 1, 2025, had accumulated depreciation of $42,000. Depreciation for the first 7 months of 2025 is $4,600. Prepare the journal entries to (a) update depreciation to July 31, 2025, and (b) record the sale of the equipment.
Account for intangibles—patents.
BE9.9 (LO 4), AP Abner Company purchases a patent for $156,000 on January 2, 2025. Its estimated useful life is 6 years.
Compute return on assets and asset turnover.
BE9.10 (LO 5), AP Suppose in its 2025 annual report that McDonald’s Corporation reports beginning total assets of $28.46 billion, ending total assets of $30.22 billion, net sales of $22.74 billion, and net income of $4.55 billion.
Classification of long-lived assets on balance sheet.
BE9.11 (LO 5), AP Suppose Nike, Inc. reported the following plant assets and intangible assets for the year ended May 31, 2025 (in millions): other plant assets $965.8, land $221.6, patents and trademarks (at cost) $515.1, machinery and equipment $2,094.3, buildings $974.0, goodwill (at cost) $193.5, accumulated amortization $47.7, and accumulated depreciation $2,298.0. Prepare a partial balance sheet for Nike for these items.
Determine net cash provided by operating activities.
BE9.12 (LO 5), AP Hunt Company reported net income of $157,000. It reported depreciation expense of $12,000 and accumulated depreciation of $47,000. Amortization expense was $8,000. Hunt purchased new equipment during the year for $50,000. Show how this information would be used to determine net cash provided by operating activities under the indirect method.
Compute declining-balance depreciation.
*BE9.13 (LO 6), AP Depreciation information for Gordon Chemicals Company is given in BE9.4. Assuming the declining-balance depreciation rate is double the straight-line rate, compute annual depreciation for the first and second years under the declining-balance method.
Compute depreciation using units-of-activity method.
*BE9.14 (LO 6), AP Kwik Taxi Service uses the units-of-activity method in computing depreciation on its taxicabs. Each cab is expected to be driven 150,000 miles. Taxi 10 cost $27,500 and is expected to have a salvage value of $500. Taxi 10 was driven 32,000 miles in 2024 and 33,000 miles in 2025. Compute the depreciation for each year.
Explain accounting for cost of plant assets.
DO IT! 9.1 (LO 1), C Hummer Company purchased a delivery truck. The total cash payment was $30,020, including the following items.
Negotiated purchase price | $24,000 |
Installation of special shelving | 1,100 |
Painting and lettering | 900 |
Motor vehicle license | 180 |
Two-year insurance policy | 2,400 |
Sales tax | 1,440 |
Total paid | $30,020 |
Explain how each of these costs would be accounted for.
Calculate depreciation expense and make journal entry.
DO IT! 9.2a (LO 2), AP On January 1, 2025, Salt Creek Country Club purchased a new riding mower for $15,000. The mower is expected to have a 10-year life with a $1,000 salvage value. What journal entry would Salt Creek make on December 31, 2025, if it uses straight-line depreciation?
Calculated revised depreciation
DO IT! 9.2b (LO 2), AP Fordon Corporation purchased a piece of equipment for $50,000. It estimated an 8-year life and $2,000 salvage value. At the beginning of year four, it estimated the new total life to be 10 years and the new salvage value to be $4,000. Compute the revised depreciation.
Make journal entries to record plant asset disposal.
DO IT! 9.3 (LO 3), AP Bylie Company has an old factory machine that cost $50,000. The machine has accumulated depreciation of $28,000. Bylie has decided to sell the machine.
Match intangible assets with concepts.
DO IT! 9.4 (LO 4), C Match the statement with the term most directly associated with it.
Goodwill | Amortization |
Intangible assets | Franchise |
Research and development costs |
Calculate asset turnover.
DO IT! 9.5 (LO 5), AP For 2025, Sale Company reported beginning total assets of $300,000 and ending total assets of $340,000. Its net income for this period was $50,000, and its net sales were $400,000. Compute the company’s asset turnover for 2025.
Determine cost of plant acquisitions.
E9.1 (LO 1), C The following expenditures relating to plant assets were made by Glenn Company during the first 2 months of 2025.
Instructions
E9.2 (LO 1), C Adama Company incurred the following costs.
1. | Sales tax on factory machinery purchased | $ 5,000 |
2. | Painting of and lettering on truck immediately upon purchase | 700 |
3. | Installation and testing of factory machinery | 2,000 |
4. | Real estate broker’s commission on land purchased | 3,500 |
5. | Insurance premium paid for first year’s insurance on new truck | 880 |
6. | Cost of fence constructed on property purchased | 7,200 |
7. | Cost of paving parking lot for new building constructed | 17,900 |
8. | Cost of clearing, draining, and filling land | 13,300 |
9. | Architect’s fees on self-constructed building | 10,000 |
Instructions
Indicate to which account Adama would debit each of the costs.
Determine acquisition costs of land.
E9.3 (LO 1), AP On March 1, 2025, Boyd Company acquired real estate, on which it planned to construct a small office building, by paying $80,000 in cash. An old warehouse on the property was demolished at a cost of $8,200; the salvaged materials were sold for $1,700. Additional expenditures before construction began included $1,900 attorney’s fee for work concerning the land purchase, $5,200 real estate broker’s fee, $9,100 architect’s fee, and $14,000 to put in driveways and a parking lot.
Instructions
Calculate cost and depreciation; recommend method.
E9.4 (LO 1, 2), AP Hohnberger Enterprises purchased equipment on March 15, 2025, for $75,000. The company also paid the following amounts: $500 for freight charges, $200 for insurance while the equipment was in transit, $1,800 for a one-year insurance policy, $2,100 to train employees on how to use the new equipment, and $2,800 for equipment testing and installation. The company began to use the equipment on April 1. Hohnberger has estimated the equipment will have a 10-year useful life with no salvage value. It expects to consume the equipment's economic benefits evenly over its useful life. The company has a December 31 year-end.
Instructions
Calculate straight-line depreciation.
E9.5 (LO 2), AP Kelly Machines reported the following information about two of its machines as of December 31, 2023.
Machine | Date Acquired | Cost | Useful Life (in years) | Salvage Value | ||||
#1 | Jan. 1, 2014 | $800,000 | 20 | $40,000 | ||||
#2 | July 1, 2023 | 120,000 | 5 | 5,000 |
Instructions
Understand depreciation concepts.
E9.6 (LO 2), C Alysha Monet has prepared the following list of statements about depreciation.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Determine straight-line depreciation for partial period.
E9.7 (LO 2), AP Gotham Company purchased a new machine on October 1, 2025, at a cost of $90,000. The company estimated that the machine has a salvage value of $8,000. The machine is expected to be used for 70,000 working hours during its 10-year life.
Instructions
Compute the depreciation expense under the straight-line method for 2025 and 2026, assuming a December 31 year-end.
Compute depreciation using the straight-line method.
E9.8 (LO 2), AP Linton Company purchased a delivery truck for $34,000 on July 1, 2025. The truck has an expected salvage value of $2,000, and is expected to be driven 100,000 miles over its estimated useful life of 8 years. Actual miles driven were 15,000 in 2025 and 12,000 in 2026. Linton uses the straight-line method of depreciation.
Instructions
Compute revised annual depreciation.
E9.9 (LO 2), AN Victor Mineli, the new controller of Santorini Company, has reviewed the expected useful lives and salvage values of selected depreciable assets at the beginning of 2025. Here are his findings:
Type of Asset | Date Acquired | Cost | Accumulated Depreciation, Jan. 1, 2025 | Useful Life(in years) | Salvage Value | |||||||||
Old | Proposed | Old | Proposed | |||||||||||
Building | Jan. 1, 2017 | $700,000 | $130,000 | 40 | 58 | $50,000 | $35,000 | |||||||
Warehouse | Jan. 1, 2020 | 120,000 | 23,000 | 25 | 20 | 5,000 | 3,600 |
All assets are depreciated by the straight-line method. Santorini Company uses a calendar year in preparing annual financial statements. After discussion, management has agreed to accept Victor’s proposed changes. (The “Proposed” useful life is total life, not remaining life.)
Instructions
Compute revised depreciation and record entries.
E9.10 (LO 2), AP On July 1, 2022, April Company purchased new equipment for $80,000. Its estimated useful life was 7 years with a $10,000 salvage value. On January 1, 2025, the company estimated that the equipment’s remaining useful life was 10 years, with a revised salvage value of $5,000.
Instructions
Reconstruct equipment transactions.
E9.11 (LO 2, 3), AP Shown below are the T-accounts relating to equipment that was purchased for cash by a company on the first day of the current year. The T-accounts show the balance in the accounts on January 1, along with the effects of transactions recorded on December 31 of the current year. The equipment was depreciated on a straight-line basis with an estimated useful life of 10 years and a salvage value of $100. Part of the equipment was sold on the last day of the current year for cash proceeds; the remaining equipment that was not sold became impaired.
Cash | Equipment | Accumulated Depreciation—Equipment | |||||||||||
Jan. 1 | (a) | Jan. 1 | 1,100 | Dec.31 | 100 | ||||||||
Dec. 31 | 450 | Dec. 31 | 440 | Dec. 31 | 40 | 31 | 55 | ||||||
Depreciation Expense | Gain on Disposal | Impairment Loss | |||||||||||
Dec. 31 | (b) | Dec. 31 | (c) | Dec. 31 | (d) |
Instructions
Reconstruct the journal entries to record the following and derive the missing amounts.
Journalize transactions related to disposals of plant assets.
E9.12 (LO 3), AP Thieu Co. has delivery equipment that cost $50,000 and has accumulated depreciation of $24,000.
Instructions
Record entries for the disposal under the following assumptions.
Record disposal of equipment.
E9.13 (LO 3), AP Here are selected 2025 transactions of Akron Corporation.
Jan.1 | Retired a piece of machinery that was purchased on January 1, 2015. The machine cost $62,000 and had a useful life of 10 years with no salvage value. | |
June30 | Sold a computer that was purchased on January 1, 2023. The computer cost $36,000 and had a useful life of 3 years with no salvage value. The computer was sold for $5,000 cash. | |
Dec.31 | Sold a delivery truck for $9,000 cash. The truck cost $25,000 when it was purchased on January 1, 2022, and was depreciated based on a 5-year useful life with a $4,000 salvage value. |
Instructions
Journalize all entries required on the above dates, including entries to update depreciation on assets disposed of, where applicable. Akron Corporation uses straight-line depreciation.
Journalize entries for disposal of equipment.
E9.14 (LO 3), AP Pryce Company owns equipment that cost $65,000 when purchased on January 1, 2022. It has been depreciated using the straight-line method based on an estimated salvage value of $5,000 and an estimated useful life of 5 years.
Instructions
Prepare Pryce Company’s journal entries to record the sale of the equipment in these four independent situations.
Record equipment transactions and determine missing amounts.
E9.15 (LO 1, 2, 3), AP Shown below are the T-accounts relating to equipment that was purchased for cash by a company on the first day of the current year. The equipment was depreciated on a straight-line basis with an estimated useful life of 10 years and a salvage value of $200. Part of the equipment was sold on the last day of the current year for cash proceeds.
Cash | Equipment | Accumulated Depreciation—Equipment | |||||||||||
Jan. 1 | (a) | Jan. 1 | 2,200 | Dec. 31 | 200 | ||||||||
Dec. 31 | 500 | Dec. 31 | 630 | Dec. 31 | 60 | ||||||||
Depreciation Expense | Loss on Disposal of Plant Assets | ||||||||||||
Dec. 31 | (b) | Dec. 31 | (c) |
Instructions
Prepare the journal entries to record the following and derive the missing amounts:
Apply accounting concepts.
E9.16 (LO 1, 2, 3, 4), C The following situations are independent of one another.
Instructions
Explain whether or not the accounting treatment in each of the above situations is in accordance with generally accepted accounting principles. Explain what accounting principle or assumption, if any, has been violated and what the appropriate accounting treatment should be.
Prepare adjusting entries for amortization.
E9.17 (LO 4), AN These are selected 2025 transactions for Wyle Corporation:
Jan.1 | Purchased a copyright for $120,000. The copyright has a useful life of 6 years and a remaining legal life of 30 years. | |
Mar.1 | Purchased a patent with an estimated useful life of 4 years and a legal life of 20 years for $54,000. | |
Sept.1 | Purchased a small company and recorded goodwill of $150,000. Its useful life is indefinite. |
Instructions
Prepare all adjusting entries at December 31 to record amortization required by the events.
Prepare entries to set up appropriate accounts for different intangibles; calculate amortization.
E9.18 (LO 4), AN On January 1, 2025, Haley Company had a balance of $360,000 of goodwill on its balance sheet that resulted from the purchase of a small business in a prior year. The goodwill had an indefinite life. During 2025, the company had the following additional transactions.
Jan.2 | Purchased a patent (5-year life) $280,000. | |
July1 | Acquired a 9-year franchise; expiration date July 1, 2034, $540,000. | |
Sept.1 | Research and development costs $185,000. |
Instructions
Discuss implications of amortization period.
E9.19 (LO 4), C Alliance Atlantis Communications Inc. changed its accounting policy to amortize broadcast rights over the contracted exhibition period, which is based on the estimated useful life of the program. Previously, the company amortized broadcast rights over the lesser of 2 years or the contracted exhibition period.
Instructions
Write a short memo to your client explaining the implications this has for the analysis of Alliance Atlantis’s results.
Answer questions on depreciation and intangibles.
E9.20 (LO 2, 4), C The questions listed below are independent of one another.
Instructions
Provide a brief answer to each question.
Calculate asset turnover and return on assets.
E9.21 (LO 5), AP Suppose during 2025 that Federal Express reported the following information (in millions): net sales of $35,497 and net income of $98. Its balance sheet also showed total assets at the beginning of the year of $25,633 and total assets at the end of the year of $24,244.
Instructions
Calculate the (a) asset turnover and (b) return on assets.
Calculate and interpret ratios.
E9.22 (LO 5), AP Lymen International is considering a significant expansion to its product line. The sales force is excited about the opportunities that the new products will bring. The new products are a significant step up in quality above the company’s current offerings, but offer a complementary fit to its existing product line. Fred Ridtdick, senior production department manager, is very excited about the high-tech new equipment that will have to be acquired to produce the new products. Barbara Dyson, the company’s CFO, has provided the following projections based on results with and without the new products.
Without New Products | With New Products | |
Sales revenue | $10,000,000 | $16,000,000 |
Net income | $500,000 | $960,000 |
Average total assets | $5,000,000 | $12,000,000 |
Instructions
Calculate and interpret ratios.
E9.23 (LO 5), AP Linley Company reports the following information (in millions) during a recent year: net sales, $11,408.5; net earnings, $264.8; total assets, ending, $4,312.6; and total assets, beginning, $4,254.3.
Instructions
Determine net cash provided by operating activities.
E9.24 (LO 5), AN Mendez Corporation reported net income of $58,000. Depreciation expense for the year was $132,000. The company calculates depreciation expense using the straight-line method, with a useful life of 10 years. Top management would like to switch to a 15-year useful life because depreciation expense would be reduced to $88,000. The CEO says, “Increasing the useful life would increase net income and net cash provided by operating activities.”
Instructions
Provide a comparative analysis showing net income and net cash provided by operating activities (ignoring other accrual adjustments) under the indirect method using a 10-year and a 15-year useful life. (Ignore income taxes.) Evaluate the CEO’s suggestion.
Identify key terms.
E9.25 (LO 1, 2, 3, 4), K The following is a list of words or phrases introduced in the chapter.
Instructions
Match the word or phrase above with its description below.
Compute depreciation under units-of-activity method.
*E9.26 (LO 6), AP Whippet Bus Lines uses the units-of-activity method in depreciating its buses. One bus was purchased on January 1, 2025, at a cost of $100,000. Over its 4-year useful life, the bus is expected to be driven 160,000 miles. Salvage value is expected to be $8,000.
Instructions
Compute declining-balance and units-of-activity depreciation.
*E9.27 (LO 6), AP Basic information relating to a new machine purchased by Gotham Company is presented in E9.7.
Instructions
Using the facts presented in E9.7, compute depreciation using the following methods in the year indicated.
Determine acquisition costs of land and building.
P9.1 (LO 1), C Peete Company was organized on January 1. During the first year of operations, the following plant asset expenditures and receipts were recorded in random order.
Debit | ||
1. | Excavation costs for new building | $ 23,000 |
2. | Architect’s fees on building plans | 33,000 |
3. | Full payment to building contractor | 640,000 |
4. | Cost of real estate purchased as a plant site (land $255,000 and building $25,000) | 280,000 |
5. | Cost of parking lots and driveways | 29,000 |
6. | Accrued real estate taxes paid at time of purchase of land | 3,170 |
7. | Installation cost of fences around property | 6,800 |
8. | Cost of demolishing building to make land suitable for construction of new building | 31,000 |
9. | Real estate taxes paid for the current year on land | 6,400 |
$1,052,370 | ||
Credit | ||
10. | Proceeds from salvage of demolished building | $12,000 |
Instructions
Analyze the transactions using the following table column headings. Enter the number of each transaction in the Item column, and enter the amounts in the appropriate columns. For amounts in the Other Accounts column, also indicate the account title.
Item | Land | Buildings | Other Accounts |
Land | $302,170 |
Journalize equipmenttransactions related to purchase, sale, retirement, and depreciation.
P9.2 (LO 2, 3, 5), AP At December 31, 2025, Arnold Corporation reported the following plant assets.
Land | $ 3,000,000 | |
Buildings | $26,500,000 | |
Less: Accumulated depreciation—buildings | 11,925,000 | 14,575,000 |
Equipment | 40,000,000 | |
Less: Accumulated depreciation—equipment | 5,000,000 | 35,000,000 |
Total plant assets | $52,575,000 |
During 2026, the following selected cash transactions occurred.
Apr.1 | Purchased land for $2,200,000. | |
May1 | Sold equipment that cost $600,000 when purchased on January 1, 2019. The equipment was sold for $170,000. | |
June1 | Sold land for $1,600,000. The land cost $1,000,000. | |
July1 | Purchased equipment for $1,100,000. | |
Dec.31 | Retired equipment that cost $700,000 when purchased on December 31, 2016. No salvage value was received. |
Instructions
c. | Tot. plant assets | $50,037,500 |
Journalize entries for disposal of plant assets.
P9.3 (LO 3), AP Pine Company had the following assets on January 1, 2025.
Item | Cost | Purchase Date | Useful life (in years) | Salvage Value | ||||
Machinery | $71,000 | Jan. 1, 2015 | 10 | $-0- | ||||
Forklift | 30,000 | Jan. 1, 2022 | 5 | -0- | ||||
Truck | 33,400 | Jan. 1, 2020 | 8 | 3,000 |
During 2025, each of the assets was removed from service. The machinery was retired on January 1. The forklift was sold on June 30 for $12,000. The truck was discarded on December 31.
Instructions
Journalize all entries required on the above dates, including entries to update depreciation, where applicable, on disposed assets. The company uses straight-line depreciation. All depreciation was up to date as of December 31, 2024.
Loss on truck disposal | $10,600 |
Record property, plant, and equipment transactions; prepare partial balance sheet.
P9.4 (LO 1, 2, 3, 5), AP At January 1, 2025, Youngstown Company reported the following property, plant, and equipment accounts:
Accumulated depreciation—buildings | $ 62,200,000 |
Accumulated depreciation—equipment | 54,000,000 |
Buildings | 97,400,000 |
Equipment | 150,000,000 |
Land | 20,000,000 |
The company uses straight-line depreciation for buildings and equipment, its year-end is December 31, and it makes adjusting entries annually. The buildings are estimated to have a 40-year useful life and no salvage value; the equipment is estimated to have a 10-year useful life and no salvage value.
During 2025, the following selected transactions occurred:
Apr.1 | Purchased land for $4.4 million. Paid $1.1 million cash and issued a 3-year, 6% note payable for the balance. Interest on the note is payable annually each April 1. | |
May1 | Sold equipment for $300,000 cash. The equipment cost $2.8 million when originally purchased on January 1, 2017. | |
June1 | Sold land for $3.6 million. Received $900,000 cash and accepted a 3-year, 5% note for the balance. The land cost $1.4 million when purchased on June 1, 2019. Interest on the note is due annually each June 1. | |
July1 | Purchased equipment for $2.2 million cash. | |
Dec.31 | Retired equipment that cost $1 million when purchased on December 31, 2015. No proceeds were received. |
Instructions
Total PP&E | $138,575,000 |
Prepare entries to record transactions related to acquisition and amortization of intangibles; prepare the intangible assets section and note.
P9.5 (LO 4, 5), AP The intangible assets section of Amato Corporation’s balance sheet at December 31, 2025, is presented here.
Patents ($60,000 cost less $6,000 amortization) | $54,000 |
Copyrights ($36,000 cost less $25,200 amortization) | 10,800 |
Total | $64,800 |
The patent was acquired in January 2025 and has a useful life of 10 years. The copyright was acquired in January 2019 and also has a useful life of 10 years. The following cash transactions may have affected intangible assets during 2026.
Jan.2 | Paid $46,800 legal costs to successfully defend the patent against infringement by another company. | |
Jan.–June | Developed a new product, incurring $230,000 in research and development costs. A patent was granted for the product on July 1, and its useful life is equal to its legal life. Legal and other costs for the patent were $20,000. | |
Sept.1 | Paid $40,000 to a quarterback to appear in commercials advertising the company’s products. The commercials will air in September and October. | |
Oct.1 | Acquired a copyright for $200,000. The copyright has a useful life and legal life of 50 years. |
Instructions
c. | Tot. intangibles | $315,300 |
Prepare entries to correct errors in recording and amortizing intangible assets.
P9.6 (LO 4), AP Due to rapid employee turnover in the accounting department, the following transactions involving intangible assets were improperly recorded by Inland Corporation.
Instructions
Prepare all journal entries necessary to correct any errors made during 2025. Assume the books have not yet been closed for 2025.
Calculate and comment on return on assets, profit margin, and asset turnover.
P9.7 (LO 5), AN Blythe Corporation and Jacke Corporation, two companies of roughly the same size, are both involved in the manufacture of shoe-tracing devices. Each company depreciates its plant assets using the straight-line approach. An investigation of their financial statements reveals the information shown below.
Blythe Corp. | Jacke Corp. | |
Net income | $ 240,000 | $ 300,000 |
Sales revenue | 1,150,000 | 1,200,000 |
Total assets (average) | 3,200,000 | 3,000,000 |
Plant assets (average) | 2,400,000 | 1,800,000 |
Intangible assets (goodwill) | 300,000 | 0 |
Instructions
Compute depreciation under different methods.
*P9.8 (LO 2, 6), C In recent years, Jayme Company has purchased three machines. Because of frequent employee turnover in the accounting department, a different accountant was in charge of selecting the depreciation method for each machine, and various methods have been used. Information concerning the machines is summarized in the table below.
Machine | Acquired | Cost | Salvage Value | Useful Life(in years) | Depreciation Method | |||||
1 | Jan. 1, 2023 | $96,000 | $12,000 | 8 | Straight-line | |||||
2 | July 1, 2024 | 85,000 | 10,000 | 5 | Declining-balance | |||||
3 | Nov. 1, 2024 | 66,000 | 6,000 | 6 | Units-of-activity |
For the declining-balance method, Jayme Company uses the double-declining rate. For the units-of-activity method, total machine hours are expected to be 30,000. Actual hours of use in the first 3 years were 2024, 800; 2025, 4,500; and 2026, 6,000.
Instructions
a. | Machine 2 | $60,520 |
Compute depreciation under different methods.
*P9.9 (LO 2, 6), AP Megan Corporation purchased machinery on January 1, 2025, at a cost of $250,000. The estimated useful life of the machinery is 4 years, with an estimated salvage value at the end of that period of $30,000. The company is considering different depreciation methods that could be used for financial reporting purposes.
Instructions
a. | Double-declining-balance expense 2027 | $31,250 |
(Note: This is a continuation of the Cookie Creations case from Chapters 1 through 8.)
Part 1 Now that she is selling mixers and her customers can use credit cards to pay for them, Natalie is thinking of upgrading her website to include the online sale of mixers and payment by credit card. This would enable her to sell these mixers to a wider range of customers using the Internet.
Natalie contacts her brother who originally prepared the website for her. He agrees to upgrade the site so it can handle credit card security issues as well as direct order entry. The cost of the upgrade is $1,800. This cost would be incurred and paid for during the month of August,2024, and the upgrade would be operational September 1, 2024. Recall that Natalie’s website had an original cost of $600 and is being amortized using the straight- line method over 24 months, starting December 1, 2023, with zero residual value. Additional costs for website maintenance and insurance are estimated to be $1,200 per year.
If Natalie decides to upgrade the website, its useful life will not change and there will be no change in residual value.
Instructions
Part 2 Natalie is also thinking of buying a van that will be used only for business. The cost of the van is estimated at $38,500. Natalie would spend an additional $2,500 to have the van painted. In addition, she wants the back seat of the van removed so that she will have lots of room to transport her mixer inventory as well as her baking supplies. The cost of taking out the back seat and installing shelving units is estimated at $1,500. She expects the van to last her about 5 years, and she expects to drive it for 100,000 miles. The annual cost of vehicle insurance will be $2,400. Natalie estimates that at the end of the 5-year useful life the van will sell for $6,500. Assume that she will buy the van on August 15, 2024, and it will be ready for use on September 1, 2024.
Natalie is concerned about the impact of the van’s cost on her income statement and balance sheet. She has come to you for advice on calculating the van’s depreciation.
Instructions
ACR9.1 Milo Corporation’s unadjusted trial balance at December 1, 2025, is presented below.
Debit | Credit | |
Cash | $ 22,000 | |
Accounts Receivable | 36,800 | |
Notes Receivable | 10,000 | |
Interest Receivable | –0– | |
Inventory | 36,200 | |
Prepaid Insurance | 3,600 | |
Land | 20,000 | |
Buildings | 150,000 | |
Equipment | 60,000 | |
Patent | 9,000 | |
Allowance for Doubtful Accounts | $ 500 | |
Accumulated Depreciation—Buildings | 50,000 | |
Accumulated Depreciation—Equipment | 24,000 | |
Accounts Payable | $ 27,300 | |
Salaries and Wages Payable | –0– | |
Notes Payable (due April 30, 2026) | 11,000 | |
Income Taxes Payable | –0– | |
Interest Payable | –0– | |
Notes Payable (due in 2031) | 35,000 | |
Common Stock | 50,000 | |
Retained Earnings | 63,600 | |
Dividends | $ 12,000 | |
Sales Revenue | 900,000 | |
Interest Revenue | –0– | |
Gain on Disposal of Plant Assets | –0– | |
Bad Debt Expense | –0– | |
Cost of Goods Sold | 630,000 | |
Depreciation Expense | –0– | |
Income Tax Expense | –0– | |
Insurance Expense | –0– | |
Interest Expense | –0– | |
Other Operating Expenses | 61,800 | |
Amortization Expense | –0– | |
Salaries and Wages Expense | 110,000 | |
$1,161,400 | $1,161,400 |
The following transactions occurred during December.
Dec.2 | Purchased equipment for $16,000, plus sales taxes of $800 (paid in cash). | |
2 | Milo sold for $3,500 equipment which originally cost $5,000. Accumulated depreciation on this equipment at January 1, 2025, was $1,800; 2025 depreciation prior to the sale of equipment was $825. | |
15 | Milo sold for $5,000 on account inventory that cost $3,500. (Milo records sales under a perpetual inventory system.) | |
23 | Salaries and wages of $6,600 were paid. |
Adjustment data:
Instructions
b. | Totals | $1,205,775 |
c. | Net income | $51,150 |
d. | Total assets | $247,850 |
ACR9.2 Aberkonkie Corporation prepares quarterly financial statements. The post-closing trial balance at December 31, 2024, is presented below.
Aberkonkie Corporation Post-Closing Trial Balance December 31, 2024 |
||
Debit | Credit | |
Cash | $ 24,300 | |
Accounts Receivable | 22,400 | |
Allowance for Doubtful Accounts | $ 1,200 | |
Equipment | 20,000 | |
Accumulated Depreciation—Equipment | 15,000 | |
Buildings | 100,000 | |
Accumulated Depreciation—Buildings | 15,000 | |
Land | 20,000 | |
Accounts Payable | 12,370 | |
Common Stock | 90,000 | |
Retained Earnings | 53,130 | |
$186,700 | $186,700 |
During the first quarter of 2025, the following transaction occurred:
Bank reconciliation data and adjustment data:
Deposit in transit: | 12/30/2024 | $5,000 |
Outstanding checks | #440 | 3,444 |
#452 | 333 | |
#453 | 865 | |
#454 | 5,845 |
The bank statement received for the quarter ended March 31, 2025, is as follows.
Beginning balance per bank | $ 29,787 |
Deposits: 1/2/2025, $5,000; 2/2/2025, $12,000; 3/30/2025, $133,000 | 150,000 |
Checks: #452, $333; #453, $865; #457, $16,370; #458, $97,525 | (115,093) |
Debit memo: Bank service charge (record as operating expense) | (100) |
Ending bank balance | $ 64,594 |
Instructions
d. | Trial balance total | $320,730 |
e. | Adjusted balance per bank | $44,325 |
f. | Total assets | $196,590 |
DA9 Data visualization can be used to identify changes in the composition of assets.
Example: Patents are often reported on companies’ balance sheets as intangible assets.
For example, consider the following chart, which shows the countries that recently had at least 100,000 patents in force.
Source: https://www.aon.com/getmedia/60fbb49a-c7a5-4027-ba98-0553b29dc89f/Ponemon-Report-V24.aspx
For companies that have many patents, GAAP requires the amounts to be valued at historical cost on the companies’ balance sheets. The market value of many of the patents owned by companies such as Dropbox, Google, and Facebook, is therefore much greater than the amount reported on a company’s balance sheet.
DA9 Data visualization can be used to understand the amounts of assets held by companies.
Patents are an example of intangible assets that often are reported on companies’ balance sheets.
The S&P 500 companies are a group of the largest 500 companies that trade stock on multiple U.S. stock exchanges including the New York Stock Exchange and NASDAQ. They comprise about 80% of the market capitalization of all public companies in the U.S. Data that shows the dollar value of intangible assets compared to tangible assets held by S&P 500 companies over the last 45 years is presented here.
S&P 500 Tangible and Intangible Assets (in Trillions) | |||||
1975 | 1985 | 1995 | 2005 | 2018 | |
Tangible assets | $594 | $1,020 | $1,470 | $ 2,320 | $ 4,000 |
Intangible assets | 122 | 482 | 3,120 | 9,280 | 21,030 |
Total | $716 | $1,502 | $4,590 | $11,600 | $25,030 |
Data Source: https://www.aon.com/getmedia/60fbb49a-c7a5-4027-ba98-0553b29dc89f/Ponemon-Report-V24.aspx
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
CT9.1 The financial statements of Apple Inc. are presented in Appendix A. The complete annual report, including the notes to the financial statements, is available at the company’s website.
Instructions
Answer the following questions.
CT9.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C. The complete annual reports, including the notes to the financial statements, are available at each company’s respective website.
Instructions
CT9.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E. The complete annual reports, including the notes to the financial statements, are available at each company’s respective website.
Instructions
CT9.4 As customers shifted to shopping online, Best Buy’s 1,100 giant stores, which enabled the company to obtain its position as the largest retailer of electronics, began to reduce its profitability and even threatening its survival. Many customers go to Best Buy stores to see items but then buy them for less from online retailers. As a result, Best Buy began to close stores and switch to smaller stores.
Suppose the following data were extracted from the annual reports of Best Buy. (All amounts are in millions.)
2025 | 2024 | 2020 | 2019 | |
Total assets at year-end | $17,849 | $18,302 | $11,864 | $10,294 |
Net sales | 50,272 | 30,848 | ||
Net income | 1,277 | 1,140 |
Instructions
Using the data above, answer the following questions.
CT9.5 A company’s annual report identifies the amount of its plant assets and the depreciation method used.
Instructions
Select a particular company, search the Internet for the company’s website address, and then answer the following questions.
CT9.6 The Forbes article by Karsten Strauss, entitled “Subway’s Lack of Transparency Is Out of Step with Franchise Industry,” presents an informative view of owning a Subway franchise.
Instructions
Read the article and then answer the following questions.
CT9.7 Brady Furniture Corp. is nationally recognized for making high-quality products. Management is concerned that it is not fully exploiting its brand power. Brady’s production managers are also concerned because their plants are not operating at anywhere near full capacity. Management is currently considering a proposal to offer a new line of affordable furniture.
Those in favor of the proposal (including the vice president of production) believe that, by offering these new products, the company could attract a clientele that it is not currently servicing. Also, it could operate its plants at full capacity, thus taking better advantage of its assets.
The vice president of marketing, however, believes that the lower-priced (and lower-margin) product would have a negative impact on the sales of existing products. The vice president believes that $10,000,000 of the sales of the new product will be from customers that would have purchased the more expensive product but switched to the lower-margin product because it was available. (This is often referred to as cannibalization of existing sales.) Top management feels, however, that even with cannibalization, the company’s sales will increase and the company will be better off.
The following data are available.
(in thousands) | Current Results | Proposed Results without Cannibalization | Proposed Results with Cannibalization | |||
Sales revenue | $40,000 | $60,000 | $50,000 | |||
Net income | $12,000 | $13,500 | $10,500 | |||
Average total assets | $100,000 | $100,000 | $100,000 |
Instructions
CT9.8 The chapter presented some concerns regarding the current accounting standards for research and development expenditures.
Instructions
Assume that you are either (a) the president of a company that is very dependent on ongoing research and development, writing a memo to the FASB complaining about the current accounting standards regarding research and development, or (b) the FASB member defending the current standards regarding research and development. Your memo should address the following questions.
CT9.9 Clean Aire Anti-Pollution Company is suffering declining sales of its principal product, nonbiodegradable plastic cartons. The president, Wade Truman, instructs his controller, Kate Rollins, to lengthen asset lives to reduce depreciation expense. A processing line of automated plastic extruding equipment, purchased for $3.5 million in January 2025, was originally estimated to have a useful life of 8 years and a salvage value of $400,000. Depreciation has been recorded for 2 years on that basis. Wade wants the estimated life changed to 12 years total and the straight-line method continued with no change in the salvage value. Kate is hesitant to make the change, believing it is unethical to increase net income in this manner. Wade says, “Hey, the life is only an estimate, and I’ve heard that our competition uses a 12-year life on their production equipment.”
Instructions
CT9.10 A company’s tradename is a very important asset to the company, as it creates immediate product identification. Companies invest substantial sums to ensure that their product is well-known to the consumer. Test your knowledge of who owns some famous brands and their impact on the financial statements.
Instructions
CT9.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
CT9.12 The March 6, 2012, edition of the Wall Street Journal Online contains an article by David Kesmodel entitled “Air War: ‘Winglet’ Versus ‘Sharklet’.” This article demonstrates how a company focused on green technology has also been profitable.
Instructions
Read the article and then answer the following questions.
IFRS follows most of the same principles as GAAP in the accounting for property, plant, and equipment. There are, however, some significant differences in the implementation. IFRS allows the use of revaluation of property, plant, and equipment, and it also requires the use of component depreciation. In addition, there are some significant differences in the accounting for both intangible assets and impairments. The following are the key similarities and differences between GAAP and IFRS as related to the recording process for long-lived assets.
1. Which of the following statements is correct?
2. Research and development costs are:
IFRS9.1 What is component depreciation, and when must it be used?
IFRS9.2 What is revaluation of plant assets? When should revaluation be applied?
IFRS9.3 Some product development expenditures are recorded as development expenses and others as development costs. Explain the difference between these accounts and how a company decides which classification is appropriate.
IFRS9.4 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company’s annual report to answer the following questions.
a. According to the notes to the financial statements, what method or methods does the company use to depreciate “property, plant, and equipment?” What useful lives does it use to depreciate property, plant, and equipment?
b. Using the notes to the financial statements, explain how the company accounted for its intangible assets with indefinite lives.
c. Using the notes to the financial statements, determine (1) the balance in Accumulated Amortization and Impairment for intangible assets (other than goodwill), and (2) the balance in Depreciation (and impairment) for property, plant, and equipment.
1. b2. a
The following Feature Story suggests that General Motors (GM) and Ford accumulated tremendous amounts of debt in their pursuit of auto industry dominance. It is unlikely that they could have grown so large without this debt, but at times the debt threatened their very existence. Given this risk, why do companies borrow money? Why do they sometimes borrow short-term and other times long-term? Besides bank borrowings, what other kinds of debts do companies incur? In this chapter, we address these issues.
Debt can help a company acquire the things it needs to grow. But, it is often the very thing that can also kill a company. A brief history of Maxwell Car Company illustrates the role of debt in the U.S. auto industry. In 1920, Maxwell Car Company was on the brink of financial ruin. Because it was unable to pay its bills, its creditors stepped in and took over. They hired a former General Motors (GM) executive named Walter Chrysler to reorganize the company. By 1925, he had taken over the company and renamed it Chrysler. By 1933, Chrysler was booming, with sales surpassing even those of Ford.
But the next few decades saw Chrysler make a series of blunders. By 1980, with its creditors pounding at the gates, Chrysler was again on the brink of financial ruin.
At that point, Chrysler brought in a former Ford executive named Lee Iacocca to save the company. Iacocca convinced the federal government to grant loan guarantees—promises that if Chrysler failed to pay its creditors, the government would pay them. Chrysler repaid all of its government-guaranteed loans by 1983, seven years ahead of the scheduled final payment.
To compete in today’s global vehicle market, you must be big—really big. GM and Ford typically rank among the top five U.S. firms in total assets. But GM and Ford accumulated truckloads of debt on their way to getting big. Although debt made it possible to get so big, the Chrysler story, and GM’s recent bankruptcy, make it clear that debt can also threaten a company’s survival. The rise of Tesla and the growth of the electric car market have only added to the uncertainty.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Explain how to account for current liabilities. |
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DO IT! 1a Current Liabilities 1b Wages and Payroll Taxes |
LO 2 Describe the major characteristics of bonds. |
|
DO IT! 2 Bond Terminology |
LO 3 Explain how to account for bond transactions. |
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DO IT! 3a Bond Issuance 3b Bond Redemption |
LO 4 Discuss how liabilities are reported and analyzed. |
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DO IT! 4 Analyzing Liabilities |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Liabilities are creditors’ claims on total assets. Companies must settle or pay these claims, debts, and obligations at some time in the future by transferring assets or services. The future date on which they are due or payable (the maturity date) is a significant feature of liabilities.
As explained in Chapter 4, a current liability is a debt that a company expects to pay (1) from existing current assets or through the creation of other current liabilities, and (2) within one year or the operating cycle, whichever is longer. Debts that do not meet this criterion are long-term liabilities.
Thus, the amount and type of liabilities are of critical importance.
The different types of current liabilities include notes payable, accounts payable, unearned revenues, and accrued liabilities such as taxes, salaries and wages, and interest payable. In the sections that follow, we discuss common types of current liabilities (see Helpful Hint).
Companies record obligations in the form of written notes as notes payable. Notes payable are often used instead of accounts payable because they give the lender formal proof of the obligation in case legal remedies are needed to collect the debt.
To illustrate the accounting for notes payable, assume that First National Bank agrees to lend $100,000 on September 1, 2025, if Cole Williams Co. signs a $100,000, 6%, four-month note maturing on January 1. When a company issues an interest-bearing note, the amount of assets it receives upon issuance of the note generally equals the note’s face value. Cole Williams therefore will receive $100,000 cash and will make the following journal entry.
Sept. 1 | Cash | 100,000 | |
Notes Payable | 100,000 | ||
(To record issuance of 6%, 4-month note to First National Bank) |
Interest accrues over the life of the note, and the company must periodically record that accrual. If Cole Williams prepares financial statements annually, it makes an adjusting entry at December 31 to recognize interest expense and interest payable of $2,000 ($100,000 × 6% × 4/12). Illustration 10.1 shows the formula for computing interest and its application to Cole Williams’ note.
ILLUSTRATION 10.1 Formula for computing interest
Face Value of Note | × | Annual Interest Rate | × | Time in Terms of One Year | = | Interest |
$100,000 | × | 6% | × | 4/12 | = | $2,000 |
Cole Williams makes an adjusting entry as follows.
Dec. 31 | Interest Expense | 2,000 | |
Interest Payable | 2,000 | ||
(To accrue interest for 4 months on First National Bank note) |
In the December 31 financial statements, the current liabilities section of the balance sheet will show notes payable $100,000 and interest payable $2,000. In addition, the company will report interest expense of $2,000 under “Other expenses and losses” in the income statement. If Cole Williams prepared financial statements monthly, the adjusting entry at the end of each month would be $500 ($100,000 × 6% × 1/12).
At maturity (January 1, 2026), Cole Williams must pay the face value of the note ($100,000) plus $2,000 interest ($100,000 × 6% × 4/12). It records payment of the note and accrued interest as follows.
Jan.1 | Notes Payable | 100,000 | |
Interest Payable | 2,000 | ||
Cash | 102,000 | ||
(To record payment of First National Bank interest-bearing note and accrued interest at maturity) |
Many of the products we purchase at retail stores are subject to sales taxes. Many states also collect sales taxes on online purchases as well. Sales taxes are expressed as a percentage of the sales price.
Collecting sales taxes is important. For example, the State of New York recently sued Sprint Corporation for $300 million for its alleged failure to collect sales taxes on phone calls.
Under most state sales tax laws, the selling company must enter separately in the cash register the amount of the sale and the amount of the sales tax collected (see Helpful Hint). (Gasoline sales are a major exception.) The company then uses the cash register readings to credit Sales Revenue and Sales Taxes Payable. For example, if the March 25 cash register reading for Cooley Grocery shows sales of $10,000 and sales taxes of $600 (sales tax rate of 6%), the journal entry is as follows.
Mar. 25 | Cash | 10,600 | |
Sales Revenue | 10,000 | ||
Sales Taxes Payable | 600 | ||
(To record daily sales and sales taxes) |
Thus, Cooley Grocery serves only as a collection agent for the taxing authority.
Sometimes companies do not enter sales taxes separately in the cash register. To determine the amount of sales in such cases, divide total receipts by 100% plus the sales tax percentage. For example, assume that Cooley Grocery enters total receipts of $10,600. The receipts from the sales are equal to the sales price (100%) plus the tax percentage (6% of sales), or 1.06 times the sales total. We can compute the sales revenue amount as shown in Illustration 10.2.
ILLUSTRATION 10.2 Computing the sales revenue amount
Total Receipts | ÷ | (1 + Tax Rate) | = | Sales Revenue |
$10,600 | ÷ | 1.06 | = | $10,000 |
Thus, we can find the sales tax amount of $600 by either (1) subtracting sales from total receipts ($10,600 − $10,000) or (2) multiplying sales by the sales tax rate ($10,000 × .06).
A magazine publisher, such as Outside, receives customers’ checks when they order magazines. An airline company, such as Southwest Airlines, often receives cash when it sells tickets for future flights. Season tickets for concerts, sporting events, and theater programs are also paid for in advance. How do companies account for unearned revenues that are received before goods are delivered or services are performed?
To illustrate, assume that Superior University sells 10,000 season football tickets at $50 each for its five-game home schedule. The university makes the following entry for the sale of season tickets.
Aug. 6 | Cash (10,000 × $50) | 500,000 | |
Unearned Ticket Revenue | 500,000 | ||
(To record sale of 10,000 season tickets) |
As each game is completed, Superior records the recognition of revenue with the following entry.
Sept. 7 | Unearned Ticket Revenue ($500,000 ÷ 5) | 100,000 | |
Ticket Revenue | 100,000 | ||
(To record football ticket revenue) |
The account Unearned Ticket Revenue represents unearned revenue, and Superior reports it as a current liability. As the school recognizes revenue, it reclassifies the amount from unearned revenue to Ticket Revenue. Unearned revenue is substantial for some companies. In the airline industry, for example, tickets sold for future flights represent almost 50% of total current liabilities. At United Air Lines, unearned ticket revenue is its largest current liability, recently amounting to over $1 billion.
Illustration 10.3 shows specific unearned revenue and revenue accounts used in selected types of businesses.
ILLUSTRATION 10.3 Unearned revenue and revenue accounts
Type of Business | Account Title | |||
Unearned Revenue (Liability) | Revenue | |||
Airline | Unearned Ticket Revenue | Ticket Revenue | ||
Magazine publisher | Unearned Subscription Revenue | Subscription Revenue | ||
Hotel | Unearned Rent Revenue | Rent Revenue |
Companies often have a portion of long-term debt that comes due in the current year. That amount is considered a current liability. As an example, assume that Wendy Construction issues a five-year, interest-bearing $25,000 note on January 1, 2025. This note specifies that each January 1, starting January 1, 2026, Wendy should pay $5,000 of the note. When the company prepares financial statements on December 31, 2025, it should report $5,000 as a current liability and $20,000 as a long-term liability. (The $5,000 amount is the portion of the note that is due to be paid within the next 12 months.) Companies often identify current maturities of long-term debt on the balance sheet as long-term debt due within one year. In a recent year, Tesla had $1.8 billion of such debt.
Assume that Susan Alena works 40 hours this week for Pepitone Inc., earning a wage of $15 per hour. Will Susan receive a $600 check at the end of the week? Not likely.
Illustration 10.4 summarizes the types of payroll deductions that normally occur for most companies.
ILLUSTRATION 10.4 Payroll deductions
As a result of these deductions, companies withhold from employee paychecks amounts that must be paid to other parties. Pepitone therefore has incurred liabilities to pay these third parties and must report these liabilities on its balance sheet.
As a second example, assume that Cargo Corporation records its payroll for the week of March 7 with the following journal entry.
Mar. 7 | Salaries and Wages Expense | 100,000 | |
FICA Taxes Payable | 7,650 | ||
Federal Income Taxes Payable | 21,864 | ||
State Income Taxes Payable | 2,922 | ||
Salaries and Wages Payable | 67,564 | ||
(To record payroll and withholding taxes for the week ending March 7) |
Cargo then records payment of this payroll on March 7 as follows.
Mar. 7 | Salaries and Wages Payable | 67,564 | |
Cash | 67,564 | ||
(To record payment of the March 7 payroll) |
In this case, Cargo reports $100,000 in salaries and wages expense. In addition, it reports liabilities for the salaries and wages payable as well as liabilities to governmental agencies. Rather than pay the employees $100,000, Cargo instead must withhold the taxes and make the tax payments directly to the government entities. In summary, Cargo is essentially serving as a tax collector.
In addition to the liabilities incurred as a result of withholdings, employers also incur a second type of payroll-related liability.
Based on Cargo’s $100,000 payroll, the company would record the employer’s expense and liability for these payroll taxes as follows.
Mar. 7 | Payroll Tax Expense | 13,850 | |
FICA Taxes Payable | 7,650 | ||
Federal Unemployment Taxes Payable | 800 | ||
State Unemployment Taxes Payable | 5,400 | ||
(To record employer’s payroll taxes on March 7 payroll) |
Companies classify the payroll and payroll tax liability accounts as current liabilities because they must be paid to employees or remitted to taxing authorities periodically and in the near term. Taxing authorities impose substantial fines and penalties on employers if the withholding and payroll taxes are not computed correctly and paid on time.
Long-term liabilities are obligations that a company expects to pay more than one year in the future. In this section, we explain the accounting for the principal types of obligations reported in the long-term liabilities section of the balance sheet. These obligations often are in the form of bonds or long-term notes.
Bonds are a form of interest-bearing note payable issued by corporations, universities, and governmental agencies. Typically, interest payments are made to the bondholders throughout the term of the bond, and the face value is repaid upon maturity. Bonds, like common stock, are sold in small denominations (usually $1,000 or multiples of $1,000). As a result, bonds attract many investors. When a corporation issues bonds, it is borrowing money. The person who buys the bonds (the bondholder) is lending money.
Bonds may have many different features. In the following sections, we describe the types of bonds commonly issued.
Secured bonds have specific assets of the issuer pledged as collateral for the bonds. For example, American Airlines and other airlines have used their frequent flyer programs as collateral.
Unsecured bonds, also called debenture bonds, are issued against the general credit of the borrower. Companies with good credit ratings use these bonds extensively. At one time, DuPont reported over $2 billion of debenture bonds outstanding.
Bonds that can be converted into common stock at the bondholder’s option are convertible bonds.
Many corporations, such as Twitter, Etsy, Slack, and Southwest Airlines, have issued convertible bonds.
Bonds that the issuing company can redeem (buy back) at a stated dollar amount prior to maturity are callable bonds. Typically, bonds are repaid at the maturity date. The call feature allows companies to repay their debt early.
State laws grant corporations the power to issue bonds. Both the board of directors and stockholders usually must approve bond issues. In authorizing the bond issue, the board of directors must stipulate the number of bonds authorized, total face value, and contractual interest rate. The total bond authorization often exceeds the number of bonds the company originally issues. This gives the corporation the flexibility to issue more bonds, if needed, to meet future cash requirements.
The terms of the bond issue are set forth in a legal document called a bond indenture. The indenture shows the terms and summarizes the rights of the bondholders and their trustees, and the obligations of the issuing company. The trustee (usually a financial institution) keeps records of each bondholder, maintains custody of unissued bonds, and holds conditional title to pledged property.
In addition, the issuing company arranges for the printing of bond certificates. The indenture and the certificate are separate documents. As shown in Illustration 10.5, a bond certificate provides the following information: name of the issuer, face value (par value), contractual interest rate, and maturity date. An investment company that specializes in selling securities generally sells the bonds for the issuing company.
Bondholders have the opportunity to convert their bond investments into cash at any time by selling the bonds at the current market price on national securities exchanges.
ILLUSTRATION 10.5 Bond certificate
Newspapers and the financial press publish bond prices and trading activity daily, as shown in Illustration 10.6.
ILLUSTRATION 10.6 Market information for bonds
Issuer | Contractual Interest Rate | Maturity | Close | Yield | ||||
Twitter, Inc. | 3.875 | Dec. 15, 2027 | 97.71 | 4.06 |
This bond listing indicates that Twitter, Inc. has outstanding 3.875% (contractual interest rate), $1,000 (face value) bonds that mature in 2027 (see Helpful Hint). The bonds currently yield a 4.06% return. At the close of trading, the price was 97.71% of face value, or $977.10.
A corporation makes journal entries only when it issues or buys back bonds, when interest is accrued or paid, and when bondholders convert bonds into common stock. For example, DuPont does not journalize transactions between its bondholders and other investors. If Tom Smith sells his DuPont bonds to Faith Jones, DuPont does not journalize the transaction.
If your company needed financing and wanted to attract investors to purchase your bonds, how would the market set the price for these bonds? To be more specific, assume that Coronet, Inc. issues a zero-interest bond (pays no interest) with a face value of $1,000,000 due in 20 years. For this bond, the only cash Coronet pays to bond investors is one million dollars at the end of 20 years. Would investors pay one million dollars for this bond? We hope not because one million dollars received 20 years from now is not the same as one million dollars received today.
The term time value of money is used to indicate the relationship between time and money—that a dollar received today is worth more than a dollar to be received at some time in the future.
In other words, you would want to determine the value today of the amount to be received in the future after taking into account current interest rates.
The current market price (present value) of a bond is the value at which it should sell in the marketplace. Market price therefore is a function of the three factors that determine present value:
To illustrate, assume that Acropolis Company on January 1, 2025, issues $100,000 of 9% bonds, due in five years, with interest payable annually at year-end. The purchaser of the bonds would receive the following two types of cash payments:
Illustration 10.7 shows a time diagram depicting both cash flows.
ILLUSTRATION 10.7 Time diagram depicting cash flows
The current market price of a bond is equal to the present value of all the future cash payments promised by the bond. Illustration 10.8 lists and totals the present values of these amounts, assuming the market rate of interest is 9%.
ILLUSTRATION 10.8 Computing the market price of bonds
Present value of $100,000 received in 5 years | $ 64,993 |
Present value of $9,000 received annually for 5 years | 35,007 |
Market price of bonds | $100,000 |
Present value calculations involve the use of present value factors. Tables are available to provide the present value numbers to be used, or these values can be determined mathematically or with financial calculators.2 Appendix F provides further discussion of the concepts and the mechanics of the time value of money computations.
As indicated earlier, a corporation records bond transactions when it issues (sells) or redeems (buys back) bonds and when bondholders convert bonds into common stock. If bondholders sell their bond investments to other investors, the issuing company receives no further cash on this transaction, nor does the issuing company journalize the transaction (although it does keep records of the names of bondholders in some cases).
Bonds may be issued at face value, below face value (discount), or above face value (premium).
To illustrate the accounting for bonds issued at face value, assume that on January 1, 2025, Candlestick Inc. issues $100,000, five-year, 10% bonds at 100 (100% of face value). The entry to record the sale is as follows.
Jan. 1 | Cash | 100,000 | |
Bonds Payable | 100,000 | ||
(To record sale of bonds at face value) |
Candlestick reports bonds payable in the long-term liabilities section of the balance sheet because the maturity date is January 1, 2030 (more than one year away).
Over the term (life) of the bonds, companies make entries to record bond interest. Interest on bonds payable is computed in the same manner as interest on notes payable. Assume that interest is payable annually on January 1 on the Candlestick bonds. In that case, Candlestick accrues interest of $10,000 ($100,000 × 10%) on December 31. At December 31, Candlestick recognizes the $10,000 of interest expense incurred with the following entry.
Dec. 31 | Interest Expense | 10,000 | |
Interest Payable | 10,000 | ||
(To accrue bond interest) |
The company classifies interest payable as a current liability because it is scheduled for payment within the next year on January 1. When Candlestick pays the interest on January 1, 2026, it debits (decreases) Interest Payable and credits (decreases) Cash for $10,000.
Candlestick records the payment on January 1 as follows.
Jan. 1 | Interest Payable | 10,000 | |
Cash | 10,000 | ||
(To record payment of bond interest) |
The previous example assumed that the contractual (stated) interest rate and the market (effective) interest rate paid on the bonds were the same.
However, market interest rates change daily. The type of bond issued, the state of the economy, current industry conditions, and the company’s performance all affect market interest rates. As a result, contractual and market interest rates often differ. To make bonds salable when the two rates differ, bonds sell below or above face value.
To illustrate, suppose that a company issues 10% bonds at a time when other bonds of similar risk are paying 12%. Investors will not be interested in buying the 10% bonds, so their value will fall below their face value.
Conversely, if the market rate of interest is lower than the contractual interest rate, investors will have to pay more than face value for the bonds.
Illustration 10.9 shows these relationships.
ILLUSTRATION 10.9 Interest rates and bond prices
Issuance of bonds at an amount different from face value is quite common. By the time a company prints the bond certificates and markets the bonds, it will be a coincidence if the market rate and the contractual rate are the same.
To illustrate issuance of bonds at a discount, assume that on January 1, 2025, Candlestick Inc. sells $100,000, five-year, 10% bonds for $98,000 (98% of face value). Interest is payable annually on January 1. The entry to record the issuance is as follows (see Helpful Hint).
Jan. 1 | Cash | 98,000 | |
Discount on Bonds Payable | 2,000 | ||
Bonds Payable | 100,000 | ||
(To record sale of bonds at a discount) |
Although Discount on Bonds Payable has a debit balance, it is not an asset. Rather, it is a contra account. This account is deducted from bonds payable on the balance sheet, as shown in Illustration 10.10.
ILLUSTRATION 10.10 Statement presentation of discount on bonds payable
Candlestick Inc. Balance Sheet (partial) |
||||||
Long-term liabilities | ||||||
Bonds payable | $100,000 | |||||
Less: Discount on bonds payable | 2,000 | $98,000 |
The $98,000 represents the carrying (or book) value of the bonds (see Helpful Hint). On the date of issue, this amount equals the market price of the bonds.
The issuance of bonds below face value—at a discount—causes the total cost of borrowing to differ from the bond interest paid. That is, the issuing corporation must pay not only the contractual interest rate over the term of the bonds but also the face value (rather than the issuance price) at maturity.
The total cost of borrowing $98,000 for Candlestick is therefore $52,000, computed as shown in Illustration 10.11.
ILLUSTRATION 10.11 Total cost of borrowing—bonds issued at a discount
Bonds Issued at a Discount | |
Annual interest payments ($100,000 × 10% = $10,000; $10,000 × 5) | $50,000 |
Add: Bond discount ($100,000 − $98,000) | 2,000 |
Total cost of borrowing | $52,000 |
Alternatively, we can compute the total cost of borrowing as shown in Illustration 10.12.
ILLUSTRATION 10.12 Alternative computation of total cost of borrowing—bonds issued at a discount
Bonds Issued at a Discount | |
Principal at maturity | $100,000 |
Annual interest payments ($10,000 × 5) | 50,000 |
Cash to be paid to bondholders | 150,000 |
Less: Cash received from bondholders | 98,000 |
Total cost of borrowing | $ 52,000 |
To follow the expense recognition principle, companies allocate bond discount to expense in each period in which the bonds are outstanding. This is referred to as amortizing the discount.
As shown in Illustration 10.11, for the bonds issued by Candlestick, total interest expense will exceed the contractual interest by $2,000 over the life of the bonds.
As the discount is amortized, its balance declines. As a consequence, the carrying value of the bonds will increase, until at maturity the carrying value of the bonds equals their face value. This is shown in Illustration 10.13. Appendices 10A and 10B discuss procedures for amortizing bond discount.
ILLUSTRATION 10.13 Amortization of bond discount
To illustrate the issuance of bonds at a premium, we now assume the Candlestick Inc. bonds described above sell for $102,000 (102% of face value) rather than for $98,000. The entry to record the issuance is as follows.
Jan. 1 | Cash | 102,000 | |
Bonds Payable | 100,000 | ||
Premium on Bonds Payable | 2,000 | ||
(To record sale of bonds at a premium) |
Candlestick adds the premium on bonds payable to the bonds payable amount on the balance sheet, as shown in Illustration 10.14.
ILLUSTRATION 10.14 Statement presentation of bond premium
Candlestick Inc. Balance Sheet (partial) |
||||||
Long-term liabilities | ||||||
Bonds payable | $100,000 | |||||
Add: Premium on bonds payable | 2,000 | $102,000 |
The sale of bonds above face value causes the total cost of borrowing to be less than the bond interest paid.
The total cost of borrowing $102,000 for Candlestick is shown in Illustration 10.15 (see Helpful Hint).
ILLUSTRATION 10.15 Total cost of borrowing—bonds issued at a premium
Bonds Issued at a Premium | |
Annual interest payments ($100,000 × 10% = $10,000; $10,000 × 5) | $50,000 |
Less: Bond premium ($102,000 − $100,000) | 2,000 |
Total cost of borrowing | $48,000 |
Alternatively, we can compute the cost of borrowing as shown in Illustration 10.16.
ILLUSTRATION 10.16 Alternative computation of total cost of borrowing—bonds issued at a premium
Bonds Issued at a Premium | |
Principal at maturity | $100,000 |
Annual interest payments ($10,000 × 5) | 50,000 |
Cash to be paid to bondholders | 150,000 |
Less: Cash received from bondholders | 102,000 |
Total cost of borrowing | $ 48,000 |
Similar to bond discount, companies allocate bond premium to expense in each period in which the bonds are outstanding (see Helpful Hint). This is referred to as amortizing the premium.
As shown in Illustration 10.15, for the bonds issued by Candlestick, contractual interest will exceed the interest expense by $2,000 over the life of the bonds.
As the premium is amortized, its balance declines. As a consequence, the carrying value of the bonds will decrease, until at maturity the carrying value of the bonds equals their face value. This is shown in Illustration 10.17. Appendices 10A and 10B discuss procedures for amortizing bond premium.
ILLUSTRATION 10.17 Amortization of bond premium
Regardless of the issue price of bonds, the carrying value (book value) of the bonds at maturity will equal their face value. Assuming that the company pays and records separately the interest for the last interest period, Candlestick Inc. records the redemption of its bonds at maturity as follows.
Jan. 1 | Bonds Payable | 100,000 | |
Cash | 100,000 | ||
(To record redemption of bonds at maturity) |
Bonds may be redeemed before maturity. A company may decide to redeem bonds before maturity to reduce interest cost and to remove debt from its balance sheet. A company should redeem debt early only if it has sufficient cash resources.
When a company redeems bonds before maturity, it is necessary to:
The carrying value of the bonds is the face value of the bonds less any remaining bond discount or plus any remaining bond premium at the redemption date (see Helpful Hint).
To illustrate, assume that Candlestick Inc. has sold its bonds at a premium. At the end of the fourth period, Candlestick redeems these bonds at 103 after paying the annual interest. Assume that the carrying value of the bonds at the redemption date is $100,400 (principal $100,000 and premium $400), as shown in Illustration 10.18.
ILLUSTRATION 10.18 Carrying value of bond prior to maturity
Candlestick records the redemption at the end of the fourth interest period (January 1, 2029) as follows.
Jan. 1 | Bonds Payable | 100,000 | |
Premium on Bonds Payable | 400 | ||
Loss on Bond Redemption | 2,600 | ||
Cash | 103,000 | ||
(To record redemption of bonds at 103) |
Note that the loss of $2,600 is the difference between the cash paid of $103,000 and the carrying value of the bonds of $100,400. Gains and losses from bond redemptions are reported in the income statement as “Other revenues and gains” or “Other expenses and losses.”
Current liabilities are the first category under “Liabilities” on the balance sheet. Companies list each of the principal types of current liabilities separately within the category. Within the current liabilities section, companies often list notes payable first, followed by accounts payable.
Companies report long-term liabilities in a separate section of the balance sheet immediately following “Current liabilities.” Illustration 10.19 shows an example.
ILLUSTRATION 10.19 Balance sheet presentation of liabilities
Marais Company Balance Sheet (partial) |
||||||
Liabilities | ||||||
Current liabilities | ||||||
Notes payable | $250,000 | |||||
Accounts payable | 125,000 | |||||
Current maturities of long-term debt | 300,000 | |||||
Accrued liabilities | 75,000 | |||||
Total current liabilities | $750,000 | |||||
Long-term liabilities | ||||||
Bonds payable | 1,000,000 | |||||
Less: Discount on bonds payable | 80,000 | 920,000 | ||||
Notes payable, secured by plant assets | 540,000 | |||||
Lease liability | 500,000 | |||||
Total long-term liabilities | 1,960,000 | |||||
Total liabilities | $2,710,000 |
Disclosure of debt is very important. The historically large failures at Enron, WorldCom, and Global Crossing made investors very concerned about companies’ debt obligations (see Ethics Note). Summary data regarding debts may be presented in the balance sheet with detailed data (such as interest rates, maturity dates, conversion privileges, and assets pledged as collateral) shown in a supporting schedule in the notes. Companies should report current maturities of long-term debt as a current liability.
Careful examination of debt obligations helps you assess a company’s ability to pay its current and long-term obligations. It also helps you determine whether a company can obtain debt financing in order to grow. We will use the information from the financial statements of General Motors (see Illustration 10.20) to illustrate the analysis of a company’s liquidity and solvency.
ILLUSTRATION 10.20 Simplified balance sheets for General Motors
General Motors Company Balance Sheet (in millions) |
||||
Assets | ||||
Total current assets | $74,992 | |||
Noncurrent assets | 153,045 | |||
Total assets | $228,037 | |||
Liabilities and Stockholders’ Equity | ||||
Total current liabilities | $84,905 | |||
Noncurrent liabilities | 97,175 | |||
Total liabilities | 182,080 | |||
Total stockholders’ equity | 45,957 | |||
Total liabilities and stockholders’ equity | $228,037 |
Liquidity ratios measure the short-term ability of a company to pay its maturing obligations and to meet unexpected needs for cash. A commonly used measure of liquidity is the current ratio (presented in Chapter 2). The current ratio is calculated as current assets divided by current liabilities. Illustration 10.21 presents the current ratio for General Motors and Tesla.
ILLUSTRATION 10.21 Current ratio
Ratio | General Motors ($ in millions) |
Tesla | ||||
Current Ratio | = .88:1 | 1.13:1 |
General Motors’ current ratio is .88:1. This ratio is quite low. Tesla’s ratio, while also quite low, is higher than General Motors’, suggesting it is more liquid. Many companies today minimize their liquid assets (such as accounts receivable and inventory) in order to improve profitability measures, such as return on assets. This is particularly true of large companies such as Ford, General Motors, and Toyota.
Companies that keep fewer liquid assets on hand must rely on other sources of liquidity.
For example, a recent disclosure regarding debt in General Motors’ annual report stated that it had $12 billion of unused lines of credit (see Decision Tools).
Solvency ratios measure the ability of a company to survive over a long period of time. The Feature Story in this chapter mentioned that, although there once were many U.S. automobile manufacturers, only three of the original U.S.-based companies remain today. Many of the others went bankrupt. This highlights the fact that when making a long-term loan or purchasing a company’s stock, you must give consideration to a company’s solvency.
In Chapter 2, you learned that one measure of a company’s solvency is the debt to assets ratio. This is calculated as total liabilities (debt) divided by total assets. This ratio indicates the extent to which a company’s assets are financed with debt.
Another useful solvency measure is the times interest earned (see Decision Tools). It provides an indication of a company’s ability to meet interest payments as they come due.
We can use the balance sheet information presented in Illustration 10.20 and the additional information below to calculate solvency ratios for General Motors.
($ in millions) | |
Net income | $6,667 |
Interest expense | 782 |
Income tax expense | 769 |
The debt to assets ratios and times interest earned for General Motors and Tesla are shown in Illustration 10.22.
ILLUSTRATION 10.22 Solvency ratios
Ratio | General Motors ($ in millions) |
Tesla | ||||
Debt to Assets Ratio | = 80% | 76% | ||||
Times Interest Earned | = 10.5 times | 0.0 times |
General Motors’ debt to assets ratio is 80%, while Tesla’s is 76%. Thus, both companies are quite reliant on debt financing. In part, General Motors’ heavy reliance on debt is due to its substantial finance division.
General Motors’ times interest earned is 10.5 times. This means that General Motors has earnings before interest and taxes that are more than 10.5 times the amount needed to pay interest. The higher the multiple, the lower the likelihood that the company will default on interest payments. This suggests that General Motors’ ability to meet interest payments was high.
In contrast, Tesla’s times interest earning is approximately zero. For most of its history, the company has operated at a loss. This suggests that Tesla cannot generate sufficient income to pay its interest payments, not unusual for a rapidly growing company during its early years. However, this is also not sustainable, so Tesla’s creditors will closely monitor this.
Sometimes, a company’s balance sheet does not fully reflect its potential obligations due to contingencies. Contingencies are events with uncertain outcomes that may represent potential liabilities (see Decision Tools). A common type of contingency is lawsuits. Suppose, for example, that you were analyzing the financial statements of a cigarette manufacturer and did not consider the possible negative implications of existing unsettled lawsuits. Your analysis of the company’s financial position would certainly be misleading. Other common types of contingencies are product warranties and environmental cleanup obligations. For example, in a recent year, Novartis AG began offering a money-back guarantee on its blood-pressure medications. This guarantee would necessitate an accrual for the estimated claims that will result from returns.
For example, suppose that Waterbury Inc. is sued by a customer for $1 million due to an injury sustained by a defective product. If at the company’s year-end the lawsuit had not yet been resolved, how should Waterbury account for this event?
A concern for analysts when they evaluate a company’s liquidity and solvency is whether that company has properly recorded all of its obligations. The bankruptcy of Enron, one of the largest bankruptcies in U.S. history, demonstrated how much damage can result when a company does not properly record or disclose all of its debts. Many would say Enron was practicing off-balance-sheet financing. Off-balance-sheet financing is an intentional effort by a company to structure its financing arrangements so as to avoid showing liabilities on its balance sheet.
To follow the expense recognition principle, companies allocate bond discount to expense in each period in which the bonds are outstanding. The straight-line method of amortization allocates the same amount to interest expense in each interest period. The calculation is presented in Illustration 10A.1.
ILLUSTRATION 10A.1 Formula for straight-line method of bond discount amortization
Bond Discount | ÷ | Number of Interest Periods | = | Bond Discount Amortization |
In the Candlestick Inc. example, the company sold $100,000, five-year, 10% bonds on January 1, 2025, for $98,000. This resulted in a $2,000 bond discount ($100,000 − $98,000). The bond discount amortization is $400 ($2,000 ÷ 5) for each of the five amortization periods. Candlestick records the first accrual of bond interest and the amortization of bond discount on December 31 as follows.
Dec. 31 | Interest Expense | 10,400 | |
Discount on Bonds Payable | 400 | ||
Interest Payable | 10,000 | ||
(To record accrued bond interest and amortization of bond discount) |
Preparing a bond discount amortization schedule, as shown in Illustration 10A.2, is useful to determine interest expense, discount amortization, and the carrying value of the bond. As indicated, the interest expense recorded each period is $10,400. Also note that the carrying value of the bond increases $400 each period until it reaches its face value of $100,000 at the end of period 5.
ILLUSTRATION 10A.2 Bond discount amortization schedule
The amortization of bond premium parallels that of bond discount. Illustration 10A.3 presents the formula for determining bond premium amortization under the straight-line method.
ILLUSTRATION 10A.3 Formula for straight-line method of bond premium amortization
Bond Premium | ÷ | Number of Interest Periods | = | Bond Premium Amortization |
Continuing our example, assume Candlestick Inc., sells the bonds described above for $102,000, rather than $98,000. This results in a bond premium of $2,000 ($102,000 − $100,000). The premium amortization for each interest period is $400 ($2,000 ÷ 5). Candlestick records the first accrual of interest on December 31 as follows.
Dec. 31 | Interest Expense | 9,600 | |
Premium on Bonds Payable | 400 | ||
Interest Payable | 10,000 | ||
(To record accrued bond interest and amortization of bond premium) |
Over the term of the bonds, the balance in Premium on Bonds Payable will decrease annually by the same amount until it has a zero balance at maturity.
A bond premium amortization schedule, as shown in Illustration 10A.4, is useful to determine interest expense, premium amortization, and the carrying value of the bond. As indicated, the interest expense Candlestick records each period is $9,600. Note that the carrying value of the bond decreases $400 each period until it reaches its face value of $100,000 at the end of period 5.
ILLUSTRATION 10A.4 Bond premium amortization schedule
To follow the expense recognition principle, companies allocate bond discount to expense in each period in which the bonds are outstanding. However, to completely comply with the expense recognition principle, interest expense as a percentage of carrying value should not change over the life of the bonds.
The effective-interest method results in varying amounts of amortization and interest expense per period but a constant percentage rate. In contrast, the straight-line method results in constant amounts of amortization and interest expense per period but a varying percentage rate.
Companies follow three steps under the effective-interest method.
Illustration 10B.1 depicts these steps.
ILLUSTRATION 10B.1 Computation of amortization using effective-interest method
(1) | (2) | (3) | ||
Bond Interest Expense | Bond Interest Paid | |||
- | = | Amortization Amount |
Both the straight-line and effective-interest methods of amortization result in the same total amount of interest expense over the term of the bonds. Furthermore, interest expense each interest period is generally comparable in amount. However, when the amounts are materially different, generally accepted accounting principles (GAAP) require use of the effective-interest method.
In the Candlestick Inc. example, the company sold $100,000, five-year, 10% bonds on January 1, 2025, for $98,000. This resulted in a $2,000 bond discount ($100,000 − $98,000). This discount results in an effective-interest rate of approximately 10.5348%. (The effective-interest rate can be computed using the techniques shown in Appendix F.)
Preparing a bond discount amortization schedule as shown in Illustration 10B.2 facilitates the recording of interest expense and the discount amortization. Note that interest expense as a percentage of carrying value remains constant at 10.5348% (see Helpful Hint).
ILLUSTRATION 10B.2 Bond discount amortization schedule
For the first interest period, Illustration 10B.3 shows the computations of bond interest expense and the bond discount amortization.
ILLUSTRATION 10B.3 Computation of bond discount amortization
Bond interest expense ($98,000 × 10.5348%) | $10,324 |
Less: Bond interest paid ($100,000 × 10%) | 10,000 |
Bond discount amortization | $324 |
As a result, Candlestick records the accrual of interest and amortization of bond discount on December 31 as follows.
Dec. 31 | Interest Expense | 10,324 | |
Discount on Bonds Payable | 324 | ||
Interest Payable | 10,000 | ||
(To record accrued interest and amortization of bond discount) |
For the second interest period, bond interest expense will be $10,358 ($98,324 × 10.5348%), and the discount amortization will be $358. At December 31, Candlestick makes the following adjusting entry.
Dec. 31 | Interest Expense | 10,358 | |
Discount on Bonds Payable | 358 | ||
Interest Payable | 10,000 | ||
(To record accrued interest and amortization of bond discount) |
Continuing our example, assume Candlestick Inc. sells the bonds described above for $102,000 rather than $98,000. This would result in a bond premium of $2,000 ($102,000 − $100,000). This premium results in an effective-interest rate of approximately 9.4794%. (The effective-interest rate can be solved for using the techniques shown in Appendix F.) Illustration 10B.4 shows the bond premium amortization schedule.
ILLUSTRATION 10B.4 Bond premium amortization schedule
For the first interest period, Illustration 10B.5 shows the computations of bond interest expense and the bond premium amortization.
ILLUSTRATION 10B.5 Computation of bond premium amortization
Bond interest paid ($100,000 × 10%) | $10,000 |
Less: Bond interest expense ($102,000 × 9.4794%) | 9,669 |
Bond premium amortization | $331 |
The entry Candlestick makes on December 31 is as follows.
Dec. 31 | Interest Expense | 9,669 | |
Premium on Bonds Payable | 331 | ||
Interest Payable | 10,000 | ||
(To record accrued interest and amortization of bond premium) |
For the second interest period, interest expense will be $9,638, and the premium amortization will be $362. Note that the amount of periodic interest expense decreases over the life of the bond when companies apply the effective-interest method to bonds issued at a premium. The reason is that a constant percentage is applied to a decreasing bond carrying value to compute interest expense. The carrying value is decreasing because of the amortization of the premium.
The use of notes payable in long-term debt financing is quite common. Long-term notes payable are similar to short-term interest-bearing notes payable except that the term of the notes exceeds one year. In periods of unstable interest rates, lenders may tie the interest rate on long-term notes to changes in the market rate for comparable loans.
At one time, approximately 18% of McDonald’s long-term debt related to mortgage notes on land, buildings, and improvements.
Like other long-term notes payable, the mortgage loan terms may stipulate either a fixed or an adjustable interest rate. The interest rate on a fixed-rate mortgage remains the same over the life of the mortgage. The interest rate on an adjustable-rate mortgage is adjusted periodically to reflect changes in the market rate of interest. Typically, the terms require the borrower to make equal installment payments over the term of the loan. Each payment consists of the following.
While the total amount of the payment remains constant, the interest decreases each period, and the portion applied to the loan principal increases.
Companies initially record mortgage notes payable at face value. They subsequently make entries for each installment payment. To illustrate, assume that Porter Technology Inc. issues a $500,000, 8%, 20-year mortgage note on December 31, 2025, to obtain needed financing for a new research laboratory. The terms provide for annual installment payments of $50,926 (not including real estate taxes and insurance). Illustration 10C.1 shows the installment payment schedule for the first four years.
ILLUSTRATION 10C.1 Mortgage installment payment schedule
Interest Period | (A) Cash Payment | (B) Interest Expense (D) × 8% | (C) Reduction of Principal (A) − (B) | (D) Principal Balance (D) − (C) |
Issue date | $500,000 | |||
1 | $50,926 | $40,000 | $10,926 | 489,074 |
2 | 50,926 | 39,126 | 11,800 | 477,274 |
3 | 50,926 | 38,182 | 12,744 | 464,530 |
4 | 50,926 | 37,162 | 13,764 | 450,766 |
Porter records the mortgage loan on December 31, 2025, as follows.
Dec. 31 | Cash | 500,000 | |
Mortgage Payable | 500,000 | ||
(To record mortgage loan) |
On December 31, 2026, Porter records the first installment payment as follows.
Dec. 31 | Interest Expense | 40,000 | |
Mortgage Payable | 10,926 | ||
Cash | 50,926 | ||
(To record annual payment on mortgage) |
In the balance sheet, the company reports the reduction in principal for the next year as a current liability, and it classifies the remaining unpaid principal balance as a long-term liability. At December 31, 2026, the total liability is $489,074. Of that amount, $11,800 is current and $477,274 ($489,074 − $11,800) is long-term.
A current liability is a debt that a company can reasonably expect to pay (a) from existing current assets or through the creation of other current liabilities and (b) within one year or the operating cycle, whichever is longer. The major types of current liabilities are notes payable, accounts payable, sales taxes payable, unearned revenues, and accrued liabilities such as taxes, salaries and wages, and interest payable.
When a note payable is interest-bearing, the amount of assets received upon the issuance of the note is generally equal to the face value of the note, and interest expense is accrued over the life of the note. At maturity, the amount paid is equal to the face value of the note plus accrued interest.
Companies record sales taxes payable at the time the related sales occur. The company serves as a collection agent for the taxing authority. Sales taxes are not an expense to the company. Companies hold employee withholding taxes and credit them to appropriate liability accounts, until they remit these taxes to the governmental taxing authorities. Unearned revenues are initially recorded in an unearned revenue account. As a company recognizes revenue, a transfer from unearned revenue to revenue occurs. Companies report the current maturities of long-term debt as a current liability in the balance sheet.
The following different types of bonds may be issued: secured and unsecured bonds, and convertible and callable bonds.
When companies issue bonds, they debit Cash for the cash proceeds and credit Bonds Payable for the face value of the bonds. In addition, they use the accounts Premium on Bonds Payable and Discount on Bonds Payable to show the bond premium and bond discount, respectively. Bond discount and bond premium are amortized over the life of the bond, which increases or decreases interest expense, respectively.
When companies redeem bonds at maturity, they debit Bonds Payable and credit Cash for the face value of the bonds. When companies redeem bonds before maturity, they (a) eliminate the carrying value of the bonds at the redemption date, (b) record the cash paid, and (c) recognize the gain or loss on redemption.
Current liabilities appear first on the balance sheet, followed by long-term liabilities. Companies should report the nature and amount of each liability in the balance sheet or in schedules in the notes accompanying the statements. They report inflows and outflows of cash related to the principal portion of long-term debt in the financing section of the statement of cash flows.
The liquidity of a company may be analyzed by computing the current ratio. The long-run solvency of a company may be analyzed by computing the debt to assets ratio and the times interest earned. Other factors to consider are contingencies and off-balance-sheet financing.
The straight-line method of amortization results in a constant amount of amortization and interest expense per period.
The effective-interest method results in varying amounts of amortization and interest expense per period but a constant percentage rate of interest. When the difference between the straight-line and effective-interest methods is material, GAAP requires use of the effective-interest method.
Each payment consists of (1) interest on the unpaid balance of the loan, and (2) a reduction of loan principal. The interest paid decreases each period, while the portion applied to the loan principal increases each period.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Can the company obtain short-term financing when necessary? | Available lines of credit, from notes to the financial statements. | Compare available lines of credit to current liabilities. Also, evaluate liquidity ratios. | If liquidity ratios are low, then lines of credit should be high to compensate. |
Can the company meet its obligations in the long term? | Interest expense and net income before interest and taxes | High ratio indicates ability to meet interest payments as scheduled. | |
Does the company have any contingencies? | Knowledge of events with uncertain negative outcomes | Notes to financial statements and financial statements | If negative outcomes are possible, determine the probability, the amount of loss, and the potential impact on financial statements. |
1. (LO 1) The time period for classifying a liability as current is one year or the operating cycle, whichever is:
a. The time period for classifying a liability as current is one year or the operating cycle, whichever is longer, not (b) shorter, (c) probable, or (d) possible.
2. (LO 1) To be classified as a current liability, a debt must be expected to be paid within:
d. To be classified as a current liability, a debt must be expected to be paid within 1 year or the operating cycle, whichever is longer. Choices (a) and (b) are both correct, but (d) is the better answer. Choice (c) is incorrect.
3. (LO 1) Ottman Company borrows $88,500 on September 1, 2025, from Farley State Bank by signing an $88,500, 12%, 1-year note. What is the accrued interest at December 31, 2025?
b. Accrued interest at 12/31/25 is computed as the face value ($88,500) times the interest rate (12%) times the portion of the year the debt was outstanding (4 months out of 12), or, not (a) $2,655, (c) $4,425, or (d) $10,620.
4. (LO 1) JD Company borrowed $70,000 on December 1 on a 6-month, 12% note. At December 31:
d. A current liability is a debt the company reasonably expects to pay (1) from existing current assets or through the creation of other current liabilities, and (2) within the next year or the operating cycle, whichever is longer. Since both the interest payable and the note payable are expected to be paid within one year, they both will be considered current liabilities. The other choices are therefore incorrect.
5. (LO 1) Alexis Company has total proceeds from sales of $4,515. If the proceeds include sales taxes of 5%, what is the amount to be credited to Sales Revenue?
b. Dividing the total proceeds ($4,515) by one plus the sales tax rate (1.05) will result in the amount of sales to be credited to the Sales Revenue account of $4,300 ($4,515 ÷ 1.05). The other choices are therefore incorrect.
6. (LO 1) When recording payroll:
c. Payroll deductions are recorded as liabilities. The other choices are incorrect because (a) gross earnings are recorded as salaries and wages expense, and (b) net pay is recorded as salaries and wages payable. Choice (d) is wrong as there is only one correct answer.
7. (LO 1) No Fault Insurance Company collected a premium of $18,000 for a 1-year insurance policy on April 1. What amount should No Fault report as a current liability for Unearned Insurance Premiums at December 31?
b. The monthly premium is $1,500 or $18,000 divided by 12. Because No Fault has recognized 9 months of insurance revenue (April 1–December 31), 3 months’ insurance premium is still unearned. The amount that No Fault should report as Unearned Service Revenue is therefore $4,500 (3 months × $1,500), not (a) $0, (c) $13,500, or (d) $18,000.
8. (LO 1) Employer payroll taxes do not include:
c. Federal income taxes are a payroll deduction, not an employer payroll tax. The employer is merely a collection agent. The other choices are all included in employer payroll taxes.
9. (LO 2) What term is used for bonds that have specific assets pledged as collateral?
c. Secured bonds are those that have specific assets of the issuer pledged as collateral. The other choices are incorrect because (a) callable bonds can be redeemed (bought back) by the issuer at a stated dollar amount prior to the maturity date, (b) convertible bonds can be converted into common stock at the option of the bondholder, and (d) discount bonds is not a term that is generally used when describing bonds.
10. (LO 2) The market interest rate:
c. The market interest rate is the rate investors demand for loaning funds to the corporation. The other choices are incorrect because (a) the rate on the bond certificate is used to determine the interest payments, (b) the contractual interest rate is listed in the bond indenture, and (d) there is only one correct answer.
11. (LO 3) Laurel Inc. issues 10-year bonds with a maturity value of $200,000. If the bonds are issued at a premium, this indicates that:
a. When bonds are issued at a premium, this indicates that the contractual interest rate is higher than the market interest rate. The other choices are incorrect because (b) when the market interest rate exceeds the contractual interest rate, bonds are sold at a discount; (c) when the contractual interest rate and the market interest rate are the same, bonds will be issued at par; and (d) the relationship between the market rate of interest and the contractual rate of interest determines whether bonds are issued at par, a discount, or a premium.
12. (LO 3) On January 1, 2025, Kelly Corp. issues $200,000, 5-year, 7% bonds at face value. The entry to record the issuance of the bonds would include a:
c. The issuance entry for the bonds includes a debit to Cash for $200,000 and a credit to Bonds Payable for $200,000. The other choices are therefore incorrect.
13. (LO 3) Prescher Corporation issued bonds that pay interest every January 1. The entry to accrue bond interest at December 31 includes a:
d. Since the interest has been accrued but not yet paid, it has to be recognized as an increase in expenses and liabilities. The entry would be a debit to Interest Expense and a credit to Interest Payable. The other choices are incorrect because (a) an interest accrual will increase, not decrease, Interest Payable; (b) interest accruals do not affect Cash; and (c) an interest accrual will increase, not decrease, Interest Expense.
14. (LO 3) Goethe Corporation redeems its $100,000 face value bonds at 105 on January 1, following the payment of interest. The carrying value of the bonds at the redemption date is $103,745. The entry to record the redemption will include a:
b. The entry to record the redemption of bonds will include a debit to Bonds Payable of $100,000, a debit to Premium on Bonds Payable of $3,745 ($103,745 − $100,000), a credit to Cash of $105,000 ($100,000 × 1.05) and a debit to Loss on Bond Redemption of $1,255 ($105,000 − $103,745). The other choices are therefore incorrect.
15. (LO 4) In a recent year, Derek Corporation had net income of $150,000, interest expense of $30,000, and income tax expense of $20,000. What was Derek Corporation’s times interest earned for the year?
c. Times interest earned = (Net income + Interest expense + Income tax expense) ÷ Interest expense = ($150,000 + $30,000 + $20,000) ÷ $30,000 = 6.67, not (a) 5.00, (b) 4.00, or (d) 7.50.
16. (LO 4) Which of the following is a measure of liquidity?
d. Working capital and current ratio are measures of liquidity. Choice (a) is incorrect because the debt to assets ratio measures solvency, which is the ability of a company to survive over a long period of time.
*17. (LO 5) On January 1, Xiang Corporation issues $500,000, 5-year, 12% bonds at 96 with interest payable on January 1. The entry on December 31 to record accrued bond interest and the amortization of bond discount using the straight-line method will include a:
c. [$500,000 − (96% × $500,000)] = $20,000; $20,000 ÷ 5 = $4,000 of discount to amortize annually. As a result, the entry would involve a credit to Discount on Bonds Payable $4,000. The other choices are therefore incorrect.
*18. (LO 5) For the bonds issued in Question 17, what is the carrying value of the bonds at the end of the third interest period?
a. The carrying value of bonds increases by the amount of the periodic discount amortization. Discount amortization using the straight-line method is $4,000 each period. Total discount amortization for three periods is $12,000 ($4,000 × 3 periods) which is added to the initial carrying value ($480,000) to arrive at $492,000, the carrying value at the end of the third interest period, not (b) $488,000, (c) $472,000, or (d) $464,000.
*19. (LO 6) On January 1, Holly Ester Inc. issued $1,000,000, 10-year, 9% bonds for $938,554. The market rate of interest for these bonds is 10%. Interest is payable annually on December 31. Holly Ester uses the effective-interest method of amortizing bond discount. At the end of the first year, Holly Ester should report unamortized bond discount of:
b. The beginning balance of unamortized discount is $61,446 ($1,000,000 − $938,554). The discount amortization is $3,855, the difference between the cash interest payment of $90,000 ($1,000,000 × 9%) and the interest expense recorded of $93,855 ($938,554 × 10%). This discount amortization ($3,855) is then subtracted from the beginning balance of unamortized discount ($61,446), to arrive at a balance of $57,591 at the end of the first year, not (a) $54,900, (c) $51,610, or (d) $51,000.
*20. (LO 6) On January 1, Nicholas Corporation issued $1,000,000, 14%, 5-year bonds with interest payable on December 31. The bonds sold for $1,072,096. The market rate of interest for these bonds was 12%. On the first interest date, using the effective-interest method, the debit entry to Interest Expense is for:
c. The debit to Interest Expense = $1,072,096 (initial carrying value of bond) × 12% (market rate) = $128,652, not (a) $120,000, (b) $125,581, or (d) $140,000.
*21. (LO 7) Sampson Corp. purchased a piece of equipment by issuing a $20,000, 6% installment note payable. Quarterly payments on the note are $1,165. What will be the reduction in the principal portion of the note payable that results from the first payment?
c. The reduction in the principal portion of the note payable that results from the first payment = $1,165 − ($20,000 × 0.06 × 1/4) = $865, not (a) $1,165, (b) $300, or (d) $1,200.
*22. (LO 7) Andrews Inc. issues a $497,000, 10% 3-year mortgage note on January 1. The note will be paid in three annual installments of $200,000, each payable at the end of the year. What is the amount of interest expense that should be recognized by Andrews Inc. in the second year?
c. In the first year, Andrews will recognize $49,700 of interest expense ($497,000 × 10%). After the first payment is made, the amount remaining on the note will be $346,700 [$497,000 principal − ($200,000 payment − $49,700 interest)]. The remaining balance ($346,700) is multiplied by the interest rate (10%) to compute the interest expense to be recognized for the second year, $34,670 ($346,700 × 10%), not (a) $16,567, (b) $49,700, or (d) $346,700.
*23. (LO 7) Howard Corporation issued a 20-year mortgage note payable on January 1, 2025. At December 31, 2025, the unpaid principal balance will be reported as:
c. Howard Corporation reports the reduction in principal for the next year as a current liability, and it classifies the remaining unpaid principal balance as a long-term liability. The other choices are therefore incorrect.
Compute and record sales taxes payable.
1. (LO 1) Amy Pond Discounts does not segregate sales and sales taxes at the time of sale. The register total for March 17 is $19,928. All sales are subject to a 6% sales tax. Compute sales taxes payable and make the entry to record sales taxes payable and sales revenue.
Sales tax payable: | |||
Sales = $18,800 ($19,928 ÷ 1.06) | |||
Sales taxes payable = $1,128 ($18,800 × 6%) | |||
Mar. 17 | Cash | 19,928 | |
Sales Revenue | 18,800 | ||
Sales Taxes Payable | 1,128 |
Compute gross earnings and net pay.
2. (LO 2) Ben Borke’s regular hourly wage rate is $20, and he receives an hourly rate of $30 for work in excess of 40 hours. During a January pay period, Ben works 46 hours. Ben’s federal income tax withholding is $123, he has no voluntary deductions, and the FICA tax rate is 7.65%. There are no state income taxes. Compute Ben’s gross earnings and net pay for the pay period.
Gross earnings: | ||
Regular pay (40 × $20) | $800.00 | |
Overtime pay (6 × $30) | 180.00 | |
Gross earnings | $980.00 | |
Less: FICA taxes payable ($980 × 7.65%) | $ 74.97 | |
Federal income taxes payable | 123.00 | 197.97 |
Net pay | $782.03 |
Prepare entries for bonds issued at face value.
3. (LO 3) Kahnle Corporation issued 3,000, 7%, 5-year, $1,000 bonds dated January 1, 2025, at 100. Interest is paid each January 1. (a) Prepare the journal entry to record the sale of these bonds on January 1, 2025. (b) Prepare the adjusting journal entry on December 31, 2025, to record interest expense. (c) Prepare the journal entry on January 1, 2026, to record interest paid.
a. | Jan.1 | Cash | 3,000,000 | |
Bonds Payable (3,000 × $1,000) | 3,000,000 | |||
b. | Dec.31 | Interest Expense | 210,000 | |
Interest Payable ($3,000,000 × 7%) | 210,000 | |||
c. | Jan.1 | Interest Payable | 210,000 | |
Cash ($3,000,000 × 7%) | 210,000 |
Prepare statement presentation of long-term liabilities.
4. (LO 4) Presented below are liability items for Rymer Company at December 31, 2025. Prepare the long-term liabilities section of the balance sheet for Rymer Company.
Bonds payable, due 2027 | $700,000 |
Accounts payable | 100,000 |
Lease liability (long-term) | 120,000 |
Notes payable, due 2030 | 110,000 |
Premium on bonds payable | 40,000 |
Long-term liabilities* | ||
Bonds payable, due 2027 | $700,000 | |
Plus: Premium on bonds payable | 40,000 | $740,000 |
Notes payable, due 2030 | 110,000 | |
Lease liability | 120,000 | |
Total long-term liabilities | $970,000 | |
*Accounts payable is a current liability. |
Prepare entries for long-term notes payable.
*5. (LO 7) Tyler-Danish Inc. issues a $600,000, 10%, 10-year mortgage note on December 31, 2025, to obtain financing for a new building. The terms provide for annual installment payments of $97,647, Prepare the entry to record the mortgage loan on December 31, 2025, and the first installment payment on December 31, 2026.
(A) | (B) | (C) | (D) | |||||
Annual Interest Period | Cash Payment | Interest Expense (D) × 10% | Reduction of Principal (A) – (B) | Principal Balance (D) – (C) | ||||
Issue Date | $600,000 | |||||||
1 | $97,647 | $60,000 | $37,647 | 562,353 |
2025 | |||
Dec. 31 | Cash | 600,000 | |
Mortgage Payable | 600,000 | ||
2026 | |||
Dec. 31 | Interest Expense | 60,000 | |
Mortgage Payable | 37,647 | ||
Cash | 97,647 |
Prepare entries for interest-bearing notes.
1. (LO 1) On June 1, JetSet Company borrows $150,000 from First Bank on a 6-month, $150,000, 8% note.
Instructions
a. | June1 | Cash | 150,000 | |
Notes Payable | 150,000 | |||
b. | June30 | Interest Expense | 1,000 | |
Interest Payable ($150,000 × 8% × 1/12) | 1,000 | |||
c. | Dec.1 | Notes Payable | 150,000 | |
Interest Payable ($150,000 × 8% × 6/12) | 6,000 | |||
Cash | 156,000 | |||
d. | $6,000 |
Prepare entries for bonds issued at face value.
2. (LO 3) Global Airlines Company issued $900,000 of 8%, 10-year bonds on January 1, 2025, at face value. Interest is payable annually on January 1.
Instructions
Prepare the journal entries to record the following events.
January 1, 2025 | |||
a. | Cash | 900,000 | |
Bonds Payable | 900,000 | ||
December 31, 2025 | |||
b. | Interest Expense | 72,000 | |
Interest Payable ($900,000 × 8%) | 72,000 | ||
January 1, 2026 | |||
c. | Interest Payable | 72,000 | |
Cash | 72,000 | ||
January 1, 2035 | |||
d. | Bonds Payable | 900,000 | |
Cash | 900,000 |
Prepare entries to record mortgage note and installment payments.
*3. (LO 7) Trawler Company borrowed $500,000 on December 31, 2025, by issuing a $500,000, 7% mortgage note payable. The terms call for annual installment payments of $80,000 on December 31.
Instructions
December 31, 2025 | |||
a. | Cash | 500,000 | |
Mortgage Payable | 500,000 | ||
December 31, 2026 | |||
Interest Expense ($500,000 × 7%) | 35,000 | ||
Mortgage Payable | 45,000 | ||
Cash | 80,000 | ||
December 31, 2027 | |||
Interest Expense [($500,000 − $45,000) × 7%] | 31,850 | ||
Mortgage Payable | 48,150 | ||
Cash | 80,000 | ||
b. | Current: $48,150 | ||
Long-term: $406,850 ($500,000 − $45,000 − $48,150) |
Prepare entries to record issuance of bonds, interest accrual, and bond redemption.
(LO 3, 5) Snyder Software Inc. successfully developed a new spreadsheet program. However, to produce and market the program, the company needed additional financing. On January 1, 2024, Snyder borrowed money as follows.
Instructions
a. For the 11% bonds, prepare journal entries for the following items.
*b. For the 10-year, 10% bonds:
1. 2024 | |||
Jan.1 | Cash | 500,000 | |
Bonds Payable | 500,000 | ||
(To record issue of 11%, 10-year bonds at face value) | |||
2. 2024 | |||
Dec.31 | Interest Expense | 55,000 | |
Interest Payable | 55,000 | ||
(To record accrual of bond interest) | |||
3. 2025 | |||
Jan.1 | Interest Payable | 55,000 | |
Cash | 55,000 | ||
(To record payment of accrued interest) | |||
*b.
1. 2024 | |||
Jan.1 | Cash | 886,996 | |
Discount on Bonds Payable | 113,004 | ||
Bonds Payable | 1,000,000 | ||
(To record issuance of bonds at a discount) | |||
2. 2027 | |||
Jan.1 | Bonds Payable | 1,000,000 | |
Loss on Bond Redemption | 89,103* | ||
Discount on Bonds Payable | 79,103 | ||
Cash | 1,010,000 | ||
(To record redemption of bonds at 101) | |||
*($1,010,000 − $920,897) |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to the chapter.
1. Jenny Perez believes a current liability is a debt that can be expected to be paid in one year. Is Jenny correct? Explain.
2. Rayborn Company obtains $20,000 in cash by signing a 9%, 6-month, $20,000 note payable to First Bank on July 1. Rayborn’s fiscal year ends on September 30. What information should be reported for the note payable in the annual financial statements?
3.
4. Carolina University sold 9,000 season football tickets at $100 each for its five-game home schedule. What entries should be made (a) when the tickets are sold and (b) after each game?
5. Identify three taxes commonly withheld by the employer from an employee’s gross pay.
6.
7. Identify the liabilities classified by Apple as current.
8.
9. Contrast these types of bonds:
10. Explain each of these important terms in issuing bonds:
11.
12. Describe the two major obligations incurred by a company when bonds are issued.
13. Assume that Acorn Inc. sold bonds with a face value of $100,000 for $104,000. Was the market interest rate equal to, less than, or greater than the bonds’ contractual interest rate? Explain.
14. Lee and Jay are discussing how the market price of a bond is determined. Lee believes that the market price of a bond is solely a function of the amount of the principal payment at the end of the term of a bond. Is he right? Discuss.
15. If a 6%, 10-year, $800,000 bond is issued at face value and interest is paid annually, what is the amount of the interest payment at the end of the first period?
16. If the Bonds Payable account has a balance of $700,000 and the Discount on Bonds Payable account has a balance of $36,000, what is the carrying value of the bonds?
17. Which accounts are debited and which are credited if a bond issue originally sold at a premium is redeemed before maturity at 97 immediately following the payment of interest?
18. Penny Lennon, the chief financial officer of Johnson Inc., is considering the options available to her for financing the company’s new plant. Short-term interest rates right now are 6%, and long-term rates are 8%. The company’s current ratio is 2.2:1. If she finances the new plant with short-term debt, the current ratio will fall to 1.5:1. Briefly discuss the issues that Penny should consider.
19.
20. Ernie Sams says that liquidity and solvency are the same thing. Is he correct? If not, how do they differ?
21. Anglo Corporation has a current ratio of 1.1:1. Jon has always been told that a corporation’s current ratio should exceed 2.0:1. The company maintains that its ratio is low because it has a minimal amount of inventory on hand so as to reduce operating costs. Anglo also has significant available lines of credit. Is Jon still correct? What do some companies do to compensate for having fewer liquid assets?
22. What criteria must be met before a contingency must be recorded as a liability? How should the contingency be disclosed if the criteria are not met?
*23. Explain the straight-line method of amortizing discount and premium on bonds payable.
*24. Robbins Corporation issues $200,000 of 6%, 5-year bonds on January 1, 2025, at 103. Assuming that the straight-line method is used to amortize the premium, what is the total amount of interest expense for 2025?
*25. Honore Draper is discussing the advantages of the effective-interest method of bond amortization with her accounting staff. What do you think Honore is saying?
*26. Dotsin Corporation issues $400,000 of 9%, 5-year bonds on January 1, 2025, at 104. If Dotsin uses the effective-interest method in amortizing the premium, will the annual interest expense increase or decrease over the life of the bonds? Explain.
*27. Your friend just received a car loan. It is a 7-year installment note. He does not understand the mechanics of how the loan works. Explain the important aspects of the installment note.
*28. Tim Rian, a friend of yours, has recently purchased a home for $125,000, paying $25,000 down and the remainder financed by a 6.5%, 20-year mortgage, payable at $745.57 per month. At the end of the first month, Tim receives a statement from the bank indicating that only $203.90 of principal was paid during the month. At this rate, he calculates that it will take over 40 years to pay off the mortgage. Is he right? Discuss.
Identify whether obligations are current liabilities.
BE10.1 (LO 1), C Busch Company has these obligations at December 31: (a) a note payable for $100,000 due in 2 years, (b) a 10-year mortgage payable of $200,000 payable in ten $20,000 annual payments and (c) interest payable of $15,000 on the mortgage, and (d) accounts payable of $60,000. For each obligation, indicate whether it should be classified as a current liability, long-term liability, or both.
Prepare entries for an interest-bearing note payable.
BE10.2 (LO 1), AP Hive Company borrows $90,000 on July 1 from the bank by signing a $90,000, 7%, 1-year note payable. Prepare the journal entries to record (a) the proceeds of the note and (b) accrued interest at December 31, assuming adjusting entries are made only at the end of the year.
Compute and record sales taxes payable.
BE10.3 (LO 1), AP Greenspan Supply does not segregate sales and sales taxes at the time of sale. The register total for March 16 is $10,388. All sales are subject to a 6% sales tax. Compute sales taxes payable and make the entry to record sales taxes payable and sales.
Prepare entries for unearned revenues.
BE10.4 (LO 1), AP Bramble University sells 3,500 season basketball tickets at $80 each for its 10-game home schedule. Give the entry to record (a) the sale of the season tickets and (b) the revenue recognized after playing the first home game.
Compute gross earnings and net pay.
BE10.5 (LO 1), AP Betsy Strand’s regular hourly wage rate is $16, and she receives an hourly rate of $24 for work in excess of 40 hours. During a January pay period, Betsy works 47 hours. Betsy’s federal income tax withholding is $95, and she has no voluntary deductions. Compute Betsy Strand’s gross earnings and net pay for the pay period. Assume that the FICA tax rate is 7.65%.
Record a payroll and the payment of wages.
BE10.6 (LO 1), AP Data for Betsy Strand are presented in BE10.5. Prepare the employer’s journal entries to record (a) Betsy’s pay for the period and (b) the payment of Betsy’s wages. Use January 15 for the end of the pay period and the payment date.
Prepare entries for payroll taxes.
BE10.7 (LO 1), AP Data for Betsy Strand are presented in BE10.5. Prepare the employer’s journal entry to record payroll taxes for the period. Ignore unemployment taxes.
Prepare entries for issuance of bonds.
BE10.8 (LO 3), AP Bridle Inc. issues $300,000, 10-year, 8% bonds at 98. Prepare the journal entry to record the sale of these bonds on March 1, 2025.
Prepare entries for issuance of bonds.
BE10.9 (LO 3), AP Ravine Company issues $400,000, 20-year, 7% bonds at 101. Prepare the journal entry to record the sale of these bonds on June 1, 2025.
Prepare journal entries for bonds issued at face value.
BE10.10 (LO 3), AP Clooney Corporation issued 3,000 7%, 5-year, $1,000 bonds dated January 1, 2025, at face value. Interest is paid each January 1.
Prepare journal entry for redemption of bonds.
BE10.11 (LO 3), AP The balance sheet for Gelher Company reports the following information on July 1, 2025.
Gelher Company Balance Sheet (partial) |
||
Long-term liabilities | ||
Bonds payable | $2,000,000 | |
Less: Discount on bonds payable | 45,000 | $1,955,000 |
Gelher decides to redeem these bonds at 102 after paying annual interest. Prepare the journal entry to record the redemption on July 1, 2025.
Prepare statement presentation of long-term liabilities.
BE10.12 (LO 4), AP Presented here are long-term liability items for Stevens Inc. at December 31, 2025. Prepare the long-term liabilities section of the balance sheet for Stevens Inc.
Bonds payable (due 2029) | $700,000 |
Notes payable (due 2027) | 80,000 |
Discount on bonds payable | 28,000 |
Prepare liabilities section of balance sheet.
BE10.13 (LO 4), AP Presented here are liability items for O’Brian Inc. at December 31, 2025. Prepare the liabilities section of O’Brian’s balance sheet.
Accounts payable | $157,000 | FICA taxes payable | $ 7,800 |
Notes payable | 20,000 | Interest payable | 40,000 |
(due May 1, 2026) | Notes payable (due 2027) | 80,000 | |
Bonds payable (due 2029) | 900,000 | Income taxes payable | 3,500 |
Unearned rent revenue | 240,000 | Sales taxes payable | 1,700 |
Discount on bonds payable | 41,000 |
Analyze solvency.
BE10.14 (LO 4), AP Suppose the 2025 adidas financial statements contain the following selected data (in millions).
Current assets | $4,485 | Interest expense | $169 |
Total assets | 8,875 | Income taxes | 113 |
Current liabilities | 2,836 | Net income | 245 |
Total liabilities | 5,099 | ||
Cash | 775 |
Compute the following values and provide a brief interpretation of each.
Prepare journal entries for bonds issued at a discount.
*BE10.15 (LO 5), AP Alpine Company issues $2 million, 10-year, 7% bonds at 99, with interest payable on December 31. The straight-line method is used to amortize bond discount.
Prepare journal entries for bonds issued at a premium.
*BE10.16 (LO 5), AP Harvard Inc. issues $4 million, 5-year, 8% bonds at 102, with interest payable on January 1. The straight-line method is used to amortize bond premium.
Use effective-interest method of bond amortization.
*BE10.17 (LO 6), AP Presented below is the partial bond discount amortization schedule for Rohr Corp., which uses the effective-interest method of amortization.
Interest Periods | Interest to Be Paid | Interest Expense to Be Recorded | Discount Amortization | Unamortized Discount | Bond Carrying Value | |||||
Issue date | $38,609 | $961,391 | ||||||||
1 | $45,000 | $48,070 | $3,070 | 35,539 | 964,461 | |||||
2 | 45,000 | 48,223 | 3,223 | 32,316 | 967,684 |
Instructions
Prepare entries for long-term notes payable.
*BE10.18 (LO 7), AP Jenseng Inc. issues an $800,000, 10%, 10-year mortgage note on December 31, 2025, to obtain financing for a new building. The terms provide for annual installment payments of $130,196. Prepare the entry to record the mortgage loan on December 31, 2025, and the first installment payment on December 31, 2026.
Answer questions about current liabilities.
DO IT! 10.1a (LO 1), AP You and several classmates are studying for the next accounting examination. They ask you to answer the following questions.
Prepare entries for payroll and payroll taxes.
DO IT! 10.1b (LO 1), AP During the month of February, Hennesey Corporation’s employees earned wages of $74,000. Withholdings related to these wages were $5,661 for FICA, $7,100 for federal income tax, and $1,900 for state income tax. Costs incurred for unemployment taxes were $110 for federal and $160 for state.
Prepare the February 28 journal entries for (a) salaries and wages expense and salaries and wages payable assuming that all February wages will be paid in March and (b) the company’s payroll tax expense.
Evaluate statements about bonds.
DO IT! 10.2 (LO 2), C State whether each of the following statements is true or false. If false, indicate how to correct the statement.
Prepare journal entry for bond issuance and show balance sheet presentation.
DO IT! 10.3a (LO 3), AP Smiley Corporation issues $300,000 of bonds for $315,000. (a) Prepare the journal entry to record the issuance of the bonds, and (b) show how the bonds would be reported on the balance sheet at the date of issuance.
Prepare entry for bond redemption.
DO IT! 10.3b (LO 3), AP Farmland Corporation issued $400,000 of 10-year bonds at a discount. Prior to maturity, when the carrying value of the bonds was $388,000, the company redeemed the bonds at 99. Prepare the entry to record the redemption of the bonds.
Analyze liabilities.
DO IT! 10.4 (LO 4), AN Grouper Company provides you with the following balance sheet information as of December 31, 2025.
Current assets | $11,500 | Current liabilities | $12,000 | |
Long-term assets | 26,500 | Long-term liabilities | 14,000 | |
Total assets | $38,000 | Stockholders’ equity | 12,000 | |
Total liabilities and stockholders’ equity | $38,000 |
In addition, Grouper reported net income for 2025 of $16,000, income tax expense of $3,200, and interest expense of $1,300.
Prepare entries for interest-bearing notes.
E10.1 (LO 1), AP Kelly Jones and Tami Crawford borrowed $15,000 on a 7-month, 8% note from Gem State Bank to open their business, JC’s Coffee House. The money was borrowed on June 1, 2025, and the note matures January 1, 2026.
Instructions
Prepare entries for interest-bearing notes.
E10.2 (LO 1), AP On May 15, Wild Quest Clothiers borrowed some money on a 4-month note to provide cash during the slow season of the year. The interest rate on the note was 8%. At the time the note was due, the amount of interest owed was $480.
Instructions
Prepare entries for interest-bearing notes.
E10.3 (LO 1), AP On June 1, Marchon Company Ltd. borrows $60,000 from Acme Bank on a 6-month, $60,000, 8% note. The note matures on December 1.
Instructions
Prepare entries for interest-bearing notes.
E10.4 (LO 1), AP C.S. Lewis Company had the following transactions involving notes payable.
July 1, 2025 | Borrows $50,000 from First National Bank by signing a 9-month, 8% note. | |
Nov. 1, 2025 | Borrows $60,000 from Lyon County State Bank by signing a 3-month, 6% note. | |
Dec. 31, 2025 | Prepares adjusting entries. | |
Feb. 1, 2026 | Pays principal and interest to Lyon County State Bank. | |
Apr. 1, 2026 | Pays principal and interest to First National Bank. |
Instructions
Prepare journal entries for each of the transactions.
Journalize sales and related taxes.
E10.5 (LO 1), AP In performing accounting services for small businesses, you encounter the following situations pertaining to cash sales.
Instructions
Prepare the entries to record the sales transactions and related taxes for (a) Cerviq Company and (b) Quartz Company.
Journalize payroll entries.
E10.6 (LO 1), AP During the month of March, Munster Company’s employees earned wages of $64,000. Withholdings related to these wages were $4,896 for FICA, $7,500 for federal income tax, $3,100 for state income tax, and $400 for union dues. The company incurred no cost related to these earnings for federal unemployment tax but incurred $700 for state unemployment tax.
Instructions
Calculate and record net pay.
E10.7 (LO 1), AP Dan Noll’s gross earnings for the week were $1,780, his federal income tax withholding was $303, and his FICA total was $136. There were no state income taxes.
Instructions
Record accrual of payroll taxes.
E10.8 (LO 1), AP According to the accountant of Ulster Inc., its payroll taxes for the week were as follows: $137.68 for FICA taxes, $13.77 for federal unemployment taxes, and $92.93 for state unemployment taxes.
Instructions
Journalize the entry to record the accrual of the payroll taxes.
Journalize unearned revenue transactions.
E10.9 (LO 1), AP Season tickets for the Dingos are priced at $320 and include 16 home games. An equal amount of revenue is recognized after each game is played. When the season began, the amount credited to Unearned Ticket Revenue was $1,728,000. By the end of October, $1,188,000 of the Unearned Ticket Revenue had been recognized as revenue.
Instructions
Journalize unearned subscription revenue.
E10.10 (LO 1), AP Cassini Company Ltd. publishes a monthly sports magazine, Fishing Preview. Subscriptions to the magazine cost $28 per year. During November 2025, Cassini sells 6,300 subscriptions for cash, beginning with the December issue. Cassini prepares financial statements quarterly and recognizes subscription revenue at the end of the quarter. The company uses the accounts Unearned Subscription Revenue and Subscription Revenue. The company has a December 31 year-end.
Instructions
Evaluate statements about bonds.
E10.11 (LO 2), AN Nick Bosch has prepared the following list of statements about bonds.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Prepare journal entries for issuance of bonds and payment and accrual of interest.
E10.12 (LO 3), AP On August 1, 2025, Gonzaga Corporation issued $600,000, 7%, 10-year bonds at face value. Interest is payable annually on August 1. Gonzaga’s year-end is December 31.
Instructions
Prepare journal entries to record the following events.
Prepare journal entries for issuance of bonds and payment and accrual of interest.
E10.13 (LO 3), AP On January 1, Kirkland Company issued $300,000, 8%, 10-year bonds at face value. Interest is payable annually on January 1.
Instructions
Prepare journal entries to record the following events.
Prepare entries for issuance of bonds, balance sheet presentation, and cause of deviations from face value.
E10.14 (LO 3), AP Arroyo Company issued $600,000, 10-year, 6% bonds at 103.
Instructions
Prepare entries for issuance of bonds, balance sheet presentation, and cause of deviations from face value.
E10.15 (LO 3), AP Mobbe Company issued $500,000, 15-year, 7% bonds at 96.
Instructions
Prepare entries for issue of bonds.
E10.16 (LO 3), AN Assume that the following are independent situations recently reported in the Wall Street Journal.
Instructions
Prepare journal entries to record issuance of bonds, payment of interest, and redemption at maturity.
E10.17 (LO 3), AP Kale Company issued $350,000 of 8%, 20-year bonds on January 1, 2025, at face value. Interest is payable annually on January 1.
Instructions
Prepare the journal entries to record the following events.
Prepare journal entries for redemption of bonds.
E10.18 (LO 3), AP The following situations are independent of each other.
Instructions
For each situation, prepare the appropriate journal entry for the redemption of the bonds.
Prepare liabilities section of balance sheet.
E10.19 (LO 4), AP Sanchez, Inc. reports the following liabilities (in thousands) on its December 31, 2025, balance sheet and notes to the financial statements.
Accounts payable | $4,263.9 | Mortgage payable | $6,746.7 |
Unearned rent revenue | 1,058.1 | Notes payable (due in 2028) | 335.6 |
Bonds payable | 1,961.2 | Salaries and wages payable | 858.1 |
Current portion of mortgage payable | 1,992.2 | Notes payable (due in 2026) | 2,563.6 |
Warranty liability—current | 1,417.3 | ||
Income taxes payable | 265.2 |
Instructions
Calculate liquidity and solvency measures.
E10.20 (LO 4), AP Suppose McDonald’s 2025 financial statements contain the following selected data (in millions).
Current assets | $3,416.3 | Interest expense | $473.2 |
Total assets | 30,224.9 | Income taxes | 1,936.0 |
Current liabilities | 2,988.7 | Net income | 4,551.0 |
Total liabilities | 16,191.0 |
Instructions
Compute the following values and provide a brief interpretation of each.
Calculate current ratio before and after paying accounts payable.
E10.21 (LO 4), AN Suppose 3M Company reported the following financial data for 2025 and 2024 (in millions).
3M Company Balance Sheet (partial) |
||||||
2025 | 2024 | |||||
Current assets | ||||||
Cash and cash equivalents | $3,040 | $1,849 | ||||
Accounts receivable, net | 3,250 | 3,195 | ||||
Inventories | 2,639 | 3,013 | ||||
Other current assets | 1,866 | 1,541 | ||||
Total current assets | $10,795 | $9,598 | ||||
Current liabilities | $4,897 | $5,839 |
Instructions
Calculate current ratio before and after paying accounts payable.
E10.22 (LO 4), AN Underwood Boutique reported the following financial data for 2025 and 2024.
Underwood Boutique Balance Sheet (partial) September 30 (in thousands) |
||
2025 | 2024 | |
Current assets | ||
Cash | $2,574 | $1,021 |
Accounts receivable | 2,147 | 1,575 |
Inventories | 1,201 | 1,010 |
Other current assets | 322 | 192 |
Total current assets | $6,244 | $3,798 |
Current liabilities | $4,503 | $2,619 |
Instructions
Discuss contingencies.
E10.23 (LO 4), C A large retailer was sued nearly 5,000 times in a recent year—about once every 2 hours every day of the year. It has been sued for everything imaginable—ranging from falls on icy parking lots to injuries sustained in shoppers’ stampedes to a murder with a rifle purchased at one of its stores. The company reported the following in the notes to its financial statements.
The Company and its subsidiaries are involved from time to time in claims, proceedings, and litigation arising from the operation of its business. The Company does not believe that any such claim, proceeding, or litigation, either alone or in the aggregate, will have a material adverse effect on the Company’s financial position or results of its operations.
Instructions
Identify key terms.
E10.24 (LO 1, 2, 3, 4), K The following are terms or phrases that were introduced in the chapter.
Instructions
Match the term or phrase with the appropriate description below.
Prepare journal entries to record issuance of bonds, payment of interest, amortization of premium using straight-line, and redemption at maturity.
*E10.25 (LO 3, 5), AP Sehr Company issued $500,000, 6%, 30-year bonds on January 1, 2025, at 103. Interest is payable annually on January 1. Sehr uses straight-line amortization for bond premium or discount.
Instructions
Prepare the journal entries to record the following events.
Prepare journal entries to record issuance of bonds, payment of interest, amortization of discount using straight-line, and redemption at maturity.
*E10.26 (LO 3, 5), AP Motley Company issued $300,000, 8%, 15-year bonds on December 31, 2024, for $288,000. Interest is payable annually on December 31. Motley uses the straight-line method to amortize bond premium or discount.
Instructions
Prepare the journal entries to record the following events.
Prepare journal entries for issuance of bonds, payment of interest, and amortization of discount using effective-interest method.
*E10.27 (LO 3, 6), AP Woode Corporation issued $400,000, 7%, 20-year bonds on January 1, 2025, for $360,727. This price resulted in an effective-interest rate of 8% on the bonds. Interest is payable annually on January 1. Woode uses the effective-interest method to amortize bond premium or discount.
Instructions
Prepare the journal entries to record (round to the nearest dollar):
Prepare journal entries for issuance of bonds, payment of interest, and amortization of premium using effective-interest method.
*E10.28 (LO 3, 6), AP Hernandez Company issued $380,000, 7%, 10-year bonds on January 1, 2025, for $407,968. This price resulted in an effective-interest rate of 6% on the bonds. Interest is payable annually on January 1. Hernandez uses the effective-interest method to amortize bond premium or discount.
Instructions
Prepare the journal entries (rounded to the nearest dollar) to record:
Prepare journal entries to record mortgage note and installment payments.
*E10.29 (LO 7), AP Yancey Co. receives $300,000 when it issues a $300,000, 10%, mortgage note payable to finance the construction of a building at December 31, 2025. The terms provide for annual installment payments of $50,000 on December 31.
Instructions
Prepare the journal entries to record the mortgage loan and the first two installment payments.
Determine balance sheet presentation of installment note payable.
*E10.30 (LO 7), AP Waite Corporation issued a $50,000, 10%, 10-year installment note payable on January 1, 2025. Payments of $8,137 are made each January 1, beginning January 1, 2026.
Instructions
Prepare current liability entries, adjusting entries, and current liabilities section.
P10.1 (LO 1, 4), AP On January 1, 2025, the ledger of Romada Company contained these liability accounts.
Accounts Payable | $42,500 |
Sales Taxes Payable | 6,600 |
Unearned Service Revenue | 19,000 |
During January, the following selected transactions occurred.
Jan.1 | Borrowed $18,000 in cash from Apex Bank on a 4-month, 5%, $18,000 note. | |
5 | Sold merchandise for cash totaling $6,254, which includes 6% sales taxes. | |
12 | Performed services for customers who had made advance payments of $10,000. (Credit Service Revenue.) | |
14 | Paid state treasurer’s department for sales taxes collected in December 2024, $6,600. | |
20 | Sold 500 units of a new product on credit at $48 per unit, plus 6% sales tax. |
During January, the company’s employees earned wages of $70,000. Withholdings related to these wages were $5,355 for FICA, $5,000 for federal income tax, and $1,500 for state income tax. The company owed no money related to these earnings for federal or state unemployment tax. Assume that wages earned during January will be paid during February. No entry had been recorded for wages or payroll tax expense as of January 31.
Instructions
c. | Tot. current liabilities | $146,724 |
Journalize and post note transactions; show balance sheet presentation.
P10.2 (LO 1, 4), AP Ehler Corporation sells rock-climbing products and also operates an indoor climbing facility for climbing enthusiasts. During the last part of 2025, Ehler had the following transactions related to notes payable.
Sept.1 | Issued a $12,000 note to Pippen to purchase inventory. The 3-month note payable bears interest of 6% and is due December 1. (Ehler uses a perpetual inventory system.) | |
Sept.30 | Recorded accrued interest for the Pippen note. | |
Oct.1 | Issued a $16,500, 8%, 4-month note to Prime Bank to finance the purchase of a new climbing wall for advanced climbers. The note is due February 1. | |
Oct.31 | Recorded accrued interest for the Pippen note and the Prime Bank note. | |
Nov.1 | Issued a $26,000 note and paid $8,000 cash to purchase a vehicle to transport clients to nearby climbing sites as part of a new series of climbing classes. This note bears interest of 6% and matures in 12 months. | |
Nov.30 | Recorded accrued interest for the Pippen note, the Prime Bank note, and the vehicle note. | |
Dec.1 | Paid principal and interest on the Pippen note. | |
Dec.31 | Recorded accrued interest for the Prime Bank note and the vehicle note. |
Instructions
b. | InterestPayable | $590 |
Prepare journal entries to record interest payments and redemption of bonds.
P10.3 (LO 3), AP The following section is taken from Hardesty’s balance sheet at December 31, 2024.
Current liabilities | |
Interest payable | $ 40,000 |
Long-term liabilities | |
Bonds payable (8%, due January 1, 2028) | 500,000 |
Interest is payable annually on January 1. The bonds are callable on any annual interest date.
Instructions
b. | Loss | $6,000 |
Prepare journal entries to record issuance of bonds, interest, balance sheet presentation, and bond redemption.
P10.4 (LO 3, 4), AP On October 1, 2024, Kristal Corp. issued $700,000, 5%, 10-year bonds at face value. The bonds were dated October 1, 2024, and pay interest annually on October 1. Financial statements are prepared annually on December 31.
Instructions
f. | Loss | $28,000 |
Prepare journal entries to record issuance of bonds, show balance sheet presentation, and record bond redemption.
P10.5 (LO 3, 4), AP Malcolm Company sold $6,000,000, 7%, 15-year bonds on January 1, 2025. The bonds were dated January 1, 2025, and pay interest on December 31. The bonds were sold at 98.
Instructions
c. | Loss | $224,000 |
Calculate and comment on ratios.
P10.6 (LO 4), AN Suppose you have been presented with selected information taken from the financial statements of Southwest Airlines Co.
Southwest Airlines Co. Balance Sheet (partial) December 31 (in millions) |
||||||
2025 | 2024 | |||||
Total current assets | $2,893 | $4,443 | ||||
Noncurrent assets | 11,415 | 12,329 | ||||
Total assets | $14,308 | $16,772 | ||||
Current liabilities | $2,806 | $4,836 | ||||
Long-term liabilities | 6,549 | 4,995 | ||||
Total liabilities | 9,355 | 9,831 | ||||
Shareholders’ equity | 4,953 | 6,941 | ||||
Total liabilities and shareholders’ equity | $14,308 | $16,772 |
Other information:
2025 | 2024 | |
Net income (loss) | $178 | $645 |
Income tax expense | 100 | 413 |
Interest expense | 130 | 119 |
Cash provided by operations | (1,521) | 2,845 |
Capital expenditures | 923 | 1,331 |
Cash dividends | 13 | 14 |
Instructions
Prepare journal entries to record interest payments, straight-line discount amortization, and redemption of bonds.
*P10.7 (LO 3, 5), AP The following information is taken from Lassen Corp.’s balance sheet at December 31, 2024.
Current liabilities | ||
Interest payable | $ 96,000 | |
Long-term liabilities | ||
Bonds payable (4%, due January 1, 2035) | $2,400,000 | |
Less: Discount on bonds payable | 24,000 | 2,376,000 |
Interest is payable annually on January 1. The bonds are callable on any annual interest date. Lassen uses straight-line amortization for any bond premium or discount. From December 31, 2024, the bonds will be outstanding for an additional 10 years (120 months).
Instructions
(Round all computations to the nearest dollar.)
c. | Loss | $11,600 |
Prepare journal entries to record issuance of bonds, interest, and straight-line amortization, and balance sheet presentation.
*P10.8 (LO 3, 4, 5), AP Fong Corporation sold $2,000,000, 7%, 5-year bonds on January 1, 2025. The bonds were dated January 1, 2025, and pay interest on January 1. Fong Corporation uses the straight-line method to amortize bond premium or discount.
Instructions
c. | Prem. on bonds pay. | $32,000 |
Disc. on bonds pay. | $48,000 |
Prepare journal entries to record issuance of bonds, interest, and straight-line amortization, and balance sheet presentation.
*P10.9 (LO 3, 4, 5), AP Saylor Co. sold $3,000,000, 8%, 10-year bonds on January 1, 2025. The bonds were dated January 1, 2025, and pay interest on January 1. The company uses straight-line amortization on bond premiums and discounts. Financial statements are prepared annually.
Instructions
c. | (2) 12/31/25 Interest Expense | $246,000 |
Prepare journal entries to record issuance of bonds, payment of interest, and amortization of bond discount using effective-interest method.
*P10.10 (LO 3, 6), AP On January 1, 2025, Lachte Corporation issued $1,800,000 face value, 5%, 10-year bonds at $1,667,518. This price resulted in an effective-interest rate of 6% on the bonds. Lachte uses the effective-interest method to amortize bond premium or discount. The bonds pay annual interest January 1.
Instructions
(Round all computations to the nearest dollar.)
c. | Interest Expense | $100,051 |
Prepare journal entries to record issuance of bonds, payment of interest, and effective-interest amortization, and balance sheet presentation.
*P10.11 (LO 3, 4, 6), AP On January 1, 2025, Opal Company issued $2,000,000 face value, 7%, 10-year bonds at $2,147,202. This price resulted in a 6% effective-interest rate on the bonds. Opal uses the effective-interest method to amortize bond premium or discount. The bonds pay annual interest on each January 1.
Instructions
a. | (4) Interest Expense | $128,162 |
Prepare installment payments schedule, journal entries, and balance sheet presentation for a mortgage note payable.
*P10.12 (LO 4, 7), AP Laverne purchased a new piece of equipment to be used in its new facility. The $370,000 piece of equipment was purchased with a $50,000 down payment and with cash received through the issuance of a $320,000, 8%, 5-year mortgage payable issued on January 1, 2025. The terms provide for annual installment payments of $80,146 on December 31.
Instructions
(Round all computations to the nearest dollar.)
c. | Current portion of mortgage payable | $58,910 |
Prepare journal entries to record payments for long-term note payable, and balance sheet presentation.
*P10.13 (LO 4, 7), AP Hetty Grey has just approached a venture capitalist for financing for her new business venture, the development of a local ski hill. On July 1, 2024, Hetty was loaned $150,000 at an annual interest rate of 7%. The loan is repayable over 5 years in annual installments of $36,584, principal and interest, due each June 30. The first payment is due June 30, 2025. Hetty uses the effective-interest method for amortizing debt. Her ski hill company’s year-end will be June 30.
Instructions
b. | 6/30/25 Interest Expense | $10,500 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 9.)
CCC10 Natalie is thinking of repaying all amounts outstanding to her grandmother. Recall that Cookie Creations borrowed $2,000 on November 16, 2023, from Natalie’s grandmother. Interest on the note is 9% per year, and the note plus interest was to be repaid in 24 months. Recall that a monthly adjusting journal entry was prepared for the months of November 2023(1/2 month), December 2023, and January 2024.
Instructions
ACR10 Aimes Corporation’s balance sheet at December 31, 2024, is presented below.
Aimes Corporation Balance Sheet December 31, 2024 |
|||
Cash | $30,000 | Accounts payable | $13,750 |
Inventory | 30,750 | Interest payable | 2,500 |
Prepaid insurance | 5,600 | Bonds payable | 50,000 |
Equipment | 38,000 | Common stock | 25,000 |
$104,350 | Retained earnings | 13,100 | |
$104,350 |
During 2025, the following transactions occurred. Aimes uses a perpetual inventory system.
Adjustment data:
Instructions
(You may want to set up T-accounts to determine ending balances.)
b. | Totals | $687,695 |
c. | N.I. | $72,905 |
CT10.1 Refer to the financial statements of Apple Inc. in Appendix A.
Instructions
Answer the following questions.
CT10.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
What conclusions about the companies’ long-run solvency can be drawn from the ratios?
CT10.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
What conclusions about the companies’ long-run solvency can be drawn from the ratios?
CT10.4 Hechinger Co. and Home Depot are two home improvement retailers. Compared to Hechinger, founded in the early 1900s, Home Depot is a relative newcomer. But in recent years, while Home Depot was reporting large increases in net income, Hechinger was reporting increasingly large net losses. Finally, largely due to competition from Home Depot, Hechinger was forced to file for bankruptcy. Here are financial data for both companies (in millions).
Hechinger | Home Depot | |
Cash | $21 | $62 |
Receivables | 0 | 469 |
Total current assets | 1,153 | 4,933 |
Beginning total assets | 1,668 | 11,229 |
Ending total assets | 1,577 | 13,465 |
Beginning current liabilities | 935 | 2,456 |
Ending current liabilities | 938 | 2,857 |
Beginning total liabilities | 1,392 | 4,015 |
Ending total liabilities | 1,339 | 4,716 |
Interest expense | 67 | 37 |
Income tax expense | 3 | 1,040 |
Cash provided (used) by operations | (257) | 1,917 |
Net income | (93) | 1,614 |
Net sales | 3,444 | 30,219 |
Instructions
Using the data provided, perform the following analysis.
CT10.5 For many years, Borders Group and Barnes and Noble were the dominant booksellers in the United States. They experienced rapid growth, and in the process they forced many small, independent bookstores out of business. Recently, Borders filed for bankruptcy. It was the victim of its inability to change with the times. It did not develop a viable business plan for dealing with digital books and online sales. Below is financial information (in millions) for the two companies, taken from the annual reports of each company one year before Borders filed for bankruptcy.
Borders | Barnes and Noble | ||
Current assets | $978.7 | $1,719.5 | |
Total assets | 1,415.6 | 3,705.7 | |
Current liabilities | 918.1 | 1,724.4 | |
Total liabilities | 1,257.3 | 2,802.3 | |
Net income/(loss) | (109.4) | 36.7 | |
Interest expense | 24.1 | 28.2 | |
Tax expense/(income tax benefit) | (31.3) | 8.4 |
Instructions
CT10.6 Bond or debt securities pay a stated rate of interest. This rate of interest is dependent on the risk associated with the investment. Also, bond prices change when the risks associated with those bonds change. Standard & Poor’s provides ratings for companies that issue debt securities.
Instructions
Go to the Standard & Poor’s website and then answer the following questions.
CT10.7 CFO.com contains an article by Marie Leone and Tim Reason entitled “Dirty Secrets.” You can access this article by doing an online search on “CFO.com Dirty Secrets.”
Instructions
Read the article and then answer the following questions.
CT10.8 On January 1, 2023, Picard Corporation issued $3,000,000, 5-year, 8% bonds at 97. The bonds pay interest annually on January 1. By January 1, 2025, the market rate of interest for bonds of risk similar to those of Picard Corporation had risen. As a result, the market price of these bonds was $2,500,000 on January 1, 2025—below their carrying value of $2,946,000.
Geoff Marquis, president of the company, suggests repurchasing all of these bonds in the open market at the $2,500,000 price. But to do so the company will have to issue $2,500,000 (face value) of new 10-year, 12% bonds at par. The president asks you, as controller, “What is the feasibility of my proposed repurchase plan?”
Instructions
With the class divided into groups, answer the following.
CT10.9 Jerry Hogan, president of Norwest, Inc., is considering the issuance of bonds to finance an expansion of his business. He has asked you to do the following: (1) discuss the advantages of bonds over common stock financing, (2) indicate the types of bonds he might issue, and (3) explain the issuing procedures used in bond transactions.
Instructions
Write a memorandum to the president, answering his request.
CT10.10 Inc. magazine published an article by Jeffrey L. Seglin entitled “Would You Lie to Save Your Company?” It recounts the following true situation:
“A Chief Executive Officer (CEO) of a $20-million company that repairs aircraft engines received notice from a number of its customers that engines that it had recently repaired had failed, and that the company’s parts were to blame. The CEO had not yet determined whether his company’s parts were, in fact, the cause of the problem. The Federal Aviation Administration (FAA) had been notified and was investigating the matter.
What complicated the situation was that the company was in the midst of its year-end audit. As part of the audit, the CEO was required to sign a letter saying that he was not aware of any significant outstanding circumstances that could negatively impact the company—in accounting terms, of any contingencies. The auditor was not aware of the customer complaints or the FAA investigation.
The company relied heavily on short-term loans from eight banks. The CEO feared that if these lenders learned of the situation, they would pull their loans. The loss of these loans would force the company into bankruptcy, leaving hundreds of people without jobs. Prior to this problem, the company had a stellar performance record.”
Instructions
Answer the following questions.
CT10.11 At one time, the financial press reported that Citigroup was being investigated for allegations that it had arranged transactions for Enron so as to intentionally misrepresent the nature of the transactions and consequently achieve favorable balance sheet treatment. Essentially, the deals were structured to make it appear that money was coming into Enron from trading activities, rather than from loans.
The New York Times article by Richard Oppel and Kurt Eichenwald entitled “Citigroup Said to Mold Deal to Help Enron Skirt Rules” suggested that Citigroup intentionally kept certain parts of a secret oral agreement out of the written record for fear that it would change the accounting treatment. Critics contend that this had the effect of significantly understating Enron’s liabilities, thus misleading investors and creditors. Citigroup maintains that, as a lender, it has no obligation to ensure that its clients account for transactions properly. The proper accounting, Citigroup insists, is the responsibility of the client and its auditor.
Instructions
Answer the following questions.
CT10.12 For most U.S. families, medical costs are substantial and rising. But will medical costs be your most substantial expense over your lifetime? Not likely. Will it be housing or food? Again, not likely. The answer: Taxes are likely to be your biggest expense. On average, Americans work 74 days each year to afford their federal taxes. Companies, too, have large tax burdens. They look very hard at tax issues in deciding where to build their plants and where to locate their administrative headquarters.
Instructions
CT10.13 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
CT10.14 Microfinance is the process of lending small amounts of money to low-income or unemployed people who would otherwise not have access to banking services. It enables many of these people to operate small businesses. Recent challenges for microfinance are discussed in the Economist article, “For Microfinance Lenders, Covid-19 Is an Existential Threat.”
Instructions
Read the article and then answer the following questions. (The article can be accessed by doing an online search that includes the title of the article and the magazine.)
IFRS and GAAP have similar definitions of liabilities but have a different approach for recording certain liabilities. The following are the key similarities and differences between GAAP and IFRS as related to accounting for liabilities.
Similarities
Cash | 97,000 | |
Bonds Payable | 97,000 |
Differences
The accounting for convertible bonds differs between IFRS and GAAP. Unlike GAAP, IFRS splits the proceeds from the convertible bond between an equity component and a debt component. The equity conversion rights are reported in equity.
To illustrate, assume that Harris Corp. issues convertible 7% bonds with a face value of $1,000,000 and receives $1,000,000. Comparable bonds without a conversion feature would have required a 9% rate of interest. To determine how much of the proceeds would be allocated to debt and how much to equity, the promised payments of the bond obligation would be discounted at the market rate of 9%. Suppose that this results in a present value of $850,000. The entry to record the issuance would be:
Cash | 1,000,000 | |
Bonds Payable | 850,000 | |
Share Premium—Conversion Equity | 150,000 |
1. Which of the following is false?
2. The accounting for bonds payable is:
3. Stevens Corporation issued 5% convertible bonds with a total face value of $3,000,000 for $3,000,000. If the bonds had not had a conversion feature, they would have sold for $2,600,000. Under IFRS, the entry to record the transaction would require a credit to:
4. Which of the following is true regarding accounting for amortization of bond discount and premium?
IFRS10.1 Briefly describe some of the similarities and differences between GAAP and IFRS with respect to the accounting for liabilities.
IFRS10.2 Ratzlaff Company issues (in euros) €2 million, 10-year, 8% bonds at 97, with interest payable annually on January 1.
a. Prepare the journal entry to record the sale of these bonds on January 1, 2025.
b. Assuming instead that the above bonds sold for 104, prepare the journal entry to record the sale of these bonds on January 1, 2025.
IFRS10.3 Archer Company issued (in pounds) £4,000,000 par value, 7% convertible bonds at 99 for cash. The net present value of the debt without the conversion feature is £3,800,000. Prepare the journal entry to record the issuance of the convertible bonds.
IFRS10.4 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company’s annual report to answer the following questions.
a. What were the total current liabilities for the company as of December 31, 2020? What portion of these current liabilities related to provisions?
b. According to the notes to the financial statements, what is the composition of long-term gross borrowings?
c. According to the accounting policy note to the financial statements, how are borrowings measured?
d. Determine the amount of fixed-rate and adjustable-rate (floating) borrowings (gross) that the company reports.
1. a2. a3. c4. c
Corporations like Facebook and Google have substantial resources at their disposal. In fact, the corporation is the dominant form of business organization in the United States in terms of sales, earnings, and number of employees. All of the 500 largest U.S. companies are corporations. In this chapter, we look at the essential features of a corporation and explain the accounting for a corporation’s capital stock transactions.
Suppose you started one of the fastest-growing companies in the history of business. Now suppose that by “going public”—issuing stock of your company to outside investors who are foaming at the mouth for the chance to buy its shares—you would instantly become one of the richest people in the world. Would you hesitate?
That is exactly what Mark Zuckerberg, the founder of Facebook, did. Many people who start high-tech companies go public as soon as possible to cash in on their riches. But Zuckerberg was reluctant to do so. To understand why, you need to understand the advantages and disadvantages of being a public company.
The main motivation for issuing shares to the public is to raise money so you can grow your business. However, unlike a manufacturer or even an online retailer, Facebook doesn’t need major physical resources, it doesn’t have inventory, and it doesn’t really need much money for marketing. But why not go public anyway, so the company would have some extra cash on hand—and so you personally get rich? As head of a closely held, nonpublic company, Zuckerberg was subject to far fewer regulations than a public company. Prior to going public, Zuckerberg could basically run the company however he wanted to.
For example, early in 2012, Facebook shocked the investment community by purchasing the photo-sharing service Instagram. The purchase was startling both for its speed (over a weekend) and price ($1 billion). Zuckerberg basically didn’t seek anyone’s approval. He thought it was a good idea, so he just did it. The structured decision-making process of a public company would make it very difficult for a public company to move that fast.
Speed is useful, but it is likely that Facebook will make even bigger acquisitions in the future. To survive among the likes of Microsoft, Google, and Apple, it needs lots of cash. To raise that amount of money, the company really needed to go public. So in 2012, Mark Zuckerberg reluctantly made Facebook a public company, thus becoming one of the richest people in the world.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Discuss the major characteristics of a corporation. |
|
DO IT! 1a Corporate Organization 1b Corporate Capital |
LO 2 Explain how to account for the issuance of common, preferred, and treasury stock. |
|
DO IT! 2a Issuance of Stock 2b Treasury Stock |
LO 3 Explain how to account for cash dividends, stock dividends, and stock splits. |
|
DO IT! 3a Dividends on Preferred and Common Stock 3b Stock Dividends and Stock Splits |
LO 4 Discuss how stockholders’ equity is reported and analyzed. |
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DO IT! 4a Stockholders’ Equity Section 4b Analyzing Stockholders’ Equity |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
In 1819, Chief Justice John Marshall defined a corporation as “an artificial being, invisible, intangible, and existing only in contemplation of law.” This definition is the foundation for the prevailing legal interpretation that a corporation is an entity separate and distinct from its owners.
A corporation is created by law, and its continued existence depends upon the statutes of the state in which it is incorporated (see Decision Tools).
Two common ways to classify corporations are by purpose and by ownership.
Classification by ownership differentiates publicly held and privately held corporations. A publicly held corporation may have thousands of stockholders. Its stock is regularly traded on a national securities exchange such as the New York Stock Exchange or NASDAQ. Examples are IBM, Caterpillar, and Apple.
In contrast, a privately held corporation usually has only a few stockholders, and does not offer its stock for sale to the general public (see Alternative Terminology). Privately held companies are generally much smaller than publicly held companies, although some notable exceptions exist. Cargill Inc., a private corporation that trades in grain and other commodities, is one of the largest companies in the United States.
In 1964, when Nike’s founders Phil Knight and Bill Bowerman were just getting started in the running shoe business, they formed their original organization as a partnership. In 1968, they reorganized the company as a corporation. A number of characteristics distinguish corporations from proprietorships and partnerships. We explain the most important of these characteristics below.
As an entity separate and distinct from its owners, the corporation acts under its own name rather than in the name of its stockholders. A corporation like Facebook may:
Corporations also pay their own taxes.
In a partnership, the acts of the owners (partners) bind the partnership. In contrast, the acts of its owners (stockholders) do not bind the corporation unless such owners are agents of the corporation. For example, if you owned shares of Nike stock, you would not have the right to purchase inventory for the company unless you were designated as an agent of the corporation.
Since a corporation is a separate legal entity, creditors have recourse only to corporate assets to satisfy their claims. The liability of stockholders is normally limited to their investment in the corporation. Creditors have no legal claim on the personal assets of the stockholders unless fraud has occurred. Even in the event of bankruptcy, stockholders’ losses are generally limited to their capital investment in the corporation.
Shares of capital stock represent ownership in a corporation. These shares are transferable units. Stockholders may dispose of part or all of their interest in a corporation simply by selling their stock. The transfer of an ownership interest in a partnership requires the consent of each owner. In contrast, the transfer of stock is entirely at the discretion of the stockholder. It does not require the approval of either the corporation or other stockholders.
The company does not participate in the transfer of these ownership rights after the original sale of the capital stock.
It is relatively easy for a corporation to obtain capital through the issuance of stock. Buying stock in a corporation is often attractive to an investor because a stockholder has limited liability and shares of stock are readily transferable. Also, numerous individuals can become stockholders by investing relatively small amounts of money.
The life of a corporation is stated in its charter. The life may be perpetual, or it may be limited to a specific number of years. If it is limited, the company can extend the life through renewal of the charter. Since a corporation is a separate legal entity, its continuance as a going concern is not affected by the withdrawal, death, or incapacity of a stockholder, employee, or officer. As a result, a successful company can have a continuous and perpetual life.
Stockholders legally own the corporation. However, they monitor the corporation indirectly through a board of directors they elect. Mark Zuckerberg is the chairman of Facebook’s board of directors. The board, in turn, formulates the operating policies for the company. The board also selects officers, such as a president and one or more vice presidents, to execute policy and to perform daily management functions. As a result of the Sarbanes-Oxley Act, the board is required to monitor management’s actions more closely. Many feel that the failures of Enron, WorldCom, and MF Global could have been avoided by more diligent boards.
Illustration 11.1 presents a typical organization chart showing the delegation of responsibility. The chief executive officer (CEO) has overall responsibility for managing the business. As the organization chart shows, the CEO delegates responsibility to other officers. The chief accounting officer is the controller. The controller’s responsibilities include:
Maintaining the accounting records.
Ensuring an adequate system of internal control.
Preparing financial statements, tax returns, and internal reports.
ILLUSTRATION 11.1 A typical corporate organization chart
The treasurer has custody of the corporation’s funds and is responsible for maintaining the company’s cash position.
The organizational structure of a corporation enables a company to hire professional managers to run the business (see Ethics Note). On the other hand, the separation of ownership and management often reduces an owner’s ability to actively manage the company.
A corporation is subject to numerous state and federal regulations.
When a corporation lists its stock on organized securities exchanges, it must comply with the reporting requirements of these exchanges. Government regulations are designed to protect the owners of the corporation.
Owners of proprietorships and partnerships report their share of the company’s earnings on their personal income tax returns. The individual owner then pays taxes on this amount.
In summary, Illustration 11.2 shows the advantages and disadvantages of a corporation compared to a proprietorship and a partnership.
ILLUSTRATION 11.2 Advantages and disadvantages of a corporation
Advantages | Disadvantages | |
---|---|---|
Separate legal existence Limited liability of stockholders Transferable ownership rights Ability to acquire capital Continuous life Corporation management—professional managers |
Corporation management—separation of ownership and management Government regulations Additional taxes |
A variety of “hybrid” organizational forms—forms that combine different attributes of partnerships and corporations—now exist. For example, one type of corporate form, called an S corporation, allows for legal treatment as a corporation but tax treatment as a partnership—that is, no double taxation. Because of changes to the S corporation’s rules, more small- and medium-sized businesses now may choose S corporation treatment. One of the primary criteria is that the company cannot have more than 100 shareholders. Other forms of organization include limited partnerships, limited liability partnerships (LLPs), and limited liability companies (LLCs).
A corporation is formed by grant of a state charter (see Alternative Terminology).
It is to the company’s advantage to incorporate in a state whose laws are favorable to the corporate form of business organization. For example, although Facebook has its headquarters in California, it is incorporated in Delaware. In fact, many corporations incorporate in states with rules that favor existing management. More than 50% of the 500 largest U.S. corporations are incorporated in Delaware.
Upon receipt of its charter from the state of incorporation, the corporation establishes by-laws. The by-laws establish the internal rules and procedures for conducting the affairs of the corporation. Corporations engaged in interstate commerce must also obtain a license from each state in which they do business. The license subjects the corporation’s operating activities to the general corporation laws of the state.
Costs incurred in the formation of a corporation are called organization costs.
Determining the amount and timing of future benefits is so difficult that it is standard procedure to take a conservative approach of expensing these costs immediately.
When chartered, the corporation may begin selling shares of stock. When a corporation has only one class of stock, it is common stock. Each share of common stock gives the stockholder the ownership rights pictured in Illustration 11.3. The articles of incorporation or the by-laws state the ownership rights of a share of stock.
ILLUSTRATION 11.3 Ownership rights of common stockholders
Proof of stock ownership is evidenced by a stock certificate.
Proof of share ownership is now commonly maintained through electronic records as opposed to paper certification.1
Although Facebook incorporated in 2004, it did not sell stock to the public until 2012. At that time, Facebook evidently decided it would benefit from the infusion of cash that a public sale would bring. When a corporation decides to issue stock, it must resolve a number of basic questions: How many shares should it authorize for sale? How should it issue the stock? What value should the corporation assign to the stock? We address these questions in the following sections.
The charter indicates the maximum number of shares that a corporation is authorized to sell.
If it sells all authorized stock, a corporation must obtain consent of the state to amend its charter before it can issue additional shares.
The authorization of capital stock does not result in a formal accounting entry. The reason is that the event has no immediate effect on either corporate assets or stockholders’ equity.
For example, if Advanced Micro Devices was authorized to sell 100,000 shares of common stock and issued 80,000 shares, 20,000 shares would remain unissued.
A corporation can issue common stock directly to investors. Alternatively, it can issue the stock indirectly through an investment banking firm that specializes in bringing securities to the attention of prospective investors (see Helpful Hint). Direct issue is typical in closely held companies. Indirect issue is customary for a publicly held corporation.
In an indirect issue, the investment banking firm may agree to underwrite the entire stock issue. In this arrangement, the investment banker buys the stock from the corporation at a stipulated price and resells the shares to investors. The corporation thus avoids any risk of being unable to sell the shares. Also, it obtains immediate use of the cash received from the underwriter. The investment banking firm, in turn, assumes the risk of reselling the shares, in return for an underwriting fee.2
For example, Google used underwriters when it issued a highly successful initial public offering, raising $1.67 billion. The underwriters charged a 3% underwriting fee (approximately $50 million) on Google’s stock offering.
How does a corporation set the price for a new issue of stock? Among the factors to be considered are the following:
The company’s anticipated future earnings.
Its expected dividend rate per share.
Its current financial position.
The current state of the economy.
The current state of the securities market.
The calculation can be complex and is properly the subject of a finance course.
Par value stock is capital stock to which the charter has assigned a value per share. Years ago, par value determined the legal capital per share that a company must retain in the business for the protection of corporate creditors. That amount was not available for withdrawal by stockholders. Thus, in the past, most states required the corporation to sell its shares at par or above.
However, par value was often immaterial relative to the actual value of the company’s stock—even at the time of issuance. Thus, its usefulness as a protective device to creditors was questionable.
In the vast majority of cases, par value is an immaterial amount. As a consequence, today many states do not require a par value. Instead, they use other means to protect creditors.
No-par value stock is capital stock to which the charter has not assigned a value. No-par value stock is fairly common today. For example, Nike and Procter & Gamble both have no-par stock. In many states, the board of directors assigns a stated value to no-par shares.
Owners’ equity for a corporation is identified by various names: stockholders’ equity, shareholders’ equity, or corporate capital. The stockholders’ equity section of a corporation’s balance sheet consists of two parts:
Paid-in (contributed) capital.
Retained earnings (earned capital).
The distinction between paid-in capital and retained earnings is important from both a legal and a financial point of view. Legally, corporations can make distributions of earnings (declare dividends) out of retained earnings in all states. However, in many states they cannot declare dividends out of paid-in capital. Management, stockholders, and others often look to retained earnings for the continued existence and growth of the corporation.
Paid-in capital is the total amount of cash and other assets paid into the corporation by stockholders in exchange for capital stock. As noted earlier, when a corporation has only one class of stock, it is common stock.
Retained earnings is net income that a corporation retains for future use. Net income is recorded in Retained Earnings by a closing entry that debits Income Summary and credits Retained Earnings. For example, assuming that net income for Delta Robotics in its first year of operations is $130,000, the closing entry is:
Income Summary | 130,000 | |||
Retained Earnings | 130,000 | |||
(To close Income Summary and transfer net income to Retained Earnings) |
If Delta Robotics has a balance of $800,000 in common stock at the end of its first year, its stockholders’ equity section is as shown in Illustration 11.4.
ILLUSTRATION 11.4 Stockholders’ equity section
Delta Robotics Balance Sheet (partial) |
|||
Stockholders’ equity | |||
Paid-in capital | |||
Common stock | $800,000 | ||
Retained earnings | 130,000 | ||
Total stockholders’ equity | $930,000 | ||
Illustration 11.5 compares the equity accounts reported on a balance sheet for a proprietorship and a corporation.
ILLUSTRATION 11.5 Comparison of owners’ equity accounts
Let’s now look at how to account for new issues of common stock (see Helpful Hint). The primary objectives in accounting for the issuance of common stock are to:
Identify the specific sources of paid-in capital.
Maintain the distinction between paid-in capital and retained earnings.
As shown below, the issuance of common stock affects only paid-in capital accounts.
As discussed earlier, par value does not indicate a stock’s market price. The cash proceeds from issuing par value stock may be equal to, greater than, or less than par value. When a company records the issuance of common stock for cash, it credits the par value of the shares to Common Stock and records in a separate paid-in capital account the portion of the proceeds that is above or below par value.
To illustrate, assume that Hydro-Slide, Inc. issues 1,000 shares of $1 par value common stock at par for cash. The entry to record this transaction is as follows.
Cash | 1,000 | |
Common Stock | 1,000 | |
(To record issuance of 1,000 shares of $1 par common stock at par) |
Now assume Hydro-Slide, Inc. issues an additional 1,000 shares of the $1 par value common stock for cash at $5 per share. The amount received above the par value, in this case $4 ($5 − $1), would be credited to Paid-in Capital in Excess of Par. The entry is as follows.
Cash | 5,000 | ||
Common Stock (1,000 × $1) | 1,000 | ||
Paid-in Capital in Excess of Par | 4,000 | ||
(To record issuance of 1,000 shares of common stock in excess of par) |
The total paid-in capital from these two transactions is $6,000. If Hydro-Slide, Inc. has retained earnings of $27,000, the stockholders’ equity section of the balance sheet is as shown in Illustration 11.6.
ILLUSTRATION 11.6 Stockholders’ equity—paid-in capital in excess of par
Hydro-Slide, Inc. Balance Sheet (partial) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Common stock | $ 2,000 | |
Paid-in capital in excess of par | 4,000 | |
Total paid-in capital | 6,000 | |
Retained earnings | 27,000 | |
Total stockholders’ equity | $33,000 | |
Some companies issue no-par stock with a stated value. For accounting purposes, companies treat the stated value in the same way as the par value. For example, if in our Hydro-Slide example the stock was no-par stock with a stated value of $1, the entries would be the same as those presented for the par stock except the term “Par Value’’ would be replaced with “Stated Value.’’ If a company issues no-par stock that does not have a stated value, then it credits to the Common Stock account the full amount received. In such a case, there is no need for the Paid-in Capital in Excess of Stated Value account.
To appeal to a larger segment of potential investors, a corporation may issue an additional class of stock, called preferred stock. Preferred stock has contractual provisions that give it preference or priority over common stock in certain areas. Typically, preferred stockholders have a priority in relation to (1) dividends and (2) assets in the event of liquidation. However, they sometimes do not have voting rights. Facebook had 543 million preferred shares held by investors at the end of 2011, prior to going public. Approximately 6% of U.S. companies have one or more classes of preferred stock.
Like common stock, companies issue preferred stock for cash or for noncash consideration.
Assume that Stine Corporation issues 10,000 shares of $10 par value preferred stock for $12 cash per share. The entry to record the issuance is as follows.
Cash | 120,000 | |
Preferred Stock | 100,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 20,000 | |
(To record issuance of 10,000 shares of $10 par value preferred stock) |
Preferred stock has either a par value or no-par value. In the stockholders’ equity section of the balance sheet, companies show preferred stock first because of its dividend and liquidation preferences over common stock.
Treasury stock is a corporation’s own stock that has been reacquired by the corporation and is being held for future use. A corporation may acquire treasury stock for various reasons:
To reissue the shares to officers and employees under bonus and stock compensation plans.
To increase trading of the company’s stock in the securities market. Companies expect that buying their own stock will signal that management believes the stock is underpriced, which they hope will enhance its market price.
To have additional shares available for use in acquiring other companies.
To reduce the number of shares outstanding and thereby increase earnings per share.
A less frequent reason for purchasing treasury shares is to eliminate hostile shareholders by buying them out.
Many corporations have treasury stock. For example, in the United States approximately 65% of companies have treasury stock. During one quarter, companies in the Standard & Poor’s 500-stock index spent a record of about $118 billion to buy treasury stock. In a recent year, Nike purchased more than 6 million treasury shares. At one point, stock repurchases were so substantial that a study by two Federal Reserve economists suggested that a sharp reduction in corporate purchases of treasury shares might result in a sharp drop in the value of the U.S. stock market.
The purchase of treasury stock is generally accounted for by the cost method. This method derives its name from the fact that the Treasury Stock account is maintained at the cost of shares purchased. Under the cost method, companies increase (debit) Treasury Stock by the price paid to reacquire the shares. Treasury Stock decreases by the same amount when the company later sells the shares.
To illustrate, assume that on January 1, 2025, the stockholders’ equity section for Mead, Inc. has 100,000 shares of $5 par value common stock issued and outstanding (currently held by stockholders). All of the shares were issued at par value. Retained earnings is $200,000. Illustration 11.7 shows the stockholders’ equity section of the balance sheet before purchase of treasury stock.
ILLUSTRATION 11.7 Stockholders’ equity with no treasury stock
Mead, Inc. Balance Sheet (partial) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Common stock, $5 par value, 400,000 shares authorized, 100,000 shares issued and outstanding | $500,000 | |
Retained earnings | 200,000 | |
Total stockholders’ equity | $700,000 | |
On February 1, 2025, Mead acquires 4,000 shares of its stock at $8 per share. The entry is as follows.
Feb. 1 | Treasury Stock | 32,000 | |
Cash | 32,000 | ||
(To record purchase of 4,000 shares of treasury stock at $8 per share) |
The Treasury Stock account would increase by the cost of the shares purchased ($32,000), (see Helpful Hint).
Companies show treasury stock as a deduction from total paid-in capital and retained earnings in the stockholders’ equity section of the balance sheet. Illustration 11.8 shows this presentation for Mead, Inc. Thus, the acquisition of treasury stock reduces stockholders’ equity.
ILLUSTRATION 11.8 Stockholders’ equity with treasury stock
Mead, Inc. Balance Sheet (partial) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Common stock, $5 par value, 400,000 shares authorized, 100,000 shares issued and 96,000 shares outstanding | $500,000 | |
Retained earnings | 200,000 | |
Total paid-in capital and retained earnings | 700,000 | |
Less: Treasury stock (4,000 shares) | 32,000 | |
Total stockholders’ equity | $668,000 | |
Company balance sheets disclose both the number of shares issued (100,000) and the number in the treasury (4,000). The difference is the number of shares of stock outstanding (96,000). The term outstanding stock means the number of shares of issued stock that are currently being held by stockholders.
In a bold (and some would say risky) move, Reebok at one time bought back nearly a third of its shares. This repurchase of shares dramatically reduced Reebok’s available cash (see Ethics Note). In fact, the company borrowed significant funds to accomplish the repurchase. In a press release, management stated that it was repurchasing the shares because it believed that the stock was severely underpriced. The repurchase of so many shares was meant to signal management’s belief in good future earnings.
Skeptics, however, suggested that Reebok’s management repurchased the shares to make it less likely that the company would be acquired by another company (in which case Reebok’s top managers would likely lose their jobs). Acquiring companies like to purchase companies with large cash reserves so they can pay off debt used in the acquisition. By depleting its cash through the purchase of treasury shares, Reebok became a less likely acquisition target.
A dividend is a corporation’s distribution of cash or stock to its stockholders on a pro rata (proportional to ownership) basis. Pro rata means that if you own 10% of the common shares, you will receive 10% of the dividend.
These two forms of dividends are therefore the focus of discussion in this chapter.
Investors are very interested in a company’s dividend practices. In the financial press, dividends are generally reported quarterly as a dollar amount per share. (Sometimes they are reported on an annual basis.) For example, the recent quarterly dividend rate was 24 cents per share for Nike, 1 cent per share for GE, and 21 cents per share for Conagra Brands.
A cash dividend is a pro rata distribution of cash to stockholders. Cash dividends are not paid on treasury shares. For a corporation to pay a cash dividend, it must have the following.
Retained earnings. The legality of a cash dividend depends on the laws of the state in which the company is incorporated. Payment of cash dividends from retained earnings is legal in all states. In general, cash dividend distributions from only the balance in common stock (legal capital) are illegal.
A dividend declared out of paid-in capital is termed a liquidating dividend. Such a dividend reduces or “liquidates” the amount originally paid in by stockholders. Statutes vary considerably with respect to cash dividends based on paid-in capital in excess of par or stated value. Many states permit such dividends.
Adequate cash. In one year, Facebook had a balance in retained earnings of $77 billion but a cash balance of only $17.5 billion. If it had wanted to pay a dividend equal to its retained earnings, Facebook would have had to raise $37 billion more in cash. It would have been unlikely to do this because it would not be able to pay this much in dividends in future years. In addition, such a dividend would completely deplete Facebook’s balance in retained earnings, so it would not be able to pay a dividend in the next year unless it had positive net income.
Declared dividends. A company does not pay dividends unless its board of directors decides to do so, at which point the board “declares” the dividend. The board of directors has full authority to determine the amount of income to distribute in the form of a dividend and the amount to retain in the business. Dividends do not accrue like interest on a note payable, and they are not a liability until declared.
The amount and timing of a dividend are important issues for management to consider. The payment of a large cash dividend could lead to liquidity problems for the company. However, a small dividend or a missed dividend may cause unhappiness among stockholders.
Many stockholders expect to receive a reasonable cash payment from the company on a periodic basis. Many companies declare and pay cash dividends quarterly. On the other hand, a number of high-growth companies such as Amazon.com pay no dividends, preferring to conserve cash to finance future capital expenditures.
Investors monitor a company’s dividend practices. For example, regular dividend boosts in the face of irregular earnings can be a warning signal. Companies with high dividends and rising debt may be borrowing money to pay shareholders. Yet, low dividends may not be a negative sign because it may mean the company is reinvesting in itself, which may result in high returns through increases in the stock price. Presumably, investors seeking regular dividends buy stock in companies that pay periodic dividends, and those seeking growth in the stock price (capital gains) buy stock in companies that retain their earnings rather than pay dividends.
Three dates are important in connection with dividends:
The declaration date.
The record date.
The payment date.
Normally, there are two to four weeks between each date. Companies make accounting entries on the declaration date and the payment date. Companies do not make any entries on the record date.
On the declaration date, the board of directors formally declares (authorizes) the cash dividend and announces it to stockholders. The declaration of a cash dividend commits the corporation to a legal obligation. The company must make an entry to recognize the increase in Cash Dividends and the increase in the liability Dividends Payable.
To illustrate, assume that on December 1, 2025, the directors of Media General declare a 50 cents per share cash dividend on 100,000 outstanding shares of $10 par value common stock. The dividend is $50,000 (100,000 × $0.50). The entry to record the declaration is as follows.
Declaration Date | |||
Dec. 1 | Cash Dividends | 50,000 | |
Dividends Payable | 50,000 | ||
(To record declaration of cash dividend) |
Media General debits the account Cash Dividends. Cash dividends decrease retained earnings.
Recall in Chapter 3 that we used an account called Dividends to record a cash dividend. Here, we use the specific title Cash Dividends to differentiate it from other types of dividends, such as stock dividends. Dividends Payable is a current liability. It will normally be paid within the next several months. For homework problems, you should use the Cash Dividends account for recording cash dividend declarations.
At the record date, the company determines ownership of the outstanding shares for dividend purposes (see Helpful Hint). The stockholders’ records maintained by the corporation supply this information. In the interval between the declaration date and the record date, the corporation updates its stock ownership records. For Media General, the record date is December 22. No entry is required on this date because the corporation’s liability recognized on the declaration date is unchanged.
Record Date | |||
Dec. 22 | No entry |
On the payment date, the company makes cash dividend payments to the stockholders of record (as of December 22) and records the payment of the dividend. If January 20 is the payment date for Media General, the entry on that date is as follows.
Payment Date | |||
Jan. 20 | Dividends Payable | 50,000 | |
Cash | 50,000 | ||
(To record payment of cash dividend) |
Note that payment of the dividend reduces both current assets and current liabilities. It has no effect on stockholders’ equity. The cumulative effect of the declaration and payment of a cash dividend is to decrease both stockholders’ equity and total assets. Illustration 11.9 summarizes the three important dates associated with dividends for Media General.
ILLUSTRATION 11.9 Key dividend dates
When using a Cash Dividends account, Media General should transfer the balance of that account to Retained Earnings at the end of the year by a closing entry. The entry for Media General at closing on December 31, 2025, is as follows.
Dec. 31 | Retained Earnings | 50,000 | |
Cash Dividends | 50,000 | ||
(To close Cash Dividends to Retained Earnings) |
Preferred stockholders have the right to receive dividends before common stockholders.
If a company does not pay dividends to preferred stockholders, it cannot pay dividends to common stockholders.
For preferred stock, companies state the per share dividend amount as a percentage of the par value or as a specified dollar amount. For example, Bank of America specified a 4.125% dividend on its preferred stock. At one time, PepsiCo paid $4.56 per share on its no-par preferred stock.
Most preferred stocks also have a preference on corporate assets if the corporation fails. This feature provides security for the preferred stockholder. The preference to assets may be for the par value of the shares or for a specified liquidating value. For example, Drive Shack’s preferred stock entitles its holders to receive $25 per share, plus accrued and unpaid dividends, in the event of liquidation. The liquidation preference establishes the respective claims of creditors and preferred stockholders in litigation involving bankruptcy lawsuits.
Preferred stock often contains a cumulative dividend feature.
To illustrate, assume that Scientific Leasing has 5,000 shares of 7%, $100 par value, cumulative preferred stock outstanding. Each $100 share pays a $7 dividend (7% × $100 par value). The annual dividend is $35,000 (5,000 × $7 per share). If dividends are two years in arrears, preferred stockholders are entitled to receive the dividends shown in Illustration 11.10.
ILLUSTRATION 11.10 Computation of total dividends to preferred stock
Dividends in arrears ($35,000 × 2) | $ 70,000 |
Current-year dividends | 35,000 |
Total preferred dividends | $105,000 |
The company cannot pay dividends to common stockholders until it pays the entire preferred dividend. In other words, companies cannot pay dividends to common stockholders while any preferred dividends are in arrears.
However, companies should disclose in the notes to the financial statements the amount of dividends in arrears. Doing so enables investors to assess the potential impact of this commitment on the corporation’s financial position.
The investment community does not look favorably on companies that are unable to meet their dividend obligations. As a financial officer noted in discussing one company’s failure to pay its cumulative preferred dividend for a period of time, “Not meeting your obligations on something like that is a major black mark on your record.”
A stock dividend is a pro rata (proportional to ownership) distribution of the corporation’s own stock to stockholders. Whereas a company pays cash in a cash dividend, a company issues shares of stock in a stock dividend.
Because a stock dividend does not result in a distribution of assets, some view it as nothing more than a publicity gesture. Stock dividends are often issued by companies that do not have adequate cash to issue a cash dividend. Such companies may not want to announce that they are not going to issue a cash dividend at their expected time. By issuing a stock dividend, they “save face” by giving the appearance of distributing a dividend. Note that since a stock dividend neither increases nor decreases the assets in the company, investors are not receiving anything they did not already own. In a sense, it is like asking for two pieces of pie and having your host take one piece of pie and cut it into two smaller pieces. You are not better off, but you got your two pieces of pie.
To illustrate, assume that you have a 2% ownership interest in Cetus Inc. That is, you own 20 of its 1,000 shares of outstanding common stock. If Cetus declares a 10% stock dividend, it would issue 100 shares (1,000 × 10%) of stock. You would receive two shares (2% × 100). Would your ownership interest change? No, it would remain at 2% (22 ÷ 1,100). You now own more shares of stock, but your ownership interest has not changed.
Cetus has disbursed no cash and has assumed no liabilities. What, then, are the purposes and benefits of a stock dividend? Corporations issue stock dividends generally for one or more of the following reasons.
To satisfy stockholders’ dividend expectations without spending cash.
To increase the marketability of the corporation’s stock. When the number of shares outstanding increases, the market price per share decreases. Decreasing the market price of the stock makes it easier for smaller investors to purchase the shares.
To emphasize that a company has permanently reinvested in the business a portion of stockholders’ equity, which therefore is now unavailable for cash dividends.
When the dividend is declared, the board of directors determines the size of the stock dividend and the value assigned to each dividend. In order to meet legal requirements, the per share amount must be at least equal to the par or stated value.
Small stock dividends predominate in practice. In Appendix 11A, we illustrate entries for small stock dividends.
How do stock dividends affect stockholders’ equity? They change the composition of stockholders’ equity because they transfer a portion of retained earnings to paid-in capital. However, total stockholders’ equity remains the same. Stock dividends also have no effect on the par or stated value per share, but the number of shares outstanding increases. Illustration 11.11 shows these effects for Medland.
ILLUSTRATION 11.11 Stock dividend effects
Before Dividend |
Change | After Dividend |
|||
---|---|---|---|---|---|
Stockholders’ equity | |||||
Paid-in capital | |||||
Common stock, $10 par | $500,000 | $ 50,000 | $550,000 | ||
Paid-in capital in excess of par | — | 25,000 | 25,000 | ||
Total paid-in capital | 500,000 | +75,000 | 575,000 | ||
Retained earnings | 300,000 | –75,000 | 225,000 | ||
Total stockholders’ equity | $800,000 | $ 0 | $800,000 | ||
Outstanding shares | 50,000 | +5,000 | 55,000 | ||
Par value per share | $10.00 | $0 | $10.00 |
In this example, total paid-in capital increases by $75,000 (50,000 shares × 10% × $15) and retained earnings decreases by the same amount. Note also that total stockholders’ equity remains unchanged at $800,000. The number of shares increases by 5,000 (50,000 × 10%).
A stock split, like a stock dividend, involves issuance of additional shares to stockholders according to their percentage ownership.
The effect of a split on market price is generally inversely proportional to the size of the split. For example, after a 2-for-1 stock split, the market price of Nike’s stock fell from $111 to approximately $55. The lower market price stimulated market activity. Within one year, the stock was trading above $100 again. Illustration 11.12 shows the effect of a 4-for-1 stock split for stockholders.
ILLUSTRATION 11.12 Effect of stock split for stockholders
In a stock split, the company increases the number of shares in the same proportion that par or stated value per share decreases. For example, in a 2-for-1 split, the company exchanges one share of $10 par value stock for two shares of $5 par value stock.
Illustration 11.13 shows these effects for Medland Corporation, assuming that it splits its 50,000 shares of common stock on a 2-for-1 basis.
ILLUSTRATION 11.13 Stock split effects
Before Stock Split |
Change | After Stock Split |
|||
---|---|---|---|---|---|
Stockholders’ equity | |||||
Paid-in capital | |||||
Common stock, | $500,000 | $500,000 | |||
Paid-in capital in excess of par—common stock | –0– | –0– | |||
Total paid-in capital | 500,000 | $ –0– | 500,000 | ||
Retained earnings | 300,000 | –0– | 300,000 | ||
Total stockholders’ equity | $800,000 | $ –0– | $800,000 | ||
Outstanding shares | 50,000 | +50,000 | 100,000 | ||
Par value per share | $10.00 | −$5.00 | $5.00 |
A stock split does not affect the balances in any stockholders’ equity accounts. Therefore, a company does not need to journalize a stock split.
Illustration 11.14 summarizes the differences between stock dividends and stock splits.
ILLUSTRATION 11.14 Differences between the effects of stock dividends and stock splits
Item | Stock Dividend | Stock Split |
---|---|---|
Total paid-in capital | Increase | No change |
Total retained earnings | Decrease | No change |
Total par value (common stock) | Increase | No change |
Par value per share | No change | Decrease |
Outstanding shares | Increase | Increase |
Total stockholders’ equity | No change | No change |
Retained earnings is net income that a company retains in the business.
For example, a $100,000 balance in retained earnings does not mean that there should be $100,000 in cash. The reason is that the company may have used the cash resulting from the excess of revenues over expenses to purchase buildings, equipment, and other assets. Illustration 11.15 shows recent amounts of retained earnings and cash in selected companies.
ILLUSTRATION 11.15 Retained earnings and cash balances
(in millions) | ||
---|---|---|
Company | Retained Earnings | Cash |
$ 77,345 | $17,576 | |
Alphabet | 152,122 | 18,498 |
Nike | 1,643 | 4,466 |
Starbucks | (7,816) | 4,351 |
Amazon | 93,404 | 42,122 |
When expenses exceed revenues, a net loss results. In contrast to net income, a net loss decreases retained earnings. In closing entries, a company debits a net loss to the Retained Earnings account. It does not debit net losses to paid-in capital accounts. To do so would destroy the distinction between paid-in and earned capital.
A company reports a deficit as a deduction in the stockholders’ equity section of the balance sheet, as shown in Illustration 11.16.
ILLUSTRATION 11.16 Stockholders’ equity with deficit
Groupon, Inc. Balance Sheet (partial) (in thousands) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Common stock | $ 70 | |
Paid-in capital in excess of par | 1,885,301 | |
Total paid-in capital | 1,885,371 | |
Accumulated deficit | (921,960) | |
Total paid-in capital and retained earnings | 963,411 | |
Less: Treasury stock | 198,467 | |
Total stockholders’ equity | $ 764,944 |
The balance in retained earnings is generally available for dividend declarations. Some companies state this fact. In some circumstances, however, there may be retained earnings restrictions. These make a portion of the balance currently unavailable for dividends. Restrictions result from one or more of these causes: legal, contractual, or voluntary.
Companies generally disclose retained earnings restrictions in the notes to the financial statements. For example, as shown in Illustration 11.17, Tektronix Inc., a manufacturer of electronic measurement devices, recently had total retained earnings of $774 million, but the unrestricted portion was only $223.8 million.
ILLUSTRATION 11.17 Disclosure of unrestricted retained earnings
Tektronix Inc. Notes to the Financial Statements |
Certain of the Company’s debt agreements require compliance with debt covenants. The Company had unrestricted retained earnings of $223.8 million after meeting those requirements. |
In the stockholders’ equity section of the balance sheet, companies report paid-in capital, retained earnings, accumulated other comprehensive income, and treasury stock. Within paid-in capital, two classifications are recognized:
Capital stock, which consists of preferred and common stock. Companies show preferred stock before common stock because of its preferential rights. They report information about the par value, shares authorized, shares issued, and shares outstanding for each class of stock.
Additional paid-in capital, which includes the excess of amounts paid in over par or stated value.
In some instances unrealized gains and losses are not included in net income. Instead, these excluded items, referred to as other comprehensive income items, are reported as part of a more inclusive earnings measure called comprehensive income. Examples of other comprehensive income items include certain adjustments to pension plan assets, types of foreign currency gains and losses, and some gains and losses on investments.
The items reported as other comprehensive income are closed each year to the Accumulated Other Comprehensive Income account. Thus, this account includes the cumulative amount of all previous items reported as other comprehensive income. This account can have either a debit or credit balance depending on whether or not accumulated gains exceed accumulated losses over the years. If accumulated losses exceed gains, then the company reports accumulated other comprehensive loss.
Illustration 11.18 presents the stockholders’ equity section of the balance sheet of Graber Inc. (see International Note). The company discloses a retained earnings restriction in the notes. The stockholders’ equity section for Graber Inc. includes most of the accounts discussed in this chapter. The disclosures pertaining to Graber’s common stock indicate that 400,000 shares are issued, 100,000 shares are unissued (500,000 authorized less 400,000 issued), and 390,000 shares are outstanding (400,000 issued less 10,000 shares in treasury).
ILLUSTRATION 11.18 Stockholders’ equity section of balance sheet
Graber Inc. Balance Sheet (partial) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Capital stock | ||
9% preferred stock, $100 par value, cumulative, | ||
10,000 shares authorized, 6,000 shares issued | ||
and outstanding | $ 600,000 | |
Common stock, no par, $5 stated value, | ||
500,000 shares authorized, 400,000 shares | ||
issued, and 390,000 outstanding | 2,000,000 | |
Total capital stock | 2,600,000 | |
Additional paid-in capital | ||
Paid-in capital in excess of par—preferred stock | $ 30,000 | |
Paid-in capital in excess of stated value—common stock | 1,050,000 | |
Total additional paid-in capital | 1,080,000 | |
Total paid-in capital | 3,680,000 | |
Retained earnings (see Note R) | 1,050,000 | |
Total paid-in capital and retained earnings | 4,730,000 | |
Accumulated other comprehensive income | 110,000 | |
Less: Treasury stock (10,000 common shares) | 80,000 | |
Total stockholders’ equity | $4,760,000 | |
Note R: Retained earnings is restricted for the cost of treasury stock, $80,000. |
Investors are interested in both a company’s dividend record and its earnings performance. Although those two measures are often parallel, that is not always the case. Thus, investors should investigate each one separately.
One way that companies reward stock investors for their investment is to pay them dividends.
Using the information shown below (amounts in millions), the payout ratio for Nike is calculated as shown in Illustration 11.19.
Dividends | $1,491 |
Net income | 2,539 |
ILLUSTRATION 11.19 Payout ratio for Nike and Skechers
($ in millions) | Nike | Skechers | ||||
Payout ratio | 0.0% |
Some analysts use a version of this ratio, which includes dividends on preferred stock. Use the version presented in Illustration 11.19 for all homework.
Companies attempt to set their dividend rate at a level that will be sustainable. Nike’s payout ratio was relatively high at approximately 59%. Skechers, on the other hand, did not pay a dividend.
Companies that have high growth rates are characterized by low payout ratios because they reinvest most of their net income in the business. Thus, a low payout ratio is not necessarily bad news. Companies that believe they have many good opportunities for growth, such as Facebook,will reinvest those funds in the company rather than pay dividends. However, low dividend payments, or a cut in dividend payments, might signal that a company has liquidity or solvency problems and is trying to conserve cash by not paying dividends. Thus, investors and analysts should investigate the reason for low dividend payments.
Illustration 11.20 lists recent payout ratios of four well-known companies.
ILLUSTRATION 11.20 Payout ratios of companies
Company | Payout Ratio | |
---|---|---|
Microsoft | 24.5% | |
Kellogg | 43.3% | |
0% | ||
Walmart | 49.0% |
Another way to measure corporate performance is through profitability. A widely used ratio that measures profitability from the common stockholders’ viewpoint is return on common stockholders’ equity (ROE) (see Decision Tools).
Using the previous information and the additional following information (amounts in millions), Illustration 11.21 shows Nike’s return on common stockholders’ equity.
Preferred dividends | $ –0– |
Beginning common stockholders’ equity | 9,040 |
Ending common stockholders’ equity | 8,055 |
ILLUSTRATION 11.21 Return on common stockholders’ equity for Nike and Skechers
($ in millions) | Nike | Skechers | ||||
Return on common stockholders’ equity | 14.7% |
Nike’s return on common shareholders’ equity was nearly double that of Skechers’. As a company grows larger, it becomes increasingly hard to sustain a high return. In Nike’s case, since many believe the U.S. market for expensive sports shoes is saturated, it will need to grow either along new product lines, such as hiking shoes and golf equipment, or in new markets, such as Europe and Asia.
When obtaining long-term capital, corporate managers must decide whether to issue bonds or to sell common stock. Bonds have three primary advantages relative to common stock, as shown in Illustration 11.22.
ILLUSTRATION 11.22 Advantages of bond financing over common stock
How does the debt versus equity decision affect the return on common stockholders’ equity?
ILLUSTRATION 11.23 Components of the return on common stockholders’ equity
To illustrate the potential effect of debt financing on the return on common stockholders’ equity, assume that Microsystems Inc. currently has 100,000 shares of common stock outstanding issued at $25 per share and no debt. It is considering two alternatives for raising an additional $5 million. Plan A involves issuing 200,000 shares of common stock at the current market price of $25 per share. Plan B involves issuing $5 million of 12% bonds at face value. Income before interest and taxes will be $1.5 million; income taxes are expected to be 30%. The alternative effects on the return on common stockholders’ equity are shown in Illustration 11.24.
ILLUSTRATION 11.24 Effects on return on common stockholders’ equity of issuing debt
Plan A: Issue Stock |
Plan B: Issue Bonds |
||
---|---|---|---|
Income before interest and taxes | $1,500,000 | $1,500,000 | |
Interest (12% × $5,000,000) | — | 600,000 | |
Income before income taxes | 1,500,000 | 900,000 | |
Income tax expense (30%) | 450,000 | 270,000 | |
Net income | $1,050,000 | $ 630,000 | |
Common stockholders’ equity | $7,500,000 | $2,500,000 | |
Return on common stockholders’ equity | 14% | 25.2% |
Note that with long-term debt financing (bonds), net income is $420,000 ($1,050,000 – $630,000) less. However, the return on common stockholders’ equity increases from 14% to 25.2% with the use of debt financing because net income is spread over a smaller amount of common stockholders’ equity. In general, as long as the return on assets rate exceeds the rate paid on debt, a company will increase the return on common stockholders’ equity by the use of debt.
After seeing this illustration, you might ask, why don’t companies rely almost exclusively on debt financing rather than equity? Debt has one major disadvantage: Debt reduces solvency.
With common stock financing, on the other hand, the company can decide to pay low (or no) dividends if earnings are low.
To illustrate the accounting for stock dividends, assume that Medland Corporation has a balance of $300,000 in retained earnings and declares a 10% stock dividend on its 50,000 shares of $10 par value common stock. The current fair value of its stock is $15 per share. The number of shares to be issued is 5,000 (10% × 50,000), and the total amount to be debited to Stock Dividends is $75,000 (5,000 × $15). The entry to record this transaction at the declaration date is as follows.
Stock Dividends | 75,000 | |
Common Stock Dividends Distributable | 50,000 | |
Paid-in Capital in Excess of Par | 25,000 | |
(To record declaration of 10% stock dividend) |
At the declaration date, Medland increases (debits) Stock Dividends for the fair value of the stock issued, increases (credits) Common Stock Dividends Distributable for the par value of the dividend shares (5,000 × $10), and increases (credits) the excess over par (5,000 × $5) to an additional paid-in capital account.
If Medland prepares a balance sheet before it issues the dividend shares, it reports the distributable account in paid-in capital as an addition to common stock issued, as shown in Illustration 11A.1.
ILLUSTRATION 11A.1 Statement presentation of common stock dividends distributable
Medland Corporation Balance Sheet (partial) |
|
Paid-in capital | |
Common stock | $500,000 |
Common stock dividends distributable | 50,000 |
Paid-in capital in excess of par—common stock | 25,000 |
Total paid-in capital | $575,000 |
When Medland issues the dividend shares, it decreases Common Stock Dividends Distributable and increases Common Stock as follows.
Common Stock Dividends Distributable | 50,000 | |
Common Stock | 50,000 | |
(To record issuance of 5,000 shares in a stock dividend) |
The major characteristics of a corporation are separate legal existence, limited liability of stockholders, transferable ownership rights, ability to acquire capital, continuous life, corporation management, government regulations, and additional taxes.
When a company records issuance of common stock or preferred for cash, it credits the par value of the shares to Common Stock or Preferred Stock. It records in a separate paid-in capital account the portion of the proceeds that is above par value. When no-par common stock has a stated value, the entries are similar to those for par value stock. When no-par common stock does not have a stated value, the entire proceeds from the issue are credited to Common Stock.
Companies generally use the cost method in accounting for treasury stock. Under this approach, a company debits Treasury Stock at the price paid to reacquire the shares.
Companies make entries for dividends at the declaration date and the payment date. At the declaration date, the entries for a cash dividend are debit Cash Dividends and credit Dividends Payable.
Preferred stock has contractual provisions that give it priority over common stock in certain areas. Typically, preferred stockholders have a preference as to (1) dividends and (2) assets in the event of liquidation. However, they sometimes do not have voting rights.
The effects of stock dividends and splits are as follows. Small stock dividends transfer an amount equal to the fair value of the shares issued from retained earnings to the paid-in capital accounts. Stock splits reduce the par value per share of the common stock while increasing the number of shares so that the balance in the Common Stock account remains the same.
Additions to retained earnings consist of net income. Deductions consist of net loss and cash and stock dividends. In some instances, portions of retained earnings are restricted, making that portion unavailable for the payment of dividends.
In the stockholders’ equity section of the balance sheet, companies report paid-in capital and retained earnings and identify specific sources of paid-in capital. Within paid-in capital, companies show two classifications: capital stock and additional paid-in capital. If a corporation has treasury stock, it deducts the cost of treasury stock from total paid-in capital and retained earnings to determine total stockholders’ equity.
A company’s dividend record can be evaluated by looking at what percentage of net income it chooses to pay out in dividends, as measured by the payout ratio (dividends divided by net income). Earnings performance is measured with the return on common stockholders’ equity (income available to common stockholders divided by average common stockholders’ equity).
To record the declaration of a small stock dividend (less than 20%), debit Stock Dividends for an amount equal to the fair value of the shares issued. Record a credit to a temporary stockholders’ equity account—Common Stock Dividends Distributable—for the par value of the shares, and credit the balance to Paid-in Capital in Excess of Par. When the shares are issued, debit Common Stock Dividends Distributable and credit Common Stock.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Should the company incorporate? | Capital needs, growth expectations, type of business, tax status | Corporations have limited liability, better capital-raising ability, and professional managers. But they suffer from additional taxes, government regulations, and separation of ownership from management. | Must carefully weigh the costs and benefits in light of the particular circumstances. |
What portion of its earnings does the company pay out in dividends? | Net income and total cash dividends on common stock | A low ratio may suggest that the company is retaining its earnings for investment in future growth. | |
What is the company’s return on common stockholders’ investment? | Earnings available to common stockholders and average common stockholders’ equity | A high measure suggests strong earnings performance from common stockholders’ perspective. |
1. (LO 1) Which of these is not a major advantage of a corporation?
Separate legal existence.
Continuous life.
Government regulations.
Transferable ownership rights.
c. Government regulations are a disadvantage of a corporation. The other choices are advantages of a corporation.
2. (LO 1) A major disadvantage of a corporation is:
limited liability of stockholders.
additional taxes.
transferable ownership rights.
None of the answer choices is correct.
b. Additional taxes are a disadvantage of a corporation. The other choices are advantages of a corporation.
3. (LO 1) Which of these statements is false?
Ownership of common stock gives the owner a voting right.
The stockholders’ equity section begins with paid-in capital.
The authorization of capital stock does not result in a formal accounting entry.
Legal capital is intended to protect stockholders.
d. Legal capital is intended to protect creditors, not stockholders. The other choices are true statements.
4. (LO 2) ABC Corp. issues 1,000 shares of $10 par value common stock at $12 per share. When the transaction is recorded, credits are made to:
Common Stock $10,000 and Paid-in Capital in Excess of Stated Value $2,000.
Common Stock $12,000.
Common Stock $10,000 and Paid-in Capital in Excess of Par $2,000.
Common Stock $10,000 and Retained Earnings $2,000.
c. Common Stock should be credited for $10,000 and Paid-in Capital in Excess of Par should be credited for $2,000. The stock is par value stock, not stated value stock, and this excess is contributed, not earned, capital. The other choices are therefore incorrect.
5. (LO 2) Treasury stock may be repurchased:
to reissue the shares to officers and employees under bonus and stock compensation plans.
to signal to the stock market that management believes the stock is underpriced.
to have additional shares available for use in the acquisition of other companies.
More than one of the answer choices is correct.
d. Treasury stock may be repurchased to reissue the shares as part of bonus and stock compensation plans, to signal to the stock market that the stock is underpriced, and to have additional shares available for use in the acquisition of other companies. Choice (a), (b), (c) are all correct, but (d) is the best answer.
6. (LO 3) Preferred stock may have priority over common stock except in:
dividend preference.
preference to assets in the event of liquidation.
cumulative dividends.
voting.
d. Preferred stock usually does not have voting rights and therefore does not have priority over common stock on this issue. The other choices are true statements.
7. (LO 3) U-Bet Corporation has 10,000 shares of 8%, $100 par value, cumulative preferred stock outstanding at December 31, 2025. No dividends were declared in 2023 or 2024. If U-Bet wants to pay $375,000 of dividends in 2025, common stockholders will receive:
$0.
$295,000.
$215,000.
$135,000.
d. The preferred stockholders will receive a total of $240,000 of dividends [dividends in arrears ($80,000 × 2 years) + current-year dividends ($80,000)]. If U-Bet wants to pay a total of $375,000 in 2025, then common stockholders will receive $135,000 ($375,000 − $240,000), not (a) $0, (b) $295,000, or (c) $215,000.
8. (LO 3) Entries for cash dividends are required on the:
declaration date and the record date.
record date and the payment date.
declaration date, record date, and payment date.
declaration date and the payment date.
d. Entries are required for dividends on the declaration date and the payment date, but not the record date. The other choices are therefore incorrect.
9. (LO 3) Which of these statements about stock dividends is true?
Stock dividends reduce a company’s cash balance.
A stock dividend has no effect on total stockholders’ equity.
A stock dividend decreases total stockholders’ equity.
A stock dividend ordinarily will increase total stockholders’ equity.
b. A stock dividend moves amounts from retained earnings to paid-in capital and has no effect on stockholders’ equity or cash. The other choices are therefore incorrect.
10. (LO 3) Zealot Inc. has retained earnings of $500,000 and total stockholders’ equity of $2,000,000. It has 100,000 shares of $8 par value common stock outstanding, which is currently selling for $30 per share. If Zealot declares a 10% stock dividend on its common stock:
net income will decrease by $80,000.
retained earnings will decrease by $80,000 and total stockholders’ equity will increase by $80,000.
retained earnings will decrease by $300,000 and total stockholders’ equity will increase by $300,000.
retained earnings will decrease by $300,000 and total paid-in capital will increase by $300,000.
d. A 10% stock dividend on the company’s common stock will increase the number of shares issued by 10,000 (100,000 × 10%). At a market price of $30 per share, total paid-in capital will increase by $300,000 (10,000 shares × $30/share) and retained earnings will decrease by that same amount. The other choices are therefore incorrect.
11. (LO 4) In the stockholders’ equity section of the balance sheet, common stock:
is listed before preferred stock.
is added to total capital stock.
is part of paid-in capital.
is part of additional paid-in capital.
c. Common stock is part of paid-in capital. The other choices are incorrect because common stock (a) is listed after preferred stock, (b) is not added to total capital stock but is part of capital stock, and (d) is part of capital stock, not additional paid-in capital.
12. (LO 4) In the stockholders’ equity section, the cost of treasury stock is deducted from:
total paid-in capital and retained earnings.
retained earnings.
total stockholders’ equity.
common stock in paid-in capital.
a. The cost of treasury stock is deducted from total paid-in capital and retained earnings. The other choices are therefore incorrect.
13. (LO 4) The return on common stockholders’ equity is usually increased by all of the following, except:
an increase in the return on assets ratio.
an increase in the use of debt financing.
an increase in the company’s stock price.
an increase in the company’s net income.
c. An increase in the company’s stock price has no effect on the return on common stockholders’ equity. The other choices are incorrect because (a) an increase in a firm’s return on assets, (b) an increase in a firm’s use of debt financing, and (c) an increase in a firm’s net income will all increase the return on common stockholders’ equity.
14. (LO 4) Thomas is nearing retirement and would like to invest in a stock that will provide a good steady income. Thomas should choose a stock with a:
high current ratio.
high dividend payout.
high earnings per share.
high price-earnings ratio.
b. Thomas should focus on a high dividend payout. The other choices are incorrect because a stock with a (a) high current ratio, (c) high earnings per share, or (d) high price-earnings ratio may or may not pay dividends on a consistent basis.
15. (LO 4) Jackson Inc. reported net income of $186,000 during 2025 and paid dividends of $26,000 on common stock. It also paid dividends on its 10,000 shares of 6%, $100 par value, noncumulative preferred stock. Common stockholders’ equity was $1,200,000 on January 1, 2025, and $1,600,000 on December 31, 2025. The company’s return on common stockholders’ equity for 2025 is:
10.0%.
9.0%.
7.1%.
13.3%.
b. Return on common stockholders’ equity is net income available to common stockholders divided by average common stockholders’ equity. Net income available to common stockholders is net income less preferred dividends = $126,000 [$186,000 − (10,000 × .06 × $100)]. The company’s return on common stockholders’ equity for the year is therefore 9.0% [$126,000/($1,200,000 + $1,600,000)/2)], not (a) 10.0%, (c) 7.1%, or (d) 13.3%.
16. (LO 4) If everything else is held constant, earnings per share is increased by:
the payment of a cash dividend to common shareholders.
the payment of a cash dividend to preferred shareholders.
the issuance of new shares of common stock.
the purchase of treasury stock.
d. The purchase of treasury stock reduces the number of shares outstanding, which is the denominator of earnings per share (EPS). With a smaller denominator, EPS is larger. The other choices are incorrect because (a) the payment of a cash dividend to common stockholders does not affect the earnings or the number of outstanding shares, so EPS will stay the same; (b) the payment of a cash dividend to preferred stockholders will reduce the amount of earnings available to the common stockholders, thus reducing EPS; and (c) the issuance of new shares of common stock would not affect earnings but will increase the number of outstanding shares, thereby reducing EPS.
Prepare entries for issuance of par value common stock.
1. (LO 2) On April 10, Leury Corporation issues 3,000 shares of $5 par value common stock for cash at $14 per share. Journalize the issuance of the stock.
April 10 | Cash (3,000 × $14) | 42,000 | ||
Common Stock (3,000 × $5) | 15,000 | |||
Paid-in Capital in Excess of Par—Common Stock (3,000 × $9) | 27,000 |
Prepare entries for treasury stock transactions.
2. (LO 2) On June 1, Omar Corporation purchases 600 shares of its $5 par value common stock for the treasury at a cash price of $10 per share. Journalize the treasury stock transaction.
June 1 | Treasury Stock (600 × $10) | 6,000 | |
Cash | 6,000 |
Prepare entries for a cash dividend.
3. (LO 3) Giovanni Corporation has 70,000 shares of common stock outstanding. It declares a $2 per share cash dividend on November 15 to stockholders of record on December 15. The dividend is paid on December 31. Prepare the entries on the appropriate dates to record the declaration and payment of the cash dividend.
Nov. 15 | Cash Dividends (70,000 × $2/share) | 140,000 | |
Dividends Payable | 140,000 | ||
Dec. 31 | Dividends Payable | 140,000 | |
Cash | 140,000 |
Show before-and-after effects of a stock dividend.
4. (LO 3) The stockholders’ equity section of Ynoa Corporation consists of common stock ($5 par) $3,000,000 and retained earnings $1,000,000. A 15% stock dividend (90,000 shares) is declared when the market price per share is $11. Show the before-and-after effects of the dividend on (a) the components of stockholders’ equity, (b) shares outstanding, and (c) par value per share.
Before Dividend |
After Dividend |
|||||||
---|---|---|---|---|---|---|---|---|
a. | Stockholders’ equity | |||||||
Paid-in capital | ||||||||
Common stock, $5 par | $3,000,000 | $3,450,000 | ||||||
In excess of par | — | 540,000 | ||||||
Total paid-in capital | 3,000,000 | 3,990,000 | ||||||
Retained earnings | 1,000,000 | 10,000 | ||||||
Total stockholders’ equity | $4,000,000 | $4,000,000 | ||||||
b. | Outstanding shares | 600,000 | 690,000 | |||||
c. | Par value per share | $5.00 | $5.00 |
Prepare stockholders’ equity section.
5. (LO 4) Navarez Corporation has the following accounts at December 31: Common Stock, $2 par, 50,000 shares issued, $100,000; Paid-in Capital in Excess of Par—Common Stock $40,000; Retained Earnings $65,000; and Treasury Stock, 2,000 shares, $17,000. Prepare the stockholders’ equity section of the balance sheet.
Stockholders’ equity | ||
Paid-in capital | ||
Common stock, $2 par value, 50,000 shares issued, and 48,000 shares outstanding | $100,000 | |
In excess of par—common stock | 40,000 | |
Total paid-in capital | 140,000 | |
Retained earnings | 65,000 | |
Total paid-in capital and retained earnings | 205,000 | |
Less: Treasury stock (2,000 common shares) | 17,000 | |
Total stockholders’ equity | $188,000 |
Journalize issuance of common and preferred stock and purchase of treasury stock.
1. (LO 2) Maci Co. had the following transactions during the current period.
June 12 | Issued 60,000 shares of $5 par value common stock for cash of $370,000. | |
July 11 | Issued 1,000 shares of $100 par value preferred stock for cash at $112 per share. | |
Nov. 28 | Purchased 2,000 shares of treasury stock for $70,000. |
Instructions
Journalize the transactions.
June 12 | Cash | 370,000 | |
Common Stock (60,000 × $5) | 300,000 | ||
Paid-in Capital in Excess of Par—Common Stock | 70,000 | ||
July 11 | Cash (1,000 × $112) | 112,000 | |
Preferred Stock (1,000 × $100) | 100,000 | ||
Paid-in Capital in Excess of Par—Preferred Stock (1,000 × $12) | 12,000 | ||
Nov. 28 | Treasury Stock | 70,000 | |
Cash | 70,000 |
Journalize cash dividends; indicate statement presentation.
2. (LO 3, 4) On January 1, Chong Corporation had 95,000 shares of no-par common stock issued and outstanding. The stock has a stated value of $5 per share. During the year, the following occurred.
Apr.1 | Issued 25,000 additional shares of common stock for $17 per share. | |
June 15 | Declared a cash dividend of $1 per share to stockholders of record on June 30. | |
July 10 | Paid the $1 cash dividend. | |
Dec.1 | Issued 2,000 additional shares of common stock for $19 per share. | |
15 | Declared a cash dividend on outstanding shares of $1.20 per share to stockholders of record on December 31. |
Instructions
Prepare the entries, if any, on each of the three dividend dates.
How are dividends and dividends payable reported in the financial statements prepared at December 31?
June 15 | Cash Dividends (120,000 × $1) | 120,000 | |
Dividends Payable | 120,000 | ||
July 10 | Dividends Payable | 120,000 | |
Cash | 120,000 | ||
Dec. 15 | Cash Dividends (122,000 × $1.20) | 146,400 | |
Dividends Payable | 146,400 |
In the retained earnings statement, dividends of $266,400 will be deducted. In the balance sheet, Dividends Payable of $146,400 will be reported as a current liability.
Journalize transactions and prepare stockholders’ equity section.
Rolman Corporation is authorized to issue 1,000,000 shares of $5 par value common stock. In its first year, the company has the following stock transactions.
Jan. 10 | Issued 400,000 shares of stock at $8 per share. | |
Sept. 21 | Purchased 10,000 shares of common stock for the treasury at $9 per share. | |
Dec. 24 | Declared a cash dividend of 10 cents per share on common stock outstanding. |
Instructions
Journalize the transactions.
Prepare the stockholders’ equity section of the balance sheet, assuming the company had retained earnings of $150,600 at December 31 and an accumulated other comprehensive loss of $105,000.
Jan. 10 | Cash | 3,200,000 | |
Common Stock (400,000 × $5) | 2,000,000 | ||
Paid-in Capital in Excess of Par | 1,200,000 | ||
(To record issuance of 400,000 shares of $5 par value stock) | |||
Sept. 21 | Treasury Stock | 90,000 | |
Cash | 90,000 | ||
(To record purchase of 10,000 shares of treasury stock at cost) | |||
Dec. 24 | Cash Dividends [(400,000 – 10,000) × $0.10] | 39,000 | |
Dividends Payable | 39,000 | ||
(To record declaration of 10 cents per share cash dividend) |
Rolman Corporation Balance Sheet (partial) |
||||||
Stockholders’ equity | ||||||
Paid-in capital | ||||||
Capital stock | ||||||
Common stock, $5 par value, 1,000,000 shares authorized, 400,000 shares issued, 390,000 outstanding | $2,000,000 | |||||
Additional paid-in capital | ||||||
Paid-in capital in excess of par—common stock | 1,200,000 | |||||
Total paid-in capital | 3,200,000 | |||||
Retained earnings | 150,600 | |||||
Total paid-in capital and retained earnings | 3,350,600 | |||||
Accumulated other comprehensive loss | 105,000 | |||||
Less: Treasury stock (10,000 shares) | 90,000 | |||||
Total stockholders’ equity | $3,155,600 | |||||
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1. Joe, a student, asks your help in understanding some characteristics of a corporation. Explain each of these to Joe.
Separate legal existence.
Limited liability of stockholders.
Transferable ownership rights.
2.
Your friend G. C. Jones cannot understand how the characteristic of corporate management is both an advantage and a disadvantage. Clarify this problem for G. C.
Identify and explain two other disadvantages of a corporation.
3. Nona Jaymes believes a corporation must be incorporated in the state in which its headquarters office is located. Is Nona correct? Explain.
4. What are the basic ownership rights of common stockholders in the absence of restrictive provisions?
5. A corporation has been defined as an entity separate and distinct from its owners. In what ways is a corporation a separate legal entity?
6. What are the two principal components of stockholders’ equity?
7. The corporate charter of Gage Corporation allows the issuance of a maximum of 100,000 shares of common stock. During its first 2 years of operation, Gage sold 70,000 shares to shareholders and reacquired 4,000 of these shares. After these transactions, how many shares are authorized, issued, and outstanding?
8. Which is the better investment—common stock with a par value of $5 per share or common stock with a par value of $20 per share?
9. For what reasons might a company like IBM repurchase some of its stock (treasury stock)?
10. Monet, Inc. purchases 1,000 shares of its own previously issued $5 par common stock for $11,000. Assuming the shares are held in the treasury, what effect does this transaction have on (a) net income, (b) total assets, (c) total paid-in capital, and (d) total stockholders’ equity?
11.
What are the principal differences between common stock and preferred stock?
Preferred stock may be cumulative. Discuss this feature.
How are dividends in arrears presented in the financial statements?
12. Identify the events that result in credits and debits to retained earnings.
13. Indicate how each of these accounts should be classified in the stockholders’ equity section of the balance sheet.
Common Stock.
Paid-in Capital in Excess of Par.
Retained Earnings.
Treasury Stock.
Paid-in Capital in Excess of Stated Value.
Preferred Stock.
14. What three conditions must be met before a cash dividend is paid?
15. Three dates associated with Petrie Company’s cash dividend are May 1, May 15, and May 31. Discuss the significance of each date and give the entry at each date.
16. Contrast the effects of a cash dividend and a stock dividend on a corporation’s balance sheet.
17. Doris Angel asks, “Since stock dividends don’t change anything, why declare them?” What is your answer to Doris?
18. Jayne Corporation has 10,000 shares of $15 par value common stock outstanding when it announces a 3-for-1 split. Before the split, the stock had a market price of $120 per share. After the split, how many shares of stock will be outstanding, and what will be the approximate market price per share?
19. The board of directors is considering a stock split or a stock dividend. They understand that total stockholders’ equity will remain the same under either action. However, they are not sure of the different effects of the two actions on other aspects of stockholders’ equity. Explain the differences to the directors.
20. What was the cost of Apple’s treasury stock acquired in fiscal year 2020? (Hint: Refer to Apple’s statement of cash flows.)
21.
What is the purpose of a retained earnings restriction?
Identify the possible causes of retained earnings restrictions.
22. Thom Inc.’s common stock has a par value of $1 and a current market price of $15. Explain why these amounts are different.
23. What is the formula for the payout ratio? What does it indicate?
24. Explain the circumstances under which debt financing will increase the return on common stockholders’ equity.
25. Under what circumstances will the return on assets and the return on common stockholders’ equity be equal?
26. Sauer Corp. has a return on assets of 12%. It plans to issue bonds at 8% and use the cash to repurchase stock. What effect will this have on its debt to assets ratio and on its return on common stockholders’ equity?
List advantages and disadvantages of a corporation.
BE11.1 (LO 1), K Hana Ascot is planning to start a business. Identify for Hana the advantages and disadvantages of the corporate form of business organization.
Journalize issuance of par value common stock.
BE11.2 (LO 2), AP On May 10, Pilar Corporation issues 2,500 shares of $5 par value common stock for cash at $13 per share. Journalize the issuance of the stock.
Journalize issuance of no-par common stock.
BE11.3 (LO 2), AP On June 1, Forrest Inc. issues 3,000 shares of no-par common stock at a cash price of $7 per share. Journalize the issuance of the shares.
Journalize issuance of preferred stock.
BE11.4 (LO 2), AP Layes Inc. issues 8,000 shares of $100 par value preferred stock for cash at $106 per share. Journalize the issuance of the preferred stock.
Prepare entries for treasury stock transactions.
BE11.5 (LO 2), AP On July 1, Raney Corporation purchases 500 shares of its $5 par value common stock for the treasury at a cash price of $9 per share. Journalize the treasury stock transaction.
Prepare entries for a cash dividend.
BE11.6 (LO 3), AP Basse Corporation has 7,000 shares of common stock outstanding. It declares a $1 per share cash dividend on November 1 to stockholders of record on December 1. The dividend is paid on December 31. Prepare the entries on the appropriate dates to record the declaration and payment of the cash dividend.
Determine dividends paid to common stockholders.
BE11.7 (LO 3), AP M. Bot Corporation has 10,000 shares of 8%, $100 par value, cumulative preferred stock outstanding at December 31, 2025. No dividends were declared in 2023 or 2024. If M. Bot wants to pay $375,000 of dividends in 2025, what amount of dividends will common stockholders receive?
Show before-and-after effects of a stock dividend.
BE11.8 (LO 3), AP The stockholders’ equity section of Mabry Corporation’s balance sheet consists of common stock ($8 par) $1,000,000 and retained earnings $300,000. A 10% stock dividend (12,500 shares) is declared when the market price per share is $19. Show the before-and-after effects of the dividend on (a) the components of stockholders’ equity and (b) the shares outstanding.
Compare impact of cash dividend, stock dividend, and stock split.
BE11.9 (LO 3), K Indicate whether each of the following transactions would increase (+), decrease (−), or not affect (N/A) total assets, total liabilities, and total stockholders’ equity.
Transaction | Assets | Liabilities | Stockholders’ Equity | |||||
---|---|---|---|---|---|---|---|---|
a. | Declared cash dividend. | |||||||
b. | Paid cash dividend declared in (a). | |||||||
c. | Declared stock dividend. | |||||||
d. | Distributed stock dividend declared in (c). | |||||||
e. | Split stock 3-for-1. |
Prepare a stockholders’ equity section.
BE11.10 (LO 4), AP Sudz Corporation has these accounts at December 31: Common Stock, $10 par, 5,000 shares issued, $50,000; Paid-in Capital in Excess of Par $22,000; Retained Earnings $42,000; and Treasury Stock, 500 shares, $11,000. Prepare the stockholders’ equity section of the balance sheet.
Evaluate a company’s dividend record.
BE11.11 (LO 4), C Hans Miken, president of Miken Corporation, believes that it is a good practice for a company to maintain a constant payout of dividends relative to its earnings. Last year, net income was $600,000, and the corporation paid $120,000 in dividends. This year, due to some unusual circumstances, the corporation had income of $1,600,000. Hans expects next year’s net income to be about $700,000. What was Miken Corporation’s payout ratio last year? If it is to maintain the same payout ratio, what amount of dividends would it pay this year? Is this necessarily a good idea—that is, what are the pros and cons of maintaining a constant payout ratio in this scenario?
Calculate the return on common stockholders’ equity.
BE11.12 (LO 4), AP SUPERVALU, one of the largest grocery retailers in the United States, is headquartered in Minneapolis. Suppose the following financial information (in millions) was taken from the company’s 2025 annual report: net sales $44,597, net income $393, beginning stockholders’ equity $2,581, and ending stockholders’ equity $2,887. There were no dividends paid on preferred stock. Compute the return on common stockholders’ equity. Provide a brief interpretation of your findings.
Compare bond financing to stock financing.
BE11.13 (LO 4), AP Emron Inc. is considering these two alternatives to finance its construction of a new $2 million plant:
1. Issuance of 200,000 shares of common stock at the market price of $10 per share.
2. Issuance of $2 million, 6% bonds at face value.
Complete the table and indicate which alternative is preferable.
Issue Stock | Issue Bonds | |||
---|---|---|---|---|
Income before interest and taxes | $1,500,000 | $1,500,000 | ||
Interest expense from bonds | ||||
Income before income taxes | ||||
Income tax expense (30%) | ||||
Net income | $ | $ | ||
Outstanding shares | 700,000 | |||
Earnings per share | $ | $ |
Prepare entries for a stock dividend.
*BE11.14 (LO 5), AP Stossel Corporation has 200,000 shares of $10 par value common stock outstanding. It declares a 12% stock dividend on December 1 when the market price per share is $17. The dividend shares are issued on December 31. Prepare the entries for the declaration and distribution of the stock dividend.
Analyze statements about corporate organization.
DO IT! 11.1a (LO 1), C Indicate whether each of the following statements is true or false. If false, indicate how to correct the statement.
______ 1. | The corporation is an entity separate and distinct from its owners. |
______ 2. | The liability of stockholders is normally limited to their investment in the corporation. |
______ 3. | The relatively low amount of government regulation of corporations is an advantage of the corporate form of business. |
______ 4. | There is no journal entry to record the authorization of capital stock. |
______ 5. | No-par value stock is quite rare today. |
Close net income and prepare stockholders’ equity section.
DO IT! 11.1b (LO 1), AP At the end of its first year of operation, Goss Corporation has $1,000,000 of common stock and net income of $236,000. Prepare (a) the closing entry for net income and (b) the stockholders’ equity section at year-end.
Journalize issuance of stock.
DO IT! 11.2a (LO 2), AP Beauty Island Corporation began operations on April 1 by issuing 55,000 shares of $5 par value common stock for cash at $13 per share. In addition, Beauty Island issued 1,000 shares of $1 par value preferred stock for $6 per share. Journalize the issuance of the common and preferred shares.
Journalize treasury stock transaction.
DO IT! 11.2b (LO 2), AP Dinosso Corporation purchased 2,000 shares of its $10 par value common stock for $76,000 on August 1. It will hold these in the treasury until resold. Journalize the treasury stock transaction.
Determine dividends paid to preferred and common stockholders.
DO IT! 11.3a (LO 3), AP Sparks Corporation has 3,000 shares of 8%, $100 par value preferred stock outstanding at December 31, 2025. At December 31, 2025, the company declared a $105,000 cash dividend. Determine the dividend paid to preferred stockholders and common stockholders under each of the following scenarios.
Determine effects of stock dividend and stock split.
DO IT! 11.3b (LO 3), AP Spears Company has had 4 years of record earnings. Due to this success, the market price of its 400,000 shares of $2 par value common stock has increased from $6 per share to $50. During this period, paid-in capital remained the same at $2,400,000. Retained earnings increased from $1,800,000 to $12,000,000. CEO Don Ames is considering either (1) a 15% stock dividend or (2) a 2-for-1 stock split. He asks you to show the before-and-after effects of each option on (a) retained earnings, (b) total stockholders’ equity, and (c) par value per share.
Prepare stockholders’ equity section.
DO IT! 11.4a (LO 4), AP Hoyle Corporation has issued 100,000 shares of $5 par value common stock. It was authorized 500,000 shares. The paid-in capital in excess of par value on the common stock is $263,000. The corporation has reacquired 7,000 shares at a cost of $46,000 and is currently holding those shares. It also had accumulated other comprehensive income of $67,000.
The corporation also has 2,000 shares issued and outstanding of 9%, $100 par value preferred stock. It was authorized 10,000 shares. The paid-in capital in excess of par value on the preferred stock is $23,000. Retained earnings is $372,000. Prepare the stockholders’ equity section of the balance sheet.
Compute return on common stockholders’ equity and discuss changes.
DO IT! 11.4b (LO 4), AP Information regarding Vahsholtz Corporation is provided as follows.
2025 | 2024 | |||
---|---|---|---|---|
Net income | $110,000 | $100,000 | ||
Dividends on preferred stock | $ 30,000 | $ 30,000 | ||
Dividends on common stock | $ 25,000 | $ 20,000 | ||
Weighted-average number of common shares outstanding | 45,000 | 50,000 | ||
Common stockholders’ equity beginning of year | $750,000 | $600,000 | ||
Common stockholders’ equity end of year | $830,000 | $750,000 |
Compute (a) return on common stockholders’ equity for each year, and (b) discuss the changes in each.
Identify characteristics of a corporation.
E11.1 (LO 1), C Andrea has prepared the following list of statements about corporations.
A corporation is an entity separate and distinct from its owners.
As a legal entity, a corporation has most of the rights and privileges of a person.
Most of the largest U.S. corporations are privately held corporations.
Corporations may buy, own, and sell property; borrow money; enter into legally binding contracts; and sue and be sued.
The net income of a corporation is not taxed as a separate entity.
Creditors have a legal claim on the personal assets of the owners of a corporation if the corporation does not pay its debts.
The transfer of stock from one owner to another requires the approval of either the corporation or other stockholders.
The board of directors of a corporation legally owns the corporation.
The chief accounting officer of a corporation is the controller.
Corporations are subject to fewer state and federal regulations than partnerships or proprietorships.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Identify characteristics of a corporation.
E11.2 (LO 1), C Andrea (see E11.1) has studied the information you gave her in that exercise and has come to you with more statements about corporations.
Corporation management is both an advantage and a disadvantage of a corporation compared to a proprietorship or a partnership.
Limited liability of stockholders, government regulations, and additional taxes are the major disadvantages of a corporation.
When a corporation is formed, organization costs are recorded as an asset.
Each share of common stock gives the stockholder the ownership rights to vote at stockholder meetings, share in corporate earnings, keep the same percentage ownership when new shares of stock are issued, and share in assets upon liquidation.
The number of issued shares is always greater than or equal to the number of authorized shares.
A journal entry is required for the authorization of capital stock.
Publicly held corporations usually issue stock directly to investors.
The trading of capital stock on a securities exchange involves the transfer of already issued shares from an existing stockholder to another investor.
The market price of common stock is usually the same as its par value.
Retained earnings is the total amount of cash and other assets paid in to the corporation by stockholders in exchange for capital stock.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Journalize issuance of common stock.
E11.3 (LO 2), AP During its first year of operations, Mona Corporation had these transactions pertaining to its common stock.
Jan. 10 | Issued 30,000 shares for cash at $5 per share. | |
July1 | Issued 60,000 shares for cash at $7 per share. |
Instructions
Journalize issuance of common stock and preferred stock and purchase of treasury stock.
E11.4 (LO 2), AP Sagan Co. had these transactions during the current period.
June 12 | Issued 80,000 shares of $1 par value common stock for cash of $300,000. | |
July11 | Issued 3,000 shares of $100 par value preferred stock for cash at $106 per share. | |
Nov. 28 | Purchased 2,000 shares of treasury stock for $9,000. |
Instructions
Prepare the journal entries for the Sagan Co. transactions.
Journalize issuance of common and preferred stock and purchase of treasury stock.
E11.5 (LO 2), AP Quay Co. had the following transactions during the current period.
Mar.2 | Issued 5,000 shares of $5 par value common stock to attorneys in payment of a bill for $30,000 for services performed in helping the company to incorporate. | |
June12 | Issued 60,000 shares of $5 par value common stock for cash of $375,000. | |
July11 | Issued 1,000 shares of $100 par value preferred stock for cash at $110 per share. | |
Nov.28 | Purchased 2,000 shares of treasury stock for $80,000. |
Instructions
Journalize the transactions.
Journalize preferred stock transactions and indicate statement presentation.
E11.6 (LO 2, 4), AP Penland Corporation is authorized to issue both preferred and common stock. The par value of the preferred is $50. During the first year of operations, the company had the following events and transactions pertaining to its preferred stock.
Feb. 1 | Issued 40,000 shares for cash at $51 per share. | |
July 1 | Issued 60,000 shares for cash at $56 per share. |
Instructions
Answer questions about stockholders’ equity section.
E11.7 (LO 2, 4), C The stockholders’ equity section of Lachlin Corporation’s balance sheet at December 31 is presented here.
Lachlin Corporation Balance Sheet (partial) |
||
Stockholders’ equity | ||
Paid-in capital | ||
Preferred stock, cumulative, 10,000 shares authorized, 6,000 shares issued and outstanding | $ 600,000 | |
Common stock, no par, 750,000 shares authorized, 580,000 shares issued | 2,900,000 | |
Total paid-in capital | 3,500,000 | |
Retained earnings | 1,158,000 | |
Total paid-in capital and retained earnings | 4,658,000 | |
Less: Treasury stock (6,000 common shares) | 32,000 | |
Total stockholders’ equity | $4,626,000 |
Instructions
From a review of the stockholders’ equity section, answer the following questions.
How many shares of common stock are outstanding?
Assuming there is a stated value, what is the stated value of the common stock?
What is the par value of the preferred stock?
If the annual dividend on preferred stock is $36,000, what is the dividend rate on preferred stock?
If dividends of $72,000 were in arrears on preferred stock, what would be the balance reported for retained earnings?
Prepare correct entries for capital stock transactions.
E11.8 (LO 2), AN Mesa Corporation recently hired a new accountant with extensive experience in accounting for partnerships. Because of the pressure of the new job, the accountant was unable to review what he had learned earlier about corporation accounting. During the first month, he made the following entries for the corporation’s capital stock.
May 2 | Cash | 104,000 | ||||
Capital Stock | 104,000 | |||||
(Issued 8,000 shares of $10 par value common stock at $13 per share) | ||||||
10 | Cash | 530,000 | ||||
Capital Stock | 530,000 | |||||
(Issued 10,000 shares of $20 par value preferred stock at $53 per share) | ||||||
15 | Capital Stock | 7,200 | ||||
Cash | 7,200 | |||||
(Purchased 600 shares of common stock for the treasury at $12 per share) |
Instructions
On the basis of the explanation for each entry, prepare the entries that should have been made for the capital stock transactions.
Journalize cash dividends and indicate statement presentation.
E11.9 (LO 3), AP On January 1, Graves Corporation had 60,000 shares of no-par common stock issued and outstanding. The stock has a stated value of $4 per share. During the year, the following transactions occurred.
Apr.1 | Issued 9,000 additional shares of common stock for $11 per share. | |
June 15 | Declared a cash dividend of $1.50 per share to stockholders of record on June 30. | |
July10 | Paid the $1.50 cash dividend. | |
Dec.1 | Issued 4,000 additional shares of common stock for $12 per share. | |
15 | Declared a cash dividend on outstanding shares of $1.60 per share to stockholders of record on December 31. |
Instructions
Allocate cash dividends to preferred and common stock.
E11.10 (LO 3), AP Knudsen Corporation was organized on January 1, 2024. During its first year, the corporation issued 2,000 shares of $50 par value preferred stock and 100,000 shares of $10 par value common stock. At December 31, the company declared the following cash dividends: 2024, $5,000; 2025, $12,000; and 2026, $28,000.
Instructions
Compare effects of a stock dividend and a stock split.
E11.11 (LO 3), AP On October 31, the stockholders’ equity section of Manolo Company’s balance sheet consists of common stock $648,000 and retained earnings $400,000. Manolo is considering the following two courses of action: (1) declaring a 5% stock dividend on the 81,000 $8 par value shares outstanding or (2) effecting a 2-for-1 stock split that will reduce par value to $4 per share. The current market price is $17 per share.
Instructions
Prepare a tabular summary of the effects of the alternative actions on the company’s stockholders’ equity and outstanding shares. Use these column headings: Before Action, After Stock Dividend, and After Stock Split.
Journalize transactions for stock issuance, treasury stock purchase, cash dividend, and closing entries.
E11.12 (LO 2, 3), AP The stockholders’ equity accounts of Ripley Corporation on January 1, 2025, were as follows.
Preferred Stock (8%, $100 par noncumulative, 5,000 shares authorized) | $ 400,000 | |
Common Stock ($10 stated value, 800,000 shares authorized) | 1,500,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 55,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 880,000 | |
Retained Earnings | 760,000 | |
Treasury Stock (8,000 common shares) | 64,000 |
During 2025, the corporation had the following transactions and events pertaining to its stockholders’ equity.
Mar1 | Issued 6,000 shares of common stock for $85 per share. | |
June 22 | Purchased 1,000 additional shares of common treasury stock at $11 per share. | |
Sept.1 | Declared an 8% cash dividend on preferred stock, payable October 1. | |
Oct.1 | Paid the dividend declared on September 1. | |
Dec.1 | Declared a $0.70 per share cash dividend to common stockholders of record on December 15, payable December 31, 2025. | |
31 | Determined that net income for the year was $110,000. Paid the dividend declared on December 1. |
Instructions
Journalize the transactions for the dates shown. Include entries to close net income and dividends to Retained Earnings.
Determine preferred stock dividends.
E11.13 (LO 3), AP Marsh Corporation issued 900,000 of $1.10 noncumulative preferred stock. In its first year of operations, Marsh paid $650,000 of dividends to its preferred stockholders. In its second year, the company paid dividends of $550,000 to its preferred stockholders.
Instructions
Compare cash dividend, stock dividend, and stock split.
E11.14 (LO 3), AN Laine Inc. is considering one of the three following courses of action: (1) paying a $0.50 cash dividend, (2) distributing a 5% dividend, or (3) effecting a 2-for-1 stock split. The current share price is $14 per share.
Instructions
Help Laine make its decision by completing the following table (treat each possibility independently).
Before Action | (1) After Cash |
(2) After Stock |
(3) After Stock |
|||||
---|---|---|---|---|---|---|---|---|
Total assets | $ 1,250,000 | |||||||
Total liabilities | $ 250,000 | |||||||
Stockholders’ equity | ||||||||
Common stock | 600,000 | |||||||
Retained earnings | 400,000 | |||||||
Total stockholders’ equity | 1,000,000 | |||||||
Total liabilities and stockholders’ equity | $ 1,250,000 | |||||||
Number of common shares | 100,000 |
Prepare a stockholders’ equity section.
E11.15 (LO 4), AP Wells Fargo & Company, headquartered in San Francisco, is one of the nation’s largest financial institutions. Suppose it reported the following selected accounts (in millions) as of December 31, 2025.
Retained Earnings | $41,563 | |
Preferred Stock | 8,485 | |
Common Stock— par value, authorized 6,000,000,000 shares; issued 5,245,971,422 shares | 8,743 | |
Treasury Stock—67,346,829 common shares | (2,450) | |
Paid-in Capital in Excess of Par—Common Stock | 52,878 | |
Accumulated Other Comprehensive Income | 8,327 |
Instructions
Prepare the stockholders’ equity section of the balance sheet for Wells Fargo as of December 31, 2025.
Prepare a stockholders’ equity section.
E11.16 (LO 4), AP The following stockholders’ equity accounts, arranged alphabetically, are in the ledger of Ryder Corporation at December 31, 2025.
Common Stock ($2 stated value) | $1,600,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 45,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 1,050,000 | |
Preferred Stock (8%, $100 par, noncumulative) | 600,000 | |
Retained Earnings | 1,334,000 | |
Treasury Stock (12,000 common shares) | 72,000 |
Instructions
Prepare the stockholders’ equity section of the balance sheet at December 31, 2025.
Prepare a stockholders’ equity section.
E11.17 (LO 4), AP The following accounts appear in the ledger of Paisan Inc. after the books are closed at December 31, 2025.
Common Stock (no-par, $1 stated value, 400,000 shares authorized, 250,000 shares issued) | $ 250,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 1,200,000 | |
Preferred Stock ($50 par value, 8%, 40,000 shares authorized, 14,000 shares issued) | 700,000 | |
Retained Earnings | 920,000 | |
Treasury Stock (9,000 common shares) | 64,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 24,000 | |
Accumulated Other Comprehensive Loss | 31,000 |
Instructions
Prepare the stockholders’ equity section at December 31, assuming $100,000 of retained earnings is restricted for plant expansion. (Use Note R.)
Calculate ratios to evaluate dividend and earnings performance.
E11.18 (LO 4), AP The following financial information is available for Flintlock Corporation.
(in millions) | 2025 | 2024 | ||
---|---|---|---|---|
Average common stockholders’ equity | $2,532 | $2,591 | ||
Dividends declared for common stockholders | 298 | 611 | ||
Dividends declared for preferred stockholders | 40 | 40 | ||
Net income | 504 | 555 |
Instructions
Calculate the payout ratio and return on common stockholders’ equity for 2025 and 2024. Comment on your findings.
Calculate ratios to evaluate dividend and earnings performance.
E11.19 (LO 4), AP Suppose the following financial information is available for Walgreens.
(in millions) | 2025 | 2024 | ||
---|---|---|---|---|
Average common stockholders’ equity | $13,622.5 | $11,986.5 | ||
Dividends declared for common stockholders | 471 | 394 | ||
Dividends declared for preferred stockholders | 0 | 0 | ||
Net income | 2,006 | 2,157 |
Instructions
Calculate the payout ratio and return on common stockholders’ equity for 2025 and 2024. Comment on your findings.
Calculate ratios to evaluate profitability and solvency.
E11.20 (LO 4), AN Kojak Corporation decided to issue common stock and used the $300,000 proceeds to redeem all of its outstanding bonds on January 1, 2025. The following information is available for the company for 2025 and 2024.
2025 | 2024 | |||
---|---|---|---|---|
Net income | $ 182,000 | $ 150,000 | ||
Dividends declared for preferred stockholders | 8,000 | 8,000 | ||
Average common stockholders’ equity | 1,000,000 | 700,000 | ||
Total assets | 1,200,000 | 1,200,000 | ||
Current liabilities | 100,000 | 100,000 | ||
Total liabilities | 200,000 | 500,000 |
Instructions
Compare issuance of stock financing to issuance of bond financing.
E11.21 (LO 4), AN Baja Airlines is considering these two alternatives for financing the purchase of a fleet of airplanes:
Issue 50,000 shares of common stock at $40 per share. (Cash dividends have not been paid nor is the payment of any contemplated.)
Issue 12%, 10-year bonds at face value for $2,000,000.
It is estimated that the company will earn $800,000 before interest and taxes as a result of this purchase. The company has an estimated tax rate of 30% and has 90,000 shares of common stock outstanding prior to the new financing.
Instructions
Determine the effect on net income and earnings per share for (a) issuing stock and (b) issuing bonds. Assume the new shares or new bonds will be outstanding for the entire year.
Compute ratios and interpret.
E11.22 (LO 4), AN Top management of Cabo company is considering two alternative capital structures for 2025. The first (the “no debt” structure) would be to have $1,000,000 in assets and $1,000,000 in stockholders’ equity, with 40,000 shares outstanding the entire year. This is the structure the company had on December 31, 2024. Alternatively, (the “with debt” structure) on January 1, 2025, the company could issue $400,000 in debt at 4% interest and immediately use the proceeds to repurchase 20,000 shares of stock for $400,000. The expected amount of net income (ignoring taxes), prior to any interest costs, is $100,000 for 2025.
Assume the company pays dividends on common stock equal to its net income each year. Also, assume the accrued interest on the debt was paid at December 31, 2025, and the company has no other debt outstanding at year-end. Also, assume the company has $1,000,000 in assets at both the beginning and the end of 2025.
Instructions
Compute the company’s net income and earnings per share under both structures. (Ignore income taxes in your computations.)
Compute the company’s return on common stockholders’ equity and return on assets under both structures.
Compute the company’s debt to assets ratio under both structures.
Discus the impact that the borrowing had on the company’s profitably and solvency. Was it a good idea to borrow the money to buy the treasury stock?
Journalize stock dividends.
*E11.23 (LO 5), AP On January 1, 2025, Lenne Corporation had $1,200,000 of common stock outstanding that was issued at par and retained earnings of $750,000. The company issued 30,000 shares of common stock at par on July 1 and earned net income of $400,000 for the year.
Instructions
Journalize the declaration of a 15% stock dividend on December 10, 2025, for the following two independent assumptions.
Par value is $10 and market price is $15.
Par value is $5 and market price is $8.
Journalize stock transactions, post, and prepare paid-in capital section.
P11.1 (LO 2, 4), AP Tidal Corporation was organized on January 1, 2025. It is authorized to issue 20,000 shares of 6%, $50 par value preferred stock and 500,000 shares of no-par common stock with a stated value of $1 per share. The following stock transactions were completed during the first year.
Jan.10 | Issued 70,000 shares of common stock for cash at $4 per share. | |
Mar.1 | Issued 12,000 shares of preferred stock for cash at $53 per share. | |
May1 | Issued 120,000 shares of common stock for cash at $6 per share. | |
Sept.1 | Issued 5,000 shares of common stock for cash at $5 per share. | |
Nov.1 | Issued 3,000 shares of preferred stock for cash at $56 per share. |
Instructions
c. Tot. paid-in capital | $1,829,000 |
Journalize transactions, post, and prepare a stockholders’ equity section; calculate ratios.
P11.2 (LO 2, 3, 4), AP The stockholders’ equity accounts of Cyrus Corporation on January 1, 2025, were as follows.
Preferred Stock (7%, $100 par noncumulative, 5,000 shares authorized) | $ 300,000 | |
Common Stock ($4 stated value, 300,000 shares authorized) | 1,000,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 15,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 480,000 | |
Retained Earnings | 688,000 | |
Treasury Stock (5,000 common shares) | 40,000 |
During 2025, the corporation had the following transactions and events pertaining to its stockholders’ equity.
Feb.1 | Issued 5,000 shares of common stock for $30,000. | |
Mar. 20 | Purchased 1,000 additional shares of common treasury stock at $7 per share. | |
Oct.1 | Declared a 7% cash dividend on preferred stock, payable November 1. | |
Nov.1 | Paid the dividend declared on October 1. | |
Dec.1 | Declared a $0.50 per share cash dividend to common stockholders of record on December 15, payable December 31, 2025. | |
31 | Determined that net income for the year was $280,000. Paid the dividend declared on December 1. |
Instructions
Journalize the transactions. (Include entries to close net income and dividends to Retained Earnings.)
Enter the beginning balances in the accounts and post the journal entries to the stockholders’ equity accounts. (Use T-accounts.)
Prepare the stockholders’ equity section of the balance sheet at December 31, 2025.
Calculate the payout ratio, earnings per share, and return on common stockholders’ equity. (Note: Use the common shares outstanding on January 1 and December 31 to determine the average shares outstanding.)
c. Tot. paid-in capital | $1,825,000 |
Prepare a stockholders’ equity section.
P11.3 (LO 2, 3, 4), AP On December 31, 2024, Jons Company had 1,300,000 shares of $5 par common stock issued and outstanding. At December 31, 2024, stockholders’ equity had the amounts listed here.
Common Stock | $6,500,000 | |
Additional Paid-in Capital | 1,800,000 | |
Retained Earnings | 1,200,000 |
Transactions during 2025 and other information related to stockholders’ equity accounts were as follows.
On January 10, issued at $107 per share 120,000 shares of $100 par value, 9% cumulative preferred stock.
On February 8, reacquired 15,000 shares of its common stock for $11 per share.
On May 9, declared the yearly cash dividend on preferred stock, payable June 10, to stockholders of record on May 31.
On June 8, declared a cash dividend of $1.20 per share on the common stock outstanding, payable on July 10 to stockholders of record on July 1.
Net income for 2025 was $3,600,000.
Instructions
b. Tot. stockholders’ equity | $23,153,000 |
Reproduce Retained Earnings account, and prepare a stockholders’ equity section.
P11.4 (LO 3, 4), AP The ledger of Waite Corporation at December 31, 2025, after the books have been closed, contains the following stockholders’ equity accounts.
Preferred Stock (10,000 shares issued) | $1,000,000 | |
Common Stock (300,000 shares issued) | 1,500,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 200,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 1,600,000 | |
Retained Earnings | 2,860,000 |
A review of the accounting records reveals this information:
Instructions
Reproduce the Retained Earnings account (T-account) for the year.
Prepare the stockholders’ equity section of the balance sheet at December 31.
b. Tot. paid-in capital | $4,300,000 |
Prepare entries for stock transactions, and prepare a stockholders’ equity section.
P11.5 (LO 2, 4), AP Layes Corporation has been authorized to issue 20,000 shares of $100 par value, 7%, noncumulative preferred stock and 1,000,000 shares of no-par common stock. The corporation assigned a $5 stated value to the common stock. At December 31, 2025, the ledger contained the following balances pertaining to stockholders’ equity.
Preferred Stock | $ 150,000 | |
Paid-in Capital in Excess of Par—Preferred Stock | 20,000 | |
Common Stock | 2,000,000 | |
Paid-in Capital in Excess of Stated Value—Common Stock | 1,520,000 | |
Treasury Stock (4,000 common shares) | 36,000 | |
Retained Earnings | 82,000 | |
Accumulated Other Comprehensive Income | 51,000 |
The preferred stock was issued for $170,000 cash. All common stock issued was for cash. In November 4,000 shares of common stock were purchased for the treasury at a per share cost of $9. No dividends were declared in 2025.
Instructions
Prepare the journal entries for the following.
Issuance of preferred stock for cash.
Issuance of common stock for cash.
Purchase of common treasury stock for cash.
Prepare the stockholders’ equity section of the balance sheet at December 31, 2025.
b. Tot. stockholders’ equity | $3,787,000 |
Prepare a stockholders’ equity section.
P11.6 (LO 2, 3, 4), AP On January 1, 2025, Kimbel Inc. had these stockholders’ equity balances.
Common Stock, $1 par (2,000,000 shares authorized, 600,000 shares issued and outstanding) | $ 600,000 | |
Paid-in Capital in Excess of Par | 1,500,000 | |
Retained Earnings | 700,000 | |
Accumulated Other Comprehensive Income | 60,000 |
During 2025, the following transactions and events occurred.
Instructions
Prepare the stockholders’ equity section of the balance sheet at December 31, 2025.
Tot. stockholders’ equity | $3,394,000 |
Evaluate a company’s profitability and solvency.
P11.7 (LO 4), AP Spahn Company manufactures backpacks. During 2025, Spahn issued bonds at 10% interest and used the cash proceeds to purchase treasury stock. The following financial information is available for Spahn Company for the years 2025 and 2024.
2025 | 2024 | |||
---|---|---|---|---|
Sales revenue | $ 9,000,000 | $ 9,000,000 | ||
Net income | 2,240,000 | 2,500,000 | ||
Interest expense | 500,000 | 140,000 | ||
Tax expense | 670,000 | 750,000 | ||
Dividends paid on common stock | 890,000 | 1,026,000 | ||
Dividends paid on preferred stock | 300,000 | 300,000 | ||
Total assets (year-end) | 14,500,000 | 16,875,000 | ||
Average total assets | 15,687,500 | 17,763,000 | ||
Total liabilities (year-end) | 6,000,000 | 3,000,000 | ||
Avg. total common stockholders’ equity | 9,400,000 | 14,100,000 |
Instructions
Use the information above to calculate the following ratios for both years: (1) return on assets, (2) return on common stockholders’ equity, (3) payout ratio, (4) debt to assets ratio, and (5) times interest earned.
Referring to your findings in part (a), discuss the changes in the company’s profitability from 2024 to 2025.
Referring to your findings in part (a), discuss the changes in the company’s solvency from 2024 to 2025.
Based on your findings in (b), was the decision to issue debt to purchase common stock a wise one?
Prepare dividend entries, prepare a stockholders’ equity section, and calculate ratios.
*P11.8 (LO 3, 4, 5), AP On January 1, 2025, Tacoma Corporation had these stockholders’ equity accounts.
Common Stock ($10 par value, 70,000 shares issued and outstanding) | $700,000 | |
Paid-in Capital in Excess of Par | 500,000 | |
Retained Earnings | 620,000 |
During the year, the following transactions occurred.
Jan. 15 | Declared a $0.50 cash dividend per share to stockholders of record on January 31, payable February 15. | |
Feb. 15 | Paid the dividend declared in January. | |
Apr. 15 | Declared a 10% stock dividend to stockholders of record on April 30, distributable May 15. On April 15, the market price of the stock was $14 per share. | |
May 15 | Issued the shares for the stock dividend. | |
Dec.1 | Declared a $0.60 per share cash dividend to stockholders of record on December 15, payable January 10, 2026. | |
31 | Determined that net income for the year was $400,000. |
Instructions
Journalize the transactions. (Include entries to close net income and dividends to Retained Earnings.)
Enter the beginning balances and post the entries to the stockholders’ equity T-accounts. (Note: Open additional stockholders’ equity accounts as needed.)
Prepare the stockholders’ equity section of the balance sheet at December 31.
Calculate the payout ratio and return on common stockholders’ equity.
c. Tot. stockholders’ equity | $2,138,800 |
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 10.)
CCC11
Part 1 Because Natalie has been so successful with Cookie Creations and Curtis has been just as successful with his coffee shop, they both conclude that they could benefit from each other’s business expertise. Curtis and Natalie next evaluate the different types of business organization, and because of the advantage of limited personal liability, decide to form a new corporation.
Curtis has operated his coffee shop for 2 years. He buys coffee, muffins, and cookies from a local supplier. Natalie’s business consists of giving cookie-making classes and selling fine European mixers. The plan is for Natalie to use the premises Curtis currently rents as a location for her cookie-making classes and demonstrations of the mixers that she sells. Natalie will also hire, train, and supervise staff hired to bake cookies and muffins sold in the coffee shop. By offering her classes on the premises, Natalie will save on travel, and the coffee shop will provide one central location for selling the mixers. Combining forces will also allow Natalie and Curtis to pool their resources and buy a few more assets to run their new business venture.
The current market values of the assets of both businesses are as follows.
Description | Curtis’ Coffee | Cookie Creations |
Cash | $ 7,500 | $12,000 |
Accounts receivable | 100 | 500 |
Merchandise inventory | 450 | 1,130 |
Equipment | 2,500 | 1,000 |
$10,550 | $14,630 |
Curtis and Natalie meet with a lawyer and form their corporation, called Cookie & Coffee Creations Inc., on November 1, 2024. The new corporation is authorized to issue 50,000 shares of $1 par common stock and 10,000 shares of no par, $6 cumulative preferred stock.
The assets held by each business will be transferred into the corporation at current market value of $1 per share. Curtis will receive 10,550 common shares, and Natalie will receive 14,630 common shares in the corporation.
Natalie and Curtis are very excited about this new business venture. They come to you with the following questions.
Instructions
Part 2 After establishing their company’s fiscal year-end to be October 31, Natalie and Curtis began operating Cookie & Coffee Creations Inc. on November 1, 2024. The company had the following selected transactions during its first fiscal year of operations.
Jan. 1 | Issued an additional 800 preferred shares to Natalie’s brother for $4,000 cash. |
June. 30 | Repurchased 750 shares issued to the lawyer, for $500 cash. The lawyer had decided to retire and wanted to liquidate all of her assets. |
Oct. 15 | The company had a very successful first year of operations and as a result declared dividends of $28,000, payable November 15, 2025. (Indicate the amounts payable to the preferred stockholders and to the common stockholders.) |
Oct. 31 | The company earned revenues of $472,500 and incurred expenses of $416,500 (including the $750 legal expense from November 1 but excluding income tax). Record income tax expense, assuming the company has a 20% income tax rate. |
Instructions
Journalize transactions and prepare financial statements.
ACR11.1 (LO 2, 3, 4), AP Hawkeye Corporation’s balance sheet at December 31, 2024, is presented as follow.
Hawkeye Corporation Balance Sheet December 31, 2024 |
||||||||
Cash | $ 24,600 | Accounts payable | $ 25,600 | |||||
Accounts receivable | 45,500 | Common stock ($10 par) | 80,000 | |||||
Allowance for doubtful accounts | (1,500) | Retained earnings | 127,400 | |||||
Supplies | 4,400 | $233,000 | ||||||
Land | 40,000 | |||||||
Buildings | 142,000 | |||||||
Accumulated depreciation—buildings | (22,000) | |||||||
$233,000 |
During 2025, the following transactions occurred.
Adjustment data:
Instructions
(You may want to set up T-accounts to determine ending balances.)
Prepare journal entries for the transactions listed above and adjusting entries.
Prepare an adjusted trial balance at December 31, 2025.
Prepare an income statement and a retained earnings statement for the year ending December 31, 2025, and a classified balance sheet as of December 31, 2025.
b. Totals | $740,690 |
c. Net income | $81,970 |
Tot. assets | $421,000 |
Journalize transactions and prepare financial statements.
ACR11.2 (LO 2, 3, 4), AP Karen Noonan opened Clean Sweep Inc. on February 1, 2025. During February, the following transactions were completed.
Feb. 1 | Issued 5,000 shares of Clean Sweep common stock for $13,000. Each share has a $1.50 par. | |
1 | Borrowed $8,000 on a 2-year, 6% note payable. | |
1 | Paid $9,020 to purchase used floor and window cleaning equipment from a company going out of business ($4,820 was for the floor equipment and $4,200 for the window equipment). | |
1 | Paid $220 for February Internet and phone services. | |
3 | Purchased cleaning supplies for $980 on account. | |
4 | Hired 4 employees. Each will be paid $480 per 5-day work week (Monday–Friday). Employees will begin working Monday, February 9. | |
5 | Obtained insurance coverage for $9,840 per year. Coverage runs from February 1, 2025, through January 31, 2026. Karen paid $2,460 cash for the first quarter of coverage. | |
5 | Discussions with the insurance agent indicated that providing outside window cleaning services would cost too much to insure. Karen sold the window cleaning equipment for $3,950 cash. | |
16 | Billed customers $3,900 for cleaning services performed through February 13, 2025. | |
17 | Received $540 from a customer for 4 weeks of cleaning services to begin February 21, 2025. (By paying in advance, this customer received 10% off the normal weekly fee of $150.) | |
18 | Paid $300 on amount owed on cleaning supplies. | |
20 | Paid $3 per share to buy 300 shares of Clean Sweep common stock from a shareholder who disagreed with management goals. The shares will be held as treasury shares. | |
23 | Billed customers $4,300 for cleaning services performed through February 20. | |
24 | Paid cash for employees’ wages for 2 weeks (February 9–13 and 16–20). | |
25 | Collected $2,500 cash from customers billed on February 16. | |
27 | Paid $220 for Internet and phone services for March. | |
28 | Declared and paid a cash dividend of $0.20 per share. |
Instructions
Journalize the February transactions. (You do not need to include an explanation for each journal entry.)
Post to the ledger accounts (Use T-accounts.)
Prepare a trial balance at February 28, 2025.
Journalize the following adjustments. (Round all amounts to whole dollars.)
Services performed for customers through February 27, 2025, but unbilled and uncollected were $3,800.
Post adjusting entries to the T-accounts.
Prepare an adjusted trial balance.
Prepare a multiple-step income statement, a retained earnings statement, and a properly classified balance sheet as of February 28, 2025.
Journalize closing entries.
c. Trial bal. totals |
$30,420 |
g. Net income | $3,117 |
Tot. assets | $26,101 |
DA11.1 Data visualization can be used to examine dividends and stock prices.
Example: Recall the Investor Insight box “What About Dividends?” presented in the chapter. The dividend yield ratio is the annual dividend per share divided by the market price per share. Two factors can contribute to a high dividend yield: (1) the payment of a large dividend, which causes the numerator to be large, or (2) having a low share market price, which causes the denominator to be small.
Ford Motor Company is considered to have a high dividend yield. But how does Ford’s dividend yield compare to its competitors? Consider the following chart, which presents the dividends per share and dividend yields for Ford, General Motors, Toyota, and Tesla.
Sources: https://www.marketbeat.com/stocks/NYSE/F/dividend/ https://www.marketbeat.com/stocks/NYSE/GM/dividend/ https://www.nasdaq.com/market-activity/stocks/tm/dividend-history https://www.nasdaq.com/market-activity/stocks/tsla/dividend-history
If you examine the pattern of dividend yields, observe that both General Motors and Toyota have higher dividends than Ford, while Tesla currently pays no dividends. The dividend yields are much higher for Ford than those of General Motors and Toyota, while Tesla has a zero yield due to not paying dividends.
DA11.1 Companies’ dividend yields change as the market price of the stock changes. You will use data containing the annual dividend paid per share and the dividend yield for Ford, General Motors, Toyota, and Tesla that are presented here to determine how the effect of stock market prices can help explain the dividend yield.
Ticker | Name | Annual Dividend | Dividend Yield |
F | Ford | $ 0.60 | 8.53% |
GM | General Motors | 1.52 | 5.70% |
TM | Toyota | 3.965 | 3.17% |
TSLA | Tesla | - | 0% |
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA11.2 Warren Buffet, the CEO of Berkshire Hathaway (BRK-A), does not believe in stock splits, as noted in the Investor Insight box “A No-Split Philosophy” presented in the chapter. On the other hand, The Walt Disney Company stock has been split a few times. The daily closing stock prices from March 1980 to July 2020 for Berkshire Hathaway Class A shares and Walt Disney Co. shares are presented in the Excel template. Because there are over 10,000 individual stock prices, only a small excerpt is presented here. The Walt Disney Company stock prices have been adjusted for the stock price due to stock splits.
Date | Berkshire Hathaway |
Walt Disney Co. |
3/17/1980 | $290 | $0.89 |
3/18/1980 | 290 | 0.90 |
3/19/1980 | 290 | 0.90 |
3/20/1980 | 290 | 0.88 |
3/21/1980 | 290 | 0.89 |
3/24/1980 | 270 | 0.86 |
3/25/1980 | 270 | 0.88 |
3/26/1980 | 270 | 0.88 |
3/27/1980 | 270 | 0.88 |
3/28/1980 | 270 | 0.91 |
3/31/1980 | 260 | 0.93 |
4/1/1980 | 260 | 0.94 |
4/2/1980 | 260 | 0.94 |
4/3/1980 | 260 | 0.91 |
4/7/1980 | 265 | 0.87 |
4/8/1980 | 265 | 0.89 |
4/9/1980 | 265 | 0.93 |
Source: https://www.marketbeat.com/stocks/NYSE/F/dividend/; https://www.marketbeat.com/stocks/NYSE/GM/dividend/; https://www.nasdaq.com/market-activity/stocks/tm/dividend-history ; and https://www.nasdaq.com/market-activity/stocks/tsla/dividend-history
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following (note if your cursor is in the data in Excel, you can use Shift-End Down Arrow to get to the bottom of the large column of data; use Ctrl-Home to return to the very top):
DA11.3 Data visualization can be used to understand the behavior of net income and shares of stock outstanding.
Example Annual net income and the number of shares outstanding during each year from 2005 through 2020 are presented in this chart for Nike, Inc. (NKE).
Data source: https://www.macrotrends.net/stocks/charts/NKE/nike/eps-earnings-per-share-diluted
Using data visualization, we can see trends in the data. What do you notice about the trend of Nike’s net income and shares outstanding over the 16-year period as presented in the column chart? With the exception of a decline in 2009, 2018, and 2020, in general, net income has been increasing over time. In contrast, the number of shares outstanding each year has been declining steadily.
What are the possible causes of trends in the number of outstanding shares of stock and in net income? The decline in outstanding shares of stock may be due to the company buying back its own stock to use for employee stock options, or to increase the market value of each share of stock. The decline of net income in 2009 was likely due to less demand due to the economic downturn, while the decline in 2020 was most likely due to the pandemic. The decline in 2018 is not explained by viewing the graph, however Nike disclosed it was due to the effects of the Tax Act.
DA11.3
Annual net income and the number of shares outstanding during each year from 2005 through 2020 are presented here for Nike, Inc. (NKE).
Year | Annual Net Income (Millions of US $) |
Annual Shares Outstanding (Millions of Shares) |
2005 | $1,212 | 2,162 |
2006 | $1,392 | 2,110 |
2007 | $1,492 | 2,040 |
2008 | $1,883 | 2,016 |
2009 | $1,487 | 1,963 |
2010 | $1,907 | 1,976 |
2011 | $2,133 | 1,943 |
2012 | $2,211 | 1,879 |
2013 | $2,472 | 1,833 |
2014 | $2,693 | 1,812 |
2015 | $3,273 | 1,769 |
2016 | $3,760 | 1,743 |
2017 | $4,240 | 1,692 |
2018 | $1,933 | 1,659 |
2019 | $4,029 | 1,618 |
2020 | $2,539 | 1,592 |
Data source: https://www.macrotrends.net/stocks/charts/NKE/nike/eps-earnings-per-share-diluted
Using this data, we are able to calculate earnings per share and use it to obtain additional insights about Nike.
Instructions
There are four parts to this problem. Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA11.4 Data visualization can be used to understand stock prices and volume.
Investors buy and sell stocks every day. Volume of trade is the total quantity of shares or contracts traded for a specified security. While the market price changes constantly during the day, the most common reporting of the price is the last trade of the day called the closing price. For the past 5 years, examine the closing stock price and volume data that appears below the instructions for this problem for Nike, Inc. (NKE).
Date | Stock Price | Volume |
2/29/2016 | $ 61.59 | 7,720,600 |
3/1/2016 | 62.92 | 7,438,300 |
3/2/2016 | 62.22 | 8,465,800 |
***See Excel Template for complete data*** | ||
2/24/2021 | 135.65 | 6,356,800 |
2/25/2021 | 135.54 | 5,669,500 |
2/26/2021 | 134.78 | 6,649,100 |
Source: https://ca.finance.yahoo.com/quote/NKE/history/
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA11.5 Data visualization can be used to understand environmental, social, and corporate governance (ESG) information.
Stakeholders increasingly care about environmental, social, and corporate governance performance, often called ESG. Companies often share their goals and benchmarks along with ESG reports to their shareholders. Here is an excerpt from Nike, Inc.’s ESG report.
Fiscal Year | |||||||
MATERIALS | 2015 Baseline |
2016 | 2017 | 2018 | 2019 | 2019 Change vs. Baseline |
Target |
Sustainable Materials: Apparel | 19% | 21% | 33% | 34% | 41% | + 22 p.p. | UP |
Sustainable Materials: Footwear | 31% | 31% | 32% | 32% | 30% | - 1 p.p. | UP |
Cotton Sourced More Sustainably | 24% | 35% | 53% | 60% | 86% | +62 p.p. | 100% |
Footnotes
Note 7. We define more sustainable materials as those that reduce the environmental impact of a product through better chemistry, lower resource intensity, less waste, and/or recyclability.
Note 9. Certified organic, Better Cotton (cotton grown according to the Better Cotton Standard System) or recycled.
Source: https://purpose-app.nikedev.planetargon.us/fy20-nike-impact-report
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
CT11.1 The stockholders’ equity section of Apple Inc.’s balance sheet is shown in the Consolidated Statement of Financial Position in Appendix A. The complete annual report, including the notes to its financial statements, is available at the company’s website.
Instructions
Answer the following questions.
What is the par or stated value per share of Apple’s common stock?
What percentage of Apple’s authorized common stock was issued at September 26, 2020? (Round to the nearest full percent.)
How many shares of common stock were outstanding at September 28, 2019, and at September 26, 2020?
Calculate the payout ratio, earnings per share, and return on common stockholders’ equity for 2020.
CT11.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
Based on the information in these financial statements, compute the 2020 return on common stockholders’ equity, debt to assets ratio, and return on assets for each company.
What conclusions concerning the companies’ profitability can be drawn from these ratios? Which company relies more on debt to boost its return to common shareholders?
Compute the payout ratio for each company. Which pays out a higher percentage of its earnings?
CT11.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
Based on the information in these financial statements, compute the return on common stockholders’ equity, debt to assets ratio, and return on assets for each company for the most recent year provided.
What conclusions concerning the companies’ profitability can be drawn from these ratios? Which company relies more on debt to boost its return to common shareholders?
Compute the payout ratio for each company. Which pays out a higher percentage of its earnings?
CT11.4 Marriott Corporation split into two companies: Host Marriott Corporation and Marriott International. Host Marriott retained ownership of the corporation’s vast hotel and other properties, while Marriott International, rather than owning hotels, managed them. The purpose of this split was to free Marriott International from the “baggage” associated with Host Marriott, thus allowing it to be more aggressive in its pursuit of growth. Assume the following information (in millions) is provided for each corporation for their first full year operating as independent companies.
Host Marriott | Marriott International | |||
---|---|---|---|---|
Sales revenue | $1,501 | $8,415 | ||
Net income | (25) | 200 | ||
Average total assets | 3,822 | 3,207 | ||
Total liabilities | 3,112 | 2,440 | ||
Average common stockholders’ equity | 710 | 767 |
Instructions
The two companies were split by the issuance of shares of Marriott International to all shareholders of the previous combined company. Discuss the nature of this transaction.
Calculate the debt to assets ratio for each company.
Calculate the return on assets and return on common stockholders’ equity for each company.
The company’s debtholders were fiercely opposed to the original plan to split the two companies because the original plan had Host Marriott absorbing the majority of the company’s debt. They relented only when Marriott International agreed to absorb a larger share of the debt. Discuss the possible reasons the debtholders were opposed to the plan to split the company.
CT11.5 You should become familiar with reviewing the stockholders’ equity section of an annual report to identify its major components.
Instructions
Select a well-known company, search the Internet for its most recent annual report, and then answer the following questions.
What is the company’s name?
What classes of capital stock has the company issued?
For each class of stock:
How many shares are authorized, issued, and/or outstanding?
What is the par value?
What are the company’s retained earnings?
Has the company acquired treasury stock? How many shares?
CT11.6 During a recent period, the fast-food chain Wendy’s International purchased many treasury shares. This caused the number of shares outstanding to fall from 124 million to 105 million. The following information was drawn from the company’s financial statements (in millions).
Information for the Year after Purchase of Treasury Stock |
Information for the Year before Purchase of Treasury Stock |
|||
---|---|---|---|---|
Net income | $ 193.6 | $ 123.4 | ||
Total assets | 2,076.0 | 1,837.9 | ||
Average total assets | 2,016.9 | 1,889.8 | ||
Total common stockholders’ equity | 1,029.8 | 1,068.1 | ||
Average common stockholders’ equity | 1,078.0 | 1,126.2 | ||
Total liabilities | 1,046.3 | 769.9 | ||
Average total liabilities | 939.0 | 763.7 | ||
Interest expense | 30.2 | 19.8 | ||
Income taxes | 113.7 | 84.3 | ||
Cash provided by operations | 305.2 | 233.8 | ||
Cash dividends paid on common stock | 26.8 | 31.0 | ||
Preferred stock dividends | 0 | 0 | ||
Average number of common shares outstanding | 109.7 | 119.9 |
Instructions
Use the information provided to answer the following questions.
Compute earnings per share, return on common stockholders’ equity, and return on assets for both years. Discuss the change in the company’s profitability over this period.
Compute the dividend payout ratio. Also compute the average cash dividend paid per share of common stock (dividends paid divided by the average number of common shares outstanding). Discuss any change in these ratios during this period and the implications for the company’s dividend policy.
Compute the debt to assets ratio and times interest earned. Discuss the change in the company’s solvency.
Based on your findings in (a) and (c), discuss to what extent any change in the return on common stockholders’ equity was the result of increased reliance on debt.
Does it appear that the purchase of treasury stock and the shift toward more reliance on debt were wise strategic moves?
CT11.7 Earl Kent, your uncle, is an inventor who has decided to incorporate. Uncle Earl knows that you are an accounting major at U.N.O. In a recent letter to you, he ends with the question, “I’m filling out a state incorporation application. Can you tell me the difference among the following terms: (1) authorized stock, (2) issued stock, (3) outstanding stock, and (4) preferred stock?”
Instructions
In a brief note, differentiate for Uncle Earl the four different stock terms. Write the letter to be friendly, yet professional.
CT11.8 The R&D division of Pele Corp. has just developed a chemical for sterilizing the vicious Brazilian “killer bees” which are invading Mexico and the southern United States. The president of Pele is anxious to get the chemical on the market because Pele profits need a boost—and his job is in jeopardy because of decreasing sales and profits. Pele has an opportunity to sell this chemical in Central American countries, where the laws are much more relaxed than in the United States.
The director of Pele’s R&D division strongly recommends further research in the laboratory to test the side effects of this chemical on other insects, birds, animals, plants, and even humans. He cautions the president, “We could be sued from all sides if the chemical has tragic side effects that we didn’t even test for in the lab.” The president answers, “We can’t wait an additional year for your lab tests. We can avoid losses from such lawsuits by establishing a separate wholly owned corporation to shield Pele Corp. from such lawsuits. We can’t lose any more than our investment in the new corporation, and we’ll invest just the patent covering this chemical. We’ll reap the benefits if the chemical works and is safe, and avoid the losses from lawsuits if it’s a disaster.” The following week, Pele creates a new wholly owned corporation called Cabo Inc., sells the chemical patent to it for $10, and watches the spraying begin.
Instructions
Who are the stakeholders in this situation?
Are the president’s motives and actions ethical?
Can Pele shield itself against losses of Cabo Inc.?
CT11.9 Cooper Corporation has paid 60 consecutive quarterly cash dividends (15 years). The last 6 months have been a real cash drain on the company, however, as profit margins have been greatly narrowed by increasing competition. With a cash balance sufficient to meet only day-to-day operating needs, the president, Sonny Boyd, has decided that a stock dividend instead of a cash dividend should be declared. He tells Cooper’s financial vice president, Dana Marks, to issue a press release stating that the company is extending its consecutive dividend record with the issuance of a 5% stock dividend. “Write the press release convincing the stockholders that the stock dividend is just as good as a cash dividend,” he orders. “Just watch our stock rise when we announce the stock dividend; it must be a good thing if that happens.”
Instructions
Who are the stakeholders in this situation?
Is there anything unethical about president Boyd’s intentions or actions?
What is the effect of a stock dividend on a corporation’s stockholders’ equity accounts? Which would you rather receive as a stockholder—a cash dividend or a stock dividend? Why?
CT11.10 In response to the Sarbanes-Oxley Act, many companies have implemented formal ethics codes. Many other organizations also have ethics codes.
Instructions
Obtain the ethics code from an organization that you belong to (e.g., student organization, business school, employer, or a volunteer organization). Evaluate the ethics code based on how clearly it identifies proper and improper behavior. Discuss its strengths, and how it might be improved.
CT11.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following.
What is the stock dividend?
What is a stock split?
At what percentage point does the issuance of additional shares qualify as a stock dividend, as opposed to a stock split?
CT11.12 VentureBeat.com has an article entitled “Startups: Should You Incorporate as a Public Benefit Corporation?”
Instructions
Do an online search on VentureBeat and the title of the article. Read the article and then answer the following questions.
How does the article describe public benefit corporations? What is the difference between a public benefit corporation and a “B Corp.” What companies does the article say have both certifications?
Are public benefit corporations and non-profit corporations the same thing?
How are the public benefit goals of a public benefit corporation enforced?
In what way can public benefit corporation status protect a company from lawsuits? What example does the article give?
The accounting for transactions related to stockholders' equity, such as issuance of shares and purchase of treasury stock, are similar under both IFRS and GAAP. Major differences relate to terminology used, introduction of items such as revaluation surplus, and presentation of stockholders' equity information. The following are the key similarities and differences between GAAP and IFRS as related to stockholders' equity, dividends, retained earnings, and income reporting.
Similarities
Differences
There are often terminology differences for equity accounts. The following summarizes some of the common differences in terminology.
GAAP | IFRS | |
Common stock | Share capital—ordinary | |
Stockholders | Shareholders | |
Par value | Nominal or face value | |
Authorized stock | Authorized share capital | |
Preferred stock | Share capital—preference | |
Paid-in capital | Issued/allocated share capital | |
Paid-in capital in excess of par—common stock | Share premium—ordinary | |
Paid-in capital in excess of par—preferred stock | Share premium—preference | |
Retained earnings | Retained earnings or Retained profits | |
Retained earnings deficit | Accumulated losses | |
Accumulated other comprehensive income | General reserve and other reserve accounts |
As an example of how similar transactions use different terminology under IFRS, consider the accounting for the issuance of 1,000 shares of $1 par value common stock for $5 per share. Under IFRS, the entry is as follows.
Cash | 5,000 | |
Share Capital—Ordinary | 1,000 | |
Share Premium—Ordinary | 4,000 |
1. Which of the following is true?
2. Under IFRS, the amount of capital received in excess of par value would be credited to:
3. Which of the following is false?
4. Which of the following does not represent a pair of GAAP/IFRS-comparable terms?
5. The basic accounting for cash dividends and stock dividends:
6. Which item in not considered part of reserves?
7. Which set of terms can be used to describe total stockholders' equity under IFRS?
8. Earnings per share computations related to IFRS and GAAP:
IFRS11.1 On May 10, Jaurez Corporation issues 1,000 shares of $10 par value ordinary shares for cash at $18 per share. Journalize the issuance of the shares.
IFRS11.2 Meenen Corporation has the following accounts at December 31, 2025 (in euros): Share Capital—Ordinary, €10 par, 5,000 shares issued, €50,000; Share Premium—Ordinary €10,000; Retained Earnings €45,000; and Treasury Shares—Ordinary, 500 shares, €11,000. Prepare the equity section of the statement of financial position (balance sheet).
IFRS11.3 Overton Co. had the following transactions during the current period.
Mar.2 | Issued 5,000 shares of $1 par value ordinary shares to attorneys in payment of a bill for $30,000 for services performed in helping the company to incorporate. |
June12 | Issued 60,000 shares of $1 par value ordinary shares for cash of $375,000. |
July11 | Issued 1,000 shares of $100 par value preference shares for cash at $110 per share. |
Nov.28 | Purchased 2,000 treasury shares for $80,000. |
Journalize the above transactions.
IFRS11.4 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company’s annual report to answer the following questions.
a. Determine the following amounts at December 31, 2020: (1) total equity, (2) total revaluation reserve, and (3) number of treasury shares.
b. Examine the equity section of the company’s balance sheet. For each of the following, provide the comparable label that would be used under GAAP: (1) share capital, (2) share premium, and (3) net profit, group share.
c. Did the company declare and pay any dividends for the year ended December 31, 2020?
d. Compute the company’s return on ordinary shareholders' equity for the year ended December 31, 2020.
e. What was Louis Vuitton’s earnings per share for the year ended December 31, 2020?
Answers to IFRS Self-Test Questions
1. c2. c3. d4. b5. b6. d7. b8. d
The balance sheet, income statement, and retained earnings statement do not always show the whole picture of the financial condition of a company or institution. In fact, looking at the financial statements of some well-known companies, a thoughtful investor might ask questions like these: How did Eastman Kodak finance cash dividends of $649 million in a year in which it earned only $17 million? How could United Air Lines purchase new planes that cost $1.9 billion in a year in which it reported a net loss of over $2 billion? How did the companies that spent a combined fantastic $4.1 trillion on mergers and acquisitions in a recent year finance those deals? Answers to these and similar questions can be found in this chapter, which presents the statement of cash flows.
Companies must be ready to respond to changes quickly in order to survive and thrive. This requires careful management of cash. One company that managed cash successfully in its early years was Microsoft. During those years, the company paid much of its payroll with stock options (rights to purchase company stock in the future at a given price) instead of cash. This conserved cash and turned more than a thousand of its employees into millionaires.
Eventually, Microsoft had a different kind of cash problem. It reached a more “mature” stage in life, generating so much cash—roughly $1 billion per month—that it could not always figure out what to do with it. At one time, Microsoft had accumulated $60 billion.
The company said it was accumulating cash to invest in new opportunities, buy other companies, and pay off pending lawsuits. Microsoft’s stockholders complained that holding all this cash was putting a drag on the company’s profitability. Why? Because Microsoft had the cash invested in very low-yielding government securities. Stockholders felt that the company either should find new investment projects that would bring higher returns, or return some of the cash to stockholders.
Finally, Microsoft announced a plan to return cash to stockholders by paying a special one-time $32 billion dividend. This special dividend was so large that, according to the U.S. Commerce Department, it caused total personal income in the United States to rise by 3.7% in one month—the largest increase ever recorded by the agency. (It also made the holiday season brighter, especially for retailers in the Seattle area.) Microsoft also doubled its regular annual dividend to $3.50 per share. Further, it announced that it would spend another $30 billion buying treasury stock.
Apple also has encountered this cash “problem.” Recently, Apple had approximately $100 billion in liquid assets (cash, cash equivalents, and investment securities). The company was generating $69 billion of cash per year from its operating activities but spending only about $10 billion on plant assets. In response to shareholder pressure, Apple announced that it would begin to pay a quarterly dividend of $2.65 per share and buy back up to $10 billion of its stock. Analysts noted that the dividend consumes only $10 billion of cash per year. This leaves Apple wallowing in cash. The rest of us should have such problems.
Source: Based on “Business: An End to Growth? Microsoft’s Cash Bonanza,” The Economist (July 23, 2005), p. 61.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Discuss the usefulness and format of the statement of cash flows. |
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DO IT! 1 Classification of Cash Flows |
LO 2 Prepare a statement of cash flows using the indirect method. |
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DO IT! 2a Cash Flows from Operating Activities 2b Indirect Method |
LO 3 Analyze the statement of cash flows. |
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DO IT! 3 Free Cash Flow |
Go to the Review and Practice section at the end of the chapter for a review of key concepts and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
The balance sheet, income statement, and retained earnings statement provide only limited information about a company’s cash flows (cash receipts and cash payments).
None of these statements presents a detailed summary of where cash came from and how it was used (see Helpful Hint).
The statement of cash flows reports the cash receipts, cash payments, and net change in cash resulting from operating, investing, and financing activities during a period. The information in a statement of cash flows helps investors, creditors, and others assess the following.
The statement of cash flows classifies cash receipts and cash payments as operating, investing, and financing activities. Transactions and other events characteristic of each kind of activity are as follows.
The operating activities category is the most important. It shows the cash provided by company operations. This source of cash is generally considered to be the best measure of a company’s ability to generate sufficient cash to continue as a going concern.
Illustration 12.1 lists typical cash receipts and cash payments within each of the three classifications. Study the list carefully; it will prove very useful in solving homework exercises and problems.
ILLUSTRATION 12.1 Typical receipt and payment classifications
Types of Cash Inflows and Outflows |
Operating activities—Income statement items |
Cash inflows: |
From sale of goods or services. |
From interest received and dividends received. |
Cash outflows: |
To suppliers for inventory. |
To employees for wages. |
To government for taxes. |
To lenders for interest. |
To others for expenses. |
Investing activities—Changes in investments and long-term assets |
Cash inflows: |
From sale of property, plant, and equipment. |
From sale of investments in debt or equity securities of other entities. |
From collection of principal on loans to other entities. |
Cash outflows: |
To purchase property, plant, and equipment. |
To purchase investments in debt or equity securities of other entities. |
To make loans to other entities. |
Financing activities—Changes in long-term liabilities and stockholders’ equity |
Cash inflows: |
From sale of common and preferred stock. |
From issuance of debt (bonds and notes). |
Cash outflows: |
To stockholders as dividends. |
To redeem long-term debt or reacquire capital stock (treasury stock). |
Note the following general guidelines.
Companies classify as operating activities some cash flows related to investing or financing activities. For example, receipts of investment revenue (interest and dividends) are classified as operating activities. So are payments of interest to lenders. Why are these considered operating activities? Because companies report these items in the income statement, where results of operations are shown.
Not all of a company’s significant activities involve cash. Examples of significant noncash activities are as follows.
Companies do not report in the body of the statement of cash flows significant financing and investing activities that do not affect cash. Instead, they report these activities in either a separate schedule at the bottom of the statement of cash flows or in a separate note or supplementary schedule to the financial statements (see Helpful Hint). The reporting of these noncash activities in a separate schedule satisfies the full disclosure principle.
In solving homework assignments, you should present significant noncash investing and financing activities in a separate schedule at the bottom of the statement of cash flows (see the last item in Illustration 12.2 below).
The general format of the statement of cash flows presents the results of the three activities discussed previously—operating, investing, and financing—plus the significant noncash investing and financing activities. Illustration 12.2 shows a widely used form of the statement of cash flows.
ILLUSTRATION 12.2 Format of statement of cash flows
Company Name Statement of Cash Flows For the Period Covered |
||||
Cash flows from operating activities | ||||
(List of individual items) | XX | |||
Net cash provided (used) by operating activities | XXX | |||
Cash flows from investing activities | ||||
(List of individual inflows and outflows) | XX | |||
Net cash provided (used) by investing activities | XXX | |||
Cash flows from financing activities | ||||
(List of individual inflows and outflows) | XX | |||
Net cash provided (used) by financing activities | XXX | |||
Net increase (decrease) in cash | XXX | |||
Cash at beginning of period | XXX | |||
Cash at end of period | XXX | |||
Noncash investing and financing activities | ||||
(List of individual noncash transactions) | XXX |
The FASB now requires that restricted cash be included with cash and cash equivalents when reconciling the beginning and ending amounts on the statement of cash flows.
Companies prepare the statement of cash flows differently from the three other basic financial statements. First, it is not prepared from an adjusted trial balance. It requires detailed information concerning the changes in account balances that occurred between two points in time. An adjusted trial balance will not provide the necessary data. Second, the statement of cash flows deals with cash receipts and payments. As a result, the company adjusts the effects of the use of accrual accounting to determine cash flows.
The information to prepare this statement usually comes from three sources.
Preparing the statement of cash flows from these data sources involves three major steps, explained in Illustration 12.3.
ILLUSTRATION 12.3 Three major steps in preparing the statement of cash flows
In order to perform Step 1, a company must convert net income from an accrual basis to a cash basis. This conversion may be done by either of two methods: (1) the indirect method or (2) the direct method. Both methods arrive at the same amount for “Net cash provided by operating activities.” They differ in how they arrive at the amount.
The FASB has expressed a preference for the direct method but allows the use of either method.
The next section illustrates the more popular indirect method. Appendix 12A illustrates the direct method.
To explain how to prepare a statement of cash flows using the indirect method, we use financial information from Computer Services Company. Illustration 12.4 presents Computer Services’ current- and previous-year balance sheets, its current-year income statement, and related financial information for the current year.
ILLUSTRATION 12.4 Comparative balance sheets, income statement, and additional information for Computer Services Company
Computer Services Company |
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2025 | 2024 | Change in Account Balance Increase/ Decrease |
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Assets | ||||||
Current assets | ||||||
Cash | $ 55,000 | $ 33,000 | $ 22,000 Increase | |||
Accounts receivable | 20,000 | 30,000 | 10,000 Decrease | |||
Inventory | 15,000 | 10,000 | 5,000 Increase | |||
Prepaid expenses | 5,000 | 1,000 | 4,000 Increase | |||
Property, plant, and equipment | ||||||
Land | 130,000 | 20,000 | 110,000 Increase | |||
Buildings | 160,000 | 40,000 | 120,000 Increase | |||
Accumulated depreciation—buildings | (11,000) | (5,000) | 6,000 Increase | |||
Equipment | 27,000 | 10,000 | 17,000 Increase | |||
Accumulated depreciation—equipment | (3,000) | (1,000) | 2,000 Increase | |||
Total assets | $398,000 | $138,000 | ||||
Liabilities and Stockholders’ Equity | ||||||
Current liabilities | ||||||
Accounts payable | $ 28,000 | $ 12,000 | $ 16,000 Increase | |||
Income taxes payable | 6,000 | 8,000 | 2,000 Decrease | |||
Long-term liabilities | ||||||
Bonds payable | 130,000 | 20,000 | 110,000 Increase | |||
Stockholders’ equity | ||||||
Common stock | 70,000 | 50,000 | 20,000 Increase | |||
Retained earnings | 164,000 | 48,000 | 116,000 Increase | |||
Total liabilities and stockholders’ equity | $398,000 | $138,000 |
Computer Services Company Income Statement For the Year Ended December 31, 2025 |
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Sales revenue | $507,000 | |||
Cost of goods sold | $150,000 | |||
Operating expenses (excluding depreciation) | 111,000 | |||
Depreciation expense | 9,000 | |||
Loss on disposal of plant assets | 3,000 | |||
Interest expense | 42,000 | 315,000 | ||
Income before income tax | 192,000 | |||
Income tax expense | 47,000 | |||
Net income | $145,000 |
Additional information for 2025:
|
We now apply the three steps for preparing a statement of cash flows to the information provided for Computer Services Company.
To determine net cash provided by operating activities under the indirect method, companies adjust net income in numerous ways. A useful starting point is to understand why net income must be converted to net cash provided by operating activities.
Under generally accepted accounting principles (GAAP), most companies use the accrual basis of accounting.
Thus, under the accrual basis, net income is not the same as net cash provided by operating activities.
Therefore, under the indirect method, companies must adjust net income to convert certain items to the cash basis. The indirect method (or reconciliation method) starts with net income and converts it to net cash provided by operating activities. Illustration 12.5 lists the three types of adjustments.
ILLUSTRATION 12.5 Three types of adjustments to convert net income to net cash provided by operating activities
Net Income | +/− | Adjustments | = | Net Cash Provided/ Used by Operating Activities |
• Add back noncash expenses, such as depreciation expense and amortization expense. | ||||
• Deduct gains and add losses that resulted from investing and financing activities. | ||||
• Analyze changes to noncash current asset and current liability accounts. |
We explain the three types of adjustments in the next three sections.
Computer Services’ income statement reports depreciation expense of $9,000.
Computer Services reports depreciation expense in the statement of cash flows as shown in Illustration 12.6.
ILLUSTRATION 12.6 Adjustment for depreciation
Cash flows from operating activities | |
Net income | $145,000 |
Adjustments to reconcile net income to net cash provided by operating activities: | |
Depreciation expense | 9,000 |
Net cash provided by operating activities | $154,000 |
Companies frequently list depreciation and similar noncash charges, such as amortization of intangible assets and bad debt expense, as the first adjustment to net income in the statement of cash flows.
Illustration 12.1 shows that cash received from the sale (disposal) of plant assets is reported in the investing activities section. Because of this, companies eliminate from net income all gains and losses related to the disposal of plant assets, to arrive at net cash provided by operating activities.
In our example, Computer Services’ income statement reports a $3,000 loss on the disposal of plant assets (book value $7,000, less $4,000 cash received from disposal of plant assets). The journal entry to record this transaction would have been as follows.
Cash | 4,000 | |
Accumulated Depreciation—Equipment | 1,000 | |
Loss on Disposal of Plant Assets | 3,000 | |
Equipment | 8,000 |
Illustration 12.7 shows that the $3,000 loss is eliminated by adding $3,000 back to net income to arrive at net cash provided by operating activities. (The cash received of $4,000 will be reported in the investing activities section, as discussed later.)
ILLUSTRATION 12.7 Adjustment for loss on disposal of plant assets
Cash flows from operating activities | ||||
Net income | $145,000 | |||
Adjustments to reconcile net income to net cash provided by operating activities: | ||||
Depreciation expense | $9,000 | |||
Loss on disposal of plant assets | 3,000 | 12,000 | ||
Net cash provided by operating activities | $157,000 |
A final adjustment in reconciling net income to net cash provided by operating activities involves examining all changes in current asset and current liability accounts. The accrual-accounting process records revenues in the period in which the performance obligation is satisfied and expenses as incurred.
As a result, companies need to adjust net income for these accruals and prepayments to determine net cash provided by operating activities. Thus, they must analyze the change in each current asset and current liability account to determine its impact on net income and cash.
The adjustments required for changes in noncash current asset accounts are as follows. Deduct from net income increases in current asset accounts, and add to net income decreases in current asset accounts, to arrive at net cash provided by operating activities. We observe these relationships by analyzing the accounts of Computer Services.
Computer Services’ accounts receivable decreased by $10,000 (from $30,000 to $20,000) during the period. For Computer Services, this means that cash receipts were $10,000 higher than sales revenue. The Accounts Receivable account in Illustration 12.8 shows that Computer Services had $507,000 in sales revenue (as reported on the income statement), but it collected $517,000 in cash.
ILLUSTRATION 12.8 Analysis of accounts receivable
Accounts Receivable | ||||
1/1/25 | Balance | 30,000 | Receipts from customers | 517,000 |
Sales revenue | 507,000 | |||
12/31/25 | Balance | 20,000 |
As shown in Illustration 12.9, to adjust net income to net cash provided by operating activities, the company adds to net income the decrease of $10,000 in accounts receivable.
Computer Services’ inventory increased $5,000 (from $10,000 to $15,000) during the period. The change in the Inventory account reflects the difference between the amount of inventory purchased and the cost of inventory sold. For Computer Services, this means that the cost of merchandise purchased exceeded the cost of goods sold by $5,000.
Computer Services’ prepaid expenses increased during the period by $4,000. This means that cash paid for prepaid expenses is greater than the actual expenses reported on an accrual basis.
ILLUSTRATION 12.9 Adjustments for changes in current asset accounts
Cash flows from operating activities | |||
Net income | $145,000 | ||
Adjustments to reconcile net income to net cash provided by operating activities: | |||
Depreciation expense | $ 9,000 | ||
Loss on disposal of plant assets | 3,000 | ||
Decrease in accounts receivable | 10,000 | ||
Increase in inventory | (5,000) | ||
Increase in prepaid expenses | (4,000) | 13,000 | |
Net cash provided by operating activities | $158,000 |
If prepaid expenses decrease, reported expenses are greater than the expenses paid. Therefore, the company adds to net income the decrease in prepaid expenses, to arrive at net cash provided by operating activities.
The adjustments required for changes in current liability accounts are as follows. Add to net income increases in current liability accounts and deduct from net income decreases in current liability accounts, to arrive at net cash provided by operating activities.
For Computer Services, Accounts Payable increased by $16,000 (from $12,000 to $28,000) during the period.
When a company incurs income tax expense but has not yet paid its taxes, it records income taxes payable. A change in the Income Taxes Payable account reflects the difference between income tax expense incurred and income tax actually paid. Computer Services’ Income Taxes Payable account decreased by $2,000.
Illustration 12.10 shows that after starting with net income of $145,000, the sum of all of the adjustments to net income was $27,000. This resulted in net cash provided by operating activities of $172,000.
ILLUSTRATION 12.10 Adjustments for changes in current liability accounts
Cash flows from operating activities | |||
Net income | $145,000 | ||
Adjustments to reconcile net income to net cash provided by operating activities: | |||
Depreciation expense | $ 9,000 | ||
Loss on disposal of plant assets | 3,000 | ||
Decrease in accounts receivable | 10,000 | ||
Increase in inventory | (5,000) | ||
Increase in prepaid expenses | (4,000) | ||
Increase in accounts payable | 16,000 | ||
Decrease in income taxes payable | (2,000) | 27,000 | |
Net cash provided by operating activities | $172,000 |
As shown in the previous illustrations, the statement of cash flows prepared by the indirect method starts with net income. It then adds or deducts items to arrive at net cash provided by operating activities. The required adjustments are of three types:
Illustration 12.11 provides a summary of these changes and required adjustments.
ILLUSTRATION 12.11 Adjustments required to convert net income to net cash provided by operating activities
As indicated from the change in the Land account and the additional information, Computer Services purchased land with a value of $110,000. This activity is generally classified as an investing activity. However, by directly exchanging bonds for land, the issuance of bonds payable for land has no effect on cash. But, it is a significant noncash investing and financing activity that merits disclosure in a separate schedule (see Illustration 12.14).
As the additional data indicate, Computer Services acquired an office building for $120,000 cash. This is a cash outflow reported in the investing activities section (see Illustration 12.14).
The Equipment account increased $17,000. The additional information explains that this net increase resulted from two transactions: (1) a purchase of equipment for $25,000, and (2) the sale for $4,000 of equipment costing $8,000. These transactions are investing activities (see Helpful Hint). The company should report each transaction separately. Thus, it reports the purchase of equipment as an outflow of cash for $25,000. It reports the sale as an inflow of cash for $4,000. The T-account in Illustration 12.12 shows the reasons for the change in this account during the year.
ILLUSTRATION 12.12 Analysis of equipment
Equipment | ||||
1/1/25 | Balance | 10,000 | Cost of equipment sold | 8,000 |
Purchase of equipment | 25,000 | |||
12/31/25 | Balance | 27,000 |
The following entry shows the details of the equipment sale transaction.
Cash | 4,000 | |
Accumulated Depreciation—Equipment | 1,000 | |
Loss on Disposal of Plant Assets | 3,000 | |
Equipment | 8,000 |
The Bonds Payable account increased $110,000. As indicated in the additional information, the company acquired land from the issuance of these bonds. It reports this noncash transaction in a separate schedule at the bottom of the statement.
The balance sheet reports an increase in Common Stock of $20,000. The additional information section notes that this increase resulted from the issuance of new shares of stock for cash at par. This is a cash inflow reported in the financing activities section (see Helpful Hint).
Retained earnings increased $116,000 during the year. This increase can be explained by two factors: (1) net income of $145,000 increased retained earnings, and (2) dividends declared of $29,000 decreased retained earnings. The company adjusts net income to net cash provided by operating activities in the operating activities section. The T-account shown in Illustration 12.13 shows the reasons for the change in this account during the year.
ILLUSTRATION 12.13 Analysis of retained earnings
Retained Earnings | ||||
Dividends declared | 29,000 | 1/1/25 | Balance | 48,000 |
Net income | 145,000 | |||
12/31/25 | Balance | 164,000 |
Payment of the dividends (not the declaration) is a cash outflow that the company reports as a financing activity. Since the balance sheet does not report a Cash Dividends Payable account, the declared cash dividends of $29,000 must have been paid.
Using the previous information, we can now prepare a statement of cash flows for 2025 for Computer Services Company as shown in Illustration 12.14 (see Helpful Hint).
ILLUSTRATION 12.14 Statement of cash flows, 2025—indirect method
Computer Services Company Statement of Cash Flows—Indirect Method For the Year Ended December 31, 2025 |
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Cash flows from operating activities | ||||
Net income | $145,000 | |||
Adjustments to reconcile net income to net cash provided by operating activities: | ||||
Depreciation expense | $ 9,000 | |||
Loss on disposal of plant assets | 3,000 | |||
Decrease in accounts receivable | 10,000 | |||
Increase in inventory | (5,000) | |||
Increase in prepaid expenses | (4,000) | |||
Increase in accounts payable | 16,000 | |||
Decrease in income taxes payable | (2,000) | 27,000 | ||
Net cash provided by operating activities | 172,000 | |||
Cash flows from investing activities | ||||
Purchase of building | (120,000) | |||
Purchase of equipment | (25,000) | |||
Sale of equipment | 4,000 | |||
Net cash used by investing activities | (141,000) | |||
Cash flows from financing activities | ||||
Issuance of common stock | 20,000 | |||
Payment of cash dividends | (29,000) | |||
Net cash used by financing activities | (9,000) | |||
Net increase in cash | 22,000 | |||
Cash at beginning of period | 33,000 | |||
Cash at end of period | $ 55,000 | |||
Noncash investing and financing activities | ||||
Issuance of bonds payable to purchase land | $110,000 |
Illustration 12.14 indicates that the net change in cash during the period was an increase of $22,000. This agrees with the change in Cash account reported on the comparative balance sheets in Illustration 12.4.
Traditionally, investors and creditors used ratios based on accrual accounting. These days, cash-based ratios are gaining increased acceptance among analysts. In this section, we review the corporate life cycle and free cash flow.
All products go through a series of phases called the product life cycle. The phases (in order of their occurrence) are as follows.
In the same way that products have life cycles, companies have life cycles as well. Companies generally have more than one product, and not all of a company’s products are in the same phase of the product life cycle at the same time. This sometimes makes it difficult to classify a company’s phase. Still, we can characterize a company as being in one of the four corporate life cycle phases because the majority of its products are in a particular product life cycle phase.
Illustration 12.15 shows that the phase a company is in affects its cash flows. In the introductory phase, we expect that the company will not generate positive cash from operations.
ILLUSTRATION 12.15 Impact of corporate life cycle on cash flows
Thus, during the introductory phase, we expect negative cash from operations, negative cash from investing, and positive cash from financing.
During the growth phase, we expect to see the company start to generate small amounts of cash from operations. During this phase, net cash provided by operating activities on the statement of cash flows is less than net income.
Thus, in the growth phase, the company continues to show negative cash from investing activities and positive cash from financing activities.
During the maturity phase, net cash provided by operating activities and net income are approximately the same. Cash generated from operations exceeds investing needs. Thus, in the maturity phase, the company starts to pay dividends, retire debt, or buy back stock.
Finally, during the decline phase, net cash provided by operating activities decreases. Cash from investing activities might actually become positive as the company sells off excess assets. Cash from financing activities may be negative as the company buys back stock and redeems debt.
Consider Microsoft. During its early years, it had significant product development costs and little revenue. Microsoft was lucky in that its agreement with IBM to provide the operating system for IBM PCs gave it an early steady source of cash to support growth. As noted in the Feature Story, Microsoft conserved cash by paying employees with stock options rather than cash.
Today, Microsoft could be characterized as being in the maturity phase. It continues to spend considerable amounts on research and development and investment in new assets. In recent years, though, its net cash provided by operating activities has exceeded its net income. Also, cash from operations over this period exceeded cash used for investing, and common stock repurchased exceeded common stock issued. For Microsoft, as for any large company, the challenge is to maintain its growth. In the software industry, where products become obsolete very quickly, the challenge is particularly great.
In the statement of cash flows, net cash provided by operating activities is intended to indicate the cash-generating capability of the company. Analysts have noted, however, that cash provided by operating activities fails to take into account that a company must invest in new plant assets just to maintain its current level of operations. Companies also must at least maintain dividends at current levels to satisfy investors.
Consider the following example. Suppose that MPC produced and sold 10,000 personal computers this year. It reported $100,000 cash provided by operating activities. In order to maintain production at 10,000 computers, MPC invested $15,000 in equipment. It chose to pay $5,000 in dividends. Its free cash flow was $80,000 ($100,000 − $15,000 − $5,000). The company could use this $80,000 either to purchase new assets, pay off debt, or pay an $80,000 dividend. In practice, free cash flow is often calculated with the formula in Illustration 12.16. Alternative definitions also exist.
ILLUSTRATION 12.16 Free cash flow
Free Cash Flow |
= | Net Cash Provided by Operating Activities |
− | Capital Expenditures |
− | Cash Dividends |
Illustration 12.17 provides basic information excerpted from the 2019 statement of cash flows of Apple Inc.
ILLUSTRATION 12.17 Apple’s cash flow information ($ in millions)
Apple Inc. Statement of Cash Flows (partial) For the Year Ended September 28, 2019 |
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Net cash provided by operating activities | $69,391 | ||
Cash flows from investing activities | |||
Purchases of marketable securities | $(39,630) | ||
Proceeds from maturities of marketable securities | 40,102 | ||
Proceeds from sales of marketable securities | 56,988 | ||
Payments for acquisition of property, plant and equipment | (10,495) | ||
Payment made in connection with business acquisitions, net | (624) | ||
Purchases of non-marketable securities | (1,001) | ||
Proceeds from non-marketable securities | 1,634 | ||
Other | (1,078) | ||
Cash generated by/(used in) investing activities | $45,896 | ||
Cash paid for dividends | $(14,119) |
Apple’s free cash flow is calculated as shown in Illustration 12.18 (in millions). Apple generated approximately $45 billion of free cash flow. This is a significant amount of cash generated in a single year. It is available for the acquisition of new assets, the buyback and retirement of stock or debt, or the payment of dividends.
ILLUSTRATION 12.18 Calculation of Apple’s free cash flow ($ in millions)
Net cash provided by operating activities | $69,391 | ||
Less: Expenditures on property, plant, and equipment | 10,495 | ||
Dividends paid | 14,119 | ||
Free cash flow | $44,777 |
Apple’s cash from operations of $69.4 billion exceeds its 2019 net income of $55.3 billion by $14.1 billion. This lends additional credibility to Apple’s income number as an indicator of potential future performance. If anything, Apple’s net income might understate its actual performance.
To explain and illustrate the direct method for preparing a statement of cash flows, we use the transactions of Computer Services Company for 2025. Illustration 12A.1 presents information related to 2025 for the company.
To prepare a statement of cash flows under the direct method, we apply the three steps outlined in Illustration 12.3 for the indirect method.
ILLUSTRATION 12A.1 Comparative balance sheets, income statement, and additional information for Computer Services Company
Computer Services Company Comparative Balance Sheets December 31 |
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2025 | 2024 | Change in Account Balance Increase/Decrease |
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Assets | ||||||
Current assets | ||||||
Cash | $ 55,000 | $ 33,000 | $ 22,000 Increase | |||
Accounts receivable | 20,000 | 30,000 | 10,000 Decrease | |||
Inventory | 15,000 | 10,000 | 5,000 Increase | |||
Prepaid expenses | 5,000 | 1,000 | 4,000 Increase | |||
Property, plant, and equipment | ||||||
Land | 130,000 | 20,000 | 110,000 Increase | |||
Buildings | 160,000 | 40,000 | 120,000 Increase | |||
Accumulated depreciation—buildings | (11,000) | (5,000) | 6,000 Increase | |||
Equipment | 27,000 | 10,000 | 17,000 Increase | |||
Accumulated depreciation—equipment | (3,000) | (1,000) | 2,000 Increase | |||
Total assets | $398,000 | $138,000 | ||||
Liabilities and Stockholders’ Equity | ||||||
Current liabilities | ||||||
Accounts payable | $ 28,000 | $ 12,000 | $ 16,000 Increase | |||
Income taxes payable | 6,000 | 8,000 | 2,000 Decrease | |||
Long-term liabilities | ||||||
Bonds payable | 130,000 | 20,000 | 110,000 Increase | |||
Stockholders’ equity | ||||||
Common stock | 70,000 | 50,000 | 20,000 Increase | |||
Retained earnings | 164,000 | 48,000 | 116,000 Increase | |||
Total liabilities and stockholders’ equity | $398,000 | $138,000 |
Computer Services Company Income Statement For the Year Ended December 31, 2025 |
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Sales revenue | $507,000 | |||||
Cost of goods sold | $150,000 | |||||
Operating expenses (excluding depreciation) | 111,000 | |||||
Depreciation expense | 9,000 | |||||
Loss on disposal of plant assets | 3,000 | |||||
Interest expense | 42,000 | 315,000 | ||||
Income before income tax | 192,000 | |||||
Income tax expense | 47,000 | |||||
Net income | $145,000 |
Additional information for 2025:
|
Under the direct method, companies compute net cash provided by operating activities by adjusting each item in the income statement from the accrual basis to the cash basis.
These relationships are as shown in Illustration 12A.2.
ILLUSTRATION 12A.2 Major classes of cash receipts and payments
An efficient way to apply the direct method is to analyze the items reported in the income statement in the order in which they are listed. We then determine cash receipts and cash payments related to these revenues and expenses. The following presents the adjustments required to prepare a statement of cash flows for Computer Services Company using the direct method.
The income statement for Computer Services reported sales revenue from customers of $507,000. How much of that was cash receipts? To answer that, a company considers the change in accounts receivable during the year. When accounts receivable increases during the year, revenues on an accrual basis are higher than cash receipts from customers. Operations led to revenues, but not all of those revenues resulted in cash receipts.
For Computer Services, accounts receivable decreased $10,000. Thus, cash receipts from customers were $517,000, computed as shown in Illustration 12A.3.
ILLUSTRATION 12A.3 Computation of cash receipts from customers
Sales revenue | $507,000 | ||
Add: Decrease in accounts receivable | 10,000 | ||
Cash receipts from customers | $517,000 |
Computer Services can also determine cash receipts from customers from an analysis of the Accounts Receivable account, as shown in Illustration 12A.4.
ILLUSTRATION 12A.4 Analysis of accounts receivable
Accounts Receivable | ||||
1/1/25 | Balance | 30,000 | Receipts from customers | 517,000 |
Sales revenue | 507,000 | |||
12/31/25 | Balance | 20,000 |
Illustration 12A.5 shows the relationships among cash receipts from customers, sales revenue, and changes in accounts receivable (see Helpful Hint).
ILLUSTRATION 12A.5 Equation to compute cash receipts from customers—direct method
Cash Receipts from Customers |
= | Sales Revenue |
Computer Services reported cost of goods sold of $150,000 on its income statement. How much of that was cash payments to suppliers? To answer that, it is first necessary to find purchases for the year.
In 2025, Computer Services’ inventory increased $5,000. It computes purchases as shown in Illustration 12A.6.
ILLUSTRATION 12A.6 Computation of purchases
Cost of goods sold | $150,000 | ||
Add: Increase in inventory | 5,000 | ||
Purchases | $155,000 |
Computer Services can also determine purchases from an analysis of the Inventory account, as shown in Illustration 12A.7.
ILLUSTRATION 12A.7 Analysis of inventory
Inventory | ||||
1/1/25 | Balance | 10,000 | Cost of goods sold | 150,000 |
Purchases | 155,000 | |||
12/31/25 | Balance | 15,000 |
After computing purchases, a company can determine cash payments to suppliers. This is done by adjusting purchases for the change in accounts payable. When accounts payable increases during the year, purchases on an accrual basis are higher than they are on a cash basis.
For Computer Services, cash payments to suppliers were $139,000, computed as shown in Illustration 12A.8.
ILLUSTRATION 12A.8 Computation of cash payments to suppliers
Purchases | $155,000 | ||
Deduct: Increase in accounts payable | 16,000 | ||
Cash payments to suppliers | $139,000 |
Computer Services also can determine cash payments to suppliers from an analysis of the Accounts Payable account, as shown in Illustration 12A.9.
ILLUSTRATION 12A.9 Analysis of accounts payable
Accounts Payable | ||||
Payments to suppliers | 139,000 | 1/1/25 | Balance | 12,000 |
Purchases | 155,000 | |||
12/31/25 | Balance | 28,000 |
Illustration 12A.10 shows the relationships among cash payments to suppliers, cost of goods sold, changes in inventory, and changes in accounts payable (see Helpful Hint).
ILLUSTRATION 12A.10 Equation to compute cash payments to suppliers—direct method
Cash Payments to Suppliers |
= | Cost of Goods Sold |
Computer Services reported on its income statement operating expenses of $111,000. How much of that amount was cash paid for operating expenses? To answer that, we need to adjust this amount for any changes in prepaid expenses and accrued expenses payable.
If prepaid expenses increase during the year, cash paid for operating expenses is higher than operating expenses reported on the income statement.
When accrued expenses payable increase during the year, operating expenses on an accrual basis are higher than they are on a cash basis.
Computer Services’ cash payments for operating expenses were $115,000, computed as shown in Illustration 12A.11.
ILLUSTRATION 12A.11 Computation of cash payments for operating expenses
Operating expenses | $111,000 | ||
Add: Increase in prepaid expenses | 4,000 | ||
Cash payments for operating expenses | $115,000 |
Illustration 12A.12 shows the relationships among cash payments for operating expenses, changes in prepaid expenses, and changes in accrued expenses payable.
ILLUSTRATION 12A.12 Equation to compute cash payments for operating expenses—direct method
Cash Payments for Operating Expenses |
= | Operating Expenses |
Computer Services’ depreciation expense in 2025 was $9,000.
The loss on disposal of plant assets of $3,000 is also a noncash charge.
Other charges to expense that do not require the use of cash, such as the amortization of intangible assets and bad debt expense, are treated in the same manner as depreciation.
Computer Services reported on the income statement interest expense of $42,000. Since the balance sheet did not report interest payable for 2024 or 2025, the amount reported as interest expense is the same as the amount of interest paid.
Computer Services reported income tax expense of $47,000 on the income statement. Income taxes payable, however, decreased $2,000. This decrease means that income taxes paid were more than income tax expense reported in the income statement. Cash payments for income taxes were therefore $49,000 as shown in Illustration 12A.13.
ILLUSTRATION 12A.13 Computation of cash payments for income taxes
Income tax expense | $47,000 | ||
Add: Decrease in income taxes payable | 2,000 | ||
Cash payments for income taxes | $49,000 |
Computer Services can also determine cash payments for income taxes from an analysis of the Income Taxes Payable account, as shown in Illustration 12A.14.
ILLUSTRATION 12A.14 Analysis of income taxes payable
Income Taxes Payable | ||||
Cash payments for income taxes |
49,000 | 1/1/25 | Balance | 8,000 |
Income tax expense | 47,000 | |||
12/31/25 | Balance | 6,000 |
Illustration 12A.15 shows the relationships among cash payments for income taxes, income tax expense, and changes in income taxes payable.
ILLUSTRATION 12A.15 Equation to compute cash payments for income taxes—direct method
Cash Payments for Income Taxes |
= | Income Tax Expense |
The operating activities section of the statement of cash flows of Computer Services is shown in Illustration 12A.16.
ILLUSTRATION 12A.16 Operating activities section of the statement of cash flows
Cash flows from operating activities | ||
Cash receipts from customers | $517,000 | |
Less: Cash payments: | ||
To suppliers | $139,000 | |
For operating expenses | 115,000 | |
For interest expense | 42,000 | |
For income taxes | 49,000 | 345,000 |
Net cash provided by operating activities | $172,000 |
When a company uses the direct method, it must also provide in a separate schedule (not shown here) the net cash flows from operating activities as computed under the indirect method. Note that whether a company uses the indirect or direct method, the net cash provided by operating activities is the same.
As indicated from the change in the Land account and the additional information, Computer Services purchased land for $110,000 by directly exchanging bonds for the land. The exchange of bonds payable for land has no effect on cash. But, it is a significant noncash investing and financing activity that merits disclosure in a separate schedule (see Illustration 12A.18).
As the additional data indicate, Computer Services acquired an office building for $120,000 cash. This is a cash outflow reported in the investing activities section (see Illustration 12A.18).
The Equipment account increased $17,000. The additional information explains that this was a net increase that resulted from two transactions: (1) a purchase of equipment of $25,000, and (2) the sale for $4,000 of equipment costing $8,000. These transactions are investing activities (see Helpful Hint). The company should report each transaction separately. The statement in Illustration 12A.18 reports the purchase of equipment as an outflow of cash for $25,000. It reports the sale as an inflow of cash for $4,000. The T-account in Illustration 12A.17 shows the reasons for the change in this account during the year.
ILLUSTRATION 12A.17 Analysis of equipment
Equipment | ||||
1/1/25 | Balance | 10,000 | Cost of equipment sold | 8,000 |
Purchase of equipment | 25,000 | |||
12/31/25 | Balance | 27,000 |
The following entry shows the details of the equipment sale transaction.
Cash | 4,000 | |
Accumulated Depreciation—Equipment | 1,000 | |
Loss on Disposal of Plant Assets | 3,000 | |
Equipment | 8,000 |
The Bonds Payable account increased $110,000. As indicated in the additional information, the company acquired land by directly exchanging bonds for land. Illustration 12A.18 reports this noncash transaction in a separate schedule at the bottom of the statement.
The balance sheet reports an increase in Common Stock of $20,000. The additional information section notes that this increase resulted from the issuance of new shares of stock. This is a cash inflow reported in the financing activities section in Illustration 12A.18 (see Helpful Hint).
Retained earnings increased $116,000 during the year. This increase can be explained by two factors: (1) net income of $145,000 increased retained earnings, and (2) dividends of $29,000 decreased retained earnings. Payment of the dividends (not the declaration) is a cash outflow that the company reports as a financing activity in Illustration 12A.18.
Illustration 12A.18 shows the statement of cash flows for Computer Services Company.
ILLUSTRATION 12A.18 Statement of cash flows, 2025—direct method
Computer Services Company Statement of Cash Flows—Direct Method For the Year Ended December 31, 2025 |
||
Cash flows from operating activities | ||
Cash receipts from customers | $ 517,000 | |
Less: Cash payments: | ||
To suppliers | $ 139,000 | |
For operating expenses | 115,000 | |
For income taxes | 49,000 | |
For interest expense | 42,000 | 345,000 |
Net cash provided by operating activities | 172,000 | |
Cash flows from investing activities | ||
Sale of equipment | 4,000 | |
Purchase of building | (120,000) | |
Purchase of equipment | (25,000) | |
Net cash used by investing activities | (141,000) | |
Cash flows from financing activities | ||
Issuance of common stock | 20,000 | |
Payment of cash dividends | (29,000) | |
Net cash used by financing activities | (9,000) | |
Net increase in cash | 22,000 | |
Cash at beginning of period | 33,000 | |
Cash at end of period | $ 55,000 | |
Noncash investing and financing activities | ||
Issuance of bonds payable to purchase land | $ 110,000 |
Illustration 12A.18 indicates that the net change in cash during the period was an increase of $22,000. This agrees with the change in balances in the Cash account reported on the balance sheets in Illustration 12A.1.
When preparing a statement of cash flows, companies may need to make numerous adjustments to net income.
Illustration 12B.1 shows the skeleton format of the worksheet for preparation of the statement of cash flows.
ILLUSTRATION 12B.1 Format of worksheet
The following guidelines are important in preparing a worksheet.
In the balance sheet accounts section, list accounts with debit balances separately from those with credit balances. This means, for example, that Accumulated Depreciation appears under credit balances and not as a contra account under debit balances. Enter the beginning and ending balances of each account in the appropriate columns. Enter as reconciling items in the two middle columns the transactions that caused the change in the account balance during the year.
After all reconciling items have been entered, each line pertaining to a balance sheet account should “foot across.” That is, the beginning balance plus or minus the reconciling item(s) must equal the ending balance. When this agreement exists for all balance sheet accounts, all changes in account balances have been reconciled.
Preparing a worksheet involves a series of prescribed steps. The steps in this case are:
To illustrate the preparation of a worksheet, we will use the 2025 data for Computer Services Company. Your familiarity with these data (from the chapter) should help you understand the use of a worksheet. For ease of reference, the comparative balance sheets, income statement, and selected data for 2025 are presented in Illustration 12B.2.
ILLUSTRATION 12B.2 Comparative balance sheets, income statement, and additional information for Computer Services Company
Additional information for 2025: |
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Companies generally use one of two approaches to determine the reconciling items:
We will follow this second approach for Computer Services, except for cash. As indicated in Step 3, cash is handled last.
The decrease of $10,000 in accounts receivable means that cash collections from sales revenue are higher than the sales revenue reported in the income statement. To convert net income to net cash provided by operating activities, we add the decrease of $10,000 to net income. The entry in the reconciling columns of the worksheet is:
Operating—Decrease in Accounts Receivable | 10,000 | |
Accounts Receivable | 10,000 |
Computer Services’ inventory balance increased $5,000 during the period. The Inventory account reflects the difference between the amount of inventory that the company purchased and the amount that it sold. For Computer Services, this means that the cost of merchandise purchased exceeds the cost of goods sold by $5,000. As a result, cost of goods sold does not reflect $5,000 of cash payments made for merchandise. We deduct this inventory increase of $5,000 during the period from net income to arrive at net cash provided by operating activities. The worksheet entry is:
Inventory | 5,000 | |
Operating—Increase in Inventory | 5,000 |
An increase of $4,000 in prepaid expenses means that expenses deducted in determining net income are less than expenses that were paid in cash. We deduct the increase of $4,000 from net income in determining net cash provided by operating activities. The worksheet entry is:
Prepaid Expenses | 4,000 | |
Operating—Increase in Prepaid Expenses | 4,000 |
The increase in land of $110,000 resulted from a purchase through the issuance of long-term bonds. The company should report this transaction as a significant noncash investing and financing activity (see Helpful Hint). The worksheet entry is:
Land | 110,000 | |
Bonds Payable | 110,000 |
The cash purchase of a building for $120,000 is an investing activity cash outflow. The entry in the reconciling columns of the worksheet is:
Buildings | 120,000 | |
Investing—Purchase of Building | 120,000 |
The increase in equipment of $17,000 resulted from a cash purchase of $25,000 and the disposal of plant assets (equipment) costing $8,000. The book value of the equipment was $7,000, the cash proceeds were $4,000, and a loss of $3,000 was recorded. The worksheet entries are:
Equipment | 25,000 | |
Investing—Purchase of Equipment | 25,000 |
Investing—Sale of Equipment | 4,000 | |
Operating—Loss on Disposal of Plant Assets | 3,000 | |
Accumulated Depreciation—Equipment | 1,000 | |
Equipment | 8,000 |
We must add the increase of $16,000 in accounts payable to net income to determine net cash provided by operating activities. The worksheet entry is:
Operating—Increase in Accounts Payable | 16,000 | |
Accounts Payable | 16,000 |
When a company incurs income tax expense but has not yet paid its taxes, it records income taxes payable. A change in the Income Taxes Payable account reflects the difference between income tax expense incurred and income taxes actually paid. Computer Services’ Income Taxes Payable account decreased by $2,000. That means the $47,000 of income tax expense reported on the income statement was $2,000 less than the amount of taxes paid during the period of $49,000. To adjust net income to a cash basis, we must reduce net income by $2,000. The worksheet entry is:
Income Taxes Payable | 2,000 | |
Operating—Decrease in Income Taxes Payable | 2,000 |
The increase of $110,000 in this account resulted from the issuance of bonds for land. This is a significant noncash investing and financing activity. Worksheet entry (d) above is the only entry necessary.
The balance sheet reports an increase in Common Stock of $20,000. The additional information section notes that this increase resulted from the issuance of new shares of common stock at par for cash. This is a cash inflow reported in the financing section. The worksheet entry is:
Financing—Issuance of Common Stock | 20,000 | |
Common Stock | 20,000 |
Increases in these accounts of $6,000 and $3,000, respectively, resulted from depreciation expense. Depreciation expense is a noncash charge that we must add to net income to determine net cash provided by operating activities. The worksheet entries are:
Operating—Depreciation Expense | 6,000 | |
Accumulated Depreciation—Buildings | 6,000 |
Operating—Depreciation Expense | 3,000 | |
Accumulated Depreciation—Equipment | 3,000 |
The $116,000 increase in retained earnings resulted from net income of $145,000 and the declaration and payment of a $29,000 cash dividend. Net income is included in net cash provided by operating activities, and the dividends are a financing activity cash outflow. The entries in the reconciling columns of the worksheet are:
Operating—Net Income | 145,000 | |
Retained Earnings | 145,000 |
Retained Earnings | 29,000 | |
Financing—Payment of Dividends | 29,000 |
The firm’s cash increased $22,000 in 2025. The final entry on the worksheet, therefore, is:
Cash | 22,000 | |
Increase in Cash | 22,000 |
As shown in the worksheet, we enter the increase in cash in the reconciling credit column as a balancing amount.
The completed worksheet for Computer Services Company is shown in Illustration 12B.3.
ILLUSTRATION 12B.3 Completed worksheet—indirect method
Many people like to use T-accounts to provide structure to the preparation of a statement of cash flows. The use of T-accounts is based on the accounting equation:
Now, let’s rewrite the left-hand side as:
Next, rewrite the equation by subtracting Noncash Assets from each side to isolate Cash on the left-hand side:
Finally, if we insert the ∆ symbol (which means “change in”), we have:
What this means is that the change in cash is equal to the change in all of the other balance sheet accounts. Another way to think about this is that if we analyze the changes in all of the noncash balance sheet accounts, we will explain the change in the Cash account. This, of course, is exactly what we are trying to do with the statement of cash flows.
To implement this approach:
As you walk through the steps, enter debit and credit amounts into the affected accounts. When all of the changes in the T-accounts have been explained, you are done. To demonstrate, we apply this approach to the example of Computer Services Company that is presented in the chapter. Each of the adjustments in Illustration 12C.1 is numbered so you can follow them through the T-accounts.
ILLUSTRATION 12C.1 T-account approach
Post any gains or losses on the sale of property, plant, and equipment. To do this, it is best to first prepare the journal entry that was recorded at the time of the sale and then post each component of the journal entry. For example, for Computer Services the entry was as follows.
Cash | 4,000 | |
Accumulated Depreciation—Equipment | 1,000 | |
Loss on Disposal of Plant Assets | 3,000 | |
Equipment | 8,000 |
The $4,000 cash entry is a source of cash in the investing section of the Cash account. Accumulated Depreciation—Equipment is debited for $1,000. The Loss on Disposal of Plant Assets (equipment) is a debit to the operating section of the Cash T-account. Finally, Equipment is credited for $8,000.
4–8. Next, post each of the changes to the noncash current asset and current liability accounts. For example, to explain the $10,000 decline in Computer Services’ accounts receivable, credit Accounts Receivable for $10,000 and debit the operating section of the Cash T-account for $10,000.
At this point, all of the changes in the noncash accounts have been explained. All that remains is to subtotal each section of the Cash T-account and compare the total change in cash with the change shown on the balance sheet. Once this is done, the information in the Cash T-account can be used to prepare a statement of cash flows.
The statement of cash flows provides information about the cash receipts, cash payments, and net change in cash resulting from the operating, investing, and financing activities of a company during the period. Operating activities include the cash effects of transactions that enter into the determination of net income. Investing activities involve cash flows resulting from changes in investments and long-term asset items. Financing activities involve cash flows resulting from changes in long-term liability and stockholders’ equity items.
The preparation of a statement of cash flows involves three major steps. (1) Determine net cash provided/used by operating activities by converting net income from an accrual basis to a cash basis. (2) Analyze changes in noncurrent asset, liability, and stockholders’ equity accounts and report as investing and financing activities, or disclose as noncash transactions. (3) Compare the net change in cash on the statement of cash flows with the change in the Cash account reported on the balance sheet to make sure the amounts agree.
During the introductory stage, net cash provided by operating activities and net cash provided by investing activities are negative, and net cash provided by financing activities is positive. During the growth stage, net cash provided by operating activities becomes positive but is still not sufficient to meet investing needs. During the maturity stage, net cash provided by operating activities exceeds investing needs, so the company begins to retire debt. During the decline stage, net cash provided by operating activities is reduced, net cash provided by investing activities becomes positive (from selling off assets), and net cash provided by financing activities becomes more negative.
Free cash flow indicates the amount of cash a company generated during the current year that is available for the payment of additional dividends or for expansion.
The preparation of the statement of cash flows involves three major steps. (1) Determine net cash provided/used by adjusting each item in the income statement from the accrual basis to the cash basis. The direct method reports cash receipts less cash payments to arrive at net cash provided by operating activities. (2) Analyze changes in noncurrent asset and liability accounts and stockholders’ equity accounts and report as investing and financing activities, or disclose as noncash transactions. (3) Compare the net change in cash on the statement of cash flows with the change in the Cash account reported on the balance sheet to make sure the amounts agree.
When there are numerous adjustments, a worksheet can be a helpful tool in preparing the statement of cash flows. Key guidelines for using a worksheet are as follows. (1) List accounts with debit balances separately from those with credit balances. (2) In the reconciling columns in the bottom portion of the worksheet, show cash inflows as debits and cash outflows as credits. (3) Do not enter reconciling items in any journal or account, but use them only to help prepare the statement of cash flows.
The steps in preparing the worksheet are as follows. (1) Enter beginning and ending balances of balance sheet accounts. (2) Enter debits and credits in reconciling columns. (3) Enter the increase or decrease in cash in two places as a balancing amount.
To use T-accounts to prepare the statement of cash flows: (1) prepare a large Cash T-account with sections for operating, investing, and financing activities; (2) prepare smaller T-accounts for all other noncash accounts; (3) insert beginning and ending balances for all balance sheet accounts; and (4) follows the steps in Illustration 12C.1, entering debit and credit amounts as needed.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
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How much cash did the company generate to either expand operations or pay dividends? | Net cash provided by operating activities, cash spent on plant assets, and cash dividends | Free cash flow = Net cash provided by operating activities − Capital expenditures − Cash dividends | Significant free cash flow indicates greater potential to finance new investment and pay additional dividends. |
1. (LO 1) Which of the following is incorrect about the statement of cash flows?
c. The statement of cash flows does not reconcile the ending cash balance to the balance per the bank statement. The other choices are true statements.
2. (LO 1) Which of the following is not reported in the statement of cash flows?
a. The net change in stockholders’ equity during the year is not reported in the statement of cash flows. The other choices are true statements.
3. (LO 1) The statement of cash flows classifies cash receipts and cash payments into these activities:
b. Operating, investing, and financing activities are the three classifications of cash receipts and cash payments used in the statement of cash flows. The other choices are therefore incorrect.
4. (LO 1) Which is an example of a cash flow from an operating activity?
a. Payment of cash to lenders for interest is an operating activity. The other choices are incorrect because (b) receipt of cash from the sale of common stock is a financing activity, (c) payment of cash dividends to the company’s stockholders is a financing activity, and (d) there is a correct answer.
5. (LO 1) Which is an example of a cash flow from an investing activity?
c. Receipt of cash from the sale of equipment is an investing activity. The other choices are incorrect because (a) the receipt of cash from the issuance of bonds payable is a financing activity, (b) payment of cash to repurchase outstanding common stock is a financing activity, and (d) payment of cash to suppliers for inventory is an operating activity.
6. (LO 1) Cash dividends paid to stockholders are classified on the statement of cash flows as:
d. Cash dividends paid to stockholders are classified as a financing activity, not (a) an operating activity, (b) an investing activity, or (c) a combination of an operating and an investing activity.
7. (LO 1) Which is an example of a cash flow from a financing activity?
b. Issuance of debt for cash is a financing activity. The other choices are incorrect because (a) the receipt of cash from the sale of land is an investing activity, (c) the purchase of equipment for cash is an investing activity, and (d) there is a correct answer.
8. (LO 1) Which of the following is incorrect about the statement of cash flows?
c. The operating section of the statement of cash flows is the first, not the last, section of the statement. The other choices are true statements.
Use the indirect method to solve Questions 9 through 11.
9. (LO 2) Net income is $132,000, accounts payable increased $10,000 during the year, inventory decreased $6,000 during the year, and accounts receivable increased $12,000 during the year. Under the indirect method, what is net cash provided by operating activities?
d. Net cash provided by operating activities is computed by adjusting net income for the changes in the three current asset/current liability accounts listed. An increase in accounts payable ($10,000) and a decrease in inventory ($6,000) are added to net income ($132,000), while an increase in accounts receivable ($12,000) is subtracted from net income, or $132,000 + $10,000 + $6,000 − $12,000 = $136,000, not (a) $102,000, (b) $112,000, or (c) $124,000.
10. (LO 2) Items that are added back to net income in determining net cash provided by operating activities under the indirect method do not include:
b. An increase in inventory is subtracted, not added, to net income in determining net cash provided by operating activities. The other choices are incorrect because (a) depreciation expense, (c) amortization expense, and (d) loss on disposal of plant assets are all added back to net income in determining net cash provided by operating activities.
11. (LO 2) The following data are available for Bill Mack Corporation.
Net income | $200,000 |
Depreciation expense | 40,000 |
Dividends paid | 60,000 |
Gain on sale of land | 10,000 |
Decrease in accounts receivable | 20,000 |
Decrease in accounts payable | 30,000 |
Net cash provided by operating activities is:
b. Net cash provided by operating activities is $220,000 (Net income $200,000 + Depreciation expense $40,000 − Gain on sale of land $10,000 + Decrease in accounts receivable $20,000 − Decrease in accounts payable $30,000), not (a) $160,000, (c) $240,000, or (d) $280,000.
12. (LO 2) The following data are available for Orange Peels Corporation.
Proceeds from sale of land | $100,000 |
Proceeds from sale of equipment | 50,000 |
Issuance of common stock | 70,000 |
Purchase of equipment | 30,000 |
Payment of cash dividends | 60,000 |
Net cash provided by investing activities is:
a. Net cash provided by investing activities is $120,000 (Sale of land $100,000 + Sale of equipment $50,000 − Purchase of equipment $30,000), not (b) $130,000, (c) $150,000, or (d) $190,000. Issuance of common stock and payment of cash dividends are financing activities.
13. (LO 2) The following data are available for Retique!
Increase in accounts payable | $ 40,000 |
Increase in bonds payable | 100,000 |
Sale of investment | 50,000 |
Issuance of common stock | 60,000 |
Payment of cash dividends | 30,000 |
Net cash provided by financing activities is:
b. Net cash provided by financing activities is $130,000 (Increase in bonds payable $100,000 + Issuance of common stock $60,000 − Payment of cash dividends $30,000), not (a) $90,000, (c) $160,000, or (d) $170,000. Increase in accounts payable is an operating activity, and sale of investment is an investing activity.
14. (LO 3) The statement of cash flows should not be used to evaluate an entity’s ability to:
a. The statement of cash flows is not used to evaluate an entity’s ability to generate net income. The other choices are true statements.
15. (LO 3) Free cash flow provides an indication of a company’s ability to:
d. Free cash flow provides an indication of a company’s ability to generate cash to pay additional dividends and invest in new capital expenditures. Choice (a) is incorrect because other measures besides free cash flow provide the best measure of a company’s ability to manage inventory. Choices (b) and (c) are true statements, but (d) is the better answer.
16. (LO 3) During the introductory phase of a company’s life cycle, one would normally expect to see:
a. During the introductory phase of a company’s life cycle, the company will most likely finance its operations and investing activities through borrowing or the issuance of stock. This means negative cash from operations and investing, and positive cash from financing. The other choices are incorrect because during the introductory phase of a company’s life cycle, the company will most likely (b) purchase long-term assets which requires a cash outflow, (c) finance its operations and investing activities through borrowing or the issuance of stock which generates cash inflows from financing, and (d) use cash to fund operations until it establishes a customer base.
Use the direct method to solve Questions 17 and 18.
*17. (LO 4) The beginning balance in accounts receivable is $44,000, the ending balance is $42,000, and sales revenue during the period is $129,000. What are cash receipts from customers?
c. Cash receipts from customers amount to $131,000 ($129,000 + a decrease in accounts receivable of $2,000). The other choices are therefore incorrect.
*18. (LO 4) Which of the following items is reported on a statement of cash flows prepared by the direct method?
d. Cash payments to suppliers are reported on a statement of cash flows prepared by the direct method. The other choices are incorrect because (a) loss on sale of building, (b) increase in accounts receivable, and (c) depreciation expense are reported in the operating activities section of the statement of cash flows when the indirect, not direct, method is used.
*19. (LO 5) In a worksheet for the statement of cash flows, a decrease in accounts receivable is entered in the reconciling columns as a credit to Accounts Receivable and a debit in the:
b. Because accounts receivable is a current asset, the debit belongs in the operating activities section of the worksheet, not in the (a) investing activities or (c) financing activities section. Choice (d) is incorrect as there is a right answer.
*20. (LO 5) In a worksheet for the statement of cash flows, a worksheet entry that includes a credit to accumulated depreciation will also include a:
b. A worksheet entry that includes a credit to accumulated depreciation will also include a debit for depreciation expense in the operating activities section of the statement of cash flows. It will be added to the net income to determine net cash provided by operating activities. The other choices are therefore incorrect.
Identify investing activity transactions.
1. (LO 1) The following is a summary of the Cash account of Covey Company.
Cash (Summary Form) | ||||
Balance, Jan. 1 | 8,000 | |||
Receipts from customers | 364,000 | Payments for goods | 200,000 | |
Dividends on stock investments | 6,000 | Payments for operating expenses | 140,000 | |
Proceeds from sale of land | 96,000 | Purchase of equipment | 70,000 | |
Proceeds from issuance of bonds payable |
300,000 | Taxes paid | 8,000 | |
Dividends paid | 50,000 | |||
Balance, Dec. 31 | 306,000 |
What amount of net cash provided (used) by investing activities should be reported in the statement of cash flows?
Cash flows from investing activities | |
Proceeds from sale of land | $96,000 |
Purchase of equipment | (70,000) |
Net cash provided by investing activities | $26,000 |
Note that dividends on stock investments is classified as an operating cash flow.
Compute net cash provided by operating activities—indirect method.
2. (LO 2) Engel, Inc. reported net income of $1.6 million in 2025. Depreciation for the year was $140,000, accounts receivable increased $250,000, and accounts payable increased $210,000. The company also had a gain on disposal of plant assets of $19,000. Compute net cash provided by operating activities using the indirect method.
Net income | $1,600,000 | |||
Adjustments to reconcile net income to net cash provided by operating activities | ||||
Depreciation expense | $ 140,000 | |||
Gain on disposal of plant assets | (19,000) | |||
Accounts receivable increase | (250,000) | |||
Accounts payable increase | 210,000 | 81,000 | ||
Net cash provided by operating activities | $1,681,000 |
3. (LO 3) Goldberg Corporation reported net cash provided by operating activities of $410,000, net cash used by investing activities of $200,000 (including cash spent for equipment of $160,000), and net cash provided by financing activities of $60,000. Dividends of $110,000 were paid. Calculate free cash flow.
Free cash flow = $410,000 − $160,000 − $110,000 = $140,000
Prepare journal entries to determine effect on statement of cash flows.
1. (LO 2) Furst Corporation had the following transactions.
Instructions
For each transaction above, (a) prepare the journal entry, and (b) indicate how it would affect the statement of cash flows. Assume the indirect method.
Salaries and Wages Expense | 14,000 | |
Cash | 14,000 |
Equipment | 16,000 | |
Common Stock | 1,000 | |
Paid-in Capital in Excess of Par—Common Stock | 15,000 |
The issuance of common stock for equipment ($16,000) is reported as a noncash investing and financing activity at the bottom of the statement of cash flows.
Cash | 3,000 | |
Loss on Disposal of Plant Assets | 1,000 | |
Accumulated Depreciation—Equipment | 6,000 | |
Equipment | 10,000 |
The cash receipt ($3,000) is reported in the investing section. The loss ($1,000) is added to net income in the operating section.
Cash | 16,000 | |
Land | 12,000 | |
Gain on Disposal of Plant Assets | 4,000 |
The cash receipt ($16,000) is reported in the investing section. The gain ($4,000) is deducted from net income in the operating section.
Cash | 18,000 | |
Common Stock | 1,000 | |
Paid-in Capital in Excess of Par—Common Stock | 17,000 |
The cash receipt ($18,000) is reported in the financing section.
Depreciation Expense | 20,000 | |
Accumulated Depreciation—Equipment | 20,000 |
Depreciation expense ($20,000) is added to net income in the operating section.
Prepare statement of cash flows and compute free cash flow.
2. (LO 2, 3) Strong Corporation’s comparative balance sheets are as follows.
Strong Corporation Comparative Balance Sheets December 31 |
|||
2025 | 2024 | ||
Cash | $ 28,200 | $ 17,700 | |
Accounts receivable | 24,200 | 22,300 | |
Investments | 23,000 | 16,000 | |
Equipment | 60,000 | 70,000 | |
Accumulated depreciation—equipment | (14,000) | (10,000) | |
Total | $121,400 | $116,000 | |
Accounts payable | $ 19,600 | $ 11,100 | |
Bonds payable | 10,000 | 30,000 | |
Common stock | 60,000 | 45,000 | |
Retained earnings | 31,800 | 29,900 | |
Total | $121,400 | $116,000 | |
Additional information:
Instructions
Prepare a statement of cash flows for 2025 using the indirect method.
Compute free cash flow.
Strong Corporation Statement of Cash Flows For the Year Ended December 31, 2025 |
|||
Cash flows from operating activities | |||
Net income | $ 28,300 | ||
Adjustments to reconcile net income to net cash provided by operating activities: | |||
Depreciation expense | $ 5,200 | ||
Loss on disposal of plant assets | 4,500* | ||
Increase in accounts payable | 8,500 | ||
Increase in accounts receivable | (1,900) | 16,300 | |
Net cash provided by operating activities | 44,600 | ||
Cash flows from investing activities | |||
Sale of equipment | 4,300 | ||
Purchase of investments | (7,000) | ||
Net cash used by investing activities | (2,700) | ||
Cash flows from financing activities | |||
Issuance of common stock | 15,000 | ||
Retirement of bonds | (20,000) | ||
Payment of dividends | (26,400) | ||
Net cash used by financing activities | (31,400) | ||
Net increase in cash | 10,500 | ||
Cash at beginning of period | 17,700 | ||
Cash at end of period | $ 28,200 | ||
*[$4,300 − ($10,000 − $1,200)] |
Free cash flow = $44,600 − $0 − $26,400 = $18,200
Prepare statement of cash flows using indirect and direct methods.
(LO 2, 4) The income statement for the year ended December 31, 2025, for Kosinski Manufacturing Company contains the following condensed information.
Kosinski Manufacturing Company Income Statement For the Year Ended December 31, 2025 |
|||
Sales revenue | $6,583,000 | ||
Cost of goods sold | $2,810,000 | ||
Operating expenses (excluding depreciation) | 2,086,000 | ||
Depreciation expense | 880,000 | ||
Loss on disposal of plant assets | 24,000 | 5,800,000 | |
Income before income taxes | 783,000 | ||
Income tax expense | 353,000 | ||
Net income | $ 430,000 | ||
The $24,000 loss resulted from selling equipment for $270,000 cash. New equipment was purchased for $750,000 cash.
The following balances are reported on Kosinski’s comparative balance sheets at December 31.
Kosinski Manufacturing Company Comparative Balance Sheets (partial) |
|||
2025 | 2024 | ||
Cash | $672,000 | $130,000 | |
Accounts receivable | 775,000 | 610,000 | |
Inventory | 834,000 | 867,000 | |
Accounts payable | 521,000 | 501,000 |
Income tax expense of $353,000 represents the amount paid in 2025. Dividends declared and paid in 2025 totaled $200,000.
Instructions
a. Prepare the statement of cash flows using the indirect method.
*b. Prepare the statement of cash flows using the direct method.
a.
Kosinski Manufacturing Company Statement of Cash Flows—Indirect Method For the Year Ended December 31, 2025 |
|||
Cash flows from operating activities | |||
Net income | $ 430,000 | ||
Adjustments to reconcile net income to net cash provided by operating activities: | |||
Depreciation expense | $ 880,000 | ||
Loss on disposal of plant assets | 24,000 | ||
Increase in accounts receivable | (165,000) | ||
Decrease in inventory | 33,000 | ||
Increase in accounts payable | 20,000 | 792,000 | |
Net cash provided by operating activities | 1,222,000 | ||
Cash flows from investing activities | |||
Sale of equipment | 270,000 | ||
Purchase of equipment | (750,000) | ||
Net cash used by investing activities | (480,000) | ||
Cash flows from financing activities | |||
Payment of cash dividends | (200,000) | ||
Net cash used by financing activities | (200,000) | ||
Net increase in cash | 542,000 | ||
Cash at beginning of period | 130,000 | ||
Cash at end of period | $ 672,000 | ||
*b.
Kosinski Manufacturing Company Statement of Cash Flows—Direct Method For the Year Ended December 31, 2025 |
|||
Cash flows from operating activities | |||
Cash collections from customers | $6,418,000* | ||
Less: Cash payments: | |||
To suppliers | $2,757,000** | ||
For operating expenses | 2,086,000 | ||
For income taxes | 353,000 | 5,196,000 | |
Net cash provided by operating activities | 1,222,000 | ||
Cash flows from investing activities | |||
Sale of equipment | 270,000 | ||
Purchase of equipment | (750,000) | ||
Net cash used by investing activities | (480,000) | ||
Cash flows from financing activities | |||
Payment of cash dividends | (200,000) | ||
Net cash used by financing activities | (200,000) | ||
Net increase in cash | 542,000 | ||
Cash at beginning of period | 130,000 | ||
Cash at end of period | $ 672,000 | ||
Direct-Method Computations: | |
*Computation of cash collections from customers: | |
Sales revenue | $6,583,000 |
Less: Increase in accounts receivable | 165,000 |
Cash collections from customers | $6,418,000 |
**Computation of cash payments to suppliers: | |
Cost of goods sold per income statement | $2,810,000 |
Less: Decrease in inventories | 33,000 |
Less: Increase in accounts payable | 20,000 |
Cash payments to suppliers | $2,757,000 |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to the chapter.
1.
2. What questions about cash are answered by the statement of cash flows?
3. Distinguish among the three types of activities reported in the statement of cash flows.
4.
5. Why is it important to disclose certain noncash transactions? How should they be disclosed?
6. Helen Powell and Paul Tang were discussing the format of the statement of cash flows of Baumgarten Co. At the bottom of Baumgarten’s statement of cash flows was a separate section entitled “Noncash investing and financing activities.” Give three examples of significant noncash transactions that would be reported in this section.
7. Why is it necessary to use comparative balance sheets, a current income statement, and certain transaction data in preparing a statement of cash flows?
8. Describe the differences between the direct and indirect methods of preparing the statement of cash flows. Are both methods acceptable? Which method is preferred by the FASB? Which method is more popular?
9. When the total cash inflows exceed the total cash outflows in the statement of cash flows, how and where is this excess identified?
10. Describe the indirect method for determining net cash provided (used) by operating activities.
11. Why is it necessary to convert accrual-basis net income to cash-basis income when preparing a statement of cash flows?
12. The president of Murquery Company is puzzled. During the last year, the company experienced a net loss of $800,000, yet its cash increased $300,000 during the same period of time. Explain to the president how this could occur.
13. Identify five items that are adjustments to convert net income to net cash provided by operating activities under the indirect method.
14. Why and how is depreciation expense reported in a statement of cash flows prepared using the indirect method?
15. Why is the statement of cash flows useful?
16. During 2025, Slivowitz Doubleday Company converted $1,700,000 of its total $2,000,000 of bonds payable into common stock. Indicate how the transaction would be reported on a statement of cash flows, if at all.
17. In its 2019 statement of cash flows, what amount did Apple report for net cash (a) provided by operating activities, (b) used for investing activities, and (c) used for financing activities? (Apple’s financial statements are available in Appendix A.)
18.
19. Based on its statement of cash flows provided in Appendix A, in what stage of the corporate life cycle is Apple?
*20. Describe the direct method for determining net cash provided by operating activities.
*21. Give the equations under the direct method for computing (a) cash receipts from customers and (b) cash payments to suppliers.
*22. Harbinger Inc. reported sales of $2 million for 2025. Accounts receivable decreased $150,000, and accounts payable increased $300,000. Compute cash receipts from customers, assuming that the receivable and payable transactions are related to operations.
*23. In the direct method, why is depreciation expense not reported in the cash flows from operating activities section?
*24. Why is it advantageous to use a worksheet when preparing a statement of cash flows? Is a worksheet required to prepare a statement of cash flows?
Indicate statement presentation of selected transactions.
BE12.1 (LO 1), C Each of these items must be considered in preparing a statement of cash flows for Irvin Co. for the year ended December 31, 2025. For each item, state how it should be shown in the statement of cash flows for 2025.
Classify items by activities.
BE12.2 (LO 1), C Classify each item as an operating, investing, or financing activity. Assume all items involve cash unless there is information to the contrary.
Identify financing activity transactions.
BE12.3 (LO 1), AP The following T-account is a summary of the Cash account of Alixon Company.
Cash (Summary Form) | ||||
Balance, Jan. 1 | 8,000 | |||
Receipts from customers | 364,000 | Payments for goods | 200,000 | |
Dividends on stock investments | 6,000 | Payments for operating expenses | 140,000 | |
Proceeds from sale of equipment | 36,000 | Interest paid | 10,000 | |
Proceeds from issuance of | Taxes paid | 8,000 | ||
bonds payable | 300,000 | Dividends paid | 40,000 | |
Balance, Dec. 31 | 316,000 |
What amount of net cash provided (used) by financing activities should be reported in the statement of cash flows?
Compute net cash provided by operating activities—indirect method.
BE12.4 (LO 2), AP Miguel, Inc. reported net income of $2.5 million in 2025. Depreciation for the year was $160,000, accounts receivable decreased $350,000, and accounts payable decreased $280,000. Compute net cash provided by operating activities using the indirect method.
Compute net cash provided by operating activities—indirect method.
BE12.5 (LO 2), AP The net income for Mongan Co. for 2025 was $280,000. For 2025, depreciation on plant assets was $70,000, and the company incurred a loss on disposal of plant assets of $28,000. Compute net cash provided by operating activities under the indirect method, assuming there were no other changes in the company’s accounts.
Compute net cash provided by operating activities—indirect method.
BE12.6 (LO 2), AP The comparative balance sheets for Gale Company show these changes in noncash current asset accounts: accounts receivable decreased $80,000, prepaid expenses increased $28,000, and inventories increased $40,000. Compute net cash provided by operating activities using the indirect method, assuming that net income is $186,000.
Determine cash received from sale of equipment.
BE12.7 (LO 2), AN The T-accounts for Equipment and the related Accumulated Depreciation—Equipment for Goldstone Company at the end of 2025 are shown here.
Equipment | Accum. Depr.—Equipment | |||||||
Beg. bal. | 80,000 | Disposals | 21,000 | Disposals | 5,100 | Beg. bal. | 44,500 | |
Acquisitions | 41,000 | Depr. exp. | 12,000 | |||||
End. bal. | 100,000 | End. bal. | 51,400 |
In addition, Goldstone’s income statement reported a loss on the disposal of plant assets of $3,500. What amount was reported on the statement of cash flows as “cash flow from sale of equipment”?
Answer questions related to the phases of corporate life cycle.
BE12.8 (LO 3), C Answer the following questions.
Calculate free cash flow.
BE12.9 (LO 3), AP Suppose that during 2025 Cypress Semiconductor Corporation reported net cash provided by operating activities of $89,303,000, cash used in investing of $43,126,000, and cash used in financing of $7,368,000. In addition, cash spent for plant assets during the period was $25,823,000. No dividends were paid. Calculate free cash flow.
Calculate free cash flow.
BE12.10 (LO 3), AP Sprouts Corporation reported net cash provided by operating activities of $412,000, net cash used by investing activities of $250,000, and net cash provided by financing activities of $70,000. In addition, cash spent for capital assets during the period was $200,000. No dividends were paid. Calculate free cash flow.
Calculate free cash flow.
BE12.11 (LO 3), AP Suppose Shaw Communications reported net cash used by operating activities of $104,539,000 and sales revenue of $2,867,459,000 during 2025. Cash spent on plant asset additions during the year was $79,330,000. No dividends were paid. Calculate free cash flow.
Calculate and analyze free cash flow.
BE12.12 (LO 3), AN The management of Uhuru Inc. is trying to decide whether it can increase its dividend. During the current year, it reported net income of $875,000. It had net cash provided by operating activities of $734,000, paid cash dividends of $92,000, and had capital expenditures of $310,000. Compute the company’s free cash flow, and discuss whether an increase in the dividend appears warranted. What other factors should be considered?
Compute receipts from customers—direct method.
*BE12.13 (LO 4), AP Suppose Columbia Sportswear Company had accounts receivable of $299,585,000 at January 1, 2025, and $226,548,000 at December 31, 2025. Assume sales revenue was $1,244,023,000 for the year 2025. What is the amount of cash receipts from customers in 2025?
Compute cash payments for income taxes—direct method.
*BE12.14 (LO 4), AP Hoffman Corporation reported income taxes of $370,000,000 on its 2025 income statement. Its balance sheet reported income taxes payable of $277,000,000 at December 31, 2024, and $528,000,000 at December 31, 2025. What amount of cash payments were made for income taxes during 2025?
Compute cash payments for operating expenses—direct method.
*BE12.15 (LO 4), AP Pietr Corporation reports operating expenses of $90,000, excluding depreciation expense of $15,000, for 2025. During the year, prepaid expenses decreased $7,200 and accrued expenses payable increased $4,400. Compute the cash payments for operating expenses in 2025.
Classify transactions by type of cash flow activity.
DO IT! 12.1 (LO 1), C Moss Corporation had the following transactions.
Classify each of these transactions by type of cash flow activity (operating, investing, or financing). (Hint: Refer to Illustration 12.1.)
Calculate net cash from operating activities.
DO IT! 12.2a (LO 2), AP PK Photography reported net income of $100,000 for 2025. Included in the income statement were depreciation expense of $6,300, patent amortization expense of $4,000, and a gain on disposal of plant assets of $3,600. PK’s comparative balance sheets show the following balances.
12/31/25 | 12/31/24 | |
Accounts receivable | $21,000 | $27,000 |
Accounts payable | 9,200 | 6,000 |
Calculate net cash provided by operating activities for PK Photography.
Prepare statement of cash flows—indirect method.
DO IT! 12.2b (LO 2), AP Alex Company reported the following information for 2025.
Alex Company Comparative Balance Sheets December 31 |
||||||||
2025 | 2024 | Change Increase/Decrease | ||||||
Assets | ||||||||
Cash | $ 59,000 | $ 36,000 | $ 23,000 | Increase | ||||
Accounts receivable | 62,000 | 22,000 | 40,000 | Increase | ||||
Inventory | 44,000 | –0– | 44,000 | Increase | ||||
Prepaid expenses | 6,000 | 4,000 | 2,000 | Increase | ||||
Land | 55,000 | 70,000 | 15,000 | Decrease | ||||
Buildings | 200,000 | 200,000 | –0– | No change | ||||
Accumulated depreciation—buildings | (21,000) | (14,000) | 7,000 | Increase | ||||
Equipment | 183,000 | 68,000 | 115,000 | Increase | ||||
Accumulated depreciation—equipment | (28,000) | (10,000) | 18,000 | Increase | ||||
Totals | $560,000 | $376,000 | ||||||
Liabilities and Stockholders’ Equity | ||||||||
Accounts payable | $ 43,000 | $ 40,000 | $ 3,000 | Increase | ||||
Accrued expenses payable | –0– | 10,000 | 10,000 | Decrease | ||||
Bonds payable | 100,000 | 150,000 | 50,000 | Decrease | ||||
Common stock ($1 par) | 230,000 | 60,000 | 170,000 | Increase | ||||
Retained earnings | 187,000 | 116,000 | 71,000 | Increase | ||||
Totals | $560,000 | $376,000 |
Alex Company Income Statement For the Year Ended December 31, 2025 |
||||
Sales revenue | $941,000 | |||
Cost of goods sold | $475,000 | |||
Operating expenses | 231,000 | |||
Interest expense | 12,000 | |||
Loss on disposal of plant assets | 2,000 | 720,000 | ||
Income before income taxes | 221,000 | |||
Income tax expense | 65,000 | |||
Net income | $156,000 |
Additional information:
Use this information to prepare a statement of cash flows using the indirect method.
Compute and discuss free cash flow.
DO IT! 12.3 (LO 3), AP Moskow Corporation issued the following statement of cash flows for 2025.
Moskow Corporation Statement of Cash Flows—Indirect Method For the Year Ended December 31, 2025 |
||
Cash flows from operating activities | ||
Net income | $ 59,000 | |
Adjustments to reconcile net income to net cash provided by operating activities: | ||
Depreciation expense | $ 9,100 | |
Decrease in accounts receivable | 9,500 | |
Increase in inventory | (5,000) | |
Decrease in accounts payable | (2,200) | |
Loss on disposal of plant assets | 3,300 | 14,700 |
Net cash provided by operating activities | 73,700 | |
Cash flows from investing activities | ||
Sale of investments | 3,100 | |
Purchase of equipment | (24,200) | |
Net cash used by investing activities | (21,100) | |
Cash flows from financing activities | ||
Issuance of common stock | 20,000 | |
Payment on long-term note payable | (10,000) | |
Payment of cash dividends | (13,000) | |
Net cash used by financing activities | (3,000) | |
Net increase in cash | 49,600 | |
Cash at beginning of year | 13,000 | |
Cash at end of year | $ 62,600 |
Classify transactions by type of activity.
E12.1 (LO 1), C Kiley Corporation had these transactions during 2025.
Instructions
Analyze the transactions and indicate whether each transaction is an operating activity, investing activity, financing activity, or noncash investing and financing activity.
Classify transactions by type of activity.
E12.2 (LO 1), C An analysis of comparative balance sheets, the current year’s income statement, and the general ledger accounts of Hailey Corp. uncovered the following items. Assume all items involve cash unless there is information to the contrary.
Instructions
Indicate where each item should be presented in the statement of cash flows (indirect method) using these four major classifications: operating activity (that is, the item would be listed among the adjustments to net income to determine net cash provided by operating activities under the indirect method), investing activity, financing activity, or significant noncash investing and financing activity.
Prepare journal entry and determine effect on cash flows.
E12.3 (LO 1), AP Cushenberry Corporation had the following transactions.
Instructions
For each transaction above, (a) prepare the journal entry, and (b) indicate how it would affect the statement of cash flows using the indirect method.
Prepare the operating activities section—indirect method.
E12.4 (LO 2), AP Sosa Company reported net income of $190,000 for 2025. Sosa also reported depreciation expense of $35,000 and a loss of $5,000 on the disposal of plant assets. The comparative balance sheets show an increase in accounts receivable of $15,000 for the year, a $17,000 increase in accounts payable, and a $4,000 increase in prepaid expenses.
Instructions
Prepare the operating activities section of the statement of cash flows for 2025. Use the indirect method.
Prepare the operating activities section—indirect method.
E12.5 (LO 2), AP The current sections of Sunn Inc.’s balance sheets at December 31, 2024 and 2025, are presented here. Sunn’s net income for 2025 was $153,000. Depreciation expense was $27,000.
2025 | 2024 | |
Current assets | ||
Cash | $105,000 | $ 99,000 |
Accounts receivable | 80,000 | 89,000 |
Inventory | 168,000 | 172,000 |
Prepaid expenses | 27,000 | 22,000 |
Total current assets | $380,000 | $382,000 |
Current liabilities | ||
Accrued expenses payable | $ 15,000 | $ 5,000 |
Accounts payable | 85,000 | 92,000 |
Total current liabilities | $100,000 | $ 97,000 |
Instructions
Prepare the operating activities section of the company’s statement of cash flows for the year ended December 31, 2025, using the indirect method.
Prepare statement of cash flows—indirect method.
E12.6 (LO 2), AP The following information is available for Stamos Corporation for the year ended December 31, 2025.
Beginning cash balance | $ 45,000 |
Accounts payable decrease | 3,700 |
Depreciation expense | 162,000 |
Accounts receivable increase | 8,200 |
Inventory increase | 11,000 |
Net income | 284,100 |
Cash received for sale of land at book value | 35,000 |
Cash dividends paid | 12,000 |
Income taxes payable increase | 4,700 |
Cash used to purchase building | 289,000 |
Cash used to purchase treasury stock | 26,000 |
Cash received from issuing bonds | 200,000 |
Instructions
Prepare a statement of cash flows using the indirect method.
Prepare partial statement of cash flows—indirect method.
E12.7 (LO 2), AN The following three accounts appear in the general ledger of Beiber Corp. during 2025.
Equipment | ||||
Date | Debit | Credit | Balance | |
Jan.1 | Balance | 160,000 | ||
July31 | Purchase of equipment | 70,000 | 230,000 | |
Sept.2 | Purchase of equipment | 53,000 | 283,000 | |
Nov. 10 | Cost of equipment sold | 49,000 | 234,000 | |
Accumulated Depreciation—Equipment | ||||
Date | Debit | Credit | Balance | |
Jan.1 | Balance | 71,000 | ||
Nov. 10 | Accumulated depreciation on equipment sold | 16,000 | 55,000 | |
Dec. 31 | Depreciation for year | 28,000 | 83,000 | |
Retained Earnings | ||||
Date | Debit | Credit | Balance | |
Jan.1 | Balance | 105,000 | ||
Aug. 23 | Dividends (cash) | 14,000 | 91,000 | |
Dec.31 | Net income | 72,000 | 163,000 |
Instructions
From the postings in the accounts, indicate how the information is reported by preparing a partial statement of cash flows using the indirect method. The loss on disposal of plant assets was $8,000.
Prepare statement of cash flows and compute free cash flow.
E12.8 (LO 2, 3), AP Rojas Corporation’s comparative balance sheets are presented below.
Rojas Corporation Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Cash | $ 14,300 | $ 10,700 |
Accounts receivable | 21,200 | 23,400 |
Land | 20,000 | 26,000 |
Buildings | 70,000 | 70,000 |
Accumulated depreciation—buildings | (15,000) | (10,000) |
Total | $110,500 | $120,100 |
Accounts payable | $ 12,370 | $ 31,100 |
Common stock | 75,000 | 69,000 |
Retained earnings | 23,130 | 20,000 |
Total | $110,500 | $120,100 |
Additional information:
Instructions
Prepare statement of cash flows—indirect method.
E12.9 (LO 2), AP The following are comparative balance sheets for Mitch Company.
Mitch Company Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 68,000 | $ 22,000 |
Accounts receivable | 88,000 | 76,000 |
Inventory | 167,000 | 189,000 |
Land | 80,000 | 100,000 |
Equipment | 260,000 | 200,000 |
Accumulated depreciation—equipment | (66,000) | (32,000) |
Total | $597,000 | $555,000 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 39,000 | $ 43,000 |
Bonds payable | 150,000 | 200,000 |
Common stock ($1 par) | 216,000 | 174,000 |
Retained earnings | 192,000 | 138,000 |
Total | $597,000 | $555,000 |
Additional information:
Instructions
Prepare a statement of cash flows for 2025 using the indirect method.
Prepare statement of cash flows—indirect method and compute free cash flow.
E12.10 (LO 2, 3), AP Rodriquez Corporation’s comparative balance sheets are as follows.
Rodriquez Corporation Comparative Balance Sheets December 31 | ||
2025 | 2024 | |
Cash | $ 15,200 | $ 17,700 |
Accounts receivable | 25,200 | 22,300 |
Investments | 20,000 | 16,000 |
Equipment | 60,000 | 70,000 |
Accumulated depreciation—equipment | (14,000) | (10,000) |
Total | $106,400 | $116,000 |
Accounts payable | $ 14,600 | $ 11,100 |
Bonds payable | 10,000 | 30,000 |
Common stock | 50,000 | 45,000 |
Retained earnings | 31,800 | 29,900 |
Total | $106,400 | $116,000 |
Additional information:
Instructions
Identify phases of corporate life cycle.
E12.11 (LO 3), C The information in the table is from the statement of cash flows for a company at four different points in time (M, N, O, and P). Negative values are presented in parentheses.
Point in Time | ||||
M | N | O | P | |
Net cash provided by operating activities | $ (60,000) | $ 30,000 | $120,000 | $ (10,000) |
Cash provided by investing activities | (100,000) | 25,000 | 30,000 | (40,000) |
Cash provided by financing activities | 70,000 | (90,000) | (50,000) | 120,000 |
Net income | (38,000) | 10,000 | 100,000 | (5,000) |
Instructions
For each point in time, state whether the company is most likely in the introductory phase, growth phase, maturity phase, or decline phase. In each case, explain your choice.
Compute net cash provided by operating activities—direct method.
*E12.12 (LO 4), AP Zimmer Company completed its first year of operations on December 31, 2025. Its initial income statement showed that Zimmer had sales revenue of $198,000 and operating expenses of $83,000. Accounts receivable and accounts payable at year-end were $60,000 and $23,000, respectively. Assume that accounts payable related to operating expenses. Ignore income taxes.
Instructions
Compute net cash provided by operating activities using the direct method.
Compute cash payments—direct method.
*E12.13 (LO 4), AP Suppose the 2025 income statement for McDonald’s Corporation shows cost of goods sold $5,178.0 million and operating expenses (including depreciation expense of $1,216.2 million) $10,725.7 million. The comparative balance sheets for the year show that inventory decreased $5.3 million, prepaid expenses increased $42.2 million, accounts payable (inventory suppliers) increased $15.6 million, and accrued expenses payable increased $199.8 million.
Instructions
Using the direct method, compute (a) cash payments to suppliers and (b) cash payments for operating expenses.
Compute cash flow from operating activities—direct method.
*E12.14 (LO 4), AP The 2025 accounting records of Megan Transport provide the following information.
Payment of interest | $ 10,000 | Payment of salaries and wages | $ 53,000 |
Cash sales | 48,000 | Depreciation expense | 16,000 |
Receipt of dividend revenue | 18,000 | Proceeds from sale of vehicles | 812,000 |
Payment of income taxes | 12,000 | Purchase of equipment for cash | 22,000 |
Net income | 38,000 | Loss on sale of vehicles | 3,000 |
Payment for merchandise | 97,000 | Payment of dividends | 14,000 |
Payment for land | 74,000 | Payment of operating expenses | 28,000 |
Collection of accounts receivable | 195,000 |
Instructions
Prepare the cash flows from operating activities section using the direct method.
Calculate cash flows—direct method.
*E12.15 (LO 4), AN The following information is taken from the 2025 general ledger of Preminger Company.
Rent | Rent expense | $ 30,000 |
Prepaid rent, January 1 | 5,900 | |
Prepaid rent, December 31 | 7,400 | |
Salaries | Salaries and wages expense | $ 54,000 |
Salaries and wages payable, January 1 | 2,000 | |
Salaries and wages payable, December 31 | 8,000 | |
Sales | Sales revenue | $160,000 |
Accounts receivable, January 1 | 16,000 | |
Accounts receivable, December 31 | 7,000 |
Instructions
In each case, compute the amount that should be reported in the operating activities section of the statement of cash flows under the direct method.
Prepare a worksheet.
*E12.16 (LO 5), AP Comparative balance sheets for International Company are as follows.
International Company Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 74,000 | $ 22,000 |
Accounts receivable | 85,000 | 76,000 |
Inventory | 179,000 | 189,000 |
Land | 75,000 | 100,000 |
Equipment | 250,000 | 200,000 |
Accumulated depreciation—equipment | (66,000) | (42,000) |
Total | $597,000 | $545,000 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 34,000 | $ 47,000 |
Bonds payable | 160,000 | 200,000 |
Common stock ($1 par) | 224,000 | 164,000 |
Retained earnings | 179,000 | 134,000 |
Total | $597,000 | $545,000 |
Additional information:
Instructions
Prepare a worksheet for a statement of cash flows for 2025 using the indirect method. Enter the reconciling items directly on the worksheet, using letters to cross-reference each entry.
Distinguish among operating, investing, and financing activities.
P12.1 (LO 1, 2), C You are provided with the following information regarding events that occurred at Moore Corporation during 2025 or changes in account balances as of December 31, 2025.
(1) Statement of Cash Flow Section Affected |
(2) If Operating, Should It Be Added (A) to or Subtracted (S) from Net Income |
||
|
Instructions
Moore prepares its statement of cash flows using the indirect method. Complete the first column of the table, indicating whether each item affects the operating activities section (O) (that is, the item would be listed among the adjustments to net income to determine net cash provided by operating activities under the indirect method), investing activities section (I), financing activities section (F), or is a noncash (NC) transaction reported in a separate schedule. For those items classified as operating activities (O), indicate whether the item is added (A) or subtracted (S) from net income to determine net cash provided by operating activities.
Determine cash flow effects of changes in equity accounts.
P12.2 (LO 2), AN The following account balances relate to the stockholders’ equity accounts of Molder Corp. at year-end.
2025 | 2024 | ||
Common stock, 10,500 and 10,000 shares, issued and outstanding, respectively, for 2025 and 2024 | $160,800 | $140,000 | |
Preferred stock, 5,000 shares, issued and outstanding | 125,000 | 125,000 | |
Retained earnings | 300,000 | 270,000 |
A small stock dividend was declared and issued in 2025. The market price of the shares issued was $8,800. Cash dividends of $20,000 were declared and paid in both 2025 and 2024. The common stock and preferred stock have no par or stated value.
Instructions
Net income $58,800
Prepare the operating activities section—indirect method.
P12.3 (LO 2), AP The income statement of Munsun Company is presented here.
Munsun Company Income Statement For the Year Ended November 30, 2025 |
||
Sales revenue | $7,600,000 | |
Cost of goods sold | ||
Beginning inventory | $1,900,000 | |
Purchases | 4,400,000 | |
Goods available for sale | 6,300,000 | |
Ending inventory | 1,600,000 | |
Total cost of goods sold | 4,700,000 | |
Gross profit | 2,900,000 | |
Operating expenses | ||
Selling expenses | 450,000 | |
Administrative expenses | 700,000 | 1,150,000 |
Net income | $1,750,000 |
Additional information:
Instructions
Prepare the operating activities section of the statement of cash flows for the year ended November 30, 2025, for Munsun Company, using the indirect method.
Net cash provided—oper. act. $1,940,000
Prepare the operating activities section—direct method.
*P12.4 (LO 4), AP Data for Munsun Company are presented in P12.3.
Instructions
Prepare the operating activities section of the statement of cash flows using the direct method.
Net cash provided—oper. act. $1,940,000
Prepare the operating activities section—indirect method.
P12.5 (LO 2), AP Rewe Company’s income statement contained the following condensed information.
Rewe Company Income Statement For the Year Ended December 31, 2025 |
||
Service revenue | $970,000 | |
Operating expenses, excluding depreciation | $614,000 | |
Depreciation expense | 55,000 | |
Loss on disposal of plant assets | 16,000 | 685,000 |
Income before income taxes | 285,000 | |
Income tax expense | 56,000 | |
Net income | $229,000 |
Rewe’s balance sheets contained the following comparative data at December 31.
2025 | 2024 | |
Accounts receivable | $70,000 | $60,000 |
Accounts payable | 41,000 | 32,000 |
Income taxes payable | 13,000 | 7,000 |
Accounts payable pertain to operating expenses.
Instructions
Prepare the operating activities section of the statement of cash flows using the indirect method.
Net cash provided $305,000
Prepare the operating activities section—direct method.
*P12.6 (LO 4), AP Data for Rewe Company are presented in P12.5.
Instructions
Prepare the operating activities section of the statement of cash flows using the direct method.
Net cash provided $305,000
Prepare a statement of cash flows—indirect method, and compute free cash flow.
P12.7 (LO 2, 3), AP Presented here are the financial statements of Warner Company.
Warner Company Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 35,000 | $ 20,000 |
Accounts receivable | 20,000 | 14,000 |
Inventory | 28,000 | 20,000 |
Property, plant, and equipment | 60,000 | 78,000 |
Accumulated depreciation | (32,000) | (24,000) |
Total | $111,000 | $108,000 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 19,000 | $ 15,000 |
Income taxes payable | 7,000 | 8,000 |
Bonds payable | 17,000 | 33,000 |
Common stock | 18,000 | 14,000 |
Retained earnings | 50,000 | 38,000 |
Total | $111,000 | $108,000 |
Warner Company Income Statement For the Year Ended December 31, 2025 |
||
Sales revenue | $242,000 | |
Cost of goods sold | 175,000 | |
Gross profit | 67,000 | |
Selling expenses | $18,000 | |
Administrative expenses | 6,000 | 24,000 |
Income from operations | 43,000 | |
Interest expense | 3,000 | |
Income before income taxes | 40,000 | |
Income tax expense | 8,000 | |
Net income | $ 32,000 |
Additional data:
Instructions
Net cash provided—oper. act. $38,500
Prepare a statement of cash flows—direct method, and compute free cash flow.
*P12.8 (LO 3, 4), AP Data for Warner Company are presented in P12.7. Further analysis reveals the following.
Instructions
Net cash provided—oper. act. $38,500
Prepare a statement of cash flows—indirect method.
P12.9 (LO 2), AP Condensed financial data of Granger Inc. follow.
Granger Inc. Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 80,800 | $ 48,400 |
Accounts receivable | 87,800 | 38,000 |
Inventory | 112,500 | 102,850 |
Prepaid expenses | 28,400 | 26,000 |
Long-term investments | 138,000 | 109,000 |
Plant assets | 285,000 | 242,500 |
Accumulated depreciation | (50,000) | (52,000) |
Total | $682,500 | $514,750 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $102,000 | $ 67,300 |
Accrued expenses payable | 16,500 | 21,000 |
Bonds payable | 110,000 | 146,000 |
Common stock | 220,000 | 175,000 |
Retained earnings | 234,000 | 105,450 |
Total | $682,500 | $514,750 |
Granger Inc. Income Statement Data For the Year Ended December 31, 2025 |
||
Sales revenue | $388,460 | |
Less: | ||
Cost of goods sold | $135,460 | |
Operating expenses, excluding depreciation | 12,410 | |
Depreciation expense | 46,500 | |
Income tax expense | 27,280 | |
Interest expense | 4,730 | |
Loss on disposal of plant assets | 7,500 | 233,880 |
Net income | $154,580 |
Additional information:
Instructions
Prepare a statement of cash flows using the indirect method.
Net cash provided—oper. act. $176,930
Prepare a statement of cash flows—direct method.
*P12.10 (LO 4), AP Data for Granger Inc. are presented in P12.9. Further analysis reveals that accounts payable pertain to merchandise creditors.
Instructions
Prepare a statement of cash flows for Granger Inc. using the direct method.
Net cash provided—oper. act. $176,930
Prepare a statement of cash flows—indirect method.
P12.11 (LO 2), AP The comparative balance sheets for Spicer Company as of December 31 are as follows.
Spicer Company Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 68,000 | $ 45,000 |
Accounts receivable | 50,000 | 58,000 |
Inventory | 151,450 | 142,000 |
Prepaid expenses | 15,280 | 21,000 |
Land | 145,000 | 130,000 |
Buildings | 200,000 | 200,000 |
Accumulated depreciation—buildings | (60,000) | (40,000) |
Equipment | 225,000 | 155,000 |
Accumulated depreciation—equipment | (45,000) | (35,000) |
Total | $749,730 | $676,000 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 44,730 | $ 36,000 |
Bonds payable | 300,000 | 300,000 |
Common stock, $1 par | 200,000 | 160,000 |
Retained earnings | 205,000 | 180,000 |
Total | $749,730 | $676,000 |
Additional information:
Instructions
Prepare a statement of cash flows for the year ended December 31, 2025, using the indirect method.
Net cash provided—oper. act. $94,000
Prepare a worksheet—indirect method.
*P12.12 (LO 5), AP Condensed financial data of Oakley Company are as follows.
Oakley Company Comparative Balance Sheets December 31 |
||
2025 | 2024 | |
Assets | ||
Cash | $ 82,700 | $ 47,250 |
Accounts receivable | 90,800 | 57,000 |
Inventory | 126,900 | 102,650 |
Investments | 84,500 | 87,000 |
Equipment | 255,000 | 205,000 |
Accumulated depreciation—equipment | (49,500) | (40,000) |
$590,400 | $458,900 | |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 57,700 | $ 48,280 |
Accrued expenses payable | 12,100 | 18,830 |
Bonds payable | 100,000 | 70,000 |
Common stock | 250,000 | 200,000 |
Retained earnings | 170,600 | 121,790 |
$590,400 | $458,900 |
Oakley Company Income Statement For the Year Ended December 31, 2025 |
||
Sales revenue | $297,500 | |
Gain on disposal of plant assets | 8,750 | |
306,250 | ||
Less: | ||
Cost of goods sold | $99,460 | |
Operating expenses (excluding depreciation expense) | 14,670 | |
Depreciation expense | 49,700 | |
Income tax expense | 7,270 | |
Interest expense | 2,940 | 174,040 |
Net income | $132,210 |
Additional information:
Instructions
Prepare a worksheet for the statement of cash flows using the indirect method. Enter the reconciling items directly in the worksheet columns, using letters to cross-reference each entry.
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 11.)
CCC12 Natalie has prepared the balance sheet and income statement of Cookie & Coffee Creations Inc. and would like you to prepare the cash flow statement. The comparative balance sheet of Cookie & Coffee Creations Inc. at October 31 for the years 2026and 2025,and the income statement for the year ended October 31, 2026, are presented below.
Additional information:
Instructions
(a) Prepare a statement of cash flows for Cookie & Coffee Creations Inc. for the year ended October 31, 2026, using the indirect method.
*(b) Prepare a statement of cash flows for Cookie & Coffee Creations Inc. for the year ended October 31, 2026, using the direct method.
COOKIE & COFFEE CREATIONS INC. Balance Sheet October 31, |
||
Assets | 2026 | 2025 |
Cash | $ 29,074 | $11,550 |
Accounts receivable | 3,250 | 2,710 |
Inventory | 7,897 | 7,450 |
Prepaid expenses | 5,800 | 6,050 |
Equipment | 102,000 | 75,500 |
Accumulated depreciation— | ||
equipment | (25,200) | (9,100) |
Total assets | $122,821 | $94,160 |
COOKIE & COFFEE CREATIONS INC. Balance Sheet October 31, |
||
Liabilities and Stockholders’ Equity | 2026 | 2025 |
Accounts payable | $ 1,150 | $ 2,450 |
Income taxes payable | 9,251 | 7,200 |
Dividends payable | 27,000 | 27,000 |
Salaries and wages payable | 7,250 | 1,280 |
Interest payable | 188 | 0 |
Note payable | 10,000 | 0 |
Preferred stock, no par, $6 cumulative, | ||
3,000 and 2,800 shares issued, | ||
respectively | 15,000 | 14,000 |
Common stock, $1 par—25,930 shares | ||
issued and outstanding | 25,930 | 25,930 |
Additional paid—in capital—treasury stock | 250 | 0 |
Retained earnings | 26,802 | 16,800 |
Less treasury stock | 0 | (500) |
Total liabilities and stockholders’ equity | $122,821 | $94,160 |
COOKIE & COFFEE CREATIONS INC. Income Statement Year Ended October 31, 2026 |
||
Sales | $485,625 | |
Cost of goods sold | 222,694 | |
Gross profit | 262,931 | |
Operating expenses | ||
Salaries and wages expense | $147,979 | |
Depreciation expense | 17,600 | |
Other operating expenses | 48,186 | 213,765 |
Income from operations | 49,166 | |
Other expenses | ||
Interest expense | $ 413 | |
Loss on disposal of plant | ||
assets | 2,500 | 2,913 |
Income before income tax | 46,253 | |
Income tax expense | 9,251 | |
Net income | $ 37,002 |
DA12.1 Data visualization can be used to illustrate cash flows.
Example: Consider the Accounting Across the Organization box “Burning Through Our Cash” presented in the chapter. The three tech companies listed, Box, FireEye, and MobileIron, have all issued stock to the public. As mentioned, prior to making investments in these companies, the investors most likely closely examined each respective company’s cash flows. The investors want to be sure that these companies are able to generate enough cash to satisfy liabilities, pay dividends, and grow the company. The amounts of operating cash flows in thousands for these three companies are presented here.
Year | Box | FireEye | MobileIron |
2016 | $ (1,218) | $ (14,585) | $ (11,729) |
2017 | 61,822 | 17,640 | 3,036 |
2018 | 55,321 | 17,381 | 14,157 |
2019 | 44,713 | 67,537 | (2,406) |
Source: https://finance.yahoo.com/
We can use data visualization to understand the pattern of cash flows for companies such as these. For example, consider the following chart.
https://finance.yahoo.com/
FireEye has an upward sloping trajectory, making its operating cash flows look more promising than the others. Box’s operating cash flows have the steepest downward trend beginning in 2017, making it the company with the biggest concerns. MobileIron had a steady increase for the first two years but has taken a recent downturn, making it a second company that investors will want to watch closely.
DA12.1 By evaluating the cash flows of top competitors within an industry, financial statement users can make certain generalizations about that industry overall. This will help them to better analyze the cash flows of another company within that industry. Excerpts from the cash flow statements for 2016 through 2020 fiscal years of the three tech companies, Box, FireEye, and MobileIron, mentioned in the “Burning Through Our Cash” article in the chapter are presented here.
BOX | Box, Inc. | |||
Year Ending | Operating CF | Investing CF | Financing CF | End Cash Balance |
Jan. 31, 2020 | $44,713 | ($13,296) | ($53,416) | $195,586 |
Jan. 31, 2019 | 55,321 | (16,151) | (29,567) | 217,756 |
Jan. 31, 2018 | 61,822 | (11,715) | (19,830) | 208,076 |
Jan. 31, 2017 | (1,218) | (7,572) | 479 | 177,391 |
FEYE | FireEye, Inc. | |||
Year Ending | Operating CF | Investing CF | Financing CF | End Cash Balance |
Dec. 31, 2019 | $67,537 | ($169,036) | $26,273 | $334,603 |
Dec. 31, 2018 | 17,381 | (48,517) | 260,074 | 409,829 |
Dec. 31, 2017 | 17,640 | (59,323) | (1,093) | 180,891 |
Dec. 31, 2016 | (14,585) | (189,696) | 25,846 | 223,667 |
MOBL | MobilIron, Inc. | |||
Year Ending | Operating CF | Investing CF | Financing CF | End Cash Balance |
Dec. 31, 2019 | ($2,406) | ($494) | ($7,298) | $94,415 |
Dec. 31, 2018 | 14,157 | 3,891 | 732 | 104,613 |
Dec. 31, 2017 | 3,036 | 22,991 | 5,763 | 85,833 |
Dec. 31, 2016 | (11,729) | 12,567 | 5,971 | 54,043 |
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA12.2 By evaluating the cash flows of top competitors within an industry, financial statement users can make certain generalizations about that industry overall. This will help them to better evaluate the cash flows of another company within that industry. Below are excerpts from the cash flow statements for four competitors in the pharmaceutical industry, Merck & Co., Novartis, GlaxoSmithKline, and Pfizer, their respective fiscal years ending in 2019.
Merck & Co. | |
Operating cash flow | $13,440,000 |
Investing cash flow | (2,629,000) |
Financing cash flow | (8,861,000) |
Novartis | |
Operating cash flow | $13,625,000 |
Investing cash flow | (2,226,000) |
Financing cash flow | (13,627,000) |
GlaxoSmithKline | |
Operating cash flow | $8,020,000 |
Investing cash flow | (5,354,000) |
Financing cash flow | (1,840,000) |
Pfizer | |
Operating cash flow | $12,588,000 |
Investing cash flow | (3,945,000) |
Financing cash flow | (8,485,000) |
Source: https://finance.yahoo.com/
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
DA12.3 Data visualization can be used to understand financing cash flows.
Financing activities include issuing or paying off debt and buying or selling stock. Users can find this information in the statement of cash flows. Nike, Inc.’s financing activities for the past six fiscal years are presented here.
Nike, Inc.’s financing activities for fiscal years ending May 31 | ||||||
Source (Use) of Funds | 2020 | 2019 | 2018 | 2017 | 2016 | 2015 |
Notes payable | $49 | ($325) | $13 | $327 | ($67) | ($63) |
Proceeds from borrowings | 6,134 | 1,482 | 981 | |||
Repayment of borrowings | (6) | (6) | (44) | (106) | (7) | |
Payments on capital leases | (27) | (23) | (17) | (7) | (19) | |
Proceeds from stock options issuances | 885 | 700 | 733 | 489 | 507 | 514 |
Excess tax benefits-share-based payments | 177 | 281 | 218 | |||
Repurchase of common stock | (3,067) | (4,286) | (4,254) | (3,223) | (3,238) | (2,534) |
Dividends | (1,452) | (1,332) | (1,243) | (1,133) | (1,022) | (899) |
Other financing activities | (58) | (17) | (55) | |||
Cash provided (used) by financing activities | $2,491 | ($5,293) | ($4,835) | ($1,942) | ($2,671) | ($2,790) |
Source: https://www.stock-analysis-on.net/NYSE/Company/Nike-Inc/Financial-Statement/Statement-of-Cash-Flows
Instructions
Use Excel or the visualization software of your or your instructor’s choice to perform the following:
CT12.1 The financial statements of Apple Inc.are presented in Appendix A.
Instructions
Answer the following questions.
CT12.2 Columbia Sportswear Company’s financial statements are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
CT12.3 Amazon.com, Inc.’s financial statements are presented in Appendix D. Financial statements of Walmart Inc.are presented in Appendix E.
Instructions
CT12.4 Purpose: Learn about the Securities and Exchange Commission (SEC).
Instructions
Go to the SEC website, choose About, and then answer the following questions.
CT12.5 You can use the Internet to view SEC filings.
Instructions
Choose a company, go to the Yahoo! Finance website, and then answer the following questions.
CT12.6 Pete Kent and Maria Robles are examining the following summary of cash flows for Sullivan Company for the year ended January 31, 2025.
Inflows | |
Sales revenue | $385,000 |
Capital stock sales | 405,000 |
Sale of investment (purchased below) | 80,000 |
Proceeds from note (to purchase truck below) | 20,000 |
Interest received on investments | 6,000 |
Total | 896,000 |
Outflows | |
Purchase of fixtures and equipment | $320,000 |
Cost of merchandise purchased for resale | 258,000 |
Payment of operating expenses | 170,000 |
Purchase of investment | 75,000 |
Purchase of truck with note proceeds (shown above) | 20,000 |
Purchase of treasury stock | 10,000 |
Payment of interest on note payable | 3,000 |
Total | 856,000 |
Net increase in cash | $ 40,000 |
Pete claims that this summary shows that Sullivan had a superb first year, with cash increasing $40,000. Maria replies that it was not a superb first year. Rather, she says, the year was an operating failure and that $40,000 is not the actual increase in cash. The cash balance at the beginning of the year was $140,000.
Instructions
With the class divided into groups, answer the following.
CT12.7 Walt Jax, the owner-president of Computer Services Company, is unfamiliar with the statement of cash flows that you, as his accountant, prepared. He asks for further explanation.
Instructions
Write him a brief memo explaining the form and content of the statement of cash flows as shown in Illustration 12.14.
CT12.8 Pendleton Automotive Corp. is a medium-sized wholesaler of automotive parts. It has 10 stockholders who have been paid a total of $1 million in cash dividends for 8 consecutive years. The board’s policy requires that, for this dividend to be declared, net cash provided by operating activities as reported in Pendleton Automotive’s current year’s statement of cash flows must exceed $1 million. President and CEO Hans Pfizer’s job is secure so long as he produces annual operating cash flows to support the usual dividend.
At the end of the current year, controller Kurt Nolte presents president Hans Pfizer with some disappointing news: The net cash provided by operating activities is calculated by the indirect method to be only $970,000. The president says to Kurt, “We must get that amount above $1 million. Isn’t there some way to increase operating cash flow by another $30,000?” Kurt answers, “These figures were prepared by my assistant. I’ll go back to my office and see what I can do.” The president replies, “I know you won’t let me down, Kurt.”
Upon close scrutiny of the statement of cash flows, Kurt concludes that he can get the operating cash flows above $1 million by reclassifying the proceeds from the $60,000, 2-year note payable listed in the financing activities section as “Proceeds from bank loan—$60,000.” He will report the note instead as “Increase in payables—$60,000” and treat it as an adjustment to net income in the operating activities section. He returns to the president, saying, “You can tell the board to declare their usual dividend. Our net cash flow provided by operating activities is $1,030,000.” “Good man, Kurt! I knew I could count on you,” exults the president.
Instructions
CT12.9 In this chapter, you learned that companies prepare a statement of cash flows in order to keep track of their sources and uses of cash and to help them plan for their future cash needs. Planning for short- and long-term cash needs is every bit as important for you as it is for a company.
Instructions
Read the online article “Financial Uh-Oh? No Problem” and then complete the following. To access this article, it may be necessary to register at no cost.
CT12.10 If your school has a subscription to the FASB Codification, log in and prepare responses to the following. Use the Master Glossary to determine the proper definitions.
As in GAAP, the statement of cash flows is a required statement for IFRS. In addition, the content and presentation of an IFRS statement of cash flows is similar to the one used for GAAP. However, the disclosure requirements related to the statement of cash flows are more extensive under GAAP. IAS 7 (“Cash Flow Statements”) provides the overall IFRS requirements for cash flow information. The following are the key similarities and differences between GAAP and IFRS as related to the statement of cash flows.
Similarities
Differences
One area where there can be substantial differences between IFRS and GAAP relates to the classification of interest, dividends, and taxes. The following table indicates the differences between the two approaches.
Item | IFRS | GAAP | ||
Interest paid | Operating or financing | Operating | ||
Interest received | Operating or investing | Operating | ||
Dividends paid | Operating or financing | Financing | ||
Dividends received | Operating or investing | Operating | ||
Taxes paid | Operating—unless specific identification with financing or investing activity |
Operating |
1. Under IFRS, interest paid can be reported as:
2. IFRS requires that noncash items:
3. Under IFRS:
4. Which of the following is correct?
IFRS12.1 Discuss the differences that exist in the treatment of bank overdrafts under GAAP and IFRS.
IFRS12.2 Describe the treatment of each of the following items under IFRS versus GAAP.
a. Interest paid.
b. Interest received.
c. Dividends paid.
d. Dividends received.
IFRS12.3 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company’s annual report to answer the following questions.
a. In which section (operating, investing, or financing) does Louis Vuitton report interest paid (finance costs)?
b. In which section (operating, investing, or financing) does Louis Vuitton report dividends received?
c. If Louis Vuitton reported under GAAP rather than IFRS, how would its treatment of bank overdrafts differ?
Answers to IFRS Self-Test Questions
1. c 2. b 3. c 4. c
We can all learn an important lesson from Warren Buffett: Study companies carefully if you wish to invest. Do not get caught up in fads but instead find companies that are financially healthy. Using some of the basic decision tools presented in this text, you can perform a rudimentary analysis on any company and draw basic conclusions about its financial health. Although it would not be wise for you to bet your life savings on a company’s stock relying solely on your current level of knowledge, we strongly encourage you to practice your new skills wherever possible. Only with practice will you improve your ability to interpret financial numbers.
Before we unleash you on the world of high finance, we present a few more important concepts and techniques as well as one more comprehensive review of corporate financial statements. We use all of the decision tools presented in this text to analyze a single company, with comparisons to a competitor and industry averages.
A recent issue of Forbes magazine listed Warren Buffett as the second richest person in the world. His estimated wealth was $69 billion, give or take a few million. How much is $69 billion? If you invested $69 billion in an investment earning just 4%, you could spend $7.6 million per day—every day—forever.
So, how does Buffett spend his money? Basically, he doesn’t! He still lives in the same house that he purchased in Omaha, Nebraska, in 1958 for $31,500. He still drives his own car (a Cadillac DTS). And, in case you were thinking that his kids are riding the road to Easy Street, think again. Buffett has committed to donate virtually all of his money to charity before he dies.
How did Buffett amass this wealth? Through careful investing. Buffett epitomizes a “value investor.” He applies the basic techniques he learned in the 1950s from the great value investor Benjamin Graham. He looks for companies that have good long-term potential but are currently underpriced. He invests in companies that have low exposure to debt and that reinvest their earnings for future growth. He does not get caught up in fads or the latest trends.
For example, Buffett sat out on the dot-com mania in the 1990s. When other investors put lots of money into fledgling high-tech firms, Buffett didn’t bite because he did not find dot-com companies that met his criteria. He didn’t get to enjoy the stock price boom on the way up, but on the other hand, he didn’t have to ride the price back down to Earth. When the dot-com bubble burst, everyone else was suffering from investment shock. Buffett swooped in and scooped up deals on companies that he had been following for years.
More recently, the stock market had again reached near record highs. Buffett’s returns had been significantly lagging the market. Only 26% of his investments at that time were in stock, and he was sitting on $38 billion in cash. One commentator noted that “if the past is any guide, just when Buffett seems to look most like a loser, the party is about to end.”
If you think you want to follow Buffett’s example and transform your humble nest egg into a mountain of cash, be warned. His techniques have been widely circulated and emulated, but never practiced with the same degree of success. You should probably start by honing your financial analysis skills. A good way for you to begin your career as a successful investor is to master the fundamentals of financial analysis discussed in this chapter.
Source: Based on Jason Zweig, “Buffett Is Out of Step,” Wall Street Journal (May 7, 2012).
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Apply the concepts of sustainable income and quality of earnings. |
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DO IT! 1 Unusual Items |
LO 2 Apply horizontal analysis and vertical analysis. |
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DO IT! 2 Horizontal Analysis |
LO 3 Analyze a company’s performance using ratio analysis. |
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DO IT! 3 Ratio Analysis |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
The value of a company like Google is a function of the amount, timing, and uncertainty of its future cash flows. Google’s current and past income statements are particularly useful in helping analysts predict these future cash flows. In using this approach, analysts must make sure that Google’s past income numbers reflect its sustainable income, that is, they do not include unusual (out-of-the-ordinary) revenues, expenses, gains, and losses.
Discontinued operations refers to the disposal of a significant component of a business, such as the elimination of a major class of customers or an entire activity (see Decision Tools). For example, to downsize its operations, General Dynamics Corp. sold its missile business to Hughes Aircraft Co. for $450 million. In its income statement, General Dynamics reported the sale in a separate section entitled “Discontinued operations.”
A company reports the disposal of a significant component as follows.
To illustrate, assume that during 2025 Acro Energy Inc. has income before income taxes of $800,000. During 2025, Acro discontinued and sold its unprofitable chemical division. The loss in 2025 from the chemical division’s operations (net of $40,000 income tax savings) was $160,000. The loss on disposal of the chemical division (net of $20,000 income tax savings) was $80,000. Assuming a 20% tax rate on income, Illustration 13.1 shows Acro’s income statement (see Helpful Hint).
Note that the statement uses the caption “Income from continuing operations” and adds a new section “Discontinued operations.”
ILLUSTRATION 13.1 Income statement presentation of discontinued operations
Acro Energy Inc. Income Statement (partial) For the Year Ended December 31, 2025 |
||||||
Income before income taxes | $800,000 | |||||
Income tax expense | 160,000 | |||||
Income from continuing operations | 640,000 | |||||
Discontinued operations | ||||||
Loss from operation of chemical division, net of $40,000 income tax savings | $160,000 | |||||
Loss from disposal of chemical division, net of $20,000 income tax savings | 80,000 | (240,000) | ||||
Net income | $400,000 | |||||
Most revenues, expenses, gains, and losses are included in net income.
Accounting standards require that companies adjust most investments in stocks and bonds up or down to their market price at the end of each accounting period. For example, assume that during 2025, its first year of operations, Stassi Corporation purchased IBM bonds for $10,500 as an investment, which it intends to sell sometime in the future. At the end of 2025, Stassi was still holding the investment, but the bonds’ market price was now $8,000. In this case, Stassi is required to reduce the recorded value of its IBM investment by $2,500. The $2,500 difference is an “unrealized” loss. A gain or loss is referred to as unrealized when an asset has experienced a change in value but the owner has not sold the asset. The sale of the asset results in “realization” of the gain or loss.
Should Stassi include this $2,500 unrealized loss in net income? It depends on whether Stassi classifies the IBM bonds as a trading security or an available-for-sale security.
If Stassi did not purchase the investment for trading purposes, it is classified as available-for-sale.
Companies report other comprehensive income in a separate statement of comprehensive income. For example, assuming that Stassi Corporation has a net income of $300,000 and a 20% tax rate, the unrealized loss would be reported below net income, net of tax, as shown in Illustration 13.2.
ILLUSTRATION 13.2 Statement of comprehensive income
Stassi Corporation Statement of Comprehensive Income For the Year Ended December 31, 2025 |
||||
Net income | $300,000 | |||
Other comprehensive income | ||||
Unrealized loss on available-for-sale securities, net of $500 income tax savings | 2,000 | |||
Comprehensive income | $298,000 | |||
Companies report the cumulative amount of other comprehensive income from all years as a separate component of stockholders’ equity. To illustrate, assume Stassi has common stock of $3,000,000, retained earnings of $300,000, and accumulated other comprehensive loss of $2,000. (To simplify, we are assuming that this is Stassi’s first year of operations. Since it has only operated for one year, the cumulative amount of other comprehensive income is this year’s loss of $2,000.) Illustration 13.3 shows the balance sheet presentation of the accumulated other comprehensive loss.
ILLUSTRATION 13.3 Accumulated other comprehensive loss in stockholders’ equity section
Stassi Corporation Balance Sheet (partial) |
||||
Stockholders’ equity | ||||
Common stock | $3,000,000 | |||
Retained earnings | 300,000 | |||
Total paid-in capital and retained earnings | 3,300,000 | |||
Accumulated other comprehensive loss | (2,000) | |||
Total stockholders’ equity | $3,298,000 | |||
Note that the presentation of the accumulated other comprehensive loss is similar to the presentation of the cost of treasury stock in the stockholders’ equity section. (Accumulated unrealized gains would be added in this section of the balance sheet.)
As discussed, many companies report net income and other comprehensive income in separate statements, such as those shown for Pace Corporation in Illustration 13.4.
ILLUSTRATION 13.4 Income statement and statement of comprehensive income
Pace Corporation Income Statement For the Year Ended December 31, 2025 |
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Net sales | $440,000 | |||||
Cost of goods sold | 260,000 | |||||
Gross profit | 180,000 | |||||
Operating expenses | 118,250 | |||||
Income from operations | 61,750 | |||||
Other revenues and gains | 5,600 | |||||
Other expenses and losses | 9,600 | |||||
Income before income taxes | 57,750 | |||||
Income tax expense ($57,750 × 20%) | 11,550 | |||||
Income from continuing operations | 46,200 | |||||
Discontinued operations | ||||||
Loss from operation of plastics division, net of income tax savings $12,000 ($60,000 × 20%) | $48,000 | |||||
Gain on disposal of plastics division, net of $10,000 income taxes ($50,000 × 20%) | 40,000 | (8,000) | ||||
Net income | $38,200 | |||||
Pace Corporation Statement of Comprehensive Income For the Year Ended December 31, 2025 |
||||
Net income | $38,200 | |||
Other comprehensive income | ||||
Unrealized gain on available-for-sale securities, net of $3,000 income taxes ($15,000 × 20%) | 12,000 | |||
Comprehensive income | $50,200 | |||
For ease of comparison, users of financial statements expect companies to prepare their statements on a basis consistent with the preceding period.
Companies report most changes in accounting principle retroactively.2 That is, they report the results from both the current period and previous periods using the new principle. Thus, the same principle is used in all periods. This treatment improves the ability to compare financial performance across years.
The quality of a company’s earnings is of extreme importance to analysts.
Here are some of the factors affecting the quality of earnings.
Variations among companies in the application of generally accepted accounting principles (GAAP) may hamper comparability and reduce quality of earnings. For example, suppose one company uses the FIFO method of inventory costing, while another company in the same industry uses LIFO. If inventory is a significant asset to both companies, it is unlikely that their current ratios are comparable. For example, if General Motors Corporation used FIFO instead of LIFO for inventory valuation, its inventories in a recent year would have been 26% higher, which significantly affects the current ratio (and other ratios as well).
In addition to differences in inventory costing methods, differences also exist in reporting such items as depreciation and amortization. Although these differences in accounting methods might be detectable from reading the notes to the financial statements, adjusting the financial data to compensate for the different methods is often difficult, if not impossible.
Companies whose stock is publicly traded are required to present their income statement following GAAP.
This large difference in profits between GAAP income numbers and pro forma income is not unusual. For example, during one nine-month period, the 100 largest companies on the Nasdaq stock exchange reported a total pro forma income of $19.1 billion but a total loss as measured by GAAP of $82.3 billion—a difference of about $100 billion!
To compute pro forma income, companies generally exclude any items they deem inappropriate for measuring their performance. Many analysts and investors are critical of the practice of using pro forma income because these numbers often make companies look better than they really are. As the financial press noted, pro forma numbers might be called “earnings before bad stuff.” Companies, on the other hand, argue that pro forma numbers more clearly indicate sustainable income because they exclude unusual and non-recurring expenses. “Cisco’s technique gives readers of financial statements a clear picture of Cisco’s normal business activities,” the company said in a statement issued in response to questions about its pro forma income accounting.
Recently, the SEC provided some guidance on how companies should present pro forma information. Stay tuned: Everyone seems to agree that pro forma numbers can be useful if they provide insights into determining a company’s sustainable income. However, many companies have abused the flexibility that pro forma numbers allow and have used the measure as a way to put their companies in a more favorable light.
Because some managers feel pressure from Wall Street to continually increase earnings, they manipulate earnings numbers to meet these expectations. The most common abuse is the improper recognition of revenue. One practice that some companies use is called channel stuffing.
To illustrate, Bristol-Myers Squibb at one time indicated that it used sales incentives to encourage wholesalers to buy more drugs than they needed. As a result, the company had to issue revised financial statements showing corrected revenues and income.
Another practice is the improper capitalization of operating expenses as assets. WorldCom capitalized over $7 billion of operating expenses in order to report positive net income. In other situations, companies fail to report all their liabilities. Enron promised to make payments on certain contracts if financial difficulty developed, but these guarantees were not reported as liabilities. In addition, disclosure was so lacking in transparency that it was impossible to understand what was happening at the company.
In assessing the financial performance of a company, investors are interested in its core or sustainable earnings. In addition, investors are interested in making comparisons from period to period. Throughout this text, we have relied on three types of comparisons to improve the decision-usefulness of financial information:
We use three basic tools in financial statement analysis to highlight the significance of financial statement data:
In the remainder of this section, we introduce formal forms of horizontal and vertical analysis. In the next section, we review ratio analysis in some detail.
Horizontal analysis, also known as trend analysis, is a technique for evaluating a series of financial statement data over a period of time (see Decision Tools). Its purpose is to determine the increase or decrease that has taken place, expressed as either an amount or a percentage. For example, here are recent net sales figures (in thousands) of Chicago Cereal Company:
2025 | 2024 | 2023 | 2022 | 2021 | ||||
$11,776 | $10,907 | $10,177 | $9,614 | $8,812 |
If we assume that 2021 is the base year, we can measure all percentage increases or decreases relative to this base-period amount with the formula shown in Illustration 13.5.
ILLUSTRATION 13.5 Horizontal analysis—computation of changes since base period
Using horizontal analysis, we can determine the following.
Alternatively, we can express current-year net sales as a percentage of the base period. To do so, we would divide the current-year amount by the base-year amount, as shown in Illustration 13.6.
ILLUSTRATION 13.6 Horizontal analysis—computation of current year in relation to base year
Current-period net sales expressed as a percentage of the base period for each of the five years, using 2018 as the base period, are shown in Illustration 13.7.
ILLUSTRATION 13.7 Horizontal analysis of net sales
Chicago Cereal Company Net Sales (in thousands) Base Period 2021 |
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2025 | 2024 | 2023 | 2022 | 2021 | ||||||
$11,776 | $10,907 | $10,177 | $9,614 | $8,812 | ||||||
133.6% | 123.8% | 115.5% | 109.1% | 100% | ||||||
The large increase in net sales during 2022 would raise questions regarding possible reasons for such a significant change. Chicago Cereal’s 2022 notes to the financial statements explain that the company completed an acquisition of Elf Foods Company during 2022. This major acquisition would help explain the increase in net sales highlighted by horizontal analysis.
To further illustrate horizontal analysis, we use the financial statements of Chicago Cereal Company. Its two-year condensed balance sheets for 2025 and 2024, showing dollar and percentage changes, are presented in Illustration 13.8 (see Helpful Hint).
ILLUSTRATION 13.8 Horizontal analysis of balance sheets
Chicago Cereal Company Condensed Balance Sheets December 31 (in thousands) |
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Increase (Decrease) During 2025 | ||||||||||
2025 | 2024 | Amount | Percent | |||||||
Assets | ||||||||||
Current assets | $ 2,717 | $ 2,427 | $290 | 11.9 | ||||||
Property, plant, and equipment (net) | 2,990 | 2,816 | 174 | 6.2 | ||||||
Other assets | 5,690 | 5,471 | 219 | 4.0 | ||||||
Total assets | $11,397 | $10,714 | $683 | 6.4 | ||||||
Liabilities and Stockholders’ Equity | ||||||||||
Current liabilities | $ 4,044 | $ 4,020 | $ 24 | 0.6 | ||||||
Long-term liabilities | 4,827 | 4,625 | 202 | 4.4 | ||||||
Total liabilities | 8,871 | 8,645 | 226 | 2.6 | ||||||
Stockholders’ equity | ||||||||||
Common stock | 493 | 397 | 96 | 24.2 | ||||||
Retained earnings | 3,390 | 2,584 | 806 | 31.2 | ||||||
Treasury stock (cost) | (1,357) | (912) | 445 | 48.8 | ||||||
Total stockholders’ equity | 2,526 | 2,069 | 457 | 22.1 | ||||||
Total liabilities and stockholders’ equity | $11,397 | $10,714 | $683 | 6.4 | ||||||
The comparative balance sheets show that a number of changes occurred in Chicago Cereal’s financial position from 2024 to 2025.
Illustration 13.9 presents two-year comparative income statements of Chicago Cereal Company for 2025 and 2024, showing dollar and percentage changes (see Helpful Hint).
ILLUSTRATION 13.9 Horizontal analysis of income statements
Chicago Cereal Company Condensed Income Statements For the Years Ended December 31 (in thousands) |
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Increase (Decrease) During 2025 | ||||||||||
2025 | 2024 | Amount | Percent | |||||||
Net sales | $11,776 | $10,907 | $869 | 8.0 | ||||||
Cost of goods sold | 6,597 | 6,082 | 515 | 8.5 | ||||||
Gross profit | 5,179 | 4,825 | 354 | 7.3 | ||||||
Selling and administrative expenses | 3,311 | 3,059 | 252 | 8.2 | ||||||
Income from operations | 1,868 | 1,766 | 102 | 5.8 | ||||||
Interest expense | 321 | 294 | 27 | 9.2 | ||||||
Income before income taxes | 1,547 | 1,472 | 75 | 5.1 | ||||||
Income tax expense | 444 | 468 | (24) | (5.1) | ||||||
Net income | $ 1,103 | $ 1,004 | $ 99 | 9.9 | ||||||
Horizontal analysis of the income statements shows the following changes.
The measurement of changes from period to period in percentages is relatively straightforward and quite useful. However, complications can result in making the computations. If an item has no value in a base year or preceding year and a value in the next year, no percentage change can be computed.
Vertical analysis, also called common-size analysis, is a technique for evaluating financial statement data that expresses each item in a financial statement as a percentage of a base amount (see Decision Tools). For example, on a balance sheet we might express current assets as 22% of total assets (total assets being the base amount). Or, on an income statement we might express selling expenses as 16% of net sales (net sales being the base amount).
Presented in Illustration 13.10 are the comparative balance sheets of Chicago Cereal for 2025 and 2024, analyzed vertically. The base for the asset items is total assets, and the base for the liability and stockholders’ equity items is total liabilities and stockholders’ equity.
ILLUSTRATION 13.10 Vertical analysis of balance sheets
Chicago Cereal Company Condensed Balance Sheets December 31 (in thousands) |
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2025 | 2024 | |||||||||
Amount | Percent* | Amount | Percent* | |||||||
Assets | ||||||||||
Current assets | $ 2,717 | 23.8 | $ 2,427 | 22.6 | ||||||
Property, plant, and equipment (net) | 2,990 | 26.2 | 2,816 | 26.3 | ||||||
Other assets | 5,690 | 50.0 | 5,471 | 51.1 | ||||||
Total assets | $11,397 | 100.0 | $10,714 | 1100.0 | ||||||
Liabilities and Stockholders’ Equity | ||||||||||
Current liabilities | $ 4,044 | 35.5 | $ 4,020 | 37.5 | ||||||
Long-term liabilities | 4,827 | 42.4 | 4,625 | 43.2 | ||||||
Total liabilities | 8,871 | 77.9 | 8,645 | 80.7 | ||||||
Stockholders’ equity | ||||||||||
Common stock | 493 | 4.3 | 397 | 3.7 | ||||||
Retained earnings | 3,390 | 29.7 | 2,584 | 24.1 | ||||||
Treasury stock (cost) | (1,357) | (11.9) | (912) | (8.5) | ||||||
Total stockholders’ equity | 2,526 | 22.1 | 2,069 | 19.3 | ||||||
Total liabilities and stockholders’ equity | $11,397 | 100.0 | $10,714 | 100.0 | ||||||
*Numbers have been rounded to total 100% |
In addition to showing the relative size of each item on the balance sheets, vertical analysis can show the percentage change in the individual asset, liability, and stockholders’ equity items.
This switch to a higher percentage of equity financing has two causes.
Thus, the company shifted toward equity financing by relying less on debt and by increasing the amount of retained earnings.
Vertical analysis of the comparative income statements of Chicago Cereal, shown in Illustration 13.11, reveals the following.
ILLUSTRATION 13.11 Vertical analysis of income statements
Chicago Cereal Company Condensed Income Statements For the Years Ended December 31 (in thousands) |
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2025 | 2024 | |||||||||
Amount | Percent* | Amount | Percent* | |||||||
Net sales | $11,776 | 100.0 | $10,907 | 100.0 | ||||||
Cost of goods sold | 6,597 | 56.0 | 6,082 | 55.8 | ||||||
Gross profit | 5,179 | 44.0 | 4,825 | 44.2 | ||||||
Selling and administrative expenses | 3,311 | 28.1 | 3,059 | 28.0 | ||||||
Income from operations | 1,868 | 15.9 | 1,766 | 16.2 | ||||||
Interest expense | 321 | 2.7 | 294 | 2.7 | ||||||
Income before income taxes | 1,547 | 13.2 | 1,472 | 13.5 | ||||||
Income tax expense | 444 | 3.8 | 468 | 4.3 | ||||||
Net income | $ 1,103 | 9.4 | $ 1,004 | 9.2 | ||||||
*Numbers have been rounded to total 100%. |
Vertical analysis also enables you to compare companies of different sizes. For example, one of Chicago Cereal’s competitors is Giant Mills. Giant Mills’ sales are 1,000 times larger than those of Chicago Cereal. Vertical analysis enables us to meaningfully compare the condensed income statements of Chicago Cereal and Giant Mills, as shown in Illustration 13.12.
ILLUSTRATION 13.12 Intercompany comparison by vertical analysis
Condensed Income Statements For the Year Ended December 31, 2025 |
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Chicago Cereal (in thousands) |
Giant Mills, Inc. (in millions) |
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Amount | Percent* | Amount | Percent* | |||||||
Net sales | $11,776 | 100.0 | $17,910 | 100.0 | ||||||
Cost of goods sold | 6,597 | 56.0 | 11,540 | 64.4 | ||||||
Gross profit | 5,179 | 44.0 | 6,370 | 35.6 | ||||||
Selling and administrative expenses | 3,311 | 28.1 | 3,474 | 19.4 | ||||||
Income from operations | 1,868 | 15.9 | 2,896 | 16.2 | ||||||
Interest expense | 321 | 2.7 | 196 | 1.1 | ||||||
Income before income taxes | 1,547 | 13.2 | 2,700 | 15.1 | ||||||
Income tax expense | 144 | 3.8 | 876 | 4.9 | ||||||
Net income | $ 1,103 | 9.4 | $ 1,824 | 10.2 | ||||||
*Numbers have been rounded to total 100%. |
Chicago Cereal’s results are presented in thousands while those of Giant Mills are presented in millions. Vertical analysis eliminates the impact of this size difference for our analysis.
Ratio analysis expresses the relationship among selected items of financial statement data (see Decision Tools).
To illustrate, in a recent year, Nike, Inc. had current assets of $13,626 million and current liabilities of $3,926 million. We can find the relationship between these two measures by dividing current assets by current liabilities. The alternative means of expression are as follows.
Percentage: | Current assets are 347% of current liabilities. |
Rate: | Current assets are 3.47 times current liabilities. |
Proportion: | The relationship of current assets to liabilities is 3.47:1. |
To analyze the primary financial statements, we can use ratios to evaluate liquidity, solvency, and profitability. Illustration 13.13 describes these classifications.
ILLUSTRATION 13.13 Financial ratio classifications
Ratios can provide clues to underlying conditions that may not be apparent from individual financial statement components. However, a single ratio by itself is not very meaningful. Thus, in the discussion of ratios we will use the following types of comparisons.
Liquidity ratios (Illustration 13.14) measure the short-term ability of the company to pay its maturing obligations and to meet unexpected needs for cash. Short-term creditors such as bankers and suppliers are particularly interested in assessing liquidity.
ILLUSTRATION 13.14 Summary of liquidity ratios
Liquidity Ratios | |
1. Current ratio | |
2. Inventory turnover | |
3. Days in inventory | |
4. Accounts receivable turnover | |
5. Average collection period |
Solvency ratios (Illustration 13.15) measure the ability of the company to survive over a long period of time. Long-term creditors and stockholders are interested in a company’s long-run solvency, particularly its ability to pay interest as it comes due and to repay the balance of debt at its maturity.
ILLUSTRATION 13.15 Summary of solvency ratios
Solvency Ratios | ||
6. | Debt to assets ratio | |
7. | Times interest earned | |
8. | Free cash flow |
Profitability ratios (Illustration 13.16) measure the income or operating success of a company for a given period of time. A company’s income, or lack of it, affects its ability to obtain debt and equity financing, its liquidity position, and its ability to grow. As a consequence, creditors and investors alike are interested in evaluating profitability. Profitability is frequently used as the ultimate test of management’s operating effectiveness.
ILLUSTRATION 13.16 Summary of profitability ratios
Profitability Ratios | |
9. Return on common stockholders’ equity | |
10. Return on assets | |
11. Profit margin | |
12. Asset turnover | |
13. Gross profit rate | |
14. Earnings per share | |
15. Price-earnings ratio | |
16. Payout ratio |
In the age of “Big Data,” opportunities for investors to apply data analytics to financial data are boundless. Immense quantities and types of data are available to investors. Free financial data about corporations, for example, can be obtained from the SEC’s Edgar database and other sources. Alternatively, database services such as Compustat and WorldScope sell financial and other information regarding a wide range of company and industry characteristics. In addition, each day massive amounts of trading data are collected from financial exchanges.
Professional analysts employ sophisticated computerized valuation models that use financial, nonfinancial, and trading data to identify investment opportunities.
In this section, we provide a comprehensive review of ratios used for evaluating the financial health and performance of a company. We use the financial information in Illustrations 13.17 through 13.20 to calculate Chicago Cereal Company’s 2025 ratios. You can use these data to review the computations.
ILLUSTRATION 13.17 Chicago Cereal Company’s balance sheets
Chicago Cereal Company Balance Sheets December 31 (in thousands) |
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2025 | 2024 | |||||
Assets | ||||||
Current assets | ||||||
Cash | $ 524 | $ 411 | ||||
Accounts receivable (net) | 1,026 | 945 | ||||
Inventory | 924 | 824 | ||||
Prepaid expenses and other current assets | 243 | 247 | ||||
Total current assets | 2,717 | 2,427 | ||||
Property, plant, and equipment (net) | 2,990 | 2,816 | ||||
Other assets | 5,690 | 5,471 | ||||
Total assets | $11,397 | $10,714 | ||||
Liabilities and Stockholders’ Equity | ||||||
Current liabilities | $ 4,044 | $ 4,020 | ||||
Long-term liabilities | 4,827 | 4,625 | ||||
Stockholders’ equity—common | 2,526 | 2,069 | ||||
Total liabilities and stockholders’ equity | $11,397 | $10,714 | ||||
ILLUSTRATION 13.18 Chicago Cereal Company’s income statements
Chicago Cereal Company Condensed Income Statements For the Years Ended December 31 (in thousands) |
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2025 | 2024 | |||||
Net sales | $11,776 | $10,907 | ||||
Cost of goods sold | 6,597 | 6,082 | ||||
Gross profit | 5,179 | 4,825 | ||||
Selling and administrative expenses | 3,311 | 3,059 | ||||
Income from operations | 1,868 | 1,766 | ||||
Interest expense | 321 | 294 | ||||
Income before income taxes | 1,547 | 1,472 | ||||
Income tax expense | 444 | 468 | ||||
Net income | $ 1,103 | $ 1,004 | ||||
ILLUSTRATION 13.19 Chicago Cereal Company’s statements of cash flows
Chicago Cereal Company Condensed Statements of Cash Flows For the Years Ended December 31 (in thousands) |
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2025 | 2024 | |||||
Cash flows from operating activities | ||||||
Cash receipts from operating activities | $11,695 | $10,841 | ||||
Cash payments for operating activities | (10,192) | (9,431) | ||||
Net cash provided by operating activities | 1,503 | 1,410 | ||||
Cash flows from investing activities | ||||||
Purchases of property, plant, and equipment | (472) | (453) | ||||
Other investing activities | (129) | 8 | ||||
Net cash used in investing activities | (601) | (445) | ||||
Cash flows from financing activities | ||||||
Issuance of common stock | 163 | 218 | ||||
Issuance of debt | 2,179 | 721 | ||||
Reductions of debt | (2,011) | (650) | ||||
Payment of cash dividends | (475) | (450) | ||||
Repurchase of common stock and other items | (645) | (612) | ||||
Net cash provided (used) by financing activities | (789) | (773) | ||||
Increase (decrease) in cash and cash equivalents | 113 | 192 | ||||
Cash and cash equivalents at beginning of year | 411 | 219 | ||||
Cash and cash equivalents at end of year | $ 524 | $ 411 | ||||
ILLUSTRATION 13.20 Additional information for Chicago Cereal Company
Additional information: | |||
2025 | 2024 | ||
Weighted-average common shares outstanding (thousands) | 418.7 | 418.5 | |
Stock price at year-end | $52.92 | $50.06 |
As indicated in the chapter, we can classify ratios into three types for analysis of the primary financial statements:
As a tool of analysis, ratios can provide clues to underlying conditions that may not be apparent from an inspection of the individual components of a particular ratio. But, a single ratio by itself is not very meaningful. Accordingly, in this discussion we use the following three comparisons.
Liquidity ratios measure the short-term ability of the company to pay its maturing obligations and to meet unexpected needs for cash.
ILLUSTRATION 13.21 Current ratio
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Current ratio | .60 | .67 | 1.06 |
What do the measures tell us?
Accounts receivable turnover. Analysts can measure liquidity by how quickly a company converts certain assets to cash. A low value for the current ratio can sometimes be compensated for if some of the company’s current assets are highly liquid.
How liquid, for example, are the receivables? The ratio used to assess the liquidity of the receivables is the accounts receivable turnover, which measures the number of times, on average, a company collects receivables during the period. The accounts receivable turnover is computed by dividing net credit sales (net sales less cash sales) by average net accounts receivable during the year. The accounts receivable turnover for Chicago Cereal is shown in Illustration 13.22.
ILLUSTRATION 13.22 Accounts receivable turnover
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Accounts receivable turnover | 12.0 | 12.2 | 11.2 |
In computing the rate, we assumed that all Chicago Cereal’s sales are credit sales.
Average collection period. A popular variant of the accounts receivable turnover converts it into an average collection period in days. This is done by dividing the accounts receivable turnover into 365 days. The average collection period for Chicago Cereal is shown in Illustration 13.23.
ILLUSTRATION 13.23 Average collection period
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Average collection period | 30.4 | 29.9 | 32.6 |
Chicago Cereal’s 2025 accounts receivable turnover of 11.9 times is divided into 365 days to obtain approximately 31 days.
Analysts frequently use the average collection period to assess the effectiveness of a company’s credit and collection policies. The general rule is that the collection period should not greatly exceed the credit term period (i.e., the time allowed for payment, which is 30 days for many companies).
Inventory turnover. The inventory turnover measures the number of times average inventory was sold during the period. Its purpose is to measure the liquidity of the inventory. A high measure indicates that inventory is being sold and replenished frequently. The inventory turnover is computed by dividing the cost of goods sold by the average inventory during the period. Unless seasonal factors are significant, average inventory can be computed using the beginning and ending inventory balances. Chicago Cereal’s inventory turnover is shown in Illustration 13.24.
ILLUSTRATION 13.24 Inventory turnover
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Inventory turnover | 7.9 | 7.4 | 6.7 |
Chicago Cereal’s inventory turnover decreased slightly in 2025.
Days in inventory. A variant of the inventory turnover is the days in inventory, which measures the average number of days inventory is held. The days in inventory for Chicago Cereal is shown in Illustration 13.25.
ILLUSTRATION 13.25 Days in inventory
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Days in inventory | 46.2 | 49.3 | 54.5 |
Chicago Cereal’s 2025 inventory turnover of 7.5 divided into 365 is approximately 49 days.
To conclude, nearly all of these liquidity measures suggest that Chicago Cereal’s liquidity changed little during 2025. Its liquidity appears acceptable when compared to the industry as a whole and when compared to Giant Mills.
Solvency ratios measure the ability of the company to survive over a long period of time.
Debt to assets ratio. The debt to assets ratio measures the percentage of total financing provided by creditors. It is computed by dividing total liabilities (both current and long-term debt) by total assets. This ratio indicates the degree of financial leveraging. It also provides some indication of the company’s ability to withstand losses without impairing the interests of its creditors. The higher the percentage of debt to assets, the greater the risk that the company may be unable to meet its maturing obligations. Thus, from the creditors’ point of view, a low ratio of debt to assets is desirable. Chicago Cereal’s debt to assets ratio is shown in Illustration 13.26.
ILLUSTRATION 13.26 Debt to assets ratio
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Debt to assets ratio | 81% | 55% | 55% |
Chicago Cereal’s 2025 ratio means that creditors have provided financing sufficient for 78% of the company’s total assets.
The adequacy of this ratio is often judged in light of the company’s earnings. Generally, companies with relatively stable earnings, such as public utilities, have higher debt to assets ratios than cyclical companies with widely fluctuating earnings, such as many high-tech companies.
Another ratio with a similar meaning is the debt to equity ratio.
Times interest earned. The times interest earned (also called interest coverage) indicates the company’s ability to meet interest payments as they come due. It is computed by dividing the sum of net income, interest expense, and income tax expense by interest expense. Note that this ratio uses income before interest expense and income taxes because this amount represents what is available to cover interest. Chicago Cereal’s times interest earned is shown in Illustration 13.27.
ILLUSTRATION 13.27 Times interest earned
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Times interest earned | 6.0 | 9.9 | 5.5 |
For Chicago Cereal, the 2025 interest coverage was 5.8 times, which indicates that income before interest and taxes was 5.8 times the amount needed for interest expense.
Free cash flow. One indication of a company’s solvency, as well as of its ability to pay dividends or expand operations, is the amount of excess cash it generated after investing in capital expenditures and paying dividends. This amount is referred to as free cash flow. For example, if you generate $100,000 of net cash provided by operating activities but you spend $30,000 on capital expenditures and pay $10,000 in dividends, you have $60,000 ($100,000 − $30,000 − $10,000) to use either to expand operations, pay additional dividends, or pay down debt. Chicago Cereal’s free cash flow is shown in Illustration 13.28.
ILLUSTRATION 13.28 Free cash flow
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Free cash flow | Net cash provided by operating activities − Capital expenditures − Cash dividends | (in thousands) $1,503 − $472 − $475 = $556 |
(in thousands) $507 |
(in millions) $895 |
na |
Chicago Cereal’s free cash flow increased slightly from 2024 to 2025.
Profitability ratios measure the income or operating success of a company for a given period of time.
The relationships among measures of profitability are very important. Understanding them can help management determine where to focus its efforts to improve profitability. Illustration 13.29 diagrams these relationships. Our discussion of Chicago Cereal’s profitability is structured around this diagram.
ILLUSTRATION 13.29 Relationships among profitability measures
Return on common stockholders’ equity (ROE). A widely used measure of profitability from the common stockholders’ viewpoint is the return on common stockholders’ equity (ROE). This ratio shows how many dollars of net income the company earned for each dollar invested by the owners. It is computed by dividing net income minus any preferred dividends—that is, income available to common stockholders—by average common stockholders’ equity. The return on common stockholders’ equity for Chicago Cereal is shown in Illustration 13.30.
ILLUSTRATION 13.30 Return on common stockholders’ equity
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Return on common stockholders’ equity | 46% | 25% | 19% |
Chicago Cereal’s 2025 return on common stockholders’ equity is unusually high at 48%. The industry average is 19% and Giant Mills’ return is 25%. In the subsequent sections, we investigate the causes of this high return.
Return on assets. The return on common stockholders’ equity is affected by two factors: the return on assets and the degree of leverage. The return on assets measures the overall profitability of assets in terms of the income earned on each dollar invested in assets. It is computed by dividing net income by average total assets. Chicago Cereal’s return on assets is shown in Illustration 13.31.
ILLUSTRATION 13.31 Return on assets
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Return on assets | 9.4% | 6.2% | 5.3% |
Chicago Cereal had a 10.0% return on assets in 2025. This rate is significantly higher than that of Giant Mills and the industry average.
Note that its rate of return on common stockholders’ equity (48%) is substantially higher than its rate of return on assets (10%). The reason is that it has made effective use of leverage.
For example, if you borrow money at 8% and your rate of return on assets is 11%, you are trading on the equity at a gain. Note, however, that trading on the equity is a two-way street. For example, if you borrow money at 11% and earn only 8% on it, you are trading on the equity at a loss.
Chicago Cereal earns more on its borrowed funds than it has to pay in interest. Thus, the return to stockholders exceeds the return on assets because of the positive benefit of leverage. Recall from our earlier discussion that Chicago Cereal’s percentage of debt financing, as measured by the ratio of debt to assets (or debt to equity), is higher than Giant Mills’ and the industry average. It appears that Chicago Cereal’s high return on common stockholders’ equity is due in part to its use of leverage.
Profit margin. The return on assets is affected by two factors, the first of which is the profit margin. The profit margin, or rate of return on sales, is a measure of the percentage of each dollar of sales that results in net income. It is computed by dividing net income by net sales for the period. Chicago Cereal’s profit margin is shown in Illustration 13.32.
ILLUSTRATION 13.32 Profit margin
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Profit margin | 9.2% | 8.2% | 6.1% |
Chicago Cereal experienced a slight increase in its profit margin from 2024 to 2025 of 9.2% to 9.4%.
Asset turnover. The other factor that affects the return on assets is the asset turnover. The asset turnover measures how efficiently a company uses its assets to generate sales. It is determined by dividing net sales by average total assets for the period. The resulting number shows the dollars of net sales produced by each dollar invested in assets. Illustration 13.33 shows the asset turnover for Chicago Cereal.
ILLUSTRATION 13.33 Asset turnover
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Asset turnover | 1.02 | .76 | .87 |
The asset turnover shows that in 2025, Chicago Cereal generated sales of $1.07 for each dollar it had invested in assets.
In summary, Chicago Cereal’s return on assets increased from 9.4% in 2024 to 10.0% in 2025. Underlying this increase was an increased profitability on each dollar of net sales (as measured by the profit margin) and a rise in the sales-generating efficiency of its assets (as measured by the asset turnover). The combined effect of the profit margin and asset turnover yields the return on assets for Chicago Cereal shown in Illustration 13.34.
ILLUSTRATION 13.34 Composition of return on assets
Ratios: | Profit Margin | × | Asset Turnover | × | Return on Assets |
× | × | ||||
Chicago Cereal | |||||
2025 | 9.4% | × | 1.07 times | = | 10.1%* |
2024 | 9.2% | × | 1.02 times | = | 9.4% |
*Difference from value in Illustration 13.31 due to rounding. |
Gross profit rate. One factor that strongly influences the profit margin is the gross profit rate. The gross profit rate is determined by dividing gross profit (net sales less cost of goods sold) by net sales. This rate indicates a company’s ability to maintain an adequate unit selling price above its unit cost of goods sold.
As an industry becomes more competitive, this ratio typically declines.
Illustration 13.35 shows Chicago Cereal’s gross profit rate.
ILLUSTRATION 13.35 Gross profit rate
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Gross profit rate | 44% | 34% | 30% |
Chicago Cereal’s gross profit rate remained constant from 2024 to 2025, and exceeded that of Giant Mills and of the industry average.
Earnings per share (EPS). Stockholders usually think in terms of the number of shares they own or plan to buy or sell. Expressing net income earned on a per share basis provides a useful perspective for evaluating profitability. Earnings per share is a measure of the net income earned on each share of common stock. It is computed by dividing net income by the average number of common shares outstanding during the year.
The terms “net income per share” and “earnings per share” refer to the amount of net income applicable to each share of common stock. Therefore, when we compute earnings per share, if there are preferred dividends declared for the period, we must deduct them from net income to arrive at income available to the common stockholders. Chicago Cereal’s earnings per share is shown in Illustration 13.36. There were no shares of preferred stock outstanding and no preferred stock dividends.
ILLUSTRATION 13.36 Earnings per share
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Earnings per share (EPS) | $2.40 | $2.90 | na |
Note that no industry average is presented in Illustration 13.36.
Price-earnings ratio. The price-earnings (P-E) ratio is an oft-quoted statistic that measures the ratio of the market price of each share of common stock to the earnings per share of common stock. The P-E ratio reflects investors’ assessments of a company’s future earnings. It is computed by dividing the market price per share of the stock by earnings per share. Chicago Cereal’s price-earnings ratio is shown in Illustration 13.37.
ILLUSTRATION 13.37 Price-earnings ratio
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Price-earnings ratio | 20.9 | 24.3 | 35.8 |
At the end of 2025 and 2024, the market price of Chicago Cereal’s stock was $52.92 and $50.06, respectively.
Payout ratio. The payout ratio measures the percentage of earnings distributed in the form of cash dividends on common stock (see Helpful Hint). It is computed by dividing cash dividends paid on common stock by net income. Companies that have high growth rates are characterized by low payout ratios because they reinvest most of their net income in the business. The payout ratio for Chicago Cereal is shown in Illustration 13.38.
ILLUSTRATION 13.38 Payout ratio
Chicago Cereal | Giant Mills | Industry Average | ||||||||
Ratio | Formula | 2025 | 2024 | 2025 | ||||||
Payout ratio | 45% | 54% | 37% |
The 2025 and 2024 payout ratios for Chicago Cereal are lower than that of Giant Mills (54%) but higher than the industry average (37%).
Before drawing any conclusions regarding Chicago Cereal’s dividend payout ratio, we should calculate this ratio over a longer period of time to evaluate any trends and also try to find out whether management’s philosophy regarding dividends has changed recently. The “Selected Financial Data” section of Chicago Cereal’s Management Discussion and Analysis shows that over a 5-year period, earnings per share rose 45%, while dividends per share grew only 19%.
In terms of the types of financial information available and the ratios used by various industries, what can be practically covered in this text gives you the “Titanic approach.” That is, you are only seeing the tip of the iceberg compared to the vast databases and types of ratio analysis that are available electronically. The availability of information is not a problem. The real trick is to be discriminating enough to perform relevant analysis and select pertinent comparative data.
Sustainable income analysis is useful in evaluating a company’s performance. Sustainable income is the most likely level of income to be obtained by the company in the future and omits unusual items. Discontinued operations and other comprehensive income items are presented separately to highlight their unusual nature. Items below income from continuing operations must be presented net of tax.
A high quality of earnings provides full and transparent information that will not confuse or mislead users of the financial statements. Issues related to quality of earnings are (1) alternative accounting methods, (2) pro forma income, and (3) improper recognition.
Horizontal analysis is a technique for evaluating a series of data over a period of time to determine the increase or decrease that has taken place, expressed as either a dollar amount or a percentage.
Vertical analysis is a technique that expresses each item in a financial statement as a percentage of a relevant total or a base amount.
Financial ratios are provided in Illustration 13.14 (liquidity), Illustration 13.15 (solvency), and Illustration 13.16 (profitability). Analysis is enhanced by intracompany, intercompany, and industry comparisons of these three classes of ratios.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Has the company sold any major components of its business? | Discontinued operations section of income statement | Information reported in this section indicates that the company has discontinued a major component of its business. | If a major component has been discontinued, its results during the current period should not be included in estimates of future net income. |
Has the company changed any of its accounting principles? | Effect of change in accounting principle on current and prior periods | Management indicates that the new principle is preferable to the old principle. Discussed in notes to financial statements. | Examine current and prior years’ reported income, using new-principle basis to assess trends for estimating future income. |
How do the company’s financial position and operating results compare with those of the previous period? | Income statement and balance sheet | Comparative financial statements should be prepared over at least two years, with the first year reported being the base year. Changes in each line item relative to the base year should be presented both by amount and by percentage. This is called horizontal analysis. | Significant changes should be investigated to determine the reason for the change. |
How do the relationships between items in this year’s financial statements compare with those of last year or those of competitors? | Income statement and balance sheet | Each line item on the income statement should be presented as a percentage of net sales, and each line item on the balance sheet should be presented as a percentage of total assets or total liabilities and stockholders’ equity. These percentages should be investigated for differences either across years in the same company or in the same year across different companies. This is called vertical analysis. | Any significant differences either across years or between companies should be investigated to determine the cause. |
How do mathematical relationships between financial statement items compare to prior years, competitors, and industry? | Financial statements | Various ratios that measure liquidity, solvency, and profitability. | Significant differences from prior-year values, or from competitor or industry values, should be investigated to determine the cause. |
1. (LO 1) In reporting discontinued operations, the income statement should show in a special section:
d. Gains and losses from the operations of a discontinued component and gains and losses on the disposal of the discontinued component are shown in a separate section immediately after continuing operations in the income statement. Choices (a) and (b) are correct, but (d) is the better answer. Choice (c) is wrong as both gains and losses on the disposal of the discontinued segment are shown in a separate section of the income statement.
2. (LO 1) Cool Stools Corporation has income before taxes of $400,000 and a loss on discontinued operations of $100,000. If the income tax rate is 25% on all items, the income statement should report income from continuing operations and discontinued operations, respectively, of
d. Income tax expense = 25% × $400,000 = $100,000; therefore, income from continuing operations = $400,000 − $100,000 = $300,000. The loss on discontinued operations is reported net of tax, $100,000 × 75% = $75,000. The other choices are therefore incorrect.
3. (LO 1) Which of the following would be considered an “Other comprehensive income” item?
b. Unrealized gains and losses on available-for-sale securities are reported as other comprehensive income. The other choices are incorrect because they are reported on the income statement as follows: (a) a gain on the disposal of discontinued operations is reported as an unusual item, (c) loss related to a flood is reported among other expenses and losses, and (d) net income is a separate line item.
4. (LO 1) Which situation below might indicate a company has a low quality of earnings?
c. Capitalizing and then depreciating maintenance costs suggests that a company is trying to avoid expensing certain costs by deferring them to future accounting periods to increase current-period income. The other choices are incorrect because (a) using the same accounting principles each year and (b) recognizing revenue when the performance obligation is satisfied is in accordance with GAAP. Choice (d) is incorrect because a high P-E ratio does not suggest that a firm has low quality of earnings.
5. (LO 2) In horizontal analysis, each item is expressed as a percentage of the:
d. Horizontal analysis converts each succeeding year’s balance to a percentage of the base-year amount, not (a) net income amount, (b) stockholders’ equity amount, or (c) total assets amount.
6. (LO 2) Adams Corporation reported net sales of $300,000, $330,000, and $360,000 in the years 2023, 2024, and 2025, respectively. If 2023 is the base year, what percentage do 2025 net sales represent of the base?
c. The trend percentage for 2025 is 120% ($360,000 ÷ $300,000), not (a) 77%, (b) 108%, or (d) 130%.
7. (LO 2) The following schedule is a display of what type of analysis?
Amount | Percent | |
Current assets | $200,000 | 25% |
Property, plant, and equipment | 600,000 | 75% |
Total assets | $800,000 |
c. The data in the schedule are a display of vertical analysis because the individual asset items are expressed as a percentage of total assets. The other choices are therefore incorrect. Horizontal analysis is a technique for evaluating a series of data over a period of time.
8. (LO 2) In vertical analysis, the base amount for depreciation expense is generally:
a. In vertical analysis, net sales is used as the base amount for income statement items, not (b) depreciation expense in a previous year, (c) gross profit, or (d) fixed assets.
9. (LO 3) Which measure is an evaluation of a company’s ability to pay current liabilities?
c. Both the accounts receivable turnover and the current ratio measure a firm’s ability to pay current liabilities. Choices (a) and (b) are correct but (c) is the better answer. Choice (d) is incorrect because there is a correct answer.
10. (LO 3) Which measure is useful in evaluating the efficiency in managing inventories?
c. Both inventory turnover and days in inventory measure a firm’s efficiency in managing inventories. Choices (a) and (b) are correct but (c) is the better answer. Choice (d) is incorrect because there is a correct answer.
11. (LO 3) Which of these is not a liquidity ratio?
b. Asset turnover is a measure of profitability. The other choices are incorrect because the (a) current ratio, (c) inventory turnover, and (d) accounts receivable turnover are all measures of a firm’s liquidity.
12. (LO 3) Plano Corporation reported net income $24,000, net sales $400,000, and average assets $600,000 for 2025. What is the 2025 profit margin?
Use the following financial statement information as of the end of each year to answer Questions 13–17.
2025 | 2024 | ||
Inventory | $ 54,000 | $ 48,000 | |
Current assets | 81,000 | 106,000 | |
Total assets | 382,000 | 326,000 | |
Current liabilities | 27,000 | 36,000 | |
Total liabilities | 102,000 | 88,000 | |
Common stockholders’ equity | 240,000 | 198,000 | |
Net sales | 784,000 | 697,000 | |
Cost of goods sold | 306,000 | 277,000 | |
Net income | 134,000 | 90,000 | |
Income tax expense | 22,000 | 18,000 | |
Interest expense | 12,000 | 12,000 | |
Dividends paid to preferred stockholders | 4,000 | 4,000 | |
Dividends paid to common stockholders | 15,000 | 10,000 |
a. Profit margin = Net income ($24,000) ÷ Net sales ($400,000) = 6%, not (b) 12%, (c) 40%, or (d) 200%.
13. (LO 3) Compute the days in inventory for 2025.
b. Inventory turnover = Cost of goods sold ÷ Average inventory {$306,000 ÷ [($54,000 + $48,000) ÷ 2]} = 6 times. Thus, days in inventory = 60.8 (365 ÷ 6), not (a) 64.4, (c) 6, or (d) 24 days.
14. (LO 3) Compute the current ratio for 2025.
b. Current ratio = Current assets ÷ Current liabilities ($81,000 ÷ $27,000) = 3.0:1, not (a) 1.26:1, (c) 0.80:1, or (d) 3.75:1.
15. (LO 3) Compute the profit margin for 2025.
a. Profit margin = Net income ÷ Net sales ($134,000 ÷ $784,000) = 17.1%, not (b) 18.1%, (c) 37.9%, or (d) 5.9%.
16. (LO 3) Compute the return on common stockholders’ equity for 2025.
d. Return on common stockholders’ equity = Net income ($134,000) − Dividends to preferred stockholders ($4,000) ÷ Average common stockholders’ equity [($240,000 + $198,000) ÷ 2] = 59.4%, not (a) 54.2%, (b) 52.5%, or (c) 61.2%.
17. (LO 3) Compute the times interest earned for 2025.
c. Times interest earned = (Net income + Interest expense + Income tax expense) ÷ Interest expense [($134,000 + $12,000 + $22,000) ÷ $12,000] = 14.0 times, not (a) 11.2, (b) 65.3, or (d) 13.0 times.
Prepare a discontinued operations section.
1. (LO 1) On September 30, Reynaldo Corporation discontinued its operations in Africa. During the year, the operating income was $100,000 before taxes. On September 1, Reynaldo disposed of its African facilities at a pretax loss of $350,000. The applicable tax rate is 20%. Show the discontinued operations section of the income statement.
Reynaldo Corporation Income Statement (partial) |
||
Income from operations of discontinued division,net of $20,000 income taxes ($100,000 × 20%) | $ 80,000 | |
Loss from disposal of discontinued division,net of $70,000 income tax savings ($350,000 × 20%) | 280,000 | $(200,000) |
Prepare horizontal analysis.
2. (LO 2) Using the following data from the comparative balance sheets of Alfredo Company, perform a horizontal analysis.
December 31, 2025 | December 31, 2024 | |
Accounts payable | $ 300,000 | $ 200,000 |
Common stock | 700,000 | 600,000 |
Total liabilities and equity | 2,000,000 | 1,800,000 |
Increase or (Decrease) |
||||
December 31, 2025 | December 31, 2024 | Amount | Percent* | |
Accounts payable | $ 300,000 | $ 200,000 | $100,000 | 50% |
Common stock | 700,000 | 600,000 | 100,000 | 17 |
Total liabilities and stockholders’ equity | 2,000,000 | 1,800,000 | 200,000 | 11 |
*$100 ÷ $200 = 50%; $100 ÷ $600 = 16.7%; $200 ÷ $1,800 = 11.1% |
Calculate ratios.
3. (LO 3) Gonzalez Company has beginning inventory of $400,000, cost of goods sold of $2,200,000, and days in inventory of 73. What is Gonzalez’ inventory turnover and ending inventory?
Since beginning inventory is $400,000, ending inventory must be $480,000: ($400,000 + $480,000) ÷ 2 = $440,000.
Prepare horizontal and vertical analyses.
1. (LO 2) The comparative condensed balance sheets of Roadway Corporation are as follows.
Roadway Corporation Condensed Balance Sheets December 31 |
|||
2025 | 2024 | ||
Assets | |||
Current assets | $ 76,000 | $ 80,000 | |
Property, plant, and equipment (net) | 99,000 | 90,000 | |
Intangible assets | 25,000 | 40,000 | |
Total assets | $200,000 | $210,000 | |
Liabilities and Stockholders’ Equity | |||
Current liabilities | $ 40,800 | $ 48,000 | |
Long-term liabilities | 143,000 | 150,000 | |
Stockholders’ equity | 16,200 | 12,000 | |
Total liabilities and stockholders’ equity | $200,000 | $210,000 |
Instructions
a.
Roadway Corporation Condensed Balance Sheets December 31 |
||||||||||
2025 | 2024 | Increase (Decrease) |
Percent Change from 2024 |
|||||||
Assets | ||||||||||
Current assets | $ 76,000 | $ 80,000 | $ (4,000) | (5.0%) | ||||||
Property, plant, and equipment (net) | 99,000 | 90,000 | 9,000 | 10.0% | ||||||
Intangible assets | 25,000 | 40,000 | (15,000) | (37.5%) | ||||||
Total assets | $200,000 | $210,000 | $(10,000) | (4.8%) | ||||||
Liabilities and Stockholders’ Equity | ||||||||||
Current liabilities | $ 40,800 | $ 48,000 | $ (7,200) | (15.0%) | ||||||
Long-term liabilities | 143,000 | 150,000 | (7,000) | (4.7%) | ||||||
Stockholders’ equity | 16,200 | 12,000 | 4,200 | 35.0% | ||||||
Total liabilities and stockholders’ equity | $200,000 | $210,000 | $(10,000) | (4.8%) | ||||||
b.
Roadway Corporation Condensed Balance Sheet December 31, 2025 |
||||||
Amount | Percent | |||||
Assets | ||||||
Current assets | $ 76,000 | 38.0% | ||||
Property, plant, and equipment (net) | 99,000 | 49.5% | ||||
Intangible assets | 25,000 | 12.5% | ||||
Total assets | $200,000 | 100.0% | ||||
Liabilities and Stockholders’ Equity | ||||||
Current liabilities | $ 40,800 | 20.4% | ||||
Long-term liabilities | 143,000 | 71.5% | ||||
Stockholders’ equity | 16,200 | 8.1% | ||||
Total liabilities and stockholders’ equity | $200,000 | 100.0% | ||||
Compute ratios.
2. (LO 3) Rondo Corporation’s comparative balance sheets are presented here.
Rondo Corporation Balance Sheets December 31 |
|||
2025 | 2024 | ||
Cash | $ 5,300 | $ 3,700 | |
Accounts receivable (net) | 21,200 | 23,400 | |
Inventory | 9,000 | 7,000 | |
Land | 20,000 | 26,000 | |
Buildings | 70,000 | 70,000 | |
Accumulated depreciation—buildings | (15,000) | (10,000) | |
Total | $110,500 | $120,100 | |
Accounts payable | $ 10,370 | $ 31,100 | |
Common stock | 75,000 | 69,000 | |
Retained earnings | 25,130 | 20,000 | |
Total | $110,500 | $120,100 |
Rondo’s 2025 income statement included net sales of $120,000, cost of goods sold of $70,000, and net income of $14,000.
Instructions
Compute the following ratios for 2025.
Prepare an income statement and a statement of comprehensive income.
(LO 1) The events and transactions of Dever Corporation for the year ended December 31, 2025, resulted in the following data.
Cost of goods sold | $2,600,000 |
Net sales | 4,400,000 |
Other expenses and losses | 9,600 |
Other revenues and gains | 5,600 |
Selling and administrative expenses | 1,100,000 |
Income from operations of plastics division | 70,000 |
Gain from disposal of plastics division | 500,000 |
Unrealized loss on available-for-sale securities | 60,000 |
Analysis reveals the following.
Instructions
Prepare an income statement and a statement of comprehensive income for the year.
Dever Corporation Income Statement For the Year Ended December 31, 2025 |
||||||
Net sales | $4,400,000 | |||||
Cost of goods sold | 2,600,000 | |||||
Gross profit | 1,800,000 | |||||
Selling and administrative expenses | 1,100,000 | |||||
Income from operations | 700,000 | |||||
Other revenues and gains | 5,600 | |||||
Other expenses and losses | 9,600 | |||||
Income before income taxes | 696,000 | |||||
Income tax expense ($696,000 × 20%) | 139,200 | |||||
Income from continuing operations | 556,800 | |||||
Discontinued operations | ||||||
Income from operation of plastics division, net of $14,000 income taxes ($70,000 × 20%) | $56,000 | |||||
Gain from disposal of plastics division, net of $100,000 income taxes ($500,000 × 20%) | 400,000 | 456,000 | ||||
Net income | $1,012,800 | |||||
Dever Corporation Statement of Comprehensive Income For the Year Ended December 31, 2025 |
||||||
Net income | $1,012,800 | |||||
Unrealized loss on available-for-sale securities, net of $12,000 income tax savings ($60,000 × 20%) | 48,000 | |||||
Comprehensive income | $ 964,800 | |||||
1. Explain sustainable income. What relationship does this concept have to the treatment of discontinued operations on the income statement?
2. Hogan Inc. reported 2024 earnings per share of $3.26 and had no discontinued operations. In 2025, earnings per share on income from continuing operations was $2.99, and earnings per share on net income was $3.49. Do you consider this trend to be favorable? Why or why not?
3. Moosier Inc. has been in operation for 3 years and uses the FIFO method of inventory costing. During the fourth year, Moosier changes to the average-cost method for all its inventory. How will Moosier report this change?
4. What amount did Apple report as “Other comprehensive earnings” in its consolidated statement of comprehensive income ending September 26, 2020? By what percentage did Apple’s “Comprehensive income” differ from its “Net income”?
5. Identify and explain factors that affect quality of earnings.
6.
Explain how the choice of one of the following accounting methods over the other raises or lowers a company’s net income during a period of continuing inflation.
7. Two popular methods of financial statement analysis are horizontal analysis and vertical analysis. Explain the difference between these two methods.
8.
9.
10.
11. Name the major ratios useful in assessing (a) liquidity and (b) solvency.
12. Vern Thoms is puzzled. His company had a profit margin of 10% in 2025. He feels that this is an indication that the company is doing well. Tina Amos, his accountant, says that more information is needed to determine the company’s financial well-being. Who is correct? Why?
13. What does each type of ratio measure?
14. What is the difference between the current ratio and working capital?
15. Handi Mart, a retail store, has an accounts receivable turnover of 4.5 times. The industry average is 12.5 times. Does Handi Mart have a collection problem with its receivables?
16. Which ratios should be used to help answer each of these questions?
17. At year-end, the price-earnings ratio of General Motors was 11.3, and the price-earnings ratio of Microsoft was 28.14. Which company did the stock market favor? Explain.
18. What is the equation for computing the payout ratio? Do you expect this ratio to be high or low for a growth company?
19. Holding all other factors constant, indicate whether each of the following changes generally signals good or bad news about a company.
20. The return on assets for Ayala Corporation is 7.6%. During the same year, Ayala’s return on common stockholders’ equity is 12.8%. What is the explanation for the difference in the two rates?
21. Which two ratios do you think should be of greatest interest in each of the following cases?
22. Keanu Inc. has net income of $200,000, average shares of common stock outstanding of 40,000, and preferred dividends of $20,000 that were declared and paid during the period. What is Keanu’s earnings per share of common stock? Fred Tyme, the president of Keanu, believes that the computed EPS of the company is high. Comment.
Prepare a discontinued operations section of an income statement.
BE13.1 (LO 1), AP On June 30, Flores Corporation discontinued its operations in Mexico. During the year, the operating income was $200,000 before taxes. On September 1, Flores disposed of the Mexico facility at a pretax loss of $640,000. The applicable tax rate is 25%. Show the discontinued operations section of Flores’s income statement.
Prepare a statement of comprehensive income including unusual items.
BE13.2 (LO 1), AP An inexperienced accountant for Silva Corporation showed the following in the income statement: net income $337,500 and unrealized gain on available-for-sale securities (before taxes) $70,000. The unrealized gain on available-for-sale securities is subject to a 25% tax rate. Prepare a correct statement of comprehensive income.
Indicate how a change in accounting principle is reported.
BE13.3 (LO 1), C On January 1, 2025, Bryce Inc. changed from the LIFO method of inventory costing to the FIFO method. Explain how this change in accounting principle should be treated in the company’s financial statements.
Prepare horizontal analysis.
BE13.4 (LO 2), AP Using these data from the comparative balance sheets of Rollaird Company, perform a horizontal analysis.
December 31, 2025 | December 31, 2024 | |
Accounts receivable (net) | $ 460,000 | $ 400,000 |
Inventory | 780,000 | 650,000 |
Total assets | 3,164,000 | 2,800,000 |
Prepare vertical analysis.
BE13.5 (LO 2), AP Using these data from the comparative balance sheets of Rollaird Company, perform a vertical analysis.
December 31, 2025 | December 31, 2024 | |
Accounts receivable (net) | $ 460,000 | $ 400,000 |
Inventory | 780,000 | 650,000 |
Total assets | 3,164,000 | 2,800,000 |
Calculate percentage of change.
BE13.6 (LO 2), AP Net income was $500,000 in 2023, $485,000 in 2024, and $518,400 in 2025. What is the percentage of change (a) from 2023 to 2024, and (b) from 2024 to 2025? Is the change an increase or a decrease?
Calculate net income.
BE13.7 (LO 2), AP If Coho Company had net income of $382,800 in 2025 and it experienced a 16% increase in net income over 2024, what was its 2024 net income?
Analyze change in net income.
BE13.8 (LO 2), AP Vertical analysis (common-size) percentages for Palau Company’s net sales, cost of goods sold, and expenses are listed here.
Vertical Analysis | 2025 | 2024 | 2023 | ||
Net sales | 100.0% | 100.0% | 100.0% | ||
Cost of goods sold | 60.5 | 62.9 | 64.8 | ||
Expenses | 26.0 | 26.6 | 27.5 |
Did Palau’s net income as a percent of net sales increase, decrease, or remain unchanged over the 3-year period? Provide numerical support for your answer.
Analyze change in net income.
BE13.9 (LO 2), AP Horizontal analysis (trend analysis) percentages for Phoenix Company’s sales revenue, cost of goods sold, and expenses are listed here.
Horizontal Analysis | 2025 | 2024 | 2023 | ||
Net sales | 96.2% | 104.8% | 100.0% | ||
Cost of goods sold | 101.0 | 98.0 | 100.0 | ||
Expenses | 105.6 | 95.4 | 100.0 |
Explain whether Phoenix’s net income increased, decreased, or remained unchanged over the 3-year period.
Calculate current ratio.
BE13.10 (LO 3), AP Suppose these selected condensed data are taken from recent balance sheets of Bob Evans Farms (in thousands).
2025 | 2024 | ||
Cash | $ 13,606 | $ 7,669 | |
Accounts receivable (net) | 23,045 | 19,951 | |
Inventory | 31,087 | 31,345 | |
Other current assets | 12,522 | 11,909 | |
Total current assets | $ 80,260 | $ 70,874 | |
Total current liabilities | $245,805 | $326,203 |
Compute the current ratio for each year and comment on your results.
Evaluate collection of accounts receivable.
BE13.11 (LO 3), AN The following data are taken from the financial statements of Colby Company.
2025 | 2024 | ||
Accounts receivable (net), end of year | $ 550,000 | $ 540,000 | |
Net sales on account | 4,300,000 | 4,000,000 | |
Terms for all sales are 1/10, n/45 |
Compute for each year (a) the accounts receivable turnover and (b) the average collection period. What conclusions about the management of accounts receivable can be drawn from these data? At the end of 2023, accounts receivable (net) was $520,000.
Evaluate management of inventory.
BE13.12 (LO 3), AN The following data were taken from the financial records of Mydorf Company.
2025 | 2024 | ||
Net sales | $6,420,000 | $6,240,000 | |
Beginning inventory | 960,000 | 840,000 | |
Purchases | 4,840,000 | 4,661,000 | |
Ending inventory | 1,020,000 | 960,000 |
Compute for each year (a) the inventory turnover and (b) days in inventory. What conclusions concerning the management of the inventory can be drawn from these data?
Calculate profitability ratios.
BE13.13 (LO 3), AN Staples, Inc. is one of the largest suppliers of office products in the United States. Suppose it had net income of $738.7 million and net sales of $24,275.5 million in 2025. Its total assets were $13,073.1 million at the beginning of the year and $13,717.3 million at the end of the year. What is Staples, Inc.’s (a) asset turnover and (b) profit margin? (Round to two decimals.) Provide a brief interpretation of your results.
Calculate profitability ratios.
BE13.14 (LO 3), AN Hollie Company has stockholders’ equity of $400,000 and net income of $72,000. It has a payout ratio of 18% and a return on assets of 20%. How much did Hollie pay in cash dividends, and what were its average total assets?
Calculate and analyze free cash flow.
BE13.15 (LO 3), AN Selected data taken from a recent year’s financial statements of trading card company Topps Company, Inc. are as follows (in millions).
Net sales | $326.7 |
Current liabilities, beginning of year | 41.1 |
Current liabilities, end of year | 62.4 |
Net cash provided by operating activities | 10.4 |
Total liabilities, beginning of year | 65.2 |
Total liabilities, end of year | 73.2 |
Capital expenditures | 3.7 |
Cash dividends | 6.2 |
Compute the free cash flow. Provide a brief interpretation of your results.
Prepare a partial income statement and a statement of comprehensive income.
DO IT! 13.1 (LO 1), AP During 2025, Hrabik Corporation had the following amounts, all before calculating tax effects: income before income taxes $500,000, loss on operation of discontinued music division $60,000, gain on disposal of discontinued music division $40,000, and unrealized loss on available-for-sale securities $150,000. The income tax rate is 20%. Prepare a partial income statement, beginning with income before income taxes, and a statement of comprehensive income for the year ended December 31, 2025.
Prepare horizontal analysis.
DO IT! 13.2 (LO 2), AP Summary financial information for Gandaulf Company is as follows.
Dec. 31, 2025 | Dec. 31, 2024 | |
Current assets | $ 200,000 | $ 220,000 |
Plant assets | 1,040,000 | 780,000 |
Total assets | $1,240,000 | $1,000,000 |
Compute the amount and percentage changes in 2025 using horizontal analysis, assuming 2024 is the base year.
Compute ratios.
DO IT! 13.3 (LO 3), AP The condensed financial statements of Murawski Company for the years 2024 and 2025 are presented as follows. (Amounts in thousands.)
Murawski Company Balance Sheets December 31 |
||||||
2025 | 2024 | |||||
Current assets | ||||||
Cash and cash equivalents | $ 330 | $ 360 | ||||
Accounts receivable (net) | 470 | 400 | ||||
Inventory | 460 | 390 | ||||
Prepaid expenses | 120 | 160 | ||||
Total current assets | 1,380 | 1,310 | ||||
Investments | 10 | 10 | ||||
Property, plant, and equipment (net) | 420 | 380 | ||||
Intangibles and other assets | 530 | 510 | ||||
Total assets | $2,340 | $2,210 | ||||
Current liabilities | $ 900 | $ 790 | ||||
Long-term liabilities | 410 | 380 | ||||
Stockholders’ equity—common | 1,030 | 1,040 | ||||
Total liabilities and stockholders’ equity | $2,340 | $2,210 | ||||
Murawski Company Income Statements For the Years Ended December 31 |
||||||
2025 | 2024 | |||||
Net sales | $3,800 | $3,460 | ||||
Expenses | ||||||
Cost of goods sold | 955 | 890 | ||||
Selling and administrative expenses | 2,400 | 2,330 | ||||
Interest expense | 25 | 20 | ||||
Total expenses | 3,380 | 3,240 | ||||
Income before income taxes | 420 | 220 | ||||
Income tax expense | 126 | 66 | ||||
Net income | $ 294 | $ 154 | ||||
Compute the following ratios for 2025 and 2024.
Prepare a correct partial income statement.
E13.1 (LO 1), AN For its fiscal year ending October 31, 2025, Haas Corporation reports the following partial data.
Income before income taxes | $540,000 |
Income tax expense (20% × $420,000) | 84,000 |
Income from continuing operations | 456,000 |
Loss on discontinued operations | 120,000 |
Net income | $336,000 |
The loss on discontinued operations was comprised of a $50,000 loss from operations and a $70,000 loss from disposal. The income tax rate is 20% on all items.
Instructions
Prepare a partial income statement and a statement of comprehensive income.
E13.2 (LO 1), AP Trayer Corporation has income from continuing operations of $290,000 for the year ended December 31, 2025. It also has the following items (before considering income taxes).
Assume all items are subject to income taxes at a 20% tax rate.
Instructions
Prepare a partial income statement, beginning with income from continuing operations, and a statement of comprehensive income.
Prepare horizontal analysis.
E13.3 (LO 2), AP Here is financial information for Glitter Inc.
December 31, 2025 | December 31, 2024 | |
Current assets | $106,000 | $ 90,000 |
Plant assets (net) | 400,000 | 350,000 |
Current liabilities | 99,000 | 65,000 |
Long-term liabilities | 122,000 | 90,000 |
Common stock, $1 par | 130,000 | 115,000 |
Retained earnings | 155,000 | 170,000 |
Instructions
Prepare a schedule showing a horizontal analysis for 2025, using 2024 as the base year.
Prepare vertical analysis.
E13.4 (LO 2), AP Operating data for Joshua Corporation are presented as follows.
2025 | 2024 | |
Net sales | $800,000 | $600,000 |
Cost of goods sold | 520,000 | 408,000 |
Selling expenses | 120,000 | 72,000 |
Administrative expenses | 60,000 | 48,000 |
Income tax expense | 30,000 | 24,000 |
Net income | 70,000 | 48,000 |
Instructions
Prepare a schedule showing a vertical analysis for 2025 and 2024.
Prepare horizontal and vertical analyses.
E13.5 (LO 2), AP Hypothetical comparative condensed balance sheets of Nike, Inc. are presented here.
Nike, Inc. Condensed Balance Sheets May 31 ($ in millions) |
|||
2025 | 2024 | ||
Assets | |||
Current assets | $ 9,734 | $ 8,839 | |
Property, plant, and equipment (net) | 1,958 | 1,891 | |
Other assets | 1,558 | 1,713 | |
Total assets | $13,250 | $12,443 | |
Liabilities and Stockholders’ Equity | |||
Current liabilities | $ 3,277 | $ 3,322 | |
Long-term liabilities | 1,280 | 1,296 | |
Stockholders’ equity | 8,693 | 7,825 | |
Total liabilities and stockholders’ equity | $13,250 | $12,443 |
Instructions
Prepare horizontal and vertical analyses.
E13.6 (LO 2), AP Here are the comparative condensed income statements of Delaney Corporation.
Delaney Corporation Condensed Income Statements For the Years Ended December 31 |
|||
2025 | 2024 | ||
Net sales | $598,000 | $500,000 | |
Cost of goods sold | 477,000 | 420,000 | |
Gross profit | 121,000 | 80,000 | |
Operating expenses | 80,000 | 44,000 | |
Net income | $ 41,000 | $ 36,000 |
Instructions
Compute liquidity ratios.
E13.7 (LO 3), AP Nordstrom, Inc. operates department stores in numerous states. Selected hypothetical financial statement data (in millions) for 2025 are presented below.
End of Year | Beginning of Year | |
Cash and cash equivalents | $ 795 | $ 72 |
Accounts receivable (net) | 2,035 | 1,942 |
Inventory | 898 | 900 |
Other current assets | 326 | 303 |
Total current assets | $4,054 | $3,217 |
Total current liabilities | $2,014 | $1,601 |
For the year, net credit sales were $8,258 million, cost of goods sold was $5,328 million, and net cash provided by operating activities was $1,251 million.
Instructions
Compute the current ratio, accounts receivable turnover, average collection period, inventory turnover, and days in inventory for the current year.
Perform current ratio analysis.
E13.8 (LO 3), AP Gwynn Incorporated had the following transactions involving current assets and current liabilities during February 2025.
Feb. 3 | Collected accounts receivable of $15,000. |
7 | Purchased equipment for $23,000 cash. |
11 | Paid $3,000 for a 1-year insurance policy. |
14 | Paid accounts payable of $12,000. |
18 | Declared cash dividends of $4,000. |
Additional information:
As of February 1, 2025, current assets were $120,000 and current liabilities were $40,000.
Instructions
Compute the current ratio as of the beginning of the month and after each transaction.
Compute selected ratios.
E13.9 (LO 3), AP Lendell Company has these comparative balance sheet data:
Lendell Company Balance Sheets December 31 |
|||
2025 | 2024 | ||
Cash | $ 15,000 | $ 30,000 | |
Accounts receivable (net) | 70,000 | 60,000 | |
Inventory | 60,000 | 50,000 | |
Plant assets (net) | 200,000 | 180,000 | |
$345,000 | $320,000 | ||
Accounts payable | $ 50,000 | $ 60,000 | |
Bonds payable (15%) | 100,000 | 100,000 | |
Common stock, $10 par | 140,000 | 120,000 | |
Retained earnings | 55,000 | 40,000 | |
$345,000 | $320,000 |
Additional information for 2025:
Instructions
Compute the following ratios at December 31, 2025.
Compute selected ratios.
E13.10 (LO 3), AP Selected hypothetical comparative statement data for the giant bookseller Barnes & Noble are presented here. All balance sheet data are as of the end of the fiscal year (in millions).
2025 | 2024 | ||
Net sales | $5,121.8 | $5,286.7 | |
Cost of goods sold | 3,540.6 | 3,679.8 | |
Net income | 75.9 | 135.8 | |
Accounts receivable (net) | 81.0 | 107.1 | |
Inventory | 1,203.5 | 1,358.2 | |
Total assets | 2,993.9 | 3,249.8 | |
Total common stockholders’ equity | 921.6 | 1,074.7 |
Instructions
Compute the following ratios for 2025.
Compute selected ratios.
E13.11 (LO 3), AP Here is the income statement for Myers, Inc.
Myers, Inc. Income Statement For the Year Ended December 31, 2025 |
|
Net sales | $400,000 |
Cost of goods sold | 230,000 |
Gross profit | 170,000 |
Expenses (including $16,000 interest and $24,000 income taxes) | 98,000 |
Net income | $ 72,000 |
Additional information:
Instructions
Compute the following measures for 2025.
Compute amounts from ratios.
E13.12 (LO 3), AN Panza Corporation experienced a fire on December 31, 2025, in which its financial records were partially destroyed. It has been able to salvage some of the records and has ascertained the following balances.
December 31, 2025 | December 31, 2024 | |
Cash | $ 30,000 | $ 10,000 |
Accounts receivable (net) | 72,500 | 126,000 |
Inventory | 200,000 | 180,000 |
Accounts payable | 50,000 | 90,000 |
Notes payable | 30,000 | 60,000 |
Common stock, $100 par | 400,000 | 400,000 |
Retained earnings | 113,500 | 101,000 |
Additional information:
Instructions
Compute the following for Panza Corporation.
Compute ratios.
E13.13 (LO 3), AP The condensed financial statements of Ness Company for the years 2024 and 2025 are as follows.
Ness Company Balance Sheets December 31 (in thousands) |
|||
2025 | 2024 | ||
Current assets | |||
Cash and cash equivalents | $ 330 | $ 360 | |
Accounts receivable (net) | 470 | 400 | |
Inventory | 460 | 390 | |
Prepaid expenses | 130 | 160 | |
Total current assets | 1,390 | 1,310 | |
Investments | 10 | 10 | |
Property, plant, and equipment (net) | 410 | 380 | |
Other assets | 530 | 510 | |
Total assets | $2,340 | $2,210 | |
Current liabilities | $ 820 | $ 790 | |
Long-term liabilities | 480 | 380 | |
Stockholders’ equity—common | 1,040 | 1,040 | |
Total liabilities and stockholders’ equity | $2,340 | $2,210 |
Ness Company Income Statements For the Year Ended December 31 (in thousands) |
|||
2025 | 2024 | ||
Net sales | $3,800 | $3,460 | |
Expenses | |||
Cost of goods sold | 970 | 890 | |
Selling and administrative expenses | 2,400 | 2,330 | |
Interest expense | 10 | 20 | |
Total expenses | 3,380 | 3,240 | |
Income before income taxes | 420 | 220 | |
Income tax expense | 168 | 88 | |
Net income | $ 252 | $ 132 |
Compute the following ratios for 2025 and 2024.
Prepare vertical analysis and comment on profitability.
P13.1 (LO 2, 3), AN Here are comparative financial statement data for Duke Company and Lord Company, two competitors. All data are as of December 31, 2025, and December 31, 2024.
Duke Company | Lord Company | ||||||
2025 | 2024 | 2025 | 2024 | ||||
Net sales | $1,849,000 | $546,000 | |||||
Cost of goods sold | 1,063,200 | 289,000 | |||||
Operating expenses | 240,000 | 82,000 | |||||
Interest expense | 6,800 | 3,600 | |||||
Income tax expense | 62,000 | 28,000 | |||||
Current assets | 325,975 | $312,410 | 83,336 | $ 79,467 | |||
Plant assets (net) | 526,800 | 500,000 | 139,728 | 125,812 | |||
Current liabilities | 66,325 | 75,815 | 35,348 | 30,281 | |||
Long-term liabilities | 113,990 | 90,000 | 29,620 | 25,000 | |||
Common stock, $10 par | 500,000 | 500,000 | 120,000 | 120,000 | |||
Retained earnings | 172,460 | 146,595 | 38,096 | 29,998 |
Instructions
Compute ratios from balance sheets and income statements.
P13.2 (LO 3), AP The comparative statements of Wahlberg Company are presented here.
Wahlberg Company Income Statements For the Years Ended December 31 |
|||
2025 | 2024 | ||
Net sales | $1,890,540 | $1,750,500 | |
Cost of goods sold | 1,058,540 | 1,006,000 | |
Gross profit | 832,000 | 744,500 | |
Selling and administrative expenses | 500,000 | 479,000 | |
Income from operations | 332,000 | 265,500 | |
Other expenses and losses | |||
Interest expense | 22,000 | 20,000 | |
Income before income taxes | 310,000 | 245,500 | |
Income tax expense | 92,000 | 73,000 | |
Net income | $ 218,000 | $ 172,500 |
Wahlberg Company Balance Sheets December 31 |
|||
2025 | 2024 | ||
Assets | |||
Current assets | |||
Cash | $ 60,100 | $ 64,200 | |
Debt investments (short-term) | 74,000 | 50,000 | |
Accounts receivable (net) | 117,800 | 102,800 | |
Inventory | 126,000 | 115,500 | |
Total current assets | 377,900 | 332,500 | |
Plant assets (net) | 649,000 | 520,300 | |
Total assets | $1,026,900 | $852,800 | |
Liabilities and Stockholders’ Equity | |||
Current liabilities | |||
Accounts payable | $ 160,000 | $145,400 | |
Income taxes payable | 43,500 | 42,000 | |
Total current liabilities | 203,500 | 187,400 | |
Bonds payable | 220,000 | 200,000 | |
Total liabilities | 423,500 | 387,400 | |
Stockholders’ equity | |||
Common stock ($5 par) | 290,000 | 300,000 | |
Retained earnings | 313,400 | 165,400 | |
Total stockholders’ equity | 603,400 | 465,400 | |
Total liabilities and stockholders’ equity | $1,026,900 | $852,800 |
All sales were on credit. Net cash provided by operating activities for 2025 was $220,000. Capital expenditures were $136,000, and cash dividends paid were $70,000.
Instructions
Compute the following ratios for 2025.
Perform ratio analysis, and discuss changes in financial position and operating results.
P13.3 (LO 3), AN Condensed balance sheet and income statement data for Jergan Corporation are presented here.
Jergan Corporation Balance Sheets December 31 |
|||||
2025 | 2024 | 2023 | |||
Cash | $ 30,000 | $ 20,000 | $ 18,000 | ||
Accounts receivable (net) | 50,000 | 45,000 | 48,000 | ||
Other current assets | 90,000 | 95,000 | 64,000 | ||
Investments | 55,000 | 70,000 | 45,000 | ||
Property, plant, and equipment (net) | 500,000 | 370,000 | 358,000 | ||
$725,000 | $600,000 | $533,000 | |||
Current liabilities | $ 85,000 | $ 80,000 | $ 70,000 | ||
Long-term debt | 145,000 | 85,000 | 50,000 | ||
Common stock, $10 par | 320,000 | 310,000 | 300,000 | ||
Retained earnings | 175,000 | 125,000 | 113,000 | ||
$725,000 | $600,000 | $533,000 |
Jergan Corporation Income Statements For the Years Ended December 31 |
|||
2025 | 2024 | ||
Sales revenue | $740,000 | $600,000 | |
Less: Sales returns and allowances | 40,000 | 30,000 | |
Net sales | 700,000 | 570,000 | |
Cost of goods sold | 425,000 | 350,000 | |
Gross profit | 275,000 | 220,000 | |
Operating expenses (including income taxes) | 180,000 | 150,000 | |
Net income | $ 95,000 | $ 70,000 |
Additional information:
Instructions
Compute ratios; comment on overall liquidity and profitability.
P13.4 (LO 3), AN The following financial information is for Priscoll Company.
Priscoll Company Balance Sheets December 31 |
|||
2025 | 2024 | ||
Assets | |||
Cash | $ 70,000 | $ 65,000 | |
Debt investments (short-term) | 55,000 | 40,000 | |
Accounts receivable (net) | 104,000 | 90,000 | |
Inventory | 230,000 | 165,000 | |
Prepaid expenses | 25,000 | 23,000 | |
Land | 130,000 | 130,000 | |
Building and equipment (net) | 260,000 | 185,000 | |
Total assets | $874,000 | $698,000 | |
Liabilities and Stockholders’ Equity | |||
Notes payable (current) | $170,000 | $120,000 | |
Accounts payable | 65,000 | 52,000 | |
Accrued liabilities | 40,000 | 40,000 | |
Bonds payable, due 2028 | 250,000 | 170,000 | |
Common stock, $10 par | 200,000 | 200,000 | |
Retained earnings | 149,000 | 116,000 | |
Total liabilities and stockholders’ equity | $874,000 | $698,000 | |
Priscoll Company Income Statements For the Years Ended December 31 |
|||
2025 | 2024 | ||
Net sales | $882,000 | $790,000 | |
Cost of goods sold | 640,000 | 575,000 | |
Gross profit | 242,000 | 215,000 | |
Operating expenses | 190,000 | 167,000 | |
Net income | $ 52,000 | $ 48,000 |
Additional information:
Instructions
The following are three independent situations and a ratio that may be affected. For each situation, compute the affected ratio (1) as of December 31, 2025, and (2) as of December 31, 2026, and percentage change in each ratio after giving effect to the situation.
Situation | Ratio | ||
1. | 18,000 shares of common stock were sold at par on July 1, 2026. Net income for 2026 was $54,000, and there were no dividends. | Return on common stockholders’ equity | |
2. | All of the notes payable were paid in 2026. All other liabilities remained at their December 31, 2025, levels. Total assets on December 31, 2026, were $900,000. | Debt to assets ratio | |
3. | The market price of common stock was $9 and $12 on December 31, 2025 and 2026, respectively. Net income for 2026 was $54,000. (Use a simple average calculation for EPS.) | Price-earnings ratio |
Compute selected ratios, and compare liquidity, profitability, and solvency for two companies.
P13.5 (LO 3), AN Selected hypothetical financial data of Target and Walmart for 2025 are presented here (in millions).
Target Corporation | Walmart Inc. | |
Income Statement Data for Year | ||
Net sales | $65,357 | $408,214 |
Cost of goods sold | 45,583 | 304,657 |
Selling and administrative expenses | 15,101 | 79,607 |
Interest expense | 707 | 2,065 |
Other income (expense) | (94) | (411) |
Income tax expense | 1,384 | 7,139 |
Net income | $ 2,488 | $ 14,335 |
Balance Sheet Data (End of Year) | ||
Current assets | $18,424 | $ 48,331 |
Noncurrent assets | 26,109 | 122,375 |
Total assets | $44,533 | $170,706 |
Current liabilities | $11,327 | $ 55,561 |
Long-term debt | 17,859 | 44,089 |
Total stockholders’ equity | 15,347 | 71,056 |
Total liabilities and stockholders’ equity | $44,533 | $170,706 |
Beginning-of-Year Balances | ||
Total assets | $44,106 | $163,429 |
Total stockholders’ equity | 13,712 | 65,682 |
Current liabilities | 10,512 | 55,390 |
Total liabilities | 30,394 | 97,747 |
Other Data | ||
Average net accounts receivable | $7,525 | $ 4,025 |
Average inventory | 6,942 | 33,836 |
Net cash provided by operating activities | 5,881 | 26,249 |
Capital expenditures | 1,729 | 12,184 |
Cash dividends paid | 496 | 4,217 |
Instructions
(Note: This is a continuation of the Cookie Creations from Chapters 1 through 12.)
CCC13 The comparative balance sheet of Cookie & Coffee Creations Inc. at October 31, 2026 for the years 2026 and 2025, and the income statements for the years ended October 31, 2025 and 2026, are presented below.
COOKIE & COFFEE CREATIONS INC. Balance Sheet October 31 |
||
Assets | 2026 | 2025 |
Cash | $ 29,074 | $ 11,550 |
Accounts receivable | 3,250 | 2,710 |
Inventory | 7,897 | 7,450 |
Prepaid expenses | 5,800 | 6,050 |
Equipment | 102,000 | 75,500 |
Accumulated depreciation | (25,200) | (9,100) |
Total assets | $122,821 | $94,160 |
Liabilities and Stockholders’ Equity | ||
Accounts payable | $ 1,150 | $ 2,450 |
Income taxes payable | 9,251 | 7,200 |
Dividends payable | 27,000 | 27,000 |
Salaries and wages payable | 7,250 | 1,280 |
Interest payable | 188 | 0 |
Note payable—current portion | 4,000 | 0 |
Note payable—long-term portion | 6,000 | 0 |
Preferred stock, no par, $6 cumulative— | ||
3,000 and 2,800 shares issued, | ||
respectively | 15,000 | 14,000 |
Common stock, $1 par—25,930 | ||
shares issued | 25,930 | 25,930 |
Additional paid in capital—treasury stock | 250 | 0 |
Retained earnings | 26,802 | 16,800 |
Less treasury stock | 0 | (500) |
Total liabilities and stockholders’ equity | $122,821 | $94,160 |
COOKIE & COFFEE CREATIONS INC. Income Statement Year Ended October 31 |
||
2026 | 2025 | |
Sales | $485,625 | $462,500 |
Cost of goods sold | 222,694 | 208,125 |
Gross profit | 262,931 | 254,375 |
Operating expenses | ||
Salaries and wages expense | 147,979 | 146,350 |
Depreciation expense | 17,600 | 9,100 |
Other operating expenses | 48,186 | 42,925 |
Total operating expenses | 213,765 | 198,375 |
Income from operations | 49,166 | 56,000 |
Other expenses | ||
Interest expense | 413 | 0 |
Loss on disposal of plant assets | 2,500 | 0 |
Total other expenses | 2,913 | 0 |
Income before income tax | 46,253 | 56,000 |
Income tax expense | 9,251 | 14,000 |
Net income | $ 37,002 | $ 42,000 |
Additional information:
Natalie and Curtis are thinking about borrowing an additional $20,000 to buy more kitchen equipment. The loan would be repaid over a 4-year period. The terms of the loan provide for equal semi-annual payments of $2,500 on May 1 and November 1 of each year, plus interest of 5% on the outstanding balance.
Instructions
CT13.1 Your parents are considering investing in Apple Inc. common stock. They ask you, as an accounting expert, to make an analysis of the company for them. Financial statements of Apple are presented in Appendix A. The complete annual report, including the notes to its financial statements, is available at the company’s website.
Instructions
CT13.2 The financial statements of Columbia Sportswear Company are presented in Appendix B. Financial statements of Under Armour, Inc. are presented in Appendix C.
Instructions
CT13.3 The financial statements of Amazon.com, Inc. are presented in Appendix D. Financial statements of Walmart Inc. are presented in Appendix E.
Instructions
CT13.4 The Coca-Cola Company and PepsiCo, Inc. provide refreshments to every corner of the world. Selected data from hypothetical consolidated financial statements for The Coca-Cola Company and for PepsiCo, Inc. are presented here (in millions).
Coca-Cola | PepsiCo | |
Total current assets | $17,551 | $12,571 |
Total current liabilities | 13,721 | 8,756 |
Net sales | 30,990 | 43,232 |
Cost of goods sold | 11,088 | 20,099 |
Net income | 6,824 | 5,946 |
Average (net) accounts receivable for the year | 3,424 | 4,654 |
Coca-Cola | PepsiCo | |
Average inventories for the year | $ 2,271 | $ 2,570 |
Average total assets | 44,595 | 37,921 |
Average common stockholders’ equity | 22,636 | 14,556 |
Average current liabilities | 13,355 | 8,772 |
Average total liabilities | 21,960 | 23,466 |
Total assets | 48,671 | 39,848 |
Total liabilities | 23,872 | 23,044 |
Income taxes | 2,040 | 2,100 |
Interest expense | 355 | 397 |
Net cash provided by operating activities | 8,186 | 6,796 |
Capital expenditures | 1,993 | 2,128 |
Cash dividends | 3,800 | 2,732 |
Instructions
CT13.5 You can use the Internet to employ comparative data and industry data to evaluate a company’s performance and financial position.
Instructions
Identify two competing companies and then go to the MarketWatch website. Type the company name in the search box (e.g., Best Buy) and then use the information from the Profile tab to answer the following questions.
CT13.6 The Wall Street Journal contains an article by Michael Rapoport entitled “Has Kraft Heinz Made $24 Billion Since Merger or $6 Billion? It Depends.”
Instructions
Read the article and then answer the following questions.
CT13.7 You are a loan officer for White Sands Bank of Taos. Paul Jason, president of P. Jason Corporation, has just left your office. He is interested in an 8-year loan to expand the company’s operations. The borrowed funds would be used to purchase new equipment. As evidence of the company’s debt-worthiness, Jason provided you with the following facts.
2025 | 2024 | ||
Current ratio | 3.1 | 2.1 | |
Asset turnover | 2.8 | 2.2 | |
Net income | Up 32% | Down 8% | |
Earnings per share | $3.30 | $2.50 |
Jason is a very insistent (some would say pushy) man. When you told him that you would need additional information before making your decision, he acted offended and said, “What more could you possibly want to know?” You responded that, at a minimum, you would need complete, audited financial statements.
Instructions
With the class divided into groups, answer the following.
CT13.8 Larry Dundee is the chief executive officer of Palmer Electronics. Dundee is an expert engineer but a novice in accounting. Dundee asks you, as an accounting student, to explain (a) the bases for comparison in analyzing Palmer’s financial statements and (b) the limitations, if any, in financial statement analysis.
Instructions
Write a memo to Larry Dundee that explains the basis for comparison and the factors affecting quality of earnings.
CT13.9 René Kelly, president of RL Industries, wishes to issue a press release to bolster her company’s image and maybe even its stock price, which has been gradually falling. As controller, you have been asked to provide a list of 20 financial ratios and other operating statistics for RL Industries’ first-quarter financials and operations.
Two days after you provide the data requested, Erin Lourdes, the public relations director of RL, asks you to prove the accuracy of the financial and operating data contained in the press release written by the president and edited by Erin. In the news release, the president highlights the sales increase of 25% over last year’s first quarter and the positive change in the current ratio from 1.5:1 last year to 3:1 this year. She also emphasizes that production was up 50% over the prior year’s first quarter.
You note that the release contains only positive or improved ratios and none of the negative or deteriorated ratios. For instance, no mention is made that the debt to assets ratio has increased from 35% to 55%, that inventories are up 89%, and that although the current ratio improved, the accounts receivable turnover fell from 12 to 9. Nor is there any mention that the reported profit for the quarter would have been a loss had not the estimated lives of RL plant and machinery been increased by 30%. Erin emphasized, “The Pres wants this release by early this afternoon.”
Instructions
CT13.10 In this chapter, you learned how to use many tools for performing a financial analysis of a company. When making personal investments, however, it is most likely that you won’t be buying stocks and bonds in individual companies. Instead, when most people want to invest in stock, they buy mutual funds. By investing in a mutual fund, you reduce your risk because the fund diversifies by buying the stock of a variety of different companies, bonds, and other investments, depending on the stated goals of the fund.
Before you invest in a fund, you will need to decide what type of fund you want. For example, do you want a fund that has the potential of high growth (but also high risk), or are you looking for lower risk and a steady stream of income? Do you want a fund that invests only in U.S. companies, or do you want one that invests globally? Many resources are available to help you with these types of decisions.
Instructions
Do an Internet search on “Motley Fool Here’s How to Determine Your Ideal Asset Allocation Strategy” and then complete the investment allocation questionnaire. Add up your total points to determine the type of investment fund that would be appropriate for you.
CT13.11 If your school has a subscription to the FASB Codification, log in and prepare responses to the following. Use the Master Glossary for determining the proper definitions.
The tools of financial statement analysis are the same throughout the world. Techniques such as vertical and horizontal analysis, for example, are tools used by analysts regardless of whether GAAP- or IFRS-related financial statements are being evaluated. In addition, the ratios provided in the text are the same ones that are used internationally.
As in GAAP, the income statement is a required statement under IFRS. In addition, the content and presentation of an IFRS income statement is similar to the one used for GAAP. IAS 1 (revised), “Presentation of Financial Statements,” provides general guidelines for the reporting of income statement information. In general, the differences in the presentation of financial statement information are relatively minor.
The following are the key similarities between GAAP and IFRS as related to financial statement analysis and income statement presentation. There are no significant differences between the two standards.
1. The basic tools of financial analysis are the same under both GAAP and IFRS except that:
2. Presentation of comprehensive income must be reported under IFRS in:
3. In preparing its income statement for 2025, Parmalane assembles the following information.
Sales revenue | $500,000 | |
Cost of goods sold | 300,000 | |
Operating expenses | 40,000 | |
Loss on discontinued operations | 20,000 |
Ignoring income taxes, what is Parmalane’s income from continuing operations for 2025 under IFRS?
IFRS13.1 The complete annual report of Louis Vuitton, including the notes to its financial statements, is available at the company’s website.
Use the company's 2020 annual report to answer the following questions.
a. What was the company’s profit margin for 2020? Has it increased or decreased from 2019?
b. What was the company’s operating profit for 2020?
c. What was the company’s reported comprehensive income in 2020? What are the other comprehensive gains and losses recorded in 2020?
Answers to IFRS Self-Test Questions
1. d2. d3. d
This chapter focuses on issues illustrated in the following Feature Story about Current Designs and its parent company Wenonah Canoe. To succeed, the company needs to determine and control the costs of material, labor, and overhead, and understand the relationship between costs and profits. Managers often make decisions that determine their company’s fate—and their own. Managers are evaluated on the results of their decisions. Managerial accounting provides tools to assist management in making decisions and evaluating the effectiveness of those decisions.
Mike Cichanowski grew up on the Mississippi River in Winona, Minnesota. At a young age, he learned to paddle a canoe so he could explore the river. Before long, Mike began crafting his own canoes from bent wood and fiberglass in his dad’s garage. Then, when his canoe-making shop outgrew the garage, he moved it into an old warehouse. When that was going to be torn down, Mike came to a critical juncture in his life. He took out a bank loan and built his own small shop, giving birth to the company Wenonah Canoe.
Wenonah Canoe soon became known as a pioneer in developing techniques to get the most out of new materials such as plastics, composites, and carbon fibers—maximizing strength while minimizing weight.
In the 1990s, as kayaking became popular, Mike made another critical decision when he acquired Current Designs, a premier Canadian kayak manufacturer. This venture allowed Wenonah to branch out with new product lines while providing Current Designs with much-needed capacity expansion and manufacturing expertise. Mike moved Current Designs’ headquarters to Minnesota and made a big (and potentially risky) investment in a new production facility. Today, the company’s 90 employees produce about 12,000 canoes and kayaks per year. These are sold across the country and around the world.
Mike will tell you that business success is “a three-legged stool.” The first leg is the knowledge and commitment to make a great product. Wenonah’s canoes and Current Designs’ kayaks are widely regarded as among the very best. The second leg is the ability to sell your product. Mike’s company started off making great canoes, but it took a little longer to figure out how to sell them. The third leg is not something that most of you would immediately associate with entrepreneurial success. It is what goes on behind the scenes—accounting. Good accounting information is absolutely critical to the countless decisions, big and small, that ensure the survival and growth of the company.
Bottom line: No matter how good your product is, and no matter how many units you sell, if you don’t have a firm grip on your numbers, you are up a creek without a paddle.
Source: Wenonah Canoe website.
Watch the What Is Managerial Accounting? video in Wiley Course Resources for an introduction to managerial accounting and the topics presented in the remaining chapters of this text.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Identify the features of managerial accounting and the functions of management. |
|
DO IT! 1 Managerial Accounting Overview |
LO 2 Describe the classes of manufacturing costs and the differences between product and period costs. |
|
DO IT! 2 Managerial Cost Concepts |
LO 3 Demonstrate how to compute cost of goods manufactured and prepare financial statements for a manufacturer. |
|
DO IT! 3 Cost of Goods Manufactured |
LO 4 Discuss trends in managerial accounting. |
|
DO IT! 4 Trends in Managerial Accounting |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Managerial accounting provides economic and financial information for managers and other internal users. The skills that you learn in these next chapters will be vital to your future success in business. Don’t believe us? Let’s look at examples of some of the crucial activities of employees at Current Designs and where those activities are addressed in this text.
Someday, you are going to face decisions just like these. You may end up in sales, marketing, management, production, or finance. You may work for a company that provides medical care, produces software, or serves up mouth-watering meals. No matter what your job position or product, the skills you acquire in this class will increase your chances of business success.
Put another way, in business you can either guess or you can make an informed decision. As former Microsoft CEO Steve Ballmer said, “If you’re supposed to be making money in business and supposed to be satisfying customers and building market share, there are numbers that characterize those things. And if somebody can’t speak to me quantitatively about it, then I’m nervous.” These next chapters give you the skills you need to quantify information so you can make informed business decisions.
There are both similarities and differences between managerial and financial accounting.
Illustration 14.1 summarizes the principal differences between financial accounting and managerial accounting.
ILLUSTRATION 14.1 Differences between financial and managerial accounting
Managers’ activities and responsibilities can be classified into three broad functions:
Planning.
Directing.
Controlling.
In performing these functions, managers make decisions that have a significant impact on the organization.
Planning requires managers to look ahead and to establish objectives.
For example, Hewlett-Packard, in an attempt to gain a stronger foothold in the computer industry, greatly reduced its prices to compete with Dell.
Directing involves coordinating a company’s diverse activities and human resources to produce a smooth-running operation.
For example, manufacturers such as Campbell Soup Company, General Motors, and Dell need to coordinate purchasing, manufacturing, warehousing, and selling. Service corporations such as American Airlines, Federal Express, and AT&T coordinate scheduling, sales, service, and acquisitions of equipment and supplies.
The third management function, controlling, is the process of keeping the company’s activities on track.
Scandals at companies like Theranos and Danske Bank attest to the fact that companies need adequate controls to ensure that the company develops and distributes accurate information.
How do managers achieve control? A smart manager in a very small operation can make personal observations, ask good questions, and know how to evaluate the answers. But using this approach in a larger organization would result in chaos. Imagine the president of Apple attempting to determine whether the company is meeting its planned objectives without some record of what has happened and what is expected to occur. Thus, large businesses typically use a formal system of evaluation. These systems include such features as budgets, responsibility centers, and performance evaluation reports—all of which are features of managerial accounting.
Decision-making is not a separate management function. Rather, it is the outcome of the exercise of good judgment in planning, directing, and controlling.
Most companies prepare organization charts to show the interrelationships of activities and the delegation of authority and responsibility within the company. Illustration 14.2 shows a typical organization chart.
ILLUSTRATION 14.2 A typical corporate organization chart
Stockholders own the corporation. They provide oversight indirectly through a board of directors they elect.
The chief executive officer (CEO) has overall responsibility for managing the business. As the organization chart shows, the CEO delegates responsibilities to other officers.
Responsibilities within the company are frequently classified as either line or staff positions.
The chief financial officer (CFO) is responsible for all of the accounting and finance issues the company faces. The CFO is supported by the controller and the treasurer. The controller’s responsibilities include:
Maintaining the accounting records.
Ensuring an adequate system of internal control.
Preparing financial statements, tax returns, and internal reports.
The treasurer has custody of the corporation’s funds and is responsible for maintaining the company’s cash position.
Also serving the CFO is the internal audit staff. The staff’s responsibilities include:
In many companies, these staff members also determine whether resources are used in the most economical and efficient fashion.
The vice president of operations oversees employees with line positions. For example, the company might have multiple factory managers, each of whom reports to the vice president of operations. Each factory also has department managers, such as fabricating, painting, and shipping, each of whom reports to the factory manager.
In order for managers at Current Designs to plan, direct, and control operations effectively, they need good information. One very important type of information relates to costs. Managers should ask questions such as the following.
What costs are involved in making a product or performing a service?
If we decrease production volume, will costs change?
What impact will automation have on total costs?
How can we best control costs?
To answer these questions, managers obtain and analyze reliable and relevant cost information. The first step is to understand the various cost categories that companies use.
Manufacturing consists of activities and processes that convert raw materials into finished goods. Contrast this type of operation with merchandising, which sells products in the form in which they are purchased.
To obtain the materials that will be converted into the finished product, the manufacturer purchases raw materials. Raw materials are the basic materials and parts used in the manufacturing process.
Raw materials that can be physically and directly associated with the finished product during the manufacturing process are direct materials. Examples include flour in the baking of bread, syrup in the bottling of soft drinks, and steel in the making of automobiles. A primary direct material of many Current Designs’ kayaks is polyethylene powder. Some of its high-performance kayaks use Kevlar®.
Some raw materials cannot be easily associated with the finished product. These are called indirect materials. Indirect materials have one of two characteristics:
They do not physically become part of the finished product (such as polishing compounds used by Current Designs for the finishing touches on kayaks).
They are impractical to trace to the finished product because their physical association with the finished product is too small in terms of cost (such as cotter pins and lock washers used in kayak rudder assembly).
Companies account for indirect materials as part of manufacturing overhead. So, all direct materials are raw materials, but not all raw materials are direct materials.
The work of factory employees that can be physically and directly associated with converting raw materials into finished goods is direct labor. Bottlers at Coca-Cola, bakers at Hostess Brands, and equipment operators at Current Designs are employees whose activities are usually classified as direct labor. Indirect labor refers to the work of manufacturing-related employees that has no physical association with the making of the finished product or for which it is impractical to trace costs to the goods produced. Examples include salaries and wages of factory maintenance people, factory security, product quality inspectors, and factory supervisors. While these employees work in the production facility, they are not directly involved in converting raw materials into the finished product. Like indirect materials, companies classify indirect labor as manufacturing overhead.
Manufacturing overhead consists of manufacturing costs that are indirectly associated with the manufacture of the finished product.
One study of manufactured goods found the following magnitudes of the three different product costs as a percentage of the total product cost: direct materials 54%, direct labor 13%, and manufacturing overhead 33% (see Alternative Terminology). Note that the direct labor component is the smallest. This component of product cost is dropping substantially because of automation. Companies are working hard to increase productivity by decreasing labor. In some companies, direct labor has become as little as 5% of the total cost.
Tracing direct materials and direct labor costs to specific products is fairly straightforward. Good recordkeeping can tell a company how much plastic it used in making each type of gear, or how many hours of factory labor it took to assemble a part. But tracing overhead costs to specific products presents problems. How much of the purchasing agent’s salary is attributable to the hundreds of different products made in the same factory? What about the grease that keeps the machines running smoothly, or the electricity costs of the factory? Boiled down to its simplest form, the question becomes: Which products cause the incurrence of which costs? In subsequent chapters, we show various methods of aggregating and allocating overhead to products as these costs cannot be directly traced.
Each of the manufacturing cost components—direct materials, direct labor, and manufacturing overhead—are product costs. As the term suggests, product costs are costs that are a necessary and integral part of producing the finished product (see Alternative Terminology).
Period costs are costs that are matched with the revenue of a specific time period rather than included in inventory as part of the cost to produce a salable product.
Illustration 14.3 summarizes these relationships and cost terms. Our main concern in this chapter is with product costs.
ILLUSTRATION 14.3 Product versus period costs
To improve your understanding of cost concepts, we illustrate them here through an extended example. Suppose you started your own snowboard factory, Terrain Park Boards. Think that’s impossible? Burton Snowboards was started by Jake Burton Carpenter, when he was only 23 years old. Jake initially experimented with 100 different prototype designs before settling on a final design. Then Jake, along with two relatives and a friend, started making 50 boards per day in Londonderry, Vermont. Unfortunately, while they made a lot of boards in their first year, they were only able to sell 300 of them. To get by during those early years, Jake taught tennis and tended bar to pay the bills.
Illustration 14.4 shows some of the costs that your snowboard factory, Terrain Park Boards, would incur. We have classified each cost as a product cost or a period cost, as well as provided an explanation for the classification. We have also specified whether product costs are direct materials, direct labor, or manufacturing overhead.
ILLUSTRATION 14.4 Assignment of costs to cost categories
Cost | Product Cost (direct materials, direct labor, or manufacturing overhead) |
Period Cost (non-manufacturing) |
Explanation | |||||
1. | Wood cores, fiberglass, and resin ($30 per board) | Direct materials | Essential components of finished product | |||||
2. | Labor to trim and shape boards ($40 per board) | Direct labor | Physically and directly associated with converting raw materials into finished goods | |||||
3. | Factory equipment depreciation ($25,000) | Manufacturing overhead | Factory cost that is not direct materials or direct labor | |||||
4. | Property taxes on factory building ($6,000 per year) | Manufacturing overhead | Factory cost that is not direct materials or direct labor | |||||
5. | Advertising costs ($60,000 per year) | X | Not a cost associated with producing product | |||||
6. | Sales commissions ($20 per board) | X | Not a cost associated with producing product | |||||
7. | Factory maintenance salaries ($25,000 per year) | Manufacturing overhead | A factory cost, but maintenance employees are not physically and directly involved with converting raw materials into finished goods | |||||
8. | Salary of factory manager ($70,000 per year) | Manufacturing overhead | A factory cost, but a factory manager is not physically and directly involved with converting raw materials into finished goods | |||||
9. | Cost of shipping boards to customers ($8 per board) | X | Not a cost associated with producing product | |||||
10. | Salary of product quality inspector ($20,000 per year) | Manufacturing overhead | A factory cost, but a quality inspector is not physically and directly involved with converting raw materials into finished goods |
Total manufacturing costs are the sum of the product costs—direct materials, direct labor, and manufacturing overhead—incurred in the current period. If Terrain Park Boards produces 10,000 snowboards the first year, the total manufacturing costs would be $846,000, as shown in Illustration 14.5.
Once it knows the total manufacturing costs, Terrain Park Boards can compute the average manufacturing cost per unit. Assuming 10,000 units, the cost to produce one snowboard is $84.60 ($846,000 ÷ 10,000 units).
ILLUSTRATION 14.5 Computation of total manufacturing product costs
Cost Item | Manufacturing Cost | |
|
$300,000 | |
|
400,000 | |
|
25,000 | |
|
6,000 | |
|
25,000 | |
|
70,000 | |
|
20,000 | |
Total manufacturing product costs | $846,000 |
The cost concepts discussed in this chapter are used extensively in subsequent chapters. So study Illustration 14.4 carefully. If you do not understand any of these classifications, go back and reread the appropriate section.
The financial statements of a manufacturer are very similar to those of a merchandiser. For example, you will find many of the same sections and same accounts in the financial statements of Procter & Gamble that you find in the financial statements of Dick’s Sporting Goods. The principal differences between their financial statements occur in two places:
The current assets section in the balance sheet.
The cost of goods sold section in the income statement.
Each step in the accounting cycle for a merchandiser also applies to a manufacturer.
The balance sheet for a merchandising company shows just one category of inventory. In contrast, the balance sheet for a manufacturer may have three inventory accounts, raw materials, work in process, and finished goods, as shown in Illustration 14.6 for Current Designs’ kayak inventory (see Decision Tools).
ILLUSTRATION 14.6 Inventory accounts for a manufacturer
Finished Goods Inventory is to a manufacturer what Inventory is to a merchandiser. In both cases, these represent the goods that the company has available for sale. The current assets sections presented in Illustration 14.7 contrast the presentations of inventories for merchandising and manufacturing companies. The remainder of the balance sheet is similar for the two types of companies.
ILLUSTRATION 14.7 Current assets sections of merchandising and manufacturing balance sheets
Under a periodic inventory system, the income statements of a merchandiser and a manufacturer differ in the cost of goods sold section.
Illustration 14.8, which assumes a periodic inventory system, shows these different methods.
ILLUSTRATION 14.8 Merchandiser versus manufacturer cost of goods sold calculations
A number of accounts are involved in determining the cost of goods manufactured. To eliminate excessive detail, income statements typically show only the total cost of goods manufactured. A separate statement, called a Cost of Goods Manufactured Schedule, presents the details (see Illustration 14.11).
Illustration 14.9 shows the different presentations of the cost of goods sold sections for merchandising and manufacturing companies. The other sections of an income statement are similar for merchandisers and manufacturers.
ILLUSTRATION 14.9 Cost of goods sold sections of merchandising and manufacturing income statements
An example may help show how companies determine the cost of goods manufactured. Assume that on January 1, Current Designs has a number of kayaks in various stages of production. In total, these partially completed manufactured units are called beginning work in process inventory. These are kayaks that were worked on during the prior year but were not completed. As a result, these kayaks will be completed during the current year. The cost of beginning work in process inventory is based on the manufacturing costs incurred in the prior period.
Current Designs first incurs manufacturing costs in the current year to complete the kayaks that were in process on January 1. It then incurs manufacturing costs for production of new orders. The sum of the direct materials costs, direct labor costs, and manufacturing overhead incurred in the current year is the total manufacturing costs for the current period.
We now have two cost amounts:
The cost of the beginning work in process.
The total manufacturing costs for the current period.
The sum of these costs is the total cost of work in process for the year.
At the end of the year, Current Designs may have some kayaks that are only partially completed. The costs of these unfinished units represent the cost of the ending work in process inventory. To find the cost of goods manufactured, we subtract the ending work in process inventory from the total cost of work in process. Illustration 14.10 shows the calculation for determining the cost of goods manufactured.
ILLUSTRATION 14.10 Cost of goods manufactured calculation
The cost of goods manufactured schedule reports cost elements used in calculating cost of goods manufactured. Illustration 14.11 shows the schedule for Current Designs (using assumed data). The schedule presents detailed data for direct materials and for manufacturing overhead (see Decision Tools).
You should be able to distinguish between “Total manufacturing costs” and “Cost of goods manufactured.”
ILLUSTRATION 14.11 Cost of goods manufactured schedule
Current Designs Cost of Goods Manufactured Schedule For the Year Ended December 31, 2025 |
|||
Work in process, January 1 | $ 18,400 | ||
Direct materials | |||
Raw materials inventory, January 1 | $ 16,700 | ||
Raw materials purchases | 152,500 | ||
Total raw materials available for use | 169,200 | ||
Less: Raw materials inventory, December 31 | 22,800 | ||
Direct materials used | $146,400* | ||
Direct labor | 175,600 | ||
Manufacturing overhead | |||
Indirect labor | 14,300 | ||
Factory repairs | 12,600 | ||
Factory utilities | 10,100 | ||
Factory depreciation | 9,440 | ||
Factory insurance | 8,360 | ||
Total manufacturing overhead | 54,800 | ||
Total manufacturing costs | 376,800 | ||
Total cost of work in process | 395,200 | ||
Less: Work in process, December 31 | 25,200 | ||
Cost of goods manufactured | $370,000 | ||
*To simplify the presentation, assumes that all raw materials used were direct materials. | |||
In this rapidly changing world, managerial accounting needs to continue to innovate in order to provide managers with the information they need.
Much of the U.S. economy has shifted toward an emphasis on services.
For example, an airline uses special equipment to provide its product, but the output of that equipment is consumed immediately by the customer in the form of a flight. A marketing agency performs services for its clients that are immediately consumed by the customer in the form of a marketing plan. In contrast, a manufacturing company like Boeing records the airplanes that it manufactures as inventory until they are sold.
This chapter’s examples feature manufacturing companies because accounting for the manufacturing environment requires the use of the broadest range of accounts. That is, the accounts used by service companies represent a subset of those used by manufacturers because service companies are not producing inventory. Neither an airline nor a marketing agency produces an inventoriable product. However, just like a manufacturer, each needs to keep track of the costs of its services in order to know whether it is generating a profit (see Ethics Note). An airline needs to know the cost of flight service to each destination, and a marketing agency needs to know the cost to develop a marketing plan. The techniques shown in this chapter to accumulate manufacturing costs to determine manufacturing inventory are equally useful for determining the costs of performing services.
Many of the examples we present in subsequent chapters, as well as some end-of-chapter materials, will be based on service companies.
The value chain refers to all business processes associated with providing a product or performing a service. Illustration 14.12 depicts the value chain for a manufacturer.
For example, lean manufacturing was originally pioneered by Japanese automobile manufacturer Toyota but is now widely employed. Lean manufacturing requires a review of all business processes in an effort to increase productivity and eliminate waste, all while continually trying to improve quality.
ILLUSTRATION 14.12 A manufacturer’s value chain
Just-in-time (JIT) inventory methods, which have significantly lowered inventory levels and costs for many companies, are one innovation that resulted from the focus on the value chain.
Partially as a consequence of JIT, many companies now focus on total quality management (TQM) to reduce defects in finished products, with the goal of zero defects. Toyota was one of the pioneers of TQM processes as early as the 1940s. Some of the largest companies in the world, including Ford and ExxonMobil, have benefitted from these practices.
Another innovation is the theory of constraints.
General Motors found that by applying the theory of constraints to its distribution system, it could more effectively meet the demands of its dealers and minimize the amount of excess inventory in its distribution system. This also reduced its need for overtime labor.
Technology has played a big role in the focus on the value chain and the implementation of lean manufacturing. For example, enterprise resource planning (ERP) systems, such as those provided by SAP, provide a comprehensive, centralized, integrated source of information to manage all major business processes—from purchasing, to manufacturing, to sales, to human resources.
As overhead costs have increased because of factory automation, the accuracy of overhead cost allocation to specific products has become more important. In response, managerial accountants devised an allocation approach called activity-based costing (ABC).
For example, suppose one of a company’s overhead pools is allocated based on the number of setups that each product requires. If a particular product’s cost is high because it is allocated a lot of overhead due to a high number of setups, management will be motivated to try to reduce the number of setups and thus reduce its overhead allocation. ABC is discussed further in Chapter 17.
The balanced scorecard corrects for management’s sometimes biased or limited perspective.
For example, to increase return on assets, the company could try to increase sales. To increase sales, the company could try to increase customer satisfaction. To increase customer satisfaction, the company could try to reduce product defects. Finally, to reduce product defects, the company could increase employee training. The balanced scorecard, which is discussed further in Chapter 24, is now used by many companies, including Hilton Hotels, Walmart, and HP.
All employees within an organization are expected to act ethically in their business activities. Given the importance of ethical behavior to corporations and their owners (stockholders), an increasing number of organizations provide codes of business ethics for their employees.
Companies like Amazon.com, IBM, and Nike use complex systems to monitor, control, and evaluate the actions of managers. Unfortunately, these systems and controls sometimes unwittingly create incentives for managers to take unethical actions.
In a recent example, the largest bank in the United States, Wells Fargo, admitted that it had fired 5,300 employees for opening more than 2 million accounts without customer approval or knowledge. According to the director of the Consumer Financial Protection Bureau, “Wells Fargo employees secretly opened unauthorized accounts to hit sales targets and receive bonuses.”
In response to corporate scandals, the U.S. Congress enacted the Sarbanes-Oxley Act (SOX) to help prevent lapses in internal control.
To provide guidance for managerial accountants, the Institute of Management Accountants (IMA) has developed a code of ethical standards, entitled IMA Statement of Ethical Professional Practice. Management accountants should not commit acts in violation of these standards. Nor should they condone such acts by others within their organizations. Throughout the text, we address various ethical issues managers face.
The balanced scorecard attempts to take a broader, more inclusive view of corporate profitability measures. Many companies, however, have begun to evaluate not just corporate profitability but also corporate social responsibility.
Make no mistake, these companies are still striving to maximize profits—in a competitive world, they won’t survive long if they don’t.
In fact, you might recognize a few of the names on a recent list (published by Corporate Knights) of the 100 most sustainable companies in the world. Are you surprised that General Electric, adidas, BMW, Coca-Cola, or Apple made the list? These companies have learned that with a long-term, sustainable approach, they can maximize profits while also acting in the best interest of their employees, their communities, and the environment. In addition, a monetary bonus was provided by 87% of the companies on the list to managers that met sustainability goals. At various points within this text, we discuss situations where real companies use the very skills that you are learning to evaluate decisions from a sustainable perspective, such as in the following Insight box.
Companies have never had so much available data. In many companies, virtually every aspect of operations—the employees, the customers, even the manufacturing equipment—leaves a data trail. However, while “big data” can be impressive, it can also be overwhelming.
It is therefore not surprising that one of the most rapidly growing areas of business today is data analytics. Data analytics is the use of techniques, which often combine software and statistics, to analyze data to make informed decisions.
Throughout the remainder of this text, we continue to offer many examples of how successful companies are using data analytics. We also provide examples of one analytical tool, data visualizations. Data visualizations often help managers acquire a more intuitive understanding of (1) the relationships between variables and (2) business trends.
The primary users of managerial accounting reports, issued as frequently as needed, are internal users, who are officers, department heads, managers, and supervisors in the company. The purpose of these reports is to provide special-purpose information for a particular user for a specific decision. The content of managerial accounting reports pertains to subunits of the business. It may be very detailed, and may extend beyond the accrual accounting system. The reporting standard is relevance to the decision being made. No independent audits are required in managerial accounting.
The functions of management are planning, directing, and controlling. Planning requires management to look ahead and to establish objectives. Directing involves coordinating the diverse activities and human resources of a company to produce a smooth-running operation. Controlling is the process of keeping the activities on track.
Manufacturing costs are typically classified as either (1) direct materials, (2) direct labor, or (3) manufacturing overhead. Raw materials that can be physically and directly associated with the finished product during the manufacturing process are called direct materials. The work of factory employees that can be physically and directly associated with converting raw materials into finished goods is considered direct labor. Manufacturing overhead consists of costs that are indirectly associated with the manufacture of the finished product. Manufacturing costs are typically incurred at the manufacturing facility.
Product costs are costs that are a necessary and integral part of producing the finished product (manufacturing costs). Product costs are also called inventoriable costs. These costs do not become expenses until the company sells the finished goods inventory.
Period costs are costs that are identified with a specific time period rather than with a salable product. These costs relate to non-manufacturing costs and therefore are not inventoriable costs. They are expensed as incurred.
Companies add the cost of the beginning work in process to the total manufacturing costs for the current year to arrive at the total cost of work in process for the year. They then subtract the ending work in process from the total cost of work in process to arrive at the cost of goods manufactured.
The difference between a merchandising and a manufacturing balance sheet is in the current assets section. The current assets section of a manufacturing company’s balance sheet presents three inventory accounts: finished goods inventory, work in process inventory, and raw materials inventory.
The difference between a merchandising and a manufacturing income statement is in the cost of goods sold section. A manufacturing cost of goods sold section shows beginning and ending finished goods inventories and the cost of goods manufactured.
Managerial accounting has experienced many changes in recent years, including a shift toward service companies as well as an emphasis on ethical behavior. Improved practices include a focus on managing the value chain through techniques such as just-in-time inventory, total quality management, activity-based costing, and theory of constraints.
The balanced scorecard is now used by many companies in order to attain a more comprehensive view of the company’s operations, and companies are now evaluating their performance with regard to their corporate social responsibility.
Finally, data analytics and data visualizations are important tools that help businesses identify problems and opportunities, and then make informed decisions.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
What is the composition of a manufacturing company’s inventory? | Amount of raw materials, work in process, and finished goods inventories | Balance sheet | Determine whether there are sufficient finished goods, raw materials, and work in process inventories to meet forecasted demand. |
Is the company maintaining control over the costs of production? | Cost of material, labor, and overhead | Cost of goods manufactured schedule | Compare the cost of goods manufactured to revenue expected from product sales. |
1. (LO 1) Managerial accounting:
b. Managerial accounting emphasizes special-purpose information. The other choices are incorrect because (a) financial accounting is governed by generally accepted accounting principles, (c) financial accounting pertains to the entity as a whole and is highly aggregated, and (d) cost accounting and cost data are a subset of management accounting.
2. (LO 1) The management of an organization performs several broad functions. They are:
b. Planning, directing, and controlling are the broad functions performed by the management of an organization. The other choices are incorrect because (a) selling is performed by the sales group in the organization, not by management; (c) manufacturing is performed by the manufacturing group in the organization, not by management; and (d) manufacturing is performed by the manufacturing group in the organization, not by management.
3. (LO 2) Direct materials are a:
Product Cost | Manufacturing Overhead Cost | Period Cost | |||
a. | Yes | Yes | No | ||
b. | Yes | No | No | ||
c. | Yes | Yes | Yes | ||
d. | No | No | No |
b. Direct materials are a product cost only. Therefore, choices (a), (c), and (d) are incorrect as direct materials are not manufacturing overhead or a period cost.
4. (LO 2) Which of the following costs would a computer manufacturer include in manufacturing overhead?
d. Depreciation on testing equipment would be included in manufacturing overhead because it is indirectly associated with the finished product. The other choices are incorrect because (a) hard drives would be direct materials, (b) computer assembler wages would be direct labor, and (c) memory chips would be direct materials.
5. (LO 2) Which of the following is not an element of manufacturing overhead?
a. The sales manager’s salary is not directly or indirectly associated with the manufacture of the finished product. The other choices are incorrect because (b) the factory manager’s salary, (c) the factory repairman’s wages, and (d) the product inspector’s salary are all elements of manufacturing overhead.
6. (LO 2) Indirect labor is a:
c. Indirect labor is a product cost because it is part of the effort required to produce a product. The other choices are incorrect because (a) indirect labor is a manufacturing cost because it is part of the effort required to produce a product, (b) indirect labor is not a raw material cost because raw material costs only include direct materials and indirect materials, and (d) indirect labor is not a period cost because it is part of the effort required to produce a product.
7. (LO 2) Which of the following costs are classified as a period cost?
c. Wages paid to the CEO would be included in administrative expenses and classified as a period cost. The other choices are incorrect because (a) factory custodian wages are indirect labor, which is manufacturing overhead and a product cost; (b) production department supervisor wages are indirect labor, which is manufacturing overhead and a product cost; and (d) assembly worker wages is direct labor and is a product cost.
8. (LO 3) For the year, Redder Company has cost of goods manufactured of $600,000, beginning finished goods inventory of $200,000, and ending finished goods inventory of $250,000. The cost of goods sold is:
c. Cost of goods sold is computed as Beginning finished goods inventory ($200,000) + Cost of goods manufactured ($600,000) − Ending finished goods inventory ($250,000), or $200,000 + $600,000 − $250,000 = $550,000. Therefore, choices (a) $450,000, (b) $500,000, and (d) $600,000 are incorrect.
9. (LO 3) Cost of goods available for sale is a step in the calculation of cost of goods sold of:
c. Both a merchandising company (periodic inventory system) and a manufacturing company use cost of goods available for sale to calculate cost of goods sold. Therefore, choices (a) only a merchandising company, (b) only a manufacturing company, and (d) neither a manufacturing company or a merchandising company are incorrect.
10. (LO 3) A cost of goods manufactured schedule shows beginning and ending inventories for:
a. A cost of goods manufactured schedule shows beginning and ending inventories for raw materials and work in process only. Therefore, choices (b) work in process only and (c) raw materials only are incorrect. Choice (d) is incorrect because the schedule does not include finished goods.
11. (LO 3) The calculation to determine the cost of goods manufactured is:
d. The calculation to determine the cost of goods manufactured is Beginning work in process inventory + Total manufacturing costs − Ending work in process inventory. The other choices are incorrect because (a) raw materials inventory, (b) ending finished goods inventory, and (c) beginning finished goods inventory and ending finished goods inventory are not part of the computation.
12. (LO 4) After passage of the Sarbanes-Oxley Act:
b. CEOs and CFOs must certify that financial statements provide a fair presentation of the company’s operating results. The other choices are incorrect because (a) reports prepared by financial (not managerial) accountants must be audited by CPAs; (c) SOX clarifies that top management, not the audit committee, is responsible for the company’s financial statements; and (d) reports by financial (not managerial) accountants must comply with GAAP.
13. (LO 4) Which of the following managerial accounting techniques attempts to allocate manufacturing overhead in a more meaningful fashion?
d. Activity-based costing attempts to allocate manufacturing overhead in a more meaningful fashion. Therefore, choices (a) just-in-time inventory, (b) total quality management, and (c) balanced scorecard are incorrect.
14. (LO 4) Corporate social responsibility refers to:
d. Corporate social responsibility refers to efforts by companies to employ sustainable business practices with regard to employees and the environment. The other choices are incorrect because (a) defines lean manufacturing, (b) refers to activity-based costing, and (c) describes the theory of constraints.
Classify manufacturing costs.
1. (LO 1) The following are selected data for Lopez Furniture.
Utilities for manufacturing equipment | $120,000 | |
Wood | 850,000 | |
Depreciation on factory building | 220,000 | |
Wages for production workers | 391,000 | |
Fabric | 313,000 | |
Delivery expense | 144,000 | |
Property taxes on factory | 70,000 |
Using this selected data, determine total (a) direct materials, (b) direct labor, (c) manufacturing overhead, (d) product costs, and (e) period costs.
Compute total manufacturing costs and total cost of work in process.
2. (LO 3) Cody Cellular has the following data: direct labor $100,000, direct materials used $90,000, total manufacturing overhead $110,000, beginning work in process $15,000, and ending work in process $24,000. Compute (a) total manufacturing costs, (b) total cost of work in process, and (c) cost of goods manufactured.
Direct materials use | $ 90,000 | |
Direct labor | 100,000 | |
Total manufacturing overhead | 110,000 | |
Total manufacturing costs | $300,000 |
Beginning work in process | $ 15,000 | |
Total manufacturing costs | 300,000 | |
Total cost of work in process | $315,000 |
Total cost of work in process | $315,000 | |
Less ending work in process | (24,000) | |
Cost of goods manufactured | $291,000 |
Prepare current assets section.
3. (LO 3) The following are current asset items in alphabetical order for Asche Company’s balance sheet at December 31, 2025. Prepare the current assets section (including a complete heading).
Accounts receivable | $100,000 | |
Cash | 29,000 | |
Finished goods | 47,000 | |
Prepaid expenses | 20,000 | |
Raw materials | 39,000 | |
Short-term investments | 51,000 | |
Work in process | 44,000 |
Asche Company Balance Sheet December 31, 2025 |
||||
Current assets | ||||
Cash | $ 29,000 | |||
Short-term investments | 51,000 | |||
Accounts receivable | 100,000 | |||
Inventories | ||||
Finished goods | $47,000 | |||
Work in process | 44,000 | |||
Raw materials | 39,000 | 130,000 | ||
Prepaid expenses | 20,000 | |||
Total current assets | $330,000 |
Determine the total amount of various types of costs.
1. (LO 2) Fredricks Company reports the following costs and expenses in May.
Factory utilities | $ 15,600 | Direct labor | $89,100 | ||||
Depreciation on factory equipment | 12,650 | Sales salaries | 46,400 | ||||
Depreciation on delivery trucks | 8,800 | Property taxes on factory building | 2,500 | ||||
Indirect factory labor | 48,900 | Repairs to office equipment | 2,300 | ||||
Indirect materials | 80,800 | Factory repairs | 2,000 | ||||
Direct materials used | 137,600 | Advertising | 18,000 | ||||
Factory manager’s salary | 13,000 | Office supplies used | 5,640 |
Instructions
From the information, determine the total amount of:
Factory utilities | $ 15,600 | |
Depreciation on factory equipment | 12,650 | |
Indirect factory labor | 48,900 | |
Indirect materials | 80,800 | |
Factory manager’s salary | 13,000 | |
Property taxes on factory building | 2,500 | |
Factory repairs | 2,000 | |
Manufacturing overhead | $175,450 |
Direct materials used | $137,600 | |
Direct labor | 89,100 | |
Manufacturing overhead | 175,450 | |
Product costs | $402,150 |
Depreciation on delivery trucks | $ 8,800 | |
Sales salaries | 46,400 | |
Repairs to office equipment | 2,300 | |
Advertising | 18,000 | |
Office supplies used | 5,640 | |
Period costs | $ 81,140 |
Compute cost of goods manufactured and sold.
2. (LO 3) Tommi Corporation incurred the following costs during the year.
Direct materials used in production | $120,000 | Advertising expense | $45,000 | |
Depreciation on factory | 60,000 | Property taxes on factory | 19,000 | |
Property taxes on store | 7,500 | Delivery expense | 21,000 | |
Labor costs of assembly-line workers | 110,000 | Sales commissions | 35,000 | |
Factory supplies used | 25,000 | Salaries paid to sales clerks | 50,000 |
Work in process inventory was $10,000 at January 1 and $14,000 at December 31. Finished goods inventory was $60,500 at January 1 and $50,600 at December 31. (Assume that all raw materials used were direct materials.)
Instructions
Work in process, January 1 | $ 10,000 | ||||
Direct materials used | $120,000 | ||||
Direct labor | 110,000 | ||||
Manufacturing overhead | |||||
Depreciation on factory | $60,000 | ||||
Factory supplies used | 25,000 | ||||
Property taxes on factory | 19,000 | ||||
Total manufacturing overhead | 104,000 | ||||
Total manufacturing costs | 334,000 | ||||
Total cost of work in process | 344,000 | ||||
Less: Ending work in process | 14,000 | ||||
Cost of goods manufactured | $330,000 |
Finished goods inventory, January 1 | $ 60,500 | |||
Cost of goods manufactured | 330,000 | |||
Cost of goods available for sale | 390,500 | |||
Less: Finished goods inventory, December 31 | 50,600 | |||
Cost of goods sold | $339,900 |
Prepare a cost of goods manufactured schedule, an income statement, and a partial balance sheet.
(LO 3) Superior Company has the following cost and expense data for the year ended December 31, 2025.
Raw materials, 1/1/25 | $ 30,000 | Property taxes, factory building | $ 6,000 | ||||
Raw materials, 12/31/25 | 20,000 | Sales revenue | 1,500,000 | ||||
Raw materials purchases | 205,000 | Delivery expenses (to customers) | 100,000 | ||||
Work in process, 1/1/25 | 80,000 | Sales commissions | 150,000 | ||||
Work in process, 12/31/25 | 50,000 | Indirect labor | 105,000 | ||||
Finished goods, 1/1/25 | 110,000 | Factory machinery rent | 40,000 | ||||
Finished goods, 12/31/25 | 120,000 | Factory utilities | 65,000 | ||||
Direct labor | 350,000 | Depreciation, factory building | 24,000 | ||||
Factory manager’s salary | 35,000 | Administrative expenses | 300,000 | ||||
Insurance, factory | 14,000 |
Instructions
Superior Company Cost of Goods Manufactured Schedule For the Year Ended December 31, 2025 |
|||
Work in process, January 1 | $ 80,000 | ||
Direct materials | |||
Raw materials inventory, January 1 | $ 30,000 | ||
Raw materials purchases | 205,000 | ||
Total raw materials available for use | 235,000 | ||
Less: Raw materials inventory, December 31 | 20,000 | ||
Direct materials used | $215,000 | ||
Direct labor | 350,000 | ||
Manufacturing overhead | |||
Indirect labor | $105,000 | ||
Factory utilities | 65,000 | ||
Factory machinery rent | 40,000 | ||
Factory manager’s salary | 35,000 | ||
Depreciation, factory building | 24,000 | ||
Insurance, factory | 14,000 | ||
Property taxes, factory building | 6,000 | ||
Total manufacturing overhead | 289,000 | ||
Total manufacturing costs | 854,000 | ||
Total cost of work in process | 934,000 | ||
Less: Work in process, December 31 | 50,000 | ||
Cost of goods manufactured | $884,000 |
Superior Company Income Statement For the Year Ended December 31, 2025 |
||
Sales revenue | $1,500,000 | |
Cost of goods sold | ||
Finished goods inventory, January 1 | $110,000 | |
Cost of goods manufactured | 884,000 | |
Cost of goods available for sale | 994,000 | |
Less: Finished goods inventory, December 31 | 120,000 | |
Cost of goods sold | 874,000 | |
Gross profit | 626,000 | |
Operating expenses | ||
Administrative expenses | 300,000 | |
Sales commissions | 150,000 | |
Delivery expenses | 100,000 | |
Total operating expenses | 550,000 | |
Net income | $ 76,000 |
Superior Company Balance Sheet (partial) December 31, 2025 |
||
Current assets | ||
Cash | $ 17,000 | |
Short-term investments | 26,000 | |
Accounts receivable (net) | 120,000 | |
Inventory | ||
Finished goods | $120,000 | |
Work in process | 50,000 | |
Raw materials | 20,000 | 190,000 |
Prepaid expenses | 13,000 | |
Total current assets | $366,000 |
1.
2. Distinguish between managerial and financial accounting as to (a) primary users of reports, (b) types and frequency of reports, and (c) purpose of reports.
3. How do the content of reports and the verification of reports differ between managerial and financial accounting?
4. Linda Olsen is studying for the next accounting mid-term examination. Summarize for Linda what she should know about management functions.
5. “Decision-making is management’s most important function.” Is this true? Explain why or why not.
6. Explain the primary difference between line positions and staff positions, and give examples of each.
7. Jerry Lang is unclear as to the difference between the balance sheets of a merchandising company and a manufacturing company. Explain the difference to Jerry.
8. How are manufacturing costs classified?
9. Mel Finney claims that the distinction between direct and indirect materials is based entirely on physical association with the product. Is Mel correct? Why?
10. Tina Burke is confused about the differences between a product cost and a period cost. Explain the differences to Tina.
11. Identify the differences in the cost of goods sold section of an income statement between a merchandising company and a manufacturing company.
12. The determination of the cost of goods manufactured involves the following factors: (A) beginning work in process inventory, (B) total manufacturing costs, and (C) ending work in process inventory. Identify the meaning of X in the following equations:
13. Sealy Company has beginning raw materials inventory $12,000, ending raw materials inventory $15,000, and raw materials purchases $170,000. What is the cost of direct materials used?
14. Tate Inc. has beginning work in process $26,000, direct materials used $240,000, direct labor $220,000, total manufacturing overhead $180,000, and ending work in process $32,000. What are the total manufacturing costs?
15. Tate Inc. has beginning work in process $26,000, direct materials used $240,000, direct labor $220,000, total manufacturing overhead $180,000, and ending work in process $32,000. What are (a) the total cost of work in process and (b) the cost of goods manufactured?
16. In what order should manufacturing inventories be reported in a balance sheet?
17. How does the output of manufacturing operations differ from that of service operations?
18. Discuss whether the product costing techniques discussed in this chapter apply equally well to manufacturers and service companies.
19. What is the value chain? Describe, in sequence, the main components of a manufacturer’s value chain.
20. What is an enterprise resource planning (ERP) system? What are its primary benefits?
21. Why is product quality important for companies that implement a just-in-time inventory system?
22. Explain what is meant by “balanced” in the balanced scorecard approach.
23. In what ways can the budgeting process create incentives for unethical behavior?
24. What rules were enacted under the Sarbanes-Oxley Act to address unethical accounting practices?
25. What is activity-based costing, and what are its potential benefits?
Distinguish between managerial and financial accounting.
BE14.1 (LO 1), C Complete the following comparison table between managerial and financial accounting.
Financial Accounting | Managerial Accounting | ||
Primary users of reports | |||
Types of reports | |||
Frequency of reports | |||
Purpose of reports | |||
Content of reports | |||
Verification process |
Identify the three management functions.
BE14.2 (LO 1), C Listed below are the three functions of the management of an organization.
Identify which of the following statements best describes each of the above functions.
Classify manufacturing costs.
BE14.3 (LO 2), C Determine whether each of the following costs should be classified as direct materials (DM), direct labor (DL), or manufacturing overhead (MO).
Classify manufacturing costs.
BE14.4 (LO 2), C Indicate whether each of the following costs of an automobile manufacturer would be classified as direct materials, direct labor, or manufacturing overhead.
Identify product and period costs.
BE14.5 (LO 2), C Identify whether each of the following costs should be classified as product costs or period costs.
Classify manufacturing costs.
BE14.6 (LO 2), C Presented here are Rook Company’s monthly manufacturing cost data related to its tablet computer product.
a. | Utilities for manufacturing equipment | $116,000 |
b. | Raw materials (CPU, chips, etc.) | 85,000 |
c. | Depreciation on manufacturing building | 880,000 |
d. | Wages for production workers | 191,000 |
Enter each cost item in the following table, placing an “X” under the appropriate classification.
Product Costs | |||||
Direct Materials | Direct Labor | Manufacturing Overhead | |||
a. | |||||
b. | |||||
c. | |||||
d. |
Compute total manufacturing costs and total cost of work in process.
BE14.7 (LO 3), AP Francum Company has the following data: direct labor $209,000, direct materials used $180,000, total manufacturing overhead $208,000, and beginning work in process $25,000. Compute (a) total manufacturing costs and (b) total cost of work in process.
Prepare current assets section of balance sheet.
BE14.8 (LO 3), AP In alphabetical order, here are current asset items for Roland Company’s balance sheet at December 31, 2025. Prepare the current assets section (including a complete heading).
Accounts receivable | $200,000 | |
Cash | 62,000 | |
Finished goods | 91,000 | |
Prepaid expenses | 38,000 | |
Raw materials | 83,000 | |
Work in process | 87,000 |
Determine missing amounts in computing total manufacturing costs.
BE14.9 (LO 3), AP The following are incomplete manufacturing cost data. Determine the missing amounts for these three independent situations.
Direct Materials Used | Direct Labor | Manufacturing Overhead | Total Manufacturing Costs | ||||
1. | $40,000 | $61,000 | $ 50,000 | ? | |||
2. | ? | $75,000 | $140,000 | $296,000 | |||
3. | $55,000 | ? | $111,000 | $310,000 |
Determine missing amounts in computing cost of goods manufactured.
BE14.10 (LO 3), AP Use the data from BE14.9 and the data that follow. Determine the missing amounts.
Total Manufacturing Costs | Work in Process (Jan. 1) | Work in Process (Dec. 31) | Cost of Goods Manufactured | ||||
1. | ? | $120,000 | $82,000 | ? | |||
2. | $296,000 | ? | $98,000 | $331,000 | |||
3. | $310,000 | $463,000 | ? | $715,000 |
Identify important regulatory changes.
BE14.11 (LO 4), C The Sarbanes-Oxley Act (SOX) has important implications for the financial community. Explain two implications of SOX.
Identify managerial accounting concepts.
DO IT! 14.1 (LO 1), C Indicate whether the following statements are true or false. If false, indicate how to correct the statement.
Identify managerial cost classifications.
DO IT! 14.2 (LO 2), C A music company has these costs:
Advertising | Paper inserts for CD cases | |
Blank CDs | CD plastic cases | |
Depreciation of CD image burner | Salaries of sales representatives | |
Salary of factory manager | Salaries of factory maintenance employees | |
Factory supplies used | Salaries of employees who burn music onto CDs |
Classify each cost as a period or a product cost. Within the product cost category, indicate whether the cost is part of direct materials (DM), direct labor (DL), or manufacturing overhead (MO).
Prepare cost of goods manufactured schedule.
DO IT! 14.3 (LO 3), AP The following information is available for Tomlin Company.
April 1 | April 30 | |||
Raw materials inventory | $10,000 | $14,000 | ||
Work in process inventory | 5,000 | 3,500 | ||
Materials purchased in April | $ 98,000 | |||
Direct labor in April | 80,000 | |||
Manufacturing overhead in April | 160,000 |
Prepare the cost of goods manufactured schedule for the month of April 2025. (Assume that all raw materials used were direct materials.)
Identify trends in managerial accounting.
DO IT! 14.4 (LO 4), C Match the descriptions that follow with the corresponding terms.
Descriptions:
Terms:
Identify distinguishing features of managerial accounting.
E14.1 (LO 1), C Justin Bleeber has prepared the following list of statements about managerial accounting, financial accounting, and the functions of management.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Classify costs into three classes of manufacturing costs.
E14.2 (LO 2), C The following is a list of costs and expenses usually incurred by Barnum Corporation, a manufacturer of furniture, in its factory.
Instructions
Classify these items into the following categories: (a) direct materials, (b) direct labor, and (c) manufacturing overhead.
Identify types of costs and explain their accounting.
E14.3 (LO 2), C Trak Corporation, which manufactures bicycles, incurred the following costs.
Bicycle components | $100,000 | Advertising expense | $45,000 | ||||
Depreciation on factory | 60,000 | Property taxes on factory | 14,000 | ||||
Property taxes on retail store | 7,500 | Customer delivery expense | 21,000 | ||||
Labor costs of assembly-line workers | 110,000 | Sales commissions | 35,000 | ||||
Factory supplies used | 13,000 | Salaries paid to sales clerks | 50,000 |
Instructions
Determine the total amount of various types of costs.
E14.4 (LO 2), AP Knight Company reports the following costs and expenses in May.
Factory utilities | $ 15,500 | Direct labor | $69,100 | ||||
Depreciation on factory equipment | 12,650 | Sales salaries | 46,400 | ||||
Depreciation on delivery trucks | 3,800 | Property taxes on factory building | 2,500 | ||||
Indirect factory labor | 48,900 | Repairs to office equipment | 1,300 | ||||
Indirect materials | 80,800 | Factory repairs | 2,000 | ||||
Direct materials used | 137,600 | Advertising | 15,000 | ||||
Factory manager’s salary | 8,000 | Office supplies used | 2,640 |
Instructions
From the information, determine the total amount of:
Classify various costs into different cost categories.
E14.5 (LO 2), C Gala Company is a manufacturer of laptop computers. Various costs and expenses associated with its operations are as follows.
The company intends to classify these costs and expenses into the following categories: (a) direct materials, (b) direct labor, (c) manufacturing overhead, and (d) period costs.
Instructions
List the items (1) through (10). For each item, indicate the cost category to which it belongs.
Classify various costs into different cost categories.
E14.6 (LO 2), C The administrators of Crawford County’s Memorial Hospital are interested in identifying the various costs and expenses that are incurred in producing a patient’s X-ray. A list of such costs and expenses is presented here.
The administrators want these costs and expenses classified as (a) direct materials, (b) direct labor, or (c) service overhead.
Instructions
List the items (1) through (10). For each item, indicate the cost category to which the item belongs.
Classify various costs into different cost categories.
E14.7 (LO 2), AP National Express reports the following costs and expenses in June 2025 for its delivery service.
Indirect materials used | $ 6,400 | Drivers’ salaries | $16,000 | ||||
Depreciation on delivery equipment | 11,200 | Advertising | 4,600 | ||||
Dispatcher’s salary | 5,000 | Delivery equipment repairs | 300 | ||||
Property taxes on office building | 870 | Office supplies | 650 | ||||
CEO’s salary | 12,000 | Office utilities | 990 | ||||
Gas and oil for delivery trucks | 2,200 | Repairs on office equipment | 180 |
Instructions
Determine the total amount of (a) delivery service (product) costs and (b) period costs.
Classify various costs into different cost categories.
E14.8 (LO 2), AP Evilene Company makes industrial-grade brooms. It incurs the following costs.
Instructions
Compute cost of goods manufactured and sold, and discuss classification of various costs.
E14.9 (LO 3), AP Lopez Corporation incurred the following costs during 2025.
Direct materials used in product | $120,000 | Advertising expense | $45,000 | ||||
Depreciation on factory | 60,000 | Property taxes on factory | 14,000 | ||||
Property taxes on store | 7,500 | Delivery expense | 21,000 | ||||
Labor costs of assembly-line workers | 110,000 | Sales commissions | 35,000 | ||||
Factory supplies used | 23,000 | Salaries paid to sales clerks | 50,000 |
Work in process inventory was $12,000 at January 1 and $15,500 at December 31. Finished goods inventory was $60,000 at January 1 and $45,600 at December 31.
Instructions
Determine missing amounts in cost of goods manufactured schedule.
E14.10 (LO 3), AP An incomplete cost of goods manufactured schedule is presented here.
Hobbit Company Cost of Goods Manufactured Schedule For the Year Ended December 31, 2025 |
|||
Work in process, January 1 | $210,000 | ||
Direct materials | |||
Raw materials inventory, January 1 | $ ? | ||
Raw materials purchases | 158,000 | ||
Total raw materials available for use | ? | ||
Less: Raw materials inventory, December 31 | 22,500 | ||
Direct materials used | $180,000 | ||
Direct labor | ? | ||
Manufacturing overhead | |||
Indirect labor | 18,000 | ||
Factory depreciation | 36,000 | ||
Factory utilities | 68,000 | ||
Total manufacturing overhead | 122,000 | ||
Total manufacturing costs | ? | ||
Total cost of work in process | ? | ||
Less: Work in process, December 31 | 81,000 | ||
Cost of goods manufactured | $540,000 |
Instructions
Complete the cost of goods manufactured schedule for Hobbit Company. (Assume that all raw materials used were direct materials.)
Determine the missing amount of different cost items.
E14.11 (LO 3), AN Manufacturing cost data for Copa Company are presented as follows.
Case A | Case B | Case C | ||||
Direct materials used | $ (a) | $68,400 | $130,000 | |||
Direct labor | 57,000 | 86,000 | (g) | |||
Manufacturing overhead | 46,500 | 81,600 | 102,000 | |||
Total manufacturing costs | 195,650 | (d) | 253,700 | |||
Work in process 1/1/22 | (b) | 16,500 | (h) | |||
Total cost of work in process | 221,500 | (e) | 337,000 | |||
Work in process 12/31/22 | (c) | 11,000 | 70,000 | |||
Cost of goods manufactured | 185,275 | (f) | (i) |
Instructions
Determine the missing amount for each letter (a) through (i).
Determine the missing amount of different cost items, and prepare a condensed cost of goods manufactured schedule.
E14.12 (LO 3), AN Incomplete manufacturing cost data for Horizon Company for 2025 are presented as follows for these four independent situations.
Instructions
Prepare a cost of goods manufactured schedule and a partial income statement.
E14.13 (LO 3), AP Cepeda Corporation has the following cost records for June 2025.
Indirect factory labor | $ 4,500 | Factory utilities | $ 400 | ||||
Direct materials used | 20,000 | Depreciation, factory equipment | 1,400 | ||||
Work in process, 6/1/25 | 3,000 | Direct labor | 40,000 | ||||
Work in process, 6/30/25 | 3,800 | Maintenance, factory equipment | 1,800 | ||||
Finished goods, 6/1/25 | 5,000 | Indirect materials used | 2,200 | ||||
Finished goods, 6/30/25 | 7,500 | Factory manager’s salary | 3,000 |
Instructions
Classify various costs into different categories and prepare cost of services performed schedule.
E14.14 (LO 2, 3), AP Keisha Tombert, the bookkeeper for Washington Consulting, a political consulting firm, has recently completed a managerial accounting course at her local college. One of the topics covered in the course was the cost of goods manufactured schedule. Keisha wondered if such a schedule could be prepared for her firm. She realized that, as a service-oriented company, it would have no work in process inventory to consider.
Listed here are the costs her firm incurred for the month ended August 31, 2025.
Supplies used on consulting contracts | $ 1,700 | |
Supplies used in the administrative offices | 1,500 | |
Depreciation on equipment used for contract work | 900 | |
Depreciation on administrative office equipment | 1,050 | |
Salaries of professionals working on contracts | 15,600 | |
Salaries of administrative office personnel | 7,700 | |
Janitorial services for professional offices | 700 | |
Janitorial services for administrative offices | 500 | |
Insurance on contract operations | 800 | |
Insurance on administrative operations | 900 | |
Utilities for contract operations | 1,400 | |
Utilities for administrative offices | 1,300 |
Instructions
Determine cost of goods manufactured and prepare a partial income statement.
E14.15 (LO 3), AP The following information is available for Aikman Company.
January 1, 2025 | 2025 | December 31, 2025 | |||
Raw materials inventory | $21,000 | $30,000 | |||
Work in process inventory | 13,500 | 17,200 | |||
Finished goods inventory | 27,000 | 21,000 | |||
Materials purchased | $150,000 | ||||
Direct labor | 220,000 | ||||
Manufacturing overhead | 180,000 | ||||
Sales revenue | 910,000 |
Instructions
Indicate in which schedule or financial statement(s) different cost items would appear.
E14.16 (LO 3), C University Company produces collegiate apparel. From its accounting records, it prepares the following schedule and financial statements on a yearly basis.
The following items are found in the company’s accounting records and accompanying data.
Instructions
List the items (1)–(16). For each item, indicate by using the appropriate letter or letters, the schedule and/or financial statement(s) in which the item would appear.
Prepare a cost of goods manufactured schedule, and present the ending inventories on the balance sheet.
E14.17 (LO 3), AP An analysis of the accounts of Roberts Company reveals the following manufacturing cost data for the month ended June 30, 2025.
Inventory | Beginning | Ending | ||
Raw materials | $9,000 | $13,100 | ||
Work in process | 5,000 | 7,000 | ||
Finished goods | 9,000 | 8,000 |
Costs incurred: raw materials purchases $54,000, direct labor $47,000, manufacturing overhead $19,900. The specific overhead costs were: indirect labor $5,500, factory insurance $4,000, machinery depreciation $4,000, machinery repairs $1,800, factory utilities $3,100, and miscellaneous factory costs $1,500. (Assume that all raw materials used were direct materials.)
Instructions
Determine the amount of cost to appear in various accounts, and indicate in which financial statements these accounts would appear.
E14.18 (LO 3), AP McQueen Motor Company manufactures automobiles. During September 2025, the company purchased 5,000 head lamps at a cost of $15 per lamp. Fifty of these lamps were used to replace the head lamps in autos used by traveling sales staff, and 4,600 lamps were put in autos manufactured during the month.
Of the autos put into production during September 2025, 90% were completed and transferred to the company’s storage lot. Of the cars completed during the month, 70% were sold by September 30.
Instructions
Identify various managerial accounting practices.
E14.19 (LO 4), C The following is a list of terms related to managerial accounting practices.
Instructions
Match each of the terms with the statement below that best describes the term.
Classify manufacturing costs into different categories and compute the unit cost.
P14.1 (LO 2), AP Ohno Company specializes in manufacturing a unique model of bicycle helmet. The model is well accepted by consumers, and the company has enough orders to keep the factory production at 10,000 helmets per month (80% of its full capacity). Ohno’s monthly manufacturing costs and other expense data are as follows.
Rent on factory equipment | $11,000 | |
Insurance on factory building | 1,500 | |
Raw materials used (plastics, polystyrene, etc.) | 75,000 | |
Utility costs for factory | 900 | |
Supplies used for general office | 300 | |
Wages for assembly-line workers | 58,000 | |
Depreciation on office equipment | 800 | |
Miscellaneous materials used (glue, thread, etc.) | 1,100 | |
Factory manager’s salary | 5,700 | |
Property taxes on factory building | 400 | |
Advertising for helmets | 14,000 | |
Sales commissions | 10,000 | |
Depreciation on factory building | 1,500 |
Instructions
Product Costs | ||||||||
Cost Item | Direct Materials | Direct Labor | Manufacturing Overhead | Period Costs |
Enter each cost item on your answer sheet, placing the dollar amount under the appropriate heading. Total the dollar amounts in each of the columns.
a. DM $75,000
DL $58,000
MO $22,100
PC $25,100
Classify manufacturing costs into different categories and compute the unit cost.
P14.2 (LO 2), AP Bell Company has been a retailer of audio systems for the past 3 years. However, after a thorough survey of audio system markets, Bell decided to turn its retail store into an audio equipment factory. Production began October 1, 2025.
Direct materials costs for an audio system total $74 per unit. Workers on the production lines are paid $12 per hour. An audio system takes 5 labor hours to complete. In addition, the rent on the equipment used to assemble audio systems amounts to $4,900 per month. Indirect materials cost $5 per system. A supervisor was hired to oversee production; her monthly salary is $3,000.
Factory janitorial costs are $1,300 monthly. Advertising costs for the audio system will be $9,500 per month. The factory building depreciation is $7,800 per year. Property taxes on the factory building will be $9,000 per year.
Instructions
Product Costs | ||||||||
Cost Item | Direct Materials | Direct Labor | Manufacturing Overhead | Period Costs |
Assuming that Bell manufactures, on average, 1,500 audio systems per month, enter each cost item on your answer sheet, placing the dollar amount per month under the appropriate heading. Total the dollar amounts in each of the columns.
a. DM $111,000
DL $ 90,000
MO $ 18,100
PC $ 9,500
Determine the missing amount of different cost items, and prepare a condensed cost of goods manufactured schedule, an income statement, and a partial balance sheet.
P14.3 (LO 3), AN Incomplete manufacturing costs, expenses, and selling data for two different cases for the year ended December 31, 2025, are as follows.
Case | |||
1 | 2 | ||
Direct materials used | $ 9,600 | $ (g) | |
Direct labor | 5,000 | 8,000 | |
Manufacturing overhead | 8,000 | 4,000 | |
Total manufacturing costs | (a) | 16,000 | |
Beginning work in process inventory | 1,000 | (h) | |
Ending work in process inventory | (b) | 3,000 | |
Sales revenue | 24,500 | (i) | |
Sales discounts | 2,500 | 1,400 | |
Cost of goods manufactured | 17,000 | 24,000 | |
Beginning finished goods inventory | (c) | 3,300 | |
Cost of goods available for sale | 22,000 | (j) | |
Cost of goods sold | (d) | (k) | |
Ending finished goods inventory | 3,400 | 2,500 | |
Gross profit | (e) | 7,000 | |
Operating expenses | 2,500 | (l) | |
Net income | (f) | 5,000 |
Instructions
b. Ending WIP $ 6,600
c. Current assets $29,000
Prepare a cost of goods manufactured schedule, a partial income statement, and a partial balance sheet.
P14.4 (LO 3), AP The following data were taken from the records of Clarkson Company for the fiscal year ended June 30, 2025.
Raw Materials | Accounts Receivable | $ 27,000 | |||
Inventory 7/1/24 | $ 48,000 | Factory Insurance | 4,600 | ||
Raw Materials | Factory Machinery | ||||
Inventory 6/30/25 | 39,600 | Depreciation | 16,000 | ||
Finished Goods | Factory Utilities | 27,600 | |||
Inventory 7/1/24 | 96,000 | Office Utilities Expense | 8,650 | ||
Finished Goods | Sales Revenue | 534,000 | |||
Inventory 6/30/25 | 75,900 | Sales Discounts | 4,200 | ||
Work in Process | Factory Manager’s Salary | 58,000 | |||
Inventory 7/1/24 | 19,800 | Factory Property Taxes | 9,600 | ||
Work in Process | Factory Repairs | 1,400 | |||
Inventory 6/30/25 | 18,600 | Raw Materials Purchases | 96,400 | ||
Direct Labor | 139,250 | Cash | 32,000 | ||
Indirect Labor | 24,460 |
Instructions
a. CGM |
$386,910 |
b. Gross profit |
$122,790 |
c. Current assets |
$193,100 |
Prepare a cost of goods manufactured schedule and a correct income statement.
P14.5 (LO 3), AN Empire Company is a manufacturer of smartphones. Its controller resigned in October 2025. An inexperienced assistant accountant has prepared the following income statement for the month of October 2025.
Empire Company Income Statement For the Month Ended October 31, 2025 |
||
Sales revenue | $780,000 | |
Less: Operating expenses | ||
Raw materials purchases | $264,000 | |
Direct labor cost | 190,000 | |
Advertising expense | 90,000 | |
Selling and administrative salaries | 75,000 | |
Rent on factory facilities | 60,000 | |
Depreciation on sales equipment | 45,000 | |
Depreciation on factory equipment | 31,000 | |
Indirect labor cost | 28,000 | |
Utilities expense | 12,000 | |
Insurance expense | 8,000 | 803,000 |
Net loss | $ (23,000) |
Prior to October 2025, the company had been profitable every month. The company’s president is concerned about the accuracy of the income statement. As her friend, you have been asked to review the income statement and make necessary corrections. After examining other manufacturing cost data, you have acquired additional information as follows.
October 1 | October 31 | ||
Raw materials | $18,000 | $29,000 | |
Work in process | 20,000 | 14,000 | |
Finished goods | 30,000 | 50,000 |
Instructions
a. CGM |
$581,800 |
b. NI |
$2,000 |
Each of the remaining chapters includes a hypothetical case featuring Current Designs, the company described at the beginning of this chapter. Students can also work through this case following an Excel tutorial available in Wiley Course Resources. Each chapter’s tutorial focuses on a different Excel function or feature.
CD14 Mike Cichanowski founded Wenonah Canoe and later purchased Current Designs, a company that designs and manufactures kayaks. The kayak-manufacturing facility is located just a few minutes from the canoe company’s headquarters in Winona, Minnesota.
Current Designs makes kayaks using two different processes. The rotational molding process uses high temperature to melt polyethylene powder in a closed rotating metal mold to produce a complete kayak hull and deck in a single piece. These kayaks are less labor-intensive and less expensive for the company to produce and sell.
Its other kayaks use the vacuum-bagged composite lamination process (which we will refer to as the composite process). Layers of fiberglass or Kevlar® are carefully placed by hand in a mold and are bonded with resin. Then, a high-pressure vacuum is used to eliminate any excess resin that would otherwise add weight and reduce the strength of the finished kayak. These kayaks require a great deal of skilled labor as each boat is individually finished. The exquisite finish of the vacuum-bagged composite kayaks gave rise to Current Designs’ tag line, “A work of art, made for life.”
Current Designs has the following managers:
The company’s accounting data for the most recent period is as follows.
Instructions
The Waterways case starts in this chapter and continues in every remaining chapter. You will find the complete case for each chapter in Wiley Course Resources.
WC14 Waterways Corporation is a private corporation formed for the purpose of providing the products and the services needed to irrigate farms, parks, commercial projects, and private lawns. It has a centrally located factory in a U.S. city that manufactures the products it markets to retail outlets across the nation. It also maintains a division that performs installation and warranty servicing in six metropolitan areas.
The mission of Waterways is to manufacture quality parts that can be used for effective irrigation projects that also conserve water. Through that effort, the company hopes to satisfy its customers, perform rapid and responsible service, and serve the community and the employees who represent the company in each community.
The company has been growing rapidly, so management is considering new ideas to help the company continue its growth and maintain the high quality of its products.
Waterways was founded by Will Winkman, who is the company president and chief executive officer (CEO). Working with him from the company’s inception is Will’s brother, Ben, whose sprinkler designs and ideas about the installation of proper systems have been a major basis of the company’s success. Ben is the vice president who oversees all aspects of design and production in the company.
The factory itself is managed by Todd Senter, who hires line managers to supervise the factory employees. The factory makes all of the parts for the irrigation systems. The purchasing department is managed by Helen Hines.
The installation and training division is overseen by vice president Henry Writer, who supervises the managers of the six local installation operations. Each of these local managers hires his or her own local service people. These service employees are trained by the home office under Henry Writer’s direction because of the uniqueness of the company’s products.
There is a small human resources department under the direction of Sally Fenton, a vice president who handles the employee paperwork, though hiring is actually performed by the separate departments. Teresa Totter is the vice president who heads the sales and marketing area; she oversees 10 well-trained salespeople.
The accounting and finance division of the company is run by Ann Headman, who is the chief financial officer (CFO) and a company vice president. She is a member of the Institute of Management Accountants and holds a certificate in management accounting. She has a small staff of accountants, including a controller and a treasurer, and a staff of accounting input operators who maintain the financial records.
A partial list of Waterways’ accounts and their balances for the month of November follows.
Accounts Receivable | $ 275,000 | |
Advertising Expenses | 54,000 | |
Cash | 260,000 | |
Depreciation—Factory Equipment | 16,800 | |
Depreciation—Office Equipment | 2,400 | |
Direct Labor | 42,000 | |
Factory Utilities | 27,000 | |
Finished Goods Inventory, November 30 | 68,800 | |
Finished Goods Inventory, October 31 | 72,550 | |
Indirect Labor | 48,000 | |
Office Salaries | 325,000 | |
Office Supplies Expense | 1,600 | |
Other Administrative Expenses | 72,000 | |
Prepaid Expenses | 41,250 | |
Raw Materials Inventory, November 30 | 52,700 | |
Raw Materials Inventory, October 31 | 38,000 | |
Raw Materials Purchases | 184,500 | |
Rent—Factory Equipment | 47,000 | |
Repairs—Factory Equipment | 4,500 | |
Sales Revenue | 1,350,000 | |
Sales Commissions | 40,500 | |
Work in Process Inventory, October 31 | 52,700 | |
Work in Process Inventory, November 30 | 42,000 |
Instructions
DA14.1 Data visualization can be used to review company results.
Example: Recall the Management Insight “Supplying Today’s (Not Yesterday’s) Fashion” presented in the chapter. Data analytics can help Inditex determine how it is performing over time. For retailers, the gross margin percentage is a good measure of how the company is doing, as it indicates what percentage of sales is available to cover selling and administration costs and generate profit. From publicly available data, we can calculate Inditex’s gross margin percentage [(Sales – Cost of goods sold) ÷ Sales] and track it over time. What do you observe when you look at the following chart?
Hopefully, you immediately noticed that Inditex is able to maintain a high and stable gross margin over the time period shown. Management should be quite pleased with this. But another measure of success, revenue per employee, can provide management with even more insight concerning its sales. This case will require you calculate and graph this data for Inditex, and then analyze the results.
Go to Wiley Course Resources for complete case details and instructions.
DA14.2 You are excited about your upcoming job interview at Inditex. You realize that you need to have a better understanding of the company so that you can have several thoughtful questions prepared to ask during the interview. For this case, you will use Inditex’s performance information to create several visualizations that will help increase your knowledge of the company’s operations.
Go to Wiley Course Resources for complete case details and instructions.
CT14.1 Wendall Company specializes in producing fashion outfits. On July 31, 2025, a tornado touched down at its factory and general office. The inventories in the warehouse and the factory were completely destroyed, as was the general office nearby. However, after a careful search of the disaster site the next morning, Bill Francis, the company’s controller, and Elizabeth Walton, the cost accountant, were able to recover a small part of the manufacturing cost data for the current month.
“What a horrible experience,” sighed Bill. “And the worst part is that we may not have enough records to use in filing an insurance claim.”
“It was terrible,” replied Elizabeth. “However, I managed to recover some of the manufacturing cost data that I was working on yesterday afternoon. The data indicate that our direct labor cost in July totaled $250,000 and that we had purchased $365,000 of raw materials. Also, I recall that the amount of raw materials used for July was $350,000. But I’m not sure this information will help. The rest of our records are blown away.”
“Well, not exactly,” said Bill. “I was working on the year-to-date income statement when the tornado warning was announced. My recollection is that our sales in July were $1,240,000 and our gross profit ratio has been 40% of sales. Also, I can remember that our cost of goods available for sale was $770,000 for July.”
“Maybe we can work something out from this information!” exclaimed Elizabeth. “My experience tells me that our manufacturing overhead is usually 60% of direct labor.”
“Hey, look what I just found,” cried Elizabeth. “It’s a copy of this June’s balance sheet, and it shows that our inventories as of June 30 are Finished goods $38,000, Work in process $25,000, and Raw materials $19,000.”
“Super,” yelled Bill. “Let’s go work something out.”
In order to file an insurance claim, Wendall Company needs to determine the amount of its inventories as of July 31, 2025, the date of the tornado touchdown.
Instructions
With the class divided into groups, determine the amount of cost in the Raw Materials, Work in Process, and Finished Goods inventory accounts as of the date of the tornado touchdown. (Assume that all raw materials used were direct materials.)
CT14.2 Tenrack is a fairly large manufacturing company located in the southern United States. The company manufactures tennis rackets, tennis balls, tennis clothing, and tennis shoes, all bearing the company’s distinctive logo, a large green question mark on a white flocked tennis ball. The company’s sales have been increasing over the past 10 years.
The tennis racket division has recently implemented several advanced manufacturing techniques. Robot arms hold the tennis rackets in place while glue dries, and machine vision systems check for defects. The engineering and design team uses computerized drafting and testing of new products. The following managers work in the tennis racket division:
Instructions
CT14.3 The Institute of Management Accountants (IMA) is an organization dedicated to excellence in the practice of management accounting and financial management.
Instructions
Go to the IMA’s website to locate the answers to the following questions.
CT14.4 Refer to P14.5 and add the following requirement.
Prepare a letter to the president of the company, Shelly Phillips, describing the changes you made. Explain clearly why net income is different after the changes. Keep the following points in mind as you compose your letter.
CT14.5 Steve Morgan, controller for Newton Industries, was reviewing production cost reports for the year. One amount in these reports continued to bother him—advertising. During the year, the company had instituted an expensive advertising campaign to sell some of its slower-moving products. It was still too early to tell whether the advertising campaign was successful.
There had been much internal debate as how to report advertising cost. The vice president of finance argued that advertising cost should be reported as a cost of production, just like direct materials and direct labor. He therefore recommended that this cost be identified as manufacturing overhead and reported as part of inventory costs until sold. Others disagreed. Morgan believed that this cost should be reported as an expense of the current period, so as not to overstate net income. Others argued that it should be reported as prepaid advertising and reported as a current asset.
The president finally had to decide the issue. He argued that advertising cost should be reported as inventory. His arguments were practical ones. He noted that the company was experiencing financial difficulty and that expensing this amount in the current period might jeopardize a planned bond offering. Also, by reporting the advertising cost as inventory rather than as prepaid advertising, less attention would be directed to it by the financial community.
Instructions
CT14.6 The primary purpose of managerial accounting is to provide information useful for management decisions. Many of the managerial accounting techniques that you will learn will be useful for decisions you make in your everyday life.
Instructions
For each of the following managerial accounting techniques, read the definition provided and then provide an example of a personal situation that would benefit from use of this technique.
CT14.7 Because of global competition, companies have become increasingly focused on reducing costs. To reduce costs and remain competitive, many companies are turning to outsourcing. Outsourcing means hiring an outside supplier to provide elements of a product or service rather than producing them internally.
Suppose you are the managing partner in a CPA firm with 30 full-time staff members. Larger firms in your community have begun to outsource basic tax-return preparation work to India. Should you outsource your basic tax-return work to India as well? You estimate that you would have to lay off six staff members if you outsource the work. The basic arguments for and against are as follows.
YES: | The wages paid to Indian accountants are very low relative to U.S. wages. You will not be able to compete unless you outsource. |
NO: | Tax-return data are highly sensitive. Many customers will be upset to learn that their data are being emailed around the world. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
The following Feature Story about Disney describes how important accurate costing is to movie studios. In order to submit accurate bids on new film projects and to know whether it profited from past films, the company needs a good costing system. This chapter illustrates how costs are assigned to specific jobs, such as the production of the most recent Avengers movie. We begin the discussion in this chapter with an overview of the flow of costs in a job order cost accounting system. We then use a case study to explain and illustrate the documents, entries, and accounts in this type of cost accounting system.
Have you ever had the chance to tour a movie studio? There’s a lot going on! Lots of equipment and lots of people with a variety of talents. Running a film studio, whether as an independent company or part of a major corporation, is a complex and risky business. Consider Disney, which has produced such classics as Snow White and the Seven Dwarfs and such colossal successes as Frozen. The movie studio has, however, also seen its share of losses. Disney’s Lone Ranger movie brought in revenues of $260 million, but its production and marketing costs were a combined $375 million—a loss of $115 million.
Every time Disney or another movie studio makes a new movie, it is creating a unique product. Ideally, each new movie should be able to stand on its own, that is, the film should generate revenues that exceed its costs. In order to know whether a particular movie is profitable, the studio must keep track of all of the costs incurred to make and market the film. These costs include such items as salaries of the writers, actors, director, producer, and production team (e.g., film crew); licensing costs; depreciation on equipment; music; studio rental; and marketing and distribution costs. If you’ve ever watched the credits at the end of a movie, you know the list goes on and on.
The movie studio isn’t the only one with an interest in knowing a particular project’s profitability. Many of the people involved in making the movie, such as the screenwriters, actors, and producers, have at least part of their compensation tied to its profitability. As such, complaints about inaccurate accounting are common in the movie industry.
In particular, a few well-known and widely attended movies reported low profits, or even losses, once the accountants got done with them. How can this be? The issue is that a large portion of a movie’s costs are overhead costs that can’t be directly traced to a film, such as depreciation of film equipment and sets, facility maintenance costs, and executives’ salaries. Actors and others often complain that these overhead costs are overallocated to their movie and therefore negatively affect their compensation.
To reduce the risk of financial flops, many of the big studios now focus on making sequels of previous hits. This might explain why, shortly after losing money on the Lone Ranger, Disney decided to make more Avengers movies—much safer bets.
Watch the Making a Hollywood Movie video in Wiley Course Resources to learn more about job order costing in the real world.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Describe cost systems and the flow of costs in a job order system. |
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DO IT! 1 Accumulating Manufacturing Costs |
LO 2 Use a job cost sheet to assign costs to work in process. |
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DO IT! 2 Work in Process |
LO 3 Demonstrate how to determine and use the predetermined overhead rate. |
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DO IT! 3 Predetermined Overhead Rate |
LO 4 Prepare entries for manufacturing and service jobs completed and sold. |
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DO IT! 4 Completion and Sale of Jobs |
LO 5 Distinguish between under- and overapplied manufacturing overhead. |
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DO IT! 5 Applied Manufacturing Overhead |
Go to the Review and Practice section at the end of the chapter for a targeted summary and exercises with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Cost accounting focuses on measuring, recording, and reporting product costs for manufacturers and service costs for service organizations. Companies determine both the total cost and the unit cost of each product.
A cost accounting system consists of accounts for the various manufacturing and service costs. These accounts are fully integrated into the general ledger of a company. An important feature of a cost accounting system is the use of a perpetual inventory system. Such a system provides immediate, up-to-date information on the cost of a product.
There are two basic types of cost accounting systems:
A process cost system.
A job order cost system.
Although cost accounting systems differ widely from company to company, most involve one of these two traditional product costing systems.
A company uses a process cost system when it manufactures a large volume of similar products. Production is continuous. Examples of a process cost system are the manufacture of cereal by Kellogg, the refining of petroleum by ExxonMobil, and the production of ice cream by Ben & Jerry’s.
Illustration 15.1 shows examples of the use of a process cost system. We will discuss the process cost system further in Chapter 16.
ILLUSTRATION 15.1 Process cost system
Under a job order cost system, the company assigns product costs to each job or to each batch of goods. An example of a job is the manufacture of a jet by Boeing, the production of a movie by Disney, or the making of a fire truck by Pierce Manufacturing. An example of a batch is the printing of 225 wedding invitations by a local print shop, or the printing of a weekly issue of Fortune magazine by a high-tech printer such as Quad Graphics.
Illustration 15.2 shows the recording of product costs in a job order cost system for Disney as it produced two different films at the same time: an animated film and an action thriller.
ILLUSTRATION 15.2 Job order cost system for Disney
Can a company use both job order and process cost systems? Yes. For example, General Motors uses process cost accounting for its standard model cars, such as Malibus and Corvettes, and job order cost accounting for a custom-made limousine for the president of the United States.
The objective of both cost accounting systems is to provide unit cost information for product pricing, cost control, inventory valuation, and financial statement presentation.
We first address the flow of costs for a manufacturer (service company costs are addressed in a later section). The flow of product costs (direct materials, direct labor, and manufacturing overhead) in job order cost accounting parallels the physical flow of the materials as they are converted into finished goods and then sold (see Illustration 15.3).
Companies first accumulate manufacturing costs in the form of raw materials, factory labor, or manufacturing overhead.
They then assign manufacturing costs to the Work in Process Inventory account.
When a job is completed, the company transfers the cost of the job to Finished Goods Inventory.
Later, when the goods are sold, the company transfers their cost to Cost of Goods Sold, reported on the income statement.
ILLUSTRATION 15.3 Flow of costs in job order costing
Illustration 15.3 provides a basic overview of the flow of costs in a manufacturing setting for production of a fire truck. (A more detailed presentation of the flow of costs is provided near the end of this chapter in Illustration 15.15.) There are two major steps in the flow of costs:
The following discussion shows that the company accumulates manufacturing costs incurred by debits to Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. The company does not attempt to associate these costs with specific jobs when it initially incurs the costs. Instead, the company makes subsequent entries to assign manufacturing costs incurred to specific jobs as they are consumed. In the remainder of this chapter, we will use a case study to explain how a job order cost system operates.
To illustrate a job order cost system, we will use the January transactions of Wallace Company, which makes custom electronic sensors for corporate safety applications (such as fire and carbon monoxide) and security applications (such as theft and corporate espionage).
When Wallace receives raw materials (both direct and indirect) it has purchased from a supplier, it debits the cost of the materials to Raw Materials Inventory.
To illustrate, assume that Wallace purchases, on account, 2,000 lithium batteries (Stock No. AA2746) at $5 per unit ($10,000) and 800 electronic modules (Stock No. AA2850) at $40 per unit ($32,000) for a total cost of $42,000 ($10,000 + $32,000). The entry to record the receipt of this purchase on January 4 is:
Raw Materials Inventory | |
42,000 | |
(1)1 | |||
Jan. 4 | Raw Materials Inventory | 42,000 | |
Accounts Payable | 42,000 | ||
(Purchase of raw materials on account) |
At this point, Raw Materials Inventory has a balance of $42,000, as shown in the T-account. As we will explain later in the chapter, the company subsequently assigns direct raw materials inventory to work in process and indirect raw materials inventory to manufacturing overhead when the materials are used in production.
Some of a company’s employees are involved in the manufacturing process, while others are not. As discussed in Chapter 14, wages and salaries of nonmanufacturing employees are expensed as period costs (e.g., Salaries and Wages Expense).
Gross earning of factory workers.
Employer payroll taxes on these wages.
Fringe benefits (such as sick pay, pensions, and vacation pay) incurred by the employer.
To illustrate, assume that Wallace incurs $32,000 of factory labor costs. The entry to record factory labor (both direct and indirect) for the month is:
Factory Labor | |
32,000 | |
(2) | |||
Jan. 31 | Factory Labor | 32,000 | |
Payroll Liabilities | 32,000 | ||
(To record factory labor costs) |
At this point, Factory Labor has a balance of $32,000, as shown in the T-account. The Factory Labor account accumulates all manufacturing labor costs, that is, both direct labor and indirect labor. The company subsequently assigns direct factory labor to work in process and indirect factory labor to manufacturing overhead.
A company has many types of overhead costs.
Using assumed data, the summary entry for manufacturing overhead (other than indirect materials and indirect labor) for Wallace Company is:
Manufacturing Overhead | |
13,800 | |
(3) | |||
Jan. 31 | Manufacturing Overhead | 13,800 | |
Utilities Payable | 4,800 | ||
Prepaid Insurance | 2,000 | ||
Accounts Payable (for repairs) | 2,600 | ||
Accumulated Depreciation | 3,000 | ||
Property Taxes Payable | 1,400 | ||
(To record manufacturing overhead costs) |
At this point, Manufacturing Overhead has a balance of $13,800, as shown in the T-account. The company subsequently assigns manufacturing overhead to work in process.
Assigning manufacturing costs to work in process results in the following entries.
An essential accounting record in assigning costs to jobs is a job cost sheet, as shown in Illustration 15.4. A job cost sheet is a form used to track the costs chargeable to a specific job and to determine the total and unit costs of the completed job (see Decision Tools).
Companies keep a separate job cost sheet for each job, typically as a computer file.
ILLUSTRATION 15.4 Job cost sheet
Assignment of raw materials costs involves two steps:
Posting detailed information to individual job cost sheets.
Journalizing summary data in the general journal.
Companies assign raw materials costs to jobs when their materials storeroom issues the materials in response to requests. Requests for issuing raw materials are made by production department personnel on a prenumbered materials requisition slip. The materials issued may be used directly on a job, or they may be considered indirect materials.
ILLUSTRATION 15.5 Materials requisition slip
The company may use any of the inventory costing methods (FIFO, LIFO, or average-cost) in costing the requisitions to the individual job cost sheets. In an automated system, the requisition is entered electronically. Once approved and delivered to production, the direct materials are charged automatically to an electronic job cost record.
Periodically, the company journalizes the aggregated requisitions. For example, if Wallace uses $24,000 of direct materials and $6,000 of indirect materials in January, the entry on January 31 is:
(4) | |||
Jan. 31 | Work in Process Inventory | 24,000 | |
Manufacturing Overhead | 6,000 | ||
Raw Materials Inventory | 30,000 | ||
(To assign materials to jobs and overhead) |
This entry reduces Raw Materials Inventory by $30,000, increases Work in Process Inventory by $24,000 as the direct costs are assigned to jobs, and increases Manufacturing Overhead by $6,000, as the following shows.
Illustration 15.6 shows the posting of requisition slip R247 to Job No. 101 for $1,000 and other assumed postings to the job cost sheets for materials requested on other materials requisition slips. The requisition slips provide the basis for total direct materials costs of $12,000 for Job No. 101, $7,000 for Job No. 102, and $5,000 for Job No. 103. After the company has completed all postings, the sum of the direct materials columns of the job cost sheets (the subsidiary account amounts of $12,000, $7,000, and $5,000) should equal the direct materials debited to Work in Process Inventory (the control account amount of $24,000).
ILLUSTRATION 15.6 Job cost sheets–posting of direct materials
Assignment of factory labor involves two steps:
Posting detailed information to individual job cost sheets (subsidiary ledger).
Journalizing summarized data in the general journal.
Companies assign factory labor costs to specific jobs (direct labor) or to manufacturing overhead (indirect labor) on the basis of time tickets prepared when the work is performed.
ILLUSTRATION 15.7 Time ticket
The time tickets are subsequently sent to the payroll department.
For example, if the $32,000 total factory labor cost consists of $28,000 of direct labor and $4,000 of indirect labor, the entry is:
(5) | |||
Jan. 31 | Work in Process Inventory | 28,000 | |
Manufacturing Overhead | 4,000 | ||
Factory Labor | 32,000 | ||
(To assign labor to jobs and overhead) |
As a result of this entry, Factory Labor is reduced by $32,000 so it has a zero balance, and labor costs are assigned to the appropriate manufacturing accounts. The entry increases Work in Process Inventory by $28,000 and increases Manufacturing Overhead by $4,000, as the following shows.
Let’s assume that the labor costs chargeable to Wallace’s three jobs are $15,000, $9,000, and $4,000. Illustration 15.8 shows the Work in Process Inventory and job cost sheets after posting. As in the case of direct materials, the sum of the postings to the direct labor columns of the job cost sheets (subsidiary accounts Job 101 $15,000, Job 102 $9,000, and Job 103 $4,000) should equal the posting of direct labor to the Work in Process Inventory control account ($28,000).
ILLUSTRATION 15.8 Job cost sheets–direct labor
Companies charge the actual costs of direct materials and direct labor to specific jobs because these costs can be directly traced to specific jobs. In contrast, manufacturing overhead relates to production operations as a whole.
Companies establish the predetermined overhead rate at the beginning of the year. Small companies often use a single, company-wide predetermined overhead rate. Large companies often use rates that vary from department to department. The equation for calculating a predetermined overhead rate is shown in Illustration 15.9.
ILLUSTRATION 15.9 Equation for predetermined overhead rate
Estimated Annual Overhead Costs |
÷ | Estimated Annual Operating Activity |
= | Predetermined Overhead Rate |
Overhead consists only of indirect costs and relates to production operations as a whole. To know what “the whole” is, it might seem logical to wait until the end of the year’s operations. At that time, the company knows all of its actual costs for the period. As a practical matter, though, managers cannot wait until the end of the year.
Illustration 15.10 indicates how manufacturing overhead is assigned to work in process.
ILLUSTRATION 15.10 Using predetermined overhead rates
Wallace Company uses direct labor cost as the activity base. Assuming that the company estimates annual overhead costs to be $280,000 and direct labor costs for the year to be $350,000, the overhead rate is 80%, computed as shown in Illustration 15.11.
ILLUSTRATION 15.11 Calculation of predetermined overhead rate
Estimated Annual Overhead Costs |
÷ | Estimated Direct Labor Cost |
= | Predetermined Overhead Rate |
$280,000 | ÷ | $350,000 | = | 80% |
This means that for every dollar of direct labor, Wallace will assign 80 cents of manufacturing overhead to a job. The use of a predetermined overhead rate enables the company to determine the approximate total cost of each job when it completes the job.
Historically, companies have used direct labor costs or direct labor hours as the activity base. The reason was the relatively high correlation between direct labor and manufacturing overhead.
For example, if a job is manufactured in more than one factory department, each department may have its own overhead rate. A company might also use two bases in assigning overhead to jobs: direct materials dollars for indirect materials, and direct labor hours for such costs as insurance and supervisor salaries.
Wallace Company uses a single predetermined overhead rate and applies manufacturing overhead to work in process after it assigns direct labor costs. It also applies manufacturing overhead to specific jobs at that time. For January, Wallace applied overhead of $22,400 in response to its assignment of $28,000 of direct labor costs (direct labor cost of $28,000 × 80%). The following entry records this application.
(6) | |||
Jan. 31 | Work in Process Inventory | 22,400 | |
Manufacturing Overhead | 22,400 | ||
(To assign overhead to jobs) |
This entry reduces the balance in Manufacturing Overhead and increases Work in Process Inventory by $22,400, as shown below.
The overhead that Wallace applies to each job will be 80% of the direct labor cost of the job for the month. Illustration 15.12 shows the Work in Process Inventory account and the job cost sheets after posting. Note that the debit of $22,400 to Work in Process Inventory equals the sum of the overhead applied to jobs: Job No. 101 $12,000 + Job No. 102 $7,200 + Job No. 103 $3,200.
ILLUSTRATION 15.12 Job cost sheets–manufacturing overhead applied
After posting the credit of $22,400 to manufacturing overhead, a debit balance remains.
We address the treatment of under- and overapplied overhead in a later section.
At the end of each month, the balance in Work in Process Inventory should equal the sum of the costs shown on the job cost sheets of unfinished jobs. Illustration 15.13 presents proof of the agreement of the control and subsidiary accounts for Wallace. (It assumes that all jobs are still in process.)
ILLUSTRATION 15.13 Proof of job cost sheets to Work in Process Inventory
When a job is completed, Wallace Company summarizes the costs and completes the lower portion of the applicable job cost sheet. For example, if we assume that Wallace completes Job No. 101, a batch of electronic sensors, on January 31, the job cost sheet appears as shown in Illustration 15.14.
ILLUSTRATION 15.14 Completed job cost sheet
When a job is finished, Wallace makes an entry to transfer its total cost to Finished Goods Inventory. The entry is as follows.
(7) | |||
Jan. 31 | Finished Goods Inventory | 39,000 | |
Work in Process Inventory | 39,000 | ||
(To record completion of Job No. 101) |
This entry increases Finished Goods Inventory and reduces Work in Process Inventory by $39,000, as shown in the following T-accounts.
Finished Goods Inventory is a control account. It controls individual finished goods records in a finished goods subsidiary ledger, which includes all the job cost sheets for completed jobs that have not yet been sold.
Companies using a perpetual inventory system recognize cost of goods sold when each sale occurs. To illustrate the entries a company makes when it sells a completed job, assume that on January 31 Wallace Company sells on account Job No. 101. The job cost $39,000, and it sold for $50,000. The entries to record the sale and recognize cost of goods sold are:
(8) | |||
Jan. 31 | Accounts Receivable | 50,000 | |
Sales Revenue | 50,000 | ||
(To record sale of Job No. 101) | |||
31 | Cost of Goods Sold | 39,000 | |
Finished Goods Inventory | 39,000 | ||
(To record cost of Job No. 101) |
This entry increases Cost of Goods Sold and reduces Finished Goods Inventory by $39,000, as shown in the T-accounts below.
Illustration 15.15 shows a completed flowchart for a job order cost accounting system. All postings are keyed to entries 1–8 in the example presented in the previous pages for Wallace Company.
ILLUSTRATION 15.15 Flow of costs in a job order cost system
The cost flows in the diagram can be categorized as one of four types:
Illustration 15.16 summarizes the flow of documents in a job order cost system.
ILLUSTRATION 15.16 Flow of documents in a job order cost system
Our extended job order costing example focuses on a manufacturer so that you see the flow of costs through the inventory accounts.
Consider, for example, the Mayo Clinic (healthcare), PricewaterhouseCoopers (accounting), and Goldman Sachs (investment banking). These companies need to keep track of the cost of jobs performed for specific customers to evaluate the profitability of medical treatments, audits, or investment banking engagements.
Many service organizations bill their customers using cost-plus contracts (discussed more fully in Chapter 21).
Up-to-date cost records enable a service company to immediately notify a customer of cost overruns due to customer requests for changes to the original plan or unexpected complications. Timely recordkeeping allows the contractor and customer to consider alternatives before it is too late.
A service company that uses a job order cost system does not have inventory accounts. It does, however, use an account similar to Work in Process Inventory, referred to here as Service Contracts in Process, to record job costs prior to completion. It also uses an account called Operating Overhead, which is similar to Manufacturing Overhead. To illustrate the journal entries for a service company under a job order cost system, consider the following transactions for Dorm Decor, an interior design company. The entry to record the assignment of $9,000 of supplies to projects ($7,000 direct and $2,000 indirect) is:
Service Contracts in Process | 7,000 | |
Operating Overhead | 2,000 | |
Supplies | 9,000 | |
(To assign supplies to projects) |
The entry to record the assignment of employee payroll costs of $100,000 ($84,000 direct and $16,000 indirect) is:
Service Contracts in Process | 84,000 | |
Operating Overhead | 16,000 | |
Payroll Liabilities | 100,000 | |
(To assign personnel costs to projects) |
Dorm Decor applies operating overhead at a rate of 50% of direct labor costs. The entry to record the application of overhead ($84,000 × 50%) based on the $84,000 of direct labor costs is:
Service Contracts in Process | 42,000 | |
Operating Overhead | 42,000 | |
(To assign operating overhead to projects) |
Upon completion of a design project for State University, the job cost sheet shows a total cost of $34,000. The entry to record completion of this project is:
Cost of Completed Service Contracts | 34,000 | |
Service Contracts in Process | 34,000 | |
(To record completion of State University project) |
Job cost sheets for a service company keep track of materials, labor, and overhead used on a particular job, similar to a manufacturer. Several exercises at the end of this chapter apply job order costing to service companies.
Job order costing is more precise in the assignment of costs to projects than process costing (discussed in Chapter 16). For example, assume that a construction company, Juan Company, builds 10 custom homes a year at a total cost of $2,000,000. One way to determine the cost of each home is to divide the total construction cost incurred during the year by the number of homes produced during the year. For Juan Company, an average cost of $200,000 ($2,000,000 ÷ 10) is computed. If the homes are nearly identical, then this approach is adequate for purposes of determining profit per home.
However, job order costing requires a significant amount of data entry. For Juan Company, it would be much easier to simply keep track of total costs incurred during the year than it is to keep track of the costs incurred on each job (each home built). Recording this information is time-consuming, and if the data is not entered accurately, the product costs are incorrect.
A common problem of all costing systems is how to assign overhead to the finished product. Overhead often represents more than 50% of a product’s cost, and this cost is often difficult to assign meaningfully to the product. How, for example, is the salary of a project manager at Juan Company assigned to the various homes, which may differ in size, style, and cost of materials used?
At the end of a period, companies prepare financial statements that present aggregated data for all jobs manufactured and sold.
Illustration 15.17 shows a condensed schedule for Wallace Company for January.
ILLUSTRATION 15.17 Cost of goods manufactured schedule
Wallace Company Cost of Goods Manufactured Schedule For the Month Ended January 31, 2025 |
||
Work in process, January 1 | $ –0– | |
Direct materials used | $24,000 | |
Direct labor | 28,000 | |
Manufacturing overhead applied | 22,400 | |
Total manufacturing costs | 74,400 | |
Total cost of work in process | 74,400 | |
Less: Work in process, January 31 | 35,400 | |
Cost of goods manufactured | $39,000 | |
Note that the cost of goods manufactured ($39,000) agrees with the amount transferred from Work in Process Inventory to Finished Goods Inventory in journal entry No. 7 in Illustration 15.15.
Recall that overhead is applied based on an estimate of total annual overhead costs. This estimate will rarely be exactly equal to actual overhead incurred. Therefore, at the end of the year, after overhead has been applied to specific jobs, the Manufacturing Overhead account will likely have a remaining balance (see Decision Tools).
Illustration 15.18 shows these concepts.
ILLUSTRATION 15.18 Under- and overapplied overhead
At the end of the year, all manufacturing overhead transactions are complete. There is no further opportunity for offsetting events to occur. At this point, Wallace Company eliminates any balance in Manufacturing Overhead by an adjusting entry. It considers under- or overapplied overhead to be an adjustment to cost of goods sold.
To illustrate, as noted earlier in the chapter and shown below, after overhead of $22,400 has been assigned, Wallace has a $1,400 debit balance in Manufacturing Overhead at January 31. This occurred because the amount of overhead applied was less than the amount actually incurred during the period.
The adjusting entry for the underapplied overhead is:
Jan. 31 | Cost of Goods Sold | 1,400 | |
Manufacturing Overhead | 1,400 | ||
(To transfer underapplied overhead to cost of goods sold) |
After Wallace posts this entry, Manufacturing Overhead has a zero balance. In preparing an income statement, Wallace reports cost of goods sold after adjusting it for either under- or overapplied overhead.
Illustration 15.19 presents an income statement for Wallace after adjusting for the $1,400 of underapplied overhead.
ILLUSTRATION 15.19 Partial income statement
Wallace Company Income Statement (partial) For the Month Ended January 31, 2025 |
||
Sales revenue | $50,000 | |
Cost of goods sold | ||
Finished goods inventory, January 1 | $ –0– | |
Cost of goods manufactured (see Illustration 15.17) | 39,000 | |
Cost of goods available for sale | 39,000 | |
Less: Finished goods inventory, January 31 | –0– | |
Cost of goods sold—unadjusted | 39,000 | |
Add: Adjustment for underapplied overhead | 1,400 | |
Cost of goods sold—adjusted | 40,400 | |
Gross profit | $ 9,600 | |
For more accurate costing, significant under- or overapplied overhead at the end of the year should be allocated among ending work in process, finished goods, and cost of goods sold. The discussion of this allocation approach is left to more advanced courses.
Cost accounting focuses on the procedures for measuring, recording, and reporting product and service costs. From the data accumulated, companies determine the total production cost and the unit cost of each product. The two basic types of cost accounting systems are process cost and job order cost.
In job order costing, companies first accumulate manufacturing costs in three accounts: Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. They then assign the accumulated costs to Work in Process Inventory and eventually to Finished Goods Inventory and Cost of Goods Sold.
A job cost sheet is a form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job. Job cost sheets constitute the subsidiary ledger for the Work in Process Inventory control account.
The predetermined overhead rate is based on the relationship between estimated annual overhead costs and estimated annual operating activity. This is expressed in terms of a common activity base, such as direct labor cost, direct labor hours, or machine hours. Companies use this rate to assign overhead costs to work in process and to specific jobs.
When jobs are completed, companies debit the cost to Finished Goods Inventory and credit it to Work in Process Inventory. When a job is sold, the entries are (a) debit Cash or Accounts Receivable and credit Sales Revenue for the selling price, and (b) debit Cost of Goods Sold and credit Finished Goods Inventory for the cost of the goods.
Underapplied manufacturing overhead indicates that the overhead assigned to work in process is less than the actual overhead costs incurred. Overapplied overhead indicates that the overhead assigned to work in process is greater than the actual overhead costs incurred.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
What is the cost of a job? | Cost of direct materials, direct labor, and manufacturing overhead assigned to a specific job | Job cost sheet | Compare costs to those of previous periods to ensure that costs are in line. Compare costs to estimated selling price or service fees charged to determine overall profitability. |
Has the company over- or underapplied overhead for the period? | Actual overhead costs and overhead applied | Manufacturing Overhead account | If the account balance is a credit, overhead applied exceeded actual overhead costs. If the account balance is a debit, overhead applied was less than actual overhead costs. |
1. (LO 1) Cost accounting focuses on the measuring, recording, and reporting of:
a. Cost accounting focuses on the measuring, recording, and reporting of product costs, not (b) future costs, (c) manufacturing processes, or (d) managerial accounting decisions.
2. (LO 1) A company is more likely to use a job order cost system if:
c. A job costing system is more likely for products with unique characteristics. The other choices are incorrect because a process cost system is more likely for (a) large volumes of similar products or (b) if production is continuous. Choice (d) is incorrect because the choice of a costing system is not dependent on whether a periodic or perpetual inventory system is used.
3. (LO 1) In accumulating raw materials costs, companies debit the cost of raw materials purchased in a perpetual inventory system to:
b. In a perpetual inventory system, purchases of raw materials are debited to Raw Materials Inventory, not (a) Raw Materials Purchases, (c) Purchases, or (d) Work in Process.
4. (LO 1) When incurred, factory labor costs are debited to:
c. When factory labor costs are incurred, they are debited to Factory Labor, not (a) Work in Process Inventory, (b) Factory Wages Expense, or (d) Payroll Liabilities (they are debited to Factory Labor and credited to Payroll Liabilities).
5. (LO 1) The flow of costs in job order costing:
c. Job order costing parallels the physical flow of materials as they are converted into finished goods. The other choices are incorrect because job order costing begins (a) with raw materials, not work in process, and ends with cost of goods sold; and (b) as soon as raw materials are purchased, not when the sale occurs. Choice (d) is incorrect because the cost of goods manufactured schedule is prepared from the Work in Process Inventory account and is only a portion of the costs in a job order cost system.
6. (LO 2) Raw materials are assigned to a job when:
d. Raw materials are assigned to a job when the materials are issued by the materials storeroom, not when (a) the job is sold, (b) the materials are purchased, or (c) the materials are received from the vendor.
7. (LO 2) The sources of information for assigning costs to job cost sheets are:
d. Materials requisition slips are used to assign direct materials, time tickets are used to assign direct labor, and the predetermined overhead rate is used to assign manufacturing overhead to job cost sheets. The other choices are incorrect because (a) materials requisition slips, not invoices, are used to assign direct materials; (b) the predetermined overhead rate, not the actual overhead costs, is used to assign manufacturing overhead; and (c) time tickets, not the payroll register, are used to assign direct labor.
8. (LO 2) In recording the issuance of raw materials in a job order cost system, it would be incorrect to:
b. Finished Goods Inventory is debited when goods are transferred from work in process to finished goods, not when raw materials are issued for a job. Choices (a), (c), and (d) are true statements.
9. (LO 2) The entry when direct factory labor is assigned to jobs is a debit to:
a. When direct factory labor is assigned to jobs, the entry is a debit to Work in Process Inventory and a credit to Factory Labor. The other choices are incorrect because (b) Work in Process Inventory, not Manufacturing Overhead, is debited; (c) Work in Process Inventory, not Factory Labor, is debited and Factory Labor, not Manufacturing Overhead, is credited; and (d) Work in Process Inventory, not Factory Labor, is debited and Factory Labor, not Work in Process Inventory, is credited.
10. (LO 3) The equation for computing the predetermined manufacturing overhead rate is estimated annual overhead costs divided by estimated annual operating activity, expressed as:
d. Any of the activity bases mentioned can be used in computing the predetermined manufacturing overhead rate. Choices (a) direct labor cost, (b) direct labor hours, and (c) machine hours can all be used in computing the predetermined manufacturing overhead rate, but (d) is a better answer.
11. (LO 3) In Crawford Company, the predetermined overhead rate is 80% of direct labor cost. During the month, Crawford incurs $210,000 of factory labor costs, of which $180,000 is direct labor and $30,000 is indirect labor. Actual overhead incurred was $200,000. The amount of overhead debited to Work in Process Inventory should be:
b. Work in Process Inventory should be debited for $144,000 ($180,000 × 80%), the amount of manufacturing overhead applied, not (a) $200,000, (c) $168,000, or (d) $160,000.
12. (LO 4) Mynex Company completes Job No. 26 at a cost of $4,500 and later sells it for $7,000 cash. A correct entry is:
c. When a job costing $4,500 is completed, Finished Goods Inventory is debited and Work in Process Inventory is credited for $4,500. Choices (a) and (b) are incorrect because the amounts should be for the cost of the job ($4,500), not the sale amount ($7,000). Choice (d) is incorrect because the debit should be to Cash, not Accounts Receivable.
13. (LO 5) At the end of an accounting period, a company using a job order cost system calculates the cost of goods manufactured:
b. At the end of an accounting period, a company using a job order cost system prepares the cost of goods manufactured schedule from the Work in Process Inventory account, not (a) from the job cost sheet; (c) by adding direct materials used, direct labor incurred, and manufacturing overhead incurred; or (d) from the Cost of Goods Sold Account.
14. (LO 4) Which of the following statements is true?
c. Job order costing provides more precise costing for custom jobs than process costing. The other choices are incorrect because (a) job order costing often requires significant data entry, (b) overhead assignment is a problem for all costing systems, and (d) the use of job order costing has increased due to automated accounting systems.
15. (LO 5) At end of the year, a company has a $1,200 debit balance in Manufacturing Overhead. The company:
c. The company would make an adjusting entry for the underapplied overhead by debiting Cost of Goods Sold for $1,200 and crediting Manufacturing Overhead for $1,200, not by debiting (a) Manufacturing Overhead Applied for $1,200 or (b) Manufacturing Overhead Expense for $1,200. Choice (d) is incorrect because at the end of the year, a company makes an entry to eliminate any balance in Manufacturing Overhead.
16. (LO 5) Manufacturing overhead is underapplied if:
b. Manufacturing overhead is underapplied if actual overhead is greater than applied overhead. The other choices are incorrect because (a) if actual overhead is less than applied, then manufacturing overhead is overapplied; (c) if the predetermined rate equals the actual rate, the actual overhead costs incurred equal the overhead costs applied, neither over- nor underapplied; and (d) if the actual overhead equals the applied overhead, neither over- nor underapplied occurs.
Prepare entries to record factory labor.
1. (LO 2) During January, its first month of operations, Swarzak Company had factory labor of $9,000. Time tickets show that the factory labor of $9,000 was used as follows: Job 1 $3,200, Job 2 $2,600, Job 3 $2,200, and general factory use $1,000. Prepare summary journal entries to record factory labor.
Jan. 31 | Factory Labor | 9,000 | |
Payroll Liabilities | 9,000 | ||
Jan. 31 | Work in Process Inventory | 8,000* | |
Manufacturing Overhead | 1,000 | ||
Factory Labor | 9,000 |
*$3,200 + $2,600 + $2,200
Assign manufacturing overhead to production.
2. (LO 3) Brock Company estimates that annual manufacturing overhead costs will be $950,000. Annual direct labor cost is the base used to apply overhead, and it is estimated to be $500,000. During January, Brock incurred direct labor costs of $40,000. Prepare the entry to assign overhead to production.
Overhead rate based on direct labor cost = ($950,000 ÷ $500,000) = 190%.
Jan. 31 | Work in Process Inventory | 76,000 | |
Manufacturing Overhead ($40,000 × 190%) | 76,000 |
Prepare entries for completion and sale of jobs.
3. (LO 4) In May, Huntzinger Company completes Jobs 14, 15, and 16. Job 14 cost $40,000, Job 15 $70,000, and Job 16 $35,000. On May 31, Job 14 is sold to a customer on account for $72,000. Journalize the entries for the completion of the three jobs and the sale of Job 14.
May 31 | Finished Goods Inventory | 145,000* | |
Work in Process Inventory | 145,000 | ||
31 | Accounts Receivable | 72,000 | |
Sales Revenue | 72,000 | ||
31 | Cost of Goods Sold | 40,000 | |
Finished Goods Inventory | 40,000 |
*$40,000 + $70,000 + $35,000
Prepare adjusting entries for under- and overapplied overhead.
4. (LO 5) At December 31, the balances in Manufacturing Overhead are Alex Company—debit $2,200, Katz Company—credit $1,900. Prepare the adjusting entry for each company at December 31, assuming the adjustment is made to cost of goods sold.
Alex Company | |||
Dec. 31 | Cost of Goods Sold | 2,200 | |
Manufacturing Overhead | 2,200 | ||
Katz Company | |||
Dec. 31 | Manufacturing Overhead | 1,900 | |
Cost of Goods Sold | 1,900 |
Analyze a job cost sheet and prepare entries for manufacturing costs.
1. (LO 1, 2, 3, 4) A job cost sheet for Michaels Company is shown below.
Instructions
Jan. 31 | Work in Process Inventory | 8,000 | |
Raw Materials Inventory | 8,000 | ||
($6,000 + $2,000) | |||
31 | Work in Process Inventory | 12,500 | |
Factory Labor | 12,500 | ||
($8,500 + $4,000) | |||
31 | Work in Process Inventory | 9,375 | |
Manufacturing Overhead | 9,375 | ||
($6,375 + $3,000) | |||
31 | Finished Goods Inventory | 44,000 | |
Work in Process Inventory | 44,000 |
Compute the overhead rate and under- or overapplied overhead.
2. (LO 3, 5) Kwik Kopy Company applies operating overhead to photocopying jobs on the basis of machine hours used. Overhead costs are estimated to total $290,000 for the year, and machine usage is estimated at 125,000 hours.
For the year, $295,000 of overhead costs are incurred and 130,000 hours are used.
Instructions
($295,000) − ($2.32 × 130,000 machine hours)
$295,000 − $301,600 = $6,600 overapplied
Operating Overhead | 6,600 | |
Cost of Services Provided | 6,600 |
Compute predetermined overhead rate, apply overhead, and calculate under- or overapplied overhead.
(LO 3, 5) Cardella Company applies overhead on the basis of direct labor costs. The company estimates annual overhead costs to be $760,000 and annual direct labor costs to be $950,000. During February, Cardella works on two jobs: A16 and B17. Summary data concerning these jobs are as follows.
Manufacturing Costs Incurred
Purchased $54,000 of raw materials on account.
Factory labor $80,000.
Manufacturing overhead incurred exclusive of indirect materials and indirect labor $59,800. This was comprised of utilities $25,000, insurance $9,000, depreciation $10,000, and property taxes $15,800.
Assignment of Costs
Direct materials: | Job A16 $27,000, Job B17 $21,000 |
Indirect materials: | $3,000 |
Direct labor: | Job A16 $52,000, Job B17 $26,000 |
Indirect labor: | $2,000 |
The company completed Job A16 and sold it on account for $150,000. Job B17 was only partially completed.
Instructions
Estimated annual overhead costs | ÷ | Estimated annual operating activity | = | Predetermined overhead rate |
$760,000 | ÷ | $950,000 | = | 80% |
(1) | |||
Feb. 28 | Raw Materials Inventory | 54,000 | |
Accounts Payable | 54,000 | ||
(Purchase of raw materials on account) | |||
(2) | |||
28 | Factory Labor | 80,000 | |
Payroll Liabilities | 80,000 | ||
(To record factory labor costs) | |||
(3) | |||
28 | Manufacturing Overhead | 59,800 | |
Utilities Payable | 25,000 | ||
Prepaid Insurance | 9,000 | ||
Accumulated Depreciation | 10,000 | ||
Property Taxes Payable | 15,800 | ||
(To record overhead costs) | |||
(4) | |||
Feb. 28 | Work in Process Inventory | 48,000* | |
Manufacturing Overhead | 3,000 | ||
Raw Materials Inventory | 51,000 | ||
(To assign raw materials to production) | |||
*$27,000 + $21,000 | |||
(5) | |||
28 | Work in Process Inventory | 78,000** | |
Manufacturing Overhead | 2,000 | ||
Factory Labor | 80,000 | ||
(To assign factory labor to production) | |||
**$52,000 + $26,000 | |||
(6) | |||
28 | Work in Process Inventory | 62,400 | |
Manufacturing Overhead | 62,400 | ||
(To assign overhead to jobs— 80% × $78,000) | |||
(7) | |||
28 | Finished Goods Inventory | 120,600 | |
Work in Process Inventory | 120,600 | ||
(To record completion of Job A16: direct materials $27,000, direct labor $52,000, and manufacturing overhead $41,600) | |||
(8) | |||
28 | Accounts Receivable | 150,000 | |
Sales Revenue | 150,000 | ||
(To record sale of Job A16) | |||
28 | Cost of Goods Sold | 120,600 | |
Finished Goods Inventory | 120,600 | ||
(To record cost of sale for Job A16) |
Manufacturing Overhead | ||||||
(3) | 59,800 | (6) | 62,400 | |||
(4) | 3,000 | |||||
(5) | 2,000 | |||||
Bal. | 2,400 |
Thus, manufacturing overhead is underapplied for the month.
1.
2.
3. What type of industry is likely to use a job order cost system? Give some examples.
4. What type of industry is likely to use a process cost system? Give some examples.
5. Your roommate asks your help in understanding the major steps in the flow of costs in a job order cost system. Identify the steps for your roommate.
6. “Accumulation entries to Manufacturing Overhead normally are only made daily.” Is this true? Explain why or why not.
7. Stan Kaiser is confused about the source documents used in assigning materials and labor costs. Identify the documents and give the entry for each document.
8. What is the purpose of a job cost sheet?
9. Indicate the source documents that are used in charging costs to specific jobs.
10. Explain the purpose and use of a “materials requisition slip” as used in a job order cost system.
11. Sam Bowden believes actual manufacturing overhead costs should be charged to jobs. Is this true? Explain why or why not.
12. What inputs are involved in computing a predetermined overhead rate?
13. How can the agreement of Work in Process Inventory and job cost sheets be verified?
14. Jane Neff believes that the cost of goods manufactured schedule in job order cost accounting is the same as shown in Chapter 14. Is Jane correct? Explain.
15. Matt Litkee is confused about under- and overapplied manufacturing overhead. Define the terms for Matt, and indicate the unadjusted balance in the manufacturing overhead account applicable to each term.
16. “At the end of the year, under- or overapplied overhead is closed to Income Summary.” Is this correct? If not, indicate the customary treatment of this amount.
Prepare a flowchart of a job order cost accounting system and identify transactions.
BE15.1 (LO 1), C Dieker Company begins operations on January 1. Because all work is done to customer specifications, the company decides to use a job order cost system. Prepare a flowchart of a typical job order system with arrows showing the flow of costs. Identify the eight transactions.
Prepare entries for accumulating manufacturing costs.
BE15.2 (LO 1), AP During January, its first month of operations, Dieker Company accumulated the following manufacturing costs: raw materials purchased $4,000 on account, factory labor incurred $6,000, and factory utilities payable $2,000. Prepare separate journal entries for each type of manufacturing cost (use January 31 for all dates).
Prepare entry for the assignment of raw materials costs.
BE15.3 (LO 2), AP In January, Dieker Company requisitions raw materials for production as follows: Job 1 $900, Job 2 $1,200, Job 3 $700, and general factory use $600. Prepare a summary journal entry to record raw materials used (use January 31 as the date).
Prepare entry for the assignment of factory labor costs.
BE15.4 (LO 2), AP Factory labor information for Dieker Company is given in BE15.2. During January, time tickets show that the factory labor of $6,000 was used as follows: Job 1 $2,200, Job 2 $1,600, Job 3 $1,400, and general factory use $800. Prepare a summary journal entry to record factory labor used (use January 31 as the date).
Prepare job cost sheets.
BE15.5 (LO 2), AP Data pertaining to job cost sheets for Dieker Company are given in BE15.3 and BE15.4. Prepare the job cost sheets for each of the three jobs using the format shown in Illustration 15.8 (use January 31 as the date). (Note: You may omit the column for Manufacturing Overhead.)
Compute predetermined overhead rates.
BE15.6 (LO 3), AP Marquis Company estimates that annual manufacturing overhead costs will be $900,000. Estimated annual operating activity bases are direct labor cost $500,000, direct labor hours 50,000, and machine hours 100,000. Compute the predetermined overhead rate for each activity base.
Assign manufacturing overhead to production.
BE15.7 (LO 3), AP During the first quarter, Francum Company incurs the following direct labor costs: January $40,000, February $30,000, and March $50,000. For each month, prepare the entry to assign overhead to production using a predetermined rate of 70% of direct labor cost (date journal entries as of the end of the month).
Prepare entries for completion and sale of completed jobs.
BE15.8 (LO 4), AP In March, Stinson Company completes Jobs 10 and 11. Job 10 cost $20,000 and Job 11 $30,000. On March 31, Job 10 is sold to the customer for $35,000 in cash. Journalize the entries for the completion of the two jobs and the sale of Job 10 (date journal entries as of the end of the month).
Prepare entries for payroll liabilities and operating overhead.
BE15.9 (LO 4), AP Ruiz Engineering Contractors incurred employee payroll costs of $36,000 ($28,000 direct and $8,000 indirect) on an engineering project. The company applies overhead at a rate of 25% of direct labor cost. Record the entries to assign payroll liabilities and to apply overhead. Assume journal entries are made at the end of the month.
Prepare adjusting entries for under- and overapplied overhead.
BE15.10 (LO 5), AP At December 31, balances in Manufacturing Overhead are Shimeca Company—debit $1,200, Garcia Company—credit $900. Prepare the adjusting entry for each company at December 31, assuming the adjustment is made to cost of goods sold.
Prepare entries for manufacturing costs.
DO IT! 15.1 (LO 1), AP During the current month, Wacholz Company incurs the following manufacturing costs.
Prepare journal entries for each type of manufacturing cost. (Use a summary entry to record manufacturing overhead.)
Assign costs to work in process.
DO IT! 15.2 (LO 2), AP Milner Company is working on two job orders. The job cost sheets show the following.
Job 201 | Job 202 | ||
Direct materials | $7,200 | $9,000 | |
Direct labor | 4,000 | 8,000 |
Prepare the two summary entries to record the assignment of costs to Work in Process from the data on the job cost sheets.
Compute and apply the predetermined overhead rate.
DO IT! 15.3 (LO 3), AP Washburn Company produces earbuds. During the year, manufacturing overhead costs are estimated to be $200,000. Estimated machine usage is 2,500 hours. The company assigns overhead based on machine hours. Job No. 551 used 90 machine hours. Compute the predetermined overhead rate, determine the amount of overhead to apply to Job No. 551, and prepare the entry to apply overhead to Job No. 551 on January 15.
Prepare entries for completion and sale of jobs.
DO IT! 15.4 (LO 4), AP During the current month, Standard Corporation completed Job 310 and Job 312. Job 310 cost $70,000 and Job 312 cost $50,000. Job 312 was sold on account for $90,000. Journalize the entries for the completion of the two jobs and the sale of Job 312 (use January 31 for the dates).
Apply manufacturing overhead and determine under- or overapplication.
DO IT! 15.5 (LO 5), AP For Eckstein Company, the predetermined overhead rate is 130% of direct labor cost. During the month, Eckstein incurred $100,000 of factory labor costs, of which $85,000 is direct labor and $15,000 is indirect labor. Actual overhead incurred was $115,000. Compute the amount of manufacturing overhead applied during the month. Determine the amount of under- or overapplied manufacturing overhead.
Prepare entries for factory labor.
E15.1 (LO 1, 2), AP Total factory labor costs related to factory workers for Larkin Company during the month of January are $90,000. Of the total accumulated cost of factory labor, 85% is related to direct labor and 15% is attributable to indirect labor.
Instructions
Prepare entries for manufacturing costs.
E15.2 (LO 1, 2, 3, 4), AP Stine Company uses a job order cost system. On May 1, the company has a balance in Work in Process Inventory of $3,500 and two jobs in process: Job No. 429 $2,000, and Job No. 430 $1,500. During May, a summary of source documents reveals the following.
Job Number | Materials Requisition Slips | Labor Time Tickets | ||||
429 | $2,500 | $1,900 | ||||
430 | 3,500 | 3,000 | ||||
431 | 4,400 | $10,400 | 7,600 | $12,500 | ||
General use | 800 | 1,200 | ||||
$11,200 | $13,700 |
Stine Company applies manufacturing overhead to jobs at an overhead rate of 60% of direct labor cost. Job No. 429 is completed during the month.
Instructions
Analyze a job cost sheet and prepare entries for manufacturing costs.
E15.3 (LO 1, 2, 3, 4), AP A job cost sheet for Ryan Company is shown as follows.
Job No. 92 | For 2,000 Units | |||
Date | Direct Materials | Direct Labor | Manufacturing Overhead | |
Beg. bal. Jan. | 1 | 5,000 | 6,000 | 4,200 |
8 | 6,000 | |||
12 | 8,000 | 6,400 | ||
25 | 2,000 | |||
27 | 4,000 | 3,200 | ||
13,000 | 18,000 | 13,800 | ||
Cost of completed job: | ||||
Direct materials | $13,000 | |||
Direct labor | 18,000 | |||
Manufacturing overhead | 13,800 | |||
Total cost | $44,800 | |||
Unit cost ($44,800 ÷ 2,000) | $22.40 |
Instructions
Analyze costs of manufacturing and determine missing amounts.
E15.4 (LO 1, 5), AN Manufacturing cost data for Orlando Company, which uses a job order cost system, are presented below.
Case A | Case B | ||
Work in process 1/1/25 | $ (a) | $ 15,500 | |
Direct materials used | (b) | 83,000 | |
Direct labor | 50,000 | 140,000 | |
Manufacturing overhead applied | 42,500 | (d) | |
Total manufacturing costs | 145,650 | (e) | |
Total cost of work in process | 201,500 | (f) | |
Work in process 12/31/25 | (c) | 11,800 | |
Cost of goods manufactured | 192,300 | (g) |
Instructions
Determine the missing amount for each letter. Assume that in both cases manufacturing overhead is applied on the basis of direct labor cost and the rate is the same.
Compute the manufacturing overhead rate and under- or overapplied overhead.
E15.5 (LO 3, 5), AN Ikerd Company applies manufacturing overhead to jobs on the basis of machine hours used. Overhead costs are estimated to total $300,000 for the year, and machine usage is estimated at 125,000 hours.
For the year, $322,000 of overhead costs are incurred, and 130,000 machine hours are used.
Instructions
Analyze job cost sheet and prepare entry for completed job.
E15.6 (LO 1, 2, 3, 4), AP A job cost sheet of Sandoval Company is given as follows.
Job No. 469 | For 2,500 Units | ||
Date | Direct Materials | Direct Labor | Manufacturing Overhead |
July 10 | 690 | ||
12 | 900 | ||
15 | 440 | 550 | |
22 | 380 | 475 | |
24 | 1,600 | ||
27 | 1,500 | ||
31 | 540 | 675 | |
Cost of completed job: | |||
Direct materials | |||
Direct labor | |||
Manufacturing overhead | |||
Total cost | |||
Unit cost |
Instructions
Prepare entries for manufacturing and nonmanufacturing costs.
E15.7 (LO 1, 2, 3, 4), AP Crawford Corporation incurred the following transactions.
Instructions
Journalize the transactions. (Omit explanations.)
Prepare entries for manufacturing and nonmanufacturing costs.
E15.8 (LO 1, 2, 3, 4), AP Enos Printing Corp. uses a job order cost system. The following data summarize the operations related to the first quarter’s production.
Job Number | Materials | Factory Labor | ||
A20 | $ 35,240 | $18,000 | ||
A21 | 42,920 | 22,000 | ||
A22 | 36,100 | 15,000 | ||
A23 | 39,270 | 25,000 | ||
Indirect | 4,470 | 7,300 | ||
$158,000 | $87,300 |
Instructions
Prepare entries to record the operations summarized above. Prepare a schedule showing the individual cost elements and total cost for each job in item 7.
Prepare a cost of goods manufactured schedule and partial financial statements.
E15.9 (LO 1, 5), AP At May 31, 2025, the accounts of Lopez Company show the following.
Instructions
Compute work in process and finished goods from job cost sheets.
E15.10 (LO 2, 4), AP Tierney Company begins operations on April 1. Information from job cost sheets shows the following.
Manufacturing Costs Assigned | ||||||||
Job Number | April | May | June | Month Completed |
||||
10 | $5,200 | $4,400 | May | |||||
11 | 4,100 | 3,900 | $2,000 | June | ||||
12 | 1,200 | April | ||||||
13 | 4,700 | 4,500 | June | |||||
14 | 5,900 | 3,600 | Not complete |
Job 12 was completed in April. Job 10 was completed in May. Jobs 11 and 13 were completed in June. Each job was sold for 25% above its cost in the month following completion.
Instructions
Prepare entries for service organizations.
E15.11 (LO 1, 3, 4), AP The following are the job cost related accounts for the law firm of Colaw Associates and their manufacturing equivalents:
Law Firm Accounts | Manufacturing Company Accounts | |
Supplies | Raw Materials Inventory | |
Payroll Liabilities | Payroll Liabilities | |
Operating Overhead | Manufacturing Overhead | |
Service Contracts in Process | Work in Process Inventory | |
Cost of Completed Service Contracts | Finished Goods Inventory |
Cost data for the month of March follow.
Instructions
Determine cost of jobs and ending balances of a service company’s accounts.
E15.12 (LO 2, 3, 4), AP Don Lieberman and Associates, a CPA firm, uses job order costing to capture the costs of its audit jobs. There were no audit jobs in process at the beginning of November. Listed below are data concerning the three audit jobs worked on during November.
Waters Inc. | Renolds Inc. | Bayfield Inc. | |||
Direct materials | $600 | $400 | $200 | ||
Auditor labor costs | $5,400 | $6,600 | $3,375 | ||
Auditor hours | 72 | 88 | 45 |
Overhead costs are applied to jobs on the basis of auditor hours, and the predetermined overhead rate is $50 per auditor hour. The Waters Inc. job is the only incomplete job at the end of November. Actual overhead for the month was $11,000.
Instructions
Determine predetermined overhead rate, apply overhead, and determine whether balance is under- or overapplied.
E15.13 (LO 3, 5), AP Tombert Decorating uses a job order cost system to collect the costs of its interior decorating business. Each client’s consultation is treated as a separate job. Overhead is applied to each job based on the number of decorator hours incurred. Listed below are data for the current year.
Estimated overhead costs | $960,000 | |
Actual overhead costs | $982,800 | |
Estimated decorator hours | 40,000 | |
Actual decorator hours | 40,500 |
The company uses the account Operating Overhead in place of Manufacturing Overhead, and the account Service Contracts in Process in place of Work in Process Inventory.
Instructions
Prepare entries and postings to job cost sheets for a job order cost system.
P15.1 (LO 1, 2, 3, 4, 5), AP Lott Company uses a job order cost system and applies overhead to production on the basis of direct labor costs. On January 1, 2025, Job 50 was the only job in process. The costs incurred prior to January 1 on this job were as follows: direct materials $20,000, direct labor $12,000, and manufacturing overhead $16,000. As of January 1, Job 49 had been completed at a cost of $90,000 and was part of finished goods inventory. There was a $15,000 balance in the Raw Materials Inventory account on January 1.
During the month of January, Lott Company began production on Jobs 51 and 52, and completed Jobs 50 and 51. Jobs 49 and 50 were sold on account during the month for $122,000 and $158,000, respectively. The following additional events occurred during the month.
Job No. | Direct Materials | Direct Labor | ||
50 | $10,000 | $ 5,000 | ||
51 | 39,000 | 25,000 | ||
52 | 30,000 | 20,000 |
Instructions
e. Job 50, $69,000 Job 51, $94,000
Prepare entries in a job order cost system and partial income statement.
P15.2 (LO 1, 2, 3, 4, 5), AP For the year ended December 31, 2025, the job cost sheets of Cinta Company contained the following data.
Job Number | Explanation | Direct Materials | Direct Labor | Manufacturing Overhead | Total Costs | |||||
7640 | Balance 1/1 | $25,000 | $24,000 | $28,800 | $ 77,800 | |||||
Current year’s costs | 30,000 | 36,000 | 43,200 | 109,200 | ||||||
7641 | Balance 1/1 | 11,000 | 18,000 | 21,600 | 50,600 | |||||
Current year’s costs | 43,000 | 48,000 | 57,600 | 148,600 | ||||||
7642 | Current year’s costs | 58,000 | 55,000 | 66,000 | 179,000 |
Other data:
Instructions
a. $179,000; Job 7642: $179,000
b. Amount = $6,800
c. $158,600
Prepare entries in a job order cost system and cost of goods manufactured schedule.
P15.3 (LO 1, 2, 3, 4, 5), AP Case Inc. is a construction company specializing in custom patios. The patios are constructed of concrete, brick, fiberglass, and lumber, depending on customer preference. On June 1, 2025, the general ledger for Case Inc. contains the following data.
Raw Materials Inventory | $4,200 | Manufacturing Overhead Applied | $32,640 |
Work in Process Inventory | $5,540 | Manufacturing Overhead Incurred | $31,650 |
Subsidiary data for Work in Process Inventory on June 1 are as follows.
Job Cost Sheets | ||||||
Customer Job | ||||||
Cost Element | Rodgers | Stevens | Linton | |||
Direct materials | $ 600 | $ 800 | $ 900 | |||
Direct labor | 320 | 540 | 580 | |||
Manufacturing overhead | 400 | 675 | 725 | |||
$1,320 | $2,015 | $2,205 |
During June, raw materials purchased on account were $4,900, and $4,800 of factory wages were paid. Additional overhead costs consisted of depreciation on equipment $900 and miscellaneous costs of $400 incurred on account.
A summary of materials requisition slips and time tickets for June shows the following.
Customer Job | Materials Requisition Slips | Time Tickets |
Rodgers | $ 800 | $ 850 |
Koss | 2,000 | 800 |
Stevens | 500 | 360 |
Linton | 1,300 | 1,200 |
Rodgers | 300 | 390 |
4,900 | 3,600 | |
General use | 1,500 | 1,200 |
$6,400 | $4,800 |
Overhead was assigned to jobs at the same rate of $1.25 per dollar of direct labor cost throughout the year. The patios for customers Rodgers, Stevens, and Linton were completed during June and sold for a total of $18,900. Each customer paid in full at the time of sale.
Instructions
d. Cost of goods manufactured $14,740
Compute predetermined overhead rates, apply overhead, and calculate under- or overapplied overhead.
P15.4 (LO 3, 5), AP Agassi Company uses a job order cost system in each of its three manufacturing departments. Manufacturing overhead is applied to jobs on the basis of direct labor cost in Department D, direct labor hours in Department E, and machine hours in Department K.
In establishing the predetermined overhead rates for 2025, the following estimates were made for the year.
Department | ||||||
D | E | K | ||||
Manufacturing overhead | $1,200,000 | $1,500,000 | $900,000 | |||
Direct labor costs | $1,500,000 | $1,250,000 | $450,000 | |||
Direct labor hours | 100,000 | 125,000 | 40,000 | |||
Machine hours | 400,000 | 500,000 | 120,000 |
The following information pertains to January 2025 for each manufacturing department.
Department | ||||||
D | E | K | ||||
Direct materials used | $140,000 | $126,000 | $78,000 | |||
Direct labor costs | $120,000 | $110,000 | $37,500 | |||
Manufacturing overhead incurred | $ 99,000 | $124,000 | $79,000 | |||
Direct labor hours | 8,000 | 11,000 | 3,500 | |||
Machine hours | 34,000 | 45,000 | 10,400 |
Instructions
a. 80%, $12, $7.50
b. $356,000, $368,000, $193,500
c. $3,000, $(8,000), $1,000
Analyze manufacturing accounts and determine missing amounts.
P15.5 (LO 1, 2, 3, 4, 5), AN Phillips Corporation’s fiscal year ends on November 30. The following accounts are found in its job order cost accounting system for the first month of the new fiscal year.
Raw Materials Inventory | ||||||
Dec. | 1 | Beginning balance | (a) | Dec. 31 | Requisitions | 16,850 |
31 | Purchases | 17,225 | ||||
Dec. | 31 | Ending balance | 7,975 |
Work in Process Inventory | ||||||
Dec. | 1 | Beginning balance | (b) | Dec. 31 | Jobs completed | (f)
f. $52,450 |
31 | Direct materials | (c)
c. $13,950 |
||||
31 | Direct labor | 8,400 | ||||
31 | Overhead | (d) | ||||
Dec. | 31 | Ending balance | (e) |
Finished Goods Inventory | ||||||
Dec. | 1 | Beginning balance | (g) | Dec. 31 | Cost of goods sold | (i)
i. $53,450 |
31 | Jobs completed | (h) | ||||
Dec. | 31 | Ending balance | (j) |
Factory Labor | ||||||
Dec. | 31 | Factory wages | 12,025 | Dec. 31 | Wages assigned | (k) |
Manufacturing Overhead | ||||||
Dec. | 31 | Indirect materials | 2,900 | Dec. 31 | Overhead applied | (m) |
31 | Indirect labor | (l) | ||||
31 | Other overhead | 1,245 |
Other data:
Instructions
List the letters (a) through (m) and indicate the amount pertaining to each letter.
CD15 Huegel Hollow Resort has ordered 20 rotomolded kayaks from Current Designs. Each kayak will be formed in the rotomolded oven, cooled, and then have the excess plastic trimmed away. Then, the hatches, seat, ropes, and bungees will be attached to the kayak.
Dave Thill, the kayak factory manager, knows that manufacturing each kayak requires 54 pounds of polyethylene powder and a finishing kit (rope, seat, hardware, etc.). The polyethylene powder used in these kayaks costs $1.50 per pound, and the finishing kits cost $170 each. Each kayak will use two kinds of labor: 2 hours of more-skilled type I labor from people who run the oven and trim the plastic, and 3 hours of less-skilled type II labor from people who attach the hatches and seat and other hardware. The type I employees are paid $15 per hour, and the type II employees are paid $12 per hour. For purposes of this problem, assume that overhead is applied to all jobs at a rate of 150% of direct labor costs.
Instructions
Determine the total cost of the Huegel Hollow order and the cost of each individual kayak in the order. Identify costs as direct materials, direct labor, or manufacturing overhead.
(Note: This is a continuation of the Waterways case from Chapter 14.)
WC15 Waterways has two major public-park projects to provide with comprehensive irrigation in one of its service locations this month. Job J57 and Job K52 involve 15 acres of landscaped terrain which will require special-order sprinkler heads to meet the specifications of the project. This case asks you to help Waterways use a job order cost system to account for production of these parts.
Go to Wiley Course Resources for complete case details and instructions.
Comprehensive Cases present realistic business situations that require students to apply topics learned in this and previous chapters.
CC15 Greetings Inc., a nationally recognized retailer of greeting cards and small gift items, decides to employ Internet technology to expand its sales opportunities. For this case, you will employ traditional job order costing techniques and then evaluate the resulting product costs.
Go to Wiley Course Resources for complete case details and instructions.
DA15.1 Data visualization can be used to review profitability.
Example: Recall the Feature Story “Profiting from the Silver Screen” presented at the beginning of the chapter. Data analytics can help movie executives understand industry performance. Industry experts track box office receipts, production costs, and estimated gross profit. From publicly available data, we can get an estimate of these amounts. Here are graphed data for comedy films derived from books. What do you observe?
You can see that Mrs. Doubtfire has the highest box-office sales and relatively low production costs. But, does that mean it also has the highest gross profit? For this case, you will look closer at the costs and revenues for these movies by calculating gross profit and then graphing and analyzing the results.
Go to Wiley Course Resources for complete case details and instructions.
DA15.2 You are interested in the effect of production budget costs on the profitability of movies. For this case, you will use Excel pivot tables to summarize the production budget costs for worldwide box office receipts and the estimated gross profit, and then analyze the results.
Go to Wiley Course Resources for complete case details and instructions.
DA15.3 HydroHappy rents out giant water slides for parties and other events. HydroHappy has a team that loads and transports the requested slides on the company’s trucks, assembles the slides at the customers’ chosen locations, and dismantles, loads, and transports the slides back to HydroHappy’s warehouse when the event is complete. In the past, HydroHappy has not kept job cost records due to having only two or three jobs per week. Now that demand is increasing, HydroHappy has purchased five new slides and runs several jobs concurrently. The company now needs to track the costs by job so it can assess the profitability of each job. For this case, you will create and analyze a pivot table and a clustered column pivot chart to identify which jobs are profitable as well as consider the factors that may have contributed to those jobs that are not.
Go to Wiley Course Resources for complete case details and instructions.
CT15.1 Khan Products Company uses a job order cost system. For a number of months, there has been an ongoing rift between the sales department and the production department concerning a special-order product, TC-1. TC-1 is a seasonal product that is manufactured in batches of 1,000 units. TC-1 is sold at cost plus a markup of 40% of cost.
The sales department is unhappy because fluctuating unit production costs significantly affect selling prices. Sales personnel complain that this has caused excessive customer complaints and the loss of considerable orders for TC-1.
The production department maintains that each job order must be fully costed on the basis of the costs incurred during the period in which the goods are produced. Production personnel maintain that the only real solution is for the sales department to increase sales quantities in the slack periods.
Andrea Parley, president of the company, asks you as the company accountant to collect quarterly data for the past year on TC-1. From the cost accounting system, you accumulate the following production quantity and cost data.
Quarter | ||||||||
Costs | 1 | 2 | 3 | 4 | ||||
Direct materials | $100,000 | $220,000 | $ 80,000 | $200,000 | ||||
Direct labor | 60,000 | 132,000 | 48,000 | 120,000 | ||||
Manufacturing overhead | 105,000 | 153,000 | 97,000 | 125,000 | ||||
Total | $265,000 | $505,000 | $225,000 | $445,000 | ||||
Production in batches | 5 | 11 | 4 | 10 | ||||
Unit cost (per batch) | $ 53,000 | $ 45,909* | $ 56,250 | $ 44,500 |
*Rounded.
Instructions
With the class divided into groups, complete the following.
CT15.2 In the course of routine checking of all journal entries prior to preparing year-end reports, Betty Eller discovered several strange entries. She recalled that the president’s son Joe had come in to help out during an especially busy time and that he had recorded some journal entries. She was relieved that there were only a few of his entries, and even more relieved that he had included rather lengthy explanations. The entries Joe made were:
(1) | ||||
Work in Process Inventory | 25,000 | |||
Cash | 25,000 |
(This is for direct materials put into process. I don’t find the record that we paid for these, so I’m crediting Cash because I know we’ll have to pay for them sooner or later.)
(2) | ||||
Manufacturing Overhead | 12,000 | |||
Cash | 12,000 |
(This is for bonuses paid to salespeople. I know they’re part of overhead, and I can’t find an account called “Non-Factory Overhead” or “Other Overhead” so I’m putting it in Manufacturing Overhead. I have the check stubs, so I know we paid these.)
(3) | ||||
Work in Process Inventory | 3,000 | |||
Raw Materials Inventory | 3,000 |
Instructions
(This is for the glue used in the factory. I know we used this to make the products, even though we didn’t use very much on any one of the products. I got it out of inventory, so I credited an inventory account.)
CT15.3 The Institute of Management Accountants (IMA) sponsors a certification for management accountants, allowing them to obtain the title of Certified Management Accountant.
Instructions
Go to the IMA website, choose CMA Certification, and then Getting Started. Answer part (a) below. Next, choose CMA Certification, then Current CMAs, then Maintain Your Certification, and then click on Download the CPE Requirements and Rules. Answer part (b) below.
CT15.4 You are the management accountant for Williams Company. Your company does custom carpentry work and uses a job order cost system. Williams sends detailed job cost sheets to its customers, along with an invoice. The job cost sheets show the date materials were used, the dollar cost of materials, and the hours and cost of labor. A predetermined overhead application rate is used, and the total overhead applied is also listed.
Nancy Kopay is a customer who recently had custom cabinets installed. Along with her check in payment for the work done, she included a letter. She thanked the company for including the detailed cost information but questioned why overhead was estimated. She stated that she would be interested in knowing exactly what costs were included in overhead, and she thought that other customers would, too.
Instructions
Prepare a letter to Ms. Kopay (address: 123 Cedar Lane, Altoona, KS 66651) and tell her why you did not send her information on exact costs of overhead included in her job. Respond to her suggestion that you provide this information.
CT15.5 LRF Printing provides printing services to many different corporate clients. Although LRF bids most jobs, some jobs, particularly new ones, are negotiated on a “cost-plus” basis. Cost-plus means that the buyer is willing to pay the actual cost plus a return (profit) on these costs to LRF.
Alice Reiley, controller for LRF, has recently returned from a meeting where LRF’s president stated that he wanted her to find a way to charge more costs to any project that was on a cost-plus basis. The president noted that the company needed more profits to meet its stated goals this period. By charging more costs to the cost-plus projects and therefore fewer costs to the jobs that were bid, the company should be able to increase its profit for the current year.
Alice knew why the president wanted to take this action. Rumors were that he was looking for a new position and if the company reported strong profits, the president’s opportunities would be enhanced. Alice also recognized that she could probably increase the cost of certain jobs by changing the basis used to assign manufacturing overhead.
Instructions
CT15.6 Many of you will work for a small business. Some of you will even own your own business. In order to operate a small business, you will need a good understanding of managerial accounting, as well as many other skills. Much information is available to assist people who are interested in starting a new business. A great place to start is the website provided by the Small Business Administration, which is an agency of the federal government whose purpose is to support small businesses.
Instructions
Go to https://www.sba.gov/business-guide/10-steps-start-your-business/ and then list the 10 steps for starting a business.
CT15.7 After graduating, you might decide to start a small business. As discussed in this chapter, owners of any business need to know how to calculate the cost of their products. In fact, many small businesses fail because they don’t accurately calculate their product costs, so they don’t know whether they are making a profit or losing money—until it’s too late.
Suppose that you decide to start a landscape business. You use an old pickup truck that you’ve fully paid for. You store the truck and other equipment in your parents’ barn, and you store trees and shrubs on their land. Your parents will not charge you for the use of these facilities for the first two years, but beginning in the third year they will charge a reasonable rent. Your mother helps you by answering phone calls and providing customers with information. She doesn’t charge you for this service, but she plans on doing it for only your first two years in business. In pricing your services, should you include charges for the truck, the barn, the land, and your mother’s services when calculating your product cost? The basic arguments for and against are as follows.
YES: | If you don’t include charges for these costs, your costs are understated and your profitability is overstated. |
NO: | At this point, you are not actually incurring costs related to these activities; therefore, you shouldn’t record charges. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
The following Feature Story about Disney describes how important accurate costing is to movie studios. In order to submit accurate bids on new film projects and to know whether it profited from past films, the company needs a good costing system. This chapter illustrates how costs are assigned to specific jobs, such as the production of the most recent Star Wars movie. We begin the discussion in this chapter with an overview of the flow of costs in a job order cost accounting system. We then use a case study to explain and illustrate the documents, cost accumulation and assignment, and accounts in this type of cost accounting system.
Have you ever had the chance to tour a movie studio? There’s a lot going on! Lots of equipment and lots of people with a variety of talents. Running a film studio, whether as an independent company or part of a major corporation, is a complex and risky business. Consider Disney, which has produced such classics as Snow White and the Seven Dwarfs and such colossal successes as Frozen. The movie studio has, however, also seen its share of losses. Disney’s Lone Ranger movie brought in revenues of $260 million, but its production and marketing costs were a combined $375 million—a loss of $115 million.
Every time Disney or another movie studio makes a new movie, it is creating a unique product. Ideally, each new movie should be able to stand on its own, that is, the film should generate revenues that exceed its costs. In order to know whether a particular movie is profitable, the studio must keep track of all of the costs incurred to make and market the film. These costs include such items as salaries of the writers, actors, director, producer, and production team (e.g., film crew); licensing costs; depreciation on equipment; music; studio rental; and marketing and distribution costs. If you’ve ever watched the credits at the end of a movie, you know the list goes on and on.
The movie studio isn’t the only one with an interest in knowing a particular project’s profitability. Many of the people involved in making the movie, such as the screenwriters, actors, and producers, have at least part of their compensation tied to its profitability. As such, complaints about inaccurate accounting are common in the movie industry.
In particular, a few well-known and widely attended movies reported low profits, or even losses, once the accountants got done with them. How can this be? The issue is that a large portion of a movie’s costs are overhead costs that can’t be directly traced to a film, such as depreciation of film equipment and sets, facility maintenance costs, and executives’ salaries. Actors and others often complain that these overhead costs are overallocated to their movie and therefore negatively affect their compensation.
To reduce the risk of financial flops, many of the big studios now focus on making sequels of previous hits. This might explain why, shortly after losing money on the Lone Ranger, Disney announced plans to make another Star Wars movie—a much safer bet.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
LO 1 Describe cost systems and the flow of costs in a job order system. |
|
DO IT! 1 Accumulating Manufacturing Costs |
LO 2 Use a job cost sheet to assign costs to work in process. |
|
DO IT! 2 Work in Process |
LO 3 Demonstrate how to determine and use the predetermined overhead rate. |
|
DO IT! 3 Predetermined Overhead Rate |
LO 4 Record manufacturing and service jobs completed and sold. |
|
DO IT! 4 Completion and Sale of Jobs |
LO 5 Distinguish between under- and overapplied manufacturing overhead. |
|
DO IT! 5 Applied Manufacturing Overhead |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit WileyPLUS for additional tutorials and practice opportunities. |
Cost accounting involves measuring, recording, and reporting product and service costs. Companies determine both the total cost and the unit cost of each product.
A cost accounting system consists of accounts for the various manufacturing and service costs. These accounts are fully integrated into the accounting records of a company. An important feature of a cost accounting system is the use of a perpetual inventory system. Such a system provides immediate, up-to-date information on the cost of a product.
There are two basic types of cost accounting systems:
Although cost accounting systems differ widely from company to company, most involve one of these two traditional product costing systems.
A company uses a process cost system when it manufactures a large volume of similar products. Production is continuous. Examples of a process cost system are the manufacture of cereal by Kellogg, the refining of petroleum by ExxonMobil, and the production of ice cream by Ben & Jerry’s.
Illustration 15A.1 shows an example of the use of a process cost system.
ILLUSTRATION 15A.1 Process cost system
Under a job order cost system, the company assigns costs to each job or to each batch of goods. An example of a job is the manufacture of a jet by Boeing, the production of a movie by Disney, or the making of a fire truck by Pierce Manufacturing. An example of a batch is the printing of 225 wedding invitations by a local print shop, or the printing of a weekly issue of Fortune magazine by a high-tech printer such as Quad Graphics.
Illustration 15A.2 shows the recording of costs in a job order cost system for Disney as it produced two different films at the same time: an animated film and an action thriller.
ILLUSTRATION 15A.2 Job order cost system for Disney
Can a company use both job order and process cost systems? Yes. For example, General Motors uses process cost accounting for its standard model cars, such as Malibus and Corvettes, and job order cost accounting for a custom-made limousine for the president of the United States.
The objective of both cost accounting systems is to provide unit cost information for product pricing, cost control, inventory valuation, and financial statement presentation.
We first address the flow of costs for a manufacturer (service company costs are addressed in a later section). The flow of costs (direct materials, direct labor, and manufacturing overhead) in job order cost accounting parallels the physical flow of the materials as they are converted into finished goods and then sold (see Illustration 15A.3).
ILLUSTRATION 15A.3 Flow of costs in job order costing
Illustration 15A.3 provides a basic overview of the flow of costs in a manufacturing setting for production of a fire truck. (A more detailed presentation of the flow of costs is provided near the end of this chapter in Illustration 15A.24.) There are two major steps in the flow of costs:
The following discussion shows that the company accumulates manufacturing costs incurred by increases to Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. When the company initially incurs these costs, it does not attempt to associate the costs with specific jobs. It later assigns manufacturing costs incurred to specific jobs as work is performed on them. In the remainder of this chapter, we will use a case study to explain how a job order cost system operates.
To illustrate a job order cost system, we will use the January transactions of Wallace Company, which makes custom electronic sensors for corporate safety applications (such as fire and carbon monoxide) and security applications (such as theft and corporate espionage).
When Wallace receives the raw materials (both direct and indirect) it has purchased from a supplier, it records the cost of the materials as Raw Materials Inventory.
To illustrate, assume that Wallace purchases 2,000 lithium batteries (Stock No. AA2746) at $5 per unit ($10,000) and 800 electronic modules (Stock No. AA2850) at $40 per unit ($32,000) for a total cost of $42,000 ($10,000 + $32,000). This purchase increases Raw Materials Inventory as shown in Illustration 15A.4.
ILLUSTRATION 15A.4 Recording purchase of raw materials
MANUFACTURING COSTS | |||
---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | |
Purchased raw materials (1) | +$42,000 | ||
Balance | $42,000 |
At this point, Raw Materials Inventory has a balance of $42,000. As we will explain later in the chapter, the company subsequently assigns direct raw materials inventory to work in process and indirect raw materials inventory to manufacturing overhead.
Some of a company’s employees are involved in the manufacturing process, while others are not. Recall that wages and salaries of nonmanufacturing employees are expensed as period costs (e.g., Salaries and Wages Expense).
To illustrate, assume that Wallace incurs $32,000 of factory labor costs (both direct and indirect). This transaction increases Factory Labor as shown in Illustration 15A.5.
ILLUSTRATION 15A.5 Recording factory labor costs
MANUFACTURING COSTS | |||
---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | |
Purchased raw materials (1) | +$42,000 | ||
Incurred factory labor (2) | +$32,000 | ||
Balance | $42,000 | $32,000 |
At this point, Factory Labor has a balance of $32,000. The company subsequently assigns direct factory labor to work in process and indirect factory labor to manufacturing overhead.
A company has many types of overhead costs.
Using assumed data, Wallace Company incurs the following costs (other than indirect materials and indirect labor) that increase Manufacturing Overhead as shown in Illustration 15A.6.
ILLUSTRATION 15A.6 Recording manufacturing costs
MANUFACTURING COSTS | |||
---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | |
Purchased raw materials (1) | +$42,000 | ||
Incurred factory labor (2) | +$32,000 | ||
Factory utilities (3) | +$4,800 | ||
Factory insurance (3) | +2,000 | ||
Factory repairs (3) | +2,600 | ||
Factory depreciation (3) | +3,000 | ||
Factory property taxes (3) | +1,400 | ||
Balance | $42,000 | $32,000 | $13,800 |
At this point, Manufacturing Overhead has a balance of $13,800. The company subsequently assigns manufacturing overhead to work in process.
Assigning manufacturing costs to work in process results in:
An essential accounting record in assigning costs to jobs is a job cost sheet, as shown in Illustration 15A.7. A job cost sheet is a form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job.
ILLUSTRATION 15A.7 Job cost sheet
Companies keep a separate job cost sheet for each job, typically as a computer file.
Companies assign raw materials costs to jobs when their materials storeroom issues the materials in response to requests. Requests for issuing raw materials are made by production department personnel on a prenumbered materials requisition slip. The materials issued may be used directly on a job, or they may be considered indirect materials.
ILLUSTRATION 15A.8 Materials requisition slip
The company may use any of the inventory costing methods (FIFO, LIFO, or average-cost) in costing the requisitions to the individual job cost sheets. In an automated system, the requisition is entered electronically. Once approved and delivered to production, the materials are charged automatically to an electronic job cost record.
Periodically, the company records the requisitions. For example, if Wallace uses $24,000 of direct materials and $6,000 of indirect materials in January, it will reduce Raw Materials Inventory by $30,000 and increase Work in Process Inventory by $24,000 as the direct materials are assigned to jobs, and increase Manufacturing Overhead by $6,000 as shown in Illustration 15A.9.
ILLUSTRATION 15A.9 Recording of direct and indirect materials
MANUFACTURING COSTS | ||||||
---|---|---|---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | WORK IN PROCESS INVENTORY | |||
Balance | $42,000 | $32,000 | $13,800 | |||
Direct materials (4) | −24,000 | +$24,000 | ||||
Indirect materials (4) | −6,000 | +6,000 | ||||
Balance | $12,000 | $32,000 | $19,800 | $24,000 |
Illustration 15A.10 shows the posting of requisition slip R247 to Job No. 101 and other assumed postings to the job cost sheets for materials (see Helpful Hint). The requisition slips provide the basis for total direct materials costs of $12,000 for Job No. 101, $7,000 for Job No. 102, and $5,000 for Job No. 103. After the company has completed all postings, the sum of the direct materials columns of the job cost sheets (the subsidiary account amounts of $12,000, $7,000, and $5,000) should equal the direct materials recorded to Work in Process Inventory (the control account amount of $24,000).
ILLUSTRATION 15A.10 Job cost sheets—posting of direct materials
Companies assign factory labor costs to jobs on the basis of time tickets prepared when the work is performed.
When they start and end work, employees scan bar codes on their identification badges and bar codes associated with each job they work on. When direct labor is involved, the time ticket must indicate the job number, as shown in Illustration 15A.11. The employee’s supervisor should approve all time tickets.
ILLUSTRATION 15A.11 Time ticket
In an automated system:
For example, if the $32,000 total factory labor cost consists of $28,000 of direct labor and $4,000 of indirect labor, Wallace reduces Factory Labor by $32,000 so it has a zero balance, and labor costs are assigned to the appropriate manufacturing accounts. This increases Work in Process Inventory by $28,000 and increases Manufacturing Overhead by $4,000 as shown in Illustration 15A.12.
ILLUSTRATION 15A.12 Recording factory labor
MANUFACTURING COSTS | ||||||
---|---|---|---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | WORK IN PROCESS INVENTORY | |||
Balance | $12,000 | $32,000 | $19,800 | $24,000 | ||
Direct labor (5) | −28,000 | +28,000 | ||||
Indirect labor (5) | −4,000 | +4,000 | ||||
Balance | $12,000 | $ 0 | $23,800 | $52,000 |
Let’s assume that the labor costs chargeable to Wallace’s three jobs are $15,000, $9,000, and $4,000. Illustration 15A.13 shows the Work in Process Inventory and job cost sheets after posting.
ILLUSTRATION 15A.13 Job cost sheets—direct labor
Companies charge the actual costs of direct materials and direct labor to specific jobs because these costs can be directly traced to specific jobs. In contrast, manufacturing overhead relates to production operations as a whole.
Companies establish the predetermined overhead rate at the beginning of the year. Small companies often use a single, company-wide predetermined overhead rate. Large companies often use rates that vary from department to department. Illustration 15A.14 presents the formula for the predetermined overhead rate.
ILLUSTRATION 15A.14 Formula for predetermined overhead rate
Estimated Annual Overhead Costs |
÷ | Estimated Annual Operating Activity |
= | Predetermined Overhead Rate |
Overhead consists of indirect costs and relates to production operations as a whole. To know what “the whole” is, it might seem that the logical thing is to wait until the end of the year’s operations. At that time, the company knows all of its actual costs for the period. As a practical matter, though, managers cannot wait until the end of the year.
Illustration 15A.15 indicates how manufacturing overhead is assigned to work in process.
ILLUSTRATION 15A.15 Using predetermined overhead rates
Wallace Company uses direct labor cost as the activity base. Assuming that the company expects annual overhead costs to be $280,000 and direct labor costs for the year to be $350,000, the overhead rate is 80%, computed as shown in Illustration 15A.16.
ILLUSTRATION 15A.16 Calculation of predetermined overhead rate
Estimated Annual Overhead Costs |
÷ | Estimated Direct Labor Cost |
= | Predetermined Overhead Rate |
---|---|---|---|---|
$280,000 | ÷ | $350,000 | = | 80% |
This means that for every dollar of direct labor, Wallace will assign 80 cents of manufacturing overhead to a job. The use of a predetermined overhead rate enables the company to determine the approximate total cost of each job when it completes the job.
Historically, companies used direct labor costs or direct labor hours as the activity base. The reason was the relatively high correlation between direct labor and manufacturing overhead.
For example, if a job is manufactured in more than one factory department, each department may have its own overhead rate. A company might use two bases in assigning overhead to jobs: direct materials dollars for indirect materials, and direct labor hours for such costs as insurance and supervisor salaries.
Wallace Company applies manufacturing overhead to work in process after it assigns direct labor costs. It also applies manufacturing overhead to specific jobs at that time. For January, Wallace applied overhead of $22,400 in response to its assignment of $28,000 of direct labor costs (direct labor cost of $28,000 × 80%). This reduces the balance in Manufacturing Overhead and increases Work in Process Inventory by $22,400 as shown in Illustration 15A.17.
ILLUSTRATION 15A.17 Assigning manufacturing overhead
MANUFACTURING COSTS | ||||||
---|---|---|---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | WORK IN PROCESS INVENTORY | |||
Balance | $12,000 | $0 | $23,800 | $52,000 | ||
Assigned manufacturing overhead (6) | −22,400 | +22,400 | ||||
Balance | $12,000 | $0 | $1,400 | $74,400 |
The overhead that Wallace applies to each job will be 80% of the direct labor cost of the job for the month. Illustration 15A.18 shows the Work in Process Inventory account and the job cost sheets after posting. Note that the increase of $22,400 to Work in Process Inventory equals the sum of the overhead applied to jobs: Job No. 101 $12,000 + Job No. 102 $7,200 + Job No. 103 $3,200.
ILLUSTRATION 15A.18 Job cost sheets—manufacturing overhead applied
Notice that after posting the decrease of $22,400 to manufacturing overhead, a positive balance of $1,400 remains.
We address the treatment of under- and overapplied overhead in a later section.
At the end of each month, the balance in Work in Process Inventory should equal the sum of the costs shown on the job cost sheets of unfinished jobs. Illustration 15A.19 presents proof of the agreement of the control and subsidiary accounts for Wallace. (It assumes that all jobs are still in process.)
ILLUSTRATION 15A.19 Proof of agreement of job cost sheets to work in process inventory
When a job is completed, Wallace Company summarizes the costs and completes the lower portion of the applicable job cost sheet. For example, if we assume that Wallace completes Job No. 101, a batch of electronic sensors, on January 31, the job cost sheet appears as shown in Illustration 15A.20.
ILLUSTRATION 15A.20 Completed job cost sheet
When a job is finished, Wallace transfers its total cost to finished goods inventory. This increases Finished Goods Inventory and reduces Work in Process Inventory by $39,000 as shown in Illustration 15A.21.
ILLUSTRATION 15A.21 Recording finished jobs
MANUFACTURING COSTS | |||||||
Raw Materials Inventory | Factory Labor | Manuf. Overhead | WORK IN PROCESS INVENTORY | FINISHED GOODS INVENTORY | |||
Balance | $12,000 | $0 | $1,400 | $74,400 | |||
Completion of Job No. 101 (7) | −39,000 | +$39,000 | |||||
Balance | $12,000 | $0 | $ 1,400 | $35,400 | $39,000 |
Finished Goods Inventory is a control account. It controls individual finished goods records in a finished goods subsidiary ledger.
Companies recognize cost of goods sold when each sale occurs. For example, assume that on January 31 Wallace Company sells on account Job No. 101. The job cost $39,000. This increases Cost of Goods Sold and reduces Finished Goods Inventory by $39,000 as shown in Illustration 15A.22.
ILLUSTRATION 15A.22 Assigning cost of goods sold
MANUFACTURING COSTS | |||||||||
Raw Materials Inventory | Factory Labor | Manuf. Overhead | WORK IN PROCESS INVENTORY | FINISHED GOODS INVENTORY | COST OF GOODS SOLD |
||||
Balance | $12,000 | $0 | $1,400 | $35,400 | $39,000 | ||||
Sale of Job 101 (8) | −39,000 | +$39,000 | |||||||
Balance | $12,000 | $0 | $1,400 | $35,400 | $ 0 | $39,000 |
Illustration 15A.23 summarizes the flow of documents in a job order cost system.
ILLUSTRATION 15A.23 Flow of documents in a job order cost system
Illustration 15A.24 diagrams the flow of costs for a job order cost accounting system. All postings are keyed to items 1–8 in the example presented in the previous pages for Wallace Company.
ILLUSTRATION 15A.24 Flow of costs in a job order cost system
The cost flows in the diagram can be categorized as one of four types:
Our extended job order costing example focuses on a manufacturer so that you see the flow of costs through the inventory accounts.
Consider, for example, the Mayo Clinic (healthcare), PricewaterhouseCoopers (accounting), and Goldman Sachs (investment banking). These companies need to keep track of the cost of jobs performed for specific customers to evaluate the profitability of medical treatments, audits, or investment banking engagements.
Many service organizations bill their customers using cost-plus contracts.
Up-to-date cost records enable a service company to immediately notify a customer of cost overruns due to customer requests for changes to the original plan or unexpected complications. Timely recordkeeping allows the contractor and customer to consider alternatives before it is too late.
A service company that uses a job order cost system does not have inventory accounts. It does, however, use an account similar to Work in Process Inventory, referred to here as Service Contracts in Process, to record job costs prior to completion. For example, consider the following transactions for Dorm Decor, an interior design company.
ILLUSTRATION 15A.25 Recording service job costs
SERVICE CONTRACT COSTS | |||||||
Supplies | Service Salaries and Wages | Operating Overhead | SERVICE CONTRACTS IN PROCESS | COST OF COMPLETED SERVICE CONTRACTS | |||
Beginning balances | $16,000 | $100,000 | $40,000 | ||||
Assign supplies to projects (1) | −9,000 | +2,000 | +$ 7,000 | ||||
Assign personnel costs to projects (2) | −100,000 | +16,000 | +84,000 | ||||
Assign operating overhead to projects (3) | −42,000 | +42,000 | |||||
Completion of State University project (4) | −34,000 | +$34,000 | |||||
Balance | $7,000 | $ 0 | $16,000 | $99,000 | $34,000 |
Job cost sheets for a service company keep track of materials, labor, and overhead used on a particular job, similar to a manufacturer. Several exercises at the end of this chapter apply job order costing to service companies.
Job order costing is more precise in the assignment of costs to projects than process costing. For example, assume that a construction company, Juan Company, builds 10 custom homes a year at a total cost of $2,000,000. One way to determine the cost of the homes is to divide the total construction cost incurred during the year by the number of homes produced during the year. For Juan Company, an average cost of $200,000 ($2,000,000 ÷ 10) is computed. If the homes are nearly identical, then this approach is adequate for purposes of determining profit per home.
However, job order costing requires a significant amount of data entry. For Juan Company, it is much easier to simply keep track of total costs incurred during the year than it is to keep track of the costs incurred on each job (home built). Recording this information is time-consuming, and if the data are not entered accurately, then the product costs are incorrect.
A common problem of all costing systems is how to assign overhead to the finished product. Overhead often represents more than 50% of a product’s cost, and this cost is often difficult to assign meaningfully to the product. How, for example, is the salary of a project manager at Juan Company assigned to the various homes, which may differ in size, style, and cost of materials used?
At the end of a period, companies prepare financial statements that present aggregate data on all jobs manufactured and sold.
Illustration 15A.26 shows a condensed schedule for Wallace Company for January.
ILLUSTRATION 15A.26 Cost of goods manufactured schedule
Wallace Company Cost of Goods Manufactured Schedule For the Month Ending January 31, 2022 |
||
---|---|---|
Work in process, January 1 | $−0− | |
Direct materials used | $24,000 | |
Direct labor | 28,000 | |
Manufacturing overhead applied | 22,400 | |
Total manufacturing costs | 74,400 | |
Total cost of work in process | 74,400 | |
Less: Work in process, January 31 | 35,400 | |
Cost of goods manufactured | $39,000 | |
Note that the cost of goods manufactured ($39,000) agrees with the amount transferred from Work in Process Inventory to Finished Goods Inventory in item No. 7 in Illustration 15A.24.
Recall that overhead is applied based on an estimate of total annual overhead costs. This estimate will rarely be exactly equal to actual overhead incurred. Therefore, at the end of the year, after overhead has been applied to specific jobs, the Manufacturing Overhead account will likely have a remaining balance.
At the end of the year, all manufacturing overhead transactions are complete. There is no further opportunity for offsetting events to occur. At this point, Wallace Company eliminates any remaining balance in Manufacturing Overhead by an adjustment, and either increases or decreases Cost of Goods Sold. It considers under- or overapplied overhead to be an adjustment to cost of goods sold.
To illustrate, as shown in Illustration 15A.17 and repeated in Illustration 15A.27, after applying overhead of $22,400 Wallace has a $1,400 positive balance in Manufacturing Overhead at December 31. This occurred because the amount of overhead applied was less than the amount incurred during the period. This means it was underapplied.
ILLUSTRATION 15A.27 Calculating balance of Manufacturing Overhead
Since Wallace’s overhead is underapplied, we will decrease the overhead account and increase cost of goods sold by $1,400 as shown in Illustration 15A.28. This results in a zero balance in Manufacturing Overhead and an adjusted Cost of Goods Sold balance of $40,400.
ILLUSTRATION 15A.28 Adjusting Manufacturing Overhead and Cost of Goods Sold
Manufacturing Overhead |
Cost of Goods Sold |
|
---|---|---|
Unadjusted balance | $1,400 | $39,000 |
Adjustment | −1,400 | +1,400 |
Adjusted balance | $ 0 | $40,400 |
Illustration 15A.29 presents an income statement for Wallace after adjusting for the $1,400 of underapplied overhead (assuming the goods were sold for $50,000).
ILLUSTRATION 15A.29 Partial income statement
Wallace Company Income Statement (partial) For the Month Ending January 31, 2022 |
||
---|---|---|
Sales revenue | $50,000 | |
Cost of goods sold | ||
Finished goods inventory, January 1 | $ –0– | |
Cost of goods manufactured (see Illustration 15A.26) | 39,000 | |
Cost of goods available for sale | 39,000 | |
Less: Finished goods inventory, January 31 | –0– | |
Cost of goods sold—unadjusted | 39,000 | |
Add: Adjustment for underapplied overhead | 1,400 | |
Cost of goods sold—adjusted | 40,400 | |
Gross profit | $ 9,600 | |
For more accurate costing, significant under- or overapplied overhead at the end of the year should be allocated among ending work in process, finished goods, and cost of goods sold. The discussion of this allocation approach is left to more advanced courses.
Cost accounting involves the procedures for measuring, recording, and reporting product and service costs. From the data accumulated, companies determine the total cost and the unit cost of each product. The two basic types of cost accounting systems are process cost and job order cost.
In job order costing, companies first accumulate manufacturing costs in three accounts: Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. They then assign the accumulated costs to Work in Process Inventory and eventually to Finished Goods Inventory and Cost of Goods Sold.
A job cost sheet is a form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job. Job cost sheets constitute the subsidiary ledger for the Work in Process Inventory control account.
The predetermined overhead rate is based on the relationship between estimated annual overhead costs and estimated annual operating activity. This is expressed in terms of a common activity base, such as direct labor cost. Companies use this rate to assign overhead costs to work in process and to specific jobs.
When jobs are completed, companies add the cost to Finished Goods Inventory and remove it from Work in Process Inventory. When a job is sold, a company increases Cost of Goods Sold and decreases Finished Goods Inventory for the cost of the goods.
Underapplied manufacturing overhead indicates that the overhead assigned to work in process is less than the overhead incurred. Overapplied overhead indicates that the overhead assigned to work in process is greater than the overhead incurred.
Cost accounting An area of accounting that involves measuring, recording, and reporting product and service costs.
Cost accounting system Manufacturing and service cost accounts that are fully integrated into the accounting records of a company.
Job cost sheet A form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job.
Job order cost system A cost accounting system in which costs are assigned to each job or batch.
Materials requisition slip A document authorizing the issuance of raw materials from the storeroom to production.
Overapplied overhead A situation in which overhead applied to work in process is greater than the overhead incurred.
Predetermined overhead rate A rate based on the relationship between estimated annual overhead costs and estimated annual operating activity, expressed in terms of a common activity base.
Process cost system A cost accounting system used when a company manufactures a large volume of similar products.
Time ticket A document that indicates the employee, the hours worked, the account and job to be charged, and the total labor cost.
Underapplied overhead A situation in which overhead applied to work in process is less than the overhead incurred.
1. (LO 1) Cost accounting involves the measuring, recording, and reporting of:
a. Cost accounting involves the measuring, recording, and reporting of product and service costs, not (b) future costs, (c) manufacturing processes, or (d) managerial accounting decisions.
2. (LO 1) A company is more likely to use a job order cost system if:
c. A job costing system is more likely for products with unique characteristics. The other choices are incorrect because a process cost system is more likely for (a) large volumes of similar products or (b) if production is continuous. Choice (d) is incorrect because the choice of a costing system is not dependent on whether a periodic or perpetual inventory system is used.
3. (LO 1) In accumulating raw materials costs, companies add the cost of raw materials purchased in a perpetual system to:
b. In a perpetual system, purchases of raw materials increase Raw Materials Inventory, not (a) Raw Materials Purchases, (c) Purchases, or (d) Work in Process.
4. (LO 1) When incurred, factory labor costs are added to:
c. When factory labor costs are incurred, they are added to Factory Labor, not (a) Work in Process, (b) Factory Wages Expense, or (d) Finished Goods.
5. (LO 1) The flow of costs in job order costing:
c. Job order costing parallels the physical flow of materials as they are converted into finished goods. The other choices are incorrect because job order costing begins (a) with raw materials, not work in process, and ends with cost of goods sold; and (b) as soon as raw materials are purchased, not when the sale occurs. Choice (d) is incorrect because the cost of goods manufactured schedule is prepared from the Work in Process Inventory account and is only a portion of the costs in a job order system.
6. (LO 2) Raw materials are assigned to a job when:
d. Raw materials are assigned to a job when the materials are issued by the materials storeroom, not when (a) the job is sold, (b) the materials are purchased, or (c) the materials are received from the vendor.
7. (LO 2) The sources of information for assigning costs to job cost sheets are:
d. Materials requisition slips are used to assign direct materials, time tickets are used to assign direct labor, and the predetermined overhead rate is used to assign manufacturing overhead to job cost sheets. The other choices are incorrect because (a) materials requisition slips, not invoices, are used to assign direct materials; (b) the predetermined overhead rate, not the actual overhead costs, is used to assign manufacturing overhead; and (c) time tickets, not the payroll register, are used to assign direct labor.
8. (LO 2) In recording the issuance of raw materials in a job order cost system, it would be incorrect to:
b. Finished Goods Inventory is increased when goods are transferred from work in process to finished goods, not when raw materials are issued for a job. Choices (a), (c), and (d) are true statements.
9. (LO 2) When direct factory labor is assigned to jobs, there is an increase to:
a. When direct factory labor is assigned to jobs, the result is an increase to Work in Process Inventory and a decrease to Factory Labor. The other choices are incorrect because (b) Work in Process Inventory, not Manufacturing Overhead, is increased; (c) Work in Process Inventory, not Factory Labor, is increased and Factory Labor, not Manufacturing Overhead, is decreased; and (d) Work in Process Inventory, not Factory Labor, is increased and Factory Labor, not Work in Process Inventory, is decreased.
10. (LO 3) The formula for computing the predetermined manufacturing overhead rate is estimated annual overhead costs divided by estimated annual operating activity, expressed as:
d. Any of the activity measures mentioned can be used in computing the predetermined manufacturing overhead rate. Choices (a) direct labor cost, (b) direct labor hours, and (c) machine hours can all be used in computing the predetermined manufacturing overhead rate, but (d) is a better answer.
11. (LO 3) In Crawford Company, the predetermined overhead rate is 80% of direct labor cost. During the month, Crawford incurs $210,000 of factory labor costs, of which $180,000 is direct labor and $30,000 is indirect labor. Actual overhead incurred was $200,000. The amount of overhead added to Work in Process Inventory should be:
b. Work in Process Inventory should be increased $144,000 ($180,000 × 80%), the amount of manufacturing overhead applied, not (a) $200,000, (c) $168,000, or (d) $160,000.
12. (LO 4) Mynex Company completes Job No. 26 at a cost of $4,500 and later sells it for $7,000 cash. A correct recording is:
c. When a job costing $4,500 is completed, Finished Goods Inventory is increased and Work in Process Inventory is decreased for $4,500. Choices (a) and (b) are incorrect because the amounts should be for the cost of the job ($4,500), not the sale amount ($7,000). Choice (d) is incorrect because the increase should be to Cash, not Accounts Receivable.
13. (LO 5) At the end of an accounting period, a company using a job order cost system calculates the cost of goods manufactured:
b. At the end of an accounting period, a company using a job costing system prepares the cost of goods manufactured from the Work in Process Inventory account, not (a) from the job cost sheet; (c) by adding direct materials used, direct labor incurred, and manufacturing overhead incurred; or (d) from the Cost of Goods Sold account.
14. (LO 4) Which of the following statements is true?
c. Job order costing provides more precise costing for custom jobs than process costing. The other choices are incorrect because (a) job order costing often requires significant data entry, (b) overhead allocation is a problem for all costing systems, and (d) the use of job order costing has increased due to automated accounting systems.
15. (LO 5) At end of the year, a company has a $1,200 positive balance in Manufacturing Overhead. The company:
c. The company would make an adjustment for the underapplied overhead by increasing Cost of Goods Sold for $1,200 and decreasing Manufacturing Overhead for $1,200, not by increasing (a) Manufacturing Overhead Applied for $1,200 or (b) Manufacturing Overhead Expense for $1,200. Choice (d) is incorrect because at the end of the year, a company makes an adjustment to eliminate any balance in Manufacturing Overhead.
16. (LO 5) Manufacturing overhead is underapplied if:
b. Manufacturing overhead is underapplied if actual overhead is greater than applied overhead. The other choices are incorrect because (a) if actual overhead is less than applied, then manufacturing overhead is overapplied; (c) if the predetermined rate equals the actual rate, the actual overhead costs incurred equal the overhead costs applied, neither over- nor underapplied; and (d) if the actual overhead equals the applied overhead, neither over- nor underapplied occurs.
Record the assignment of raw materials costs.
1. (LO 2) During January, its first month of operations, Derse Company accumulated the following manufacturing costs: raw materials purchased $5,500, factory labor $6,600, and utilities payable $2,000. In January, requisitions of raw materials for production are as follows: Job 1 $1,000, Job 2 $800, Job 3, $1,300, and general factory use $700. Using the format shown in Illustration 15A.9, record raw materials used.
1.
MANUFACTURING COSTS | ||||||||
Raw Materials Inventory |
Factory Labor |
Manufacturing Overhead |
WORK IN PROCESS INVENTORY |
|||||
Balance | $5,500 | $6,600 | $2,000 | |||||
Direct materials | −3,100 | +$3,100 | ||||||
Indirect materials | −700 | +700 | ||||||
Balance | $1,700 | $6,600 | $2,700 | $3,100 |
Assign manufacturing overhead to production.
2. (LO 3) Bogut Company estimates that annual manufacturing overhead costs will be $1,500,000. Estimated annual operating activity bases are direct labor cost $300,000, direct labor hours 15,000, and machine hours 50,000. Compute predetermined overhead rate for each activity base.
2.
Overhead rate per direct labor cost is 500% ($1,500,000 ÷ $300,000 DLC).
Overhead rate per direct labor hour is $100 ($1,500,000 ÷ 15,000 DLH).
Overhead rate per machine hour is $30 ($1,500,000 ÷ 50,000 MH).
Record completion and sale of completed jobs.
3. (LO 4) In June, Rafael Company completes Job 15 for $70,000 and Job 16 for $35,000. On June 30, Job 15 is sold to a customer for $72,000. Using the format shown in Illustration 15A.24, record the completion of the two jobs and the sale of Job 15.
3.
MANUFACTURING COSTS | ||||||||||||
Raw Materials Inventory | Factory Labor | Operating Manufacturing Overhead | WORK IN PROCESS INVENTORY | FINISHED GOODS INVENTORY | COST OF GOODS SOLD | |||||||
Balance | +$105,000 | |||||||||||
Completion of Jobs: | ||||||||||||
Job 15 | −70,000 | +$70,000 | ||||||||||
Job 16 | −35,000 | +35,000 | ||||||||||
Job Sold: | ||||||||||||
Job 15 | −70,000 | +$70,000 | ||||||||||
Balance | $ 0 | $35,000 | $70,000 |
Prepare adjustments for under- and overapplied overhead.
4. (LO 5) At December 31, the balance in Manufacturing Overhead for Alex Company is a negative $2,200 and for Katz Company a positive $1,900. Assuming the December 31 adjustment is made to cost of goods sold, indicate the effect that each company’s adjustment has on its cost of goods sold.
4.
Alex Company: The adjustment will decrease Cost of Goods Sold and increase Manufacturing Overhead.
Katz Company: The adjustment will increase Cost of Goods Sold and decrease Manufacturing Overhead.
Analyze a job cost sheet.
1. (LO 1, 2, 3) A job order cost sheet for Michaels Company is shown here.
Job No. 92 | For 2,000 Units | |||
Date | Direct Materials | Direct Labor | Manufacturing Overhead | |
Beg. bal. Jan. | 1 | $3,925 | $6,000 | $4,200 |
8 | 6,000 | |||
12 | 8,500 | 6,375 | ||
25 | 2,000 | |||
27 | 4,000 | 3,000 | ||
$11,925 | $18,500 | $13,575 | ||
Cost of completed job: | ||||
Direct materials | $11,925 | |||
Direct labor | 18,500 | |||
Manufacturing overhead | 13,575 | |||
Total cost | $44,000 | |||
Unit cost ($44,000 ÷ 2,000) | $ 22.00 |
Instructions
Answer the following questions.
1.
Compute the overhead rate and under- or overapplied overhead.
2. (LO 3, 5) Kwik Kopy Company applies operating overhead to photocopying jobs on the basis of machine hours used. Overhead costs are estimated to total $290,000 for the year, and machine usage is estimated at 125,000 hours.
For the year, $295,000 of overhead costs are incurred and 130,000 hours are used.
Instructions
2.
$295,000 − $301,600 = $6,600 overapplied
Compute predetermined overhead rate, apply overhead, and calculate under- or overapplied overhead.
(LO 3, 5) Cardella Company applies overhead on the basis of direct labor costs. The company estimates annual overhead costs will be $760,000 and annual direct labor costs will be $950,000. During February, Cardella works on two jobs: A16 and B17. Summary data concerning these jobs are as follows.
Manufacturing Costs Incurred
Purchased $54,000 of raw materials on account.
Factory labor $80,000.
Manufacturing overhead incurred exclusive of indirect materials and indirect labor $59,800.
Assignment of Costs
Direct materials: | Job A16 $27,000, Job B17 $21,000 |
Indirect materials: | $3,000 |
Direct labor: | Job A16 $52,000, Job B17 $26,000 |
Indirect labor: | $2,000 |
By the end of February, the company completed Job A16 and sold it. Job B17 was only partially completed.
Instructions
Estimated Annual Overhead Costs |
÷ | Estimated annual operating activity |
= | Predetermined overhead rate |
$760,000 | ÷ | $950,000 | = | 80% |
MANUFACTURING COSTS | |||||||||||
Raw Materials Inventory | Factory Labor | Manuf. Overhead | WORK IN PROCESS INVENTORY | FINISHED GOODS INVENTORY | COST OF GOODS SOLD |
||||||
Purchased raw materials (1) | +$54,000 | ||||||||||
Incurred factory labor (2) | +$80,000 | ||||||||||
Incurred manuf. overhead (3) | +$59,800 | ||||||||||
Direct materials (4) | −48,000 | +$48,000 | |||||||||
Indirect materials (4) | −3,000 | +3,000 | |||||||||
Direct labor (5) | −78,000 | +78,000 | |||||||||
Indirect labor (5) | −2,000 | +2,000 | |||||||||
Assigned manuf. overhead (80% × $78,000) (6) | −62,400 | +62,400 | |||||||||
Completed Job A16 (7) | −120,600* | +$120,600 | |||||||||
Sold Job A16 (8) | −120,600 | +$120,600 | |||||||||
Ending balance | $3,000 | $ 0 | $2,400 | $67,800 | $ 0 | $120,600 |
*$27,000 + $52,000 + ($52,000 × 80%)
Manufacturing Overhead |
|
---|---|
(3) | +$59,800 |
(4) | +3,000 |
(5) | +2,000 |
(6) | −62,400 |
Balance | $2,400 |
Thus, manufacturing overhead is underapplied for the month.
Many additional resources are available for practice in WileyPLUS.
1.
2.
3. What type of industry is likely to use a job order cost system? Give some examples.
4. What type of industry is likely to use a process cost system? Give some examples.
5. Your roommate asks your help in understanding the major steps in the flow of costs in a job order cost system. Identify the steps for your roommate.
6. There are three inventory control accounts in a job order system. Identify the control accounts and their subsidiary ledgers.
7. “Updates to Manufacturing Overhead normally are made daily.” Do you agree? Explain.
8. Stan Kaiser is confused about the source documents used in assigning materials and labor costs. Identify the documents and indicate how each is assigned.
9. What is the purpose of a job cost sheet?
10. Indicate the source documents that are used in charging costs to specific jobs.
11. Explain the purpose and use of a “materials requisition slip” as used in a job order cost system.
12. Sam Bowden believes actual manufacturing overhead should be charged to jobs. Do you agree? Why or why not?
13. What elements are involved in computing a predetermined overhead rate?
14. How can the agreement of Work in Process Inventory and job cost sheets be verified?
15. Matt Litkee is confused about under- and overapplied manufacturing overhead. Define the terms for Matt, and indicate whether the balance in the manufacturing overhead account applicable to each term is positive or negative.
16. “At the end of the year, under- or overapplied overhead is eliminated by adjusting cost sheets.” Is this correct? If not, indicate the customary treatment of this amount.
Prepare a diagram of a job order cost accounting system and identify transactions.
BE15A.1 (LO 1), C Dieker Company begins operations on January 1. Because all work is done to customer specifications, the company decides to use a job order cost system. Prepare a chart of a typical job order cost system showing the increases and decreases that result from the eight transactions illustrated in the chapter. Use Illustration 15A.24 as a reference.
Record the accumulation of manufacturing costs.
BE15A.2 (LO 1), AP During January, its first month of operations, Dieker Company accumulated the following manufacturing costs: raw materials purchased $4,000 on account, factory labor $6,000, and utilities payable $2,000. Using the format shown in Illustration 15A.6, record the company’s manufacturing costs in its job order costing system.
Record the assignment of raw materials costs.
BE15A.3 (LO 2), AP During January, its first month of operations, Dieker Company accumulated the following manufacturing costs: raw materials purchased $4,000 on account, factory labor $6,000, and utilities payable $2,000. In January, requisitions of raw materials for production are as follows: Job 1 $900, Job 2 $1,200, Job 3 $700, and general factory use $600. Using the format shown in Illustration 15A.9, record raw materials used.
Record the assignment of factory labor costs.
BE15A.4 (LO 2), AP Manufacturing information for Dieker Company is given in BE15A.3. During January, time tickets show that the factory labor of $6,000 was used as follows: Job 1 $2,200, Job 2 $1,600, Job 3 $1,400, and general factory use $800. Using the format shown in Illustration 15A.12, record factory labor used.
Prepare job cost sheets.
BE15A.5 (LO 2), AP Data pertaining to job cost sheets for Dieker Company are given in BE15A.3 and BE15A.4. Prepare the job cost sheets for each of the three jobs. (Note: You may omit the column for Manufacturing Overhead.)
Compute predetermined overhead rates.
BE15A.6 (LO 3), AP Marquis Company estimates that annual manufacturing overhead costs will be $900,000. Estimated annual operating activity bases are direct labor cost $500,000, direct labor hours 50,000, and machine hours 100,000. Compute the predetermined overhead rate for each activity base.
Assign manufacturing overhead to production.
BE15A.7 (LO 3), AP During the first quarter, Francum Company incurs the following direct labor costs: January $40,000, February $30,000, and March $50,000. For each month, indicate the amount of overhead assigned to production using a predetermined rate of 70% of direct labor cost.
Record completion and sale of completed jobs.
BE15A.8 (LO 4), AP In March, Stinson Company completes its only two jobs in process, Jobs 10 and 11. Job 10 cost $20,000 and Job 11 $30,000. On March 31, Job 10 is sold. Using the format shown in Illustration 15A.24, record the completion of the two jobs and the sale of Job 10.
Record service salaries and wages and operating overhead.
BE15A.9 (LO 4), AP Ruiz Engineering Contractors incurred service salaries and wages of $36,000 ($28,000 direct and $8,000 indirect) on an engineering project. The company applies overhead at a rate of 25% of direct labor. Using the format shown in the chapter, assign service salaries and wages and apply overhead.
Prepare adjustments for under- and overapplied overhead.
BE15A.10 (LO 5), AP At December 31, balances in Manufacturing Overhead are Shimeca Company—$1,200 positive, Garcia Company—$900 negative. Assuming the December 31 adjustment is made to cost of goods sold, indicate the effect that each company’s adjustment has on its cost of goods sold.
Record manufacturing costs.
DO IT! 15A.1 (LO 1), AP During the current month, Wacholz Company incurs the following manufacturing costs.
Using the format shown in Illustration 15A.6, record the company’s manufacturing costs in its job order costing system.
Assign costs to work in process.
DO IT! 15A.2 (LO 2), AP Milner Company is working on two job orders. The job cost sheets show the following.
Job 201 | Job 202 | |
---|---|---|
Direct materials | $7,200 | $9,000 |
Direct labor | 4,000 | 8,000 |
Using the format shown in Illustration 15A.9, record the assignment of costs to Work in Process from the data on the job cost sheets.
Compute the predetermined overhead rate.
DO IT! 15A.3 (LO 3), AP Washburn Company produces earbuds. During the year, manufacturing overhead costs are estimated to be $200,000. Estimated machine usage is 2,500 hours. The company assigns overhead based on machine hours. Job No. 551 used 90 machine hours. Compute the predetermined overhead rate and determine the amount of overhead to apply to Job No. 551.
Record completion and sale of jobs.
DO IT! 15A.4 (LO 4), AP During the current month, Standard Corporation completed Job 310 and Job 312. Job 310 cost $70,000 and Job 312 cost $50,000. Job 312 was sold. Using the format shown in Illustration 15A.24, record the completion of the two jobs and the sale of Job 312.
Apply manufacturing overhead and determine under- or overapplication.
DO IT! 15A.5 (LO 5), AP For Eckstein Company, the predetermined overhead rate is 130% of direct labor cost. During the month, Eckstein incurred $100,000 of factory labor costs, of which $85,000 is direct labor and $15,000 is indirect labor. Actual overhead incurred was $115,000. Compute the amount of manufacturing overhead applied during the month. Determine the amount of under- or overapplied manufacturing overhead.
Record factory labor.
E15A.1 (LO 1, 2), AP The gross earnings of the factory workers for Larkin Company during the month of January are $90,000. Of the total accumulated cost of factory labor, 85% is related to direct labor and 15% is attributable to indirect labor.
Instructions
Using the format shown in Illustration 15A.12:
Record manufacturing costs.
E15A.2 (LO 1, 2, 3, 4), AP Stine Company uses a job order cost system. On May 1, the company has balances in Raw Materials Inventory of $15,000 and Work in Process Inventory of $3,500 and two jobs in process: Job No. 429 $2,000, and Job No. 430 $1,500. During May, the company incurred factory labor of $13,700. A summary of source documents reveals the following.
Job Number | Materials Requisition Slips |
Labor Time Tickets |
||
---|---|---|---|---|
429 | $2,500 | $1,900 | ||
430 | 3,500 | 3,000 | ||
431 | 4,400 | $10,400 | 7,600 | $12,500 |
General use | 800 | 1,200 | ||
$11,200 | $13,700 |
Stine Company applies manufacturing overhead to jobs at an overhead rate of 60% of direct labor cost. Job No. 429 is completed during the month.
Instructions
Using the format shown in Illustration 15A.24:
Analyze a job cost sheet.
E15A.3 (LO 1, 2, 3, 4), AP A job order cost sheet for Ryan Company is as follows.
Job No. 92 | For 2,000 Units | |||
Date | Direct Materials | Direct Labor | Manufacturing Overhead | |
Beg. bal. Jan. | 1 | $5,000 | $6,000 | $4,200 |
8 | 6,000 | |||
12 | 8,000 | 6,400 | ||
25 | 2,000 | |||
27 | 4,000 | 3,200 | ||
$13,000 | $18,000 | $13,800 | ||
Cost of completed job: | ||||
Direct materials | $13,000 | |||
Direct labor | 18,000 | |||
Manufacturing overhead | 13,800 | |||
Total cost | $44,800 | |||
Unit cost ($44,800 ÷ 2,000) | $ 22.40 |
Instructions
On the basis of this data, answer the following questions.
Analyze costs of manufacturing and determine missing amounts.
E15A.4 (LO 1, 5), AN Manufacturing cost data for Orlando Company, which uses a job order cost system, are presented here.
Case A | Case B | Case C | |
---|---|---|---|
Direct materials used | $(a) | $83,000 | $63,150 |
Direct labor | 50,000 | 140,000 | (h) |
Manufacturing overhead applied | 42,500 | (d) | (i) |
Total manufacturing costs | 145,650 | (e) | 213,000 |
Work in process 1/1/22 | (b) | 15,500 | 18,000 |
Total cost of work in process | 201,500 | (f) | (j) |
Work in process 12/31/22 | (c) | 11,800 | (k) |
Cost of goods manufactured | 192,300 | (g) | 222,000 |
Instructions
Indicate the missing amount for each letter. Assume that in all cases manufacturing overhead is applied on the basis of direct labor cost and the rate is the same.
Compute the manufacturing overhead rate and under- or overapplied overhead.
E15A.5 (LO 3, 5), AN Ikerd Company applies manufacturing overhead to jobs on the basis of machine hours used. Overhead costs are estimated to total $300,000 for the year, and machine usage is estimated at 125,000 hours.
For the year, $322,000 of overhead costs are incurred and 130,000 hours are used.
Instructions
Analyze job cost sheet.
E15A.6 (LO 1, 2, 3, 4), AP A job cost sheet of Sandoval Company is given here.
Job Cost Sheet | |||
---|---|---|---|
JOB NO.469 | Quantity2,500 | ||
ITEMWhite Lion Cages | Date Requested7/2 | ||
FORTodd Company | Date Completed7/31 | ||
Date | Direct Materials | Direct Labor | Manufacturing Overhead |
7/10 | $690 | ||
12 | 900 | ||
15 | $440 | $550 | |
22 | 380 | 475 | |
24 | 1,600 | ||
27 | 1,500 | ||
31 | 540 | 675 | |
Cost of completed job: | |||
Direct materials | |||
Direct labor | |||
Manufacturing overhead | |||
Total cost | |||
Unit cost |
Instructions
Answer the following questions.
Record manufacturing and nonmanufacturing costs.
E15A.7 (LO 1, 2, 3, 4), AP Crawford Corporation incurred the following transactions.
Instructions
Using the format shown in Illustration 15A.24, record the transactions.
Record manufacturing and nonmanufacturing costs.
E15A.8 (LO 1, 2, 3, 4), AP Enos Printing Corp. uses a job order cost system. The following data summarize the operations related to the first quarter’s production.
Job Number | Materials | Factory Labor |
---|---|---|
A20 | $35,240 | $18,000 |
A21 | 42,920 | 22,000 |
A22 | 36,100 | 15,000 |
A23 | 39,270 | 25,000 |
General factory use | 4,470 | 7,300 |
$158,000 | $87,300 |
Instructions
Using the format shown in Illustration 15A.24, record the operations summarized above. Prepare a schedule showing the individual cost elements and total cost for each job in item 6.
Prepare a cost of goods manufactured schedule and partial financial statements.
E15A.9 (LO 1, 5), AP At May 31, 2022, the accounts of Lopez Company show the following.
Instructions
Compute work in process and finished goods from job cost sheets.
E15A.10 (LO 2, 4), AP Tierney Company begins operations on April 1. Information from job cost sheets shows the following.
Manufacturing Costs Assigned | ||||
---|---|---|---|---|
Job Number |
April | May | June | Month Completed |
10 | $5,200 | $4,400 | May | |
11 | 4,100 | 3,900 | $2,000 | June |
12 | 1,200 | April | ||
13 | 4,700 | 4,500 | June | |
14 | 5,900 | 3,600 | Not complete |
Job 12 was completed in April. Job 10 was completed in May. Jobs 11 and 13 were completed in June. Each job was sold for 25% above its cost in the month following completion.
Instructions
Record costs of services provided.
E15A.11 (LO 1, 3, 4), AP The law firm of Colaw Associates uses a job order cost system. Cost data for the month of March follow.
Instructions
Using the format shown in Illustration 15A.25:
Determine cost of jobs and ending balance in work in process and overhead accounts.
E15A.12 (LO 2, 3, 4), AP Don Lieberman and Associates, a CPA firm, uses job order costing to capture the costs of its audit jobs. There were no audit jobs in process at the beginning of November. The following data concern the three audit jobs conducted during November.
Waters Inc. | Renolds Inc. | Bayfield Inc. | |
---|---|---|---|
Direct materials | $600 | $400 | $200 |
Auditor labor costs | $5,400 | $6,600 | $3,375 |
Auditor hours | 72 | 88 | 45 |
Overhead costs are applied to jobs on the basis of auditor hours, and the predetermined overhead rate is $50 per auditor hour. The Waters Inc. job is the only incomplete job at the end of November. Actual overhead for the month was $11,000.
Instructions
Determine predetermined overhead rate, apply overhead, and determine whether balance is under- or overapplied.
E15A.13 (LO 3, 5), AP Tombert Decorating uses a job order cost system to collect the costs of its interior decorating business. Each client’s consultation is treated as a separate job. Overhead is applied to each job based on the number of decorator hours incurred. The following data are for the current year.
Estimated overhead | $960,000 |
Actual overhead | $982,800 |
Estimated decorator hours | 40,000 |
Actual decorator hours | 40,500 |
The company uses Operating Overhead in place of Manufacturing Overhead.
Instructions
Record transactions in a job order cost system and job cost sheets.
P15A.1 (LO 1, 2, 3, 4, 5), AP Lott Company uses a job order cost system and applies overhead to production on the basis of direct labor costs. On January 1, 2022, Job 50 was the only job in process. The costs incurred prior to January 1 on this job were as follows: direct materials $20,000, direct labor $12,000, and manufacturing overhead $16,000. As of January 1, Job 49 had been completed at a cost of $90,000 and was part of finished goods inventory. There was a $15,000 balance in the Raw Materials Inventory account.
During the month of January, Lott Company began production on Jobs 51 and 52, and completed Jobs 50 and 51. Jobs 49 and 50 were sold during the month. The following additional events occurred during the month.
Job No. | Direct Materials | Direct Labor |
---|---|---|
50 | $10,000 | $5,000 |
51 | 39,000 | 25,000 |
52 | 30,000 | 20,000 |
Instructions
e. Job 50, $69,000 Job 51, $94,000
Record transactions in a job order cost system and prepare partial income statement.
P15A.2 (LO 1, 2, 3, 4, 5), AP For the year ended December 31, 2022, the job cost sheets of Cinta Company contained the following data.
Job Number |
Explanation | Direct Materials |
Direct Labor |
Manufacturing Overhead |
Total Costs |
---|---|---|---|---|---|
7640 | Balance 1/1 | $25,000 | $24,000 | $28,800 | $77,800 |
Current year’s costs | 30,000 | 36,000 | 43,200 | 109,200 | |
7641 | Balance 1/1 | 11,000 | 18,000 | 21,600 | 50,600 |
Current year’s costs | 43,000 | 48,000 | 57,600 | 148,600 | |
7642 | Current year’s costs | 58,000 | 55,000 | 66,000 | 179,000 |
Other data:
Instructions
b. $179,000; Job 7642: $179,000
c. Amount = $6,800
d. $158,600
Record transactions in a job order cost system and prepare cost of goods manufactured schedule.
P15A.3 (LO 1, 2, 3, 4, 5), AP Case Inc. is a construction company specializing in custom patios. The patios are constructed of concrete, brick, fiberglass, and lumber, depending upon customer preference. On June 1, 2022, accounting records for Case Inc. contain the following data.
Raw Materials Inventory | $4,200 |
Work in Process Inventory | 5,540 |
Manufacturing Overhead Applied | $32,640 |
Manufacturing Overhead Incurred | 31,650 |
Subsidiary data for Work in Process Inventory on June 1 are as follows.
Job Cost Sheets | ||||||
---|---|---|---|---|---|---|
Customer Job | ||||||
Cost Element | Rodgers | Stevens | Linton | |||
Direct materials | $600 | $800 | $900 | |||
Direct labor | 320 | 540 | 580 | |||
Manufacturing overhead | 400 | 675 | 725 | |||
$1,320 | $2,015 | $2,205 |
During June, raw materials purchased on account were $4,900, and all wages were paid. Additional overhead costs consisted of depreciation on equipment $900 and miscellaneous costs of $400 incurred on account.
A summary of materials requisition slips and time tickets for June shows the following.
Customer Job | Materials Requisition Slips | Time Tickets |
---|---|---|
Rodgers | $800 | $850 |
Koss | 2,000 | 800 |
Stevens | 500 | 360 |
Linton | 1,300 | 1,200 |
Rodgers | 300 | 390 |
4,900 | 3,600 | |
General use | 1,500 | 1,200 |
$6,400 | $4,800 |
Overhead was charged to jobs at the rate of $1.25 per dollar of direct labor cost. The patios for customers Rodgers, Stevens, and Linton were completed during June and sold. Each customer paid in full.
Instructions
c. Cost of goods manufactured $14,740
Compute predetermined overhead rates, apply overhead, and calculate under- or overapplied overhead.
P15A.4 (LO 3, 5), AP Agassi Company uses a job order cost system in each of its three manufacturing departments. Manufacturing overhead is applied to jobs on the basis of direct labor cost in Department D, direct labor hours in Department E, and machine hours in Department K.
In establishing the predetermined overhead rates for 2022, the following estimates were made for the year.
Department | |||
---|---|---|---|
D | E | K | |
Manufacturing overhead | $1,200,000 | $1,500,000 | $900,000 |
Direct labor costs | $1,500,000 | $1,250,000 | $450,000 |
Direct labor hours | 100,000 | 125,000 | 40,000 |
Machine hours | 400,000 | 500,000 | 120,000 |
During January, the job cost sheets showed the following costs and production data.
Department | |||
---|---|---|---|
D | E | K | |
Direct materials used | $140,000 | $126,000 | $78,000 |
Direct labor costs | $120,000 | $110,000 | $37,500 |
Manufacturing overhead incurred | $ 99,000 | $124,000 | $79,000 |
Direct labor hours | 8,000 | 11,000 | 3,500 |
Machine hours | 34,000 | 45,000 | 10,400 |
Instructions
a. 80%, $12, $7.50
b. $356,000, $368,000, $193,500
c. $3,000, $(8,000), $1,000
Analyze manufacturing accounts and determine missing amounts
P15A.5 (LO 1, 2, 3, 4, 5), AN Phillips Corporation’s fiscal year ends on November 30. A partially completed table for the flow of costs in its job order cost accounting system for the first month of the new fiscal year is shown here.
MANUFACTURING COSTS | ||||||
Raw Materials Inventory |
Factory Labor |
Manufact. Overhead |
WORK IN PROCESS INVENTORY |
FINISHED GOODS INVENTORY |
COST OF GOODS SOLD |
|
Beginning balance | (a) | (b) | (g) | |||
Purchase raw materials | $ 17,225 | |||||
Incur factory labor | $12,025 | |||||
Raw materials are used | −16,850 | $2,900 | (c) | |||
Factory labor is used | (k) | (l) | $8,400 | |||
Incur manufacturing overhead | +1,245 | |||||
Assign manufacturing overhead | (m) | (d) | ||||
Complete jobs | (f) | (h) | ||||
Sell jobs | (i) | (o) | ||||
Ending balance | $7,975 | (n) | (e) | (j) | (p) |
Other data:
Instructions
List the letters (a) through (p) and indicate the amount pertaining to each letter.
c. $13,950
f. $52,450
i. $53,450
CD15A Huegel Hollow Resort has ordered 20 rotomolded kayaks from Current Designs. Each kayak will be formed in the rotomolded oven, cooled, and then have the excess plastic trimmed away. Then, the hatches, seat, ropes, and bungees will be attached to the kayak.
Dave Thill, the kayak factory manager, knows that manufacturing each kayak requires 54 pounds of polyethylene powder and a finishing kit (rope, seat, hardware, etc.). The polyethylene powder used in these kayaks costs $1.50 per pound, and the finishing kits cost $170 each. Each kayak will use two kinds of labor: 2 hours of more-skilled type I labor from people who run the oven and trim the plastic, and 3 hours of less-skilled type II labor from people who attach the hatches and seat and other hardware. The type I employees are paid $15 per hour, and the type II employees are paid $12 per hour. For purposes of this problem, assume that overhead is applied to all jobs at a rate of 150% of direct labor costs.
Instructions
Determine the total cost of the Huegel Hollow order and the cost of each individual kayak in the order. Identify costs as direct materials, direct labor, or manufacturing overhead.
(Note: This is a continuation of the Waterways case from Chapter 14.)
WC15A Waterways has two major public-park projects to provide with comprehensive irrigation in one of its service locations this month. Job J57 and Job K52 involve 15 acres of landscaped terrain which will require special-order sprinkler heads to meet the specifications of the project. Using a job cost system to produce these parts, the following events occurred during December.
Raw materials were requisitioned from the company’s inventory on December 2 for $5,061; on December 8 for $1,059; and on December 14 for $3,459. In each instance, two- thirds (2/3) of these materials were for J57 and the rest for K52.
Six time tickets were turned in for these two projects for a total amount of 18 hours of work. All the workers were paid $16.50 per hour. The time tickets were dated December 3, December 9, and December 15. On each of those days, 6 labor hours were spent on these jobs, two-thirds (2/3) for J57 and the rest for K52.
The predetermined overhead rate is based on machine hours. The estimated machine hour use for the year is 2,112 hours, and the estimated overhead costs are $840,576 for the year. The machines were used by workers on projects K52 and J57 on December 3, 9, and 15. Six machine hours were used for project K52 (2 each day), and 8.5 machine hours were used for project J57 (2.5 the first day and 3 each of the other days). Both of these special orders were completed on December 15, producing 237 sprinkler heads for J57 and 142 sprinkler heads for K52.
Instructions
Comprehensive Cases present realistic business situations that require students to apply topics learned in this and previous chapters.
CC15A Greetings Inc., a nationally recognized retailer of greeting cards and small gift items, decides to employ Internet technology to expand its sales opportunities. For this case, you will employ traditional job order costing techniques and then evaluate the resulting product costs.
Go to WileyPLUS for complete case details and instructions.
CT15A.1 Khan Products Company uses a job order cost system. For a number of months, there has been an ongoing rift between the sales department and the production department concerning a special-order product, TC-1. TC-1 is a seasonal product that is manufactured in batches of 1,000 units. TC-1 is sold at cost plus a markup of 40% of cost.
The sales department is unhappy because fluctuating unit production costs significantly affect selling prices. Sales personnel complain that this has caused excessive customer complaints and the loss of considerable orders for TC-1.
The production department maintains that each job order must be fully costed on the basis of the costs incurred during the period in which the goods are produced. Production personnel maintain that the only real solution is for the sales department to increase sales in the slack periods.
Andrea Parley, president of the company, asks you as the company accountant to collect quarterly data for the past year on TC-1. From the cost accounting system, you accumulate the following production quantity and cost data.
Quarter | ||||
---|---|---|---|---|
Costs | 1 | 2 | 3 | 4 |
Direct materials | $100,000 | $220,000 | $80,000 | $200,000 |
Direct labor | 60,000 | 132,000 | 48,000 | 120,000 |
Manufacturing overhead | 105,000 | 153,000 | 97,000 | 125,000 |
Total | $265,000 | $505,000 | $225,000 | $445,000 |
Production in batches | 5 | 11 | 4 | 10 |
Unit cost (per batch) | $53,000 | $45,909 | $56,250 | $44,500 |
Instructions
With the class divided into groups, answer the following questions.
CT15A.2 In the course of routine checking of all transactions prior to preparing year-end reports, Betty Eller discovered several strange items. She recalled that the president’s son Joe had come in to help out during an especially busy time and that he had recorded some transactions. She was relieved that there were only a few that he had completed, and even more relieved that he had included rather lengthy explanations. Joe recorded the following transactions.
(This is for materials put into process. I don’t find the record that we paid for these, so I’m decreasing Cash because I know we’ll have to pay for them sooner or later.)
(This is for bonuses paid to salespeople. I know they’re part of overhead, and I can’t find an account called “Non-Factory Overhead” or “Other Overhead” so I’m putting it in Manufacturing Overhead. I have the check stubs, so I know we paid these.)
(This is for the factory workers’ wages that have not been paid.)
(This is for the glue used in the factory. I know we used this to make the products, even though we didn’t use very much on any one of the products. I got it out of inventory, so I decreased an inventory account.)
Instructions
How should Joe have recorded each of the four events?
CT15A.3 The Institute of Management Accountants (IMA) sponsors a certification for management accountants, allowing them to obtain the title of Certified Management Accountant.
Instructions
Go to the IMA website. Choose CMA Certification, then Getting Started, and then answer part (a) below. Next, choose CMA Certification, then Current CMAs, then Maintain Your Certification, and then click on Download the CPE Requirements and Rules. Answer part (b) below.
CT15A.4 You are the management accountant for Williams Company. Your company does custom carpentry work and uses a job order cost system. Williams sends detailed job cost sheets to its customers, along with an invoice. The job cost sheets show the date materials were used, the dollar cost of materials, and the hours and cost of labor. A predetermined overhead application rate is used, and the total overhead applied is also listed.
Nancy Kopay is a customer who recently had custom cabinets installed. Along with her check in payment for the work done, she included a letter. She thanked the company for including the detailed cost information but questioned why overhead was estimated. She stated that she would be interested in knowing exactly what costs were included in overhead, and she thought that other customers would, too.
Instructions
Prepare a letter to Ms. Kopay (address: 123 Cedar Lane, Altoona, KS 66651) and tell her why you did not send her information on exact costs of overhead included in her job. Respond to her suggestion that you provide this information.
CT15A.5 LRF Printing provides printing services to many different corporate clients. Although LRF bids most jobs, some jobs, particularly new ones, are negotiated on a “cost-plus” basis. Cost-plus means that the buyer is willing to pay the actual cost plus a return (profit) on these costs to LRF.
Alice Reiley, controller for LRF, has recently returned from a meeting where LRF’s president stated that he wanted her to find a way to charge more costs to any project that was on a cost-plus basis. The president noted that the company needed more profits to meet its stated goals this period. By charging more costs to the cost-plus projects and therefore fewer costs to the jobs that were bid, the company should be able to increase its profit for the current year.
Alice knew why the president wanted to take this action. Rumors were that he was looking for a new position and if the company reported strong profits, the president’s opportunities would be enhanced. Alice also recognized that she could probably increase the cost of certain jobs by changing the basis used to assign manufacturing overhead.
Instructions
CT15A.6 Many of you will work for a small business. Some of you will even own your own business. In order to operate a small business, you will need a good understanding of managerial accounting, as well as many other skills. Much information is available to assist people who are interested in starting a new business. A great place to start is the website provided by the Small Business Administration (SBA), which is an agency of the federal government whose purpose is to support small businesses.
Instructions
Go to https://www.sba.gov/business-guide/10-steps-start-your-business/ and then list the 10 steps for starting a business.
CT15A.7 After graduating, you might decide to start a small business. As discussed in this chapter, owners of any business need to know how to calculate the cost of their products. In fact, many small businesses fail because they don’t accurately calculate their product costs, so they don’t know if they are making a profit or losing money—until it’s too late.
Suppose that you decide to start a landscape business. You use an old pickup truck that you’ve fully paid for. You store the truck and other equipment in your parents’ barn, and you store trees and shrubs on their land. Your parents will not charge you for the use of these facilities for the first two years, but beginning in the third year they will charge a reasonable rent. Your mother helps you by answering phone calls and providing customers with information. She doesn’t charge you for this service, but she plans on doing it for only your first two years in business. In pricing your services, should you include charges for the truck, the barn, the land, and your mother’s services when calculating your product cost? The basic arguments for and against are as follows.
YES: | If you don’t include charges for these costs, your costs are understated and your profitability is overstated. |
NO: | At this point, you are not actually incurring costs related to these activities; therefore, you shouldn’t record charges. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
As the following Feature Story describes, the cost accounting system used by companies such as Jones Soda is process cost accounting. In contrast to job order cost accounting, which focuses on the individual job, process cost accounting focuses on the processes involved in mass-producing products that are identical or very similar in nature. The primary objective of this chapter is to explain and illustrate process costing.
It isn’t easy for a small company to get a foothold in the bottled beverage business. The giants, The Coca-Cola Company and PepsiCo Inc., vigilantly defend their turf, constantly watching for new trends and opportunities. It is nearly impossible to get shelf space in stores, and consumer tastes can change faster than a bottle of soda can lose its fizz. But Jones Soda Co., headquartered in Seattle, has overcome these and other obstacles to make a name for itself. Its corporate motto is, “Run with the little guy … create some change.”
The company started as a Canadian distributor of other companies’ beverages. Soon, it decided to make its own products under the corporate name Urban Juice and Soda Company. Eventually, its name changed to Jones Soda—the name of its most popular product. From the very start, Jones Soda was different. It sold soda from machines placed in tattoo parlors and piercing shops, and it sponsored a punk rock band as well as surfers and snowboarders. At one time, the company’s product was the official drink at the Seattle Seahawks’ stadium and was served on Alaska Airlines.
Today, Jones Soda makes a wide variety of products: soda-flavored candy, energy drinks, and product-promoting gear that includes t-shirts, sweatshirts, caps, shorts, and calendars. Its most profitable product is still its multi-flavored, pure cane soda with its creative labeling. If you’ve seen Jones Soda on a store shelf, then you know that it appears to have an infinite variety of labels. The bottle labels are actually created by customers and submitted on the company’s website. (To see some of the best labels from the past, see the Gallery at the Jones Soda website.) If you would like some soda with a custom label of your own, you can design and submit a label and order a 12-pack.
Because Jones Soda has a dizzying array of product variations, keeping track of costs is of vital importance. No matter how good your products are, if you don’t keep your costs under control, you are likely to fail. Jones Soda’s managers need accurate cost information regarding each primary product and each variation to ensure profitability. So while its marketing approach differs dramatically from the giants, Jones Soda needs the same kind of cost information as the big guys.
Watch the Jones Soda video in Wiley Course Resources to learn more about process costing in the real world.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Discuss the uses of a process cost system and how it compares to a job order cost system. |
|
DO IT! 1 Compare Job Order and Process Cost Systems |
LO 2 Explain the flow of costs in a process cost system and the journal entries to assign manufacturing costs. |
|
DO IT! 2 Manufacturing Costs in Process Costing |
LO 3 Compute equivalent units of production. |
|
DO IT! 3 Equivalent Units of Production |
LO 4 Complete the four steps to prepare a production cost report. |
|
DO IT! 4 Cost Reconciliation Schedule |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Companies use process cost systems to assign costs to similar products that are mass-produced in a continuous fashion. Jones Soda Co. uses a process cost system as follows.
A company such as United States Steel uses process costing in the manufacturing of steel. Kellogg and General Mills use process costing for cereal production; ExxonMobil uses process costing for its oil refining. Sherwin Williams uses process costing for its paint products.
Illustration 16.1 shows this process.
ILLUSTRATION 16.1 Manufacturing processes
For Jones Soda, as well as the other companies just mentioned, once production begins, it continues until the finished product emerges. Each unit of finished product is like every other unit. In comparison, a job order cost system assigns costs to a specific job. Examples are the construction of a customized home, the making of a movie, or the manufacturing of a specialized machine. Illustration 16.2 provides examples of companies that primarily use either a process cost system or a job order cost system.
ILLUSTRATION 16.2 Process cost and job order cost companies and products
When considering service companies, you might initially think of specific, nonroutine tasks, such as rebuilding an automobile engine, consulting on a business acquisition, or defending a major lawsuit. However, many service companies perform repetitive, routine work. For example, Jiffy Lube regularly performs oil changes. H&R Block focuses on the routine aspects of basic tax practice.
In a job order cost system, companies assign costs to each job. In a process cost system, companies track costs through a series of connected manufacturing processes or departments, rather than by individual jobs. Thus, companies use process cost systems when they produce a large volume of uniform or relatively homogeneous products. Illustration 16.3 shows the basic flow of costs in these two systems.
ILLUSTRATION 16.3 Job order cost and process cost flow
The following analysis highlights the basic similarities and differences between these two systems.
Job order cost and process cost systems are similar in three ways:
The differences between a job order cost and a process cost system are as follows.
Illustration 16.4 summarizes the major differences between a job order cost and a process cost system.
ILLUSTRATION 16.4 Job order versus process cost systems
Illustration 16.5 shows the flow of costs in the process cost system for Tyler Company. Tyler manufactures roller blade and skateboard wheels that it sells to manufacturers and retail outlets. Manufacturing consists of two processes: machining and assembly. The Machining Department shapes, hones, and drills the raw materials. The Assembly Department assembles and packages the wheels.
ILLUSTRATION 16.5 Flow of costs in process cost system
As the flow of costs indicates, the company can assign direct materials, direct labor, and manufacturing overhead in both the Machining and Assembly Departments. When it finishes its work, the Machining Department transfers the partially completed units to the Assembly Department. The Assembly Department completes the goods and then transfers them to the finished goods inventory. Upon sale, Tyler removes the goods from the finished goods inventory. Within each department, a similar set of activities is performed on each unit processed.
As indicated, the accumulation of the costs of direct materials, direct labor, and manufacturing overhead is the same in a process cost system as in a job order cost system. That is, both systems follow these procedures:
However, the assignment of the three manufacturing cost components to work in process inventory accounts in a process cost system is different from a job order cost system. Here, we look at how companies assign these manufacturing cost components in a process cost system.
All direct materials issued for production are a materials cost to the producing department. A process cost system may use materials requisition slips, but it generally requires fewer requisitions than in a job order cost system. The materials are used for processes rather than for specific jobs and therefore typically are for larger quantities.
For example, in the manufacture of Hershey candy bars, the chocolate and other ingredients are added at the beginning of the first process, and the wrappers and cartons are added at the end of the packaging process.
Tyler Company adds materials at the beginning of each process. Suppose at the beginning of the current period that Tyler adds $50,000 of direct materials to the machining process and $20,000 of direct materials to the assembly process. Tyler makes the following entry to record the direct materials used.
Work in Process—Machining | 50,000 | |
Work in Process—Assembly | 20,000 | |
Raw Materials Inventory | 70,000 | |
(To record direct materials used) |
In a process cost system, as in a job order cost system, companies may use time tickets to determine the cost of labor assignable to production departments. Since they assign labor costs to a process rather than a job, they can obtain, from the payroll register or departmental payroll summaries, the labor cost chargeable to a process.
Suppose that Tyler Company incurs factory labor charges of $20,000 in the machining process and $13,000 in the assembly process. The entry to assign direct labor costs to machining and assembly for Tyler is as follows.
Work in Process—Machining | 20,000 | |
Work in Process—Assembly | 13,000 | |
Factory Labor | 33,000 | |
(To assign direct labor to production) |
The objective in assigning overhead in a process cost system is to allocate the overhead costs to the production departments on an objective and equitable basis. That basis is the activity that “drives” or causes the costs.
Assume that based on machine hours that Tyler Company assigns overhead of $45,000 to the machining process and $17,000 to the assembly process. Tyler’s entry to assign overhead to the two processes is as follows.
Work in Process—Machining | 45,000 | |
Work in Process—Assembly | 17,000 | |
Manufacturing Overhead | 62,000 | |
(To assign overhead to production) |
When work in process items have received all the necessary inputs from one department, they progress to the next department. In our example, Tyler Company needs an entry to record the cost of the goods transferred out of the Machining Department. In this case, the transfer is to the Assembly Department. Suppose Tyler transfers goods with a recorded cost of $87,000 from machining to assembly. Tyler makes the following entry.
Work in Process—Assembly | 87,000 | |
Work in Process—Machining | 87,000 | |
(To record transfer of units to the Assembly Department) |
Suppose the Assembly Department completes units with a recorded cost of $114,000 and then transfers them to the finished goods warehouse. The entry for this transfer is as follows.
Finished Goods Inventory | 114,000 | |
Work in Process—Assembly | 114,000 | |
(To record transfer of completed units to finished goods) |
Suppose Tyler Company sells finished goods with a recorded cost of $27,000. It records the cost of goods sold as follows.
Cost of Goods Sold | 27,000 | |
Finished Goods Inventory | 27,000 | |
(To record cost of units sold) |
Suppose you have a work-study job in the office of your college’s president, and she asks you to compute the cost of instruction per full-time equivalent student at your college. The college’s vice president for finance provides the information shown in Illustration 16.6.
ILLUSTRATION 16.6 Information for full-time student example
Costs: | |
Total annual cost of instruction | $9,000,000 |
Student population: | |
Full-time students | 900 |
Part-time students | 1,000 |
Part-time students take 60% of the classes of full-time students during the year. Illustration 16.7 shows how to compute the number of full-time equivalent students per year.
ILLUSTRATION 16.7 Full-time equivalent unit computation
Full-Time Students | + | Equivalent Units of Part-Time Students | = | Full-Time Equivalent Students |
900 | + | (1,000 × 60%) | = | 1,500 |
The cost of instruction per full-time equivalent student is therefore the total cost of instruction ($9,000,000) divided by the number of full-time equivalent students (1,500), which is $6,000 ($9,000,000 ÷ 1,500).
A process cost system uses the same idea, called equivalent units of production.
The equation to compute equivalent units of production is shown in Illustration 16.8.
ILLUSTRATION 16.8 Equivalent units of production equation
Units Completed and Transferred Out | + | Equivalent Units of Ending Work in Process | = | Equivalent Units of Production |
To better understand this concept of equivalent units, consider the following two separate examples.
This method of computing equivalent units is referred to as the weighted-average method. It considers the degree of completion (weighting) of the units completed and transferred out and the ending work in process.
Kellogg Company has produced EggoⓇ Waffles since 1970. Three departments produce these waffles: Mixing, Baking, and Freezing/Packaging. The Mixing Department combines dry ingredients, including flour, salt, and baking powder, with liquid ingredients, including eggs and vegetable oil, to make waffle batter. Illustration 16.9 provides information related to the Mixing Department at the end of June. Note that separate unit cost computations are needed for materials and conversion costs whenever the two types of costs do not occur in the process at the same time.
ILLUSTRATION 16.9 Information for Mixing Department
Mixing Department | |||
Percentage Complete | |||
Physical Units | Direct Materials | Conversion Costs | |
Work in process, June 1 | 100,000 | 100% | 70% |
Started into production | 800,000 | ||
Total units to be accounted for | 900,000 | ||
Units completed and transferred out | 700,000 | ||
Work in process, June 30 | 200,000 | 100% | 60% |
Total units accounted for | 900,000 | ||
Illustration 16.9 indicates that the beginning work in process is 100% complete as to materials cost and 70% complete as to conversion costs (see Ethics Note). Conversion costs are the sum of direct labor costs and manufacturing overhead costs. In other words, Kellogg adds both the dry and liquid ingredients (materials) at the beginning of the waffle-making process, and the conversion costs (labor and overhead) related to the mixing of these ingredients are incurred uniformly and are 70% complete. The ending work in process is 100% complete as to materials cost and 60% complete as to conversion costs.
We then use the Mixing Department information to determine equivalent units.
Illustration 16.10 shows these computations.
ILLUSTRATION 16.10 Computation of equivalent units—Mixing Department
Mixing Department | |||
Equivalent Units | |||
Materials | Conversion Costs | ||
Units completed and transferred out | 700,000 | 700,000 | |
Work in process, June 30 | |||
200,000 × 100% | 200,000 | ||
200,000 × 60% | 120,000 | ||
Total equivalent units | 900,000 | 820,000 | |
We can refine the earlier equation used to compute equivalent units of production (Illustration 16.8) to show the computations for materials and for conversion costs, as shown in Illustration 16.11.
ILLUSTRATION 16.11 Refined equivalent units of production calculation
Units Completed and Transferred Out—Materials | + | Equivalent Units of Ending Work in Process—Materials | = | Equivalent Units of Production—Materials |
Units Completed and Transferred Out— Conversion Costs | + | Equivalent Units of Ending Work in Process—Conversion Costs | = | Equivalent Units of Production—Conversion Costs |
The Fabricating Department for Outdoor Essentials has the following production and cost data for the current month.
Beginning Work in Process | Units Completed and Transferred Out | Ending Work in Process |
–0– | 15,000 | 10,000 |
All direct materials are entered at the beginning of the process. The ending work in process units are 30% complete as to conversion costs. Compute the equivalent units of production for (a) materials and (b) conversion costs.
ACTION PLAN
Related exercise material: BE16.4, BE16.5, DO IT! 16.3, E16.5, E16.6, E16.8, E16.9, E16.10, E16.11, E16.13, E16.14, and E16.15.
As mentioned earlier, companies using a process cost system prepare a production cost report for each department.
For example, in producing EggoⓇ Waffles, Kellogg Company uses three sequential processing departments: Mixing, Baking, and Freezing/Packaging. Each department prepares a separate production cost report, as shown in Illustration 16.12.
ILLUSTRATION 16.12 Production cost reports for Eggo® Waffles
In order to complete a production cost report, the company must perform four steps, which as a whole make up the process cost system.
Illustration 16.13 shows assumed data for the Mixing Department at Kellogg Company for the month of June. We will use this information to complete a production cost report for the Mixing Department.
ILLUSTRATION 16.13 Unit and cost data—Mixing Department
Mixing Department | |
Physical Units | |
Work in process, June 1 | 100,000 |
Direct materials: 100% complete | |
Conversion costs: 70% complete | |
Units started into production during June | 800,000 |
Units completed and transferred out to Baking Department | 700,000 |
Work in process, June 30 | 200,000 |
Direct materials: 100% complete | |
Conversion costs: 60% complete | |
Costs | |
Work in process, June 1 | |
Direct materials: 100% complete | $ 50,000 |
Conversion costs: 70% complete | 35,000 |
Cost of work in process, June 1 | $ 85,000 |
Costs incurred during production in June | |
Direct materials | $400,000 |
Conversion costs | 170,000 |
Costs incurred in June | $570,000 |
Physical units are the actual units to be accounted for during a period, irrespective of their state of completion. To keep track of these units, add the units started into production during the period to the units in process at the beginning of the period. This amount is referred to as the total units to be accounted for.
Illustration 16.14 shows the flow of physical units for Kellogg’s Mixing Department for the month of June.
ILLUSTRATION 16.14 Physical unit flow—Mixing Department
Mixing Department | |
Physical Units | |
Units to be accounted for | |
Work in process, June 1 | 100,000 |
Started into production | 800,000 |
Total units to be accounted for | 900,000 |
Units accounted for | |
Completed and transferred out | 700,000 |
Work in process, June 30 | 200,000 |
Total units accounted for | 900,000 |
The records indicate that the Mixing Department must account for 900,000 physical units. Of this sum, 700,000 units were completed and transferred to the Baking Department, and 200,000 units were still in process.
Once the physical flow of the units is established, Kellogg must measure the Mixing Department’s output in terms of equivalent units of production. The Mixing Department adds all direct materials at the beginning of the process, and it incurs conversion costs uniformly throughout the process (see Helpful Hint). Thus, we need two computations of equivalent units of production: one for materials and one for conversion costs. These computations are shown in Illustration 16.15. Recall that these computations ignore beginning work in process.
ILLUSTRATION 16.15 Computation of equivalent units—Mixing Department
Equivalent Units | ||
Materials | Conversion Costs | |
Units completed and transferred out | 700,000 | 700,000 |
Work in process, June 30 | ||
200,000 × 100% | 200,000 | |
200,000 × 60% | 120,000 | |
Total equivalent units | 900,000 | 820,000 |
Armed with the knowledge of the equivalent units of production, we can now compute the unit production costs.
The computation of total materials cost related to EggoⓇ Waffles is shown in Illustration 16.16.
ILLUSTRATION 16.16 Total materials cost computation
Work in process, June 1 | ||
Direct materials cost | $ 50,000 | |
Costs added to production during June | ||
Direct materials cost | 400,000 | |
Total materials cost | $450,000 |
Illustration 16.17 shows the computation of unit materials cost.
ILLUSTRATION 16.17 Unit materials cost computation
Total Materials Cost | ÷ | Equivalent Units of Materials | = | Unit Materials Cost |
$450,000 | ÷ | 900,000 | = | $0.50 |
Illustration 16.18 shows the computation of total conversion costs for June.
ILLUSTRATION 16.18 Total conversion costs computation
Work in process, June 1 | ||
Conversion costs | $ 35,000 | |
Costs added to production during June | ||
Conversion costs | 170,000 | |
Total conversion costs | $205,000 |
The computation of unit conversion cost is shown in Illustration 16.19.
ILLUSTRATION 16.19 Unit conversion cost computation
Total Conversion Costs | ÷ | Equivalent Units of Conversion Costs | = | Unit Conversion Cost |
$205,000 | ÷ | 820,000 | = | $0.25 |
Total manufacturing cost per unit is therefore computed as shown in Illustration 16.20.
ILLUSTRATION 16.20 Total manufacturing cost per unit
Unit Materials Cost | + | Unit Conversion Cost | = | Total Manufacturing Cost per Unit |
$0.50 | + | $0.25 | = | $0.75 |
We are now ready to determine the cost of goods completed and transferred out of the Mixing Department to the Baking Department and the costs that remain in ending work in process inventory for the Mixing Department. Kellogg charged total costs of $655,000 to the Mixing Department in June, calculated as shown in Illustration 16.21.
ILLUSTRATION 16.21 Costs charged to Mixing Department
Costs to be accounted for | ||
Work in process, June 1 | $ 85,000 | |
Started into production | 570,000 | |
Total costs to be accounted for | $655,000 |
The company then prepares a cost reconciliation schedule (see Illustration 16.22) to assign these costs to (a) units completed and transferred out to the Baking Department and (b) ending work in process.
ILLUSTRATION 16.22 Cost reconciliation schedule—Mixing Department
Mixing Department Cost Reconciliation Schedule |
||
Costs accounted for | ||
Completed and transferred out (700,000 × $0.75) | $525,000 | |
Work in process, June 30 | ||
Materials (200,000 × $0.50) | $100,000 | |
Conversion costs (120,000 × $0.25) | 30,000 | 130,000 |
Total costs accounted for | $655,000 | |
Kellogg uses the total manufacturing cost per unit, $0.75, in costing the units completed and transferred to the Baking Department. In contrast, the unit materials cost and the unit conversion cost are needed in costing units in process. The cost reconciliation schedule shows that the total costs accounted for (Illustration 16.22) equal the total costs to be accounted for (Illustration 16.21).
At this point, Kellogg is ready to prepare the production cost report for the Mixing Department. As indicated earlier, this report is an internal document for management that shows production quantity and cost data for a production department. Illustration 16.23 shows the completed production cost report for the Mixing Department and identifies the four steps used in preparing it (see Helpful Hint).
ILLUSTRATION 16.23 Production cost report
Companies often use a combination of a process cost and a job order cost system.
Consider, for example, Ford Motor Company. Each vehicle at a given factory goes through the same assembly line, but Ford uses different materials (such as seat coverings, paint, and tinted glass) for different vehicles.
Similarly, Kellogg’s Pop-TartsⓇ toaster pastries go through numerous standardized processes—mixing, filling, baking, frosting, and packaging. The pastry dough, though, comes in different flavors—plain, chocolate, and graham—and fillings include Smucker’sⓇ real fruit, chocolate fudge, vanilla creme, brown sugar cinnamon, and s’mores.
A cost-benefit trade-off occurs as a company decides which costing system to use. (see Decision Tools). A job order cost system, for example, provides detailed information related to the cost of the product.
On the other hand, for a company like Intel, is there a benefit in knowing whether the cost of the one-hundredth computer chip produced is different from the one-thousandth chip produced? Probably not. An average cost of the product will suffice for control and pricing purposes.
In summary, when deciding to use one of these systems or a combination system, a company must weigh the costs of implementing the system against the benefits from the additional information provided.
Jones Soda Co. faces many situations where it needs to apply the decision tools learned in this chapter, such as using a production cost report to evaluate profitability. For example, suppose Jones Soda manufactures a high-end organic fruit soda, called Eternity, in 10-ounce plastic bottles. Because the market for beverages is highly competitive, the company is very concerned about keeping its costs under control.
Eternity is manufactured through three processes: blending, filling, and labeling. Materials are added at the beginning of the process, and labor and overhead are incurred uniformly throughout each process. The company uses the weighted-average method to cost its product. A partially completed production cost report for the month of May for the Blending Department is as follows.
Work in Process—Filling | 131,780 | |||
Work in Process—Blending | 131,780 |
In this chapter, we demonstrated the weighted-average method of computing equivalent units. Some companies use a different method, referred to as the first-in, first-out (FIFO) method, to compute equivalent units. The purpose of this appendix is to illustrate how companies use the FIFO method to prepare a production cost report.
Under the FIFO method, companies compute equivalent units on a first-in, first-out basis. Some companies favor the FIFO method because the FIFO cost assumption usually corresponds to the actual physical flow of the goods. Under the FIFO method, companies therefore assume that the beginning work in process is completed before new work is started.
Using the FIFO method, equivalent units are the sum of the work performed to:
Normally, in a process cost system, some units will always be in process at both the beginning and the end of the period.
Illustration 16A.1 shows the physical flow of units for the Assembly Department of Shutters Inc. In addition, it indicates the degree of completion of the work in process inventory accounts in regard to conversion costs.
ILLUSTRATION 16A.1 Physical unit flow—Assembly Department
Assembly Department | |
Physical Units | |
Units to be accounted for | |
Work in process, June 1 (40% complete) | 500 |
Started into production | 8,000 |
Total units to be accounted for | 8,500 |
Units accounted for | |
Completed and transferred out | 8,100 |
Work in process, June 30 (75% complete) | 400 |
Total units accounted for | 8,500 |
In Illustration 16A.1, the units completed and transferred out (8,100) plus the units in ending work in process (400) equal the total units to be accounted for (8,500). Using FIFO, we then compute equivalent units of production for conversion costs for the Assembly Department as follows.
Equivalent units for conversion costs for the Assembly Department are 8,200, computed as shown in Illustration 16A.2.
ILLUSTRATION 16A.2 Computation of equivalent units—FIFO method
Assembly Department | |||
Production Data | Work Added Physical Units | Equivalent This Period | Units |
Work in process, June 1 | 500 | 60% | 300 |
Started and completed | 7,600 | 100% | 7,600 |
Work in process, June 30 | 400 | 75% | 300 |
Total | 8,500 | 8,200 | |
To provide a complete illustration of the FIFO method, we will use the data for the Mixing Department at Kellogg Company for the month of June, as shown in Illustration 16A.3.
ILLUSTRATION 16A.3 Unit and cost data—Mixing Department
Mixing Department | |
Physical Units | |
Work in process, June 1 | 100,000 |
Direct materials: 100% complete | |
Conversion costs: 70% complete | |
Units started into production during June | 800,000 |
Units completed and transferred out to Baking Department | 700,000 |
Work in process, June 30 | 200,000 |
Direct materials: 100% complete | |
Conversion costs: 60% complete | |
Costs | |
Work in process, June 1 | |
Direct materials: 100% complete | $ 50,000 |
Conversion costs: 70% complete | 35,000 |
Cost of work in process, June 1 | $ 85,000 |
Costs incurred during production in June | |
Direct materials | $400,000 |
Conversion costs | 170,000 |
Costs incurred in June | $570,000 |
Illustration 16A.4 shows the physical flow of units for Kellogg’s Mixing Department for the month of June as it would be presented under the weighted-average method.
ILLUSTRATION 16A.4 Physical unit flow (weighted-average presentation)—Mixing Department
Mixing Department | |
Physical Units | |
Units to be accounted for | |
Work in process, June 1 | 100,000 |
Started into production | 800,000 |
Total units to be accounted for | 900,000 |
Units accounted for | |
Completed and transferred out | 700,000 |
Work in process, June 30 | 200,000 |
Total units accounted for | 900,000 |
Under the FIFO method, companies often expand the physical units schedule. Illustration 16A.5 shows the expanded presentation used to explain the completed and transferred-out section under the FIFO method.
ILLUSTRATION 16A.5 Physical unit flow (FIFO presentation)—Mixing Department
Mixing Department | |
Physical Units | |
Units to be accounted for | |
Work in process, June 1 | 100,000 |
Started into production | 800,000 |
Total units to be accounted for | 900,000 |
Units accounted for | |
Completed and transferred out | |
Work in process, June 1 | 100,000 |
Started and completed | 600,000 |
700,000 | |
Work in process, June 30 | 200,000 |
Total units accounted for | 900,000 |
The records indicate that the Mixing Department must account for 900,000 units. Of this sum, 700,000 units were completed and transferred to the Baking Department and 200,000 units were still in process.
As with the method presented in the chapter, once they determine the physical flow of the units, companies need to determine equivalent units of production. The Mixing Department adds materials at the beginning of the process, and it incurs conversion costs uniformly throughout the process (see Helpful Hint). Thus, Kellogg must make two computations of equivalent units: one for materials and one for conversion costs.
Since Kellogg adds materials at the beginning of the process, no additional materials costs are required to complete the beginning work in process. In addition, 100% of the materials costs has been incurred on the ending work in process. Illustration 16A.6 shows the computation of equivalent units for materials.
ILLUSTRATION 16A.6 Computation of equivalent units—materials
Mixing Department—Materials | |||
Production Data | Physical Units | Direct Materials Added This Period | Equivalent Units |
Work in process, June 1 | 100,000 | –0– | –0– |
Started and completed | 600,000 | 100% | 600,000 |
Work in process, June 30 | 200,000 | 100% | 200,000 |
Total | 900,000 | 800,000 | |
The 100,000 units of beginning work in process were 70% complete in terms of conversion costs. Thus, the Mixing Department required 30,000 equivalent units [(100,000 units × (100% – 70%)] of conversion costs to complete the beginning inventory. In addition, the 200,000 units of ending work in process were 60% complete in terms of conversion costs. Thus, the equivalent units for conversion costs is 750,000, computed as shown in Illustration 16A.7.
ILLUSTRATION 16A.7 Computation of equivalent units—conversion costs
Mixing Department—Conversion Costs | |||
Production Data | Physical Units | Work Added This Period | Equivalent Units |
Work in process, June 1 | 100,000 | 30% | 30,000 |
Started and completed | 600,000 | 100% | 600,000 |
Work in process, June 30 | 200,000 | 60% | 120,000 |
Total | 900,000 | 750,000 | |
Armed with the knowledge of the equivalent units of production, Kellogg can now compute the unit production costs.
Under the FIFO method, the unit costs of production are based entirely on the production costs incurred during the month. Thus, the costs in the beginning work in process are not relevant because they were incurred on work done in the preceding month. As Illustration 16A.3 indicated, the costs incurred during production in June were as shown in Illustration 16A.8.
ILLUSTRATION 16A.8 Costs incurred during production in June
Direct materials | $400,000 | |
Conversion costs | 170,000 | |
Total costs incurred during June | $570,000 |
Illustration 16A.9 shows the computation of unit materials cost, unit conversion costs, and total unit cost related to EggoⓇ Waffles.
ILLUSTRATION 16A.9 Unit cost computations—Mixing Department
(1) | Total Materials Cost | ÷ | Equivalent Units of Materials | = | Unit Materials Cost |
$400,000 | ÷ | 800,000 | = | $0.50 | |
(2) | Total Conversion Costs | ÷ | Equivalent Units of Conversion Costs | = | Unit Conversion Cost |
$170,000 | ÷ | 750,000 | = | $0.227 (rounded)* | |
(3) | Unit Materials Cost | + | Unit Conversion Cost | = | Total Manufacturing Cost per Unit |
$0.50 | + | $0.227 | = | $0.727 | |
*For homework problems, round unit costs to three decimal places. |
As shown, the unit costs are $0.50 for materials, $0.227 for conversion costs, and $0.727 for total manufacturing costs.
Kellogg is now ready to determine the cost of goods transferred out of the Mixing Department to the Baking Department and the costs in ending work in process. The total costs charged to the Mixing Department in June are $655,000, calculated as shown in Illustration 16A.10 (see Illustration 16A.3 for further detail).
ILLUSTRATION 16A.10 Costs charged to Mixing Department
Costs to be accounted for | ||
Work in process, June 1 | $ 85,000 | |
Started into production | 570,000 | |
Total costs to be accounted for | $655,000 |
Kellogg next prepares a cost reconciliation schedule to assign these costs to (1) units completed and transferred out to the Baking Department and (2) ending work in process. Under the FIFO method, the first goods to be completed during the period are the units in beginning work in process.
Illustration 16A.11 shows a cost reconciliation schedule for the Mixing Department.
ILLUSTRATION 16A.11 Cost reconciliation report
Mixing Department Cost Reconciliation Schedule |
||
Costs accounted for | ||
Completed and transferred out | ||
Work in process, June 1 | $ 85,000 | |
Costs to complete beginning work in process | ||
Conversion costs (30,000 × $0.227) | 6,810 | |
Total costs | 91,810 | |
Units started and completed (600,000 × $0.727)* | 435,950** | |
Total costs completed and transferred out | 527,760 | |
Work in process, June 30 | ||
Materials (200,000 × $0.50) | $100,000 | |
Conversion costs (120,000 × $0.227) | 27,240 | 127,240 |
Total costs accounted for | $655,000 | |
*Any rounding errors should be adjusted in the “Units started and completed’’ calculation. **Minus $250 rounding difference. |
||
As you can see, the total costs accounted for ($655,000 from Illustration 16A.11) equal the total costs to be accounted for ($655,000 from Illustration 16A.10).
At this point, Kellogg is ready to prepare the production cost report for the Mixing Department. This report is an internal document for management that shows production quantity and cost data for a production department.
As discussed previously, there are four steps in preparing a production cost report:
Illustration 16A.12 shows the production cost report for the Mixing Department, with the four steps identified in the report.
As indicated in the chapter, production cost reports provide a basis for evaluating the productivity of a department (see Helpful Hint). In addition, managers can use the cost data to assess whether unit costs and total costs are reasonable. By comparing the quantity and cost data with predetermined goals, top management can also judge whether current performance is meeting planned objectives.
ILLUSTRATION 16A.12 Production cost report—FIFO method
The weighted-average method of computing equivalent units has one major advantage: It is simple to understand and apply.
Conceptually, the FIFO method is superior to the weighted-average method because it measures current performance using only costs incurred in the current period.
Companies that mass-produce similar products in a continuous fashion use process cost systems. Once production begins, it continues until the finished product emerges. Each unit of finished product is indistinguishable from every other unit.
Job order cost systems are similar to process cost systems in three ways. (1) Both systems track the same cost components—direct materials, direct labor, and manufacturing overhead. (2) Both accumulate costs in the same accounts—Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. (3) Both assign accumulated costs to the same accounts—Work in Process, Finished Goods Inventory, and Cost of Goods Sold. However, the methods used to assign costs differ significantly.
There are four main differences between the two cost systems. (1) A process cost system uses separate work in process inventory accounts for each department or manufacturing process, rather than only one work in process inventory account used in a job order cost system. (2) A process cost system summarizes costs in a production cost report for each department. A job order cost system charges costs to individual jobs and summarizes them in a job cost sheet. (3) Costs are totaled at the end of a time period in a process cost system but at the completion of a job in a job order cost system. (4) A process cost system calculates unit cost as Total manufacturing costs for the period ÷ Equivalent units of production for the period. A job order cost system calculates unit cost as Total cost per job ÷ Units produced.
A process cost system assigns manufacturing costs for raw materials, labor, and overhead to work in process inventory accounts for various departments or manufacturing processes. It transfers the costs of partially completed units from one department to another as those units move through the manufacturing process. The system transfers the costs of completed work to Finished Goods Inventory. Finally, when inventory is sold, the system transfers the costs to Cost of Goods Sold.
Entries to assign the costs of direct materials, direct labor, and manufacturing overhead consist of credits to Raw Materials Inventory, Factory Labor, and Manufacturing Overhead, and debits to Work in Process Inventory for each department. Entries to record the cost of goods transferred to another department are a credit to Work in Process Inventory for the department whose work is finished and a debit to Work in Process Inventory for the department to which the goods are transferred. The entry to record units completed and transferred to the warehouse is a credit to Work in Process Inventory for the department whose work is finished and a debit to Finished Goods Inventory. The entry to record the sale of goods is a credit to Finished Goods Inventory and a debit to Cost of Goods Sold.
Equivalent units of production measure work done during a period, expressed in fully completed units. Companies use this measure to determine the cost per unit of completed product. Equivalent units are the sum of units completed and transferred out plus equivalent units of ending work in process.
The four steps to complete a production cost report are as follows. (1) Compute the physical unit flow—that is, the total physical units to be accounted for. (2) Compute the equivalent units of production separately for direct materials and conversion costs. (3) Compute the unit production costs per equivalent units of production. (4) Prepare a cost reconciliation schedule, which shows that the total costs accounted for equal the total costs to be accounted for.
The production cost report contains both quantity and cost data for a production department over a specific period. There are four sections in the report: (1) flow of physical units, (2) equivalent units determination, (3) unit costs, and (4) cost reconciliation schedule.
Equivalent units under the FIFO method are the sum of the work performed to (1) finish the units of beginning work in process inventory, if any; (2) complete some of the units started into production during the period; and (3) start, but only partially complete, the units in ending work in process inventory.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
What is the cost of a product? | Cost of materials, labor, and overhead assigned to processes used to make the product | Production cost report | Compare costs to previous periods, to competitors, and to expected selling price to evaluate overall profitability. |
What costing method should be used? | Type of good produced or service performed | Cost of accounting system; benefits of additional information | The benefits of providing the additional information should exceed the costs of the accounting system needed to develop the information. |
1. (LO 1) Which of the following items is not characteristic of a process cost system?
b. The products produced are homogeneous, not heterogeneous, in nature. Choices (a), (c), and (d) are incorrect because they all represent characteristics of a process cost system.
2. (LO 1) Indicate which of the following statements is not correct.
d. Manufacturing costs are not assigned the same way in a job order and in a process cost system. Choices (a), (b), and (c) are true statements.
3. (LO 2) In a process cost system, the flow of costs is:
d. In a process cost system, the flow of costs is work in process, finished goods, cost of goods sold. Therefore, choices (a), (b), and (c) are incorrect.
4. (LO 2) In making journal entries to assign direct materials costs, a company using process costing:
b. The debit is often to two or more work in process inventory accounts, not (a) a debit to Finished Goods Inventory, (c) credits to two or more work in process inventory accounts, or (d) a credit to Finished Goods Inventory.
5. (LO 2) In a process cost system, manufacturing overhead:
c. In a process cost system, manufacturing overhead is assigned to a work in process inventory account for each production department on the basis of a predetermined overhead rate, not (a) to a finished goods account, (b) as the job is completed, or (d) as overhead costs are incurred.
6. (LO 3) Conversion costs are the sum of:
b. Conversion costs are the sum of labor costs and overhead costs, not the sum of (a) fixed and variable overhead costs, (c) direct material costs and overhead costs, or (d) direct labor and indirect labor costs.
7. (LO 3) The Mixing Department’s production efforts during the period resulted in 20,000 units completed and transferred out, and 5,000 units in ending work in process 60% complete as to materials and conversion costs. Beginning inventory is 1,000 units, 40% complete as to materials and conversion costs. The equivalent units of production for materials are:
b. For materials, the equivalent units of production is the sum of units completed and transferred out (20,000) and the equivalent units of ending work in process inventory (5,000 units × 60%), or 20,000 + 3,000 = 23,000 units, not (a) 22,600 units, (c) 24,000 units, or (d) 25,000 units.
8. (LO 3) In RYZ Company, there are zero units in beginning work in process, 7,000 units started into production, and 500 units in ending work in process 20% completed. The physical units to be accounted for are:
a. There are 7,000 physical units to be accounted for (0 units in beginning inventory + 7,000 units started), not (b) 7,360, (c) 7,500, or (d) 7,340.
9. (LO 3) Mora Company has 2,000 units in beginning work in process, 20% complete as to conversion costs, 23,000 units completed and transferred out to finished goods, and 3,000 units in ending work in process 33% complete as to conversion costs.
The beginning inventory and ending inventory are fully complete as to materials costs. Equivalent units for materials and conversion costs are, respectively:
c. The equivalent units for materials are 26,000 (23,000 units completed and transferred out plus 3,000 in ending work in process inventory). The equivalent units for conversion costs are 24,000 (23,000 completed and transferred out plus 33% of the ending work in process inventory, or 1,000). Therefore, choices (a) 22,000, 24,000; (b) 24,000, 26,000; and (d) 26,000, 26,000 are incorrect.
10. (LO 4) Fortner Company has no beginning work in process; 9,000 units are completed and transferred out, and 3,000 units in ending work in process are one-third finished as to conversion costs and fully complete as to materials cost. If total materials cost is $60,000, the unit materials cost is:
a. $60,000 ÷ (9,000 + 3,000 units) = $5.00 per unit, not (b) $5.45 (rounded), (c) $6.00, or (d) no correct answer is given.
11. (LO 4) Largo Company has unit costs of $10 for materials and $30 for conversion costs. If there are 2,500 units in ending work in process, 40% complete as to conversion costs and fully complete as to materials cost, the total cost assignable to the ending work in process inventory is:
b. [(2,500 units × 100% complete) × $10] + [(2,500 units × 40% complete) × $30], or $25,000 + $30,000 = $55,000, not (a) $45,000, (c) $75,000, or (d) $100,000.
12. (LO 4) A production cost report:
b. A production cost report shows the flow of units and costs assigned to a department and costs accounted for as well as the production quantity. The other choices are incorrect because a production cost report (a) is an internal, not external, report; (c) does show physical units; and (d) is prepared in four steps and does not contain six sections.
13. (LO 4) In a production cost report, units to be accounted for are calculated as:
d. In a production cost report, units to be accounted for are calculated as Units started in production + Units in beginning work in process, not (a) Units in ending work in process, (b) minus Units in beginning work in process, or (c) Units completed and transferred out.
*14. (LO 5) Hollins Company uses the FIFO method to compute equivalent units. It has 2,000 units in beginning work in process, 20% complete as to conversion costs, 25,000 units started and completed, and 3,000 units in ending work in process, 30% complete as to conversion costs. All units are 100% complete as to materials. Equivalent units for materials and conversion costs are, respectively:
b. The equivalent units for materials are 28,000 [25,000 started and completed + (3,000 × 100%)]. The equivalent units for conversion costs are 27,500 [(2,000 × 80%) + 25,000 + (3,000 × 30%)]. Therefore, choices (a) 28,000, 26,600; (c) 27,000, 26,200; and (d) 27,000, 29,600 are incorrect.
*15. (LO 5) KLM Company uses the FIFO method to compute equivalent units. It has no beginning work in process; 9,000 units are started and completed and 3,000 units in ending work in process are one-third completed as to conversion costs. All material is added at the beginning of the process. If total materials cost is $60,000, the unit materials cost is:
a. Unit materials cost is $5.00 [$60,000 ÷ (9,000 + 3,000)]. Therefore, choices (b) $6.00, (c) $6.67 (rounded), and (d) no correct answer are incorrect.
*16. (LO 5) Toney Company uses the FIFO method to compute equivalent units of production. It has unit costs of $10 for materials and $30 for conversion costs. If there are 2,500 units in ending work in process, 100% complete as to materials and 40% complete as to conversion costs, the total cost assignable to the ending work in process inventory is:
b. The total cost assignable to the ending work in process is $55,000 [($10 × 2,500) + ($30 × 2,500 × 40%)]. Therefore, choices (a) $45,000, (c) $75,000, and (d) $100,000 are incorrect.
Journalize the assignment of materials.
1. (LO 2) Jeremiah Industries purchased $70,000 of raw materials on account. Supporting records show that the Assembly Department used $43,000 of the raw materials and the Finishing Department used the remainder. Prepare the journal entries relating to raw materials.
Raw Materials Inventory | 70,000 | |
Accounts Payable | 70,000 | |
Work in Process—Assembly Department | 43,000 | |
Work in Process—Finishing Department | 27,000 | |
Raw Materials Inventory | 70,000 |
Compute equivalent units of production.
2. (LO 3) The Cooking Department of Caleb Foods has the following production data for October: beginning work in process 3,000 units that are 100% complete as to materials and 30% complete as to conversion costs; units completed and transferred out 10,000 units; and ending work in process 6,000 units that are 100% complete as to materials and 60% complete as to conversion costs. Compute the equivalent units of production for (a) materials and (b) conversion costs for the month of October.
(a) Materials |
(b) Conversion Costs |
|
Units completed and transferred out | 10,000 | 10,000 |
Work in process, November 30 | ||
Materials (6,000 × 100%) | 6,000 | |
Conversion costs (6,000 × 60%) | 3,600 | |
Total equivalent units | 16,000 | 13,600 |
Compute costs to units completed and transferred out and to work in process.
3. (LO 4) Smith Company has the following production data for April: units completed and transferred out 50,000, and ending work in process 8,000 units that are 100% complete for materials and 30% complete for conversion costs. If unit materials cost is $3 and unit conversion cost is $8, determine the costs to be assigned to the units completed and transferred out and the units in ending work in process.
Assignment of Costs | Equivalent Units | Unit Cost | ||||
Completed and transferred out | ||||||
Completed and transferred out | 50,000 | $11* | $550,000 | |||
Work in process, 4/30 | ||||||
Materials | 8,000 | 3 | $24,000 | |||
Conversion costs | 2,400** | 8 | 19,200 | 43,200 | ||
Total costs | $593,200 |
Prepare unit costs and cost reconciliation schedule.
4. (LO 4) Production costs chargeable to the Finishing Department in July in Lethbridge-Stewart Manufacturing are materials $60,000, labor $29,500, and overhead $11,000. Equivalent units of production are materials 30,000 and conversion costs 27,000. Production records indicate that 25,000 units were completed and transferred out, and 5,000 units in ending work in process were 40% complete as to conversion costs and 100% complete as to materials.
Total materials costs $60,000 | ÷ | Equivalent units of materials 30,000 | = | Unit materials cost $2.00 | ||||
Total conversion costs* $40,500 | ÷ | Equivalent units of conversion costs 27,000 | = | Unit conversion cost $1.50 | ||||
*$29,500 + $11,000 |
Completed and transferred out (25,000 × $3.50*) | $ 87,500 | |||||
Work in process | ||||||
Materials (5,000 × $2.00) | $10,000 | |||||
Conversion costs (2,000** × $1.50) | 3,000 | 13,000 | ||||
Total costs accounted for | $100,500 |
Journalize transactions.
1. (LO 2) Armando Company manufactures pizza sauce through two production departments: Cooking and Canning. In each process, materials and conversion costs are incurred evenly throughout the process. For the month of April, the work in process inventory accounts show the following debits.
Cooking | Canning | |
Beginning work in process | $ –0– | $ 4,000 |
Direct materials | 25,000 | 8,000 |
Direct labor | 8,500 | 7,500 |
Manufacturing overhead | 29,000 | 25,800 |
Costs transferred in | 55,000 |
Instructions
Journalize the April transactions, using April 30 as the date.
April 30 | Work in Process—Cooking | 25,000 | |
Work in Process—Canning | 8,000 | ||
Raw Materials Inventory | 33,000 | ||
30 | Work in Process—Cooking | 8,500 | |
Work in Process—Canning | 7,500 | ||
Factory Labor | 16,000 | ||
30 | Work in Process—Cooking | 29,000 | |
Work in Process—Canning | 25,800 | ||
Manufacturing Overhead | 54,800 | ||
30 | Work in Process—Canning | 55,000 | |
Work in Process—Cooking | 55,000 |
Prepare a production cost report.
2. (LO 3, 4) The Sanding Department of Jo Furniture Company has the following production and manufacturing cost data for March 2025, the first month of operation.
Instructions
Prepare a production cost report for March 2025. All direct materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the process.
Prepare a production cost report and journalize.
(LO 3, 4) Karlene Industries produces plastic ice cube trays in two processes: heating and stamping. All materials are added at the beginning of the Heating Department process, and conversion costs are incurred uniformly throughout the process. Karlene uses the weighted-average method to compute equivalent units of production.
On November 1, the Heating Department had in process 1,000 trays that were 70% complete. During November, it started into production 12,000 trays. On November 30, 2025, 2,000 trays that were 60% complete as to conversion costs were in process.
The following cost information for the Heating Department was also available.
Work in process, November 1: | Costs incurred in November: | |||||
Materials | $ 640 | Direct materials | $3,000 | |||
Conversion costs | 360 | Direct labor | 2,300 | |||
Cost of work in process, Nov. 1 | $1,000 | Manufacturing overhead | 4,050 |
Instructions
Work in Process—Stamping | 9,130 | |
Work in Process—Heating | 9,130 | |
(To record transfer of units to the Stamping Department) |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to this chapter.
1. Identify which costing system—job order or process cost—the following companies would primarily use: (a) Quaker Oats, (b) Jif Peanut Butter, (c) Gulf Craft (luxury yachts), and (d) Warner Bros. Motion Pictures.
2. Contrast the primary focus of job order cost accounting and of process cost accounting.
3. What are the similarities between a job order and a process cost system?
4. Your roommate is confused about the features of process cost accounting. Identify and explain the distinctive features for your roommate.
5. Sam Bowyer believes there are no significant differences in the flow of costs between job order cost accounting and process cost accounting. Is Sam correct? Explain.
6.
7. At Ely Company, overhead is assigned to production departments at the rate of $5 per machine hour. In July, machine hours were 3,000 in the Machining Department and 2,400 in the Assembly Department. Prepare the entry to assign overhead to production.
8. Mark Haley is uncertain about the steps used to prepare a production cost report. State the procedures that are required in the sequence in which they are performed.
9. John Harbeck is confused about computing physical units. Explain to John how physical units to be accounted for and physical units accounted for are determined.
10. What is meant by the term “equivalent units of production”?
11. How are equivalent units of production computed?
12. Coats Company had zero units of beginning work in process. During the period, 9,000 units were completed and transferred out, and there were 600 units of ending work in process. How many units were started into production?
13. Sanchez Co. has zero units of beginning work in process. During the period, 12,000 units were completed and transferred out, and there were 500 units of ending work in process one-fifth complete as to conversion cost and 100% complete as to materials cost. What were the equivalent units of production for (a) materials and (b) conversion costs?
14. Hindi Co. started 3,000 units during the period. Its beginning inventory is 500 units one-fourth complete as to conversion costs and 100% complete as to materials costs. Its ending inventory is 300 units one-fifth complete as to conversion costs and 100% complete as to materials costs. How many units were completed and transferred out this period?
15. Clauss Company completes and transfers out 14,000 units and has 2,000 units of ending work in process that are 25% complete as to conversion costs. Materials are entered at the beginning of the process, and there is no beginning work in process. Assuming unit materials costs of $3 and unit conversion costs of $5, what are the costs to be assigned to units (a) completed and transferred out and (b) in ending work in process?
16.
17. What purposes are served by a production cost report?
18. At Trent Company, there are 800 units of ending work in process that are 100% complete as to materials and 40% complete as to conversion costs. If the unit cost of materials is $3 and the total costs assigned to the 800 units is $6,000, what is the per unit conversion cost?
19. What is the difference between operations costing and a process cost system?
20. How does a company decide whether to use a job order or a process cost system?
*21. Soria Co. started and completed 2,000 units for the period. Its beginning inventory is 800 units 25% complete and its ending inventory is 400 units 20% complete. Soria uses the FIFO method to compute equivalent units. How many units were completed and transferred out this period?
*22. Reyes Company completes and transfers out 12,000 units and has 2,000 units of ending work in process that are 25% complete as to conversion costs. Materials are entered at the beginning of the process, and there is no beginning work in process. Reyes uses the FIFO method to compute equivalent units. Assuming unit materials costs of $3 and unit conversion costs of $7, what are the costs to be assigned to units (a) completed and transferred out and (b) in ending work in process?
Journalize entries for accumulating costs.
BE16.1 (LO 2), AP Warner Company purchases $50,000 of raw materials on account, and it incurs $60,000 of factory labor costs. Journalize the two transactions on March 31, assuming the labor costs are not paid until April.
Journalize the assignment of materials and labor costs.
BE16.2 (LO 2), AP Data for Warner Company are given in BE16.1. Supporting records show that (a) the Assembly Department used $24,000 of direct materials and $35,000 of direct labor, and (b) the Finishing Department used the remainder. Journalize the assignment of the costs to the processing departments on March 31.
Journalize the assignment of overhead costs.
BE16.3 (LO 2), AP Direct labor data for Warner Company are given in BE16.2. Manufacturing overhead is assigned to departments on the basis of 160% of direct labor costs. Journalize the assignment of overhead to the Assembly and Finishing Departments.
Compute equivalent units of production.
BE16.4 (LO 3), AP Goode Company has the following production data for selected months.
Ending Work in Process |
||||||||
Month | Beginning Work in Process | Units Completed and Transferred Out | Units | % Complete as to Conversion Cost | ||||
January | –0– | 35,000 | 10,000 | 40% | ||||
March | –0– | 40,000 | 8,000 | 75 | ||||
July | –0– | 45,000 | 16,000 | 25 |
Compute equivalent units of production for materials and conversion costs, assuming that materials are entered at the beginning of the process and that conversion costs are incurred uniformly throughout the process.
Compute equivalent units of production.
BE16.5 (LO 3), AP The Smelting Department of Kiner Company has the following production data for November.
Compute the equivalent units of production for (a) materials and (b) conversion costs for the month of November.
Compute unit costs of production.
BE16.6 (LO 4), AP In Mordica Company, total materials costs are $33,000, and total conversion costs are $54,000 for June. Equivalent units of production are materials 10,000 and conversion costs 12,000. Compute the unit costs for materials, conversion costs, and total manufacturing costs.
Assign costs to units completed and transferred out and to work in process.
BE16.7 (LO 4), AP Trek Company has the following production data for April: units completed and transferred out 40,000, and ending work in process 5,000 units that are 100% complete for materials and 40% complete for conversion costs. If unit materials cost is $4 and unit conversion cost is $7, determine the costs to be assigned to the units completed and transferred out and the units in ending work in process.
Compute unit costs.
BE16.8 (LO 4), AP Production costs of the Finishing Department in June in Hollins Company are materials $12,000, labor $29,500, and overhead $18,000. Equivalent units of production are materials 20,000 and conversion costs 19,000. Compute the unit costs for materials and conversion costs for June.
Prepare cost reconciliation schedule.
BE16.9 (LO 4), AP Data for Hollins Company are given in BE16.8. Production records indicate that 18,000 units were completed and transferred out, and 2,000 units in ending work in process were 50% complete as to conversion costs and 100% complete as to materials. Prepare the “costs accounted for” section of a cost reconciliation schedule.
Assign costs to units completed and transferred out and to work in process.
*BE16.10 (LO 5), AP Pix Company has the following production data for March 2025: no beginning work in process, units started and completed 30,000, and ending work in process 5,000 units that are 100% complete for materials and 40% complete for conversion costs. Pix uses the FIFO method to compute equivalent units. If unit materials cost is $6 and unit conversion cost is $10, determine the costs to be assigned to the units completed and transferred out and the units in ending work in process. The total costs to be assigned are $530,000.
Prepare a partial production cost report using the FIFO method.
*BE16.11 (LO 5), AP Using the data in BE16.10, prepare the “costs accounted for” section of the production cost report for Pix Company using the FIFO method.
Compare job order and process cost systems.
DO IT! 16.1 (LO 1), C Indicate whether each of the following statements is true or false.
Assign and journalize manufacturing costs.
DO IT! 16.2 (LO 2), AP Kopa Company manufactures CH-21 through two processes: mixing and packaging. In July, the following costs were assigned.
Mixing | Packaging | |||
Direct materials used | $10,000 | $28,000 | ||
Direct labor costs | 8,000 | 36,000 | ||
Manufacturing overhead costs | 12,000 | 54,000 |
Units completed at a cost of $21,000 in the Mixing Department are transferred to the Packaging Department. Units completed at a cost of $106,000 in the Packaging Department are transferred to Finished Goods. Journalize the assignment of these costs to the two processes and the transfer of units as appropriate.
Compute equivalent units.
DO IT! 16.3 (LO 3), AP The Assembly Department for Right Pens has the following production data for the current month.
Beginning Work in Process |
Units Completed and Transferred Out |
Ending Work in Process |
||
–0– | 20,000 | 10,000 |
Materials are entered at the beginning of the process. The ending work in process units are 70% complete as to conversion costs. Compute the equivalent units of production for (a) materials and (b) conversion costs.
Prepare cost reconciliation schedule.
DO IT! 16.4 (LO 4), AP In March, Kelly Company had the following unit production costs: materials $10 and conversion costs $8. On March 1, it had no work in process. During March, Kelly completed and transferred out 22,000 units. As of March 31, 4,000 units that were 40% complete as to conversion costs and 100% complete as to materials were in ending work in process.
Understand process cost accounting.
E16.1 (LO 1), C Robert Wilkins has prepared the following list of statements about process cost accounting.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Journalize transactions.
E16.2 (LO 2), AP Harrelson Company manufactures pizza sauce through two production departments: Cooking and Canning. In each process, materials and conversion costs are incurred evenly throughout the process. For the month of April, the work in process inventory accounts show the following debits.
Cooking | Canning | |||
Beginning work in process | $–0– | $ 4,000 | ||
Direct materials | 21,000 | 9,000 | ||
Direct labor | 8,500 | 7,000 | ||
Manufacturing overhead | 31,500 | 25,800 | ||
Costs transferred in | 53,000 |
Instructions
Journalize the April transactions, using April 30 as the date.
Answer questions on costs and production.
E16.3 (LO 2, 3, 4), AP The ledger of American Company has the following work in process inventory account.
Work in Process—Painting | |||||
5/1 | Balance | 3,590 | 5/31 | Completed and transferred out | ? |
5/31 | Direct materials | 5,160 | |||
5/31 | Direct labor | 2,530 | |||
5/31 | Manufacturing overhead | 1,380 | |||
5/31 | Balance | ? |
Production records show that there were 400 units in the beginning inventory, 30% complete, 1,600 units started into production, and 1,700 units completed and transferred out. The beginning work in process had materials cost of $2,040 and conversion costs of $1,550. The units in ending inventory were 40% complete as to conversion costs. Materials are entered at the beginning of the painting process, and conversion costs are incurred uniformly throughout the process.
Instructions
Journalize transactions for two processes.
E16.4 (LO 2), AP Schrager Company has two production departments: Cutting and Assembly. July 1 inventories are Raw Materials $4,200, Work in Process—Cutting $2,900, Work in Process—Assembly $10,600, and Finished Goods $31,000. During July, the following transactions occurred.
Instructions
Journalize the transactions. (Omit explanations and dates.)
Compute physical units and equivalent units of production.
E16.5 (LO 3, 4), AP In Shady Company, materials are entered at the beginning of each process, and conversion costs are incurred uniformly throughout the process. Work in process inventories, with the percentage of work done on conversion costs, and production data for its Sterilizing Department in selected months during 2025 are as follows.
Beginning Work in Process |
Ending Work in Process |
|||||||||
Month | Units | Conversion Cost% | Units Completed and Transferred Out | Units | Conversion Cost% | |||||
January | –0– | — | 11,000 | 2,000 | 60 | |||||
March | –0– | — | 12,000 | 3,000 | 30 | |||||
May | –0– | — | 14,000 | 7,000 | 80 | |||||
July | –0– | — | 10,000 | 1,500 | 40 |
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16.6 (LO 3, 4), AP The Cutting Department of Cassel Company has the following production and cost data for July.
Production | Costs | ||
|
Beginning work in process | $ –0– | |
|
Direct materials | 45,000 | |
Direct labor | 16,200 | ||
Manufacturing overhead | 18,300 |
Materials are entered at the beginning of the process. Conversion costs are incurred uniformly throughout the process.
Instructions
Prepare a production cost report.
E16.7 (LO 3, 4), AP The Sanding Department of Quik Furniture Company has the following production and manufacturing cost data for March 2025, the first month of operation.
Instructions
Prepare a production cost report.
Determine equivalent units, unit costs, and assignment of costs.
E16.8 (LO 3, 4), AP The Blending Department of Luongo Company has the following cost and production data for the month of April.
Costs: | |
Work in process, April 1 | |
Direct materials: 100% complete | $100,000 |
Conversion costs: 20% complete | 70,000 |
Cost of work in process, April 1 | $170,000 |
Costs incurred during production in April | |
Direct materials | $ 800,000 |
Conversion costs | 365,000 |
Costs incurred in April | $1,165,000 |
Units completed and transferred out totaled 17,000. Ending work in process was 1,000 units that are 100% complete as to materials and 40% complete as to conversion costs.
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16.9 (LO 3, 4), AP Baden Company has gathered the following information.
Units in beginning work in process | –0– |
Units started into production | 36,000 |
Units in ending work in process | 6,000 |
Percent complete in ending work in process: | |
Conversion costs | 40% |
Materials | 100% |
Costs incurred: | |
Direct materials | $72,000 |
Direct labor | $61,000 |
Overhead | $101,000 |
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16.10 (LO 3, 4), AP Overton Company has gathered the following information. All materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the process.
Units in beginning work in process | 20,000 |
Units started into production | 164,000 |
Units in ending work in process | 24,000 |
Percent complete in ending work in process: | |
Conversion costs | 60% |
Materials | 100% |
Cost of beginning work in process, plus costs incurred during the period: | |
Direct materials | $101,200 |
Direct labor | $164,800 |
Overhead | $184,000 |
Instructions
Compute equivalent units, unit costs, and costs assigned.
E16.11 (LO 3, 4), AP The Polishing Department of Major Company has the following production and manufacturing cost data for September. All materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the process.
Instructions
Explain the production cost report.
E16.12 (LO 4), S David Skaros has recently been promoted to production manager. He has just started to receive various managerial reports, including the production cost report that you prepared. It showed that his department had 2,000 equivalent units in ending inventory. His department has had a history of not keeping enough inventory on hand to meet demand. He has come to you, very angry, and wants to know why you credited him with only 2,000 units when he knows he had at least twice that many on hand.
Instructions
Explain to him why his production cost report showed only 2,000 equivalent units in ending inventory. Write an informal memo. Be kind and explain very clearly why he is mistaken.
Prepare a production cost report.
E16.13 (LO 3, 4), AP The Welding Department of Healthy Company has the following production and manufacturing cost data for February 2025. All materials are added at the beginning of the process.
Manufacturing Costs | Production Data | ||||
Beginning work in process | Beginning work in process | 15,000 units | |||
Materials | $18,000 | Units completed and transferred out | 55,000 | ||
Conversion costs | 14,175 | $ 32,175 | Units started in production | 51,000 | |
Costs added during month | Ending work in process | 11,000 units | |||
Direct materials | 180,000 | ||||
Direct labor | 67,380 | ||||
Manufacturing overhead | 61,445 | ||||
$341,000 |
Instructions
Beginning work in process and ending work in process were 10% and 20% complete with respect to conversion costs, respectively. Prepare a production cost report for the Welding Department for the month of February.
Determine equivalent units, unit costs, and assignment of costs.
*E16.14 (LO 5), AP The Cutting Department of Lasso Company has the following production and cost data for August.
Production | Costs | ||
|
Beginning work in process | $ –0– | |
|
Costs added during month | ||
Direct materials | 45,000 | ||
Direct labor | 13,600 | ||
Manufacturing overhead | 16,100 |
Materials are entered at the beginning of the process. Conversion costs are incurred uniformly during the process. Lasso Company uses the FIFO method to compute equivalent units.
Instructions
Compute equivalent units, unit costs, and costs assigned.
*E16.15 (LO 5), AP The Smelting Department of Polzin Company has the following production and cost data for September.
Polzin uses the FIFO method to compute equivalent units. All direct materials are added at the beginning of the process. Conversion costs are incurred uniformly throughout the process.
Instructions
Answer questions on costs and production.
*E16.16 (LO 5), AP The ledger of Hasgrove Company has the following work in process inventory account.
Work in Process—Painting | ||||||||||
3/1 | Balance | 3,680 | 3/31 | Completed and transferred out | ? | |||||
3/31 | Direct materials | 6,600 | ||||||||
3/31 | Direct labor | 2,400 | ||||||||
3/31 | Manufacturing overhead | 1,150 | ||||||||
3/31 | Balance | ? |
Production records show that there were 800 units in the beginning inventory, 30% complete, 1,100 units started, and 1,500 units completed and transferred out. The units in ending inventory were 40% complete. Materials are added at the beginning of the painting process, and conversion costs are incurred uniformly throughout the process. Hasgrove uses the FIFO method to compute equivalent units.
Instructions
Answer the following questions.
Prepare a production cost report for a second process.
*E16.17 (LO 5), AP The Welding Department of Majestic Company has the following production and manufacturing cost data for February 2025. All materials are added at the beginning of the process, and conversion costs are incurred uniformly throughout the process. Majestic uses the FIFO method to compute equivalent units of production.
Manufacturing Costs | Production Data | |||||
Beginning work in process | $ 32,175 | Beginning work in process | 15,000 units | |||
Costs added during month | Units completed and transferred out | 54,000 | ||||
Direct materials | 192,000 | Units started in production | 64,000 | |||
Direct labor | 35,100 | Ending work in process | 25,000 units | |||
Manufacturing overhead | 68,400 |
Instructions
Beginning work in process and ending work in process were 10% and 20% complete with respect to conversion costs, respectively. Prepare a production cost report for the Welding Department for February 2025.
Journalize transactions.
P16.1 (LO 2), AP Fire Out Company manufactures its product, Vitadrink, through two manufacturing processes: Mixing and Packaging. All materials are added at the beginning of each process, and conversion costs are incurred uniformly throughout the process. On October 1, 2025, inventories consisted of Raw Materials $26,000, Work in Process—Mixing $0, Work in Process—Packaging $250,000, and Finished Goods $289,000. The beginning inventory for Packaging consisted of 10,000 units that were 50% complete as to conversion costs and fully complete as to materials. During October, 50,000 units were started into production in the Mixing Department, and the following transactions were completed.
Instructions
Journalize the October transactions.
Complete four steps necessary to prepare a production cost report.
P16.2 (LO 3, 4), AP Rosenthal Company manufactures bowling balls through two processes: Molding and Packaging. In the Molding Department, the urethane, rubber, plastics, and other materials are molded into bowling balls. In the Packaging Department, the balls are placed in cartons and sent to the finished goods warehouse. All materials are added at the beginning of each process. Labor and manufacturing overhead are incurred uniformly throughout each process. Production and cost data for the Molding Department during June 2025 are presented below.
Production Data | June | |
Beginning work in process units | –0– | |
Units started into production | 22,000 | |
Ending work in process units | 2,000 | |
Percent complete as to conversion—ending inventory | 40% | |
Cost Data | ||
Direct materials used in June | $198,000 | |
Direct labor incurred in June | 53,600 | |
Manufacturing overhead assigned in June | 112,800 | |
Total | $364,400 |
Instructions
Compute the unit costs of production.
c. Materials $9.00
CC $8.00
Determine the costs to be assigned to the units completed and transferred out and to work in process for June.
d. Completed and transferred out $340,000
Ending WIP $ 24,400
Complete four steps necessary to prepare a production cost report.
P16.3 (LO 3, 4), AP Thakin Industries Inc. manufactures dorm furniture in separate processes. In each process, materials are added at the beginning, and conversion costs are incurred uniformly. Production and cost data for the first process in making a product are as follows.
Production Data—July | Cutting Department T12-Tables | |
Work in process units, July 1 | –0– | |
Units started into production | 20,000 | |
Work in process units, July 31 | 3,000 | |
Work in process percent complete as to conversion, July 31 | 60% | |
Cost Data—July | ||
Work in process, July 1 | $–0– | |
Direct materials used in July | 380,000 | |
Direct labor incurred in July | 234,400 | |
Manufacturing overhead assigned in July | 104,000 | |
Total | $718,400 |
Instructions
Determine the unit costs of production for July.
a. 3. Materials $19
CC $18
Show the assignment of costs to units completed and transferred out and to work in process for July.
4. Completed and transferred out $629,000
Ending WIP $ 89,400
Assign costs and prepare production cost report.
P16.4 (LO 3, 4), AP Rivera Company has several processing departments. Costs to be accounted for in the Assembly Department for November 2025 totaled $2,280,000 as follows.
Work in process, November 1 | ||
Materials | $79,000 | |
Conversion costs | 48,150 | $ 127,150 |
Direct materials added during November | 1,589,000 | |
Direct labor incurred during November | 225,920 | |
Manufacturing overhead assigned during November | 337,930 | |
$2,280,000 |
Production records show that 35,000 units were in beginning work in process 30% complete as to conversion costs, 660,000 units were started into production, and 25,000 units were in ending work in process 40% complete as to conversion costs. Materials are added at the beginning of each process, and conversion costs are incurred uniformly throughout the process.
Instructions
Determine the assignment of costs to goods completed and transferred out and to work in process for November.
b. Completed and transferred out $2,211,000
Ending WIP $ 69,000
Determine equivalent units and unit costs and assign costs.
P16.5 (LO 3, 4), AP Polk Company manufactures basketballs. The first step is the production of internal rubber bladders. Materials are added at the beginning of the production process, and conversion costs are incurred uniformly. Production and cost data for the Bladder Department for July 2025 are as follows.
Production Data—Basketballs | Units | Percentage Complete | |||||
Work in process units, July 1 | 500 | 60% | |||||
Units started into production | 1,000 | ||||||
Work in process units, July 31 | 600 | 40% | |||||
Cost Data—Basketballs | |||||||
Work in process, July 1 | |||||||
Materials | $750 | ||||||
Conversion costs | 600 | $1,350 | |||||
Costs added during July | |||||||
Direct materials | 2,400 | ||||||
Direct labor | 1,580 | ||||||
Manufacturing overhead | 1,240 |
Instructions
The unit costs of production for materials and conversion costs.
a. 2. Materials $2.10
The assignment of costs to units completed and transferred out and to work in process at the end of the accounting period.
3. Completed and transferred out $4,590
Ending WIP $1,980
Compute equivalent units and complete production cost report.
P16.6 (LO 3, 4), AP Hamilton Processing Company uses the weighted-average method and manufactures a single product—an industrial carpet shampoo used by many universities. The manufacturing activity for the month of October has just been completed. A partially completed production cost report for the month of October for the Mixing and Cooking Department is as follows. Beginning work in process is 100% complete for direct materials and 70% complete for conversion costs. Ending work in process is 60% complete for direct materials and 40% complete for conversion costs.
Instructions
Prepare a schedule that shows how the equivalent units were computed so that you can complete the “Quantities: Units accounted for” equivalent units section shown in the production cost report, and compute October unit costs.
a. Materials $1.60
Complete the production cost report for October 2025.
b. Completed and transferred out $282,000
Ending WIP $ 63,000
Determine equivalent units and unit costs and assign costs for processes; prepare production cost report.
*P16.7 (LO 5), AP Owen Company manufactures bicycles and tricycles. For both products, materials are added at the beginning of the production process, and conversion costs are incurred uniformly. Owen Company uses the FIFO method to compute equivalent units. Production and cost data for the Assembly Department for March are as follows.
Production Data—Bicycles | Units | Percentage Complete as to Conversion Costs |
||
Work in process units, March 1 | 200 | 80% | ||
Units started into production | 1,000 | |||
Work in process units, March 31 | 300 | 40% | ||
Cost Data—Bicycles | ||||
Work in process, March 1 | $19,280 | |||
Costs added during March | ||||
Direct materials | 50,000 | |||
Direct labor | 25,900 | |||
Manufacturing overhead | 30,000 | |||
Production Data—Tricycles | Units | Percentage Complete as to Conversion Costs |
||
Work in process units, March 1 | 100 | 75% | ||
Units started into production | 1,000 | |||
Work in process units, March 31 | 60 | 25% | ||
Cost Data—Tricycles | ||||
Work in process, March 1 | $ 6,125 | |||
Costs added during March | ||||
Direct materials | 30,000 | |||
Direct labor | 14,300 | |||
Manufacturing overhead | 20,000 |
Instructions
The equivalent units of production for materials and conversion costs.
a. Bicycles:
1. Materials 1,000
The unit costs of production for materials and conversion costs.
2. Materials $50
The assignment of costs to units completed and transferred out and to work in process at the end of the accounting period.
3. Completed and transferred out $102,380
Ending WIP $22,800
CD16 Building a kayak using the composite method is a very labor-intensive process. In the Fabrication Department, the kayaks go through several steps as employees carefully place layers of Kevlar® in a mold and then use resin to fuse together the layers. The excess resin is removed with a vacuum process, and the upper shell and lower shell are removed from the molds and assembled. The seat, hatch, and other components are added in the Finishing Department.
At the beginning of April, Current Designs had 30 kayaks in process in the Fabrication Department. Rick Thrune, the production manager, estimated that about 80% of the materials costs had been added to these boats, which were about 50% complete with respect to the conversion costs. The cost of this inventory had been calculated to be $8,400 in materials and $9,000 in conversion costs.
During April, 72 boats were started into production. At the end of the month, the 35 kayaks in the ending inventory were 20% complete as to materials and 40% complete as to conversion costs.
A review of the accounting records for April showed that materials with a cost of $17,500 had been requisitioned by the Fabrication Department and that the conversion costs for the month were $39,600.
Instructions
Complete a production cost report for April 2025 for the Fabrication Department using the weighted-average method. Direct materials and conversion costs are incurred uniformly throughout the process.
(Note: This is a continuation of the Waterways case from Chapters 14–15.)
WC16 Because most of the parts for its irrigation systems are standard, Waterways handles the majority of its manufacturing as a process cost system. There are multiple process departments. Three of these departments are the Molding, Cutting, and Welding Departments. All items eventually end up in the Packaging Department, which prepares items for sale in kits or individually. This case asks you to help Waterways calculate equivalent units and prepare a production cost report.
Go to Wiley Course Resources for complete case details and instructions.
CT16.1 Florida Beach Company manufactures sunscreen, called NoTan, in 11-ounce plastic bottles. NoTan is sold in a competitive market. As a result, management is very cost-conscious. NoTan is manufactured through two processes: mixing and filling. Materials are added at the beginning of each process, and labor and manufacturing overhead occur uniformly throughout each process. Unit costs are based on the cost per gallon of NoTan using the weighted-average method.
On June 30, 2025, Mary Ritzman, the chief accountant for the past 20 years, opted to take early retirement. Her replacement, Joe Benili, had extensive accounting experience with motels in the area but only limited contact with manufacturing accounting. During July, Joe correctly accumulated the following production quantity and cost data for the Mixing Department.
Production quantities: Work in process, July 1, 8,000 gallons 75% complete as to conversion costs; started into production 100,000 gallons; work in process, July 31, 5,000 gallons 20% complete. All materials are added at the beginning of the process.
Production costs: Beginning work in process $88,000, comprised of $21,000 of materials costs and $67,000 of conversion costs; incurred in July: materials $573,000, conversion costs $765,000.
Joe then prepared a production cost report on the basis of physical units started into production. His report showed a unit manufacturing cost of $14.26 per gallon of NoTan. The management of Florida Beach was surprised at the high unit cost. The president comes to you, as Mary’s top assistant, to review Joe’s report and prepare a correct report if necessary.
Instructions
With the class divided into groups, answer the following questions.
CT16.2 Harris Furniture Company manufactures living room furniture through two departments: Framing and Upholstering. Materials are added at the beginning of each process, and conversion costs are incurred uniformly throughout the process. For May, the following cost data are obtained from the two work in process inventory accounts.
Framing | Upholstering | |
Work in process, May 1 | $–0– | $? |
Materials | 450,000 | ? |
Conversion costs | 261,000 | 330,000 |
Costs transferred in | –0– | 600,000 |
Costs completed and transferred out | 600,000 | ? |
Work in process, May 31 | 111,000 | ? |
Instructions
Answer the following questions using the weighted-average method.
CT16.3 Paintball is now played around the world. The process of making paintballs is actually quite similar to the process used to make certain medical pills. In fact, paintballs were previously often made at the same factories that made pharmaceuticals.
Instructions
Do an Internet search on “video of paintball production,” view that video, and then complete the following.
CT16.4 Diane Barone was a good friend of yours in high school and is from your home town. While you chose to major in accounting when you both went away to college, she majored in marketing and management. You are now the accounting manager for the Snack Foods Division of Melton Enterprises. Your friend Diane was promoted to regional sales manager for the same division of Melton. Diane recently telephoned you. She explained that she was familiar with job cost sheets, which had been used by the Special Projects Division where she had formerly worked. She was, however, very uncomfortable with the production cost reports prepared by your division. She emailed you a list of her particular questions:
Instructions
Prepare a memo to Diane. Answer her questions and include any additional information you think would be helpful. You may write informally but do use proper grammar and punctuation.
CT16.5 R. B. Dillman Company manufactures a high-tech component used in Bluetooth speakers that passes through two production processing departments, Molding and Assembly. Department managers are partially compensated on the basis of units of product completed and transferred out relative to units of product put into production. This was intended as encouragement to be efficient and to minimize waste.
Jan Wooten is the department head in the Molding Department, and Tony Ferneti is her quality control inspector. During the month of June, Jan hired three new employees who were not yet technically skilled. As a result, many of the units produced in June had minor molding defects. In order to maintain the department’s normal high rate of completion, Jan told Tony to pass through inspection and on to the Assembly Department all units that had defects nondetectable to the human eye. “Company and industry tolerances on this product are too high anyway,” says Jan. “Less than 2% of the units we produce are subjected in the market to the stress tolerance we’ve designed into them. The odds of those 2% being any of this month’s units are even less. Anyway, we’re saving the company money.”
Instructions
CT16.6 When an oil refinery in Texas City, Texas, on the Houston Ship Channel exploded, it killed 15 people and sent a plume of smoke hundreds of feet into the air. The blast started as a fire in the section of the factory that increased the octane of the gasoline that was produced at the refinery. The Houston Ship Channel is the main waterway that allows commerce to flow from the Gulf of Mexico into Houston.
The Texas Commission on Environmental Quality expressed concern about the release of nitrogen oxides, benzene, and other known carcinogens as a result of the blast. Neighbors of the factory complained that the factory had been emitting carcinogens for years and that the regulators had ignored their complaints about emissions and unsafe working conditions.
Instructions
Answer the following questions.
As the following Feature Story describes, the cost accounting system used by companies such as Jones Soda is process cost accounting. In contrast to job order cost accounting, which focuses on the individual job, process cost accounting focuses on the processes involved in mass-producing products that are identical or very similar in nature. The primary objective of this chapter is to explain and illustrate process costing.
It isn’t easy for a small company to get a foothold in the bottled beverage business. The giants, The Coca-Cola Company and PepsiCo Inc., vigilantly defend their turf, constantly watching for new trends and opportunities. It is nearly impossible to get shelf space in stores, and consumer tastes can change faster than a bottle of soda can lose its fizz. But Jones Soda Co., headquartered in Seattle, has overcome these and other obstacles to make a name for itself. Its corporate motto is, “Run with the little guy … create some change.”
The company started as a Canadian distributor of other companies’ beverages. Soon, it decided to make its own products under the corporate name Urban Juice and Soda Company. Eventually, its name changed to Jones Soda—the name of its most popular product. From the very start, Jones Soda was different. It sold soda from machines placed in tattoo parlors and piercing shops, and it sponsored a punk rock band as well as surfers and snowboarders. At one time, the company’s product was the official drink at the Seattle Seahawks‘ stadium and was served on Alaskan Airlines.
Today, Jones Soda makes a wide variety of products: soda-flavored candy, energy drinks, and product-promoting gear that includes t-shirts, sweatshirts, caps, shorts, and calendars. Its most profitable product is still its multi-flavored, pure cane soda with its creative labeling. If you’ve seen Jones Soda on a store shelf, then you know that it appears to have an infinite variety of labels. The bottle labels are actually created by customers and submitted on the company’s website. If you would like some soda with a custom label of your own, you can design and submit a label and order a 12-pack.
Because Jones Soda has a dizzying array of product variations, keeping track of costs is of vital importance. No matter how good your products are, if you don’t keep your costs under control, you are likely to fail. Jones Soda’s managers need accurate cost information regarding each primary product and each variation to ensure profitability. So while its marketing approach differs dramatically from the giants, Jones Soda needs the same kind of cost information as the big guys.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
LO 1 Discuss the uses of a process cost system and how it compares to a job order system. |
|
DO IT! 1 Compare Job Order and Process Cost Systems |
LO 2 Explain the flow of costs in a process cost system and how to record the assignment of manufacturing costs. |
|
DO IT! 2 Manufacturing Costs in Process Costing |
LO 3 Compute equivalent units. |
|
DO IT! 3 Equivalent Units |
LO 4 Complete the four steps to prepare a production cost report. |
|
DO IT! 4 Cost Reconciliation Schedule |
Go to the Review and Practice section at the end of the chapter for a review of key concepts and practice applications with solutions. Visit WileyPLUS for additional tutorials and practice opportunities. |
Companies use process cost systems to apply costs to similar products that are mass-produced in a continuous fashion. Jones Soda Co. uses a process cost system as follows.
A company such as United States Steel uses process costing in the manufacturing of steel. Kellogg and General Mills use process costing for cereal production; ExxonMobil uses process costing for its oil refining. Sherwin Williams uses process costing for its paint products. At a bottling company like Jones Soda, the manufacturing process is as follows.
Illustration 16A.1 shows this process.
ILLUSTRATION 16A.1 Manufacturing processes
For Jones Soda, as well as the other companies just mentioned, once production begins, it continues until the finished product emerges. Each unit of finished product is like every other unit.
In comparison, a job order cost system assigns costs to a specific job. Examples are the construction of a customized home, the making of a movie, or the manufacturing of a specialized machine. Illustration 16A.2 provides examples of companies that primarily use either a process cost system or a job order cost system.
ILLUSTRATION 16A.2 Process cost and job order cost companies and products
When considering service companies, you might initially think of specific, nonroutine tasks, such as rebuilding an automobile engine, consulting on a business acquisition, or defending a major lawsuit. However, many service companies perform repetitive, routine work. For example, Jiffy Lube regularly performs oil changes. H&R Block focuses on the routine aspects of basic tax practice.
In a job order cost system, companies assign costs to each job. In a process cost system, companies track costs through a series of connected manufacturing processes or departments, rather than by individual jobs. Thus, companies use process cost systems when they produce a large volume of uniform or relatively homogeneous products. Illustration 16A.3 shows the basic flow of costs in these two systems.
The following analysis highlights the basic similarities and differences between these two systems.
Job order cost and process cost systems are similar in three ways:
ILLUSTRATION 16A.3 Job order cost and process cost flow
The differences between a job order cost and a process cost system are as follows.
Illustration 16A.4 summarizes the major differences between a job order cost and a process cost system.
ILLUSTRATION 16A.4 Job order versus process cost systems
Illustration 16A.5 shows the flow of costs in the process cost system for Tyler Company. Tyler manufactures roller blade and skateboard wheels that it sells to manufacturers and retail outlets. Manufacturing consists of two processes: machining and assembly. The Machining Department shapes, hones, and drills the raw materials. The Assembly Department assembles and packages the wheels.
ILLUSTRATION 16A.5 Flow of costs in process cost system
As the flow of costs indicates, the company can add materials, labor, and manufacturing overhead in both the Machining and Assembly Departments. When it finishes its work, the Machining Department transfers the partially completed units to the Assembly Department. The Assembly Department finishes the goods and then transfers them to the finished goods inventory. Upon sale, Tyler removes the goods from the finished goods inventory. Within each department, a similar set of activities is performed on each unit processed.
As indicated, the accumulation of the costs of materials, labor, and manufacturing overhead is the same in a process cost system as in a job order cost system. That is, both systems follow these procedures:
However, the assignment of the three manufacturing cost elements to Work in Process in a process cost system is different from a job order cost system. Here we’ll look at how companies assign these manufacturing cost elements in a process cost system.
All raw materials issued for production are a materials cost to the producing department. A process cost system may use materials requisition slips, but it generally requires fewer requisitions than in a job order cost system. The materials are used for processes rather than for specific jobs and therefore typically are for larger quantities.
For example, in the manufacture of Hershey candy bars, the chocolate and other ingredients are added at the beginning of the first process, and the wrappers and cartons are added at the end of the packaging process. Tyler Company adds materials at the beginning of each process. Suppose at the beginning of the current period that Tyler adds $50,000 of direct materials to the machining process and $20,000 of direct materials to the assembly process. It reduces Raw Materials Inventory by $70,000 ($50,000 + $20,000), increases Work in Process—Machining by $50,000, and increases Work in Process—Assembly by $20,000 as shown in Illustration 16A.6.
ILLUSTRATION 16A.6 Recording direct materials costs
MANUFACTURING COSTS | WORK IN PROCESS | |||||
---|---|---|---|---|---|---|
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | ||
Direct materials | −$70,000 | +$50,000 | +$20,000 | |||
Balance | $50,000 | $20,000 |
In a process cost system, as in a job order cost system, companies may use time tickets to determine the cost of labor assignable to production departments. Since they assign labor costs to a process rather than a job, they can obtain, from the payroll register or departmental payroll summaries, the labor cost chargeable to a process.
Suppose that Tyler Company incurs factory labor charges of $20,000 in the machining process and $13,000 in the assembly process. To assign these labor costs, it reduces Factory Labor by $33,000 ($20,000 + $13,000), increases Work in Process—Machining by $20,000, and increases Work in Process—Assembly by $13,000 as shown in Illustration 16A.7.
ILLUSTRATION 16A.7 Recording factory labor costs
MANUFACTURING COSTS | WORK IN PROCESS | |||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | ||
Balance | $50,000 | $20,000 | ||||
Factory labor | −$33,000 | +20,000 | +13,000 | |||
Balance | $70,000 | $33,000 |
The objective in assigning overhead in a process cost system is to allocate the overhead costs to the production departments on an objective and equitable basis. That basis is the activity that “drives” or causes the costs. A primary driver of overhead costs in continuous manufacturing operations is machine time used, not direct labor. Thus, companies widely use machine hours in allocating manufacturing overhead costs using predetermined overhead rates. Assume that based on machine hours Tyler Company allocates overhead of $45,000 to the machining process and $17,000 to the assembly process. To assign these overhead costs, it reduces Manufacturing Overhead by $62,000 ($45,000 + $17,000), increases Work in Process—Machining by $45,000, and increases Work in Process—Assembly by $17,000 as shown in Illustration 16A.8.
ILLUSTRATION 16A.8 Assigning manufacturing overhead
MANUFACTURING COSTS | WORK IN PROCESS | |||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | ||
Balance | $ 70,000 | $33,000 | ||||
Manufacturing overhead | −$62,000 | +45,000 | +17,000 | |||
Balance | $115,000 | $50,000 |
Suppose Tyler transfers goods with a recorded cost of $87,000 from machining to assembly. It decreases Work in Process—Machining and increases Work in Process—Assembly by $87,000 as shown in Illustration 16A.9.
ILLUSTRATION 16A.9 Transferring costs from machining to assembly
MANUFACTURING COSTS | WORK IN PROCESS | |||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | ||
Balance | $115,000 | $ 50,000 | ||||
Transfer from machining to assembly | −87,000 | +87,000 | ||||
Balance | $ 28,000 | $137,000 |
Suppose the Assembly Department completes units with a recorded cost of $114,000 and then transfers them to the finished goods warehouse. It decreases Work in Process—Assembly by $114,000 and increases Finished Goods Inventory by $114,000 as shown in Illustration 16A.10.
ILLUSTRATION 16A.10 Transferring costs from assembly to finished goods
MANUFACTURING COSTS | WORK IN PROCESS | |||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | FINISHED GOODS INVENTORY | |||
Balance | $28,000 | $137,000 | ||||||
Transfer from assembly to finished goods inventory | −114,000 | +$114,000 | ||||||
Balance | $28,000 | $ 23,000 | $114,000 |
Suppose Tyler Company sells finished good with a recorded cost of $27,000. It records the cost of goods sold by decreasing Finished Goods Inventory and increasing Cost of Goods Sold by $27,000 as shown in Illustration 16A.11.
ILLUSTRATION 16A.11 Recording cost of goods sold
MANUFACTURING COSTS | WORK IN PROCESS | |||||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Machining | Assembly | FINISHED GOODS INVENTORY | COST OF GOODS SOLD | ||||
Balance | $28,000 | $23,000 | $114,000 | |||||||
Record cost of goods sold | −27,000 | +$27,000 | ||||||||
Balance | $28,000 | $23,000 | $ 87,000 | $27,000 |
Suppose you have a work-study job in the office of your college’s president, and she asks you to compute the cost of instruction per full-time equivalent student at your college. The college’s vice president for finance provides the information shown in Illustration 16A.12.
ILLUSTRATION 16A.12 Information for full-time student example
Costs: | |
Total cost of instruction | $9,000,000 |
Student population: | |
Full-time students | 900 |
Part-time students | 1,000 |
Part-time students take 60% of the classes of a full-time student during the year. Illustration 16A.13 shows how to compute the number of full-time equivalent students per year.
ILLUSTRATION 16A.13 Full-time equivalent unit computation
Full-Time Students | + | Equivalent Units of Part-Time Students | = | Full-Time Equivalent Students |
---|---|---|---|---|
900 | + | (1,000 × 60%) | = | 1,500 |
The cost of instruction per full-time equivalent student is therefore the total cost of instruction ($9,000,000) divided by the number of full-time equivalent students (1,500), which is $6,000 ($9,000,000 ÷ 1,500).
A process cost system uses the same idea, called equivalent units of production.
The formula to compute equivalent units of production is shown in Illustration 16A.14.
ILLUSTRATION 16A.14 Equivalent units of production formula
Units Completed and Transferred Out | + | Equivalent Units of Ending Work in Process | = | Equivalent Units of Production |
---|
To better understand the concept of equivalent units, consider the following two separate examples.
Example 1. In a specific period, the entire output of Sullivan Company’s Blending Department consists of ending work in process of 4,000 units which are 60% complete as to materials, labor, and overhead. The equivalent units of production for the Blending Department are therefore 2,400 units (4,000 × 60%).
Example 2. The output of Kori Company’s Packaging Department during the period consists of 10,000 units completed and transferred out, and 5,000 units in ending work in process which are 70% completed. The equivalent units of production are therefore 13,500 [10,000 + (5,000 × 70%)].
This method of computing equivalent units is referred to as the weighted-average method. It considers the degree of completion (weighting) of the units completed and transferred out and the ending work in process.
Kellogg Company has produced Eggo® Waffles since 1970. Three departments produce these waffles: Mixing, Baking, and Freezing/Packaging. The Mixing Department combines dry ingredients, including flour, salt, and baking powder, with liquid ingredients, including eggs and vegetable oil, to make waffle batter. Illustration 16A.15 provides information related to the Mixing Department at the end of June. Note that separate unit cost computations are needed for materials and conversion costs whenever the two types of costs do not occur in the process at the same time.
Illustration 16A.15 indicates that the beginning work in process is 100% complete as to materials cost and 70% complete as to conversion costs (see Ethics Note). Conversion costs are the sum of labor costs and overhead costs. In other words, Kellogg adds both the dry and liquid ingredients (materials) at the beginning of the waffle-making process, and the conversion costs (labor and overhead) related to the mixing of these ingredients are incurred uniformly and are 70% complete. The ending work in process is 100% complete as to materials cost and 60% complete as to conversion costs.
ILLUSTRATION 16A.15 Information for Mixing Department
Mixing Department | |||
---|---|---|---|
Percentage Complete | |||
Physical Units | Materials | Conversion Costs | |
Work in process, June 1 | 100,000 | 100% | 70% |
Started into production | 800,000 | ||
Total units to be accounted for | 900,000 | ||
Units transferred out | 700,000 | ||
Work in process, June 30 | 200,000 | 100% | 60% |
Total units accounted for | 900,000 | ||
We then use the Mixing Department information to determine equivalent units.
Illustration 16A.16 shows these computations.
ILLUSTRATION 16A.16 Computation of equivalent units—Mixing Department
Mixing Department | ||
---|---|---|
Equivalent Units | ||
Materials | Conversion Costs | |
Units transferred out | 700,000 | 700,000 |
Work in process, June 30 | ||
200,000 × 100% | 200,000 | |
200,000 × 60% | 120,000 | |
Total equivalent units | 900,000 | 820,000 |
We can refine the earlier formula used to compute equivalent units of production (Illustration 16A.14) to show the computations for materials and for conversion costs, as shown in Illustration 16A.17.
ILLUSTRATION 16A.17 Refined equivalent units of production formulas
Units Completed and Transferred Out—Materials | + | Equivalent Units of Ending Work in Process—Materials | = | Equivalent Units of Production—Materials |
---|---|---|---|---|
Units Completed and Transferred Out—Conversion Costs | + | Equivalent Units of Ending Work in Process—Conversion Costs | = | Equivalent Units of Production—Conversion Costs |
As mentioned earlier, companies prepare a production cost report for each department.
For example, in producing Eggo® Waffles, Kellogg Company uses three production cost reports: Mixing, Baking, and Freezing/Packaging. Illustration 16A.18 shows the flow of costs to make an Eggo® Waffle and the related production cost reports for each department.
In order to complete a production cost report, the company must perform four steps, which as a whole make up the process cost system.
ILLUSTRATION 16A.18 Flow of costs in making Eggo® Waffles
Illustration 16A.19 shows assumed data for the Mixing Department at Kellogg Company for the month of June. We will use this information to complete a production cost report for the Mixing Department.
ILLUSTRATION 16A.19 Unit and cost data—Mixing Department
Mixing Department | |
---|---|
Units | |
Work in process, June 1 | 100,000 |
Direct materials: 100% complete | |
Conversion costs: 70% complete | |
Units started into production during June | 800,000 |
Units completed and transferred out to Baking Department | 700,000 |
Work in process, June 30 | 200,000 |
Direct materials: 100% complete | |
Conversion costs: 60% complete | |
Costs | |
Work in process, June 1 | |
Direct materials: 100% complete | $ 50,000 |
Conversion costs: 70% complete | 35,000 |
Cost of work in process, June 1 | $ 85,000 |
Costs incurred during production in June | |
Direct materials | $400,000 |
Conversion costs | 170,000 |
Costs incurred in June | $570,000 |
Physical units are the actual units to be accounted for during a period, irrespective of any work performed. To keep track of these units, add the units started (or transferred) into production during the period to the units in process at the beginning of the period. This amount is referred to as the total units to be accounted for.
Illustration 16A.20 shows the flow of physical units for Kellogg’s Mixing Department for the month of June.
ILLUSTRATION 16A.20 Physical unit flow—Mixing Department
Mixing Department | ||
---|---|---|
Physical Units | ||
Units to be accounted for | ||
Work in process, June 1 | 100,000 | |
Started (transferred) into production | 800,000 | |
Total units | 900,000 | |
Units accounted for | ||
Completed and transferred out | 700,000 | |
Work in process, June 30 | 200,000 | |
Total units | 900,000 | |
The records indicate that the Mixing Department must account for 900,000 units. Of this sum, 700,000 units were transferred to the Baking Department and 200,000 units were still in process.
Once the physical flow of the units is established, Kellogg must measure the Mixing Department’s productivity in terms of equivalent units of production. The Mixing Department adds materials at the beginning of the process, and it incurs conversion costs uniformly during the process (see Helpful Hint). Thus, we need two computations of equivalent units: one for materials and one for conversion costs. The equivalent unit computation is shown in Illustration 16A.21. Recall that this computation ignores beginning work in process.
ILLUSTRATION 16A.21 Computation of equivalent units—Mixing Department
Equivalent Units | ||
---|---|---|
Materials | Conversion Costs | |
Units transferred out | 700,000 | 700,000 |
Work in process, June 30 | ||
200,000 × 100% | 200,000 | |
200,000 × 60% | 120,000 | |
Total equivalent units | 900,000 | 820,000 |
Armed with the knowledge of the equivalent units of production, we can now compute the unit production costs.
The computation of total materials cost related to Eggo® Waffles is shown in Illustration 16A.22.
ILLUSTRATION 16A.22 Total materials cost computation
Work in process, June 1 | |
Direct materials cost | $ 50,000 |
Costs added to production during June | |
Direct materials cost | 400,000 |
Total materials cost | $450,000 |
Illustration 16A.23 shows the computation of unit materials cost.
ILLUSTRATION 16A.23 Unit materials cost computation
Total Materials Cost | ÷ | Equivalent Units of Materials | = | Unit Materials Cost |
---|---|---|---|---|
$450,000 | ÷ | 900,000 | = | $0.50 |
Illustration 16A.24 shows the computation of total conversion costs.
ILLUSTRATION 16A.24 Total conversion costs computation
Work in process, June 1 | |
Conversion costs | $ 35,000 |
Costs added to production during June | |
Conversion costs | 170,000 |
Total conversion costs | $205,000 |
The computation of unit conversion cost is shown in Illustration 16A.25.
ILLUSTRATION 16A.25 Unit conversion cost computation
Total Conversion Costs | ÷ | Equivalent Units of Conversion Costs | = | Unit Conversion Cost |
---|---|---|---|---|
$205,000 | ÷ | 820,000 | = | $0.25 |
Total manufacturing cost per unit is therefore computed as shown in Illustration 16A.26.
ILLUSTRATION 16A.26 Total manufacturing cost per unit
Unit Materials Cost | + | Unit Conversion Cost | = | Total Manufacturing Cost per Unit |
---|---|---|---|---|
$0.50 | + | $0.25 | = | $0.75 |
We are now ready to determine the cost of goods transferred out of the Mixing Department to the Baking Department and the costs in ending work in process. Kellogg charged total costs of $655,000 to the Mixing Department in June, calculated as shown in Illustration 16A.27.
ILLUSTRATION 16A.27 Costs charged to Mixing Department
Costs to be accounted for | |
Work in process, June 1 | $ 85,000 |
Started into production | 570,000 |
Total costs | $655,000 |
The company then prepares a cost reconciliation schedule (see Illustration 16A.28) to assign these costs to (a) units transferred out to the Baking Department and (b) ending work in process.
ILLUSTRATION 16A.28 Cost reconciliation schedule—Mixing Department
Mixing Department Cost Reconciliation Schedule |
||
---|---|---|
Costs accounted for | ||
Transferred out (700,000 × $0.75) | $525,000 | |
Work in process, June 30 | ||
Materials (200,000 × $0.50) | $100,000 | |
Conversion costs (120,000 × $0.25) | 30,000 | 130,000 |
Total costs | $655,000 | |
Kellogg uses the total manufacturing cost per unit, $0.75, in costing the units completed and transferred to the Baking Department. In contrast, the unit cost of materials and the unit cost of conversion are needed in costing units in process. The cost reconciliation schedule shows that the total costs accounted for (Illustration 16A.28) equals the total costs to be accounted for (Illustration 16A.27).
At this point, Kellogg is ready to prepare the production cost report for the Mixing Department. As indicated earlier, this report is an internal document for management that shows production quantity and cost data for a production department. Illustration 16A.29 shows the completed production cost report for the Mixing Department and identifies the four steps used in preparing it (see Helpful Hint).
Production cost reports provide a basis for evaluating the productivity of a department. In addition, managers can use the cost data to assess whether unit costs and total costs are reasonable. By comparing the quantity and cost data with predetermined goals, top management can also judge whether current performance is meeting planned objectives.
ILLUSTRATION 16A.29 Production cost report
Companies often use a combination of a process cost and a job order cost system.
Consider, for example, Ford Motor Company. Each vehicle at a given plant goes through the same assembly line, but Ford uses different materials (such as seat coverings, paint, and tinted glass) for different vehicles. Similarly, Kellogg’s Pop-Tarts® toaster pastries go through numerous standardized processes—mixing, filling, baking, frosting, and packaging. The pastry dough, though, comes in different flavors—plain, chocolate, and graham—and fillings include Smucker’s® real fruit, chocolate fudge, vanilla creme, brown sugar cinnamon, and s’mores.
A cost-benefit trade-off occurs as a company decides which costing system to use.
In summary, when deciding to use one of these systems or a combination system, a company must weigh the costs of implementing the system against the benefits from the additional information provided.
In this chapter, we demonstrated the weighted-average method of computing equivalent units. Some companies use a different method, referred to as the first-in, first-out (FIFO) method, to compute equivalent units. The purpose of this appendix is to illustrate how companies use the FIFO method to prepare a production cost report.
Under the FIFO method, companies compute equivalent units on a first-in, first-out basis. Some companies favor the FIFO method because the FIFO cost assumption usually corresponds to the actual physical flow of the goods. Under the FIFO method, companies therefore assume that the beginning work in process is completed before new work is started.
Using the FIFO method, equivalent units are the sum of the work performed to:
Normally, in a process cost system, some units will always be in process at both the beginning and end of the period.
Illustration 16A.30 shows the physical flow of units for the Assembly Department of Shutters Inc. In addition, it indicates the degree of completion of the work in process accounts in regard to conversion costs.
ILLUSTRATION 16A.30 Physical unit flow—Assembly Department
Assembly Department | |
---|---|
Physical Units | |
Units to be accounted for | |
Work in process, June 1 (40% complete) | 500 |
Started (transferred) into production | 8,000 |
Total units | 8,500 |
Units accounted for | |
Completed and transferred out | 8,100 |
Work in process, June 30 (75% complete) | 400 |
Total units | 8,500 |
In Illustration 16A.30, the units completed and transferred out (8,100) plus the units in ending work in process (400) equal the total units to be accounted for (8,500). Using FIFO, we then compute equivalent units for conversion costs as follows.
Equivalent units for conversion costs for the Assembly Department are 8,200, computed as shown in Illustration 16A.31.
ILLUSTRATION 16A.31 Computation of equivalent units—FIFO method
Assembly Department | |||
---|---|---|---|
Production Data | Work Added Physical Units | Equivalent This Period | Units |
Work in process, June 1 | 500 | 60% | 300 |
Started and completed | 7,600 | 100% | 7,600 |
Work in process, June 30 | 400 | 75% | 300 |
Total | 8,500 | 8,200 | |
To provide a complete illustration of the FIFO method, we will use the data for the Mixing Department at Kellogg Company for the month of June, as shown in Illustration 16A.32.
ILLUSTRATION 16A.32 Unit and cost data—Mixing Department
Mixing Department | |
---|---|
Units | |
Work in process, June 1 | 100,000 |
Direct materials: 100% complete | |
Conversion costs: 70% complete | |
Units started into production during June | 800,000 |
Units completed and transferred out to Baking Department | 700,000 |
Work in process, June 30 | 200,000 |
Direct materials: 100% complete | |
Conversion costs: 60% complete | |
Costs | |
Work in process, June 1 | |
Direct materials: 100% complete | $ 50,000 |
Conversion costs: 70% complete | 35,000 |
Cost of work in process, June 1 | $ 85,000 |
Costs incurred during production in June | |
Direct materials | $400,000 |
Conversion costs | 170,000 |
Costs incurred in June | $570,000 |
Illustration 16A.33 shows the physical flow of units for Kellogg’s Mixing Department for the month of June.
ILLUSTRATION 16A.33 Physical unit flow—Mixing Department
Mixing Department | |
---|---|
Physical Units | |
Units to be accounted for | |
Work in process, June 1 | 100,000 |
Started (transferred) into production | 800,000 |
Total units | 900,000 |
Units accounted for | |
Completed and transferred out | 700,000 |
Work in process, June 30 | 200,000 |
Total units | 900,000 |
Under the FIFO method, companies often expand the physical units schedule, as shown in Illustration 16A.34, to explain the transferred-out section. As a result, this section reports the beginning work in process and the units started and completed. These two items further explain the completed and transferred-out section.
ILLUSTRATION 16A.34 Physical unit flow (FIFO)—Mixing Department
Mixing Department | |
---|---|
Physical Units | |
Units to be accounted for | |
Work in process, June 1 | 100,000 |
Started (transferred) into production | 800,000 |
Total units | 900,000 |
Units accounted for | |
Completed and transferred out | |
Work in process, June 1 | 100,000 |
Started and completed | 600,000 |
700,000 | |
Work in process, June 30 | 200,000 |
Total units | 900,000 |
The records indicate that the Mixing Department must account for 900,000 units. Of this sum, 700,000 units were transferred to the Baking Department and 200,000 units were still in process.
As with the method presented in the chapter, once they determine the physical flow of the units, companies need to determine equivalent units of production. The Mixing Department adds materials at the beginning of the process, and it incurs conversion costs uniformly during the process (see Helpful Hint). Thus, Kellogg must make two computations of equivalent units: one for materials and one for conversion costs.
Since Kellogg adds materials at the beginning of the process, no additional materials costs are required to complete the beginning work in process. In addition, 100% of the materials costs has been incurred on the ending work in process. Illustration 16A.35 shows the computation of equivalent units for materials.
ILLUSTRATION 16A.35 Computation of equivalent units—materials
Mixing Department—Materials | ||||||||
---|---|---|---|---|---|---|---|---|
Production Data | Physical Units | Materials Added This Period | Equivalent Units | |||||
Work in process, June 1 | 100,000 | –0– | –0– | |||||
Started and finished | 600,000 | 100% | 600,000 | |||||
Work in process, June 30 | 200,000 | 100% | 200,000 | |||||
Total | 900,000 | 800,000 | ||||||
The 100,000 units of beginning work in process were 70% complete in terms of conversion costs. Thus, the Mixing Department required 30,000 equivalent units (100,000 units × 30%) of conversion costs to complete the beginning inventory. In addition, the 200,000 units of ending work in process were 60% complete in terms of conversion costs. Thus, the equivalent units for conversion costs is 750,000, computed as shown in Illustration 16A.36.
ILLUSTRATION 16A.36 Computation of equivalent units—conversion costs
Mixing Department—Conversion Costs | ||||||||
---|---|---|---|---|---|---|---|---|
Production Data | Physical Units | Materials Added This Period | Equivalent Units | |||||
Work in process, June 1 | 100,000 | 30% | 30,000 | |||||
Started and finished | 600,000 | 100% | 600,000 | |||||
Work in process, June 30 | 200,000 | 60% | 120,000 | |||||
Total | 900,000 | 750,000 | ||||||
Armed with the knowledge of the equivalent units of production, Kellogg can now compute the unit production costs. Unit production costs are costs expressed in terms of equivalent units of production. When equivalent units of production are different for materials and conversion costs, companies compute three unit costs: (1) materials, (2) conversion, and (3) total manufacturing.
Under the FIFO method, the unit costs of production are based entirely on the production costs incurred during the month. Thus, the costs in the beginning work in process are not relevant, because they were incurred on work done in the preceding month. As Illustration 16A.32 indicated, the costs incurred during production in June were as shown in Illustration 16A.37.
ILLUSTRATION 16A.37 Costs incurred during production in June
Direct materials | $400,000 |
Conversion costs | 170,000 |
Total costs | $570,000 |
Illustration 16A.38 shows the computation of unit materials cost, unit conversion costs, and total unit cost related to Eggo® Waffles.
ILLUSTRATION 16A.38 Unit cost formulas and computations—Mixing Department
(1) | Total Materials Cost | ÷ | Equivalent Units of Materials | = | Unit Materials Cost |
$400,000 | ÷ | 800,000 | = | $0.50 | |
(2) | Total Conversion Costs | ÷ | Equivalent Units of Conversion Costs | = | Unit Conversion Cost |
$170,000 | ÷ | 750,000 | = | $0.227 (rounded)* | |
(3) | Unit Materials Cost | + | Unit Conversion Cost | = | Total Manufacturing Cost per Unit |
$0.50 | + | $0.227 | = | $0.727 | |
*For homework problems, round unit costs to three decimal places. |
As shown, the unit costs are $0.50 for materials, $0.227 for conversion costs, and $0.727 for total manufacturing costs.
Kellogg is now ready to determine the cost of goods transferred out of the Mixing Department to the Baking Department and the costs in ending work in process. The total costs charged to the Mixing Department in June are $655,000, calculated as shown in Illustration 16A.39 (see Illustration 16A.32 for further detail).
ILLUSTRATION 16A.39 Costs charged to Mixing Department
Costs to be accounted for | |
Work in process, June 1 | $ 85,000 |
Started into production | 570,000 |
Total costs | $655,000 |
Kellogg next prepares a cost reconciliation schedule to assign these costs to (1) units transferred out to the Baking Department and (2) ending work in process.
Illustration 16A.40 shows a cost reconciliation schedule for the Mixing Department.
ILLUSTRATION 16A.40 Cost reconciliation report
Mixing Department Cost Reconciliation Schedule |
||
---|---|---|
Costs accounted for | ||
Transferred out | ||
Work in process, June 1 | $ 85,000 | |
Costs to complete beginning work in process | ||
Conversion costs (30,000 × $0.227) | 6,810 | |
Total costs | 91,810 | |
Units started and completed (600,000 × $0.727) | 435,950* | |
Total costs transferred out | 527,760 | |
Work in process, June 30 | ||
Materials (200,000 × $0.50) | $100,000 | |
Conversion costs (120,000 × $0.227) | 27,240 | 127,240 |
Total costs | $655,000 | |
*Any rounding errors should be adjusted in the “Units started and completed’’ calculation. |
As you can see, the total costs accounted for ($655,000 from Illustration 16A.40) equals the total costs to be accounted for ($655,000 from Illustration 16A.39).
At this point, Kellogg is ready to prepare the production cost report for the Mixing Department. This report is an internal document for management that shows production quantity and cost data for a production department.
As discussed previously, there are four steps in preparing a production cost report:
Illustration 16A.41 shows the production cost report for the Mixing Department, with the four steps identified in the report.
As indicated in the chapter, production cost reports provide a basis for evaluating the productivity of a department (see Helpful Hint). In addition, managers can use the cost data to assess whether unit costs and total costs are reasonable. By comparing the quantity and cost data with predetermined goals, top management can also judge whether current performance is meeting planned objectives.
ILLUSTRATION 16A.41 Production cost report—FIFO method
The weighted-average method of computing equivalent units has one major advantage: It is simple to understand and apply. In cases where prices do not fluctuate significantly from period to period, the weighted-average method will be very similar to the FIFO method. In addition, companies that have been using just-in-time procedures effectively for inventory control purposes will have minimal inventory balances. Therefore, differences between the weighted-average and the FIFO methods will not be material.
Conceptually, the FIFO method is superior to the weighted-average method because it measures current performance using only costs incurred in the current period.
Companies that mass-produce similar products in a continuous fashion use process cost systems. Once production begins, it continues until the finished product emerges. Each unit of finished product is indistinguishable from every other unit.
Job order cost systems are similar to process cost systems in three ways. (1) Both systems track the same cost elements—direct materials, direct labor, and manufacturing overhead. (2) Both accumulate costs in the same accounts—Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. (3) Both assign accumulated costs to the same accounts—Work in Process, Finished Goods Inventory, and Cost of Goods Sold. However, the method of assigning costs differs significantly.
There are four main differences between the two cost systems. (1) A process cost system uses separate Work in Process accounts for each department or manufacturing process, rather than only one work in process account used in a job order cost system. (2) A process cost system summarizes costs in a production cost report for each department. A job order cost system charges costs to individual jobs and summarizes them in a job cost sheet. (3) Costs are totaled at the end of a time period in a process cost system but at the completion of a job in a job order cost system. (4) A process cost system calculates unit cost as Total manufacturing costs for the period ÷ Equivalent units produced during the period. A job order cost system calculates unit cost as Total cost per job ÷ Units produced.
A process cost system assigns manufacturing costs for raw materials, labor, and overhead to work in process accounts for various departments or manufacturing processes. It transfers the costs of partially completed units from one department to another as those units move through the manufacturing process. The system transfers the costs of completed work to Finished Goods Inventory. Finally, when inventory is sold, the system transfers the costs to Cost of Goods Sold.
To assign the costs of raw materials, labor, and overhead, decrease Raw Materials Inventory, Factory Labor, and Manufacturing Overhead, and increase Work in Process for each department. To record the cost of goods transferred to another department, decrease Work in Process for the department whose work is finished and increase Work in Process for the department to which the goods are transferred. To record units completed and transferred to the warehouse, decrease Work in Process for the department whose work is finished and increase Finished Goods Inventory. To record the sale of goods, decrease Finished Goods Inventory and increase Cost of Goods Sold.
Equivalent units of production measure work done during a period, expressed in fully completed units. Companies use this measure to determine the cost per unit of completed product. Under the weighted-average method, equivalent units are the sum of units completed and transferred out plus equivalent units of ending work in process.
The four steps to complete a production cost report are as follows. (1) Compute the physical unit flow—that is, the total units to be accounted for. (2) Compute the equivalent units of production separately for direct materials and conversion costs. (3) Compute the unit production costs, expressed in terms of equivalent units of production. (4) Prepare a cost reconciliation schedule, which shows that the total costs accounted for equals the total costs to be accounted for.
The production cost report contains both quantity and cost data for a production department. There are four sections in the report: (1) number of physical units, (2) equivalent units determination, (3) unit costs, and (4) cost reconciliation schedule.
Equivalent units under the FIFO method are the sum of the work performed to (1) finish the units of beginning work in process inventory, if any; (2) complete the units started into production during the period; and (3) start, but only partially complete, the units in ending work in process inventory.
Conversion costs The sum of labor costs and overhead costs.
Cost reconciliation schedule A schedule that shows that the total costs accounted for equals the total costs to be accounted for.
Equivalent units of production A measure of the work done during the period, expressed in fully completed units.
Operations costing A combination of a process cost and a job order cost system in which products are manufactured primarily by standardized methods, with some customization.
Physical units Actual units to be accounted for during a period, irrespective of any work performed.
Process cost system An accounting system used to apply costs to similar products that are mass-produced in a continuous fashion.
Production cost report An internal report for management that shows both production quantity and cost data for a production department.
Total units accounted for The sum of the units transferred out during the period plus the units in process at the end of the period.
Total units to be accounted for The sum of the units started (or transferred) into production during the period plus the units in process at the beginning of the period.
Unit production costs Costs expressed in terms of equivalent units of production.
Weighted-average method Method of computing equivalent units of production which considers the degree of completion (weighting) of the units completed and transferred out and the ending work in process.
1. (LO 1) Which of the following items is not characteristic of a process cost system?
b. The products produced are homogeneous, not heterogeneous, in nature. Choices (a), (c), and (d) are incorrect because they all represent characteristics of a process cost system.
2. (LO 1) Indicate which of the following statements is not correct.
d. Manufacturing costs are not assigned the same way in a job order and in a process cost system. Choices (a), (b), and (c) are true statements.
3. (LO 2) In a process cost system, the flow of costs is:
d. In a process cost system, the flow of costs is work in process, finished goods, cost of goods sold. Therefore, choices (a), (b), and (c) are incorrect.
4. (LO 2) To record the assignment of raw materials costs, a company using process costing:
b. The increase is often to two or more work in process accounts, not (a) an increase to Finished Goods Inventory, (c) decreases to two or more work in process accounts, or (d) a decrease to Finished Goods Inventory.
5. (LO 2) In a process cost system, manufacturing overhead:
c. In a process cost system, manufacturing overhead is assigned to a work in process account for each production department on the basis of a predetermined overhead rate, not (a) to a finished goods account, (b) as the job is completed, or (d) as overhead costs are incurred.
6. (LO 3) Conversion costs are the sum of:
b. Conversion costs are the sum of direct labor costs and overhead costs, not (a) the sum of fixed and variable overhead costs, (c) direct material costs and overhead costs, or (d) direct labor and indirect labor costs.
7. (LO 3) The Mixing Department’s output during the period consists of 20,000 units completed and transferred out, and 5,000 units in ending work in process 60% complete as to materials and conversion costs. Beginning inventory is 1,000 units, 40% complete as to materials and conversion costs. The equivalent units of production are:
b. The equivalent units of production is the sum of units completed and transferred out (20,000) and the equivalent units of ending work in process inventory (5,000 units × 60%), or 20,000 + 3,000 = 23,000 units, not (a) 22,600 units, (c) 24,000 units, or (d) 25,000 units.
8. (LO 3) In RYZ Company, there are zero units in beginning work in process, 7,000 units started into production, and 500 units in ending work in process 20% completed. The physical units to be accounted for are:
a. There are 7,000 physical units to be accounted for (0 units in beginning inventory + 7,000 units started), not (b) 7,360, (c) 7,500, or (d) 7,340.
9. (LO 3) Mora Company has 2,000 units in beginning work in process, 20% complete as to conversion costs, 23,000 units transferred out to finished goods, and 3,000 units in ending work in process % complete as to conversion costs.
The beginning and ending inventory is fully complete as to materials costs. Equivalent units for materials and conversion costs are, respectively:
c. The equivalent units for materials are 26,000 (23,000 units transferred out plus 3,000 in ending work in process inventory). The equivalent units for conversion costs are 24,000 (23,000 transferred out plus of the ending work in process inventory or 1,000). Therefore, choices (a) 22,000, 24,000; (b) 24,000, 26,000; and (d) 26,000, 26,000 are incorrect.
10. (LO 4) Fortner Company has no beginning work in process; 9,000 units are transferred out and 3,000 units in ending work in process are one-third finished as to conversion costs and fully complete as to materials cost. If total materials cost is $60,000, the unit materials cost is:
a. $60,000 ÷ (9,000 + 3,000 units) = $5.00 per unit, not (b) $5.45 (rounded), (c) $6.00, or (d) no correct answer is given.
11. (LO 4) Largo Company has unit costs of $10 for materials and $30 for conversion costs. If there are 2,500 units in ending work in process, 40% complete as to conversion costs, and fully complete as to materials cost, the total cost assignable to the ending work in process inventory is:
b. [(2,500 units × 100% complete) × $10] + [(2,500 units × 40% complete) × $30] or $25,000 + $30,000 = $55,000, not (a) $45,000, (c) $75,000, or (d) $100,000.
12. (LO 4) A production cost report:
b. A production cost report shows costs charged to a department and costs accounted for as well as the production quantity. The other choices are incorrect because a production cost report (a) is an internal, not external, report; (c) does show physical units; and (d) is prepared in four steps and does not contain six sections.
13. (LO 4) In a production cost report, units to be accounted for are calculated as:
d. In a production cost report, units to be accounted for are calculated as Units started in production + Units in beginning work in process, not (a) Units in ending work in process, (b) minus Units in beginning work in process, or (c) Units transferred out.
*14. (LO 5) Hollins Company uses the FIFO method to compute equivalent units. It has 2,000 units in beginning work in process, 20% complete as to conversion costs, 25,000 units started and completed, and 3,000 units in ending work in process, 30% complete as to conversion costs. All units are 100% complete as to materials. Equivalent units for materials and conversion costs are, respectively:
b. The equivalent units for materials are 28,000 [25,000 started and completed + (3,000 × 100%)]. The equivalent units for conversion costs are 27,500 [(2,000 × 80%) + 25,000 + (3,000 × 30%)]. Therefore, choices (a) 28,000, 26,600; (c) 27,000, 26,200; and (d) 27,000, 29,600 are incorrect.
*15. (LO 5) KLM Company uses the FIFO method to compute equivalent units. It has no beginning work in process; 9,000 units are started and completed and 3,000 units in ending work in process are one-third completed. All material is added at the beginning of the process. If total materials cost is $60,000, the unit materials cost is:
a. Unit materials cost is $5.00 [$60,000 ÷ (9,000 + 3,000)]. Therefore, choices (b) $6.00, (c) $6.67 (rounded), and (d) no correct answer are incorrect.
*16. (LO 5) Toney Company uses the FIFO method to compute equivalent units. It has unit costs of $10 for materials and $30 for conversion costs. If there are 2,500 units in ending work in process, 100% complete as to materials and 40% complete as to conversion costs, the total cost assignable to the ending work in process inventory is:
b. The total cost assignable to the ending work in process is $55,000 [($10 × 2,500) + ($30 × 2,500 × 40%)]. Therefore, choices (a) $45,000, (c) $75,000, and (d) $100,000 are incorrect.
Record the assignment of materials and labor costs.
1. (LO 2) Warner Company purchases $60,000 of direct raw materials and incurs $40,000 of direct factory labor costs. Supporting records show that (a) the Assembly Department used $39,000 of direct raw materials and $11,000 of direct factory labor, and (b) the Finishing Department used the remainder. Record the assignment of the costs to the processing departments using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | |||||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Assembly | Finishing | ||||||
1.
MANUFACTURING COSTS | WORK IN PROCESS | ||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Assembly | Finishing | |
Direct materials used | −$60,000 | +$39,000 | +$21,000 | ||
Factory labor assigned | −$40,000 | +$11,000 | +$29,000 |
Compute equivalent units of production.
2. (LO 3) The Cooking Department of Caleb Foods has the following production data for October: beginning work in process 3,000 units that are 100% complete as to materials and 30% complete as to conversion costs; units completed and transferred out 10,000 units; and ending work in process 6,000 units that are 100% complete as to materials and 60% complete as to conversion costs. Compute the equivalent units of production for (a) materials and (b) conversion costs for the month of October.
2.
(a) Materials |
(b) Conversion Costs |
|
Units completed and transferred out | 10,000 | 10,000 |
Work in process, November 30 | ||
Materials (6,000 × 100%) | 6,000 | |
Conversion costs (6,000 × 60%) | 3,600 | |
Total equivalent units | 16,000 | 13,600 |
Compute costs to units completed and transferred out and to work in process.
3. (LO 4) Smith Company has the following production data for April: units completed and transferred out 50,000, and ending work in process 8,000 units that are 100% complete for materials and 30% complete for conversion costs. If unit materials cost is $3 and unit conversion cost is $8, determine the costs to be assigned to the units completed and transferred out and the units in ending work in process.
Prepare unit costs and cost reconciliation schedule.
4. (LO 4) Production costs chargeable to the Finishing Department in July in Lethbridge-Stewart Manufacturing are materials $60,000, labor $29,500, and overhead $11,000. Equivalent units of production are materials 30,000 and conversion costs 27,000. Production records indicate that 25,000 units were completed and transferred out, and 5,000 units in ending work in process were 40% complete as to conversion costs and 100% complete as to materials.
4.
a. Total materials costs $60,000 |
÷ | Equivalent units of materials 30,000 |
= | Unit materials cost $2.00 |
|
Total conversion costs* $40,500 |
÷ | Equivalent units of conversion costs 27,000 |
= | Unit conversion cost $1.50 |
|
*$29,500 + $11,000 |
|||||
b. Costs accounted for: | |||||
Completed and transferred out (25,000 × $3.50*) | $ 87,500 | ||||
Work in process | |||||
Materials (5,000 × $2.00) | $10,000 | ||||
Conversion costs (2,000** × $1.50) | 3,000 | 13,000 | |||
Total costs accounted for | $100,500 | ||||
*$2.00 + $1.50; |
|||||
**5,000 × 40% |
Record transactions.
1. (LO 2) Armando Company manufactures pizza sauce through two production departments: Cooking and Canning. In each process, materials and conversion costs are incurred evenly throughout the process. For the month of April, the work in process accounts show the following increases.
Cooking | Canning | |
---|---|---|
Direct materials | 25,000 | 8,000 |
Factory labor | 8,500 | 7,500 |
Manufacturing overhead | 29,000 | 25,800 |
Costs transferred in | 55,000 |
Instructions
Record the April transactions using the format and order shown in Illustration 16A.11.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Cooking | Canning | FINISHED GOODS | COST OF GOODS SOLD | |
Direct materials | −$33,000 | +$25,000 | +$8,000 | ||||
Factory labor | −$16,000 | +8,500 | +7,500 | ||||
Manufacturing overhead | −$54,800 | +29,000 | +25,800 | ||||
Transfer from cooking to canning | −55,000 | +55,000 |
Prepare a production cost report.
2. (LO 3, 4) The Sanding Department of Jo Furniture Company has the following production and manufacturing cost data for March 2022, the first month of operation.
Production: 11,000 units finished and transferred out; 4,000 units started that are 100% complete as to materials and 25% complete as to conversion costs.
Manufacturing costs: Materials $48,000; labor $42,000; and overhead $36,000.
Instructions
Prepare a production cost report.
2.
Jo Furniture Company Sanding Department Production Cost Report For the Month Ended March 31, 2022 |
||||
---|---|---|---|---|
Equivalent Units | ||||
Quantities | Physical Units | Materials | Conversion Costs | |
Units to be accounted for | ||||
Work in process, March 1 | 0 | |||
Started into production | 15,000 | |||
Total units | 15,000 | |||
Units accounted for | ||||
Transferred out | 11,000 | 11,000 | 11,000 | |
Work in process, March 31 | 4,000 | 4,000 | 1,000 | (4,000 × 25%) |
Total units | 15,000 | 15,000 | 12,000 | |
Costs | Materials | Conversion Costs | Total | |
Unit costs | ||||
Costs in March | $48,000 | $ 78,000* | $126,000 | |
Equivalent units | 15,000 | 12,000 | ||
Unit costs [(a) + (b)] | $3.20 | $6.50 | $9.70 | |
Costs to be accounted for | ||||
Work in process, March 1 | $ 0 | |||
Started into production | 126,000 | |||
Total costs | $126,000 | |||
Cost Reconciliation Schedule | ||||
Costs accounted for | ||||
Transferred out (11,000 × $9.70) | $106,700 | |||
Work in process, March 31 | ||||
Materials (4,000 × $3.20) | $12,800 | |||
Conversion costs (1,000 × $6.50) | 6,500 | 19,300 | ||
Total costs | $126,000 | |||
*$42,000 + $36,000 |
Prepare a production cost report.
(LO 3, 4) Karlene Industries produces plastic ice cube trays in two processes: heating and stamping. All materials are added at the beginning of the Heating Department process. Karlene uses the weighted-average method to compute equivalent units.
On November 1, the Heating Department had in process 1,000 trays that were 70% complete. During November, it started into production 12,000 trays. On November 30, 2022, 2,000 trays that were 60% complete were in process.
The following cost information for the Heating Department was also available.
Work in process, November 1: | Costs incurred in November: | ||
Materials | $ 640 | Material | $3,000 |
Conversion costs | 360 | Labor | 2,300 |
Cost of work in process, Nov. 1 | $1,000 | Overhead | 4,050 |
Instructions
Prepare a production cost report for the Heating Department for the month of November 2022, using the weighted-average method.
Karlene Industries Heating Department Production Cost Report For the Month Ended November 30, 2022 |
||||
---|---|---|---|---|
Equivalent Units | ||||
Physical Units | Materials | Conversion Costs | ||
Quantities | Step 1 | Step 2 | ||
Units to be accounted for | ||||
Work in process, November 1 | 1,000 | |||
Started into production | 12,000 | |||
Total units | 13,000 | |||
Units accounted for | ||||
Transferred out | 11,000 | 11,000 | 11,000 | |
Work in process, November 30 | 2,000 | 2,000 | 1,200 | |
Total units | 13,000 | 13,000 | 12,200 | |
Costs | ||||
Unit costs Step 3 | Materials | Costs Conversion | Total | |
Total cost | (a) | $ 3,640* | $ 6,710** | $10,350 |
Equivalent units | (b) | 13,000 | 12,200 | |
Unit costs [(a) ÷ (b)] | $0.28 | $0.55 | $0.83 | |
Cost Reconciliation Schedule Step 4 | ||||
Costs to be accounted for | ||||
Work in process, November 1 | $ 1,000 | |||
Started into production | 9,350*** | |||
Total costs | $10,350 | |||
Costs accounted for | ||||
Transferred out (11,000 × $0.83) | $ 9,130 | |||
Work in process, November 30 | ||||
Materials (2,000 × $0.28) | $560 | |||
Conversion costs (1,200 × $0.55) | 660 | 1,220 | ||
Total costs | $10,350 | |||
*$640 + $3,000 |
||||
**$360 + $2,300 + $4,050 |
||||
***$3,000 + $2,300 + $4,050 |
Many additional resources are available for practice in WileyPLUS.
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to this chapter.
1. Identify which costing system—job order or process cost—the following companies would primarily use: (a) Quaker Oats, (b) Jif Peanut Butter, (c) Gulf Craft (luxury yachts), and (d) Warner Bros. Motion Pictures.
2. Contrast the primary focus of job order cost accounting and of process cost accounting.
3. What are the similarities between a job order and a process cost system?
4. Your roommate is confused about the features of process cost accounting. Identify and explain the distinctive features for your roommate.
5. Sam Bowyer believes there are no significant differences in the flow of costs between job order cost accounting and process cost accounting. Is Bowyer correct? Explain.
6.
7. At Ely Company, overhead is assigned to production departments at the rate of $5 per machine hour. In July, machine hours were 3,000 in the Machining Department and 2,400 in the Assembly Department. Record the assignment of overhead to production.
8. Mark Haley is uncertain about the steps used to prepare a production cost report. State the procedures that are required in the sequence in which they are performed.
9. John Harbeck is confused about computing physical units. Explain to John how physical units to be accounted for and physical units accounted for are determined.
10. What is meant by the term “equivalent units of production”?
11. How are equivalent units of production computed?
12. Coats Company had zero units of beginning work in process. During the period, 9,000 units were completed, and there were 600 units of ending work in process. How many units were started into production?
13. Sanchez Co. has zero units of beginning work in process. During the period, 12,000 units were completed, and there were 500 units of ending work in process one-fifth complete as to conversion cost and 100% complete as to materials cost. What were the equivalent units of production for (a) materials and (b) conversion costs?
14. Hindi Co. started 3,000 units during the period. Its beginning inventory is 500 units one-fourth complete as to conversion costs and 100% complete as to materials costs. Its ending inventory is 300 units one-fifth complete as to conversion costs and 100% complete as to materials costs. How many units were transferred out this period?
15. Clauss Company transfers out 14,000 units and has 2,000 units of ending work in process that are 25% complete. Materials are entered at the beginning of the process and there is no beginning work in process. Assuming unit materials costs of $3 and unit conversion costs of $5, what are the costs to be assigned to units (a) transferred out and (b) in ending work in process?
16.
17. What purposes are served by a production cost report?
18. At Trent Company, there are 800 units of ending work in process that are 100% complete as to materials and 40% complete as to conversion costs. If the unit cost of materials is $3 and the total costs assigned to the 800 units is $6,000, what is the per unit conversion cost?
19. What is the difference between operations costing and a process cost system?
20. How does a company decide whether to use a job order or a process cost system?
*21. Soria Co. started and completed 2,000 units for the period. Its beginning inventory is 800 units 25% complete and its ending inventory is 400 units 20% complete. Soria uses the FIFO method to compute equivalent units. How many units were transferred out this period?
*22. Reyes Company transfers out 12,000 units and has 2,000 units of ending work in process that are 25% complete. Materials are entered at the beginning of the process and there is no beginning work in process. Reyes uses the FIFO method to compute equivalent units. Assuming unit materials costs of $3 and unit conversion costs of $7, what are the costs to be assigned to units (a) transferred out and (b) in ending work in process?
Record accumulation of costs.
BE16A.1 (LO 2), AP Warner Company purchases $50,000 of direct raw materials and it incurs $60,000 of direct factory labor costs. Record the two transactions using the following format. The materials and labor are for the Assembly Department and the Finishing Department.
MANUFACTURING COSTS | WORK IN PROCESS | ||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Assembly | Finishing | |
Record the assignment of materials and labor costs.
BE16A.2 (LO 2), AP Data for Warner Company are given in BE16A.1. Supporting records show that (a) the Assembly Department used $24,000 of direct raw materials and $35,000 of direct factory labor, and (b) the Finishing Department used the remainder. Record the assignment of the costs to the processing departments using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | ||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Assembly | Finishing | |
Record the assignment of overhead costs.
BE16A.3 (LO 2), AP Factory labor data for Warner Company are given in BE16A.2. Manufacturing overhead is assigned to departments on the basis of 160% of labor costs. Record the assignment of overhead to the Assembly and Finishing Departments using the following format. Assume the balance in Manufacturing Overhead was $104,000 prior to assignment.
MANUFACTURING COSTS | WORK IN PROCESS | ||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Assembly | Finishing | |
Compute equivalent units of production.
BE16A.4 (LO 3), AP Goode Company has the following production data for selected months.
Ending Work in Process | ||||
---|---|---|---|---|
Month | Beginning Work in Process | Units Transferred Out | Units | % Complete as to Conversion Cost |
January | –0– | 35,000 | 10,000 | 40% |
March | –0– | 40,000 | 8,000 | 75 |
July | –0– | 45,000 | 16,000 | 25 |
Compute equivalent units of production for materials and conversion costs, assuming materials are entered at the beginning of the process.
Compute equivalent units of production.
BE16A.5 (LO 3), AP The Smelting Department of Kiner Company has the following production data for November.
Beginning work in process 2,000 units that are 100% complete as to materials and 20% complete as to conversion costs; units transferred out 9,000 units; and ending work in process 7,000 units that are 100% complete as to materials and 40% complete as to conversion costs.
Compute the equivalent units of production for (a) materials and (b) conversion costs for the month of November.
Compute unit costs of production.
BE16A.6 (LO 4), AP In Mordica Company, total materials costs are $33,000, and total conversion costs are $54,000. Equivalent units of production are materials 10,000 and conversion costs 12,000. Compute the unit costs for materials, conversion costs, and total manufacturing costs.
Assign costs to units transferred out and in process.
BE16A.7 (LO 4), AP Trek Company has the following production data for April: units transferred out 40,000, and ending work in process 5,000 units that are 100% complete for materials and 40% complete for conversion costs. If unit materials cost is $4 and unit conversion cost is $7, determine the costs to be assigned to the units transferred out and the units in ending work in process.
Compute unit costs.
BE16A.8 (LO 4), AP Production costs chargeable to the Finishing Department in June in Hollins Company are materials $12,000, labor $29,500, and overhead $18,000. Equivalent units of production are materials 20,000 and conversion costs 19,000. Compute the unit costs for materials and conversion costs.
Prepare cost reconciliation schedule.
BE16A.9 (LO 4), AP Data for Hollins Company are given in BE16A.8. Production records indicate that 18,000 units were transferred out, and 2,000 units in ending work in process were 50% complete as to conversion costs and 100% complete as to materials. Prepare a cost reconciliation schedule.
Assign costs to units transferred out and in process.
*BE16A.10 (LO 5), AP Pix Company has the following production data for March: no beginning work in process, units started and completed 30,000, and ending work in process 5,000 units that are 100% complete for materials and 40% complete for conversion costs. Pix uses the FIFO method to compute equivalent units. If unit materials cost is $6 and unit conversion cost is $10, determine the costs to be assigned to the units transferred out and the units in ending work in process. The total costs to be assigned are $530,000.
Prepare a partial production cost report using the FIFO approach.
*BE16A.11 (LO 5), AP Using the data in BE16A.10, prepare the cost section of the production cost report for Pix Company using the FIFO approach.
Compute unit costs.
*BE16A.12 (LO 5), AP Production costs chargeable to the Finishing Department in May at Kim Company are materials $8,000, labor $20,000, overhead $18,000, and transferred-in costs $67,000. Equivalent units of production are materials 20,000 and conversion costs 19,000. Kim uses the FIFO method to compute equivalent units. Compute the unit costs for materials and conversion costs. Transferred-in costs are considered materials costs.
Compare job order and process cost systems.
DO IT! 16A.1 (LO 1), C Indicate whether each of the following statements is true or false.
Assign and record manufacturing costs.
DO IT! 16A.2 (LO 2), AP Kopa Company manufactures CH-21 through two processes: mixing and packaging. In July, the following costs were incurred.
Mixing | Packaging | |
---|---|---|
Direct materials used | $10,000 | $28,000 |
Factory labor costs | 8,000 | 36,000 |
Manufacturing overhead costs | 12,000 | 54,000 |
Units completed at a cost of $21,000 in the Mixing Department are transferred to the Packaging Department. Units completed at a cost of $106,000 in the Packaging Department are transferred to Finished Goods. Record the assignment of these costs to the two processes and the transfer of units as appropriate using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | |||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Mixing | Packaging | FINISHED GOODS INVENTORY | |
Direct materials used | ||||||
Factory labor assigned | ||||||
Manufacturing overhead assigned | ||||||
Transfer from mixing to packaging | ||||||
Transfer from packaging to finished goods inventory |
Compute equivalent units.
DO IT! 16A.3 (LO 3), AP The Assembly Department for Right pens has the following production data for the current month.
Beginning Work in Process | Units Transferred Out | Ending Work in Process |
---|---|---|
–0– | 20,000 | 10,000 |
Materials are entered at the beginning of the process. The ending work in process units are 70% complete as to conversion costs. Compute the equivalent units of production for (a) materials and (b) conversion costs.
Prepare cost reconciliation schedule.
DO IT! 16A.4 (LO 4), AP In March, Kelly Company had the following unit production costs: materials $10 and conversion costs $8. On March 1, it had no work in process. During March, Kelly transferred out 22,000 units. As of March 31, 4,000 units that were 40% complete as to conversion costs and 100% complete as to materials were in ending work in process.
Understand process cost accounting.
E16A.1 (LO 1), C Robert Wilkins has prepared the following list of statements about process cost accounting.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Record transactions.
E16A.2 (LO 2), AP Harrelson Company manufactures pizza sauce through two production departments: Cooking and Canning. In each process, materials and conversion costs are incurred evenly throughout the process. For the month of April, the work in process accounts show the following increases.
Work in Process—Cooking | Work in Process—Canning | |
---|---|---|
Direct Materials | $21,000 | $ 9,000 |
Factory Labor | 8,500 | 7,000 |
Manufacturing overhead | 31,500 | 25,800 |
Costs transferred in | 53,000 |
Instructions
Record the April transactions using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Cooking | Canning | FINISHED GOODS INVENTORY | ||||||
Direct materials used | |||||||||||
Factory labor assigned | |||||||||||
Manufacturing overhead assigned | |||||||||||
Transfer from cooking to canning |
Answer questions on costs and production.
E16A.3 (LO 2, 3, 4), AP American Company has the following record of costs.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Painting | FINISHED GOODS INVENTORY | |||||
Balance May 1 | $3,590 | ||||||||
Materials | −$5,160 | +5,160 | |||||||
Labor | −$2,530 | +2,530 | |||||||
Overhead | −$1,380 | +1,380 | |||||||
Transfer out | −? | +? | |||||||
Balance May 31 | $? |
Production records show that there were 400 units in the beginning inventory, 30% complete, 1,600 units started, and 1,700 units transferred out. The beginning work in process had materials cost of $2,040 and conversion costs of $1,550. The units in ending inventory were 40% complete. Materials are entered at the beginning of the painting process.
Instructions
Record transactions for two processes.
E16A.4 (LO 2), AP Schrager Company has two production departments: Cutting and Assembly. During July, the following transactions occurred.
Instructions
Record the transactions using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Cutting | Assembly | FINISHED GOODS INVENTORY | COST OF GOODS SOLD | |
1. | |||||||
2. | |||||||
3. | |||||||
4. | |||||||
5. | |||||||
6. | |||||||
7. | |||||||
8. | |||||||
9. |
Compute physical units and equivalent units of production.
E16A.5 (LO 3, 4), AP In Shady Company, materials are entered at the beginning of each process. Work in process inventories, with the percentage of work done on conversion costs, and production data for its Sterilizing Department in selected months during 2022 are as follows.
Beginning Work in Process | Ending Work in Process | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Month | Units | Conversion Cost% | Units Transferred Out | Units | Conversion Cost% | |||||||
January | –0– | — | 11,000 | 2,000 | 60 | |||||||
March | –0– | — | 12,000 | 3,000 | 30 | |||||||
May | –0– | — | 14,000 | 7,000 | 80 | |||||||
July | –0– | — | 10,000 | 1,500 | 40 |
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16A.6 (LO 3, 4), AP The Cutting Department of Cassel Company has the following production and cost data for July.
Production | Costs | |||
---|---|---|---|---|
1. | Transferred out 12,000 units. | Beginning work in process | $ –0– | |
2. | Started 3,000 units that are 60% complete as to conversion costs and 100% complete as to materials at July 31. | Materials | 45,000 | |
Labor | 16,200 | |||
Manufacturing overhead | 18,300 |
Materials are entered at the beginning of the process. Conversion costs are incurred uniformly during the process.
Instructions
Prepare a production cost report.
E16A.7 (LO 3, 4), AP The Sanding Department of Quik Furniture Company has the following production and manufacturing cost data for March 2022, the first month of operation.
Production: 7,000 units finished and transferred out; 3,000 units started that are 100% complete as to materials and 20% complete as to conversion costs.
Manufacturing costs: Materials $33,000; labor $21,000; and overhead $36,000.
Instructions
Prepare a production cost report.
Determine equivalent units, unit costs, and assignment of costs.
E16A.8 (LO 3, 4), AP The Blending Department of Luongo Company has the following cost and production data for the month of April.
Costs: | |
Work in process, April 1 | |
Direct materials: 100% complete | $100,000 |
Conversion costs: 20% complete | 70,000 |
Cost of work in process, April 1 | $170,000 |
Costs incurred during production in April | |
Direct materials | $ 800,000 |
Conversion costs | 365,000 |
Costs incurred in April | $1,165,000 |
Units transferred out totaled 17,000. Ending work in process was 1,000 units that are 100% complete as to materials and 40% complete as to conversion costs.
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16A.9 (LO 3, 4), AP Baden Company has gathered the following information.
Units in beginning work in process | –0– |
Units started into production | 36,000 |
Units in ending work in process | 6,000 |
Percent complete in ending work in process: | |
Conversion costs | 40% |
Materials | 100% |
Costs incurred: | |
Direct materials | $72,000 |
Direct labor | $61,000 |
Overhead | $101,000 |
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16A.10 (LO 3, 4), AP Overton Company has gathered the following information.
Units in beginning work in process | 20,000 |
Units started into production | 164,000 |
Units in ending work in process | 24,000 |
Percent complete in ending work in process: | |
Conversion costs | 60% |
Materials | 100% |
Costs incurred: | |
Direct materials | $101,200 |
Direct labor | $164,800 |
Overhead | $184,000 |
Instructions
Compute equivalent units, unit costs, and costs assigned.
E16A.11 (LO 3, 4), AP The Polishing Department of Major Company has the following production and manufacturing cost data for September. Materials are entered at the beginning of the process.
Production: Beginning inventory 1,600 units that are 100% complete as to materials and 30% complete as to conversion costs; units started during the period are 42,900; ending inventory of 5,000 units 10% complete as to conversion costs.
Manufacturing costs: Beginning inventory costs, comprised of $20,000 of materials and $43,180 of conversion costs; materials costs added in Polishing during the month, $175,800; labor and overhead applied in Polishing during the month, $125,680 and $257,140, respectively.
Instructions
Explain the production cost report.
E16A.12 (LO 4), S David Skaros has recently been promoted to production manager. He has just started to receive various managerial reports, including the production cost report that you prepared. It showed that his department had 2,000 equivalent units in ending inventory. His department has had a history of not keeping enough inventory on hand to meet demand. He has come to you, very angry, and wants to know why you gave him credit for only 2,000 units when he knows he had at least twice that many on hand.
Instructions
Explain to him why his production cost report showed only 2,000 equivalent units in ending inventory. Write an informal memo. Be kind and explain very clearly why he is mistaken.
Prepare a production cost report.
E16A.13 (LO 3, 4), AP The Welding Department of Healthy Company has the following production and manufacturing cost data for February 2022. All materials are added at the beginning of the process.
Manufacturing Costs | Production Data | |||
---|---|---|---|---|
Beginning work in process | Beginning work in process | 15,000 units | ||
Materials | $18,000 | 1/10 complete | ||
Conversion costs | 14,175 | $ 32,175 | Units transferred out | 55,000 |
Materials | 180,000 | Units started | 51,000 | |
Labor | 67,380 | Ending work in process | 11,000 units | |
Overhead | 61,445 | 1/5 complete |
Instructions
Prepare a production cost report for the Welding Department for the month of February.
Compute physical units and equivalent units of production.
E16A.14 (LO 3, 4), AP Remington Inc. is contemplating the use of process costing to track the costs of its operations. The operation consists of three segments (departments): Receiving, Shipping, and Delivery. Containers are received at Remington’s docks and sorted according to the ship they will be carried on. The containers are loaded onto a ship, which carries them to the appropriate port of destination. The containers are then off-loaded and delivered to the Receiving Department.
Remington wants to begin using process costing in the Shipping Department. Direct materials represent the fuel costs to run the ship, and “Containers in transit” represents work in process. Listed below is information about the Shipping Department’s first month’s activity.
Containers in transit, April 1 | 0 |
Containers loaded | 1,200 |
Containers in transit, April 30 | 350, 40% of direct materials and |
20% of conversion costs |
Instructions
Determine equivalent units, unit costs, and assignment of costs.
E16A.15 (LO 3, 4), AP Santana Mortgage Company uses a process cost system to accumulate costs in its Application Department. When an application is completed, it is forwarded to the Loan Department for final processing. The following processing and cost data pertain to September.
1. Applications in process on September 1: 100. 2. Applications started in September: 1,000. 3. Completed applications during September: 800. 4. Applications still in process at September 30: 100% complete as to materials (forms) and 60% complete as to conversion costs. |
Beginning WIP: Direct materials Conversion costs September costs: Direct labor Overhead |
$ 1,000 3,960 $ 4,500 12,000 9,520 |
Materials are the forms used in the application process, and these costs are incurred at the beginning of the process. Conversion costs are incurred uniformly during the process.
Instructions
Compute equivalent units, unit costs, and costs assigned.
*E16A.16 (LO 5), AP Using the data in E16A.15, assume Santana Mortgage Company uses the FIFO method. Also, assume that the applications in process on September 1 were 100% complete as to materials (application forms) and 40% complete as to conversion costs. Assume overhead costs were $9,620 instead of $9,520.
Instructions
Determine equivalent units, unit costs, and assignment of costs.
*E16A.17 (LO 5), AP The Cutting Department of Lasso Company has the following production and cost data for August.
Production | Costs | ||
---|---|---|---|
1. | Started and completed 10,000 units. | Beginning work in process | $ –0– |
2. | Started 2,000 units that are 40% completed at August 31. | Materials | 45,000 |
Labor | 13,600 | ||
Manufacturing overhead | 16,100 |
Materials are entered at the beginning of the process. Conversion costs are incurred uniformly during the process. Lasso Company uses the FIFO method to compute equivalent units.
Instructions
Compute equivalent units, unit costs, and costs assigned.
*E16A.18 (LO 5), AP The Smelting Department of Polzin Company has the following production and cost data for September.
Production: Beginning work in process 2,000 units that are 100% complete as to materials and 20% complete as to conversion costs; units started and finished 9,000 units; and ending work in process 1,000 units that are 100% complete as to materials and 40% complete as to conversion costs.
Manufacturing costs: Work in process, September 1, $15,200; materials added $60,000; labor and overhead $132,000.
Polzin uses the FIFO method to compute equivalent units.
Instructions
Answer questions on costs and production.
*E16A.19 (LO 5), AP Hasgrove Company has the following record of costs.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Painting | FINISHED GOODS INVENTORY | |||||
Balance March 1 | $3,680 | ||||||||
Materials | −$6,600 | +6,600 | |||||||
Labor | −$2,400 | +2,400 | |||||||
Overhead | −$1,150 | +1,150 | |||||||
Transfer out March 31 | −? | +? | |||||||
Balance March 31 | $? |
Production records show that there were 800 units in the beginning inventory, 30% complete, 1,100 units started, and 1,500 units transferred out. The units in ending inventory were 40% complete. Materials are entered at the beginning of the painting process. Hasgrove uses the FIFO method to compute equivalent units.
Instructions
Answer the following questions.
Prepare a production cost report for a second process.
*E16A.20 (LO 5), AP The Welding Department of Majestic Company has the following production and manufacturing cost data for February 2022. All materials are added at the beginning of the process. Majestic uses the FIFO method to compute equivalent units.
Manufacturing Costs | Production Data | ||
---|---|---|---|
Beginning work in process | $ 32,175 | Beginning work in process | 15,000 units, |
Costs transferred in | 135,000 | 10% complete | |
Materials | 57,000 | Units transferred out | 54,000 |
Labor | 35,100 | Units transferred in | 64,000 |
Overhead | 68,400 | Ending work in process | 25,000 units |
20% complete |
Instructions
Prepare a production cost report for the Welding Department for the month of February. Transferred-in costs are considered materials costs.
Record transactions.
P16A.1 (LO 2), AP Fire Out Company manufactures its product, Vitadrink, through two manufacturing processes: Mixing and Packaging. The following transactions were completed during October, the company’s first month of operations.
Instructions
Record the October transactions using the following format.
MANUFACTURING COSTS | WORK IN PROCESS | ||||||
Raw Materials Inventory | Factory Labor | Manufacturing Overhead | Mixing | Packaging | FINISHED GOODS INVENTORY | COST OF GOODS SOLD | |
1. | |||||||
2. | |||||||
3. | |||||||
4. | |||||||
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9. |
Complete four steps necessary to prepare a production cost report.
P16A.2 (LO 3, 4), AP Rosenthal Company manufactures bowling balls through two processes: Molding and Packaging. In the Molding Department, the urethane, rubber, plastics, and other materials are molded into bowling balls. In the Packaging Department, the balls are placed in cartons and sent to the finished goods warehouse. All materials are entered at the beginning of each process. Labor and manufacturing overhead are incurred uniformly throughout each process. Production and cost data for the Molding Department during June 2022 are presented below.
Production Data | June |
---|---|
Beginning work in process units | –0– |
Units started into production | 22,000 |
Ending work in process units | 2,000 |
Percent complete—ending inventory | 40% |
Cost Data | |
---|---|
Materials | $198,000 |
Labor | 53,600 |
Overhead | 112,800 |
Total | $364,400 |
Instructions
c. | Materials | $9.00 |
CC | $8.00 |
d. | Transferred out | $340,000 |
WIP | $ 24,400 |
Complete four steps necessary to prepare a production cost report.
P16A.3 (LO 3, 4), AP Thakin Industries Inc. manufactures dorm furniture in separate processes. In each process, materials are entered at the beginning, and conversion costs are incurred uniformly. Production and cost data for the first process in making a product are as follows.
Production Data—July | Cutting Department T12-Tables |
---|---|
Work in process units, July 1 | –0– |
Units started into production | 20,000 |
Work in process units, July 31 | 3,000 |
Work in process percent complete | 60 |
Cost Data—July | |
Work in process, July 1 | $ –0– |
Materials | 380,000 |
Labor | 234,400 |
Overhead | 104,000 |
Total | $718,400 |
Instructions
a. 3. | Materials | $19 |
CC | $18 |
4. | Transferred out | $629,000 |
WIP | $ 89,400 |
Assign costs and prepare production cost report.
P16A.4 (LO 3, 4), AP Rivera Company has several processing departments. Costs charged to the Assembly Department for November 2022 totaled $2,280,000 as follows.
Work in process, November 1 | ||
Materials | $79,000 | |
Conversion costs | 48,150 | $ 127,150 |
Materials added | 1,589,000 | |
Labor | 225,920 | |
Overhead | 337,930 |
Production records show that 35,000 units were in beginning work in process 30% complete as to conversion costs, 660,000 units were started into production, and 25,000 units were in ending work in process 40% complete as to conversion costs. Materials are entered at the beginning of each process.
Instructions
b. | Transferred out | $2,211,000 |
WIP | $ 69,000 |
Determine equivalent units and unit costs and assign costs.
P16A.5 (LO 3, 4), AP Polk Company manufactures basketballs. Materials are added at the beginning of the production process and conversion costs are incurred uniformly. Production and cost data for the month of July 2022 are as follows.
Production Data—Basketballs | Units | Percentage Complete | |
---|---|---|---|
Work in process units, July 1 | 500 | 60% | |
Units started into production | 1,000 | ||
Work in process units, July 31 | 600 | 40% | |
Cost Data—Basketballs | |||
Work in process, July 1 | |||
Materials | $750 | ||
Conversion costs | 600 | $1,350 | |
Direct materials | 2,400 | ||
Direct labor | 1,580 | ||
Manufacturing overhead | 1,240 |
Instructions
a. | 2. Materials | $2.10 |
3. Transferred out | $4,590 | |
WIP | $1,980 |
Compute equivalent units and complete production cost report.
P16A.6 (LO 3, 4), AP Hamilton Processing Company uses a weighted-average process cost system and manufactures a single product—an industrial carpet shampoo and cleaner used by many universities. The manufacturing activity for the month of October has just been completed. A partially completed production cost report for the month of October for the Mixing and Cooking Department is shown as follows.
Hamilton Processing Company Mixing and Cooking Department Production Cost Report For the Month Ended October 31 |
||||||
---|---|---|---|---|---|---|
Equivalent Units | ||||||
Quantities | Physical Units | Materials | Conversion Costs | |||
Units to be accounted for | ||||||
Work in process, October 1 | ||||||
(all materials, 70% conversion costs) | 20,000 | |||||
Started into production | 150,000 | |||||
Total units | 170,000 | |||||
Units accounted for | ||||||
Transferred out | 120,000 | ? | ? | |||
Work in process, October 31 | ||||||
(60% materials, 40% conversion costs) | 50,000 | ? | ? | |||
Total units accounted for | 170,000 | ? | ? | |||
Costs | ||||||
Unit costs | Materials | Conversion Costs | Total | |||
Total cost | $240,000 | $105,000 | $345,000 | |||
Equivalent units | ? | ? | ||||
Unit costs | $ ? | + | $ ? | = | $ ? | |
Costs to be accounted for | ||||||
Work in process, October 1 | $ 30,000 | |||||
Started into production | 315,000 | |||||
Total costs | $345,000 | |||||
Cost Reconciliation Schedule | Materials | Conversion Costs | Total | |||
Costs accounted for | ||||||
Transferred out | $ ? | |||||
Work in process, October 31 | ||||||
Materials | $ ? | |||||
Conversion costs | ? | ? | ||||
Total costs | $ ? |
Instructions
a. Materials | $ 1.60 |
b. Transferred out | $282,000 |
WIP | $ 63,000 |
Determine equivalent units and unit costs and assign costs for processes; prepare production cost report.
*P16A.7 (LO 5), AP Owen Company manufactures bicycles and tricycles. For both products, materials are added at the beginning of the production process, and conversion costs are incurred uniformly. Owen Company uses the FIFO method to compute equivalent units. Production and cost data for the month of March are as follows.
Production Data—Bicycles | Units | Percentage Complete |
---|---|---|
Work in process units, March 1 | 200 | 80% |
Units started into production | 1,000 | |
Work in process units, March 31 | 300 | 40% |
Cost Data—Bicycles | ||
Work in process, March 1 | $19,280 | |
Direct materials | 50,000 | |
Direct labor | 25,900 | |
Manufacturing overhead | 30,000 | |
Production Data—Tricycles | Units | Percentage Complete |
Work in process units, March 1 | 100 | 75% |
Units started into production | 1,000 | |
Work in process units, March 31 | 60 | 25% |
Cost Data—Tricycles | ||
Work in process, March 1 | $ 6,125 | |
Direct materials | 30,000 | |
Direct labor | 14,300 | |
Manufacturing overhead | 20,000 |
Instructions
a. Bicycles: | ||
1. Materials | 1,000 | |
2. Materials | $50 | |
3. Transferred out | $102,380 | |
WIP | $ 22,800 |
CD16A Building a kayak using the composite method is a very labor-intensive process. In the Fabrication Department, the kayaks go through several steps as employees carefully place layers of Kevlar® in a mold and then use resin to fuse together the layers. The excess resin is removed with a vacuum process, and the upper shell and lower shell are removed from the molds and assembled. The seat, hatch, and other components are added in the Finishing Department.
At the beginning of April, Current Designs had 30 kayaks in process in the Fabrication Department. Rick Thrune, the production manager, estimated that about 80% of the materials costs had been added to these boats, which were about 50% complete with respect to the conversion costs. The cost of this inventory had been calculated to be $8,400 in materials and $9,000 in conversion costs.
During April, 72 boats were started. At the end of the month, the 35 kayaks in the ending inventory had 20% of the materials and 40% of the conversion costs already added to them.
A review of the accounting records for April showed that materials with a cost of $17,500 had been requisitioned by the Fabrication Department and that the conversion costs for the month were $39,600.
Instructions
Complete a production cost report for April 2022 for the Fabrication Department using the weighted-average method.
(Note: This is a continuation of the Waterways case from Chapters 14–15.)
WC16A Because most of the parts for its irrigation systems are standard, Waterways handles the majority of its manufacturing as a process cost system. There are multiple process departments. Three of these departments are the Molding, Cutting, and Welding Departments. All items eventually end up in the Packaging Department, which prepares items for sale in kits or individually. This case asks you to help Waterways calculate equivalent units and prepare a production cost report.
The following information is available for the Molding Department for January.
Work in process beginning:
Units in process | 22,000 |
Stage of completion for materials | 80% |
Stage of completion for conversion costs | 30% |
Costs in work in process inventory:
Materials | $168,360 |
Labor | 67,564 |
Overhead | 17,270 |
Total costs in beginning work in process | $253,194 |
Units started into production in January | 60,000 |
Units completed and transferred in January | 58,000 |
Costs added to production:
Materials | $264,940 |
Labor | 289,468 |
Overhead | 60,578 |
Total costs added into production in January | $614,986 |
Work in process ending:
Units in process | 24,000 |
Stage of completion for materials | 50% |
Stage of completion for conversion costs | 10% |
Instructions
(a) Prepare a production cost report for Waterways using the weighted‐average method.
CT16A.1 Florida Beach Company manufactures sunscreen, called NoTan, in 11-ounce plastic bottles. NoTan is sold in a competitive market. As a result, management is very cost-conscious. NoTan is manufactured through two processes: mixing and filling. Materials are entered at the beginning of each process, and labor and manufacturing overhead occur uniformly throughout each process. Unit costs are based on the cost per gallon of NoTan using the weighted-average costing approach.
On June 30, 2022, Mary Ritzman, the chief accountant for the past 20 years, opted to take early retirement. Her replacement, Joe Benili, had extensive accounting experience with motels in the area but only limited contact with manufacturing accounting. During July, Joe correctly accumulated the following production quantity and cost data for the Mixing Department.
Production quantities: Work in process, July 1, 8,000 gallons 75% complete; started into production 100,000 gallons; work in process, July 31, 5,000 gallons 20% complete. Materials are added at the beginning of the process.
Production costs: Beginning work in process $88,000, comprised of $21,000 of materials costs and $67,000 of conversion costs; incurred in July: materials $573,000, conversion costs $765,000.
Joe then prepared a production cost report on the basis of physical units started into production. His report showed a production cost of $14.26 per gallon of NoTan. The management of Florida Beach was surprised at the high unit cost. The president comes to you, as Mary’s top assistant, to review Joe’s report and prepare a correct report if necessary.
Instructions
With the class divided into groups, answer the following questions.
CT16A.2 Harris Furniture Company manufactures living room furniture through two departments: Framing and Upholstering. Materials are entered at the beginning of each process. For May, the following cost data are obtained from the two work in process accounts.
Framing | Upholstering | |
---|---|---|
Work in process, May 1 | $ –0– | $ ? |
Materials | 450,000 | ? |
Conversion costs | 261,000 | 330,000 |
Costs transferred in | –0– | 600,000 |
Costs transferred out | 600,000 | ? |
Work in process, May 31 | 111,000 | ? |
Instructions
Answer the following questions.
CT16A.3 Paintball is now played around the world. The process of making paintballs is actually quite similar to the process used to make certain medical pills. In fact, paintballs were previously often made at the same factories that made pharmaceuticals.
Instructions
Do an Internet search on “video of paintball production,” view that video, and then complete the following.
CT16A.4 Diane Barone was a good friend of yours in high school and is from your home town. While you chose to major in accounting when you both went away to college, she majored in marketing and management. You are now the accounting manager for the Snack Foods Division of Melton Enterprises. Your friend Diane was promoted to regional sales manager for the same division of Melton. Diane recently telephoned you. She explained that she was familiar with job cost sheets, which had been used by the Special Projects Division where she had formerly worked. She was, however, very uncomfortable with the production cost reports prepared by your division. She emailed you a list of her particular questions:
Instructions
Prepare a memo to Diane. Answer her questions and include any additional information you think would be helpful. You may write informally but do use proper grammar and punctuation.
CT16A.5 R. B. Dillman Company manufactures a high-tech component used in Bluetooth speakers that passes through two production processing departments, Molding and Assembly. Department managers are partially compensated on the basis of units of product completed and transferred out relative to units of product put into production. This was intended as encouragement to be efficient and to minimize waste.
Jan Wooten is the department head in the Molding Department, and Tony Ferneti is her quality control inspector. During the month of June, Jan hired three new employees who were not yet technically skilled. As a result, many of the units produced in June had minor molding defects. In order to maintain the department’s normal high rate of completion, Jan told Tony to pass through inspection and on to the Assembly Department all units that had defects nondetectable to the human eye. “Company and industry tolerances on this product are too high anyway,” says Jan. “Less than 2% of the units we produce are subjected in the market to the stress tolerance we’ve designed into them. The odds of those 2% being any of this month’s units are even less. Anyway, we’re saving the company money.”
Instructions
CT16A.6 An oil refinery in Texas City, Texas, on the Houston Ship Channel exploded. The explosion killed 15 people and sent a plume of smoke hundreds of feet into the air. The blast started as a fire in the section of the plant that increased the octane of the gasoline that was produced at the refinery. The Houston Ship Channel is the main waterway that allows commerce to flow from the Gulf of Mexico into Houston.
The Texas Commission on Environmental Quality expressed concern about the release of nitrogen oxides, benzene, and other known carcinogens as a result of the blast. Neighbors of the plant complained that the plant had been emitting carcinogens for years and that the regulators had ignored their complaints about emissions and unsafe working conditions.
Instructions
Answer the following questions.
As indicated in the following Feature Story about Precor, the traditional costing systems described in earlier chapters are not the best answer for every company. Precor suspected that its traditional costing system was masking significant differences in its real cost structure, so it sought a new method of assigning overhead costs. Similar searches by other companies for ways to improve operations and gather more accurate cost data for decision-making have resulted in the development of powerful management tools, including activity-based costing (ABC). The primary objective of this chapter is to explain and illustrate activity-based costing.
Do you feel like the whole world is conspiring against your efforts to get in shape? Is it humanly possible to resist the constant barrage of advertisements and fast-food servers who pleasantly encourage us to “supersize” it? Lest we think that we have no allies in our battle against the bulge, consider Precor.
Ever since it made the first ergonomically sound rowing machine in 1980, Precor’s sole mission has been to provide high-quality exercise equipment. It makes elliptical trainers, exercise bikes, rowing machines, treadmills, multistation strength systems, and many other forms of equipment designed to erase the cumulative effects of a fast-food nation. Its equipment has been used in Hilton hotels and Gold’s Gym franchises.
Building high-quality fitness equipment requires sizable investments by Precor in buildings and machinery. For example, when Precor moved its facilities from Valencia, California, to Greensboro, North Carolina, the company installed low-flow water fixtures, high-efficiency heating and cooling systems, and state-of-the-art lighting in its $26 million, 230,000-square-foot facility. As a result of these efforts, Precor’s new facility received a Leadership in Energy and Efficient Design (LEED) CI Gold Certification.
Because of its huge investments in property, plant, and equipment, overhead costs represent a large percentage of the cost of manufacturing Precor’s exercise equipment. The combination of high overhead costs and a wide variety of products means that it is important that Precor assigns its overhead accurately to its various products. Without accurate cost information, Precor will not know whether its elliptical trainers and recumbent bicycles are making money, whether its AMT 100i adaptive motion trainer is priced high enough to cover its costs, or if its 240i Stretchtrainer is losing money.
To increase the accuracy of its costs, Precor uses activity-based costing. This is a method of overhead allocation that focuses on identifying the types of activities that cause the company to incur costs. It then assigns overhead to products based on their relative usage of cost-incurring activities. By doing this, the allocation of overhead is less arbitrary than traditional overhead allocation methods. In short, before it can help us burn off the pounds, Precor needs to understand what drives its overhead costs.
Source: Precor website.
Watch the Precor video in Wiley Course Resources to learn more about activity-based costing.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Discuss the difference between traditional costing and activity-based costing. |
|
DO IT! 1 Costing Systems |
LO 2 Apply activity-based costing to a manufacturer. |
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DO IT! 2 Apply ABC to Manufacturer |
LO 3 Explain the benefits and limitations of activity-based costing. |
|
DO IT! 3 Classify Activity Levels |
LO 4 Apply activity-based costing to service industries. |
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DO IT! 4 Apply ABC to Service Company |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
It is probably impossible to determine the exact cost of a product or service. However, in order to achieve improved management decisions, companies strive to provide decision-makers with the most accurate cost estimates they can.
Often, the most difficult part of computing accurate unit costs is determining the proper amount of overhead cost to assign to each product, service, or job.
Illustration 17.1 displays a simplified (one-stage) traditional costing system relying on direct labor to assign overhead.
ILLUSTRATION 17.1 Traditional one-stage costing system
To illustrate a traditional costing system, assume that Atlas Company produces two abdominal fitness products—the Ab Bench and the Ab Coaster. Each year, the company produces 25,000 Ab Benches but only 5,000 Ab Coasters (to simplify our example, we assume that all units manufactured in a year are sold in that same year). Each unit produced requires one hour of direct labor, for a total of 30,000 labor hours (25,000 + 5,000). The direct labor cost is $12 per unit for each product. Total direct labor costs are $360,000 [$12 × (25,000 + 5,000)].
The direct materials cost per unit is $40 for the Ab Bench and $30 for the Ab Coaster. Therefore, the per unit direct materials and direct labor costs are $52 for the Ab Bench and $42 for the Ab Coaster, as shown in Illustration 17.2. Total direct materials costs are $1,150,000 [($40 × 25,000) + ($30 × 5,000)].
ILLUSTRATION 17.2 Direct costs per unit— traditional costing
Atlas expects to incur annual manufacturing overhead costs of $900,000. It sells the Ab Bench for $200 and the Ab Coaster for $170. Using this information, plus assumed data regarding selling and administrative expenses, a multiple-step income statement is provided in Illustration 17.3.
ILLUSTRATION 17.3 Income statement for Atlas Company
Atlas Company Income Statement For the Year Ended December 31, 2025 |
||
Sales | $5,850,000 | |
Cost of goods sold* | ||
Direct materials | $1,150,000 | |
Direct labor | 360,000 | |
Manufacturing overhead | 900,000 | 2,410,000 |
Gross profit | 3,440,000 | |
Selling and administrative expenses | ||
Administrative expenses | 450,000 | |
Selling expenses | 360,000 | 810,000 |
Net income | $2,630,000 | |
*Because we have assumed that all goods produced during the period were sold, the cost of goods manufactured is equal to the cost of goods sold. | ||
As discussed, the cost of direct materials and direct labor can be directly traced to each product. However, manufacturing overhead cannot be traced directly; instead, it must be assigned using a predetermined overhead rate in order to determine product cost.
Atlas assigns overhead using a single predetermined overhead rate based on the 30,000 direct labor hours it expects to use this year. Thus, the predetermined overhead rate is $30 per direct labor hour ($900,000 ÷ 30,000 direct labor hours).
Since both products require one direct labor hour per unit, both products are assigned overhead costs of $30 per unit under traditional costing. Illustration 17.4 shows the total unit costs for the Ab Bench and the Ab Coaster.
ILLUSTRATION 17.4 Total unit costs—traditional costing
As shown in Illustration 17.4, Atlas assigns the same amount of overhead costs per unit to both the Ab Bench and the Ab Coaster because these two products use the same amount of direct labor hours per unit.
However, using a single rate based on direct labor hours may not be the best approach for Atlas to assign its overhead.
In recent years, manufacturers and service providers have experienced tremendous changes. Advances in computerized systems, technological innovations, global competition, and automation have altered the manufacturing environment drastically.
Companies that use overhead rates based on direct labor when this correlation does not exist experience significant product cost distortions.
To minimize such distortions, many companies began to use machine hours instead of labor hours as the basis to assign overhead in an automated manufacturing environment. But, even machine hours may not serve as a good basis for plantwide allocation of overhead costs. For example, product design and engineering costs are not correlated with machine hours but instead with the number of different items a company produces.
Activity-based costing (ABC) is an approach for allocating overhead costs. Specifically, ABC allocates overhead to multiple activity cost pools and then assigns the activity cost pools to products and services by means of cost drivers. In using ABC, you need to understand the following concepts.
Activity-based costing involves the following four steps, as shown in Illustration 17.5.
ILLUSTRATION 17.5 The four steps of activity-based costing
The cost drivers are activities undertaken to produce goods or perform services, which cause the company to consume resources. Examples are number of purchase orders, number of machine setups, labor hours, and number of inspections.
Illustration 17.6 shows examples of activities, and possible cost drivers to measure them, for a company that manufactures two types of equipment—lawn mowers and snow throwers.
ILLUSTRATION 17.6 Activities and related cost drivers
In this section, we present a simple case example that compares activity-based costing with traditional costing. It illustrates how ABC eliminates the cost distortions that can occur in traditional overhead cost allocation.
As a result, ABC supplements—rather than replaces—these cost systems.
Let’s return to our Atlas Company example. Using the information from Illustration 17.4, we can calculate unit costs under ABC. As shown earlier in Illustration 17.5, activity-based costing involves the following four steps.
Activity-based costing starts with an analysis of the activities needed to manufacture a product or perform a service.
Atlas Company identifies four activity cost pools: manufacturing, machine setups, purchase ordering, and factory maintenance.
Next, the company allocates overhead costs directly to the appropriate activity cost pool. For example, Atlas allocates all overhead costs directly associated with machine setups (such as salaries, supplies, and depreciation) to the setup cost pool. Illustration 17.7 shows the four cost pools, along with the estimated overhead allocated to each cost pool. Note that the total estimated overhead is $900,000 under either traditional costing or ABC.
ILLUSTRATION 17.7 Activity cost pools and estimated overhead
After costs are allocated to the activity cost pools, the company must identify the cost drivers for each cost pool. The cost driver must accurately measure the actual consumption of the activity by the various products.
Availability and ease of obtaining data relating to the cost driver is an important factor that must be considered in its selection.
Illustration 17.8 shows the cost drivers that Atlas Company identifies and their total estimated use per activity cost pool. For example, the cost driver for the machine setup cost pool is the number of setups. A product that requires more setups will cause more setup costs to be incurred, and it therefore should be assigned more overhead costs from the setup cost pool. The total number of setups is estimated to be 2,000 for the year.
ILLUSTRATION 17.8 Cost drivers and their estimated use
Activity Cost Pools | Cost Drivers | Estimated Use of Cost Drivers per Activity | ||
Manufacturing | Machine hours | 50,000 machine hours | ||
Machine setups | Number of setups | 2,000 setups | ||
Purchase ordering | Number of purchase orders | 2,500 purchase orders | ||
Factory maintenance | Square footage | 25,000 square feet |
Next, the company computes an activity-based overhead rate per cost driver by dividing the estimated overhead per activity by the number of cost drivers estimated to be used per activity.
ILLUSTRATION 17.9 Equation for computing activity-based overhead rate
Atlas Company computes its activity-based overhead rates by using the estimated overhead per activity cost pool, shown in Illustration 17.7, and the estimated use of cost drivers per activity, shown in Illustration 17.8. These computations are presented in Illustration 17.10. For example, $100,000 was allocated to the machine setup pool, and the estimated number of annual setups is 2,000. The activity-based rate for machine setups is therefore $50 per setup ($100,000 ÷ 2,000 setups).
ILLUSTRATION 17.10 Computation of activity-based overhead rates
In allocating overhead costs, the company must know the use of cost drivers for each product. Because of its low volume and higher number of components, the Ab Coaster requires more setups and purchase orders than the Ab Bench. Illustration 17.11 shows the use of cost drivers per product for each of Atlas Company’s products. Note that of the 2,000 estimated total setups, 500 result from producing the Ab Bench and 1,500 result from the Ab Coaster.
ILLUSTRATION 17.11 Use of cost drivers per product
Use of Cost Drivers per Product | ||||||||
Activity Cost Pools | Cost Drivers | Estimated Use of Cost Drivers per Activity | Ab Bench | Ab Coaster | ||||
Manufacturing | Machine hours | 50,000 machine hours | 30,000 | 20,000 | ||||
Machine setups | Number of setups | 2,000 setups | 500 | 1,500 | ||||
Purchase ordering | Number of purchase orders | 2,500 purchase orders | 750 | 1,750 | ||||
Factory maintenance | Square feet | 25,000 square feet | 10,000 | 15,000 |
To assign overhead costs to each product, Atlas multiplies the activity-based overhead rates per cost driver (Illustration 17.10) by the number of cost drivers used per product (Illustration 17.11). Illustration 17.12 shows the overhead cost assigned to each product. For example, of the total of $100,000 allocated to the machine setup pool, $25,000 (500 setups × $50) is assigned to the Ab Bench and $75,000 (1,500 setups × $50) is assigned to the Ab Coaster.
ILLUSTRATION 17.12 Allocation of activity cost pools to products
Of the total overhead costs of $900,000 shown in Illustration 17.7, $480,000 was assigned to the Ab Bench and $420,000 to the Ab Coaster. Under ABC, the overhead cost per unit is $19.20 ($480,000 ÷ 25,000) for the Ab Bench and $84.00 ($420,000 ÷ 5,000) for the Ab Coaster. We see next how this per unit amount substantially differs from that computed under a traditional costing system.
Illustration 17.13 compares the unit costs for Atlas Company’s Ab Bench and Ab Coaster under traditional costing and ABC.
ILLUSTRATION 17.13 Comparison of unit product costs
The comparison shows that unit costs under traditional costing are different and often misleading.
Using a traditional costing system, each product was assigned the same amount of overhead ($30) because both products use the same amount of the cost driver (direct labor hours). In contrast, ABC assigns overhead to products based on multiple cost drivers. For example, under ABC, Atlas assigns 75% of the costs of equipment setups to Ab Coasters because Ab Coasters were responsible for 75% (1,500 ÷ 2,000) of the total number of setups.
Note that activity-based costing does not change the amount of total manufacturing overhead costs.
Thus, ABC helps Atlas avoid some negative consequences of a traditional costing system, such as overpricing its Ab Benches and thereby possibly losing market share to competitors. Atlas has also been sacrificing profitability by underpricing the Ab Coaster.
Companies that move from traditional costing to ABC often have similar experiences as ABC shifts costs from high-volume products to low-volume products. This shift occurs because traditional overhead allocation uses volume-driven bases such as labor hours or machine hours. The traditional approach ignores the fact that many overhead costs are not correlated with volume. In addition, ABC recognizes products’ use of resources, which also increases the accuracy of product costs.
ABC has three primary benefits:
ABC employs more cost pools and therefore results in more accurate product costing.
ABC leads to enhanced control over overhead costs.
ABC supports better management decisions.
The main mechanism by which ABC increases product cost accuracy is the use of multiple cost pools. Instead of one plantwide pool (or even several departmental pools) and a single cost driver, companies use numerous activity cost pools with more relevant cost drivers. Thus, costs are assigned more accurately on the basis of the cost drivers used to produce each product.
Note that in the Atlas Company example, the manufacturing cost pool reflected multiple manufacturing activities, including machining, assembling, and painting. These activities were included in a single pool for simplicity.
In many companies, the number of activities—and thus the number of pools—can be substantial. For example, Clark-Hurth (a division of Clark Equipment Company), a manufacturer of axles and transmissions, identified over 170 activities. Compumotor (a division of Parker Hannifin) identified over 80 activities in just the procurement function of its Material Control Department. Illustration 17.14 shows a more likely “split” of the activities that were included in Atlas’s manufacturing cost pool, reflecting separate pools and drivers for each of those activities.
ILLUSTRATION 17.14 A more detailed view of Atlas’s manufacturing activities
To simplify our presentation and to enable a direct comparison of overhead allocation under traditional costing versus activity-based costing, we assume that Atlas Company only assigned manufacturing overhead costs to products. Consider again the multiple-step income statement presented for Atlas Company, shown in Illustration 17.15.
ILLUSTRATION 17.15 Income statement for Atlas Company showing manufacturing and nonmanufacturing costs
Atlas Company Income Statement For the Year Ended December 31, 2025 |
|||
Sales | $5,850,000 | ||
Cost of goods sold* | |||
Direct materials | $1,150,000 | ||
Direct labor | 360,000 | ||
Manufacturing overhead | 900,000 | 2,410,000 | |
Gross profit | 3,440,000 | ||
Selling and administrative expenses | |||
Administrative expenses | 450,000 | ||
Selling expenses | 360,000 | 810,000 | |
Net income | $2,630,000 | ||
*Because we have assumed that all goods produced during the period were sold, the cost of goods manufactured is equal to the cost of goods sold. | |||
The nonmanufacturing overhead costs included in selling and administrative expenses represent a significant portion of the company’s costs.
For example, suppose that Atlas sells its products to three different types of customers: (1) “big box” stores, (2) workout facilities, and (3) individuals via online sales. The demands on the company’s sales resources (e.g., order taking, order filling, sales calls, travel, and warranty costs) might vary considerably across these three sales channels. To evaluate the relative profitability of each of these three sales channels, Atlas could use activity-based costing to allocate the sales costs to these three customer types for internal decision-making purposes.
To gain the full advantage of having multiple cost pools, the costs within the pool must be correlated with the driver. To achieve this, a company’s managers often characterize activities as belonging to one of the following four activity-level groups when designing an ABC system.
Unit-level activities are performed for each unit of production. For example, the assembly of cell phones is a unit-level activity because the amount of assembly the company performs increases with each additional cell phone assembled.
Batch-level activities are performed every time a company produces another batch of a product. For example, suppose that to start processing a new batch of ice cream, an ice cream producer needs to set up its machines. The amount of time spent setting up and cleaning up machines increases with the number of batches produced, not with the number of units produced.
Product-level activities are performed every time a company produces a new type of product. For example, before a pharmaceutical company can produce and sell a new type of medicine, it must undergo very substantial product tests to ensure the product is effective and safe. The amount of time spent on testing activities increases with the number of products the company produces.
Facility-level activities are required to support or sustain an entire production process. Consider, for example, a hospital. The hospital building must be insured and heated, and the property taxes must be paid, no matter how many patients the hospital treats. These costs do not vary as a function of the number of units, batches, or products.
Companies may achieve greater accuracy in overhead cost allocation to products by recognizing these four different levels of activities and, from them, developing specific activity cost pools and their related cost drivers. Illustration 17.16 depicts this four-level activity hierarchy, along with the types of activities and examples of cost drivers for those activities at each level.
Note that sometimes the classification of an activity will depend on the context. For example, in some circumstances, inspection is a batch-level activity that is driven by the number of batches or setups. This is because the company will have to ensure that the setup was done properly and did not cause a deviation from product specifications. However, inspection can also be a unit-level activity that is driven by the number of units produced.
Some companies experiencing the benefits of activity-based costing have applied it to a broader range of management activities. Activity-based management (ABM) extends the use of ABC from product costing to a comprehensive management tool that focuses on reducing costs and improving processes and decision-making.
For example, in developing an ABC system, managers increase their awareness of the activities performed by the company in its production and supporting processes.
Value-added activities are essential activities of a company’s operations that increase the perceived value of a product or service to customers. Examples for the manufacture of Precor exercise equipment include engineering design, machining, assembly, assembly supervision, and painting. Supervision of a value-added activity is itself a value-added activity, as it coordinates and manages the value-added activity with a goal of improving operations. Thus, since assembly is a value-added activity, supervision of assembly is also value-added. Examples of value-added activities in a service company include performing surgery at a hospital, performing legal research at a law firm, and delivering packages by a freight company.
ILLUSTRATION 17.16 Hierarchy of activity levels
Non–value-added activities are nonessential activities that, if eliminated, would not reduce the perceived value of a company’s product or service. These activities simply add cost to, or increase the time spent on, a product or service without increasing its perceived value. One example is inventory storage. If a company eliminated the need to store inventory, it would not reduce the value of its product, but it would decrease its product costs. Similarly, inspections are a non–value-added activity. A company can eliminate the need for inspections by improving its production process. Thus, the elimination of inspection would not reduce the value of the product. Other examples include moving materials, work in process, or finished goods from one location to another in the factory during the production process; waiting for manufacturing equipment to become available; and fixing defective goods under warranty.
Companies often use activity flowcharts to help identify the ABC activities, such as the one shown in Illustration 17.17 (see Decision Tools). The top part of this flowchart identifies activities as value-added (highlighted in red) or non–value-added. Two rows in the lower part of the flowchart show the number of days spent on each activity. The first row shows the number of days spent on each activity under the current manufacturing process. The second row shows the number of days estimated to be spent on each activity under management’s proposed reengineered manufacturing process.
ILLUSTRATION 17.17 Analyzing non–value-added activities to improve operations
Appendix 17A discusses a just-in-time inventory system, which some companies use to eliminate non–value-added activities related to inventory.
Not all activities labeled non–value-added are totally wasteful, nor can they be totally eliminated. For example, although inspection time is a non–value-added activity from a customer’s perspective, few companies would eliminate their quality control functions. Similarly, moving and waiting time is non–value-added, but it would be impossible to completely eliminate in most instances. Nevertheless, when managers recognize the non–value-added characteristic of these activities, they are motivated to minimize them as much as possible. Attention to such matters is part of the growing practice of activity-based management, which helps managers concentrate on continuous improvement of operations and activities.
Managers extend the use of ABC via activity-based management (ABM) for both strategic and operational decisions or perspectives. For example, returning to Atlas Company, its managers might use ABC information about its Ab Benches and Ab Coasters to improve the efficiency of its operations. For example, after realizing that both products require a high volume of setup hours—as well as the costs of these hours—they might want to reduce the hours required to set up production runs. Such information may lead managers to increase the number of units produced with each setup or to optimize production schedules for the two products.
ABC also helps managers evaluate employees, departments, and business units.
ABC information also helps Atlas to establish performance standards within the company, as well as benchmark its performance against other companies.
The implications of ABC are not limited to operational decisions. The differences in profitability between the Ab Benches and Ab Coasters may suggest a need to change the company’s product mix. Such considerations, in turn, have implications for Atlas’s marketing strategy. ABM may guide managers in considering different target customer markets for the two products. Or, managers might consider bundling the two products into a “home gym” set. As another, more extreme, example, managers might consider outsourcing production for one of the products or dropping one of the product lines altogether.
It is often the case that ABM for one perspective has implications for another perspective.
The interrelated nature of the strategic and operational perspectives often means that a decision is not made until the cascading implications of that decision are also identified and considered.
ABC can be very beneficial, but it is not without its limitations.
So companies must ask, is the cost of implementation greater than the benefit of greater accuracy? For some companies, there may be no need to consider ABC at all because their existing system is sufficient.
In light of these limitations, how does a company know when to use ABC? The presence of one or more of the following factors would point to possible use:
Product lines differ greatly in volume and manufacturing complexity.
Product lines are numerous and diverse, requiring various degrees of support services.
Overhead costs constitute a significant portion of total costs.
The manufacturing process or the number of products has changed significantly, for example, from labor-intensive to capital-intensive due to automation.
Production or marketing managers are ignoring data provided by the existing system and are instead using “bootleg” costing data or other alternative data when pricing or making other product decisions.
Ultimately, it is important to realize that the redesign and installation of a product costing system is a significant decision that requires considerable cost and a major effort to accomplish (see Decision Tools).
Although initially developed and implemented by manufacturers, activity-based costing has been widely adopted in service industries as well. ABC is used by airlines, railroads, hotels, hospitals, banks, insurance companies, telephone companies, and financial services firms.
The general approach to identifying activities, activity cost pools, and cost drivers is the same for service companies and for manufacturers. Also, the labeling of activities as value-added and non–value-added, and the attempt to reduce or eliminate non–value-added activities as much as possible, is just as valid in service industries as in manufacturing operations. What sometimes makes implementation of activity-based costing difficult in service industries is that, compared to manufacturers, a larger proportion of overhead costs are company-wide costs that cannot be easily traced to specific services performed by the company.
To illustrate the application of activity-based costing to a service company contrasted to traditional costing, we use a public accounting firm. This illustration is applicable to any service firm that performs numerous services for a client as part of a job, such as a law, consulting, or architectural firm.
Assume that the public accounting firm of Check and Doublecheck prepares the condensed annual budget shown in Illustration 17.18. The firm engages in a number of services, including audit, tax, and computer consulting.
ILLUSTRATION 17.18 Condensed annual budget of a service firm under traditional costing
Check and Doublecheck, CPAs Annual Budget |
||
Revenue | $4,000,000 | |
Direct labor | $1,200,000 | |
Overhead (estimated) | 600,000 | |
Total costs | 1,800,000 | |
Operating income | $2,200,000 | |
The cost of the professional service performed is usually based on direct labor. Under traditional costing, direct labor is the basis for overhead application to each job. As shown in Illustration 17.18, the predetermined overhead rate of 50% is calculated by dividing the total estimated overhead cost by the total direct labor cost. To determine the operating income earned on any job, Check and Doublecheck applies overhead at the rate of 50% of actual direct professional labor costs incurred. For example, assume that Check and Doublecheck records $140,000 of actual direct professional labor cost during its audit of Plano Molding Company, which was billed an audit fee of $260,000. Under traditional costing, using 50% as the rate for applying overhead to the job, Check and Doublecheck would compute applied overhead and operating income related to the Plano Molding Company audit as shown in Illustration 17.19.
ILLUSTRATION 17.19 Overhead applied under traditional costing system
Check and Doublecheck, CPAs Plano Molding Company Audit |
||
Revenue | $260,000 | |
Less: Direct professional labor | $140,000 | |
Applied overhead (50% × $140,000) | 70,000 | 210,000 |
Operating income | $ 50,000 | |
This example, under traditional costing, uses only one cost driver (direct labor cost) to determine the overhead application rate.
Under activity-based costing, Check and Doublecheck distributes its estimated annual overhead costs of $600,000 to three activity cost pools. The firm computes activity-based overhead rates per cost driver by dividing the amount allocated to each activity overhead cost pool by the estimated number of cost drivers used per activity. Illustration 17.20 shows an annual overhead budget using an ABC system.
ILLUSTRATION 17.20 Condensed annual budget of a service firm under activity-based costing
Check and Doublecheck, CPAs Annual Overhead Budget |
||||||||
Activity Cost Pools | Cost Drivers | Estimated Overhead | ÷ | Estimated Use of Cost Drivers per Activity | = | Activity-Based Overhead Rates | ||
Administration | Number of partner-hours | $335,000 | 3,350 | $100 per partner-hour | ||||
Customer development | Revenue billed | 160,000 | $4,000,000 | $0.04 per $1 of revenue | ||||
Recruiting and training | Direct professional hours | 105,000 | 30,000 | $3.50 per professional hour | ||||
$600,000 | ||||||||
The assignment of the individual overhead activity rates to the actual number of activities used in the performance of the Plano Molding Company audit results in total overhead assigned of $57,200, as shown in Illustration 17.21.
ILLUSTRATION 17.21 Assigning overhead in a service company
Under activity-based costing, Check and Doublecheck assigns overhead costs of $57,200 to the Plano Molding Company audit, as compared to $70,000 under traditional costing. Illustration 17.22 compares total costs and operating margins under the two costing systems.
ILLUSTRATION 17.22 Comparison of traditional costing with ABC in a service company
Illustration 17.22 shows that the assignment of overhead costs under traditional costing and ABC is different.
Traditionally, continuous process manufacturing has been based on a just-in-case philosophy: Inventories of raw materials are maintained just in case some items are of poor quality or a key supplier is shut down by a strike. Similarly, subassembly parts are manufactured and stored just in case they are needed later in the manufacturing process. Finished goods are completed and stored just in case unexpected and rush customer orders are received. This philosophy often results in a “push approach,” in which raw materials and subassembly parts are pushed through each process. Traditional processing often results in the buildup of extensive manufacturing inventories.
Primarily in response to foreign competition, many U.S. firms have switched to just-in-time (JIT) processing.
Illustration 17A.1 shows the sequence of activities in just-in-time processing.
ILLUSTRATION 17A.1 Just-in-time processing
An ultimate objective of JIT is to eliminate manufacturing inventories. Inventories have an adverse effect on net income because they tie up funds and storage space that could be put to more productive uses. JIT strives to eliminate inventories by using a “pull approach” in manufacturing.
The goal is a smooth, continuous flow in the manufacturing process, with no buildup of inventories at any point.
There are three important elements in JIT processing:
The major benefits of implementing JIT processing are as follows.
Significant reduction or elimination of manufacturing inventories.
Enhanced product quality.
Reduction or elimination of rework costs and inventory storage costs.
Production cost savings from the improved flow of goods through the processes.
The effects in many cases have been dramatic. For example, after using JIT for two years, a major division of Hewlett-Packard found that work in process inventories (in dollars) were down 82%, scrap/rework costs were down 30%, space utilization improved by 40%, and labor efficiency improved 50%. As indicated, JIT not only reduces inventory but also enables a company to manufacture a better product faster and with less waste.
One of the major accounting benefits of JIT is the elimination of separate raw materials and work in process inventory accounts.
A significant potential downside of JIT is the higher risk of not having materials when they are needed. As noted above, JIT requires dependable suppliers. But even dependable suppliers cannot overcome unexpected situations, such as natural disasters, that disrupt the supply chain.
A traditional costing system assigns overhead to products on the basis of predetermined plantwide or departmentwide rates such as direct labor or machine hours. An ABC system allocates overhead to identified activity cost pools and then assigns costs to products using related cost drivers that measure the activities (resources) consumed.
The development of an activity-based costing system involves the following four steps. (1) Identify and classify the major activities involved in the manufacture of specific products and allocate overhead to cost pools. (2) Identify the cost driver that has a strong correlation to the costs accumulated in each cost pool and estimate total annual cost driver usage. (3) Compute the activity-based overhead rate for each cost pool. (4) Assign overhead costs to products using the overhead rates determined for each cost pool and each product’s use of each cost driver.
To identify activity cost pools, a company must perform an analysis of each operation or process, documenting and timing every task, action, or transaction. Cost drivers identified for assigning activity cost pools must (a) accurately measure the actual consumption of the activity by the various products and (b) have related data easily available. The overhead allocated to each activity cost pool is divided by the estimated use of cost drivers to determine the activity-based overhead rate for each pool. Overhead is assigned to products by multiplying a particular product’s use of a cost driver by the activity-based overhead rate. This is done for each activity cost pool and then summed.
Features of ABC that make it a more accurate product costing system include (1) the increased number of cost pools used to assign overhead (including use of the activity-level hierarchy), (2) the enhanced control over overhead costs (including identification of non–value-added activities), and (3) the better management decisions it makes possible. The limitations of ABC are (1) the higher analysis and measurement costs that accompany multiple activity centers and cost drivers, and (2) the necessity still to assign some costs arbitrarily.
The overall objective of using ABC in service industries is no different than for manufacturing industries—that is, improved costing of services performed (by job, service, contract, or customer). The general approach to costing is the same: analyze operations, identify activities, accumulate overhead costs by activity cost pools, and identify and use cost drivers to assign the cost pools to the services.
JIT is a processing system dedicated to having on hand the right materials and products just at the time they are needed, thereby reducing the amount of inventory and the time inventory is held. One of the principal accounting effects is that one account, Raw and In-Process Inventory, replaces both the raw materials and work in process inventory accounts.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
How can activity-based management help managers? | Activities classified as value-added and non–value-added | Activity flowchart | The flowchart should motivate managers to minimize non–value-added activities. Managers should better understand the relationship between activities and the resources they consume. |
When should we use ABC? | Knowledge of the products or product lines, manufacturing process, and overhead costs | A detailed and accurate cost accounting system; cooperation between accountants and operating managers | Compare the results under both costing systems. If managers are better able to understand and control their operations using ABC and the costs are not prohibitive, the use of ABC would be beneficial. |
1. (LO 1) Activity-based costing (ABC):
c. Focusing on activities needed to produce a good or perform a service is an accurate statement about activity-based costing. The other choices are incorrect because ABC (a) can be used in either a process cost or a job order cost system; (b) focuses on activities performed to produce a product, not on units of production; and (d) uses multiple bases of allocation, not just a single basis of allocation.
2. (LO 1) Activity-based costing:
c. ABC is a two-stage overhead cost allocation system that identifies activity cost pools and cost drivers. The other choices are incorrect because ABC (a) is not necessarily part of the conversion to a just-in-time operating environment, (b) can be used in either a process cost or a job order cost system, and (d) uses other activities in addition to direct labor as cost drivers.
3. (LO 1) Any activity that causes resources to be consumed is called a:
c. Activities that cause resources to be consumed are called cost drivers, not (a) just-in-time activities, (b) facility-level activities, or (d) non–value-added activities.
4. (LO 2) Which of the following would be the best cost driver for the assembling cost pool?
b. The number of parts would be the best cost driver for the assembling cost pool as it has a higher degree of correlation with the actual consumption of the overhead costs, that is, the assembling of parts, than (a) number of product lines, (c) number of orders, or (d) amount of square footage.
5. (LO 2) The overhead rate for machine setups is $100 per setup. Products A and B have 80 and 60 setups, respectively. The overhead assigned to each product is:
b. The overhead assigned to Product A is $8,000 ($100 × 80) and to Product B is $6,000 ($100 × 60), not (a) $8,000, $8,000; (c) $6,000, $6,000; or (d) $6,000, $8,000.
6. (LO 2) Donna Crawford Co. has identified inspections as an activity cost pool to which it has allocated estimated overhead of $1,920,000. It has estimated use of cost drivers for that activity to be 160,000 inspections. Widgets require 40,000 inspections, gadgets 30,000 inspections, and targets 90,000 inspections. The overhead assigned to each product is:
d. The overhead assigned to widgets is $480,000 [($1,920,000 ÷ 160,000) × 40,000], to gadgets is $360,000 [($1,920,000 ÷ 160,000) × 30,000], and to targets is $1,080,000 [($1,920,000 ÷ 160,000) × 90,000]. Therefore, choices (a) $40,000, $30,000, and $90,000; (b) $640,000, $640,000, and $640,000; and (c) $360,000, $480,000, and $1,080,000 are incorrect.
7. (LO 3) A frequently cited limitation of activity-based costing is:
b. A limitation of ABC is that certain overhead costs remain to be assigned by means of some arbitrary volume-based cost driver. The other choices are incorrect because (a) more cost pools is an advantage of ABC, (c) ABC can lead to better management decisions, and (d) ABC results in more control over overhead costs.
8. (LO 3) A company should consider using ABC if:
d. A company should consider using ABC if its product lines differ greatly in volume and manufacturing complexity. For choices (a), (b), and (c), a traditional costing system should be sufficient and less expensive to implement.
9. (LO 3) A nonessential activity that adds costs to the product but does not increase its perceived value is a:
d. Non–value-added activities add costs to a product but do not increase its perceived value, not (a) value-added activities, (b) cost drivers, or (c) cost/benefit activities.
10. (LO 3) The following activity is value-added:
c. Producing a necessary product component on a machine is a value-added activity as it is an integral part of manufacturing a product. Choices (a) and (b) are non–value-added activities, so therefore choice (d) is incorrect as well.
11. (LO 3) A relevant facility-level cost driver for factory heating costs is:
c. Floor space is a relevant facility-level cost driver for factory heating costs as a larger space will result in higher heating costs. The other choices are incorrect because (a) machine hours, (b) direct materials, and (d) direct labor cost are all unit-level cost drivers.
12. (LO 4) The first step in the development of an activity-based costing system for a service company is:
a. The first step in developing an ABC system is to identify and classify activities and allocate overhead to cost pools. The other choices are incorrect because (b) is Step 4, (c) is Step 2, and (d) is Step 3.
*13. (LO 5) Under just-in-time processing:
d. All of the choices are accurate statements about just-in-time processing.
*14. (LO 5) The primary objective of just-in-time processing is to:
b. Eliminating or reducing all manufacturing inventories is the primary objective of just-in-time processing. The other choices are incorrect because choices (a), (c), and (d) are part of the process of implementing an ABC system.
Compute activity-based overhead rates.
1. (LO 2) Franco Company identifies three activities in its manufacturing process: machine setups, machining, and inspections. Estimated annual overhead cost for each activity is $280,000, $140,000, and $39,000, respectively. The cost driver for each activity and the estimated annual usage are number of setups 1,400, machine hours 7,000, and number of inspections 1,300. Compute the overhead rate for each activity.
Machine setups | $280,000 ÷ 1,400 = $200 per setup | |
Machining | $140,000 ÷ 7,000 = $20 per machine hour | |
Inspections | $39,000 ÷ 1,300 = $30 per inspection |
Compute activity-based overhead rates.
2. (LO 2) Dodge Inc. uses activity-based costing as the basis for information to set prices for its six lines of seasonal coats. Compute the activity-based overhead rates using the following budgeted data for each of the activity cost pools.
Activity Cost Pools | Estimated Overhead | Estimated Use of Cost Drivers per Activity | ||
Designing | $300,000 | 6,000 designer hours | ||
Sizing and cutting | 3,000,000 | 150,000 machine hours | ||
Stitching and trimming | 1,200,000 | 40,000 labor hours | ||
Wrapping and packing | 420,000 | 28,000 finished units |
Activity Cost Pool | Estimated Overhead | ÷ | Estimated Use of Cost Drivers per Activity | = | Activity-Based Overhead Rates | |
Designing | $ 300,000 | 6,000 designer hours | $50.00 per designer hour | |||
Sizing and cutting | 3,000,000 | 150,000 machine hours | $20.00 per machine hour | |||
Stitching and trimming | 1,200,000 | 40,000 labor hours | $30.00 per labor hour | |||
Wrapping and packing | 420,000 | 28,000 finished units | $15 per finished unit |
Compute activity-based overhead rates.
3. (LO 2) Rankle, Inc. a manufacturer of tofu-based hot dogs, employs activity-based costing. The budgeted data for each of the activity cost pools is provided below for the year 2025.
Activity Cost Pools | Estimated Overhead | Estimated Use of Cost Drivers per Activity | ||
Ordering and receiving | $ 280,000 | 5,600 orders | ||
Food processing | 1,400,000 | 40,000 machine hours | ||
Packaging | 560,000 | 22,400 labor hours |
For 2025, the company had 5,400 orders and used 41,000 machine hours, and labor hours totaled 23,000. What is the total overhead applied?
Activity Cost Pool | Estimated Overhead |
÷ | Estimated Use of Cost Drivers per Activity |
= | Activity-Based Overhead Rates |
|
Ordering and receiving | $ 280,000 | 5,600 orders | $50.00 per order | |||
Food processing | 1,400,000 | 40,000 machine hours | $35.00 per machine hour | |||
Packaging | 560,000 | 22,400 labor hours | $25.00 per labor hour |
Cost Drivers | × | Overhead Rates |
= | Total Overhead Applied |
||
5,400 orders | $50.00 | $ 270,000 | ||||
41,000 machine hours | 35.00 | 1,435,000 | ||||
23,000 labor hours | 25.00 | 575,000 | ||||
$2,280,000 |
Assign overhead using traditional costing and ABC.
1. (LO 1, 2) Domestic Fabrics has budgeted overhead costs of $955,000. It has assigned overhead on a plantwide basis to its two products (wool and cotton) using direct labor hours which are estimated to be 477,500 for the current year. The company has decided to experiment with activity-based costing and has created two activity cost pools and related activity cost drivers. These two cost pools are cutting (cost driver is machine hours) and machine setups (cost driver is number of machine setups). Overhead allocated to the cutting cost pool is $400,000, and $555,000 is allocated to the machine setups cost pool. Additional information regarding cost driver usage related to these pools is as follows.
Wool | Cotton | Total | ||||
Machine hours | 100,000 | 100,000 | 200,000 | |||
Number of machine setups | 1,000 | 500 | 1,500 |
Instructions
Activity Cost Pools | Cost Drivers | Estimated Overhead | ||
Cutting | Machine hours | $400,000 | ||
Machine setups | Number of machine setups | 555,000 | ||
Activity-based overhead rates: |
Cutting | Machine Setups | |
Wool | Cotton | |||
Activity-based costing | ||||
Cutting | ||||
100,000 × $2 | $200,000 | |||
100,000 × $2 | $200,000 | |||
Machine setups | ||||
1,000 × $370 | 370,000 | |||
500 × $370 | 185,000 | |||
Total cost assigned | $570,000 | $385,000 |
Wool | Cotton | |||
Traditional costing | ||||
238,750* × $2 | $477,500 | |||
238,750 × $2 | $477,500 |
*477,500 ÷ 2
The wool product line is assigned $92,500 ($570,000 − $477,500) more overhead cost when an activity-based costing system is used. As a result, the cotton product line is assigned $92,500 ($477,500 − $385,000) less.
Assign overhead using traditional costing and ABC.
2. (LO 1, 2, 3) Organic Products, Inc., uses a traditional product costing system to assign overhead costs uniformly to all products. To meet Food and Drug Administration (FDA) requirements and to assure its customers of safe, sanitary, and nutritious food, Organic engages in a high level of quality control. Organic assigns its quality-control overhead costs to all products at a rate of 20% of direct labor costs. Its direct labor cost for the month of June for its low-calorie dessert line is $55,000. In response to repeated requests from its financial vice president, Organic management agrees to adopt activity-based costing. Data relating to the low-calorie dessert line for the month of June are as follows.
Activity Cost Pools | Cost Drivers | Overhead Rate | Cost Drivers Used per Activity | |||
Inspections of material received | Number of pounds | $0.70 per pound | 6,000 pounds | |||
In-process inspections | Number of servings | $0.35 per serving | 10,000 servings | |||
FDA certification | Customer orders | $13.00 per order | 450 orders |
Instructions
$55,000 × .20 = $11,000. Quality-control overhead costs assigned in June to the low-calorie dessert line are $11,000.
Activity Cost Pools | Cost Drivers Used | × | Activity-Based Overhead Rate | = | Overhead Cost Assigned | |
Inspections of material received | 6,000 | $ 0.70 | $ 4,200 | |||
In-process inspections | 10,000 | 0.35 | 3,500 | |||
FDA certification | 450 | 13.00 | 5,850 | |||
Total assigned cost for June | $13,550 |
Assign overhead and compute unit costs.
(LO 2) Spreadwell Paint Company manufactures two high-quality base paints: an oil-based paint and a latex paint. Both are housepaints and are manufactured only in a neutral white color. Spreadwell sells the white base paints to franchised retail paint and decorating stores where pigments are added to tint (color) the paint as the customer desires. The oil-based paint is made with organic solvents (petroleum products) such as mineral spirits or turpentine. The latex paint is made with water; synthetic resin particles are suspended in the water, and dry and harden when exposed to air.
Spreadwell uses the same processing equipment to produce both paints in different production runs. Between batches, the vats and other processing equipment must be washed and cleaned.
After analyzing the company’s entire operations, Spreadwell’s accountants and production managers have identified activity cost pools and accumulated annual budgeted overhead costs by pool as follows.
Activity Cost Pools | Estimated Overhead | |
Purchasing | $ 240,000 | |
Processing (weighing and mixing, grinding, thinning and drying, straining) | 1,400,000 | |
Packaging (quarts, gallons, and 5-gallons) | 580,000 | |
Testing | 240,000 | |
Storage and inventory control | 180,000 | |
Washing and cleaning equipment | 560,000 | |
Total annual budgeted overhead | $3,200,000 |
Following further analysis, activity cost drivers were identified, and their estimated use by activity, as well as use by product, were scheduled as follows.
Use of Drivers per Product |
||||||||
Activity Cost Pools | Cost Drivers | Estimated Cost Drivers per Activity | Oil-Based | Latex | ||||
Purchasing | Purchase orders | 1,500 orders | 800 | 700 | ||||
Processing | Gallons processed | 1,000,000 gallons | 400,000 | 600,000 | ||||
Packaging | Containers filled | 400,000 containers | 180,000 | 220,000 | ||||
Testing | Number of tests | 4,000 tests | 2,100 | 1,900 | ||||
Storing | Avg. gals. on hand | 18,000 gallons | 10,400 | 7,600 | ||||
Washing | Number of batches | 800 batches | 350 | 450 |
Spreadwell has budgeted 400,000 gallons of oil-based paint and 600,000 gallons of latex paint for processing during the year.
Instructions
Activity Cost Pools | Estimated Overhead | ÷ | Estimated Use of Cost Drivers | = | Activity-Based Overhead Rates | |
Purchasing | $ 240,000 | 1,500 orders | $160 per order | |||
Processing | 1,400,000 | 1,000,000 gallons | $1.40 per gallon | |||
Packaging | 580,000 | 400,000 containers | $1.45 per container | |||
Testing | 240,000 | 4,000 tests | $60 per test | |||
Storing | 180,000 | 18,000 gallons | $10 per gallon | |||
Washing | 560,000 | 800 batches | $700 per batch | |||
$3,200,000 |
Oil-Based Paint | Latex Paint | ||
Total overhead cost assigned | $1,424,000 | $1,776,000 | |
Total gallons produced | 400,000 | 600,000 | |
Overhead cost per gallon | $3.56 | $2.96 |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1. Under what conditions is direct labor a valid basis for allocating overhead?
2. What has happened in recent industrial history to reduce the usefulness of direct labor as the primary basis for allocating overhead to products?
3. In an automated manufacturing environment, what basis of overhead allocation is frequently more relevant than direct labor hours?
4. What is generally true about overhead allocation to products versus low-volume products under a traditional costing system?
5. What are the principal differences between activity-based costing (ABC) and traditional product costing?
6. What is the equation for computing activity-based overhead rates?
7. What steps are involved in developing an activity-based costing system?
8. Explain the preparation and use of a value-added/non–value-added activity flowchart in an ABC system.
9. What is an activity cost pool?
10. What is a cost driver?
11. What makes a cost driver accurate and appropriate?
12. What is the calculation for assigning activity cost pools to products?
13. What are the primary benefits of activity-based costing?
14. What are the limitations of activity-based costing?
15. Under what conditions is ABC generally the superior overhead costing system?
16. What refinement has been made to enhance the efficiency and effectiveness of ABC for use in managing costs?
17. Of what benefit is classifying activities as value-added or non–value-added?
18. In what ways is the application of ABC to service industries the same as its application to manufacturing companies?
19. What is the relevance of the classification of levels of activity to ABC?
*20.
Identify differences between costing systems.
BE17.1 (LO 1), AP Digger Inc. sells a high-speed retrieval system for mining information. It provides the following information for the year.
Budgeted | Actual | ||
Overhead cost | $975,000 | $950,000 | |
Machine hours | 50,000 | 45,000 | |
Direct labor hours | 100,000 | 92,000 |
Overhead is applied on the basis of direct labor hours. (a) Compute the predetermined overhead rate. (b) Determine the amount of overhead applied for the year. (c) Explain how an activity-based costing system might differ in terms of computing a predetermined overhead rate.
Identify differences between costing systems.
BE17.2 (LO 1), AP Finney Inc. has conducted an analysis of overhead costs related to one of its product lines using a traditional costing system (volume-based) and an activity-based costing system. Here are its results.
Traditional Costing | ABC | |||
Sales revenue | $600,000 | $600,000 | ||
Overhead costs: | ||||
Product RX3 | $ 34,000 | $ 50,000 | ||
Product Y12 | 36,000 | 20,000 | ||
$ 70,000 | $ 70,000 |
Explain how a difference in the overhead costs between the two systems may have occurred.
Identify cost drivers.
BE17.3 (LO 2), AP Splash Co. identifies the following activities that pertain to manufacturing overhead for its production of water polo balls: materials handling, machine setups, factory machine maintenance, factory supervision, and quality control. For each activity, identify an appropriate cost driver.
Identify cost drivers.
BE17.4 (LO 2), AP Mason Company manufactures four products in a single production facility. The company uses activity-based costing. The following activities have been identified through the company’s activity analysis: (a) inventory control, (b) machine setups, (c) employee training, (d) quality inspections, (e) materials orderings, (f) drilling operations, and (g) factory maintenance.
For each activity, name a cost driver that might be used to assign overhead costs to products.
Compute activity-based overhead rates.
BE17.5 (LO 2), AP Morgana Company identifies three activities in its manufacturing process: machine setups, machining, and inspections. Estimated annual overhead cost for each activity is $150,000, $375,000, and $87,500, respectively. The cost driver for each activity and the estimated annual usage are number of setups 2,500, machine hours 25,000, and number of inspections 1,750. Compute the overhead rate for each activity.
Compute activity-based overhead rates.
BE17.6 (LO 2), AP Weisman, Inc. uses activity-based costing as the basis for information to set prices for its six lines of seasonal coats. Compute the activity-based overhead rates using the following budgeted data for each of the activity cost pools.
Activity Cost Pools | Estimated Overhead | Estimated Use of Cost Drivers per Activity |
Sizing and cutting | $4,000,000 | 160,000 machine hours |
Stitching and trimming | 1,440,000 | 80,000 labor hours |
Wrapping and packing | 336,000 | 32,000 finished units |
Compute overhead applied.
BE17.7 (LO 2), AP Spud, Inc., a manufacturer of gourmet snacks, employs activity-based costing. The budgeted data for each of the activity cost pools is provided below for the year 2025.
Activity Cost Pools | Estimated Overhead | Estimated Use of Cost Drivers per Activity |
Ordering and receiving | $84,000 | 12,000 orders |
Food processing | 480,000 | 60,000 machine hours |
Packaging | 1,760,000 | 40,000 labor hours |
For 2025, the company had 7,000 orders for its gourmet snacks and used 40,000 machine hours; labor hours totaled 25,000. What is the total overhead applied?
Classify activities as value- or non–value-added.
BE17.8 (LO 3), AP Rich Novelty Company identified the following activities in its production and support operations. Classify each of these activities as either value-added or non–value-added.
Classify service company activities as value- or non–value-added.
BE17.9 (LO 3, 4), AN Pine and Danner is an architectural firm that is contemplating the implementation of activity-based costing. The following activities are performed daily by staff architects. Classify these activities as value-added or non–value-added: (a) designing and drafting, 3 hours; (b) staff meetings, 1 hour; (c) on-site supervision, 2 hours; (d) lunch, 1 hour; (e) consultation with client on specifications, 1.5 hours; and (f) entertaining a prospective client for dinner, 2 hours.
Classify activities according to level.
BE17.10 (LO 3, 4), AN Kwik Pix is a large digital processing center that serves 130 outlets in grocery stores, service stations, camera and photo shops, and drug stores in 16 nearby towns. Kwik Pix operates 24 hours a day, 6 days a week. Classify each of the following activity costs of Kwik Pix as either unit-level, batch-level, product-level, or facility-level.
Classify activities according to level.
BE17.11 (LO 3), AP FixIt, Inc. operates 20 injection molding machines in the production of tool boxes of four different sizes, named the Apprentice, the Handyman, the Journeyman, and the Professional. Classify each of the following costs as unit-level, batch-level, product-level, or facility-level.
Compute rates and activity levels.
BE17.12 (LO 3, 4), AP Spin Cycle Architecture uses three activity pools to apply overhead to its projects. Each activity has a cost driver used to assign the overhead costs to the projects. The activities and related overhead costs are as follows: initial concept formation $40,000, design $300,000, and construction oversight $100,000. The cost drivers and estimated use are as follows.
Activities | Cost Drivers | Estimated Use of Cost Drivers per Activity | ||
Initial concept formation | Number of project changes | 20 | ||
Design | Square feet | 150,000 | ||
Construction oversight | Number of months | 100 |
Identify characteristics of traditional and ABC systems.
DO IT! 17.1 (LO 1), K Indicate whether the following statements are true or false.
Compute activity-based overhead rates and assign overhead using ABC.
DO IT! 17.2 (LO 2), AP Flynn Industries has three activity cost pools and two products. It estimates production of 3,000 units of Product BC113 and 1,500 of Product AD908. Having identified its activity cost pools and the cost drivers for each pool, Flynn accumulated the following data relative to those activity cost pools and cost drivers.
Annual Overhead Data | Use of Cost Drivers per Product | |||||||||
Activity Cost Pools | Cost Drivers | Estimated Overhead | Estimated Use of Cost Drivers per Activity | Product BC113 | Product AD908 | |||||
Machine setup | Setups | $ 16,000 | 40 | 25 | 15 | |||||
Machining | Machine hours | 110,000 | 5,000 | 1,000 | 4,000 | |||||
Packing | Orders | 30,000 | 500 | 150 | 350 |
Using the above data, do the following:
Classify activities according to level.
DO IT! 17.3 (LO 3), C Adamson Company manufactures four lines of garden tools. As a result of an activity analysis, the accounting department has identified eight activity cost pools. Each of the product lines is produced in large batches, with the whole factory devoted to one product at a time. Classify each of the following activities or costs as either unit-level, batch level, product-level, or facility-level.
Apply ABC to service company.
DO IT! 17.4 (LO 4), AP Ready Ride is a trucking company. It provides local, short-haul, and long-haul services. It has developed the following three cost pools.
Activity Cost Pools | Cost Drivers | Estimated Overhead | Estimated Use of Cost Driver per Activity | |||
Loading and unloading | Number of pieces | $ 90,000 | 90,000 | |||
Travel | Miles driven | 450,000 | 600,000 | |||
Logistics | Hours | 75,000 | 3,000 |
Assign overhead using traditional costing and ABC.
E17.1 (LO 1, 2), AP Saddle Inc. has two types of handbags: standard and custom. The controller has decided to use a plantwide overhead rate based on direct labor costs. The president has heard of activity-based costing and wants to see how the results would differ if this system were used. Two activity cost pools were developed: machining (machine hours) and machine setup (number of setups). The total estimated machine hours is 2,000, and the total estimated number of setups is 500. Presented below is information related to each product’s use of cost drivers.
Standard | Custom | |||
Direct labor costs | $50,000 | $100,000 | ||
Machine hours | 1,000 | 1,000 | ||
Number of setups | 100 | 400 |
Total estimated overhead costs are $240,000. Overhead cost allocated to the machining activity cost pool is $140,000, and $100,000 is allocated to the machine setup activity cost pool.
Instructions
Explain difference between traditional and activity-based costing.
E17.2 (LO 1), AP Ayala Inc. has conducted the following analysis related to its product lines, using a traditional costing system (volume-based) and an activity-based costing system. The traditional and the activity-based costing systems assign the same amount of direct materials and direct labor costs.
Total Costs | ||||||
Products | Sales Revenue | Traditional | ABC | |||
Product 540X | $180,000 | $55,000 | $50,000 | |||
Product 137Y | 160,000 | 50,000 | 35,000 | |||
Product 249S | 70,000 | 15,000 | 35,000 |
Instructions
Assign overhead using traditional costing and ABC.
E17.3 (LO 1, 2), AN EcoFabrics has budgeted overhead costs of $945,000. It has assigned overhead on a plantwide basis to its two products (wool and cotton) using direct labor hours which are estimated to be 450,000 for the current year. The company has decided to experiment with activity-based costing and has created two activity cost pools and related activity cost drivers. These two cost pools are cutting (cost driver is machine hours) and design (cost driver is number of setups). Total estimated machine hours is 200,000, and total estimated number of setups is 1,500. Overhead allocated to the cutting cost pool is $360,000, and $585,000 is allocated to the design cost pool. Additional information related to product usage by these pools is as follows.
Wool | Cotton | |||
Machine hours | 100,000 | 100,000 | ||
Number of setups | 1,000 | 500 |
Instructions
Assign overhead using traditional costing and ABC.
E17.4 (LO 1, 2), AN Altex Inc. manufactures two products: car wheels and truck wheels. To determine the amount of overhead to assign to each product line, the controller, Robert Hermann, has developed the following information.
Car | Truck | ||
Estimated wheels produced | 40,000 | 10,000 | |
Direct labor hours per wheel | 1 | 3 |
Total estimated overhead costs for the two product lines are $770,000.
Instructions
Activity Cost Pools | Estimated Overhead Costs | Estimated Use of Cost Drivers | ||
Setting up machines | $220,000 | 1,000 setups | ||
Assembling | 280,000 | 70,000 labor hours | ||
Inspection | 270,000 | 1,200 inspections |
Compute the activity-based overhead rates for these three cost pools.
Use of Cost Drivers per Product | ||||
Car | Truck | |||
Number of setups | 200 | 800 | ||
Direct labor hours | 40,000 | 30,000 | ||
Number of inspections | 100 | 1,100 |
Assign overhead using traditional costing and ABC.
E17.5 (LO 1, 2), AN Perdon Corporation manufactures safes—large mobile safes, and large walk-in stationary bank safes. As part of its annual budgeting process, Perdon is analyzing the profitability of its two products. Part of this analysis involves estimating the amount of overhead to be assigned to each product line. The information shown below relates to overhead.
Mobile Safes | Walk-In Safes | ||
Units planned for production | 200 | 50 | |
Material moves per product line | 300 | 200 | |
Purchase orders per product line | 450 | 350 | |
Direct labor hours per product line | 800 | 1,700 |
Instructions
Identify activity cost pools and cost drivers.
E17.6 (LO 2), AN Santana Corporation manufactures snowmobiles in its Blue Mountain, Wisconsin, factory. The following costs are budgeted for the first quarter’s operations.
Machine setup, indirect materials | $ 4,000 |
Inspections | 16,000 |
Tests | 4,000 |
Insurance, factory | 110,000 |
Engineering design | 140,000 |
Depreciation, machinery | 520,000 |
Machine setup, indirect labor | 20,000 |
Property taxes on factory | 29,000 |
Factory heating | 19,000 |
Electricity, factory lighting | 21,000 |
Engineering prototypes | 60,000 |
Depreciation, factory | 210,000 |
Electricity, machinery | 36,000 |
Machine maintenance wages | 19,000 |
Instructions
Classify the above costs of Santana Corporation into activity cost pools using the following: engineering, machinery, machine setup, quality control, factory costs. Next, identify a cost driver that may be used to assign each cost pool to each line of snowmobiles.
Identify activity cost drivers.
E17.7 (LO 2), AN Rojas Vineyards in Oakville, California, produces three varieties of wine: merlot, viognier, and pinot noir. The winemaster, Russel Hansen, has identified the following activities as cost pools for accumulating overhead and assigning it to products.
Instructions
For each of Rojas Vineyards’ activity cost pools, identify a probable cost driver that might be used to assign overhead costs to its three wine varieties.
Identify activity cost drivers.
E17.8 (LO 2), AN Wilmington, Inc. manufactures five models of kitchen appliances. The company is installing activity-based costing and has identified the following activities performed at its Mesa factory.
Having analyzed its Mesa factory operations for purposes of installing activity-based costing, Wilmington, Inc. identified its activity cost centers. It now needs to identify relevant activity cost drivers in order to assign overhead costs to its products.
Instructions
Using the activities listed above, identify for each activity one or more cost drivers that might be used to assign overhead to Wilmington’s five products.
Compute overhead rates and assign overhead using ABC.
E17.9 (LO 2, 3), AP Air United, Inc. manufactures two products: missile range instruments and space pressure gauges. During April, 50 range instruments and 300 pressure gauges were produced, and overhead costs of $94,500 were estimated. An analysis of estimated overhead costs reveals the following activities.
Activities | Cost Drivers | Total Cost | ||
1. Materials handling | Number of requisitions | $40,000 | ||
2. Machine setups | Number of setups | 21,500 | ||
3. Quality inspections | Number of inspections | 33,000 | ||
$94,500 |
The cost driver volume for each product was as follows.
Cost Drivers | Instruments | Gauges | Total |
Number of requisitions | 400 | 600 | 1,000 |
Number of setups | 200 | 300 | 500 |
Number of inspections | 200 | 400 | 600 |
Instructions
Assign overhead using traditional costing and ABC.
E17.10 (LO 1, 2, 3), AP Kragan Clothing Company manufactures its own designed and labeled athletic wear and sells its products through catalog sales and retail outlets. While Kragan has for years used activity-based costing in its manufacturing activities, it has always used traditional costing in assigning its selling costs to its product lines. Selling costs have traditionally been assigned to Kragan’s product lines at a rate of 70% of direct materials costs. Its direct materials costs for the month of March for Kragan’s “high-intensity” line of athletic wear are $400,000. The company has decided to extend activity-based costing to its selling costs (for internal decision-making only). Data relating to the “high-intensity” line of products for the month of March are as follows.
Activity Cost Pools | Cost Drivers | Overhead Rate | Number of Cost Drivers Used per Activity | |||
Sales commissions | Dollar sales | $0.05 per dollar sales | $900,000 | |||
Advertising—TV | Minutes | $300 per minute | 250 | |||
Advertising—Internet | Column inches | $10 per column inch | 2,000 | |||
Catalogs | Catalogs mailed | $2.50 per catalog | 60,000 | |||
Cost of catalog sales | Catalog orders | $1 per catalog order | 9,000 | |||
Credit and collection | Dollar sales | $0.03 per dollar sales | 900,000 |
Instructions
Assign overhead using traditional costing and ABC.
E17.11 (LO 1, 2, 3), AP Health ’R Us, Inc., uses a traditional product costing system to assign overhead costs uniformly to all its packaged multigrain products. To meet Food and Drug Administration requirements and to assure its customers of safe, sanitary, and nutritious food, Health ’R Us engages in a high level of quality control. Health ’R Us assigns its quality-control overhead costs to all products at a rate of 17% of direct labor costs. Its direct labor cost for the month of June for its low-calorie breakfast line is $70,000. In response to repeated requests from its financial vice president, Health ’R Us’s management agrees to adopt activity-based costing. Data relating to the low-calorie breakfast line for the month of June are as follows.
Activity Cost Pools | Cost Drivers | Overhead | Number of Cost Drivers Used per Activity | |||
Inspections of material received | Number of pounds | $0.90 per pound | 6,000 pounds | |||
In-process inspections | Number of servings | $0.33 per serving | 10,000 servings | |||
FDA certification | Customer orders | $12.00 per order | 420 orders |
Instructions
Classify activities by level.
E17.12 (LO 3), AN Having itemized its costs for the first quarter of next year’s budget, Santana Corporation desires to install an activity-based costing system. First, it identified the activity cost pools in which to accumulate factory overhead. Second, it identified the relevant cost drivers. (This was done in E17.6.)
Instructions
Using the activity cost pools identified in E17.6, classify each of those cost pools as either unit-level, batch-level, product-level, or facility-level.
Classify activities by level.
E17.13 (LO 3), AN William Mendel & Sons, Inc. is a small manufacturing company in La Jolla that uses activity-based costing. Mendel & Sons accumulates overhead in the following activity cost pools.
Instructions
For each activity cost pool, indicate whether the activity cost pool would be unit-level, batch-level, product-level, or facility-level.
Assign overhead using traditional costing and ABC.
E17.14 (LO 4), AP Venus Creations sells window treatments (shades, blinds, and awnings) to both commercial and residential customers. The following information relates to its budgeted operations for the current year.
Commercial | Residential | |||||||
Revenues | $300,000 | $480,000 | ||||||
Direct materials costs | $ 30,000 | $ 50,000 | ||||||
Direct labor costs | 100,000 | 300,000 | ||||||
Overhead costs | 85,000 | 215,000 | 150,000 | 500,000 | ||||
Operating income (loss) | $ 85,000 | ($ 20,000) |
The controller, Peggy Kingman, is concerned about the residential product line. She cannot understand why this line is not more profitable given that the installations of window coverings are less complex for residential customers. In addition, the residential client base resides in close proximity to the company office, so travel costs are not as expensive on a per client visit for residential customers. As a result, she has decided to take a closer look at the overhead costs assigned to the two product lines to determine whether a more accurate product costing model can be developed. Here are the three activity cost pools and related information she developed:
Activity Cost Pools | Estimated Overhead | Cost Drivers | ||
Scheduling and travel | $85,000 | Hours of travel | ||
Setup time | 90,000 | Number of setups | ||
Supervision | 60,000 | Direct labor cost |
Use of Cost Drivers per Product | ||||
Commercial | Residential | |||
Scheduling and travel | 750 hours | 500 hours | ||
Setup time | 350 setups | 250 setups |
Instructions
Identify activity cost pools.
E17.15 (LO 4), AP Snap Prints Company is a small printing and copying firm with three high-speed offset printing presses, five copiers (two color and three black-and-white), one collator, one cutting and folding machine, and one fax machine. To improve its pricing practices, owner-manager Terry Morton is installing activity-based costing. Additionally, Terry employs five employees: two printers/designers, one receptionist/bookkeeper, one salesperson/copy-machine operator, and one janitor/delivery clerk. Terry can operate any of the machines and, in addition to managing the entire operation, he performs the training, designing, selling, and marketing functions.
Instructions
As Snap Prints’ independent accountant who prepares tax forms and quarterly financial statements, you have been asked to identify the activities that would be used to accumulate overhead costs for assignment to jobs and customers. Using your knowledge of a small printing and copying firm (and some imagination), identify at least 12 activity cost pools as the start of an activity-based costing system for Snap Prints Company.
Classify service company activities as value-added or non–value-added.
E17.16 (LO 3, 4), AN Lasso and Markowitz is a law firm that is initiating an activity-based costing system. Sam Lasso, the senior partner and strong supporter of ABC, has prepared the following list of activities performed by a typical attorney in a day at the firm.
Activities | Hours | |
Writing contracts and letters | 1.5 | |
Attending staff meetings | 0.5 | |
Taking depositions | 1.0 | |
Doing research | 1.0 | |
Traveling to/from court | 1.0 | |
Contemplating legal strategy | 1.0 | |
Eating lunch | 1.0 | |
Litigating a case in court | 2.5 | |
Entertaining a prospective client | 1.5 |
Instructions
Classify each of the activities listed by Sam Lasso as value-added or non–value-added, and defend your classification. How much was value-added time and how much was non–value-added?
Apply ABC to service company.
E17.17 (LO 4), AP Manzeck Company operates a snow-removal service. The company owns five trucks, each of which has a snow plow in the front to plow driveways and a snow thrower in the back to clear sidewalks. Because plowing snow is very tough on trucks, the company incurs significant maintenance costs. Truck depreciation and maintenance represents a significant portion of the company’s overhead. The company removes snow at residential locations, in which case the drivers spend the bulk of their time walking behind the snow-thrower machine to clear sidewalks. On commercial jobs, the drivers spend most of their time plowing. Manzeck assigns overhead based on labor hours. Total estimated overhead costs for the year are $42,000. Total estimated labor hours are 1,500 hours. The average residential property requires 0.5 hours of labor, while the average commercial property requires 2.5 hours of labor. The following additional information is available.
Activity Cost Pools | Cost Drivers | Estimated Overhead | Estimated Use of Cost Drivers per Activity | |||
Plowing | Square yards of surface plowed | $38,000 | 200,000 | |||
Snow throwing | Linear feet of sidewalk cleared | 4,000 | 50,000 |
Instructions
Assign overhead using traditional costing and ABC; compute unit costs; classify activities as value- or non–value-added.
P17.1 (LO 1, 2, 3), AP Combat Fire, Inc. manufactures steel cylinders and nozzles for two models of fire extinguishers: (1) a home fire extinguisher and (2) a commercial fire extinguisher. The home model is a high-volume (54,000 units), half-gallon cylinder that holds 2 1/2 pounds of multi-purpose dry chemical at 480 PSI. The commercial model is a low-volume (10,200 units), two-gallon cylinder that holds 10 pounds of multi-purpose dry chemical at 390 PSI. Both products require 1.5 hours of direct labor for completion. Therefore, total annual direct labor hours are 96,300 or [1.5 hours × (54,000 + 10,200)]. Estimated annual manufacturing overhead is $1,584,280. Thus, the predetermined overhead rate is $16.45 or ($1,584,280 ÷ 96,300) per direct labor hour. The direct materials cost per unit is $18.50 for the home model and $26.50 for the commercial model. The direct labor cost is $19 per unit for both the home and the commercial models.
The company’s managers identified six activity cost pools and related cost drivers and accumulated overhead by cost pool as follows.
Use of Drivers by Product | ||||||||||
Activity Cost Pools | Cost Drivers | Estimated Overhead |
Estimated Use of Cost Drivers |
Home | Commercial | |||||
Receiving | Pounds | $80,400 | 335,000 | 215,000 | 120,000 | |||||
Forming | Machine hours | 150,500 | 35,000 | 27,000 | 8,000 | |||||
Assembling | Number of parts | 412,300 | 217,000 | 165,000 | 52,000 | |||||
Testing | Number of tests | 51,000 | 25,500 | 15,500 | 10,000 | |||||
Painting | Gallons | 52,580 | 5,258 | 3,680 | 1,578 | |||||
Packing and shipping | Pounds | 837,500 | 335,000 | 215,000 | 120,000 | |||||
$1,584,280 |
Instructions
Under traditional product costing, compute the total unit cost of each product. Prepare a simple comparative schedule of the individual costs by product (similar to Illustration 17.4).
a. Unit cost—H.M. $62.18
Prepare a schedule assigning each activity’s overhead cost pool to each product based on the use of cost drivers. (Include a computation of overhead cost per unit, rounding to the nearest cent.)
c. Cost assigned—H.M. $1,086,500
Compute the total cost per unit for each product under ABC.
d. Cost/unit—H.M. $57.62
Assign overhead to products using ABC and evaluate decision.
P17.2 (LO 2), AP Schultz Electronics manufactures two ultra-high-definition television models: the Royale, which sells for $1,600, and a new model, the Majestic, which sells for $1,300. The production cost computed per unit under traditional costing for each model in 2025 was as follows.
Traditional Costing | Royale | Majestic | ||
Direct materials | $700 | $420 | ||
Direct labor ($20 per hour) | 120 | 100 | ||
Manufacturing overhead ($38 per DLH) | 228 | 190 | ||
Total per unit cost | $1,048 | $710 |
In 2025, Schultz manufactured 25,000 units of the Royale and 10,000 units of the Majestic. The overhead rate of $38 per direct labor hour was determined by dividing total estimated manufacturing overhead of $7,600,000 by the total direct labor hours (200,000) for the two models.
Under traditional costing, the gross profit on the models was Royale $552 ($1,600 − $1,048) and Majestic $590 ($1,300 − $710). Because of this difference, management is considering phasing out the Royale model and increasing the production of the Majestic model.
Before finalizing its decision, management asks Schultz’s controller to prepare an analysis using activity-based costing (ABC). The controller accumulates the following information about overhead for the year ended December 31, 2025.
Activity Cost Pools |
Cost Drivers | Estimated Overhead |
Estimated Use of Cost Drivers |
Activity Based Overhead Rate |
||||
Purchasing | Number of orders | $1,200,000 | 40,000 | $30/order | ||||
Machine setups | Number of setups | 900,000 | 18,000 | $50/setup | ||||
Machining | Machine hours | 4,800,000 | 120,000 | $40/hour | ||||
Quality control | Number of inspections | 700,000 | 28,000 | $25/inspection |
The cost drivers used for each product were:
Cost Drivers | Royale | Majestic | Total | |||
Purchase orders | 17,000 | 23,000 | 40,000 | |||
Machine setups | 5,000 | 13,000 | 18,000 | |||
Machine hours | 75,000 | 45,000 | 120,000 | |||
Inspections | 11,000 | 17,000 | 28,000 |
Instructions
Assign the total 2025 manufacturing overhead costs to the two products using activity-based costing (ABC) and determine the overhead cost per unit.
a. Royale $4,035,000
What was the cost per unit and gross profit of each model using ABC?
b. Cost/unit—Royale $981.40
Assign overhead costs using traditional costing and ABC; compare results.
P17.3 (LO 1, 2), AN Shaker Stairs Co. designs and builds factory-made premium wooden stairways for homes. The manufactured stairway components (spindles, risers, hangers, hand rails) permit installation of stairways of varying lengths and widths. All are of white oak wood. Budgeted manufacturing overhead costs for the year 2025 are as follows.
Overhead Cost Pools | Amount | |
Purchasing | $ 75,000 | |
Handling materials | 82,000 | |
Production (cutting, milling, finishing) | 210,000 | |
Setting up machines | 105,000 | |
Inspecting | 90,000 | |
Inventory control (raw materials and finished goods) | 126,000 | |
Utilities | 180,000 | |
Total budgeted overhead costs | $868,000 |
For the last 4 years, Shaker Stairs Co. has been charging overhead to products on the basis of machine hours. For the year 2025, 100,000 machine hours are budgeted.
Jeremy Nolan, owner-manager of Shaker Stairs Co., recently directed his accountant, Bill Seagren, to implement the activity-based costing system that he has repeatedly proposed. At Jeremy Nolan’s request, Bill and the production foreman identify the following cost drivers and their usage for the previously budgeted overhead cost pools.
Activity Cost Pools | Cost Drivers | Estimated Use of Cost Drivers |
||
Purchasing | Number of orders | 600 | ||
Handling materials | Number of moves | 8,000 | ||
Production (cutting, milling, finishing) | Direct labor hours | 100,000 | ||
Setting up machines | Number of setups | 1,250 | ||
Inspecting | Number of inspections | 6,000 | ||
Inventory control (raw materials and finished goods) | Number of components | 168,000 | ||
Utilities | Square feet occupied | 90,000 |
Steve Hannon, sales manager, has received an order for 250 stairways from Community Builders, Inc., a large housing development contractor. At Steve’s request, Bill prepares cost estimates for producing components for 250 stairways so Steve can submit a contract price per stairway to Community Builders. He accumulates the following data for the production of 250 stairways.
Direct materials | $103,600 |
Direct labor | $112,000 |
Machine hours | 14,500 |
Direct labor hours | 5,000 |
Number of purchase orders | 60 |
Number of material moves | 800 |
Number of machine setups | 100 |
Number of inspections | 450 |
Number of components | 16,000 |
Number of square feet occupied | 8,000 |
Instructions
Compute the predetermined overhead rate using traditional costing with machine hours as the basis.What is the manufacturing cost per stairway under traditional costing? (Round to the nearest cent.)
b. Cost/stairway $1,365.84
What is the manufacturing cost per stairway under the proposed activity-based costing? (Round to the nearest cent. Prepare all of the necessary schedules.)
c. Cost/stairway $1,139.80
Assign overhead costs using traditional costing and ABC; compare results.
P17.4 (LO 1, 2), AN Benton Corporation produces two grades of non-alcoholic wine from grapes that it buys from California growers. It produces and sells roughly 3,000,000 liters per year of a low-cost, high-volume product called CoolDay. It sells this in 600,000 5-liter jugs. Benton also produces and sells roughly 300,000 liters per year of a low-volume, high-cost product called LiteMist. LiteMist is sold in 1-liter bottles. Based on recent data, the CoolDay product has not been as profitable as LiteMist. Management is considering dropping the inexpensive CoolDay line so it can focus more attention on the LiteMist product. The LiteMist product already demands considerably more attention than the CoolDay line.
Jack Eller, president and founder of Benton, is skeptical about this idea. He points out that for many decades the company produced only the CoolDay line and that it was always quite profitable. It wasn’t until the company started producing the more complicated LiteMist wine that the profitability of CoolDay declined. Prior to the introduction of LiteMist, the company had basic equipment, simple production procedures, and virtually no need for quality control. Because LiteMist is bottled in 1-liter bottles, it requires considerably more time and effort, both to bottle and to label and box than does CoolDay. The company must bottle and handle 5 times as many bottles of LiteMist to sell the same quantity as CoolDay. CoolDay requires 1 month of aging; LiteMist requires 1 year. CoolDay requires cleaning and inspection of equipment every 10,000 liters; LiteMist requires such maintenance every 600 liters.
Jack has asked the accounting department to prepare an analysis of the cost per liter using the traditional costing approach and using activity-based costing. The following information was collected.
CoolDay | LiteMist | |||
Direct materials per liter | $0.40 | $1.20 | ||
Direct labor cost per liter | $0.50 | $0.90 | ||
Direct labor hours per liter | 0.05 | 0.09 | ||
Total direct labor hours | 150,000 | 27,000 |
Use of Cost Drivers per Product |
||||||||||
Activity Cost Pools | Cost Drivers | Estimated Overhead |
Estimated Use of Cost Drivers |
CoolDay | LiteMist | |||||
Grape processing | Cart of grapes | $145,860 | 6,600 | 6,000 | 600 | |||||
Aging | Total months | 396,000 | 6,600,000 | 3,000,000 | 3,600,000 | |||||
Bottling and corking | Number of bottles | 270,000 | 900,000 | 600,000 | 300,000 | |||||
Labeling and boxing | Number of bottles | 189,000 | 900,000 | 600,000 | 300,000 | |||||
Maintain and inspect equipment | Number of inspections | 240,800 | 800 | 350 | 450 | |||||
$1,241,660 |
Instructions
Answer each of the following questions. (Round all calculations to three decimal places.)
Under traditional product costing using direct labor hours, compute the total manufacturing cost per liter of both products.
a. Cost/liter—C.D. $1.251
Prepare a schedule assigning each activity’s overhead cost pool to each product, based on the use of cost drivers. Include a computation of overhead cost per liter.
c. Overhead cost/liter—C.D. $.241
Assign overhead costs to services using traditional costing and ABC; compute overhead rates and unit costs; compare results.
P17.5 (LO 1, 2, 3, 4), AN Lewis and Stark is a public accounting firm that offers two primary services, auditing and tax-return preparation. A controversy has developed between the partners of the two service lines as to who is contributing the greater amount to the bottom line. The area of contention is the assignment of overhead. The tax partners argue for assigning overhead on the basis of 40% of direct labor dollars, while the audit partners argue for implementing activity-based costing. The partners agree to use next year’s budgeted data for purposes of analysis and comparison. The following overhead data are collected to develop the comparison.
Use of Cost Drivers per Service |
||||||||||
Activity Cost Pools | Cost Drivers | Estimated Overhead |
Estimated Use of Cost Drivers |
Audit | Tax | |||||
Employee training | Direct labor dollars | $216,000 | $1,800,000 | $1,100,000 | $700,000 | |||||
Typing and secretarial | Number of reports/forms | 76,200 | 2,500 | 800 | 1,700 | |||||
Computing | Number of minutes | 204,000 | 60,000 | 27,000 | 33,000 | |||||
Facility rental | Number of employees | 142,500 | 40 | 22 | 18 | |||||
Travel | Per expense reports | 81,300 | Trace directly | 56,000 | 25,300 | |||||
$720,000 |
Instructions
b. (2) Cost assigned—Tax $337,441
Comment on the comparative overhead cost for the two services under both traditional costing and ABC.
c. Difference—Audit $57,441
CD17 As you learned in the previous chapters, Current Designs has two main product lines—composite kayaks, which are handmade and very labor-intensive, and rotomolded kayaks, which require less labor but employ more expensive equipment. Current Designs’ controller, Diane Buswell, is now evaluating several different methods of assigning overhead to these products. It is important to ensure that costs are appropriately assigned to the company’s products. At the same time, the system that is used must not be so complex that its costs are greater than its benefits.
Diane has decided to use the following activities and costs to evaluate the methods of assigning overhead.
As Diane examines the data, she decides that the cost of operating the oven for the rotomolded kayaks and the cost of operating the vacuum line for the composite kayaks can be directly assigned to each of these product lines and do not need to be assigned with the other costs.
Instructions
For purposes of this analysis, assume that Current Designs uses $234,000 in direct labor costs to produce 1,000 composite kayaks and $286,000 in direct labor costs to produce 4,000 rotomolded kayaks each year.
(Note: This is a continuation of the Waterways case from Chapters 14–16.)
WC17 Waterways looked into ABC as a method of costing because of the variety of items it produces and the many different activities in which it is involved. This case asks you to help Waterways use an activity-based costing system to account for its production activities.
Go to Wiley Course Resources for complete case details and instructions.
CC17 In Chapter 15, you used job order costing techniques to help Greetings Inc., a retailer of greeting cards and small gift items, expand its operations. Your next task is to help the new unit, Wall Décor, become profitable through the use of activity-based costing. In this case, you will have the opportunity to discuss the cost/benefit trade-offs between simple ABC systems versus refined systems, and the potential benefit of using capacity rather than estimated sales when allocating fixed overhead costs.
Go to Wiley Course Resources for complete case details and instructions.
CT17.1 East Valley Hospital is a primary medical care facility and trauma center that serves 11 small, rural midwestern communities within a 40-mile radius. The hospital offers all the medical/surgical services of a typical small hospital. It has a staff of 18 full-time doctors and 20 part-time visiting specialists. East Valley has a payroll of 150 employees consisting of technicians, nurses, therapists, managers, directors, administrators, dieticians, secretaries, data processors, and janitors.
Instructions
With the class divided into groups, discuss and answer the following.
CT17.2 Ideal Manufacturing Company has supported a research and development (R&D) department that has for many years been the sole contributor to the company’s new farm machinery products. The R&D activity is an overhead cost center that performs services only to in-house manufacturing departments (four different product lines), all of which produce agricultural/farm/ranch-related machinery products.
The department has never sold its services to outside companies. But, because of its long history of success, larger manufacturers of agricultural products have approached Ideal to hire its R&D department for special projects. Because the costs of operating the R&D department have been spiraling uncontrollably, Ideal’s management is considering entertaining these outside approaches to absorb the increasing costs. However, (1) management doesn’t have any cost basis for charging R&D services to outsiders, and (2) it needs to gain control of its R&D costs. Management decides to implement an activity-based costing system in order to determine the charges for both outsiders and in-house users of the department’s services.
R&D activities fall into four pools with the following annual costs.
Market analysis | $1,050,000 | |
Product design | 2,350,000 | |
Product development | 3,600,000 | |
Prototype testing | 1,400,000 |
Activity analysis determines that the appropriate cost drivers and their usage for the four activities are:
Activities | Cost Drivers | Total Estimated Drivers |
||
Market analysis | Hours of analysis | 15,000 hours | ||
Product design | Number of designs | 2,500 designs | ||
Product development | Number of products | 90 products | ||
Prototype testing | Number of tests | 500 tests |
Instructions
CT17.3 An article in Cost Management, by Kocakulah, Bartlett, and Albin entitled “ABC for Calculating Mortgage Loan Servicing Expenses” (July/August 2009, p. 36), discusses a use of ABC in the financial services industry.
Instructions
Read the article (obtain online or at your library) and then answer the following questions.
CT17.4 Curtis Rich, the cost accountant for Hi-Power Mower Company, recently installed activity- based costing at Hi-Power’s St. Louis lawn tractor (riding mower) factory where three models—the 8-horsepower Bladerunner, the 12-horsepower Quickcut, and the 18-horsepower Supercut—are manufactured. Curtis’s new product costs for these three models show that the company’s traditional costing system had been significantly undercosting the 18-horsepower Supercut. This was due primarily to the lower sales volume of the Supercut compared to the Bladerunner and the Quickcut.
Before completing his analysis and reporting these results to management, Curtis is approached by his friend Ed Gray, who is the production manager for the 18-horsepower Supercut model. Ed has heard from one of Curtis’s staff about the new product costs and is upset and worried for his job because the new costs show the Supercut to be losing, rather than making, money.
At first, Ed condemns the new cost system, whereupon Curtis explains the practice of activity-based costing and why it is more accurate than the company’s present system. Even more worried now, Ed begs Curtis, “Massage the figures just enough to save the line from being discontinued. You don’t want me to lose my job, do you? Anyway, nobody will know.”
Curtis holds firm but agrees to recompute all his calculations for accuracy before submitting his costs to management.
Instructions
CT17.5 There are many resources available on the Internet to assist people in time management. Some of these resources are designed specifically for college students.
Instructions
Do an Internet search of Dartmouth College’s time-management video. Watch the video and then answer the following questions.
CT17.6 As discussed in the chapter, the principles underlying activity-based costing have evolved into the broader approach known as activity-based management. One of the common practices of activity- based management is to identify all business activities, classify each activity as either a value-added or a non–value-added activity, and then try to reduce or eliminate the time spent on non–value-added activities. Consider the implications of applying this same approach to your everyday life, at work and at school. How do you spend your time each day? How much of your day is spent on activities that help you accomplish your objectives, and how much of your day is spent on activities that do not add value?
Many self-help books and websites offer suggestions on how to improve your time management. Should you minimize the “non–value-added” hours in your life by adopting the methods suggested by these sources? The basic arguments for and against are as follows.
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
As the following Feature Story indicates, to manage any size business you must understand how costs respond to changes in sales volume (quantity sold) and the effect of costs and revenues on profits. A prerequisite to understanding cost-volume-profit (CVP) relationships is knowledge of how costs behave. In this chapter, we first explain the considerations involved in cost behavior analysis. Then, we discuss and illustrate CVP analysis.
It wasn’t that Jeff didn’t have a good job. He was a vice president at a Wall Street firm. But, despite his good position, he quit his job, moved to Seattle, and started an online retailer, which he named Amazon.com. Like any good entrepreneur, Jeff Bezos kept his initial investment small. Operations were run out of his garage. And, to avoid the need for a warehouse, he took orders for books and had them shipped from other distributors’ warehouses.
By its fourth month, Amazon was selling 100 books a day. In its first full year, it had $15.7 million in sales. The next year, sales increased eightfold. Two years later, sales were $1.6 billion.
Although its sales growth was impressive, Amazon’s ability to lose money was equally amazing. One analyst nicknamed it Amazon.bomb, while another, predicting its demise, called it Amazon.toast. Why was it losing money? The company used every available dollar to reinvest in itself. It built massive warehouses and bought increasingly sophisticated (and expensive) computers and equipment to improve its distribution system. This desire to grow as fast as possible was captured in a T-shirt slogan at its company picnic, which read “Eat another hot dog, get big fast.” This buying binge was increasing the company’s fixed costs at a rate that exceeded its sales growth. Skeptics predicted that Amazon would soon run out of cash. It didn’t.
At the end of one year, even as it announced record profits, Amazon’s share price fell by 9%. Why? Because although the company was predicting that its sales revenue in the next quarter would increase by at least 28%, it predicted that its operating profit would fall by at least 2% and perhaps by as much as 34%. The company made no apologies. It explained that it was in the process of expanding from 39 distribution centers to 52. As Amazon’s finance chief noted, “You’re not as productive on those assets for some time. I’m very pleased with the investments we’re making and we’ve shown over our history that we’ve been able to make great returns on the capital we invest in.” Or, in the words of Jeff Bezos, “It’s a fixed cost business and so what I could see from the internal metrics at a certain volume level we would cover our fixed costs, and we would be profitable.” In other words, eat another hot dog.
Sources: Christine Frey and John Cook, “How Amazon.com Survived, Thrived and Turned a Profit,” Seattle Post (January 28, 2008); Stu Woo, “Sticker Shock Over Amazon Growth,” Wall Street Journal (January 28, 2011); Miriam Guttfried, “Amazon’s Never-Ending Story,” Wall Street Journal (April 25, 2014); and John Stoll, “Why Investors Don’t Care That Snap and Lyft Are Hemorrhaging Money,” Wall Street Journal (April 26, 2019).
Watch the Southwest Airlines video in Wiley Course Resources to learn more about Video cost-volume-profit analysis in the real world.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Explain variable, fixed, and mixed costs and the relevant range. |
|
DO IT! 1 Types of Costs |
LO 2 Apply the high-low method to determine the components of mixed costs. |
|
DO IT! 2 High-Low Method |
LO 3 Prepare a CVP income statement to determine contribution margin. |
|
DO IT! 3 CVP Income Statement |
LO 4 Compute the break-even point using three approaches. |
|
DO IT! 4 Break-Even Analysis |
LO 5 Determine the sales required to earn target net income and determine margin of safety. |
|
DO IT! 5 Break-Even Point, Margin of Safety, and Target Net Income |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Cost behavior analysis is the study of how specific costs respond to changes in the level of business activity.
The starting point in cost behavior analysis is measuring the key business activities. Activity levels may be expressed in terms of sales dollars (in a retail company), miles driven (in a trucking company), room occupancy (in a hotel), or dance classes taught (by a dance studio). Many companies use more than one measurement base. A manufacturer, for example, may use direct labor hours or units of output for manufacturing costs, and sales revenue or units sold for selling expenses.
For an activity level to be useful in cost behavior analysis, changes in the level or volume of activity should be correlated with changes in costs.
Unless specifically stated otherwise, our examples and end-of-chapter material use the volume (quantity) of output (e.g., goods produced or services provided) as the activity index.
Variable costs are costs that vary in total directly and proportionately with changes in the activity level.
To illustrate the behavior of a variable cost, assume that Damon Company manufactures cell phones that contain cameras. Damon purchases the cameras, a direct material, from a supplier for $10 each. The activity index is the number of cell phones produced. As Damon manufactures each phone, the total cost of cameras installed in phones increases by $10. As part (a) of Illustration 18.1 shows, total cost of the cameras will be $20,000 (2,000 × $10) if Damon produces 2,000 phones, and $100,000 when it produces 10,000 phones. We also can see that a variable cost remains the same per unit as the level of activity changes. As part (b) of Illustration 18.1 shows, the unit cost of $10 for the cameras is the same whether Damon produces 2,000 or 10,000 phones.
ILLUSTRATION 18.1 Behavior of total and unit variable costs; unit variable costs remain constant
We can also see that the unit variable costs remain the same as the level of activity changes. As part (b) of Illustration 18.1 shows, the unit variable cost of $10 for the cameras is the same whether Damon produces 2,000 or 10,000 phones.
Companies that rely heavily on labor either to manufacture a product or perform a service, such as Hilton and Marriott, are likely to have a high percentage of variable costs related to direct labor. In contrast, companies that use a high proportion of machinery and equipment in producing revenue, such as AT&T and Duke Energy, may have a lower percentage of variable costs related to direct labor.
Fixed costs are costs that remain the same in total regardless of changes in the activity level.
To illustrate the behavior of fixed costs, assume that Damon Company leases its productive facilities at a rental cost of $10,000 per month. Total fixed costs of the facilities remain a constant $10,000 at every level of activity, as part (a) of Illustration 18.2 shows. But, on a per unit basis, the cost of rent declines as activity increases, as part (b) of Illustration 18.2 shows. At 2,000 units, the unit cost per cell phone is $5 ($10,000 ÷ 2,000). When Damon produces 10,000 cell phones, the unit cost of the rent is only $1 per phone ($10,000 ÷ 10,000).
ILLUSTRATION 18.2 Behavior of total and unit fixed costs
The trend for many manufacturers is to have more fixed costs and fewer variable costs. This trend is the result of increased use of automation and less use of employee direct labor. As a result, depreciation and rent charges (fixed costs) increase, whereas direct labor costs (variable costs) decrease.
In Illustration 18.1 part (a), a straight line is drawn throughout the entire range of the activity index for total variable costs. In essence, the assumption is that the costs are linear.
It is now necessary to ask: Is the straight-line relationship realistic? In most business situations, a straight-line relationship does not exist for variable costs throughout the entire range of possible activity.
As a result, in the real world, the relationship between the behavior of variable costs and changes in the activity level is often curvilinear, as shown in part (a) of Illustration 18.3. In the curved sections of the line, a change in the activity index will not result in a direct, proportional change in the total variable costs. That is, a doubling of the activity index will not result in an exact doubling of the total variable costs. The total variable costs may be more than double, or they may be less than double.
ILLUSTRATION 18.3 Nonlinear behavior of variable and fixed costs
Total fixed costs also do not have a straight-line relationship over the entire range of activity. Some fixed costs will not change. But it is possible for management to change other fixed costs (see Helpful Hint). For example, in some instances, salaried employees (fixed) are replaced with freelance workers (variable). Some costs are step costs. For example, once a company exceeds certain levels of activity, it may have to add an additional warehouse or more machinery. Illustration 18.3 part (b) shows an example of step-cost behavior of total fixed costs through all potential levels of activity.
For most companies, operating at almost zero or at 100% capacity is the exception rather than the rule. Instead, companies often operate over a somewhat narrower range, such as 40–80% of capacity. For example, the average occupancy rate for hotels is between 50% and 80%. Airlines calculate their capacity using a measure called a load factor (which combines the number of available seats and the miles flown); this measure has risen to an average of 80% or higher for some airlines in recent years.
ILLUSTRATION 18.4 Linear behavior within relevant range
As you can see, although the linear (straight-line) relationship may not be completely realistic, the linear assumption produces useful data for CVP analysis as long as the level of activity remains within the relevant range.
Mixed costs are costs that contain both variable-cost and fixed-cost components. Mixed costs, therefore, change in total but not proportionately with changes in the activity level. For example, each month the electric bill includes a flat service fee plus a usage charge.
The rental of a U-Haul truck is another good example of a mixed cost. Assume that local rental terms for a 17-foot truck, including insurance, are $50 per day plus 50 cents per mile. When determining the cost of a one-day rental:
The graphic presentation of the rental cost for a one-day rental is shown in Illustration 18.5.
ILLUSTRATION 18.5 Behavior of a mixed cost
For purposes of cost-volume-profit analysis, mixed costs must be classified into their fixed and variable components. How does management make the classification?
Companies use various types of analysis. One type of analysis, called the high-low method, is discussed next.
The high-low method uses the total costs incurred at the high and low levels of activity to classify mixed costs into fixed and variable components. The difference in costs between the high and low levels represents variable costs, since only the variable-cost component can change as activity levels change.
The steps in computing fixed and variable costs under this method are as follows.
Determine unit variable costs from the equation shown in Illustration 18.6. This is the slope of the cost function.
ILLUSTRATION 18.6 Equation for unit variable costs using high-low method
Change in Total Costs at High versus Low Activity Level |
÷ | High minus Low Activity Level |
= | Unit Variable Costs |
To illustrate, assume that Metro Transit Company has the maintenance costs and mileage data for its fleet of buses over a six-month period shown in Illustration 18.7.
ILLUSTRATION 18.7 Assumed maintenance costs and mileage data
Month | Miles Driven |
Total Cost |
Month | Miles Driven |
Total Cost |
||||||
January | 20,000 | $30,000 | April | 50,000 | 63,000 | ||||||
February | 40,000 | 48,000 | May | 30,000 | 42,000 | ||||||
March | 35,000 | 49,000 | June | 43,000 | 61,000 |
The high level of activity is 50,000 miles in April, and the low level of activity is 20,000 miles in January. The maintenance costs at these two levels are $63,000 and $30,000, respectively. The difference in maintenance costs is $33,000 ($63,000 − $30,000), and the difference in miles is 30,000 (50,000 − 20,000). Therefore, for Metro Transit, unit variable costs are $1.10, computed as follows.
Change in Total Costs at High versus Low Activity Level |
High minus Low Activity Level |
Unit Variable Costs | ||
$33,000 | ÷ | 30,000 miles | = | $1.10 per mile |
Determine the total fixed costs by subtracting the total variable costs at either the high or the low activity level from the total cost at that activity level.
Illustration 18.8 shows the computations for Metro Transit.
ILLUSTRATION 18.8 High-low method computation of fixed costs
For example, at the 50,000-mile level of activity, variable costs are 50,000 × $1.10 = $55,000. To determine the fixed costs of $8,000, we subtract the variable costs of $55,000 from the total cost of $63,000. Total maintenance costs are therefore $8,000 per month of fixed costs plus $1.10 per mile of variable costs. This is represented by the following total cost equation.
Fixed-Cost Component |
Variable-Cost Component |
|||
Total maintenance costs | = | $8,000 | + | ($1.10 × Miles driven) |
For example, at 45,000 miles, estimated maintenance costs would be $8,000 fixed and $49,500 variable ($1.10 × 45,000), for a total of $57,500.
The graph in Illustration 18.9 plots the six-month data for Metro Transit Company.
ILLUSTRATION 18.9 Scatter plot for Metro Transit Company
A better approach, which uses information from all the data points to estimate fixed and variable costs, is called regression analysis. A discussion of regression analysis is provided in Appendix 18A as well as in the Excel video available in Wiley Course Resources.
Why is it important to identify costs as either variable or fixed components? The answer may become apparent if we look at the following four business decisions.
If American Airlines is to make a profit when it reduces all domestic fares by 30%, what reduction in costs or increase in passengers will be required?
Answer: To make a profit when it cuts domestic fares by 30%, American Airlines will have to increase the number of passengers and/or cut its variable costs for those flights. Its fixed costs will not change.
If Ford Motor Company meets workers’ demands for higher wages, what increase in sales revenue will be needed to maintain current profit levels?
Answer: Higher wages at Ford Motor Company will increase the variable costs of manufacturing automobiles. To maintain present profit levels, Ford will have to cut other variable or fixed costs, sell more automobiles, and/or increase the price of its automobiles.
If United States Steel’s program to modernize factories through significant equipment purchases reduces the work force by 50%, what will be the effect on the cost of producing one ton of steel?
Answer: The modernizing of factories at United States Steel changes the proportion of fixed and variable costs of producing one ton of steel. Fixed costs increase because of higher depreciation charges, whereas variable costs decrease due to the reduction in the number of steelworkers and related direct labor costs.
What happens if Kellogg’s increases its advertising expenses but cannot increase prices because of competitive pressure?
Answer: Sales volume must be increased to cover the increase in fixed advertising costs.
Cost-volume-profit (CVP) analysis is the study of the effects of changes in costs and volume (quantity) on a company’s profits.
CVP analysis considers the interrelationships among the components—production/sales quantity, unit selling price, unit variable costs, total fixed costs, and sales mix—shown in Illustration 18.10. Note that management can modify operations to impact these components. But, it needs to do so with a solid understanding of how any operational changes will impact net income. This is CVP analysis.
The following assumptions underlie each CVP analysis.
ILLUSTRATION 18.10 Components of CVP analysis
When these assumptions are not valid, the CVP analysis may be inaccurate.
Because CVP is so important for decision-making, management often wants this information reported in a cost-volume-profit (CVP) income statement format for internal use.
We use Vargo Electronics Company to illustrate a CVP income statement and to contrast it with an income statement reported under generally accepted accounting principles (GAAP). Vargo Electronics produces cell phones. Illustration 18.11 presents relevant data for the cell phones sold by this company in June 2025.
ILLUSTRATION 18.11 Assumed selling and cost data for Vargo Electronics
Unit selling price per cell phone | $500 | |||
Unit variable costs | ||||
Direct materials | $185 | |||
Direct labor | 100 | |||
Sales personnel commissions | 15 | |||
Total unit variable costs | $300 | |||
Monthly fixed costs | ||||
Manufacturing overhead | $ 40,000 | |||
CEO salary | 150,000 | |||
Sales salaries | 10,000 | |||
Total monthly fixed costs | $200,000 | |||
Units sold | 1,600 | |||
Note that in Illustration 18.11, as well as in the applications and assignment material of CVP analysis that follow, we assume that the term “costs” includes all costs and expenses related to production and sale of the product. That is, costs include manufacturing product costs plus selling and administrative period expenses.
Illustration 18.12 compares the traditional GAAP income statement for Vargo Electronics with its CVP income statement.
ILLUSTRATION 18.12 GAAP income statement versus CVP income statement
(a) Vargo Electronics Company GAAP Income Statement For the Month Ended June 30, 2025 |
||
Sales (1,600 × $500) | $800,000 | |
Cost of goods sold | ||
Direct materials (1,600 × $185) | $296,000 | |
Direct labor (1,600 × $100) | 160,000 | |
Manufacturing overhead | 40,000 | 496,000 |
Gross profit | 304,000 | |
Operating expenses | ||
Sales commissions (1,600 × $15) | 24,000 | |
Sales personnel salaries | 10,000 | |
CEO salary | 150,000 | 184,000 |
Net income | $120,000 | |
(b) Vargo Electronics Company CVP Income Statement For the Month Ended June 30, 2025 |
||
Sales (1,600 × $500) | $800,000 | |
Variable costs | ||
Direct materials (1,600 × $185) | $296,000 | |
Direct labor (1,600 × $100) | 160,000 | |
Sales commissions (1,600 × $15) | 24,000 | 480,000 |
Contribution margin | 320,000 | |
Fixed costs | ||
Manufacturing overhead | 40,000 | |
Sales personnel salaries | 10,000 | |
CEO salary | 150,000 | 200,000 |
Net income | $120,000 | |
While both income statements arrive at the same net income of $120,000, the components of each income statement are grouped differently to emphasize different aspects of the company’s operations.
Subsequent illustrations show that sometimes per unit amounts and percentage of sales amounts are included in separate columns in a CVP statement to facilitate CVP analysis. Homework assignments specify which columns to present.
Illustration 18.13 shows the equation for unit contribution margin margin and the computation for Vargo Electronics.
ILLUSTRATION 18.13 Equation for unit contribution margin
Unit Selling Price | − | Unit Variable Costs | = | Unit Contribution Margin |
$500 | − | $300 | = | $200 |
Unit contribution margin indicates that for every cell phone sold, the selling price exceeds the unit variable costs by $200.
Illustration 18.14 shows Vargo’s condensed CVP income statement, which assumes that June sales were at the point where net income equals zero. For Vargo, this point occurs when sales volume is 1,000 units. It shows a contribution margin of $200,000. A separate per unit column was added, which shows a unit contribution margin of $200 ($500 − $300).
ILLUSTRATION 18.14 CVP income statement, with zero net income (1,000 cell phones sold)
Vargo Electronics Company CVP Income Statement For the Month Ended June 30, 2025 |
|||
Total | Per Unit | ||
Sales (1,000 × $500) | $500,000 | $500 |
|
Variable costs (1,000 × $300) | 300,000 | 300 | |
Contribution margin | 200,000 | $200 | |
Fixed costs | 200,000 | ||
Net income | $ –0– | ||
It follows that for every cell phone sold above the break-even point of 1,000 units, net income increases by the amount of the unit contribution margin, $200 (see Decision Tools). For example, assume that Vargo sold one more cell phone, for a total of 1,001 cell phones sold. In this case, Vargo reports net income of $200, as shown in Illustration 18.15.
ILLUSTRATION 18.15 CVP income statement, with net income and per unit data (1,001 cell phones sold)
Vargo Electronics Company CVP Income Statement For the Month Ended June 30, 2025 |
|||
Total | Per Unit | ||
Sales (1,000 × $500) | $500,500 | $500 |
|
Variable costs (1,001 × $300) | 300,300 | 300 | |
Contribution margin | 200,200 | $200 | |
Fixed costs | 200,000 | ||
Net income | $ 200 | ||
Many managers use the contribution margin ratio in CVP analysis. The contribution margin ratio is the contribution margin expressed as a percentage of sales. Illustration 18.16 presents the same information as Illustration 18.14 but with a column added that presents percentage of sales information.
ILLUSTRATION 18.16 CVP income statement, with net income and percent of sales data (1,000 cell phones sold)
Alternatively, the contribution margin ratio can be determined by dividing the unit contribution margin by the unit selling price. Illustration 18.17 shows the ratio for Vargo Electronics.
ILLUSTRATION 18.17 Equation for contribution margin ratio
Unit Contribution Margin |
÷ | Unit Selling Price |
= | Contribution Margin Ratio |
$200 | ÷ | $500 | = | 40% |
We can also see this effect through a CVP income statement. Assume that Vargo’s current sales are $500,000 and it wants to know the effect of a $100,000 (200-unit) increase in sales. Vargo prepares the comparative CVP income statement analysis shown in Illustration 18.18.
ILLUSTRATION 18.18 Comparative CVP income statements
Vargo Electronics Company CVP Income Statement For the Month Ended June 30, 2025 |
|||||||||||||
No Change | With $100,000 Increase in Sales | ||||||||||||
Total | Per Unit | Percent of Sales |
Total | Per Unit | Percent of Sales |
||||||||
Sales | $500,000 | $500 | 100% | $600,000 | $500 | 100% | |||||||
Variable costs | 300,000 | 300 | 60 | 360,000 | 300 | 60% | |||||||
Contribution margin | 200,000 | $200 | 40% | 240,000 | $200 | 40% | |||||||
Fixed costs | 200,000 | 200,000 | |||||||||||
Net income | $ –0– | $ 40,000 | |||||||||||
As sales increase, variable costs also increase.
Study these CVP income statements carefully. The concepts presented in these statements are used extensively in this and later chapters.
A key relationship in CVP analysis is the level of activity at which total revenues equal total costs (both fixed and variable)—the break-even point. At this volume of sales, the company will realize no income but will suffer no loss. The process of finding the break-even point is called break-even analysis. Knowledge of the break-even point is useful to management when it considers decisions such as whether to introduce new product lines, change sales prices on established products, or enter new market areas (see Decision Tools).
The break-even point can be:
The break-even point can be expressed either in sales units (quantity) or sales dollars.
Illustration 18.19 shows a common profit equation used as the basis for CVP analysis. This equation expresses net income as sales minus variable and fixed costs.
ILLUSTRATION 18.19 Profit equation for break-even point
Sales | − | Variable Costs |
− | Fixed Costs |
= | Net Income |
$500Q | − | $300Q | − | $200,000 | = | $0 |
As shown in Illustration 18.14, net income equals zero when the contribution margin (sales minus variable costs) is equal to fixed costs. To reflect this, Illustration 18.20 rewrites the equation with contribution margin (sales minus variable costs) on the left side, and fixed costs and net income of zero on the right. We can then compute the break-even point in sales units by using the unit selling price and unit variable costs and solving for the quantity (Q).
ILLUSTRATION 18.20 Computation of break-even point in sales units
Thus, Vargo Electronics must sell 1,000 cell phones to break even.
To find the amount of sales dollars required to break even, we multiply the units sold at the break-even point times the unit selling price, as shown below.
Break-even point in sales dollars = 1,000 × $500 = $500,000
Many managers employ contribution margin analysis to compute the break-even point. This can be a shortcut to the mathematical equation method discussed above.
The final step in Illustration 18.20 divides fixed costs by the unit contribution margin (highlighted in red). Thus, rather than walk through all of the steps of the equation approach, we can simply employ the equation shown in Illustration 18.21.
ILLUSTRATION 18.21 Equation for break-even point in sales units using unit contribution margin
Fixed Costs |
÷ | Unit Contribution Margin |
= | Break-Even Point in Sales Units |
$200,000 | ÷ | $200 | = | 1,000 units |
Why does this equation work?
When a company has numerous products, it is not practical to determine the unit contribution margin for each product. In this case, we instead use the contribution margin ratio to determine the break-even point in total sales dollars (rather than sales units).
ILLUSTRATION 18.22 Equation for break-even point in sales dollars using contribution margin ratio
Fixed Costs |
÷ | Contribution Margin Ratio |
= | Break-Even Point in Sales Dollars |
$200,000 | ÷ | 40% | = | $500,000 |
To apply this equation to Vargo Electronics, consider that its 40% contribution margin ratio means that for every dollar sold, it generates 40 cents of contribution margin. The question is, how many sales dollars does Vargo need in order to generate total contribution margin of $200,000 to pay off fixed costs?
An effective way to understand the break-even point is to prepare a break-even graph. Because this graph also shows costs, volume, and profits, it is referred to as a cost-volume-profit (CVP) graph.
An example of a CVP graph is shown in Illustration 18.23.
ILLUSTRATION 18.23 Vargo Electronics’ CVP graph
The construction of the graph, using the data for Vargo Electronics, is as follows.
The CVP graph also shows both the net income and net loss areas. Thus, the amount of net income or net loss at each level of sales can be derived from the sales and total-cost lines.
A CVP graph is useful because the effects of a change in any component in the CVP analysis can be quickly seen. For example, a 10% increase in the unit selling price will change the location of the sales line. Likewise, the effects on total costs of wage increases can be quickly observed.
Rather than simply striving to “breaking even,” management usually sets an income objective often called target net income. It then determines the sales necessary to achieve this specified level of income by using one of the three approaches discussed earlier.
We know that at the break-even point no profit or loss results for the company. By adding an amount for target net income to the same basic equation, we obtain the equation shown in Illustration 18.24 for determining required sales.
ILLUSTRATION 18.24 Equation for sales to meet target net income
Sales | − | Variable Costs |
− | Fixed Costs |
= | Target Net Income |
Recall that once the break-even point has been reached so that fixed costs are covered, each additional unit sold increases net income by the amount of the unit contribution margin. We can rewrite the equation with contribution margin (sales minus variable costs) on the left-hand side, and fixed costs and target net income on the right. Assuming that target net income is $120,000 for Vargo Electronics, the computation of required sales in units is as shown in Illustration 18.25.
ILLUSTRATION 18.25 Computation of required sales units to achieve target net income
Sales | − | Variable Costs |
− | Fixed Costs |
= | Target Net Income |
|
$500Q | − | $300Q | − | $200,000 | = | $120,000 | |
$500Q | − | $300Q | = | $200,000 | + | $120,000 | |
Vargo must sell 1,600 units to achieve target net income of $120,000. The sales dollars required to achieve the target net income is found by multiplying the units sold by the unit selling price [(1,600 × $500) = $800,000].
As in the case of the break-even point, we can compute the sales units or sales dollars required to meet a target net income. The calculation to compute required sales in units for Vargo Electronics using the unit contribution margin can be seen in the final step of the approach in Illustration 18.25 (shown in red). We simply divide the sum of fixed costs and target net income by the unit contribution margin. Illustration 18.26 shows this for Vargo.
ILLUSTRATION 18.26 Equation for sales units required to achieve target net income using unit contribution margin
(Fixed Costs + Target Net Income) | ÷ | Unit Contribution Margin | = | Sales Units |
($200,000 + $120,000) | ÷ | $200 | = | 1,600 units |
To achieve its desired target net income of $120,000, Vargo must sell 1,600 cell phones.
Illustration 18.27 presents the equation to compute the required sales dollars for Vargo using the contribution margin ratio.
ILLUSTRATION 18.27 Equation for sales dollars required to achieve target net income using contribution margin ratio
(Fixed Costs + Target Net Income) | ÷ | Contribution Margin Ratio | = | Sales Dollars |
($200,000 + $120,000) | ÷ | 40% | = | $800,000 |
To achieve its desired target net income of $120,000, Vargo must generate sales of $800,000.
We also can use the CVP graph in Illustration 18.23 to find the sales required to meet target net income.
For example, suppose Vargo Electronics sells 1,400 cell phones. Illustration 18.23 shows that a vertical line drawn at 1,400 units intersects the sales line at $700,000 and the total-cost line at $620,000. The difference between the two amounts represents the net income (profit) of $80,000.
Suppose that your company has been operating at a profit, but you are concerned that business might slow down in the coming year. You would like to know how far your sales could fall before you begin losing money. Margin of safety is the difference between actual or expected sales, and sales at the break-even point.
The equation for stating the margin of safety in dollars is actual (or expected) sales minus break-even sales. Illustration 18.28 shows the computation for Vargo Electronics, assuming that actual (or expected) sales are $750,000.
ILLUSTRATION 18.28 Equation for margin of safety in dollars
Actual (or Expected) Sales | − | Break-Even Sales | = | Margin of Safety in Dollars |
$750,000 | − | $500,000 | = | $250,000 |
Vargo’s margin of safety is $250,000. Its sales could fall by $250,000 before it operates at a loss.
The margin of safety ratio is the margin of safety in dollars divided by actual (or expected) sales. Illustration 18.29 shows the equation and computation for determining the margin of safety ratio.
ILLUSTRATION 18.29 Equation for margin of safety ratio
Margin of Safety in Dollars | ÷ | Actual (or Expected) Sales | = | Margin of Safety Ratio |
$250,000 | ÷ | $750,000 | = | 33% |
This means that the company’s sales could fall by 33% before it operates at a loss.
The higher the margin of safety in dollars or the margin of safety ratio, the lower the risk that the company will operate at a loss. Management evaluates the adequacy of the margin of safety in terms of such factors as the vulnerability of the product to competitive pressures or a potential downturn in the economy.
Data analytics plays an important role in CVP analysis. Consider that to perform CVP analysis meaningfully, you need to collect data that you have confidence is accurate. For example, the shipping company DHL Express, a competitor to UPS and FedEx, at one point lacked data of sufficient quality to accurately distinguish between fixed and variable costs, information crucial to performing CVP analysis.
The high-low method is often used to estimate fixed and variable costs for a mixed-cost situation.
For example, consider the example shown in Illustration 18A.1, which indicates the cost equation line produced by the high-low method for Metro Transit Company’s maintenance costs. How well does the high-low method represent the relationship between miles driven and total cost? This line is close to nearly all of the data points. Therefore, in this case, the high-low method provides a cost equation that is a very good fit for this data set. It identifies fixed and variable costs in an accurate and reliable way.
ILLUSTRATION 18A.1 Scatter plot for Metro Transit Company (total maintenance costs as a function of miles driven)
While the high-low method works well for the Metro Transit data set, a weakness of this method is that it employs only two data points and ignores the rest.
To illustrate, assume that Hanson Trucking Company has 12 months of maintenance cost data, as shown in Illustration 18A.2.
ILLUSTRATION 18A.2 Maintenance costs and mileage data for Hanson Trucking Company
Month | Miles Driven | Total Cost | Month | Miles Driven | Total Cost | ||||||
January | 20,000 | $30,000 | July | 15,000 | $39,000 | ||||||
February | 40,000 | 49,000 | August | 28,000 | 41,000 | ||||||
March | 35,000 | 46,000 | September | 60,000 | 72,000 | ||||||
April | 50,000 | 63,000 | October | 55,000 | 67,000 | ||||||
May | 30,000 | 42,000 | November | 19,000 | 29,000 | ||||||
June | 43,000 | 52,000 | December | 65,000 | 63,000 |
The high and low activities are 65,000 miles in December and 15,000 miles in July. The maintenance costs at these two levels are $63,000 and $39,000, respectively. The difference in maintenance costs is $24,000 ($63,000 − $39,000), and the difference in miles is 50,000 (65,000 − 15,000). Therefore, for Hanson Trucking, unit variable costs under the high-low method are $0.48 ($24,000 ÷ 50,000). To determine total variable costs, we multiply the number of miles by cost per mile. For example, at the low activity level of 15,000 miles, total variable costs are $7,200 (15,000 × $0.48). To determine fixed costs, we subtract total variable costs at the low activity level from the total cost at the low activity level ($39,000) as follows.
Fixed costs = $39,000 − ($0.48 × 15,000) = $31,800
Therefore, the cost equation based on the high-low method for this data produces the following calculation:
Fixed Costs | Variable Costs | |||||||
Maintenance costs | = | Intercept | + | Slope × Quantity | ||||
= | $31,800 | + | ($0.48 × Miles driven) |
Illustration 18A.3 shows a scatter plot of the data with a line representing the high-low method cost equation.
ILLUSTRATION 18A.3 Scatter plot for Hanson Trucking Company (total maintenance costs as a function of miles driven)
To derive a more representative cost equation, the company should employ regression analysis.
Regression analysis is a statistical approach that estimates the cost equation by employing information from all data points, not just the highest and lowest ones. While it involves mathematical analysis taught in statistics courses (which we will not address here), we can provide you with a basic understanding of how regression analysis works.
Consider Illustration 18A.3, which highlights the distance that each data point is from the high-low cost equation line. Regression analysis determines a cost equation that results in a line that minimizes the sum of the squared distances from the line to the data points.
Many software packages perform regression analysis. In Illustration 18A.4, we use the Intercept and Slope functions in Excel to estimate the regression equation for the Hanson Trucking Company data.1 The Excel video provided in Wiley Course Resources demonstrates the use of the Intercept and Slope functions.
ILLUSTRATION 18A.4 Excel spreadsheet for Hanson Trucking Company (total maintenance costs)
The cost equation based on the regression results is as follows.
Fixed Costs | Variable Costs | |||||||
Total maintenance costs | = | Intercept | + | Slope × Quantity | ||||
= | $18,502 | + | ($0.81 × Miles driven) |
Compare this to the cost equation based on the use of the high-low cost approach:
Fixed Costs | Variable Costs | |||||||
Total maintenance costs | = | Intercept | + | Slope × Quantity | ||||
= | $31,800 | + | ($0.48 × Miles driven) |
As Illustration 18A.5 shows, the intercept and slope differ significantly between the regression equation and the high-low equation.2
ILLUSTRATION 18A.5 Comparison of cost equation lines from regression analysis versus high-low method
Why should managers care about the accuracy of the cost equation? Managers make many decisions that require that mixed costs be separated into fixed and variable components. Inaccurate classifications of these costs might cause a manager to make an inappropriate decision.
For example, Hanson Trucking Company’s break-even point differs significantly depending on which of these two cost equations was used. If Hanson Trucking relies on the high-low method, it would have a distorted view of the level of sales it would need in order to break even. In addition, misrepresentation for fixed and variable costs could result in inappropriate decisions, such as whether to discontinue a product line. It would also result in inaccurate product costing under activity-based costing.
While regression analysis usually provides more reliable estimates of the cost equation, it does have its limitations.
Variable costs are costs that vary in total directly and proportionately with changes in the activity index. Fixed costs are costs that remain the same in total regardless of changes in the activity index.
The relevant range is the range of activity in which a company expects to operate during a year. It is important in CVP analysis because the behavior of costs is assumed to be linear throughout the relevant range.
Mixed costs change in total but not proportionately with changes in the activity level. For purposes of CVP analysis, mixed costs must be classified into their fixed and variable components.
Determine the unit variable costs by dividing the change in total costs at the highest and lowest levels of activity by the difference in activity at those levels. Then, determine fixed costs by subtracting total variable costs from the amount of total costs at either the highest or lowest level of activity.
The five components of CVP analysis are (1) volume or level of activity (quantity), (2) unit selling price, (3) unit variable costs, (4) total fixed costs, and (5) sales mix. Contribution margin is the amount of revenue remaining after deducting variable costs. It is identified in a CVP income statement, which classifies costs as variable or fixed. It can be expressed as a total amount, as a per unit amount, or as a ratio.
At the break-even point, sales revenue equals total costs, resulting in a net income of zero. The break-even point can be (a) computed from a mathematical equation, (b) computed by using a contribution margin technique, and (c) derived from a CVP graph.
The general equation for required sales is Sales − Variable costs − Fixed costs = Target net income. Two other equations are (1) Sales in units = (Fixed costs + Target net income) ÷ Unit contribution margin, and (2) Sales dollars = (Fixed costs + Target net income) ÷ Contribution margin ratio.
Margin of safety is the difference between actual or expected sales and sales at the break-even point. The equations for margin of safety metrics are (1) Actual (or expected) sales − Break-even sales = Margin of safety in dollars, and (2) Margin of safety in dollars ÷ Actual (expected) sales = Margin of safety ratio.
The high-low method provides a quick estimate of the cost equation for a mixed cost. However, the high-low method is based on only the highest and lowest data points. Regression analysis provides an estimate of the cost equation based on all data points. The cost equation line that results from regression analysis minimizes the sum of the (squared) distances of all of the data points from the cost equation line. Computer programs such as Excel enable easy estimation of the cost equation with regression.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results | |||||
What was the contribution toward fixed costs and net income from each unit sold? | Selling price per unit and unit variable costs |
|
Every unit sold will increase net income by the contribution margin. | |||||
What would be the increase in net income as a result of an increase in sales? | Unit contribution margin and unit selling price |
|
Every dollar of sales will increase net income by the contribution margin ratio. | |||||
At what amount of sales does a company cover its total costs? | Unit selling price, unit variable cost, and total fixed costs |
Break-even analysis In sales units: In sales dollars: |
Below the break-even point, the company is unprofitable. |
1. (LO 1) Variable costs are costs that:
d. Variable costs vary in total directly and proportionately with changes in the activity level and remain the same per unit at every activity level. Choices (a) and (b) are only partially correct. Choice (c) is incorrect as it is the opposite of (d).
2. (LO 2) The relevant range is:
c. The relevant range is the range over which the company expects to operate during a year. The other choices are incorrect because the relevant range is the range over which (a) variable costs are expected to be linear, not curvilinear, and (b) the company expects fixed costs to remain the same. Choice (d) is incorrect because this answer does not specifically define relevant range.
3. (LO 1, 2) Mixed costs consist of a:
a. Mixed costs consist of a variable-cost component and a fixed-cost component, not (b) a product-cost component, (c) a period-cost component or a product-cost component, or (d) a period-cost component.
4. (LO 1, 2) Your cell phone service provider offers a plan that is classified as a mixed cost. The cost for 1,000 minutes in a month is $50. If you use 2,000 minutes this month, your cost will be:
d. Your cost will include the fixed-cost component (flat service fee), which does not increase, plus the variable-cost component (usage charge) for the additional 1,000 minutes, which will increase your cost to between $50 and $100. Therefore, choices (a) $50, (b) $100, and (c) more than $100 are incorrect.
5. (LO 2) Kendra Corporation’s total utility costs during the past year were $1,200 during its highest month and $600 during its lowest month. These costs corresponded with 10,000 units of production during the high month and 2,000 units during the low month. What are the fixed cost and unit variable cost of its utility costs using the high-low method?
a. Unit variable cost is $0.075 [($1,200 − $600) ÷ (10,000 − 2,000)] and fixed is $450 [($1,200 − ($0.075 × 10,000)]. Therefore, choices (b) $0.120 variable and $0 fixed, (c) $0.300 variable and $0 fixed, and (d) $0.060 variable and $600 fixed are incorrect.
6. (LO 3) Which of the following is not involved in CVP analysis?
c. Total fixed costs, not fixed costs per unit, are involved in CVP analysis. Choices (a) sales mix, (b) unit selling price, and (d) volume or level of activity are all involved in CVP analysis.
7. (LO 3) When comparing a GAAP income statement to a CVP income statement:
c. Net income will always be identical on both a GAAP income statement and a CVP income statement. Therefore, choices (a), (b), and (d) are incorrect statements.
8. (LO 3) Contribution margin:
d. Contribution margin is revenue remaining after deducting variable costs and it may be expressed on a per unit basis. Choices (a) and (b) are incorrect because (a) includes fixed costs and (b) contribution margin can be expressed on a per unit basis. Choice (c) is incorrect because it defines gross profit, not contribution margin.
9. (LO 3) Cournot Company sells 100,000 wrenches for $12 a unit. Fixed costs are $300,000, and net income is $200,000. What should be reported as variable costs in the CVP income statement?
a. Contribution margin is equal to fixed costs plus net income ($300,000 + $200,000 = $500,000). Since variable costs are the difference between total sales ($1,200,000) and contribution margin ($500,000), $700,000 must be the amount of variable costs in the CVP income statement. Therefore, choices (b) $900,000, (c) $500,000, and (d) $1,000,000 are incorrect.
10. (LO 4) Gossen Company is planning to sell 200,000 pliers for $4 per unit. The contribution margin ratio is 25%. If Gossen will break even at this level of sales, what are the fixed costs?
c. Fixed costs ÷ Contribution margin ratio = Break-even point in sales dollars. Solving for fixed costs, (200,000 × $4) × .25 = $200,000, not (a) $100,000, (b) $160,000, or (d) $300,000.
11. (LO 4) Brownstone Company’s contribution margin ratio is 30%. If Brownstone’s sales revenue is $100 greater than its break-even sales dollars, its net income:
c. If Brownstone’s sales revenue is $100 greater than its break-even sales dollars, its net income will be $30 or ($100 × 30%), not (a) $100 or (b) $70. Choice (d) is incorrect because net income can be determined without knowing fixed costs.
12. (LO 5) The mathematical equation for computing required sales to obtain target net income is:
b. The correct equation is Sales = Variable costs + Fixed costs + Target net income. The other choices are incorrect because (a) needs fixed costs added, (c) needs variable costs added, and (d) there is a correct answer given (b).
13. (LO 5) Margin of safety is computed as:
a. Margin of safety is computed as Actual sales − Break-even point in sales dollars. Therefore, choices (b) Contribution margin − Fixed costs, (c) Break-even sales − Variable costs, and (d) Actual sales − Contribution margin are incorrect.
14. (LO 5) Marshall Company had actual sales of $600,000 when the break-even point in sales dollars was $420,000. What is the margin of safety ratio?
b. The margin of safety ratio is computed by dividing the margin of safety in dollars of $180,000 ($600,000 − $420,000) by actual sales of $600,000. The result is 30% ($180,000 ÷ $600,000), not (a) 25%, (c) 33%, or (d) 45%.
Determine variable- and fixed-cost components using the high-low method.
1. (LO 2) Benji Company accumulates the following data concerning a mixed cost, using miles as the activity level.
Miles Driven | Total Cost | Miles Driven | Total Cost | |||||||||
January | 7,500 | $20,000 | March | 8,500 | $22,000 | |||||||
February | 8,200 | 21,100 | April | 8,300 | 21,750 |
Compute the variable-cost and fixed-cost components using the high-low method.
High | Low | Difference | ||||||
$22,000 | − | $20,000 | = | $2,000 | ||||
8,500 | − | 7,500 | = | 1,000 |
Unit variable costs per mile = $2,000 ÷ 1,000 = $2.00.
High | Low | |||
Total cost | $22,000 | $20,000 | ||
Less: Variable costs | ||||
8,500 × $2.00 | 17,000 | |||
7,500 × $2.00 | 15,000 | |||
Total fixed costs | $ 5,000 | $ 5,000 |
Mixed cost is $5,000 plus $2.00 per mile.
Determine missing amounts for contribution margin.
2. (LO 3) Determine the missing amounts.
Unit Selling Price | Unit Variable Costs | Unit Contribution Margin | Contribution Margin Ratio | |||
$800 | $520 | (a) | (b) | |||
500 | (c) | $200 | (d) | |||
(e) | (f) | 450 | 45% |
Prepare CVP income statement.
3. (LO 3) Kitty Cora makes and sells biscuit batter by the batch. The unit selling price is $10 per batch. The following data pertain to the month ended June 30, 2025.
Fixed costs | $ 75,000 | |
Variable costs | 300,000 | |
Net income | 125,000 |
Prepare a CVP income statement for the month ended June 30, 2025. Include columns for per batch and percent of sales information.
Kitty Cora CVP Income Statement For the Month Ended June 30, 2025 |
||||||
Total | Per Batch | Percent of Sales | ||||
Sales | $500,000 | $10 | 100% | |||
Variable costs | 300,000 | 6 | 60 | |||
Contribution margin | 200,000 | $ 4 | 40% | |||
Fixed costs | 75,000 | |||||
Net income | $125,000 |
Compute the break-even point.
4. (LO 4) Jacob Company has a unit selling price of $600, unit variable costs of $216, and fixed costs of $2,438,400. Compute the break-even point in sales units using (a) the mathematical equation and (b) unit contribution margin.
$600Q – $216Q – $2,438,400 = $0
$384Q = $2,438,400
Q = 6,350 units
Unit contribution margin = $600 – $216 = $384
= $2,438,400 ÷ $384 = 6,350 units
Compute the margin of safety and margin of safety ratio.
5. (LO 5) For Posh Company, actual sales are $1,500,000, and break-even sales are $1,300,000. Compute (a) the margin of safety in dollars and (b) the margin of safety ratio.
Determine fixed-cost and variable-cost components using the high-low method and prepare graph.
1. (LO 1, 2) The controller of Teton Industries has collected the following monthly cost data for use in analyzing the behavior of maintenance costs.
Month | Total Maintenance Costs | Total Machine Hours | ||
January | $2,900 | 300 | ||
February | 3,000 | 400 | ||
March | 3,600 | 600 | ||
April | 4,300 | 790 | ||
May | 3,200 | 500 | ||
June | 4,500 | 800 |
Instructions
unit variable costs per machine hour
800 Machine Hours | 300 Machine Hours | ||
Total costs | $4,500 | $2,900 | |
Less: Variable costs | |||
800 × $3.20 | 2,560 | ||
300 × $3.20 | 960 | ||
Total fixed costs | $1,940 | $1,940 |
Thus, total maintenance costs are $1,940 per month plus $3.20 per machine hour.
The cost equation is:
Total maintenance costs = $1,940 + ($3.20 × Machine hours)
Determine contribution margin ratio, break-even point in sales dollars, and margin of safety.
2. (LO 3, 4, 5) Zion Seating Co., a manufacturer of chairs, had the following data for the year ended December 31, 2025:
Sales | 2,400 chairs |
Unit selling price | $40 per chair |
Unit variable costs | $15 per chair |
Fixed costs | $19,500 |
Instructions
(CGA adapted)
Zion Seating Co. CVP Income Statement For the Month Ended December 31, 2025 |
||||||
Total | Per Batch | Percent of Sales | ||||
Sales (2,400 × $40) | $96,000 | $40 | 100.0% | |||
Variable costs (2,400 × $15) | 36,000 | 15 | 37.5 | |||
Contribution margin | 60,000 | $25 | 62.5% | |||
Fixed costs | 19,500 | |||||
Net income | $40,500 |
Margin of safety in dollars = (2,400 × $40) − $31,200 = $64,800
Margin of safety ratio = $64,800 ÷ (2,400 × $40) = 67.5%
Current contribution margin is $40 − $15 = $25
Current total contribution margin is $25 × 2,400 = $60,000
40% increase in contribution margin is $60,000 × 40% = $24,000
Total increase in sales required is $24,000 ÷ 62.5% = $38,400
Compute break-even point, contribution margin ratio, margin of safety, and sales for target net income.
(LO 4, 5) Mabo Company makes calculators that sell for $20 each. For the coming year, management expects fixed costs to total $220,000 and unit variable costs to be $9 per unit.
Instructions
Sales − Variable costs − Fixed costs = Net income
$20Q − $9Q − $220,000 = $0
$11Q = $220,000
Q = 20,000 calculators
Unit contribution margin = Unit selling price − Unit variable costs
$11 = $20 − $9
Contribution margin ratio = Unit contribution margin ÷ Unit selling price
55% = $11 ÷ $20
Break-even point in sales dollars = Fixed costs ÷ Contribution margin ratio
= $220,000 ÷ 55%
= $400,000
Sales − Variable costs − Fixed costs = Net income
$20Q − $9Q − $220,000 = $165,000
$11Q = $385,000
Q = 35,000 calculators
35,000 calculators × $20 = $700,000 required sales
OR
(Fixed costs + Target net income) ÷ Contribution margin ratio = Sales in dollars
($220,000 + $165,000) ÷ 0.55 = $700,000
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to this chapter.
1.
2.
3. Contrast the effects of changes in the activity level on total fixed costs and on unit fixed costs.
4. J.P. Alexander claims that the relevant range concept is important only for variable costs.
5. “The relevant range is indispensable in cost behavior analysis.” Is this true? Why or why not?
6. Adam Antal is confused. He does not understand why rent on his apartment is a fixed cost and rent on a Hertz rental truck is a mixed cost. Explain the difference to Adam.
7. How should mixed costs be classified in CVP analysis? What approach is used to effect the appropriate classification?
8. At the high and low levels of activity during the month, direct labor hours are 90,000 and 40,000, respectively. The related costs are $165,000 and $100,000. What are the fixed costs and unit variable costs?
9. “Cost-volume-profit (CVP) analysis is based entirely on unit costs.” Is this true? Explain why or why not.
10. Faye Dunn defines contribution margin as the amount of profit available to cover operating expenses. Is there any truth in this definition? Discuss.
11. Marshall Company’s GWhiz calculator sells for $40. Unit variable costs are estimated to be $26. What are the unit contribution margin and the contribution margin ratio?
12. “Break-even analysis is of limited use to management because a company cannot survive by just breaking even.” Is this true? Explain why or why not.
13. Total fixed costs are $26,000 for Daz Inc. It has a unit contribution margin of $15 and a contribution margin ratio of 25%. Compute the break-even point in sales dollars.
14. Peggy Turnbull asks your help in constructing a CVP graph. Explain to Peggy (a) how the break-even point is plotted, and (b) how the level of activity and sales dollars at the break-even point are determined.
15. Define the term “margin of safety.” If Revere Company expects to sell 1,250 units of its product at $12 per unit, and break-even sales for the product are $13,200, what is the margin of safety ratio?
16. Huang Company’s break-even point in sales dollars is $500,000. Assuming fixed costs are $180,000, what sales revenue is needed to achieve a target net income of $90,000?
17. The GAAP income statement for Pace Company for the year ended December 31, 2025, shows sales $900,000, cost of goods sold $600,000, and operating expenses $200,000. Assuming all costs and expenses are 70% variable and 30% fixed, prepare a CVP income statement through contribution margin.
*18. James Brooks estimated the unit variable-cost and fixed-cost components of his company’s utility costs using the high-low method. He is concerned that the cost equation that resulted from the high-low method might not provide an accurate representation of his company’s utility costs. What is the inherent weakness of the high-low method? What alternative approach might Brooks use, and what are its advantages?
*19. Mary Webster owns and manages a company that provides trenching services. Her clients are companies that need to lay power lines, gas lines, and fiber optic cable. Because trenching machines require considerable maintenance due to the demanding nature of the work, Mary has created a scatter plot that displays her monthly maintenance costs. If Mary were to estimate a cost equation line using regression analysis for the data in her scatter plot, what primary characteristic would that line display?
*20. What are some of the limitations of regression analysis?
Classify costs as variable, fixed, or mixed.
BE18.1 (LO 1), C Monthly production costs in Dilts Company for two levels of production are as follows.
Cost | 2,000 Units | 4,000 Units | ||
Indirect labor | $10,000 | $20,000 | ||
Supervisory salaries | 5,000 | 5,000 | ||
Maintenance | 4,000 | 6,000 |
Indicate which costs are variable, fixed, and mixed, and give the reason for each answer.
Diagram the behavior of costs within the relevant range.
BE18.2 (LO 1), AN For Lodes Company, the relevant range of production is 40–80% of capacity. At 40% of capacity, variable costs are $4,000 and fixed costs are $6,000. At 80% capacity, the same variable and fixed costs are $8,000 and $6,000, respectively. Diagram the behavior of each cost within the relevant range assuming the behavior is linear.
Diagram the behavior of a mixed cost.
BE18.3 (LO 1), AN For Wesland Company, a mixed cost is $15,000 plus $18 per direct labor hour. Diagram the behavior of the fixed cost and total cost using increments of 500 hours up to 2,500 hours on the horizontal axis and increments of $15,000 up to $60,000 on the vertical axis.
Determine unit variable costs and fixed costs using the high-low method.
BE18.4 (LO 2), AP Bruno Company accumulates the following data concerning a mixed cost, using miles as the activity level.
Miles Driven |
Total Cost |
Miles Driven |
Total Cost |
||||||
January | 8,000 | $14,150 | March | 8,500 | $15,000 | ||||
February | 7,500 | 13,500 | April | 8,200 | 14,490 |
Compute the unit variable costs and fixed costs using the high-low method for this mixed cost.
Determine unit variable costs and fixed costs using the high-low method.
BE18.5 (LO 2), AP Markowis Corp. has collected the following data concerning its maintenance costs for the past 6 months.
Units Produced | Total Maintenance Costs | ||
July | 18,000 | $36,000 | |
August | 32,000 | 48,000 | |
September | 36,000 | 55,000 | |
October | 22,000 | 38,000 | |
November | 40,000 | 74,500 | |
December | 38,000 | 62,000 |
Compute the unit variable costs and fixed costs using the high-low method for this mixed cost.
Determine missing amounts for contribution margin.
BE18.6 (LO 3), AN Determine the missing amounts.
Unit Selling Price | Unit Variable Costs | Unit Contribution Margin | Contribution Margin Ratio | |||||
1. | $640 | $352 | (a) | (b) | ||||
2. | $300 | (c) | $93 | (d) | ||||
3. | (e) | (f) | $325 | 25% |
Prepare CVP income statement.
BE18.7 (LO 3), AP Russell Inc. had sales of $2,200,000 for the first quarter of 2025 (it sold 220,000 units). In making the sales, the company incurred the following costs and expenses.
Variable | Fixed | |
Cost of goods sold | $920,000 | $440,000 |
Selling expenses | 70,000 | 45,000 |
Administrative expenses | 88,000 | 98,000 |
Prepare a CVP income statement for the quarter ended March 31, 2025. Include columns for per unit and percent of sales information.
Compute the break-even point in sales units.
BE18.8 (LO 4), AP Rice Company has a unit selling price of $520, unit variable costs of $286, and fixed costs of $163,800. Compute the break-even point in sales units using (a) the mathematical equation and (b) unit contribution margin.
Compute the break-even point in sales dollars.
BE18.9 (LO 4), AP Presto Corp. had total variable costs of $180,000, total fixed costs of $110,000, and total revenues of $300,000. Compute the required sales dollars to break even.
Compute sales for target net income.
BE18.10 (LO 5), AP For Flynn Company, variable costs are 70% of sales, and fixed costs are $195,000. Management’s net income goal is $75,000. Compute the required sales dollars needed to achieve management’s target net income of $75,000. (Use the contribution margin technique.)
Compute the margin of safety in dollars and the margin of safety ratio.
BE18.11 (LO 5), AP For Astoria Company, actual sales are $1,000,000, and break-even sales are $800,000. Compute (a) the margin of safety in dollars and (b) the margin of safety ratio.
Compute the required sales in units for target net income.
BE18.12 (LO 5), AP Deines Corporation has fixed costs of $480,000. It has a unit selling price of $6, unit variable costs of $4.40, and a target net income of $1,500,000. Compute the required sales in units to achieve its target net income.
Compute unit variable costs and fixed costs using regression analysis.
*BE18.13 (LO 6), AP Stiever Corporation’s maintenance costs are shown here.
Units Produced | Total Cost | ||
July | 18,000 | $32,000 | |
August | 32,000 | 48,000 | |
September | 36,000 | 55,000 | |
October | 22,000 | 38,000 | |
November | 40,000 | 66,100 | |
December | 38,000 | 62,000 |
Compute the unit variable costs and fixed costs using regression analysis for this mixed cost. Present your solution in the form of a cost equation. (We recommend that you use the Intercept and Slope functions in Excel.)
Classify types of costs.
DO IT! 18.1 (LO 1), C Amanda Company reports the following total costs at two levels of production.
5,000 Units | 10,000 Units | ||
Indirect labor | $ 3,000 | $ 6,000 | |
Property taxes | 7,000 | 7,000 | |
Direct labor | 28,000 | 56,000 | |
Direct materials | 22,000 | 44,000 | |
Depreciation (straight-line) | 4,000 | 4,000 | |
Utilities | 5,000 | 8,000 | |
Maintenance | 9,000 | 11,000 |
Classify each cost as variable, fixed, or mixed.
Compute costs using high-low method and estimate total cost.
DO IT! 18.2 (LO 2), AP Westerville Company accumulates the following data concerning a mixed cost, using units produced as the activity level.
Units Produced | Total Cost | ||
March | 10,000 | $18,000 | |
April | 9,000 | 16,650 | |
May | 10,500 | 18,580 | |
June | 8,800 | 16,200 | |
July | 9,500 | 17,100 |
Prepare CVP income statement.
DO IT! 18.3 (LO 3), AP Cedar Grove Industries produces and sells cell phone-operated home security systems. Information regarding the costs and sales during May 2025 is as follows.
Unit selling price | $45.00 |
Unit variable costs | $21.60 |
Total monthly fixed costs | $120,000 |
Units sold | 8,000 |
Prepare a CVP income statement for Cedar Grove Industries for the month of May. Provide total, per unit, and percent of sales values.
Compute break-even point in sales units.
DO IT! 18.4 (LO 4), AP Snow Cap Company has a unit selling price of $250, unit variable costs of $170, and fixed costs of $160,000. Compute the break-even point in sales units using (a) the mathematical equation and (b) unit contribution margin.
Compute break-even point, margin of safety ratio, and sales for target net income.
DO IT! 18.5 (LO 4, 5), AP Presto Company makes radios that sell for $30 each. For the coming year, management expects fixed costs to total $220,000 and unit variable costs to be $18.
Define and classify variable, fixed, and mixed costs.
E18.1 (LO 1), C Bonita Company manufactures a single product. Annual production costs incurred in the manufacturing process are shown here for two levels of production.
Costs Incurred | ||||||||
Production in Units | 5,000 | 10,000 | ||||||
Production Costs | Total Cost | Unit Cost | Total Cost | Unit Cost | ||||
Direct materials | $8,000 | $1.60 | $16,000 | $1.60 | ||||
Direct labor | 9,500 | 1.90 | 19,000 | 1.90 | ||||
Utilities | 2,000 | 0.40 | 3,300 | 0.33 | ||||
Rent | 4,000 | 0.80 | 4,000 | 0.40 | ||||
Maintenance | 800 | 0.16 | 1,400 | 0.14 | ||||
Supervisory salaries | 1,000 | 0.20 | 1,000 | 0.10 |
Instructions
Diagram cost behavior, determine relevant range, and classify costs.
E18.2 (LO 1), AP Shingle Enterprises is considering manufacturing a new product. It projects the cost of direct materials and rent for a range of output as follows.
Output in Units |
Rent Cost |
Direct Materials |
||
1,000 | $ 5,000 | $ 4,000 | ||
2,000 | 5,000 | 7,200 | ||
3,000 | 8,000 | 9,000 | ||
4,000 | 8,000 | 12,000 | ||
5,000 | 8,000 | 15,000 | ||
6,000 | 8,000 | 18,000 | ||
7,000 | 8,000 | 21,000 | ||
8,000 | 8,000 | 24,000 | ||
9,000 | 10,000 | 29,300 | ||
10,000 | 10,000 | 35,000 | ||
11,000 | 10,000 | 44,000 |
Instructions
Determine fixed costs and unit variable costs using the high-low method and prepare graph.
E18.3 (LO 1, 2), AN The controller of Norton Industries has collected the following monthly cost data for use in analyzing the behavior of maintenance costs.
Month | Total Maintenance Costs | Total Machine Hours | ||
January | $2,700 | 300 | ||
February | 3,000 | 350 | ||
March | 3,600 | 500 | ||
April | 4,500 | 690 | ||
May | 3,200 | 400 | ||
June | 5,500 | 700 |
Instructions
Classify variable, fixed, and mixed costs.
E18.4 (LO 1), C Family Furniture Corporation incurred the following costs.
Instructions
Identify the costs above as variable, fixed, or mixed.
Determine fixed costs and unit variable costs using the high-low method and prepare graph.
E18.5 (LO 1, 2), AP The controller of Hall Industries has collected the following monthly cost data for use in analyzing the behavior of maintenance costs.
Month | Total Maintenance Costs |
Total Machine Hours |
||
January | $2,640 | 3,500 | ||
February | 3,000 | 4,000 | ||
March | 3,600 | 6,000 | ||
April | 4,500 | 7,900 | ||
May | 3,200 | 5,000 | ||
June | 4,620 | 8,000 |
Instructions
Determine fixed, variable, and mixed costs.
E18.6 (LO 1), AP PCB Corporation manufactures a single product. Monthly production costs incurred in the manufacturing process are shown below for the production of 3,000 units.
Direct materials | $ 7,500 |
Direct labor | 18,000 |
Utilities | 2,100 |
Property taxes | 1,000 |
Indirect labor | 4,500 |
Supervisory salaries | 1,900 |
Maintenance | 1,100 |
Depreciation (straight-line) | 2,400 |
The utilities and maintenance costs are mixed costs. The fixed components of these costs are $300 and $200, respectively.
Instructions
Explain assumptions underlying CVP analysis.
E18.7 (LO 3), K Marty Moser wants Moser Company to use CVP analysis to study the effects of changes in costs and volume on the company. Marty has heard that certain assumptions must be valid in order for CVP analysis to be useful.
Instructions
Prepare a memo to Marty Moser concerning the assumptions that underlie CVP analysis.
Compute break-even point in sales units and in sales dollars.
E18.8 (LO 3, 4), AP All That Blooms provides environmentally friendly lawn services for homeowners. Its operating costs are as follows.
Depreciation (straight-line) | $1,400 | per month |
Advertising | $200 | per month |
Insurance | $2,000 | per month |
Weed and feed materials | $12 | per lawn |
Direct labor | $10 | per lawn |
Fuel | $2 | per lawn |
All That Blooms charges $60 per treatment for the average single-family lawn. For the month ended July 31, 2025, the company had total sales of $7,200.
Instructions
Compute break-even point in sales units and in sales dollars.
E18.9 (LO 3, 4), AP The Palmer Acres Inn is trying to determine its break-even point during its off-peak season. The inn has 50 rooms that it rents at $60 a night. Operating costs are as follows.
Salaries | $5,900 | per month |
Property tax | $1,100 | per month |
Depreciation (straight-line) | $1,000 | per month |
Maintenance | $100 | per month |
Maid service | $14 | per room |
Other costs | $28 | per room |
Instructions
Determine the inn’s break-even point in (a) number of rented rooms per month and (b) sales dollars.
Compute contribution margin and break-even point.
E18.10 (LO 3, 4), AP In the month of March, Style Salon serviced 560 clients at an average price of $120. During the month, fixed costs were $21,024 and variable costs were 60% of sales.
Instructions
Compute break-even point.
E18.11 (LO 3, 4), AP Spencer Kars provides shuttle service between 4 hotels near a medical center and an international airport. Spencer Kars uses two 10-passenger vans to offer 12 round trips per day. A recent month’s activity in the form of a cost-volume-profit income statement is as follows.
Sales (1,500 passengers) | $36,000 | ||
Variable costs | |||
Fuel | $ 5,040 | ||
Tolls and parking | 3,100 | ||
Maintenance | 860 | 9,000 | |
Contribution margin | 27,000 | ||
Fixed costs | |||
Salaries | 15,700 | ||
Depreciation (straight-line) | 1,300 | ||
Insurance | 1,000 | 18,000 | |
Net income | $ 9,000 |
Instructions
Compute unit variable costs, contribution margin ratio, and increase in fixed costs.
E18.12 (LO 3, 4), AP In 2024, Manhoff Company had a break-even point of $350,000 based on a unit selling price of $5 and fixed costs of $112,000. In 2025, the unit selling price and the unit variable costs did not change, but the break-even point increased to $420,000.
Instructions
Prepare CVP income statements.
E18.13 (LO 3, 4), AP Billings Company has the following information available for September 2025.
Unit selling price of video game consoles | $400 |
Unit variable costs | $280 |
Total fixed costs | $54,000 |
Units sold | 600 |
Instructions
Prepare GAAP income statement and CVP income statement.
E18.14 (LO 3), AP Risky Corporation had sales of $3,000,000 for the year ended December 31, 2025. The unit selling price was $15. In making the sales, the company incurred the following costs and expenses.
Variable | Fixed | ||
Cost of goods sold | $600,000 | $800,000 | |
Selling expenses | 120,000 | 60,000 | |
Administrative expenses | 240,000 | 80,000 |
Instructions
Compute various components to derive target net income under different assumptions.
E18.15 (LO 4, 5), AP Naylor Company had $210,000 of net income in 2024 when the unit selling price was $140, the unit variable costs were $90, and the fixed costs were $570,000. Management expects per unit data and total fixed costs to remain the same in 2025. The president of Naylor Company is under pressure from stockholders to increase net income by $62,400 in 2025.
Instructions
Compute net income under different alternatives.
E18.16 (LO 5), AP Yams Company reports the following operating results for the month of August: sales $400,000 (5,000 units), variable costs $240,000, and fixed costs $90,000. Management is considering the following independent courses of action to increase net income.
Instructions
Compute the net income to be earned under each alternative. Which course of action will produce the higher net income?
Prepare a CVP graph and compute break-even point and margin of safety.
E18.17 (LO 4, 5), AP Glacial Company estimates that variable costs will be 62.5% of sales, and fixed costs will total $600,000. The unit selling price of the product is $4.
Instructions
Determine contribution margin ratio, break-even point in sales dollars, and margin of safety.
E18.18 (LO 3, 4, 5), AP Felde Bucket Co., a manufacturer of rain barrels, had the following data for 2024:
Sales quantity | 2,500 barrels |
Unit selling price | $40 per barrel |
Unit variable costs | $24 per barrel |
Fixed costs | $19,500 |
Instructions
(CGA adapted)
Determine fixed costs and unit variable costs using regression analysis, prepare scatter plot, and estimate cost at particular level of activity.
*E18.19 (LO 6), AP The controller of Standard Industries has collected the following monthly cost data for analyzing the behavior of electricity costs.
Total Electricity Costs |
Total Machine Hours |
|||
January | $2,500 | 300 | ||
February | 3,000 | 350 | ||
March | 3,600 | 500 | ||
April | 4,500 | 690 | ||
May | 3,200 | 400 | ||
June | 4,900 | 700 | ||
July | 4,100 | 650 | ||
August | 3,800 | 520 | ||
September | 5,100 | 680 | ||
October | 4,200 | 630 | ||
November | 3,300 | 350 | ||
December | 6,100 | 720 |
Instructions
Determine fixed costs and unit variable costs using high-low method, and estimate cost at particular level of activity.
P18.1 (LO 1, 2), AP The controller of Rather Production has collected the following monthly cost data for analyzing the behavior of electricity costs.
Total Electricity Costs |
Total Machine Hours |
|||
January | $2,500 | 300 | ||
February | 3,000 | 350 | ||
March | 3,600 | 500 | ||
April | 4,500 | 690 | ||
May | 3,200 | 400 | ||
June | 4,900 | 700 | ||
July | 4,100 | 650 | ||
August | 3,800 | 520 | ||
September | 5,100 | 680 | ||
October | 4,200 | 630 | ||
November | 3,300 | 350 | ||
December | 5,860 | 720 |
Instructions
Determine the fixed costs and unit variable costs using the high-low method.
a. VC $8
Determine unit variable costs and fixed costs, compute break-even point, prepare a CVP graph, and determine net income.
P18.2 (LO 1, 2, 3, 4), AN Vin Diesel owns the Fredonia Barber Shop. He employs four barbers and pays each a base salary of $1,250 per month. One of the barbers serves as the manager and receives an extra $500 per month. In addition to the base salary, each barber also receives a commission of $4.50 per haircut.
Other costs are as follows.
Advertising | $200 per month |
Rent | $1,100 per month |
Barber supplies | $0.30 per haircut |
Utilities | $175 per month plus $0.20 per haircut |
Magazines | $25 per month |
Vin currently charges $10 per haircut.
Instructions
Determine the unit variable costs per haircut and the total monthly fixed costs.
a. VC $5
Prepare a CVP income statement and compute break-even point, contribution margin ratio, margin of safety ratio, and sales for target net income.
P18.3 (LO 3, 4, 5), AP Jorge Company bottles and distributes B-Lite, a diet soft drink. The beverage is sold for 50 cents per 16-ounce bottle to retailers. For the year 2025, management estimates the following revenues and costs.
Sales | $1,800,000 | Selling expenses—variable | $70,000 | |
Direct materials | 430,000 | Selling expenses—fixed | 65,000 | |
Direct labor | 360,000 | Administrative expenses— | ||
Manufacturing overhead— | variable | 20,000 | ||
variable | 380,000 | Administrative expenses— | ||
Manufacturing overhead— | fixed | 60,000 | ||
fixed | 280,000 |
Instructions
b. (1) 2,700,000 units
c. CM ratio 30%
Compute break-even point under alternative courses of action.
P18.4 (LO 4), E Tanek Corp.’s sales slumped badly in 2025. For the first time in its history, it operated at a loss. The company’s income statement showed the following results from selling 500,000 units of product: sales $2,500,000, total costs and expenses $2,590,000, and net loss $90,000. Costs and expenses consisted of the following amounts.
Total | Variable | Fixed | ||||
Cost of goods sold | $2,140,000 | $1,590,000 | $550,000 | |||
Selling expenses | 250,000 | 92,000 | 158,000 | |||
Administrative expenses | 200,000 | 68,000 | 132,000 | |||
$2,590,000 | $1,750,000 | $840,000 |
Management is considering the following independent alternatives for 2026.
Instructions
b. Alternative 1 $2,000,000
Compute break-even point and margin of safety ratio, and prepare a CVP income statement before and after changes in business environment.
P18.5 (LO 3, 4, 5), E Mary Willis is the advertising manager for Bargain Shoe Store. She is currently working on a major promotional campaign. Her ideas include the installation of a new lighting system and increased display space that will add $29,000 in fixed costs to the $270,000 currently spent. In addition, Mary is proposing that a 5% price decrease ($40 to $38) will produce a 25% increase in sales volume (20,000 to 25,000). Variable costs will remain at $25 per pair of shoes. Management is impressed with Mary’s ideas but concerned about the effects that these changes will have on the break-even point and the margin of safety.
Instructions
c. Current margin of safety ratio 10%
Compute contribution margin, fixed costs, break-even point, sales for target net income, and margin of safety ratio.
P18.6 (LO 3, 4, 5), AN Viejol Corporation has collected the following information after its first year of operations. Sales were $1,600,000 on 100,000 units, selling expenses $250,000 (40% variable and 60% fixed), direct materials $490,000, direct labor $290,000, administrative expenses $270,000 (20% variable and 80% fixed), and manufacturing overhead $380,000 (70% variable and 30% fixed). Top management has asked you to do a CVP analysis so that it can make plans for the coming year. It has projected that unit sales will increase by 10% next year.
Instructions
b. 120,000 units
Determine variable and fixed costs.
P18.7 (LO 1, 3, 5), E Kaiser Industries carries no inventories. Its product is manufactured only when a customer’s order is received. It is then shipped immediately after it is made. For its fiscal year ended October 31, 2025, Kaiser’s break-even point was $1.5 million. On sales of $1.5 million, its GAAP income statement showed a gross profit of $242,500, direct materials cost of $500,000, and direct labor costs of $625,000. The contribution margin was $180,000, and variable manufacturing overhead was $62,500.
Instructions
Calculate the following:
a. 2. $70,000
(CGA adapted)
Determine fixed costs and unit variable costs using regression analysis, and estimate cost at particular level of activity.
*P18.8 (LO 1, 2, 6), AP The controller of Brokaw Production has collected the following monthly cost data for analyzing the behavior of utility costs.
Total Utility Costs |
Total Machine Hours |
|||
January | $3,200 | 400 | ||
February | 4,700 | 550 | ||
March | 4,000 | 500 | ||
April | 2,100 | 790 | ||
May | 3,600 | 450 | ||
June | 5,300 | 700 | ||
July | 5,500 | 690 | ||
August | 5,100 | 620 | ||
September | 7,400 | 880 | ||
October | 4,600 | 610 | ||
November | 3,000 | 350 | ||
December | 6,700 | 820 |
Instructions
a. VC $5.7343
CD18 Bill Johnson, sales manager, and Diane Buswell, controller, at Current Designs are beginning to analyze the cost considerations for one of the composite models of the kayak division. They have provided the following production and operational costs necessary to produce one composite kayak.
Bill and Diane have asked you to provide a cost-volume-profit analysis, to help them finalize the budget projections for the upcoming year. Bill has informed you that the selling price of the composite kayak will be $2,000.
Instructions
(Note: This is a continuation of the Waterways case from Chapters 14–17.)
WC18 The Vice President for Sales and Marketing at Waterways Corporation is planning for production needs to meet sales demand in the coming year. He is also trying to determine how the company’s profits might be increased in the coming year. This case asks you to use cost-volume-profit concepts to help Waterways understand contribution margins of some of its products and decide whether to mass-produce any of them.
Go to Wiley Course Resources for complete case details and instructions.
DA18.1 Data visualization can be used to compare options.
Example: Consider the Management Insight box “Are Robotic Workers More Humane?” presented in the chapter. Data analytics can help Kroger determine if using robots in its warehouse would be a cost-effective decision. Consider the following chart, which compares income effects in both a manual and a robotic system. When using human labor in a manual system, we see that labor costs are substantial. When a robotic system is utilized, we see that depreciation is a larger cost item, and labor is much less.
If we assume that revenues will increase 40% due to an increased sales volume, what effect will we see on net operating income? As shown in the following chart, the increase in net operating income is larger in an automated system. This is because the labor increase was a smaller dollar amount than the respective increase in a manual system, coupled with no increase in total fixed costs. This effect is often referred to as operating leverage, which is discussed further in Chapter 19.
For this case, you will use an approach similar to that used in the example just presented. You will help a fast food restaurant evaluate the benefits of installing a kiosk in the lobby to automate customer orders, thus reducing the need for cashiers. This case requires you to compare income statement data for traditional and digital ordering for the restaurant, and then create and analyze a bar chart.
Go to Wiley Course Resources for complete case details and instructions.
DA18.2 HydroHappy management wants to examine its largest non–value-added cost, selling costs, to see if it can identify a better cost driver in an effort to lower its total selling costs. The company currently uses the number of sales calls as its cost driver. For this case, you will generate scatter charts, as well as use Excel’s Slope and Intercept functions, to help HydroHappy determine the best cost driver for selling costs.
Go to Wiley Course Resources for complete case details and instructions.
CT18.1 Creative Ideas Company has decided to introduce a new product. The new product can be manufactured by either a capital-intensive method or a labor-intensive method. The manufacturing method will not affect the quality of the product. The estimated manufacturing costs by the two methods are as follows.
Capital-Intensive | Labor-Intensive | |||
Direct materials | $5 per unit | $5.50 per unit | ||
Direct labor | $6 per unit | $8.00 per unit | ||
Variable overhead | $3 per unit | $4.50 per unit | ||
Fixed manufacturing costs | $2,524,000 | $1,550,000 |
Creative Ideas’ market research department has recommended an introductory unit sales price of $32. The selling expenses are estimated to be $502,000 annually plus $2 for each unit sold, regardless of manufacturing method.
Instructions
With the class divided into groups, answer the following.
(CMA adapted)
CT18.2 The condensed income statement for the Peri and Paul partnership for 2025 is as follows.
Peri and Paul Company Income Statement For the Year Ended December 31, 2025 |
|||||
Sales (240,000 units) | $1,200,000 | ||||
Cost of goods sold | 800,000 | ||||
Gross profit | 400,000 | ||||
Operating expenses | |||||
Selling | $300,000 | ||||
Administrative | 152,500 | 452,500 | |||
Net loss | $ (52,500) |
A cost behavior analysis indicates that 75% of the cost of goods sold are variable and 40% of the selling expenses are variable. Administrative expenses are $92,500 fixed.
Instructions
(Round to nearest unit, cent, and percentage, where necessary. Use the CVP income statement format in computing net income.)
CT18.3 The Coca-Cola Company hardly needs an introduction. A line taken from the cover of a recent annual report says it all: If you measured time in servings of Coca-Cola, “a billion Coca-Cola’s ago was yesterday morning.” On average, every U.S. citizen drinks 363 8-ounce servings of Coca-Cola products each year. Coca-Cola’s primary line of business is the making and selling of syrup to bottlers. These bottlers then sell the finished bottles and cans of Coca-Cola to retailers.
In the annual report of Coca-Cola, the following information was provided.
The Coca-Cola Company Management Discussion |
Our gross margin declined to 61 percent this year from 62 percent in the prior year, primarily due to costs for materials such as sweeteners and packaging. The increases [in selling expenses] in the last two years were primarily due to higher marketing expenditures in support of our Company’s volume growth. We measure our sales volume in two ways: (1) gallon shipments of concentrates and syrups and (2) unit cases of finished product (bottles and cans of Coke sold by bottlers). |
Instructions
Answer the following questions.
CT18.4 Your roommate asks for your help on the following questions about CVP analysis equations.
Instructions
Write a memo to your roommate stating the relevant equations and answering each question.
CT18.5 Scott Bestor is an accountant for Westfield Company. Early this year, Scott made a highly favorable projection of sales and net income over the next 3 years for Westfield’s hot-selling computer PLEX. Based on the projections Scott presented to senior management, the company decided to expand production in this area. This decision led to dislocations of some factory personnel, who were reassigned to one of the company’s newer factories in another state. However, no one was fired, and in fact the company expanded its workforce slightly.
Unfortunately, Scott rechecked his projection computations a few months later and found that he had made an error that would have reduced his projections substantially. Luckily, sales of PLEX have exceeded projections so far, and management is satisfied with its decision. Scott, however, is not sure what to do. Should he confess his honest mistake and jeopardize his possible promotion? He suspects that no one will catch the error because PLEX sales have exceeded his projections, and it appears that net income will materialize close to his projections.
Instructions
CT18.6 Cost-volume-profit analysis can also be used in making personal financial decisions. For example, the purchase of a new car is one of your biggest personal expenditures. It is important that you carefully analyze your options.
Suppose that you are considering the purchase of a hybrid vehicle. Let’s assume the following facts. The hybrid will initially cost an additional $4,500 above the cost of a traditional vehicle. On average, the hybrid will get 50 miles per gallon of gas, and the traditional car will get 30 miles per gallon. Also, assume that the cost of gas is $2.50 per gallon.
Instructions
Using the facts above, answer the following questions.
As the following Feature Story about Whole Foods Market suggests, the relationship between a company’s fixed and variable costs can have a huge impact on its profitability. In particular, the trend toward cost structures dominated by fixed costs has significantly increased the volatility of many companies’ net income. The purpose of this chapter is to demonstrate additional uses of cost-volume-profit analysis in making sound business decisions.
America has had a reputation as a country populated with people who won’t buy a restaurant meal unless it can be ordered from the driver’s seat of a car. Customers want to receive said “meal” 30 seconds later from a drive-up window and then consume the bagged product while driving one-handed down an eight-lane freeway. This is actually a fairly accurate depiction of the restaurant preferences (and eating habits) of one of the authors of this text. However, given the success of Whole Foods Market (now owned by Amazon.com), this certainly cannot be true of all Americans.
Whole Foods Market began humbly in 1978 as a natural-foods store called SaferWay. (Get it? A play on SafeWay grocery stores.) It was founded in Austin, Texas, by 25-year-old John Mackey (a self-described college dropout) and 21-year-old Renee Lawson Hardy. They financed the first store by borrowing $45,000 from family and friends. The early days were “interesting.” First, John and Renee got kicked out of their apartment for storing grocery products there. No problem—they just moved into the store. They bathed in the store’s dishwasher with an attached hose. They did whatever it took to keep their costs down and the store going.
Two years later, John and Renee merged SaferWay with another store to form the first Whole Foods Market. The store’s first year was very successful. Well, that is, until everything in the store was completely destroyed by Austin’s biggest flood in more than 70 years. They lost $400,000 in goods—and they had no insurance. But within 28 days, with tons of volunteer work and supportive creditors and vendors, the store reopened.
Today, Whole Foods operates approximately 500 stores. The size of the average store has actually declined in recent years. While huge stores (up to 80,000 square feet) were successful in a few cities, in most locations the fixed costs of such a large facility made it hard to achieve profit targets. Then, when sales became sluggish during the financial crisis of 2008, the company determined that it could reduce its fixed costs, such as rent and utility costs, by reducing its average store size by about 20%. However, with fewer square feet, managers must keep a closer eye on the sales mix. They need to be aware of the relative contribution margins of each product line to maximize the profit per square foot while still providing the products its customers want.
Why is a company as successful as Whole Foods so concerned about controlling costs? The answer is that the grocery business runs on very thin margins. So while we doubt that anybody is bathing in the store’s dishwashers anymore, Whole Foods is as vigilant about its costs today as it was during its first year of operations.
Watch the Whole Foods Market video in Wiley Course Resources to learn more about the use of cost-volume-profit analysis in a changing business environment.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Apply basic CVP concepts. |
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DO IT! 1 CVP Analysis |
LO 2 Explain the term sales mix and its effects on break-even sales. |
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DO IT! 2 Sales Mix Break-Even |
LO 3 Determine sales mix when a company has limited resources. |
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DO IT! 3 Sales Mix with Limited Resources |
LO 4 Indicate how operating leverage affects profitability. |
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DO IT! 4 Operating Leverage |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
As indicated in Chapter 18, cost-volume-profit (CVP) analysis is the study of the effects of changes in costs and volume on a company’s profit.
Before we introduce additional issues of CVP analysis, let’s review some of the basic concepts that you learned in Chapter 18—specifically, break-even analysis, target net income, and margin of safety. As in Chapter 18, we use Vargo Electronics Company to illustrate these concepts.
Vargo Electronics’ CVP income statement (Illustration 19.1) shows that total contribution margin (sales minus variable expenses) is $320,000, and the company’s unit contribution margin is $200. Recall that contribution margin can also be expressed in the form of the contribution margin ratio (contribution margin divided by sales), which in the case of Vargo is 40% ($200 ÷ $500).
ILLUSTRATION 19.1 Detailed CVP income statement
Vargo Electronics Company CVP Income Statement For the Month Ended June 30, 2025 |
||||||||
Total | Per Unit | Percent of Sales | ||||||
Sales | $800,000 | $500 | 100% | |||||
Variable expenses | ||||||||
Cost of goods sold | $400,000 | |||||||
Selling expenses | 60,000 | |||||||
Administrative expenses | 20,000 | |||||||
Total variable expenses | 480,000 | 300 | 60 | |||||
Contribution margin | 320,000 | $200 | 40% | |||||
Fixed expenses | ||||||||
Cost of goods sold | 120,000 | |||||||
Selling expenses | 40,000 | |||||||
Administrative expenses | 40,000 | |||||||
Total fixed expenses | 200,000 | |||||||
Net income | $120,000 | |||||||
Illustration 19.2 demonstrates how to compute Vargo’s break-even point in sales units (using unit contribution margin).
ILLUSTRATION 19.2 Break-even point in sales units
Fixed Costs | ÷ | Unit Contribution Margin | = | Break-Even Point in Sales Units |
$200,000 | ÷ | $200 | = | 1,000 units |
Illustration 19.3 shows the computation for the break-even point in sales dollars (using contribution margin ratio).
ILLUSTRATION 19.3 Break-even point in sales dollars
Fixed Costs | ÷ | Contribution Margin Ratio | = | Break-Even Point in Sales Dollars |
$200,000 | ÷ | .40 | = | $500,000 |
When a company is in its early stages of operation, its primary goal is to break even. Failure to break even will lead eventually to financial failure.
Once a company achieves its break-even point, it then sets a sales goal that will generate a target net income. For example, assume that Vargo’s management has a target net income of $250,000. Illustration 19.4 shows the required sales in units to achieve its target net income.
ILLUSTRATION 19.4 Target net income in units
(Fixed Costs + Target Net Income) | ÷ | Unit Contribution Margin | = | Sales in Units |
($200,000 + $250,000) | ÷ | $200 | = | 2,250 units |
Illustration 19.5 uses the contribution margin ratio to compute the required sales in dollars.
ILLUSTRATION 19.5 Target net income in dollars
(Fixed Costs + Target Net Income) | ÷ | Contribution Margin Ratio | = | Sales in Dollars |
($200,000 + $250,000) | ÷ | .40 | = | $1,125,000 |
In order to achieve net income of $250,000, Vargo has to sell 2,250 cell phones, for a total price of $1,125,000.
Another measure managers use to assess profitability is the margin of safety.
In Illustration 19.1, for example, Vargo reported sales of $800,000. At that sales level, its margin of safety in dollars and as a ratio are as shown in Illustrations 19.6 and 19.7.
ILLUSTRATION 19.6 Margin of safety in dollars
Actual (Expected) Sales | − | Break-Even Sales | = | Margin of Safety in Dollars |
$800,000 | − | $500,000 | = | $300,000 |
As Illustration 19.7 indicates (as does Illustration 19.6), Vargo’s sales could drop by $300,000, or 37.5%, before the company would operate at a loss.
ILLUSTRATION 19.7 Margin of safety as a ratio
Margin of Safety in Dollars | ÷ | Actual (Expected) Sales | = | Margin of Safety as a Ratio |
$300,000 | ÷ | $800,000 | = | 37.5% |
To better understand how CVP analysis works, let’s look at three independent cases that might occur at Vargo Electronics. Each case uses the original cell phone sales and cost data, shown in Illustration 19.8.
ILLUSTRATION 19.8 Original cell phone sales and cost data
Unit selling price | $500 |
Unit variable costs | $300 |
Total fixed costs | $200,000 |
Break-even sales | $500,000 or 1,000 units |
A competitor is offering a 10% discount on the selling price of its cell phones. Management must decide whether to offer a similar discount.
Question: What effect will a 10% discount on selling price have on the break-even point for cell phones?
Answer: A 10% discount on selling price reduces the unit selling price to $450 [$500 − ($500 × 10%)]. Unit variable costs remain unchanged at $300. Thus, the unit contribution margin is $150 ($450 − $300). Assuming no change in fixed costs, break-even sales are 1,333 units, computed as shown in Illustration 19.9.
ILLUSTRATION 19.9 Computation of break-even sales in units
Fixed Costs | ÷ | Unit Contribution Margin | = | Break-Even Sales |
$200,000 | ÷ | $150 | = | 1,333 units (rounded) |
For Vargo, this change requires monthly sales to increase by 333 units, or 331⁄3%, in order to break even. In reaching a conclusion about offering a 10% discount to customers, management must determine how likely it is to achieve the increased sales. Also, management should estimate the possible loss of sales if the competitor’s discount price is not matched.
To meet the threat of foreign competition, management invests in new robotic equipment that will lower the amount of direct labor required to make cell phones. The company estimates that total fixed costs will increase by 30% and that unit variable costs will decrease by 30%.
Question: What effect will the new equipment have on the sales volume required to break even?
Answer: Total fixed costs become $260,000 [$200,000 + ($200,000 × 30%)]. The unit variable costs become $210 [$300 − ($300 × 30%)]. Thus, the unit contribution margin is $290 ($500 − $210). The new break-even point is approximately 897 units, computed as shown in Illustration 19.10.
ILLUSTRATION 19.10 Computation of break-even sales in units
Fixed Costs | ÷ | Unit Contribution Margin | = | Break-Even Sales |
$260,000 | ÷ | ($500 − $210) | = | 897 units (rounded) |
These changes appear to be advantageous for Vargo. The break-even point is reduced by 103 units (1,000 − 897).
Vargo’s principal supplier of raw materials has just announced a price increase. The higher cost is expected to increase the unit variable costs of cell phones by $25. Management decides that it does not want to increase the selling price of the cell phones. It plans a cost-cutting program that will save $17,500 in fixed costs per month. Vargo is currently realizing monthly net income of $80,000 on sales of 1,400 cell phones.
Question: What increase in units sold will be needed to maintain the same level of net income?
Answer: The unit variable costs increase to $325 ($300 + $25). Fixed costs are reduced to $182,500 ($200,000 − $17,500). Because of the change in variable costs, the unit contribution margin becomes $175 ($500 − $325). Illustration 19.11 shows the computation of the required number of units sold to achieve the target net income.
ILLUSTRATION 19.11 Computation of required sales
÷ | Unit Contribution Margin | = | Sales in Units | |
($182,500 + $80,000) | ÷ | $175 | = | 1,500 |
To achieve the required sales, Vargo Electronics will have to sell 1,500 cell phones, an increase of 100 units. If this does not seem to be a reasonable expectation, management will either have to make further cost reductions or accept less net income if the selling price remains unchanged.
We hope that the concepts reviewed in this section are now familiar to you. We are now ready to examine additional ways that companies use CVP analysis to assess profitability and to help in making effective business decisions.
To this point, our discussion of CVP analysis has assumed that a company sells only one product. However, most companies sell multiple products.
For example, suppose 80% of Hewlett Packard’s unit sales are printers and the other 20% are PCs. Its sales mix is 80% printers to 20% PCs.
Sales mix is important to managers because different products often have substantially different contribution margins. For example, Ford’s SUVs and F150 pickup trucks have higher contribution margins compared to its economy cars. Similarly, first-class tickets sold by United Airlines provide substantially higher contribution margins than coach-class tickets.
Companies can compute break-even sales for a mix of two or more products by determining the weighted-average unit contribution margin of all the products. Returning to our example from Chapter 18, assume that Vargo Electronics Company sells not only cell phones but high-definition TVs as well. Vargo sells its two products in the following amounts: 1,500 cell phones and 500 TVs, for a total of 2,000 units. Illustration 19.12 shows the sales mix, expressed as a percentage of the 2,000 total units sold.
ILLUSTRATION 19.12 Sales mix as a percentage of units sold
Cell Phones | TVs | |||
1,500 units ÷ 2,000 units = 75% | 500 units ÷ 2,000 units = 25% |
That is, 75% of the 2,000 units sold are cell phones, and 25% of the 2,000 units sold are TVs.
Illustration 19.13 shows additional information related to Vargo. The unit contribution margin for cell phones is $200; for TVs, it is $500. Vargo’s fixed costs total $275,000.
ILLUSTRATION 19.13 Per unit data—sales mix
Unit Data | Cell Phones | TVs |
Selling price | $500 | $1,000 |
Variable costs | 300 | 500 |
Contribution margin | $200 | $500 |
Sales mix—units | 75% | 25% |
Fixed costs = $275,000 |
To compute break-even for Vargo, we must determine the weighted-average unit contribution margin for the two products.
The weighted-average contribution margin for a sales mix of 75% cell phones and 25% TVs is $275, which is computed as shown in Illustration 19.14.
ILLUSTRATION 19.14 Weighted-average unit contribution margin
Cell Phones | TVs | |||||||
× | + | × | = | Weighted-Average Unit Contribution Margin |
||||
($200 | × | .75) | + | ($500 | × | .25) | = | $275 |
Similar to our calculation in the single-product setting, we can compute the break-even point in sales units by dividing the fixed costs by the weighted-average unit contribution margin of $275. Illustration 19.15 shows the computation of break-even sales in units for Vargo, assuming $275,000 of fixed costs.
ILLUSTRATION 19.15 Break-even point in sales units
Fixed Costs | ÷ | Weighted-Average Unit Contribution Margin |
= | Break-Even Point in Sales Units |
$275,000 | ÷ | $275 | = | 1,000 units |
Illustration 19.15 shows the break-even point for Vargo is 1,000 units—cell phones and TVs combined (see Decision Tools). Management needs to know how many of the 1,000 units sold are cell phones and how many are TVs. Applying the sales mix percentages that we computed previously of 75% for cell phones and 25% for TVs, these 1,000 units would be comprised of 750 cell phones (.75 × 1,000 units) and 250 TVs (.25 × 1,000). This is verified by the computations in Illustration 19.16, which shows that the total contribution margin is $275,000 when 1,000 units are sold. As required at the break-even point, this contribution margin equals the fixed costs of $275,000.
ILLUSTRATION 19.16 Break-even proof—sales units
Product | Unit Sales | × | Unit Contribution Margin |
= | Total Contribution Margin |
|
Cell phones | 750 | × | $200 | = | $150,000 | |
TVs | 250 | × | 500 | = | 125,000 | |
1,000 | $275,000 |
Management should continually review and update the company’s sales mix.
An analysis of these relationships shows that a shift from low-margin sales to high-margin sales may increase net income even though there is a decline in total units sold. Likewise, a shift from high- to low-margin sales may result in a decrease in net income even though there is an increase in total units sold.
The calculation of the break-even point presented for Vargo Electronics in the previous section works well if a company has only a small number of products. In contrast, consider 3M, the maker of Post-it Notes, which has more than 30,000 products. In order to calculate the break-even point for 3M using a weighted-average unit contribution margin, we would need to calculate 30,000 different unit contribution margins. That is not realistic.
To illustrate, suppose that Kale Garden Supply Company has two divisions—Indoor Plants and Outdoor Plants. Each division has hundreds of different types of plants and plant-care products. Illustration 19.17 provides the information necessary for determining the sales mix percentages for the two divisions of Kale Garden Supply.
ILLUSTRATION 19.17 Cost-volume-profit data for Kale Garden Supply
Indoor Plant Division |
Percent of Sales |
Outdoor Plant Division |
Percent of Sales |
Company Total |
Percent of Sales |
|||||||||||||||
Sales | $200,000 | 100% | $800,000 | 100% | $1,000,000 | 100% | ||||||||||||||
Variable costs | 120,000 | 60 | 560,000 | 70 | 680,000 | 68 | ||||||||||||||
Contribution margin | $ 80,000 | 40% | $240,000 | 30% | $ 320,000 | 32% | ||||||||||||||
Sales mix percentage (in sales dollars) (Division sales ÷ Total sales) | ||||||||||||||||||||
Illustration 19.18 shows the contribution margin ratio for each division (40% and 30%) and for the combined company (32%), which is computed by dividing the total contribution margin by total sales. (These amounts are also listed in Illustration 19.17.)
ILLUSTRATION 19.18 Contribution margin ratio for each division
Indoor Plant Division |
Outdoor Plant Division |
Company Total |
||||
Contribution margin ratio (Contribution margin ÷ Sales) |
Note that the contribution margin ratio of 32% for the total company is a weighted average of the individual contribution margin ratios of the two divisions (40% and 30%).
ILLUSTRATION 19.19 Calculation of weighted-average contribution margin
Indoor Plant Division | Outdoor Plant Division | |||||||
× | + | × | = | Weighted-Average Contribution Margin Ratio |
||||
(.40 | × | .20) | + | (.30 | × | .80) | = | .32 |
Kale Garden Supply’s break-even point in sales dollars is computed by dividing its fixed costs of $300,000 by the weighted-average contribution margin ratio of 32%, as shown in Illustration 19.20.
ILLUSTRATION 19.20 Calculation of break-even point in sales dollars
Fixed Costs |
÷ | Weighted-Average Contribution Margin Ratio |
= | Break-Even Point in Sales Dollars |
$300,000 | ÷ | .32 | = | $937,500 |
This break-even point is based on the sales mix of 20% to 80%. We can determine the amount of sales contributed by each division by multiplying the sales mix percentage of each division by the total sales figure. Of the company’s total break-even sales of $937,500, a total of $187,500 (.20 × $937,500) will come from the Indoor Plant Division, and $750,000 (.80 × $937,500) will come from the Outdoor Plant Division.
What would be the impact on the break-even point if a higher percentage of Kale Garden Supply’s sales were to come from the Indoor Plant Division?
As you can see, the information provided using CVP analysis can help managers better understand the impact of sales mix on profitability.
In the previous discussion, we assumed a certain sales mix and then determined the break-even point given that sales mix. We now discuss how limited resources influence the sales-mix decision.
To illustrate, recall that Vargo Electronics manufactures cell phones and TVs. The limiting resource is machine capacity, which is 3,600 hours per month. Illustration 19.21 shows that each TV requires more than three times as many machine hours as one cell phone.
ILLUSTRATION 19.21 Contribution margin and machine hours
Cell Phones | TVs | |
Unit contribution margin | $200 | $500 |
Machine hours required per unit | .2 | .625 |
The TVs may appear to be more profitable since they have a higher unit contribution margin ($500) than the cell phones ($200). However, the cell phones take fewer machine hours to produce than the TVs.
ILLUSTRATION 19.22 Contribution margin per unit of limited resource
Cell Phones | TVs | |
Unit contribution margin (a) | $ 200 | $500 |
Machine hours required (b) | 0.2 | 0.625 |
Contribution margin per unit of limited resource [(a) ÷ (b)] | $1,000 | $800 |
The computation shows that the cell phones have a higher contribution margin per unit of limited resource. This would suggest that, given sufficient demand for cell phones, Vargo should shift the sales mix to produce more cell phones or increase machine capacity.
As indicated in Illustration 19.22, the constraint for the production of the TVs is the number of machine hours available to produce them.
The total contribution margin that results from producing more cell phones versus more TVs is found by multiplying the additional machine hours by the contribution margin per unit of limited resource, as shown in Illustration 19.23.
ILLUSTRATION 19.23 Incremental analysis— computation of total contribution margin
Cell Phones | TVs | |
Machine hours (a) | 600 | 600 |
Contribution margin per unit of limited resource (b) | $ 1,000 | $ 800 |
Contribution margin [(a) × (b)] | $600,000 | $480,000 |
From this analysis, we can see that to maximize net income, all of the increased capacity should be used to make and sell the cell phones (assuming sufficient demand exists for the cell phones).
Vargo’s manufacturing constraint might be due to a bottleneck in production or to poorly trained machine operators.
Cost structure refers to the relative proportion of fixed versus variable costs that a company incurs. Cost structure can have a significant effect on profitability. For example, computer equipment manufacturer Cisco Systems substantially reduced its fixed costs by outsourcing much of its production. By minimizing its fixed costs, Cisco is now less susceptible to economic swings. However, as the following discussion shows, its reduced reliance on fixed costs reduced its ability to experience the incredible profitability that it used to have during economic booms.
The choice of cost structure should be carefully considered as there are many ways that companies can influence it.
Consider the following example of Vargo Electronics and one of its competitors, New Wave Company. Both make consumer electronics. Vargo uses a traditional, labor-intensive manufacturing process. New Wave has invested in a completely automated system. The factory employees are involved only in setting up, adjusting, and maintaining the machinery. Illustration 19.24 shows CVP income statements for each company.
ILLUSTRATION 19.24 CVP income statements for two companies
Vargo Electronics |
Percent of Sales |
New Wave Company |
Percent of Sales |
|||||||
Sales | $800,000 | 100% | $800,000 | 100% | ||||||
Variable costs | 480,000 | 60 | 160,000 | 20 | ||||||
Contribution margin | 320,000 | 40% | 640,000 | 80% | ||||||
Fixed costs | 200,000 | 520,000 | ||||||||
Net income | $120,000 | $120,000 |
Both companies have the same sales and the same net income.
Let’s evaluate the impact of cost structure on the profitability of the two companies.
First let’s look at the contribution margin ratio. Illustration 19.25 shows the computation of the contribution margin ratio for each company (which can also be seen in Illustration 19.24).
ILLUSTRATION 19.25 Contribution margin ratio for two companies
Contribution Margin |
÷ | Sales | = | Contribution Margin Ratio |
|
Vargo Electronics | $320,000 | ÷ | $800,000 | = | 40% |
New Wave | $640,000 | ÷ | $800,000 | = | 80% |
Because of its lower variable costs, New Wave has a contribution margin ratio of 80% versus only 40% for Vargo Electronics.
The difference in cost structure also affects the break-even point. The break-even point for each company is calculated in Illustration 19.26.
ILLUSTRATION 19.26 Computation of break-even point for two companies
Fixed Costs | ÷ | Contribution Margin Ratio |
= | Break-Even Point in Sales Dollars |
|
Vargo Electronics | $200,000 | ÷ | .40 | = | $500,000 |
New Wave | $520,000 | ÷ | .80 | = | $650,000 |
New Wave’s break-even point is $650,000 versus only $500,000 for Vargo Electronics. That means that New Wave needs to generate $150,000 ($650,000 − $500,000) more in sales than Vargo before it breaks even. This higher break-even point makes New Wave riskier than Vargo. A company cannot survive for very long unless it at least breaks even.
We can also evaluate the relative impact that changes in sales would have on the two companies by computing the margin of safety ratio. Illustration 19.27 shows the computation of the margin of safety ratio for the two companies.
ILLUSTRATION 19.27 Computation of margin of safety ratio for two companies
− | ÷ | Actual Sales |
= | Margin of Safety Ratio |
|||
Vargo Electronics | ($800,000 | − | $500,000) | ÷ | $800,000 | = | 38% |
New Wave | ($800,000 | − | $650,000) | ÷ | $800,000 | = | 19% |
The difference in the margin of safety ratio reflects the difference in risk between the two companies. Vargo Electronics could sustain a 38% decline in sales before it would be operating at a loss. New Wave could sustain only a 19% decline in sales before it would be operating “in the red.”
Operating leverage refers to the extent to which a company’s net income reacts to a given change in sales (see Decision Tools).
How can we compare operating leverage between two companies?
This equation is presented in Illustration 19.28 and applied to our two manufacturers of cell phones.
ILLUSTRATION 19.28 Computation of degree of operating leverage
Contribution Margin |
÷ | Net Income |
= | Degree of Operating Leverage |
|
Vargo Electronics | $320,000 | ÷ | $120,000 | = | 2.67 |
New Wave | $640,000 | ÷ | $120,000 | = | 5.33 |
Vargo Electronics’ degree of operating leverage is 2.67 versus 5.33 for New Wave. Its higher degree of operating leverage means that New Wave’s net income reacts more to changes in sales. In fact, New Wave’s earnings would go up (or down) by two times (5.33 ÷ 2.67 = 2.00) as much as Vargo Electronics’ with an equal increase (or decrease) in sales. For example, suppose both companies experience a 10% decrease in sales. Vargo’s net income will decrease by 26.7% (2.67 × 10%), while New Wave’s will decrease by 53.3% (5.33 × 10%). Thus, New Wave’s higher operating leverage exposes it to greater earnings volatility risk.
You should be careful not to conclude from this analysis that a cost structure that relies on higher fixed costs, and consequently has higher operating leverage, is necessarily bad.
For example, computer equipment manufacturer Komag enjoyed a 66% increase in net income when its sales increased by only 8%. As one commentator noted, “Komag’s fourth quarter illustrates the company’s significant operating leverage; a small increase in sales leads to a big profit rise.” However, as our illustration demonstrates, increased reliance on fixed costs increases a company’s risk.
In earlier chapters, we classified both variable and fixed manufacturing costs as product costs. In job order costing, for example, a job is assigned the costs of direct materials, direct labor, and both variable and fixed manufacturing overhead.
In this appendix, we now present an alternative approach, variable costing, which is consistent with the cost-volume-profit material presented in Chapters 18 and 19, and therefore readily supports CVP analysis.
Illustration 19A.1 shows the difference between absorption costing and variable costing. Under both absorption and variable costing, selling and administrative expenses are period costs.
ILLUSTRATION 19A.1 Difference between absorption costing and variable costing
To illustrate absorption and variable costing, assume that Premium Products Corporation manufactures a polyurethane sealant, called Fix-It, for car windshields. Relevant data for Fix-It in January 2025, the first month of production, are shown in Illustration 19A.2.
ILLUSTRATION 19A.2 Sealant sales and cost data for Premium Products Corporation
Selling price | $20 per unit. |
Units | Produced 30,000; sold 20,000; beginning inventory zero. |
Unit variable costs | Manufacturing $9 (direct materials $5, direct labor $3, and variable overhead $1).
Selling and administrative expenses $2. |
Fixed costs | Manufacturing overhead $120,000.Selling and administrative expenses $15,000. |
The per unit manufacturing cost under each costing approach is computed in Illustration 19A.3.
ILLUSTRATION 19A.3 Computation of per unit manufacturing cost
Type of Cost | Absorption Costing | Variable Costing | ||||
Direct materials | $ 5 | $5 | ||||
Direct labor | 3 | 3 | ||||
Variable manufacturing overhead | 1 | 1 | ||||
Fixed manufacturing overhead ($120,000 ÷ 30,000 units produced) | 4 | 0 | ||||
Manufacturing cost per unit | $13 | $9 |
The manufacturing cost per unit is $4 higher ($13 − $9) for absorption costing.
Based on these data, each unit sold and each unit remaining in inventory on the balance sheet is costed under absorption costing at $13 and under variable costing at $9.
Illustration 19A.4 shows the income statement for Premium Products using absorption costing. It shows that cost of goods manufactured is $390,000, computed by multiplying the 30,000 units produced times the manufacturing cost per unit of $13 (see Illustration 19A.3). Cost of goods sold is $260,000, after subtracting ending inventory of $130,000.
ILLUSTRATION 19A.4 Absorption costing income statement
Premium Products Corporation
Income Statement For the Month Ended January 31, 2025 Absorption Costing |
||
Sales (20,000 units × $20) | $400,000 | |
Cost of goods sold | ||
Inventory, January 1 | $ –0– | |
Cost of goods manufactured (30,000 units × $13) | 390,000* | |
Cost of goods available for sale | 390,000 | |
Less: Inventory, January 31 (10,000 units × $13) | 130,000 | |
Cost of goods sold (20,000 units × $13) | 260,000 | |
Gross profit | 140,000 | |
Variable selling and administrative expenses (20,000 × $2) | 40,000 | |
Fixed selling and administrative expenses | 15,000 | 55,000 |
Net income | $ 85,000 | |
*(30,000 units × $9) variable + $120,000 fixed |
As Illustration 19A.5 shows, companies use the cost-volume-profit format in preparing a variable costing income statement. The variable manufacturing cost of $270,000 is computed by multiplying the 30,000 units produced times variable manufacturing cost of $9 per unit (see Illustration 19A.3). As in absorption costing, both variable and fixed selling and administrative expenses are treated as period costs.
ILLUSTRATION 19A.5 Variable costing income statement
Premium Products Corporation
Income Statement For the Month Ended January 31, 2025 Variable Costing |
||
Sales (20,000 units × $20) | $400,000 | |
Variable cost of goods sold | ||
Inventory, January 1 | $ –0– | |
Variable cost of goods manufactured (30,000 units × $9) | 270,000 | |
Variable cost of goods available for sale | 270,000 | |
Less: Inventory, January 31 (10,000 units × $9) | 90,000 | |
Variable cost of goods sold | 180,000 | |
Variable selling and administrative expenses (20,000 units × $2) | 40,000 | 220,000 |
Contribution margin | 180,000 | |
Fixed manufacturing overhead | 120,000 | |
Fixed selling and administrative expenses | 15,000 | 135,000 |
Net income | $ 45,000 | |
There is one primary difference between variable and absorption costing: Under variable costing, companies charge the fixed manufacturing overhead as an expense in the current period.
This difference can be seen in the income statements in Illustrations 19A.4 and 19A.5. Note the difference in the computation of the January 31 ending inventory: $9 per unit times 10,000 units in Illustration 19A.5, $13 per unit times 10,000 units in Illustration 19A.4. This translates into a $40,000 difference in the ending inventories ($130,000 under absorption costing versus $90,000 under variable costing), which results in the $40,000 difference in net income.
Under absorption costing, expensing $40,000 of the fixed overhead costs (10,000 units × $4) has been deferred (delayed) to a future period as part of inventory on the balance sheet. In contrast, under variable costing, all fixed manufacturing costs are expensed in the current period.
To further illustrate the concepts underlying absorption and variable costing, we will look at an extended example using Overbay Inc., a manufacturer of special-purpose drones. We assume that production volume stays the same each year over the 3-year period, but the number of units sold varies each year.
As indicated in Illustration 19A.6, the variable manufacturing cost per drone is $240,000, and the fixed manufacturing overhead cost per drone is $60,000 (assuming 10 drones). Total manufacturing cost per drone under absorption costing is therefore $300,000 ($240,000 + $60,000). Overbay also has variable selling and administrative expenses of $5,000 per drone. The fixed selling and administrative expenses are $80,000.
ILLUSTRATION 19A.6 Information for Overbay Inc.
2024 | 2025 | 2026 | |
Volume information | |||
Drones in beginning inventory | 0 | 0 | 2 |
Drones produced | 10 | 10 | 10 |
Drones sold | 10 | 8 | 12 |
Drones in ending inventory | 0 | 2 | 0 |
Financial information | |||
Selling price per drone | $400,000 | ||
Variable manufacturing cost per drone | $240,000 | ||
Fixed manufacturing overhead for the year | $600,000 | ||
Fixed manufacturing overhead per drone | $ 60,000 ($600,000 ÷ 10) | ||
Variable selling and administrative expenses per drone | $ 5,000 | ||
Fixed selling and administrative expenses | $ 80,000 |
An absorption costing income statement for 2024 for Overbay Inc. is shown in Illustration 19A.7.
ILLUSTRATION 19A.7 Absorption costing income statement—2024
Overbay Inc.
Income Statement For the Year Ended December 31, 2024 Absorption Costing |
||
Sales (10 drones × $400,000) | $4,000,000 | |
Cost of goods sold (10 drones × $300,000) | 3,000,000 | |
Gross profit | 1,000,000 | |
Variable selling and administrative expenses (10 drones × $5,000) | $50,000 | |
Fixed selling and administrative expenses | 80,000 | 130,000 |
Net income | $ 870,000 | |
Overbay reports net income of $870,000 under absorption costing.
Under a variable costing system, the income statement follows a cost-volume-profit (CVP) format. In this case, the manufacturing cost is comprised solely of the variable manufacturing costs of $240,000 per drone. The entire amount of fixed manufacturing overhead costs of $600,000 for the year are expensed in 2024. As in absorption costing, the fixed and variable selling and administrative expenses are period costs expensed in 2024. A variable costing income statement for Overbay Inc. for 2024 is shown in Illustration 19A.8.
ILLUSTRATION 19A.8 Variable costing income statement—2024
Overbay Inc.
Income Statement For the Year Ended December 31, 2024 Variable Costing |
||
Sales (10 drones × $400,000) | $4,000,000 | |
Variable cost of goods sold (10 drones × $240,000) | $2,400,000 | |
Variable selling and administrative expenses (10 drones × $5,000) | 50,000 | 2,450,000 |
Contribution margin | 1,550,000 | |
Fixed manufacturing overhead | 600,000 | |
Fixed selling and administrative expenses | 80,000 | 680,000 |
Net income | $ 870,000 | |
As shown in Illustration 19A.8, the variable costing net income of $870,000 is the same as the absorption costing net income computed in Illustration 19A.7.
In 2025, Overbay produced 10 drones but sold only eight drones. As a result, there are two drones in ending inventory. The absorption costing income statement for 2025 is shown in Illustration 19A.9.
ILLUSTRATION 19A.9 Absorption costing income statement—2025
Overbay Inc.
Income Statement For the Year Ended December 31, 2025 Absorption Costing |
||
Sales (8 drones × $400,000) | $3,200,000 | |
Cost of goods sold (8 drones × $300,000) | 2,400,000 | |
Gross profit | 800,000 | |
Variable selling and administrative expenses (8 drones × $5,000) | $40,000 | |
Fixed selling and administrative expenses | 80,000 | 120,000 |
Net income | $ 680,000 | |
Under absorption costing, the ending inventory of two drones is $600,000 ($300,000 × 2). As shown in Illustration 19A.6, each unit of ending inventory includes $60,000 ($600,000 ÷ 10) of fixed manufacturing overhead. Therefore, fixed manufacturing overhead costs of $120,000 ($60,000 × 2 drones) are deferred until a future period.
The variable costing income statement for 2025 is shown in Illustration 19A.10.
ILLUSTRATION 19A.10 Variable costing income statement—2025
Overbay Inc.
Income Statement For the Year Ended December 31, 2025 Variable Costing |
||
Sales (8 drones × $400,000) | $3,200,000 | |
Variable cost of goods sold (8 drones × $240,000) | $1,920,000 | |
Variable selling and administrative expenses (8 drones × $5,000) | 40,000 | 1,960,000 |
Contribution margin | 1,240,000 | |
Fixed manufacturing overhead | 600,000 | |
Fixed selling and administrative expenses | 80,000 | 680,000 |
Net income | $ 560,000 |
As shown in Illustrations 19A.9 and 19A.10, because the number of units produced (10) exceeds units sold (8), net income under absorption costing ($680,000) is higher than net income under variable costing ($560,000).
In 2026, Overbay produced 10 drones and sold 12 (10 drones from the current year’s production and 2 drones from the beginning inventory). As a result, there are no drones in ending inventory. The absorption costing income statement for 2026 is shown in Illustration 19A.11.
ILLUSTRATION 19A.11 Absorption costing income statement—2026
Overbay Inc.
Income Statement For the Year Ended December 31, 2026 Absorption Costing |
||
Sales (12 drones × $400,000) | $4,800,000 | |
Cost of goods sold (12 drones × $300,000) | 3,600,000 | |
Gross profit | 1,200,000 | |
Variable selling and administrative expenses (12 drones × $5,000) | $60,000 | |
Fixed selling and administrative expenses | 80,000 | 140,000 |
Net income | $1,060,000 | |
Fixed manufacturing costs of $720,000 ($60,000 × 12 drones) are expensed as part of cost of goods sold in 2026. This $720,000 includes $120,000 of fixed manufacturing costs incurred during 2025 and included in beginning inventory, plus $600,000 of fixed manufacturing costs incurred during 2026. Given this result for the absorption costing statement, what would you now expect the result to be under variable costing? Let’s take a look.
The variable costing income statement for 2026 is shown in Illustration 19A.12.
ILLUSTRATION 19A.12 Variable costing income statement—2026
Overbay Inc.
Income Statement For the Year Ended December 31, 2026 Variable Costing |
||
Sales (12 drones × $400,000) | $4,800,000 | |
Variable cost of goods sold (12 drones × $240,000) | $2,880,000 | |
Variable selling and administrative expenses (12 drones × $5,000) | 60,000 | 2,940,000 |
Contribution margin | 1,860,000 | |
Fixed manufacturing overhead | 600,000 | |
Fixed selling and administrative expenses | 80,000 | 680,000 |
Net income | $1,180,000 | |
When drones produced (10) are less than drones sold (12), net income under absorption costing ($1,060,000) is less than net income under variable costing ($1,180,000).
Illustration 19A.13 summarizes the results of the three years.
ILLUSTRATION 19A.13 Comparison of net income under two costing approaches
Net Income Under Two Costing Approaches | |||||||
2024 Units Produced = Units Sold |
2025 Units Produced > Units Sold |
2026 Units Produced < Units Sold |
|||||
Absorption costing | $870,000 | $680,000 | $ 1,060,000 | ||||
Variable costing | 870,000 | 560,000 | 1,180,000 | ||||
Difference | $ –0– | $120,000 | $ (120,000) |
This relationship between production and sales and its effect on net income under the two costing approaches is shown in Illustration 19A.14.
ILLUSTRATION 19A.14 Summary of income effects under absorption costing and variable costing
Generally accepted accounting principles require that absorption costing be used for the costing of inventory for external reporting purposes.
The following discussion and example highlight a significant problem related to the use of absorption costing for decision-making purposes.
When production exceeds sales, absorption costing reports a higher net income than variable costing. The reason is that some fixed manufacturing costs are not expensed in the current period but are deferred to future periods as part of inventory. As a result, management may be tempted to overproduce in a given period in order to increase net income. Although net income will increase, this decision to overproduce may not be in the company’s best interest.
For example, say that Warren Lund, a division manager of Walker Enterprises, is under pressure to boost the performance of the Lighting Division in 2025. Unfortunately, recent profits have not met expectations. The expected sales for this year are 20,000 units. As he plans for the year, Warren has to decide whether to produce 20,000 or 30,000 units. Illustration 19A.15 presents the facts available for the division.
ILLUSTRATION 19A.15 Variable costing income statement—2025
Beginning inventory | 0 |
Expected sales in units | 20,000 |
Selling price per unit | $15 |
Variable manufacturing cost per unit | $6 |
Fixed manufacturing overhead cost (total) | $60,000 |
Fixed manufacturing overhead costs per unit | |
Based on 20,000 units produced | $3 per unit ($60,000 ÷ 20,000 units) |
Based on 30,000 units produced | $2 per unit ($60,000 ÷ 30,000 units) |
Total manufacturing cost per unit | |
Based on 20,000 units produced | $9 per unit ($6 variable + $3 fixed) |
Based on 30,000 units produced | $8 per unit ($6 variable + $2 fixed) |
Selling and administrative expenses | |
Variable selling and administrative expenses per unit | $1 |
Fixed selling and administrative expenses | $15,000 |
Illustration 19A.16 shows the division’s results based on the two possible levels of output under absorption costing.
ILLUSTRATION 19A.16 Absorption costing income statement—2025
Lighting Division
Income Statement For the Year Ended December 31, 2025 Absorption Costing |
||||
20,000 Produced | 30,000 Produced | |||
Sales (20,000 units × $15) | $300,000 | $300,000 | ||
Cost of goods sold | 180,000* | 160,000** | ||
Gross profit | 120,000 | 140,000 | ||
Variable selling and administrative expenses (20,000 units × $1) | 20,000 | 20,000 | ||
Fixed selling and administrative expenses | 15,000 | 15,000 | ||
Net income | $ 85,000 | $105,000 | ||
*20,000 units × $9; see red content in Illustration 19A.15.
**20,000 units × $8; see red content in Illustration 19A.15. |
If the Lighting Division produces and sells 20,000 units, its net income under absorption costing is $85,000. If it produces 30,000 units but sells only 20,000 units, its net income is $105,000. By producing 30,000 units, the division has inventory of 10,000 units. This excess inventory causes net income to increase $20,000 because $20,000 of fixed costs (10,000 units × $2) are not charged to the current year, but are deferred to future periods.
What do you think Warren Lund might do in this situation?
Now let’s evaluate the same situation under variable costing. Illustration 19A.17 shows a variable costing income statement for production at both 20,000 and 30,000 units, using the information from Illustration 19A.15.
ILLUSTRATION 19A.17 Variable costing income statement—2025
Lighting Division
Income Statement For the Year Ended December 31, 2025 Variable Costing |
||||
20,000 Produced | 30,000 Produced | |||
Sales (20,000 units × $15) | $300,000 | $300,000 | ||
Variable cost of goods sold (20,000 units × $6) | 120,000 | 120,000 | ||
Variable selling and administrative expenses (20,000 units × $1) |
20,000 | 20,000 | ||
Contribution margin | 160,000 | 160,000 | ||
Fixed manufacturing overhead | 60,000 | 60,000 | ||
Fixed selling and administrative expenses | 15,000 | 15,000 | ||
Net income | $ 85,000 | $ 85,000 | ||
From this example, we see that under variable costing, net income is not affected by the number of units produced. Net income is $85,000 whether the division produces 20,000 or 30,000 units. Why? Because fixed manufacturing overhead is treated as a period expense.
Variable costing has a number of potential advantages relative to absorption costing:
Companies that use just-in-time processing techniques to minimize their inventories will not have significant differences between absorption and variable costing net income.
The CVP income statement classifies costs and expenses as variable or fixed and reports contribution margin in the body of the statement. Contribution margin is the amount of revenue remaining after deducting variable costs. It can be expressed as a per unit amount or as a ratio. The break-even point in sales units is fixed costs divided by unit contribution margin. The break-even point in sales dollars is fixed costs divided by the contribution margin ratio. These equations can also be used to determine sales units or sales dollars needed to achieve target net income, simply by adding target net income to fixed costs before dividing by the contribution margin. Margin of safety indicates how much sales can decline before the company is operating at a loss. It can be expressed in dollar terms or as a percentage.
Sales mix is the relative proportion in which each product is sold when a company sells more than one product. For a company with a small number of different products, break-even sales in units is determined by using the weighted-average unit contribution margin of all the products. If the company sells many different products, then calculating the break-even point using unit information is not practical. Instead, in a company with many products, break-even sales in dollars is calculated using the weighted-average contribution margin ratio.
When a company has limited resources, it is necessary to find the contribution margin per unit of limited resource. This amount is then multiplied by the units of limited resource to determine which product maximizes net income.
Operating leverage refers to the degree to which a company’s net income reacts to a change in sales. Operating leverage is determined by a company’s relative use of fixed versus variable costs. Companies with high fixed costs relative to variable costs have high operating leverage. A company with high operating leverage experiences a sharp increase (decrease) in net income with a given increase (decrease) in sales. The degree of operating leverage is measured by dividing contribution margin by net income.
Under absorption costing, fixed manufacturing costs are product costs. Under variable costing, fixed manufacturing costs are period costs.
If production volume exceeds sales volume, net income under absorption costing will exceed net income under variable costing by the amount of fixed manufacturing costs included in ending inventory that results from units produced but not sold during the period. If production volume is less than sales volume, net income under absorption costing will be less than under variable costing by the amount of fixed manufacturing costs included in the units sold during the period that were not produced during the period.
The use of variable costing is consistent with cost-volume-profit analysis. Net income under variable costing is unaffected by changes in production levels. Instead, it is closely tied to changes in sales. The presentation of fixed costs in the variable costing approach makes it easier to identify fixed costs and to evaluate their impact on the company’s profitability.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
How many units of product A and product B do we need to sell to break even? | Fixed costs, weighted-average unit contribution margin, sales mix | To determine number of units of products A and B, allocate total break-even units based on unit sales mix. | |
How many dollars of sales are required from each division in order to break even? | Fixed costs, weighted-average contribution margin ratio, sales mix | To determine the sales dollars required from each division, allocate the total break-even sales using the sales revenue mix. | |
How many units of products A and B should we produce in light of a limited resource? | Unit contribution margin, limited resource required per unit | Any additional capacity of limited resource should be applied toward the product with higher contribution margin per unit of limited resource. | |
How sensitive is the company’s net income to changes in sales? | Contribution margin and net income | Reports the change in net income that occurs with a given change in sales. A high degree of operating leverage means that the company’s net income is very sensitive to changes in sales. |
1. (LO 1) Which one of the following is the format of a CVP income statement?
d. The format of a CVP income statement is Sales − Variable costs − Fixed costs = Net income. Therefore, choices (a), (b), and (c) are incorrect.
2. (LO 1) Croc Catchers calculates its contribution margin to be less than zero. Which statement is true?
d. If contribution margin is less than zero, selling price is less than variable costs. The other choices are incorrect because if contribution margin is less than zero (a) selling price, not fixed costs, is less than variable costs; (b) neither profits or total costs can be determined from the contribution margin amount; and (c) selling more units will only increase the negativity of the contribution margin.
3. (LO 1) Which one of the following describes the break-even point?
a. The break-even point is the point where total sales equal total variable costs plus total fixed costs. Choices (b), (c), and (d) are therefore incorrect.
4. (LO 1) The following information is available for Chap Company.
Sales | $350,000 |
Cost of goods sold | $120,000 |
Total fixed expenses | $60,000 |
Total variable expenses | $100,000 |
Which amount would you find on Chap’s CVP income statement?
a. The CVP income statement would show Sales ($350,000) − Total variable expenses ($100,000) = Contribution margin ($250,000), not (b) contribution margin of $190,000. Choices (c) and (d) are incorrect because gross profit does not appear on a CVP income statement.
5. (LO 1) Gabriel Corporation has fixed costs of $180,000 and unit variable costs of $8.50. It has a target income of $268,000. How many units must it sell at $12 per unit to achieve its target net income?
b. Required sales in units to achieve net income = ($180,000 + $268,000)/($12 − $8.50) = 128,000 units, not (a) 51,429 units, (c) 76,571 units, or (d) 21,176 units.
6. (LO 1) Mackey Corporation has fixed costs of $150,000 and unit variable costs of $9. If sales price per unit is $12, what is break-even sales in dollars?
d. Fixed costs ($150,000) ÷ Contribution margin ratio ($3 ÷ $12) = $600,000, not (a) $200,000, (b) $450,000, or (c) $480,000.
7. (LO 2) Sales mix is:
d. Sales mix is the relative percentage in which a company sells its multiple products. The other choices are incorrect because (a) sales mix is also important to accountants, and (b) absorption costing income statements are not needed. Choice (c) is an incorrect definition of sales mix.
8. (LO 2) Net income will be:
a. Net income will be greater if more higher contribution margin units are sold than lower contribution units. Choices (b), (c), and (d) are therefore incorrect statements.
9. (LO 3) If the unit contribution margin is $15 and it takes 3.0 machine hours to produce the unit, the contribution margin per unit of limited resource is:
b. The contribution margin per unit of limited resource is Unit contribution margin ($15) ÷ Units of limited resource (3.0 machine hours) = $5, not (a) $25, (c) $4, or (d) none of the above.
10. (LO 3) MEM manufactures two products. Product X has a contribution margin of $26 and requires 4 hours of machine time. Product Y has a contribution margin of $14 and requires 2 hours of machine time. Assuming that machine time is limited to 3,000 hours, how should MEM allocate the machine time to maximize its income?
d. Unit contribution margin of Product X ($26 ÷ 4) < unit contribution margin of Product Y ($14 ÷ 2), so the machine time should be applied toward the product with the higher unit contribution margin. Choices (a), (b), and (c) are incorrect because these options will not maximize MEM’s income.
11. (LO 3) When a company has a limited resource, it should apply additional capacity of that resource to providing more units of the product or service that has:
d. The company should apply additional capacity of the limited resource to providing more units of the product or service that has the highest unit contribution margin of that limited resource, not (a) the highest contribution margin, (b) the highest selling price, or (c) the highest gross profit.
12. (LO 4) The degree of operating leverage:
d. All of the above statements about operating leverage are true. So while choices (a), (b), and (c) are true statements, choice (d) is the better answer.
13. (LO 4) A high degree of operating leverage:
c. A high degree of operating leverage exposes a company to greater earnings volatility risk. The other choices are incorrect because a high degree of operating leverage (a) means a company has higher fixed costs relative to variable costs, not vice versa; (b) is computed by dividing contribution margin by net income, not fixed costs by contribution margin; and (d) exposes a company to greater, not less, earnings volatility risk.
14. (LO 4) Stevens Company has a degree of operating leverage of 3.5 at a sales level of $1,200,000 and net income of $200,000. If Stevens’ sales fall by 10%, Stevens can be expected to experience a:
a. Net income ($200,000) × Operating leverage (3.5) × Decrease in sales (10%) = decrease in net income of $70,000, not (b) decrease in contribution margin of $7,000, (c) decrease in operating leverage of 35%, or (d) decrease in net income of $175,000.
*15. (LO 5) Fixed manufacturing overhead costs are recognized as:
b. Under absorption costing, fixed manufacturing overhead costs and variable manufacturing overhead costs are both product costs. The other choices are incorrect because (a) fixed manufacturing overhead costs are recognized as product costs under absorption costing, not period costs; (c) under variable costing, fixed manufacturing costs are recognized as period costs; and (d) fixed manufacturing costs are part of ending inventory under absorption costing only.
*16. (LO 5) Net income computed under absorption costing will be:
c. Net income is higher under absorption costing than under variable costing when units produced exceed units sold, not (a) higher in all cases, (b) equal to net income under variable costing in all cases, or (d) higher when units produced are less than units sold.
Compute weighted-average unit contribution margin based on sales mix.
1. (LO 2) Wifi Corporation sells three different models of a wifi extender. Model W5 sells for $60 and has variable costs of $45. Model W10 sells for $90 and has variable costs of $70. Model W15 sells for $300 and has variable costs of $260. The sales mix of the three models is W5, 50%; W10, 20%; and W15, 30%. What is the weighted-average unit contribution margin?
Model | Sales Mix Percentage |
Unit Contribution Margin |
Weighted-Average Unit Contribution Margin |
|||
W5 | 50% | $15 ($60 – $45) | $ 7.50 | |||
W10 | 20% | $20 ($90 – $70) | 4.00 | |||
W15 | 30% | $40 ($300 – $260) | 12.00 | |||
$23.50 |
Compute break-even point in sales units for company with multiple products.
2. (LO 2) Information for Wifi Corporation is given in Practice Brief Exercise 1. If the company has fixed costs of $246,750, how many units of each model must the company sell in order to break even?
Total break-even = ($246,750 ÷ $23.50*) = 10,500 units
*Computed in Practice Brief Exercise 1
Sales Units |
Units of W5 = .50 × 10,500 = 5,250 |
Units of W10 = .20 × 10,500 = 2,100 |
Units of W15 = .30 × 10,500 = 3,150 |
10,500 |
Show allocation of limited resources.
3. (LO 3) In Familia Company, data concerning two products are unit contribution margin— Product A $15, Product B $20; machine hours required for one unit—Product A 3, Product B 4. Compute the contribution margin per unit of limited resource for each product.
Product A | Product B | |||
Unit contribution margin (a) | $15 | $20 | ||
Machine hours required (b) | 3 | 4 | ||
Contribution margin per unit of limited resource [(a)÷(b)] | $ 5 | $ 5 |
Compute degree of operating leverage.
4. (LO 4) Rachel Potato Chips is considering the purchase of a new automated potato-cutting machine. The new machine will reduce variable labor costs but will increase depreciation expense. Contribution margin is expected to increase from $150,000 to $225,000. Net income is expected to be the same at $50,000. Compute the degree of operating leverage before and after the purchase of the new equipment. Interpret your results.
Degree of operating leverage (old) = $150,000 ÷ $50,000 = 3
Degree of operating leverage (new) = $225,000 ÷ $50,000 = 4.5
If Rachel’s sales change, the resulting change in net income will be 1.5 times (4.5 ÷ 3) higher with the new machine than under the old system.
Compute break-even point in sales units for a company with more than one product.
1. (LO 2) Yard-King manufactures lawnmowers, weed-trimmers, and chainsaws. Its sales mix and unit contribution margins are as follows.
Sales Mix | Unit Contribution Margin |
|||
Lawnmowers | 30% | $35 | ||
Weed-trimmers | 50 | 25 | ||
Chainsaws | 20 | 50 |
Yard-King has fixed costs of $4,620,000.
Instructions
Compute the number of units of each product that Yard-King must sell in order to break even under this product mix.
Sales Mix Percentage |
Unit Contribution Margin |
Weighted-Average Contribution Margin |
||||
Lawnmowers | 30% | $35 | $10.50 | |||
Weed-trimmers | 50 | 25 | 12.50 | |||
Chainsaws | 20 | 50 | 10.00 | |||
$33.00 |
Total break-even sales in units = $4,620,000 ÷ $33.00 = 140,000 units
Sales Mix Percentage |
Total Break-Even Sales |
Sales Needed per Product |
||||||||
Lawnmowers | 30% | × | 140,000 units | = | 42,000 units | |||||
Weed-trimmers | 50 | × | 140,000 | = | 70,000 | |||||
Chainsaws | 20 | × | 140,000 | = | 28,000 | |||||
Total units | 140,000 units |
Compute contribution margin and determine the product to be manufactured.
2. (LO 3) Rene Company manufactures and sells three products. Relevant per unit data concerning each product are given below.
Product | ||||||
A | B | C | ||||
Selling price | $12 | $13 | $15 | |||
Variable costs and expenses | $ 4 | $ 8 | $ 9 | |||
Machine hours to produce | 2 | 1 | 2 |
Instructions
a.
Product | ||||||
A | B | C | ||||
Unit contribution margin (a) | $8 | $5 | $6 | |||
Machine hours required (b) | 2 | 1 | 2 | |||
Contribution margin per unit of limited resource (a) ÷ (b) | $4 | $5 | $3 |
b. Product B should be manufactured because it results in the highest contribution margin per machine hour.
c. 1.
Product | ||||||
A | B | C | ||||
Machine hours (a) (4,500 ÷ 3) | 1,500 | 1,500 | 1,500 | |||
Contribution margin per unit of limited resource (b) | $ 4 | $ 5 | $ 3 | |||
Total contribution margin [(a)] × [(b)] | $6,000 | $7,500 | $4,500 |
The total contribution margin is $18,000 ($6,000 + $7,500 + $4,500)
2.
Product | ||
B | ||
Machine hours (a) | 4,500 | |
Contribution margin per unit of limited resource (b) | $ 5 | |
Total contribution margin [(a) × (b)] | $22,500 |
Compute degree of operating leverage and evaluate impact of alternative cost structures on net income.
3. (LO 4) The CVP income statements shown below are available for Vericelli Company and Boone Company.
Vericelli Co. | Boone Co. | |||
Sales revenue | $600,000 | $600,000 | ||
Variable costs | 320,000 | 120,000 | ||
Contribution margin | 280,000 | 480,000 | ||
Fixed costs | 180,000 | 380,000 | ||
Net income | $100,000 | $100,000 |
Instructions
Contribution Margin |
÷ | Net Income |
= | Degree of Operating Leverage |
||||||
Vericelli | $280,000 | ÷ | $100,000 | = | 2.8 | |||||
Boone | 480,000 | ÷ | 100,000 | = | 4.8 |
Boone has a higher degree of operating leverage. Its earnings would increase (decrease) by a greater amount than Vericelli if each experienced an equal increase (decrease) in sales.
Vericelli Co. | Boone Co. | |||
Sales revenue | $660,000* | $660,000 | ||
Variable costs | 352,000** | 132,000*** | ||
Contribution margin | 308,000 | 528,000 | ||
Fixed costs | 180,000 | 380,000 | ||
Net income | $128,000 | $148,000 | ||
*$600,000 × 1.1 | **$320,000 × 1.1 | ***$120,000 × 1.1 |
Determine sales mix with limited resources.
(LO 3) Francis Corporation manufactures and sells three different types of water-sport wakeboards. The boards vary in terms of their quality specifications—primarily with respect to their smoothness and finish. They are referred to as Smooth, Extra-Smooth, and Super- Smooth boards. Machine time is limited. More machine time is required to manufacture the Extra-Smooth and Super-Smooth boards. Additional information on a per unit basis is provided below.
Product | ||||||
Smooth | Extra-Smooth | Super-Smooth | ||||
Selling price | $60 | $100 | $160 | |||
Variable costs and expenses | 50 | 75 | 130 | |||
Contribution margin | $10 | $ 25 | $ 30 | |||
Machine hours required | 0.25 | 0.40 | 0.60 | |||
Total fixed costs:$234,000 |
Instructions
Answer each of the following questions.
Smooth | Extra-Smooth | Super-Smooth | |||
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to this chapter.
1. What is meant by CVP analysis?
2. Provide three examples of management decisions that benefit from CVP analysis.
3. Distinguish between a traditional GAAP income statement and a CVP income statement.
4. Describe the features of a CVP income statement that make it more useful for management decision-making than the traditional GAAP income statement that is prepared for external users.
5. The traditional GAAP income statement for Wheat Company shows sales $900,000, cost of goods sold $500,000, and operating expenses $200,000. Assuming all costs and expenses are 75% variable and 25% fixed, prepare a CVP income statement through contribution margin.
6. If management chooses to reduce its selling price to match that of a competitor, how will the break-even point be affected?
7. What is meant by the term sales mix? How does sales mix affect the calculation of the break-even point?
8. Performance Company sells two types of performance tires. The lower-priced model is guaranteed for only 50,000 miles; the higher-priced model is guaranteed for 150,000 miles. The unit contribution margin on the higher-priced tire is twice as high as that of the lower-priced tire. If the sales mix shifts so that the company begins to sell more units of the lower-priced tire, explain how the company’s break-even point in units will change.
9. What approach should be used to calculate the break-even point of a company that has many products?
10. How is the contribution margin per unit of limited resource computed?
11. What is the theory of constraints? Provide some examples of possible constraints for a manufacturer.
12. What is meant by “cost structure?” Explain how a company’s cost structure affects its break-even point.
13. What is operating leverage? How does a company increase its operating leverage?
14. How does the replacement of manual labor with automated equipment affect a company’s cost structure? What implications does this have for its operating leverage and break-even point?
15. What is a measure of operating leverage, and how is it calculated?
16. Pine Company has a degree of operating leverage of 8. Fir Company has a degree of operating leverage of 4. Interpret these measures.
* 17. Distinguish between absorption costing and variable costing.
* 18.
* 19. Doc Rowan Corporation sells one product, its waterproof hiking boot. It began operations in the current year and had an ending inventory of 8,500 units. The company sold 20,000 units throughout the year. Fixed manufacturing overhead is $5 per unit, and total manufacturing cost per unit is $20 (including fixed manufacturing overhead costs). What is the difference in net income between absorption and variable costing?
* 20. If production equals sales, what, if any, is the difference between net income under absorption costing versus under variable costing?
* 21. If production is greater than sales, how does absorption costing net income differ from variable costing net income?
* 22. In the long run, will net income be higher or lower under variable costing compared to absorption costing?
Determine missing amounts for contribution margin.
BE19.1 (LO 1), AN Determine the missing amounts.
Unit Selling Price |
Unit Variable Costs |
Unit Contribution Margin |
Contribution Margin Ratio |
|||||
1. | $250 | $180 | (a) | (b) | ||||
2. | $500 | (c) | $200 | (d) | ||||
3. | (e) | (f) | $330 | 30% |
Prepare CVP income statement.
BE19.2 (LO 1), AP Hamby Inc. has sales of $2,000,000 for the first quarter of 2025. In making the sales, the company incurred the following costs and expenses.
Variable | Fixed | |||
Cost of goods sold | $760,000 | $600,000 | ||
Selling expenses | 95,000 | 60,000 | ||
Administrative expenses | 79,000 | 66,000 |
Prepare a CVP income statement for the quarter ended March 31, 2025.
Compute the break-even point.
BE19.3 (LO 1), AP Eastland Corp. had total variable costs of $150,000, total fixed costs of $120,000, and total revenues of $250,000. Compute the required sales in dollars to break even.
Compute the break-even point.
BE19.4 (LO 1), AP Dilts Company has a unit selling price of $400, unit variable costs of $250, and fixed costs of $210,000. Compute the break-even point in sales units using (a) the mathematical equation and (b) unit contribution margin.
Compute sales for target net income.
BE19.5 (LO 1), AP For Rivera Company, variable costs are 70% of sales, and fixed costs are $210,000. Management’s net income goal is $60,000. Compute the required sales needed to achieve management’s target net income of $60,000. (Use the mathematical equation approach.)
Compute the margin of safety and the margin of safety ratio.
BE19.6 (LO 1), AP For Kosko Company, actual sales are $1,200,000 and break-even sales are $960,000. Compute (a) the margin of safety in dollars and (b) the margin of safety ratio.
Compute weighted-average unit contribution margin based on sales mix.
BE19.7 (LO 2), AP NoFly Corporation sells three different models of a mosquito “zapper.” Model A12 sells for $50 and has variable costs of $35. Model B22 sells for $100 and has variable costs of $70. Model C124 sells for $400 and has variable costs of $300. The sales mix of the three models is A12, 60%; B22, 15%; and C124, 25%. What is the weighted-average unit contribution margin?
Compute break-even point in sales units for company with multiple products.
BE19.8 (LO 2), AP Information for NoFly Corporation is given in BE19.7. If the company has fixed costs of $269,500, how many units of each model must the company sell in order to break even?
Compute break-even point in sales dollars for company with multiple product lines.
BE19.9 (LO 2), AP Dixie Candle Supply makes candles. The sales mix (as a percentage of total dollar sales) of its three product lines is birthday candles 30%, standard tapered candles 50%, and large scented candles 20%. The contribution margin ratio of each candle type is shown below.
Candle Type | Contribution Margin Ratio | |
Birthday | 20% | |
Standard tapered | 30 | |
Large scented | 45 |
Determine weighted-average contribution margin.
BE19.10 (LO 2), AP Faune Furniture Co. consists of two divisions, Bedroom Division and Dining Room Division. The results of operations for the most recent quarter are:
Bedroom Division |
Dining Room Division |
Total | ||||
Sales | $500,000 | $750,000 | $1,250,000 | |||
Variable costs | 225,000 | 450,000 | 675,000 | |||
Contribution margin | $275,000 | $300,000 | $ 575,000 |
Show allocation of limited resources.
BE19.11 (LO 3), AP In Marshall Company, data concerning two products are unit contribution margin—Product A $10, Product B $12; machine hours required for one unit—Product A 2, Product B 3. Compute the contribution margin per unit of limited resource for each product.
Show allocation of limited resources.
BE19.12 (LO 3), AP Sage Corporation manufactures two products with the following characteristics.
Unit Contribution Margin |
Machine Hours Required for Production |
|||
Product 1 | $42 | 0.15 hours | ||
Product 2 | 32 | 0.10 |
If Sage’s machine hours are limited to 2,000 per month, determine which product it should produce.
Compute degree of operating leverage.
BE19.13 (LO 4), AP Sam’s Shingle Corporation is considering the purchase of a new automated shingle-cutting machine. The new machine will reduce variable labor costs but will increase depreciation expense. Contribution margin is expected to increase from $200,000 to $240,000. Net income is expected to be the same at $40,000. Compute the degree of operating leverage before and after the purchase of the new equipment. Interpret your results.
Compute break-even point with change in operating leverage.
BE19.14 (LO 4), AP Presented below are variable costing income statements for Diggs Company and Doggs Company. They are in the same industry, with the same net incomes, but different cost structures.
Diggs Co. | Doggs Co. | |||
Sales | $200,000 | $200,000 | ||
Variable costs | 80,000 | 50,000 | ||
Contribution margin | 120,000 | 150,000 | ||
Fixed costs | 75,000 | 105,000 | ||
Net income | $ 45,000 | $ 45,000 |
Compute the break-even point in sales dollars for each company and comment on your findings.
Determine contribution margin from degree of operating leverage.
BE19.15 (LO 4), AP The degree of operating leverage for Montana Corp. and APK Co. are 1.6 and 5.4, respectively. Both have net incomes of $50,000. Determine their respective contribution margins.
Compute product costs under variable costing.
*BE19.16 (LO 5), AP The Rock Company produces basketballs. It incurred the following costs during the year.
Direct materials | $14,400 | |
Direct labor | 25,600 | |
Fixed manufacturing overhead | 12,000 | |
Variable manufacturing overhead | 29,400 | |
Selling costs | 21,000 |
What are the total product costs for the company under variable costing?
Compute product costs under absorption costing.
*BE19.17 (LO 5), AP Information concerning The Rock Company is provided in BE19.16. What are the total product costs for the company under absorption costing?
Determine manufacturing cost per unit under absorption and variable costing.
*BE19.18 (LO 5), AP Burns Company incurred the following costs during the year: direct materials $20 per unit; direct labor $14 per unit; variable manufacturing overhead $15 per unit; variable selling and administrative costs $8 per unit; fixed manufacturing overhead $128,000; and fixed selling and administrative costs $10,000. Burns produced 8,000 units and sold 6,000 units. Determine the manufacturing cost per unit under (a) absorption costing and (b) variable costing.
*BE19.19 (LO 5), AP Harris Company’s fixed overhead costs are $4 per unit, and its variable overhead costs are $8 per unit. In the first month of operations, 50,000 units are produced, and 46,000 units are sold. Write a short memo to the chief financial officer explaining which costing approach will produce the higher income and what the difference will be.
Compute the break-even point and margin of safety under different alternatives.
DO IT! 19.1 (LO 1), AP Victoria Company reports the following operating results for the month of April.
Victoria Company CVP Income Statement For the Month Ended April 30, 2025 |
||||||||
Total | Per Unit | Percent of Sales | ||||||
Sales (9,000 units) | $450,000 | $50 | 100% | |||||
Variable costs | 270,000 | 30 | 60 | |||||
Contribution margin | 180,000 | $20 | 40% | |||||
Fixed expenses | 150,000 | |||||||
Net income | $ 30,000 |
Management is considering the following course of action to increase net income: Reduce the selling price by 4%, with no changes to unit variable costs or fixed costs. Management is confident that this change will increase unit sales by 20%.
Using the contribution margin technique, compute the break-even point in sales units and sales dollars and margin of safety in dollars:
Compute sales mix, weighted-average contribution margin, and break-even point.
DO IT! 19.2 (LO 2), AP Snow Cap Springs produces and sells water filtration systems for home-owners. Information regarding its three models is shown below.
Basic | Basic Plus | Premium | Total | |||||
Units sold | 750 | 450 | 300 | 1,500 | ||||
Selling price | $250 | $400 | $800 | |||||
Variable costs | $195 | $285 | $415 |
The company’s total fixed costs to produce the filtration systems are $180,700.
Determine sales mix with limited resources.
DO IT! 19.3 (LO 3), AP Zoom Corporation manufactures and sells three different types of binoculars. They are referred to as Good, Better, and Best binoculars. Grinding and polishing time is limited. More time is required to grind and polish the lenses used in the Better and Best binoculars. Additional information is provided below.
Product | ||||||
Good | Better | Best | ||||
Selling price | $90.00 | $330.00 | $900.00 | |||
Variable costs and expenses | 50.00 | 180.00 | 480.00 | |||
Contribution margin | $40.00 | $150.00 | $420.00 | |||
Grinding and polishing time required | 0.5 hrs | 1.5 hrs | 6 hrs |
Determine operating leverage.
DO IT! 19.4 (LO 4), AP Bergen Hospital is contemplating an investment in an automated surgical system. Its current process relies on the a number of skilled physicians. The new equipment would employ a computer robotic system operated by a technician. The company requested an analysis of the old technology versus the new technology. The accounting department has prepared the following CVP income statements for use in your analysis.
Old | New | |||
Sales | $3,000,000 | $3,000,000 | ||
Variable costs | 1,600,000 | 700,000 | ||
Contribution margin | 1,400,000 | 2,300,000 | ||
Fixed costs | 1,000,000 | 1,900,000 | ||
Net income | $ 400,000 | $ 400,000 |
Compute break-even point and margin of safety.
E19.1 (LO 1), AP The Soma Inn is trying to determine its break-even point. The inn has 75 rooms that are rented at $60 a night. Operating costs are as follows.
Salaries | $10,600 per month |
Utilities | 2,400 per month |
Depreciation | 1,500 per month |
Maintenance | 800 per month |
Maid service | 8 per room |
Other costs | 34 per room |
Instructions
Compute contribution margin, break-even point, and margin of safety.
E19.2 (LO 1), AP In the month of June, Jose Hebert’s Beauty Salon gave 4,000 haircuts, shampoos, and hair colorings at an average price of $30 each. During the month, fixed costs were $16,800 and variable costs were 75% of sales.
Instructions
Compute net income under different alternatives.
E19.3 (LO 1), AP Barnes Company reports the following operating results for the month of August: sales $325,000 (units 5,000); variable costs $210,000; and fixed costs $75,000. Management is considering the following independent courses of action to increase net income.
Instructions
Compute the net income to be earned under each alternative. Which course of action will produce the highest net income?
Compute break-even point and prepare CVP income statement.
E19.4 (LO 1), AP Comfi Airways, Inc., a small two-plane passenger airline, has asked for your assistance in some basic analysis of its operations. Both planes seat 10 passengers each, and they fly commuters from Comfi’s base airport to the major city in the state, Metropolis. Each month, 40 round-trip flights are made. The following is a recent month’s activity in the form of a cost-volume-profit income statement.
Fare revenues (400 passenger flights) | $48,000 | |
Variable costs | ||
Fuel | $14,000 | |
Snacks and drinks | 800 | |
Landing fees | 2,000 | |
Supplies and forms | 1,200 | 18,000 |
Contribution margin | 30,000 | |
Fixed costs | ||
Depreciation | 3,000 | |
Salaries | 15,000 | |
Advertising | 500 | |
Airport hangar fees | 1,750 | 20,250 |
Net income | $ 9,750 |
Instructions
Prepare a CVP income statement before and after changes in business environment.
E19.5 (LO 1), AP Carey Company had sales in 2024 of $1,500,000 on 60,000 units. Variable costs totaled $900,000, and fixed costs totaled $500,000.
A new raw material is available that will decrease the unit variable costs by 20% (or $3). However, to process the new raw material, fixed operating costs will increase by $100,000. Management feels that one-half of the decline in the unit variable costs should be passed on to customers in the form of a sales price reduction. The marketing department expects that this sales price reduction will result in a 5% increase in the number of units sold.
Instructions
Prepare a projected CVP income statement for 2025 (a) assuming the changes have not been made, and (b) assuming that changes are made as described.
Compute break-even point in sales units for a company with more than one product.
E19.6 (LO 2), AP Yard Tools manufactures lawnmowers, weed-trimmers, and chainsaws. Its sales mix and unit contribution margin are as follows.
Sales Mix | Unit Contribution Margin |
|||
Lawnmowers | 20% | $30 | ||
Weed-trimmers | 50 | 20 | ||
Chainsaws | 30 | 40 |
Yard Tools has fixed costs of $4,200,000.
Instructions
Compute the number of units of each product that Yard Tools must sell in order to break even under this product mix.
Compute service line break-even point and target net income in dollars for a company with more than one service.
E19.7 (LO 2), AN PDQ Repairs has 200 auto-maintenance service outlets nationwide. It performs primarily two lines of service: oil changes and brake repair. Oil change–related services represent 70% of its sales and provide a contribution margin ratio of 20%. Brake repair represents 30% of its sales and provides a 40% contribution margin ratio. The company’s fixed costs are $15,600,000 (that is, $78,000 per service outlet).
Instructions
Compute break-even point in sales dollars for a company with more than one service.
E19.8 (LO 2), AN Express Delivery is a rapidly growing delivery service. Last year, 80% of its revenue came from the delivery of mailing “pouches” and small, standardized delivery boxes (which provides a 20% contribution margin). The other 20% of its revenue came from delivering non-standardized boxes (which provides a 70% contribution margin). With the rapid growth of Internet retail sales, Express believes that there are great opportunities for growth in the delivery of non-standardized boxes. The company has fixed costs of $12,000,000.
Instructions
Compute break-even point in sales units for a company with multiple products.
E19.9 (LO 2), AP Tiger Golf Accessories sells golf shoes, gloves, and a laser-guided range-finder that measures distance. Shown below are unit cost and sales data.
Pairs of Shoes | Pairs of Gloves | Range-Finder | ||||
Unit sales price | $100 | $30 | $260 | |||
Unit variable costs | 60 | 10 | 200 | |||
Unit contribution margin | $ 40 | $20 | $ 60 | |||
Sales mix | 35% | 55% | 10% |
Fixed costs are $620,000.
Instructions
Determine break-even point in sales dollars for two divisions.
E19.10 (LO 2), AP Personal Electronix sells computer tablets and MP3 players. The business is divided into two divisions along product lines. CVP income statements for a recent quarter’s activity are presented below.
Tablet Division | MP3 Player Division | Total | ||||
Sales | $600,000 | $400,000 | $1,000,000 | |||
Variable costs | 420,000 | 260,000 | 680,000 | |||
Contribution margin | $180,000 | $140,000 | 320,000 | |||
Fixed costs | 120,000 | |||||
Net income | $ 200,000 |
Instructions
Compute contribution margin and determine the product to be manufactured.
E19.11 (LO 3), AN Mars Company manufactures and sells three products. Relevant per unit data concerning each product are given below.
Product | ||||||
A | B | C | ||||
Selling price | $9 | $12 | $15 | |||
Variable costs and expenses | $3 | $10 | $12 | |||
Machine hours to produce | 2 | 1 | 2 |
Instructions
Compute contribution margin and determine the products to be manufactured.
E19.12 (LO 3), AN Dalton Inc. produces and sells three products. Unit data concerning each product are shown below.
Product | ||||||
D | E | F | ||||
Selling price | $200 | $300 | $250 | |||
Direct labor costs | 30 | 80 | 35 | |||
Other variable costs | 95 | 80 | 145 |
The company has 2,000 hours of labor available to build inventory in anticipation of the company’s peak season. Management is trying to decide which product should be produced. The direct labor hourly rate is $10.
Instructions
Compute contribution margin and determine the products to be manufactured.
E19.13 (LO 3), AN Helena Company manufactures and sells two products. Relevant per unit data concerning each product follow.
Product | ||||
Basic | Deluxe | |||
Selling price | $40 | $52 | ||
Variable costs | $22 | $24 | ||
Machine hours | 0.5 | 0.8 |
Instructions
Compute degree of operating leverage and evaluate impact of alternative cost structures on net income.
E19.14 (LO 4), AN The single-column CVP income statements shown below are available for Armstrong Company and Contador Company.
Armstrong Co. | Contador Co. | |||
Sales | $500,000 | $500,000 | ||
Variable costs | 240,000 | 50,000 | ||
Contribution margin | 260,000 | 450,000 | ||
Fixed costs | 160,000 | 350,000 | ||
Net income | $100,000 | $100,000 |
Instructions
Compute degree of operating leverage and evaluate impact of alternative cost structures on net income and margin of safety.
E19.15 (LO 4), AN Casas Modernas of Juarez, Mexico, is contemplating a major change in its cost structure. Currently, all of its drafting work is performed by skilled draftsmen. Rafael Jiminez, Casas’ owner, is considering replacing the draftsmen with a computerized drafting system. However, before making the change, Rafael would like to know the consequences of the change, since the volume of business varies significantly from year to year. Shown below are CVP income statements for each alternative.
Manual System | Computerized System | |||
Sales | $1,500,000 | $1,500,000 | ||
Variable costs | 1,200,000 | 600,000 | ||
Contribution margin | 300,000 | 900,000 | ||
Fixed costs | 100,000 | 700,000 | ||
Net income | $ 200,000 | $ 200,000 |
Instructions
Compute degree of operating leverage and impact on net income of alternative cost structures.
E19.16 (LO 4), AN An investment banker is analyzing two companies that specialize in the production and sale of candied yams. Traditional Yams uses a labor-intensive approach, and Auto-Yams uses a mechanized system. CVP income statements for the two companies are shown below.
Traditional Yams |
Auto-Yams | |||
Sales | $400,000 | $400,000 | ||
Variable costs | 320,000 | 160,000 | ||
Contribution margin | 80,000 | 240,000 | ||
Fixed costs | 30,000 | 190,000 | ||
Net income | $ 50,000 | $ 50,000 |
The investment banker is interested in acquiring one of these companies. However, she is concerned about the impact that each company’s cost structure might have on its profitability.
Instructions
Compute product cost and prepare an income statement under variable and absorption costing.
*E19.17 (LO 5), AP Siren Company builds custom fishing lures for sporting goods stores. In its first year of operations, 2025, the company incurred the following costs.
Unit Variable Costs | ||
Direct materials | $7.50 | |
Direct labor | 3.45 | |
Variable manufacturing overhead | 5.80 | |
Variable selling and administrative expenses | 3.90 | |
Annual Fixed Costs | ||
Fixed manufacturing overhead | $225,000 | |
Fixed selling and administrative expenses | 210,100 |
Siren Company sells the fishing lures for $25. During 2025, the company sold 80,000 lures and produced 90,000 lures.
Instructions
Determine ending inventory under variable costing and determine whether absorption or variable costing would result in higher net income.
*E19.18 (LO 5), AN Langdon Company produced 9,000 units during the past year, but only 8,200 of the units were sold. The following additional information is also available.
Direct materials used | $79,000 | |
Direct labor incurred | 30,000 | |
Variable manufacturing overhead | 21,500 | |
Fixed manufacturing overhead | 45,000 | |
Fixed selling and administrative expenses | 70,000 | |
Variable selling and administrative expenses | 10,000 |
There was no work in process inventory at the beginning and end of the year, nor did Langdon have any beginning finished goods inventory.
Instructions
Compute manufacturing cost under absorption and variable costing and explain difference.
*E19.19 (LO 5), AN Crate Express Co. produces wooden crates used for shipping products by ocean liner. In 2025, Crate Express incurred the following costs.
Wood used in crate production | $54,000 |
Nails (considered insignificant and a variable expense) | 350 |
Direct labor | 43,000 |
Utilities for the factory: | |
$1,500 each month, | |
plus $0.50 for each kilowatt-hour used each month | |
Rent expense for the factory for the year | 21,400 |
Assume Crate Express used an average 500 kilowatt-hours each month over the past year.
Instructions
Compute break-even point under alternative courses of action.
P19.1 (LO 1), AN Midlands Inc. had a bad year in 2024. For the first time in its history, it operated at a loss. The company’s income statement showed the following results from selling 80,000 units of product: net sales $2,000,000; total costs and expenses $2,235,000; and net loss $235,000. Costs and expenses consisted of the following.
Total | Variable | Fixed | ||||
Cost of goods sold | $1,568,000 | $1,050,000 | $ 518,000 | |||
Selling expenses | 517,000 | 92,000 | 425,000 | |||
Administrative expenses | 150,000 | 58,000 | 92,000 | |||
$2,235,000 | $1,200,000 | $1,035,000 |
Management is considering the following independent alternatives for 2025.
Instructions
b. (2) $2,500,000
Compute break-even point and margin of safety ratio, and prepare a CVP income statement before and after changes in business environment.
P19.2 (LO 1), AN Lorge Corporation has collected the following information after its first year of sales. Sales were $1,500,000 on 100,000 units; selling expenses $250,000 (40% variable and 60% fixed); direct materials $511,000; direct labor $290,000; administrative expenses $270,000 (20% variable and 80% fixed); and manufacturing overhead $350,000 (70% variable and 30% fixed). Top management has asked you to do a CVP analysis so that it can make plans for the coming year. It has projected that unit sales will increase by 10% next year.
Instructions
b. 157,000 units
e. (3) $1,735,714
Determine break-even sales under alternative sales strategies and evaluate results.
P19.3 (LO 2), AN The Grand Inn is a restaurant in Flagstaff, Arizona. It specializes in southwestern style meals in a moderate price range. Paul Weld, the manager of Grand, has determined that during the last 2 years the sales mix and contribution margin ratio of its offerings are as follows.
Percent of Total Sales |
Contribution Margin Ratio |
|||
Appetizers | 15% | 50% | ||
Main entrees | 50 | 25 | ||
Desserts | 10 | 50 | ||
Beverages | 25 | 80 |
Paul is considering a variety of options to try to improve the profitability of the restaurant. His goal is to generate a target net income of $117,000. The company has fixed costs of $1,053,000 per year.
Instructions
a. Total sales $2,600,000
b. Total sales $3,375,000
Percent of Total Sales |
Contribution Margin Ratio |
|||
Appetizers | 25% | 50% | ||
Main entrees | 25 | 10 | ||
Desserts | 10 | 50 | ||
Beverages | 40 | 80 |
Compute the total restaurant sales, and the sales of each product line that would be necessary to achieve the desired target net income of $117,000.
Determine sales mix with limited resources.
P19.4 (LO 3), AN Tanek Industries manufactures and sells three different models of wet-dry shop vacuum cleaners. Although the shop vacs vary in terms of quality and features, all are good sellers. Tanek is currently operating at full capacity with limited machine time.
Sales and production information relevant to each model follows.
Product | ||||||
Economy | Standard | Deluxe | ||||
Selling price | $30 | $50 | $100 | |||
Variable costs and expenses | $16 | $20 | $ 46 | |||
Machine hours required | 0.5 | 0.8 | 1.6 |
Instructions
b. Economy $28
Compute degree of operating leverage and evaluate impact of operating leverage on financial results.
P19.5 (LO 4), AN The following single-column CVP income statements are available for Blanc Company and Noir Company.
Blanc Company | Noir Company | |||
Sales | $500,000 | $500,000 | ||
Variable costs | 280,000 | 180,000 | ||
Contribution margin | 220,000 | 320,000 | ||
Fixed costs | 170,000 | 270,000 | ||
Net income | $ 50,000 | $ 50,000 |
Instructions
a. BE, Blanc $386,364 BE, Noir $421,875
b. DOL, Blanc 4.4 DOL, Noir 6.4
Determine contribution margin, break-even point, target sales, and degree of operating leverage.
P19.6 (LO 1, 4), AN Bonita Beauty Corporation manufactures cosmetic products that are sold through a network of sales agents. The agents are paid a commission of 18% of sales. The income statement for the year ending December 31, 2025, is as follows.
Bonita Beauty Corporation Income Statement For the Year Ended December 31, 2025 |
||||
Sales | $75,000,000 | |||
Cost of goods sold | ||||
Variable | $31,500,000 | |||
Fixed | 8,610,000 | 40,110,000 | ||
Gross margin | 34,890,000 | |||
Selling and marketing expenses | ||||
Commissions | 13,500,000 | |||
Fixed costs | 10,260,000 | 23,760,000 | ||
Operating income | $11,130,000 |
The company is considering hiring its own sales staff to replace the network of agents. It will pay its salespeople a commission of 8% and incur additional fixed costs of $7.5 million.
Instructions
a. $47,175,000
c. (2) 3.37
(CMA-Canada adapted)
Prepare income statements under absorption costing and variable costing for a company with beginning inventory, and reconcile differences.
*P19.7 (LO 5), AN Jackson Company produces plastic that is used for injection-molding applications such as gears for small motors. In 2024, the first year of operations, Jackson produced 4,000 tons of plastic and sold 3,500 tons. In 2025, the production and sales results were exactly reversed. In each year, the selling price per ton was $2,000, variable manufacturing costs were 15% of the sales price of units produced, variable selling expenses were 10% of the selling price of units sold, fixed manufacturing costs were $2,800,000, and fixed administrative expenses were $500,000.
Instructions
a. 2025 $2,700,000
b. 2025 $2,350,000
Prepare absorption and variable costing income statements and reconcile differences between absorption and variable costing income statements when sales level and production level change. Discuss relative usefulness of absorption costing versus variable costing.
*P19.8 (LO 5), AN Dilithium Batteries is a division of Enterprise Corporation. The division manufactures and sells a long-life battery used in a wide variety of applications. During the coming year, it expects to sell 60,000 units for $30 per unit. Nyota Uthura is the division manager. She is considering producing either 60,000 or 90,000 units during the period. Other information is presented in the schedule.
Division Information for 2025 | ||
Beginning inventory | 0 | |
Expected sales in units | 60,000 | |
Selling price per unit | $30 | |
Variable manufacturing costs per unit | $12 | |
Fixed manufacturing overhead costs (total) | $540,000 | |
Fixed manufacturing overhead costs per unit: | ||
Based on 60,000 units | $9 per unit ($540,000 ÷ 60,000) | |
Based on 90,000 units | $6 per unit ($540,000 ÷ 90,000) | |
Manufacturing costs per unit: | ||
Based on 60,000 units | $21 per unit ($12 variable + $9 fixed) | |
Based on 90,000 units | $18 per unit ($12 variable + $6 fixed) | |
Variable selling and administrative expenses | $2 | |
Fixed selling and administrative expenses (total) | $50,000 |
Instructions
a. 90,000 units: NI $550,000
b. 90,000 units: NI $370,000
CD19 Current Designs manufactures two different types of kayaks, rotomolded kayaks and composite kayaks. The following information is available for each product line.
Rotomolded | Composite | |||
Unit selling price | $950 | $2,000 | ||
Unit variable costs | 570 | 1,340 |
The company’s fixed costs are $820,000. An analysis of the sales mix identifies that rotomolded kayaks make up 80% of the total units sold.
Instructions
(Note: This is a continuation of the Waterways case from Chapters 14–18.)
WC19 This case asks you to perform break-even analysis based on Waterways’ sales mix and to make sales mix decisions related to Waterways’ use of its productive facilities. An optional extension of the case (related to the chapter appendix) also asks you to prepare a variable costing income statement and an absorption costing income statement.
Go to Wiley Course Resources for complete case details and instructions.
DA19.1 Data visualization can be used to identify business expansion opportunities.
Example: Recall the Data Analytics Insight “Taking No Chances with Its Profits” presented in the chapter. Data analytics can help companies know where opportunities lie. For example, while Caesars Entertainment uses data analytics to maximize its in-house profitability, other gaming companies may look to expand through outside operations. For example, consider the following chart, which shows gaming revenue by state in 2018, 2009, and 2001.
You can see that some states have grown their gaming revenue significantly, while other states show a declining gaming revenue. Managers look for states that have growth potential when deciding where to expand.
For this case, you will take a closer look at this data, to identify which states hold potential for further expansion of gaming revenue. This case requires you to create and analyze a column chart.
Go to Wiley Course Resources for complete case details and instructions.
DA19.2 HydroHappy management wants to examine the profitability of its small retail shop near the beach in St. Thomas, Virgin Islands. The shop rents and sells two unique products, boogie boards and skim boards, referred to by the locals as a “Boogie” and a “Skimmy.” Even though the rental operations are profitable, the retail operations may not be covering the related costs. On average, the company sells two Skimmy boards for every one Boogie. For this case, you will prepare a break-even analysis for HydroHappy’s two products by using data for forecasted sales. You will also create a CVP graph to forecast the company’s total sales revenue, fixed costs, and total variable costs in order to determine the profitability of HydroHappy’s retail sales operation.
Go to Wiley Course Resources for complete case details and instructions.
CT19.1 E-Z Seats manufactures swivel seats for customized vans. It currently manufactures 10,000 seats per year, which it sells for $500 per seat. It incurs unit variable costs of $200 per seat and fixed costs of $2,000,000. It is considering automating the upholstery process, which is now largely manual. It estimates that if it does so, its fixed costs will be $3,000,000, and its unit variable costs will decline to $100 per seat.
Instructions
With the class divided into groups, complete the following activities.
CT19.2 For nearly 20 years, Specialized Coatings has provided painting and galvanizing services for manufacturers in its region. Manufacturers of various metal products have relied on the quality and quick turnaround time provided by Specialized Coatings and its 20 skilled employees. During the last year, as a result of a sharp upturn in the economy, the company’s sales have increased by 30% relative to the previous year. The company has not been able to increase its capacity fast enough, so Specialized Coatings has had to turn work away because it cannot keep up with customer requests.
Top management is considering the purchase of a sophisticated robotic painting booth. The booth would represent a considerable move in the direction of automation versus manual labor. If Specialized Coatings purchases the booth, it would most likely lay off 15 of its skilled painters. To analyze the decision, the company compiled production information from the most recent year and then prepared a parallel compilation assuming that the company would purchase the new equipment and lay off the workers. Those data are shown below. As you can see, the company projects that during the last year it would have been far more profitable if it had used the automated approach.
Current Approach | Automated Approach | |||
Sales | $2,000,000 | $2,000,000 | ||
Variable costs | 1,500,000 | 1,000,000 | ||
Contribution margin | 500,000 | 1,000,000 | ||
Fixed costs | 380,000 | 800,000 | ||
Net income | $ 120,000 | $ 200,000 |
Instructions
CT19.3 At one time, Del Monte Foods Company reported three separate operating segments: consumer products (which includes a variety of canned foods including tuna, fruit, and vegetables); pet products (which includes pet food and snacks and veterinary products); and soup and infant-feeding products (which includes soup, broth, and infant feeding and pureed products).
In its annual report, Del Monte uses absorption costing. As a result, information regarding the relative composition of its fixed and variable costs is not available. We have assumed that $860.3 million of its total operating expenses of $1,920.3 million are fixed and have allocated the remaining variable costs across the three divisions. Sales data, along with assumed expense data, are provided below.
(in millions) | ||||
Sales | Variable Costs | |||
Consumer products | $1,031.8 | $ 610 | ||
Pet products | 837.3 | 350 | ||
Soup and infant-feeding products | 302.0 | 100 | ||
$2,171.1 | $1,060 |
Instructions
CT19.4 The external financial statements published by publicly traded companies are based on absorption cost accounting. As a consequence, it is very difficult to gain an understanding of the relative composition of the companies’ fixed and variable costs. It is possible, however, to learn about a company’s sales mix and the relative profitability of its various divisions. This exercise looks at the financial statements of FedEx Corporation.
Instructions
Go to the FedEx website to access the company’s 2020 annual report and then use it to answer the following questions.
CT19.5 Easton Corporation makes two different boat anchors—a traditional fishing anchor and a high-end yacht anchor—using the same production machinery. The contribution margin of the yacht anchor is three times as high as that of the other product. The company is currently operating at full capacity and has been doing so for nearly two years. Bjorn Borg, the company’s CEO, wants to cut back on production of the fishing anchor so that the company can make more yacht anchors. He says that this is a “no-brainer” because the contribution margin of the yacht anchor is so much higher.
Instructions
Write a short memo to Bjorn Borg describing the analysis that the company should do before it makes this decision and any other considerations that would affect the decision.
*CT19.6 Brett Stern was hired during January 2025 to manage the home products division of Hi-Tech Products. As part of his employment contract, he was told that he would get $5,000 of additional bonus for every 1% increase that the division’s profits exceeded those of the previous year.
Soon after coming on board, Brett met with his factory managers and explained that he wanted the factory to be run at full capacity. Previously, the factory had employed just-in-time inventory practices and had consequently produced units only as they were needed. Brett stated that under previous management the company had missed out on too many sales opportunities because it didn’t have enough inventory on hand. Because previous management had employed just-in-time inventory practices, when Brett came on board there was virtually no beginning inventory. The unit selling price and unit variable costs remained the same from 2024 to 2025. The following additional information is also provided.
2024 | 2025 | |||
Net income | $300,000 | $525,000 | ||
Units produced | 25,000 | 30,000 | ||
Units sold | 25,000 | 25,000 | ||
Fixed manufacturing overhead costs | $1,350,000 | $1,350,000 | ||
Fixed manufacturing overhead costs per unit | $54 | $45 |
Instructions
CT19.7 Many of you will some day own your own business. One rapidly growing opportunity is no-frills workout centers. Such centers attract customers who want to take advantage of state-of-the-art fitness equipment but do not need the other amenities of full-service health clubs. One way to own your own fitness business is to buy a franchise. Snap Fitness is a Minnesota-based business that offers franchise opportunities. For a very low monthly fee ($26, without an annual contract), customers can access a Snap Fitness center 24 hours a day.
The Snap Fitness website indicates that start-up costs range from $60,000 to $184,000. This initial investment covers the following pre-opening costs: franchise fee, grand opening marketing, leasehold improvements, utility/rent deposits, and training.
Instructions
CT19.8 Many politicians, scientists, economists, and businesspeople have become concerned about the potential implications of global warming. The largest source of the emissions thought to contribute to global warming is from coal-fired power plants. The cost of alternative energy has declined, but it is still higher than coal. In 1980, wind-powered electricity cost 80 cents per kilowatt hour. Using today’s highly efficient turbines with rotor diameters of up to 125 meters, the cost can be as low as 4 cents (about the same as coal), or as much as 20 cents in places with less wind.
Some people have recently suggested that conventional cost comparisons are not adequate because they do not take environmental costs into account. For example, while coal is a very cheap energy source, it is also a significant contributor of greenhouse gases. Should environmental costs be incorporated into decision calculations when planners evaluate new power plants? The basic arguments for and against are as follows.
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
An important purpose of management accounting is to provide managers with relevant information for decision-making. Companies of all sorts must make product decisions. Unilever, the world’s largest supplier of teas, considered exiting the tea industry in the developed world. Little Caesars decided to team up with DoorDash to deliver its pizzas. Quaker Oats decided to sell off a line of beverages, at a price more than $1 billion less than it paid for that product line only a few years before.
This chapter explains management’s decision-making process and a decision-making approach called incremental analysis. The use of incremental analysis is demonstrated in a variety of situations.
When you think of new, fast-growing, San Francisco companies, you probably think of fun products like smartphones, social networks, and game apps. You don’t tend to think of soap. In fact, given that some of the biggest, most powerful companies in the world dominate the soap market (e.g., Proctor & Gamble, Clorox, and Unilever), starting a new soap company seems like an outrageously bad idea. But that didn’t dissuade Adam Lowry and Eric Ryan from giving it a try. The long-time friends and former roommates combined their skills (Adam’s chemical engineering and Eric’s design and marketing) to start Method Products. Their goal: selling environmentally friendly soaps that actually remove dirt.
Within a year of its formation, the company had products on the shelves at Target stores. Within five years, Method was cited by numerous business publications as one of the fastest-growing companies in the country. It was easy—right? Wrong. Running a company is never easy. In addition, because of Method’s commitment to sustainability, all of its business decisions are just a little more complex than usual. For example, the company wanted to use solar power to charge the batteries for the forklifts used in its factories. No problem, just put solar panels on the buildings. But because Method outsources its manufacturing, it doesn’t actually own factory buildings. In fact, the company that does Method’s manufacturing doesn’t own the buildings either. Solution—Method parked old semi-trailers next to the factories and installed solar panels on those.
Since Method insists on using natural products and sustainable production practices, its production costs are higher than those of companies that don’t adhere to these standards. Adam and Eric insist, however, that this actually benefits them because they have to be far more careful about controlling costs and far more innovative in solving problems. Consider Method’s laundry detergent. It is eight times stronger than normal detergent, so it can be sold in a substantially smaller package. This reduces both its packaging and shipping costs. In fact, when the cost of the raw materials used for soap production jumped by as much as 40%, Method actually viewed it as an opportunity to grab market share. It determined that it could offset the cost increases in other places in its supply chain, thus absorbing the cost much easier than its big competitors.
In these and other instances, Adam and Eric identified their alternative courses of action, determined what was relevant to each choice and what wasn’t, and then carefully evaluated the incremental costs and revenues of each alternative. When you are small and your competitors have some of the biggest marketing budgets in the world, you can’t afford to make very many mistakes.
Watch the Method Products video in Wiley Course Resources to learn more about incremental analysis in the real world.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Describe management’s decision-making process and incremental analysis. |
|
DO IT! 1 Incremental Analysis |
LO 2 Analyze the relevant costs in accepting an order at a special price. |
|
DO IT! 2 Special Orders |
LO 3 Analyze the relevant costs in a make-or-buy decision. |
|
DO IT! 3 Make or Buy |
LO 4 Analyze the relevant costs and revenues in determining whether to sell or process materials further. |
|
DO IT! 4 Sell or Process Further |
LO 5 Analyze the relevant costs to be considered in repairing, retaining, or replacing equipment. |
|
DO IT! 5 Repair or Replace Equipment |
LO 6 Analyze the relevant costs in deciding whether to eliminate an unprofitable segment or product. |
|
DO IT! 6 Unprofitable Segments |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions.
Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Making decisions is an important management function.
ILLUSTRATION 20.1 Steps in management’s decision-making process
Accounting’s contribution to the decision-making process occurs primarily in Steps 2 and 4—evaluating possible courses of action and reviewing results.
In making business decisions, management ordinarily considers both financial and nonfinancial information. Financial information is related to revenues and costs and their effect on the company’s overall profitability. Nonfinancial information relates to such factors as the effect of the decision on employee turnover, the environment, or the overall image of the company in the community. (These are considerations that we touched on in our Chapter 14 discussion of corporate social responsibility.)
Decisions involve a choice among alternative courses of action. Suppose you face the personal financial decision of whether to purchase or lease a car. The financial data relate to the cost of leasing versus the cost of purchasing. For example, leasing involves periodic lease payments; purchasing requires “upfront” payment of the purchase price. In other words, the financial information relevant to the decision are the data that vary in the future among the possible alternatives.
Just as your decision to buy or lease a car affects your future financial situation, similar decisions, on a larger scale, affect a company’s future. Incremental analysis identifies the probable effects of those decisions on future earnings. Such analysis inevitably involves estimates and uncertainty. Gathering data for incremental analyses may involve market analysts, engineers, and accountants. In quantifying the data, the accountant must produce the most reliable information available.
The basic approach in incremental analysis is shown in Illustration 20.2.
ILLUSTRATION 20.2 Basic approach in incremental analysis
This example compares Alternative B with Alternative A. The net income column shows the differences between the alternatives. In this case, incremental revenue will be $15,000 less under Alternative B than under Alternative A. But a $20,000 incremental cost savings will be realized.1 Thus, Alternative B will produce $5,000 more net income than Alternative A (see Decision Tools).
In the following pages, you will encounter three important cost concepts used in incremental analysis:
Incremental analysis sometimes involves changes that at first glance might seem contrary to your intuition.
It is also important to understand that the approaches to incremental analysis discussed in this chapter do not take into consideration the time value of money. That is, amounts to be paid or received in future years are not discounted for the cost of interest in this chapter. The effect of the time value of money on decisions is addressed in Chapter 25 and Appendix F.
In this chapter, we focus primarily on the quantitative factors that affect a decision—those attributes that can be easily expressed in terms of numbers or dollars. However, many of the decisions involving incremental analysis have important qualitative features. Though not easily measured, they should not be ignored.
For example, Al “Chainsaw” Dunlap was a so-called “turnaround” artist who went into many companies, identified inefficiencies (using incremental analysis techniques), and tried to correct these problems to improve corporate profitability. Along the way, he laid off thousands of employees at numerous companies. As head of Sunbeam, it was Al Dunlap who lost his job because his Draconian approach failed to improve Sunbeam’s profitability. It was reported that Sunbeam’s employees openly rejoiced for days after his departure. Clearly, qualitative factors can matter.
In Chapter 17, we noted that many companies have shifted to activity-based costing to allocate overhead costs to products. The primary reason for using activity-based costing is that it results in a more accurate allocation of overhead.
A number of different types of decisions involve incremental analysis. The more common types of decisions are whether to:
We consider each of these types of decisions in the following pages.
Sometimes a company has an opportunity to obtain additional business if it is willing to make a price concession to a specific customer or make a special accommodation for a potential new customer. In this case, the basic decision rule is to accept the special order if the incremental price exceeds the incremental costs to complete the order.
To illustrate, assume that Sunbelt Company produces 100,000 Smoothie blenders per month, which is 80% of plant capacity. Variable manufacturing costs are $8 per unit. Fixed manufacturing costs are $400,000, or $4 per unit. The Smoothie blenders are normally sold directly to retailers at $20 each. Kensington Co. (a foreign wholesaler) has offered to purchase an additional 2,000 blenders from Sunbelt at $11 per unit. Management has determined that acceptance of the offer would not affect normal sales of the product, and the additional units can be manufactured without increasing plant capacity. What should management do?
If management makes its decision on the basis of the total cost per unit of $12 ($8 variable + $4 fixed), the order would be rejected because costs per unit ($12) exceed revenues per unit ($11) by $1 per unit. However, since the units can be produced within existing plant capacity, the special order will not increase fixed costs. Let’s identify the relevant data for the decision.
Thus, as shown in Illustration 20.3, Sunbelt increases its net income by $6,000 by accepting this special order (see Helpful Hint).
ILLUSTRATION 20.3 Incremental analysis—accepting an order at a special price
Decisions regarding special orders often need to take into account other factors beyond costs and revenues. For example, consider the following.
When a manufacturer assembles component parts to produce a finished product, management must decide whether to make or buy the components. The decision to buy parts or services is often referred to as outsourcing. For example, as discussed in the Feature Story, a company such as Method Products may either make or buy the soaps used in its products. Similarly, Hewlett-Packard Corporation may make or buy the electronic circuitry, cases, and printer heads for its printers. At one time, Boeing sold some of its commercial aircraft factories in an effort to cut production costs and focus on engineering and final assembly rather than manufacturing. The decision to make or buy components should be made on the basis of incremental analysis.
Baron Company makes motorcycles. Illustration 20.4 shows the annual costs it incurs in producing 25,000 ignition switches for motorcycles.
ILLUSTRATION 20.4 Annual product cost data
Direct materials | $ 50,000 | |
Direct labor | 75,000 | |
Variable manufacturing overhead | 40,000 | |
Fixed manufacturing overhead | 60,000 | |
Total manufacturing costs | $225,000 | |
Total cost per unit ($225,000 ÷ 25,000) | $9.00 |
Instead of making its own switches at a cost of $9, Baron Company might purchase the ignition switches from Ignition, Inc. at a price of $8 per unit. Should management do this?
The relevant costs for incremental analysis are shown in Illustration 20.5.
This analysis indicates that Baron Company incurs $25,000 of additional costs by buying the ignition switches rather than making them. Therefore, Baron should continue to make the ignition switches even though the total manufacturing cost is $1 higher per unit than the purchase price. The primary cause of this result is that, even if the company purchases the ignition switches, it will still have fixed costs of $50,000 to absorb.
ILLUSTRATION 20.5 Incremental analysis—make or buy
The previous make-or-buy analysis is complete only if it is assumed that the productive capacity used to make the ignition switches cannot be converted to another purpose. If there is an opportunity to use this productive capacity in some other manner, then this opportunity cost must be considered. As indicated earlier, opportunity cost is the lost potential benefit that could have been obtained by following an alternative course of action.
To illustrate, assume that through buying the switches, Baron Company can use the released productive capacity to generate additional income of $38,000 from producing a different product.
As shown in Illustration 20.6, it is now advantageous to buy the ignition switches because the company’s income would increase by $13,000.
ILLUSTRATION 20.6 Incremental analysis—make or buy, with opportunity cost
In the make-or-buy decision, it is important for management to also take into account qualitative factors.
Many manufacturers have the option of selling products at a given point in the production cycle or continuing to process with the expectation of selling them at a later point at a higher price. For example, a bicycle manufacturer such as Trek could sell its bicycles to retailers either unassembled or assembled. A furniture manufacturer such as IKEA could sell its furniture either unfinished or finished. The sell-or-process-further decision should be made on the basis of incremental analysis. The basic decision rule is: Process further as long as the incremental revenue from such processing exceeds the incremental processing costs.
Assume, for example, that Woodmasters Inc. makes tables. It sells unfinished tables for $50. The cost to manufacture an unfinished table is $35, computed as shown in Illustration 20.7.
ILLUSTRATION 20.7 Per unit cost of unfinished table
Direct materials | $15 | |
Direct labor | 10 | |
Variable manufacturing overhead | 6 | |
Fixed manufacturing overhead | 4 | |
Manufacturing cost per unit | $35 |
Woodmasters currently has unused productive capacity that is expected to continue indefinitely. Some of this capacity could be used to finish the tables and sell them at $60 per unit.
Should the company sell the unfinished tables, or should it process them further (see Helpful Hint)? Illustration 20.8 shows the incremental analysis on a per unit basis.
ILLUSTRATION 20.8 Incremental analysis—sell or process further
It would be advantageous for Woodmasters to process the tables further. The incremental revenue of $10.00 from the additional processing is $1.60 higher than the incremental processing costs of $8.40. This results in an increase to net income of $1.60 per unit.
Sell-or-process-further decisions are particularly applicable to processes that produce multiple products simultaneously.
For example, in the meat-packing industry, Armour processes a cow or pig into meat, internal organs, hides, bones, and fat products. In the petroleum industry, ExxonMobil refines crude oil to produce gasoline, lubricating oil, kerosene, paraffin, and ethylene.
Illustration 20.9 presents a joint product situation for Marais Creamery involving a decision to sell or process further cream and skim milk. Cream and skim milk are joint products that result from the processing of raw milk. The company must decide whether to sell the cream or process it further into cottage cheese. It must also decide whether to sell the skim milk or process it further into condensed milk.
ILLUSTRATION 20.9 Joint production process—Creamery
Marais incurs many costs prior to the manufacture of the cream and skim milk. All costs incurred prior to the point at which the two products are separately identifiable (the split-off point) are called joint costs.
Should Marais sell the cream or process it further into cottage cheese? Illustration 20.10 provides the daily cost and revenue data for Marais Creamery related to this decision.
ILLUSTRATION 20.10 Cost and revenue data per day for cream
Costs (per day) | ||
Joint cost allocated to cream | $ 9,000 | |
Cost to process cream into cottage cheese | 10,000 | |
Revenues from Products (per day) | ||
Cream | $19,000 | |
Cottage cheese | 27,000 |
From this information, we can determine whether the company should simply sell the cream or process it further into cottage cheese. Illustration 20.11 shows the necessary analysis.
ILLUSTRATION 20.11 Incremental analysis—sell cream or process into cottage cheese
From this analysis, we can see that Marais should not process the cream further because it will sustain an incremental loss of $2,000.
Should Marais sell the skim milk or process it further into condensed milk? Illustration 20.12 provides the daily cost and revenue data for the company related to this decision.
ILLUSTRATION 20.12 Cost and revenue data per day for skim milk
Costs (per day) | ||
Joint cost allocated to skim milk | $ 5,000 | |
Cost to process skim milk into condensed milk | 8,000 | |
Revenues from Products (per day) | ||
Skim milk | $11,000 | |
Condensed milk | 26,000 |
Illustration 20.13 shows that Marais Company should process the skim milk into condensed milk, as it will increase net income by $7,000.
ILLUSTRATION 20.13 Incremental analysis—sell skim milk or process into condensed milk
The decision on whether to sell or process further needs to be reevaluated as market conditions change. For example, if the price of skim milk increases relative to the price of condensed milk, it may become more profitable to sell the skim milk rather than process it into condensed milk.
Management often has to decide whether to continue using an asset, repair it, or replace it. For example, Delta Airlines must decide whether to replace old jets with new, more fuel-efficient ones. The basic decision rule is that the company should choose the option that results in the lowest cost (and thus the highest income) over the relevant time period.
To illustrate, assume that Jeffcoat Company has a factory machine that originally cost $110,000. It has a balance in Accumulated Depreciation of $70,000, so the machine’s book value is $40,000. It has a remaining useful life of four years. The company is considering replacing this machine with a new machine.
Illustration 20.14 shows the incremental analysis for the four-year period.
ILLUSTRATION 20.14 Incremental analysis—retain or replace equipment
In this case, it would be to the company’s advantage to replace the equipment.
In general, any trade-in allowance or cash disposal value of existing assets is relevant to the decision to retain or replace equipment.
One other point should be mentioned regarding Jeffcoat’s decision: The book value of the old machine does not affect the decision.
Sometimes, decisions regarding whether to replace equipment are clouded by behavioral decision-making errors. For example, suppose a manager spent $90,000 repairing a machine two months ago. Suppose that the machine now breaks down again.
Similarly, suppose a manager spent $5,000,000 to purchase a machine. Six months later, a new machine comes on the market that is significantly more efficient than the one recently purchased. The manager might be inclined to think that he or she should not buy the new machine because of the recent purchase. In fact, the manager might fear that buying a different machine so quickly might call into question the merit of the previous decision.
Management sometimes must decide whether to eliminate an unprofitable business segment or product. For example, airlines such as Delta sometimes stop servicing certain cities or cut back on the number of flights. Goodyear quit producing several brands in the low-end tire market, and adidas eliminated its Rockport division. Again, the key is to focus on the relevant costs—the data that change under the alternative courses of action (see Helpful Hint).
To illustrate, assume that Venus Company manufactures tennis racquets in three models: Pro, Master, and Champ. Pro and Master are profitable lines. Champ (highlighted in red in the table below) operates at a loss. Condensed income statement data are as shown in Illustration 20.15.
ILLUSTRATION 20.15 Segment income data
Pro | Master | Champ | Total | |||||||
Sales | $800,000 | $300,000 | $100,000 | $1,200,000 | ||||||
Variable costs | 520,000 | 210,000 | 90,000 | 820,000 | ||||||
Contribution margin | 280,000 | 90,000 | 10,000 | 380,000 | ||||||
Fixed costs | 80,000 | 50,000 | 30,000 | 160,000 | ||||||
Net income | $200,000 | $ 40,000 | $ (20,000) | $ 220,000 |
You might think that total net income will increase by $20,000 to $240,000 if the unprofitable Champ line of racquets is eliminated. However, net income may actually decrease if the Champ line is discontinued.
To illustrate, assume that the $30,000 of fixed costs applicable to the unprofitable segment are instead allocated to the Pro model and to the Master model if the Champ model is eliminated. Fixed costs will increase to $100,000 ($80,000 + $20,000) in the Pro line and to $60,000 ($50,000 + $10,000) in the Master line. Illustration 20.16 shows the revised income statement.
ILLUSTRATION 20.16 Income data after eliminating unprofitable product line
Pro | Master | Total | ||||
Sales | $800,000 | $300,000 | $1,100,000 | |||
Variable costs | 520,000 | 210,000 | 730,000 | |||
Contribution margin | 280,000 | 90,000 | 370,000 | |||
Fixed costs | 100,000 | 60,000 | 160,000 | |||
Net income | $180,000 | $ 30,000 | $ 210,000 |
Total net income would decrease $10,000 ($220,000 − $210,000). This result is also obtained in the incremental analysis of the Champ racquets shown in Illustration 20.17.
ILLUSTRATION 20.17 Incremental analysis—eliminating unprofitable segment with no reduction in fixed costs
The loss in net income is attributable to the Champ line’s $10,000 contribution margin ($220,000 − $210,000), which will not be realized if the segment is discontinued.
Assume the same facts as above, except now assume that $22,000 of the fixed costs attributed to the Champ line can be eliminated if the line is discontinued. Illustration 20.18 presents the incremental analysis based on this revised assumption.
ILLUSTRATION 20.18 Incremental analysis—eliminating unprofitable segment with reduction in fixed costs
In this case, because the company is able to eliminate some of its fixed costs by eliminating the division, it can increase its net income by $12,000. This occurs because the $22,000 savings that results from the eliminated fixed costs exceeds the $10,000 in lost contribution margin by $12,000 ($22,000 − $10,000).
In deciding on the future status of an unprofitable segment, management should consider the effect of elimination on related product lines. For example, companies might retain high-quality product lines that are individually unprofitable because of the reputational benefits that carry over to lower-end products. In our previous tennis racquet example, the Pro and Master lines might benefit from the fact that the Champ line is used by recognized tennis professionals. Other considerations are as follows:
Management’s decision-making process consists of (a) identifying the problem and assigning responsibility for the decision, (b) determining and evaluating possible courses of action, (c) making the decision, and (d) reviewing the results of the decision. Incremental analysis identifies financial data that change under alternative courses of action. These data are relevant to the decision because they vary across the possible alternatives.
The relevant costs are those that change if the order is accepted. The relevant information in accepting an order at a special price is the difference between the variable manufacturing costs to produce the special order and expected revenues. Any changes in fixed costs, opportunity cost, or other incremental costs or savings (such as additional shipping) should be considered.
In a make-or-buy decision, the relevant costs are (a) the variable manufacturing costs that will be saved as well as changes to fixed manufacturing costs, (b) the purchase price, and (c) opportunity cost.
The decision rule for whether to sell or process materials further is: Process further as long as the incremental revenue from processing exceeds the incremental processing costs.
The relevant costs to be considered in determining whether equipment should be repaired, retained, or replaced are the effects on variable costs and the cost of the new equipment. Also, any disposal value of the existing asset must be considered.
In deciding whether to eliminate an unprofitable segment or product, the relevant costs are the variable costs that drive the contribution margin, if any, produced by the segment or product. Opportunity cost and reduction of fixed expenses must also be considered.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Which alternative should the company choose? | All relevant costs including opportunity cost | Compare the relevant cost of each alternative. | Choose the alternative that maximizes net income. |
1. (LO 1) Three of the steps in management’s decision-making process are (1) review results of decision, (2) determine and evaluate possible courses of action, and (3) make the decision. The steps are carried out in the following order:
d. The order of the steps in the decision process is (2) determine and evaluate possible courses of action, (3) make the decision, and (1) review the results of decision. Choices (a), (b), and (c) list the steps in the incorrect order.
2. (LO 1) Incremental analysis is the process of identifying the financial data that:
b. Incremental analysis is the process of identifying the financial data that change under alternative courses of action, not the financial data that (a) do not change or (c) are mixed. Choice (d) is wrong as there is a correct answer given.
3. (LO 1) In making business decisions, management ordinarily considers:
c. Management ordinarily considers both financial and nonfinancial information in making business decisions. The other choices are incorrect because they are all limited to financial data and do not consider nonfinancial information.
4. (LO 1) A company is considering the following alternatives:
Alternative A | Alternative B | |||
Revenues | $50,000 | $50,000 | ||
Variable costs | 24,000 | 24,000 | ||
Fixed costs | 12,000 | 15,000 |
Which of the following are relevant in choosing between these alternatives?
d. Fixed costs are the only relevant factor, that is, the only factor that differs across Alternatives A and B. The other choices are incorrect because they list either revenues, variable costs, or both, which are the same amounts for both alternatives.
5. (LO 2) It costs a company $14 of variable costs and $6 of fixed costs to produce product Z200, which sells for $30. A foreign buyer offers to purchase 3,000 units at $18 each. If the special offer is accepted and produced with unused capacity, net income will:
c. If the special offer is accepted and produced with unused capacity, unit variable costs = $14 and income per unit = ($18 − $14), so net income will increase by $12,000 (3,000 × $4), not (a) decrease $6,000, (b) increase $6,000, or (d) increase $9,000.
6. (LO 2) It costs a company $14 of variable costs and $6 of fixed costs to produce product Z200. Product Z200 sells for $30. A buyer offers to purchase 3,000 units at $18 each. The seller will incur special shipping costs of $5 per unit. If the special offer is accepted and produced with unused capacity, net income will:
d. If the special offer is accepted and produced with unused capacity, unit variable costs = $19 ($14 variable + $5 shipping costs) and income per unit = −$1 ($18 − $19), so net income will decrease by $3,000 (3,000 × −$1), not (a) increase $3,000, (b) increase $12,000, or (c) decrease $12,000.
7. (LO 3) Jobart Company is currently operating at full capacity. It is considering buying a part from an outside supplier rather than making it in-house. If Jobart purchases the part, it can use the released productive capacity to generate additional income of $30,000 from producing a different product. When conducting incremental analysis in this make-or-buy decision, the company should:
b. Jobart Company should add $30,000 to other costs in the “Make” column as it represents lost income of continuing to make the part in-house. The other choices are incorrect because the $30,000 (a) should not be ignored as it is an opportunity cost, (c) represents potential lost income if the company continues to make the part instead of buying it so therefore should not be placed in the “Buy” column, and (d) should be added to, not subtracted from, the other costs in the “Make” column.
8. (LO 3) In a make-or-buy decision, relevant costs are:
d. All the costs in choices (a), (b), and (c) are relevant in a make-or-buy decision. So although choices (a), (b), and (c) are true statements, choice (d) is a better answer.
9. (LO 3) Derek is performing incremental analysis in a make-or-buy decision for Item X. If Derek buys Item X, he can use its released productive capacity to produce Item Z. Derek will sell Item Z for $12,000 and incur production costs of $8,000. Derek’s incremental analysis should include an opportunity cost of:
c. Derek’s opportunity cost in its make-or-buy decision is $12,000 (revenue for Item Z) − $8,000 (production costs for Item Z) = $4,000, not (a) $12,000, (b) $8,000, or (d) $0.
10. (LO 4) The decision rule in a sell-or-process-further decision is: Process further as long as the incremental revenue from processing exceeds:
a. The decision rule in a sell-or-process-further decision is to process further as long as the incremental revenue from such processing exceeds incremental processing costs, not (b) variable processing costs or (c) fixed processing costs. Choice (d) is wrong as there is a correct answer given.
11. (LO 4) Walton, Inc. makes an unassembled product that it currently sells for $55. Production costs are $20. Walton is considering assembling the product and selling it for $68. The cost to assemble the product is estimated at $12. What decision should Walton make?
d. If Walton processes further, net income per unit will increase $13 ($68 − $55), which is $1 more than its additional production costs ($12). The other choices are therefore incorrect.
12. (LO 5) In a decision to retain or replace equipment, the book value of the old equipment is a (an):
b. In the decision to retain or replace equipment, the book value of the old equipment is a sunk cost (it reflects the original cost less accumulated depreciation, neither of which is relevant to the decision), not (a) an opportunity cost, (c) an incremental cost, or (d) a marginal cost.
13. (LO 6) If an unprofitable segment is eliminated:
c. Even though the segment is eliminated, the fixed costs allocated to that segment will still have to be covered. This is done by having other segments absorb the fixed costs of that segment. Choices (a) and (d) are incorrect because net income can either increase or decrease if a segment is eliminated. Choice (b) is incorrect because when a segment is eliminated, the variable costs of that segment will also be eliminated and will not need to be absorbed by other segments.
14. (LO 6) A segment of Hazard Inc. has the following data.
Sales | $200,000 | |
Variable expenses | 140,000 | |
Fixed expenses | 100,000 |
If this segment is eliminated, what will be the effect on the remaining company? Assume that 50% of the fixed expenses will be eliminated and the rest will be allocated to the segments of the remaining company.
b. If the segment continues, net income = −$40,000 ($200,000 − $140,000 − $100,000). If the segment is eliminated, the contribution margin will also be eliminated but $50,000 ($100,000 × .50) of the fixed costs will remain. Therefore, the effect of eliminating the segment will be a $10,000 decrease not (a) a $120,000 increase, (c) a $50,000 increase, or (d) a $10,000 increase.
Determine whether to make or buy a part.
1. (LO 3) Flavia Industries incurs unit costs of $24 ($18 variable and $6 fixed) in making an assembly part for its finished product. A supplier offers to make 20,000 units of the assembly part at $17 per unit. If the offer is accepted, Flavia will save all variable costs but no fixed costs. Prepare an analysis showing the total cost saving, if any, Flavia will realize by buying the part.
Make | Buy | Net Income Increase (Decrease) |
||||
Variable manufacturing costs | $360,000 | $ –0– | $360,000 | |||
Fixed manufacturing costs | 120,000 | 120,000 | –0– | |||
Purchase price | –0– | 340,000 | (340,000) | |||
Total annual cost | $480,000 | $460,000 | $ 20,000 |
The decision should be to buy the part.
Determine whether to sell or process further.
2. (LO 4) Fast Speed Bicycle Inc. makes parts for unfinished bicycles that it sells for $125. Production costs are $40 variable and $20 fixed. Because of unused capacity, Fast Speed is considering finishing the bicycles and selling them for $200. Additional variable finishing costs are expected to be $65 with no increase in fixed costs. Prepare an analysis on a per unit basis showing whether Fast Speed should sell unfinished or unfinished bicycles.
Sell | Process Further |
Net Income Increase (Decrease) |
||||
Unit selling price | $125 | $200 | $75 | |||
Cost per unit | ||||||
Variable | 40 | 105 | (65) | |||
Fixed | 20 | 20 | 0 | |||
Total | 60 | 125 | (65) | |||
Net income per unit | $ 65 | $ 75 | $10 |
The bicycles should be processed further because the incremental revenues exceed incremental costs by $10 per unit.
Determine whether to eliminate an unprofitable segment.
3. (LO 6) Hava Racquets Company manufactures pickleball racquets in four different models. For the year, the SoftNet line had a net loss of $40,000 from sales of $250,000, variable costs of $180,000, and fixed costs of $110,000. If the SoftNet line is eliminated, $30,000 of fixed costs will remain. Prepare an analysis showing whether the SoftNet Line should be eliminated.
Continue | Eliminate | Net Income Increase (Decrease) |
||||
Sales | $250,000 | $ –0– | $(250,000) | |||
Variable costs | 180,000 | –0– | 180,000 | |||
Contribution margin | 70,000 | –0– | (70,000) | |||
Fixed costs | 110,000 | 30,000 | 80,000 | |||
Net income | $ (40,000) | $(30,000) | $ 10,000 |
The SoftNet product line should be eliminated because $80,000 of fixed cost is eliminated whereas only $70,000 of contribution margin is realized if the line is continued. The $70,000 related to the contribution margin is lower than the $80,000 savings related to fixed costs. Therefore, a savings of $10,000 results from eliminating SoftNet.
Use incremental analysis for make-or-buy decision.
1. (LO 3) Maningly Inc. has been manufacturing its own lampshades for its table lamps. The company is currently operating at 100% of capacity. Variable manufacturing overhead is charged to production at the rate of 50% of direct labor cost. The direct materials and direct labor cost per unit to make the lampshades are $4 and $6, respectively. Normal production is 50,000 table lamps per year.
A supplier offers to make the lampshades at a price of $13.50 per unit. If Maningly accepts the supplier’s offer, all variable manufacturing costs will be eliminated. But, the $50,000 of fixed manufacturing overhead currently being charged to the lampshades will have to be absorbed by other products.
Instructions
Make | Buy | Net Income Increase (Decrease) |
||||
Direct materials (50,000 × $4.00) | $200,000 | $ -0- | $ 200,000 | |||
Direct labor (50,000 × $6.00) | 300,000 | -0- | 300,000 | |||
Variable manufacturing costs ($300,000 × 50%) | 150,000 | -0- | 150,000 | |||
Fixed manufacturing costs | 50,000 | 50,000 | -0- | |||
Purchase price (50,000 × $13.50) | -0- | 675,000 | (675,000) | |||
Total annual cost | $700,000 | $725,000 | $ (25,000) |
Make | Buy | Net Income Increase (Decrease) |
||||
Total annual cost (from (a)) | $700,000 | $725,000 | $(25,000) | |||
Opportunity cost | 40,000 | -0- | 40,000 | |||
Total cost | $740,000 | $725,000 | $ 15,000 |
Use incremental analysis for whether to sell or process materials further.
2. (LO 4) A company manufactures three products using the same production process. The costs incurred up to the split-off point are $200,000. These costs are allocated to the products on the basis of their sales value at the split-off point. The number of units produced, the selling prices per unit of the three products at the split-off point and after further processing, and the additional processing costs are as follows.
Product | Number of Units Produced |
Selling Price at Split-Off |
Selling Price after Processing |
Additional Processing Costs |
||||
D | 3,000 | $11.00 | $15.00 | $14,000 | ||||
E | 6,000 | 12.00 | 16.20 | 16,000 | ||||
F | 2,000 | 19.40 | 24.00 | 9,000 |
Instructions
(CGA adapted)
Product D: $45,000 (3,000 units × $15.00 per unit)
Product E: $97,200 (6,000 units × $16.20 per unit)
Product F: $48,000 (2,000 units × $24.00 per unit)
Revenue at split-off:
Product D: $33,000 (3,000 units × $11.00 per unit)
Product E: $72,000 (6,000 units × $12.00 per unit)
Product F: $38,800 (2,000 units × $19.40 per unit)
D | E | F | ||||
Incremental revenue | $ 12,000a | $ 25,200b | $ 9,200c | |||
Incremental cost | (14,000) | (16,000) | (9,000) | |||
Increase (decrease) in profit | $ (2,000) | $ 9,200 | $ 200 | |||
a$45,000 – $33,000; b$97,200 – $72,000; c$48,000 – $38,800 |
Products E and F should be processed further, but Product D should not be processed further.
Use incremental analysis for retaining or replacing equipment.
3. (LO 5) Tek Enterprises uses a computer to process its payroll. Lately, business has been so good that it takes an extra 3 hours per night, plus every third Saturday, to process. Management is considering updating its computer with a faster model that would eliminate all of the overtime processing.
Current Machine | New Machine | |||
Original purchase cost | $ 9,000 | $12,000 | ||
Accumulated depreciation | 2,000 | — | ||
Estimated annual operating costs | 16,000 | 12,000 | ||
Useful life | 6 years | 6 years |
If sold now, the current machine would have a salvage value of $3,000. If operated for the remainder of its useful life, the current machine would have zero salvage value. The new machine is expected to have zero salvage value after 6 years.
Instructions
Should the current machine be replaced? (Ignore the time value of money.)
Retain Machine |
Replace Machine |
Net Income Increase (Decrease) |
||||
Operating costs | $96,000* | $72,000** | $24,000 | |||
New machine cost | -0- | 12,000 | (12,000) | |||
Salvage value (old) | -0- | (3,000) | 3,000 | |||
Total | $96,000 | $81,000 | $15,000 | |||
*$16,000 × 6
**$12,000 × 6 |
The current machine should be replaced. The incremental analysis shows that net income for the 6-year period will be $15,000 higher by replacing the current machine.
Use incremental analysis for elimination of division.
4. (LO 6) Benai Lorenzo, a recent graduate of Bonita’s accounting program, evaluated the operating performance of Wasson Company’s six divisions. Benai made the following presentation to the Wasson board of directors and suggested the Ortiz Division be eliminated. “If the Ortiz Division is eliminated,” she said, “our total profits would increase by $23,870.”
The Other Five Divisions |
Ortiz Division |
Total | ||||
Sales | $1,664,200 | $ 96,200 | $1,760,400 | |||
Cost of goods sold | 978,520 | 76,470 | 1,054,990 | |||
Gross profit | 685,680 | 19,730 | 705,410 | |||
Operating expenses | 527,940 | 43,600 | 571,540 | |||
Net income | $ 157,740 | $(23,870) | $ 133,870 |
In the Ortiz Division, cost of goods sold is $70,000 variable and $6,470 fixed, and operating expenses are $15,000 variable and $28,600 fixed. None of the Ortiz Division’s fixed costs will be eliminated if the division is discontinued.
Instructions
Is Benai right about eliminating the Ortiz Division? Prepare an incremental analysis schedule to support your answer.
Continue | Eliminate | Net Income Increase (Decrease) |
||||
Sales | $ 96,200 | $ -0- | $(96,200) | |||
Variable expenses | ||||||
Cost of goods sold | 70,000 | -0- | 70,000 | |||
Operating expenses | 15,000 | -0- | 15,000 | |||
Total variable | 85,000 | -0- | 85,000 | |||
Contribution margin | 11,200 | -0- | (11,200) | |||
Fixed expenses | ||||||
Cost of goods sold | 6,470 | 6,470 | -0- | |||
Operating expenses | 28,600 | 28,600 | -0- | |||
Total fixed | 35,070 | 35,070 | -0- | |||
Net income (loss) | $(23,870) | $(35,070) | $(11,200) |
Benai is incorrect. The incremental analysis shows that net income will be $11,200 less if the Ortiz Division is eliminated. This amount equals the contribution margin that would be lost by discontinuing the division.
Use incremental analysis for a special order.
(LO 2) Walston Company produces kitchen cabinets for homebuilders across the western United States. The cost of producing 5,000 cabinets is as follows.
Materials | $ 500,000 | |
Labor | 250,000 | |
Variable overhead | 100,000 | |
Fixed overhead | 400,000 | |
Total | $1,250,000 |
Walston also incurs selling expenses of $20 per cabinet. Wellington Corp. has offered Walston $165 per cabinet for a special order of 1,000 cabinets. The cabinets would be sold to homebuilders in the eastern United States and thus would not conflict with Walston’s current sales. Selling expenses per cabinet would be only $5 per cabinet. Walston has available capacity to do the work.
Instructions
Materials | $500,000 ÷ 5,000 = $100 |
Labor | 250,000 ÷ 5,000 = 50 |
Variable overhead | 100,000 ÷ 5,000 = 20 |
Selling expenses | 5 |
Total relevant cost per unit | $175 |
Reject Order |
Accept Order |
Net Income Increase (Decrease) |
||||
Revenues | $-0- | $165,000* | $ 165,000 | |||
Costs | -0- | 175,000** | (175,000) | |||
Net income | $-0- | $ (10,000) | $ (10,000) | |||
*$165 × 1,000; **$175 × 1,000 |
1. What steps are frequently involved in management’s decision-making process?
2. Your roommate, Anna Polis, contends that accounting contributes to most of the steps in management’s decision-making process. Is your roommate correct? Explain.
3. “Incremental analysis involves the accumulation of information concerning a single course of action.” Is this true? Explain why or why not.
4. Sydney Greene asks for your help concerning the relevance of variable and fixed costs in incremental analysis. Help Sydney with her problem.
5. What data are relevant in deciding whether to accept an order at a special price?
6. Emil Corporation has an opportunity to buy parts at $9 each that currently cost $12 to make. What manufacturing costs are relevant to this make-or-buy decision?
7. Define the term “opportunity cost.” How may this cost be relevant in a make-or-buy decision?
8. What is the decision rule in deciding whether to sell a product or process it further?
9. What are joint products? What accounting issue results from the production process that creates joint products?
10. How are allocated joint costs treated when making a sell-or-process-further decision?
11. Your roommate, Gale Dunham, is confused about sunk costs. Explain to your roommate the meaning of sunk costs and their relevance to a decision to retain or replace equipment.
12. Huang Inc. has one product line that is unprofitable. What circumstances may cause overall company net income to be lower if the unprofitable product line is eliminated?
Identify the steps in management’s decision-making process.
BE20.1 (LO 1), K The steps in management’s decision-making process are listed in random order below. Indicate the order in which the steps should be executed.
________ | Make a decision. | ________ | Review results of the decision. |
________ | Identify the problem and assign responsibility. | ________ | Determine and evaluate possible courses of action. |
Determine incremental changes.
BE20.2 (LO 1), AP Bogart Company is considering two alternatives. Alternative A will have revenues of $160,000 and costs of $100,000. Alternative B will have revenues of $180,000 and costs of $125,000. Compare Alternative A to Alternative B showing incremental revenues, costs, and net income.
Determine whether to accept a special order.
BE20.3 (LO 2), AP At Bargain Electronics, it costs $30 per unit ($20 variable and $10 fixed) to make an MP3 player that normally sells for $45. A foreign wholesaler offers to buy 3,000 units at $25 each. Bargain Electronics will incur special shipping costs of $3 per unit. Assuming that Bargain Electronics has excess operating capacity, indicate the net income (loss) Bargain Electronics would realize by accepting the special order.
Determine whether to make or buy a part.
BE20.4 (LO 3), AP Manson Industries incurs unit costs of $8 ($5 variable and $3 fixed) in making an assembly part for its finished product. A supplier offers to make 10,000 of the assembly part at $6 per unit. If the offer is accepted, Manson will save all variable costs but no fixed costs. Prepare an analysis showing the total cost saving, if any, that Manson will realize by buying the part.
Determine whether to sell or process further.
BE20.5 (LO 4), AP Pine Street Inc. makes unfinished bookcases that it sells for $62. Production costs are $36 variable and $10 fixed. Because it has unused capacity, Pine Street is considering finishing the bookcases and selling them for $70. Variable finishing costs are expected to be $6 per unit with no increase in fixed costs. Prepare an analysis on a per unit basis showing whether Pine Street should sell unfinished or finished bookcases.
Determine whether to sell or process further, joint products.
BE20.6 (LO 4), AP Each day, Adama Corporation processes 1 ton of a secret raw material into two resulting products, AB1 and XY1. When it processes 1 ton of the raw material, the company incurs joint processing costs of $60,000. It allocates $25,000 of these costs to AB1 and $35,000 of these costs to XY1. The resulting AB1 can be sold for $100,000. Alternatively, it can be processed further to make AB2 at an additional processing cost of $45,000, and sold for $150,000. Each day’s batch of XY1 can be sold for $95,000. Or, it can be processed further to create XY2, at an additional processing cost of $50,000, and sold for $130,000. Discuss what products Adama Corporation should make.
Determine whether to retain or replace equipment.
BE20.7 (LO 5), AP Bryant Company has a factory machine with a book value of $90,000 and a remaining useful life of 5 years. It can be sold for $30,000. A new machine is available at a cost of $400,000. This machine will have a 5-year useful life with no salvage value. The new machine will lower annual variable manufacturing costs from $600,000 to $500,000. Prepare an analysis showing whether the old machine should be retained or replaced.
Determine whether to eliminate an unprofitable segment.
BE20.8 (LO 6), AP Lisah, Inc., manufactures golf clubs in three models. For the year, the Big Bart line has a net loss of $10,000 from sales $200,000, variable costs $180,000, and fixed costs $30,000. If the Big Bart line is eliminated, $20,000 of fixed costs will remain. Prepare an analysis showing whether the Big Bart line should be eliminated.
Determine incremental costs.
DO IT! 20.1 (LO 1), AN Nathan T Corporation is comparing two different options. Nathan T currently uses Option 1, with revenues of $65,000 per year, maintenance expenses of $5,000 per year, and operating expenses of $26,000 per year. Option 2 provides revenues of $60,000 per year, maintenance expenses of $5,000 per year, and operating expenses of $22,000 per year. Option 1 employs a piece of equipment which was upgraded 2 years ago at a cost of $17,000. If Option 2 is chosen, it will free up resources that will bring in an additional $4,000 of revenue. Complete the following table to show the change in income from choosing Option 2 versus Option 1. Designate sunk costs with an “S.”
Option 1 | Option 2 | Net Income Increase (Decrease) |
Sunk (S) | |||||
Revenues | ||||||||
Maintenance expenses | ||||||||
Operating expenses | ||||||||
Equipment upgrade | ||||||||
Opportunity cost |
Evaluate special order.
DO IT! 20.2 (LO 2), AN Maize Company incurs a cost of $35 per unit, of which $20 is variable, to make a product that normally sells for $58. A foreign wholesaler offers to buy 6,000 units at $30 each. Maize will incur additional costs of $4 per unit to imprint a logo and to pay for shipping. Compute the increase or decrease in net income Maize will realize by accepting the special order, assuming Maize has sufficient excess operating capacity. Should Maize Company accept the special order?
Evaluate make-or-buy opportunity.
DO IT! 20.3 (LO 3), AN Wilma Company must decide whether to make or buy some of its components. The costs of producing 60,000 switches for its generators are as follows.
Direct materials | $30,000 | Variable overhead | $45,000 | |||||
Direct labor | 42,000 | Fixed overhead | 60,000 |
Instead of making the switches at an average cost of $2.95 ($177,000 ÷ 60,000), the company has an opportunity to buy the switches at $2.70 per unit. If the company purchases the switches, all the variable costs and one-fourth of the fixed costs will be eliminated. (a) Prepare an incremental analysis showing whether the company should make or buy the switches. (b) Would your answer be different if the released productive capacity will generate additional income of $34,000?
Sell or process further.
DO IT! 20.4 (LO 4), AP Mesa Verde manufactures unpainted furniture for the do-it-yourself (DIY) market. It currently sells a table for $75. Production costs per unit are $40 variable and $10 fixed. Mesa Verde is considering staining and sealing the table to sell it for $100. Unit variable costs to finish each table are expected to be an additional $19 per table, and fixed costs are expected to be an additional $3 per table. Prepare an analysis showing whether Mesa Verde should sell stained or finished tables.
Repair or replace equipment.
DO IT! 20.5 (LO 5), AP Darcy Roofing is faced with a decision. The company relies very heavily on the use of its 60-foot extension lift for work on large homes and commercial properties. Last year, Darcy Roofing spent $60,000 refurbishing the lift. It has just determined that another $50,000 of repair work is required. Alternatively, it has found a newer used lift that is for sale for $170,000. The company estimates that both lifts would have useful lives of 5 years. The new lift is more efficient and thus would reduce operating expenses from $90,000 to $60,000 each year. Darcy Roofing could also rent out the new lift for about $10,000 per year. The old lift is not suitable for rental. The old lift could currently be sold for $15,000 if the new lift is purchased. The new lift and old lift are estimated to have salvage values of zero if used for another 6 years. Prepare an incremental analysis showing whether the company should repair or replace the equipment.
Analyze whether to eliminate unprofitable segment.
DO IT! 20.6 (LO 6), AP Gator Corporation manufactures several types of accessories. For the year, the gloves and mittens line had sales of $500,000, variable expenses of $370,000, and fixed expenses of $150,000. Therefore, the gloves and mittens line had a net loss of $20,000. If Gator eliminates the line, $38,000 of fixed costs will remain. Prepare an analysis showing whether the company should eliminate the gloves and mittens line.
Analyze statements about decision-making and incremental analysis.
E20.1 (LO 1), C As a study aid, your classmate Pascal Adams has prepared the following list of statements about decision-making and incremental analysis.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Use incremental analysis for special-order decision.
E20.2 (LO 2), AN Gruden Company produces golf discs which it normally sells to retailers for $7 each. The cost of manufacturing 20,000 golf discs is:
Materials | $ 10,000 | |
Labor | 30,000 | |
Variable overhead | 20,000 | |
Fixed overhead | 40,000 | |
Total | $100,000 |
Gruden also incurs 5% sales commission ($0.35) on each disc sold.
McGee Corporation offers Gruden $4.80 per disc for 5,000 discs. McGee would sell the discs under its own brand name in foreign markets not yet served by Gruden. If Gruden accepts the offer, it will incur a one-time fixed cost of $6,000 due to the rental of an imprinting machine. No sales commission will result from the special order.
Instructions
Use incremental analysis for special order.
E20.3 (LO 2), AN Moonbeam Company manufactures toasters. For the first 8 months of 2025, the company reported the following operating results while operating at 75% of plant capacity:
Sales (350,000 units) | $4,375,000 | |
Cost of goods sold | 2,600,000 | |
Gross profit | 1,775,000 | |
Operating expenses | 840,000 | |
Net income | $ 935,000 |
Cost of goods sold was 70% variable and 30% fixed; operating expenses were 80% variable and 20% fixed.
In September, Moonbeam receives a special order for 15,000 toasters at $7.60 each from Luna Company of Ciudad Juarez. Acceptance of the order would result in an additional $3,000 of shipping costs but no increase in fixed costs.
Instructions
Use incremental analysis for special order.
E20.4 (LO 2), AN Klean Fiber Company is the creator of Y-Go, a technology that weaves silver into its fabrics to kill bacteria and odor on clothing while managing heat. Y-Go has become very popular in undergarments for sports activities. Operating at capacity, the company can produce 1,000,000 Y-Go undergarments a year. The per unit and the total costs for an individual garment when the company operates at full capacity are as follows.
Per Undergarment | Total | |||
Direct materials | $2.00 | $2,000,000 | ||
Direct labor | 0.75 | 750,000 | ||
Variable manufacturing overhead | 1.00 | 1,000,000 | ||
Fixed manufacturing overhead | 1.50 | 1,500,000 | ||
Variable selling expenses | 0.25 | 250,000 | ||
Totals | $5.50 | $5,500,000 |
The U.S. Army has approached Klean Fiber and expressed an interest in purchasing 250,000 Y-Go undergarments for soldiers in extremely warm climates. The Army would pay the unit cost for direct materials, direct labor, and variable manufacturing overhead costs. In addition, the Army has agreed to pay an additional $1 per undergarment to cover all other costs and provide a profit. Presently, Klean Fiber is operating at 70% capacity and does not have any other potential buyers for Y-Go. If Klean Fiber accepts the Army’s offer, it will not incur any variable selling expenses related to this order.
Instructions
Using incremental analysis, determine whether Klean Fiber should accept the Army’s offer.
Use incremental analysis for make-or-buy decision.
E20.5 (LO 3), AN Pottery Ranch Inc. has been manufacturing its own finials for its curtain rods. The company is currently operating at 100% of capacity, and variable manufacturing overhead is charged to production at the rate of 70% of direct labor cost. The direct materials and direct labor cost per unit to make a pair of finials are $4 and $5, respectively. Normal production is 30,000 curtain rods per year.
A supplier offers to make a pair of finials at a price of $12.95 per unit. If Pottery Ranch accepts the supplier’s offer, all variable manufacturing costs will be eliminated, but the $45,000 of fixed manufacturing overhead currently being charged to the finials will have to be absorbed by other products.
Instructions
Use incremental analysis for make-or-buy decision.
E20.6 (LO 3), E Jobs, Inc. has recently started the manufacture of Tri-Robo, a three-wheeled robot that can scan a home for fires and gas leaks and then transmit this information to a smartphone. The cost structure to manufacture 20,000 Tri-Robos is as follows.
Cost | |
Direct materials ($50 per robot) | $1,000,000 |
Direct labor ($40 per robot) | 800,000 |
Variable overhead ($6 per robot) | 120,000 |
Allocated fixed overhead ($30 per robot) | 600,000 |
Total | $2,520,000 |
Jobs is approached by Tienh Inc., which offers to make Tri-Robo for $115 per unit or $2,300,000.
Instructions
Prepare incremental analysis for make-or-buy decision.
E20.7 (LO 3), E Riggs Company purchases sails and produces sailboats. It currently produces 1,200 sailboats per year, operating at normal capacity, which is about 80% of full capacity. Riggs purchases sails at $250 each, but the company is considering using the excess capacity to manufacture the sails instead. The manufacturing cost per sail would be $100 for direct materials, $80 for direct labor, and $90 for overhead. The $90 overhead is based on $78,000 of annual fixed overhead that is allocated using normal capacity.
The president of Riggs has come to you for advice. “It would cost me $270 to make the sails,” she says, “but only $250 to buy them. Should I continue buying them, or have I missed something?”
Instructions
(CGA adapted)
Prepare incremental analysis concerning make-or-buy decision.
E20.8 (LO 3), E Innova uses 1,000 units of the component IMC2 every month to manufacture one of its products. The unit costs incurred to manufacture the component are as follows.
Direct materials | $ 65.00 | |
Direct labor | 45.00 | |
Overhead | 126.50 | |
Total | $236.50 |
Overhead costs include variable material handling costs of $6.50, which are applied to products on the basis of direct material costs. The remainder of the overhead costs are applied on the basis of direct labor dollars and consist of 60% variable costs and 40% fixed costs.
A vendor has offered to supply the IMC2 component at a price of $200 per unit.
Instructions
(CGA adapted)
Use incremental analysis for further processing of materials decision.
E20.9 (LO 4), AN Anna Garden recently opened her own basketweaving studio. She sells finished baskets in addition to selling the raw materials needed by customers to weave baskets of their own. Unfortunately, owing to space limitations, Anna is unable to carry all the varieties of kits originally assembled and must choose between two basic packages.
The Basic Kit includes undyed, uncut reeds (with dye included) for weaving one basket. This basic package costs Anna $16 and sells for $30. The second kit, called Stage 2, includes cut reeds that have already been dyed. With this kit the customer need only soak the reeds and weave the basket. Anna produces the Stage 2 kit by using the materials included in the Basic Kit. Because she is more efficient at cutting and dying reeds than her average customer, Anna is able to produce two Stage 2 kits in one hour from one Basic Kit. (She values her time at $18 per hour.) The Stage 2 kit sells for $36.
Instructions
Determine whether Anna’s basketweaving studio should carry the Basic Kit with undyed and uncut reeds or the Stage 2 kit with reeds already dyed and cut. Prepare an incremental analysis to support your answer.
Determine whether to sell or process further, joint products.
E20.10 (LO 4), AN Stahl Inc. produces three separate products from a common process costing $100,000. Each of the products can be sold at the split-off point or can be processed further and then sold for a higher price. Shown here are cost and selling price data for a recent period.
Sales Value at Split-Off Point |
Cost to Process Further |
Sales Value after Further Processing |
||||
Product 10 | $60,000 | $100,000 | $190,000 | |||
Product 12 | 15,000 | 30,000 | 35,000 | |||
Product 14 | 55,000 | 150,000 | 215,000 |
Instructions
Determine whether to sell or process further, joint products.
E20.11 (LO 4), AN Kirk Minerals processes materials extracted from mines. The most common raw material that it processes results in three joint products: Spock, Uhura, and Sulu. Each of these products can be sold as is, or each can be processed further and sold for a higher price. The company incurs joint costs of $180,000 to process one batch of the raw material that produces the three joint products. The following cost and sales information is available for one batch of each product.
Sales Value at Split-Off Point |
Allocated Joint Costs |
Cost to Process Further |
Sales Value of Processed Product |
|||||
Spock | $210,000 | $40,000 | $110,000 | $300,000 | ||||
Uhura | 300,000 | 60,000 | 85,000 | 400,000 | ||||
Sulu | 455,000 | 80,000 | 250,000 | 800,000 |
Instructions
Determine whether each of the three joint products should be sold as is, or processed further.
Prepare incremental analysis for whether to sell or process materials further.
E20.12 (LO 4), E A company manufactures three products using the same production process. The costs incurred up to the split-off point are $200,000. These costs are allocated to the products on the basis of their sales value at the split-off point. The number of units produced, the selling prices per unit of the three products at the split-off point and after further processing, and the additional processing costs are as follows.
Product | Number of Units Produced | Selling Price at Split-Off | Selling Price after Processing | Additional Processing Costs | ||||
D | 4,000 | $10.00 | $15.00 | $14,000 | ||||
E | 6,000 | 11.60 | 16.20 | 20,000 | ||||
F | 2,000 | 19.40 | 22.60 | 9,000 |
Instructions
(CGA adapted)
Use incremental analysis for retaining or replacing equipment decision.
E20.13 (LO 5), E On January 2, 2024, Twilight Hospital purchased a $100,000 special radiology scanner from Bella Inc. The scanner had a useful life of 4 years and was estimated to have no disposal value at the end of its useful life. The straight-line method of depreciation is used on this scanner. Annual operating costs with this scanner are $105,000.
Approximately one year later, the hospital is approached by Dyno Technology salesperson Jacob Cullen, who indicated that purchasing the scanner in 2024 from Bella Inc. was a mistake. He points out that Dyno has a scanner that will save Twilight Hospital $25,000 a year in operating expenses over its 3-year useful life. Jacob notes that the new scanner will cost $110,000 and has the same capabilities as the scanner purchased last year. The hospital agrees that both scanners are of equal quality. The new scanner will have no disposal value. Jacob agrees to buy the old scanner from Twilight Hospital for $50,000.
Instructions
Use incremental analysis for retaining or replacing equipment decision.
E20.14 (LO 5), AN Johnson Enterprises uses a computer to handle its sales invoices. Lately, business has been so good that it takes an extra 3 hours per night, plus every third Saturday, to keep up with the volume of sales invoices. Management is considering updating its computer with a faster model that would eliminate all of the overtime processing.
Current Machine | New Machine | |||
Original purchase cost | $15,000 | $25,000 | ||
Accumulated depreciation | $ 6,000 | — | ||
Estimated annual operating costs | $25,000 | $20,000 | ||
Remaining useful life | 5 years | 5 years |
If sold now, the current machine would have a salvage value of $6,000. If operated for the remainder of its useful life, the current machine would have zero salvage value. The new machine is expected to have zero salvage value after 5 years.
Instructions
Prepare an incremental analysis to determine whether the current machine should be replaced.
Use incremental analysis concerning elimination of division.
E20.15 (LO 6), AN Veronica Mars, a recent graduate of Bell’s accounting program, evaluated the operating performance of Dunn Company’s six divisions. Veronica made the following presentation to Dunn’s board of directors and suggested the Percy Division be eliminated. “If the Percy Division is eliminated,” she said, “our total profits would increase by $26,000.”
The Other Five Divisions |
Percy Division |
Total | ||||
Sales | $1,664,200 | $100,000 | $1,764,200 | |||
Cost of goods sold | 978,520 | 76,000 | 1,054,520 | |||
Gross profit | 685,680 | 24,000 | 709,680 | |||
Operating expenses | 527,940 | 50,000 | 577,940 | |||
Net income | $ 157,740 | $ (26,000) | $ 131,740 |
In the Percy Division, cost of goods sold is $61,000 variable and $15,000 fixed, and operating expenses are $30,000 variable and $20,000 fixed. None of the Percy Division’s fixed costs will be eliminated if the division is discontinued.
Instructions
Is Veronica right about eliminating the Percy Division? Prepare a schedule to support your answer.
Use incremental analysis for elimination of a product line.
E20.16 (LO 6), AN Cawley Company makes three models of tasers. Information on the three products is given here.
Tingler | Shocker | Stunner | ||||
Sales | $300,000 | $500,000 | $200,000 | |||
Variable expenses | 150,000 | 200,000 | 145,000 | |||
Contribution margin | 150,000 | 300,000 | 55,000 | |||
Fixed expenses | 120,000 | 230,000 | 95,000 | |||
Net income | $ 30,000 | $ 70,000 | $ (40,000) |
Fixed expenses consist of $300,000 of common costs allocated to the three products based on relative sales, as well as direct fixed expenses unique to each model of $30,000 (Tingler), $80,000 (Shocker), and $35,000 (Stunner). The common costs will be incurred regardless of how many models are produced. The direct fixed expenses would be eliminated if that model is phased out.
James Watt, an executive with the company, feels the Stunner line should be discontinued to increase the company’s net income.
Instructions
Prepare incremental analysis concerning keeping or dropping a product to maximize operating income.
E20.17 (LO 6), AN Tharp Company operates a small factory in which it manufactures two products: C and D. Production and sales results for last year were as follows.
C | D | |||
Units sold | 9,000 | 20,000 | ||
Unit selling price | $95 | $75 | ||
Unit variable costs | 50 | 40 | ||
Unit fixed costs | 24 | 24 |
For purposes of simplicity, the firm averages total fixed costs over the total number of units of C and D produced and sold.
The research department has developed a new product (E) as a replacement for product D. Market studies show that Tharp Company could sell 10,000 units of E next year at a price of $115; unit variable costs of E are $45. The introduction of product E will lead to a 10% increase in demand for product C and discontinuation of product D. If the company does not introduce the new product, it expects next year’s results to be the same as last year’s.
Instructions
Should Tharp Company introduce product E next year? Explain why or why not. Show calculations to support your decision.
(CMA-Canada adapted)
Identify relevant costs for different decisions.
E20.18 (LO 1, 2, 3, 4, 5, 6), C The following costs relate to a variety of different decision situations.
Cost | Decision | |
1. Unavoidable fixed overhead | Eliminate an unprofitable segment | |
2. Direct labor | Make or buy | |
3. Original cost of old equipment | Equipment replacement | |
4. Joint production costs | Sell or process further | |
5. Opportunity cost | Accepting a special order | |
6. Segment manager’s salary | Eliminate an unprofitable segment (manager will be terminated) | |
7. Cost of new equipment | Equipment replacement | |
8. Incremental production costs | Sell or process further | |
9. Direct materials | Equipment replacement (the amount of materials required does not change) | |
10. Rent expense | Purchase or lease a building |
Instructions
For each cost listed above, indicate if it is relevant or not to the related decision. For those costs determined to be irrelevant, briefly explain why.
Use incremental analysis for special order and identify nonfinancial factors in the decision.
P20.1 (LO 2), E ThreePoint Sports Inc. manufactures basketballs for the Women’s National Basketball Association (WNBA). For the first 6 months of 2025, the company reported the following operating results while operating at 80% of plant capacity and producing 120,000 units.
Amount | ||
Sales | $4,800,000 | |
Cost of goods sold | 3,600,000 | |
Selling and administrative expenses | 405,000 | |
Net income | $ 795,000 |
Fixed costs for the period were cost of goods sold $960,000, and selling and administrative expenses $225,000.
In July, normally a slack manufacturing month, ThreePoint Sports receives a special order for 10,000 basketballs at $28 each from the Greek Basketball Association (GBA). Acceptance of the order would increase variable selling and administrative expenses $0.75 per unit because of shipping costs but would not increase fixed costs and expenses.
Instructions
a. NI increase $37,500
Use incremental analysis related to make or buy, consider opportunity cost, and identify nonfinancial factors.
P20.2 (LO 3), E The management of Shatner Manufacturing Company is trying to decide whether to continue manufacturing a part or to buy it from an outside supplier. The part, called CISCO, is a component of the company’s finished product.
The following information was collected from the accounting records and production data for the year ending December 31, 2025.
Cost Item | Direct | Allocated | Total | |||
Depreciation | $2,100 | $ 900 | $3,000 | |||
Property taxes | 500 | 200 | 700 | |||
Insurance | 900 | 600 | 1,500 | |||
$3,500 | $1,700 | $5,200 |
All variable manufacturing and direct fixed costs will be eliminated if CISCO is purchased. Allocated costs will not be eliminated if CISCO is purchased. So if CISCO is purchased, the fixed manufacturing costs allocated to CISCO will have to be absorbed by other production departments.
Instructions
a. NI (decrease) $(1,160)
c. NI increase $1,840
Determine if product should be sold or processed further.
P20.3 (LO 4), AN Thompson Industrial Products Inc. (TIPI) is a diversified industrial-cleaner processing company. The company’s Dargan plant produces two products, a table cleaner and a floor cleaner, from a common set of chemical inputs (CDG). Each week, 900,000 ounces of chemical input are processed at a cost of $210,000 into 600,000 ounces of floor cleaner and 300,000 ounces of table cleaner. The floor cleaner has no market value until it is converted into a polish with the trade name FloorShine. The additional processing costs for this conversion amount to $240,000.
FloorShine sells at $20 per 30-ounce bottle. The table cleaner can be sold for $17 per 25-ounce bottle. However, the table cleaner can be converted into two other products by adding 300,000 ounces of another compound (TCP) to the 300,000 ounces of table cleaner. This joint process will yield 300,000 ounces each of table stain remover (TSR) and table polish (TP). The additional processing costs for this process amount to $100,000. Both table products can be sold for $14 per 25-ounce bottle.
The company decided not to process the table cleaner into TSR and TP based on the following analysis.
Process Further | |||||||||
Table Cleaner |
Table Stain Remover (TSR) |
Table Polish (TP) |
Total | ||||||
Production in ounces | 300,000 | 300,000 | 300,000 | ||||||
Revenues | $204,000 | $168,000 | $168,000 | $336,000 | |||||
Costs: | |||||||||
CDG costs | 70,000* | 52,500 | 52,500 | 105,000** | |||||
TCP costs | -0- | 50,000 | 50,000 | 100,000 | |||||
Total costs | 70,000 | 102,500 | 102,500 | 205,000 | |||||
Weekly gross profit | $134,000 | $ 65,500 | $ 65,500 | $131,000 | |||||
*If table cleaner is not processed further, it is allocated of the $210,000 of CDG cost, which is equal to of the total physical output. **If table cleaner is processed further, total physical output is 1,200,000 ounces. TSR and TP combined account for 50% of the total physical output and are each allocated 25% of the CDG cost. |
Instructions
a. 2. Gross profit $186,000
(CMA adapted)
Compute gain or loss, and determine if equipment should be replaced.
P20.4 (LO 5), S
At the beginning of last year (2024), Richter Condos installed a mechanized elevator for its tenants. The owner of the company, Ron Richter, recently returned from an industry equipment exhibition where he watched a computerized elevator demonstrated. He was impressed with the elevator’s speed, comfort of ride, and cost efficiency. Upon returning from the exhibition, he asked his purchasing agent to collect price and operating cost data on the new elevator. In addition, he asked the company’s accountant to provide him with cost data on the company’s elevator. This information is presented here.
Old Elevator | New Elevator | |||
Purchase price | $120,000 | $160,000 | ||
Estimated salvage value | -0- | -0- | ||
Estimated useful life | 5 years | 4 years | ||
Depreciation method | Straight-line | Straight-line | ||
Annual operating costs other than depreciation: | ||||
Variable | $35,000 | $10,000 | ||
Fixed | 23,000 | 8,500 |
Annual revenues are $240,000, and selling and administrative expenses are $29,000, regardless of which elevator is used. If the old elevator is replaced now, at the beginning of 2025, Richter Condos will be able to sell it for $25,000.
Instructions
b. 2. NI $539,000
c. NI increase $23,000
Prepare incremental analysis concerning elimination of divisions.
P20.5 (LO 6), AN Brislin Company has four operating divisions. During the first quarter of 2025, the company reported aggregate income from operations of $213,000 and the following divisional results.
Division | ||||||||
I | II | III | IV | |||||
Sales | $250,000 | $200,000 | $500,000 | $450,000 | ||||
Cost of goods sold | 200,000 | 192,000 | 300,000 | 250,000 | ||||
Selling and administrative expenses | 75,000 | 60,000 | 60,000 | 50,000 | ||||
Income (loss) from operations | $ (25,000) | $ (52,000) | $140,000 | $150,000 |
Analysis reveals the following percentages of variable costs in each division.
I | II | III | IV | |||||
Cost of goods sold | 70% | 90% | 80% | 75% | ||||
Selling and administrative expenses | 40 | 60 | 50 | 60 |
Discontinuance of any division would save 50% of the fixed costs and expenses for that division.
Top management is very concerned about the unprofitable divisions (I and II). Consensus is that one or both of the divisions should be discontinued.
Instructions
a. Contribution margin I $80,000
c. Income III $132,800
CD20 Current Designs faces a number of important decisions that require incremental analysis. Consider each of the following situations independently.
Situation 1
Recently, Mike Cichanowski, owner and CEO of Current Designs, received a phone call from the president of a brewing company. He was calling to inquire about the possibility of Current Designs producing “floating coolers” for a promotion his company was planning. These coolers resemble kayaks but are about one-third the size. They are used to float food and beverages while paddling down the river on a weekend leisure trip. The company would be interested in purchasing 100 coolers for the upcoming summer. It is willing to pay $250 per cooler. The brewing company would pick up the coolers upon completion of the order.
Mike met with Diane Buswell, controller, to identify how much it would cost Current Designs to produce the coolers. After careful analysis, the following costs were identified.
Direct materials | $80/unit | |
Direct labor | $60/unit | |
Variable overhead | $20/unit |
Current Designs would be able to modify an existing mold to produce the coolers. The cost of these modifications would be approximately $3,000.
Instructions
Situation 2
Current Designs is always working to identify ways to increase efficiency while becoming more environmentally conscious. During a recent brainstorming session, one employee suggested to Diane Buswell, controller, that the company should consider replacing the current rotomold oven as a way to realize savings from reduced energy consumption. The oven operates on natural gas, using 17,000 therms of natural gas for an entire year. A new, energy-efficient rotomold oven would operate on 15,000 therms of natural gas for an entire year. After seeking out price quotes from a few suppliers, Diane determined that it would cost approximately $250,000 to purchase a new, energy-efficient rotomold oven. She determines that the expected useful life of the new oven would be 10 years, and it would have no salvage value at the end of its useful life. Current Designs would be able to sell the current oven for $10,000.
Instructions
Situation 3
One of Current Designs’ competitive advantages is found in the ingenuity of its owner and CEO, Mike Cichanowski. His involvement in the design of kayak molds and production techniques has led to Current Designs being recognized as an industry leader in the design and production of kayaks. This ingenuity was evident in an improved design of one of the most important components of a kayak, the seat. The “Revolution Seating System” is a one-of-a-kind, rotating axis seat that gives unmatched, full-contact, under-leg support. It is quickly adjustable with a lever-lock system that allows for a customizable seat position that maximizes comfort for the rider.
Having just designed the “Revolution Seating System,” Current Designs must now decide whether to produce the seats internally or buy them from an outside supplier. The costs for Current Designs to produce the seats are as follows.
Direct materials | $20/unit | Direct labor | $15/unit | |||
Variable overhead | $12/unit | Fixed overhead | $20,000 |
Current Designs will need to produce 3,000 seats this year; 25% of the fixed overhead will be avoided if the seats are purchased from an outside vendor. After soliciting prices from outside suppliers, the company determined that it will cost $50 to purchase a seat from an outside vendor.
Instructions
(Note: This is a continuation of the Waterways case from Chapters 14–19.)
WC20 Waterways Corporation is considering various business opportunities. It wants to make the best use of its production facilities to maximize income. This case asks you to help Waterways do incremental analysis on these various opportunities.
Go to Wiley Course Resources for complete case details and instructions.
CT20.1 Aurora Company is considering the purchase of a new machine. The invoice price of the machine is $140,000, freight charges are estimated to be $4,000, and installation costs are expected to be $6,000. Salvage value of the new equipment is expected to be zero after a useful life of 5 years. Existing equipment could be retained and used for an additional 5 years if the new machine is not purchased. At that time, the salvage value of the equipment would be zero. If the new machine is purchased now, the existing machine would have to be scrapped. Aurora’s accountant, Lisah Huang, has accumulated the following data regarding annual sales and expenses with and without the new machine.
Instructions
With the class divided into groups, prepare an incremental analysis for the 5 years showing whether Aurora should keep the existing machine or buy the new machine. (Ignore income tax effects.)
CT20.2 MiniTek manufactures private-label small electronic products, such as alarm clocks, calculators, kitchen timers, stopwatches, and automatic pencil sharpeners. Some of the products are sold as sets, and others are sold individually. Products are studied as to their sales potential, and then cost estimates are made. The Engineering Department develops production plans, and then production begins. The company has generally had very successful product introductions. Only two products introduced by the company have been discontinued.
One of the products currently sold is a multi-alarm clock. The clock has four alarms that can be programmed to sound at various times and for varying lengths of time. The company has experienced a great deal of difficulty in making the circuit boards for the clocks. The production process has never operated smoothly. The product is unprofitable at the present time, primarily because of warranty repairs and product recalls. Two models of the clocks were recalled, for example, because they sometimes caused an electric shock when the alarms were being shut off. The Engineering Department is attempting to revise the manufacturing process, but the revision will take another 6 months at least.
The clocks were very popular when they were introduced, and since they are private-label, the company has not suffered much from the recalls. Presently, the company has a very large order for several items from BigMart. The order includes 5,000 of the multi-alarm clocks. When the company suggested that BigMart purchase the clocks from another manufacturer, BigMart threatened to rescind the entire order unless the clocks were included.
The company has therefore investigated the possibility of having another company make the clocks for them. The clocks were bid for the BigMart order based on an estimated $6.90 cost to manufacture:
Circuit board, 1 each @ $2.00 | $2.00 | |
Plastic case, 1 each @ $0.80 | 0.80 | |
Alarms, 4 @ $0.15 each | 0.60 | |
Labor, 15 minutes @ $12/hour | 3.00 | |
Overhead, $2.00 per labor hour | 0.50 |
MiniTek could purchase clocks to fill the BigMart order for $10 from Trans-Tech Asia, a Korean manufacturer with a very good quality record. Trans-Tech has offered to reduce the price to $7.50 after MiniTek has been a customer for 6 months, placing an order of at least 1,000 units per month. If MiniTek becomes a “preferred customer” by purchasing 15,000 units per year, the price would be reduced still further to $4.50.
Omega Products, a local manufacturer, has also offered to make clocks for MiniTek. They have offered to sell 5,000 clocks for $5 each. However, Omega Products has been in business for only 6 months. They have experienced significant turnover in their labor force, and the local press has reported that the owners may face tax evasion charges soon. The owner of Omega Products is an electronics engineer, however, and the quality of the clocks is likely to be good.
If MiniTek decides to purchase the clocks from either Trans-Tech or Omega, all the costs to manufacture could be avoided, except a total of $1,000 in overhead costs for machine depreciation. The machinery is fairly new, and has no alternate use.
Instructions
CT20.3 Founded in 1983 and foreclosed in 1996, Beverly Hills Fan Company was located in Woodland Hills, California. With 23 employees and sales of less than $10 million, the company was relatively small. Management felt that there was potential for growth in the upscale market for ceiling fans and lighting. They were particularly optimistic about growth in Mexican and Canadian markets.
Presented here is information from the president’s letter in one of the company’s last annual reports.
Beverly Hills Fan Company President’s Letter |
An aggressive product development program was initiated during the past year resulting in new ceiling fan models planned for introduction this year. Award winning industrial designer Ron Rezek created several new fan models for the Beverly Hills Fan and L.A. Fan lines, including a new Showroom Collection, designed specifically for the architectural and designer markets. Each of these models has received critical acclaim, and order commitments for this year have been outstanding. Additionally, our Custom Color and special order fans continued to enjoy increasing popularity and sales gains as more and more customers desire fans that match their specific interior decors. Currently, Beverly Hills Fan Company offers a product line of over 100 models of contemporary, traditional, and transitional ceiling fans. |
Instructions
CT20.4 Hank Jewell is a production manager at a metal fabricating factory. Last night, he read an article about a new piece of equipment that would dramatically reduce his division’s costs. Hank was very excited about the prospect, and the first thing he did this morning was to bring the article to his supervisor, Preston Thiese, the factory manager. The following conversation occurred:
Hank: | Preston, I thought you would like to see this article on the new PDD1130; they’ve made some fantastic changes that could save us millions of dollars. |
Preston: | I appreciate your interest, Hank, but I actually have been aware of the new machine for 2 months. The problem is that we just bought a new machine last year. We spent $2 million on that machine, and it was supposed to last us 12 years. If we replace it now, we would have to write its book value off of the books for a huge loss. If I go to top management now and say that I want a new machine, they will fire me. I think we should use our existing machine for a couple of years, and then when it becomes obvious that we have to have a new machine, I will make the proposal. |
Instructions
Hank just completed a course in managerial accounting, and he believes that Preston is making a big mistake. Write a memo from Hank to Preston explaining Preston’s decision-making error.
CT20.5 Blake Romney became chief executive officer of Peters Inc. 2 years ago. At the time, the company was reporting lagging profits, and Blake was brought in to “stir things up.” The company has three divisions: electronics, fiber optics, and plumbing supplies. Blake has no interest in plumbing supplies, and one of the first things he did was to put pressure on his accountants to reallocate some of the company’s fixed costs away from the other two divisions to the plumbing division. This had the effect of causing the plumbing division to report losses during the last 2 years; in the past it had always reported low, but acceptable, net income. Blake felt that this reallocation would shine a favorable light on him in front of the board of directors because it meant that the electronics and fiber optics divisions would look like they were improving. Given that these are “businesses of the future,” he believed that the stock market would react favorably to these increases, while not penalizing the poor results of the plumbing division. Without this shift in the allocation of fixed costs, the profits of the electronics and fiber optics divisions would not have improved. But now the board of directors has suggested that the plumbing division be closed because it is reporting losses. This would mean that nearly 500 employees, many of whom have worked for Peters their whole lives, would lose their jobs.
Instructions
CT20.6 Managerial accounting techniques can be used in a wide variety of settings. As we have frequently pointed out, you can use them in many personal situations. They also can be useful in trying to find solutions for societal issues that appear to be hard to solve.
Instructions
Read the Fortune article, “The Toughest Customers: How Hardheaded Business Metrics Can Help the Hard-Core Homeless,” by Cait Murphy (do an Internet search on the title), and then answer the following questions.
CT20.7 School costs money. Is this an expenditure that you should have avoided? On average, a year of tuition at a public four-year college costs about $10,000, and a year of tuition at a public two-year college costs about $5,000. If you did not go to college, you might avoid mountains of school-related debt. In fact, each year, about 600,000 students decide to drop out of school. Many of them never return. Suppose that you are working two jobs and going to college, and that you are not making ends meet. Your grades are suffering due to your lack of available study time. You feel depressed. Should you drop out of school?
YES: | You can always go back to school. If your grades are bad and you are depressed, what good is school doing you anyway? |
NO: | Once you drop out, it is very hard to get enough momentum to go back. Dropping out will dramatically reduce your long-term opportunities. It is better to stay in school, even if you take only one class per semester. While you cannot go back and redo your initial decision, you can look at some facts to evaluate the wisdom of your decision. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
As the following Feature Story about Zappos.com indicates, few management decisions are more important than setting prices. Intel, for example, must sell computer chips at a price that is high enough to cover its costs and ensure a reasonable profit. But if the price is too high, the chips will not sell. In this chapter, we examine two types of pricing situations. The first part of the chapter addresses pricing for goods sold or services provided to external parties. The second part of the chapter addresses pricing decisions managers face when they sell goods to other divisions within the company.
Nick Swinmurn was shopping for a pair of shoes. He found a store with the right style, but not the right color. The next store had the right color, but not the right size. After visiting numerous stores, he went home, figuring he would buy them online. After all, it was 1999, so you could buy everything online, right? Well, apparently not shoes. After an exhaustive search, Nick still came up shoeless.
Nick lived in San Francisco, where in 1999 everybody with even half an idea started an Internet company and became a millionaire. Or so it seemed. So Nick started Zappos.com. The company is dedicated to providing the best selection in shoes in terms of brands, styles, colors, size, and, most importantly, service.
To make sure that Zappos had a fighting chance of evolving from a half-baked idea to a thriving business, Nick brought in Tony Hsieh. At the age of 24, Tony had developed and recently sold a business to Microsoft for $265 million. Tony then brought in Alfred Lin to manage the company’s finances. Tony and Alfred first met when Tony was running a pizza business and Alfred was Tony’s best pizza customer. Together, Tony and Alfred have run Zappos based on 10 basic principles:
Deliver WOW through service.
Embrace and drive change.
Create fun and a little weirdness.
Be adventurous, creative, and open-minded.
Pursue growth and learning.
Build open and honest relationships with communication.
Build a positive team and family spirit.
Do more with less.
Be passionate and determined.
Be humble.
Are you looking for a pair of size 6 Giuseppe Zanotti heels for $1,295 or a pair of Keen size 17 sandals for $95? Zappos is committed to having what you want and getting it to you as fast as possible. Providing this kind of service is not cheap, however. It means having vast warehouses and sophisticated order processing systems. The company’s price has to cover its costs and provide a reasonable profit yet still be competitive. If the price is too high, Zappos loses business. Too low and the company could lose its shirt (or in this case, shoes).
Source: www.zappos.com.
Watch the Zappos.com video in Wiley Course Resources to learn more about how the company sets prices.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Compute a target cost when the market determines a product price. |
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DO IT! 1 Target Costing |
LO 2 Compute a target selling price using cost-plus pricing. |
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DO IT! 2 Target Selling Price |
LO 3 Use time-and-material pricing to determine the cost of services provided. |
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DO IT! 3 Time-and-Material Pricing |
LO 4 Determine a transfer price using the negotiated, cost-based, and market-based approaches. |
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DO IT! 4 Transfer Pricing |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions.
Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Establishing the price for any good or service is affected by many factors. Take the pharmaceutical industry as an example. Its approach to profitability has been to:
Spend heavily on research and development in an effort to find and patent a few new drugs.
Price them high.
Market them aggressively.
Individuals in the United States sometimes question whether these prices are too high. For example, the price of EpiPens® received considerable criticism. The drug companies counter that they need to set these prices high to cover their substantial financial risks to develop these products. Illustration 21.1 indicates the many factors that can affect pricing decisions.
ILLUSTRATION 21.1 Pricing factors
In the long run, a company must price its product to cover its costs and earn a reasonable profit.
But to price its product appropriately, it must have a good understanding of market forces at work.
In most cases, a company does not set the prices.
Instead, the price is set by the competitive market (the laws of supply and demand).
For example, a company such as Chevron or ExxonMobil cannot set the price of gasoline by itself. These companies are called price takers because the price of gasoline is set by market forces (the supply of oil and the demand by customers). This is the case for any product that is not easily differentiated from competing products, such as farm products (corn or wheat) or minerals (coal or sand).
In other situations, the company sets the prices:
When the product is specially made for a customer. An example would be a unique dress designed by Versace or Armani.
When there are few or no other producers capable of manufacturing a similar item. An example would be a company that has a patent or copyright on a unique process, such as computer chips by Intel.
When it effectively differentiates its product or service from others. For example, even in a competitive market like coffee, Starbucks has been able to differentiate its product and charge a premium for a cup of java.
Automobile manufacturers like Ford and Toyota face a competitive market. The price of an automobile is affected greatly by the laws of supply and demand, so no company in this industry can affect the price to a significant degree. Therefore, to earn a profit, companies in the auto industry must focus on controlling costs. This requires setting a target cost that provides a desired profit. Illustration 21.2 shows the relationship of target cost to market price and desired profit (see Decision Tools).
ILLUSTRATION 21.2 Target cost as related to price and profit
Market Price − Desired Profit = Target Cost |
Assuming it reaches sales targets, if General Motors can produce its automobiles for its target cost (or less), it will meet its profit goal. If it cannot achieve its target cost, it will fail to achieve the desired profit, which will disappoint its stockholders.
In a competitive market, a company generally establishes and uses a target cost as follows.
Chooses the segment of the market it wants to compete in—that is, its market niche. For example, it may choose between selling luxury goods or economy goods in order to focus its efforts on one segment or the other.
Conducts market research. This determines the features its product should have, and what the market price is for a product with those features.
Determines its target cost by setting a desired profit. The difference between the market price and the desired profit is the target cost of the product (shown in Illustration 21.2).
Assembles a team of employees with expertise in a variety of areas (production and operations, marketing, and finance). The team’s task is to design and develop a product that can meet quality specifications while not exceeding the target cost.
Thus, the target cost includes all product and period costs necessary to make and market the product or service.
As discussed, in a competitive product environment, the price of a product is set by the market. In order to achieve its desired profit, the company focuses on achieving a target cost.
In a less competitive environment, companies have a greater ability to set the product price.
Commonly, when a company sets a product price, it does so as a function of, or relative to, the cost of the product or service. This is referred to as cost-plus pricing.
Under cost-plus pricing, a company first determines a cost base and then adds a markup to the cost base to determine the target selling price.
If the cost base includes all of the costs required to produce and sell the product, then the markup represents the desired profit.
The size of the markup (profit) depends on the return the company hopes to generate on the amount it has invested.
In determining the optimal markup, the company must also consider competitive and market conditions, political and legal issues, and other relevant factors.
Once the company has determined its cost base and its desired markup, it can add the two together to determine the target selling price.
Illustration 21.3 presents the basic cost-plus pricing equation (see Decision Tools).
ILLUSTRATION 21.3 Cost-plus pricing equation
Cost + Markup = Target Selling Price |
To illustrate, assume that Thinkmore Products, Inc. is in the process of setting a selling price on its new video camera pen. It is a functioning pen that records up to 2 hours of audio and video. The unit variable cost estimates for the video camera pen are as shown in Illustration 21.4.
ILLUSTRATION 21.4 Unit variable cost
Per Unit | |
Direct materials | $23 |
Direct labor | 17 |
Variable manufacturing overhead | 12 |
Variable selling and administrative expenses | 8 |
Unit variable cost | $60 |
To produce and sell its product, Thinkmore incurs fixed manufacturing overhead of $350,000 and fixed selling and administrative expenses of $300,000. To determine the unit cost, we divide total fixed costs by the number of units the company expects to produce. Illustration 21.5 shows the computation of unit fixed cost for Thinkmore, assuming the production of 10,000 units.
ILLUSTRATION 21.5 Unit fixed cost, 10,000 units
Total Costs |
÷ | Budgeted Volume |
= | Unit Cost |
|
Fixed manufacturing overhead | $350,000 | ÷ | 10,000 | = | $35 |
Fixed selling and administrative expenses | 300,000 | ÷ | 10,000 | = | 30 |
Unit fixed cost (at 10,000 units) | $65 |
Management is ultimately evaluated based on its ability to generate a high return on the company’s investment. This is frequently expressed as a return on investment (ROI) percentage, calculated as income divided by the average amount invested in a product or service. A higher percentage reflects a greater success in generating profits from the investment in a product or service. Chapter 23 provides a more in-depth discussion of the use of ROI to evaluate the performance of investment center managers.
To achieve a desired ROI percentage, a product’s markup should be determined by calculating the desired ROI per unit.
This is calculated by multiplying the desired ROI percentage times the amount invested to produce the product, and then dividing this by the number of units produced.
Illustration 21.6 shows the computation used to determine a markup amount based on a desired ROI per unit for Thinkmore, assuming that the company expects to produce 10,000 units, desires a 20% ROI, and invests $2,000,000.
ILLUSTRATION 21.6 Calculation of markup based on desired ROI per unit
= | Markup (Desired ROI per Unit) | |
= | $40 |
Thinkmore expects to receive income of $400,000 (20% × $2,000,000) on its $2,000,000 investment. On a per unit basis, the markup based on the desired ROI per unit is $40 ($400,000 ÷ 10,000 units). Given the unit costs shown above, Illustration 21.7 computes the sales price to be $165.
ILLUSTRATION 21.7 Computation of selling price, 10,000 units
Per Unit | |
Variable cost | $ 60 |
Fixed cost | 65 |
Total cost | 125 |
Markup (desired ROI per unit) | 40 |
Unit selling price (at 10,000 units) | $165 |
In most cases, companies like Thinkmore use a markup percentage on cost to determine the selling price. Illustration 21.8 presents the equation to compute the markup percentage to achieve a desired ROI of $40 per unit.
ILLUSTRATION 21.8 Computation of markup percentage
Markup (Desired ROI per Unit) |
÷ | Total Unit Cost |
= | Markup Percentage |
$40 | ÷ | $125 | = | 32% |
Using a 32% markup on cost, Thinkmore would compute the target selling price as shown in Illustration 21.9.
ILLUSTRATION 21.9 Computation of selling price—markup approach
Total Unit Cost | + | = | Total Selling Price |
|
$125 | + | = | $165 |
Thinkmore should set the selling price for its video camera pen at $165.
The cost-plus pricing approach has a major advantage: It is simple to compute.
However, the cost model does not give consideration to the demand side. That is, will customers pay the price Thinkmore Products computed for its video camera pen?
In addition, sales volume plays a large role in determining unit costs. The lower the sales volume, for example, the higher the price Thinkmore must charge to meet its desired ROI.
To illustrate, if the budgeted sales volume was 5,000 instead of 10,000, Thinkmore’s unit variable costs would remain the same. However, the unit fixed cost would change as shown in Illustration 21.10.
ILLUSTRATION 21.10 Unit fixed cost, 5,000 units
Total Costs |
÷ | Budgeted Volume |
= | Unit Cost |
|
Fixed manufacturing overhead | $350,000 | ÷ | 5,000 | = | $ 70 |
Fixed selling and administrative expenses | 300,000 | ÷ | 5,000 | = | 60 |
Unit fixed cost (at 5,000 units) | $130 |
As indicated in Illustration 21.5, the unit fixed cost for 10,000 units was $65. However, at a lower sales volume of 5,000 units, the unit fixed cost increases to $130. Thinkmore’s desired 20% ROI now results in a $80 ROI per unit [(20% × $2,000,000) ÷ 5,000]. Thinkmore computes the selling price at 5,000 units as shown in Illustration 21.11.
ILLUSTRATION 21.11 Computation of selling price, 5,000 units
Per Unit | |
Variable cost | $ 60 |
Fixed cost | 130 |
Total cost | 190 |
Markup (desired ROI per unit) | 80 |
Unit selling price (at 5,000 units) | $270 |
As shown, the lower the budgeted volume, the higher the unit price. The reason: Fixed costs and ROI are spread over fewer units, and therefore the fixed cost and ROI per unit increase. In this case, at 5,000 units, Thinkmore would have to mark up its total unit costs 42.11% to earn a desired ROI of $80 per unit, as shown below.
The target selling price would then be $270, as indicated earlier:
The opposite effect will occur if budgeted volume is higher (say, 12,000 units) because fixed costs and ROI can be spread over more units. As a result, the cost-plus model of pricing will achieve its desired ROI only when Thinkmore sells the quantity it budgeted. If actual volume is much less than budgeted volume, Thinkmore may sustain losses unless it can raise its prices.
In determining the target price for Thinkmore Products’ video camera pen, we calculated the cost base by including all costs incurred. This approach is referred to as full-cost pricing.
Instead of using full costs to set prices, some companies simply add a markup to their variable costs (thus excluding fixed manufacturing and fixed selling and administrative costs).
Using variable-cost pricing as the basis for setting prices avoids the problem of using uncertain cost information (as discussed above for Thinkmore) related to unit fixed cost computations.
Variable-cost pricing also is helpful in pricing special orders or when excess capacity exists.
The major disadvantage of variable-cost pricing is that managers may set the price too low and consequently fail to cover their fixed costs. In the long run, failure to cover fixed costs will lead to losses. As a result, companies that use variable-cost pricing must adjust their markups to make sure that the price set will provide a fair return. The use of variable costs as the basis for setting prices is discussed in Appendix 21A.
Another variation on cost-plus pricing is time-and-material pricing.
Under this approach, the company sets two pricing rates—one for the labor used on a job and another for the material.
The labor rate includes the hourly rate paid for direct labor time and other employee costs.
The material charge is based on the cost of direct parts and materials used and a material loading charge for related overhead costs.
Time-and-material pricing is widely used in service industries, especially professional firms such as public accounting, law, engineering, and consulting firms, as well as construction companies, repair shops, and printers.
To illustrate a time-and-material pricing situation, assume the data shown in Illustration 21.12 for Lake Holiday Marina, a boat and motor repair shop.
ILLUSTRATION 21.12 Total annual budgeted time and material costs
Lake Holiday Marina Budgeted Costs for the Year 2025 |
|||
Time Charges |
Material Loading Charges* |
||
Mechanics’ wages and benefits | $103,500 | — | |
Parts manager’s salary and benefits | — | $11,500 | |
Office employee’s salary and benefits | 20,700 | 2,300 | |
Other overhead (supplies, depreciation, property taxes, advertising, utilities) | 26,800 | 14,400 | |
Total budgeted costs | $151,000 | $28,200 | |
*The material loading charges exclude the invoice cost of the materials. |
Using time-and-material pricing involves three steps:
Calculate the per hour labor charge.
Calculate the charge for obtaining and holding materials.
Calculate the charges for a particular job.
The first step for time-and-material pricing is to determine a charge for labor time. The charge for labor time is expressed as a rate per hour of labor. This rate includes:
The direct labor cost of the employees, including hourly pay rate plus fringe benefits.
Selling, administrative, and similar overhead costs.
An allowance for a desired profit or ROI per hour of employee time.
In some industries, such as repair shops for autos and boats, the same hourly labor rate is charged regardless of which employee performs the work. In other industries, the rate that is charged is adjusted according to classification or level of the employee. A public accounting firm, for example, would charge different rates for the services of an assistant, senior manager, or partner. A law firm would charge different rates for the work of a paralegal, associate, or partner.
Illustration 21.13 shows computation of the hourly charges for Lake Holiday Marina during 2025. The marina budgets 5,000 annual labor hours in 2025, and it desires a profit margin of $8 per hour of labor.
ILLUSTRATION 21.13 Computation of hourly time-charge rate
To determine the labor charge for a job, the marina multiplies this rate of $38.20 by the number of hours of labor used.
The charge for materials typically includes the invoice price of any materials used on the job plus a material loading charge.
The material loading charge covers the costs of purchasing, receiving, handling, and storing materials, plus any desired profit margin on the materials themselves.
The material loading charge is expressed as a percentage of the total estimated costs of parts and materials for the year.
To determine this percentage, the company:
Estimates its total annual costs for purchasing, receiving, handling, and storing materials.
Divides this amount by the total estimated cost of parts and materials.
Adds a desired profit margin on the materials themselves.
Illustration 21.14 shows the computation of the material loading charge used by Lake Holiday Marina during 2025. The marina estimates that the total invoice cost of parts and materials used in 2025 will be $120,000. The marina desires a 20% profit margin on the invoice cost of parts and materials.
ILLUSTRATION 21.14 Computation of material loading charge
The marina’s material loading charge on any particular job is 43.50% multiplied by the cost of materials used on the job. For example, if the marina used $100 of parts, the additional material loading charge would be $43.50.
The charges for any particular job are the sum of:
The labor charge.
The charge for the materials.
The material loading charge.
For example, suppose that Lake Holiday Marina prepares a price quotation to estimate the cost to refurbish a used 28-foot pontoon boat. Lake Holiday Marina estimates the job will require 50 hours of labor and $3,600 in parts and materials. Illustration 21.15 shows the marina’s price quotation.
ILLUSTRATION 21.15 Price quotation for time and material
Lake Holiday Marina Time-and-Material Price Quotation |
|||
Job: Marianne Perino, repair of 28-foot pontoon boat | |||
Labor charges: 50 hours @ $38.20 | $1,910 | ||
Material charges | |||
Cost of parts and materials | $3,600 | ||
Material loading charge (43.5% × $3,600) | 1,566 | 5,166 | |
Total price of labor and material | $7,076 |
Included in the $7,076 price quotation for the boat repair are charges for labor costs, overhead costs, materials costs, materials handling and storage costs, and a profit margin on both labor and parts (see Decision Tools). Lake Holiday Marina used labor hours as a basis for computing the time rate. Other companies, such as machine shops, plastic molding shops, and printers, might use machine hours.
In today’s global economy, growth is often vital to survival. Some companies grow “vertically,” meaning they expand in the direction of either their suppliers or customers. For example, a manufacturer of bicycles like Trek may acquire a bicycle component manufacturer or a chain of bicycle shops. A movie production company like Walt Disney or WarnerMedia may acquire a movie theater chain or a cable television company.
Divisions within vertically integrated companies often transfer goods or services to other divisions in the company.
When goods are transferred between divisions of the same company, the price used to record the transaction is the transfer price.
Illustration 21.16 shows transfers between divisions for Aerobic Bicycle Company. As shown, the Component Division sells goods to the Company’s Assembly Division, as well as to outside parties. Units sold to the Assembly Division are recorded at the transfer price.
ILLUSTRATION 21.16 Transfer pricing example
The primary objective of transfer pricing is the same as that of pricing a product to an outside party.
The objective is to maximize the return to the company.
An additional objective of transfer pricing is to measure divisional performance accurately.
Setting a transfer price is complicated because of competing interests among divisions within the company. For example, in the case of the bicycle company shown in Illustration 21.16, setting the transfer price high will benefit the Component Division (the selling division) but will hurt the Assembly Division (the purchasing division).
There are three possible approaches for determining a transfer price:
Negotiated transfer prices.
Cost-based transfer prices.
Market-based transfer prices.
Conceptually, a negotiated transfer price should work best, but due to practical considerations, companies often use the other two methods.
A negotiated transfer price is determined through agreement of division managers. To illustrate negotiated transfer pricing, we examine Alberta Company. Until recently, Alberta focused exclusively on making rubber soles for work boots and hiking boots. It sold these rubber soles to boot manufacturers for $18 per sole and had a variable cost of $11 per sole.
Last year, the company decided to take advantage of its strong reputation by expanding into the business of making hiking boots.
As a consequence of this expansion, the company is now structured as two independent divisions, the Boot Division and the Sole Division.
The company compensates the manager of each division based on achievement of profitability targets for that division.
The Boot Division manufactures leather uppers for hiking boots and attaches these uppers to rubber soles. Its variable costs, not including the sole, are $35 per boot. During its first year, the Boot Division purchased its rubber soles from an outside supplier for $17 per sole so as not to disrupt the operations of the Sole Division. However, top management now wants the Sole Division to provide at least some of the soles used by the Boot Division. Illustration 21.17 shows the computation of the unit contribution margin for each division when the Boot Division purchases soles from an outside supplier for $17 and the Sole Division sells to outside customers for $18 per sole.
ILLUSTRATION 21.17 Computation of contribution margin for two divisions, when Boot Division purchases soles from an outside supplier
Boot Division | Sole Division | |||
Selling price of boot | $90 | Selling price of sole | $18 | |
Variable cost of boot (not including sole) | 35 | Variable cost per sole | 11 | |
Cost of sole purchased from outside supplier | 17 | |||
Unit contribution margin | $38 | Unit contribution margin | $ 7 | |
Total unit contribution margin $45 ($38 + $7) |
This information indicates that the unit contribution margin for the Boot Division is $38 and for the Sole Division is $7. The total unit contribution margin is $45 ($38 + $7).
Now let’s ask the question, “What would be a fair transfer price if the Sole Division sold 10,000 soles to the Boot Division?” The answer depends on how busy the Sole Division is—that is, whether it has excess capacity.
Assume that the Sole Division has no excess capacity and produces and sells 80,000 soles to outside customers. As indicated in Illustration 21.17, the Sole Division charges outside customers $18 and has a variable cost of $11, so its contribution margin on units sold to outside customers is $7 ($18 − $11). Since the Sole Division has no excess capacity, if it chooses to sell 10,000 units to the Boot Division, it would have to forgo sales of 10,000 units to outside customers.
The contribution margin on sales to outside customers that would be forgone as a result of an internal transfer is referred to as the opportunity cost.
Therefore, the Sole Division must receive from the Boot Division a payment that will at least cover its variable cost of $11 per sole plus its contribution margin—opportunity cost— of $7 per sole.
The sum of the variable cost and the opportunity cost is referred to as the minimumtransfer price.
If the Sole Division cannot recover the minimum transfer price, it should not sell its soles to the Boot Division.
The minimum transfer price that would be acceptable to the Sole Division is $18, as shown in Illustration 21.18 (see Decision Tools).
ILLUSTRATION 21.18 Minimum transfer price equation—no excess capacity
Variable Cost | + | Opportunity Cost | = | Minimum Transfer Price |
$11 | + | $7 | = | $18 |
From the perspective of the Boot Division (the buyer), the most it will pay is what the sole would cost from an outside supplier. In this case, therefore, the Boot Division would pay no more than $17. As shown in Illustration 21.19, an acceptable transfer price is not available in this situation.
ILLUSTRATION 21.19 Transfer price negotiations— no excess capacity
What happens if the Sole Division has excess capacity? For example, assume the Sole Division can produce 80,000 soles but can sell only 70,000 soles in the open market. As a result, it has available capacity of 10,000 units. Because it has excess capacity, the Sole Division could provide 10,000 units to the Boot Division without losing its $7 contribution margin on these units. Therefore, as Illustration 21.20 shows, the minimum price it would now accept is $11.
ILLUSTRATION 21.20 Minimum transfer price equation—excess capacity
Variable Cost | + | Opportunity Cost | = | Minimum Transfer Price |
$11 | + | $0 | = | $11 |
In this case, the Boot Division and the Sole Division should negotiate a transfer price within the range of $11 to $17, as shown in Illustration 21.21.
ILLUSTRATION 21.21 Transfer pricing negotiations—excess capacity
Given excess capacity, Alberta Company will increase its overall net income if the Boot Division purchases the 10,000 soles internally. This is true as long as the Sole Division’s variable cost is less than the outside price of $17.
The Sole Division will receive a positive contribution margin from any transfer price above its variable cost of $11.
The Boot Division will benefit from any price below $17.
At any transfer price above $17, the Boot Division will go to an outside supplier, a solution that would be undesirable to both divisions as well as to the company as a whole.
In the minimum transfer price equation, variable cost is defined as the variable cost of units sold internally.
In some instances, the variable cost of units sold internally will differ from the variable cost of units sold externally. For example, companies often can avoid some variable selling expenses when units are sold internally. In this case, the variable cost of units sold internally will be lower than that of units sold externally.
Alternatively, the variable cost of units sold internally could be higher than normal if the internal division requests a special order that requires more expensive materials or additional labor. For example, assume that the Boot Division designs a new high-margin, heavy-duty boot. The sole for this boot will use denser rubber with an intricate lug design. Alberta Company is not aware of any supplier that currently makes such a sole, nor does it feel that any other supplier can meet its quality expectations. As a consequence, there is no available market price to use as the transfer price.
We can, however, employ the equation for the minimum transfer price to assist in arriving at a reasonable solution. After evaluating the special sole, the Sole Division determines that its variable cost would be $19 per sole. The Sole Division is at full capacity. The Sole Division’s opportunity cost at full capacity is the $7 ($18 − $11) per sole that it earns producing the standard sole and selling it to an outside customer. Therefore, the minimum transfer price that the Sole Division would be willing to accept for the special-order sole is as shown in Illustration 21.22.
ILLUSTRATION 21.22 Minimum transfer price equation—special order
Variable Cost | + | Opportunity Cost | = | Minimum Transfer Price |
$19 | + | $7 | = | $26 |
The transfer price of $26 provides the Sole Division with enough revenue to cover its increased variable cost and its opportunity cost (contribution margin on its standard sole).
In some situations, when the division has no excess capacity, the number of units transferred internally differs from the number units forgone on sales to outside parties. This occurs if characteristics of the units transferred internally differ from standard units, and thus differ in terms of the amount of manufacturing resources required for production. For example, suppose that the Boot Division requests 7,000 units of a special, high-endurance sole that requires more manufacturing resources than a standard sole. To produce 7,000 units of the special sole for the Boot Division, the Sole Division will have to forgo sales of 10,000 units of its standard sole to outside customers.
When the number of units transferred internally differs from the number of units of external sales forgone, a company must compute the opportunity cost per unit transferred internally.
This is accomplished by first computing the total contribution margin on all units forgone and then dividing by the number of units transferred internally.
The calculation for the opportunity cost, applied to the special order from the Boot Division, is shown in Illustration 21.23.
ILLUSTRATION 21.23 Opportunity cost if units sold are unequal to units forgone
[(Selling Price | − | Variable Cost) | × | Units Forgone] | ÷ | Units Transferred Internally |
= | Opportunity Cost |
[($18 | − | $11) | × | 10,000] | ÷ | 7,000 | = | $10 |
Notice that, because the number of units forgone exceeds the number of units that will be transferred internally, the opportunity cost per unit of $10 exceeds the opportunity cost per unit of $7 that we computed previously on a standard unit.
Under negotiated transfer pricing, the selling division establishes a minimum transfer price, and the purchasing division establishes a maximum transfer price. This system provides a sound basis for establishing a transfer price because both divisions are better off if the proper decision-making rules are used. However, companies often do not use negotiated transfer pricing because:
Market price information is sometimes not easily obtainable.
A lack of trust between the two negotiating divisions may lead to a breakdown in the negotiations.
Negotiations often lead to different pricing strategies from division to division, which is cumbersome and sometimes costly to implement.
Many companies, therefore, often use simple systems based on cost or market information to develop transfer prices.
An alternative to negotiated transfer pricing is cost-based pricing.
A cost-based transfer price is based on the costs incurred by the division producing the goods or services.
A cost-based transfer price can be based on variable costs alone, or on variable costs plus fixed costs.
In some cases, the selling division may add a markup.
The cost-based approach sometimes results in improper transfer prices. Improper transfer prices can reduce company profits and provide unfair evaluations of division performance. To illustrate, assume that Alberta Company requires the division to use a transfer price based on the variable cost of the sole. With no excess capacity, the contribution margins per unit for the two divisions are as shown in Illustration 21.24.
ILLUSTRATION 21.24 Cost-based transfer price—10,000 units
Boot Division | Sole Division | |||
Selling price of boot | $90 | Selling price of sole | $11 | |
Variable cost of boot (not including sole) | 35 | Variable cost per sole | 11 | |
Cost of sole purchased from sole division | 11 | |||
Unit contribution margin | $44 | Unit contribution margin | $ 0 | |
Total unit contribution margin $44 ($44 + $0) |
This cost-based transfer system is a bad deal for the Sole Division as it reports no profit on the transfer of 10,000 soles to the Boot Division.
If the Sole Division could sell these soles to an outside customer, it would make $70,000 [10,000 × ($18 − $11)].
The Boot Division, on the other hand, is delighted. Its unit contribution margin increases from $38 to $44, or $6 per boot.
Thus, this transfer price results in an unfair evaluation of these two divisions.
Further examination of this example reveals that this transfer price reduces the company’s overall profits. The Sole Division lost a unit contribution margin of $7 (Illustration 21.17), and the Boot Division experiences only a $6 increase in its unit contribution margin. Overall, Alberta Company loses $10,000 [10,000 boots × ($7 − $6)]. Illustration 21.25 illustrates this deficiency.
ILLUSTRATION 21.25 Cost-based transfer price results—no excess capacity
The overall results change if the Sole Division has excess capacity. In this case, the Sole Division continues to report a zero profit on these 10,000 units but does not lose the $7 per unit of contribution margin (because it had excess capacity). The Boot Division gains $6. So overall, the company is better off by $60,000 (10,000 × $6). However, with a cost-based system, the Sole Division continues to report a zero profit on these 10,000 units.
The cost-based approach has disadvantages:
A cost-based system does not reflect the division’s true profitability.
It does not provide adequate incentive for the Sole Division to control costs. The division’s costs are simply passed on to the next division.
Despite these disadvantages, the cost system is simple to understand and easy to use because the information is already available in the accounting system. In addition, market information is sometimes not available, so the only alternative is some type of cost-based system. As a result, cost-based transfer prices are the most common method used by companies to establish transfer prices.
The market-based transfer price is based on existing market prices of competing goods or services.
A market-based system is often considered the best approach because it is objective and generally provides the proper economic incentives.
For example, if the Sole Division can charge the market price, it is indifferent as to whether soles are sold to outside customers or internally to the Boot Division—it does not lose any contribution margin.
Similarly, the Boot Division pays a price for the soles that is at or reasonably close to market.
When the Sole Division has no excess capacity, the market-based system works reasonably well. The Sole Division receives market price, and the Boot Division pays market price.
If the Sole Division has excess capacity, however, the market-based system can lead to actions that are not in the best interest of the company. The minimum transfer price that the Sole Division should receive is its variable cost plus its opportunity cost. If the Sole Division has excess capacity, its opportunity cost is zero. However, under the market-based system, the Sole Division transfers the goods at the market price of $18, for a unit contribution margin of $7 ($18 − $11). The Boot Division manager has to accept the $18 sole price. This price may not accurately reflect a fair cost of the sole, given that the Sole Division had excess capacity. As a result, the Boot Division may overprice its boots in the market if it uses the market price of the sole plus a markup in setting the price of the boot. This action can lead to losses for Alberta overall.
As indicated earlier, in many cases, there simply is not a well-defined market for the good or service being transferred. When this is the case, a reasonable market value cannot be developed, so companies often resort to a cost-based system.
An increasing number of companies rely on outsourcing.
Outsourcing involves contracting with an external party to provide a good or service, rather than performing the work internally.
Some companies have taken outsourcing to the extreme by outsourcing all of their production. Many of these so-called virtual companies have well-established brand names though they do not manufacture any of their own products.
Companies use incremental analysis (Chapter 20) to determine whether outsourcing is profitable. When companies outsource, fewer components are transferred internally between divisions. This reduces the need for transfer prices.
As more companies “globalize” their operations, an increasing number of intercompany transfers are between divisions that are located in different countries. One estimate suggests that 60% of trade between countries is simply transfers between company divisions. Differences in tax rates across countries can complicate the determination of the appropriate transfer price.
A company pays income tax in the country in which it generates revenue.
Some companies intentionally shift income from divisions located in countries with high tax rates to divisions located in countries with low tax rates.
Appendix 21B discusses in more detail transfer pricing issues that occur when goods are exchanged between divisions in different countries.
In determining the target price for Thinkmore Products’ video camera pen in the chapter, we calculated the cost base by including all costs incurred. This approach is referred to as full-cost pricing.
Using total cost as the basis of the markup makes sense conceptually. In the long run, the price must cover all costs and provide a reasonable profit.
However, total cost is difficult to determine in practice. This is because period costs (selling and administrative expenses) are difficult to trace to a specific product.
Activity-based costing can be used to overcome this difficulty to some extent.
In practice, companies sometimes use two other cost approaches: (1) absorption-cost pricing or (2) variable-cost pricing. Absorption-cost pricing is more popular than variable-cost pricing.1 We illustrate both approaches because both have merit.
Absorption-cost pricing is consistent with generally accepted accounting principles (GAAP). The reason: It includes both variable and fixed manufacturing costs as product costs.
Absorption-cost pricing excludes from this cost base both variable and fixed selling and administrative costs.
Thus, companies must somehow provide for selling and administrative costs plus the target ROI. They do this through the markup.
The first step in absorption-cost pricing is to compute the unit manufacturing cost. For Thinkmore Products, this amounts to $87 per unit at a volume of 10,000 units, as shown in Illustration 21A.1.
ILLUSTRATION 21A.1 Computation of unit manufacturing cost
Per Unit | |
Direct materials | $23 |
Direct labor | 17 |
Variable manufacturing overhead | 12 |
Fixed manufacturing overhead ($350,000 ÷ 10,000) | 35 |
Total unit manufacturing cost (absorption cost) | $87 |
In addition, Thinkmore provides the information given in Illustration 21A.2 regarding selling and administrative expenses per unit and desired ROI per unit.
ILLUSTRATION 21A.2 Other selling and administrative expense information
Variable selling and administrative expenses | $ 8 |
Fixed selling and administrative expenses ($300,000 ÷ 10,000) | 30 |
Total selling and administrative expenses per unit | $38 |
Desired ROI per unit (see Illustration 21.6) | $40 |
The second step in absorption-cost pricing is to compute the markup percentage using the equation in Illustration 21A.3. Note that when companies use manufacturing cost per unit as the cost base to compute the markup percentage, the percentage must cover the desired ROI and also the selling and administrative expenses.
ILLUSTRATION 21A.3 Markup percentage—absorption-cost pricing
Desired ROI per Unit |
+ | Selling and Administrative Expenses per Unit |
= | Markup Percentage |
× | Manufacturing Cost per Unit |
$40 | + | $38 | = | MP | × | $87 |
Solving, we find:
MP = ($40 + $38) ÷ $87 = 89.66% |
The third and final step is to set the target selling price. Using a markup percentage of 89.66% and absorption-cost pricing, Thinkmore computes the target selling price as shown in Illustration 21A.4.
ILLUSTRATION 21A.4 Computation of target price—absorption-cost pricing
Manufacturing Cost per Unit | + | = | Target Selling Price | |
$87 | + | = | $165 |
Using a target price of $165 will produce the desired 20% return on investment for Thinkmore on its video camera pen at a volume level of 10,000 units, as shown in Illustration 21A.5.
ILLUSTRATION 21A.5 Proof of 20% ROI—absorption-cost pricing
Thinkmore Products, Inc. Budgeted Absorption-Cost Income Statement |
|
Revenue (10,000 camera pens × $165) | $1,650,000 |
Cost of goods sold (10,000 camera pens × $87) | 870,000 |
Gross profit | 780,000 |
Selling and administrative expenses [10,000 camera pens × ($8 + $30)] | 380,000 |
Net income | $ 400,000 |
Budgeted ROI | |
20% | |
Markup Percentage | |
89.66% |
Because of the fixed-cost component, if Thinkmore sells more than 10,000 units, the ROI will be greater than 20%. If it sells fewer than 10,000 units, the ROI will be less than 20%. The markup percentage is also verified by adding $400,000 (the net income) and $380,000 (selling and administrative expenses) and then dividing by $870,000 (the cost of goods sold or the cost base).
Most companies that use cost-plus pricing use either absorption cost or full cost as the basis. The reasons for this tendency are as follows.
Absorption-cost information is most readily provided by a company’s cost accounting system. Because absorption-cost data already exist in general ledger accounts, it is cost-effective to use the data for pricing.
Basing the cost-plus calculation on only variable costs could encourage managers to set too low a price to boost sales. There is the fear that if managers use only variable costs, they will substitute variable costs for full costs, which can lead to repeated price cutting.
Absorption-cost or full-cost pricing provides the most defensible base for justifying prices to all interested parties—managers, customers, and government.
Under variable-cost pricing, the cost base consists of all of the variable costs associated with a product, including variable selling and administrative costs.
Because fixed costs are not included in the base, the markup must provide for all fixed costs (manufacturing, and selling and administrative) and the target ROI.
Variable-cost pricing is more useful for making short-run decisions because it considers variable-cost and fixed-cost behavior patterns separately.
The first step in variable-cost pricing is to compute the unit variable cost. For Thinkmore Products, this amounts to $60 per unit, as shown in Illustration 21A.6.
ILLUSTRATION 21A.6 Computation of unit variable cost
Per Unit | |
Direct materials | $23 |
Direct labor | 17 |
Variable manufacturing overhead | 12 |
Variable selling and administrative expense | 8 |
Total unit variable cost | $60 |
The second step in variable-cost pricing is to compute the markup percentage. Illustration 21A.7 shows the calculation for the markup percentage. For Thinkmore, fixed costs include fixed manufacturing overhead of $35 per unit ($350,000 ÷ 10,000) and fixed selling and administrative expenses of $30 per unit ($300,000 ÷ 10,000).
ILLUSTRATION 21A.7 Computation of markup percentage—variable-cost pricing
Desired ROI per Unit |
+ | Unit Fixed Cost |
= | Markup Percentage |
× | Unit Variable Cost |
$40 | + | ($35 + $30) | = | MP | × | $60 |
Solving, we find:
The third step is to set the target selling price. Using a markup percentage of 175% and the variable-cost approach, Thinkmore computes the selling price as shown in Illustration 21A.8.
ILLUSTRATION 21A.8 Computation of target price—variable-cost pricing
Unit Variable Cost |
+ | = | Total Selling Price |
|
$60 | + | = | $165 |
Using a target price of $165 will produce the desired 20% return on investment for Thinkmore on its video camera pen at a volume level of 10,000 units, as shown in Illustration 21A.9.
ILLUSTRATION 21A.9 Proof of 20% ROI—variable-cost approach
Thinkmore Products, Inc. Budgeted Variable-Cost Income Statement |
||
Revenue (10,000 camera pens × $165) | $1,650,000 | |
Variable costs (10,000 camera pens × $60) | 600,000 | |
Contribution margin | 1,050,000 | |
Fixed manufacturing overhead | $350,000 | |
Fixed selling and administrative expenses | 300,000 | 650,000 |
Net income | $ 400,000 | |
Budgeted ROI | ||
20% | ||
Markup Percentage | ||
175% |
Under any of the three pricing approaches we have looked at (full-cost, absorption-cost, and variable-cost), the desired ROI will be attained only if the budgeted sales volume for the period is attained.
None of these approaches guarantees a profit or a desired ROI.
Achieving a desired ROI is the result of many factors, some of which are beyond the company’s control, such as market conditions, political and legal issues, customers’ tastes, and competitive actions.
Because absorption-cost pricing includes allocated fixed costs, it does not make clear how the company’s costs will change as volume changes. To avoid blurring the effects of cost behavior on net income, some managers therefore prefer variable-cost pricing. The specific reasons for using variable-cost pricing, even though the basic accounting data are less accessible, are as follows.
Variable-cost pricing, being based on variable cost, is more consistent with cost-volume-profit analysis used by managers to measure the profit implications of changes in price and volume.
Variable-cost pricing provides the type of data managers need for pricing special orders. It reveals the incremental effect of accepting one more order.
Variable-cost pricing avoids arbitrary allocation of common fixed costs (such as executive salaries) to individual product lines.
Companies must pay income tax in the country where they generate the income.
In order to maximize income and minimize income tax, some companies attempt to report more income in countries with low tax rates, and less income in countries with high tax rates.
They accomplish this by adjusting the transfer prices they use on internal transfers between divisions located in different countries.
They allocate more contribution margin to the division in the low-tax-rate country, and allocate less to the division in the high-tax-rate country.
To illustrate, suppose that Alberta’s Boot Division is located in a country with a corporate tax rate of 10%, and the Sole Division is located in a country with a tax rate of 30%. To maximize the company’s combined after-tax profit, it would want to shift income from the Sole Division to the Boot Division because the Boot Division is taxed at a lower rate. Illustration 21B.1 compares the after-tax contribution margin to the company using a transfer price of $18 versus a transfer price of $11.
ILLUSTRATION 21B.1 After-tax unit contribution margin under alternative transfer prices
Note that the before-tax total contribution margin to Alberta Company is $44 regardless of whether the transfer price is $18 or $11. However, the after-tax total contribution margin to Alberta Company is $38.20 using the $18 transfer price and $39.60 using the $11 transfer price. The reason: When Alberta uses the $11 transfer price, more of the contribution margin is attributed to the division that is in the country with the lower tax rate, so the company pays $1.40 less per unit in taxes [($3.70 + $2.10) − $4.40].
As this analysis shows, Alberta Company would be better off using the $11 transfer price. However, this presents some concerns.
The Sole Division manager will not be happy with an $11 transfer price. This price may lead to unfair evaluations of the Sole Division’s manager.
The company must ask whether it is legal and ethical to use an $11 transfer price when the market price clearly is higher than that.
Additional consideration of international transfer pricing is discussed in advanced accounting courses.
To compute a target cost, the company determines its target selling price. Once the target selling price is set, it determines its target cost by setting a desired profit. The difference between the target price and desired profit is the target cost of the product.
Cost-plus pricing involves establishing a cost base and adding to this cost base a markup to determine a target selling price. The cost-plus pricing equation is expressed as follows: Target selling price = Cost + (Markup percentage × Cost).
Under time-and-material pricing, two pricing rates are set—one for the labor used on a job and another for the material. The labor rate includes direct labor time and other employee costs. The material charge is based on the cost of direct parts and materials used and a material loading charge for related overhead costs.
The negotiated price is determined through agreement of division managers. Under a cost-based approach, the transfer price may be based on variable cost alone or on variable costs plus fixed costs. Companies may add a markup to these numbers. The cost-based approach often leads to poor performance evaluations and purchasing decisions. The advantage of the cost-based system is its simplicity. A market-based transfer price is based on existing competing market prices and services. A market-based system is often considered the best approach because it is objective and generally provides the proper economic incentives.
Absorption-cost pricing uses total manufacturing cost as the cost base and provides for selling and administrative costs plus the target ROI through the markup. The target selling price is computed as: Manufacturing cost per unit + (Markup percentage × Manufacturing cost per unit).
Variable-cost pricing uses all of the variable costs, including selling and administrative costs, as the cost base and provides for fixed costs and target ROI through the markup. The target selling price is computed as: Unit variable cost + (Markup percentage × Unit variable cost).
Companies must pay income tax in the country where they generate the income. In order to maximize income and minimize income tax, many companies prefer to report more income in countries with low tax rates, and less income in countries with high tax rates. This is accomplished by adjusting the transfer prices they use on internal transfers between divisions located in different countries.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
How does management use target costs to make decisions about manufacturing products or performing services? | Target selling price, desired profit, target cost | Target selling price less desired profit equals target cost | If actual cost exceeds target cost, the company will not earn desired profit. If desired profit is not achieved, company must evaluate whether to manufacture the product or perform the service. |
What factors should be considered in determining selling price in a less competitive environment? | Total unit cost and desired profit (cost-plus pricing) | Total unit cost plus desired profit equals target selling price | Does company make its desired profit? If not, does the profit shortfall result from less volume? |
How do we set prices for service jobs that require separate cost estimates for service labor and parts used? | Two pricing rates needed: one for labor use and another for materials | Compute labor rate charge and materials rate charge; in each of these calculations, add a profit margin | Is the company profitable under this pricing approach? Are employees earning reasonable wages? |
What price should be charged for transfer of goods between divisions of a company? | Variable cost, opportunity cost, market prices | Variable cost plus opportunity cost provides minimum transfer price for seller | If income of division provides fair evaluation of managers, then transfer price is useful. Also, income of the company overall should not be reduced due to the transfer pricing approach. |
1. (LO 1) Target cost related to price and profit means that:
cost and desired profit must be determined before selling price.
cost and selling price must be determined before desired profit.
price and desired profit must be determined before costs.
costs can be achieved only if the company is at full capacity.
c. The selling price and the desired profit must be decided before costs are determined. Therefore, the other choices are incorrect.
2. (LO 1) Classic Toys has examined the market for toy train locomotives. It believes there is a market niche in which it can sell locomotives at $80 each. It estimates that it could sell 10,000 of these locomotives annually. Variable costs to make a locomotive are expected to be $25. Classic anticipates a profit of $15 per locomotive. The target cost for the locomotive is:
$80.
$65.
$40.
$25.
b. The target cost for the locomotive is selling price less desired profit or $80 − $15 = $65, not (a) $80, (c) $40, or (d) $25.
3. (LO 1, 2) In a competitive, common-product environment, a seller would most likely use:
time-and-material pricing.
variable costing.
target costing.
cost-plus pricing.
c. A seller would most likely use target costing in a competitive common-product environment as the price is set by the market. In a less competitive environment, companies have a greater ability to set the product price and therefore could use (a) time-and-material pricing, (b) variable costing, or (d) cost-pluspricing.
4. (LO 2) Cost-plus pricing means that:
Selling price = Variable cost + (Markup percentage + Variable cost).
Selling price = Cost + (Markup percentage × Cost).
Selling price = Manufacturing cost + (Markup percentage + Manufacturing cost).
Selling price = Fixed cost + (Markup percentage × Fixed cost).
b. In cost-plus pricing, Selling price = Cost + (Markup percentage × Cost). The other choices are therefore incorrect.
5. (LO 2) Adler Company is considering developing a new product. The company has gathered the following information on this product.
Expected total unit cost | $25 |
Estimated investment for new product | $500,000 |
Desired ROI | 10% |
Expected number of units to be produced and sold | 1,000 |
Given this information, the desired markup percentage and selling price are:
markup percentage 10%; selling price $55.
markup percentage 200%; selling price $75.
markup percentage 10%; selling price $50.
markup percentage 100%; selling price $55.
b. The desired markup percentage = [(.10 × $500,000) ÷ 1,000] ÷$25 = 200%. The selling price = $25 + $50 = $75. The other choices are therefore incorrect.
6. (LO 2) Mystique Co. provides the following information for the new product it recently introduced.
Total unit cost | $30 |
Desired ROI per unit | $10 |
Target selling price | $40 |
What would be Mystique Co.’s percentage markup on cost?
125%.
75%.
33⅓%.
25%.
c. The percentage markup on cost = ($10 ÷ $30) = 33⅓%, not (a) 125%, (b) 75%, or (d) 25%.
7. (LO 3) Crescent Electrical Repair has decided to price its work on a time-and-material basis. It estimates the following costs for the year related to labor.
Technician wages and benefits | $100,000 |
Office employee’s salary and benefits | $ 40,000 |
Other overhead | $ 80,000 |
Crescent desires a profit margin of $10 per labor hour and budgets 5,000 hours of repair time for the year. The office employee’s salary, benefits, and other overhead costs should be divided evenly between time charges and material loading charges. Crescent labor charge per hour would be:
$42.
$34.
$32.
$30.
a. The labor charge per hour = $10 + {[$100,000 + .50($40,000) + .50($80,000)] ÷ 5,000} = $42, not (b) $34, (c), $32, or (d) $30.
8. (LO 3) Time-and-material pricing would most likely be used by a:
garden-fertilizer producer.
lawn-mower manufacturer.
tree farm.
lawn-care provider.
d. A lawn-care provider would be most likely to use time-and-material pricing as it is a service company. The other choices provide products rather than services.
9. (LO 3) When a company uses time-and-material pricing, the material loading charge is expressed as a percentage of:
the total estimated labor costs for the year.
the total estimated costs of parts and materials for the year.
the total estimated overhead costs for the year.
the total estimated costs of parts, materials, and labor for the year.
b. In time-and-material pricing, the material loading charge is expressed as a percentage of the total estimated costs of parts and materials for the year. Therefore, the other choices are incorrect.
10. (LO 4) The Plastics Division of Weston Company manufactures plastic molds and then sells them to customers for $70 per unit. Its unit variable cost is $30, and its unit fixed cost is $10. Management would like the Plastics Division to transfer 10,000 of these molds to another division within the company at a price of $40. The Plastics Division is operating at full capacity. What is the minimum transfer price that the Plastics Division should accept?
$10.
$30.
$40.
$70.
d. The minimum transfer price the Plastics Division should accept = Unit variable cost + Opportunity cost per unit. Since the Plastics Division is operating at full capacity, the opportunity cost per unit is equal to the unit contribution margin of $40 (selling price of $70 − unit variable cost of $30). The minimum transfer price is therefore $30 + $40 = $70, not (a) $10, (b) $30, or (c) $40.
11. (LO 4) Assume the same information as Question 10, except that the Plastics Division has available capacity of 10,000 units for plastic moldings. What is the minimum transfer price that the Plastics Division should accept?
$10.
$30.
$40.
$70.
b. Since we assume the Plastics Division has excess capacity of 10,000 units, the minimum transfer price is equal to the unit variable cost of $30, not (a) $10, (c) $40, or (d) $70.
12. (LO 4) The most common method used to establish transfer prices is the:
negotiated transfer pricing approach.
opportunity costing transfer pricing approach.
cost-based transfer pricing approach.
market-based transfer pricing approach.
c. The most common method to establish transfer prices is the cost-based transfer pricing approach as it is simple to use, easy to understand, and has available cost data. Negotiated transfer pricing and market-based transfer pricing are considered better approaches but often are not used because of lack of market price information or other considerations.
*13. (LO 5) AST Electrical provides the following cost information related to its production of electronic circuit boards.
Per Unit | |
Variable manufacturing cost | $40 |
Fixed manufacturing cost | 30 |
Variable selling and administrative expenses | 8 |
Fixed selling and administrative expenses | 12 |
Desired ROI per unit | 15 |
What is its markup percentage assuming that AST Electrical uses absorption-cost pricing?
16.67%.
50%.
54.28%.
118.75%.
b. Using the absorption-cost approach, add the desired ROI per unit ($15) and selling and administrative expenses per unit ($20) = $35 per unit, then divide that by the manufacturing cost per unit ($70), which equals the markup percentage of 50%, not (a) 16.67%, (c) 54.28%, or (d) 118.75%.
*14. (LO 5) Assume the same information as Question 13 and determine AST Electrical’s markup percentage using variable-cost pricing.
16.67%.
50%.
54.28%.
118.75%.
d. Using variable-cost pricing, add the desired ROI per unit ($15), fixed manufacturing costs per unit ($30) and fixed selling and administrative expenses per unit ($12) = $57, then divide that by the total unit variable costs ($40 + $8) = $57 ÷ $48 = 118.75%, not (a) 16.67%, (b) 50%, or (c) 54.28%.
*15. (LO 6) Global Industries transfers parts between divisions in two countries, Eastland and Westland. Eastland’s tax rate is 8%, and Westland’s tax rate is 16%. If Global desired to minimize tax payments and maximize net income, it might consider establishing transfer prices that:
allocate contribution margin equally between Eastland and Westland.
allocate more contribution margin to Eastland.
allocate more contribution margin to Westland.
allocate half as much contribution margin to Eastland as it does to Westland.
b. To minimize tax payments and maximize net income, Global’s transfer prices might allocate more contribution margin to Eastland as it has a lower tax rate. (Note that the legal and ethical ramifications of this action would need to be considered.) The other choices are therefore incorrect.
Compute ROI and markup percentage.
1. (LO 2) During the current year, Winston Corporation expects to produce 15,000 units and has budgeted the following: net income $500,000, variable costs $800,000, and fixed costs $700,000. It has invested assets of $2,000,000. The company’s budgeted ROI was 30%. What was its budgeted markup percentage using a full-cost approach?
The markup percentage is equal to desired ROI per unit divided by total unit cost. The desired ROI per unit is computed as follows.
The total unit cost is computed as follows.
The budgeted markup percentage is computed as follows.
Use time-and-material pricing to determine bill.
2. (LO 3) Tanner Bicycle Repair charges $28 per hour of labor. It has a material loading percentage of 30%. On a recent job replacing the rear wheel and sprocket of a racing bike, Tanner worked 8 hours and used parts with a cost of $450. Calculate Tanner’s total bill.
Tanner’s total bill would equal:
(8 hours × $28) + $450 + ($450 × 30%) = $809 |
3. (LO 4) The Memory Division of Ellie International produces a computer memory element that it sells to its customers for $30 per unit. Its unit variable cost is $18, and its unit fixed cost is $7. Top management of Ellie International would like the Memory Division to transfer 7,000 units to another division within the company at a price of $21. The Memory Division has sufficient excess capacity to provide the units. What is the minimum transfer price that the Memory Division should accept?
If the division has excess capacity, then its opportunity cost is zero. In this case, the minimum transfer price is:
Minimum transfer price = $18 + $0 = $18 |
Determine minimum transfer price for special order.
4. (LO 4) Use the data from Practice Brief Exercise 3 but assume that the units being requested are special high-performance units and that the division’s unit variable cost would be $21 (rather than $18). Assume the division is operating at full capacity. What is the minimum transfer price that the Memory Division should accept?
The minimum transfer price is equal to the division’s variable cost plus its opportunity cost. In this case, the minimum transfer price is:
Minimum transfer price = $21 + ($30 – $18) = $33 |
Use cost-plus pricing to determine various amounts.
1. (LO 2) Notown Recording Studio rents studio time to musicians in 2-hour blocks. Each session includes the use of the studio facilities, a digital recorded CD of the performance, and a professional music producer/mixer. Anticipated annual volume is 1,000 sessions. The company has invested $2,300,000 in the studio and expects a return on investment (ROI) of 15%. Budgeted costs for the coming year are as follows.
Per Session | Total | |
Direct materials (CDs, etc.) | $ 20 | |
Direct labor | 400 | |
Variable overhead | 50 | |
Fixed overhead | $950,000 | |
Variable selling and administrative expenses | 40 | |
Fixed selling and administrative expenses | 540,000 |
Instructions
Determine the total cost per session.
Determine the desired ROI per session.
Calculate the markup percentage on the total cost per session.
Calculate the target price per session.
Total cost per session:
Per Session | |
Direct materials | $ 20 |
Direct labor | 400 |
Variable overhead | 50 |
Fixed overhead ($950,000 ÷ 1,000) | 950 |
Variable selling & administrative expenses | 40 |
Fixed selling & administrative expenses ($540,000 ÷ 1,000) | 540 |
Total cost per session | $2,000 |
Desired ROI per session = (15% × $2,300,000) ÷ 1,000 = $345
Markup percentage on total cost per session = $345 ÷ $2,000 = 17.25%
Target price per session = $2,000 + ($2,000 × 17.25%) = $2,345
Determine minimum transfer price.
2. (LO 4) Mercury Corporation manufactures car audio systems. It is a division of Country-Wide Motors, which manufactures vehicles. Mercury sells car audio systems to other divisions of Country-Wide, as well as to other vehicle manufacturers and retail stores. The following information is available for Mercury’s standard unit: unit variable cost $31, unit fixed cost $23, and unit selling price to outside customer $85. Country-Wide currently purchases a standard unit from an outside supplier for $80. Because of quality concerns and to ensure a reliable supply, the top management of Country-Wide has ordered Mercury to provide 200,000 units per year at a transfer price of $30 per unit. Mercury is already operating at full capacity. Mercury can avoid $2 per unit of variable selling costs by selling the unit internally.
Instructions
What is the minimum transfer price that Mercury should accept?
What is the potential loss to the corporation as a whole resulting from this forced transfer?
How should the company resolve this situation?
The minimum transfer price that Mercury should accept is:
Minimum transfer price = ($31 − $2) + ($85 − $31) = $83
The lost unit contribution margin to the company is:
Contribution margin lost by Mercury {($85 − $31) − [$30 − ($31 − $2)]} | $53 |
Increased contribution margin to vehicle division ($80 − $30) | 50 |
Net loss in contribution margin | $ 3 |
Total lost contribution margin is $3 × 200,000 units = $600,000
If management insists that it wants Mercury to provide the car audio systems and Mercury is operating at full capacity, then it must be willing to pay the minimum transfer price for those units. Otherwise, it will penalize the managers of Mercury by not giving them adequate credit for their contribution to the corporation’s contribution margin.
Determine minimum transfer price under different situations.
(LO 4) Revco Electronics is a division of International Motors, an automobile manufacturer. Revco produces car radio/CD players. Revco sells its products to other divisions of International Motors, as well as to other car manufacturers and electronics distributors. The following information is available regarding Revco’s car radio/CD player.
Selling price of car radio/CD player to external customers | $49 |
Unit variable cost | $28 |
Capacity | 200,000 units |
Instructions
Determine whether the goods should be transferred internally or purchased externally and what the appropriate transfer price should be under each of the following independent situations.
Revco Electronics is operating at full capacity. There is a saving of $4 per unit for variable cost if the car radio is made for internal sale. International Motors can purchase a comparable car radio from an outside supplier for $47.
Revco Electronics has sufficient existing capacity to meet the needs of International Motors. International Motors can purchase a comparable car radio from an outside supplier for $47.
International Motors wants to purchase a special-order car radio/CD player with additional features. It needs 15,000 units. Revco Electronics has determined that the additional unit variable cost would be $12. Revco Electronics has no spare capacity. It will have to forgo sales of 15,000 units to external parties in order to provide this special order.
Revco Electronics’ opportunity cost (its lost contribution margin) would be $21 ($49 − $28). Using the equation for minimum transfer price, we determine:
Minimum transfer price | = | Variable cost | + | Opportunity cost |
$45 | = | ($28 − $4) | + | $21 |
Since this minimum transfer price is less than the $47 it would cost if International Motors purchases from an external party, internal transfer should take place. Revco Electronics and International Motors should negotiate a transfer price between $45 and $47.
Since Revco Electronics has available capacity, its opportunity cost (its lost contribution margin) would be $0. Using the equation for minimum transfer price, we determine the following.
Minimum transfer price | = | Variable cost | + | Opportunity cost |
$28 | = | $28 | + | $0 |
Since International Motors can purchase the unit for $47 from an external party, the most it would be willing to pay would be $47. It is in the best interest of the company as a whole, as well as the two divisions, for a transfer to take place. The two divisions must reach a negotiated transfer price between $28 and $47 that recognizes the costs and benefits to each party and is acceptable to both.
Revco Electronics’ opportunity cost (its lost unit contribution margin) would be $21 ($49 − $28). Its variable cost would be $40 ($28 + $12). Using the equation for minimum transfer price, we determine the following.
Minimum transfer price | = | Variable cost | + | Opportunity cost |
$61 | = | $40 | + | $21 |
Note that in this case Revco Electronics has no available capacity. Its management may decide that it does not want to provide this special order because to do so will require that it cut off the supply of the standard unit to some of its existing customers. This may anger those customers and result in the loss of customers.
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to this chapter.
1. What are the two types of pricing environments for sales to external parties?
2. In what situation does a company place the greatest focus on its target cost? How is the target cost determined?
3. What is the basic equation to determine the target selling price in cost-plus pricing?
4. Benz Corporation produces a filter that has a unit cost of $18. The company would like a 30% markup. Using cost-plus pricing, determine the unit selling price.
5. What is the basic equation for the markup percentage?
6. Stanley Corporation manufactures an electronic switch for dishwashers. The unit cost base, excluding selling and administrative expenses, is $60. The unit cost of selling and administrative expenses is $15. The company’s desired ROI per unit is $6. Calculate its markup percentage on total unit cost.
7. Sheen Co. manufactures a standard cabinet for a Blu-ray player. The unit variable cost is $16. The unit fixed cost is $9. The desired ROI per unit is $6. Compute the markup percentage on total unit cost and the target selling price for the cabinet.
8. In what circumstances is time-and-material pricing most often used?
9. What is the material loading charge? How is it expressed?
10. What is a transfer price? Why is determining a fair transfer price important to division managers?
11. When setting a transfer price, what objective(s) should the company have in mind?
12. What are the three approaches for determining transfer prices?
13. Describe the cost-based approach to transfer pricing. What is the strength of this approach? What are the weaknesses of this approach?
14. What is the general equation for determining the minimum transfer price that the selling division should be willing to accept?
15. When determining the minimum transfer price, what is meant by the “opportunity cost”?
16. In what circumstances will a negotiated transfer price be used instead of a market-based price?
*17. What costs are excluded from the cost base when absorption-cost pricing is used to determine the markup percentage?
*18. Marie Corporation manufactures a fiber optic connector. The unit variable cost is $16. The unit fixed cost is $9. The company’s desired ROI per unit is $3. Compute the markup percentage using variable-cost pricing.
*19. Explain how companies use transfer pricing between divisions located in different countries to reduce tax payments, and discuss the propriety of this approach.
Compute target cost.
BE21.1 (LO 1), AP Ortega Company manufactures computer hard drives. The market for hard drives is very competitive. The current market price for a computer hard drive is $45. Ortega would like a profit of $10 per drive. How can Ortega accomplish this objective?
Use cost-plus pricing to determine selling price.
BE21.2 (LO 2), AP Mussatto Corporation produces snowboards. The following unit cost information is available: direct materials $12, direct labor $8, variable manufacturing overhead $6, fixed manufacturing overhead $14, variable selling and administrative expenses $4, and fixed selling and administrative expenses $12. Using a 30% markup percentage on total unit cost, compute the target selling price.
Compute ROI per unit.
BE21.3 (LO 2), AP Jaymes Corporation produces high-performance rotors. It expects to produce 50,000 rotors in the coming year. It has invested $10,000,000 to produce rotors. The company has a required return on investment of 12%. What is its ROI per unit?
Compute markup percentage.
BE21.4 (LO 2), AP Morales Corporation produces microwave ovens. The following unit cost information is available: direct materials $36, direct labor $24, variable manufacturing overhead $18, fixed manufacturing overhead $40, variable selling and administrative expenses $14, and fixed selling and administrative expenses $28. Its desired ROI per unit is $30. Compute its markup percentage using a total-cost approach.
Compute ROI and markup percentage.
BE21.5 (LO 2), AP During the current year, Chudrick Corporation expects to produce 10,000 units and has budgeted the following: net income $300,000, variable costs $1,100,000, and fixed costs $100,000. It has invested assets of $1,500,000. The company’s budgeted ROI was 20%. What was its budgeted markup percentage using a full-cost approach?
Use time-and-material pricing to determine bill.
BE21.6 (LO 3), AP Rooney Small Engine Repair charges $42 per hour of labor. It has a material loading percentage of 40%. On a recent job replacing the engine of a riding lawnmower, Rooney worked 10.5 hours and used parts with a cost of $700. Calculate Rooney’s total bill.
Determine minimum transfer price.
BE21.7 (LO 4), AP The Heating Division of Kobe International produces a heating element that it sells to its customers for $45 per unit. Its unit variable cost is $25, and its unit fixed cost is $10. Top management of Kobe International would like the Heating Division to transfer 15,000 heating units to another division within the company at a price of $29. The Heating Division is operating at full capacity. What is the minimum transfer price that the Heating Division should accept?
Determine minimum transfer price with excess capacity.
BE21.8 (LO 4), AP Use the data from BE21.7 but assume that the Heating Division has sufficient excess capacity to provide the 15,000 heating units to the other division. What is the minimum transfer price that the Heating Division should accept?
Determine minimum transfer price for special order.
BE21.9 (LO 4), AP Use the data from BE21.7 but assume that the units being requested are special high-performance units, and the division’s unit variable cost would be $27 (rather than $25). What is the minimum transfer price that the Heating Division should accept?
Compute markup percentage using absorption-cost pricing.
*BE21.10 (LO 5), AP Using the data in BE21.4, compute the markup percentage using absorption-cost pricing.
Compute markup percentage using variable-cost pricing.
*BE21.11 (LO 5), AP Using the data in BE21.4, compute the markup percentage using variable-cost pricing.
Determine target cost.
DO IT! 21.1 (LO 1), AP Maize Water is considering introducing a water filtration device for its 20-ounce water bottles. Market research indicates that 1,000,000 units can be sold if the price is no more than $3. If Maize Water decides to produce the filters, it will need to invest $2,000,000 in new production equipment. Maize Water requires a minimum rate of return of 16% on all investments.
Determine the target cost for the filter.
Use cost-plus pricing to determine various amounts.
DO IT! 21.2 (LO 2), AP Gundy Corporation produces area rugs. The following unit cost information is available: direct materials $18, direct labor $9, variable manufacturing overhead $5, fixed manufacturing overhead $6, variable selling and administrative expenses $3, and fixed selling and administrative expenses $7.
Using a 30% markup on total per unit cost, compute the target selling price.
Use time-and-material pricing to determine bill.
DO IT! 21.3 (LO 3), AP The following information relates to labor for Verde Appliance Repair Shop.
Repair-technicians’ wages | $110,000 |
Fringe benefits | 40,000 |
Overhead | 50,000 |
The desired profit margin per hour is $20. The material loading charge is 60% of invoice cost. Verde estimates that 5,000 labor hours will be worked next year. If Verde repairs a dishwasher that takes 1.5 hours to repair and uses parts that cost $70, compute the bill for the job.
Determine transfer prices.
DO IT! 21.4 (LO 4), AP The fastener division of Southern Fasteners manufactures zippers and then sells them to customers for $8 per unit. Its unit variable cost is $3, and its unit fixed cost is $1.50. Management would like the fastener division to transfer 12,000 of these zippers to another division within the company at a price of $3. The fastener division could avoid $0.20 per zipper of variable packaging costs by selling internally.
Determine the minimum transfer price (a) assuming the fastener division is not operating at full capacity, and (b) assuming the fastener division is operating at full capacity.
Compute target cost.
E21.1 (LO 1), AP Mesa Cheese Company has developed a new cheese slicer called Slim Slicer. The company plans to sell this slicer through its online website. Given market research, Mesa believes that it can charge $20 for the Slim Slicer. Prototypes of the Slim Slicer, however, are costing $22. By using cheaper materials and gaining efficiencies in mass production, Mesa believes it can reduce Slim Slicer’s cost substantially. Mesa wishes to earn a return of 40% of the selling price.
Instructions
Compute the target cost for the Slim Slicer.
When is target costing particularly helpful in deciding whether to produce a given product?
Compute target cost.
E21.2 (LO 1), AP Eckert Company is involved in producing and selling high-end golf equipment. The company has recently been involved in developing various types of laser guns to measure yardages on the golf course. One small laser gun, called LittleLaser, appears to have a very large potential market. Because of competition, Eckert does not believe that it can charge more than $90 for LittleLaser. At this price, Eckert believes it can sell 100,000 of these laser guns. Eckert will require an investment of $8,000,000 to manufacture, and the company wants an ROI of 20%.
Instructions
Determine the target cost for one LittleLaser.
Compute target cost and cost-plus pricing.
E21.3 (LO 1, 2), AP Leno Company makes swimsuits and sells these suits directly to retailers. Although Leno has a variety of suits, it does not make the Performance suit used by highly skilled swimmers. The market research department believes that a strong market exists for this type of suit. The department indicates that the Performance suit would sell for approximately $100. Given its experience, Leno believes the Performance suit would have the following manufacturing costs.
Direct materials | $ 25 |
Direct labor | 30 |
Manufacturing overhead | 45 |
Total costs | $100 |
Instructions
Assume that Leno uses cost-plus pricing, setting the selling price 25% above its costs. (1) What would be the price charged for the Performance swimsuit? (2) Under what circumstances might Leno consider manufacturing the Performance swimsuit given this approach?
Assume that Leno uses target costing. What is the price that Leno would charge the retailer for the Performance swimsuit?
What is the highest acceptable manufacturing cost Leno would be willing to incur to produce the Performance swimsuit, if it desired a profit of $25 per unit? (Assume target costing.)
Use cost-plus pricing to determine selling price.
E21.4 (LO 2), AP Kaspar Corporation makes a commercial-grade cooking griddle. The following information is available for Kaspar Corporation’s anticipated annual volume of 30,000 units.
Per Unit | Total | |
Direct materials | $17 | |
Direct labor | 8 | |
Variable manufacturing overhead | 11 | |
Fixed manufacturing overhead | $300,000 | |
Variable selling and administrative expenses | 4 | |
Fixed selling and administrative expenses | 150,000 |
The company uses a 40% markup percentage on total cost.
Instructions
Compute the total unit cost.
Compute the target selling price.
Use cost-plus pricing to determine various amounts.
E21.5 (LO 2), AP Schopp Corporation makes a mechanical stuffed alligator that sings the Martian national anthem. The following information is available for Schopp Corporation’s anticipated annual volume of 500,000 units.
Per Unit | Total | |
Direct materials | $ 7 | |
Direct labor | 11 | |
Variable manufacturing overhead | 15 | |
Fixed manufacturing overhead | $3,000,000 | |
Variable selling and administrative expenses | 14 | |
Fixed selling and administrative expenses | 1,500,000 |
The company has a desired ROI of 25%. It has invested assets of $28,000,000.
Instructions
Compute the total unit cost.
Compute the desired ROI per unit.
Compute the markup percentage using total unit cost.
Compute the target selling price.
Use cost-plus pricing to determine various amounts.
E21.6 (LO 2), AP Alma’s Recording Studio rents studio time to musicians in 2-hour blocks. Each session includes the use of the studio facilities, a digital recording of the performance, and a professional music producer/mixer. Anticipated annual volume is 1,000 sessions. The company has invested $2,352,000 in the studio and expects a return on investment (ROI) of 20%. Budgeted costs for the coming year are as follows.
Per Session | Total | |
Direct materials (CDs, etc.) | $ 20 | |
Direct labor | 400 | |
Variable overhead | 50 | |
Fixed overhead | $950,000 | |
Variable selling and administrative expenses | 40 | |
Fixed selling and administrative expenses | 500,000 |
Instructions
Determine the total cost per session.
Determine the desired ROI per session.
Calculate the markup percentage on the total cost per session.
Calculate the target price per session.
Use cost-plus pricing to determine various amounts.
E21.7 (LO 2), AP Gibbs Corporation produces industrial robots for high-precision manufacturing. The following information is given for Gibbs Corporation.
Per Unit | Total | |
Direct materials | $380 | |
Direct labor | 290 | |
Variable manufacturing overhead | 72 | |
Fixed manufacturing overhead | $1,500,000 | |
Variable selling and administrative expenses | 55 | |
Fixed selling and administrative expenses | 324,000 |
The company has a desired ROI of 20%. It has invested assets of $54,000,000. It anticipates production of 3,000 units per year.
Instructions
Compute the unit cost of the fixed manufacturing overhead and the fixed selling and administrative expenses.
Compute the desired ROI per unit. (Round to the nearest dollar.)
Compute the target selling price.
Use time-and-material pricing to determine bill.
E21.8 (LO 3), AP Second Chance Welding rebuilds spot welders for manufacturers. The following budgeted cost data for 2025 is available for Second Chance.
Time Charges |
Material Loading Charges |
||
Technicians’ wages and benefits | $228,000 | — | |
Parts manager’s salary and benefits | — | $42,500 | |
Office employee’s salary and benefits | 38,000 | 9,000 | |
Other overhead | 15,200 | 24,000 | |
Total budgeted costs | $281,200 | $75,500 |
The company desires a $30 profit margin per hour of labor and a 20% profit margin on parts. It has budgeted for 7,600 hours of repair time in the coming year, and estimates that the total invoice cost of parts and materials in 2025 will be $400,000.
Instructions
Compute the rate charged per hour of labor.
Compute the material loading percentage. (Round to three decimal places.)
Pace Corporation has requested an estimate to rebuild its spot welder. Second Chance estimates that it would require 40 hours of labor and $2,000 of parts. Compute the total estimated bill.
Use time-and-material pricing to determine bill.
E21.9 (LO 3), AP Rey Custom Electronics (RCE) sells and installs complete security, computer, audio, and video systems for homes. On newly constructed homes it provides bids using time-and-material pricing. The following budgeted cost data are available.
Time Charges |
Material Loading Charges |
||
Technicians’ wages and benefits | $150,000 | — | |
Parts manager’s salary and benefits | — | $34,000 | |
Office employee’s salary and benefits | 30,000 | 15,000 | |
Other overhead | 15,000 | 42,000 | |
Total budgeted costs | $195,000 | $91,000 |
The company has budgeted for 6,250 hours of technician time during the coming year. It desires a $38 profit margin per hour of labor and an 80% profit on parts. It estimates the total invoice cost of parts and materials in 2025 will be $700,000.
Instructions
Compute the rate charged per hour of labor.
Compute the material loading percentage.
RCE has just received a request for a bid on a security and home entertainment system from Buil Builders on a $1,200,000 new home. The company estimates that the job would require 80 hours of labor and $40,000 of parts. Compute the total estimated bill.
Use time-and-material pricing to determine bill.
E21.10 (LO 3), AP Wasson’s Classic Cars restores classic automobiles to showroom status. Budgeted data for the current year are as follows.
Time Charges |
Material Loading Charges |
||
Restorers’ wages and fringe benefits | $270,000 | — | |
Purchasing agent’s salary and fringe benefits | — | $ 67,500 | |
Administrative salaries and fringe benefits | 54,000 | 21,960 | |
Other overhead costs | 24,000 | 77,490 | |
Total budgeted costs | $348,000 | $166,950 |
The company anticipated that the restorers would work a total of 12,000 hours this year. Expected parts and materials were $1,260,000.
In late January, the company experienced a fire in its facilities that destroyed most of the accounting records. The accountant remembers that the hourly labor rate was $70.00 and that the material loading charge was 83.25%.
Instructions
Determine the profit margin per hour on labor.
Determine the profit margin on materials.
Determine the total price of labor and materials on a job that was completed after the fire that required 150 hours of labor and $60,000 in parts and materials.
Determine minimum transfer price.
E21.11 (LO 4), AP Chen Company’s Small Motor Division manufactures a number of small motors used in household and office appliances. The Household Division of Chen then assembles and packages such items as blenders and juicers. Both divisions are free to buy and sell any of their components internally or externally. The following costs relate to small motor LN233 on a per unit basis.
Unit fixed cost | $ 5 |
Unit variable cost | 11 |
Unit selling price | 35 |
Instructions
Assuming that the Small Motor Division has excess capacity, compute the minimum acceptable price for the transfer of small motor LN233 to the Household Division.
Assuming that the Small Motor Division does not have excess capacity, compute the minimum acceptable price for the transfer of the small motor to the Household Division.
Explain why the level of capacity in the Small Motor Division has an effect on the transfer price.
Determine effect on income from transfer price.
E21.12 (LO 4), AN The Cycle Division of Ayala Company has the following unit data related to its most recent cycle, the Roadbuster.
Selling price | $2,200 | |
Variable cost of goods sold | ||
Body frame | $300 | |
Other variable costs | 900 | 1,200 |
Contribution margin | $1,000 |
Presently, the Cycle Division buys its body frames from an outside supplier. However, Ayala has another division, FrameBody, that makes body frames for other cycle companies. The Cycle Division believes that FrameBody’s product is suitable for its new Roadbuster cycle. Presently, FrameBody sells its frames for $350 per frame. The variable cost for FrameBody is $270. The Cycle Division is willing to pay $280 to purchase the frames from FrameBody.
Instructions
Assume that FrameBody has excess capacity and is able to meet all of the Cycle Division’s needs. If the Cycle Division buys 1,000 frames from FrameBody, determine the following: (1) effect on the income of the Cycle Division, (2) effect on the income of FrameBody, and (3) effect on the income of Ayala.
Assume that FrameBody does not have excess capacity and therefore would lose sales if the frames were sold to the Cycle Division. If the Cycle Division buys 1,000 frames from FrameBody, determine the following: (1) effect on the income of the Cycle Division, (2) effect on the income of FrameBody, and (3) effect on the income of Ayala.
Determine minimum transfer price.
E21.13 (LO 4), AP Benson Corporation manufactures car stereos. It is a division of Berna Motors, which manufactures vehicles. Benson sells car stereos to Berna, as well as to other vehicle manufacturers and retail stores. The following information is available for Benson’s standard unit: unit variable cost $37, unit fixed cost $23, and unit selling price to outside customer $86. Berna currently purchases a standard unit from an outside supplier for $80. Because of quality concerns and to ensure a reliable supply, the top management of Berna has ordered Benson to provide 200,000 units per year at a transfer price of $35 per unit. Benson is already operating at full capacity. Benson can avoid $3 per unit of variable selling costs by selling the unit internally.
Instructions
Answer each of the following questions.
What is the minimum transfer price that Benson should accept?
What is the potential loss to the corporation as a whole resulting from this forced transfer?
How should the company resolve this situation?
Compute minimum transfer price.
E21.14 (LO 4), AP The Bathtub Division of Kirk Plumbing Corporation has recently approached the Faucet Division with a proposal. The Bathtub Division would like to make a special “ivory” tub with gold-plated fixtures for the company’s 50-year anniversary. It would make only 5,000 of these units. It would like the Faucet Division to make the fixtures and provide them to the Bathtub Division at a transfer price of $160. If sold externally, the estimated unit variable cost would be $140. However, by selling internally, the Faucet Division would save $6 per unit on variable selling expenses. The Faucet Division is currently operating at full capacity. Its standard unit sells for $50 per unit and has variable costs of $29.
Instructions
Compute the minimum transfer price that the Faucet Division should be willing to accept, and discuss whether it should accept this offer.
Determine minimum transfer price.
E21.15 (LO 4), AP The Appraisal Department of Jean Bank performs appraisals of business properties for loans being considered by the bank and appraisals for home buyers that are financing their purchase through some other financial institution. The department charges $160 per home appraisal, and its variable costs are $130 per appraisal.
Recently, Jean Bank has opened its own Home-Loan Department and wants the Appraisal Department to perform 1,200 appraisals on all Jean Bank–financed home loans. Bank management feels that the cost of these appraisals to the Home-Loan Department should be $150. The variable cost per appraisal to the Home-Loan Department would be $8 less than those performed for outside customers due to savings in administrative costs.
Instructions
Determine the minimum transfer price, assuming the Appraisal Department has excess capacity.
Determine the minimum transfer price, assuming the Appraisal Department has no excess capacity.
Assuming the Appraisal Department has no excess capacity, should management force the department to charge the Home-Loan Department only $150? Discuss.
Determine minimum transfer price under different situations.
E21.16 (LO 4), AP Crede Inc. has two divisions. Division A makes and sells student desks. Division B manufactures and sells reading lamps.
Each desk has a reading lamp as one of its components. Division A can purchase reading lamps at a cost of $10 from an outside vendor. Division A needs 10,000 lamps for the coming year.
Division B has the capacity to manufacture 50,000 lamps annually. Sales to outside customers are estimated at 40,000 lamps for the next year. Reading lamps are sold at $12 each. Variable costs are $7 per lamp and include $1 of variable sales costs that are not incurred if lamps are sold internally to Division A. The total amount of fixed costs for Division B is $80,000.
Instructions
Consider the following independent situations.
What should be the minimum transfer price accepted by Division B for the 10,000 lamps and the maximum transfer price paid by Division A? Justify your answer.
Suppose Division B could use the excess capacity to produce and sell externally 15,000 units of a new product at a unit selling price of $7. The unit variable cost for this new product is $5. What should be the minimum transfer price accepted by Division B for the 10,000 lamps and the maximum transfer price paid by Division A? Justify your answer.
If Division A needs 15,000 lamps instead of 10,000 during the next year, what should be the minimum transfer price accepted by Division B and the maximum transfer price paid by Division A? Justify your answer.
(CGA adapted)
Determine minimum transfer price under different situations.
E21.17 (LO 4), AP Twyla Company is a multidivisional company. Its managers have full responsibility for profits and complete autonomy to accept or reject transfers from other divisions. Division A produces a subassembly part for which there is a competitive market. Division B currently uses this subassembly for a final product that is sold outside at $2,400. Division A charges Division B market price for the part, which is $1,500 per unit. Variable costs are $1,100 and $1,200 for Divisions A and B, respectively.
The manager of Division B feels that Division A should transfer the part at a lower price than market because at market, Division B is unable to make a profit.
Instructions
Calculate Division B’s contribution margin if transfers are made at the market price, and calculate the company’s total contribution margin.
Assume that Division A can sell all its production in the open market. Should Division A transfer the goods to Division B? If so, at what price?
Assume that Division A can sell in the open market only 500 units at $1,500 per unit out of the 1,000 units that it can produce every month. Assume also that a 20% reduction in price is necessary to sell all 1,000 units each month. Should transfers be made? If so, how many units should the division transfer and at what price? To support your decision, submit a schedule that compares the total company contribution margins under the following three different alternatives. Alternative 1: maintain price, no transfers; Alternative 2: cut price, no transfers; and Alternative 3: maintain price and transfers.
(CMA-Canada adapted)
Compute total unit cost, ROI, and markup percentages using absorption-cost pricing and variable-cost pricing.
*E21.18 (LO 5), AP Information for Schopp Corporation is given in E21.5.
Instructions
Using the information given in E21.5, complete the following.
Compute the total unit cost.
Compute the desired ROI per unit.
Using absorption-cost pricing, compute the markup percentage.
Using variable-cost pricing, compute the markup percentage.
Compute markup percentage using absorption-cost pricing and variable-cost pricing.
*E21.19 (LO 5), AP Rap Corporation produces outdoor portable fireplace units. The following unit cost information is available: direct materials $20, direct labor $25, variable manufacturing overhead $14, fixed manufacturing overhead $21, variable selling and administrative expenses $9, and fixed selling and administrative expenses $11. The company’s ROI per unit is $24.
Instructions
Compute Rap Corporation’s markup percentage using (a) absorption-cost pricing and (b) variable-cost pricing.
Compute various amounts using absorption-cost pricing and variable-cost pricing.
*E21.20 (LO 5), AP Information for Gibbs Corporation is given in E21.7.
Instructions
Using the information given in E21.7, answer the following.
Compute the cost per unit of the fixed manufacturing overhead and the fixed selling and administrative expenses.
Compute the desired ROI per unit. (Round to the nearest dollar.)
Compute the markup percentage and target selling price using absorption-cost pricing. (Round the markup percentage to three decimal places.)
Compute the markup percentage and target selling price using variable-cost pricing. (Round the markup percentage to three decimal places.)
Use cost-plus pricing to determine various amounts.
P21.1 (LO 2), AP National Corporation needs to set a target price for its newly designed product M14–M16. The following data relate to this new product.
Per Unit | Total | |
Direct materials | $25 | |
Direct labor | 40 | |
Variable manufacturing overhead | 10 | |
Fixed manufacturing overhead | $1,440,000 | |
Variable selling and administrative expenses | 5 | |
Fixed selling and administrative expenses | 960,000 |
These costs are based on a budgeted volume of 80,000 units produced and sold each year. National uses cost-plus pricing methods to set its target selling price. The markup percentage on total unit cost is 40%.
Instructions
Compute the total unit variable cost, total unit fixed cost, and total unit cost for M14–M16.
a. Unit variable cost $80
Compute the desired ROI per unit for M14–M16.
Compute the target selling price for M14–M16.
Compute unit variable cost, unit fixed cost, and unit total cost assuming that 60,000 M14–M16s are produced and sold during the year.
Use cost-plus pricing to determine various amounts.
P21.2 (LO 2), AP Lovell Computer Parts Inc. is in the process of setting a selling price on a new component it has just designed and developed. The following cost estimates for this new component have been provided by the accounting department for a budgeted volume of 50,000 units.
Per Unit | Total | |
Direct materials | $50 | |
Direct labor | 26 | |
Variable manufacturing overhead | 20 | |
Fixed manufacturing overhead | $600,000 | |
Variable selling and administrative expenses | 19 | |
Fixed selling and administrative expenses | 400,000 |
Lovell Computer Parts management requests that the total unit cost be used in cost-plus pricing its products. On this particular product, management also directs that the target price be set to provide a 25% return on investment (ROI) on invested assets of $1,000,000.
Instructions
(Round all calculations to two decimal places.)
Compute the markup percentage and target selling price that will allow Lovell Computer Parts to earn its desired ROI of 25% on this new component.
Assuming that the volume is 40,000 units, compute the markup percentage and target selling price that will allow Lovell Computer Parts to earn its desired ROI of 25% on this new component.
b. Target selling price $146.25
Use time-and-material pricing to determine bill.
P21.3 (LO 3), AP Sutton’s Electronic Repair Shop has budgeted the following time and material for 2025.
Sutton’s Electronic Repair Shop Budgeted Costs for the Year 2025 |
|||
Time Charges |
Material Loading Charges |
||
Shop employees’ wages and benefits | $108,000 | — | |
Parts manager’s salary and benefits | — | $25,400 | |
Office employee’s salary and benefits | 23,500 | 13,600 | |
Overhead (supplies, depreciation, advertising, utilities) | 26,000 | 16,000 | |
Total budgeted costs | $157,500 | $55,000 |
Sutton’s budgets 5,000 hours of repair time in 2025 and will bill a profit of $10 per labor hour along with a 25% profit markup on the invoice cost of parts. The estimated invoice cost for parts to be used is $100,000.
On January 5, 2025, Sutton’s is asked to submit a price estimate to fix a 72-inch flat-screen TV. Sutton’s estimates that this job will consume 4 hours of labor and $200 in parts.
Instructions
Compute the labor rate for Sutton’s Electronic Repair Shop for the year 2025.
Compute the material loading charge percentage for Sutton’s Electronic Repair Shop for the year 2025.
Prepare a time-and-material price quotation for fixing the flat-screen TV.
c. $526
Determine minimum transfer price with no excess capacity and with excess capacity.
P21.4 (LO 4), AP
Word Wizard is a publishing company with a number of different book lines. Each line has contracts with a number of different authors. The company also owns a printing operation called Quick Press. The book lines and the printing operation each operate as a separate profit center. The printing operation earns revenue by printing books by authors under contract with the book lines owned by Word Wizard, as well as authors under contract with other companies. The printing operation bills out at $0.01 per page, and a typical book requires 500 pages of print. A manager from Business Books, one of Word Wizard’s book lines, has approached the manager of the printing operation offering to pay $0.007 per page for 1,500 copies of a 500-page book. The book line pays outside printers $0.009 per page. The printing operation’s variable cost per page is $0.004.
Instructions
Determine whether the printing should be done internally or externally, and the appropriate transfer price, under each of the following situations.
Assume that the printing operation is booked solid for the next 2 years, and it would have to cancel an obligation with an outside customer in order to meet the needs of the internal division.
Assume that the printing operation has available capacity.
The top management of Word Wizard believes that the printing operation should always do the printing for the company’s authors. On a number of occasions, it has forced the printing operation to cancel jobs with outside customers in order to meet the needs of its own lines. Discuss the pros and cons of this approach.
Calculate the change in contribution margin to each division, and to the company as a whole, if top management forces the printing operation to accept the $0.007 per page transfer price when it has no available capacity.
d. Loss to company $(750)
Determine minimum transfer price with no excess capacity.
P21.5 (LO 4), AP Gutierrez Company makes various electronic products. The company is divided into a number of autonomous divisions that can either sell to internal units or sell externally. All divisions are located in buildings on the same piece of property. The Board Division has offered the Chip Division $21 per unit to supply it with chips for 40,000 boards. It has been purchasing these chips for $22 per unit from outside suppliers. The Chip Division receives $22.50 per unit for sales made to outside customers on this type of chip. The variable cost of chips sold externally by the Chip Division is $14.50. It estimates that it will save $4.50 per chip of selling expenses on units sold internally to the Board Division. The Chip Division has no excess capacity.
Instructions
Calculate the minimum transfer price that the Chip Division should accept. Discuss whether it is in the Chip Division’s best interest to accept the offer.
Suppose that the Chip Division decides to reject the offer. What are the financial implications for each division, and for the company as a whole, of this decision?
b. Total loss to company $(160,000)
Determine minimum transfer price under different situations.
P21.6 (LO 4), AP Comm Devices (CD) is a division of Worldwide Communications, Inc. CD produces restaurant pagers and other personal communication devices. These devices are sold to other Worldwide divisions, as well as to other communication companies. CD was recently approached by the manager of the Personal Communications Division regarding a request to make a special emergency-response pager designed to receive signals from anywhere in the world. The Personal Communications Division has requested that CD produce 12,000 units of this special pager. The following facts are available regarding the Comm Devices Division.
Selling price of standard pager | $95 |
Variable cost of standard pager | 50 |
Additional variable cost of special pager | 30 |
Instructions
For each of the following independent situations, calculate the minimum transfer price, and discuss whether the internal transfer should take place or whether the Personal Communications Division should purchase the pager externally.
The Personal Communications Division has offered to pay the CD Division $105 per pager. The CD Division has no available capacity. The CD Division would have to forgo sales of 10,000 pagers to existing customers in order to meet the request of the Personal Communications Division. (Note: The number of special pagers to be produced does not equal the number of existing pagers that would be forgone.)
The Personal Communications Division has offered to pay the CD Division $150 per pager. The CD Division has no available capacity. The CD Division would have to forgo sales of 16,000 pagers to existing customers in order to meet the request of the Personal Communications Division. (Note: The number of special pagers to be produced does not equal the number of existing pagers that would be forgone.)
b. Minimum transfer price $140
The Personal Communications Division has offered to pay the CD Division $100 per pager. The CD Division has available capacity.
Compute the target price using absorption-cost pricing and variable-cost pricing.
*P21.7 (LO 5), AP Stent Corporation needs to set a target price for its newly designed product EverReady. The following data relate to this new product.
Per Unit | Total | |
Direct materials | $20 | |
Direct labor | 40 | |
Variable manufacturing overhead | 10 | |
Fixed manufacturing overhead | $1,600,000 | |
Variable selling and administrative expenses | 5 | |
Fixed selling and administrative expenses | 1,120,000 |
The costs shown above are based on a budgeted volume of 80,000 units produced and sold each year. Stent uses cost-plus pricing methods to set its target selling price. Because some managers prefer absorption-cost pricing and others prefer variable-cost pricing, the accounting department provides information under both approaches using a markup of 50% on absorption cost and a markup of 80% on variable cost.
Instructions
Compute the target price for one unit of EverReady using absorption-cost pricing.
a. Markup $45
Compute the target price for one unit of EverReady using variable-cost pricing.
b. Markup $60
Compute various amounts using absorption-cost pricing and variable-cost pricing.
*P21.8 (LO 5), AP Anderson Windows Inc. is in the process of setting a target price on its newly designed tinted window. Cost data relating to the window at a budgeted volume of 4,000 units are as follows.
Per Unit | Total | |
Direct materials | $100 | |
Direct labor | 70 | |
Variable manufacturing overhead | 20 | |
Fixed manufacturing overhead | $120,000 | |
Variable selling and administrative expenses | 10 | |
Fixed selling and administrative expenses | 102,000 |
Anderson Windows uses cost-plus pricing methods that are designed to provide the company with a 25% ROI on its tinted window line. A total of $1,016,000 in assets is committed to production of the new tinted window.
Instructions
Compute the markup percentage under absorption-cost pricing that will allow Anderson Windows to realize its desired ROI.
a. 45%
Compute the target price of the window under absorption-cost pricing, and show proof that the desired ROI is realized.
Compute the markup percentage under variable-cost pricing that will allow Anderson Windows to realize its desired ROI. (Round to three decimal places.)
Compute the target price of the window under variable-cost pricing, and show proof that the desired ROI is realized.
Since both absorption-cost pricing and variable-cost pricing produce the same target price and provide the same desired ROI, why do both methods exist? Isn’t one method clearly superior to the other?
CD21 As a service to its customers, Current Designs repairs damaged kayaks. This is especially valuable to customers that have made a significant investment in the composite kayaks. To price the repair jobs, Current Designs uses time-and-material pricing with a desired profit margin of $20 per labor hour and a 50% materials loading charge.
Recently, Bill Johnson, Vice President of Sales and Marketing, received a phone call from a dealer in Brainerd, Minnesota. The dealer has a customer who recently damaged his composite kayak and would like an estimate of the cost to repair it. After the dealer emailed pictures of the damage, Bill reviewed the pictures with the repair technician and determined that the total materials charges for the repair would be $100. Bill estimates that the job will take 3 labor hours to complete. Following is the budgeted cost data for Current Designs:
Repair-technician wages | $30,000 |
Fringe benefits | 10,000 |
Overhead | 10,000 |
Current Designs has allocated 2,000 hours of repair time for the upcoming year. The customer has agreed to transport the kayak to the Winona production facility for the repairs.
Instructions
Determine the price that Current Designs would charge to complete the repairs for the customer.
(Note: This is a continuation of the Waterways case from Chapters 14–20.)
WC21 Waterways Corporation competes in a market economy in which its products must be sold at market prices. Its emphasis is therefore on manufacturing its products at a cost that allows the company to earn its desired profit. This case asks you to consider a pricing situation for Waterways’ projects.
Go to Wiley Course Resources for complete case details and instructions.
CC21 Greetings, Inc., a retailer of greeting cards and small gift items, needs to change its transfer pricing strategy for its Wall Décor division. In this case, you will have the opportunity to evaluate profitability using two different transfer pricing approaches and comment on the terms of the proposed transfer pricing agreement.
Go to Wiley Course Resources for complete case details and instructions.
DA21 Data visualization can help Broadway theatre analysts to understand ticket prices.
Example: Recall the Service Company Insight “How Much Did You Pay for That Seat?” presented in the chapter. As discussed, ticket prices are dynamic and respond quickly to changes in demand. For example, take a look at the following chart. How might you explain some of the biggest drops in ticket prices?
You can see that A Christmas Carol has the biggest average weekly price drop. However, we would expect this drop. The show would have had its highest sales and prices in November and December, during the holiday season.
Using data analytics to get big-picture results often leads to additional analysis. In this case, you will use tree map visualizations and a combo chart to delve deeper into the possible causes and effects of dynamic Broadway ticket prices.
Go to Wiley Course Resources for complete case details and instructions.
CT21.1 Lanier Manufacturing has multiple divisions that make a wide variety of products. Recently, the Bearing Division and the Wheel Division argued over a transfer price. The Wheel Division needed bearings for garden tractor wheels. It normally buys its bearings from an outside supplier for $25 per set. However, the company’s top management just initiated a campaign to persuade the different divisions to buy their materials from within the company whenever possible. As a result, Hank Sherril, the purchasing manager for the Wheel Division, received a letter from the vice president of Purchasing, ordering him to contact the Bearing Division to discuss buying bearings from this division.
To comply with this request, Hank from the Wheel Division called Mary Plimpton of the Bearing Division, to request the price for 15,000 bearings. Mary responded that the bearings normally sell for $36 per set. However, Mary noted that the Bearing Division would save $3 on marketing costs by selling internally and would pass this cost savings on to the Wheel Division. She further commented that the Bearing Division was at full capacity and therefore would not be able to provide any bearings presently. In the future, if the Bearing Division had available capacity, it would be happy to provide bearings.
Hank responded indignantly, “Thanks but no thanks.” He said, “We can get all the bearings we need from Falk Manufacturing for $25 per set, and its quality is acceptable for our product.” Mary snorted back, “Falk makes low-quality bearings. We incur a total unit cost of $22 unit for units we sell externally. Our bearings can withstand heat of 2,000 degrees centigrade and are good to within 0.00001 centimeters. If you guys are happy buying low-quality bearings, then go ahead and buy from Falk.”
Two weeks later, Hank’s boss from the central office stopped in to find out whether he had placed an order with the Bearing Division. Hank responded that he would sooner buy his bearings from his worst enemy than from the Bearing Division.
Instructions
With the class divided into groups, prepare answers to the following.
Why might the company’s top management want the divisions to start doing more business with one another?
Under what conditions should a buying division be forced to buy from an internal supplier? Under what conditions should a selling division be forced to sell to an internal division rather than to an outside customer?
The vice president of Purchasing thinks that this problem should be resolved by forcing the Bearing Division to sell to the Wheel Division at its cost of $22. Is this a good solution for the Wheel Division? Is this a good solution for the Bearing Division? Is this a good solution for the company?
Provide at least two other possible solutions to this problem. Discuss the merits and drawbacks of each.
CT21.2 Construction on the Bonita Full-Service Car Wash is nearing completion. The owner is Dave Kear, a retired accounting professor. The car wash is strategically located on a busy street that separates an affluent suburban community from a middle-class community. It has two state-of-the-art stalls. Each stall can provide anything from a basic two-stage wash and rinse to a five-stage luxurious bath. It is all “touchless,” that is, there are no brushes to potentially damage the car. Outside each stall, there is also a 400-horsepower vacuum. Dave likes to joke that these vacuums are so strong that they will pull the carpet right out of your car if you aren’t careful.
Dave has some important decisions to make before he can open the car wash. First, he knows that there is one drive-through car wash only a 10-minute drive away. It is attached to a gas station; it charges $5 for a basic wash, and $4 if you also buy at least 8 gallons of gas. It is a “brush”-type wash with rotating brush heads. There is also a self-serve “stand outside your car and spray until you are soaked” car wash a 15-minute drive away from Dave’s location. He went over and tried this out. He went through $3 in quarters to get the equivalent of a basic wash. He knows that both of these locations always have long lines, which is one reason why he decided to build a new car wash.
Dave is planning to offer three levels of wash service—Basic, Deluxe, and Premium. The Basic is all automated; it requires no direct intervention by employees. The Deluxe is all automated except that at the end an employee will wipe down the car and will put a window treatment on the windshield that reduces glare and allows rainwater to run off more quickly. The Premium level is a “pampered” service. This will include all the services of the Deluxe, plus a special wax after the machine wax, and an employee will vacuum the car, wipe down the entire interior, and wash the inside of the windows. To provide the Premium service, Dave will have to hire a couple of “car wash specialists” to do the additional pampering.
Dave has pulled together the following estimates, based on data he received from the local Chamber of Commerce and information from a trade association.
Per Unit | Total | ||
Direct materials per Basic wash | $0.30 | ||
Direct materials per Deluxe wash | 0.80 | ||
Direct materials per Premium wash | 1.10 | ||
Direct labor per Basic wash | na | ||
Direct labor per Deluxe wash | 0.40 | ||
Direct labor per Premium wash | 2.40 | ||
Variable overhead per Basic wash | 0.10 | ||
Variable overhead per Deluxe and Premium washes | 0.20 | ||
Fixed overhead | $117,000 | ||
Variable selling and administrative expenses all washes | 0.10 | ||
Fixed selling and administrative expenses | 130,500 |
The total estimated number of washes of any type is 45,000. Dave has invested assets of $393,750. He would like a return on investment (ROI) of 20%.
Instructions
Complete the following.
Identify the issues that Dave must consider in deciding on the price of each level of service of his car wash. Also discuss what issues he should consider in deciding on what levels of service to provide.
Dave estimates that of the total 45,000 washes, 20,000 will be Basic, 20,000 will be Deluxe, and 5,000 will be Premium. Calculate the selling price, using cost-plus pricing, that Dave should use for each type of wash to achieve his desired ROI of 20%.
During the first year, instead of selling 45,000 washes, Dave sold 43,000 washes. He was quite accurate in his estimate of first-year sales, but he was way off on the types of washes that he sold. He sold 3,000 Basic, 31,000 Deluxe, and 9,000 Premium. His actual total fixed expenses were as he expected, and his unit variable cost was as estimated. Calculate Dave’s actual net income and his actual ROI. (Round to two decimal places.)
Dave is using a traditional approach to allocate overhead. As a consequence, he is allocating overhead equally to all three types of washes, even though the Basic wash is considerably less complicated and uses very little of the technical capabilities of the machinery. What should Dave do to determine more accurate unit costs? How will this affect his pricing and, consequently, his sales?
CT21.3 Merck & Co., Inc. is a global, research-driven pharmaceutical company that discovers, develops, manufactures, and markets a broad range of human and animal health products. The following are excerpts from the financial review section of the company’s annual report.
Merck & Co., Inc. Financial Review Section (partial) |
||
In the United States, the Company has been working with private and governmental employers to slow the increase of health care costs. Outside of the United States, in difficult environments encumbered by government cost containment actions, the Company has worked with payers to help them allocate scarce resources to optimize health care outcomes, limiting potentially detrimental effects of government actions on sales growth. Several products face expiration of product patents in the near term. The Company, along with other pharmaceutical manufacturers, received a notice from the Federal Trade Commission (FTC) that it was conducting an investigation into pricing practices. |
Instructions
Complete the following.
Based on the above excerpts from Merck’s annual report, discuss some unique pricing issues faced by companies that operate in the pharmaceutical industry.
What are some reasons why the same company often sells identical drugs for dramatically different prices in different countries? How can the same drug used for both humans and animals cost significantly different prices?
Suppose that Merck has just developed a revolutionary new drug. Discuss the steps it would go through in setting a price. Include a discussion of the information it would need to gather, and the issues it would need to consider.
CT21.4 Jane Fleming recently graduated from college with a degree in landscape architecture. Her father runs a tree, shrub, and perennial-flower nursery, and her brother has a business delivering topsoil, mulch, and compost. Jane has decided that she would like to start a landscape business. She believes that she can generate a nice profit for herself, while providing an opportunity for both her brother’s and father’s businesses to grow.
One potential problem that Jane is concerned about is that her father and brother tend to charge the highest prices of any local suppliers for their products. She is hoping that she can demonstrate that it would be in her interest, as well as theirs, for them to sell to her at a discounted price.
Instructions
Write a memo to Jane explaining what information she must gather, and what issues she must consider, in working out an arrangement with her father and brother. In your memo, discuss how this situation differs from a “standard” transfer pricing problem, but also how it has many of the characteristics of a transfer pricing problem.
CT21.5 Jumbo Airlines operates out of three main “hub” airports in the United States. Recently, Econo Airlines began operating a flight from Reno, Nevada, into Jumbo’s Metropolis hub for $190. Jumbo Airlines offers a price of $425 for the same route. The management of Jumbo is not happy about Econo invading its turf. In fact, Jumbo has driven off nearly every other competing airline from its hub, so that today 90% of flights into and out of Metropolis are Jumbo Airline flights. Econo is able to offer a lower fare because its pilots are paid less, it uses older planes, and it has lower overhead costs. Econo has been in business for only 6 months, and it services only two other cities. It expects the Metropolis route to be its most profitable.
Jumbo estimates that it would have to charge $210 just to break even on this flight. It estimates that Econo can break even at a price of $160. Within one day of Econo’s entry into the market, Jumbo dropped its price to $140, whereupon Econo matched its price. They both maintained this fare for a period of 9 months, until Econo went out of business. As soon as Econo went out of business, Jumbo raised its fare back to $425.
Instructions
Answer each of the following questions.
Who are the stakeholders in this case?
What are some of the reasons why Econo’s break-even point is lower than that of Jumbo?
What are the likely reasons why Jumbo was able to offer this price for this period of time, while Econo could not?
What are some of the possible courses of action available to Econo in this situation?
Do you think that this kind of pricing activity is ethical? What are the implications for the stakeholders in this situation?
CT21.6 The January 2011 issue of Strategic Finance includes an article by J. Lockhart, A. Taylor, K. Thomas, B. Levetsovitis, and J. Wise entitled “When a Higher Price Pays Off.”
Instructions
Read the article and then complete the following.
Explain what is meant by a “low-cost” supplier versus a “low-priced” supplier.
Clarus Technologies’ products are typically priced significantly higher than its competitors’ products. How is it able to overcome the initial “sticker shock”?
List the five categories of costs that the authors used to compare the Tornado to competing products. Give examples of specific types of costs in each category.
The article discusses full-cost accounting as developed by the Environmental Protection Agency(EPA). What are the characteristics of this approach, and what implications does the approach used in this article have for corporate social responsibility?
As the following Feature Story about Erin McKenna’s Bakery NYC (formerly BabyCakes NYC) indicates, budgeting is critical to financial well-being. As a student, you budget your study time and your money. Families budget income and expenses. Governmental agencies budget revenues and expenditures. Businesses use budgets in planning and controlling their operations.
Our primary focus in this chapter is the use of budgeting as a planning tool by management. Through budgeting, it should be possible for management to maintain enough cash to pay creditors as well as have sufficient raw materials to meet production requirements and adequate finished goods to meet expected sales.
The best business plans often result from meeting a basic human need. Many people would argue that cupcakes aren’t necessarily essential to support life. But if you found out that allergies were going to deprive you forever of cupcakes, you might view baked goods in a whole new light. Such was the dilemma faced by Erin McKenna. When she found that her wheat allergies prevented her from consuming most baked sweets, she decided to open a bakery that met her needs. Her vegan and kosher bakery, Erin McKenna’s Bakery NYC, advertises that it is refined-sugar-free, gluten-free, wheat-free, soy-free, dairy-free, and egg-free. So if you’re one of the more than 10 million Americans with a food allergy or some other dietary constraint, this is probably the bakery for you.
Those of you that have spent a little time in the kitchen might wonder what kind of ingredients Erin McKenna’s Bakery uses. To avoid the gluten in wheat, the company uses Bob’s Red Mill rice flour, a garbanzo/fava bean mix, or oat flours. How does Erin McKenna’s Bakery get all those great frosting colors without artificial dyes? The company achieves pink with beets, green with chlorophyll, yellow with turmeric, and blue/purple with red cabbage. To eliminate dairy and soy, the bakers use rice and coconut milk. And finally, to accomplish over-the-top deliciousness without refined sugar, the company uses agave nectar (a sweetener derived from cactus) and evaporated cane juice (often referred to as organic or unrefined sugar).
With cupcakes priced at over $3 per item and a brisk business, you might think that making money is easy for Erin McKenna’s Bakery. But all of these specialty ingredients don’t come cheap. In addition, the company’s shops are located in Manhattan, Los Angeles, and Orlando, so rent isn’t exactly inexpensive either. Despite these costs, Erin’s first store made a profit its first year and did even better in later years.
To achieve this profitability, Erin relies on careful budgeting. First, she estimates sales. Then, she determines her needs for materials, labor, and overhead. Prices for raw materials can fluctuate significantly, so Erin needs to update her budget accordingly. Finally, she has to budget for other products such as her cookbooks, baking kits, and T-shirts. Without a budget, Erin’s business might not be so sweet.
Watch the BabyCakes NYC video in Wiley Course Resources to learn more about real-world budgetary planning.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 State the essentials of effective budgeting and the components of the master budget. |
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DO IT! 1 Budget Terminology |
LO 2 Prepare budgets for sales, production, and direct materials. |
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DO IT! 2 Sales, Production, and Direct Materials Budgets |
LO 3 Prepare budgets for direct labor, manufacturing overhead, and selling and administrative expenses, and a budgeted income statement. |
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DO IT! 3 Budgeted Income Statement |
LO 4 Prepare a cash budget and a budgeted balance sheet. |
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DO IT! 4 Cash Budget |
LO 5 Apply budgeting principles to nonmanufacturing companies. |
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DO IT! 5 Merchandise Purchases Budget |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
As explained in Chapter 14, planning is the process of establishing company-wide objectives. A successful organization makes both long-term and short-term plans. These plans establish the objectives of the company and the proposed approach to accomplish them.
A budget is a formal written statement of management’s plans for a specified future time period, expressed in financial terms.
We consider the role of budgeting as a control device in Chapter 23.
Accounting information makes major contributions to the budgeting process. From the accounting records, companies obtain historical data on revenues, costs, and expenses. These data are helpful in formulating future budget goals.
Accountants are responsible for presenting management’s budgeting goals in financial terms.
The budget itself and the administration of the budget, however, are entirely management responsibilities.
The primary benefits of budgeting are as follows.
It requires all levels of management to plan ahead and to formalize goals on a recurring basis.
It provides definite objectives for evaluating performance at each level of responsibility.
It creates an early warning system for potential problems so that management can make changes before things get out of hand.
It facilitates the coordination of activities within the business. It does this by correlating the goals of each segment with overall company objectives. Thus, the company can integrate production and sales promotion with expected sales.
It results in greater management awareness of the entity’s overall operations and the impact on operations of external factors, such as economic trends.
It motivates personnel throughout the organization to meet planned objectives.
A budget is an aid to management; it is not a substitute for management. A budget cannot operate or enforce itself. Companies can realize the benefits of budgeting only when managers carefully administer budgets.
Effective budgeting depends on a sound organizational structure. In such a structure, authority and responsibility for all phases of operations are clearly defined. Budgets based on research and analysis are more likely to result in realistic goals that will contribute to the growth and profitability of a company. And, the effectiveness of a budget program is directly related to its acceptance by all levels of management.
Once adopted, the budget is an important tool for evaluating performance. Managers should systematically and periodically review variations between actual and expected results to determine their cause(s). However, individuals should not be held responsible for variations that are beyond their control.
The budget period is not necessarily one year in length. A budget may be prepared for any period of time. Various factors influence the length of the budget period:
The budget period should be long enough to provide an attainable goal under normal business conditions. Ideally, the time period should minimize the impact of seasonal or cyclical fluctuations. On the other hand, the budget period should not be so long that reliable estimates are impossible.
The most common budget period is one year. The annual budget, in turn, is often supplemented by monthly and quarterly budgets. Many companies use continuous 12-month budgets. These budgets drop the month just ended and add a future month. One benefit of continuous budgeting is that it keeps management planning a full year ahead.
The development of the budget for the coming year generally starts several months before the end of the current year. The budgeting process usually begins with the collection of data from each organizational unit of the company. Past performance is often the starting point from which future budget goals are formulated.
The budget is developed within the framework of a sales forecast.
In small companies like Erin McKenna’s Bakery NYC, the budgeting process is often informal. In larger companies, a budget committee has responsibility for coordinating the preparation of the budget.
A budget can have a significant impact on human behavior. If done well, it can inspire managers to higher levels of performance. However, if done poorly, budgets can discourage additional effort and pull down the morale of managers. Why do these diverse effects occur? The answer is found in how the budget is developed and administered.
In developing the budget, each level of management should be invited to participate. This “bottom-to-top” approach is referred to as participative budgeting.
In contrast, if managers view the budget as unfair and unrealistic, they may feel discouraged and uncommitted to budget goals. The risk of having unrealistic budgets is generally greater when the budget is developed from top management down to lower management than vice versa. Illustration 22.1 shows the flow of budget data from bottom to top under participative budgeting.
At one time, in an effort to revive its plummeting stock price, WarnerMediaʼs top management determined and publicly announced bold (and ultimately unattainable) new financial goals for the coming year. Unfortunately, these goals were not reached. The next year, the company hired a new CEO who said the company would now set reasonable goals. The new budgets were developed with participative budgeting. Each operating unit set what it felt were optimistic but attainable goals. In the words of one manager, using this approach created a sense of teamwork.
Participative budgeting does, however, have potential disadvantages.
The “give and take” of participative budgeting is time-consuming (and thus more costly). Under a “top-down” approach, the budget can be more quickly developed by top management and then dictated to lower-level managers.
Participative budgeting can foster budgetary “gaming” through budgetary slack, which occurs when managers intentionally underestimate budgeted revenues or overestimate budgeted expenses in order to make it easier to achieve budgetary goals for their division.
To minimize budgetary slack, higher-level managers must carefully review and thoroughly question the budget projections provided to them by employees whom they supervise.
ILLUSTRATION 22.1 Flow of budget data under participative budgeting
For the budget to be effective, top management must completely support the budget. The budget is an important tool for evaluating performance. It also can be used as a positive aid in achieving projected goals. The effect of an evaluation is positive when top management tempers criticism with advice and assistance. In contrast, a manager is likely to respond negatively if top management uses the budget exclusively to assess blame. A budget should not be used as a pressure device to force improved performance (see Ethics Note). In sum, a budget can be a manager’s friend or foe.
Budgeting and long-range planning have three significant differences:
In long-range planning, management also considers anticipated trends in the economic and political environment and how the company should cope with them.
The term “budget” is actually a shorthand term to describe a variety of budget documents. All of these documents are combined into a master budget. The master budget is a set of interrelated budgets that constitutes a plan of action for a specified time period (see Decision Tools).
The master budget contains two classes of budgets:
Operating budgets, which are the individual budgets that result in the preparation of the budgeted income statement. These budgets establish goals for the company’s sales and production personnel.
Financial budgets, which focus primarily on the cash resources needed to fund expected operations and planned capital expenditures. Financial budgets include the capital expenditure budget, the cash budget, and the budgeted balance sheet.
Illustration 22.2 shows the individual budgets included in a master budget and the sequence in which they are prepared. The company first develops the operating budgets, beginning with the sales budget. Then, it prepares the financial budgets. In this chapter, we explain and illustrate each budget shown in Illustration 22.2 except the capital expenditure budget. That budget is discussed under the topic of capital budgeting in Chapter 25.
ILLUSTRATION 22.2 Components of the master budget
We use a case study of Hayes Company in preparing the operating budgets. Hayes manufactures and sells an ergonomically designed bike seat with multiple customizable adjustments, called the Rightride. The budgets are prepared by quarters for the year ending December 31, 2025. Hayes Company begins its annual budgeting process on September 1, 2024, and it completes the budget for 2025 by December 1, 2024. The company begins by preparing the budgets for sales, production, and direct materials.
As shown in the master budget in Illustration 22.2, the sales budget is prepared first. Each of the other budgets depends on the sales budget (see Helpful Hint).
For example, an overly optimistic sales budget may result in excessive inventories that may have to be sold at reduced prices. In contrast, an unduly pessimistic sales budget may result in loss of sales revenue due to inventory shortages.
For example, at one time Amazon.com significantly underestimated demand for its e-book reader, the Kindle. As a consequence, it did not produce enough Kindles and was completely sold out well before the holiday shopping season. Not only did this represent a huge lost opportunity for Amazon, but it exposed the company to potential competitors, who were eager to provide customers with alternatives to the Kindle.
Forecasting sales is challenging. For example, consider the forecasting challenges faced by major sports arenas, whose revenues depend on the success of the home team. Madison Square Garden’s revenues from April to June were $193 million during a year when the New York Knicks made the NBA playoffs. But revenues were only $133.2 million a couple of years later when the team did not make the playoffs. Or, consider the challenges faced by Hollywood movie producers in predicting the complicated revenue stream produced by a new movie. Movie theater ticket sales represent only 20% of total revenue. The bulk of revenue comes from global sales, video-on-demand streaming, television rights, merchandising products, and videogames, all of which are difficult to forecast.
The sales budget is prepared by multiplying the expected unit sales volume for each product by its anticipated unit selling price. Hayes Company expects sales volume to be 3,000 units in the first quarter, with 500-unit increases in each succeeding quarter. Illustration 22.3 shows the sales budget for the year, by quarter, based on a unit selling price of $60.
ILLUSTRATION 22.3 Sales budget
Some companies classify the anticipated sales revenue as cash or credit sales and by geographic regions, territories, or salespersons.
The production budget shows the number of units of a product to produce to meet anticipated sales demand. Production requirements are determined from the equation shown in Illustration 22.4.1
ILLUSTRATION 22.4 Production requirements equation
Expected Sales Units | + | Desired Ending Finished Goods Units | − | Beginning Finished Goods Units | = | Required Production Units |
Illustration 22.5 shows the production budget for Hayes Company, which is based on the equation shown in Illustration 22.4.
ILLUSTRATION 22.5 Production budget
An accurate estimate of the amount of ending inventory required to meet demand is essential in scheduling production requirements. Excessive inventories in one quarter may lead to cutbacks in production and employee layoffs in a subsequent quarter. On the other hand, inadequate inventories may result either in added costs for overtime work or in lost sales.
The production budget, in turn, provides the basis for the budgeted costs for each manufacturing cost component, as explained in the following discussion.
The direct materials budget shows both the quantity and cost of direct materials to be purchased. The first step toward computing the cost of direct materials purchases is to compute the direct materials units required for production. Illustration 22.6 shows the equation for this amount.
ILLUSTRATION 22.6 Equation for direct materials units required for production
Units to Be Produced | × | Direct Materials Units per Unit of Unit Produced | = | Direct Materials Units Required for Production |
Employing this equation, Illustration 22.9 shows the following.
Next we can compute the direct materials units to be purchased using the equation shown in Illustration 22.7.
ILLUSTRATION 22.7 Equation for direct materials units to be purchased
Direct Materials Units Required for Production | + | Desired Ending Direct Materials Units | − | Beginning Direct Materials Units | = | Direct Materials Units to Be Purchased |
Employing this equation, Illustration 22.9 shows the following.
Finally, to arrive at the cost of direct materials purchases, we employ the equation shown in Illustration 22.8.
ILLUSTRATION 22.8 Equation for cost of direct materials purchases
Direct Materials Units to Be Purchased | × | Cost per Direct Materials Unit | = | Cost of Direct Materials Purchases |
Hayes Company’s direct materials cost is $4 per pound. Employing this equation, Illustration 22.9 shows that for Hayes’ first quarter of production, the cost of direct materials purchases is computed by multiplying the units to be purchased of 6,300 pounds by the cost per direct materials unit of $4 per pound, to arrive at $25,200 (6,300 × $4).
ILLUSTRATION 22.9 Direct materials budget
The desired ending inventory is again a key component in the budgeting process. For example, inadequate inventories could result in temporary shutdowns of production. Hayes Company is located in close proximity to its suppliers. It therefore believes that an ending inventory of raw materials equal to 10% of the next quarter’s production requirements is adequate to meet its needs.
As shown in Illustration 22.2, the operating budgets culminate with preparation of the budgeted income statement. Before we can do that, we need to prepare budgets for direct labor, manufacturing overhead, and selling and administrative expenses.
Like the direct materials budget, the direct labor budget contains the quantity (hours) and cost of direct labor necessary to meet production requirements. The total direct labor cost is derived from the equation shown in Illustration 22.10.
ILLUSTRATION 22.10 Equation for direct labor cost
Units to Be Produced | × | Direct Labor Hours per Unit | × | Direct Labor Cost per Hour | = | Total Direct Labor Cost |
Direct labor hours are determined based on the units to be produced as reported in the production budget. For example, in the first quarter, 3,100 units are to be produced. At Hayes Company, two hours of direct labor are required to produce each unit of finished goods. The anticipated hourly wage rate is $10. Illustration 22.11 employs the equation in Illustration 22.10 using these data.
ILLUSTRATION 22.11 Direct labor budget
The direct labor budget is critical in maintaining a labor force that can meet the expected levels of production (see Helpful Hint). Maintaining steady employment levels benefits employers because it reduces hiring and training costs. A steady employment level also keeps employees’ morale high since it reduces their income concerns.
The manufacturing overhead budget shows the expected manufacturing overhead costs for the budget period. As Illustration 22.12 shows, this budget distinguishes between variable and fixed overhead costs.
ILLUSTRATION 22.12 Manufacturing overhead budget
At Hayes Company, overhead is applied to production on the basis of direct labor hours. Thus, as Illustration 22.12 shows, the budgeted annual rate is $8 per hour ($246,400 ÷ 30,800).Note that the accuracy of budgeted overhead cost estimates can be greatly improved by employing activity-based costing.
Hayes Company combines its operating expenses into one budget, the selling and administrative expense budget. This budget (Illustration 22.13) projects anticipated selling and administrative expenses for the budget period. It also classifies expenses as either variable or fixed.
ILLUSTRATION 22.13 Selling and administrative expense budget
Hayes expects sales in the first quarter to be 3,000 units. Sales commissions expense is therefore $9,000 (3,000 × $3), and freight-out is $3,000 (3,000 × $1) (fixed expenses are based on assumed data).
The budgeted income statement is the important end-product of the operating budgets.
Budgeted income statements often act as a call to action. For example, a board member at XM Satellite Radio felt that budgeted costs were too high relative to budgeted revenues. When management refused to cut its marketing and programming costs, the board member resigned. He felt that without the cuts, the company risked financial crisis.
As you would expect, the budgeted income statement is prepared from the various operating budgets. For example, to find the cost of goods sold, Hayes Company must first determine the total unit cost of producing one Rightride bicycle seat, as shown in Illustration 22.14.
ILLUSTRATION 22.14 Computation of total unit cost
Cost of One Rightride | ||||||||
Cost Component | Illustration | Quantity | Unit Cost | Total | ||||
Direct materials | 22.9 | 2 pounds | $ 4.00 | $ 8.00 | ||||
Direct labor | 22.11 | 2 hours | 10.00 | 20.00 | ||||
Manufacturing overhead | 22.12 | 2 hours | 8.00 | 16.00 | ||||
Total unit cost | $44.00 |
Hayes then determines cost of goods sold by multiplying the units sold by the unit cost. Its budgeted cost of goods sold is $660,000 (15,000 × $44). All data for the income statement come from the individual operating budgets except the following: (1) interest expense is expected to be $100, and (2) income taxes are estimated to be $12,000. Illustration 22.15 shows the budgeted multiple-step income statement.
ILLUSTRATION 22.15 Budgeted multiple-step income statement
Hayes Company Budgeted Income Statement For the Year Ending December 31, 2025 |
||
Sales (Illustration 22.3) | $900,000 | |
Cost of goods sold (15,000 × $44) | 660,000 | |
Gross profit | 240,000 | |
Selling and administrative expenses (Illustration 22.13) | 180,000 | |
Income from operations | 60,000 | |
Interest expense | 100 | |
Income before income taxes | 59,900 | |
Income tax expense | 12,000 | |
Net income | $ 47,900 | |
As shown in Illustration 22.2, the financial budgets consist of the capital expenditure budget, the cash budget, and the budgeted balance sheet. We will discuss the capital expenditure budget in Chapter 25.
The cash budget shows anticipated cash flows.
ILLUSTRATION 22.16 Basic form of a cash budget
Data in the cash budget are prepared in sequence. The ending cash balance of one period becomes the beginning cash balance for the next period. Companies obtain data for preparing the cash budget from other budgets and from information provided by management. In practice, cash budgets are often prepared for the year on a monthly basis.
To minimize detail, we assume that Hayes Company prepares an annual cash budget by quarters. To prepare the cash budget, it is useful to prepare a schedule for collections from customers. This schedule is based on the following assumption
The schedule of cash collections from customers in Illustration 22.17 applies this assumption.
ILLUSTRATION 22.17 Collections from customers
Next, it is useful to prepare a schedule of expected cash payments for direct materials, based on this second assumption:
The schedule of cash payments for direct materials in Illustration 22.18 applies this second assumption.
ILLUSTRATION 22.18 Payments for direct materials
The preparation of Hayes Company’s cash budget is based on the following additional assumptions.
The January 1, 2025, cash balance is expected to be $38,000. Hayes wishes to maintain a balance of at least $15,000.
Short-term investment securities are expected to be sold for $2,000 cash in the first quarter.
Direct labor (Illustration 22.11): 100% is paid in the quarter incurred.
Manufacturing overhead (Illustration 22.12) and selling and administrative expenses (Illustration 22.13): All items except depreciation are paid in the quarter incurred.
Management plans to purchase a truck in the second quarter for $10,000 cash.
Hayes makes equal quarterly payments of its estimated $12,000 annual income taxes.
Loans are repaid in the earliest quarter in which there is sufficient cash (that is, when the cash on hand exceeds the $15,000 minimum required balance).
Illustration 22.19 shows the cash budget for Hayes Company. The budget indicates that Hayes will need $3,000 of financing in the second quarter to maintain a minimum cash balance of $15,000. Since there is an excess of available cash over disbursements of $22,500 at the end of the third quarter, the borrowing, plus $100 interest, is repaid in this quarter.
A cash budget contributes to more effective cash management. It shows managers when additional financing is necessary well before the actual need arises. And, it indicates when excess cash is available for investments or other purposes.
ILLUSTRATION 22.19 Cash budget
The budgeted balance sheet is a projection of financial position at the end of the budget period. This budget is developed from the budgeted balance sheet for the preceding year and the budgets for the current year. For Hayes Company, pertinent data from the budgeted balance sheet at December 31, 2024, are as follows.
Buildings and equipment | $182,000 | Common stock | $225,000 | ||
Accumulated depreciation | 28,800 | Retained earnings | 46,480 |
Illustration 22.20 shows Hayes Company’s budgeted classified balance sheet at December 31, 2025.
ILLUSTRATION 22.20 Budgeted classified balance sheet
The computations and sources of the amounts are explained as follows.
After budget data are entered into the computer, Hayes prepares the various budgets (sales, cash, etc.), as well as the budgeted financial statements. Using spreadsheets, management can also perform “what if” (sensitivity) analyses based on different hypothetical assumptions. For example, suppose that sales managers project that sales will be 10% higher in the coming quarter. What impact does this change have on the rest of the budgeting process and the financing needs of the business? The impact of the various assumptions on the budget is quickly determined by the spreadsheet. Armed with these analyses, managers make more informed decisions about the impact of various projects. They also anticipate future problems and business opportunities. As seen in this chapter, budgeting is an excellent use of computer spreadsheets.
Budgeting is not limited to manufacturers. Budgets are also used by merchandisers, service companies, and not-for-profit organizations.
As in manufacturing operations, the sales budget for a merchandiser is both the starting point and the key factor in the development of the master budget. The major differences between the master budgets of a merchandiser and a manufacturer are as follows.
A merchandiser uses a merchandise purchases budget instead of a production budget.
A merchandiser does not use the manufacturing budgets (direct materials, direct labor, and manufacturing overhead).
The merchandise purchases budget shows the estimated cost of goods to be purchased to meet expected sales. The equation for determining budgeted merchandise purchases is as shown in Illustration 22.21.
ILLUSTRATION 22.21 Merchandise purchases equation
Budgeted Cost of Goods Sold | + | Desired Ending Merchandise Inventory | − | Beginning Merchandise Inventory | = | Required Merchandise Purchases |
To illustrate, assume that the budget committee of Lima Company is preparing the merchandise purchases budget for July 2025. It estimates that budgeted sales will be $300,000 in July and $320,000 in August. Cost of goods sold is expected to be 70% of sales—that is, $210,000 in July (.70 × $300,000) and $224,000 in August (.70 × $320,000). The company’s desired ending inventory is 30% of the following month’s cost of goods sold. Required merchandise purchases for July are $214,200, computed as shown in Illustration 22.22.
ILLUSTRATION 22.22 Merchandise purchases budget
When a merchandiser is departmentalized, it prepares separate budgets for each department (see infographic).
When a retailer has branch stores, it prepares a separate master budget for each store. Then, it incorporates these budgets into master budgets for the company as a whole.
In a service company, such as a public accounting firm, a law office, or a medical practice, the critical factor in budgeting is coordinating professional staff needs with anticipated services.
Suppose that Stephan Lawn and Plowing Service estimates that it will service 300 small lawns, 200 medium lawns, and 100 large lawns during the month of July. It estimates its direct labor needs as 1 hour per small lawn, 1.75 hours for a medium lawn, and 2.75 hours for a large lawn. Its average cost for direct labor is $15 per hour. Stephan prepares a direct labor budget as shown in Illustration 22.23.
Service companies can obtain budget data for service revenue from expected output or expected input.
ILLUSTRATION 22.23 Direct labor budget for service company
Budgeting is just as important for not-for-profit organizations as for profit-oriented businesses. The budget process, however, is different. In most cases, not-for-profit entities budget on the basis of cash flows (expenditures and receipts), rather than on a revenue and expense basis.
For some governmental units, voters approve the budget. In other cases, such as state governments and the federal government, legislative approval is required. After the budget is adopted, it must be followed. Overspending is often illegal.
In governmental budgets, authorizations tend to be on a line-by-line basis. That is, the budget for a municipality may have a specified authorization for police and fire protection, garbage collection, street paving, and so on. The line-item authorization of governmental budgets significantly limits the amount of discretion management can exercise. The city manager often cannot use savings from one line item, such as street paving, to cover increased spending in another line item, such as snow removal.
The primary benefits of budgeting are that it (a) requires management to plan ahead, (b) provides definite objectives for evaluating performance, (c) creates an early warning system for potential problems, (d) facilitates coordination of activities, (e) results in greater management awareness, and (f) motivates personnel to meet planned objectives. The essentials of effective budgeting are (a) sound organizational structure, (b) research and analysis, and (c) acceptance by all levels of management.
The master budget consists of the following budgets: (a) sales, (b) production, (c) direct materials, (d) direct labor, (e) manufacturing overhead, (f) selling and administrative expense, (g) budgeted income statement, (h) capital expenditure budget, (i) cash budget, and (j) budgeted balance sheet.
The sales budget is derived from sales forecasts. The production budget starts with budgeted sales units, adds desired ending finished goods inventory, and subtracts beginning finished goods inventory to arrive at the required number of units to be produced. The direct materials budget starts with the direct materials units (e.g., pounds) required for budgeted production, adds desired ending direct materials units, and subtracts beginning direct materials units to arrive at required direct materials units to be purchased. This amount is multiplied by the direct materials cost (e.g., cost per pound) to arrive at the total cost of direct materials purchases.
The direct labor budget starts with the units to be produced as determined in the production budget. This amount is multiplied by the direct labor hours per unit and the direct labor cost per hour to arrive at the total direct labor cost. The manufacturing overhead budget lists all of the individual types of overhead costs, distinguishing between fixed and variable costs. The selling and administrative expense budget lists all of the individual types of selling and administrative expense items, distinguishing between fixed and variable costs.
The budgeted income statement is prepared from the various operating budgets. Cost of goods sold is determined by calculating the budgeted cost to produce one unit, then multiplying this amount by the number of units sold.
The cash budget has three sections (receipts, disbursements, and financing) and the beginning and ending cash balances. Receipts and payments sections are determined after preparing separate schedules for collections from customers and payments to suppliers. The budgeted balance sheet is developed from the budgeted balance sheet from the preceding year and the various budgets for the current year.
Budgeting may be used by merchandisers for development of a merchandise purchases budget. In service companies, budgeting is a critical factor in coordinating staff needs with anticipated services. In not-for-profit organizations, the starting point in budgeting is usually expenditures, not receipts.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Has the company met its targets for sales, production expenses, selling and administrative expenses, and net income? | Sales forecasts, inventory levels, projected materials, labor, overhead, and selling and administrative requirements | Master budget—a set of interrelated budgets including sales, production, materials, labor, overhead, and selling and administrative expense budgets | Results are favorable if revenues exceed budgeted amounts, or if expenses are less than budgeted amounts. |
Is the company going to need to borrow funds in the coming period? | Beginning cash balance, cash receipts, cash disbursements, and desired ending cash balance | Cash budget | The company will need to borrow money if the cash budget indicates a projected cash deficiency. |
1. (LO 1) Which of the following is not a benefit of budgeting?
c. Budgeting does not necessarily enable disciplinary action to be taken at every level of responsibility. The other choices are all benefits of budgeting.
2. (LO 1) A budget:
b. A budget is the primary method of communicating agreed-upon objectives throughout an organization. The other choices are incorrect because (a) a budget is the responsibility of all levels of management, not management accountants; (c) past performance is not ignored in the budgeting process but instead is the starting point from which future budget goals are formulated; and (d) the budget not only may promote efficiency but is an important tool for evaluating performance.
3. (LO 1) The essentials of effective budgeting do not include:
a. Top-down budgeting is not one of the essentials of effective budgeting. The other choices are true statements.
4. (LO 1) Compared to budgeting, long-range planning generally has the:
b. Long-range planning generally encompasses a period of at least 5 years whereas budgeting usually covers a period of 1 year. The other choices are incorrect because budgeting and long-range planning (a) do not have the same amount of detail, (c) do not have the same emphasis, and (d) do not cover the same time period.
5. (LO 2) A sales budget is:
b. A sales budget is management’s best estimate of sales revenue for the year. The other choices are incorrect because a sales budget (a) is the first budget prepared and is the one budget that is not derived from any other budget, (c) is the starting point for the master budget, and (d) is prepared for both cash and credit sales.
6. (LO 2) The equation for the production budget is budgeted sales in units plus:
d. The equation for the production budget is budgeted sales in units plus desired ending finished goods units less beginning finished goods units. The other choices are therefore incorrect.
7. (LO 2) Direct materials inventories are kept in pounds in Byrd Company, and the total pounds of direct materials needed for production is 9,500. If the beginning inventory is 1,000 pounds and the desired ending inventory is 2,200 pounds, the total number of pounds to be purchased is:
d. Pounds to be purchased = Amount needed for production (9,500) + Desired ending inventory (2,200) − Beginning inventory (1,000) = 10,700, not (a) 9,400, (b) 9,500, or (c) 9,700.
8. (LO 3) The equation for computing the direct labor budget is to multiply the direct labor cost per hour by the:
a. Direct labor cost = Direct labor cost per hour × Total required direct labor hours. The other choices are therefore incorrect.
9. (LO 3) Each of the following budgets is used in preparing the budgeted income statement except the:
c. The capital expenditure budget is not used in preparing the budgeted income statement. The other choices are true statements.
10. (LO 3) The budgeted income statement is:
a. The budgeted income statement is the end-product of the operating budgets, not (b) the end-product of the financial budgets, (c) the starting point of the master budget, or (d) dependent on cash receipts and cash disbursements.
11. (LO 4) The budgeted balance sheet is:
a. The budgeted balance sheet is developed from the budgeted balance sheet for the preceding year and the budgets for the current year. The other choices are therefore incorrect.
12. (LO 4) The format of a cash budget is:
b. The format of a cash budget is Beginning cash balance + Cash receipts − Cash disbursements +/− Financing = Ending cash balance. The other choices are therefore incorrect.
13. (LO 4) Expected direct materials purchases in Read Company are $70,000 in the first quarter and $90,000 in the second quarter. Forty percent of the purchases are paid in cash as incurred, and the balance is paid in the following quarter. The budgeted cash payments for purchases in the second quarter are:
c. Budgeted cash payments for the second quarter = Purchases for the first quarter ($42,000; $70,000 × .60) + 40% of the purchases for the second quarter ($36,000; $90,000 × .40) = $78,000, not (a) $96,000, (b) $90,000, or (d) $72,000.
14. (LO 5) The budget for a merchandiser differs from a budget for a manufacturer because:
a. The budget for a merchandiser uses a merchandise purchases budget in place of a production budget, and the other manufacturing budgets are not used. It is true the manufacturing budgets are not applicable for a merchandiser, but it is not true the production budget is still used, so choice (b) is not correct.
15. (LO 5) In most cases, not-for-profit entities:
c. In most cases, not-for-profit entities begin the budgeting process by budgeting expenditures rather than receipts. The other choices are incorrect because in most cases not-for-profit entities (a) prepare budgets using different, not the same, steps as those used by profit-oriented enterprises; (b) budget for both expenditures and receipts; and (d) cannot ignore budgets.
Prepare a production budget for two quarters.
1. (LO 2) Romana Company estimates that unit sales will be 20,000 in quarter 1, 24,000 in quarter 2, 27,000 in quarter 3, and 33,000 in quarter 4. Management desires to have an ending finished goods inventory equal to 20% of the next quarter’s expected unit sales. Prepare a production budget by quarters for the first 6 months of 2025.
Romana Company Production Budget For the Six Months Ending June 30, 2025 |
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Quarter | ||||||
1 | 2 | Six Months |
||||
Expected unit sales | 20,000 | 24,000 | ||||
Add: Desired ending finished goods | 4,800a | 5,400c | ||||
Total required units | 24,800 | 29,400 | ||||
Less: Beginning finished goods inventory | 4,000b | 4,800 | ||||
Required production units | 20,800 | 24,600 | 45,400 |
Prepare a direct labor budget for 2 quarters.
2. (LO 3) For Jovanka Company, units to be produced are 7,000 in quarter 1 and 9,800 in quarter 2. It takes 2.2 hours to make a finished unit, and the expected hourly wage rate is $20 per hour. Prepare a direct labor budget by quarters for the 6 months ending June 30, 2025.
Jovanka Company Direct Labor Budget For the Six Months Ending June 30, 2025 |
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Quarter | ||||||
1 | 2 | Six Months |
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Units to be produced | 7,000 | 9,800 | ||||
Direct labor time (hours) per unit | ×2.2 | ×2.2 | ||||
Total required direct labor hours | 15,400 | 21,560 | ||||
Direct labor cost per hour | ×$20 | ×$20 | ||||
Total direct labor cost | $308,000 | $431,200 | $739,200 |
Prepare data for a cash budget.
3. (LO 4) Vislor Industries expects credit sales for January, February, and March to be $165,000, $200,000, and $220,000, respectively. It is expected that 70% of the sales will be collected in the month of sale, and 30% will be collected in the following month. Compute cash collections from customers for each month.
Collections from Customers | ||||||
Credit Sales | January | February | March | |||
January, $165,000 | $115,500 | $ 49,500 | ||||
February, $200,000 | 140,000 | $ 60,000 | ||||
March, $220,000 | 154,000 | |||||
$115,500 | $189,500 | $214,000 |
Determine required merchandise purchases for 1 month.
4. (LO 5) Turlough Wholesalers is preparing its merchandise purchases budget. Budgeted sales are $300,000 for June and $380,000 for July. Cost of goods sold is expected to be 60% of sales. The company’s desired ending inventory is 25% of the following month’s cost of goods sold. Compute the required purchases for June.
Budgeted cost of goods sold ($300,000 × 60%) | $180,000 | |
Add: Desired ending inventory ($380,000 × 60% × 25%) | 57,000 | |
Total inventory required | 237,000 | |
Less: Beginning inventory ($300,000 × 60% × 25%) | 45,000 | |
Required merchandise purchases for June | $192,000 |
Prepare production and direct materials budgets by quarter for 6 months.
1. (LO 2) On January 1, 2025, the Heche Company budget committee has reached agreement on the following data for the 6 months ending June 30, 2025.
The ending raw materials and finished goods inventories at December 31, 2024, follow the same percentage relationships to production and sales that are desired for 2025. Two pounds of raw materials are required to make each unit of finished goods. Raw materials purchased are expected to cost $5 per pound.
Instructions
Prepare a cash budget for 2 months.
2. (LO 4) Jake Company expects to have a cash balance of $45,000 on January 1, 2025. Relevant monthly budget data for the first 2 months of 2025 are as follows.
Sales of marketable securities in January are expected to realize $10,000 in cash. Jake Company has a line of credit at a local bank that enables it to borrow up to $25,000. The company wants to maintain a minimum monthly cash balance of $25,000.
Instructions
Prepare a cash budget for January and February.
Prepare sales and production budgets.
1. (LO 2) Asheville Company is preparing its master budget for 2025. Relevant data pertaining to its sales and production budgets are as follows.
Instructions
Prepare the sales budget and production budget by quarters for 2025.
Prepare budgeted cost of goods sold, income statement, and balance sheet.
2. (LO 3, 4) Barrett Company has completed all operating budgets other than the income statement for 2025. Selected data from these budgets follow.
Other information:
Barrett Company Balance Sheet December 31, 2024 |
||||
Assets | ||||
Current assets | ||||
Cash | $20,000 | |||
Raw materials inventory | 10,000 | |||
Total current assets | 30,000 | |||
Property, plant, and equipment | ||||
Equipment | $40,000 | |||
Less: Accumulated depreciation | 4,000 | 36,000 | ||
Total assets | $66,000 | |||
Liabilities and Stockholders’ Equity | ||||
Liabilities | ||||
Accounts payable | $ 5,000 | |||
Notes payable | 22,000 | |||
Total liabilities | $27,000 | |||
Stockholders’ equity | ||||
Common stock | 25,000 | |||
Retained earnings | 14,000 | |||
Total stockholders’ equity | 39,000 | |||
Total liabilities and stockholders’ equity | $66,000 |
Instructions
Beginning raw materials + Purchases − Ending raw materials = Cost of direct materials used ($10,000 + $145,000 − $15,000 = $140,000)
Direct materials used + Direct labor + Manufacturing overhead = Cost of goods sold ($140,000 + $40,000 + $73,000 = $253,000)
Barrett Company Budgeted Income Statement For the Year Ending December 31, 2025 |
||
Sales | $300,000 | |
Cost of goods sold | 253,000 | |
Gross profit | 47,000 | |
Selling and administrative expenses | 36,000 | |
Income from operations | 11,000 | |
Interest expense | 1,000 | |
Income before income tax expense | 10,000 | |
Income tax expense (30%) | 3,000* | |
Net income | $ 7,000 |
*$10,000 × .30
1.
2. Kate Cey and Joe Coulter are discussing the benefits of budgeting. They ask you to identify the primary benefits of budgeting. Comply with their request.
3. Jane Gilligan asks your help in understanding the essentials of effective budgeting. Identify the essentials for Jane.
4.
5. What criteria are helpful in determining the length of the budget period? What is the most common budget period?
6. Lori Wilkins maintains that the only difference between budgeting and long-range planning is time. Is this true? Explain why or why not.
7. What is participative budgeting? What are its potential benefits? What are its potential disadvantages?
8. What is budgetary slack? What incentive do managers have to create budgetary slack?
9. Distinguish between a master budget and a sales forecast.
10. What budget is the starting point in preparing the master budget? What may result if this budget is inaccurate?
11. “The production budget shows both unit production data and unit cost data.” Is this true? Explain why or why not.
12. Alou Company has 20,000 beginning finished goods units. Budgeted sales units are 160,000. If management desires 15,000 ending finished goods units, what are the required units of production?
13. In preparing the direct materials budget for Quan Company, management concludes that required purchases are 64,000 units. If 52,000 direct materials units are required in production and there are 9,000 units of beginning direct materials, what are the desired units of ending direct materials?
14. The production budget of Justus Company calls for 80,000 units to be produced. If it takes 45 minutes to make one unit and the direct labor rate is $16 per hour, what is the total budgeted direct labor cost?
15. Ortiz Company’s manufacturing overhead budget shows total variable costs of $198,000 and total fixed costs of $162,000. Total production in units is expected to be 150,000. It takes 20 minutes to make one unit, and the direct labor rate is $15 per hour. Express the manufacturing overhead rate as (a) a percentage of direct labor cost, and (b) an amount per direct labor hour.
16. Everly Company’s variable selling and administrative expenses are 12% of net sales. Fixed expenses are $50,000 per quarter. The sales budget shows expected sales of $200,000 and $240,000 in the first and second quarters, respectively. What are the total budgeted selling and administrative expenses for each quarter?
17. For Goody Company, the budgeted cost for one unit of product is direct materials $10, direct labor $20, and manufacturing overhead 80% of direct labor cost. If 25,000 units are expected to be sold at $65 each, what is the budgeted gross profit?
18. Indicate the supporting schedules used in preparing a budgeted income statement through gross profit for a manufacturer.
19. Identify the three sections of a cash budget. What balances are also shown in this budget?
20. Noterman Company has credit sales of $600,000 in January. Past experience suggests that 40% is collected in the month of sale, 50% in the month following the sale, and 10% in the second month following the sale. Compute the cash collections from January sales in January, February, and March.
21. What is the equation for determining required merchandise purchases for a merchandiser?
22. How might expected revenues in a service company be computed?
Prepare a diagram of a master budget.
BE22.1 (LO 1), AN Maris Company uses the following budgets: balance sheet, capital expenditure, cash, direct labor, direct materials, income statement, manufacturing overhead, production, sales, and selling and administrative expense. Prepare a diagram of the interrelationships of the budgets in the master budget. Indicate whether each budget is an operating or a financial budget.
Prepare a sales budget.
BE22.2 (LO 2), AP Paige Company estimates that unit sales will be 10,000 in quarter 1, 14,000 in quarter 2, 15,000 in quarter 3, and 18,000 in quarter 4. Using a unit selling price of $70, prepare the sales budget by quarters for the year ending December 31, 2025.
Prepare a production budget for 2 quarters.
BE22.3 (LO 2), AP Paige Company estimates that unit sales will be 10,000 in quarter 1, 14,000 in quarter 2, 15,000 in quarter 3, and 18,000 in quarter 4. The unit selling price is $70. Management desires to have an ending finished goods inventory equal to 25% of the next quarter’s expected unit sales. Prepare a production budget by quarters for the first 6 months of 2025.
Prepare a direct materials budget for 1 month.
BE22.4 (LO 2), AP Perine Company has 2,000 pounds of raw materials in its December 31, 2024, ending inventory. Required production for January and February of 2025 are 4,000 and 5,000 units, respectively. Two pounds of raw materials are needed for each unit, and the estimated cost per pound is $6. Management desires an ending inventory equal to 25% of next month’s materials requirements. Prepare the direct materials budget for January.
Prepare a direct labor budget for 2 quarters.
BE22.5 (LO 3), AP For Gundy Company, units to be produced are 5,000 in quarter 1 and 7,000 in quarter 2. It takes 1.6 hours to make a finished unit, and the expected hourly wage rate is $15 per hour. Prepare a direct labor budget by quarters for the 6 months ending June 30, 2025.
Prepare a manufacturing overhead budget.
BE22.6 (LO 3), AP For Roche Inc., variable manufacturing overhead costs are expected to be $20,000 in the first quarter of 2025, with $5,000 increments in each of the remaining three quarters. Fixed overhead costs are estimated to be $40,000 in each quarter. Prepare the manufacturing overhead budget by quarters and in total for the year.
Prepare a selling and administrative expense budget.
BE22.7 (LO 3), AP Elbert Company classifies its selling and administrative expense budget into variable and fixed components. Variable expenses are expected to be $24,000 in the first quarter, and $4,000 increments are expected in the remaining quarters of 2025. Fixed expenses are expected to be $40,000 in each quarter. Prepare the selling and administrative expense budget by quarters and in total for 2025.
Prepare a budgeted income statement for the year.
BE22.8 (LO 3), AP North Company has completed all of its operating budgets. The sales budget for the year shows 50,000 units and total sales of $2,250,000. The total cost of producing one unit is $25. Selling and administrative expenses are expected to be $300,000. Interest is estimated to be $10,000. Income taxes are estimated to be $200,000. Prepare a budgeted multiple-step income statement for the year ending December 31, 2025.
Prepare data for a cash budget.
BE22.9 (LO 4), AP Kaspar Industries expects credit sales for January, February, and March to be $220,000, $260,000, and $300,000, respectively. It is expected that 75% of the sales will be collected in the month of sale, and 25% will be collected in the following month. Compute cash collections from customers for each month.
Determine required merchandise purchases for 1 month.
BE22.10 (LO 5), AP Moore Wholesalers is preparing its merchandise purchases budget. Budgeted sales are $400,000 for April and $480,000 for May. Cost of goods sold is expected to be 65% of sales. The company’s desired ending inventory is 20% of the following month’s cost of goods sold. Compute the required purchases for April.
Identify budget terminology.
DO IT! 22.1 (LO 1), K Use this list of terms to complete the sentences that follow.
Long-range plans | Participative budgeting | |
Sales forecast | Operating budgets | |
Master budget | Financial budgets |
Prepare sales, production, and direct materials budgets.
DO IT! 22.2 (LO 2), AP Pargo Company is preparing its master budget for 2025. Relevant data pertaining to its sales, production, and direct materials budgets are as follows.
Sales. Sales for the year are expected to total 1,000,000 units. Quarterly sales are 20%, 25%, 25%, and 30%, respectively. The unit selling price is expected to be $40 for the first three quarters and $45 beginning in the fourth quarter. Sales in the first quarter of 2026 are expected to be 20% higher than the budgeted sales for the first quarter of 2025.
Production. Management desires to maintain the ending finished goods inventories at 25% of the next quarter’s budgeted sales volume.
Direct materials. Each unit requires 2 pounds of raw materials at a cost of $12 per pound. Management desires to maintain raw materials inventories at 10% of the next quarter’s production requirements. Assume the production requirements for first quarter of 2026 are 450,000 pounds.
Prepare the sales, production, and direct materials budgets by quarters for 2025.
Calculate budgeted total unit cost and prepare budgeted income statement.
DO IT! 22.3 (LO 3), AP Pargo Company is preparing its budgeted income statement for 2025. Relevant data pertaining to its sales, production, and direct materials budgets can be found in DO IT! 22.2.
In addition, Pargo budgets 0.3 hours of direct labor per unit, labor costs at $15 per hour, and manufacturing overhead at $20 per direct labor hour. Its budgeted selling and administrative expenses for 2025 are $6,000,000.
Determine amount of financing needed.
DO IT! 22.4 (LO 4), AP Batista Company management wants to maintain a minimum monthly cash balance of $25,000. At the beginning of April, the cash balance is $25,000, expected cash receipts for April are $245,000, and cash disbursements are expected to be $255,000. How much cash, if any, must be borrowed to maintain the desired minimum monthly balance?
Prepare merchandise purchases budget.
DO IT! 22.5 (LO 5), AP Zeller Company estimates that 2025 sales will be $40,000 in quarter 1, $48,000 in quarter 2, and $58,000 in quarter 3. Cost of goods sold is 50% of sales. Management desires to have ending merchandise inventory equal to 10% of the next quarter’s expected cost of goods sold. Prepare a merchandise purchases budget by quarter for the first 6 months of 2025.
Explain the concept of budgeting.
E22.1 (LO 1), C Trusler Company has always done some planning for the future, but the company has never prepared a formal budget. Now that the company is growing larger, it is considering preparing a budget.
Instructions
Write a memo to Jim Dixon, the president of Trusler Company, in which you define budgeting, identify the budgets that comprise the master budget, identify the primary benefits of budgeting, and discuss the essentials of effective budgeting.
Prepare a sales budget for 2 quarters.
E22.2 (LO 2), AP Edington Electronics Inc. produces and sells two models of calculators, XQ-103 and XQ-104. The calculators sell for $15 and $25, respectively. Because of the intense competition Edington faces, management budgets sales semiannually. Its projections for the first 2 quarters of 2025 are as follows.
Unit Sales | ||||
Product | Quarter 1 | Quarter 2 | ||
XQ-103 | 20,000 | 22,000 | ||
XQ-104 | 12,000 | 15,000 |
No changes in selling prices are anticipated.
Instructions
Prepare a sales budget for the 2 quarters ending June 30, 2025. List the products and show units, selling price, and total sales by product and in total for each quarter and for the 6 months.
Prepare a sales budget for 4 quarters.
E22.3 (LO 2), AP Thome and Crede, CPAs, are preparing their service revenue (sales) budget for the coming year (2025). The practice is divided into three departments: auditing, tax, and consulting. Billable hours for each department, by quarter, are provided here.
Department | Quarter 1 | Quarter 2 | Quarter 3 | Quarter 4 | ||||
Auditing | 2,300 | 1,600 | 2,000 | 2,400 | ||||
Tax | 3,000 | 2,200 | 2,000 | 2,500 | ||||
Consulting | 1,500 | 1,500 | 1,500 | 1,500 |
Average hourly billing rates are auditing $80, tax $90, and consulting $110.
Instructions
Prepare the service revenue (sales) budget for 2025 by listing the departments and showing billable hours, billable rate, and total revenue for each quarter and the year in total.
Prepare quarterly production budgets.
E22.4 (LO 2), AP Turney Company produces and sells automobile batteries, the heavy-duty HD-240. The 2025 sales forecast is as follows.
Quarter | HD-240 | |
1 | 5,000 | |
2 | 7,000 | |
3 | 8,000 | |
4 | 10,000 |
The January 1, 2025, inventory of HD-240 is 2,000 units. Management desires an ending inventory each quarter equal to 40% of the next quarter’s sales. Sales in the first quarter of 2026 are expected to be 25% higher than sales in the same quarter in 2025.
Instructions
Prepare quarterly production budgets for each quarter and in total for 2025.
Prepare a direct materials purchases budget.
E22.5 (LO 2), AP DeWitt Industries has adopted the following production budget for the first 4 months of 2025.
Month | Units | Month | Units | ||||
January | 10,000 | March | 5,000 | ||||
February | 8,000 | April | 4,000 |
Each unit requires 2 pounds of raw materials costing $3 per pound. On December 31, 2024, the ending raw materials inventory was 4,000 pounds. Management wants to have a raw materials inventory at the end of the month equal to 20% of next month’s production requirements.
Instructions
Prepare a direct materials purchases budget by month for the first quarter.
Prepare production and direct materials budgets by quarters for 6 months.
E22.6 (LO 2), AP On January 1, 2025, the Hardin Company budget committee has reached agreement on the following data for the 6 months ending June 30, 2025.
The ending raw materials and finished goods inventories at December 31, 2024, follow the same percentage relationships to production and sales that occur in 2025. Three pounds of raw materials are required to make each unit of finished goods. Raw materials purchased are expected to cost $4 per pound.
Instructions
Calculate raw materials purchases in dollars.
E22.7 (LO 2), AP Rensing Ltd. estimates sales for the second quarter of 2025 will be as follows.
Month | Units | |
April | 2,550 | |
May | 2,675 | |
June | 2,390 |
The target ending inventory of finished products is as follows.
March 31 | 2,000 | |
April 30 | 2,230 | |
May 31 | 2,200 | |
June 30 | 2,310 |
Two units of materials are required for each unit of finished product. Production for July is estimated at 2,700 units to start building inventory for the fall sales period. Rensing’s policy is to have an inventory of raw materials at the end of each month equal to 50% of the following month’s production requirements.
Raw materials are expected to cost $4 per unit throughout the period.
Instructions
Calculate the May raw materials purchases in dollars.
(CGA adapted)
Prepare a production and a direct materials budget.
E22.8 (LO 2), AP Fuqua Company’s sales budget projects unit sales of part 198Z of 10,000 units in January, 12,000 units in February, and 13,000 units in March. Each unit of part 198Z requires 4 pounds of materials, which cost $2 per pound. Fuqua Company desires its ending raw materials inventory to equal 40% of the next month’s production requirements, and its ending finished goods inventory to equal 20% of the next month’s expected unit sales. These goals were met at December 31, 2024.
Instructions
Prepare a direct labor budget.
E22.9 (LO 3), AP Rodriguez, Inc., is preparing its direct labor budget for 2025 from the following production budget based on a calendar year.
Quarter | Units | Quarter | Units | ||||
1 | 20,000 | 3 | 35,000 | ||||
2 | 25,000 | 4 | 30,000 |
Each unit requires 1.5 hours of direct labor.
Instructions
Prepare a direct labor budget for 2025. Wage rates are expected to be $16 for the first 2 quarters and $18 for quarters 3 and 4.
Prepare production and direct labor budgets.
E22.10 (LO 2, 3), AP Lowell Company makes and sells artistic frames for pictures. The controller is responsible for preparing the master budget and has accumulated the following information for 2025.
January | February | March | April | May | ||||||
Estimated unit sales | 12,000 | 14,000 | 13,000 | 11,000 | 11,000 | |||||
Unit selling price | $50.00 | $47.50 | $47.50 | $47.50 | $47.50 | |||||
Direct labor hours per unit | 2.0 | 2.0 | 1.5 | 1.5 | 1.5 | |||||
Direct labor cost per hour | $8.00 | $8.00 | $8.00 | $9.00 | $9.00 |
Lowell has a labor contract that calls for a wage increase to $9.00 per hour on April 1. New labor-saving machinery has been installed and will be fully operational by March 1.
Lowell expects to begin the year with 17,600 frames on hand and has a policy of carrying an end-of-month inventory of 100% of the following month’s sales, plus 40% of the second following month’s sales.
Instructions
Prepare a production budget and a direct labor budget for Lowell Company by month and for the first quarter of the year. The direct labor budget should include direct labor hours.
(CMA-Canada adapted)
Prepare a manufacturing overhead budget for the year.
E22.11 (LO 3), AP Atlanta Company is preparing its manufacturing overhead budget for 2025. Relevant data consist of the following.
Instructions
Prepare the manufacturing overhead budget for the year, showing quarterly data.
Prepare a selling and administrative expense budget for 2 quarters.
E22.12 (LO 3), AP Kirkland Company combines its operating expenses for budget purposes in a selling and administrative expense budget. For the first 6 months of 2025, the following data are available.
Instructions
Prepare a selling and administrative expense budget by quarters for the first 6 months of 2025.
Prepare a budgeted income statement for the year.
E22.13 (LO 3), AP Fultz Company has accumulated the following budget data for the year 2025.
Instructions
Prepare a cash budget for 2 months.
E22.14 (LO 4), AP Danner Company expects to have a cash balance of $45,000 on January 1, 2025. Relevant monthly budget data for the first 2 months of 2025 are as follows.
Sales of marketable securities in January are expected to realize $12,000 in cash. Danner Company has a line of credit at a local bank that enables it to borrow up to $25,000. The company wants to maintain a minimum monthly cash balance of $20,000.
Instructions
Prepare a cash budget for January and February.
Prepare a cash budget.
E22.15 (LO 4), AP Deitz Corporation is projecting a cash balance of $30,000 in its December 31, 2024, balance sheet. Deitz’s schedule of expected collections from customers for the first quarter of 2025 shows total collections of $185,000. The schedule of expected payments for direct materials for the first quarter of 2025 shows total payments of $43,000. Other information gathered for the first quarter of 2025 is sale of equipment $3,000, direct labor $70,000, manufacturing overhead $35,000, selling and administrative expenses $45,000, and purchase of securities $14,000. Deitz wants to maintain a balance of at least $25,000 cash at the end of each quarter.
Instructions
Prepare a cash budget for the first quarter.
Prepare cash budget for a month.
E22.16 (LO 4), AN The controller of Trenshaw Company wants to improve the company’s control system by preparing a month-by-month cash budget. The following information is for the month ending July 31, 2025.
June 30, 2025, cash balance | $45,000 | |
Dividends to be declared on July 15* | 12,000 | |
Cash expenditures to be paid in July for operating expenses | 40,800 | |
Amortization expense in July | 4,500 | |
Cash collections to be received in July | 90,000 | |
Merchandise purchases to be paid in cash in July | 56,200 | |
Equipment to be purchased for cash in July | 20,000 |
*Dividends are payable 30 days after declaration to shareholders of record on the declaration date.
Trenshaw Company wants to keep a minimum cash balance of $25,000.
Instructions
(CGA adapted)
Prepare schedules of expected collections and payments.
E22.17 (LO 4), AP Nieto Company’s budgeted sales and direct materials purchases are as follows.
Budgeted Sales | Budgeted D.M. Purchases | |||
January | $200,000 | $30,000 | ||
February | 220,000 | 36,000 | ||
March | 250,000 | 38,000 |
Nieto’s sales are 30% cash and 70% credit. Credit sales are collected 10% in the month of sale, 50% in the month following sale, and 36% in the second month following sale; 4% are uncollectible. Nieto’s purchases are 50% cash and 50% on account. Purchases on account are paid 40% in the month of purchase, and 60% in the month following purchase.
Instructions
Prepare schedules for cash receipts and cash payments, and determine ending balances for balance sheet.
E22.18 (LO 4, 5), AP Green Landscaping Inc. is preparing its budget for the first quarter of 2025. The next step in the budgeting process is to prepare a cash receipts schedule and a cash payments schedule. To that end, the following information has been collected.
Instructions
Prepare a cash budget for 2 quarters.
E22.19 (LO 4, 5), AP Pletcher Dental Clinic is a medium-sized dental service specializing in family dental care. The clinic is currently preparing the master budget for the first 2 quarters of 2025. All that remains in this process is the cash budget. The following information has been collected from other portions of the master budget and elsewhere.
Beginning cash balance | $ 30,000 | |
Required minimum cash balance | 25,000 | |
Payment of income taxes (2nd quarter) | 4,000 | |
Professional salaries: | ||
1st quarter | 140,000 | |
2nd quarter | 140,000 | |
Interest from investments (2nd quarter) | 7,000 | |
Overhead costs: | ||
1st quarter | 77,000 | |
2nd quarter | 100,000 | |
Selling and administrative costs, including $2,000 depreciation: | ||
1st quarter | 50,000 | |
2nd quarter | 70,000 | |
Purchase of equipment (2nd quarter) | 50,000 | |
Sale of equipment (1st quarter) | 12,000 | |
Collections from patients: | ||
1st quarter | 235,000 | |
2nd quarter | 380,000 | |
Interest payments (2nd quarter) | 200 |
Instructions
Prepare a cash budget for each of the first two quarters of 2025.
Prepare a purchases budget and budgeted income statement for a merchandiser.
E22.20 (LO 5), AP In May 2025, the budget committee of Grand Stores assembles the following data in preparation of budgeted merchandise purchases for the month of June.
Instructions
Prepare a direct labor budget for a service company.
E22.21 (LO 5), AP Emeric and Ellie’s Painting Service estimates that it will paint 10 small homes, 5 medium homes, and 2 large homes during the month of June 2025. The company estimates its direct labor needs as 40 hours per small home, 70 hours for a medium home, and 120 hours for a large home. Its average cost for direct labor is $18 per hour.
Instructions
Prepare a direct labor budget for Emeric and Ellie’s Painting Service for June 2025.
Prepare budgeted income statement and supporting budgets.
P22.1 (LO 2, 3), AP Cook Farm Supply Company manufactures and sells a pesticide called Snare. The following data are available for preparing budgets for Snare for the first 2 quarters of 2025.
Type of Inventory | January 1 | April 1 | July 1 | |||
Snare (bags) | 8,000 | 15,000 | 18,000 | |||
Gumm (pounds) | 9,000 | 10,000 | 13,000 | |||
Tarr (pounds) | 14,000 | 20,000 | 25,000 |
Your assistant has prepared two budgets: (1) the manufacturing overhead budget shows expected costs to be 125% of direct labor cost, and (2) the direct materials budget for Tarr shows the cost of Tarr purchases to be $297,000 in quarter 1 and $439,500 in quarter 2.
Instructions
Prepare the budgeted multiple-step income statement for the first 6 months and all required operating budgets by quarters. (Note: Use variable and fixed in the selling and administrative expense budget.) Do not prepare the manufacturing overhead budget or the direct materials budget for Tarr.
Net income $1,007,040
Cost per bag $33.20
Prepare sales, production, direct materials, direct labor, and income statement budgets.
P22.2 (LO 2, 3), AP Deleon Inc. is preparing its annual budgets for the year ending December 31, 2025. Accounting assistants furnish the following data.
Product JB 50 | Product JB 60 | |||
Sales budget: | ||||
Anticipated volume in units | 400,000 | 200,000 | ||
Unit selling price | $20 | $25 | ||
Production budget: | ||||
Desired ending finished goods units | 30,000 | 15,000 | ||
Beginning finished goods units | 25,000 | 10,000 | ||
Direct materials budget: | ||||
Direct materials per unit (pounds) | 2 | 3 | ||
Desired ending direct materials pounds | 30,000 | 10,000 | ||
Beginning direct materials pounds | 40,000 | 15,000 | ||
Cost per pound | $3 | $4 | ||
Direct labor budget: | ||||
Direct labor time per unit | 0.4 | 0.6 | ||
Direct labor rate per hour | $12 | $12 | ||
Budgeted income statement: | ||||
Total unit cost | $13 | $20 |
An accounting assistant has prepared the detailed manufacturing overhead budget and the selling and administrative expense budget. The latter shows selling expenses of $560,000 for product JB 50 and $360,000 for product JB 60, and administrative expenses of $540,000 for product JB 50 and $340,000 for product JB 60. Interest expense is $150,000 (not allocated to products). Income taxes are expected to be 20%.
Instructions
Prepare the following budgets for the year. Show data for each product. Quarterly budgets should not be prepared.
Sales.
a. Total sales $13,000,000
Production.
b. Required production units: JB 50, 405,000 JB 60, 205,000
Direct materials.
c. Total cost of direct materials purchases $4,840,000
Direct labor.
d. Total direct labor cost $3,420,000
Multiple-step income statement (Note: income taxes are not allocated to the products).
e. Net income $1,480,000
Prepare sales and production budgets and compute cost per unit under two plans.
P22.3 (LO 2), E Hill Industries had sales in 2024 of $6,800,000 and gross profit of $1,100,000. Management is considering two alternative budget plans to increase its gross profit in 2025.
Plan A would increase the unit selling price from $8.00 to $8.40. Sales volume would decrease by 125,000 units from its 2024 level. Plan B would decrease the unit selling price by $0.50. The marketing department expects that the sales volume would increase by 130,000 units.
At the end of 2024, Hill has 40,000 units of inventory on hand. If Plan A is accepted, the 2025 ending inventory should be 35,000 units. If Plan B is accepted, the ending inventory should be 60,000 units. Each unit produced will cost $1.50 in direct labor, $1.30 in direct materials, and $1.20 in variable overhead. The fixed overhead for 2025 should be $1,895,000.
Instructions
Compute the production cost per unit under each plan. Why is the cost per unit different for the two plans? (Round to two decimals.)
c. Unit cost: Plan A $6.63
Plan B $5.90
Which plan should be accepted? (Hint: Compute the gross profit under each plan.)
d. Gross profit:
Plan A $1,283,250
Plan B $1,568,000
Prepare cash budget for 2 months.
P22.4 (LO 4), AP Colter Company prepares monthly cash budgets. Relevant data from operating budgets for 2025 are as follows.
January | February | |||
Sales | $360,000 | $400,000 | ||
Direct materials purchases | 120,000 | 125,000 | ||
Direct labor | 90,000 | 100,000 | ||
Manufacturing overhead | 70,000 | 75,000 | ||
Selling and administrative expenses | 79,000 | 85,000 |
All sales are on account. Collections are expected to be 50% in the month of sale, 30% in the first month following the sale, and 20% in the second month following the sale. Sixty percent (60%) of direct materials purchases are paid in cash in the month of purchase, and the balance due is paid in the month following the purchase. All other items above are paid in the month incurred except for selling and administrative expenses, which include $1,000 of depreciation per month.
Other data:
The company’s cash balance on January 1, 2025, is expected to be $60,000. The company wants to maintain a minimum cash balance of $50,000.
Instructions
Prepare schedules for (1) expected collections from customers and (2) expected payments for direct materials purchases for January and February.
a. January: collections $326,000; payments $112,000
Prepare a cash budget for January and February in columnar form.
b. Ending cash balance: January $51,000 February $50,000
Prepare purchases and income statement budgets for a merchandiser.
P22.5 (LO 5), AP The budget committee of Suppar Company collects the following data for its San Miguel Store in preparing budgeted income statements for May and June 2025.
Operating expenses are estimated to be as follows:
Sales salaries | $35,000 per month | |
Advertising | 6% of monthly sales | |
Delivery expense | 2% of monthly sales | |
Sales commissions | 5% of monthly sales | |
Rent expense | $5,000 per month | |
Depreciation | $800 per month | |
Utilities | $600 per month | |
Insurance | $500 per month |
Instructions
Prepare the merchandise purchases budget for each month in columnar form.
a. Purchases: May $603,000 June $633,150
Prepare budgeted multiple-step income statements for each month in columnar form. Show in the statements the details of cost of goods sold.
b. Net income: May $41,680 June $45,520
Prepare budgeted cost of goods sold, income statement, retained earnings, and balance sheet.
P22.6 (LO 3, 4), AP Krause Industries’ balance sheet at December 31, 2024, is presented here.
Krause Industries Balance Sheet December 31, 2024 |
||||
Assets | ||||
Current assets | ||||
Cash | $ 7,500 | |||
Accounts receivable | 73,500 | |||
Finished goods inventory (1,500 units) | 24,000 | |||
Total current assets | 105,000 | |||
Property, plant, and equipment | ||||
Equipment | $40,000 | |||
Less: Accumulated depreciation | 10,000 | 30,000 | ||
Total assets | $135,000 | |||
Liabilities and Stockholders’ Equity | ||||
Liabilities | ||||
Notes payable | $ 25,000 | |||
Accounts payable | 45,000 | |||
Total liabilities | 70,000 | |||
Stockholders’ equity | ||||
Common stock | $40,000 | |||
Retained earnings | 25,000 | |||
Total stockholders’ equity | 65,000 | |||
Total liabilities and stockholders’ equity | $135,000 |
Budgeted data for the year 2025 include the following.
2025 | ||||
Quarter 4 | Total | |||
Sales budget (8,000 units at $32) | $76,800 | $256,000 | ||
Direct materials used | 17,000 | 62,500 | ||
Direct labor | 12,500 | 50,900 | ||
Manufacturing overhead applied | 10,000 | 48,600 | ||
Selling and administrative expenses | 18,000 | 75,000 |
To meet sales requirements and to have 2,500 units of finished goods on hand at December 31, 2025, the production budget shows 9,000 required units of output. The total unit cost of production is expected to be $18. Krause uses the first-in, first-out (FIFO) inventory costing method. Interest expense is expected to be $3,500 for the year. Income taxes are expected to be 20% of income before income taxes. In 2025, the company expects to declare and pay an $8,000 cash dividend.
The company’s cash budget shows an expected cash balance of $13,180 at December 31, 2025. All sales and purchases are on account. It is expected that 60% of quarterly sales are collected in cash within the quarter and the remainder is collected in the following quarter. Direct materials purchased from suppliers are paid 50% in the quarter incurred and the remainder in the following quarter. Purchases in the fourth quarter were the same as the materials used. In 2025, the company expects to purchase additional equipment costing $9,000. A total of $4,000 of depreciation expense on equipment is included in the budget data and split equally between manufacturing overhead and selling and administrative expenses. Krause expects to pay $8,000 on the outstanding notes payable balance plus all interest due and payable to December 31 (included in interest expense $3,500, above). Accounts payable at December 31, 2025, includes amounts due suppliers (see above) plus other accounts payable relating to manufacturing overhead of $7,200. Unpaid income taxes at December 31 will be $5,000.
Instructions
Prepare a budgeted statement of cost of goods sold, budgeted multiple-step income statement, and retained earnings statement for 2025, and a budgeted classified balance sheet at December 31, 2025.
Net income $29,200
Total assets $123,900
CD22 Diane Buswell is preparing the 2025 budget for one of Current Designs’ rotomolded kayaks. Extensive meetings with members of the sales department and executive team have resulted in the following unit sales projections for 2025.
Quarter 1 | 1,000 kayaks | |
Quarter 2 | 1,500 kayaks | |
Quarter 3 | 750 kayaks | |
Quarter 4 | 750 kayaks |
Current Designs’ policy is to have finished goods ending inventory in a quarter equal to 20% of the next quarter’s anticipated sales. Preliminary sales projections for 2026 are 1,100 units for the first quarter and 1,500 units for the second quarter. Ending inventory of finished goods at December 31, 2024, will be 200 rotomolded kayaks.
Production of each kayak requires 54 pounds of polyethylene powder and a finishing kit (rope, seat, hardware, etc.). Company policy is that the ending inventory of polyethylene powder should be 25% of the amount needed for production in the next quarter. Assume that the ending inventory of polyethylene powder on December 31, 2024, is 19,400 pounds. The finishing kits can be assembled as they are needed. As a result, Current Designs does not maintain a significant inventory of the finishing kits.
The polyethylene powder used in these kayaks costs $1.50 per pound, and the finishing kits cost $170 each. Production of a single kayak requires 2 hours of time by more experienced, type I employees and 3 hours of finishing time by type II employees. The type I employees are paid $15 per hour, and the type II employees are paid $12 per hour.
Selling and administrative expenses for this line are expected to be $45 per unit sold plus $7,500 per quarter. Manufacturing overhead is assigned at 150% of labor costs.
Instructions
Prepare the production budget, direct materials budget, direct labor budget, manufacturing overhead budget, and selling and administrative budget for this product line by quarter and in total for 2025.
(Note: This is a continuation of the Waterways case from Chapters 14–21.)
WC22 Waterways Corporation is preparing its budget for the coming year, 2025. The first step is to plan for the first quarter of that coming year. The company has gathered information from its managers in preparation of the budgeting process. This case asks you to prepare the various budgets that comprise the master budget for 2025.
Go to Wiley Course Resources for complete case details and instructions.
CC22.1 Auburn Circular Club is planning a major fundraiser that it hopes will become a successful annual event: sponsoring a professional rodeo. For this case, you will encounter many managerial accounting issues that would be common for a start-up business, such as CVP analysis (Chapter 18), incremental analysis (Chapter 20), and budgetary planning (this chapter).
CC22.2 Sweats Galore is a new business venture that will make custom sweatshirts using a silk-screen process. In helping the company’s owner, Michael Woods, set up his business, you will have the opportunity to apply your understanding of CVP relationships (Chapter 18) and budgetary planning (this chapter).
Go to Wiley Course Resources for complete details and instructions for both cases.
DA22 HydroHappy has developed a new marketing plan that looks very promising for increased sales for the upcoming summer months. The biggest concern is that the production facility will not have the capacity to handle the additional production needed. For this case, you will generate Excel pivot tables and pivot line charts to analyze company capacity for estimated increased production levels.
Go to Wiley Course Resources for complete case details and instruction
CT22.1 Palmer Corporation operates on a calendar-year basis. It begins the annual budgeting process in late August when the president establishes targets for the total dollar sales and net income before taxes for the next year.
The sales target is given first to the marketing department. The marketing manager formulates a sales budget by product line in both units and dollars. From this budget, sales quotas by product line in units and dollars are established for each of the corporation’s sales districts. The marketing manager also estimates the cost of the marketing activities required to support the target sales volume and prepares a tentative marketing expense budget.
The executive vice president uses the sales and profit targets, the sales budget by product line, and the tentative marketing expense budget to determine the dollar amounts that can be devoted to manufacturing and corporate office expense. The executive vice president prepares the budget for corporate expenses. She then forwards to the production department the product-line sales budget in units and the total dollar amount that can be devoted to manufacturing.
The production manager meets with the factory managers to develop a manufacturing plan that will produce the required units when needed within the cost constraints set by the executive vice president. The budgeting process usually comes to a halt at this point because the production department does not consider the financial resources allocated to be adequate.
When this standstill occurs, the vice president of finance, the executive vice president, the marketing manager, and the production manager meet together to determine the final budgets for each of the areas. This normally results in a modest increase in the total amount available for manufacturing costs and cuts in the marketing expense and corporate office expense budgets. The total sales and net income figures proposed by the president are seldom changed. Although the participants are seldom pleased with the compromise, these budgets are final. Each executive then develops a new detailed budget for the operations in his or her area.
None of the areas has achieved its budget in recent years. Sales often run below the target. When budgeted sales are not achieved, each area is expected to cut costs so that the president’s profit target can be met. However, the profit target is seldom met because costs are not cut enough. In fact, costs often run above the original budget in all functional areas (marketing, production, and corporate office).
The president is disturbed that Palmer has not been able to meet the sales and profit targets. He hires a consultant with considerable experience with companies in Palmer’s industry. The consultant reviews the budgets for the past 4 years. He concludes that the product line sales budgets were reasonable and that the cost and expense budgets were adequate for the budgeted sales and production levels.
Instructions
With the class divided into groups, complete the following.
(CMA adapted)
CT22.2 Elliot & Hesse Inc. manufactures ergonomic devices for computer users. Some of its more popular products include anti-glare filters and privacy filters (for computer monitors) and keyboard stands with wrist rests. Over the past 5 years, it experienced rapid growth, with sales of all products increasing 20% to 50% each year.
Last year, some of the primary manufacturers of computers began introducing new products with some of the ergonomic designs, such as anti-glare filters and wrist rests, already built in. As a result, sales of Elliot & Hesse’s accessory devices have declined somewhat. The company believes that the privacy filters will probably continue to show growth, but that the other products will probably continue to decline. When the next year’s budget was prepared, increases were built into research and development so that replacement products could be developed or the company could expand into some other product line. Some product lines being considered are general-purpose ergonomic devices including back supports, foot rests, and sloped writing pads.
The most recent results have shown that sales decreased more than was expected for the anti-glare filters. As a result, the company may have a shortage of funds. Top management has therefore asked that all expenses be reduced 10% to compensate for these reduced sales. Summary budget information is as follows.
Direct materials | $240,000 | |
Direct labor | 110,000 | |
Insurance | 50,000 | |
Depreciation | 90,000 | |
Machine repairs | 30,000 | |
Sales salaries | 50,000 | |
Office salaries | 80,000 | |
Factory salaries (indirect labor) | 50,000 | |
Total | $700,000 |
Instructions
Using the information above, answer the following questions.
CT22.3 Information regarding many approaches to budgeting can be found online. The following activity investigates the merits of “zero-based” budgeting, as discussed by Michael LaFaive, Director of Fiscal Policy of the Mackinac Center for Public Policy.
Instructions
Read the article at the Mackinac website and then answer the following questions.
CT22.4 In order to better serve their rural patients, Drs. Joe and Rick Parcells (brothers) began giving safety seminars. Especially popular were their “emergency-preparedness” talks given to farmers. Many people asked whether the “kit” of materials the doctors recommended for common farm emergencies was commercially available.
After checking with several suppliers, the doctors realized that no other company offered the supplies they recommended in their seminars, packaged in the way they described. Their wives, Megan and Sue, agreed to make a test package by ordering supplies from various medical supply companies and assembling them into a “kit” that could be sold at the seminars. When these kits proved a runaway success, the sisters-in-law decided to market them. At the advice of their accountant, they organized this venture as a separate company, called Life Protection Products (LPP), with Megan Parcells as CEO and Sue Parcells as Secretary-Treasurer.
LPP soon started receiving requests for the kits from all over the country, as word spread about their availability. Even without advertising, LPP was able to sell its full inventory every month. However, the company was becoming financially strained. Megan and Sue had about $100,000 in savings, and they invested about half that amount initially. They believed that this venture would allow them to make money. However, at the present time, only about $30,000 of the cash remains, and the company is constantly short of cash.
Megan has come to you for advice. She does not understand why the company is having cash flow problems. She and Sue have not even been withdrawing salaries. However, they have rented a local building and have hired two more full-time workers to help them cope with the increasing demand. They do not think they could handle the demand without this additional help.
Megan is also worried that the cash problems mean that the company may not be able to support itself. She has prepared the cash budget shown below. All seminar customers pay for their products in full at the time of purchase. In addition, several large companies have ordered the kits for use by employees who work in remote sites. They have requested credit terms and have been allowed to pay in the month following the sale. These large purchasers amount to about 25% of the sales at the present time. LPP purchases the materials for the kits about 2 months ahead of time. Megan and Sue are considering slowing the growth of the company by simply purchasing less materials, which will mean selling fewer kits.
The workers are paid weekly. Megan and Sue need about $15,000 cash on hand at the beginning of the month to pay for purchases of raw materials. Right now they have been using cash from their savings, but as noted, only $30,000 is left.
Life Protection Products Cash Budget For the Quarter Ending June 30, 2025 |
||||||
April | May | June | ||||
Cash balance, beginning | $15,000 | $15,000 | $15,000 | |||
Cash received | ||||||
From prior month sales | 5,000 | 7,500 | 12,500 | |||
From current sales | 15,000 | 22,500 | 37,500 | |||
Total cash on hand | 35,000 | 45,000 | 65,000 | |||
Cash payments | ||||||
To employees | 3,000 | 3,000 | 3,000 | |||
For products | 25,000 | 35,000 | 45,000 | |||
Miscellaneous expenses | 5,000 | 6,000 | 7,000 | |||
Postage | 1,000 | 1,000 | 1,000 | |||
Total cash payments | 34,000 | 45,000 | 56,000 | |||
Cash balance | $1,000 | $0 | $ 9,000 | |||
Borrow from savings | $14,000 | $15,000 | $ 1,000 | |||
Borrow from bank? | $0 | $0 | $ 5,000 |
Instructions
Write a response to Megan Parcells. Explain why LPP is short of cash. Will this company be able to support itself? Explain your answer. Make any recommendations you deem appropriate.
CT22.5 You are an accountant in the budgetary, projections, and special projects department of Fernetti Conductor, Inc., a large manufacturing company. The president, Richard Brown, asks you on very short notice to prepare some sales and income projections covering the next 2 years of the company’s much-heralded new product lines. He wants these projections for a series of speeches he is making while on a 2-week trip to eight East Coast brokerage firms. The president hopes to bolster Fernetti’s stock sales and price.
You work 23 hours in 2 days to compile the projections, hand-deliver them to the president, and are swiftly but graciously thanked as he departs. A week later, you find time to go over some of your computations and discover a miscalculation that makes the projections grossly overstated. You quickly inquire about the president’s itinerary and learn that he has made half of his speeches and has half yet to make. You are in a quandary as to what to do.
Instructions
CT22.6 In order to get your personal finances under control, you need to prepare a personal budget. Assume that you have compiled the following information regarding your expected cash flows for a typical month.
Rent payment | $ 500 | Miscellaneous costs | $210 | ||||
Interest income | 50 | Savings | 50 | ||||
Income tax withheld | 300 | Eating out | 150 | ||||
Electricity bill | 85 | Telephone and Internet costs | 125 | ||||
Groceries | 100 | Student loan payments | 375 | ||||
Wages earned | 2,500 | Entertainment costs | 250 | ||||
Insurance | 100 | Transportation costs | 150 |
Instructions
Using the information above, prepare a personal budget. In preparing this budget, use the format included in the “Steps to Creating a Household Budget” article available at the balance’s website (go to the site and do a search for the article). Just skip any unused line items.
CT22.7 You might hear people say that they “need to learn to live within a budget.” The funny thing is that most people who say this haven’t actually prepared a personal budget, nor do they intend to. Instead, what they are referring to is a vaguely defined, poorly specified collection of rough ideas of how much they should spend on various aspects of their lives. However, you can’t live within or even outside of something that doesn’t exist. With that in mind, let’s take a look at one aspect of personal-budget templates.
Many personal-budget worksheet templates that are provided for college students treat student loans as an income source. See, for example, the template included in the “Steps to Creating a Household Budget” article available at the balance’s website. Based on your knowledge of accounting, is this correct?
YES: | Student loans provide a source of cash, which can be used to pay costs. As the saying goes, “It all spends the same.” Therefore, student loans are income. |
NO: | Student loans must eventually be repaid; therefore, they are not income. As the name indicates, they are loans. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
In Chapter 22, we discussed the use of budgets for planning. We now consider how budgets are used by management to control operations. In the following Feature Story on The Roxy Hotel Tribeca, we see that management uses the budget to adapt to the business environment. This chapter focuses on two aspects of management control: (1) budgetary control and (2) responsibility accounting.
Perhaps no place in the world has a wider variety of distinctive, high-end accommodations than New York City. It’s tough to set yourself apart in the Big Apple, but unique is what The Roxy Hotel Tribeca is all about.
When you walk through the doors of this triangular-shaped building, nestled in one of Manhattan’s most affluent neighborhoods, you immediately encounter a striking eight-story atrium. Although the hotel was completely renovated, it still maintains its funky mid-century charm. Just consider the always hip hotel bar. Besides serving up cocktails until 2 a.m., the bar also provides food. These are not the run-of-the-mill, chain-hotel, borderline edibles. The chef is famous for tantalizing delectables such as duck rillettes, sea salt baked branzino, housemade pappardelle, and pumpkin madeleines.
Another thing that really sets the hotel apart is its private screening room. As a guest, you can enjoy plush leather seating, state-of-the-art projection, and digital surround sound, all while viewing a cult classic from the hotel’s film series. In fact, on Sundays, free screenings are available to guests and non-guests alike on a first-come-first-served basis.
To attract and satisfy a discerning clientele, The Roxy Hotel Tribeca’s management incurs higher and more unpredictable costs than those of a standard hotel. As fun as it might be to run a high-end hotel, management cannot be cavalier about spending money. To maintain profitability, management closely monitors costs and revenues to make sure that they track with budgeted amounts. Further, because of unexpected fluctuations in demand for rooms (think hurricanes or bitterly cold winter weather), management must sometimes revise forecasts and budgets and adapt quickly. To evaluate performance and identify when changes need to be made, the budget needs to be flexible.
Watch the Tribeca Grand video in Wiley Course Resources to learn more about real-world budgeting.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Describe budgetary control and static budget reports. |
|
DO IT! 1 Static Budget Reports |
LO 2 Prepare flexible budget reports. |
|
DO IT! 2 Flexible Budgets |
LO 3 Apply responsibility accounting to cost and profit centers. |
|
DO IT! 3 Profit Center Responsibility Report |
LO 4 Evaluate performance in investment centers. |
|
DO IT! 4 Performance Evaluation |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
One of management’s responsibilities is to control company operations. Control consists of the steps taken by management to see that planned objectives are met. We now ask: How do budgets contribute to control of operations?
The use of budgets in controlling operations is known as budgetary control.
Such control takes place by means of budget reports that compare actual results with planned objectives.
The use of budget reports is based on the belief that planned objectives lose much of their potential value without some monitoring of progress along the way.
Just as your professors give midterm exams to evaluate your progress, top management requires periodic reports on the progress of department managers toward planned objectives.
Budget reports provide management with feedback on operations and are prepared as frequently as needed.
The feedback for a crucial objective, such as having enough cash on hand to pay bills, may be made daily.
For other objectives, such as meeting budgeted annual sales and operating expenses, monthly budget reports may suffice.
From these reports, management analyzes any differences between actual and planned results and determines their causes. Management then takes corrective action, or it decides to modify future plans. Budgetary control involves the activities shown in Illustration 23.1.
ILLUSTRATION 23.1 Budgetary control activities
Budgetary control works best when a company has a formalized reporting system. The reporting system does the following.
Identifies the name of the budget report, such as the sales budget or the manufacturing overhead budget.
States the frequency of the report, such as weekly or monthly.
Specifies the purpose of the report.
Indicates the primary recipient(s) of the report.
Illustration 23.2 provides a partial budgetary control system for a manufacturing company. Note the frequency of the reports and their emphasis on control. For example, there is a daily report on scrap and a weekly report on labor.
ILLUSTRATION 23.2 Budgetary control reporting system
Name of Report | Frequency | Purpose | Primary Recipient(s) |
---|---|---|---|
Sales | Weekly | Determine whether sales goals are met | Top management and sales manager |
Labor | Weekly | Control direct and indirect labor costs | Vice president of production and production department managers |
Scrap | Daily | Determine efficient use of materials | Production manager |
Departmental overhead costs | Monthly | Control overhead costs | Department manager |
Selling expenses | Monthly | Control selling expenses | Sales manager |
Income statement | Monthly and quarterly | Determine whether income goals are met | Top management |
You learned in Chapter 22 that the master budget formalizes management’s planned objectives for the coming year. When used in budgetary control, each budget included in the master budget is considered to be static.
A static budget is a projection of budget data at a single level of activity before actual activity occurs.
These budgets do not consider data for different levels of activity.
As a result, companies compare actual results with budget data at the activity level that was used in developing the master budget.
To illustrate the role of a static budget in budgetary control, we will use selected data prepared for Hayes Company in Chapter 22. Illustration 23.3 provides budget and actual sales data for the Rightride product in the first and second quarters of 2025.
ILLUSTRATION 23.3 Budget and actual sales data
Sales | First Quarter | Second Quarter | Total | ||
---|---|---|---|---|---|
Budgeted | $180,000 | $210,000 | $390,000 | ||
Actual | 179,000 | 199,500 | 378,500 | ||
Difference | $ 1,000 | $ 10,500 | $ 11,500 |
The sales budget report for Hayes’ first quarter is shown in Illustration 23.4. The right-most column reports the difference between the budgeted and actual amounts (see Alternative Terminology).
ILLUSTRATION 23.4 Sales budget report—first quarter
The report shows that sales are $1,000 under budget—an unfavorable result.
This difference is less than 1% of budgeted sales ($1,000 ÷ $180,000 = .0056, or 0.56%).
Top management’s reaction to differences is often influenced by the materiality (significance) of the difference.
Since the difference of $1,000 is immaterial in this case, we assume that Hayes management takes no specific corrective action.
Illustration 23.5 shows the sales budget report for the second quarter. It contains one new feature: cumulative year-to-date information. This report indicates that sales for the second quarter are $10,500 below budget. This is 5% of budgeted sales ($10,500 ÷ $210,000). Top management may now conclude that the difference between budgeted and actual sales requires investigation.
ILLUSTRATION 23.5 Sales budget report—second quarter
Management’s analysis should start by:
Asking the sales manager the cause(s) of the shortfall.
Considering the need for corrective action.
For example, management may attempt to increase sales by offering sales incentives to customers or by increasing the advertising of Rightrides. Or, if management concludes that a downturn in the economy is responsible for the lower sales, it may modify planned sales and profit goals for the remainder of the year.
From these examples, you can see that a master sales budget is useful in evaluating the performance of a sales manager. It is now necessary to ask: Is the master budget appropriate for evaluating a manager’s performance in controlling costs? Recall that in a static budget, data are not modified or adjusted, regardless of changes in activity. It follows, then, that a static budget is appropriate in evaluating a manager’s effectiveness in controlling costs when:
The actual level of activity closely approximates the master budget activity level, and/or
The behavior of the costs in response to changes in activity is fixed.
A static budget report is, therefore, appropriate for fixed manufacturing costs and for fixed selling and administrative expenses. But, as you will see shortly, static budget reports may not be a proper basis for evaluating a manager’s performance in controlling variable costs.
In contrast to a static budget, which is based on one level of activity, a flexible budget projects budget data for various levels of activity.
In essence, the flexible budget is a series of static budgets at different levels of activity.
The flexible budget recognizes that the budgetary process is more useful if it is adaptable to changed operating conditions.
Flexible budgets can be prepared for each of the types of budgets included in the master budget.
For example, Marriott Hotels can budget revenues and net income on the basis of 60%, 80%, and 100% of room occupancy. Similarly, American Van Lines can budget its operating expenses on the basis of various levels of truck-miles driven. Duke Energy can budget revenue and net income on the basis of estimated billions of kwh (kilowatt hours) of residential, commercial, and industrial electricity generated. In the following pages, we will illustrate a flexible budget for manufacturing overhead.
Assume that you are the manager in charge of manufacturing overhead in the Assembly Department of Barton Robotics. In preparing the manufacturing overhead budget for 2025, you prepare the static budget shown in Illustration 23.6 based on a production volume of 10,000 units of robotic controls (see Helpful Hint).
ILLUSTRATION 23.6 Static overhead budget
Fortunately for the company, the demand for robotic controls has increased, and Barton produces and sells 12,000 units during the year rather than 10,000. You are elated! Increased sales means increased profitability, which should mean a bonus or a raise for you and the employees in your department. Unfortunately, a comparison of Assembly Department actual and budgeted costs has put you on the spot. Illustration 23.7 shows the budget report.
ILLUSTRATION 23.7 Overhead static budget report
This comparison uses budgeted cost data based on the original activity level (10,000 robotic controls).
It indicates that the costs incurred by the Assembly Department are significantly over budget for three of the six overhead costs.
There is a total unfavorable difference of $132,000, which is 12% over budget ($132,000 ÷ $1,100,000).
Your supervisor is very unhappy. Instead of sharing in the company’s success, you may find yourself looking for another job. What went wrong?
When you calm down and carefully examine the manufacturing overhead budget, you identify the problem: The budget data are not relevant!
At the time the budget was developed, the company anticipated that only 10,000 units would be produced. Instead, 12,000 units were actually produced.
Comparing actual costs incurred at a production level of 12,000 units with budgeted variable costs at an expected production level of 10,000 units is meaningless (see Helpful Hint).
As production increases, the budget allowances for variable costs should increase proportionately. The variable costs in this example are indirect materials, indirect labor, and utilities.
Analyzing the budget data for these costs at 10,000 units, you arrive at the unit variable cost results shown in Illustration 23.8.
ILLUSTRATION 23.8 Unit variable costs
Item | Budgeted Cost |
÷ | Budgeted Number of Units |
= | Unit Variable Cost |
|
Indirect materials | $250,000 | 10,000 | $25 | |||
Indirect labor | 260,000 | 10,000 | 26 | |||
Utilities | 190,000 | 10,000 | 19 | |||
$700,000 | $70 |
Using these unit variable costs, Illustration 23.9 calculates the budgeted variable costs at 12,000 units.
ILLUSTRATION 23.9 Budgeted variable costs, 12,000 units
Item | Unit Variable Cost × Actual Units | = | Budgeted Variable Costs |
|
Indirect materials | $25 × 12,000 | $300,000 | ||
Indirect labor | $26 × 12,000 | 312,000 | ||
Utilities | $19 × 12,000 | 228,000 | ||
$840,000 |
Because fixed costs do not change in total as activity changes, the budgeted amounts for these costs remain the same. Illustration 23.10 shows the budget report based on the flexible budget for 12,000 units of production. (Compare this with Illustration 23.7.)
ILLUSTRATION 23.10 Overhead flexible budget report
This flexible budget report indicates that the Assembly Department’s costs are under budget—a favorable difference. Instead of worrying about being fired, you may be in line for a bonus or a raise after all! As this analysis shows, the only appropriate comparison is between actual costs at 12,000 units of production and budgeted costs at 12,000 units. Flexible budget reports provide this comparison (see Decision Tools).
The flexible budget uses the master budget as its basis. To develop the flexible budget, management uses the following steps.
Identify the activity index and the relevant range of activity.
Identify the variable costs, and determine the budgeted variable cost per unit of activity for each cost.
Identify the fixed costs, and determine the budgeted amount for each cost.
Prepare the budget for selected increments of activity within the relevant range.
The activity index chosen should have a strong relationship with the costs being budgeted.
That is, an increase in the activity index should coincide with an increase in costs. For manufacturing overhead costs, for example, the activity index is usually the same as the index used in developing the predetermined overhead rate—that is, direct labor hours or machine hours. For selling and administrative expenses, the activity index usually is sales or net sales.
The choice of the increment of activity is largely a matter of judgment. For example, if the relevant range is 8,000 to 12,000 direct labor hours, increments of 1,000 hours may be selected. The flexible budget is then prepared for each increment within the relevant range.
To illustrate the flexible budget, we use Fox Company. Fox’s management uses a flexible budget for monthly comparisons of actual and budgeted manufacturing overhead costs of the Finishing Department. The master budget for the year ending December 31, 2025, shows expected annual operating capacity of 120,000 direct labor hours and the overhead costs shown in Illustration 23.11.
ILLUSTRATION 23.11 Master budget data
Variable Costs | Fixed Costs | |||
Indirect materials | $180,000 | Depreciation | $180,000 | |
Indirect labor | 240,000 | Supervision | 120,000 | |
Utilities | 60,000 | Property taxes | 60,000 | |
Total | $480,000 | Total | $360,000 |
The four steps for developing the flexible budget are applied as follows.
Step 1 Identify the activity index and the relevant range of activity. Management has found that there is a strong relationship between direct labor hours and variable manufacturing overhead costs. Thus, the activity index is direct labor hours. The relevant range is 8,000–12,000 direct labor hours per month.
Step 2 Identify the variable costs, and determine the budgeted variable cost per unit of activity for each cost. A cost is variable if total costs vary directly as a result of a change in the activity index, which is direct labor in this case. In this example, indirect materials, indirect labor, and utilities are variable costs. The variable cost per unit is found by dividing each total budgeted cost by the direct labor hours used in preparing the annual master budget (120,000 hours). Illustration 23.12 shows the computations for Fox Company.
ILLUSTRATION 23.12 Computation of variable cost per direct labor hour
Variable Costs | Total Budgeted Cost ÷ Budgeted Direct Labor Hours |
= | Variable Cost per Direct Labor Hour |
|
Indirect materials | $180,000 ÷ 120,000 | $1.50 | ||
Indirect labor | $240,000 ÷ 120,000 | 2.00 | ||
Utilities | $60,000 ÷ 120,000 | 0.50 | ||
Total | $4.00 |
Step 3 Identify the fixed costs, and determine the budgeted amount for each cost. A cost is fixed if the total cost does not vary as a result of changes in the activity index. In this example, depreciation, supervision, and property taxes are fixed costs. Since Fox desires monthly budget data, it divides each annual budgeted cost by 12 to find the monthly amounts. Therefore, the monthly budgeted fixed costs are depreciation $15,000 ($180,000 ÷ 12), supervision $10,000 ($120,000 ÷ 12), and property taxes $5,000 ($60,000 ÷ 12).
Step 4 Prepare the budget for selected increments of activity within the relevant range. Management prepares the budget in increments of 1,000 direct labor hours.
Illustration 23.13 shows Fox’s flexible budget.
ILLUSTRATION 23.13 Monthly overhead flexible budget
Fox uses the cost equation shown in Illustration 23.14 to determine total budgeted costs at any level of activity.
ILLUSTRATION 23.14 Cost equation for total budgeted costs
Fixed Costs |
+ | Variable Costs* |
= | Total Budgeted Costs |
||
*Total variable cost per unit of activity × Activity level. |
For Fox, fixed costs are $30,000 per month, and total variable cost per direct labor hour is $4 ($1.50 + $2.00 + $0.50).
At 9,000 direct labor hours, total budgeted costs are $66,000 [$30,000 + ($4 × 9,000)].
At 8,622 direct labor hours, total budgeted costs are $64,488 [$30,000 + ($4 × 8,622)] (see Helpful Hint).
Total budgeted costs can also be shown graphically, as in Illustration 23.15.
ILLUSTRATION 23.15 Graphic flexible budget data highlighting 10,000 and 12,000 activity levels
In the graph, the horizontal axis represents the activity index, and costs are indicated on the vertical axis.
The graph highlights two activity levels (10,000 and 12,000).
As shown, total budgeted costs at these activity levels are $70,000 [$30,000 + ($4 × 10,000)] and $78,000 [$30,000 + ($4 × 12,000)], respectively.
Flexible budget reports are another type of internal report. The flexible budget report consists of two sections:
Production data for a selected activity index, such as direct labor hours.
Cost data for variable and fixed costs.
The report provides a basis for evaluating a manager’s performance in two areas: production control and cost control. Flexible budget reports are widely used in production and service departments.
Illustration 23.16 shows a flexible budget report for the Finishing Department of Fox Company for the month of January. In this month, 9,000 hours are worked. The budget data are therefore based on the flexible budget for 9,000 hours in Illustration 23.13. The actual cost data are assumed.
How appropriate is this report in evaluating the Finishing Department manager’s performance in controlling overhead costs? The report clearly provides a more reliable basis than a static budget.
Both actual and budget costs are based on the activity level worked during January.
Since variable costs generally are incurred directly by the department, the difference between the budget allowance for those hours and the actual costs is the responsibility of the department manager.
ILLUSTRATION 23.16 Overhead flexible budget report
In subsequent months, Fox Company will prepare other flexible budget reports. For each month, the budget data are based on the actual activity level attained. In February, that level may be 11,000 direct labor hours, in July 10,000, and so on.
Note that this flexible budget is based on a single cost driver. A more accurate budget often can be developed using activity-based costing (see Chapter 17).
Like budgeting, responsibility accounting is an important part of management accounting.
Responsibility accounting involves identifying and reporting costs (and revenues, where relevant) on the basis of the manager who has the authority to make the day-to-day decisions about the items.
Under responsibility accounting, a manager’s performance is evaluated on matters directly under that manager’s control.
Responsibility accounting can be used at every level of management in which the following conditions exist.
Costs and revenues can be directly associated with the specific level of management responsibility.
The costs and revenues can be controlled by employees at the level of responsibility with which they are associated.
Budget data can be developed for evaluating the manager’s effectiveness in controlling the costs and revenues.
Illustration 23.17 depicts levels of responsibility for controlling costs.
ILLUSTRATION 23.17 Responsibility for controllable costs at varying levels of management
Under responsibility accounting, any individual who controls a specified set of activities can be a responsibility center. Thus, responsibility accounting may extend from the lowest level of control to the top strata of management. Once responsibility is established, the company first measures and reports the effectiveness of the individual’s performance for the specified activity. It then reports that measure upward throughout the organization (see Helpful Hint).
Responsibility accounting is especially valuable in a decentralized company.
Decentralization means that the control of operations is delegated to many managers throughout the organization.
The term segment (or division) is sometimes used to identify an area of responsibility in decentralized operations.
Under responsibility accounting, companies prepare segment reports periodically, such as monthly, quarterly, and annually, to evaluate managers’ performance.
Responsibility accounting is an essential part of any effective system of budgetary control. The reporting of costs and revenues under responsibility accounting differs from budgeting in two respects:
A distinction is made between controllable and noncontrollable items.
Performance reports either emphasize or include only items controllable by the individual manager.
Responsibility accounting applies to both for-profit and not-for-profit entities. For-profit entities seek to maximize net income. Not-for-profit entities wish to provide services as cost-efficiently as possible.
All costs and revenues are controllable at some level of responsibility within a company. This truth underscores the adage by the CEO of any organization that “the buck stops here” (see Helpful Hint). Under responsibility accounting, the critical issue is whether the cost or revenue is controllable at the level of responsibility with which it is associated. A cost over which a manager has control is called a controllable cost. From this definition, it follows that:
All costs are controllable by top management because of the broad range of its authority.
Fewer costs are controllable as one moves down to each lower level of managerial responsibility because of the manager’s decreasing authority.
In general, costs incurred directly by a level of responsibility are controllable at that level (see Helpful Hint). In contrast, costs incurred indirectly and allocated to a responsibility level are noncontrollable costs at that level.
Performance evaluation is at the center of responsibility accounting. It is a management function that compares actual results with budget goals. It involves both behavioral and reporting principles.
Management by exception means:
Top management’s review of a budget report is focused either entirely or primarily on significant differences between actual results and planned objectives.
This approach enables top management to focus on problem areas.
For example, many companies now use online reporting systems for employees to file their travel and entertainment expense reports. In addition to significantly reducing reporting time, the online system enables managers to quickly analyze variances from travel budgets. This cuts down on expense account “padding” such as spending too much on meals or falsifying documents for costs that were never actually incurred.
Under management by exception, top management does not investigate every difference. For this approach to be effective, there must be guidelines for identifying which differences to investigate. The usual criteria are materiality and controllability.
Without quantitative guidelines, management would have to investigate every budget difference regardless of the amount.
Materiality is usually expressed as a percentage difference from budget. For example, management may set the percentage difference at 5% for important items and 10% for other items.
Managers will investigate all differences either over or under budget by the specified percentage. Costs over budget warrant investigation to determine why they were not controlled. Likewise, costs under budget merit investigation to determine whether costs critical to profitability are being curtailed.
For example, if maintenance costs are budgeted at $80,000 but only $40,000 is spent, major unexpected breakdowns in productive facilities may occur in the future. Or, as discussed in Chapter 22, cost might be under budget due to budgetary slack.
Alternatively, a company may specify a single percentage difference from budget for all items and supplement this guideline with a minimum dollar limit. For example, the exception criteria may be stated at 5% of budget or more than $10,000.
Exception guidelines are more restrictive for controllable items than for items the manager cannot control.
In fact, there may be no guidelines for noncontrollable items.
For example, a large unfavorable difference between actual and budgeted property tax expense may not be flagged for investigation because the only possible causes are an unexpected increase in the tax rate or in the assessed value of the property.
An investigation into the difference would be useless: The manager cannot control either cause.
The human factor is critical in evaluating performance. Behavioral principles include the following.
Managers of responsibility centers should have direct input into the process of establishing budget goals of their area of responsibility. Without such input, managers may view the goals as unrealistic or arbitrarily set by top management. Such views adversely affect the managers’ motivation to meet the targeted objectives.
The evaluation of performance should be based entirely on matters that are controllable by the manager being evaluated. Criticism of a manager on matters outside his or her control reduces the effectiveness of the evaluation process. It leads to negative reactions by the manager and to doubts about the fairness of the company’s evaluation policies.
Top management should support the evaluation process. As explained earlier, the evaluation process begins at the lowest level of responsibility and extends upward to the highest level of management. Managers quickly lose faith in the process when top management ignores, overrules, or bypasses established procedures for evaluating a manager’s performance.
The evaluation process must allow managers to respond to their evaluations. Evaluation is not a one-way street. Managers should have the opportunity to defend their performance. Evaluation without feedback is both impersonal and ineffective.
The evaluation should identify both good and poor performance. Praise for good performance is a powerful motivating factor for a manager. This is especially true when a manager’s compensation includes rewards for meeting budget goals.
Performance evaluation under responsibility accounting should be based on certain reporting principles. These principles pertain primarily to the internal reports that provide the basis for evaluating performance. Performance reports should:
Contain only data that are controllable by the manager of the responsibility center.
Provide accurate and reliable budget data to measure performance.
Highlight significant differences between actual results and budget goals.
Be tailor-made for the intended evaluation by ensuring only controllable costs are included.
Be prepared at reasonable time intervals.
In recent years, companies have come under increasing pressure from influential shareholder groups to do a better job of linking executive pay to corporate performance. For example, at one time software maker Siebel Systems unveiled an incentive plan after lengthy discussions with the California Public Employees’ Retirement System. One unique feature of the plan is that managers’ targets will be publicly disclosed at the beginning of each year for investors to evaluate.
A responsibility reporting system involves the preparation of a report for each level of responsibility in the company’s organization chart (see Decision Tools). To illustrate such a system, we use the partial organization chart and production departments of Francis Chair Company in Illustration 23.18.
The responsibility reporting system begins with the lowest level of responsibility for controlling costs and moves upward to each higher level. (Illustration 23.19 details the connections between levels). A brief description of the four reports for Francis Chair is as follows.
Report D is typical of reports that go to department managers. Similar reports are prepared for the managers of the Assembly and Enameling Departments.
Report C is an example of reports that are sent to factory managers. It shows the costs of the Chicago factory that are controllable at the second level of responsibility. In addition, Report C shows summary data for each department that is controlled by the factory manager. Similar reports are prepared for the Detroit and St. Louis factory managers.
Report B illustrates the reports at the third level of responsibility. It shows the controllable costs of the vice president of production and summary data on the three assembly factories for which this officer is responsible. Similar reports are prepared for the vice presidents of sales and finance.
Report A is typical of reports that go to the top level of responsibility—the president. It shows the controllable costs and expenses of this office and summary data on the vice presidents that are accountable to the president.
A responsibility reporting system permits management by exception at each level of responsibility. And, each higher level of responsibility can obtain the detailed report for each lower level of responsibility. For example, the vice president of production in Francis Chair may request the Chicago factory manager’s report because this factory is $5,300 over budget.
ILLUSTRATION 23.18 Partial organization chart
This type of reporting system also permits comparative evaluations. In Illustration 23.19, the Chicago factory manager can easily rank the department managers’ effectiveness in controlling manufacturing costs. Comparative rankings provide further incentive for a manager to control costs.
There are three basic types of responsibility centers: cost centers, profit centers, and investment centers. These classifications indicate the nature of the responsibility the manager has for the performance of the center.
A cost center incurs costs (and expenses) but does not directly generate revenues.
Managers of cost centers have the authority to incur costs.
They are evaluated on their ability to control costs.
Cost centers are usually either production departments or service departments.
Production departments participate directly in making the product. Service departments provide only support services. In a Ford Motor Company manufacturing facility, the welding, painting, and assembling departments are production departments. Ford’s maintenance and human resources departments are service departments. Both the production departments and service departments are cost centers.
ILLUSTRATION 23.19 Responsibility reporting system
A profit center incurs costs (and expenses) and also generates revenues.
Managers of profit centers are judged on the profitability of their centers.
Examples of profit centers include the individual departments of a retail store, such as clothing, furniture, and automotive products, and branch offices of banks (see Helpful Hint).
Like a profit center, an investment center incurs costs (and expenses) and generates revenues. In addition, an investment center has control over decisions regarding the assets available for use.
Investment center managers are evaluated on both the profitability of the center and the rate of return earned on the assets used.
Investment centers are often associated with subsidiary companies.
Utility company Duke Energy has operating divisions such as electric utility, energy trading, and natural gas. Investment center managers control or significantly influence investment decisions related to such matters as factory expansion and entry into new market areas.
Illustration 23.20 depicts the three types of responsibility centers.
ILLUSTRATION 23.20 Types of responsibility centers
The evaluation of a manager’s performance for cost centers is based on his or her ability to meet budgeted goals for controllable costs. Responsibility reports for cost centers compare actual controllable costs with flexible budget data.
Illustration 23.21 shows a responsibility report. The report is adapted from the flexible budget report for Fox Company in Illustration 23.16. It assumes that the Finishing Department manager is able to control all manufacturing overhead costs except depreciation, property taxes, and his own monthly salary of $6,000. The remaining $4,000 ($10,000 − $6,000) of supervision costs are assumed to apply to other supervisory personnel within the Finishing Department, whose salaries are controllable by the manager.
The report in Illustration 23.21 includes only controllable costs, and no distinction is made between variable and fixed costs.
The responsibility report continues the concept of management by exception.
In this case, top management may request an explanation of the $1,000 favorable difference in indirect labor and/or the $500 unfavorable difference in indirect materials if considered significant.
ILLUSTRATION 23.21 Responsibility report for a cost center
To evaluate the performance of a profit center manager, upper management needs detailed information about both controllable revenues and controllable costs.
The operating revenues earned by a profit center, such as sales, are controllable by the manager.
All variable costs (and expenses) incurred by the center are also controllable by the manager because they vary with sales.
However, to determine the controllability of fixed costs, it is necessary to distinguish between direct and indirect fixed costs.
A profit center may have both direct and indirect fixed costs. Direct fixed costs relate specifically to one center and are incurred for the sole benefit of that center.
Since these fixed costs can be traced directly to a center, they are also called traceable costs.
Most direct fixed costs are controllable by the profit center manager.
Examples of direct fixed costs include the salaries established by the profit center manager for supervisory personnel and the cost of a timekeeping department for the center’s employees.
In contrast, indirect fixed costs pertain to a company’s overall operating activities and are incurred for the benefit of more than one profit center.
When preparing budgets, a company allocates indirect fixed costs to profit centers on some type of equitable basis.
Because these fixed costs apply to more than one center, they are also called common costs.
Most indirect fixed costs are not controllable by the profit center manager and are therefore not reported in the responsibility report.
For example, property taxes on a building occupied by more than one center may be allocated on the basis of square feet of floor space used by each center. Or, the costs of a company’s human resources department may be allocated to profit centers on the basis of the number of employees in each center.
The responsibility report for a profit center shows budgeted and actual controllable revenues and costs. The report is prepared using the cost-volume-profit income statement explained in Chapter 18 (see Helpful Hint). In the report:
Controllable fixed costs are deducted from contribution margin.
The excess of contribution margin over controllable fixed costs is identified as controllable margin.
Noncontrollable fixed costs, such as indirect fixed costs, are not reported.
Illustration 23.22 shows the responsibility report for the manager of the Marine Division, a profit center of Mantle Company. For the year, the Marine Division also had $60,000 of indirect fixed costs that were not controllable by the profit center manager and therefore were omitted from the report.
ILLUSTRATION 23.22 Responsibility report for profit center
Controllable margin is considered to be the best measure of the manager’s performance in controlling revenues and costs.
The report in Illustration 23.22 shows that the manager’s performance was below budgeted expectations by 10% ($36,000 ÷ $360,000) of the budgeted controllable margin.
Top management would likely investigate the causes of this unfavorable result.
Note that the responsibility report for the division manager does not show the Marine Division’s noncontrollable indirect fixed costs of $60,000 because the manager cannot control these costs.
Management also may choose to see monthly responsibility reports for profit centers. In addition, responsibility reports may include cumulative year-to-date results.
As explained earlier, an investment center manager can control or significantly influence decisions regarding the amount and nature of assets available for use in operations.
Thus, the primary basis for evaluating the performance of a manager of an investment center is return on investment (ROI).
The return on investment is considered to be a useful performance measurement because it shows the effectiveness of the manager in utilizing the assets at his or her disposal.
The equation for computing ROI for an investment center, together with assumed illustrative data, is shown in Illustration 23.23.
ILLUSTRATION 23.23 ROI equation
Controllable Margin |
÷ | Average Operating Assets |
= | Return on Investment (ROI) |
$1,000,000 | ÷ | $5,000,000 | = | 20% |
The two factors that determine ROI are controllable margin and average operating assets. Both factors in the equation are controllable by the investment center manager (see Decision Tools).
Operating assets consist of current assets and factory assets used in operations by the center and controlled by the manager.
Nonoperating assets such as idle factory assets and land held for future use are excluded.
Average operating assets are usually based on the cost or book value of the assets at the beginning and end of the year.
Based on these assigned values, the ROI of 20% indicates that, on average, the segment generates 20 cents of profit for every dollar invested in assets.
The scope of the investment center manager’s responsibility significantly affects the content of the performance report.
Since an investment center is an independent entity for operating purposes, all fixed costs are controllable by its manager. For example, the manager is responsible for depreciation on investment center assets.
Therefore, more fixed costs are identified as controllable in the performance report for an investment center manager than in a performance report for a profit center manager.
The report also shows budgeted and actual ROI below controllable margin.
To illustrate this responsibility report, we will now assume that the Marine Division of Mantle Company is an investment center. It has budgeted and actual average operating assets of $2,000,000. The manager can control $60,000 of additional fixed costs that were not controllable when the division was a profit center. Illustration 23.24 shows the division’s responsibility report.
ILLUSTRATION 23.24 Responsibility report for investment center
The report shows that the manager’s performance based on ROI was below budget expectations by 1.8% (15.0% versus 13.2%). Top management would likely want explanations for this unfavorable result.
The inputs to ROI can be measured in a variety of ways.
Valuation of operating assets.
Operating asset measures include acquisition cost, book value, appraised value, or fair value. The first two bases are readily available from the accounting records.
Each of the alternative values for operating assets can provide a reliable basis for evaluating a manager’s performance as long as it is consistently applied between reporting periods.
Margin (income) measure.
Possible income measures include controllable margin, income from operations, or net income.
When computing ROI for a responsibility report, the best option is to use controllable margin since it is computed using only controllable costs. Income from operations and net income include noncontrollable costs in their computation.
The manager of an investment center can improve ROI by increasing controllable margin, and/or reducing average operating assets. To illustrate, we use the assumed data for the Laser Division of Berra Company shown in Illustration 23.25.
ILLUSTRATION 23.25 Assumed data for Laser Division
Sales | $2,000,000 |
Variable costs | 1,100,000 |
Contribution margin (45%) | 900,000 |
Controllable fixed costs | 300,000 |
Controllable margin (a) | $ 600,000 |
Average operating assets (b) | $5,000,000 |
Return on investment (a) ÷ (b) | 12% |
Controllable margin can be increased by increasing sales or by reducing variable and controllable fixed costs as follows.
Increase sales 10%. Sales will increase $200,000 ($2,000,000 × .10). Assuming no change in the contribution margin percentage of 45% ($900,000 ÷ $2,000,000), contribution margin will increase $90,000 ($200,000 × .45). Controllable margin will also increase by $90,000 because controllable fixed costs will not change. Thus, controllable margin becomes $690,000 ($600,000 + $90,000). The new ROI is 13.8%, computed as shown in Illustration 23.26.
ILLUSTRATION 23.26 Roi computation—increase in sales
An increase in sales benefits both the investment center and the company if it results in new business.
It would not benefit the company if the increase was achieved at the expense of other investment centers.
Decrease variable and fixed costs 10%. Total costs decrease $140,000 [($1,100,000 + $300,000) × .10]. This reduction results in a corresponding increase in controllable margin. Thus, controllable margin becomes $740,000 ($600,000 + $140,000). The new ROI is 14.8%, computed as shown in Illustration 23.27.
ILLUSTRATION 23.27 ROI computation—decrease in costs
This course of action is clearly beneficial when the reduction in costs is the result of eliminating waste and inefficiency.
But, a reduction in costs that results from cutting expenditures on vital activities, such as required maintenance and inspections, is not likely to be acceptable to top management.
Assume that average operating assets are reduced 10% or $500,000 ($5,000,000 × .10). Average operating assets become $4,500,000 ($5,000,000 – $500,000). Since controllable margin remains unchanged at $600,000, the new ROI is 13.3%, computed as shown in Illustration 23.28.
ILLUSTRATION 23.28 ROI computation—decrease in operating assets
Reductions in operating assets may or may not be prudent.
It is beneficial to eliminate overinvestment in inventories and to dispose of excessive factory assets.
However, it is unwise to reduce inventories below expected needs or to dispose of essential factory assets.
Although most companies use ROI to evaluate investment performance, ROI has a significant disadvantage. To illustrate, let’s look at the Electronics Division of Pujols Company. It has an ROI of 20%, computed as shown in Illustration 23A.1.
ILLUSTRATION 23A.1 ROI computation
Controllable Margin |
÷ | Average Operating Assets |
= | Return on Investment (ROI) |
$1,000,000 | ÷ | $5,000,000 | = | 20% |
The Electronics Division is considering producing a new product, a GPS device (hereafter referred to as Tracker) for its boats. To produce Tracker, operating assets will have to increase $2,000,000. Tracker is expected to generate an additional $260,000 of controllable margin. Illustration 23A.2 shows how Tracker will affect ROI.
ILLUSTRATION 23A.2 ROI comparison
Without Tracker |
Tracker | With Tracker |
|||
Controllable margin (a) | $1,000,000 | $260,000 | $1,260,000 | ||
Average operating assets (b) | $5,000,000 | $2,000,000 | $7,000,000 | ||
Return on investment [(a) ÷ (b)] | 20% | 13% | 18% |
The investment in Tracker reduces ROI from 20% to 18%.
Let’s suppose that you are the manager of the Electronics Division and must make the decision to produce or not produce Tracker.
If you were evaluated using ROI, you probably would not produce Tracker because your ROI would drop from 20% to 18%.
The problem with this ROI analysis is that it ignores an important variable: the minimum rate of return on a company’s operating assets.
The minimum rate of return is the rate at which the Electronics Division can cover its costs and earn a profit.
Assuming that the Electronics Division has a minimum rate of return of 10%, it should probably invest in Tracker because its ROI of 13% is greater than 10%.
To evaluate performance using the minimum rate of return, companies use the residual income approach. Residual income is the income that remains after subtracting from the controllable margin the minimum rate of return on a company’s average operating assets. The residual income for Tracker would be computed as shown in Illustration 23A.3.
ILLUSTRATION 23A.3 Residual income computation
Controllable Margin |
− | = | Residual Income |
|
$260,000 | − | (10% × $2,000,000) | = | $60,000 |
As shown, the residual income related to the Tracker investment is $60,000. Illustration 23A.4 indicates how the division’s residual income changes as the additional investment in Tracker is made.
ILLUSTRATION 23A.4 Residual income comparison
Without Tracker |
Tracker | With Tracker |
|||
Controllable margin (a) | $1,000,000 | $260,000 | $1,260,000 | ||
Average operating assets × 10% (b) | 500,000 | 200,000 | 700,000 | ||
Residual income [(a) − (b)] | $ 500,000 | $ 60,000 | $ 560,000 |
This example illustrates how performance evaluation based on ROI can be misleading and can even cause managers to reject projects that would actually increase income for the company. As a result, many companies such as Coca-Cola, Briggs & Stratton, Eli Lilly, and Siemens AG use residual income (or a variant often referred to as economic value added) to evaluate investment alternatives and measure company performance.
It might appear from the above discussion that the goal of any company should be to maximize the total amount of residual income in each division. This goal, however, ignores the fact that one division might use substantially fewer assets to attain the same level of residual income as another division. For example, we know that to produce Tracker, the Electronics Division of Pujols Company used $2,000,000 of average operating assets to generate $260,000 of controllable margin. Now let’s say a different division produced a product called SeaDog, which used $4,000,000 to generate $460,000 of controllable margin, as shown in Illustration 23A.5.
ILLUSTRATION 23A.5 Comparison of two products
Tracker | SeaDog | |
Controllable margin (a) | $260,000 | $460,000 |
Average operating assets × 10% (b) | 200,000 | 400,000 |
Residual income [(a) − (b)] | $ 60,000 | $ 60,000 |
If the performance of these two investments were evaluated using residual income, they would be considered equal:
Both products have the same total residual income.
This ignores, however, the fact that SeaDog required twice as many operating assets to achieve the same level of residual income.
Budgetary control consists of (a) preparing periodic budget reports that compare actual results with planned objectives, (b) analyzing the differences to determine their causes, (c) taking appropriate corrective action, and (d) modifying future plans, if necessary.
Static budget reports are useful in evaluating the progress toward planned sales and profit goals. They are also appropriate in assessing a manager’s effectiveness in controlling costs when (a) actual activity closely approximates the master budget activity level, and/or (b) the behavior of the costs in response to changes in activity is fixed.
To develop the flexible budget, it is necessary to do the following. (a) Identify the activity index and the relevant range of activity. (b) Identify the variable costs, and determine the budgeted variable cost per unit of activity for each cost. (c) Identify the fixed costs, and determine the budgeted amount for each cost. (d) Prepare the budget for selected increments of activity within the relevant range. Flexible budget reports permit an evaluation of a manager’s performance in controlling production and costs.
Responsibility accounting involves accumulating and reporting revenues and costs on the basis of the individual manager who has the authority to make the day-to-day decisions about the items. The evaluation of a manager’s performance is based on the matters directly under the manager’s control. In responsibility accounting, it is necessary to distinguish between controllable and noncontrollable fixed costs and to identify three types of responsibility centers: cost, profit, and investment.
Responsibility reports for cost centers compare actual costs with flexible budget data. The reports show only controllable costs, and no distinction is made between variable and fixed costs. Responsibility reports show contribution margin, controllable fixed costs, and controllable margin for each profit center.
The primary basis for evaluating performance in investment centers is return on investment (ROI). The equation for computing ROI for investment centers is Controllable margin ÷ Average operating assets.
ROI is controllable margin divided by average operating assets. Residual income is the income that remains after subtracting the minimum rate of return on a company’s average operating assets. ROI sometimes provides misleading results because profitable investments are often rejected when the investment reduces ROI but increases overall profitability.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
---|---|---|---|
Are the cost changes resulting from changed production levels reasonable? | Variable costs projected at different levels of production | Flexible budget | After taking into account different production levels, results are favorable if actual expenses are less than budgeted amounts at the actual activity level. |
Have the individual managers been held accountable for the costs and revenues under their control? | Relevant costs and revenues, where the individual manager has authority to make day-to-day decisions about the items | Responsibility reports focused on cost centers, profit centers, and investment centers as appropriate | Compare budget to actual costs and revenues for controllable items. |
Has the investment center performed up to expectations? | Controllable margin (contribution margin minus controllable fixed costs), and average investment center operating assets | Return on investment | Compare actual ROI to expected ROI based on the company’s minimum required rate of return. |
1. (LO 1) Budgetary control involves all but one of the following:
modifying future plans.
analyzing differences.
using static budgets but not flexible budgets.
determining differences between actual and planned results.
c. Budgetary control involves using flexible budgets and sometimes static budgets. The other choices are all part of budgetary control.
2. (LO 1) Depending on the nature of the report, budget reports are prepared:
daily.
weekly.
monthly.
All of the answer choices are correct.
d. Budget reports are prepared daily, weekly, or monthly. The other choices are correct, but choice (d) is the better answer.
3. (LO 1) A production manager in a manufacturing company would most likely receive a:
sales report.
income statement.
scrap report.
shipping department overhead report.
c. A production manager in a manufacturing company would most likely receive a scrap report. The other choices are incorrect because (a) top management or a sales manager would most likely receive a sales report, (b) top management would most likely receive an income statement, and (d) a department manager would most likely receive a shipping department overhead report.
4. (LO 1) A static budget is:
a projection of budget data at several levels of activity within the relevant range of activity.
a projection of budget data at a single level of activity.
compared to a flexible budget in a budget report.
never appropriate in evaluating a manager’s effectiveness in controlling costs.
b. A static budget is a projection of budget data at a single level of activity. The other choices are incorrect because a static budget (a) is a projection of budget data at a single level of activity, not at several levels of activity within the relevant range of activity; (c) is not compared to a flexible budget in a budget report; and (d) is appropriate in evaluating a manager’s effectiveness in controlling fixed costs.
5. (LO 1) A static budget is useful in controlling costs when cost behavior is:
mixed.
fixed.
variable.
linear.
b. A static budget is useful for controlling fixed costs. The other choices are incorrect because a static budget is not useful for controlling (a) mixed costs, (c) variable costs, or (d) linear costs.
6. (LO 2) At zero direct labor hours in a flexible budget graph, the total budgeted cost line intersects the vertical axis at $30,000. At 10,000 direct labor hours, a horizontal line drawn from the total budgeted cost line intersects the vertical axis at $90,000. Fixed and variable costs may be expressed as:
$30,000 fixed plus $6 per direct labor hour variable.
$30,000 fixed plus $9 per direct labor hour variable.
$60,000 fixed plus $3 per direct labor hour variable.
$60,000 fixed plus $6 per direct labor hour variable.
a. The intersection point of $90,000 is total budgeted costs, or budgeted fixed costs plus budgeted variable costs. Fixed costs are $30,000 (amount at zero direct labor hours), so budgeted variable costs are $60,000 [$90,000 (Total costs) − $30,000 (Fixed costs)]. Budgeted variable costs ($60,000) divided by total activity level (10,000 direct labor hours) gives the variable cost per unit of $6 per direct labor hour. The other choices are therefore incorrect.
7. (LO 2) At 9,000 direct labor hours, the flexible budget for indirect materials (a variable cost) is $27,000. If $28,000 of indirect materials costs are incurred at 9,200 direct labor hours, the flexible budget report should show the following difference for indirect materials:
$1,000 unfavorable.
$1,000 favorable.
$400 favorable.
$400 unfavorable.
d. Budgeted indirect materials per direct labor hour (DLH) is $3 ($27,000 ÷ 9,000). At an activity level of 9,200 direct labor hours, budgeted indirect materials are $27,600 (9,200 × $3 per DLH) but actual indirect materials costs are $28,000, resulting in a $400 unfavorable difference. The other choices are therefore incorrect.
8. (LO 3) Under responsibility accounting, the evaluation of a manager’s performance is based on matters that the manager:
directly controls.
directly and indirectly controls.
indirectly controls.
has shared responsibility for with another manager.
a. The evaluation of a manager’s performance is based only on matters that the manager directly controls. The other choices are therefore incorrect as they include indirect controls and shared responsibility.
9. (LO 3) Responsibility centers include:
cost centers.
profit centers.
investment centers.
All of the answer choices are correct.
d. Cost centers, profit centers, and investment centers are all responsibility centers. The other choices are correct, but choice (d) is the better answer.
10. (LO 3) Responsibility reports for cost centers:
distinguish between fixed and variable costs.
use static budget data.
include both controllable and noncontrollable costs.
include only controllable costs.
d. Responsibility reports for cost centers report only controllable costs; they (a) do not distinguish between fixed and variable costs; (b) use flexible budget data, not static budget data; and (c) do not include noncontrollable costs.
11. (LO 3) The accounting department of a manufacturing company is an example of:
a cost center.
a profit center.
an investment center.
a contribution center.
a. The accounting department of a manufacturing company is an example of a cost center, not (b) a profit center, (c) an investment center, or (d) contribution center.
12. (LO 3) To evaluate the performance of a profit center manager, upper management needs detailed information about:
controllable costs.
controllable revenues.
controllable costs and revenues.
controllable costs and revenues and average operating assets.
c. To evaluate the performance of a profit center manager, upper management needs detailed information about controllable costs and revenues, not just (a) controllable costs or (b) controllable revenues. Choice (d) is incorrect because upper management does not need information about average operating assets.
13. (LO 3) In a responsibility report for a profit center, controllable fixed costs are deducted from contribution margin to show:
profit center margin.
controllable margin.
net income.
income from operations.
b. Contribution margin less controllable fixed costs is the controllable margin, not (a) the profit center margin, (c) net income, or (d) income from operations.
14. (LO 4) In the equation for return on investment (ROI), the factors for controllable margin and operating assets are, respectively:
controllable margin percentage and total operating assets.
controllable margin dollars and average operating assets.
controllable margin dollars and total assets.
controllable margin percentage and average operating assets.
b. The factors in the equation for ROI are controllable margin dollars and average operating assets. The other choices are therefore incorrect.
15. (LO 4) A manager of an investment center can improve ROI by:
increasing average operating assets.
reducing sales.
increasing variable costs.
reducing variable and/or controllable fixed costs.
d. Reducing variable or controllable fixed costs will cause the controllable margin to increase, which is one way a manager of an investment center can improve ROI. The other choices are incorrect because (a) increasing average operating assets will lower ROI; (b) reducing sales will cause contribution margin to go down, thereby decreasing controllable margin since there will be less contribution margin to cover controllable fixed costs and resulting in lower ROI; and (c) increasing variable costs will cause the contribution margin to be lower, thereby decreasing controllable margin and resulting in lower ROI.
Prepare a flexible budget for variable costs.
1. (LO 2) Borusa Company expects to produce 600,000 units of its product Eldrad in 2025. Monthly production is expected to range from 40,000 to 60,000 units. Budgeted variable manufacturing costs per unit are direct materials $4, direct labor $5, and overhead $8. Budgeted fixed manufacturing costs per unit are $2 for depreciation and $1.50 for supervision. Prepare a flexible manufacturing budget for the relevant range value using 10,000-unit increments.
Borusa Company Monthly Flexible Manufacturing Budget For the Year 2025 |
|||
Activity level | |||
Finished units | 40,000 | 50,000 | 60,000 |
Variable costs | |||
Direct materials ($4) | $160,000 | $ 200,000 | $ 240,000 |
Direct labor ($5) | 200,000 | 250,000 | 300,000 |
Overhead ($8) | 320,000 | 400,000 | 480,000 |
Total variable costs ($17) | 680,000 | 850,000 | 1,020,000 |
Fixed costs | |||
Depreciation* | 100,000 | 100,000 | 100,000 |
Supervision** | 75,000 | 75,000 | 75,000 |
Total fixed costs | 175,000 | 175,000 | 175,000 |
Total costs | $855,000 | $1,025,000 | $1,195,000 |
*($2 × 600,000) ÷ 12; **($1.50 × 600,000) ÷ 12 |
Prepare a responsibility report for a profit center.
2. (LO 3) Goth Company accumulates the following summary data for the year ending December 31, 2025, for its Chancellor Division, which it operates as a profit center: sales—$2,000,000 budget, $1,940,000 actual; variable costs—$1,000,000 budget, $980,000 actual; and controllable fixed costs—$300,000 budget, $317,000 actual. Prepare a responsibility report for the Chancellor Division.
Goth Company Chancellor Division Responsibility Report For the Year Ended December 31, 2025 |
|||
Budget | Actual | Difference Favorable F Unfavorable U |
|
Sales | $2,000,000 | $1,940,000 | $ 60,000 U |
Variable costs | 1,000,000 | 980,000 | 20,000 F |
Contribution margin | 1,000,000 | 960,000 | 40,000 U |
Controllable fixed costs | 300,000 | 317,000 | 17,000 U |
Controllable margin | $ 700,000 | $ 643,000 | $ 57,000 U |
Compute return on investment using the ROI equation.
3. (LO 4) For its three investment centers, Usher Company accumulates the following data.
I | II | III | |||
---|---|---|---|---|---|
Sales | $2,000,000 | $4,000,000 | $4,000,000 | ||
Controllable margin | 1,200,000 | 2,100,000 | 2,400,000 | ||
Average operating assets | 4,000,000 | 7,000,000 | 9,600,000 |
Compute the return on investment (ROI) for each center.
($1,200,000 ÷ $4,000,000) = 30%
($2,100,000 ÷ $7,000,000) = 30%
($2,400,000 ÷ $9,600,000) = 25%
Prepare flexible manufacturing overhead budget.
1. (LO 2) Felix Company uses a flexible budget for manufacturing overhead based on direct labor hours. Variable manufacturing overhead costs per direct labor hour are as follows.
Indirect labor | $0.70 |
Indirect materials | 0.50 |
Utilities | 0.40 |
Budgeted fixed overhead costs per month are supervision $4,000, depreciation $3,000, and property taxes $800. The company believes it will normally operate in a range of 7,000–10,000 direct labor hours per month.
Instructions
Prepare a monthly flexible manufacturing overhead budget for 2025 for the expected range of activity, using increments of 1,000 direct labor hours.
Felix Company Monthly Flexible Manufacturing Overhead Budget For the Year 2025 |
||||
Activity | ||||
Direct labor hours | 7,000 | 8,000 | 9,000 | 10,000 |
Variable costs | ||||
Indirect labor ($.70) | $ 4,900 | $ 5,600 | $ 6,300 | $ 7,000 |
Indirect materials ($.50) | 3,500 | 4,000 | 4,500 | 5,000 |
Utilities ($.40) | 2,800 | 3,200 | 3,600 | 4,000 |
Total variable costs ($1.60) | 11,200 | 12,800 | 14,400 | 16,000 |
Fixed costs | ||||
Supervision | 4,000 | 4,000 | 4,000 | 4,000 |
Depreciation | 3,000 | 3,000 | 3,000 | 3,000 |
Property taxes | 800 | 800 | 800 | 800 |
Total fixed costs | 7,800 | 7,800 | 7,800 | 7,800 |
Total costs | $19,000 | $20,600 | $22,200 | $23,800 |
Compute ROI for current year and for possible future changes.
2. (LO 4) The White Division of Mesin Company reported the following data for the current year.
Sales | $3,000,000 |
Variable costs | 2,400,000 |
Controllable fixed costs | 400,000 |
Average operating assets | 5,000,000 |
Top management is unhappy with the investment center’s return on investment (ROI). It asks the manager of the White Division to submit plans to improve ROI in the next year. The manager believes it is feasible to consider the following independent courses of action.
Increase sales by $300,000 with no change in the contribution margin percentage.
Reduce variable costs by $100,000.
Reduce average operating assets by 4%.
Instructions
Compute the return on investment (ROI) for the current year.
Using the ROI equation, compute the ROI under each of the proposed courses of action. (Round to one decimal.)
Controllable margin = ($3,000,000 − $2,400,000 − $400,000) = $200,000
ROI = $200,000 ÷ $5,000,000 = 4%
Contribution margin percentage is 20%, or [($3,000,000 − $2,400,000) ÷ $3,000,000]
Increase in controllable margin = $300,000 × 20% = $60,000
ROI = ($200,000 + $60,000) ÷ $5,000,000 = 5.2%
($200,000 + $100,000) ÷ $5,000,000 = 6%
$200,000 ÷ [$5,000,000 − ($5,000,000 × .04)] = 4.2%
Prepare flexible budget report.
(LO 2) Glenda Company uses a flexible budget for manufacturing overhead based on direct labor hours. For 2025, the master overhead budget for the Packaging Department based on 300,000 direct labor hours was as follows.
Variable Costs | Fixed Costs | |||
Indirect labor | $360,000 | Supervision | $ 60,000 | |
Supplies and lubricants | 150,000 | Depreciation | 24,000 | |
Maintenance | 210,000 | Property taxes | 18,000 | |
Utilities | 120,000 | Insurance | 12,000 | |
$840,000 | $114,000 |
During July, 24,000 direct labor hours were worked. The company incurred the following variable costs in July: indirect labor $30,200, supplies and lubricants $11,600, maintenance $17,500, and utilities $9,200. Actual fixed overhead costs were the same as monthly budgeted fixed costs.
Instructions
Prepare a flexible budget report for the Packaging Department for July.
Glenda Company Manufacturing Overhead Budget Report (Flexible) Packaging Department For the Month Ended July 31, 2025 |
||||||
Difference | ||||||
Direct labor hours (DLH) | Budget 24,000 DLH |
Actual Costs 24,000 DLH |
Favorable F Unfavorable U |
|||
Variable costs | ||||||
Indirect labor ($1.20a) | $28,800 | $30,200 | $1,400 U | |||
Supplies and lubricants ($0.50a) | 12,000 | 11,600 | 400 F | |||
Maintenance ($0.70a) | 16,800 | 17,500 | 700 U | |||
Utilities ($0.40a) | 9,600 | 9,200 | 400 F | |||
Total variable | 67,200 | 68,500 | 1,300 U | |||
Fixed costs | ||||||
Supervision | 5,000b | 5,000 | –0– | |||
Depreciation | 2,000b | 2,000 | –0– | |||
Property taxes | 1,500b | 1,500 | –0– | |||
Insurance | 1,000b | 1,000 | –0– | |||
Total fixed | 9,500 | 9,500 | –0– | |||
Total costs | $76,700 | $78,000 | $1,300 U | |||
a$360,000 ÷ 300,000; $150,000 ÷ 300,000; $210,000 ÷ 300,000; $120,000 ÷ 300,000 bAnnual cost divided by 12 |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendix to the chapter.
1.
What is budgetary control?
Fred Barone is describing budgetary control. What steps should be included in Fred’s description?
2. The following purposes are part of a budgetary reporting system: (a) Determine efficient use of materials. (b) Control overhead costs. (c) Determine whether income objectives are being met. For each purpose, indicate the name of the report, the frequency of the report, and the primary recipient(s) of the report.
3. How may a budget report for the second quarter differ from a budget report for the first quarter?
4. Ken Bay questions the usefulness of a master sales budget in evaluating sales performance. Is there justification for Ken’s concern? Explain.
5. Under what circumstances may a static budget be an appropriate basis for evaluating a manager’s effectiveness in controlling costs?
6. “A flexible budget is really a series of static budgets.” Is this true? Explain why or why not.
7. The static manufacturing overhead budget based on 40,000 direct labor hours shows budgeted indirect labor costs of $54,000. During March, the department incurs $64,000 of indirect labor while working 45,000 direct labor hours. Is this a favorable or unfavorable performance? Why?
8. A static overhead budget based on 40,000 direct labor hours shows Factory Insurance $6,500 as a fixed cost. At the 50,000 direct labor hours worked in March, factory insurance costs were $6,300. Is this a favorable or unfavorable performance? Why?
9. Megan Pedigo is confused about how a flexible budget is prepared. Identify the steps for Megan.
10. Cali Company has prepared a graph of flexible budget data. At zero direct labor hours, the total budgeted cost line intersects the vertical axis at $20,000. At 10,000 direct labor hours, the line drawn from the total budgeted cost line intersects the vertical axis at $85,000. How may the fixed and variable costs be expressed?
11. The flexible budget calculation is fixed costs $50,000 plus variable costs of $4 per direct labor hour. What is the total budgeted cost at (a) 9,000 hours and (b) 12,345 hours?
12. What is management by exception? What criteria may be used in identifying exceptions?
13. What is responsibility accounting? Explain the purpose of responsibility accounting.
14. Eve Rooney is studying for an accounting examination. Describe for Eve what conditions are necessary for responsibility accounting to be used effectively.
15. Distinguish between controllable and noncontrollable costs.
16. How do responsibility reports differ from budget reports?
17. What is the relationship, if any, between a responsibility reporting system and a company’s organization chart?
18. Distinguish among the three types of responsibility centers.
19. (a) What costs are included in a performance report for a cost center? (b) In the report, are variable and fixed costs identified?
20. How do direct fixed costs differ from indirect fixed costs? Are both types of fixed costs controllable?
21. Jane Nott is confused about controllable margin reported in an income statement for a profit center. How is this margin computed, and what is its primary purpose?
22. What is the primary basis for evaluating the performance of the manager of an investment center? Indicate the equation for this basis.
23. Explain the ways in which ROI can be improved.
24. Indicate two behavioral principles that pertain to (a) the manager being evaluated and (b) top management.
*25. What is a major disadvantage of using ROI to evaluate investment and company performance?
*26. What is residual income, and what is one of its major weaknesses?
Prepare static budget report.
BE23.1 (LO 1), AP For the quarter ended March 31, 2025, Croix Company accumulates the following sales data for its newest guitar, The Edge: $315,000 budget; $305,000 actual. Prepare a static budget report for the quarter.
Prepare static budget report for 2 quarters.
BE23.2 (LO 1), AP For the quarter ended March 31, 2025, Croix Company accumulates the following sales data for its newest guitar, The Edge: $315,000 budget; $305,000 actual. In the second quarter, budgeted sales were $380,000, and actual sales were $384,000. Prepare a static budget report for the second quarter and for the year to date.
Show usefulness of flexible budgets in evaluating performance.
BE23.3 (LO 2), E In Rooney Company, direct labor is $20 per hour. The company expects to operate at 10,000 direct labor hours each month. In January 2025, direct labor totaling $206,000 is incurred in working 10,400 hours. Prepare (a) a static budget report and (b) a flexible budget report. Evaluate the usefulness of each report.
Prepare a flexible budget for variable costs.
BE23.4 (LO 2), AP Gundy Company expects to produce 1,200,000 units of Product XX in 2025. Monthly production is expected to range from 80,000 to 120,000 units. Budgeted variable manufacturing costs per unit are direct materials $5, direct labor $6, and overhead $8. Budgeted fixed manufacturing costs per unit for depreciation are $2 and for supervision are $1. Prepare a flexible manufacturing budget for the relevant range value using 20,000 unit increments.
Prepare flexible budget report.
BE23.5 (LO 2), AN Gundy Company expects to produce 1,200,000 units of Product XX in 2025. Monthly production is expected to range from 80,000 to 120,000 units. Budgeted variable manufacturing costs per unit are direct materials $5, direct labor $6, and overhead $8. Budgeted fixed manufacturing costs per unit for depreciation are $2 and for supervision are $1. In March 2025, the company incurs the following costs in producing 100,000 units: direct materials $520,000, direct labor $596,000, and variable overhead $805,000. Actual fixed costs were equal to budgeted fixed costs. Prepare a flexible budget report for March. Were costs controlled?
Prepare a responsibility report for a cost center.
BE23.6 (LO 3), AP In the Assembly Department of Hannon Company, budgeted and actual manufacturing overhead costs for the month of April 2025 were as follows.
Budget | Actual | |
---|---|---|
Indirect materials | $16,000 | $14,300 |
Indirect labor | 20,000 | 20,600 |
Utilities | 10,000 | 10,850 |
Supervision | 5,000 | 5,000 |
All costs are controllable by the department manager. Prepare a responsibility report for April for the cost center.
Prepare a responsibility report for a profit center.
BE23.7 (LO 3), AP Torres Company accumulates the following summary data for the year ending December 31, 2025, for its Water Division, which it operates as a profit center: sales—$2,000,000 budget, $2,080,000 actual; variable costs—$1,000,000 budget, $1,050,000 actual; and controllable fixed costs—$300,000 budget, $305,000 actual. Prepare a responsibility report for the Water Division for the year ending December 31, 2025.
Prepare a responsibility report for an investment center.
BE23.8 (LO 4), AP For the year ending December 31, 2025, Cobb Company accumulates the following data for the Plastics Division, which it operates as an investment center: contribution margin—$700,000 budget, $710,000 actual; controllable fixed costs—$300,000 budget, $302,000 actual. Average operating assets for the year were $2,000,000. Prepare a responsibility report for the Plastics Division beginning with contribution margin for the year ending December 31, 2025.
Compute return on investment using the ROI equation.
BE23.9 (LO 4), AP For its three investment centers, Gerrard Company accumulates the following data:
I | II | III | |||
---|---|---|---|---|---|
Sales | $2,000,000 | $4,000,000 | $ 4,000,000 | ||
Controllable margin | 1,400,000 | 2,000,000 | 3,600,000 | ||
Average operating assets | 5,000,000 | 8,000,000 | 10,000,000 |
Compute the return on investment (ROI) for each center.
Compute return on investment under changed conditions.
BE23.10 (LO 4), AP For its three investment centers, Gerrard Company accumulates the following data:
I | II | III | |||
---|---|---|---|---|---|
Sales | $2,000,000 | $4,000,000 | $ 4,000,000 | ||
Controllable margin | 1,400,000 | 2,000,000 | 3,600,000 | ||
Average operating assets | 5,000,000 | 8,000,000 | 10,000,000 |
The company expects the following changes for investment centers I, II, and III in the next year: investment center I to increase sales 15%, investment center II to decrease controllable fixed costs $400,000, and investment center III to decrease average operating assets $400,000. Compute the expected return on investment (ROI) for each center. Assume investment center I has a contribution margin percentage of 70%.
Compute ROI and residual income.
*BE23.11 (LO 5), AP Sterling, Inc. reports the following financial information for its sports clothing segment.
Average operating assets | $3,000,000 |
Controllable margin | $630,000 |
Minimum rate of return | 10% |
Compute the return on investment and the residual income for the segment.
Compute ROI and residual income.
*BE23.12 (LO 5), AP Presented here is information related to the Southern Division of Lumber, Inc.
Contribution margin | $1,200,000 |
Controllable margin | $800,000 |
Average operating assets | $4,000,000 |
Minimum rate of return | 15% |
Compute the Southern Division’s return on investment and residual income.
Prepare and evaluate a static budget report.
DO IT! 23.1 (LO 1), AP Wade Company estimates that it will produce 6,000 units of product IOA during the current month. Budgeted variable manufacturing costs per unit are direct materials $7, direct labor $13, and overhead $18. Monthly budgeted fixed manufacturing overhead costs are $8,000 for depreciation and $3,800 for supervision.
In the current month, Wade actually produced 6,500 units and incurred the following costs: direct materials $38,850, direct labor $76,440, variable overhead $116,640, depreciation $8,000, and supervision $4,000.
Prepare a static budget report. Hint: The Budget column is based on estimated production while the Actual column is the actual cost incurred during the period. (Note: You do not need to prepare the heading.) Were costs controlled? Discuss limitations of the budget.
Compute total budgeted costs in flexible budget.
DO IT! 23.2 (LO 2), AP In Pargo Company’s flexible budget graph, the fixed-cost line and the total budgeted cost line intersect the vertical axis at $90,000. The total budgeted cost line is $350,000 at an activity level of 50,000 direct labor hours. Compute total budgeted costs at 65,000 direct labor hours.
Prepare a responsibility report.
DO IT! 23.3 (LO 3), AP The Rockies Division operates as a profit center. It reports the following for the year ending December 31, 2025.
Budget | Actual | |
---|---|---|
Sales | $2,000,000 | $1,890,000 |
Variable costs | 800,000 | 760,000 |
Controllable fixed costs | 550,000 | 550,000 |
Noncontrollable fixed costs | 250,000 | 250,000 |
Prepare a responsibility report for the Rockies Division at December 31, 2025.
Compute ROI and expected return on investments.
DO IT! 23.4 (LO 4), AP The service division of Raney Industries reported the following results for 2025.
Sales | $500,000 |
Variable costs | 300,000 |
Controllable fixed costs | 75,000 |
Average operating assets | 625,000 |
Management is considering the following independent courses of action in 2026 in order to maximize the return on investment for this division.
Reduce average operating assets by $125,000, with no change in controllable margin.
Increase sales $100,000, with no change in the contribution margin percentage.
Compute the controllable margin and the return on investment for 2025.
Compute the controllable margin and the expected return on investment for 2026 for each proposed alternative.
Understand the concept of budgetary control.
E23.1 (LO 1, 2), K Connie Rice has prepared the following list of statements about budgetary control.
Budget reports compare actual results with planned objectives.
All budget reports are prepared on a weekly basis.
Management uses budget reports to analyze differences between actual and planned results and to determine their causes.
As a result of analyzing budget reports, management may either take corrective action or modify future plans.
Budgetary control works best when a company has an informal reporting system.
The primary recipients of the sales report are the sales manager and the production supervisor.
The primary recipient of the scrap report is the production manager.
A static budget is a projection of budget data at a single level of activity.
Top management’s reaction to unfavorable differences is not influenced by the materiality of the difference.
A static budget is not appropriate in evaluating a manager’s effectiveness in controlling costs unless the actual activity level approximates the static budget activity level or the behavior of the costs is fixed.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Prepare and evaluate static budget report.
E23.2 (LO 1), AN Crede Company budgeted selling expenses of $30,000 in January, $35,000 in February, and $40,000 in March. Actual selling expenses were $31,200 in January, $34,525 in February, and $46,000 in March. The company considers any difference that is less than 5% of the budgeted amount to be immaterial.
Instructions
Prepare a selling expense report that compares budgeted and actual amounts by month and for the year to date.
What is the purpose of the report prepared in (a), and who would be the primary recipient?
What would be the likely result of management’s analysis of the report?
Prepare flexible manufacturing overhead budget.
E23.3 (LO 2), AP Myers Company uses a flexible budget for manufacturing overhead based on direct labor hours. Variable manufacturing overhead costs per direct labor hour are as follows.
Indirect labor | $1.00 |
Indirect materials | 0.70 |
Utilities | 0.40 |
Fixed overhead costs per month are supervision $4,000, depreciation $1,200, and property taxes $800. The company believes it will normally operate in a range of 7,000–10,000 direct labor hours per month.
Instructions
Prepare a monthly manufacturing overhead flexible budget for 2025 for the expected range of activity, using increments of 1,000 direct labor hours.
Prepare flexible budget reports for manufacturing overhead costs, and comment on findings.
E23.4 (LO 2), AN Using the information in E23.3, assume that in July 2025, Myers Company incurs the following manufacturing overhead costs.
Variable Costs | Fixed Costs | |||
Indirect labor | $8,800 | Supervision | $4,000 | |
Indirect materials | 5,800 | Depreciation | 1,200 | |
Utilities | 3,200 | Property taxes | 800 |
Instructions
Prepare a flexible budget performance report, assuming that the company worked 9,000 direct labor hours during the month.
Prepare a flexible budget performance report, assuming that the company worked 8,500 direct labor hours during the month.
Comment on your findings.
Prepare flexible selling expense budget.
E23.5 (LO 2), AP Fallon Company uses flexible budgets to control its selling expenses. Monthly sales are expected to range from $170,000 to $200,000. Variable costs and their percentage relationship to sales are sales commissions 6%, advertising 4%, travel 3%, and delivery 2%. Fixed selling expenses will consist of sales salaries $35,000, depreciation on delivery equipment $7,000, and insurance on delivery equipment $1,000.
Instructions
Prepare a monthly selling expense flexible budget for each $10,000 increment of sales within the relevant range for the year ending December 31, 2025.
Prepare flexible budget reports for selling expenses.
E23.6 (LO 2), AN The actual selling expenses incurred in March 2025 by Fallon Company are as follows.
Variable Costs | Fixed Costs | |||
Sales commissions | $11,000 | Sales salaries | $35,000 | |
Advertising | 6,900 | Depreciation | 7,000 | |
Travel | 5,100 | Insurance | 1,000 | |
Delivery | 3,450 |
Instructions
Prepare a flexible budget performance report for March using the budget data in E23.5, assuming that March sales were $170,000.
Prepare a flexible budget performance report, assuming that March sales were $180,000.
Comment on the importance of using flexible budgets in evaluating the performance of the sales manager.
Prepare flexible budget.
E23.7 (LO 2), AP Appliance Possible Inc. (AP) is a manufacturer of toaster ovens. To improve control over operations, the president of AP wants to begin using a flexible budgeting system, rather than using only the current master budget. The following data are available for AP’s expected costs at production levels of 90,000, 100,000, and 110,000 units.
Variable costs | |
Manufacturing | $6 per unit |
Administrative | $4 per unit |
Selling | $3 per unit |
Fixed costs | |
Manufacturing | $160,000 |
Administrative | $80,000 |
Instructions
Prepare a flexible budget for each of the possible production levels: 90,000, 100,000, and 110,000 units.
If AP sells the toaster ovens for $16 each, how many units will it have to sell to make a profit of $60,000 before taxes?
(CGA adapted)
Prepare flexible budget report; compare flexible and static budgets.
E23.8 (LO 1, 2), E
Rensing Groomers is in the dog-grooming business. Its operating costs are described by the following equations:
Grooming supplies (variable) | y = $0 + $5x |
Direct labor (variable) | y = $0 + $14x |
Overhead (mixed) | y = $10,000 + $1x |
Milo, the owner, has determined that direct labor is the cost driver for all three categories of costs.
Instructions
Prepare a flexible budget for activity levels of 550, 600, and 700 direct labor hours.
Explain why the flexible budget is more informative than the static budget.
Calculate the total cost per direct labor hour at each of the activity levels specified in part (a).
The groomers at Rensing normally work a total of 650 direct labor hours during each month. Each grooming job normally takes a groomer 1.3 hours. Milo wants to earn a profit equal to 40% of the costs incurred. Determine what he should charge each pet owner for grooming.
(CGA adapted)
Prepare flexible budget report, and answer question.
E23.9 (LO 1, 2), E As sales manager, Joe Batista was given the following static budget report for selling expenses in the Clothing Department of Soria Company for the month of October.
Soria Company Clothing Department Budget Report For the Month Ended October 31, 2025 | |||
Difference | |||
Budget | Actual | Favorable F Unfavorable U | |
Sales in units | 8,000 | 10,000 | 2,000 F |
Variable expenses | |||
Sales commissions | $ 2,400 | $ 2,600 | $ 200 U |
Advertising expense | 720 | 850 | 130 U |
Travel expense | 3,600 | 4,100 | 500 U |
Free samples given out | 1,600 | 1,400 | 200 F |
Total variable | 8,320 | 8,950 | 630 U |
Fixed expenses | |||
Rent | 1,500 | 1,500 | –0– |
Sales salaries | 1,200 | 1,200 | –0– |
Office salaries | 800 | 800 | –0– |
Depreciation—autos (sales staff) | 500 | 500 | –0– |
Total fixed | 4,000 | 4,000 | –0– |
Total expenses | $12,320 | $12,950 | $ 630 U |
As a result of this budget report, Joe was called into the president’s office and congratulated on his fine sales performance. He was reprimanded, however, for allowing his costs to get out of control. Joe knew something was wrong with the performance report that he had been given. However, he was not sure what to do, and comes to you for advice.
Instructions
Prepare a budget report based on flexible budget data to help Joe.
Should Joe have been reprimanded? Explain.
Prepare flexible budget and responsibility report for manufacturing overhead.
E23.10 (LO 1, 3), AP Chubbs Inc.’s manufacturing overhead budget for the first quarter of 2025 contained the following data.
Variable Costs | Fixed Costs | |||
Indirect materials | $12,000 | Supervisory salaries | $36,000 | |
Indirect labor | 10,000 | Depreciation | 7,000 | |
Utilities | 8,000 | Property taxes and insurance | 8,000 | |
Maintenance | 6,000 | Maintenance | 5,000 |
Actual variable costs were indirect materials $13,500, indirect labor $9,500, utilities $8,700, and maintenance $5,000. Actual fixed costs equaled budgeted costs except for property taxes and insurance, which were $8,300. The actual activity level equaled the budgeted level.
All costs are considered controllable by the production department manager except for depreciation, and property taxes and insurance.
Instructions
Prepare a manufacturing overhead flexible budget report for the first quarter.
Prepare a responsibility report for the first quarter.
Prepare and discuss a responsibility report.
E23.11 (LO 1, 3), AP
UrLink Company is a newly formed company specializing in high-speed Internet service for home and business. The owner, Lenny Kirkland, divided the company into two segments: Home Internet Service and Business Internet Service. Each segment is run by its own supervisor, while basic selling and administrative services are shared by both segments.
Lenny has asked you to help him create a performance reporting system that will allow him to measure each segment’s performance in terms of its profitability. To that end, the following information has been collected on the Home Internet Service segment for the first quarter of 2025.
Budget | Actual | |
---|---|---|
Service revenue | $25,000 | $26,200 |
Allocated portion of: | ||
Building depreciation | 11,000 | 11,000 |
Advertising | 5,000 | 4,200 |
Billing | 3,500 | 3,000 |
Property taxes | 1,200 | 1,000 |
Material and supplies | 1,600 | 1,200 |
Supervisory salaries | 9,000 | 9,500 |
Insurance | 4,000 | 3,900 |
Wages | 3,000 | 3,250 |
Gas and oil | 2,800 | 3,400 |
Equipment depreciation | 1,500 | 1,300 |
Instructions
Prepare a responsibility report for the first quarter of 2025 for the Home Internet Service segment.
Write a memo to Lenny Kirkland discussing the principles that should be used when preparing performance reports.
State total budgeted cost equations, and prepare flexible budget graph.
E23.12 (LO 2), AP Venetian Company has two production departments, Fabricating and Assembling. At a department managers’ meeting, the controller uses flexible budget graphs to explain total budgeted costs. A separate graph based on direct labor hours is used for each department. The graphs show the following.
At zero direct labor hours, the total budgeted cost line and the fixed-cost line intersect the vertical axis at $50,000 in the Fabricating Department and $40,000 in the Assembling Department.
At normal capacity of 50,000 direct labor hours, the line drawn from the total budgeted cost line intersects the vertical axis at $150,000 in the Fabricating Department and $120,000 in the Assembling Department.
Instructions
State the total budgeted cost equation for each department.
Compute the total budgeted cost for each department, assuming actual direct labor hours worked were 53,000 and 47,000, in the Fabricating and Assembling Departments, respectively.
Prepare the flexible budget graph for the Fabricating Department, assuming the maximum direct labor hours in the relevant range is 100,000. Use increments of 10,000 direct labor hours on the horizontal axis and increments of $50,000 on the vertical axis.
Prepare reports in a responsibility reporting system.
E23.13 (LO 3), AP Fey Company’s organization chart includes the president; the vice president of production; three assembly factories—Dallas, Atlanta, and Tucson; and two departments within each factory—Machining and Finishing. Budget and actual manufacturing cost data for July 2025 are as follows.
Finishing Department—Dallas: direct materials $42,500 actual, $44,000 budget; direct labor $83,400 actual, $82,000 budget; manufacturing overhead $51,000 actual, $49,200 budget.
Machining Department—Dallas: total manufacturing costs $220,000 actual, $219,000 budget.
Atlanta Factory: total manufacturing costs $424,000 actual, $420,000 budget.
Tucson Factory: total manufacturing costs $494,200 actual, $496,500 budget.
The Dallas factory manager’s office costs were $95,000 actual and $92,000 budget. The vice president of production’s office costs were $132,000 actual and $130,000 budget. Office costs are not allocated to departments and factories.
Instructions
Using the format shown in Illustration 23.19, prepare the reports in a responsibility system for:
The Finishing Department—Dallas.
The factory manager—Dallas.
The vice president of production.
Prepare a responsibility report for a cost center.
E23.14 (LO 3), AN The Mixing Department manager of Malone Company is able to control all overhead costs except rent, property taxes, and salaries. Budgeted monthly overhead costs for the Mixing Department, in alphabetical order, are:
Indirect labor | $12,000 | Property taxes | $ 1,000 | ||
Indirect materials | 7,700 | Rent | 1,800 | ||
Lubricants | 1,675 | Salaries | 10,000 | ||
Maintenance | 3,500 | Utilities | 5,000 |
Actual costs incurred for January 2025 are indirect labor $12,250, indirect materials $10,200, lubricants $1,650, maintenance $3,500, property taxes $1,100, rent $1,800, salaries $10,000, and utilities $6,400.
Instructions
Prepare a responsibility report for January 2025.
What would be the likely result of management’s analysis of the report?
Compute missing amounts in responsibility reports for three profit centers, and prepare a report.
E23.15 (LO 3), AN Horatio Inc. has three divisions which are operated as profit centers. Actual operating data for the divisions listed alphabetically are as follows.
Operating Data | Women’s Shoes | Men’s Shoes | Children’s Shoes | |||
Contribution margin | $270,000 | (3) | $180,000 | |||
Controllable fixed costs | 100,000 | (4) | (5) | |||
Controllable margin | (1) | $ 90,000 | 95,000 | |||
Sales | 600,000 | 450,000 | (6) | |||
Variable costs | (2) | 320,000 | 250,000 |
Instructions
Compute the missing amounts. Show computations.
Prepare a responsibility report for the Women’s Shoes Division assuming (1) the data are for the month ended June 30, 2025, and (2) all data equal budget except variable costs which are $5,000 over budget.
Prepare a responsibility report for a profit center, and compute ROI.
E23.16 (LO 1, 4), AP The Sports Equipment Division of Harrington Company is operated as a profit center. Sales for the division were budgeted for 2025 at $900,000. The only variable costs budgeted for the division were cost of goods sold ($440,000) and selling and administrative ($60,000). Fixed costs were budgeted at $100,000 for cost of goods sold, $90,000 for selling and administrative, and $70,000 for noncontrollable fixed costs. Actual results for these items were:
Sales | $880,000 |
Cost of goods sold | |
Variable | 408,000 |
Fixed | 105,000 |
Selling and administrative | |
Variable | 61,000 |
Fixed | 66,000 |
Noncontrollable fixed | 90,000 |
Instructions
Prepare a responsibility report for the Sports Equipment Division for 2025.
Assume the division is an investment center, and average operating assets were $1,000,000. The noncontrollable fixed costs are controllable at the investment center level. Compute ROI using the actual amounts.
Compute ROI for current year and for possible future changes.
E23.17 (LO 4), AP The South Division of Wiig Company reported the following data for the current year.
Sales | $3,000,000 |
Variable costs | 1,950,000 |
Controllable fixed costs | 600,000 |
Average operating assets | 5,000,000 |
Top management is unhappy with the investment center’s return on investment (ROI). It asks the manager of the South Division to submit plans to improve ROI in the next year. The manager believes it is feasible to consider the following independent courses of action.
Increase sales by $300,000 with no change in the contribution margin percentage.
Reduce variable costs by $150,000.
Reduce average operating assets by 6.25%.
Instructions
Compute the return on investment (ROI) for the current year.
Using the ROI equation, compute the ROI under each of the proposed courses of action. (Round to one decimal.)
Prepare a responsibility report for an investment center.
E23.18 (LO 4), AP
The Dinkle and Frizell Dental Clinic provides both preventive and orthodontic dental services. The two owners, Reese Dinkle and Anita Frizell, operate the clinic as two separate investment centers: Preventive Services and Orthodontic Services. Each of them is in charge of one of the centers: Reese for Preventive Services and Anita for Orthodontic Services. Each month, they prepare an income statement for the two centers to evaluate performance and make decisions about how to improve the operational efficiency and profitability of the clinic.
Recently, they have been concerned about the profitability of the Preventive Services operations. For several months, it has been reporting a loss. The responsibility report for the month of May 2025 is shown here.
Actual | Difference from Budget |
||
Service revenue | $40,000 | $1,000 F | |
Variable costs | |||
Filling materials | 5,000 | 100 U | |
Novocain | 3,900 | 100 U | |
Supplies | 1,900 | 350 F | |
Dental assistant wages | 2,500 | 0 | |
Utilities | 500 | 110 U | |
Total variable costs | 13,800 | 40 F | |
Fixed costs | |||
Allocated portion of receptionist’s salary | $ 3,000 | $ 200 U | |
Dentist salary | 9,800 | 400 U | |
Equipment depreciation | 6,000 | 0 | |
Allocated portion of building depreciation | 15,000 | 1,000 U | |
Total fixed costs | 33,800 | 1,600 U | |
Operating income (loss) | $(7,600) | $ 560 U |
In addition, the owners know that the investment in operating assets at the beginning of the month was $82,400, and it was $77,600 at the end of the month. They have asked for your assistance in evaluating their current performance reporting system.
Instructions
Prepare an investment center responsibility report for the Preventative Services segment for May 2025.
Write a memo to the owners discussing the deficiencies of their current reporting system.
Prepare missing amounts in responsibility reports for three investment centers.
E23.19 (LO 4), AN The Ferrell Transportation Company uses a responsibility reporting system to measure the performance of its three investment centers: Planes, Taxis, and Limos. Segment performance is measured using a system of responsibility reports and return on investment calculations. The allocation of resources within the company and the segment managers’ bonuses are based in part on the results shown in these reports.
Recently, the company was the victim of a computer virus that deleted portions of the company’s accounting records. This was discovered when the current period’s responsibility reports were being prepared. The printout of the actual operating results, with question marks for missing amounts, appeared as follows.
Planes | Taxis | Limos | |
Service revenue | $? | $500,000 | $? |
Variable costs | 5,500,000 | ? | 300,000 |
Contribution margin | ? | 250,000 | 480,000 |
Controllable fixed costs | 1,500,000 | ? | ? |
Controllable margin | ? | 80,000 | 210,000 |
Average operating assets | 25,000,000 | ? | 1,500,000 |
Return on investment | 12% | 10% | ? |
Instructions
Determine the missing pieces of information above.
Compare ROI and residual income.
*E23.20 (LO 5), AN Presented here is selected information for three regional divisions of Medina Company.
Divisions | |||
North | West | South | |
Contribution margin | $300,000 | $500,000 | $400,000 |
Controllable margin | $140,000 | $360,000 | $210,000 |
Average operating assets | $1,000,000 | $2,000,000 | $1,500,000 |
Minimum rate of return | 13% | 16% | 10% |
Instructions
Compute the return on investment for each division.
Compute the residual income for each division.
Assume that each division has an investment opportunity that would provide a rate of return of 16%.
If ROI is used to measure performance, which division or divisions will probably make the additional investment?
If residual income is used to measure performance, which division or divisions will probably make the additional investment?
Fill in information related to ROI and residual income.
*E23.21 (LO 5), AN The following is selected financial information for two divisions of Samberg Brewing.
Lager | Lite Lager | |
Contribution margin | $500,000 | $300,000 |
Controllable margin | 200,000 | (c) |
Average operating assets | (a) | $1,200,000 |
Minimum rate of return | (b) | 11% |
Return on investment | 16% | (d) |
Residual income | $100,000 | $156,000 |
Instructions
Supply the missing information for the lettered items.
Prepare flexible budget and budget report for manufacturing overhead.
P23.1 (LO 2), AN Bumblebee Company estimates that 300,000 direct labor hours will be worked during the coming year, 2025, in the Packaging Department. On this basis, the following budgeted manufacturing overhead cost data are computed for the year.
Fixed Overhead Costs | Variable Overhead Costs | |||
Supervision | $ 96,000 | Indirect labor | $126,000 | |
Depreciation | 72,000 | Indirect materials | 90,000 | |
Insurance | 30,000 | Repairs | 69,000 | |
Rent | 24,000 | Utilities | 72,000 | |
Property taxes | 18,000 | Lubricants | 18,000 | |
$240,000 | $375,000 |
It is estimated that direct labor hours worked each month will range from 27,000 to 36,000 hours.
During October, 27,000 direct labor hours were worked, and the following overhead costs were incurred.
Fixed overhead costs: supervision $8,000, depreciation $6,000, insurance $2,460, rent $2,000, and property taxes $1,500.
Variable overhead costs: indirect labor $12,432, indirect materials $7,680, repairs $6,100, utilities $6,840, and lubricants $1,920.
Instructions
Prepare a monthly manufacturing overhead flexible budget for each increment of 3,000 direct labor hours over the relevant range for the year ending December 31, 2025.
a. Total costs: DLH 27,000, $53,750; DLH 36,000, $65,000
Prepare a flexible budget report for October.
b. Total cost $1,182 U
Comment on management’s efficiency in controlling manufacturing overhead costs in October.
Prepare flexible budget, budget report, and graph for manufacturing overhead.
P23.2 (LO 2), E Zelmer Company manufactures tablecloths. Sales have grown rapidly over the past 2 years. As a result, the president has installed a budgetary control system for 2025. The following data were used in developing the master manufacturing overhead budget for the Ironing Department, which is based on an activity index of direct labor hours.
Variable Costs | Rate per Direct Labor Hour |
Annual Fixed Costs | |
Indirect labor | $0.40 | Supervision | $48,000 |
Indirect materials | 0.50 | Depreciation | 18,000 |
Factory utilities | 0.30 | Insurance | 12,000 |
Factory repairs | 0.20 | Rent | 30,000 |
The master overhead budget was prepared in the expectation that 480,000 direct labor hours will be worked during the year. In June, 41,000 direct labor hours were worked. At that level of activity, actual costs were as shown below.
Variable—per direct labor hour: indirect labor $0.44, indirect materials $0.48, factory utilities $0.32, and factory repairs $0.25.
Fixed: same as budgeted.
Instructions
Prepare a monthly manufacturing overhead flexible budget for the year ending December 31, 2025, assuming production levels range from 35,000 to 50,000 direct labor hours. Use increments of 5,000 direct labor hours.
a. Total costs: 35,000 DLH, $58,000; 50,000 DLH, $79,000
Prepare a budget report for June comparing actual results with budget data based on the flexible budget.
b. Total cost: Budget $66,400 Actual $70,090
Were costs effectively controlled? Explain.
State the equation for computing the total budgeted costs for the Ironing Department.
Prepare the flexible budget graph, showing total budgeted costs at 35,000 and 45,000 direct labor hours. Use increments of 5,000 direct labor hours on the horizontal axis and increments of $10,000 on the vertical axis.
State total budgeted cost equation, and prepare flexible budget reports for 2 time periods.
P23.3 (LO 1, 2), AN Ratchet Company uses budgets in controlling costs. The August 2025 budget report for the company’s Assembling Department is as follows.
Ratchet Company Budget Report Assembling Department For the Month Ended August 31, 2025 | |||
Difference | |||
Manufacturing Costs | Budget | Actual | Favorable F Unfavorable U |
Variable costs | |||
Direct materials | $ 48,000 | $ 47,000 | $1,000 F |
Direct labor | 54,000 | 51,200 | 2,800 F |
Indirect materials | 24,000 | 24,200 | 200 U |
Indirect labor | 18,000 | 17,500 | 500 F |
Utilities | 15,000 | 14,900 | 100 F |
Maintenance | 12,000 | 12,400 | 400 U |
Total variable | 171,000 | 167,200 | 3,800 F |
Fixed costs | |||
Rent | 12,000 | 12,000 | –0– |
Supervision | 17,000 | 17,000 | –0– |
Depreciation | 6,000 | 6,000 | –0– |
Total fixed | 35,000 | 35,000 | –0– |
Total costs | $206,000 | $202,200 | $3,800 F |
The monthly budget amounts in the report were based on an expected production of 60,000 units per month or 720,000 units per year. The Assembling Department manager is pleased with the report and expects a raise, or at least praise for a job well done. The company president, however, is unhappy with the results for August because only 58,000 units were produced.
Instructions
State the total monthly budgeted cost equation.
Prepare a budget report for August using flexible budget data. Why does this report provide a better basis for evaluating performance than the report based on static budget data?
b. Total budgeted cost $200,300
In September, 64,000 units were produced. Prepare the budget report using flexible budget data, assuming (1) each variable cost was 10% higher than its actual cost in August, and (2) fixed costs were the same in September as in August.
c. Total cost:
Budget $217,400
Actual $218,920
Prepare responsibility report for a profit center.
P23.4 (LO 3), AN Clarke Inc. operates the Patio Furniture Division as a profit center. Operating data for this division for the year ended December 31, 2025, are shown here.
Budget | Difference from Budget |
||
Sales | $2,500,000 | $50,000 F | |
Cost of goods sold | |||
Variable | 1,300,000 | 41,000 F | |
Controllable fixed | 200,000 | 3,000 U | |
Selling and administrative | |||
Variable | 220,000 | 6,000 U | |
Controllable fixed | 50,000 | 2,000 U | |
Noncontrollable fixed costs | 70,000 | 4,000 U |
In addition, Clarke incurs $180,000 of indirect fixed costs that were budgeted at $175,000. Twenty percent (20%) of these costs are allocated to the Patio Furniture Division.
Instructions
Prepare a responsibility report for the Patio Furniture Division for the year.
a. Contribution margin $85,000 FControllable margin $80,000 F
Comment on the manager’s performance in controlling revenues and costs.
Identify any costs excluded from the responsibility report and explain why they were excluded.
Prepare responsibility report for an investment center, and compute ROI.
P23.5 (LO 4), E Optimus Company manufactures a variety of tools and industrial equipment. The company operates through three divisions. Each division is an investment center. Operating data for the Home Division for the year ended December 31, 2025, and relevant budget data are as follows.
Actual | Comparison with Budget | ||
Sales | $1,400,000 | $100,000 favorable | |
Variable cost of goods sold | 665,000 | 45,000 unfavorable | |
Variable selling and administrative expenses | 125,000 | 25,000 unfavorable | |
Controllable fixed cost of goods sold | 170,000 | On target | |
Controllable fixed selling and administrative expenses | 80,000 | On target |
Average operating assets for the year for the Home Division were $2,000,000, which was also the budgeted amount.
Instructions
Prepare a responsibility report (in thousands of dollars) for the Home Division.
a. Controllable margin:
Budget $330
Actual $360
Evaluate the manager’s performance. Which items will likely be investigated by top management?
Compute the expected ROI in 2025 for the Home Division, assuming the following independent changes to actual data.
Variable selling and administrative expenses are decreased by 4%.
Average operating assets are decreased by 10%.
Sales are increased by $200,000, and this increase is expected to increase contribution margin by $80,000.
Prepare reports for cost centers under responsibility accounting, and comment on performance of managers.
P23.6 (LO 3), AN Durham Company uses a responsibility reporting system. It has divisions in Denver, Seattle, and San Diego. Each division has three production departments: Cutting, Shaping, and Finishing. The responsibility for each department rests with a manager who reports to the division production manager. Each division manager reports to the vice president of production. There are also vice presidents for marketing and finance. All vice presidents report to the president.
In January 2025, controllable actual and budget manufacturing overhead cost data for the departments and divisions were as shown here.
Manufacturing Overhead | Actual | Budget | ||
---|---|---|---|---|
Individual costs—Cutting Department—Seattle | ||||
Indirect labor | $ 73,000 | $ 70,000 | ||
Indirect materials | 47,900 | 46,000 | ||
Maintenance | 20,500 | 18,000 | ||
Utilities | 20,100 | 17,000 | ||
Supervision | 22,000 | 20,000 | ||
$183,500 | $171,000 | |||
Total costs | ||||
Shaping Department—Seattle | $158,000 | $148,000 | ||
Finishing Department—Seattle | 210,000 | 205,000 | ||
Denver division | 678,000 | 673,000 | ||
San Diego division | 722,000 | 715,000 |
Additional overhead costs were incurred as follows: Seattle division production manager—actual costs $52,500, budget $51,000; vice president of production—actual costs $65,000, budget $64,000; president—actual costs $76,400, budget $74,200. These expenses are not allocated.
The vice presidents who report to the president, other than the vice president of production, had the following expenses.
Vice President | Actual | Budget | ||
---|---|---|---|---|
Marketing | $133,600 | $130,000 | ||
Finance | 109,000 | 104,000 |
Instructions
Using the format in Illustration 23.19, prepare the following responsibility reports.
Manufacturing overhead—Cutting Department manager—Seattle division.
a. $12,500 U
Manufacturing overhead—Seattle division manager.
b. $29,000 U
Manufacturing overhead—vice president of production.
c. $42,000 U
Manufacturing overhead and expenses—president.
d. $52,800 U
Compare ROI and residual income.
*P23.7 (LO 5), AN Sentinel Industries has manufactured prefabricated houses for over 20 years. The houses are constructed in sections to be assembled on customers’ lots. Sentinel expanded into the precut housing market when it acquired Jensen Company, one of its suppliers. In this market, various types of lumber are precut into the appropriate lengths, banded into packages, and shipped to customers’ lots for assembly. Sentinel designated the Jensen Division as an investment center.
Sentinel uses return on investment (ROI) as a performance measure with investment defined as average operating assets. Management bonuses are based in part on ROI. All investments are expected to earn a minimum rate of return of 18%. Jensen’s ROI has ranged from 20.1% to 23.5% since it was acquired. Jensen had an investment opportunity in 2025 that had an estimated ROI of 19%. Jensen management decided against the investment because it believed the investment would decrease the division’s overall ROI.
Selected financial information for Jensen is presented here. The division’s average operating assets were $12,300,000 for the year 2025.
Sentinel Industries Jensen Division Selected Financial Information For the Year Ended December 31, 2025 | |
Sales | $24,000,000 |
Contribution margin | 9,100,000 |
Controllable margin | 2,460,000 |
Instructions
Calculate the following performance measures for 2025 for the Jensen Division.
a. ROI 20%
Return on investment (ROI).
Residual income.
Would the management of Jensen Division have been more likely to accept the investment opportunity it had in 2025 if residual income were used as a performance measure instead of ROI? Explain your answer.
(CMA adapted)
CD23 The Current Designs staff has prepared the annual manufacturing budget for the rotomolded line based on an estimated annual production of 4,000 kayaks during 2025. Each kayak will require 54 pounds of polyethylene powder and a finishing kit (rope, seat, hardware, etc.). The polyethylene powder used in these kayaks costs $1.50 per pound, and the finishing kits cost $170 each. Each kayak will use two kinds of labor—2 hours of type I labor from people who run the oven and trim the plastic, and 3 hours of work from type II workers who attach the hatches and seat and other hardware. The type I employees are paid $15 per hour, and the type II are paid $12 per hour.
Manufacturing overhead is budgeted at $396,000 for 2025, broken down as follows.
Variable costs | |
Indirect materials | $ 40,000 |
Manufacturing supplies | 53,800 |
Maintenance and utilities | 88,000 |
181,800 | |
Fixed costs | |
Supervision | 90,000 |
Insurance | 14,400 |
Depreciation | 109,800 |
214,200 | |
Total | $396,000 |
During the first quarter, ended March 31, 2025, 1,050 units were actually produced with the following costs.
Polyethylene powder | $ 87,000 |
Finishing kits | 178,840 |
Type I labor | 31,500 |
Type II labor | 39,060 |
Indirect materials | 10,500 |
Manufacturing supplies | 14,150 |
Maintenance and utilities | 26,000 |
Supervision | 20,000 |
Insurance | 3,600 |
Depreciation | 27,450 |
Total | $438,100 |
Instructions
Prepare the annual manufacturing budget for 2025, assuming that 4,000 kayaks will be produced.
Prepare the flexible budget for manufacturing for the quarter ended March 31, 2025. Assume activity levels of 900, 1,000, and 1,050 units.
Assuming the rotomolded line is treated as a cost center, prepare a flexible budget report for manufacturing for the quarter ended March 31, 2025, when 1,050 units were produced. (Round all budgeted amounts to the nearest dollar.)
(Note: This is a continuation of the Waterways case from Chapters 14–22.)
WC23 Waterways Corporation is continuing its budget preparations. This case gives you static budget information as well as actual overhead costs, and asks you to calculate amounts related to budgetary control and responsibility accounting.
Go to Wiley Course Resources for complete case details and instructions.
DA23.1 Data visualization can be used to help improve forecasts.
Example: Recall the section “Flexible Budget—A Case Study” presented in the chapter. Flexible budgeting is useful because it enables managers to evaluate performance in light of changing conditions. But the ability to react quickly to changing conditions is even more important. For example, consider the following charts, which present quarterly data for Honda sales in four regional markets.
While the number of vehicles sold differs by region, the trends shown are used in forecasting sales and accompanying budgets. In examining the above charts, it appears that some regions will likely be more difficult to budget than others. For example, sales in Europe are the most volatile, as shown by the changing heights of the columns, and Japan is somewhat erratic. On the other hand, North America’s and Asia’s upward trends are much more consistent, making it easier to forecast sales in those regions.
For this case, you will use Excel’s Forecast tool to create and analyze line charts. You will also consider qualitative factors that might affect decisions based on this data.
Go to Wiley Course Resources for complete case details and instructions.
DA23.2 Seasonality of sales can have a big impact on budgeting. For this case, you will use recent data for Honda’s worldwide unit sales to create line charts. You will then analyze the charts to identify any seasonality patterns and how these patterns might affect budgeting and production.
Go to Wiley Course Resources for complete case details and instructions.
CT23.1 Green Pastures is a 400-acre farm on the outskirts of the Kentucky Bluegrass, specializing in the boarding of broodmares and their foals. A recent economic downturn in the thoroughbred industry has made the boarding business extremely competitive. To meet the competition, Green Pastures planned in 2025 to entertain clients, advertise more extensively, and absorb expenses formerly paid by clients such as veterinary and blacksmith fees.
The budget report for 2025 follows. As shown, the static income statement budget for the year is based on an expected 21,900 boarding days at $25 per mare. The variable expenses per mare per day were budgeted: feed $5, veterinary fees $3, blacksmith fees $0.25, and supplies $0.55. All other budgeted expenses were either semifixed or fixed.
During the year, management decided not to replace a worker who quit in March, but it did issue a new advertising brochure and did more entertaining of clients.1
Green Pastures Static Budget Income Statement For the Year Ended December 31, 2025 |
||||||
Actual | Master Budget | Difference | ||||
Number of mares | 52 | 60 | 8 U | |||
Number of boarding days | 19,000 | 21,900 | 2,900 U | |||
Service revenue | $380,000 | $547,500 | $167,500 U | |||
Less: Variable expenses | ||||||
Feed | 104,390 | 109,500 | 5,110 F | |||
Veterinary fees | 58,838 | 65,700 | 6,862 F | |||
Blacksmith fees | 4,984 | 5,475 | 491 F | |||
Supplies | 10,178 | 12,045 | 1,867 F | |||
Total variable expenses | 178,390 | 192,720 | 14,330 F | |||
Contribution margin | 201,610 | 354,780 | 153,170 U | |||
Less: Fixed expenses | ||||||
Depreciation | 40,000 | 40,000 | –0– | |||
Insurance | 11,000 | 11,000 | –0– | |||
Utilities | 12,000 | 14,000 | 2,000 F | |||
Repairs and maintenance | 10,000 | 11,000 | 1,000 F | |||
Labor | 88,000 | 95,000 | 7,000 F | |||
Advertisement | 12,000 | 8,000 | 4,000 U | |||
Entertainment | 7,000 | 5,000 | 2,000 U | |||
Total fixed expenses | 180,000 | 184,000 | 4,000 F | |||
Net income | $ 21,610 | $170,780 | $149,170 U |
Instructions
With the class divided into groups, answer the following.
Based on the static budget report:
What was the primary cause(s) of the decline in net income?
Did management do a good, average, or poor job of controlling expenses?
Were management’s decisions to stay competitive sound?
Prepare a flexible budget report for the year.
Based on the flexible budget report, answer the three questions in part (a) above.
What course of action do you recommend for the management of Green Pastures?
CT23.2 Lanier Company manufactures expensive watch cases sold as souvenirs. Three of its sales departments are Retail Sales, Wholesale Sales, and Outlet Sales. The Retail Sales Department is a profit center. The Wholesale Sales Department is a cost center. Its managers merely take orders from customers who purchase through the company’s wholesale catalog. The Outlet Sales Department is an investment center because each manager is given full responsibility for an outlet store location. The manager can hire and discharge employees, purchase, maintain, and sell equipment, and in general is fairly independent of company control.
Mary Gammel is a manager in the Retail Sales Department. Stephen Flott manages the Wholesale Sales Department. Jose Gomez manages the Golden Gate Club outlet store in San Francisco. The following are the budget responsibility reports for each of the three departments.
Budget | |||||
Retail Sales |
Wholesale Sales |
Outlet Sales |
|||
Sales | $ 750,000 | $ 400,000 | $200,000 | ||
Variable costs | |||||
Cost of goods sold | 150,000 | 100,000 | 25,000 | ||
Advertising | 100,000 | 30,000 | 5,000 | ||
Sales salaries | 75,000 | 15,000 | 3,000 | ||
Printing | 10,000 | 20,000 | 5,000 | ||
Travel | 20,000 | 30,000 | 2,000 | ||
Fixed costs | |||||
Rent | 50,000 | 30,000 | 10,000 | ||
Insurance | 5,000 | 2,000 | 1,000 | ||
Depreciation | 75,000 | 100,000 | 40,000 | ||
Investment in assets | 1,000,000 | 1,200,000 | 800,000 | ||
Actual Results | |||||
Retail Sales |
Wholesale Sales |
Outlet Sales |
|||
Sales | $ 750,000 | $ 400,000 | $200,000 | ||
Variable costs | |||||
Cost of goods sold | 192,000 | 122,000 | 26,500 | ||
Advertising | 100,000 | 30,000 | 5,000 | ||
Sales salaries | 75,000 | 15,000 | 3,000 | ||
Printing | 10,000 | 20,000 | 5,000 | ||
Travel | 14,000 | 21,000 | 1,500 | ||
Fixed costs | |||||
Rent | 40,000 | 50,000 | 12,300 | ||
Insurance | 5,000 | 2,000 | 1,000 | ||
Depreciation | 80,000 | 90,000 | 56,000 | ||
Investment in assets | 1,000,000 | 1,200,000 | 800,000 |
Instructions
Determine which of the items should be included in the responsibility report for each of the three managers.
Compare the budgeted measures with the actual results. Decide which results should be called to the attention of each manager.
CT23.3 CA Technologies, the world’s leading business software company, delivers the end-to-end infrastructure to enable e-business through innovative technology, services, and education. Recently, CA Technologies had 19,000 employees worldwide and revenue of over $6 billion.
The following information is from the company’s annual report.
CA Technologies Management Discussion |
The Company has experienced a pattern of business whereby revenue for its third and fourth fiscal quarters reflects an increase over first- and second-quarter revenue. The Company attributes this increase to clients’ increased spending at the end of their calendar year budgetary periods and the culmination of its annual sales plan. Since the Company’s costs do not increase proportionately with the third- and fourth-quarters’ increase in revenue, the higher revenue in these quarters results in greater profit margins and income. Fourth-quarter profitability is traditionally affected by significant new hirings, training, and education expenditures for the succeeding year. |
Instructions
Why don’t the company’s costs increase proportionately as the revenues increase in the third and fourth quarters?
What type of budgeting seems appropriate for the CA Technologies situation?
CT23.4 The manufacturing overhead budget for Fleming Company contains the following items.
Variable costs | Fixed costs | |||
Indirect materials | $22,000 | Supervision | $17,000 | |
Indirect labor | 12,000 | Inspection costs | 1,000 | |
Maintenance expense | 10,000 | Insurance expense | 2,000 | |
Manufacturing supplies | 6,000 | Depreciation | 15,000 | |
Total variable | $50,000 | Total fixed | $35,000 |
The budget was based on an estimated 2,000 units being produced. During the past month, 1,500 units were produced, and the following costs incurred.
Variable costs | Fixed costs | |||
Indirect materials | $22,500 | Supervision | $18,400 | |
Indirect labor | 13,500 | Inspection costs | 1,200 | |
Maintenance expense | 8,200 | Insurance expense | 2,200 | |
Manufacturing supplies | 5,000 | Depreciation | 14,700 | |
Total variable | $49,200 | Total fixed | $36,500 |
Instructions
Determine which items would be controllable by Fred Bedner, the production manager.
How much should have been spent during the month for the manufacture of the 1,500 units?
Prepare a flexible manufacturing overhead budget report for Mr. Bedner.
Prepare a responsibility report. Include only the costs that would have been controllable by Mr. Bedner. Assume that the supervision cost above includes Mr. Bedner’s monthly salary of $10,000, both at budget and actual. In an attached memo, describe clearly for Mr. Bedner the areas in which his performance needs to be improved.
CT23.5 American Products Corporation participates in a highly competitive industry. In order to meet this competition and achieve profit goals, the company has chosen the decentralized form of organization. Each manager of a decentralized investment center is measured on the basis of profit contribution, market penetration, and return on investment. Failure to meet the objectives established by corporate management for these measures has not been acceptable and usually has resulted in demotion or dismissal of an investment center manager.
An anonymous survey of managers in the company revealed that the managers feel the pressure to compromise their personal ethical standards to achieve the corporate objectives. For example, at certain factory locations there was pressure to reduce quality control to a level which could not assure that all unsafe products would be rejected. Also, sales personnel were encouraged to use questionable sales tactics to obtain orders, including gifts and other incentives to purchasing agents.
The chief executive officer is disturbed by the survey findings. In his opinion, such behavior cannot be condoned by the company. He concludes that the company should do something about this problem.
Instructions
Who are the stakeholders (the affected parties) in this situation?
Identify the ethical implications, conflicts, or dilemmas in the above described situation.
What might the company do to reduce the pressures on managers and to decrease the ethical conflicts?
(CMA adapted)
CT23.6 It is one thing to prepare a personal budget; it is another thing to stick to it. Financial planners have suggested various mechanisms to provide support for enforcing personal budgets. One approach is called “envelope budgeting.”
Instructions
Do an Internet search on “envelope system money management” and then complete the following.
Summarize the process of envelope budgeting.
Evaluate whether you think you would benefit from envelope budgeting. What do you think are its strengths and weaknesses relative to your situation?
CT23.7 Preparing a personal budget is a great first step toward control over your personal finances. It is especially useful to prepare a budget when you face a big decision. For most people, the biggest decision they will ever make is whether to purchase a house. The percentage of people in the United States who own a home is high compared to many other countries. This is partially the result of U.S. government programs and incentives that encourage home ownership. For example, the interest on a home mortgage is tax-deductible, subject to some limitations.
Before purchasing a house, you should first consider whether buying it is the best choice for you. Suppose you just graduated from college and are moving to a new community. Should you immediately buy a new home?
YES: | If I purchase a home, I am making my housing cost more like a “fixed cost,” thus minimizing increases in my future housing costs. Also, I benefit from the appreciation in my home’s value. Although recent turbulence in the economy has caused home prices in many communities to decline, I know that over the long term, home prices have increased across the country. |
NO: | I just moved to a new town, so I don’t know the housing market. I am new to my job, so I don’t know whether I will like it or my new community. Also, if my job does go well, it is likely that my income will increase in the next few years, so I will able to afford a better house if I wait. Therefore, the flexibility provided by renting is very valuable to me at this point in my life. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
Standards are a fact of life. You met the admission standards for the school you are attending. The vehicle that you drive had to meet certain governmental emissions standards. The hamburgers and salads that you eat in a restaurant have to meet certain health and nutritional standards before they can be sold. As described in the following Feature Story, Starbucks has standards for the costs of its materials, labor, and overhead. The reason for standards in these cases is very simple: They help to ensure that overall product quality is high while keeping costs under control.
In this chapter, we continue the study of controlling costs. You will learn how to evaluate performance using standard costs and a balanced scorecard.
When Howard Schultz purchased a small Seattle coffee-roasting business in 1987, he set out to create a new kind of company. He also saw the store as a place where you could order a beverage, custom-made to your unique tastes, in an environment that would give you the sense that you had escaped, if only momentarily, from the chaos we call life. Schultz believed that the company would prosper if employees shared in its success.
In a little more than 20 years, Howard Schultz’s company, Starbucks, grew from that one store to over 17,000 locations in 54 countries. That is an incredible rate of growth, and it didn’t happen by accident. While Starbucks does everything it can to maximize the customer’s experience, behind the scenes it needs to control costs. Consider the almost infinite options of beverage combinations and variations at Starbucks. The company must determine the most efficient way to make each beverage, it must communicate these methods in the form of standards to its employees, and it must then evaluate whether those standards are being met.
Schultz’s book, Onward: How Starbucks Fought for Its Life Without Losing Its Soul, describes a painful period in which Starbucks had to close 600 stores and lay off thousands of employees. When a prominent shareholder suggested that the company eliminate its employee healthcare plan, as so many other companies had done, Schultz refused. Schultz feels that providing health care to the company’s employees is an essential part of the standard cost of a cup of Starbucks’ coffee.
In Wiley Course Resources, watch the Starbucks video to learn more about how the company sets standards; watch the Southwest Airlines video to learn more about the real-world use of the balanced scorecard.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
LO 1 Describe standard costs. |
|
DO IT!1 Standard Costs |
LO 2 Determine direct materials variances. |
|
DO IT! 2 Direct Materials Variances |
LO 3 Determine direct labor and total manufacturing overhead variances. |
|
DO IT! 3 Labor and Manufacturing Overhead Variances |
LO 4 Prepare variance reports and balanced scorecards. |
|
DO IT! 4 Reporting Variances |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Standards are common in business.
We focus on manufacturing operations in this chapter. But you should recognize that standard costs also apply to many types of service businesses as well.
For example, a fast-food restaurant such as McDonald’s knows the price it should pay for pickles, beef, buns, and other ingredients. It also knows how much time it should take an employee to prepare and serve hamburgers. If the company pays too much for pickles or if employees take too much time to prepare Big Macs, McDonald’s notices the deviations from standards and takes corrective action. Not-for-profit entities, such as universities, charitable organizations, and governmental agencies, also may use standard costs as measures of performance.
Standard costs offer a number of advantages to an organization, as shown in Illustration 24.1.
ILLUSTRATION 24.1 Advantages of standard costs
Both standards and budgets are predetermined costs, and both contribute to management planning and control. There is a difference, however, in the way the terms are expressed.
Thus, it is customary to state that the standard cost of direct labor for a unit of product is, say, $10. If the company produces 5,000 units of the product, the $50,000 of direct labor is the budgeted labor cost. A standard is the budgeted cost per unit of product. A standard is therefore concerned with each individual cost component that makes up the entire budget.
There are important accounting differences between budgets and standards.
The setting of standard costs to produce a unit of product is a difficult task. It requires input from all persons who have responsibility for costs and quantities.
To be effective in controlling costs, standard costs need to be current at all times. Thus, standards are under continuous review. They should change whenever managers determine that the existing standard is not a good measure of performance. Circumstances that warrant revision of a standard include changed wage rates resulting from a new union contract, a change in product specifications, and the implementation of a new manufacturing method.
Companies set standards at one of two levels: ideal or normal.
Some managers believe ideal standards will stimulate workers to ever-increasing improvement. However, most managers believe that ideal standards lower the morale of the workforce because they are difficult, if not impossible, to meet (see Ethics Note). Very few companies use ideal standards.
Most companies that use standards set them at a normal level. Properly set, normal standards should be rigorous but attainable. Normal standards allow for rest periods, machine breakdowns, and other “normal” contingencies in the production process. In the remainder of this chapter, we will assume that standard costs are set at a normal level.
To establish the standard cost of producing a product:
To illustrate, we use an extended example. Xonic Beverage Company uses standard costs to measure performance at the production facility of its caffeinated energy drink, Xonic Tonic. Xonic produces one-gallon containers of concentrated syrup that it sells to coffee and smoothie shops, and other retail outlets. The syrup is mixed with ice water or ice “slush” before serving. The potency of the beverage varies depending on the amount of concentrated syrup used.
Direct Materials The direct materials price standard is the cost per finished unit of product of direct materials that should be incurred.
Illustration 24.2 shows the materials price standard per pound of material for Xonic Tonic.
ILLUSTRATION 24.2 Setting direct materials price standard
Item | Price | |
Purchase price, net of discounts | $2.70 | |
Freight | 0.20 | |
Receiving and handling | 0.10 | |
Standard direct materials price per pound | $3.00 |
The direct materials quantity standard is the quantity of direct materials that management determines should be used per unit of finished goods.
The standard quantity per unit for Xonic Tonic is shown in Illustration 24.3.
ILLUSTRATION 24.3 Setting direct materials quantity standard
Item | Quantity (Pounds) | |
Required materials | 3.5 | |
Allowance for waste | 0.4 | |
Allowance for spoilage | 0.1 | |
Standard direct materials quantity per unit | 4.0 |
The standard direct materials cost per unit is the standard direct materials price times the standard direct materials quantity. For Xonic, the standard direct materials cost per gallon of Xonic Tonic is $12 ($3 × 4 pounds), as follows.
Standard Direct Materials Cost per Gallon | ||||
Standard Direct Materials Price (SP) |
× | Standard Direct Materials Quantity (SQ) |
= | Standard Direct Materials Cost |
$3 per lb. | × | 4 lbs. per gallon | = | $12 per gallon |
Direct Labor The direct labor price standard is the rate per hour that should be incurred for direct labor (see Alternative Terminology).
For Xonic, the direct labor price standard is as shown in Illustration 24.4.
ILLUSTRATION 24.4 Setting direct labor price standard
Item | Price | |
Hourly wage rate | $12.50 | |
COLA | 0.25 | |
Payroll taxes | 0.75 | |
Fringe benefits | 1.50 | |
Standard direct labor rate per hour | $15.00 |
The direct labor quantity standard is the time that management determines should be required to make one unit of the product (see Alternative Terminology).
Illustration 24.5 shows the direct labor quantity standard for Xonic.
ILLUSTRATION 24.5 Setting direct labor quantity standard
Item | Quantity (Hours) | |
Actual production time | 1.5 | |
Rest periods and cleanup | 0.2 | |
Setup and downtime | 0.3 | |
Standard direct labor hours per unit | 2.0 |
The standard direct labor cost per unit of finished product is the standard direct labor rate times the standard direct labor hours. For Xonic, the standard direct labor cost per gallon is $30 ($15 × 2 hours), as follows.
Standard Direct Labor Cost per Gallon | ||||
Standard Direct Labor Rate (SP) |
× | Standard Direct Labor Hours (SQ) |
= | Standard Direct Labor Cost |
$15 per hour | × | 2 hours per gallon | = | $30 per gallon |
Manufacturing Overhead For manufacturing overhead, companies use a standard predetermined overhead rate in setting the standard.
As discussed in Chapter 17, many companies employ activity-based costing (ABC) to allocate overhead costs. Because ABC uses multiple activity indices to allocate overhead costs, it results in a better correlation between activities and costs incurred than do other methods. As a result, the use of ABC can significantly improve the usefulness of standard costing for management decision-making.
Xonic uses standard direct labor hours as the activity index. The company expects to produce 13,200 gallons of Xonic Tonic during the year at normal capacity. Normal capacity is the average activity output that a company should experience over the long run. Since it takes two direct labor hours for each gallon, total standard direct labor hours are 26,400 (13,200 gallons × 2 hours).
At normal capacity of 26,400 direct labor hours, overhead costs are budgeted to be $132,000. Of that amount, $79,200 are variable and $52,800 are fixed. Illustration 24.6 shows computation of the standard predetermined overhead rates for Xonic.
ILLUSTRATION 24.6 Computing predetermined overhead rates
Budgeted Overhead Costs | Amount | ÷ | Standard Direct Labor Hours | = | Overhead Rate per Direct Labor Hours | |||||
Variable | $79,200 | 26,400 | $3.00 | |||||||
Fixed | 52,800 | 26,400 | 2.00 | |||||||
Total | $132,000 | 26,400 | $5.00 |
The standard manufacturing overhead cost per unit is the predetermined overhead rate times the activity index quantity standard. For Xonic, which uses direct labor hours as its activity index, the standard manufacturing overhead cost per gallon of Xonic Tonic is $10 ($5 × 2 hours), as follows.
Standard Manufacturing Overhead Cost per Gallon | ||||
Predetermined Overhead Rate (SP) |
× | Standard Direct Labor Hours (SQ) |
= | Overhead Rate per Direct Labor Hour |
$5 | × | 2 hours | = | $10 |
Total Standard Cost per Unit After a company has established the standard quantity and price per unit of finished product for each cost component, it can determine the total standard cost. The total standard cost per unit is the sum of the standard costs of direct materials, direct labor, and manufacturing overhead. The total standard cost per gallon of Xonic Tonic is $52, as the standard cost card in Illustration 24.7 shows.
ILLUSTRATION 24.7 Standard cost per gallon of Xonic Tonic
The company prepares a standard cost card for each product. This card provides the basis for determining variances from standards.
One of the major management uses of standard costs is to identify variances from standards. Variances are the differences between total actual costs and total standard costs (see Alternative Terminology).
To illustrate, assume that in producing 1,000 gallons of Xonic Tonic in the month of June, Xonic incurred the costs listed in Illustration 24.8.
ILLUSTRATION 24.8 Actual production costs
Direct materials | $13,020 |
Direct labor | 31,080 |
Variable overhead | 6,500 |
Fixed overhead | 4,400 |
Total actual costs | $55,000 |
Companies determine total standard costs by multiplying the units produced by the standard cost per unit. The total standard cost of Xonic Tonic is $52,000 (1,000 gallons × $52). Thus, the total variance is $3,000, as shown in Illustration 24.9.
ILLUSTRATION 24.9 Computation of total variance
Actual costs | $55,000 |
Less: Standard costs | 52,000 |
Total variance | $ 3,000 |
Note that the variance is expressed in total dollars, not on a per unit basis.
When actual costs exceed standard costs, the variance is unfavorable.
If actual costs are less than standard costs, the variance is favorable.
However, be careful: A favorable variance could be obtained by using inferior materials. In printing wedding invitations, for example, a favorable variance could result from using an inferior grade of paper. Or, a favorable variance might be achieved in installing tires on an automobile assembly line by tightening only half of the lug bolts. A variance is not favorable if the company has sacrificed quality control standards.
Illustration 24.10 shows that the total variance is the sum of the materials, labor, and overhead variances.
ILLUSTRATION 24.10 Components of total variance
Materials Variance + Labor Variance + Overhead Variance = Total Variance |
In the following discussion, you will see that the materials variance and the labor variance are the sum of variances resulting from price differences and quantity differences. Illustration 24.11 shows a format for computing the price and quantity variances.
ILLUSTRATION 24.11 Breakdown of materials or labor variance into price and quantity variances
Note that the left side of the matrix is actual cost (actual quantity times actual price). The right hand is standard cost (standard quantity times standard price). The difference between these two amounts (shown in the blue box in Illustration 24.11) is the total materials or labor variance. The only additional component you need in order to compute the price and quantity variances is the middle component, the actual quantity at the standard price.
Part of Xonic’s total variance of $3,000 is due to a materials variance (see Decision Tools).
Illustration 24.12 shows that the total materials variance is computed as the difference between the amount paid (actual quantity times actual price) and the amount that should have been paid based on standards (standard quantity times standard price of materials).
ILLUSTRATION 24.12 Equation for total materials variance
− | = | Total Materials Variance | ||
(AQ) × (AP) | (SQ) × (SP) | (TMV) | ||
(4,200 × $3.10) $13,020 | − | (4,000* × $3.00) $12,000 | = | $1,020 U |
*1,000 units × 4 pounds |
Thus, for Xonic, the total materials variance is $1,020 ($13,020 − $12,000) unfavorable (abbreviated as “U”). It is unfavorable because the actual cost exceeded the standard cost.
The total materials variance could be caused by differences in the price paid (price variance) for the materials or by differences in the amount of materials used (quantity variance). Illustration 24.13 shows that the total materials variance is the sum of the materials price variance and the materials quantity variance.
ILLUSTRATION 24.13 Components of total materials variance
The materials price variance results from a difference between the actual price and the standard price. Illustration 24.14 shows that the materials price variance is computed as the difference between the actual amount paid (actual quantity of materials times actual price) and the standard amount that should have been paid for the materials used (actual quantity of materials times standard price).1
ILLUSTRATION 24.14 Equation for materials price variance
− | = | Materials Price Variance | ||
(AQ) × (AP) | (AQ) × (SP) | (MPV) | ||
(4,200 × $3.10) $13,020 | − | (4,200 × $3.00) $12,600 | = | $420 U |
For Xonic, the materials price variance is $420 ($13,020 − $12,600) unfavorable.
Another way of thinking about the price variance is that we are holding the quantity constant at the actual quantity and varying the price. Thus, the price variance can also be computed by multiplying the actual quantity purchased by the difference between the actual and standard price per unit (see Helpful Hint). The computation in this case is 4,200 × ($3.10 − $3.00) = $420 U.
As shown in Illustration 24.15, the materials quantity variance is computed as the difference between the standard cost of the actual quantity (actual quantity times standard price) and the standard cost of the amount that should have been used (standard quantity times standard price for materials).
ILLUSTRATION 24.15 Equation for materials quantity variance
− | = | Materials Quantity Variance | ||
(AQ) × (SP) | (SQ) × (SP) | (MQV) | ||
(4,200 × $3.00) $12,600 | − | (4,000 × $3.00) $12,000 | = | $600 U |
Thus, for Xonic, the materials quantity variance is $600 ($12,600 − $12,000) unfavorable.
The quantity variance can also be computed by applying the standard price to the difference between actual and standard quantities used (see Helpful Hint). The computation in this example is $3.00 × (4,200 − 4,000) = $600 U.
Illustration 24.16 summarizes the total materials variance of $1,020 U.
ILLUSTRATION 24.16 Summary of materials variances
Materials price variance | $420 U |
Materials quantity variance | 600 U |
Total materials variance | $1,020 U |
Companies sometimes use a matrix to analyze a variance.
Illustration 24.17 shows the completed matrix for the direct materials variance for Xonic.
ILLUSTRATION 24.17 Matrix for direct materials variances
What are the causes of a variance? The causes may relate to both internal and external factors.
Materials Price Variances The investigation of a materials price variance usually begins in the purchasing department.
For example, during a recent year, Kraft Foods and Kellogg Company both experienced unfavorable materials price variances when the cost of dairy and wheat products jumped unexpectedly. There are also times when a production department may be responsible for the price variance. This may occur when a rush order forces the company to pay a higher price for the materials.
Materials Quantity Variances The starting point for determining the cause(s) of a significant materials quantity variance is in the production department.
The process of determining direct labor variances is the same as for determining the direct materials variances (see Decision Tools). In completing the Xonic Tonic order, the company incurred 2,100 direct labor hours. The standard hours allowed for the units produced were 2,000 hours (1,000 gallons × 2 hours). The standard labor rate was $15 per hour, and the actual labor rate was $14.80.
The total labor variance is $1,080 ($31,080 − $30,000) unfavorable.
ILLUSTRATION 24.18 Equation for total labor variance
− | = | Total Labor Variance | ||
(AH) × (AR) | (SH) × (SR) | (TLV) | ||
(2,100 × $14.80) $31,080 | − | (2,000 × $15.00) $30,000 | = | $1,080 U |
The total labor variance is caused by differences in the labor rate (labor price variance) or differences in labor hours (labor quantity variance). Illustration 24.19 shows that the total labor variance is the sum of the labor price variance and the labor quantity variance.
ILLUSTRATION 24.19 Components of total labor variance
ILLUSTRATION 24.20 Equation for labor price variance
− | = | Labor Price Variance | ||
(AH) × (AR) | (AH) × (SR) | (LPV) | ||
(2,100 × $14.80) $31,080 | − | (2,100 × $15.00) $31,500 | = | $420 F |
For Xonic, the labor price variance is $420 ($31,080 − $31,500) favorable.
The labor price variance can also be computed by multiplying actual hours worked by the difference between the actual pay rate and the standard pay rate (see Helpful Hint). The computation in this example is 2,100 × ($15.00 − $14.80) = $420 F.
The other component of the total labor variance is the labor quantity variance.
ILLUSTRATION 24.21 Equation for labor quantity variance
− | = | Labor Quantity Variance | ||
(AH) × (SR) | (SH) × (SR) | (LQV) | ||
(2,100 × $15.00) $31,500 | − | (2,000 × $15.00) $30,000 | = | $1,500 U |
Thus, for Xonic, the labor quantity variance is $1,500 ($31,500 − $30,000) unfavorable.
The same result can be obtained by multiplying the standard rate by the difference between actual hours worked and standard hours allowed (see Helpful Hint). In this case, the computation is $15.00 × (2,100 − 2,000) = $1,500 U.
Illustration 24.22 summarizes the total direct labor variance of $1,080 U.
ILLUSTRATION 24.22 Summary of labor variances
Labor price variance | $ 420 F |
Labor quantity variance | 1,500 U |
Total direct labor variance | $1,080 U |
These results can also be obtained from the matrix in Illustration 24.23.
ILLUSTRATION 24.23 Matrix for direct labor variances
Labor variances can result from a variety of factors.
Labor Price Variances Labor price variances usually result from two factors:
In companies where pay rates are determined by union contracts, labor price variances should be infrequent. When workers are not unionized, there is a much higher likelihood of such variances. The responsibility for these variances rests with the manager who authorized the wage change.
Misallocation of the workforce refers to using skilled workers in place of unskilled workers and vice versa.
The production department generally is responsible for labor price variances resulting from misallocation of the workforce.
Labor Quantity Variances Labor quantity variances relate to the efficiency of workers. The cause of a quantity variance generally can be traced to the production department.
The total overhead variance is the difference between the actual overhead costs and overhead costs applied based on standard hours allowed for the amount of goods produced. As indicated in Illustration 24.8, Xonic incurred overhead costs of $10,900 to produce 1,000 gallons of Xonic Tonic in June. The computation of the actual overhead is comprised of a variable and a fixed component. Illustration 24.24 shows this computation.
ILLUSTRATION 24.24 Actual overhead costs
Variable overhead | $ 6,500 |
Fixed overhead | 4,400 |
Total actual overhead | $10,900 |
To find the total overhead variance in a standard costing system, we determine the overhead costs applied based on standard hours allowed (see Decision Tools).
Recall from Illustration 24.6 that the amount of budgeted overhead costs at normal capacity of $132,000 was divided by normal capacity of 26,400 direct labor hours, to arrive at a predetermined overhead rate of $5 ($132,000 ÷ 26,400). The predetermined rate of $5 is then multiplied by the 2,000 standard hours allowed, to determine the overhead costs applied.
Illustration 24.25 shows the equation for the total overhead variance and the calculation for Xonic for the month of June.
ILLUSTRATION 24.25 Equation for total overhead variance
Actual Overhead | − | Overhead Applied* | = | Total Overhead Variance |
$10,900 | − | $10,000 | = | $900 U |
($6,500 + $4,400) | ($5 × 2,000 hours) | |||
*Based on standard hours allowed. |
Thus, for Xonic, the total overhead variance is $900 unfavorable.
The overhead variance is generally analyzed through a price and a quantity variance.
Appendix 24B discusses how the total overhead variance can be broken down into these two variances.
One reason for an overhead variance relates to over- or underspending on overhead items. For example, overhead may include indirect labor for which a company paid wages higher than the standard labor price allowed. Or, the price of electricity to run the company’s machines increased, and the company did not anticipate this additional cost.
The overhead variance can also result from the inefficient use of overhead.
For example, at one point Chrysler experienced a very significant unfavorable overhead variance because factory capacity was maintained at excessively high levels, due to overly optimistic sales forecasts.
All variances should be reported to appropriate levels of management as soon as possible. The sooner managers are informed, the sooner they can evaluate problems and take corrective action.
The report for Xonic shown in Illustration 24.26, with the materials for the Xonic Tonic order listed first, illustrates this approach.
ILLUSTRATION 24.26 Materials price variance report
Xonic Variance Report—Purchasing Department For the Week Ended June 6, 2025 |
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Type of Materials | Quantity Purchased | Actual Price | Standard Price | Price Variance | Explanation | |||||||
X100 | 4,200 lbs. | $3.10 | $3.00 | $420 U | Rush order | |||||||
X142 | 1,200 units | 2.75 | 2.80 | 60 F | Quantity discount | |||||||
A85 | 600 doz. | 5.20 | 5.10 | 60 U | Regular supplier on strike | |||||||
Total price variance | $420 U | |||||||||||
The explanation column is completed after consultation with the purchasing department manager.
Variance reports facilitate the principle of “management by exception” explained in Chapter 23. For example, the vice president of purchasing can use the report shown above to evaluate the effectiveness of the purchasing department manager. Or, the vice president of production can use production department variance reports to determine how well each production manager is controlling costs.
In income statements prepared for management under a standard cost accounting system, cost of goods sold is stated at standard cost and the variances are disclosed separately. Unfavorable variances increase cost of goods sold. Favorable variances decrease cost of goods sold, thus increasing gross profit. Illustration 24.27 shows the presentation of variances in an income statement. This income statement is based on the production and sale of 1,000 units of Xonic Tonic at $70 per unit. It also assumes selling and administrative costs of $3,000. Observe that each variance is shown, as well as the total net variance. In this example, variations from standard costs reduced net income by $3,000.
Standard costs may be used in financial statements prepared for stockholders and other external users.
It is also possible to show the variances in an income statement prepared in the variable costing (CVP) format. To do so, it is necessary to analyze the overhead variances into variable and fixed components. This type of analysis is explained in cost accounting texts.
ILLUSTRATION 24.27 Variances in income statement for management
Xonic Income Statement For the Month Ended June 30, 2025 |
||||||
Sales revenue | $70,000 | |||||
Cost of goods sold (at standard) | 52,000 | |||||
Gross profit (at standard) | 18,000 | |||||
Variances | ||||||
Materials price | $420 U | |||||
Materials quantity | 600 U | |||||
Labor price | 420 F | |||||
Labor quantity | 1,500 U | |||||
Overhead | 900 U | |||||
Total variance unfavorable | 3,000 | |||||
Gross profit (actual) | 15,000 | |||||
Selling and administrative expenses | 3,000 | |||||
Net income | $12,000 | |||||
Financial measures (measurement in dollars), such as variance analysis and return on investment (ROI), are useful tools for evaluating performance. However, many companies now supplement these financial measures with nonfinancial measures to better assess performance and anticipate future results. For example, airlines like Delta and United use capacity utilization as an important measure to understand and predict future performance. Companies that publish the New York Times and the Chicago Tribune newspapers use circulation figures as another measure by which to assess performance. Penske Automotive Group, the owner of 300 dealerships, rewards executives for meeting employee retention targets. Illustration 24.28 lists some key nonfinancial measures used in various industries.
ILLUSTRATION 24.28 Nonfinancial measures used in various industries
Most companies recognize that both financial and nonfinancial measures can provide useful insights into what is happening in the company.
Nearly 50% of the largest companies in the United States, including Unilever, Chase, and Walmart, are using the balanced scorecard approach.
The balanced scorecard evaluates company performance from a series of “perspectives.” The four most commonly employed perspectives are as follows.
Within each perspective, the balanced scorecard identifies objectives that contribute to attainment of strategic goals. Illustration 24.29 shows examples of objectives within each perspective.
ILLUSTRATION 24.29 Examples of objectives within the four perspectives of balanced scorecard
The objectives are linked across perspectives in order to tie performance measurement to company goals. The financial-perspective objectives are normally set first, and then objectives are set in the other perspectives in order to accomplish the financial goals. For example, within the financial perspective, a common goal is to increase profit per dollars invested as measured by ROI.
Illustration 24.30 illustrates this linkage across perspectives.
ILLUSTRATION 24.30 Linked process across balanced scorecard perspectives
Through this linked process, the company can better understand how to achieve its goals and what measures to use to evaluate performance.
In summary, the balanced scorecard does the following:
A standard cost accounting system is a double-entry system of accounting.
In this appendix, we will explain and illustrate a standard cost, job order cost accounting system. The system is based on two important assumptions:
In practice, there are many variations among standard cost systems. The system described here should prepare you for systems you see in the “real world.”
We will use the transactions of Xonic to illustrate the journal entries. Note as you study the entries that the major difference between the entries here and those for the job order cost accounting system in Chapter 15 is the variance accounts.
Raw Materials Inventory | 12,600 | |
Materials Price Variance | 420 | |
Accounts Payable | 13,020 | |
(To record purchase of materials) |
Xonic debits the inventory account for actual quantities at standard cost. This enables the perpetual materials records to show actual quantities. Xonic debits the price variance, which is unfavorable, to Materials Price Variance.
Factory Labor | 31,500 | |
Labor Price Variance | 420 | |
Factory Wages Payable | 31,080 | |
(To record direct labor costs) |
Like the raw materials inventory account, Xonic debits Factory Labor for actual hours worked at the standard hourly rate of pay. In this case, the labor variance is favorable. Thus, Xonic credits Labor Price Variance.
Manufacturing Overhead | 10,900 | |
Accounts Payable/Cash/Acc. Depreciation | 10,900 | |
(To record overhead incurred) |
The controllable overhead variance (see Appendix 24B) is not recorded at this time. It depends on standard hours applied to work in process. This amount is not known at the time overhead is incurred.
Work in Process Inventory | 12,000 | |
Materials Quantity Variance | 600 | |
Raw Materials Inventory | 12,600 | |
(To record issuance of raw materials) |
Xonic debits Work in Process Inventory for standard materials quantities used at standard prices. It debits the variance account because the variance is unfavorable. The company credits Raw Materials Inventory for actual quantities at standard prices.
Work in Process Inventory | 30,000 | |
Labor Quantity Variance | 1,500 | |
Factory Labor | 31,500 | |
(To assign factory labor to jobs) |
Xonic debits Work in Process Inventory for standard labor hours at standard rates. It debits the unfavorable variance to Labor Quantity Variance. The credit to Factory Labor produces a zero balance in this account.
Work in Process Inventory | 10,000 | |
Manufacturing Overhead | 10,000 | |
(To assign overhead to jobs) |
Xonic debits Work in Process Inventory for standard hours allowed multiplied by the standard overhead rate.
Finished Goods Inventory | 52,000 | |
Work in Process Inventory | 52,000 | |
(To record transfer of completed work to finished goods) |
In this example, both inventory accounts are at standard cost.
Accounts Receivable | 70,000 | |
Cost of Goods Sold | 52,000 | |
Sales | 70,000 | |
Finished Goods Inventory | 52,000 | |
(To record sale of finished goods and the cost of goods sold) |
The company debits Cost of Goods Sold at standard cost. Gross profit, in turn, is the difference between sales and the standard cost of goods sold.
Overhead Variance | 900 | |
Manufacturing Overhead | 900 | |
(To recognize overhead variances) |
Prior to this entry, a debit balance of $900 existed in Manufacturing Overhead because overhead of $10,900 was incurred but only $10,000 of overhead was applied. This entry therefore adjusts the account to a zero balance in the Manufacturing Overhead account. The information needed for this entry is often not available until the end of the accounting period.
Illustration 24A.1 shows the cost accounts for Xonic after posting the entries. Note that five variance accounts, highlighted in red, are included in the ledger (see Helpful Hint). The six other accounts are the same as those illustrated for a job order cost system in Chapter 15, in which only actual costs were used.
ILLUSTRATION 24A.1 Cost accounts with variances
As indicated in the chapter, the total overhead variance is generally analyzed through a price variance and a quantity variance. The name usually given to the price variance is the overhead controllable variance; the quantity variance is referred to as the overhead volume variance.
The overhead controllable variance shows whether overhead costs are effectively controlled.
For Xonic, the budget computation for manufacturing overhead is variable manufacturing overhead cost of $3 per hour of labor plus fixed manufacturing overhead costs of $4,400 ($52,800 ÷ 12, per Illustration 24.6). Illustration 24B.1 shows the monthly flexible budget for Xonic.
ILLUSTRATION 24B.1 Flexible budget using standard direct labor hours
As shown, the budgeted costs for 2,000 standard hours are $10,400 ($6,000 variable and $4,400 fixed).
Illustration 24B.2 shows the equation for the overhead controllable variance and the calculation for Xonic at 1,000 units of output (2,000 standard labor hours).
ILLUSTRATION 24B.2 Equation for overhead controllable variance
Actual Overhead |
– | Overhead Budgeted* |
= | Overhead Controllable Variance |
$10,900 | − | $10,400 | = | $500 U |
($6,500 + $4,400) | ($6,000 + $4,400) | |||
*Based on standard hours allowed. |
The overhead controllable variance for Xonic is $500 unfavorable.
In Xonic’s case, all of the overhead controllable variance is due to the difference between the actual variable overhead costs ($6,500) and the budgeted variable costs ($6,000).
Management can compare actual and budgeted overhead for each manufacturing overhead cost that contributes to the controllable variance. In addition, management can develop cost and quantity variances for each overhead cost, such as indirect materials and indirect labor.
The overhead volume variance is the difference between normal capacity hours and standard hours allowed times the fixed overhead rate.
Illustration 24B.3 provides the equation for computing the overhead volume variance.
ILLUSTRATION 24B.3 Equation for overhead volume variance
To illustrate the fixed overhead rate computation, recall that Xonic budgeted fixed overhead cost for the year of $52,800 (Illustration 24.6). At normal capacity, 26,400 standard direct labor hours are required. The fixed overhead rate is therefore $2 per hour ($52,800 ÷ 26,400 hours).
Xonic produced 1,000 units of Xonic Tonic in June. The standard hours allowed for the 1,000 gallons produced in June is 2,000 (1,000 gallons × 2 hours). For Xonic, normal capacity for June is 1,100, so standard direct labor hours for June at normal capacity is 2,200 (26,400 annual hours ÷ 12 months). The computation of the overhead volume variance in this case is as shown in Illustration 24B.4.
ILLUSTRATION 24B.4 Computation of overhead volume variance for Xonic
In Xonic’s case, a $400 unfavorable volume variance results. The volume variance is unfavorable because Xonic produced only 1,000 gallons rather than the normal capacity of 1,100 gallons in the month of June. As a result, it underapplied fixed overhead for that period.
In computing the overhead variances, it is important to remember the following.
Both standards and budgets are predetermined costs. The primary difference is that a standard is a unit amount, whereas a budget is a total amount. A standard may be regarded as the budgeted cost per unit of product.
Standard costs offer a number of advantages. They (a) facilitate management planning, (b) promote greater economy, (c) are useful in setting selling prices, (d) contribute to management control, (e) permit “management by exception,” and (f) simplify the costing of inventories and reduce clerical costs.
The direct materials price standard should be based on the delivered cost of raw materials plus an allowance for receiving and handling. The direct materials quantity standard should establish the required quantity plus an allowance for waste and spoilage.
The direct labor price standard should be based on current wage rates and anticipated adjustments such as COLAs. It also generally includes payroll taxes and fringe benefits. Direct labor quantity standards should be based on required production time plus an allowance for rest periods, cleanup, machine setup, and machine downtime.
For manufacturing overhead, a standard predetermined overhead rate is used. It is based on an expected standard activity index such as standard direct labor hours or standard machine hours.
The equations for the direct materials variances are as follows.
The equations for the direct labor variances are as follows.
The equation for the total manufacturing overhead variance is as follows.
Variances are reported to management in variance reports. The reports facilitate management by exception by highlighting significant differences. Under a standard costing system, an income statement prepared for management will report cost of goods sold at standard cost and then disclose each variance separately.
The balanced scorecard incorporates financial and nonfinancial measures in an integrated system that links performance measurement and a company’s strategic goals. It employs four perspectives: financial, customer, internal process, and learning and growth. Objectives are set within each of these perspectives that link to objectives within the other perspectives.
In a standard cost accounting system, companies journalize and post standard costs, and they maintain separate variance accounts in the ledger.
The total overhead variance is generally analyzed through a price variance and a quantity variance. The name usually given to the price variance is the overhead controllable variance. The quantity variance is referred to as the overhead volume variance.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Has management accomplished its price and quantity objectives regarding materials? | Actual cost and standard cost of materials | Materials price and materials quantity variances | Favorable (positive) variances suggest that price and quantity objectives have been met. |
Has management accomplished its price and quantity objectives regarding labor? | Actual cost and standard cost of labor | Labor price and labor quantity variances | Favorable (positive) variances suggest that price and quantity objectives have been met. |
Has management accomplished its objectives regarding manufacturing overhead? | Actual cost and standard cost of manufacturing overhead | Total manufacturing overhead variance | Favorable (positive) variances suggest that manufacturing overhead objectives have been met. |
1. (LO 1) Standards differ from budgets in that:
c. Budgets are expressed in total amounts, and standards are expressed in unit amounts. The other choices are incorrect because (a) standards, not budgets, may be used in valuing inventories; (b) standards, not budgets, may be journalized and posted; and (d) both budgets and standards contribute to management planning and control.
2. (LO 1) Standard costs:
b. Standard costs are predetermined units costs which companies use as measures of performance. The other choices are incorrect because (a) only those that are called regulations are imposed by governmental agencies, (c) standard costs can be used by all types of companies, and (d) choices (a) and (c) are incorrect.
3. (LO 1) The advantages of standard costs include all of the following except:
d. Standard costs are separate from a static budget. The other choices are all advantages of using standard costs.
4. (LO 1) Normal standards:
a. Normal standards allow for rest periods, machine breakdowns, and setup time. The other choices are incorrect because they describe ideal standards, not normal standards.
5. (LO 1) The setting of standards is:
b. Standards are set by management. The other choices are incorrect because setting standards requires input from (a) managerial accountants and (c) sometimes workers, but the final decision is made by management. Choice (d) is incorrect because setting standards at the ideal level of performance is uncommon because of the perceived negative effect on worker morale.
6. (LO 2) Each of the following equations is correct except:
c. Materials price variance = (Actual quantity × Actual price) − (Actual quantity (not Standard quantity) × Standard price). The other choices are correct equations.
7. (LO 2) In producing product AA, 6,300 pounds of direct materials were used at a cost of $1.10 per pound. The standard was 6,000 pounds at $1.00 per pound. The direct materials quantity variance is:
b. The direct materials quantity variance is (6,300 × $1.00) − (6,000 × $1.00) = $300. This variance is unfavorable because more material was used than prescribed by the standard. The other choices are therefore incorrect.
8. (LO 3) In producing product ZZ, 14,800 direct labor hours were used at a rate of $8.20 per hour. The standard was 15,000 hours at $8.00 per hour. Based on these data, the direct labor:
a. The direct labor quantity variance is (14,800 × $8) − (15,000 × $8) = $1,600. This variance is favorable because fewer labor hours were used than prescribed by the standard. The other choices are therefore incorrect.
9. (LO 3) Which of the following is correct about the total overhead variance?
d. Standard hours allowed for work done is the measure used in computing the variance. The other choices are incorrect because (a) budgeted overhead is used to calculate the predetermined overhead rate while overhead applied is equal to standard hours allowed times the predetermined overhead rate, (b) overhead is a product cost and does not include period costs, and (c) standard hours allowed, not hours actually worked, are used in computing the overhead variance.
10. (LO 3) The equation for computing the total overhead variance is:
a. Total overhead variance equals actual overhead less overhead applied. The other choices are therefore incorrect.
11. (LO 4) Which of the following is incorrect about variance reports?
b. Variance reports should be sent to the level of management responsible for the area in which the variance occurred so it can be remedied as quickly as possible. The other choices are correct statements.
12. (LO 4) In using variance reports to evaluate cost control, management normally looks into:
d. In using variance reports to evaluate cost control, management normally looks into both favorable and unfavorable variances that exceed a predetermined quantitative measure such as percentage or dollar amount. The other choices are therefore incorrect.
13. (LO 4) Generally accepted accounting principles allow a company to:
c. GAAP allows a company to report both inventory and cost of goods sold at standard cost as long as there are no significant differences between actual and standard cost. The other choices are therefore incorrect.
14. (LO 4) Which of the following would not be an objective used in the customer perspective of the balanced scorecard approach?
d. Earnings per share is not an objective used in the customer perspective of the balanced scorecard approach. The other choices are all true statements.
*15. (LO 5) Which of the following is incorrect about a standard cost accounting system?
*c. A standard cost accounting system reports both favorable and unfavorable variances. The other choices are all correct statements.
*16. (LO 6) The equation to compute the overhead volume variance is:
*c. The equation to compute the overhead volume variance is Fixed overhead rate × (Normal capacity hours − Standard hours allowed). The other choices are therefore incorrect.
Set direct materials standard.
1. (LO 1) Castellen Company accumulates the following data concerning raw materials in making one quart of finished product. (1) Price—purchase price $3.00; terms 2/10, n/30; freight-in $0.25; and receiving and handling $0.10. (2) Quantity—required materials 2.7 pounds, allowance for waste and spoilage 0.3 pounds. Compute the following.
Compute direct materials variances.
2. (LO 2) Spandrell Company’s standard materials cost per unit of output is $12 (3 pounds × $4). During July, the company purchases and uses 5,800 pounds of materials costing $22,910 in making 2,000 units of finished product. Compute the total, price, and quantity materials variances.
Total materials variance = [(5,800 × $3.95*) − (6,000** × $4.00)] = $1,090 F
Materials price variance = [(5,800 × $3.95) − (5,800 × $4.00)] = $290 F
Materials quantity variance [(5,800 × $4.00) − (6,000 × $4.00)] = $800 F
Compute direct labor variances.
3. (LO 3) Timemore Company’s standard labor cost per unit of output is $34 (2 hours × $17 per hour). During August, the company incurs 1,960 hours of direct labor at an hourly cost of $17.20 per hour in making 1,000 units of finished product. Compute the total, price, and quantity labor variances.
Total labor variance = [(1,960 × $17.20) − (2,000 × $17.00)] = $288 F
Labor price variance = [(1,960 × $17.20) − (1,960 × $17.00)] = $392 U
Labor quantity variance = [(1,960 × $17.00) − (2,000 × $17.00)] = $680 F
Compute materials and labor variances.
1. (LO 2, 3) Hector Inc., which produces a single product, has prepared the following standard cost sheet for one unit of the product.
Direct materials (6 pounds at $2.50 per pound) | $15.00 |
Direct labor (3.1 hours at $12.00 per hour) | $37.20 |
During the month of April, the company manufactures 250 units and incurs the following actual costs.
Direct materials purchased and used (1,600 pounds) | $4,192 |
Direct labor (760 hours) | $8,740 |
Instructions
Compute the total, price, and quantity variances for materials and labor.
Total materials variance:
(AQ × AP) | − | (SQ × SP) | = | TMV |
(1,600 × $2.62*) | (1,500** × $2.50) | |||
$4,192 | − | $3,750 | = | $442 U |
*$4,192 ÷ 1,600; **250 × 6 |
Materials price variance:
(AQ × AP) | − | (AQ × SP) | = | MPV |
(1,600 × $2.62) | (1,600 × $2.50) | |||
$4,192 | − | $4,000 | = | $192 U |
Materials quantity variance:
(AQ × SP) | − | (SQ × SP) | = | MQV |
(1,600 × $2.50) | (1,500 × $2.50) | |||
$4,000 | − | $3,750 | = | $250 U |
Total labor variance:
(AH × AR) | − | (SH × SR) | = | TLV |
(760 × $11.50*) | (775** × $12.00) | |||
$8,740 | − | $9,300 | = | $560 F |
*$8,740 ÷ 760; **250 × 3.1 |
Labor price variance:
(AH × AR) | − | (AH × SR) | = | LPV |
(760 × $11.50) | (760 × $12.00) | |||
$8,740 | − | $9,120 | = | $380 F |
Labor quantity variance:
(AH × SR) | − | (SH × SR) | = | LQV |
(760 × $12.00) | (775 × $12.00) | |||
$9,120 | − | $9,300 | = | $180 F |
Compute overhead variances.
2. (LO 3) Manufacturing overhead data for the production of Product H by Yamato Company are as follows.
Overhead incurred for 35,000 actual direct labor hours worked | $140,000 |
Overhead rate (variable $3; fixed $1) at normal capacity of 36,000 direct labor hours | $4 |
Standard hours allowed for work done | 34,000 |
Instructions
Compute the total overhead variance.
Total overhead variance:
Actual Overhead | − | Overhead Applied | = | Overhead Variance |
$140,000 | − | $136,000 | = | $4,000 U |
(34,000 × $4) |
Compute variances.
(LO 2, 3) Manlow Company makes a cologne called Allure. The standard cost for one bottle of Allure is as follows.
Manufacturing Cost Components | Standard | ||||
Quantity | × | Price | = | Cost | |
Direct materials | 6 oz. | × | $0.90 | = | $5.40 |
Direct labor | 0.5 hrs. | × | $12.00 | = | 6.00 |
Manufacturing overhead | 0.5 hrs. | × | $4.80 | = | 2.40 |
$13.80 |
During the month, the following transactions occurred in manufacturing 10,000 bottles of Allure.
The manufacturing overhead rate of $4.80 is based on a normal capacity of 5,200 direct labor hours. The total budget at this capacity is $10,400 fixed and $14,560 variable.
Instructions
Total Variance | |
Actual costs incurred | |
Direct materials | $ 58,000 |
Direct labor | 56,350 |
Manufacturing overhead | 25,400 |
139,750 | |
Standard cost (10,000 × $13.80) | 138,000 |
Total variance | $1,750 U |
Direct Materials Variances | ||||||
Total | = | $58,000 (58,000 × $1.00) | − | $54,000 (60,000* × $0.90) | = | $4,000 U |
Price | = | $58,000 (58,000 × $1.00) | − | $52,200 (58,000 × $0.90) | = | $5,800 U |
Quantity | = | $52,200 (58,000 × $0.90) | − | $54,000 (60,000 × $0.90) | = | $1,800 F |
*10,000 × 6 |
Direct Labor Variances | ||||||
Total | = | $56,350 (4,900 × $11.50*) | − | $60,000 (5,000** × $12.00) | = | $3,650 F |
Price | = | $56,350 (4,900 × $11.50) | − | $58,800 (4,900 × $12.00) | = | $2,450 F |
Quantity | = | $58,800 (4,900 × $12.00) | − | $60,000 (5,000 × $12.00) | = | $1,200 F |
*56,350 ÷ 4,900; **10,000 × 0.5 |
Overhead Variance | ||||||
Total | = | $25,400 ($15,000 + $10,400) | − | $24,000 (5,000 × $4.80) | = | $1,400 U |
Note: All asterisked Questions, Exercises, and Problems relate to material in the appendices to the chapter.
1.
2.
3. Standard costs facilitate management planning. What are the other advantages of standard costs?
4. Contrast the roles of the management accountant and management in setting standard costs.
5. Distinguish between an ideal standard and a normal standard.
6. What factors should be considered in setting (a) the direct materials price standard and (b) the direct materials quantity standard?
7. “The objective in setting the direct labor quantity standard is to determine the aggregate time required to make one unit of product.” Is this correct? Explain why or why not. What allowances should be made in setting this standard?
8. How is the predetermined overhead rate determined when standard costs are used?
9. What is the difference between a favorable cost variance and an unfavorable cost variance?
10. In each of the following equations, supply the words that should be inserted for each number in parentheses.
11. In the direct labor variance matrix, there are three factors: (1) Actual hours × Actual rate, (2) Actual hours × Standard rate, and (3) Standard hours × Standard rate. Using the numbers, indicate the equations for each of the direct labor variances.
12. Mikan Company’s standard predetermined overhead rate is $9 per direct labor hour. For the month of June, 26,000 actual hours were worked, and 27,000 standard hours were allowed. How much overhead was applied?
13. How often should variances be reported to management? What principle may be used with variance reports?
14. What circumstances may cause the purchasing department to be responsible for both an unfavorable materials price variance and an unfavorable materials quantity variance?
15. What are the four perspectives used in the balanced scorecard? Discuss the nature of each, and how the perspectives are linked.
16. Kerry James says that the balanced scorecard was created to replace financial measures as the primary mechanism for performance evaluation. He says that it uses only nonfinancial measures. Is this true?
17. What are some examples of nonfinancial measures used by companies to evaluate performance?
18. (a) How are variances reported in income statements prepared for management? (b) Can standard costs be used in preparing financial statements for stockholders? Explain.
*19. (a) Explain the basic features of a standard cost accounting system. (b) What type of balance will exist in the variance account when (1) the materials price variance is unfavorable and (2) the labor quantity variance is favorable?
*20. If the $9 per hour overhead rate in Question 12 includes $5 variable, and actual overhead costs were $248,000, what is the overhead controllable variance for June? The normal capacity hours were 28,000. Is the variance favorable or unfavorable?
*21. What is the purpose of computing the overhead volume variance? What is the basic equation for this variance?
*22. Alma Ortiz does not understand why the overhead volume variance indicates that fixed overhead costs are either underapplied or overapplied. Clarify this matter for Alma.
*23. John Hsu is attempting to outline the important points about overhead variances on a class examination. List four points that John should include in his outline.
Distinguish between a standard and a budget.
BE24.1 (LO 1), AP Lopez Company uses both standards and budgets. For the year, estimated production of Product X is 500,000 units. Total estimated cost for materials and labor are $1,400,000 and $1,700,000, respectively. Compute the estimates for (a) a standard cost and (b) a budgeted cost.
Set direct materials standard.
BE24.2 (LO 1), AP Tang Company accumulates the following data concerning raw materials in making its finished product. (1) Price per pound of raw materials is net purchase price $2.30, freight-in $0.20, and receiving and handling $0.10. (2) Quantity per gallon of finished product is required materials 3.6 pounds and allowance for waste and spoilage 0.4 pounds. Compute the following.
Set direct labor standard.
BE24.3 (LO 1), AP Labor data for making one gallon of finished product in Bing Company are as follows. (1) Price—hourly wage rate $14.00, payroll taxes $0.80, and fringe benefits $1.20. (2) Quantity—actual production time 1.1 hours, rest periods and cleanup 0.25 hours, and setup and downtime 0.15 hours. Compute the following.
Compute direct materials variances.
BE24.4 (LO 2), AP Simba Company’s standard materials cost per unit of output is $10 (2 pounds × $5). During July, the company purchases and uses 3,200 pounds of materials costing $16,192 in making 1,500 units of finished product. Compute the total, price, and quantity materials variances.
Compute direct labor variances.
BE24.5 (LO 3), AP Mordica Company’s standard labor cost per unit of output is $22 (2 hours × $11 per hour). During August, the company incurs 2,150 hours of direct labor at an hourly cost of $10.80 per hour in making 1,000 units of finished product. Compute the total, price, and quantity labor variances.
Compute total overhead variance.
BE24.6 (LO 3), AP In October, Pine Company reports 21,000 actual direct labor hours, and it incurs $118,000 of manufacturing overhead costs. Standard hours allowed for the work done is 20,600 hours. The predetermined overhead rate is $6 per direct labor hour. Compute the total overhead variance.
Match balanced scorecard perspectives.
BE24.7 (LO 4), AP The four perspectives in the balanced scorecard are (1) financial, (2) customer, (3) internal process, and (4) learning and growth. Match each of the following objectives with the perspective it is most likely associated with: (a) factory capacity utilization, (b) employee work days missed due to injury, (c) return on assets, and (d) brand recognition.
Journalize materials variances.
*BE24.8 (LO 5), AP Journalize the following transactions for Combs Company.
Journalize labor variances.
*BE24.9 (LO 5), AP Journalize the following transactions for Shelton, Inc.
Compute the overhead controllable variance.
*BE24.10 (LO 6), AP Some overhead data for Pine Company are given in BE24.6. In addition, the flexible manufacturing overhead budget shows that budgeted costs are $4 variable per direct labor hour and $50,000 fixed. Compute the overhead controllable variance.
Compute overhead volume variance.
*BE24.11 (LO 6), AP Using the data in BE24.6 and BE24.10, compute the overhead volume variance. Normal capacity was 25,000 direct labor hours.
Compute standard cost.
DO IT! 24.1 (LO 1), AP Larkin Company accumulated the following standard cost data concerning product I-Tal.
Compute materials variance.
DO IT! 24.2 (LO 2), AP The standard cost of product 777 includes 2 units of direct materials at $6.00 per unit. During August, the company bought 29,000 units of materials at $6.30 and used those materials to produce 16,000 units. Compute the total, price, and quantity variances for materials.
Compute labor and manufacturing overhead variances.
DO IT! 24.3 (LO 3), AP The standard cost of product 5252 includes 1.9 hours of direct labor at $14.00 per hour. The predetermined overhead rate is $22.00 per direct labor hour. During July, the company incurred 4,000 hours of direct labor at an average rate of $14.30 per hour and $81,300 of manufacturing overhead costs. It produced 2,000 units.
Prepare variance report.
DO IT! 24.4 (LO 4), AP Tropic Zone Corporation experienced the following variances: materials price $350 U, materials quantity $1,700 F, labor price $800 F, labor quantity $500 F, and total overhead $1,200 U. Sales revenue was $92,100, and cost of goods sold (at standard) was $51,600. Determine the actual gross profit.
Compute budget and standard.
E24.1 (LO 1), AP Parsons Company is planning to produce 2,000 units of product in 2025. Each unit requires 3 pounds of materials at $5 per pound and a half-hour of labor at $16 per hour. The overhead rate is 70% of direct labor.
Instructions
Compute standard materials costs.
E24.2 (LO 1), AP Hank Itzek manufactures and sells homemade wine, and he wants to develop a standard cost per gallon. The following are required for production of a 50-gallon batch.
Hank estimates that 4% of the grape concentrate is wasted, 10% of the sugar is lost, and 25% of the lemons cannot be used.
Instructions
Compute the standard cost of the ingredients for one gallon of wine. (Carry computations to two decimal places.)
Compute standard cost per unit.
E24.3 (LO 1), AP Stefani Company has gathered the following information about its product.
Direct materials. Each unit of product contains 4.5 pounds of materials. The average waste and spoilage per unit produced under normal conditions is 0.5 pounds. Materials cost $5 per pound, but Stefani always takes the 2% cash discount all of its suppliers offer. Freight costs average $0.25 per pound.
Direct labor. Each unit requires 2 hours of labor. Setup, cleanup, and downtime average 0.4 hours per unit. The average hourly pay rate of Stefani’s employees is $12. Payroll taxes and fringe benefits are an additional $3 per hour.
Manufacturing overhead. Overhead is applied at a rate of $7 per direct labor hour.
Instructions
Compute Stefani’s total standard cost per unit.
Compute labor cost and labor quantity variance.
E24.4 (LO 1, 3), AP Monte Services, Inc. is trying to establish the standard labor cost of a typical brake repair. The following data have been collected from time and motion studies conducted over the past month.
Actual time spent on the brake repair | 1.0 hour |
Hourly wage rate | $12 |
Payroll taxes | 10% of wage rate |
Setup and downtime | 20% of actual labor time |
Cleanup and rest periods | 30% of actual labor time |
Fringe benefits | 25% of wage rate |
Instructions
Compute materials price and quantity variances.
E24.5 (LO 2), AP The standard cost of Product B manufactured by Pharrell Company includes three units of direct materials at $5.00 per unit. During June, 29,000 units of direct materials are purchased at a cost of $4.70 per unit, and 29,000 units of direct materials are used to produce 9,400 units of Product B.
Instructions
Compute labor price and quantity variances.
E24.6 (LO 3), AP Lewis Company’s standard labor cost of producing one unit of Product DD is 4 hours at the rate of $12.00 per hour. During August, 40,600 hours of labor are incurred at a cost of $12.15 per hour to produce 10,000 units of Product DD.
Instructions
Compute materials and labor variances.
E24.7 (LO 2, 3), AP Levine Inc., which produces a single product, has prepared the following standard cost sheet for one unit of the product.
Direct materials (8 pounds at $2.50 per pound) | $20 |
Direct labor (3 hours at $12.00 per hour) | $36 |
During the month of April, the company manufactures 230 units and incurs the following actual costs.
Direct materials purchased and used (1,900 pounds) | $5,035 |
Direct labor (700 hours) | $8,120 |
Instructions
Compute the total, price, and quantity variances for materials and labor.
Compute the materials and labor variances and list reasons for unfavorable variances.
E24.8 (LO 2, 3), AN The following direct materials and direct labor data pertain to the operations of Laurel Company for the month of August.
Costs | Quantities | ||
Actual labor rate | $13 per hour | Actual hours incurred and used | 4,150 hours |
Actual materials price | $128 per ton | Actual quantity of materials purchased and used | 1,220 tons |
Standard labor rate | $12.50 per hour | Standard hours used | 4,300 hours |
Standard materials price | $130 per ton | Standard quantity of materials used | 1,200 tons |
Instructions
Determine amounts from variance report.
E24.9 (LO 2, 3), AN You have been given the following information about the production of Usher Co., and are asked to provide the factory manager with information for a meeting with the vice president of operations.
Standard Cost Card | |
Direct materials (5 pounds at $4 per pound) | $20.00 |
Direct labor (0.8 hours at $10) | 8.00 |
Variable overhead (0.8 hours at $3 per hour) | 2.40 |
Fixed overhead (0.8 hours at $7 per hour) | 5.60 |
$36.00 |
The following is a variance report for the most recent period of operations.
Costs | Total Standard Cost | Variances | ||||
Price | Quantity | |||||
Direct materials | $410,000 | $2,095 F | $ 9,000 U | |||
Direct labor | 164,000 | 3,906 U | 22,000 U |
Instructions
(CGA adapted)
Prepare a variance report for direct labor.
E24.10 (LO 3, 4), AP During March 2025, Toby Tool & Die Company worked on four jobs. A review of direct labor costs reveals the following summary data.
Job Number | Actual | Standard | Total Variance | |||||||
Hours | Costs | Hours | Costs | |||||||
A257 | 221 | $4,420 | 225 | $4,500 | $80 F | |||||
A258 | 450 | 9,450 | 430 | 8,600 | 850 U | |||||
A259 | 300 | 6,180 | 300 | 6,000 | 180 U | |||||
A260 | 116 | 2,088 | 110 | 2,200 | 112 F | |||||
Total variance | $838 U |
Analysis reveals that Job A257 was a repeat job. Job A258 was a rush order that required overtime work at premium rates of pay. Job A259 required a more experienced replacement worker on one shift. Work on Job A260 was done for one day by a new trainee when a regular worker was absent.
Instructions
Prepare a report for the factory supervisor on direct labor cost variances for March. The report should have columns for (1) Job No., (2) Actual Hours, (3) Standard Hours, (4) Quantity Variance, (5) Actual Rate, (6) Standard Rate, (7) Price Variance, and (8) Explanation.
Compute overhead variance.
E24.11 (LO 3), AP Manufacturing overhead data for the production of Product H by Shakira Company, assuming the company uses a standard cost system, are as follows.
Overhead incurred for 52,000 actual direct labor hours worked | $263,000 |
Overhead rate (variable $3; fixed $2) at normal capacity of 54,000 direct labor hours | $5 |
Standard hours allowed for work done | 52,000 |
Instructions
Compute the total overhead variance.
Compute overhead variances.
E24.12 (LO 3), AP Byrd Company produces one product, a putter called GO-Putter. Byrd uses a standard cost system and determines that it should take one hour of direct labor to produce one GO-Putter. The normal production capacity for this putter is 100,000 units per year. The total budgeted overhead at normal capacity is $850,000 comprised of $250,000 of variable costs and $600,000 of fixed costs. Byrd applies overhead on the basis of direct labor hours.
During the current year, Byrd produced 95,000 putters, worked 94,000 direct labor hours, and incurred variable overhead costs of $256,000 and fixed overhead costs of $600,000.
Instructions
Compute variances for materials.
E24.13 (LO 2, 3), AP Ceelo Company purchased (at a cost of $10,200) and used 2,400 pounds of materials during May. Ceelo’s standard cost of materials per unit produced is based on 2 pounds per unit at a cost $5 per pound. Production in May was 1,050 units.
Instructions
Prepare a variance report.
E24.14 (LO 2, 4), AP Picard Landscaping plants grass seed as the basic landscaping for business campuses. During a recent month, the company worked on three projects (Remington, Chang, and Wyco). The company is interested in controlling the materials costs, namely the grass seed, for these plantings projects.
In order to provide management with useful cost control information, the company uses standard costs and prepares monthly variance reports. Analysis reveals that the purchasing agent mistakenly purchased poor-quality seed for the Remington project. The Chang project, however, received higher-than-standard-quality seed that was on sale. The Wyco project received standard-quality seed. However, the price had increased and a new employee was used to spread the seed.
Shown below are quantity and cost data for each project.
Project | Actual | Standard | Total Variance | |||||||
Quantity | Costs | Quantity | Costs | |||||||
Remington | 500 lbs. | $1,200 | 460 lbs. | $1,150 | $50 U | |||||
Chang | 400 | 920 | 410 | 1,025 | 105 F | |||||
Wyco | 550 | 1,430 | 480 | 1,200 | 230 U | |||||
Total variance | $175 U |
Instructions
Complete variance report.
E24.15 (LO 4), AN Urban Corporation prepared the following variance report.
Urban Corporation Variance Report—Purchasing Department For the Week Ended January 10, 2025 |
||||||||||
Type of Materials | Quantity Purchased | Actual Price | Standard Price | Price Variance | Explanation | |||||
Rogue11 | ? lbs. | $5.20 | $5.00 | $5,500 ? | Price increase | |||||
Storm17 | 7,000 oz. | ? | 3.30 | 1,050 U | Rush order | |||||
Beast29 | 22,000 units | 0.40 | ? | 660 F | Bought larger quantity |
Instructions
Fill in the appropriate amounts or letters for the question marks in the report.
Prepare income statement for management.
E24.16 (LO 4), AP Fisk Company uses a standard cost accounting system. During January, the company reported the following manufacturing variances.
Materials price variance | $1,200 U | Labor quantity variance | $750 U |
Materials quantity variance | 800 F | Overhead variance | 800 U |
Labor price variance | 550 U |
In addition, 8,000 units of product were sold at $8 per unit. Each unit sold had a standard cost of $5. Selling and administrative expenses were $8,000 for the month.
Instructions
Prepare an income statement for management for the month ended January 31, 2025.
Identify performance evaluation terminology.
E24.17 (LO 1, 4), C The following is a list of terms related to performance evaluation.
Instructions
Match each of the following descriptions with one of the terms above.
Identity balanced scorecard perspectives.
E24.18 (LO 4), C Indicate which of the four perspectives in the balanced scorecard is most likely associated with the objectives that follow.
Identify balanced scorecard perspectives.
E24.19 (LO 4), C Indicate which of the four perspectives in the balanced scorecard is most likely associated with the objectives that follow.
Journalize entries in a standard cost accounting system.
*E24.20 (LO 5), AP Vista Company installed a standard cost system on January 1. Selected transactions for the month of January are as follows.
Instructions
Journalize the January transactions.
Answer questions concerning missing entries and balances.
*E24.21 (LO 2, 3, 5), AN Lopez Company uses a standard cost accounting system. Some of the ledger accounts have been destroyed in a fire. The controller asks your help in reconstructing some missing entries and balances.
Instructions
Answer the following questions.
Journalize entries for materials and labor variances.
*E24.22 (LO 5), AP Data for Levine Inc. are given in E24.7.
Instructions
Journalize the entries to record the materials and labor variances.
Compute manufacturing overhead variances and interpret findings.
*E24.23 (LO 6), AN The information shown below was taken from the annual manufacturing overhead cost budget of Connick Company.
Variable manufacturing overhead costs | $34,650 |
Fixed manufacturing overhead costs | $19,800 |
Normal production level in labor hours | 16,500 |
Normal production level in units | 4,125 |
Standard labor hours per unit | 4 |
During the year, 4,050 units were produced, 16,100 hours were worked, and the actual manufacturing overhead was $55,500. Actual fixed manufacturing overhead costs equaled budgeted fixed manufacturing overhead costs. Overhead is applied on the basis of direct labor hours.
Instructions
Compute overhead variances.
*E24.24 (LO 6), AN The loan department of Calgary Bank uses standard costs to determine the overhead cost of processing loan applications. During the current month, a fire occurred, and the accounting records for the department were mostly destroyed. The following data were salvaged from the ashes.
Standard variable overhead rate per hour | $9 |
Standard hours per application | 2 |
Standard hours allowed | 2,000 |
Standard fixed overhead rate per hour | $6 |
Actual fixed overhead cost | $12,600 |
Variable overhead budget based on standard hours allowed | $18,000 |
Fixed overhead budget | $12,600 |
Overhead controllable variance | $1,200 U |
Instructions
Compute variances.
*E24.25 (LO 6), AP Seacrest Company’s overhead rate was based on estimates of $240,000 for overhead costs and 24,000 direct labor hours. Seacrest’s standards allow 2 hours of direct labor per unit produced. Production in May was 900 units, and actual overhead incurred in May was $19,500. The overhead budgeted for 1,800 standard direct labor hours is $18,600 ($6,000 fixed and $12,600 variable).
Instructions
Compute variances.
P24.1 (LO 2, 3), AP Rogen Corporation manufactures a single product. The standard cost per unit of product is shown below.
Direct materials—1 pound plastic at $7.00 per pound | $ 7.00 |
Direct labor—1.6 hours at $12.00 per hour | 19.20 |
Variable manufacturing overhead | 12.00 |
Fixed manufacturing overhead | 4.00 |
Total standard cost per unit | $42.20 |
The predetermined manufacturing overhead rate is $10 per direct labor hour ($16.00 ÷ 1.6). It was computed from a master manufacturing overhead budget based on normal production of 8,000 direct labor hours (5,000 units) for the month. The master budget showed total variable costs of $60,000 ($7.50 per hour) and total fixed overhead costs of $20,000 ($2.50 per hour). Actual costs for October in producing 4,800 units were as follows.
Direct materials (5,100 pounds) | $ 36,720 |
Direct labor (7,400 hours) | 92,500 |
Variable overhead | 59,700 |
Fixed overhead | 21,000 |
Total manufacturing costs | $209,920 |
The purchasing department buys the quantities of raw materials that are expected to be used in production each month. Raw materials inventories, therefore, can be ignored.
Instructions
a. MPV $1,020 U
Compute variances, and prepare income statement.
P24.2 (LO 2, 3, 4), AP Ayala Corporation accumulates the following data relative to jobs started and finished during the month of June 2025.
Costs and Production Data | Actual | Standard |
Raw materials unit cost | $2.25 | $2.10 |
Raw materials units | 10,600 | 10,000 |
Direct labor payroll | $120,960 | $120,000 |
Direct labor hours | 14,400 | 15,000 |
Manufacturing overhead incurred | $189,500 | |
Manufacturing overhead applied | $193,500 | |
Machine hours expected to be used at normal capacity | 42,500 | |
Budgeted fixed overhead for June | $55,250 | |
Variable overhead rate per machine hour | $3.00 | |
Fixed overhead rate per machine hour | $1.30 |
Overhead is applied on the basis of standard machine hours. Three hours of machine time are required for each direct labor hour. The jobs were sold for $400,000. Selling and administrative expenses were $40,000. Assume that the amount of raw materials purchased equaled the amount used.
Instructions
a. LQV $4,800 F
Compute and identify significant variances.
P24.3 (LO 2, 3, 4), AN Rudd Clothiers is a small company that manufactures tall-men’s suits. The company has used a standard cost accounting system. In May 2025, 11,250 suits were produced. The following standard and actual cost data applied to the month of May, when normal capacity was 14,000 direct labor hours. All materials purchased were used.
Cost Component | Standard (per unit) | Actual | ||
Direct materials | 8 yards at $4.40 per yard | $375,575 for 90,500 yards ($4.15 per yard) |
||
Direct labor | 1.2 hours at $13.40 per hour | $200,925 for 14,250 hours ($14.10 per hour) |
||
Overhead | 1.2 hours at $6.10 per hour (fixed $3.50; variable $2.60) | $49,000 fixed overhead
$37,000 variable overhead |
Overhead is applied on the basis of direct labor hours. At normal capacity, budgeted fixed overhead costs were $49,000, and budgeted variable overhead was $36,400.
Instructions
a. MPV $22,625 F
Answer questions about variances.
P24.4 (LO 2, 3), AN Kansas Company uses a standard cost accounting system. In 2025, the company produced 28,000 units. Each unit took several pounds of direct materials and 1.6 standard hours of direct labor at a standard hourly rate of $12.00. Normal capacity was 50,000 direct labor hours. During the year, 117,000 pounds of raw materials were purchased at $0.92 per pound. All materials purchased were used during the year.
Instructions
b. 4.0 pounds
f. $7.20 per DLH
Compute variances, prepare an income statement, and explain unfavorable variances.
P24.5 (LO 2, 3, 4), AP
Hart Labs, Inc. provides mad cow disease testing for both state and federal governmental agricultural agencies. Because the company’s customers are governmental agencies, prices are strictly regulated. Therefore, Hart Labs must constantly monitor and control its testing costs. Shown below are the standard costs for a typical test.
Direct materials (2 test tubes @ $1.46 per tube) | $2.92 |
Direct labor (1 hour @ $24 per hour) | 24.00 |
Variable overhead (1 hour @ $6 per hour) | 6.00 |
Fixed overhead (1 hour @ $10 per hour) | 10.00 |
Total standard cost per test | $42.92 |
The lab does not maintain an inventory of test tubes. As a result, the tubes purchased each month are used that month. Actual activity for the month of November 2025, when 1,475 tests were conducted, resulted in the following.
Direct materials (3,050 test tubes) | $ 4,270 |
Direct labor (1,550 hours) | 35,650 |
Variable overhead | 7,400 |
Fixed overhead | 15,000 |
Monthly budgeted fixed overhead is $14,000. Revenues for the month were $75,000, and selling and administrative expenses were $5,000.
Instructions
a. LQV $1,800 U
Journalize and post standard cost entries, and prepare income statement.
*P24.6 (LO 2, 3, 4, 5), AP Jorgensen Corporation uses standard costs with its job order cost accounting system. In January, an order (Job No. 12) for 1,900 units of Product B was received. The standard cost of one unit of Product B is as follows.
Direct materials | 3 pounds at $1.00 per pound | $ 3.00 |
Direct labor | 1 hour at $8.00 per hour | 8.00 |
Overhead | 2 hours (variable $4.00 per machine hour; fixed $2.25 per machine hour) | 12.50 |
Standard cost per unit | $23.50 |
Normal capacity for the month was 4,200 machine hours. During January, the following transactions applicable to Job No. 12 occurred.
Instructions
d. NI $15,890
Compute overhead controllable and volume variances.
*P24.7 (LO 6), AP Using the information in P24.1, compute the overhead controllable variance and the overhead volume variance.
Compute overhead controllable and volume variances.
*P24.8 (LO 6), AP Using the information in P24.2, compute the overhead controllable variance and the overhead volume variance.
Compute overhead controllable and volume variances.
*P24.9 (LO 6), AP Using the information in P24.3, compute the overhead controllable variance and the overhead volume variance.
Compute overhead controllable and volume variances.
*P24.10 (LO 6), AP Using the information in P24.5, compute the overhead controllable variance and the overhead volume variance.
CD24 The executive team at Current Designs has gathered to evaluate the company’s operations for the last month. One of the topics on the agenda is the special order from Huegel Hollow, which was presented in CD15. Recall that Current Designs had a special order to produce a batch of 20 kayaks for a client, and you were asked to determine the cost of the order and the cost per kayak.
Mike Cichanowski asked the others if the special order caused any particular problems in the production process. Dave Thill, the production manager, made the following comments: “Since we wanted to complete this order quickly and make a good first impression on this new customer, we had some of our most experienced type I workers run the rotomold oven and do the trimming. They were very efficient and were able to complete that part of the manufacturing process even more quickly than the regular crew. However, the finishing on these kayaks required a different technique than what we usually use, so our type II workers took a little longer than usual for that part of the process.”
Deb Welch, who is in charge of the purchasing function, said, “We had to pay a little more for the polyethylene powder for this order because the customer wanted a color that we don’t usually stock. We also ordered a little extra since we wanted to make sure that we had enough to allow us to calibrate the equipment. The calibration was a little tricky, and we used all of the powder that we had purchased. Since the number of kayaks in the order was fairly small, we were able to use some rope and other parts that were left over from last year’s production in the finishing kits. We’ve seen a price increase for these components in the last year, so using the parts that we already had in inventory cut our costs for the finishing kits.”
Instructions
The standards that had been developed for this model of kayak were used in CD15 and are reproduced here. For each kayak:
54 pounds of polyethylene powder at $1.50 per pound
1 finishing kit (rope, seat, hardware, etc.) at $170
2 hours of type I labor from people who run the oven and trim the plastic at a standard wage rate of $15 per hour
3 hours of type II labor from people who attach the hatches and seat and other hardware at a standard wage rate of $12 per hour.
Calculate the eight variances that are listed in part (a) of this problem.
(This is a continuation of the Waterways case from Chapters 14–23.)
WC24 Waterways Corporation uses very stringent standard costs in evaluating its manufacturing efficiency. These standards are not “ideal” at this point, but management is working toward that as a goal. This case asks you to calculate and evaluate the company’s variances.
Go to Wiley Course Resources for complete case details and instructions.
DA24 HydroHappyʼs management want to see a visual comparison of its materials variances to better illustrate trends over time. For this case, you will use materials price and quantity variance data to create and analyze stacked area charts.
Go to Wiley Course Resources for complete case details and instructions.
CT24.1 Milton Professionals, a management consulting firm, specializes in strategic planning for financial institutions. James Hahn and Sara Norton, partners in the firm, are assembling a new strategic planning model for use by clients. The model is designed for use on most personal computers and replaces a rather lengthy manual model currently marketed by the firm. To market the new model, James and Sara will need to provide clients with an estimate of the number of labor hours and computer time needed to operate the model. The model is currently being test-marketed at five small financial institutions. These financial institutions are listed below, along with the number of combined computer/labor hours used by each institution to run the model one time.
Financial Institutions | Computer/Labor Hours Required | |
Midland National | 25 | |
First State | 45 | |
Financial Federal | 40 | |
Pacific America | 30 | |
Lakeview National | 30 | |
Total | 170 | |
Average | 34 |
Any company that purchases the new model will need to purchase user manuals for the system. User manuals will be sold to clients in cases of 20, at a cost of $320 per case. One manual must be used each time the model is run because each manual includes a nonreusable computer-accessed password for operating the system. Also required are specialized computer forms that are sold only by Milton. The specialized forms are sold in packages of 250, at a cost of $60 per package. One application of the model requires the use of 50 forms. This amount includes two forms that are generally wasted in each application due to printer alignment errors. The overall cost of the strategic planning model to clients is $12,000. Most clients will use the model four times annually.
Milton must provide its clients with estimates of ongoing costs incurred in operating the new planning model, and would like to do so in the form of standard costs.
Instructions
With the class divided into groups, answer the following.
*CT24.2 Ana Carillo and Associates is a medium-sized company located near a large metropolitan area in the Midwest. The company manufactures cabinets of mahogany, oak, and other fine woods for use in expensive homes, restaurants, and hotels. Although some of the work is custom, many of the cabinets are a standard size.
One non-custom model is called Luxury Base Frame. Normal production is 1,000 units. Each unit has a direct labor hour standard of 5 hours. Overhead is applied to production based on standard direct labor hours. During the most recent month, only 900 units were produced; 4,500 direct labor hours were allowed for standard production, but only 4,000 hours were used. Standard and actual overhead costs were as follows.
Standard (1,000 units) | Actual (900 units) | |||
Indirect materials | $ 12,000 | $ 12,300 | ||
Indirect labor | 43,000 | 51,000 | ||
(Fixed) Manufacturing supervisors salaries | 22,500 | 22,000 | ||
(Fixed) Manufacturing office employees salaries | 13,000 | 12,500 | ||
(Fixed) Engineering costs | 27,000 | 25,000 | ||
Computer costs | 10,000 | 10,000 | ||
Electricity | 2,500 | 2,500 | ||
(Fixed) Manufacturing building depreciation | 8,000 | 8,000 | ||
(Fixed) Machinery depreciation | 3,000 | 3,000 | ||
(Fixed) Trucks and forklift depreciation | 1,500 | 1,500 | ||
Small tools | 700 | 1,400 | ||
(Fixed) Insurance | 500 | 500 | ||
(Fixed) Property taxes | 300 | 300 | ||
Total | $144,000 | $150,000 |
Instructions
CT24.3 Glassmaster Company is organized as two divisions and one subsidiary. One division focuses on the manufacture of filaments such as fishing line and sewing thread; the other division manufactures antennas and specialty fiberglass products. Its subsidiary manufactures flexible steel wire controls and molded control panels.
The annual report of Glassmaster provides the following information.
Glassmaster Company Management Discussion |
||
Gross profit margins for the year improved to 20.9% of sales compared to last year’s 18.5%. All operations reported improved margins due in large part to improved operating efficiencies as a result of cost reduction measures implemented during the second and third quarters of the fiscal year and increased manufacturing throughout due to higher unit volume sales. Contributing to the improved margins was a favorable materials price variance due to competitive pricing by suppliers as a result of soft demand for petrochemical-based products. This favorable variance is temporary and will begin to reverse itself as stronger worldwide demand for commodity products improves in tandem with the economy. Partially offsetting these positive effects on profit margins were competitive pressures on sales prices of certain product lines. The company responded with pricing strategies designed to maintain and/or increase market share. |
Instructions
CT24.4 The Balanced Scorecard Institute is a great resource for information about implementing the balanced scorecard. One item of interest provided at its website is an example of a balanced scorecard for a regional airline.
Instructions
Go to the Balanced Scorecard Institute website, do a search on “Examples and Success Stories,” scroll down to select the Regional Airline example under Commercial Organizations, and then answer the following questions.
CT24.5 The setting of standards is critical to the effective use of standards in evaluating performance.
Instructions
Explain the following in a memo to your instructor.
CT24.6 At Symond Company, production workers in the Painting Department are paid on the basis of productivity. The labor time standard for a unit of production is established through periodic time studies conducted by Douglas Management Consultants. In a time study, the actual time required to complete a specific task by a worker is observed. Allowances are then made for preparation time, rest periods, and cleanup time. Bill Carson is one of several veterans in the Painting Department.
Bill is informed by Douglas that he will be used in the time study for the painting of a new product. The findings will be the basis for establishing the labor time standard for the next 6 months. During the test, Bill deliberately slows his normal work pace in an effort to obtain a labor time standard that will be easy to meet. Because it is a new product, the Douglas representative who conducted the test is unaware that Bill did not give the test his best effort.
Instructions
CT24.7 From the time you first entered school many years ago, instructors have been measuring and evaluating you by imposing standards. In addition, many of you will pursue professions that administer professional examinations to attain recognized certification. A federal commission presented proposals suggesting all public colleges and universities should require standardized tests to measure their students’ learning.
Instructions
Answer the following questions.
CT24.8 Do you think that standard costs are used only in making products like wheel bearings and hamburgers? Think again. Standards influence virtually every aspect of our lives. For example, the next time you call to schedule an appointment with your doctor, ask the receptionist how many minutes the appointment is scheduled for. Doctors are under increasing pressure to see more patients each day, which means the time spent with each patient is shorter. As insurance companies and employers push for reduced medical costs, every facet of medicine has been standardized and analyzed. Doctors, nurses, and other medical staff are evaluated in every part of their operations to ensure maximum efficiency. While keeping medical treatment affordable seems like a worthy goal, what are the potential implications for the quality of health care? Does a focus on the bottom line result in a reduction in the quality of health care?
A simmering debate has centered on a very basic question: To what extent should accountants, through financial measures, influence the type of medical care that you receive? Suppose that your local medical facility is in danger of closing because it has been losing money. Should the facility put in place incentives that provide bonuses to doctors if they meet certain standard-cost targets for the cost of treating specific ailments?
YES: | If the facility is in danger of closing, then someone should take steps to change the medical practices to reduce costs. A closed medical facility is of no use to me, my family, or the community. |
NO: | I don’t want an accountant deciding the right medical treatment for me. My family and I deserve the best medical care. |
Instructions
Write a response indicating your position regarding this situation. Provide support for your view.
Companies like Holland America Line (as discussed in the following Feature Story) must constantly determine how to invest their resources. Other examples: Dell announced plans to spend $1 billion on data centers for cloud computing. ExxonMobil announced that two wells off the Brazilian coast, which it had spent hundreds of millions of dollars to drill, would produce no oil. Renault and Nissan spent over $5 billion during a nearly 20-year period to develop electric cars, such as the Leaf.
The process of making such capital expenditure decisions is referred to as capital budgeting. Capital budgeting involves choosing among various capital projects to find those that will maximize a company’s return on its financial investment. The purpose of this chapter is to discuss the various techniques used to make effective capital budgeting decisions.
Do you own a boat? Maybe you think it’s a nice boat, but how many swimming pools, movie theaters, shopping malls, or restaurants does it have on board? If you are in the cruise-line business, like Holland America Line, you need all of these amenities and more just to stay afloat. Holland America Line is considered by many to be the leader of the premium luxury-liner segment.
Carnival Corporation, which owns Holland America Line and other cruise lines, is one of the largest vacation companies in the world. During one recent three-year period, Carnival spent more than $3 billion per year on capital expenditures. That’s a big number, but keep in mind that Carnival estimates that at any given time there are 270,000 people (200,000 customers and 70,000 crew) on its 100 ships somewhere in the world.
The cruise industry is a tricky business. When times are good, customers are looking for ways to splurge. But when times get tough, people are more inclined to take a trip in a minivan than a luxury yacht. So, if you are a cruise-line executive, it’s important to time your investments properly. For example, during one stretch of solid global economic growth, many cruise lines decided to add capacity. The industry built 14 new ships at a total price of $4.7 billion. (That’s an average price of about $330 million.) But, it takes up to three years to build one of these giant vessels. Unfortunately, by the time the ships were completed, the economy was in a nosedive.
To maintain passenger numbers during the recession, cruise prices had to be cut by up to 40%. While the lower prices attracted lots of customers, that wasn’t enough to offset an overall decline in revenue of 10%. The industry had added capacity at exactly the wrong time.
Watch the Holland America Line video in Wiley Course Resources to learn more about real-world capital budgeting.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
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LO 1 Describe capital budgeting inputs and apply the cash payback technique. |
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DO IT! 1 Cash Payback Period |
LO 2 Use the net present value method. |
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DO IT! 2 Net Present Value |
LO 3 Identify capital budgeting challenges and refinements. |
|
DO IT! 3 Profitability Index |
LO 4 Use the internal rate of return method. |
|
DO IT! 4 Internal Rate of Return |
LO 5 Use the annual rate of return method. |
|
DO IT! 5 Annual Rate of Return |
Go to the Review and Practice section at the end of the chapter for a targeted summary and practice applications with solutions. Visit Wiley Course Resources for additional tutorials and practice opportunities. |
Many companies follow a carefully prescribed process for capital expenditure decisions, known as capital budgeting. Illustration 25.1 shows this general process.
ILLUSTRATION 25.1 Corporate capital budget authorization process
The involvement of top management and the board of directors in the process demonstrates the importance of capital budgeting decisions.
In this chapter, we look at several methods that help companies make effective capital budgeting decisions. Most of these methods employ cash flow numbers, rather than accrual accounting revenues and expenses.
Sometimes cash flow information is not available. In this case, companies can make adjustments to accrual accounting numbers to estimate cash flow. Often, they estimate net annual cash flow by adding back depreciation expense to net income.
Suppose, for example, that Reno Company’s net income of $13,000 includes a charge for depreciation expense of $26,000. Its estimated net annual cash flow would be $39,000 ($13,000 + $26,000).
Illustration 25.2 lists some typical cash outflows and inflows related to equipment purchase and replacement.
ILLUSTRATION 25.2 Typical cash flows relating to capital budgeting decisions
Cash Outflows Initial investment |
Cash Inflows Proceeds from sale of old equipment |
These cash flows are the inputs that are considered relevant in capital budgeting decisions.
The capital budgeting decision, under any technique, depends in part on a variety of considerations:
To compare the results of the various capital budgeting techniques, we use a continuing example. Assume that Stewart Shipping Company is considering an investment of $130,000 in new equipment. The new equipment is expected to last 10 years. It is estimated to have a zero salvage value at the end of its useful life. The expected annual cash inflows are $200,000, and the annual cash outflows are $176,000. Illustration 25.3 summarizes these data.
ILLUSTRATION 25.3 Investment information for Stewart Shipping example
Initial investment | $130,000 |
Estimated useful life | 10 years |
Estimated salvage value | –0– |
Estimated annual cash flows | |
Cash inflows from customers | $200,000 |
Cash outflows for operating costs | 176,000 |
Net annual cash flow | $24,000 |
In the following two sections, we examine two popular techniques for evaluating capital investments: the cash payback technique and the net present value method.
The cash payback technique identifies the time period required to recover the cost of the capital investment from the net annual cash flow produced by the investment. Illustration 25.4 presents the equation for computing the cash payback period assuming equal net annual cash flows.
ILLUSTRATION 25.4 Cash payback equation
Cost of Capital Investment |
÷ | Net Annual Cash Flow |
= | Cash Payback Period |
The cash payback period in the Stewart Shipping example is 5.42 years, computed as follows (see Helpful Hint).
The evaluation of the payback period is often tied to the expected useful life of the asset. For example, assume that at Stewart Shipping a project is unacceptable if the payback period is longer than 60% of the asset’s expected useful life. The 5.42-year payback period is 54.2% (5.42 ÷ 10) of the project’s expected useful life. Thus, the project is acceptable.
It follows that when the payback technique is used to decide among acceptable alternative projects, the shorter the payback period, the more attractive the investment. This is true for two reasons:
The preceding computation of the cash payback period assumes equal net annual cash flows in each year of the investment’s life. In many cases, this assumption is not valid. In the case of uneven net annual cash flows, the company determines the cash payback period when the cumulative net cash flows from the investment equal the cost of the investment.
To illustrate unequal cash flows, assume that Chen Company proposes an investment in new equipment that is estimated to cost $300,000. Illustration 25.5 shows how to use the proposed investment data to calculate the cash payback period.
ILLUSTRATION 25.5 Computation of cash payback period—unequal cash flows
As Illustration 25.5 shows, at the end of year 3, cumulative net cash flow of $240,000 is less than the investment cost of $300,000, but at the end of year 4 the cumulative cash inflow of $360,000 exceeds the investment cost. The cash flow needed in year 4 to equal the investment cost is $60,000 ($300,000 − $240,000). Assuming the cash inflow occurred evenly during year 4, we divide $60,000 by the net annual cash flow in year 4 ($120,000) to determine the point during the year when the cash payback occurs. Thus, we get 0.5 ($60,000 ÷ $120,000), or half of the year, and the cash payback period is 3.5 years.
The cash payback technique may be a useful initial screening tool. It may be the most critical factor in the capital budgeting decision for a company that desires a fast turnaround of its investment because of a weak cash position. It also is relatively easy to compute and understand.
However, cash payback should not be the only basis for the capital budgeting decision.
The time value of money can have a significant impact on a capital budgeting decision. Cash flows that occur early in the life of an investment are worth more than those that occur later—because of the time value of money. Therefore, it is useful to recognize the timing of cash flows when evaluating projects.
Capital budgeting techniques that take into account both the time value of money and the estimated net cash flows from an investment are called discounted cash flow techniques.
The primary discounted cash flow technique is the net present value method. A second method, discussed later in the chapter, is the internal rate of return. At this point, we recommend that you examine Appendix F to review the time value of money concepts upon which these methods are based. Also, the Excel tutorial provided in Wiley Course Resources for this chapter demonstrates the use of the NPV (net present value) and IRR (internal rate of return) functions in Excel.
The net present value (NPV) method involves discounting net cash flows to their present value and then comparing that present value with the capital outlay required by the investment (see Decision Tools).
Illustration 25.6 shows the net present value decision criteria.
ILLUSTRATION 25.6 Net present value decision criteria
When making a selection among acceptable proposals, the higher the positive net present value, the more attractive the investment. The application of this method to two cases is described in the next two sections. In each case, we assume that the investment has no salvage value at the end of its useful life.
In our Stewart Shipping Company example, the company’s net annual cash flows are $24,000 ($200,000 cash inflows − $176,000 cash outflows). If we assume this amount is uniform over the asset’s useful life, we can compute the present value of the net annual cash flows by using the present value of an annuity of 1 for 10 payments (from Table 4, Appendix F). Assuming a discount rate of 12%, the present value of net cash flows is as shown in Illustration 25.7 (rounded to the nearest dollar) (see Helpful Hint).
ILLUSTRATION 25.7 Computation of present value of equal net annual cash flows
Present Value at 12% | |
Discount factor for 10 periods | 5.65022 |
Present value of net cash flows: | |
$24,000 × 5.65022 | $135,605 |
Illustration 25.8 shows the analysis of the proposal by the net present value method.
ILLUSTRATION 25.8 Computation of net present value—equal net annual cash flows
12% | |
Present value of net cash flows | $135,605 |
Less: Capital investment | 130,000 |
Net present value | $5,605 |
The proposed capital expenditure is acceptable at a required rate of return of 12% because the net present value is positive. The positive NPV indicates that the expected return on the investment exceeds 12%.
When net annual cash flows are unequal, we cannot use annuity tables to calculate present value. Instead, we use tables showing the present value of a single future amount for each annual cash flow.
To illustrate, assume that Stewart Shipping Company expects the same total net cash flows of $240,000 over the life of the investment. But, because of a declining market demand for the product over the life of the equipment, the net annual cash flows are higher in the early years and lower in the later years. The present value of the net annual cash flows is calculated as shown in Illustration 25.9, using discount factors from Table 3 in Appendix F (see Helpful Hint).
ILLUSTRATION 25.9 Computation of present value of unequal annual cash flows
Year | Assumed Net Annual Cash Flows | Discount Factor 12% | Present Value 12% | |||
(1) | (2) | (1) × (2) | ||||
1 | $34,000 | .89286 | $30,357 | |||
2 | 30,000 | .79719 | 23,916 | |||
3 | 27,000 | .71178 | 19,218 | |||
4 | 25,000 | .63552 | 15,888 | |||
5 | 24,000 | .56743 | 13,618 | |||
6 | 22,000 | .50663 | 11,146 | |||
7 | 21,000 | .45235 | 9,499 | |||
8 | 20,000 | .40388 | 8,078 | |||
9 | 19,000 | .36061 | 6,852 | |||
10 | 18,000 | .32197 | 5,795 | |||
$240,000 | $144,367 |
Therefore, the analysis of the proposal by the net present value method is as shown in Illustration 25.10.
ILLUSTRATION 25.10 Computation of net present value—unequal annual cash flows
12% | |
Present value of net cash flows | $144,367 |
Less: Capital investment | 130,000 |
Net present value | $ 14,367 |
In this example, the present value of the net cash flows is greater than the $130,000 capital investment. Thus, the project is acceptable at a 12% required rate of return.
Now that you understand how companies apply the net present value method, it is logical to ask a related question: How is a discount rate (required rate of return) determined in real capital budgeting decisions?
That is, the discount rate has two components, a cost of capital component and a risk component. Often, companies assume the risk component is equal to zero.
Using an incorrect discount rate can lead to incorrect capital budgeting decisions. Consider again the Stewart Shipping example in Illustration 25.8, where we used a discount rate of 12%. Suppose that this rate does not take into account the fact that this project is riskier than most of the company’s investments. A more appropriate discount rate, given the risk, might be 15%. Illustration 25.11 compares the net present values at the two rates. At the higher, more appropriate discount rate of 15%, the net present value is negative. The negative NPV indicates that the expected rate of return on the investment is less than the required rate of return of 15%. The company should reject the project (discount factors from Appendix F, Table 4).
ILLUSTRATION 25.11 Comparison of net present values at different discount rates
Present Values at Different Discount Rates | ||||
12% | 15% | |||
Discount factor for 10 payments | 5.65022 | 5.01877 | ||
Present value of net cash flows: | ||||
$24,000 × 5.65022 | $135,605 | |||
$24,000 × 5.01877 | $120,450 | |||
Less: Capital investment | 130,000 | 130,000 | ||
Positive (negative) net present value | $5,605 | $ (9,550) |
The discount rate is often referred to by alternative names, including the required rate of return, the hurdle rate, and the cutoff rate. Determination of the cost of capital varies somewhat depending on whether the entity is a for-profit or not-for-profit business. Calculation of the cost of capital is discussed more fully in advanced accounting and finance courses.
In our examples of the net present value method, we made a number of simplifying assumptions:
Best Taste Foods is considering investing in new equipment to produce fat-free snack foods. Management believes that although demand for fat-free foods has leveled off, fat-free foods are here to stay. The estimated costs, cost of capital, and cash flows shown in Illustration 25.12 were determined in consultation with the marketing, production, and finance departments.
ILLUSTRATION 25.12 Investment information for Best Taste Foods example
Initial investment | $1,000,000 |
Cost of equipment overhaul in 5 years | $200,000 |
Salvage value of equipment in 10 years | $20,000 |
Cost of capital (discount rate) | 15% |
Estimated annual cash flows | |
Cash inflows received from sales | $500,000 |
Cash outflows for cost of goods sold | $200,000 |
Maintenance costs | $30,000 |
Other direct operating costs | $40,000 |
Illustration 25.13 presents the computation of the net annual cash flows of this project.
ILLUSTRATION 25.13 Computation of net annual cash flow
Cash inflows received from sales | $500,000 |
Cash outflows for cost of goods sold | (200,000) |
Maintenance costs | (30,000) |
Other direct operating costs | (40,000) |
Net annual cash flow | $ 230,000 |
Illustration 25.14 shows computation of the net present value for this proposed investment (discount factors from Appendix F, Tables 3 and 4).
ILLUSTRATION 25.14 Computation of net present value for Best Taste Foods investment
Event | Time Period | Cash Flow | × | 15% Discount Factor | = | Present Value | ||||||
Net annual cash flow | 1–10 | $ 230,000 | 5.01877 | $1,154,317 | ||||||||
Salvage value | 10 | 20,000 | .24719 | 4,944 | ||||||||
Less: Equipment purchase | 0 | 1,000,000 | 1.00000 | 1,000,000 | ||||||||
Less: Equipment overhaul | 5 | 200,000 | .49718 | 99,436 | ||||||||
Net present value | $ 59,825 |
Because the net present value of the project is positive, Best Taste should accept the project.
Now that you understand how the net present value method works, we can add some “additional wrinkles.” Specifically, these are the impact of intangible benefits, a way to compare mutually exclusive projects, refinements that take risk into account, and the need to conduct post-audits of investment projects.
The NPV evaluation techniques employed thus far rely on tangible costs and benefits that can be relatively easily quantified. Some investment projects, especially high-tech projects, fail to make it through initial capital budget screens because only the project’s tangible benefits are considered.
To avoid rejecting projects that actually should be accepted, analysts suggest two possible approaches:
Assume that Berg Company is considering the purchase of a new mechanical robot to be used for soldering electrical connections. Illustration 25.15 shows the estimates related to this proposed purchase (discount factor from Appendix F, Table 4).
ILLUSTRATION 25.15 Investment information for Berg Company example
Initial investment | $200,000 | ||||
Annual cash inflows | $50,000 | ||||
Annual cash outflows | 20,000 | ||||
Net annual cash flow | $ 30,000 | ||||
Estimated life of equipment | 10 years | ||||
Discount rate | 12% | ||||
Cash Flows | 12% Discount Factor | Present Value | |||
Present value of net annual cash flows | $30,000 | × | 5.65022 | = | $169,507 |
Less: Initial investment | 200,000 | ||||
Net present value | $ (30,493) |
Based on the negative net present value of $30,493, the proposed project is not acceptable. This calculation, however, ignores important information.
The managers at Berg Company do not have confidence in their ability to accurately estimate these potentially higher revenues and lower costs. But Berg can incorporate this new information into the capital budgeting decision in the two ways discussed earlier.
To illustrate, assume that Berg estimates that improved sales will increase cash inflows by $10,000 annually as a result of an increase in perceived quality. Berg also estimates that annual cost outflows would be reduced by $5,000 as a result of lower warranty claims, reduced injury claims, and fewer missed work days. Consideration of the intangible benefits results in the revised NPV calculation shown in Illustration 25.16 (discount factor from Appendix F, Table 4).
ILLUSTRATION 25.16 Revised investment information for Berg Company example, including intangible benefits
Initial investment | $200,000 | ||||
Annual cash inflows (revised) | $60,000 ($50,000 + $10,000) | ||||
Annual cash outflows (revised) | 15,000 ($20,000 − $5,000) | ||||
Net annual cash flow | $ 45,000 | ||||
Estimated life of equipment | 10 years | ||||
Discount rate | 12% | ||||
Cash Flows | 12% Discount Factor | Present Value | |||
Present value of net annual cash flows | $45,000 | × | 5.65022 | = | $254,260 |
Less: Initial investment | 200,000 | ||||
Net present value | $ 54,260 |
Using these conservative estimates of the value of the additional benefits, Berg should accept the project.
In theory, companies should accept all projects with positive NPVs. However, companies rarely are able to adopt all positive-NPV proposals.
When choosing between alternative proposals, it is tempting simply to choose the project with the higher NPV.
Consider the following example of two mutually exclusive projects. Each is assumed to have a 10-year life and a 12% discount rate (discount factors from Appendix F, Tables 3 and 4). Illustration 25.17 shows the estimates for each project and the computation of the present value of the net cash flows.
ILLUSTRATION 25.17 Investment information for mutually exclusive projects
Project A | Project B | |||
Initial investment | $40,000 | $ 90,000 | ||
Net annual cash inflow | 10,000 | 19,000 | ||
Salvage value | 5,000 | 10,000 | ||
Present value of net cash flows | ||||
($10,000 × 5.65022) + ($5,000 × .32197) | 58,112 | |||
($19,000 × 5.65022) + ($10,000 × .32197) | 110,574 |
Illustration 25.18 computes the net present values of Project A and Project B by subtracting the initial investment from the present value of the net cash flows.
ILLUSTRATION 25.18 Net present value computation
Project A | Project B | |||
Present value of net cash flows | $58,112 | $110,574 | ||
Less: Initial investment | 40,000 | 90,000 | ||
Net present value | $18,112 | $ 20,574 |
As Project B has the higher NPV, it would seem that the company should adopt it. However, Project B also requires more than twice the original investment of Project A ($90,000 versus $40,000). In choosing between the two projects, the company should also include in its calculations the amount of the original investment.
One relatively simple method of comparing alternative projects is the profitability index.
ILLUSTRATION 25.19 Equation for profitability index
Present Value of Net Cash Flows |
÷ | Initial Investment |
= | Profitability Index |
The profitability index for each of the mutually exclusive projects is calculated in Illustration 25.20.
ILLUSTRATION 25.20 Calculation for profitability index
Project A | Project B |
In this case, the profitability index of Project A exceeds that of Project B. Thus, Project A is more desirable. Again, if these were not mutually exclusive projects and if resources were not limited, then the company should invest in both projects since both have positive NPVs. Additional considerations related to preference decisions are discussed in more advanced courses.
A simplifying assumption made by many financial analysts is that projected results are known with certainty. In reality, projected results are only estimates based on the forecaster’s belief as to the most probable outcome.
An example of sensitivity analysis was presented in Illustration 25.11, where we illustrated the impact on NPV of different discount rate assumptions. A higher-risk project would be evaluated using a higher discount rate.
Similarly, to take into account that more distant cash flows are often more uncertain, a higher discount rate can be used to discount more distant cash flows. Other techniques to address uncertainty are discussed in advanced courses.
Well-run organizations perform post-audits of investment projects after their completion. A post-audit is a thorough evaluation of how well a project’s actual performance matches the original projections. An example of a post-audit is seen in a situation that occurred at Campbell Soup. The company made the original decision to invest in the Intelligent Quisine line based on management’s best estimates of future cash flows. During the development phase of the project, Campbell hired an outside consulting firm to evaluate the project’s potential for success. Because actual results during the initial years were far below the estimated results and because the future also did not look promising, the project was terminated.
Performing a post-audit is important for a variety of reasons.
A post-audit involves the same evaluation techniques used in making the original capital budgeting decision—for example, use of the NPV method. The difference is that, in the post-audit, analysts insert actual figures, where known, and they revise estimates of future amounts based on new information. The managers responsible for the estimates used in the original proposal must explain the reasons for any significant differences between their estimates and actual results.
Post-audits are not foolproof. In the case of Campbell Soup, some observers suggested that the company was too quick to abandon the project. Industry analysts suggested that with more time and more advertising expenditures, Intelligent Quisine might have enjoyed success.
The internal rate of return method differs from the net present value method in that it finds the interest yield of the potential investment.
How do we determine the internal rate of return? One way is to use a financial calculator (see Appendix F) or electronic spreadsheet (see the Excel tutorial provided in Wiley Course Resources) to solve for this rate. Or, we can use a trial-and-error procedure searching for a discount rate that results in an NPV equal to zero.
To illustrate, assume that Stewart Shipping Company is considering the purchase of a new front-end loader at a cost of $244,371. Net annual cash flows from this loader are estimated to be $100,000 a year for three years. To determine the internal rate of return on this front-end loader, the company finds the discount rate that results in a net present value of zero. Illustration 25.21 shows that at a rate of return of 10%, Stewart Shipping has a positive net present value of $4,315. At a rate of return of 12%, it has a negative net present value of $4,188. At an 11% rate, the net present value is zero. Therefore, 11% is the internal rate of return for this investment (discount factors from Appendix F, Table 3).
ILLUSTRATION 25.21 Estimation of internal rate of return
Year | Net Annual Cash Flows | Discount Factor 10% | Present Value 10% | Discount Factor 11% | Present Value 11% | Discount Factor 12% | Present Value 12% | |||||||
1 | $100,000 | .90909 | $ 90,909 | .90090 | $ 90,090 | .89286 | $ 89,286 | |||||||
2 | $100,000 | .82645 | 82,645 | .81162 | 81,162 | .79719 | 79,719 | |||||||
3 | $100,000 | .75132 | 75,132 | .73119 | 73,119 | .71178 | 71,178 | |||||||
248,686 | 244,371 | 240,183 | ||||||||||||
Less: Initial investment | 244,371 | 244,371 | 244,371 | |||||||||||
Net present value | $4,315 | $–0– | $(4,188) |
An easier approach to solving for the internal rate of return can be used if the net annual cash flows are equal, as in the Stewart Shipping example. In this special case, we can find the internal rate of return using the equation provided in Illustration 25.22.
ILLUSTRATION 25.22 Equation for internal rate of return—even cash flows
Capital Investment |
÷ | Net Annual Cash Flows |
= | Internal Rate of Return Factor |
Applying this equation to the Stewart Shipping example, we find:
$244,371 ÷ 100,000 = 2.44371 |
We then look up the factor 2.44371 in Table 4 of Appendix F in the three-payment row and find it under 11%. Row 3 is reproduced here for your convenience.
Table 4 Present Value of an Annuity of 1 | ||||||||||||||||||||
(n) Payments | 4% | 5% | 6% | 7% | 8% | 9% | 10% | 11% | 12% | 15% | ||||||||||
3 | 2.77509 | 2.72325 | 2.67301 | 2.62432 | 2.57710 | 2.53130 | 2.48685 | 2.44371 | 2.40183 | 2.28323 |
Recognize that if the cash flows are uneven, then a trial-and-error approach or a financial calculator or computerized spreadsheet must be used.
Once managers know the internal rate of return, they compare it to the company’s required rate of return (the discount rate). The IRR decision rule is as follows:
Illustration 25.23 shows these relationships. The internal rate of return method is widely used in practice, largely because most managers find the internal rate of return easy to interpret.
ILLUSTRATION 25.23 Internal rate of return decision criteria
Illustration 25.24 compares the two discounted cash flow methods—net present value and internal rate of return. When properly used, either method will provide management with relevant quantitative data for making capital budgeting decisions.
ILLUSTRATION 25.24 Comparison of discounted cash flow methods
Net Present Value | Internal Rate of Return | |||
1. Objective | Compute net present value (a dollar amount). | Compute internal rate of return (a percentage). | ||
2. Decision rule | If net present value is zero or positive, accept the proposal. | If internal rate of return is equal to or greater than the required rate of return, accept the proposal. | ||
If net present value is negative, reject the proposal. | If internal rate of return is less than the required rate of return, reject the proposal. |
Finally, note that these capital budgeting calculations can also be performed using Excel. A big benefit of using Excel is the ability to quickly experiment with different input variables such as the number of payments, interest rates, or payment amounts. An instructional video demonstrating how to use Excel to perform capital budgeting calculations is provided in Wiley Course Resources. The following shows a sample worksheet from that video.
The final capital budgeting technique we discuss is the annual rate of return method.
Illustration 25.25 shows the equation for computing annual rate of return.
ILLUSTRATION 25.25 Annual rate of return equation
Expected Annual Net Income |
÷ | Average Investment |
= | Annual Rate of Return |
Assume that Reno Company is considering an investment of $130,000 in new equipment. The new equipment is expected to last five years and have zero salvage value at the end of its useful life. Reno uses the straight-line method of depreciation for accounting purposes. Illustration 25.26 shows the expected annual revenues and costs of the new product that will be produced from the investment.
ILLUSTRATION 25.26 Estimated annual net income from Reno Company’s capital expenditure
Sales | $200,000 | |
Less: Costs and expenses | ||
Manufacturing costs (exclusive of depreciation) | $132,000 | |
Depreciation expense ($130,000 ÷ 5) | 26,000 | |
Selling and administrative expenses | 22,000 | 180,000 |
Income before income taxes | 20,000 | |
Income tax expense | 7,000 | |
Net income | $13,000 |
Reno’s expected annual net income is $13,000. Average investment is derived from the equation shown in Illustration 25.27.
ILLUSTRATION 25.27 Equation for computing average investment
The value at the end of useful life is equal to the asset’s salvage value, if any. For Reno, average investment is $65,000 [($130,000 + $0) ÷ 2]. The expected annual rate of return for Reno’s investment in new equipment is therefore 20%, computed as follows.
$13,000 ÷ $65,000 = 20% |
Management then compares the annual rate of return with its required rate of return for investments of similar risk. The required rate of return is generally based on the company’s cost of capital. The decision rule is:
The principal advantages of this method are the simplicity of its calculation and management’s familiarity with the accounting terms used in the computation. Two limitations of the annual rate of return method are:
Management gathers project proposals from each department; a capital budget committee screens the proposals and recommends worthy projects. Company officers decide which projects to fund, and the board of directors approves the capital budget. In capital budgeting, estimated cash inflows and outflows, rather than accrual-accounting numbers, are the preferred inputs.
The cash payback technique identifies the time period required to recover the cost of the investment. The equation when net annual cash flows are equal is: Cost of capital investment ÷ Estimated net annual cash flow = Cash payback period. The shorter the payback period, the more attractive the investment.
The net present value method compares the present value of future cash inflows with the capital investment to determine net present value. The NPV decision rule is: Accept the project if net present value is zero or positive. Reject the project if net present value is negative.
Intangible benefits are difficult to quantify and thus are often ignored in capital budgeting decisions. This can result in incorrectly rejecting some projects. One method for considering intangible benefits is to calculate the NPV, ignoring intangible benefits. If the resulting NPV is below zero, evaluate whether the benefits are worth at least the amount of the negative net present value. Alternatively, intangible benefits can be incorporated into the NPV calculation, using conservative estimates of their value.
The profitability index is a tool for comparing the relative merits of alternative capital investment opportunities. It is computed as Present value of net cash flows ÷ Initial investment. The higher the index, the more desirable the project.
A post-audit is an evaluation of a capital investment’s actual performance. Post-audits create an incentive for managers to make accurate estimates. Post-audits also are useful for determining whether a company should continue, expand, or terminate a project. Finally, post-audits provide feedback that is useful for improving estimation techniques.
The objective of the internal rate of return method is to find the interest yield of the potential investment, which is expressed as a percentage rate. The IRR decision rule is: Accept the project when the internal rate of return is equal to or greater than the required rate of return. Reject the project when the internal rate of return is less than the required rate of return.
The annual rate of return uses accrual accounting data to indicate the profitability of a capital investment. It is calculated as Expected annual net income ÷ Amount of the average investment. The higher the rate of return, the more attractive the investment.
Decision Checkpoints | Info Needed for Decision | Tool to Use for Decision | How to Evaluate Results |
Should the company invest in a proposed project? | Cash flow estimates, discount rate | Net present value = Present value of net cash flows less capital investment | The investment is financially acceptable if net present value is zero or positive. |
Which investment proposal should a company accept? | Estimated cash flows and discount rate for each proposal | The investment proposal with the highest profitability index should be accepted. | |
Should the company invest in a proposed project? | Estimated cash flows and the required rate of return (hurdle rate) | Internal rate of return = Interest rate that results in a net present value of zero | If the internal rate of return exceeds the required rate of return for the project, then the project is financially acceptable. |
1. (LO 1) Which of the following is not an example of a capital budgeting decision?
d. Choices (a), (b), and (c) are all examples of capital budgeting decisions, so choice (d) is the best answer.
2. (LO 1) What is the order of involvement of the following parties in the capital budgeting authorization process?
c. The process of authorizing capital budget expenditures starts with factory managers, moves on to the capital budgeting committee, goes next to the officers of the firm and finally is acted upon by the board of directors. The other choices are therefore incorrect.
3. (LO 1) What is a weakness of the cash payback approach?
d. Choices (b) and (c) are both correct; therefore, choice (d) is the best answer. Choice (a) is incorrect as the use of accrual-based accounting numbers is not a weakness of the cash payback approach.
4. (LO 1) Siegel Industries is considering two capital budgeting projects. Project A requires an initial investment of $48,000. It is expected to produce net annual cash flows of $7,000. Project B requires an initial investment of $75,000 and is expected to produce net annual cash flows of $12,000. Using the cash payback technique to evaluate the two projects, Siegel should accept:
b. Project B ($75,000 ÷ $12,000) has a shorter cash payback period than Project A ($48,000 ÷ $7,000). The other choices are therefore incorrect.
5. (LO 2) Which is a true statement regarding using a higher discount rate to calculate the net present value of a project?
a. If a higher discount rate is used in calculating the net present value of a project, the resulting net present value will be lower and the project will be less likely to be accepted. The other choices are therefore incorrect.
6. (LO 2) A positive net present value means that the:
b. A positive net present value means that the project’s rate of return exceeds the required rate of return. The other choices are therefore incorrect.
7. (LO 2) Which of the following is not an alternative name for the discount rate?
d. Choices (a), (b), and (c) are all alternative names for the discount rate; therefore, choice (d) is the best answer.
8. (LO 3) If a project has intangible benefits whose value is hard to estimate, the best thing to do is:
d. Choices (b) and (c) are both reasonable approaches to including intangible benefits in the capital budgeting process; therefore, choice (d) is the best answer. Choice (a) is incorrect because even though these intangible benefits may be hard to quantify, they should not be ignored in the capital budgeting process.
9. (LO 3) An example of an intangible benefit provided by a capital budgeting project is:
c. A decrease in customer complaints regarding poor quality is one example of an intangible benefit provided by a capital budgeting project. The other choices are incorrect because (a) salvage value, (b) net present value, and (d) internal rate of return are all quantitative measures, i.e., tangible.
10. (LO 3) The following information is available for a potential capital investment.
Initial investment | $80,000 |
Salvage value | 10,000 |
Net annual cash flow | 14,820 |
Present value of net annual cash flows | 98,112 |
Net present value | 18,112 |
Useful life | 10 years |
The potential investment’s profitability index (rounded to two decimals) is:
c. ($18,112 + $80,000) ÷ $80,000 = 1.23, not (a) 5.40, (b) 1.19, or (d) 1.40.
11. (LO 3) A post-audit of an investment project should be performed:
a. A post-audit should be performed on all significant capital expenditure projects, not just on (b) financial failures, (c) randomly selected projects, or (d) tremendous successes, because the feedback gained will help to improve the process in the future and also will give managers an incentive to be more realistic in preparing capital expenditure proposals.
12. (LO 4) A project should be accepted if its internal rate of return exceeds:
c. A project should be accepted if its internal rate of return exceeds the company’s required rate of return, not (a) zero, (b) the rate of return on a government bond, or (d) the rate the company pays on borrowed funds.
13. (LO 4) The following information is available for a potential capital investment.
Initial investment | $60,000 |
Net annual cash flow | 15,400 |
Net present value | 3,143 |
Useful life | 5 years |
The potential investment’s internal rate of return is approximately:
d. ($60,000 ÷ $15,400) equals 3.8961, which corresponds with approximately 9% in Table 4 of Appendix F, not (a) 5%, (b) 10%, or (c) 4%.
14. (LO 5) Which of the following is incorrect about the annual rate of return technique?
d. The time value of money is not considered when applying the annual rate of return method. The other choices are correct statements.
15. (LO 5) The following information is available for a potential capital investment.
Initial investment | $120,000 |
Annual net income | 15,000 |
Net annual cash flow | 27,500 |
Salvage value | 20,000 |
Useful life | 8 years |
The potential investment’s annual rate of return is approximately:
a. $15,000 ÷ [($120,000 + $20,000) ÷ 2] = 21%, not (b) 15%, (c) 30%, or (d) 39%.
Compute the cash payback period for a capital investment.
1. (LO 1) Carson Company is considering purchasing new equipment for $600,000. Annual depreciation over the 8-year useful life of the equipment is $75,000. It is expected that the equipment will produce net annual cash inflows of $100,000 over its 8-year useful life. Compute the cash payback period.
Cash payback period = $600,000 ÷ $100,000 = 6 years
Compute net present values.
2. (LO 2) Hilred Company is considering two different, mutually exclusive capital expenditure proposals. Project A will cost $400,000, has an expected useful life of 8 years and a salvage value of zero, and is expected to increase net annual cash flows by $80,000. Project B will also cost $400,000, has an expected useful life of 8 years and a salvage value of $100,000, and is expected to increase net annual cash flows by $70,000. A discount rate of 10% is appropriate for both projects. Compute the net present value of each project. Which project should be accepted?
Project A | |||||
Cash Flows | × | 10% Discount Factor | = | Present Value | |
Present value of net annual cash flows | $ 80,000 | × | 5.33493 | = | $426,794 |
Present value of salvage value | 0 | × | .46651 | = | 0 |
426,794 | |||||
Less: Capital investment | 400,000 | ||||
Net present value | $26,794 | ||||
Project B | |||||
Cash Flows | × | 10% Discount Factor | = | Present Value | |
Present value of net annual cash flows | $ 70,000 | × | 5.33493 | = | $373,445 |
Present value of salvage value | 100,000 | × | .46651 | = | 46,651 |
420,096 | |||||
Less: Capital investment | 400,000 | ||||
Net present value | $20,096 |
Project A has a higher net present value than Project B, and it should therefore be accepted.
Calculate annual rate of return.
3. (LO 5) King-Roken Company is considering investing in new automated equipment. It is expected that the equipment will increase annual revenues by $200,000 and annual expenses by $120,000 (including depreciation). The equipment will cost $540,000 and have a $20,000 salvage value at the end of its 10-year useful life. Calculate the annual rate of return.
The annual rate of return is calculated by dividing expected annual income by the average investment. The company’s expected annual income is:
$200,000 – $120,000 = $80,000
Its average investment is:
Therefore, its annual rate of return is:
$80,000 ÷ $280,000 = 28.6%
Calculate payback period and internal rate of return, and apply decision rules.
1. (LO 1, 4) BTMS Inc. wants to purchase a new machine for $30,000. Installation costs are $1,500. The old machine was bought 5 years ago and had an expected economic life of 10 years without salvage value. This old machine now has a book value of $2,000, and BTMS Inc. expects to sell it for that amount. The new machine would decrease operating costs by $8,000 each year of its economic life. The straight-line depreciation method would be used for the new machine, for a 5-year period with no salvage value.
Instructions
(CGA adapted)
Annual net cash flow = $8,000
Payback period = $29,500 ÷ $8,000 = 3.7 years
Item | Amount | Years | PV Factor | Present Value | ||||
Net annual cash flows | $8,000 | 1–5 | 3.69590 | $29,567 | ||||
Less: Capital investment | 29,500 | |||||||
Net present value | $67 |
Calculate payback, annual rate of return, and net present value
2. (LO 1, 2, 5) MCA Corporation is reviewing an investment proposal. The initial cost is $105,000. Estimates of the book value of the investment at the end of each year, the net cash flows for each year, and the net income for each year are presented in the schedule below. All cash flows are assumed to take place at the end of the year. The salvage value of the investment at the end of each year is equal to its book value. There would be no salvage value at the end of the investment’s life.
Investment Proposal | ||||||
Year | Book Value | Annual Cash Flows | Annual Net Income | |||
1 | $70,000 | $45,000 | $16,000 | |||
2 | 42,000 | 40,000 | 18,000 | |||
3 | 21,000 | 35,000 | 20,000 | |||
4 | 7,000 | 30,000 | 22,000 | |||
5 | 0 | 25,000 | 24,000 |
MCA Corporation uses a 15% target rate of return for new investment proposals.
Instructions
(CMA-Canada adapted)
Year | Amount | Balance | ||||
Initial investment | 0 | $(105,000) | $(105,000) | |||
Less: Cash flow | 1 | 45,000 | (60,000) | |||
2 | 40,000 | (20,000) | ||||
3 | 35,000 | 15,000 |
Payback period = 2 + ($20,000 ÷ $35,000) = 2.57 years
Average investment = ($105,000 + $0) ÷ 2 = $52,500
Annual rate of return = $20,000 ÷ $52,500 = 38.10%
Year | Discount Factor, 15% | × | Amount | = | Present Value | |||||||
Net cash flows | 1 | 0.86957 | $45,000 | $ 39,131 | ||||||||
2 | 0.75614 | 40,000 | 30,246 | |||||||||
3 | 0.65752 | 35,000 | 23,013 | |||||||||
4 | 0.57175 | 30,000 | 17,153 | |||||||||
5 | 0.49718 | 25,000 | 12,430 | |||||||||
Present value of cash inflows | 121,973 | |||||||||||
Less: Initial investment | 105,000 | |||||||||||
Net present value | $ 16,973 |
Compute annual rate of return, cash payback, and net present value.
(LO 1, 2, 5) Cornfield Company is considering a long-term capital investment project in laser equipment. This will require an investment of $280,000, and it will have a useful life of 5 years. Annual net income is expected to be $16,000 a year. Depreciation is computed by the straight-line method with no salvage value. The company’s cost of capital is 10%, and it desires a cash payback of 60% of a project’s useful life or less. (Hint: Assume cash flows can be computed by adding back depreciation expense.)
Instructions
(Round all computations to two decimal places unless directed otherwise.)
Present Value at 10% | |
Discount factor for 5 payments | 3.79079 |
Present value of net cash flows: | |
$72,000 × 3.79079 | $272,937 |
Less: Capital investment | 280,000 |
Negative net present value | $(7,063) |
1. Describe the process a company may use in screening and approving the capital expenditure budget.
2. What are the advantages and disadvantages of the cash payback technique?
3. Tom Wells claims the equation for the cash payback technique is the same as the equation for the annual rate of return technique. Is Tom correct? What is the equation for the cash payback technique?
4. Two types of present value tables may be used with the discounted cash flow techniques. Identify the tables and the circumstance(s) when each table should be used.
5. What is the decision rule under the net present value method?
6. Discuss the factors that determine the appropriate discount rate to use when calculating the net present value.
7. What simplifying assumptions were made in the chapter regarding the calculation of net present value?
8. What are some examples of potential intangible benefits of investment proposals? Why do these intangible benefits complicate the capital budgeting evaluation process? What might happen if intangible benefits are ignored in a capital budgeting decision?
9. What steps can be taken to incorporate intangible benefits into the capital budget evaluation process?
10. What advantages does the profitability index provide over direct comparison of net present value when comparing two projects?
11. What is a post-audit? What are the potential benefits of a post-audit?
12. Identify the steps required in using the internal rate of return method when the net annual cash flows are equal.
13. El Cajon Company uses the internal rate of return method. What is the decision rule for this method?
14. What are the strengths of the annual rate of return approach? What are its weaknesses?
15. Your classmate, Mike Dawson, is confused about the factors that are included in the annual rate of return technique. What is the equation for this technique?
16. Sveta Pace is trying to understand the term “cost of capital.” Define the term and indicate its relevance to the decision rule under the internal rate of return technique.
Compute the cash payback period for a capital investment.
BE25.1 (LO 1), AP Rihanna Company is considering purchasing new equipment for $450,000. It is expected that the equipment will produce net annual cash flows of $60,000 over its 10-year useful life. Annual depreciation will be $45,000. Compute the cash payback period.
Compute net present value of an investment.
BE25.2 (LO 2), AN Hsung Company accumulates the following data concerning a proposed capital investment: cash cost $215,000, net annual cash flows $40,000, and present value factor of cash inflows for 10 years 5.65 (rounded). Determine the net present value, and indicate whether the investment should be made.
Compute net present value of an investment.
BE25.3 (LO 2), AP Thunder Corporation, an amusement park, is considering a capital investment in a new exhibit. The exhibit would cost $136,000 and have an estimated useful life of 5 years. It can be sold for $60,000 at the end of that time. (Amusement parks need to rotate exhibits to keep people interested.) It is expected to increase net annual cash flows by $25,000. The company’s borrowing rate is 8%. Its cost of capital is 10%. Calculate the net present value of this project to the company.
Compute net present value of an investment and consider intangible benefits.
BE25.4 (LO 2, 3), AN Caine Bottling Corporation is considering the purchase of a new bottling machine. The machine would cost $200,000 and has an estimated useful life of 8 years with zero salvage value. Management estimates that the new bottling machine will provide net annual cash flows of $34,000. Management also believes that the new bottling machine will save the company money because it is expected to be more reliable than other machines, and thus will reduce downtime. How much would the reduction in downtime have to be worth in order for the project to be acceptable? Assume a discount rate of 9%. (Hint: Calculate the net present value.)
Compute net present value and profitability index.
BE25.5 (LO 2, 3), AN McKnight Company is considering two different, mutually exclusive capital expenditure proposals. Project A will cost $400,000, has an expected useful life of 10 years and a salvage value of zero, and is expected to increase net annual cash flows by $70,000. Project B will cost $310,000, has an expected useful life of 10 years and a salvage value of zero, and is expected to increase net annual cash flows by $55,000. A discount rate of 9% is appropriate for both projects. Compute the net present value and profitability index of each project. Which project should be accepted?
Perform a post-audit.
BE25.6 (LO 3), AN Quillen Company is performing a post-audit of a project completed one year ago. The initial estimates were that the project would cost $250,000, would have a useful life of 9 years and zero salvage value, and would result in net annual cash flows of $46,000 per year. Now that the investment has been in operation for 1 year, revised figures indicate that it actually cost $260,000, will have a total useful life of 11 years (including the year just completed), and will produce net annual cash flows of $39,000 per year. Evaluate the success of the project. Assume a discount rate of 10%.
Calculate internal rate of return.
BE25.7 (LO 4), AP Kanye Company is evaluating the purchase of a rebuilt spot-welding machine to be used in the manufacture of a new product. The machine will cost $176,000, has an estimated useful life of 7 years and a salvage value of zero, and will increase net annual cash flows by $35,000. What is its approximate internal rate of return?
Calculate internal rate of return.
BE25.8 (LO 4), AN Viera Corporation is considering investing in a new facility. The estimated cost of the facility is $2,045,000. It will be used for 12 years, then sold for $716,000. The facility will generate annual cash inflows of $400,000 and will need new annual cash outflows of $150,000. The company has a required rate of return of 7%. Calculate the internal rate of return on this project, and discuss whether the project should be accepted.
Compute annual rate of return.
BE25.9 (LO 5), AP Swift Oil Company is considering investing in a new oil well. It is expected that the oil well will increase annual revenues by $130,000 and will increase annual expenses by $70,000 including depreciation. The oil well will cost $490,000 and will have a $10,000 salvage value at the end of its 10-year useful life. Calculate the annual rate of return.
Compute the cash payback period for an investment.
DO IT! 25.1 (LO 1), AP Wayne Company is considering a long-term investment project called ZIP. ZIP will require an investment of $140,000. It will have a useful life of 4 years and no salvage value. Annual cash inflows would increase by $80,000, and annual cash outflows would increase by $40,000. Compute the cash payback period.
Calculate net present value of an investment.
DO IT! 25.2 (LO 2), AN Wayne Company is considering a long-term investment project called ZIP. ZIP will require an investment of $120,000. It will have a useful life of 4 years and no salvage value. Annual cash inflows would increase by $80,000, and annual cash outflows would increase by $40,000. The company’s required rate of return is 12%. Calculate the net present value on this project and discuss whether it should be accepted.
Compute profitability index.
DO IT! 25.3 (LO 3), AP Ranger Corporation has decided to invest in renewable energy sources to meet part of its energy needs for production. It is considering solar power versus wind power. After considering cost savings as well as incremental revenues from selling excess electricity into the power grid, it has determined the following.
Solar | Wind | |||
Present value of annual cash flows | $52,580 | $128,450 | ||
Capital investment | $39,500 | $105,300 |
Determine the net present value and profitability index of each project. Which energy source should it choose?
Calculate internal rate of return.
DO IT! 25.4 (LO 4), AN Wayne Company is considering a long-term investment project called ZIP. ZIP will require an investment of $120,000. It will have a useful life of 4 years and no salvage value. Annual cash inflows would increase by $80,000, and annual cash outflows would increase by $40,000. The company’s required rate of return is 12%. Calculate the internal rate of return on this project and discuss whether it should be accepted.
Calculate annual rate of return.
DO IT! 25.5 (LO 5), AP Wayne Company is considering a long-term investment project called ZIP. ZIP will require an investment of $120,000. It will have a useful life of 4 years and no salvage value. Annual revenues would increase by $80,000, and annual expenses (excluding depreciation) would increase by $41,000. Wayne uses the straight-line method to compute depreciation expense. The company’s required rate of return is 12%. Compute the annual rate of return.
Compute cash payback and net present value.
E25.1 (LO 1, 2), AN Linkin Corporation is considering purchasing a new delivery truck. The truck has many advantages over the company’s current truck (not the least of which is that it runs). The new truck would cost $56,000. Because of the increased capacity, reduced maintenance costs, and increased fuel economy, the new truck is expected to generate cost savings of $8,000. At the end of 8 years, the company will sell the truck for an estimated $27,000. Traditionally the company has used a rule of thumb that a proposal should not be accepted unless it has a payback period that is less than 50% of the asset’s estimated useful life. Larry Newton, a new manager, has suggested that the company should not rely solely on the payback approach, but should also employ the net present value method when evaluating new projects. The company’s cost of capital is 8%.
Instructions
Compute cash payback period and net present value.
E25.2 (LO 1, 2), AN Doug’s Custom Construction Company is considering three new projects, each requiring an equipment investment of $22,000. Each project will last for 3 years and produce the following net annual cash flows.
Year | AA | BB | CC | |||
1 | $ 7,000 | $10,000 | $13,000 | |||
2 | 9,000 | 10,000 | 12,000 | |||
3 | 12,000 | 10,000 | 11,000 | |||
Total | $28,000 | $30,000 | $36,000 |
The equipment’s salvage value is zero, and Doug uses straight-line depreciation. Doug will not accept any project with a cash payback period over 2 years. Doug’s required rate of return is 12%.
Instructions
Calculate net present value and apply decision rule.
E25.3 (LO 2), AN Hillsong Inc. manufactures snowsuits. Hillsong is considering purchasing a new sewing machine at a cost of $2.45 million. Its existing machine was purchased 5 years ago at a price of $1.8 million; 6 months ago, Hillsong spent $55,000 to keep it operational. The existing sewing machine can be sold today for $250,000. The new sewing machine would require a one-time, $85,000 training cost. Operating costs would decrease by the following amounts for years 1 to 7:
Year | 1 | $390,000 |
2 | 400,000 | |
3 | 411,000 | |
4 | 426,000 | |
5 | 434,000 | |
6 | 435,000 | |
7 | 436,000 |
The new sewing machine would be depreciated according to the declining-balance method at a rate of 20%. The salvage value is expected to be $400,000. This new equipment would require maintenance costs of $100,000 at the end of the fifth year. The cost of capital is 9%.
Instructions
Use the net present value method to determine whether Hillsong should purchase the new machine to replace the existing machine, and state the reason for your conclusion.
(CGA adapted)
Compute net present value and profitability index.
E25.4 (LO 2, 3), AN BAK Corp. is considering purchasing one of two new diagnostic machines. Either machine would make it possible for the company to bid on jobs that it currently isn’t equipped to do. Estimates regarding each machine are provided here.
Machine A | Machine B | |
Original cost | $75,500 | $180,000 |
Estimated life | 8 years | 8 years |
Salvage value | –0– | –0– |
Estimated annual cash inflows | $20,000 | $40,000 |
Estimated annual cash outflows | $5,000 | $10,000 |
Instructions
Calculate the net present value and profitability index of each machine. Assume a 9% discount rate. Which machine should be purchased?
Determine internal rate of return.
E25.5 (LO 4), AN Bruno Corporation is involved in the business of injection molding of plastics. It is considering the purchase of a new computer-aided design and manufacturing machine for $430,000. The company believes that with this new machine it will improve productivity and increase quality, resulting in an increase in net annual cash flows of $101,000 for the next 6 years. Management requires a 10% rate of return on all new investments.
Instructions
Calculate the internal rate of return on this new machine. Should the investment be accepted?
Calculate cash payback period and internal rate of return, and apply decision rules.
E25.6 (LO 1, 4), AN BSU Inc. wants to purchase a new machine for $29,300, excluding $1,500 of installation costs. The old machine was purchased 5 years ago and had an expected economic life of 10 years with no salvage value. The old machine has a book value of $2,000, and BSU Inc. expects to sell it for that amount. The new machine will decrease operating costs by $7,000 each year of its economic life. The straight-line depreciation method will be used for the new machine for a 6-year period with no salvage value.
Instructions
(CGA adapted)
Determine internal rate of return.
E25.7 (LO 4), AN Iggy Company is considering three capital expenditure projects. Relevant data for the projects are as follows.
Project | Investment | Annual Net Income | Life of Project | |||
22A | $240,000 | $15,500 | 6 years | |||
23A | 270,000 | 20,600 | 9 years | |||
24A | 280,000 | 15,700 | 7 years |
Annual net income is constant over the life of the project. Each project is expected to have zero salvage value at the end of the project. Iggy Company uses the straight-line method of depreciation.
Instructions
Calculate annual rate of return.
E25.8 (LO 5), AP Pierre’s Hair Salon is considering opening a new location in French Lick, California. The cost of building a new salon is $300,000. A new salon will normally generate annual revenues of $70,000, with annual expenses (including depreciation) of $41,500. At the end of 15 years, the salon will have a salvage value of $80,000.
Instructions
Calculate the annual rate of return on the project.
Compute cash payback period and annual rate of return.
E25.9 (LO 1, 5), AP Legend Service Center just purchased an automobile hoist for $32,400. The hoist has an 8-year life and an estimated salvage value of $3,000. Installation costs and freight charges were $3,300 and $700, respectively. Legend uses straight-line depreciation.
The new hoist will be used to replace mufflers and tires on automobiles. Legend estimates that the new hoist will enable its mechanics to replace 5 extra mufflers per week. Each muffler sells for $72 installed. The cost of a muffler is $36, and the labor cost to install a muffler is $16.
Instructions
Compute annual rate of return, cash payback period, and net present value.
E25.10 (LO 1, 2, 5), AP Vilas Company is considering a capital investment of $190,000 in additional productive facilities. The new machinery is expected to have a useful life of 5 years with no salvage value. Depreciation is by the straight-line method. During the life of the investment, annual net income and net annual cash flows are expected to be $12,000 and $50,000, respectively. Vilas has a 12% cost of capital rate, which is the required rate of return on the investment.
Instructions
(Round to two decimals.)
Calculate payback, annual rate of return, and net present value.
E25.11 (LO 1, 2, 5), AP Drake Corporation is reviewing an investment proposal. The initial cost is $105,000. Estimates of the book value of the investment at the end of each year, the net cash flows for each year, and the net income for each year are presented in the following schedule. All cash flows are assumed to take place at the end of the year. The salvage value of the investment at the end of each year is assumed to equal its book value. There would be no salvage value at the end of the investment’s life.
Investment Proposal | ||||||
Year | Book Value | Annual Cash Flows | Annual Net Income | |||
1 | $70,000 | $45,000 | $10,000 | |||
2 | 42,000 | 40,000 | 12,000 | |||
3 | 21,000 | 35,000 | 14,000 | |||
4 | 7,000 | 30,000 | 16,000 | |||
5 | 0 | 25,000 | 18,000 |
Drake Corporation uses an 11% target rate of return for new investment proposals.
Instructions
(CMA-Canada adapted)
Compute annual rate of return, cash payback, and net present value.
P25.1 (LO 1, 2, 5), AN U3 Company is considering three long-term capital investment proposals. Each investment has a useful life of 5 years. Relevant data on each project are as follows.
Project Bono | Project Edge | Project Clayton | |
Capital investment | $160,000 | $175,000 | $200,000 |
Capital investment Annual net income: | |||
Year 1 | 14,000 | 18,000 | 27,000 |
2 | 14,000 | 17,000 | 23,000 |
3 | 14,000 | 16,000 | 21,000 |
4 | 14,000 | 12,000 | 13,000 |
5 | 14,000 | 9,000 | 12,000 |
Total | $ 70,000 | $ 72,000 | $ 96,000 |
Depreciation is computed by the straight-line method with no salvage value. The company’s cost of capital is 15%. (Assume that cash flows occur evenly throughout the year.)
Instructions
b. E $(7,312); C $2,163
Compute annual rate of return, cash payback, and net present value.
P25.2 (LO 1, 2, 5), AN
Lon Timur is an accounting major at a midwestern state university located approximately 60 miles from a major city. Many of the students attending the university are from the metropolitan area and visit their homes regularly on the weekends. Lon, an entrepreneur at heart, realizes that few good commuting alternatives are available for students doing weekend travel. He believes that a weekend commuting service could be organized and run profitably from several suburban and downtown shopping mall locations. Lon has gathered the following investment information.
Instructions
a. (1) $5,000
b. (1) 2.5 years
Compute net present value, profitability index, and internal rate of return.
P25.3 (LO 2, 3, 4), AN Brooks Clinic is considering investing in new heart-monitoring equipment. It has two options. Option A would have an initial lower cost but would require a significant expenditure for rebuilding after 4 years. Option B would require no rebuilding expenditure, but its maintenance costs would be higher. Since the Option B machine is of initial higher quality, it is expected to have a salvage value at the end of its useful life. The following estimates were made of the cash flows. The company’s cost of capital is 8%.
Option A | Option B | |
Initial cost | $160,000 | $227,000 |
Annual cash inflows | $71,000 | $80,000 |
Annual cash outflows | $30,000 | $31,000 |
Cost to rebuild (end of year 4) | $50,000 | $0 |
Salvage value | $0 | $8,000 |
Estimated useful life | 7 years | 7 years |
Instructions
a. | (1) NPV A $16,709 |
(3) IRR B 12% |
Compute net present value considering intangible benefits.
P25.4 (LO 2, 3), E Jane’s Auto Care is considering the purchase of a new tow truck. The garage doesn’t currently have a tow truck, and the $60,000 price tag for a new truck would represent a major expenditure. Jane Austen, owner of the garage, has compiled the following estimates in trying to determine whether the tow truck should be purchased.
Initial cost | $60,000 |
Estimated useful life | 8 years |
Net annual cash flows from towing | $8,000 |
Overhaul costs (end of year 4) | $6,000 |
Salvage value | $12,000 |
Jane’s good friend, Rick Ryan, stopped by. He is trying to convince Jane that the tow truck will have other benefits that Jane hasn’t even considered. First, he says, cars that need towing need to be fixed. Thus, when Jane tows them to her facility, her repair revenues will increase. Second, he notes that the tow truck could have a plow mounted on it, thus saving Jane the cost of plowing her parking lot. (Rick will give her a used plow blade for free if Jane will plow Rick’s driveway.) Third, he notes that the truck will generate goodwill; people who are rescued by Jane’s tow truck will feel grateful and might be more inclined to use her service station in the future or buy gas there. Fourth, the tow truck will have “Jane’s Auto Care” on its doors, hood, and back tailgate—a form of free advertising wherever the tow truck goes. Rick estimates that, at a minimum, these benefits would be worth the following.
Additional annual net cash flows from repair work | $3,000 |
Annual savings from plowing | 750 |
Additional annual net cash flows from customer “goodwill” | 1,000 |
Additional annual net cash flows resulting from free advertising | 750 |
The company’s cost of capital is 9%.
Instructions
a. | NPV $(13,950) |
b. | NPV $16,491 |
Compute net present value and internal rate of return with sensitivity analysis.
P25.5 (LO 2, 3, 4), E Coolplay Corp. is thinking about opening a soccer camp in southern California. To start the camp, Coolplay would need to purchase land and build four soccer fields and a sleeping and dining facility to house 150 soccer players. Each year, the camp would be run for 8 sessions of 1 week each. The company would hire college soccer players as coaches. The camp attendees would be male and female soccer players ages 12–18. Property values in southern California have enjoyed a steady increase in value. It is expected that after using the facility for 20 years, Coolplay can sell the property for more than it was originally purchased for. The following amounts have been estimated.
Cost of land | $300,000 |
Cost to build soccer fields, dorm, and dining facility | $600,000 |
Annual cash inflows assuming 150 players and 8 weeks | $920,000 |
Annual cash outflows | $840,000 |
Estimated useful life | 20 years |
Salvage value | $1,500,000 |
Discount rate | 8% |
Instructions
a. | NPV $207,277 |
d. | IRR 12% |
CD25 A company that manufactures recreational pedal boats has approached Mike Cichanowski to ask if he would be interested in using Current Designs’ rotomold expertise and equipment to produce some of the pedal boat components. Mike is intrigued by the idea and thinks it would be an interesting way of complementing the present product line.
One of Mike’s hesitations about the proposal is that the pedal boats are a different shape than the kayaks that Current Designs produces. As a result, the company would need to buy an additional rotomold oven in order to produce the pedal boat components. This project clearly involves risks, and Mike wants to make sure that the returns justify the risks. In this case, since this is a new venture, Mike thinks that a 15% discount rate is appropriate to use to evaluate the project.
As an intern at Current Designs, Mike has asked you to prepare an initial evaluation of this proposal. To aid in your analysis, he has provided the following information and assumptions.
Sales | $220,000 | |
Less: | ||
Manufacturing costs | $140,000 | |
Depreciation | 32,000 | |
Shipping and administrative costs | 22,000 | 194,000 |
Income before income taxes | 26,000 | |
Income tax expense | 10,800 | |
Net income | $ 15,200 |
Instructions
(Note: This is a continuation of the Waterways case from Chapters 14–24.)
WC25 Waterways Corporation puts much emphasis on cash flow when it plans for capital investments. The company chose its discount rate of 8% based on the rate of return it must pay its owners and creditors. Using that rate, Waterways then uses different methods to determine the best decisions for making capital outlays. Waterways is considering buying five new backhoes to replace the backhoes it now has. This case asks you to evaluate that decision, using various capital budgeting techniques.
Go to Wiley Course Resources for complete case details and instructions.
CC25.1 For this case, revisit the Greetings Inc. company presented in earlier chapters. The company is now searching for new opportunities for growth. This case will provide you with the opportunity to evaluate a proposal based on initial estimates as well as conduct sensitivity analysis. It also requires evaluation of the underlying assumptions used in the analysis.
CC25.2 Armstrong Helmet Company needs to determine the cost for a given product. For this case, you will have the opportunity to explore cost-volume-profit relationships and prepare a set of budgets.
Go to Wiley Course Resources for details and instructions for both cases.
DA25.1 Data visualization can be used to help analyze investment decisions.
Example: Recall the People, Planet, and Profit Insight box “Big Spenders” presented in the chapter. However, not all upgrades to clean energy need to be quite so large. For example, consider the following chart, which shows an investment in solar panels for a factory in Australia. The chart shows that the company will recover its solar-panel investment during 2025, during the investment's sixth year of its expected 16-year life. With an estimate of $0.12 per kilowatt hour, the annual savings will be around $6,500.
For this case, you will create line charts to analyze the present value of the solar-panel investment at different rates of return. You will also consider what other sensitivity analyses might be used with the data provided.
Go to Wiley Course Resources for complete case details and instructions.
DA25.2 HydroHappy’s management believes the net present value (NPV) method provides the best information to make capital budgeting decisions. NPV analysis indicates that purchasing new forklifts will result in a higher return than retaining and overhauling the old forklifts. For this case, you will create and analyze clustered column and bar charts that will help management easily visualize which new forklift model will provide the best option for the company.
Go to Wiley Course Resources for complete case details and instructions.
CT25.1 Luang Company is considering the purchase of a new machine. Its invoice price is $122,000, freight charges are estimated to be $3,000, and installation costs are expected to be $5,000. Salvage value of the new machine is expected to be zero after a useful life of 4 years. Existing equipment could be retained and used for an additional 4 years if the new machine is not purchased. At that time, the salvage value of the equipment would be zero. If the new machine is purchased now, the existing machine would be scrapped. Luang’s accountant, Lisa Hsung, has accumulated the following data regarding annual sales and expenses with and without the new machine.
Instructions
With the class divided into groups, answer the following. (Ignore income tax effects.)
CT25.2 Hawke Skateboards is considering building a new factory. Bob Skerritt, the company’s marketing manager, is an enthusiastic supporter of the new factory. Lucy Liu, the company’s chief financial officer, is not so sure that the factory is a good idea. Currently, the company purchases its skateboards from foreign manufacturers. The following figures were estimated regarding the construction of a new factory.
Cost of factory | $4,000,000 | Estimated useful life | 15 years |
Annual cash inflows | 4,000,000 | Salvage value | $2,000,000 |
Annual cash outflows | 3,540,000 | Discount rate | 11% |
Bob Skerritt believes that these figures understate the true potential value of the factory. He suggests that by manufacturing its own skateboards the company will benefit from a “buy American” patriotism that he believes is common among skateboarders. He also notes that the firm has had numerous quality problems with the skateboards manufactured by its suppliers. He suggests that the inconsistent quality has resulted in lost sales, increased warranty claims, and some costly lawsuits. Overall, he believes sales will be $200,000 higher than projected above, and that the savings from lower warranty costs and legal costs will be $60,000 per year. He also believes that the project is not as risky as assumed above, and that a 9% discount rate is more reasonable.
Instructions
Complete the following.
CT25.3 Tecumseh Products Company has its headquarters in Ann Arbor, Michigan. It describes itself as “a global multinational corporation producing mechanical and electrical components essential to industries creating end-products for health, comfort, and convenience.” The following was excerpted from the management discussion and analysis section of a recent annual report.
Tecumseh Products Company Management Discussion and Analysis |
||
The company has invested approximately $50 million in a scroll compressor manufacturing facility in Tecumseh, Michigan. After experiencing setbacks in developing a commercially acceptable scroll compressor, the Company is currently testing a new generation of scroll product. The Company is unable to predict when, or if, it will offer a scroll compressor for commercial sale, but it does anticipate that reaching volume production will require a significant additional investment. Given such additional investment and current market conditions, management is currently reviewing its options with respect to scroll product improvement, cost reductions, joint ventures and alternative new products. |
Instructions
Discuss issues the company should consider and techniques the company should employ to determine whether to continue pursuing this project.
CT25.4 Campbell Soup Company is an international provider of soup products. Management is very interested in continuing to grow the company in its core business, while “spinning off” those businesses that are not part of its core operation.
Instructions
Go to the home page of Campbell Soup Company and access its current annual report. Review the financial statements and management’s discussion and analysis, and answer the following questions.
CT25.5 Refer to E25.9 to address the following.
Instructions
Prepare a memo to Maria Fierro, your supervisor. Show your calculations from E25.9 (a) and (b). In one or two paragraphs, discuss important nonfinancial considerations. Make any assumptions you believe to be necessary. Make a recommendation based on your analysis.
CT25.6 NuComp Company operates in a state where corporate taxes and workers’ compensation insurance rates have recently doubled. NuComp’s president has just assigned you the task of preparing an economic analysis and making a recommendation relative to moving the entire operation to Missouri. The president is slightly in favor of such a move because Missouri is his boyhood home and he also owns a fishing lodge there.
You have just completed building your dream house, moved in, and sodded the lawn. Your children are all doing well in school and sports and, along with your spouse, want no part of a move to Missouri. If the company does move, so will you because the town is a one-industry community and you and your spouse will have to move to have employment. Moving when everyone else does will cause you to take a big loss on the sale of your house. The same hardships will be suffered by your coworkers, and the town will be devastated.
In compiling the costs of moving versus not moving, you have latitude in the assumptions you make, the estimates you compute, and the discount rates and time periods you project. You are in a position to influence the decision singlehandedly.
Instructions
CT25.7 Numerous articles have been written that identify early warning signs that you might be getting into trouble with your personal debt load. You can find many good articles on this topic on the Web.
Instructions
Find an article that identifies early warning signs of personal debt trouble. Write a summary of the article and bring your summary and the article to class to share.
CT25.8 The March 31, 2011, edition of the Wall Street Journal includes an article by Russell Gold entitled “Solar Gains Traction—Thanks to Subsidies.”
Instructions
Read the article and then answer the following questions.
Once each year, a corporation communicates to its stockholders and other interested parties by issuing a complete set of audited financial statements. The annual report, as this communication is called, summarizes the financial results of the company’s operations for the year and its plans for the future. Many annual reports are attractive, multicolored, glossy public relations pieces, containing pictures of corporate officers and directors as well as photos and descriptions of new products and new buildings. Yet the basic function of every annual report is to report financial information, almost all of which is a product of the corporation’s accounting system.
The content and organization of corporate annual reports have become fairly standardized. Excluding the public relations part of the report (pictures, products, etc.), the following are the traditional financial portions of the annual report:
The official SEC filing of the annual report is called a Form 10-K, which often omits the public relations pieces found in most standard annual reports. On the following pages, we present Apple Inc.’s financial statements taken from the company’s 2020 Form 10-K. The complete Form 10-K, including notes to the financial statements, is available at the company’s website.
Apple Inc. CONSOLIDATED STATEMENTS OF OPERATIONS (In millions, except number of shares which are reflected in thousands and per share amounts) |
||||||
Years ended | ||||||
September 26, 2020 | September 28, 2019 | September 29, 2018 | ||||
Net sales: | ||||||
Products | $220,747 | $213,883 | $225,847 | |||
Services | 53,768 | 46,291 | 39,748 | |||
Total net sales | 274,515 | 260,174 | 265,595 | |||
Cost of sales: | ||||||
Products | 151,286 | 144,996 | 148,164 | |||
Services | 18,273 | 16,786 | 15,592 | |||
Total cost of sales | 169,559 | 161,782 | 163,756 | |||
Gross margin | 104,956 | 98,392 | 101,839 | |||
Operating expenses: | ||||||
Research and development | 18,752 | 16,217 | 14,236 | |||
Selling, general and administrative | 19,916 | 18,245 | 16,705 | |||
Total operating expenses | 38,668 | 34,462 | 30,941 | |||
Operating income | 66,288 | 63,930 | 70,898 | |||
Other income/(expense), net | 803 | 1,807 | 2,005 | |||
Income before provision for income taxes | 67,091 | 65,737 | 72,903 | |||
Provision for income taxes | 9,680 | 10,481 | 13,372 | |||
Net income | $57,411 | $55,256 | $59,531 | |||
Earnings per share: | ||||||
Basic | $3.31 | $2.99 | $3.00 | |||
Diluted | $ 3.28 | $2.97 | $2.98 | |||
Shares used in computing earnings per share: | ||||||
Basic | 17,352,119 | 18,471,336 | 19,821,510 | |||
Diluted | 17,528,214 | 18,595,651 | 20,000,435 |
See accompanying Notes to Consolidated Financial Statements.
Apple Inc. CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (In millions) |
||||||
Years ended | ||||||
September 26, 2020 | September 28, 2019 | September 29, 2018 | ||||
Net income | $ 57,411 | $ 55,256 | $ 59,531 | |||
Other comprehensive income/(loss): | ||||||
Change in foreign currency translation, net of tax | 88 | (408) | (525) | |||
Change in unrealized gains/losses on derivative instruments, net of tax: | ||||||
Change in fair value of derivatives | 79 | (661) | 523 | |||
Adjustment for net (gains)/losses realized and included in net income | (1,264) | 23 | 382 | |||
Total change in unrealized gains/losses on derivative instruments | (1,185) | (638) | 905 | |||
Change in unrealized gains/losses on marketable debt securities, net of tax: | ||||||
Change in fair value of marketable debt securities | 1,202 | 3,802 | (3,407) | |||
Adjustment for net (gains)/losses realized and included in net income | (63) | 25 | 1 | |||
Total change in unrealized gains/losses on marketable debt securities | 1,139 | 3,827 | (3,406) | |||
Total other comprehensive income/(loss) | 42 | 2,781 | (3,026) | |||
Total comprehensive income | $ 57,453 | $ 58,037 | $ 56,505 |
See accompanying Notes to Consolidated Financial Statements.
Apple Inc. CONSOLIDATED BALANCE SHEETS (In millions, except number of shares which are reflected in thousands and par value) |
||||
September 26, 2020 | September 28, 2019 | |||
ASSETS: | ||||
Current assets: | ||||
Cash and cash equivalents | $38,016 | $48,844 | ||
Marketable securities | 52,927 | 51,713 | ||
Accounts receivable, net | 16,120 | 22,926 | ||
Inventories | 4,061 | 4,106 | ||
Vendor non-trade receivables | 21,325 | 22,878 | ||
Other current assets | 11,264 | 12,352 | ||
Total current assets | 143,713 | 162,819 | ||
Non-current assets: | ||||
Marketable securities | 100,887 | 105,341 | ||
Property, plant and equipment, net | 36,766 | 37,378 | ||
Other non-current assets | 42,522 | 32,978 | ||
Total non-current assets | 180,175 | 175,697 | ||
Total assets | $323,888 | $338,516 | ||
LIABILITIES AND SHAREHOLDERS’ EQUITY: | ||||
Current liabilities: | ||||
Accounts payable | $42,296 | $46,236 | ||
Other current liabilities | 42,684 | 37,720 | ||
Deferred revenue | 6,643 | 5,522 | ||
Commercial paper | 4,996 | 5,980 | ||
Term debt | 8,773 | 10,260 | ||
Total current liabilities | 105,392 | 105,718 | ||
Non-current liabilities: | ||||
Term debt | 98,667 | 91,807 | ||
Other non-current liabilities | 54,490 | 50,503 | ||
Total non-current liabilities | 153,157 | 142,310 | ||
Total liabilities | 258,549 | 248,028 | ||
Commitments and contingencies | ||||
Shareholders’ equity: | ||||
Common stock and additional paid-in capital, $0.00001 par value: 50,400,000 shares authorized; 16,976,763 and 17,772,945 shares issued and outstanding, respectively | 50,779 | 45,174 | ||
Retained earnings | 14,966 | 45,898 | ||
Accumulated other comprehensive income/(loss) | (406) | (584) | ||
Total shareholders’ equity | 65,339 | 90,488 | ||
Total liabilities and shareholders’ equity | $323,888 | $338,516 |
See accompanying Notes to Consolidated Financial Statements.
Apple Inc. CONSOLIDATED STATEMENTS OF SHAREHOLDERS’ EQUITY (In millions, except per share amounts) |
||||||
Years ended | ||||||
September 26, 2020 | September 28, 2019 | September 29, 2018 | ||||
Total shareholders’ equity, beginning balances | $90,488 | $107,147 | $134,047 | |||
Common stock and additional paid-in capital: | ||||||
Beginning balances | 45,174 | 40,201 | 35,867 | |||
Common stock issued | 880 | 781 | 669 | |||
Common stock withheld related to net share settlement of equity awards | (2,250) | (2,002) | (1,778) | |||
Share-based compensation | 6,975 | 6,194 | 5,443 | |||
Ending balances | 50,779 | 45,174 | 40,201 | |||
Retained earnings: | ||||||
Beginning balances | 45,898 | 70,400 | 98,330 | |||
Net income | 57,411 | 55,256 | 59,531 | |||
Dividends and dividend equivalents declared | (14,087) | (14,129) | (13,735) | |||
Common stock withheld related to net share settlement of equity awards | (1,604) | (1,029) | (948) | |||
Common stock repurchased | (72,516) | (67,101) | (73,056) | |||
Cumulative effects of changes in accounting principles | (136) | 2,501 | 278 | |||
Ending balances | 14,966 | 45,898 | 70,400 | |||
Accumulated other comprehensive income/(loss): | ||||||
Beginning balances | (584) | (3,454) | (150) | |||
Other comprehensive income/(loss) | 42 | 2,781 | (3,026) | |||
Cumulative effects of changes in accounting principles | 136 | 89 | (278) | |||
Ending balances | (406) | (584) | (3,454) | |||
Total shareholders’ equity, ending balances | $65,339 | $ 90,488 | $107,147 | |||
Dividends and dividend equivalents declared per share or RSU | $0.795 | $0.75 | $0.68 |
See accompanying Notes to Consolidated Financial Statements.
Apple Inc. CONSOLIDATED STATEMENTS OF CASH FLOWS (In millions) |
||||||
Years ended | ||||||
September 26, 2020 | September 28, 2019 | September 29, 2018 | ||||
Cash, cash equivalents and restricted cash, beginning balances | $50,224 | $25,913 | $20,289 | |||
Operating activities: | ||||||
Net income | 57,411 | 55,256 | 59,531 | |||
Adjustments to reconcile net income to cash generated by operating activities: | ||||||
Depreciation and amortization | 11,056 | 12,547 | 10,903 | |||
Share-based compensation expense | 6,829 | 6,068 | 5,340 | |||
Deferred income tax benefit | (215) | (340) | (32,590) | |||
Other | (97) | (652) | (444) | |||
Changes in operating assets and liabilities: | ||||||
Accounts receivable, net | 6,917 | 245 | (5,322) | |||
Inventories | (127) | (289) | 828 | |||
Vendor non-trade receivables | 1,553 | 2,931 | (8,010) | |||
Other current and non-current assets | (9,588) | 873 | (423) | |||
Accounts payable | (4,062) | (1,923) | 9,175 | |||
Deferred revenue | 2,081 | (625) | (3) | |||
Other current and non-current liabilities | 8,916 | (4,700) | 38,449 | |||
Cash generated by operating activities | 80,674 | 69,391 | 77,434 | |||
Investing activities: | ||||||
Purchases of marketable securities | (114,938) | (39,630) | (71,356) | |||
Proceeds from maturities of marketable securities | 69,918 | 40,102 | 55,881 | |||
Proceeds from sales of marketable securities | 50,473 | 56,988 | 47,838 | |||
Payments for acquisition of property, plant and equipment | (7,309) | (10,495) | (13,313) | |||
Payments made in connection with business acquisitions, net | (1,524) | (624) | (721) | |||
Purchases of non-marketable securities | (210) | (1,001) | (1,871) | |||
Proceeds from non-marketable securities | 92 | 1,634 | 353 | |||
Other | (791) | (1,078) | (745) | |||
Cash generated by/(used in) investing activities | (4,289) | 45,896 | 16,066 | |||
Financing activities: | ||||||
Proceeds from issuance of common stock | 880 | 781 | 669 | |||
Payments for taxes related to net share settlement of equity awards | (3,634) | (2,817) | (2,527) | |||
Payments for dividends and dividend equivalents | (14,081) | (14,119) | (13,712) | |||
Repurchases of common stock | (72,358) | (66,897) | (72,738) | |||
Proceeds from issuance of term debt, net | 16,091 | 6,963 | 6,969 | |||
Repayments of term debt | (12,629) | (8,805) | (6,500) | |||
Repayments of commercial paper, net | (963) | (5,977) | (37) | |||
Other | (126) | (105) | — | |||
Cash used in financing activities | (86,820) | (90,976) | (87,876) | |||
Increase/(Decrease) in cash, cash equivalents and restricted cash | (10,435) | 24,311 | 5,624 | |||
Cash, cash equivalents and restricted cash, ending balances | $39,789 | $50,224 | $25,913 | |||
Supplemental cash flow disclosure: | ||||||
Cash paid for income taxes, net | $9,501 | $ 15,263 | $ 10,417 | |||
Cash paid for interest | $3,002 | $ 3,423 | $3,022 |
See accompanying Notes to Consolidated Financial Statements.
Columbia Sportswear Company is a leader in outdoor sportswear. The following are Columbia’s financial statements as presented in its 2020 annual report. The complete annual report, including notes to the financial statements, is available at the company’s website.
COLUMBIA SPORTSWEAR COMPANY CONSOLIDATED STATEMENTS OF OPERATIONS (In thousands, except per share amounts) |
||||||
Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Net sales | $2,501,554 | $3,042,478 | $2,802,326 | |||
Cost of sales | 1,277,665 | 1,526,808 | 1,415,978 | |||
Gross profit | 1,223,889 | 1,515,670 | 1,386,348 | |||
Selling, general and administrative expenses | 1,098,948 | 1,136,186 | 1,051,152 | |||
Net licensing income | 12,108 | 15,487 | 15,786 | |||
Income from operations | 137,049 | 394,971 | 350,982 | |||
Interest income, net | 435 | 8,302 | 9,876 | |||
Other non-operating income (expense), net | 2,039 | 2,156 | (141) | |||
Income before income tax | 139,523 | 405,429 | 360,717 | |||
Income tax expense | (31,510) | (74,940) | (85,769) | |||
Net income | 108,013 | 330,489 | 274,948 | |||
Net income attributable to non-controlling interest | — | — | 6,692 | |||
Net income attributable to Columbia Sportswear Company | $108,013 | $330,489 | $268,256 | |||
Earnings per share attributable to Columbia Sportswear Company: | ||||||
Basic | $1.63 | $4.87 | $3.85 | |||
Diluted | $1.62 | $4.83 | $3.81 | |||
Weighted average shares outstanding: | ||||||
Basic | 66,376 | 67,837 | 69,614 | |||
Diluted | 66,772 | 68,493 | 70,401 |
See accompanying notes to consolidated financial statements
COLUMBIA SPORTSWEAR COMPANY CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (In thousands) |
||||||
Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Net income | $108,013 | $330,489 | $274,948 | |||
Other comprehensive income (loss): | ||||||
Unrealized holding gains (losses) on available-for-sale securities, net | 4 | 56 | (56) | |||
Unrealized holding gains (losses) on derivative transactions (net of tax effects of $6,271, $830, and $(7,782), respectively) | (18,851) | (2,383) | 24,262 | |||
Foreign currency translation adjustments (net of tax effects of $(388), $2,188, and $1,557, respectively) | 24,078 | 2,064 | (18,079) | |||
Other comprehensive income (loss) | 5,231 | (263) | 6,127 | |||
Comprehensive income | 113,244 | 330,226 | 281,075 | |||
Comprehensive income attributable to non-controlling interest | — | — | 7,480 | |||
Comprehensive income attributable to Columbia Sportswear Company | $113,244 | $330,226 | $273,595 |
See accompanying notes to consolidated financial statements
COLUMBIA SPORTSWEAR COMPANY CONSOLIDATED BALANCE SHEETS (In thousands) |
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December 31, | ||||
2020 | 2019 | |||
ASSETS | ||||
Current Assets: | ||||
Cash and cash equivalents | $ 790,725 | $ 686,009 | ||
Short-term investments | 1,224 | 1,668 | ||
Accounts receivable, net of allowance of $21,810 and $8,925, respectively | 452,945 | 488,233 | ||
Inventories, net | 556,530 | 605,968 | ||
Prepaid expenses and other current assets | 54,197 | 93,868 | ||
Total current assets | 1,855,621 | 1,875,746 | ||
Property, plant and equipment, net | 309,792 | 346,651 | ||
Operating lease right-of-use assets | 339,244 | 394,501 | ||
Intangible assets, net | 103,558 | 123,595 | ||
Goodwill | 68,594 | 68,594 | ||
Deferred income taxes | 96,126 | 78,849 | ||
Other non-current assets | 63,636 | 43,655 | ||
Total assets | $2,836,571 | $2,931,591 | ||
LIABILITIES AND EQUITY | ||||
Current Liabilities: | ||||
Accounts payable | $ 206,697 | $ 255,372 | ||
Accrued liabilities | 257,278 | 295,723 | ||
Operating lease liabilities | 65,466 | 64,019 | ||
Income taxes payable | 23,181 | 15,801 | ||
Total current liabilities | 552,622 | 630,915 | ||
Non-current operating lease liabilities | 353,181 | 371,507 | ||
Income taxes payable | 49,922 | 48,427 | ||
Deferred income taxes | 5,205 | 6,361 | ||
Other long-term liabilities | 42,870 | 24,934 | ||
Total liabilities | 1,003,800 | 1,082,144 | ||
Commitments and contingencies (Note 12) | ||||
Shareholders’ Equity: | ||||
Preferred stock; 10,000 shares authorized; none issued and outstanding | — | — | ||
Common stock (no par value); 250,000 shares authorized; 66,252 and 67,561 issued and outstanding, respectively | 20,165 | 4,937 | ||
Retained earnings | 1,811,800 | 1,848,935 | ||
Accumulated other comprehensive income (loss) | 806 | (4,425) | ||
Total shareholders’ equity | 1,832,771 | 1,849,447 | ||
Total liabilities and shareholders’ equity | $2,836,571 | $2,931,591 |
See accompanying notes to consolidated financial statements
COLUMBIA SPORTSWEAR COMPANY CONSOLIDATED STATEMENTS OF CASH FLOWS (In thousands) |
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Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Cash flows from operating activities: | ||||||
Net income | $108,013 | $330,489 | $274,948 | |||
Adjustments to reconcile net income to net cash provided by operating activities: | ||||||
Depreciation, amortization, and non-cash lease expense | 146,601 | 121,725 | 58,230 | |||
Provision for uncollectible accounts receivable | 19,156 | (108) | 3,908 | |||
Loss on disposal or impairment of intangible assets, property, plant and equipment, and right-of-use assets | 31,342 | 5,442 | 4,208 | |||
Deferred income taxes | (11,263) | (1,808) | 1,462 | |||
Stock-based compensation | 17,778 | 17,832 | 14,291 | |||
Changes in operating assets and liabilities: | ||||||
Accounts receivable | 22,885 | (37,429) | (29,509) | |||
Inventories, net | 64,884 | (84,058) | (94,716) | |||
Prepaid expenses and other current assets | 33,712 | (15,068) | (9,771) | |||
Other assets | (21,224) | (3,547) | (12,421) | |||
Accounts payable | (49,275) | (10,419) | 19,384 | |||
Accrued liabilities | (52,115) | 18,863 | 66,900 | |||
Income taxes payable | 9,082 | (9,402) | (3,958) | |||
Operating lease assets and liabilities | (52,112) | (54,197) | — | |||
Other liabilities | 8,613 | 7,137 | (3,387) | |||
Net cash provided by operating activities | 276,077 | 285,452 | 289,569 | |||
Cash flows from investing activities: | ||||||
Purchases of short-term investments | (35,044) | (136,257) | (518,755) | |||
Sales and maturities of short-term investments | 36,631 | 400,501 | 352,127 | |||
Capital expenditures | (28,758) | (123,516) | (65,622) | |||
Proceeds from sale of property, plant and equipment | — | — | 19 | |||
Net cash provided by (used in) investing activities | (27,171) | 140,728 | (232,231) | |||
Cash flows from financing activities: | ||||||
Proceeds from credit facilities | 402,422 | 78,186 | 70,576 | |||
Repayments on credit facilities | (403,146) | (78,186) | (70,576) | |||
Payment of line of credit issuance fees | (3,278) | — | — | |||
Proceeds from issuance of common stock related to stock-based compensation | 6,919 | 19,793 | 18,484 | |||
Tax payments related to stock-based compensation | (4,533) | (5,806) | (4,285) | |||
Repurchase of common stock | (132,889) | (121,702) | (201,600) | |||
Purchase of non-controlling interest | — | (17,880) | — | |||
Cash dividends paid | (17,195) | (65,127) | (62,664) | |||
Cash dividends paid to non-controlling interest | — | — | (19,949) | |||
Net cash used in financing activities | (151,700) | (190,722) | (270,014) | |||
Net effect of exchange rate changes on cash | 7,510 | (1,244) | (8,695) | |||
Net increase (decrease) in cash and cash equivalents | 104,716 | 234,214 | (221,371) | |||
Cash and cash equivalents, beginning of period | 686,009 | 451,795 | 673,166 | |||
Cash and cash equivalents, end of period | $790,725 | $686,009 | $451,795 | |||
Supplemental disclosures of cash flow information: | ||||||
Cash paid during the year for income taxes | $ 14,687 | $ 99,062 | $ 77,408 | |||
Supplemental disclosures of non-cash investing and financing activities: | ||||||
Property, plant and equipment acquired through increase in liabilities | $ 3,831 | $ 9,543 | $ 11,831 |
See accompanying notes to consolidated financial statements
COLUMBIA SPORTSWEAR COMPANY CONSOLIDATED STATEMENTS OF EQUITY (In thousands, except per share amounts) |
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Columbia Sportswear Company Shareholders’ Equity | ||||||||||||
Common Stock | Retained Earnings | Accumulated Other Comprehensive Income (Loss) | Non-Controlling Interest | Total | ||||||||
Shares Outstanding | Amount | |||||||||||
BALANCE, JANUARY 1, 2018 | 69,995 | $45,829 | $1,585,009 | $(8,887) | $30,308 | $1,652,259 | ||||||
Net income | — | — | 268,256 | — | 6,692 | 274,948 | ||||||
Other comprehensive income (loss): | ||||||||||||
Unrealized holding losses on available-for-sale securities, net | — | — | — | (56) | — | (56) | ||||||
Unrealized holding gains on derivative transactions, net | — | — | — | 23,195 | 1,067 | 24,262 | ||||||
Foreign currency translation adjustment, net | — | — | — | (17,800) | (279) | (18,079) | ||||||
Cash dividends ($0.90 per share) | — | — | (62,664) | — | — | (62,664) | ||||||
Dividends to non-controlling interest | — | — | — | — | (21,332) | (21,332) | ||||||
Adoption of new accounting standards | — | — | 14,600 | (515) | — | 14,085 | ||||||
Issuance of common stock related to stock-based compensation,net | 600 | 14,199 | — | — | — | 14,199 | ||||||
Stock-based compensation expense | — | 14,291 | — | — | — | 14,291 | ||||||
Repurchase of common stock | (2,349) | (74,319) | (127,281) | — | — | (201,600) | ||||||
BALANCE, DECEMBER 31, 2018 | 68,246 | — | 1,677,920 | (4,063) | 16,456 | 1,690,313 | ||||||
Net income | — | — | 330,489 | — | — | 330,489 | ||||||
Purchase of non-controlling interest | — | — | — | (99) | (16,456) | (16,555) | ||||||
Other comprehensive income (loss): | ||||||||||||
Unrealized holding gains on available-for-sale securities, net | — | — | — | 56 | — | 56 | ||||||
Unrealized holding losses on derivative transactions, net | — | — | — | (2,383) | — | (2,383) | ||||||
Foreign currency translation adjustment, net | — | — | — | 2,064 | — | 2,064 | ||||||
Cash dividends ($0.96 per share) | — | — | (65,127) | — | — | (65,127) | ||||||
Issuance of common stock related to stock-based compensation, net | 558 | 13,987 | — | — | — | 13,987 | ||||||
Stock-based compensation expense | — | 17,832 | — | — | — | 17,832 | ||||||
Repurchase of common stock | (1,243) | (26,882) | (94,347) | — | — | (121,229) | ||||||
BALANCE, DECEMBER 31, 2019 | 67,561 | 4,937 | 1,848,935 | (4,425) | — | 1,849,447 | ||||||
Net income | — | — | 108,013 | — | — | 108,013 | ||||||
Other comprehensive income (loss): | ||||||||||||
Unrealized holding gains on available-for-sale securities, net | — | — | — | 4 | — | 4 | ||||||
Unrealized holding losses on derivative transactions, net | — | — | — | (18,851) | — | (18,851) | ||||||
Foreign currency translation adjustment, net | — | — | — | 24,078 | — | 24,078 | ||||||
Cash dividends ($0.26 per share) | — | — | (17,195) | — | — | (17,195) | ||||||
Issuance of common stock related to stock-based compensation, net | 248 | 2,386 | — | — | — | 2,386 | ||||||
Stock-based compensation expense | — | 17,778 | — | — | — | 17,778 | ||||||
Repurchase of common stock | (1,557) | (4,936) | (127,953) | — | — | (132,889) | ||||||
BALANCE, DECEMBER 31, 2020 | 66,252 | 20,165 | 1,811,800 | 806 | — | 1,832,771 |
See accompanying notes to consolidated financial statements
Under Armour, Inc. is a leader in outdoor sportswear. The following are Under Armour’s financial statements as presented in its 2020 annual report. Under Armour’s complete annual report, including notes to the financial statements, is available at the company’s website.
Under Armour, Inc. and Subsidiaries Consolidated Balance Sheets (In thousands, except share data) |
||||
December 31, 2020 | December 31, 2019 | |||
Assets | ||||
Current assets | ||||
Cash and cash equivalents | $1,517,361 | $ 788,072 | ||
Accounts receivable, net | 527,340 | 708,714 | ||
Inventories | 895,974 | 892,258 | ||
Prepaid expenses and other current assets | 282,300 | 313,165 | ||
Total current assets | 3,222,975 | 2,702,209 | ||
Property and equipment, net | 658,678 | 792,148 | ||
Operating lease right-of-use assets | 536,660 | 591,931 | ||
Goodwill | 502,214 | 550,178 | ||
Intangible assets, net | 13,295 | 36,345 | ||
Deferred income taxes | 23,930 | 82,379 | ||
Other long-term assets | 72,876 | 88,341 | ||
Total assets | $5,030,628 | $4,843,531 | ||
Liabilities and Stockholders’ Equity | ||||
Current liabilities | ||||
Accounts payable | $ 575,954 | $ 618,194 | ||
Accrued expenses | 378,859 | 374,694 | ||
Customer refund liabilities | 203,399 | 219,424 | ||
Operating lease liabilities | 162,561 | 125,900 | ||
Other current liabilities | 92,503 | 83,797 | ||
Total current liabilities | 1,413,276 | 1,422,009 | ||
Long term debt | 1,003,556 | 592,687 | ||
Operating lease liabilities, non-current | 839,414 | 580,635 | ||
Other long-term liabilities | 98,389 | 98,113 | ||
Total liabilities | 3,354,635 | 2,693,444 | ||
Commitments and contingencies (see Note 10) | ||||
Stockholders’ equity | ||||
Class A Common Stock, $0.0003 1/3 par value; 400,000,000 shares authorized as of December 31, 2020 and 2019; 188,603,686 shares issued and outstanding as of December 31, 2020 (2019: 188,289,680) | 62 | 62 | ||
Class B Convertible Common Stock, $0.0003 1/3 par value; 34,450,000 shares authorized, issued and outstanding as of December 31, 2020 and 2019. | 11 | 11 | ||
Class C Common Stock, $0.0003 1/3 par value; 400,000,000 shares authorized as of December 31, 2020 and 2019; 231,953,667 shares issued and outstanding as of December 31, 2020 (2019: 229,027,730) | 77 | 76 | ||
Additional paid-in capital | 1,061,173 | 973,717 | ||
Retained earnings | 673,855 | 1,226,986 | ||
Accumulated other comprehensive loss | (59,185) | (50,765) | ||
Total stockholders’ equity | 1,675,993 | 2,150,087 | ||
Total liabilities and stockholders’ equity | $5,030,628 | $4,843,531 |
See accompanying notes.
Under Armour, Inc. and Subsidiaries Consolidated Statements of Operations (In thousands, except per share amounts) |
||||||
Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Net revenues | $4,474,667 | $5,267,132 | $5,193,185 | |||
Cost of goods sold | 2,314,572 | 2,796,599 | 2,852,714 | |||
Gross profit | 2,160,095 | 2,470,533 | 2,340,471 | |||
Selling, general and administrative expenses | 2,171,934 | 2,233,763 | 2,182,339 | |||
Restructuring and impairment charges | 601,599 | — | 183,149 | |||
Income (loss) from operations | (613,438) | 236,770 | (25,017) | |||
Interest expense, net | (47,259) | (21,240) | (33,568) | |||
Other income (expense), net | 168,153 | (5,688) | (9,203) | |||
Income (loss) before income taxes | (492,544) | 209,842 | (67,788) | |||
Income tax expense (benefit) | 49,387 | 70,024 | (20,552) | |||
Income (loss) from equity method investment | (7,246) | (47,679) | 934 | |||
Net income (loss) | $ (549,177) | $92,139 | $(46,302) | |||
Basic net income (loss) per share of Class A, B and C common stock | $(1.21) | $0.20 | $(0.10) | |||
Diluted net income (loss) per share of Class A, B and C common stock | $(1.21) | $0.20 | $(0.10) | |||
Weighted average common shares outstanding Class A, B and C common stock | ||||||
Basic | 454,089 | 450,964 | 445,815 | |||
Diluted | 454,089 | 454,274 | 445,815 |
See accompanying notes.
Under Armour, Inc. and Subsidiaries Consolidated Statements of Comprehensive Income (Loss) (In thousands) |
||||||
Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Net income (loss) | $(549,177) | $92,139 | $(46,302) | |||
Other comprehensive income (loss): | ||||||
Foreign currency translation adjustment | (5,060) | 10,754 | (18,535) | |||
Unrealized gain (loss) on cash flow hedge, net of tax benefit (expense) of $1,791, $7,798, and $(7,936) for the years ended December 31, 2020, 2019, and 2018, respectively. | (18,075) | (21,646) | 22,800 | |||
Gain (loss) on intra-entity foreign currency transactions | 14,715 | (886) | (5,041) | |||
Total other comprehensive (loss) | (8,420) | (11,778) | (776) | |||
Comprehensive income (loss) | $(557,597) | $80,361 | $(47,078) |
See accompanying notes.
Under Armour, Inc. and Subsidiaries Consolidated Statements of Stockholders’ Equity (In thousands) |
||||||||||||||||||||
Class A Common Stock | Class B Convertible Common Stock | Class C Common Stock | Additional part-in-Capital | Retained Earnings | Accumulated Other Comprehensive Income | Total Equity | ||||||||||||||
Shares | Amount | Shares | Amount | Shares | Amount | |||||||||||||||
Balance as of December 31, 2017 | 185,257 | 61 | 34,450 | 11 | 222,375 | 74 | 872,266 | 1,184,441 | (38,211) | $2,018,642 | ||||||||||
Exercise of stock options | 2,084 | 1 | — | — | 2,127 | — | 6,747 | — | — | 6,748 | ||||||||||
Shares withheld in consideration of employee tax obligations relative to stock-based compensation arrangements | (23) | — | — | — | (140) | — | — | (2,564) | — | (2,564) | ||||||||||
Issuance of Class A Common Stock, net of forfeitures | 392 | — | — | — | — | — | — | — | — | — | ||||||||||
Issuance of Class C Common Stock, net of forfeitures | — | — | — | — | 2,060 | 1 | (4,168) | — | — | (4,167) | ||||||||||
Impact of adoption of accounting standard updates | — | — | — | — | — | — | — | 3,507 | — | 3,507 | ||||||||||
Stock-based compensation expense | — | — | — | — | — | — | 41,783 | — | — | 41,783 | ||||||||||
Comprehensive income (loss) | — | — | — | — | — | — | — | (46,302) | (776) | (47,078) | ||||||||||
Balance as of December 31, 2018 | 187,710 | $62 | 34,450 | $11 | 226,422 | $75 | $916,628 | $1,139,082 | $(38,987) | $2,016,871 | ||||||||||
Balance as of December 31, 2018 | 187,710 | $62 | 34,450 | $11 | 226,422 | $75 | $ 916,628 | $1,139,082 | $(38,987) | $2,016,871 | ||||||||||
Exercise of stock options and warrants | 441 | — | — | — | 293 | — | 2,101 | — | — | 2,101 | ||||||||||
Shares withheld in consideration of employee tax obligations relative to stock-based compensation arrangements | (15) | — | — | — | (227) | — | — | (4,235) | — | (4,235) | ||||||||||
Issuance of Class A Common Stock, net of forfeitures | 154 | — | — | — | — | — | — | — | — | — | ||||||||||
Issuance of Class C Common Stock, net of forfeitures | — | — | — | — | 2,540 | 1 | 5,370 | — | — | 5,371 | ||||||||||
Impact of adoption of accounting standard updates | — | — | — | — | — | — | — | — | — | — | ||||||||||
Stock-based compensation expense | — | — | — | — | — | — | 49,618 | — | — | 49,618 | ||||||||||
Comprehensive loss | — | — | — | — | — | — | — | 92,139 | (11,778) | 80,361 | ||||||||||
Balance as of December 31, 2019 | 188,290 | $62 | 34,450 | $11 | 229,028 | $76 | $ 973,717 | $1,226,986 | $(50,765) | $2,150,087 | ||||||||||
Exercise of stock options | 148 | — | — | — | 136 | — | 517 | — | — | 517 | ||||||||||
Shares withheld in consideration of employee tax obligations relative to stock-based compensation arrangements | (1) | — | — | — | (262) | — | — | (3,954) | — | (3,954) | ||||||||||
Issuance of Class A Common Stock, net of forfeitures | 166 | — | — | — | — | — | — | — | — | — | ||||||||||
Issuance of Class C Common Stock, net of forfeitures | — | — | — | — | 3,052 | 1 | 4,225 | — | — | 4,226 | ||||||||||
Stock-based compensation expense | — | — | — | — | — | — | 42,070 | — | — | 42,070 | ||||||||||
Equity Component value of convertible notes issuance, net | — | — | — | — | — | — | 40,644 | — | — | 40,644 | ||||||||||
Comprehensive income (loss) | — | — | — | — | — | — | — | (549,177) | (8,420) | (557,597) | ||||||||||
Balance as of December 31, 2020 | 188,603 | $62 | 34,450 | $11 | 231,954 | $77 | $1,061,173 | $ 673,855 | $(59,185) | $1,675,993 |
See accompanying notes.
Under Armour, Inc. and Subsidiaries Consolidated Statements of Cash Flows (In thousands) |
||||||
Year Ended December 31, | ||||||
2020 | 2019 | 2018 | ||||
Cash flows from operating activities | ||||||
Net income (loss) | $ (549,177) | $ 92,139 | $ (46,302) | |||
Adjustments to reconcile net income (loss) to net cash provided by operating activities | ||||||
Depreciation and amortization | 164,984 | 186,425 | 181,768 | |||
Unrealized foreign currency exchange rate (gains) losses | (9,295) | (2,073) | 14,023 | |||
Impairment charges | 470,543 | 39,000 | 9,893 | |||
Amortization of bond premium | 12,070 | 254 | 254 | |||
Gain on sale of MyFitnessPal platform | (179,318) | — | — | |||
Loss on disposal of property and equipment | 3,740 | 4,640 | 4,256 | |||
Stock-based compensation | 42,070 | 49,618 | 41,783 | |||
Deferred income taxes | 43,992 | 38,132 | (38,544) | |||
Changes in reserves and allowances | 10,347 | (26,096) | (234,998) | |||
Changes in operating assets and liabilities: | ||||||
Accounts receivable | 167,614 | (45,450) | 186,834 | |||
Inventories | 15,306 | 149,519 | 109,919 | |||
Prepaid expenses and other assets | 18,603 | 24,334 | (107,855) | |||
Other non-current assets | (259,735) | 19,966 | — | |||
Accounts payable | (40,673) | 59,458 | 26,413 | |||
Accrued expenses and other liabilities | 318,532 | (18,987) | 134,594 | |||
Customer refund liability | (19,250) | (80,710) | 305,141 | |||
Income taxes payable and receivable | 2,511 | 18,862 | 41,051 | |||
Net cash provided by operating activities | 212,864 | 509,031 | 628,230 | |||
Cash flows from investing activities | ||||||
Sale of MyFitnessPal platform | 198,916 | — | — | |||
Purchase of businesses | (40,280) | — | — | |||
Purchases of property and equipment | (92,291) | (145,802) | (170,385) | |||
Sale of property and equipment | — | — | 11,285 | |||
Purchase of equity method investment | — | — | (39,207) | |||
Purchases of other assets | — | (1,311) | (4,597) | |||
Net cash (used in) provided by investing activities | 66,345 | (147,113) | (202,904) | |||
Cash flows from financing activities | ||||||
Proceeds from long term debt and revolving credit facility | 1,288,753 | 25,000 | 505,000 | |||
Payments on long term debt and revolving credit facility | (800,000) | (162,817) | (695,000) | |||
Purchase of capped call | (47,850) | — | — | |||
Employee taxes paid for shares withheld for income taxes | (3,675) | (4,235) | (2,743) | |||
Proceeds from exercise of stock options and other stock issuances | 4,744 | 7,472 | 2,580 | |||
Other financing fees | 100 | 63 | 306 | |||
Payments of debt financing costs | (5,219) | (2,553) | (11) | |||
Net cash (used in) provided by financing activities | 436,853 | (137,070) | (189,868) | |||
Effect of exchange rate changes on cash, cash equivalents and restricted cash | 16,445 | 5,100 | 12,467 | |||
Net increase in cash, cash equivalents and restricted cash | 732,507 | 229,948 | 247,925 | |||
Cash, cash equivalents and restricted cash | ||||||
Beginning of period | 796,008 | 566,060 | 318,135 | |||
End of period | $1,528,515 | $796,008 | $566,060 | |||
Non-cash investing and financing activities | ||||||
Change in accrual for property and equipment | $(13,875) | $(8,084) | $ (14,611) | |||
Other supplemental information | ||||||
Cash paid (received) for income taxes, net of refunds | 24,443 | 23,352 | (16,738) | |||
Cash paid for interest, net of capitalized interest | 28,626 | 18,031 | 28,586 |
See accompanying notes.
Amazon.com, Inc. is the world’s largest online retailer. It also produces consumer electronics—notably the Kindle e-book reader and the Alexa digital assistant in its Echo speakers—and is a major provider of cloud computing services. The following are Amazon’s financial statements as presented in the company’s 2020 annual report. The complete annual report, including notes to the financial statements, is available at the company’s website.
AMAZON.COM, INC. CONSOLIDATED STATEMENTS OF CASH FLOWS (In millions) |
||||||
Year Ended December 31, | ||||||
2018 | 2019 | 2020 | ||||
CASH, CASH EQUIVALENTS, AND RESTRICTED CASH, BEGINNING OF PERIOD | $21,856 | $32,173 | $36,410 | |||
OPERATING ACTIVITIES: | ||||||
Net income | 10,073 | 11,588 | 21,331 | |||
Adjustments to reconcile net income to net cash from operating activities: | ||||||
Depreciation and amortization of property and equipment and capitalized content costs, operating lease assets, and other | 15,341 | 21,789 | 25,251 | |||
Stock-based compensation | 5,418 | 6,864 | 9,208 | |||
Other operating expense (income), net | 274 | 164 | (71) | |||
Other expense (income), net | 219 | (249) | (2,582) | |||
Deferred income taxes | 441 | 796 | (554) | |||
Changes in operating assets and liabilities: | ||||||
Inventories | (1,314) | (3,278) | (2,849) | |||
Accounts receivable, net and other | (4,615) | (7,681) | (8,169) | |||
Accounts payable | 3,263 | 8,193 | 17,480 | |||
Accrued expenses and other | 472 | (1,383) | 5,754 | |||
Unearned revenue | 1,151 | 1,711 | 1,265 | |||
Net cash provided by (used in) operating activities | 30,723 | 38,514 | 66,064 | |||
INVESTING ACTIVITIES: | ||||||
Purchases of property and equipment | (13,427) | (16,861) | (40,140) | |||
Proceeds from property and equipment sales and incentives | 2,104 | 4,172 | 5,096 | |||
Acquisitions, net of cash acquired, and other | (2,186) | (2,461) | (2,325) | |||
Sales and maturities of marketable securities | 8,240 | 22,681 | 50,237 | |||
Purchases of marketable securities | (7,100) | (31,812) | (72,479) | |||
Net cash provided by (used in) investing activities | (12,369) | (24,281) | (59,611) | |||
FINANCING ACTIVITIES: | ||||||
Proceeds from short-term debt, and other | 886 | 1,402 | 6,796 | |||
Repayments of short-term debt, and other | (813) | (1,518) | (6,177) | |||
Proceeds from long-term debt | 182 | 871 | 10,525 | |||
Repayments of long-term debt | (155) | (1,166) | (1,553) | |||
Principal repayments of finance leases | (7,449) | (9,628) | (10,642) | |||
Principal repayments of financing obligations | (337) | (27) | (53) | |||
Net cash provided by (used in) financing activities | (7,686) | (10,066) | (1,104) | |||
Foreign currency effect on cash, cash equivalents, and restricted cash | (351) | 70 | 618 | |||
Net increase (decrease) in cash, cash equivalents, and restricted cash | 10,317 | 4,237 | 5,967 | |||
CASH, CASH EQUIVALENTS, AND RESTRICTED CASH, END OF PERIOD | $32,173 | $36,410 | $42,377 |
See accompanying notes to consolidated financial statements.
AMAZON.COM, INC. CONSOLIDATED STATEMENTS OF OPERATIONS (In millions, except per share data) |
||||||
Year Ended December 31, | ||||||
2018 | 2019 | 2020 | ||||
Net product sales | $141,915 | $160,408 | $215,915 | |||
Net service sales | 90,972 | 120,114 | 170,149 | |||
Total net sales | 232,887 | 280,522 | 386,064 | |||
Operating expenses: | ||||||
Cost of sales | 139,156 | 165,536 | 233,307 | |||
Fulfillment | 34,027 | 40,232 | 58,517 | |||
Technology and content | 28,837 | 35,931 | 42,740 | |||
Marketing | 13,814 | 18,878 | 22,008 | |||
General and administrative | 4,336 | 5,203 | 6,668 | |||
Other operating expense (income), net | 296 | 201 | (75) | |||
Total operating expenses | 220,466 | 265,981 | 363,165 | |||
Operating income | 12,421 | 14,541 | 22,899 | |||
Interest income | 440 | 832 | 555 | |||
Interest expense | (1,417) | (1,600) | (1,647) | |||
Other income (expense), net | (183) | 203 | 2,371 | |||
Total non-operating income (expense) | (1,160) | (565) | 1,279 | |||
Income before income taxes | 11,261 | 13,976 | 24,178 | |||
Provision for income taxes | (1,197) | (2,374) | (2,863) | |||
Equity-method investment activity, net of tax | 9 | (14) | 16 | |||
Net income | $ 10,073 | $ 11,588 | $ 21,331 | |||
Basic earnings per share | $20.68 | $23.46 | $42.64 | |||
Diluted earnings per share | $20.14 | $23.01 | $41.83 | |||
Weighted-average shares used in computation of earnings per share: | ||||||
Basic | 487 | 494 | 500 | |||
Diluted | 500 | 504 | 510 |
See accompanying notes to consolidated financial statements.
AMAZON.COM, INC. CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME (In millions) |
||||||
Year Ended December 31, | ||||||
2018 | 2019 | 2020 | ||||
Net income | $10,073 | $11,588 | $21,331 | |||
Other comprehensive income (loss): | ||||||
Net change in foreign currency translation adjustments: | ||||||
Foreign currency translation adjustments, net of tax of $6, $(5), and $(36) | (538) | 78 | 561 | |||
Reclassification adjustment for foreign currency translation included in “Other operating expense (income), net,” net of tax of $0, $29, and $0 | — | (108) | — | |||
Net foreign currency translation adjustments | (538) | (30) | 561 | |||
Net change in unrealized gains (losses) on available-for-sale debt securities: | ||||||
Unrealized gains (losses), net of tax of $0, $(12), and $(83) | (17) | 83 | 273 | |||
Reclassification adjustment for losses (gains) included in “Other income (expense), net,” net of tax of $0, $0, and $8 | 8 | (4) | (28) | |||
Net unrealized gains (losses) on available-for-sale debt securities | (9) | 79 | 245 | |||
Total other comprehensive income (loss) | (547) | 49 | 806 | |||
Comprehensive income | $ 9,526 | $11,637 | $22,137 |
See accompanying notes to consolidated financial statements.
AMAZON.COM, INC. CONSOLIDATED BALANCE SHEETS (In millions, except per share data) |
||||
December 31, | ||||
2019 | 2020 | |||
ASSETS | ||||
Current assets: | ||||
Cash and cash equivalents | $ 36,092 | $ 42,122 | ||
Marketable securities | 18,929 | 42,274 | ||
Inventories | 20,497 | 23,795 | ||
Accounts receivable, net and other | 20,816 | 24,542 | ||
Total current assets | 96,334 | 132,733 | ||
Property and equipment, net | 72,705 | 113,114 | ||
Operating leases | 25,141 | 37,553 | ||
Goodwill | 14,754 | 15,017 | ||
Other assets | 16,314 | 22,778 | ||
Total assets | $225,248 | $321,195 | ||
LIABILITIES AND STOCKHOLDERS’ EQUITY | ||||
Current liabilities: | ||||
Accounts payable | $ 47,183 | $ 72,539 | ||
Accrued expenses and other | 32,439 | 44,138 | ||
Unearned revenue | 8,190 | 9,708 | ||
Total current liabilities | 87,812 | 126,385 | ||
Long-term lease liabilities | 39,791 | 52,573 | ||
Long-term debt | 23,414 | 31,816 | ||
Other long-term liabilities | 12,171 | 17,017 | ||
Commitments and contingencies (Note 7) | ||||
Stockholders’ equity: | ||||
Preferred stock, $0.01 par value: | ||||
Authorized shares — 500 | ||||
Issued and outstanding shares — none | — | — | ||
Common stock, $0.01 par value: | ||||
Authorized shares — 5,000 | ||||
Issued shares — 521 and 527 | ||||
Outstanding shares — 498 and 503 | 5 | 5 | ||
Treasury stock, at cost | (1,837) | (1,837) | ||
Additional paid-in capital | 33,658 | 42,865 | ||
Accumulated other comprehensive income (loss) | (986) | (180) | ||
Retained earnings | 31,220 | 52,551 | ||
Total stockholders’ equity | 62,060 | 93,404 | ||
Total liabilities and stockholders’ equity | $225,248 | $321,195 |
See accompanying notes to consolidated financial statements.
AMAZON.COM, INC. CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY (In millions) |
||||||||||||||
Common Stock | Additional Paid-In Capital | Accumulated Other Comprehensive Income (Loss) | Retained Earnings | Total Stockholders’ Equity | ||||||||||
Shares | Amount | Treasury Stock | ||||||||||||
Balance as of January 1, 2018 | 484 | $5 | $(1,837) | $21,389 | $(484) | $ 8,636 | $27,709 | |||||||
Cumulative effect of change in accounting principles related to revenue recognition, income taxes, and financial instruments | (4) | 916 | 912 | |||||||||||
Net income | — | — | — | — | — | 10,073 | 10,073 | |||||||
Other comprehensive income (loss) | — | — | — | — | (547) | — | (547) | |||||||
Exercise of common stock options | 7 | — | — | — | — | — | — | |||||||
Stock-based compensation and issuance of employee benefit plan stock | — | — | — | 5,402 | — | — | 5,402 | |||||||
Balance as of December 31, 2018 | 491 | 5 | (1,837) | 26,791 | (1,035) | 19,625 | 43,549 | |||||||
Cumulative effect of change in accounting principle related to leases | 7 | 7 | ||||||||||||
Net income | — | — | — | — | — | 11,588 | 11,588 | |||||||
Other comprehensive income (loss) | — | — | — | — | 49 | — | 49 | |||||||
Exercise of common stock options | 7 | — | — | — | — | — | — | |||||||
Stock-based compensation and issuance of employee benefit plan stock | — | — | — | 6,867 | — | — | 6,867 | |||||||
Balance as of December 31, 2019 | 498 | 5 | (1,837) | 33,658 | (986) | 31,220 | 62,060 | |||||||
Net income | — | — | — | — | — | 21,331 | 21,331 | |||||||
Other comprehensive income (loss) | — | — | — | — | 806 | — | 806 | |||||||
Exercise of common stock options | 5 | — | — | — | — | — | — | |||||||
Stock-based compensation and issuance of employee benefit plan stock | — | — | — | 9,207 | — | — | 9,207 | |||||||
Balance as of December 31, 2020 | 503 | $5 | $(1,837) | $42,865 | $(180) | $52,551 | $93,404 |
See accompanying notes to consolidated financial statements.
The following are Walmart Inc.’s financial statements as presented in the company’s annual report for the year ended January 31, 2021. The complete annual report, including notes to the financial statements, is available at the company’s website.
Walmart Inc. Consolidated Statements of Income (Amounts in millions, except per share data) |
||||||
Fiscal Years Ended January 31, | ||||||
2021 | 2020 | 2019 | ||||
Revenues: | ||||||
Net sales | $555,233 | $519,926 | $510,329 | |||
Membership and other income | 3,918 | 4,038 | 4,076 | |||
Total revenues | 559,151 | 523,964 | 514,405 | |||
Costs and expenses: | ||||||
Cost of sales | 420,315 | 394,605 | 385,301 | |||
Operating, selling, general and administrative expenses | 116,288 | 108,791 | 107,147 | |||
Operating income | 22,548 | 20,568 | 21,957 | |||
Interest: | ||||||
Debt | 1,976 | 2,262 | 1,975 | |||
Finance, capital lease and financing obligations | 339 | 337 | 371 | |||
Interest income | (121) | (189) | (217) | |||
Interest, net | 2,194 | 2,410 | 2,129 | |||
Other (gains) and losses | (210) | (1,958) | 8,368 | |||
Income before income taxes | 20,564 | 20,116 | 11,460 | |||
Provision for income taxes | 6,858 | 4,915 | 4,281 | |||
Consolidated net income | 13,706 | 15,201 | 7,179 | |||
Consolidated net income attributable to noncontrolling interest | (196) | (320) | (509) | |||
Consolidated net income attributable to Walmart | $13,510 | $14,881 | $6,670 | |||
Net income per common share: | ||||||
Basic net income per common share attributable to Walmart | $4.77 | $5.22 | $2.28 | |||
Diluted net income per common share attributable to Walmart | 4.75 | 5.19 | 2.26 | |||
Weighted-average common shares outstanding: | ||||||
Basic | 2,831 | 2,850 | 2,929 | |||
Diluted | 2,847 | 2,868 | 2,945 | |||
Dividends declared per common share | $2.16 | $2.12 | $2.08 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Comprehensive Income (Amounts in millions) |
||||||||
Fiscal Years Ended January 31, | ||||||||
2021 | 2020 | 2019 | ||||||
Consolidated net income | $13,706 | $15,201 | $7,179 | |||||
Consolidated net income attributable to noncontrolling interest | (196) | (320) | (509) | |||||
Consolidated net income attributable to Walmart | 13,510 | 14,881 | 6,670 | |||||
Other comprehensive income (loss), net of income taxes | ||||||||
Currency translation and other | 842 | 286 | (226) | |||||
Net investment hedges | (221) | 122 | 272 | |||||
Cash flow hedges | 235 | (399) | (290) | |||||
Minimum pension liability | (30) | (1,244) | 131 | |||||
Other comprehensive income (loss), net of income taxes | 826 | (1,235) | (113) | |||||
Other comprehensive (income) loss attributable to noncontrolling interest | 213 | (28) | 188 | |||||
Other comprehensive income (loss) attributable to Walmart | 1,039 | (1,263) | 75 | |||||
Comprehensive income, net of income taxes | 14,532 | 13,966 | 7,066 | |||||
Comprehensive (income) loss attributable to noncontrolling interest | 17 | (348) | (321) | |||||
Comprehensive income attributable to Walmart | $14,549 | $13,618 | $6,745 |
See accompanying notes.
Walmart Inc. Consolidated Balance Sheets (Amounts in millions) |
||||
As of January 31, | ||||
2021 | 2020 | |||
ASSETS | ||||
Current assets: | ||||
Cash and cash equivalents | $17,741 | $9,465 | ||
Receivables, net | 6,516 | 6,284 | ||
Inventories | 44,949 | 44,435 | ||
Prepaid expenses and other | 20,861 | 1,622 | ||
Total current assets | 90,067 | 61,806 | ||
Property and equipment, net | 92,201 | 105,208 | ||
Operating lease right-of-use assets | 13,642 | 17,424 | ||
Finance lease right-of-use assets, net | 4,005 | 4,417 | ||
Goodwill | 28,983 | 31,073 | ||
Other long-term assets | 23,598 | 16,567 | ||
Total assets | $252,496 | $236,495 | ||
LIABILITIES AND EQUITY | ||||
Current liabilities: | ||||
Short-term borrowings | $ 224 | $575 | ||
Accounts payable | 49,141 | 46,973 | ||
Accrued liabilities | 37,966 | 22,296 | ||
Accrued income taxes | 242 | 280 | ||
Long-term debt due within one year | 3,115 | 5,362 | ||
Operating lease obligations due within one year | 1,466 | 1,793 | ||
Finance lease obligations due within one year | 491 | 511 | ||
Total current liabilities | 92,645 | 77,790 | ||
Long-term debt | 41,194 | 43,714 | ||
Long-term operating lease obligations | 12,909 | 16,171 | ||
Long-term finance lease obligations | 3,847 | 4,307 | ||
Deferred income taxes and other | 14,370 | 12,961 | ||
Commitments and contingencies | ||||
Equity: | ||||
Common stock | 282 | 284 | ||
Capital in excess of par value | 3,646 | 3,247 | ||
Retained earnings | 88,763 | 83,943 | ||
Accumulated other comprehensive loss | (11,766) | (12,805) | ||
Total Walmart shareholders’ equity | 80,925 | 74,669 | ||
Noncontrolling interest | 6,606 | 6,883 | ||
Total equity | 87,531 | 81,552 | ||
Total liabilities and equity | $252,496 | $236,495 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Shareholders’ Equity (Amounts in millions) |
||||||||||||||||
Common Stock | Capital in Excess of Par Value | Retained Earnings | Accumulated Other Comprehensive Income (Loss) | Total Walmart Shareholders’ Equity | Noncontrolling Interest | Total Equity | ||||||||||
Shares | Amount | |||||||||||||||
Balances as of February 1, 2018 | 2,952 | $295 | $2,648 | $85,107 | $(10,181) | $77,869 | $2,953 | $80,822 | ||||||||
Adoption of new accounting standards, net of income taxes | — | — | — | 2,361 | (1,436) | 925 | (1) | 924 | ||||||||
Consolidated net income | — | — | — | 6,670 | — | 6,670 | 509 | 7,179 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | 75 | 75 | (188) | (113) | ||||||||
Cash dividends declared ($2.08 per share) | — | — | — | (6,102) | — | (6,102) | — | (6,102) | ||||||||
Purchase of Company stock | (80) | (8) | (245) | (7,234) | — | (7,487) | — | (7,487) | ||||||||
Cash dividend declared to noncontrolling interest | — | — | — | — | — | — | (488) | (488) | ||||||||
Noncontrolling interest of acquired entity | — | — | — | — | — | — | 4,345 | 4,345 | ||||||||
Other | 6 | 1 | 562 | (17) | — | 546 | 8 | 554 | ||||||||
Balances as of January 31, 2019 | 2,878 | 288 | 2,965 | 80,785 | (11,542) | 72,496 | 7,138 | 79,634 | ||||||||
Adoption of new accounting standards on February 1, 2019, net of income taxes | — | — | (266) | — | (266) | (34) | (300) | |||||||||
Consolidated net income | — | — | — | 14,881 | — | 14,881 | 320 | 15,201 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | (1,263) | (1,263) | 28 | (1,235) | ||||||||
Cash dividends declared ($2.12 per share) | — | — | — | (6,048) | — | (6,048) | — | (6,048) | ||||||||
Purchase of Company stock | (53) | (5) | (199) | (5,435) | — | (5,639) | — | (5,639) | ||||||||
Cash dividend declared to noncontrolling interest | — | — | — | — | — | — | (475) | (475) | ||||||||
Other | 7 | 1 | 481 | 26 | — | 508 | (94) | 414 | ||||||||
Balances as of January 31, 2020 | 2,832 | 284 | 3,247 | 83,943 | (12,805) | 74,669 | 6,883 | 81,552 | ||||||||
Consolidated net income | — | — | — | 13,510 | — | 13,510 | 196 | 13,706 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | 1,039 | 1,039 | (213) | 826 | ||||||||
Cash dividends declared ($2.16 per share) | — | — | — | (6,116) | — | (6,116) | — | (6,116) | ||||||||
Purchase of Company stock | (20) | (2) | (97) | (2,559) | — | (2,658) | — | (2,658) | ||||||||
Cash dividends declared to noncontrolling interest | — | — | — | — | — | — | (365) | (365) | ||||||||
Other | 9 | — | 496 | (15) | — | 481 | 105 | 586 | ||||||||
Balances as of January 31, 2021 | 2,821 | $282 | $3,646 | $88,763 | $(11,766) | $80,925 | $6,606 | $87,531 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Cash Flows (Amounts in millions) |
||||||
Fiscal Years Ended January 31, | ||||||
2021 | 2020 | 2019 | ||||
Cash flows from operating activities: | ||||||
Consolidated net income | $13,706 | $15,201 | $ 7,179 | |||
Adjustments to reconcile consolidated net income to net cash provided by operating activities: | ||||||
Depreciation and amortization | 11,152 | 10,987 | 10,678 | |||
Net unrealized and realized (gains) and losses | (8,589) | (1,886) | 3,516 | |||
Losses on disposal of business operations | 8,401 | 15 | 4,850 | |||
Asda pension contribution | — | (1,036) | — | |||
Deferred income taxes | 1,911 | 320 | (499) | |||
Other operating activities | 1,521 | 1,981 | 1,734 | |||
Changes in certain assets and liabilities, net of effects of acquisitions and dispositions: | ||||||
Receivables, net | (1,086) | 154 | (368) | |||
Inventories | (2,395) | (300) | (1,311) | |||
Accounts payable | 6,966 | (274) | 1,831 | |||
Accrued liabilities | 4,623 | 186 | 183 | |||
Accrued income taxes | (136) | (93) | (40) | |||
Net cash provided by operating activities | 36,074 | 25,255 | 27,753 | |||
Cash flows from investing activities: | ||||||
Payments for property and equipment | (10,264) | (10,705) | (10,344) | |||
Proceeds from the disposal of property and equipment | 215 | 321 | 519 | |||
Proceeds from the disposal of certain operations | 56 | 833 | 876 | |||
Payments for business acquisitions, net of cash acquired | (180) | (56) | (14,656) | |||
Other investing activities | 102 | 479 | (431) | |||
Net cash used in investing activities | (10,071) | (9,128) | (24,036) | |||
Cash flows from financing activities: | ||||||
Net change in short-term borrowings | (324) | (4,656) | (53) | |||
Proceeds from issuance of long-term debt | — | 5,492 | 15,872 | |||
Repayments of long-term debt | (5,382) | (1,907) | (3,784) | |||
Dividends paid | (6,116) | (6,048) | (6,102) | |||
Purchase of Company stock | (2,625) | (5,717) | (7,410) | |||
Dividends paid to noncontrolling interest | (434) | (555) | (431) | |||
Other financing activities | (1,236) | (908) | (629) | |||
Net cash used in financing activities | (16,117) | (14,299) | (2,537) | |||
Effect of exchange rates on cash, cash equivalents and restricted cash | 235 | (69) | (438) | |||
Net increase in cash, cash equivalents and restricted cash | 10,121 | 1,759 | 742 | |||
Cash and cash equivalents reclassified as assets held for sale | (1,848) | — | — | |||
Cash, cash equivalents and restricted cash at beginning of year | 9,515 | 7,756 | 7,014 | |||
Cash, cash equivalents and restricted cash at end of year | $17,788 | $ 9,515 | $ 7,756 | |||
Supplemental disclosure of cash flow information: | ||||||
Income taxes paid | $5,271 | $3,616 | $3,982 | |||
Interest paid | 2,216 | 2,464 | 2,348 |
See accompanying notes.
The following are Walmart Inc.’s financial statements as presented in the company’s annual report for the year ended January 31, 2021. The complete annual report, including notes to the financial statements, is available at the company’s website.
Walmart Inc. Consolidated Statements of Income (Amounts in millions, except per share data) |
||||||
Fiscal Years Ended January 31, | ||||||
2021 | 2020 | 2019 | ||||
Revenues: | ||||||
Net sales | $555,233 | $519,926 | $510,329 | |||
Membership and other income | 3,918 | 4,038 | 4,076 | |||
Total revenues | 559,151 | 523,964 | 514,405 | |||
Costs and expenses: | ||||||
Cost of sales | 420,315 | 394,605 | 385,301 | |||
Operating, selling, general and administrative expenses | 116,288 | 108,791 | 107,147 | |||
Operating income | 22,548 | 20,568 | 21,957 | |||
Interest: | ||||||
Debt | 1,976 | 2,262 | 1,975 | |||
Finance, capital lease and financing obligations | 339 | 337 | 371 | |||
Interest income | (121) | (189) | (217) | |||
Interest, net | 2,194 | 2,410 | 2,129 | |||
Other (gains) and losses | (210) | (1,958) | 8,368 | |||
Income before income taxes | 20,564 | 20,116 | 11,460 | |||
Provision for income taxes | 6,858 | 4,915 | 4,281 | |||
Consolidated net income | 13,706 | 15,201 | 7,179 | |||
Consolidated net income attributable to noncontrolling interest | (196) | (320) | (509) | |||
Consolidated net income attributable to Walmart | $13,510 | $14,881 | $6,670 | |||
Net income per common share: | ||||||
Basic net income per common share attributable to Walmart | $4.77 | $5.22 | $2.28 | |||
Diluted net income per common share attributable to Walmart | 4.75 | 5.19 | 2.26 | |||
Weighted-average common shares outstanding: | ||||||
Basic | 2,831 | 2,850 | 2,929 | |||
Diluted | 2,847 | 2,868 | 2,945 | |||
Dividends declared per common share | $2.16 | $2.12 | $2.08 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Comprehensive Income (Amounts in millions) |
||||||||
Fiscal Years Ended January 31, | ||||||||
2021 | 2020 | 2019 | ||||||
Consolidated net income | $13,706 | $15,201 | $7,179 | |||||
Consolidated net income attributable to noncontrolling interest | (196) | (320) | (509) | |||||
Consolidated net income attributable to Walmart | 13,510 | 14,881 | 6,670 | |||||
Other comprehensive income (loss), net of income taxes | ||||||||
Currency translation and other | 842 | 286 | (226) | |||||
Net investment hedges | (221) | 122 | 272 | |||||
Cash flow hedges | 235 | (399) | (290) | |||||
Minimum pension liability | (30) | (1,244) | 131 | |||||
Other comprehensive income (loss), net of income taxes | 826 | (1,235) | (113) | |||||
Other comprehensive (income) loss attributable to noncontrolling interest | 213 | (28) | 188 | |||||
Other comprehensive income (loss) attributable to Walmart | 1,039 | (1,263) | 75 | |||||
Comprehensive income, net of income taxes | 14,532 | 13,966 | 7,066 | |||||
Comprehensive (income) loss attributable to noncontrolling interest | 17 | (348) | (321) | |||||
Comprehensive income attributable to Walmart | $14,549 | $13,618 | $6,745 |
See accompanying notes.
Walmart Inc. Consolidated Balance Sheets (Amounts in millions) |
||||
As of January 31, | ||||
2021 | 2020 | |||
ASSETS | ||||
Current assets: | ||||
Cash and cash equivalents | $17,741 | $9,465 | ||
Receivables, net | 6,516 | 6,284 | ||
Inventories | 44,949 | 44,435 | ||
Prepaid expenses and other | 20,861 | 1,622 | ||
Total current assets | 90,067 | 61,806 | ||
Property and equipment, net | 92,201 | 105,208 | ||
Operating lease right-of-use assets | 13,642 | 17,424 | ||
Finance lease right-of-use assets, net | 4,005 | 4,417 | ||
Goodwill | 28,983 | 31,073 | ||
Other long-term assets | 23,598 | 16,567 | ||
Total assets | $252,496 | $236,495 | ||
LIABILITIES AND EQUITY | ||||
Current liabilities: | ||||
Short-term borrowings | $ 224 | $575 | ||
Accounts payable | 49,141 | 46,973 | ||
Accrued liabilities | 37,966 | 22,296 | ||
Accrued income taxes | 242 | 280 | ||
Long-term debt due within one year | 3,115 | 5,362 | ||
Operating lease obligations due within one year | 1,466 | 1,793 | ||
Finance lease obligations due within one year | 491 | 511 | ||
Total current liabilities | 92,645 | 77,790 | ||
Long-term debt | 41,194 | 43,714 | ||
Long-term operating lease obligations | 12,909 | 16,171 | ||
Long-term finance lease obligations | 3,847 | 4,307 | ||
Deferred income taxes and other | 14,370 | 12,961 | ||
Commitments and contingencies | ||||
Equity: | ||||
Common stock | 282 | 284 | ||
Capital in excess of par value | 3,646 | 3,247 | ||
Retained earnings | 88,763 | 83,943 | ||
Accumulated other comprehensive loss | (11,766) | (12,805) | ||
Total Walmart shareholders’ equity | 80,925 | 74,669 | ||
Noncontrolling interest | 6,606 | 6,883 | ||
Total equity | 87,531 | 81,552 | ||
Total liabilities and equity | $252,496 | $236,495 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Shareholders’ Equity (Amounts in millions) |
||||||||||||||||
Common Stock | Capital in Excess of Par Value | Retained Earnings | Accumulated Other Comprehensive Income (Loss) | Total Walmart Shareholders’ Equity | Noncontrolling Interest | Total Equity | ||||||||||
Shares | Amount | |||||||||||||||
Balances as of February 1, 2018 | 2,952 | $295 | $2,648 | $85,107 | $(10,181) | $77,869 | $2,953 | $80,822 | ||||||||
Adoption of new accounting standards, net of income taxes | — | — | — | 2,361 | (1,436) | 925 | (1) | 924 | ||||||||
Consolidated net income | — | — | — | 6,670 | — | 6,670 | 509 | 7,179 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | 75 | 75 | (188) | (113) | ||||||||
Cash dividends declared ($2.08 per share) | — | — | — | (6,102) | — | (6,102) | — | (6,102) | ||||||||
Purchase of Company stock | (80) | (8) | (245) | (7,234) | — | (7,487) | — | (7,487) | ||||||||
Cash dividend declared to noncontrolling interest | — | — | — | — | — | — | (488) | (488) | ||||||||
Noncontrolling interest of acquired entity | — | — | — | — | — | — | 4,345 | 4,345 | ||||||||
Other | 6 | 1 | 562 | (17) | — | 546 | 8 | 554 | ||||||||
Balances as of January 31, 2019 | 2,878 | 288 | 2,965 | 80,785 | (11,542) | 72,496 | 7,138 | 79,634 | ||||||||
Adoption of new accounting standards on February 1, 2019, net of income taxes | — | — | (266) | — | (266) | (34) | (300) | |||||||||
Consolidated net income | — | — | — | 14,881 | — | 14,881 | 320 | 15,201 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | (1,263) | (1,263) | 28 | (1,235) | ||||||||
Cash dividends declared ($2.12 per share) | — | — | — | (6,048) | — | (6,048) | — | (6,048) | ||||||||
Purchase of Company stock | (53) | (5) | (199) | (5,435) | — | (5,639) | — | (5,639) | ||||||||
Cash dividend declared to noncontrolling interest | — | — | — | — | — | — | (475) | (475) | ||||||||
Other | 7 | 1 | 481 | 26 | — | 508 | (94) | 414 | ||||||||
Balances as of January 31, 2020 | 2,832 | 284 | 3,247 | 83,943 | (12,805) | 74,669 | 6,883 | 81,552 | ||||||||
Consolidated net income | — | — | — | 13,510 | — | 13,510 | 196 | 13,706 | ||||||||
Other comprehensive income (loss), net of income taxes | — | — | — | — | 1,039 | 1,039 | (213) | 826 | ||||||||
Cash dividends declared ($2.16 per share) | — | — | — | (6,116) | — | (6,116) | — | (6,116) | ||||||||
Purchase of Company stock | (20) | (2) | (97) | (2,559) | — | (2,658) | — | (2,658) | ||||||||
Cash dividends declared to noncontrolling interest | — | — | — | — | — | — | (365) | (365) | ||||||||
Other | 9 | — | 496 | (15) | — | 481 | 105 | 586 | ||||||||
Balances as of January 31, 2021 | 2,821 | $282 | $3,646 | $88,763 | $(11,766) | $80,925 | $6,606 | $87,531 |
See accompanying notes.
Walmart Inc. Consolidated Statements of Cash Flows (Amounts in millions) |
||||||
Fiscal Years Ended January 31, | ||||||
2021 | 2020 | 2019 | ||||
Cash flows from operating activities: | ||||||
Consolidated net income | $13,706 | $15,201 | $ 7,179 | |||
Adjustments to reconcile consolidated net income to net cash provided by operating activities: | ||||||
Depreciation and amortization | 11,152 | 10,987 | 10,678 | |||
Net unrealized and realized (gains) and losses | (8,589) | (1,886) | 3,516 | |||
Losses on disposal of business operations | 8,401 | 15 | 4,850 | |||
Asda pension contribution | — | (1,036) | — | |||
Deferred income taxes | 1,911 | 320 | (499) | |||
Other operating activities | 1,521 | 1,981 | 1,734 | |||
Changes in certain assets and liabilities, net of effects of acquisitions and dispositions: | ||||||
Receivables, net | (1,086) | 154 | (368) | |||
Inventories | (2,395) | (300) | (1,311) | |||
Accounts payable | 6,966 | (274) | 1,831 | |||
Accrued liabilities | 4,623 | 186 | 183 | |||
Accrued income taxes | (136) | (93) | (40) | |||
Net cash provided by operating activities | 36,074 | 25,255 | 27,753 | |||
Cash flows from investing activities: | ||||||
Payments for property and equipment | (10,264) | (10,705) | (10,344) | |||
Proceeds from the disposal of property and equipment | 215 | 321 | 519 | |||
Proceeds from the disposal of certain operations | 56 | 833 | 876 | |||
Payments for business acquisitions, net of cash acquired | (180) | (56) | (14,656) | |||
Other investing activities | 102 | 479 | (431) | |||
Net cash used in investing activities | (10,071) | (9,128) | (24,036) | |||
Cash flows from financing activities: | ||||||
Net change in short-term borrowings | (324) | (4,656) | (53) | |||
Proceeds from issuance of long-term debt | — | 5,492 | 15,872 | |||
Repayments of long-term debt | (5,382) | (1,907) | (3,784) | |||
Dividends paid | (6,116) | (6,048) | (6,102) | |||
Purchase of Company stock | (2,625) | (5,717) | (7,410) | |||
Dividends paid to noncontrolling interest | (434) | (555) | (431) | |||
Other financing activities | (1,236) | (908) | (629) | |||
Net cash used in financing activities | (16,117) | (14,299) | (2,537) | |||
Effect of exchange rates on cash, cash equivalents and restricted cash | 235 | (69) | (438) | |||
Net increase in cash, cash equivalents and restricted cash | 10,121 | 1,759 | 742 | |||
Cash and cash equivalents reclassified as assets held for sale | (1,848) | — | — | |||
Cash, cash equivalents and restricted cash at beginning of year | 9,515 | 7,756 | 7,014 | |||
Cash, cash equivalents and restricted cash at end of year | $17,788 | $ 9,515 | $ 7,756 | |||
Supplemental disclosure of cash flow information: | ||||||
Income taxes paid | $5,271 | $3,616 | $3,982 | |||
Interest paid | 2,216 | 2,464 | 2,348 |
See accompanying notes.
Some companies believe in aggressive growth through investing in the stock of existing companies. Besides purchasing stock, companies also purchase other securities, such as bonds issued by corporations or by governments. Companies can make investments for a short or long period of time, as a passive investment, or with the intent to control another company. As you will see in this appendix, the way in which a company accounts for its investments is determined by a number of factors.
LEARNING OBJECTIVES | REVIEW | PRACTICE |
---|---|---|
1. Explain how to account for debt investments. |
|
DO IT! 1 Debt Investments |
2. Explain how to account for stock investments. |
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DO IT! 2 Stock Investments |
3. Discuss how debt and stock investments are reported in the financial statements. |
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DO IT! 3a Trading and Available-for-Sale Debt Securities DO IT! 3b Financial Statement Presentation of Investments |
Go to the Review and Practice section at the end of the appendix for a review of key concepts and practice applications with solutions. |
Corporations purchase investments in debt or equity securities generally for one of three reasons.
ILLUSTRATION G.1 Temporary investments and the operating cycle
Debt investments are investments in government and corporation bonds. In accounting for debt investments, companies must make entries to record (1) the acquisition, (2) the interest revenue, and (3) the sale.
At acquisition, debt investments are recorded at cost. Cost includes all expenditures necessary to acquire these investments, such as the price paid plus brokerage fees (commissions), if any.
For example, assume that Kuhl Corporation acquires 50 Doan Inc. 8%, 10-year, $1,000 bonds on January 1, 2025, at a cost of $50,000. Kuhl records the investment as:
Jan. 1 | Debt Investments | 50,000 | |
Cash | 50,000 | ||
(To record purchase of 50 Doan Inc. bonds) |
The Doan Inc. bonds pay interest of $4,000 annually on January 1 ($50,000 × 8%). If Kuhl Corporation’s fiscal year ends on December 31, it accrues the interest of $4,000 earned since January 1. The adjusting entry is:
Dec. 31 | Interest Receivable | 4,000 | |
Interest Revenue | 4,000 | ||
(To accrue interest on Doan Inc. bonds) |
Kuhl reports Interest Receivable as a current asset in the balance sheet. It reports Interest Revenue under “Other revenues and gains” in the income statement.
Kuhl records receipt of the interest on January 1 as follows.
Jan. 1 | Cash | 4,000 | |
Interest Receivable | 4,000 | ||
(To record receipt of accrued interest) |
A credit to Interest Revenue at this time would be incorrect. Why? Because the company earned and accrued the interest revenue in the preceding accounting period.
When Kuhl Corporation sells the bond investments, it credits the investment account for the cost of the bonds. The company records as a gain or loss any difference between the net proceeds from the sale (sales price less brokerage fees) and the cost of the bonds (see Helpful Hint).
Assume, for example, that Kuhl receives net proceeds of $53,000 on the sale of the Doan Inc. bonds on January 1, 2026, after receiving the interest due. Since the securities cost $50,000, Kuhl has realized a gain of $3,000. It records the sale as follows.
Jan. 1 | Cash | 53,000 | |
Debt Investments | 50,000 | ||
Gain on Sale of Debt Investments | 3,000 | ||
(To record sale of Doan Inc. bonds) |
Kuhl reports the gain on the sale of debt investments under “Other revenues and gains” in the income statement and reports losses under “Other expenses and losses.”
Stock investments are investments in the capital stock of corporations. When a company holds stock (and/or debt) of several different corporations, the group of securities is an investment portfolio.
Companies are required to use judgment instead of blindly following the guidelines.1 We explain and illustrate the application of each guideline next.
ILLUSTRATION G.2 Accounting guidelines for stock investments
In the accounting for stock investments of less than 20%, companies use the cost method. Under the cost method, companies record the investment at cost and recognize revenue only when cash dividends are received.
At acquisition, stock investments are recorded at cost. Cost includes all expenditures necessary to acquire these investments, such as the price paid plus brokerage fees (commissions), if any.
Assume, for example, that on July 1, 2025, Sanchez Corporation acquires 1,000 shares (10% ownership) of Beal Corporation common stock at $40 per share. The entry for the purchase is:
July 1 | Stock Investments | 40,000 | |
Cash | 40,000 | ||
(To record purchase of 1,000 shares of Beal common stock) |
During the time the company holds the stock, it makes entries for any cash dividends received. Thus, if Sanchez Corporation receives a $2 per share dividend on December 31, the entry is:
Dec. 31 | Cash (1,000 × $2) | 2,000 | |
Dividend Revenue | 2,000 | ||
(To record receipt of a cash dividend) |
Sanchez reports Dividend Revenue under “Other revenues and gains” in the income statement.
When a company sells a stock investment, it recognizes the difference between the net proceeds from the sale (sales price less brokerage fees) and the cost of the stock as a gain or a loss.
Assume, for instance, that Sanchez Corporation receives net proceeds of $39,500 on the sale of its Beal Corporation stock on February 10, 2026. Because the stock cost $40,000, Sanchez has incurred a loss of $500. It records the sale as:
Feb.10 | Cash | 39,500 | |
Loss on Sale of Stock Investments | 500 | ||
Stock Investments | 40,000 | ||
(To record sale of Beal common stock) |
Sanchez reports the loss account under “Other expenses and losses” in the income statement and shows a gain on sale under “Other revenues and gains.”
When an investor company owns only a small portion of the shares of stock of another company, the investor cannot exercise control over the investee.
For example, Time Warner (now WarnerMedia) at one time owned 20% of Turner Broadcasting. Because it exercised significant control over major decisions made by Turner, Time Warner used an approach called the equity method. Under the equity method, the investor records its share of the net income of the investee in the year when it is earned. An alternative might be to delay recognizing the investor’s share of net income until a cash dividend is declared. But that approach would ignore the fact that the investor and investee are, in some sense, one company, making the investor better off by the investee’s net income.
Under the equity method, the company initially records the investment in common stock at cost. After that, it adjusts the investment account annually to show the investor’s equity in the investee. Each year, the investor does the following.
Assume that Milar Corporation acquires 30% of the common stock of Beck Company for $120,000 on January 1, 2025. The entry to record this transaction is:
Jan. 1 | Stock Investments | 120,000 | |
Cash | 120,000 | ||
(To record purchase of Beck common stock) |
For 2025, Beck reports net income of $100,000. It declares and pays a $40,000 cash dividend. Milar must record (1) its share of Beck’s income, $30,000 (30% × $100,000), and (2) the reduction in the investment account for the dividends received, $12,000 (30% × $40,000). The entries are:
(1) | |||
Dec. 31 | Stock Investments | 30,000 | |
Revenue from Stock Investments | 30,000 | ||
(To record 30% equity in Beck’s 2025 net income) |
(2) | |||
Dec. 31 | Cash | 12,000 | |
Stock Investments | 12,000 | ||
(To record dividends received) |
After Milar posts the transactions for the year, the investment and revenue accounts are as shown in Illustration G.3.
ILLUSTRATION G.3 Investment and revenue accounts after posting
Stock Investments | Revenue from Stock Investments | |||||||
Jan.1 | 120,000 | Dec.31 | 12,000 | Dec.31 | 30,000 | |||
Dec.31 | 30,000 | |||||||
Dec.31 | Bal. 138,000 |
During the year, the investment account increased by $18,000. This $18,000 is explained as follows.
Note that the difference between reported revenue under the cost method and reported revenue under the equity method can be significant. For example, Milar would report only $12,000 of dividend revenue (30% × $40,000) if it used the cost method.
A company that owns more than 50% of the common stock of another entity is known as the parent company.
When a company owns more than 50% of the common stock of another company, it usually prepares consolidated financial statements.
As noted earlier, prior to acquiring all of Turner Broadcasting, Time Warner accounted for its investment in Turner using the equity method. Time Warner’s net investment in Turner was reported in a single line item—Other investments. After the merger, Time Warner instead consolidated Turner’s results with its own. Under this approach, Time Warner included the individual assets and liabilities of Turner with its own assets. That is, Turner’s plant and equipment were added to Time Warner’s plant and equipment, its receivables were added to Time Warner’s receivables, and so on. More recently, a similar sort of consolidation went on when Time Warner merged with AT&T (see Helpful Hint).
Consolidated statements are useful to the stockholders, board of directors, and management of the parent company. Consolidated statements indicate to creditors, prospective investors, and regulatory agencies the magnitude and scope of operations of the companies under common control. For example, regulators and the courts undoubtedly used the consolidated statements of AT&T to determine whether a breakup of the company was in the public interest. Illustration G.4 lists three companies that prepare consolidated statements and some of the companies they have owned.
ILLUSTRATION G.4 Examples of consolidated companies and their subsidiaries
PepsiCo | Avis Budget Group | The Walt Disney Company | ||
Frito-Lay | Avis Car Rental | ABC Enterprises, Inc. | ||
Tropicana | Budget Car Rental | Walt Disney Parks and Resorts | ||
Quaker | Payless Car Rental | Pixar | ||
Pepsi-Cola | Apex Car Rentals | Marvel Entertainment | ||
Gatorade | Zipcar | ESPN |
The value of debt and stock investments may fluctuate greatly during the time they are held. For example, in a recent 12-month period, the stock of airline manufacturer Boeing hit a high of 386 and a low of 95.01. In light of such price fluctuations, how should companies value investments at the balance sheet date? Valuation could be at cost, at fair value, or at the lower-of-cost-or-market value.
Many people argue that fair value offers the best approach because it represents the expected cash realizable value of securities.
For purposes of valuation and reporting at a financial statement date, debt investments are classified into three categories:
Illustration G.5 shows the valuation guidelines for these debt securities.
ILLUSTRATION G.5 Valuation guidelines for debt securities
Trading securities are held with the intention of selling them in a short period of time (generally less than three months and sometimes less than a full day). Trading means frequent buying and selling.
As an example, Illustration G.6 shows the costs and fair values for investments classified as trading securities for Pace Corporation on December 31, 2025. Pace has an unrealized gain of $7,000 because total fair value ($147,000) is $7,000 greater than total cost ($140,000).
ILLUSTRATION G.6 Valuation of trading securities
Trading Securities, December 31, 2025 | ||||||
Investments | Cost | Fair Value | Unrealized Gain (Loss) | |||
Yorkville Company bonds | $ 50,000 | $ 48,000 | $(2,000) | |||
Kodak Company bonds | 90,000 | 99,000 | 9,000 | |||
Total | $140,000 | $147,000 | $ 7,000 |
The fact that trading securities are a short-term investment increases the likelihood that Pace will sell them at fair value for a gain. Pace records fair value and the unrealized gain through an adjusting entry at the time it prepares financial statements (see Helpful Hint). In this entry, the company uses a valuation allowance account, Fair Value Adjustment—Trading, to record the difference between the total cost and the total fair value of the securities. The adjusting entry for Pace is:
Dec. 31 | Fair Value Adjustment—Trading | 7,000 | |
Unrealized Gain or Loss—Income | 7,000 | ||
(To record unrealized gain on trading securities) |
The use of the Fair Value Adjustment—Trading account enables the company to maintain a record of the investment cost. Actual cost is needed to determine the gain or loss realized when the securities are sold. The company adds the debit balance (or subtracts a credit balance) of the Fair Value Adjustment—Trading account to the cost of the investments to arrive at a fair value for the trading securities.
If the total cost of the trading securities is greater than total fair value, an unrealized loss has occurred. In such a case, the adjusting entry is a debit to Unrealized Gain or Loss—Income and a credit to Fair Value Adjustment—Trading. Companies report the unrealized loss under “Other expenses and losses” in the income statement.
The Fair Value Adjustment—Trading account is carried forward into future accounting periods. No entries are made to this account during the period. At the end of each reporting period, a company adjusts the balance in the account to the difference between cost and fair value at that time. It closes the Unrealized Gain or Loss—Income account at the end of the reporting period.
As indicated earlier, available-for-sale securities are held with the intent of selling them sometime in the future. If the intent is to sell the securities within the next year or operating cycle, a company classifies the securities as current assets in the balance sheet. Otherwise, it classifies them as long-term assets in the investments section of the balance sheet.
To illustrate, assume that Shelton Corporation has two securities that are classified as available-for-sale. Illustration G.7 provides information on the cost, fair value, and amount of the unrealized gain or loss on December 31, 2025. There is an unrealized loss of $9,537 because total cost ($293,537) is $9,537 more than total fair value ($284,000).
ILLUSTRATION G.7 Valuation of available-for-sale securities
Available-for-Sale Securities, December 31, 2025 | ||||||
Investments | Cost | Fair Value | Unrealized Gain (Loss) | |||
Campbell Soup Co. bonds | $ 93,537 | $103,600 | $10,063 | |||
Hershey Foods bonds | 200,000 | 180,400 | (19,600) | |||
Total | $293,537 | $284,000 | $(9,537) |
Both the adjusting entry and the reporting of the unrealized loss from Shelton’s available-for-sale securities differ from those illustrated for trading securities. The differences result because these securities are not going to be sold in the near term. Thus, prior to actual sale it is much more likely that changes in fair value may reverse the unrealized loss.
In the adjusting entry, Shelton identifies the fair value adjustment account with available-for-sale securities, and identifies the unrealized gain or loss account with stockholders’ equity (see Helpful Hint). The adjusting entry for Shelton to record the unrealized loss of $9,537 is as follows.
Dec. 31 | Unrealized Gain or Loss—Equity | 9,537 | |
Fair Value Adjustment—Available-for-Sale | 9,537 | ||
(To record unrealized loss on available-for-sale securities) |
If total fair value exceeds total cost, Shelton would record the adjusting entry as an increase (debit) to Fair Value Adjustment—Available-for-Sale and a credit to Unrealized Gain or Loss—Equity.
Shelton’s unrealized loss of $9,537 would appear in the statement of comprehensive income as shown in Illustration G.8.
ILLUSTRATION G.8 Statement of comprehensive income
Shelton Corporation Statement of Comprehensive Income For the Year Ended December 31, 2025 |
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Net income | $118,000 | |||
Other comprehensive income | ||||
Unrealized loss on available-for-sale securities | (9,537) | |||
Comprehensive income | $108,463 |
For available-for-sale securities, the company carries forward the Unrealized Gain or Loss—Equity account to future periods. At each future balance sheet date, the account is adjusted with the Fair Value Adjustment—Available-for-Sale account to show the difference between cost and fair value at that time (see Ethics Note).
The valuation and reporting of equity securities at a financial statement date depends on the levels of influence involved, as shown in Illustration G.9.
ILLUSTRATION G.9 Accounting and reporting for equity securities by category
Category | Valuation | Unrealized Gains or Losses | Other Income Effects | |||
Holdings less than 20% | Fair value | Recognized in net income | Dividends declared; gains and losses from sale | |||
Holdings between 20% and 50% | Equity | Not recognized | Proportionate share of investee’s net income | |||
Holdings more than 50% | Consolidation | Not recognized | Not applicable |
When an investor has an interest of less than 20%, it is presumed that the investor has little or no influence over the investee. In such cases, if market prices are available subsequent to acquisition, the company values and reports the stock investment using the fair value method.
At December 31, 2025, Shelton Corporation has two equity securities in which it has less than a 20% ownership interest and therefore has little or no influence over these companies. Shelton has the following cost and fair value for these two companies, as shown in Illustration G.10.
ILLUSTRATION G.10 Computation of fair value adjustment—equity security portfolio (2025)
Investments | Cost | Fair Value | Unrealized Gain (Loss) | |||
Twitter Co. | $259,700 | $275,000 | $15,300 | |||
Campbell Soup Co. | 317,500 | 304,000 | (13,500) | |||
Totals | $577,200 | $579,000 | $ 1,800 |
For Shelton’s equity securities portfolio, the gross unrealized gain is $15,300 and the gross unrealized loss is $13,500, resulting in a net unrealized gain of $1,800. That is, the fair value of the equity securities portfolio is above cost by $1,800.
Shelton records the net unrealized gains and losses related to changes in the fair value equity securities in an Unrealized Gain or Loss—Income account. In this case, Shelton prepares an adjusting entry debiting the Fair Value Adjustment—Stock account and crediting the Unrealized Gain or Loss—Income account to record the increase in fair value and to record the gain as follows.
December 31, 2025 | |||
Fair Value Adjustment—Stock | 1,800 | ||
Unrealized Gain or Loss—Income | 1,800 | ||
(To record unrealized gain on equity securities) |
Similar to trading securities, Shelton adjusts the balance in the Fair Value Adjustment—Stock account for the difference between cost and fair value. In addition, the unrealized gain related to Shelton’s equity securities is reported in the “Other revenues and gains” section of the income statement.
In the balance sheet presentation, companies must classify investments as either short-term or long-term.
Short-term investments (also called marketable securities) are securities held by a company that are:
Investments that do not meet both criteria are classified as long-term investments.
Readily Marketable An investment is readily marketable when it can be sold easily whenever the need for cash arises. Short-term paper4 meets this criterion because a company can readily sell it to other investors. Stocks and bonds traded on organized securities markets, such as the New York Stock Exchange, are readily marketable because they can be bought and sold daily. In contrast, there may be only a limited market for the securities issued by small corporations and no market for the securities of a privately held company.
Intent to Convert Intent to convert means that management intends to sell the investment within the next year or operating cycle, whichever is longer. Generally, this criterion is satisfied when the investment is considered a resource that the company will use whenever the need for cash arises. For example, a ski resort may invest idle cash during the summer months with the intent to sell the securities to buy supplies and equipment shortly before the next winter season. This investment is considered short-term even if lack of snow cancels the next ski season and eliminates the need to convert the securities into cash as intended.
For example, Weber Corporation would report its trading securities as shown in Illustration G.11.
ILLUSTRATION G.11 Balance sheet presentation of short-term investments
Weber Corporation Balance Sheet (partial) |
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Current assets | ||||
Cash | $21,000 | |||
Debt investments (at fair value) | 60,000 |
Companies generally report long-term investments in a separate section of the balance sheet immediately below “Current assets,” as shown in Illustration G.12.
ILLUSTRATION G.12 Balance sheet presentation of long-term investments
Weber Corporation Balance Sheet (partial) |
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Investments | ||||||
Debt investment (at fair value) | $100,000 | |||||
Stock investments (at fair value) | 50,000 | |||||
Stock investments (at equity) | 150,000 | |||||
Total investments | $300,000 |
Companies must present in the financial statements gains and losses on investments, whether realized or unrealized. In the income statement, companies report gains and losses, as well as interest and dividend revenue, in the nonoperating activities section under the categories listed in Illustration G.13.
ILLUSTRATION G.13 Nonoperating items related to investments
Other Revenues and Gains | Other Expenses and Losses |
Interest Revenue | Loss on Sale of Investments |
Dividend Revenue | Unrealized Loss |
Gain on Sale of Investments | |
Unrealized Gain |
Companies report the cumulative amount of other comprehensive income items from the current and previous years as a separate component of stockholders’ equity. To illustrate, assume that Muzzillo Inc. has common stock of $3,000,000, retained earnings of $1,500,000, and an accumulated other comprehensive loss of $100,000. Illustration G.14 shows the financial statement presentation of the accumulated other comprehensive loss.
ILLUSTRATION G.14 Unrealized loss in stockholders’ equity section
Muzzillo Inc. Balance Sheet (partial) |
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Stockholders’ equity | ||||
Common stock | $3,000,000 | |||
Retained earnings | 1,500,000 | |||
Total paid-in capital and retained earnings | 4,500,000 | |||
Accumulated other comprehensive loss | (100,000) | |||
Total stockholders’ equity | $4,400,000 |
A classified balance sheet is shown in Illustration G.15. This balance sheet includes the following items (highlighted in red): short-term and long-term debt investments, stock investments, and accumulated other comprehensive income.
ILLUSTRATION G.15 Classified balance sheet
Pace Corporation Balance Sheet December 31, 2025 |
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Assets | ||||||||
Current assets | ||||||||
Cash | $21,000 | |||||||
Debt investments (at fair value) | 147,000 | |||||||
Accounts receivable | $84,000 | |||||||
Less: Allowance for doubtful accounts | 4,000 | 80,000 | ||||||
Inventory, at FIFO cost | 43,000 | |||||||
Prepaid insurance | 23,000 | |||||||
Total current assets | 314,000 | |||||||
Investments | ||||||||
Debt investments (at fair value) | 20,000 | |||||||
Stock investments (at fair value) | 30,000 | |||||||
Stock investments (at equity) | 150,000 | |||||||
Total investments | 200,000 | |||||||
Property, plant, and equipment | ||||||||
Land | 200,000 | |||||||
Buildings | $800,000 | |||||||
Less: Accumulated depreciation—buildings | 200,000 | 600,000 | ||||||
Equipment | 180,000 | |||||||
Less: Accumulated depreciation—equipment | 54,000 | 126,000 | ||||||
Total property, plant, and equipment | 926,000 | |||||||
Intangible assets | ||||||||
Goodwill | 270,000 | |||||||
Total assets | $1,710,000 | |||||||
Liabilities and Stockholders’ Equity | ||||||||
Current liabilities | ||||||||
Accounts payable | $185,000 | |||||||
Federal income taxes payable | 60,000 | |||||||
Interest payable | 10,000 | |||||||
Total current liabilities | 255,000 | |||||||
Long-term liabilities | ||||||||
Bonds payable, 10%, due 2030 | $300,000 | |||||||
Less: Discount on bonds | 10,000 | |||||||
Total long-term liabilities | 290,000 | |||||||
Total liabilities | 545,000 | |||||||
Stockholders’ equity | ||||||||
Paid-in capital | ||||||||
Common stock, $10 par value, 200,000 shares authorized, 80,000 shares issued and outstanding | 800,000 | |||||||
In excess of par—common stock | 100,000 | |||||||
Total paid-in capital | 900,000 | |||||||
Retained earnings (Note 1) | 255,000 | |||||||
Total paid-in capital and retained earnings | 1,155,000 | |||||||
Add: Accumulated other comprehensive income | 10,000 | |||||||
Total stockholders’ equity | 1,165,000 | |||||||
Total liabilities and stockholders’ equity | $1,710,000 | |||||||
Note 1. Retained earnings of $100,000 is restricted for plant expansion. |
Corporations invest for three common reasons: (a) they have excess cash, (b) they view investment income as a significant revenue source, and (c) they have strategic goals such as gaining control of a competitor or supplier or moving into a new line of business.
Entries for investments in debt securities are required when companies purchase bonds, receive or accrue interest, and sell bonds.
Entries for investments in common stock are required when companies purchase stock, receive dividends, and sell stock. When ownership is less than 20%, the cost method is used—the investment is recorded at cost. When ownership is between 20% and 50%, the equity method should be used—the investor records its share of the net income of the investee in the year it is earned.
When a company owns more than 50% of the common stock of another company, consolidated financial statements are usually prepared. These statements are especially useful to the stockholders, board of directors, and management of the parent company.
Investments in debt securities are classified as trading, available-for-sale, or held-to-maturity for valuation and reporting purposes. Trading securities are reported as current assets at fair value, with changes from cost reported in net income. Available-for-sale securities are also reported at fair value, with the changes from cost reported as items of other comprehensive income. Available-for-sale securities are classified as short-term or long-term depending on their expected realization.
Investments in stock when ownership is less than 20% are reported at fair values, with changes from cost reported in net income.
Short-term investments are securities held by a company that are readily marketable and intended to be converted to cash within the next year or operating cycle, whichever is longer. Investments that do not meet both criteria are classified as long-term investments.
1. (LO 1) Which of the following is not a primary reason why corporations invest in debt and equity securities?
d. Corporations are not required to by law to invest in debt and equity securities. The other choices are reasons why corporations invest in debt and equity securities.
2. (LO 1) Debt investments are initially recorded at:
a. When debt investments are purchased, they are recorded at cost, not (b) cost plus accrued interest, (c) fair value, or (d) face value.
3. (LO 1) Hanes Company sells debt investments costing $26,000 for $28,000. In journalizing the sale, credits are to:
b. Credits are made to Debt Investments $26,000 and Gain on Sale of Debt Investments $2,000 ($28,000 − $26,000). The other choices are therefore incorrect.
4. (LO 2) Pryor Company receives net proceeds of $42,000 on the sale of stock investments that cost $39,500. This transaction will result in reporting in the income statement a:
c. Because the cash received ($42,000) is greater than the cost ($39,500), this sale results in a gain, not a loss, which will be reported under “Other revenues and gains” in the income statement. The other choices are therefore incorrect.
5. (LO 2) The equity method of accounting for long-term investments in stock should be used when the investor has significant influence over an investee and owns:
a. The equity method is used when the investor can exercise significant influence and owns between 20% and 50% of the investee’s common stock. The other choices are therefore incorrect.
6. (LO 2) Assume that Horicon Corp. acquired 25% of the common stock of Sheboygan Corp. on January 1, 2025, for $300,000. During 2025, Sheboygan Corp. reported net income of $160,000 and paid total dividends of $60,000. If Horicon uses the equity method to account for its investment, the balance in the investment account on December 31, 2025, will be:
b. Horicon records the acquisition of the stock investment by debiting Stock Investments $300,000 and crediting Cash $300,000. Then, Horicon records (1) its share in Sheboygan Corp.’s net income ($160,000 × .25) by debiting Stock Investments $40,000 and crediting Revenue from Stock Investments $40,000 and (2) the reduction in the investment account for the dividends received ($60,000 × .25) by debiting Cash $15,000 and crediting Stock Investments $15,000. Thus, the balance in the investment account on December 31 will be $325,000 ($300,000 + $40,000 − $15,000), not (a) $300,000, (c) $400,000, or (d) $340,000.
7. (LO 2) Assume that Horicon Corp. acquired 25% of the common stock of Sheboygan Corp. on January 1, 2025, for $300,000. During 2025, Sheboygan Corp. reported net income of $160,000 and paid total dividends of $60,000. If Horicon uses the equity method to account for its investment, what entry would Horicon make to record the receipt of the dividend from Sheboygan?
c. Horicon records the receipt of the dividend from Sheboygan by debiting Cash and crediting Stock Investments. The other choices are therefore incorrect.
8. (LO 2) You have a controlling interest if:
d. You have a controlling interest if you own more than 50% of a company’s stock, not (a) 20% of a company’s stock, (b) are president of the company, or (c) use the equity method.
9. (LO 2) Which of the following statements is false? Consolidated financial statements are useful to determine:
a. Consolidated financial statements are not useful in determining the profitability of specific subsidiaries (legal entities) because consolidated financial statements represent the results of the single economic entity. The other choices are true statements.
10. (LO 3) At the end of the first year of operations, the total cost of the trading securities portfolio is $120,000. Total fair value is $115,000. The financial statements should show:
c. The difference between the fair value ($115,000) and total cost ($120,000) of trading securities at the end of the first year would result in a reduction of an asset of $5,000 through the valuation allowance account in the current assets section and an unrealized loss of $5,000 in “Other expenses and losses.” The other choices are therefore incorrect.
11. (LO 3) At December 31, 2025, the fair value of available-for-sale debt securities is $41,300 and the cost is $39,800. At January 1, 2025, there was a credit balance of $900 in the Fair Value Adjustment—Available-for-Sale account. The required adjusting entry would be:
c. In this case, there is an unrealized gain of $1,500 because total fair value of $41,300 is $1,500 greater than the total cost of $39,800. The desired balance in the market adjustment account is $1,500 debit. The required adjusting entry considers the existing credit balance of $900 and is a debit to Fair Value Adjustment—Available-for-Sale for $2,400 ($1,500 + $900) and a credit to Unrealized Gain or Loss—Equity for $2,400 ($1,500 + $900). The other choices are therefore incorrect.
12. (LO 3) If a company wants to increase its reported income by manipulating its investment accounts, which should it do?
c. When a company sells its winners as related to available-for-sale securities, it has a realized gain that increases net income. Selling the winners will affect the balance in Unrealized Holding Gain or Loss—Equity, but any change in this balance does not affect net income. Choices (a) and (b) are incorrect because trading securities’ gains and losses related to changes in valuation are reported in net income. Thus, when a company sells a trading security, it should have no effect on net income because the value change was recognized in net income previously. Choice (d) is incorrect because selling the losing available-for-sale securities will decrease net income.
13. (LO 3) In the balance sheet, a debit balance in Unrealized Gain or Loss—Equity is reported as a(n):
b. A debit balance in Unrealized Gain or Loss—Equity is reported on the balance sheet as a separate component of stockholders’ equity, decreasing stockholders’ equity. The other choices are therefore incorrect.
14. (LO 3) Short-term debt investments must be readily marketable and expected to be sold within:
c. Short-term investments are current assets that are expected to be consumed, sold, or converted to cash within one year or the operating cycle, whichever is longer. The other choices are therefore incorrect.
Journalize entries for debt investments.
1. (LO 1) Liriano Corporation purchased debt investments for $85,000 on January 1, 2025. On July 1, 2025, Liriano received cash interest of $6,800. Journalize the purchase and the receipt of interest. Assume that no interest has been accrued.
Jan. 1 | Debt Investments | 85,000 | |
Cash | 85,000 | ||
July 1 | Cash | 6,800 | |
Interest Revenue | 6,800 |
Journalize entries for stock investments.
2. (LO 2) On June 1, Willyjuan Company buys 2,000 shares of Minaya common stock for $57,000 cash. On October 15, Willyjuan sells the stock investments for $54,000 in cash. Journalize the purchase and sale of the common
June 1 | Stock Investments | 57,000 | |
Cash | 57,000 | ||
Oct. 15 | Cash | 54,000 | |
Loss on Sale of Stock Investments | 3,000 | ||
Stock Investments | 57,000 |
Prepare adjusting entry and indicate statement presentation using fair value.
3. (LO 3) The cost of the trading securities of Dylan Company at December 31, 2025, is $46,000. At December 31, 2025, the fair value of the securities is $50,000. (a) Prepare the adjusting entry to record the securities at fair value. (b) Show the financial statement presentation at December 31, 2025.
Dec. 31 | Fair Value Adjustment—Trading | 4,000 | |
Unrealized Gain or Loss—Income ($50,000 – $46,000) | 4,000 |
Balance Sheet | |||
Current assets | |||
Short-term investments, at fair value | $50,000 | ||
Income Statement | |||
Other revenues and gains | |||
Unrealized gain—income | $4,000 |
Journalize debt investment transactions, accrue interest, and record sale.
1. (LO 1) Potter Company purchased 50 Quinn Company 6%, 10-year, $1,000 bonds on January 1, 2025, for $50,000. The bonds pay interest annually. On January 1, 2026, after receipt of interest, Potter Company sold 30 of the bonds for $28,100.
Instructions
Prepare the journal entries to record the transactions described above.
2025 | |||
Jan. 1 | Debt Investments | 50,000 | |
Cash | 50,000 | ||
Dec. 31 | Interest Receivable | 3,000 | |
Interest Revenue ($50,000 × 6%) | 3,000 | ||
2026 | |||
Jan. 1 | Cash | 3,000 | |
Interest Receivable | 3,000 | ||
Jan. 1 | Cash | 28,100 | |
Loss on Sale of Debt Investments | 1,900 | ||
Debt Investments [(30 ÷ 50) × $50,000] | 30,000 |
Journalize transactions for investments in stocks.
2. (LO 2) Lucy Inc. had the following transactions in 2025 pertaining to investments in common stock.
Jan.1 | Purchased 4,000 shares of Morgan Corporation common stock (5% interest) for $180,000 cash. |
July1 | Received a cash dividend of $3 per share. |
Dec.1 | Sold 600 shares of Morgan Corporation common stock for $32,000 cash. |
Dec.31 | Received a cash dividend of $3 per share. |
Instructions
Journalize the transactions.
Jan.1 | Stock Investments | 180,000 | |
Cash | 180,000 | ||
July1 | Cash (4,000 × $3) | 12,000 | |
Dividend Revenue | 12,000 | ||
Dec.1 | Cash | 32,000 | |
Stock Investments [$180,000 × (600 ÷ 4,000)] | 27,000 | ||
Gain on Sale of Stock Investments | 5,000 | ||
Dec.31 | Cash [(4,000 − 600) × $3] | 10,200 | |
Dividend Revenue | 10,200 |
Prepare adjusting entries for fair value, and indicate statement presentation for two classes of securities.
3. (LO 3) Remy Company started business on January 1, 2025, and has the following data at December 31, 2025.
Debt Securities | Cost | Fair Value | ||
Trading | $120,000 | $132,000 | ||
Available-for-sale | 100,000 | 86,000 |
The available-for-sale securities are held as a long-term investment.
Instructions
Dec.31 | Fair Value Adjustment—Trading | ||
($132,000 − $120,000) | 12,000 | ||
Unrealized Gain or Loss—Income | 12,000 | ||
Dec.31 | Unrealized Gain or Loss—Equity | ||
($100,000 − $86,000) | 14,000 | ||
Fair Value Adjustment—Available-for-Sale | 14,000 |
Balance Sheet | |
Current assets | |
Short-term investments, at fair value | $132,000 |
Investments | |
Debt investments, at fair value | 86,000 |
Stockholders’ equity | |
Less: Accumulated other comprehensive income | $14,000 |
Income Statement | |
Other revenues and gains | |
Unrealized gain—income | $12,000 |
Journalize transactions and prepare adjusting entry to record fair value.
(LO 2, 2) In its first year of operations, DeMarco Company had the following selected transactions in stock investments (holdings less than 20%).
June1 | Purchased for cash 600 shares of Sanburg common stock at $24 per share. | |
July1 | Purchased for cash 800 shares of Cey Corporation common stock at $33 per share. | |
Sept.1 | Received a $1 per share cash dividend from Cey Corporation. | |
Nov.1 | Sold 200 shares of Sanburg common stock for cash at $27 per share. | |
Dec.15 | Received a $0.50 per share cash dividend on Sanburg common stock. |
At December 31, the fair values per share were Sanburg $25 and Cey $30.
Instructions
June1 | Stock Investments | 14,400 | |
Cash (600 × $24) | 14,400 | ||
(To record purchase of 600 shares of Sanburg common stock) | |||
July1 | Stock Investments | 26,400 | |
Cash (800 × $33) | 26,400 | ||
(To record purchase of 800 shares of Cey common stock) | |||
Sept.1 | Cash (800 × $1.00) | 800 | |
Dividend Revenue | 800 | ||
(To record receipt of $1 per share cash dividend from Cey Corporation) | |||
Nov.1 | Cash (200 × $27) | 5,400 | |
Stock Investments (200 × $24) | 4,800 | ||
Gain on Sale of Stock Investments | 600 | ||
(To record sale of 200 shares of Sanburg common stock) | |||
Dec.15 | Cash [(600 – 200) × $0.50] | 200 | |
Dividend Revenue | 200 | ||
(To record receipt of $0.50 per share dividend from Sanburg) | |||
Dec.31 | Unrealized Gain or Loss—Income | 2,000 | |
Fair Value Adjustment—Stock | 2,000 | ||
(To record unrealized loss on trading securities) |
Investment | Cost | Fair Value | Unrealized Gain (Loss) | |||
Sanburg common stock | $ 9,600a | $10,000b | $ 400 | |||
Cey common stock | 26,400c | 24,000d | (2,400) | |||
Totals | $36,000 | $34,000 | $(2,000) | |||
a400 × $24; b400 × $25; c800 × $33; d800 × $30 |
1. What are the reasons that companies invest in securities?
2.
3. Geena Jaymes is confused about losses and gains on the sale of debt investments. Explain these issues to Geena:
4. Heliy Company sells bonds that cost $40,000 for $45,000, including $1,000 of accrued interest. In recording the sale, Heliy books a $5,000 gain. Is this correct? Explain.
5. What is the cost of an investment in stock?
6. To acquire Gaines Corporation stock, Palmer Co. pays $61,500 in cash. What entry should be made for this investment, assuming the stock is readily marketable?
7.
8. Stetson Corporation uses the equity method to account for its ownership of 30% of the common stock of Pike Packing. During 2025, Pike reported a net income of $80,000 and declares and pays cash dividends of $10,000. What recognition should Stetson Corporation give to these events?
9. What constitutes “significant influence” when an investor’s financial interest is less than 50%?
10. Distinguish between the cost and equity methods of accounting for investments in stocks.
11. What are consolidated financial statements?
12. What are the valuation guidelines for trading and available-for-sale debt investments at a balance sheet date?
13. Pat Ernst is the controller of J-Products, Inc. At December 31, the end of its first year of operations, the company’s investments in trading debt securities cost $74,000 and have a fair value of $70,000. Indicate how Pat would report these data in the financial statements prepared on December 31.
14. Pat Ernst is the controller of J-Products, Inc. At December 31, the end of its first year of operations, the company’s investments in trading debt securities cost $74,000 and have a fair value of $70,000. How would Pat report the data if the investments were long-term and the debt securities were classified as available-for-sale?
15. Boise Company’s investments in equity securities at December 31 show total cost of $202,000 and total fair value of $210,000. Boise has less than a 20% ownership interest in the equity securities. Prepare the adjusting entry.
16. Where is Accumulated Other Comprehensive Loss reported on the balance sheet?
17. Bargain Wholesale Supply owns stock in Cyrus Corporation, which it intends to hold indefinitely because of some negative tax consequences if sold. Should the investment in Cyrus be classified as a short-term investment? Why?
Journalize entries for debt investments.
BEG.1 (LO 1), AP Ownbey Corporation purchased debt investments for $52,000 on January 1, 2025. On July 1, 2025. Ownbey received cash interest of $2,340. Journalize the purchase and the receipt of interest. Assume that no interest has been accrued.
Journalize entries for stock investments.
BEG.2 (LO 2), AP On August 1, Shaw Company buys 1,000 shares of Estrada common stock for $37,000 cash. On December 1, Shaw sells the stock investments for $40,000 in cash. Journalize the purchase and sale of the common stock.
Record transactions under the equity method.
BEG.3 (LO 2), AP Noler Company owns 25% of Lauer Company. For the current year, Lauer reports net income of $180,000 and declares and pays a $50,000 cash dividend. Record Noler’s equity in Lauer’s net income and the receipt of dividends from Lauer.
Prepare adjusting entry using fair value.
BEG.4 (LO 3), AP Cost and fair value data for the trading debt securities of Munoz Company at December 31, 2025, are $64,000 and $59,000 respectively. Prepare the adjusting entry to record the securities at fair value.
Indicate statement presentation using fair value.
BEG.5 (LO 3), AP Cost and fair value data for the trading debt securities of Munoz Company at December 31, 2025, are $64,000 and $59,000 respectively. Show the financial statement presentation of the trading securities and related accounts.
Prepare adjusting entry using fair value.
BEG.6 (LO 3), AP In its first year of operations, Godfrey Corporation purchased available-for-sale debt securities costing $72,000 as a long-term investment. At December 31, 2025, the fair value of the securities is $68,000. Prepare the adjusting entry to record the securities at fair value.
Indicate statement presentation using fair value.
BEG.7 (LO 3), AP In its first year of operations, Godfrey Corporation purchased, available-for-sale debt securities costing $72,000 as a long-term investment. At December 31, 2025, the fair value of the securities is $68,000. Show the financial statement presentation of the securities and related accounts. Assume the securities are noncurrent.
Prepare investments section of balance sheet.
BEG.8 (LO 3), AP Kruger Corporation has these long-term investments: common stock of Eidman Co. (10% ownership), cost $108,000, fair value $115,000; common stock of Pickerill Inc. (30% ownership), cost $210,000, equity $260,000; and debt investment, cost $90,000, fair value $150,000. Prepare the investments section of the balance sheet.
Journalize transactions under cost and equity methods.
BEG.9 (LO 2, 2), AP Christina Corporation purchased 400 shares of Nolan Inc. common stock for $13,200 (Christina does not have significant influence). During the year, Nolan paid a cash dividend of $3.25 per share. At year-end, Nolan stock was selling for $34.50 per share. Prepare Christina’s journal entries to record (a) the purchase of the investment, (b) the dividends received, and (c) the fair value adjustment. (Assume a zero balance in the Fair Value Adjustment account.)
Prepare journal entries for trading securities.
BEG.10 (LO 3), AP Detroit Company has a stock portfolio valued at $6,000. Its cost was $4,000. If the Fair Value Adjustment account has a debit balance of $300, prepare the journal entry at year-end.
Make entries for bond investment.
DO IT! G.1 (LO 1), AP Kurtyka Corporation had the following transactions relating to debt investments:
Jan.1, 2025 | Purchased 50, $1,000, 10% Spiller Company bonds for $50,000. Interest is payable annually on January 1. |
Dec.31, 2025 | Accrued interest on Spiller Company bonds. |
Jan.1, 2026 | Received interest from Spiller Company bonds. |
Jan.1, 2026 | Sold 30 Spiller Company bonds for $29,000. |
Journalize the above transactions, including the adjusting entry for the accrual of interest on December 31, 2025.
Make journal entries for stock investments.
DO IT! G.2 (LO 2), AP Presented below are two independent situations:
Prepare all necessary journal entries for 2025 for (a) Edelman and (b) Wen.
Make journal entries for trading and available-for-sale securities.
DO IT! G.3a (LO 3), AP Some of Tollakson Corporation’s investments in debt securities are classified as trading securities and some are classified as available-for-sale. The cost and fair value of each category at December 31, 2025, were as follows.
Cost | Fair Value | Unrealized Gain (Loss) | ||||
Trading securities | $96,300 | $84,900 | $(11,400) | |||
Available-for-sale securities | $59,000 | $63,200 | $ 4,200 |
At December 31, 2024, the Fair Value Adjustment—Trading account had a debit balance of $3,200, and the Fair Value Adjustment—Available-for-Sale account had a credit balance of $5,750. Prepare the required journal entries for each group of securities for December 31, 2025.
Indicate financial statement presentation of investments.
DO IT! G.3b (LO 3), K Identify where each of the following items would be reported in the financial statements.
Use the following possible categories.
Balance sheet: | ||
Current assets | Current liabilities | |
Investments | Long-term liabilities | |
Property, plant, and equipment | Stockholders’ equity | |
Intangible assets | ||
Income statement: | ||
Other revenues and gains | Other expenses and losses |
Understand debt and stock investments.
EG.1 (LO 1), K Mr. Taliaferro is studying for an accounting test and has developed the following questions about investments.
Instructions
Provide answers for Mr. Taliaferro.
Journalize debt investment transactions and accrue interest.
EG.2 (LO 1), AP Jenek Corporation had the following transactions pertaining to debt investments.
Instructions
Journalize the transactions.
Journalize debt investment transactions, accrue interest, and record sale.
EG.3 (LO 1), AP Flynn Company purchased 70 Rinehart Company 6%, 10-year, $1,000 bonds on January 1, 2025, for $70,000. The bonds pay interest annually on January 1. On January 1, 2026, after receipt of interest, Flynn Company sold 40 of the bonds for $38,500.
Instructions
Prepare the journal entries to record the transactions described above.
Journalize stock investment transactions.
EG.4 (LO 2), AP Hulse Company had the following transactions pertaining to stock investments.
Feb. 1 | Purchased 600 shares of Wade common stock (2%) for $7,200 cash. |
July 1 | Received cash dividends of $1 per share on Wade common stock. |
Sept. 1 | Sold 300 shares of Wade common stock for $4,300. |
Dec. 1 | Received cash dividends of $1 per share on Wade common stock. |
Instructions
Journalize transactions for investments in stocks.
EG.5 (LO 2), AP Nosker Inc. had the following transactions pertaining to investments in common stock.
Jan.1 | Purchased 2,500 shares of Escalante Corporation common stock (5%) for $152,000 cash. |
July1 | Received a cash dividend of $3 per share. |
Dec.1 | Sold 500 shares of Escalante Corporation common stock for $32,000 cash. |
Dec.31 | Received a cash dividend of $3 per share. |
Instructions
Journalize the transactions.
Journalize transactions for investments in stocks.
EG.6 (LO 2), AP On February 1, Rinehart Company purchased 500 shares (2% ownership) of Givens Company common stock for $32 per share. On March 20, Rinehart Company sold 100 shares of Givens stock for $2,900. Rinehart received a dividend of $1.00 per share on April 25. On June 15, Rinehart sold 200 shares of Givens stock for $7,600. On July 28, Rinehart received a dividend of $1.25 per share.
Instructions
Prepare the journal entries to record the transactions described above.
Journalize and post transactions, under the equity method.
EG.7 (LO 2), AP On January 1, Zabel Corporation purchased a 25% equity in Helbert Corporation for $180,000. At December 31, Helbert declared and paid a $60,000 cash dividend and reported net income of $200,000.
Instructions
Journalize entries under cost and equity methods.
EG.8 (LO 2, 3), AP The following are two independent situations.
Instructions
Prepare all the necessary journal entries for 2025 for (a) Gambino Cosmetics and (b) Kanza, Inc.
Understand the usefulness of consolidated statements.
EG.9 (LO 2), K Agee Company purchased 70% of the outstanding common stock of Himes Corporation.
Instructions
Prepare adjusting entry to record fair value, and indicate statement presentation.
EG.10 (LO 3), AP At December 31, 2025, the trading debt securities for Storrer, Inc. are as follows.
Security | Cost | Fair Value | ||
A | $17,500 | $16,000 | ||
B | 12,500 | 14,000 | ||
C | 23,000 | 21,000 | ||
$53,000 | $51,000 |
Instructions
Prepare adjusting entry to record fair value, and indicate statement presentation.
EG.11 (LO 3), AP At December 31, 2025, available-for-sale debt securities for Storrer, Inc. are as follows. The securities are considered to be a long-term investment.
Security | Cost | Fair Value | ||
A | $17,500 | $16,000 | ||
B | 12,500 | 14,000 | ||
C | 23,000 | 21,000 | ||
$53,000 | $51,000 |
Instructions
Prepare adjusting entries for fair value, and indicate statement presentation for two classes of securities.
EG.12 (LO 3), AP Uttinger Company has these data at December 31, 2025, the end of its first year of operations.
Debt Securities | Cost | Fair Value | ||
Trading | $120,000 | $126,000 | ||
Available-for-sale | 100,000 | 96,000 |
The available-for-sale securities are held as a long-term investment.
Instructions
Journalize debt investment transactions and show financial statement presentation.
PG.1 (LO 2, 3), AP Vilander Carecenters Inc. provides financing and capital to the healthcare industry, with a particular focus on nursing homes for the elderly. The following selected transactions relate to bonds acquired as an investment by Vilander, whose fiscal year ends on December 31.
2025 | |
Jan.1 | Purchased at face value $2,000,000 of Javier Nursing Centers, Inc., 10-year, 8% bonds dated January 1, 2025, directly from Javier. |
Dec.31 | Accrual of interest at year-end on the Javier bonds. |
Assume that all intervening transactions and adjustments have been properly recorded and the quantity of bonds owned has not changed from December 31, 2025, to December 31, 2027.
2028 | |
Jan.1 | Received the annual interest on the Javier bonds. |
Jan.1 | Sold $1,000,000 Javier bonds at 106. |
Dec.31 | Accrual of interest at year-end on the Javier bonds. |
Instructions
a. Gain on sale of debt investment $60,000
Journalize investment transactions, prepare adjusting entry, and show statement presentation.
PG.2 (LO 2, 3), AP In January 2025, the management of Kinzie Company concludes that it has sufficient cash to permit some short-term investments in debt and equity securities. During the year, the following transactions occurred.
Feb.1 | Purchased 600 shares of Muninger common stock for $32,400. | |
Mar.1 | Purchased 800 shares of Tatman common stock for $20,000. | |
Apr.1 | Purchased 50 of $1,000, 7% Yoakem bonds for $50,000. Interest is payable semiannually on April 1 and October 1. | |
July1 | Received a cash dividend of $0.60 per share on the Muninger common stock. | |
Aug.1 | Sold 200 shares of Muninger common stock at $58 per share. | |
Sept.1 | Received a $1 per share cash dividend on the Tatman common stock. | |
Oct.1 | Received the semiannual interest on the Yoakem bonds. | |
Oct.1 | Sold the Yoakem bonds for $49,000. |
At December 31, the fair value of the Muninger and Tatman common stocks were $55 and $24 per share respectively. These stock investments by Kinzie Company provide less than a 20% ownership interest.
Instructions
a. Gain on sale of stock investment $800
Journalize transactions and adjusting entry for stock investments.
PG.3 (LO 2, 3), AP On December 31, 2024, the end of its first year of operations, Turnball Associates owned the following securities, that are held as a long-term investments. The securities are not held for influence or control of the investee.
Common Stock | Shares | Cost | ||
Gehring Co. | 2,000 | $60,000 | ||
Wooderson Co. | 5,000 | 45,000 | ||
Kitselton Co. | 1,500 | 30,000 |
On December 31, 2024, the total fair value of the securities was equal to its cost. In 2025, the following transactions occurred.
Aug.1 | Received $0.50 per share cash dividend on Gehring Co. common stock. | |
Sept.1 | Sold 1,500 shares of Wooderson Co. common stock for cash at $8 per share. | |
Oct.1 | Sold 800 shares of Gehring Co. common stock for cash at $33 per share. | |
Nov.1 | Received $1 per share cash dividend on Kitselton Co. common stock. | |
Dec.15 | Received $0.50 per share cash dividend on Gehring Co. common stock. | |
31 | Received $1 per share annual cash dividend on Wooderson Co. common stock. |
At December 31, the fair values per share of the common stocks were: Gehring Co. $32, Wooderson Co. $8, and Kitselton Co. $18. These investments should be classified as long-term.
Instructions
b. Unrealized gain or loss—income $4,100
Prepare entries under the cost and equity methods, and tabulate differences.
PG.4 (LO 2, 3), AP Heidebrecht Design acquired 20% of the outstanding common stock of Quayle Company on January 1, 2025, by paying $800,000 for 30,000 shares. Quayle declared and paid $0.30 per share cash dividends on March 15, June 15, September 15, and December 15, 2025. Quayle reported net income of $320,000 for the year. At December 31, 2025, the market price of Quayle common stock was $34 per share.
Instructions
a. Total dividend revenue $36,000
b. Revenue from stock investments $64,000
Journalize stock investment transactions and show statement presentation.
PG.5 (LO 2, 3), AP Here is Frederick Company’s portfolio of long-term stock investments at December 31, 2024, the end of its first year of operations.
Cost | |
1,000 shares of Willhite Corporation common stock | $52,000 |
1,400 shares of Hutcherson Corporation common stock | 84,000 |
1,200 shares of Downing Corporation preferred stock | 33,600 |
On December 31, the total cost of the portfolio equaled the total fair value. Frederick had the following transactions related to the securities during 2025.
Jan.20 | Sold all 1,000 shares of Willhite Corporation common stock at $55 per share. |
28 | Purchased 400 shares of $10 par value common stock of Liggett Corporation at $78 per share. |
30 | Received a cash dividend of $1.15 per share on Hutcherson Corp. common stock. |
Feb.8 | Received cash dividends of $0.40 per share on Downing Corp. preferred stock. |
18 | Sold all 1,200 shares of Downing Corp. preferred stock at $27 per share. |
July30 | Received a cash dividend of $1.00 per share on Hutcherson Corp. common stock. |
Sept.6 | Purchased an additional 900 shares of $10 par value common stock of Liggett Corporation at $82 per share. |
Dec.1 | Received a cash dividend of $1.50 per share on Liggett Corporation common stock. |
At December 31, 2025, the fair values of the securities were:
Hutcherson Corporation common stock | $64 per share |
Liggett Corporation common stock | $72 per share |
Instructions
a. Loss on sale of stock investment $1,200
c. Unrealized gain or loss—income $5,800
Prepare a balance sheet.
PG.6 (LO 3), AP The following data, presented in alphabetical order, are taken from the records of Nieto Corporation.
Accounts payable | $ 260,000 |
Accounts receivable | 140,000 |
Accumulated depreciation—buildings | 180,000 |
Accumulated depreciation—equipment | 52,000 |
Allowance for doubtful accounts | 6,000 |
Bonds payable (10%, due 2033) | 500,000 |
Buildings | 950,000 |
Cash | 62,000 |
Common stock ($10 par value; 500,000 shares authorized, 150,000 shares issued) | 1,500,000 |
Dividends payable | 80,000 |
Equipment | 275,000 |
Goodwill | 200,000 |
Income taxes payable | 120,000 |
Inventory | 170,000 |
Investment in Mara common stock (30% ownership), at equity | 380,000 |
Investment in Sasse common stock, at fair value | 300,000 |
Land | 390,000 |
Notes payable (due 2026) | 70,000 |
Paid-in capital in excess of par—common stock | 130,000 |
Premium on bonds payable | 40,000 |
Prepaid insurance | 16,000 |
Retained earnings | 125,000 |
Short-term investments, at fair value | 180,000 |
The investment in Sasse common stock is considered to be a long-term security.
Instructions
Prepare a classified balance sheet at December 31, 2025.
Total assets $2,825,000
Payroll and related fringe benefits often make up a large percentage of current liabilities. Employee compensation is often the most significant expense that a company incurs.
Payroll accounting involves more than paying employees’ wages. Companies are required by law to maintain payroll records for each employee, to file and pay payroll taxes, and to comply with state and federal tax laws related to employee compensation.
LEARNING OBJECTIVES | |
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1. Record the payroll for a pay period. |
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2. Record employer payroll taxes. |
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3. Discuss the objectives of internal control for payroll. |
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The term “payroll” pertains to both salaries and wages of employees.
The term “payroll” does not apply to payments made for services of professionals such as certified public accountants, attorneys, and architects. Such professionals are independent contractors rather than salaried employees. Payments to them are called fees. This distinction is important because government regulations relating to the payment and reporting of payroll taxes apply only to employees.
Determining the payroll involves computing three amounts:
Gross earnings is the total compensation earned by an employee. It consists of wages or salaries, plus any bonuses and commissions.
For example, assume that Michael Jordan, an employee of Academy Company, worked 44 hours for the weekly pay period ending January 14. His regular wage is $30 per hour. For any hours in excess of 40, the company pays at times the regular rate. Academy computes Jordan’s gross earnings (total wages) as shown in Illustration H.1.
ILLUSTRATION H.1 Computation of total wages
Type of Pay | Hours | × | Rate | = | Gross Earnings | |||||||
Regular | 40 | × | $30 | = | $1,200 | |||||||
Overtime | 4 | × | 45 | = | 180 | |||||||
Total wages | $1,380 |
This computation assumes that Jordan receives 1 times his regular hourly rate ($30 × 1.5) for his overtime hours. Union contracts often require that overtime rates be as much as twice the regular rates.
Many companies have bonus agreements for employees. One survey found that over 94% of the largest U.S. manufacturing companies offer annual bonuses to key executives. Bonus arrangements may be based on such factors as increased sales or net income (see Ethics Note). Companies may pay bonuses in cash and/or by granting employees the opportunity to acquire shares of company stock at favorable prices (called stock option plans).
As anyone who has received a paycheck knows, gross earnings are usually very different from the amount actually received. The difference is due to payroll deductions.
Payroll deductions may be mandatory or voluntary.
Illustration H.2 summarizes common types of payroll deductions. Such deductions do not result in payroll tax expense to the employer. The employer is merely a collection agent, and subsequently transfers the deducted amounts to the government and designated recipients.
In 1937, Congress enacted the Federal Insurance Contribution Act (FICA). FICA taxes are designed to provide workers with supplemental retirement, employment disability, and medical benefits. In 1965, Congress extended benefits to include Medicare for individuals over 65 years of age. The benefits are financed by a tax levied on employees’ earnings.
ILLUSTRATION H.2 Payroll deductions
FICA taxes consist of a Social Security tax and a Medicare tax. They are paid by both employee and employer.
These tax rate and tax base requirements are shown in Illustration H.3.
ILLUSTRATION H.3 FICA tax rate and tax base
Social Security taxes | |||
Employee and employer | 6.2% on salary and wages up to $142,800 | ||
Medicare taxes | |||
Employee and employer | 1.45% on all salary and wages without limitation |
To illustrate the computation of FICA taxes, assume that Mario Ruez has total wages for the year of $100,000. In this case, Mario pays FICA taxes of $7,650 ($100,000 × 7.65%). If Mario has total wages of $150,000, Mario pays FICA taxes of $11,029 (rounded to the nearest dollar), as shown in Illustration H.4.
ILLUSTRATION H.4 FICA tax computation
Social Security tax | ($142,800 × 6.2%) | $ 8,854 | ||
Medicare tax | ($150,000 × 1.45%) | 2,175 | ||
Total FICA taxes | $11,029 |
Mario’s employer is also required to pay $11,029.
Under the U.S. pay-as-you-go system of federal income taxes, employers are required to withhold income taxes from employees each pay period. Four variables determine the amount to be withheld:
The number of allowances claimed typically includes the employee, his or her spouse, and other dependents.
Withholding tables furnished by the Internal Revenue Service indicate the amount of income tax to be withheld. Withholding amounts are based on gross wages and the number of allowances claimed. Separate tables are provided for weekly, biweekly, semimonthly, and monthly pay periods. Illustration H.5 shows the withholding tax table for Michael Jordan (assuming he earns $1,380 per week, is married, and claims two allowances). For a weekly salary of $1,380 with two allowances, the income tax to be withheld is $111 (highlighted in red).
ILLUSTRATION H.5 Withholding tax table
In addition, most states (and some cities) require employers to withhold income taxes from employees’ earnings. As a rule, the amounts withheld are a percentage (specified in the state revenue code) of the amount withheld for the federal income tax. Or they may be a specified percentage of the employee’s earnings. For the sake of simplicity, we have assumed that Jordan’s wages are subject to state income taxes of 2%, or $27.60 (2% × $1,380) per week.
Employees may voluntarily authorize withholdings for charitable organizations, retirement, and other purposes. All voluntary deductions from gross earnings should be authorized in writing by the employee. The authorization(s) may be made individually or as part of a group plan. Deductions for charitable organizations, such as the United Fund, or for financial arrangements, such as U.S. savings bonds and repayment of loans from company credit unions, are made individually. Deductions for union dues, health and life insurance, and pension plans are often made on a group basis. We assume that Jordan has weekly voluntary deductions of $10 for the United Fund and $5 for union dues.
Academy Company determines net pay by subtracting payroll deductions from gross earnings (see Alternative Terminology). Illustration H.6 shows the computation of Jordan’s net pay for the pay period.
ILLUSTRATION H.6 Computation of net pay
Gross earnings | $1,380.00 | |
Payroll deductions: | ||
FICA taxes ($1,380 × 7.65%) | $105.57 | |
Federal income taxes (withholding table) | 111.00 | |
State income taxes (given) | 27.60 | |
United Fund (given) | 10.00 | |
Union dues (given) | 5.00 | 259.17 |
Net pay | $1,120.83 |
Assuming that Michael Jordan’s wages for each week during the year are $1,380, total wages for the year are $71,760 (52 × $1,380). Thus, all of Jordan’s wages are subject to FICA tax during the year. In comparison, let’s assume that Jordan’s department head earns $3,000 per week, or $156,000 for the year. Since only the first $142,800 is subject to Social Security taxes, the maximum FICA withholdings on the department head’s earnings (rounded to the nearest dollar) would be $11,116 [($142,800 × 6.2%) + ($156,000 × 1.45%)].
Recording the payroll involves maintaining payroll department records, recognizing payroll expenses and liabilities, and recording payment of the payroll.
To comply with state and federal laws, an employer must keep a cumulative record of each employee’s gross earnings, deductions, and net pay during the year. The record that provides this information is the employee earnings record. Illustration H.7 shows Michael Jordan’s employee earnings record.
Companies keep a separate earnings record for each employee and update these records after each pay period. The employer uses the cumulative payroll data on the earnings record to:
ILLUSTRATION H.7 Employee earnings record
In addition to employee earnings records, many companies find it useful to prepare a payroll register. This record accumulates the gross earnings, deductions, and net pay by employee for each pay period. Illustration H.8 presents Academy Company’s payroll register. It provides the documentation for preparing a paycheck for each employee. For example, it shows the data for Michael Jordan in the wages section. In this example, Academy’s total weekly payroll is $17,210, as shown in the salary and wages expense column (column N, row 31).
ILLUSTRATION H.8 Payroll register
Note that this record is a listing of each employee’s payroll data for the pay period.
From the payroll register in Illustration H.8, Academy Company makes a journal entry to record the payroll. For the week ending January 14, the entry is as follows.
Jan. 14 | Salaries and Wages Expense | 17,210.00 | ||
FICA Taxes Payable | 1,316.57 | |||
Federal Income Taxes Payable | 3,490.00 | |||
State Income Taxes Payable | 344.20 | |||
United Fund Payable | 421.50 | |||
Union Dues Payable | 115.00 | |||
Salaries and Wages Payable | 11,522.73 | |||
(To record payroll for the week ending January 14) |
The company credits specific liability accounts for the mandatory and voluntary deductions made during the pay period. In the example, Academy debits Salaries and Wages Expense for the gross earnings of its employees. The amount credited to Salaries and Wages Payable is the sum of the individual checks the employees will receive.
A company makes payments by check (or electronic funds transfer) either from its regular bank account or a payroll bank account. Each paycheck is usually accompanied by a detachable statement of earnings document. This shows the employee’s gross earnings, payroll deductions, and net pay, both for the period and for the year-to-date. Academy Company uses its regular bank account for payroll checks. Illustration H.9 shows the paycheck and statement of earnings for Michael Jordan (see Helpful Hint).
ILLUSTRATION H.9 Paycheck and statement of earnings
Following payment of the payroll, the company enters the check numbers in the payroll register. Academy records payment of the payroll as follows.
Jan. 14 | Salaries and Wages Payable | 11,522.73 | |
Cash | 11,522.73 | ||
(To record payment of payroll) |
Many medium- and large-size companies use a payroll processing center that performs payroll recordkeeping services. Companies send the center payroll information about employee pay rates and hours worked. The center maintains the payroll records and prepares the payroll checks. In most cases, it costs less to process the payroll through the center (outsource) than if the company did so internally.
Payroll tax expense for businesses results from three taxes that governmental agencies levy on employers. These taxes are:
These taxes plus such items as paid vacations and pensions are collectively referred to as fringe benefits. As indicated earlier, the cost of fringe benefits in many companies is substantial.
Each employee must pay FICA taxes, which are automatically deducted from that employee’s paycheck. Employers must match each employee’s FICA contribution. The matching contribution results in payroll tax expense to the employer.
For the January 14 payroll, Academy Company’s FICA tax contribution is $1,316.57 ($17,210.00 × 7.65%).
The Federal Unemployment Tax Act (FUTA) is another feature of the federal Social Security program.
State tax rates are based on state law.
The employer bears the entire federal unemployment tax (see Helpful Hint). There is no deduction or withholding from employees. Companies use the account Federal Unemployment Taxes Payable to recognize this liability. The federal unemployment tax for Academy Company for the January 14 payroll is $103.26 ($17,210.00 × 0.6%).
All states have unemployment compensation programs under state unemployment tax acts (SUTA).
Regardless of the rate paid, the company’s credit on the federal unemployment tax is still 5.4%.
Companies use the account State Unemployment Taxes Payable for this liability. The state unemployment tax for Academy Company for the January 14 payroll is $929.34 ($17,210.00 × 5.4%). Illustration H.10 summarizes the types of employer payroll taxes.
ILLUSTRATION H.10 Employer payroll taxes
Companies usually record employer payroll taxes at the same time they record the payroll. The entire amount of gross pay ($17,210.00) shown in the payroll register in Illustration H.8 is subject to each of the three taxes mentioned previously. Accordingly, Academy records the payroll tax expense associated with the January 14 payroll with the following entry.
Jan. 14 | Payroll Tax Expense | 2,349.17 | |
FICA Taxes Payable ($17,210 × 7.65%) | 1,316.57 | ||
Federal Unemployment Taxes Payable ($17,210 × 0.6%) | 103.26 | ||
State Unemployment Taxes Payable ($17,210 × 5.4%) | 929.34 | ||
(To record employer’s payroll taxes on January 14 payroll) |
Companies classify the liability accounts in the balance sheet as current liabilities since they will be paid within the next year. They classify Payroll Tax Expense on the income statement as an operating expense.
Preparation of payroll tax returns is the responsibility of the payroll department. The treasurer’s department makes the tax payment. Much of the information for the returns is obtained from employee earnings records.
Companies generally file and remit federal unemployment taxes annually on or before January 31 of the subsequent year. Earlier payments are required when the tax exceeds a specified amount. Companies usually must file and pay state unemployment taxes by the end of the month following each quarter. When payroll taxes are paid, companies debit payroll liability accounts, and credit Cash.
Employers also must provide each employee with a Wage and Tax Statement (Form W-2) by January 31 following the end of a calendar year. This statement shows gross earnings, FICA taxes withheld, and income taxes withheld for the year. The required W-2 form for Michael Jordan, using assumed annual data, is shown in Illustration H.11. The employer must send a copy of each employee’s Wage and Tax Statement (Form W-2) to the Social Security Administration. This agency subsequently furnishes the Internal Revenue Service with the income data required.
ILLUSTRATION H.11 W-2 form
Chapter 7 introduced internal control. As applied to payrolls, the objectives of internal control are to:
Irregularities often result if internal control is lax. Frauds involving payroll include overstating hours, using unauthorized pay rates, adding fictitious employees to the payroll, continuing terminated employees on the payroll, and distributing duplicate payroll checks. Moreover, inaccurate records will result in incorrect paychecks, financial statements, and payroll tax returns.
Payroll activities involve four functions:
For effective internal control, companies should assign these four functions to different departments or individuals. Illustration H.12 highlights these functions and illustrates their internal control features.
ILLUSTRATION H.12 Internal control for payroll
The computation of the payroll involves gross earnings, payroll deductions, and net pay. In recording the payroll, Salaries and Wages Expense is debited for gross earnings, individual tax and other liability accounts are credited for payroll deductions, and Salaries and Wages Payable is credited for net pay. When the payroll is paid, Salaries and Wages Payable is debited, and Cash is credited.
Employer payroll taxes consist of FICA, federal unemployment taxes, and state unemployment taxes. The taxes are usually accrued at the time the payroll is recorded by debiting Payroll Tax Expense and crediting separate liability accounts for each type of tax.
The objectives of internal control for payroll are (1) to safeguard company assets against unauthorized payments of payrolls, and (2) to ensure the accuracy and reliability of the accounting records pertaining to payrolls.
1. What is the difference between gross pay and net pay? Which amount should a company record as wages or salaries expense?
2. Which payroll tax is levied on both employers and employees?
3. Are the federal and state income taxes withheld from employee paychecks a payroll tax expense for the employer? Explain your answer.
4. What do the following acronyms stand for: FICA, FUTA, and SUTA?
5. What information is shown on a W-2 statement?
6. Distinguish between the two types of payroll deductions and give examples of each.
7. What are the primary uses of the employee earnings record?
8. (a) Identify the three types of employer payroll taxes. (b) How are tax liability accounts and Payroll Tax Expense classified in the financial statements?
9. You are a newly hired accountant with Nolasco Company. On your first day, the controller asks you to identify the main internal control objectives related to payroll accounting. How would you respond?
10. What are the four functions associated with payroll activities?
Compute gross earnings and net pay.
BEH.1 (LO 1), AP Beth Corbin’s regular hourly wage rate is $16, and she receives an hourly rate of $24 for work in excess of 40 hours. During a January pay period, Beth works 45 hours. Beth’s federal income tax withholding is $95, she has no voluntary deductions, and the FICA tax rate is 7.65%. Compute Beth Corbin’s gross earnings and net pay for the pay period.
Record a payroll and the payment of wages.
BEH.2 (LO 1), AP Beth Corbin’s regular hourly wage rate is $16, and she receives an hourly rate of $24 for work in excess of 40 hours. During a January pay period, Beth works 45 hours. Beth’s federal income tax withholding is $95, she has no voluntary deductions, and the FICA tax rate is 7.65%. Prepare the journal entries to record (a) Beth’s pay for the period and (b) the payment of Beth’s wages. Use January 15 for the end of the pay period and the payment date.
Record employer payroll taxes.
BEH.3 (LO 2), AP In January, gross earnings in Lugo Company totaled $80,000. All earnings are subject to 7.65% FICA taxes, 5.4% state unemployment taxes, and 0.6% federal unemployment taxes. Prepare the entry to record January payroll tax expense.
Identify payroll functions.
BEH.4 (LO 3), C Swenson Company has the following payroll procedures.
Identify the payroll function to which each procedure pertains.
Compute net pay and record pay for one employee.
EH.1 (LO 1), AP Maria Garza’s regular hourly wage rate is $16, and she receives a wage of 1 times the regular hourly rate for work in excess of 40 hours. During a March weekly pay period, Maria worked 42 hours. Her gross earnings prior to the current week were $6,000. Maria’s federal income taxes withheld for the week are $29. Her state income taxes withheld for the week are $13.76. Her only voluntary deduction is for group hospitalization insurance at $25 per week.
Instructions
Compute maximum FICA deductions.
EH.2 (LO 1), AN Employee earnings records for Slaymaker Company reveal the following gross earnings for four employees through the pay period of December 15.
J. Seligman | $ 93,500 | L. Marshall | $115,100 | |
R. Eby | $113,600 | T. Olson | $140,000 |
For the pay period ending December 31, each employee’s gross earnings is $4,500. The FICA tax rate is 7.65% on gross earnings of $142,800.
Instructions
Compute the FICA withholdings that should be made for each employee for the December 31 pay period. (Show computations.)
Prepare payroll register and record payroll and payroll tax expense.
EH.3 (LO 1, 2), AP Ramirez Company has the following data for the weekly payroll ending January 31.
Hours | Hourly Rate | Federal Income Tax Withholding | Health Insurance | ||||||
Employee | M | T | W | T | F | S | |||
L. Helton | 8 | 8 | 9 | 8 | 10 | 3 | $12 | $34 | $10 |
R. Kenseth | 8 | 8 | 8 | 8 | 8 | 2 | 14 | 37 | 25 |
D. Tavaras | 9 | 10 | 8 | 8 | 9 | 0 | 15 | 58 | 25 |
Employees are paid times the regular hourly rate for all hours worked in excess of 40 hours per week. FICA taxes are 7.65% on the first $142,800 of gross earnings. Ramirez Company is subject to 5.4% state unemployment taxes and 0.6% federal unemployment taxes on the first $7,000 of gross earnings.
Instructions
Compute missing payroll amounts and record payroll.
EH.4 (LO 1), AP Selected data from a February payroll register for Sutton Company are presented here. Some amounts are intentionally omitted.
Gross earnings: | State income taxes | $ (3) | |
Regular | $9,100 | Union dues | 100 |
Overtime | (1) | Total deductions | (4) |
Total | (2) | Net pay | $ 7,595 |
Deductions: | Account debited: | ||
FICA taxes | $ 765 | Salaries and wages expense | (5) |
Federal income taxes | 1,140 |
FICA taxes are 7.65%. State income taxes are 4% of gross earnings.
Instructions
Determine employer’s payroll taxes; record payroll tax expense.
EH.5 (LO 2), AP According to a payroll register summary of Frederickson Company, the amount of employees’ gross pay in December was $850,000, of which $80,000 was not subject to Social Security taxes of 6.2% and $750,000 was not subject to state and federal unemployment taxes.
Instructions
Prepare payroll register and payroll entries.
PH.1 (LO 1, 2), AP Mann Hardware has four employees who are paid on an hourly basis plus time-and-a-half for all hours worked in excess of 40 a week. Payroll data for the week ended March 15, 2025, are presented as follows.
Employee | Hours Worked | Hourly Rate | Federal Income Tax Withholdings | United Fund |
Ben Abel | 40 | $15.00 | $59.00 | $5.00 |
Rita Hager | 42 | 16.00 | 64.00 | 5.00 |
Jack Never | 44 | 13.00 | 60.00 | 8.00 |
Sue Perez | 46 | 13.00 | 61.00 | 5.00 |
The following tax rates are applicable: FICA 7.65%, state income taxes 3%, state unemployment taxes 5.4%, and federal unemployment 0.6%.
Instructions
Journalize payroll transactions and adjusting entries.
PH.2 (LO 1, 2), AP The following payroll liability accounts are included in the ledger of Harmon Company on January 1, 2025.
FICA Taxes Payable | $ 760.00 |
Federal Income Taxes Payable | 1,204.60 |
State Income Taxes Payable | 108.95 |
Federal Unemployment Taxes Payable | 288.95 |
State Unemployment Taxes Payable | 1,954.40 |
Union Dues Payable | 870.00 |
U.S. Savings Bonds Payable | 360.00 |
In January, the following transactions occurred.
Jan. | 10 | Sent check for $870.00 to union treasurer for union dues. |
12 | Remitted check for $1,964.60 to the Federal Reserve bank for FICA taxes and federal income taxes withheld. | |
15 | Purchased U.S. Savings Bonds for employees by writing check for $360.00. | |
17 | Paid state income taxes withheld from employees. | |
20 | Paid federal and state unemployment taxes. | |
31 | Completed monthly payroll register, which shows salaries and wages $58,000, FICA taxes withheld $4,437, federal income taxes payable $2,158, state income taxes payable $454, union dues payable $400, United Fund contributions payable $1,888, and net pay $48,663. | |
31 | Prepared payroll checks for the net pay and distributed checks to employees. |
At January 31, the company also makes the following accrued adjustments pertaining to employee compensation.
Instructions
Prepare entries for payroll and payroll taxes; prepare W-2 data.
PH.3 (LO 1, 2), AP For the year ended December 31, 2025, Denkinger Electrical Repair Company reports the following summary payroll data.
Gross earnings: | |
Administrative salaries | $200,000 |
Electricians’ wages | 370,000 |
Total | $570,000 |
Deductions: | |
FICA taxes | $ 38,645 |
Federal income taxes withheld | 142,500 |
State income taxes withheld (3%) | 17,100 |
United Fund contributions payable | 27,500 |
Health insurance premiums | 17,200 |
Total | $242,945 |
Denkinger Company’s payroll taxes are Social Security tax 6.2%, Medicare tax 1.45%, state unemployment 2.5% (due to a stable employment record), and 0.6% federal unemployment. Gross earnings subject to Social Security taxes of 6.2% total $490,000, and gross earnings subject to unemployment taxes total $135,000.
Instructions
Wages, Tips, Other Compensation | Federal Income Tax Withheld | State Income Tax Withheld | FICA Wages | FICA Tax Withheld |
Complete the required data for the following employees.
Employee | Gross Earnings | Federal Income Tax Withheld | |||
Maria Sandoval | $59,000 | $11,800 | |||
Jennifer Mingenback | 26,000 | 2,600 |
A reliable accounting information system is a necessity for any company. Whether companies use pen, pencil, or computers in maintaining accounting records, certain principles and procedures apply. The purpose of this appendix is to explain and illustrate two components of an accounting information system: subsidiary ledgers and special journals.
LEARNING OBJECTIVES | |
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1. Describe the nature and purpose of a subsidiary ledger. |
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2. Record transactions in special journals. |
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Imagine a business that has several thousand charge (credit) customers and shows the transactions with these customers in only one general ledger account—Accounts Receivable. It would be nearly impossible to determine the balance owed by an individual customer at any specific time. Similarly, the amount payable to one creditor would be difficult to locate quickly from a single Accounts Payable account in the general ledger.
Instead, companies use subsidiary ledgers to keep track of individual balances.
Two common subsidiary ledgers are as follows.
In each of these subsidiary ledgers, companies usually arrange individual accounts in alphabetical order.
A general ledger account summarizes the detailed data from a subsidiary ledger. For example, the detailed data from the accounts receivable subsidiary ledger are summarized in Accounts Receivable in the general ledger. The general ledger account that summarizes subsidiary ledger data is called a control account.
Illustration I.1 presents an overview of the relationship of subsidiary ledgers to the general ledger. In Illustration I.1, the general ledger control accounts and subsidiary ledger accounts are highlighted. Note that Cash and Common Stock in this illustration are not control accounts because there are no subsidiary ledger accounts related to these accounts.
ILLUSTRATION I.1 Relationship of general ledger and subsidiary ledgers
At the end of an accounting period, each general ledger control account balance must equal the composite balance of the individual accounts in the related subsidiary ledger. For example, the balance in Accounts Payable in Illustration I.1 must equal the total of the subsidiary balances of Creditors X + Y + Z.
Illustration I.2 lists sales and collection transactions for Pujols Enterprises.
ILLUSTRATION I.2 Sales and collection transactions
Credit Sales | Collections on Account | |||||
Jan. 10 | Aaron Co. | $ 6,000 | Jan. 19 | Aaron Co. | $4,000 | |
12 | Branden Inc. | 3,000 | 21 | Branden Inc. | 3,000 | |
20 | Caron Co. | 3,000 | 29 | Caron Co. | 1,000 | |
$12,000 | $8,000 |
Illustration I.3 provides an example of a control account and subsidiary ledger based on these transactions. (Due to space considerations, the explanation column in these accounts is not shown in this and subsequent illustrations.)
ILLUSTRATION I.3 Relationship between general and subsidiary ledgers
Pujols can reconcile the total debits ($12,000) and credits ($8,000) in Accounts Receivable in the general ledger to the detailed debits and credits in the subsidiary accounts. Also, the balance of $4,000 in the control account agrees with the total of the balances in the individual accounts (Aaron Co. $2,000 + Branden Inc. $0 + Caron Co. $2,000) in the subsidiary ledger.
As Illustration I.3 shows, companies make monthly postings to the control accounts in the general ledger. This practice allows them to prepare monthly financial statements. Companies post to the individual accounts in the subsidiary ledger daily. Daily posting ensures that account information is current. This enables the company to monitor credit limits, bill customers, and answer inquiries from customers about their account balances.
Subsidiary ledgers have several advantages:
So far you have learned to journalize transactions in a two-column general journal and post each entry to the general ledger. This procedure is satisfactory in only very small companies. To expedite journalizing and posting, most companies use special journals in addition to the general journal.
ILLUSTRATION I.4 Use of special journals and the general journal
If a transaction cannot be recorded in a special journal, the company records it in the general journal. For example, if a company had special journals for only the four types of transactions listed above, it would record purchase returns and allowances that do not affect cash in the general journal. Similarly, correcting, adjusting, and closing entries are recorded in the general journal. In some situations, companies might use special journals other than those listed above. For example, when sales returns and allowances that do not affect cash are frequent, a company might use a special journal to record these transactions.
Special journals permit greater division of labor because several people can record entries in different journals at the same time. For example, one employee may journalize all cash receipts, and another may journalize all credit sales. Also, the use of special journals reduces the time needed to complete the posting process. With special journals, companies may post some accounts monthly, instead of daily, as we will illustrate later in this appendix. On the following pages, we discuss the four special journals shown in Illustration I.4.
In the sales journal, companies record sales of merchandise on account. Cash sales of merchandise go in the cash receipts journal. Credit sales of assets other than merchandise go in the general journal.
To demonstrate use of a sales journal, we will use data for Karns Wholesale Supply, which uses a perpetual inventory system. Under this system, each entry in the sales journal results in one entry at selling price and another entry at cost (see Helpful Hint).
Illustration I.5 shows this two-column sales journal of Karns Wholesale Supply, using assumed credit sales transactions (for sales invoices 101–107).
ILLUSTRATION I.5 Journalizing the sales journal—perpetual inventory system
Note that, unlike the general journal, an explanation is not required for each entry in a special journal. Also, the use of prenumbered invoices ensures that all invoices are journalized. Finally, the reference (Ref.) column is not used in journalizing. It is used in posting the sales journal, as explained next.
Companies make daily postings from the sales journal to the individual accounts receivable in the subsidiary ledger. Posting to the general ledger is done monthly. Illustration I.6 shows both the daily and monthly postings.
A check mark (✓) is inserted in the reference posting column to indicate that the daily posting to the customer’s account has been made. If the subsidiary ledger accounts were numbered, the account number would be entered in place of the check mark. At the end of the month, Karns posts the column totals of the sales journal to the general ledger.
Here, the column totals are as follows. From the selling-price column, a debit of $90,230 to Accounts Receivable (account No. 112) and a credit of $90,230 to Sales Revenue (account No. 401). From the cost column, a debit of $62,190 to Cost of Goods Sold (account No. 505) and a credit of $62,190 to Inventory (account No. 120). Karns inserts the account numbers below the column totals to indicate that the postings have been made. In both the general ledger and subsidiary ledger accounts, the reference S1 indicates that the posting came from page 1 of the sales journal.
The next step is to “prove” the ledgers. To do so, Karns must determine two things:
ILLUSTRATION I.6 Posting the sales journal
Illustration I.7 shows the proof of the postings from the sales journal to the general and subsidiary ledger.
Use of a special journal to record sales on account has several advantages.1 The normal balance for Inventory is a debit. But, because of the sequence in which we have posted the special journals, with the sales journals first, the credits to Inventory are posted before the debits. This posting sequence explains the credit balance in Inventory, which exists only until the other journals are posted.
ILLUSTRATION I.7 Proving the equality of the postings from the sales journal
In the cash receipts journal, companies record all receipts of cash. The most common types of cash receipts are cash sales of merchandise and collections of accounts receivable. Many other possibilities exist, such as receipt of money from bank loans and cash proceeds from disposal of equipment. A one- or two-column cash receipts journal would not have space enough for all possible cash receipt transactions. Therefore, companies use a multi-column cash receipts journal.
Generally, a cash receipts journal includes the following columns: debit columns for Cash and Sales Discounts, and credit columns for Accounts Receivable, Sales Revenue, and “Other Accounts.” Companies use the Other Accounts category when the cash receipt does not involve a cash sale or a collection of accounts receivable. Under a perpetual inventory system, each sales entry also is accompanied by an entry that debits Cost of Goods Sold and credits Inventory for the cost of the merchandise sold. Illustration I.8 shows a six-column cash receipts journal.
Companies may use additional credit columns if these columns significantly reduce postings to a specific account. For example, a loan company, such as HSBC Finance Corp., receives thousands of cash collections from customers. Using separate credit columns for Loans Receivable and Interest Revenue, rather than the Other Accounts credit column, would reduce postings.
To illustrate the journalizing of cash receipts transactions, we will continue with the May transactions of Karns Wholesale Supply. Collections from customers relate to the entries recorded in the sales journal in Illustration I.5. The entries in the cash receipts journal are based on the following cash receipts.
May | 1 | Stockholders invested $5,000 in the business. |
7 | Cash sales of merchandise total $1,900 (cost, $1,240). | |
10 | Received a check for $10,388 from Abbot Sisters in payment of invoice No. 101 for $10,600 less a 2% discount. | |
12 | Cash sales of merchandise total $2,600 (cost, $1,690). | |
17 | Received a check for $11,123 from Babson Co. in payment of invoice No. 102 for $11,350 less a 2% discount. | |
22 | Received cash by signing a note for $6,000. | |
23 | Received a check for $7,644 from Carson Bros. in full for invoice No. 103 for $7,800 less a 2% discount. | |
28 | Received a check for $9,114 from Deli Co. in full for invoice No. 104 for $9,300 less a 2% discount. |
ILLUSTRATION I.8 Journalizing and posting the cash receipts journal
Further information about the columns in the cash receipts journal is as follows.
Debit Columns:
Credit Columns:
Debit and Credit Column:
In a multi-column journal, generally only one line is needed for each entry. Debit and credit amounts for each line must be equal. When Karns journalizes the collection from Abbot Sisters on May 10, for example, three amounts are indicated. Note also that the Account Credited column identifies both general ledger and subsidiary ledger account titles (see Helpful Hint). General ledger accounts are illustrated in the May 1 and May 22 entries. A subsidiary account is illustrated in the May 10 entry for the collection from Abbot Sisters.
When Karns has finished journalizing a multi-column journal, it totals the amount columns and compares the totals to prove the equality of debits and credits. Illustration I.9 shows the proof of the equality of Karns’ cash receipts journal.
ILLUSTRATION I.9 Proving the equality of the cash receipts journal
Totaling the columns of a journal and proving the equality of the totals is called footing and crossfooting a journal.
Posting a multi-column journal (Illustration I.8) involves the following steps.
The symbol CR, used in both the subsidiary and general ledgers, identifies postings from the cash receipts journal.
After posting of the cash receipts journal is completed, Karns proves the ledgers. As shown in Illustration I.10, the general ledger totals agree. Also, the sum of the subsidiary ledger balances equals the control account balance.
ILLUSTRATION I.10 Proving the ledgers after posting the sales and the cash receipts journals
In the purchases journal, companies record all purchases of merchandise on account. Each entry in this journal results in a debit to Inventory and a credit to Accounts Payable. For example, consider the following credit purchase transactions for Karns Wholesale Supply in Illustration I.11.
ILLUSTRATION I.11 Credit purchases transactions
Date | Supplier | Terms | Amount | ||||
5/6 | Jasper Manufacturing Inc. | 2/10, n/30 | $11,000 | ||||
5/10 | Eaton and Howe Inc. | 3/10, n/30 | 7,200 | ||||
5/14 | Fabor and Son | 1/10, n/30 | 6,900 | ||||
5/19 | Jasper Manufacturing Inc. | 2/10, n/30 | 17,500 | ||||
5/26 | Fabor and Son | 1/10, n/30 | 8,700 | ||||
5/29 | Eaton and Howe Inc. | 3/10, n/30 | 12,600 |
Illustration I.12 shows the purchases journal for Karns based on these transactions.
ILLUSTRATION I.12 Journalizing and posting the purchases journal
The journalizing procedure is similar to that for a sales journal. Companies make entries in the purchases journal from purchase invoices. In contrast to the sales journal, the purchases journal may not have an invoice number column because invoices received from different suppliers will not be in numerical sequence. To ensure that they record all purchase invoices, some companies consecutively number each invoice upon receipt and then use an internal document number column in the purchases journal.
The procedures for posting the purchases journal are similar to those for the sales journal. In this case, Karns makes daily postings to the accounts payable ledger; it makes monthly postings to Inventory and Accounts Payable in the general ledger (see Helpful Hint). In both ledgers, Karns uses P1 in the reference column to show that the postings are from page 1 of the purchases journal.
Proof of the equality of the postings from the purchases journal to both ledgers is shown in Illustration I.13.
ILLUSTRATION I.13 Proving the equality of the purchases journal
As noted earlier, some companies expand the purchases journal to include all types of purchases on account. Instead of one column for Inventory and Accounts Payable, they use a multi-column format. This format usually includes a credit column for Accounts Payable and debit columns for purchases of Inventory, Office Supplies, Store Supplies, and Other Accounts. Illustration I.14 shows a multi-column purchases journal for Hanover Co. The posting procedures are similar to those shown earlier for posting the cash receipts journal (see Helpful Hint).
ILLUSTRATION I.14 Multi-column purchases journal
In a cash payments (cash disbursements) journal, companies record all disbursements of cash. Entries are made from prenumbered checks. Because companies make cash payments for various purposes, the cash payments journal has multiple columns. Illustration I.15 shows a four-column journal.
ILLUSTRATION I.15 Journalizing and posting the cash payments journal
The procedures for journalizing transactions in this journal are similar to those for the cash receipts journal. Karns records each transaction on one line, and for each line there must be equal debit and credit amounts. The entries in the cash payments journal in Illustration I.15 are based on the following transactions for Karns Wholesale Supply.
May | 1 | Issued check No. 101 for $1,200 for the annual premium on a fire insurance policy. |
3 | Issued check No. 102 for $100 in payment of freight when terms were FOB shipping point. | |
8 | Issued check No. 103 for $4,400 for the purchase of merchandise. | |
10 | Sent check No. 104 for $10,780 to Jasper Manufacturing Inc. in payment of May 6 invoice for $11,000 less a 2% discount. | |
19 | Mailed check No. 105 for $6,984 to Eaton and Howe Inc. in payment of May 10 invoice for $7,200 less a 3% discount. | |
23 | Sent check No. 106 for $6,831 to Fabor and Son in payment of May 14 invoice for $6,900 less a 1% discount. | |
28 | Sent check No. 107 for $17,150 to Jasper Manufacturing Inc. in payment of May 19 invoice for $17,500 less a 2% discount. | |
30 | Issued check No. 108 for $500 to stockholders as a dividend. |
Note that whenever Karns enters an amount in the Other Accounts column, it must identify a specific general ledger account in the Account Debited column. The entries for checks No. 101, 102, 103, and 108 illustrate this situation. Similarly, Karns must identify a subsidiary account in the Account Debited column whenever it enters an amount in the Accounts Payable column. See, for example, the entry for check No. 104.
After Karns journalizes the cash payments journal, it totals the columns. The totals are then balanced to prove the equality of debits and credits.
The procedures for posting the cash payments journal are similar to those for the cash receipts journal. Karns posts the amounts recorded in the Accounts Payable column individually to the subsidiary ledger and in total to the control account. It posts Inventory and Cash only in total at the end of the month. Transactions in the Other Accounts column are posted individually to the appropriate account(s) affected. The company does not post totals for the Other Accounts column.
Illustration I.15 shows the posting of the cash payments journal. Note that Karns uses the symbol CP as the posting reference. After postings are completed, the company proves the equality of the debit and credit balances in the general ledger. In addition, the control account balances should agree with the subsidiary ledger total balance. Illustration I.16 shows the agreement of these balances.
ILLUSTRATION I.16 Proving the ledgers after postings from the sales, cash receipts, purchases, and cash payments journals
Special journals for sales, purchases, and cash substantially reduce the number of entries that companies make in the general journal. Only transactions that cannot be entered in a special journal are recorded in the general journal. For example, a company may use the general journal to record such transactions as granting of credit to a customer for a sales return or allowance, granting of credit from a supplier for purchases returned, acceptance of a note receivable from a customer, and purchase of equipment by issuing a note payable. Also, correcting, adjusting, and closing entries are made in the general journal.
The general journal has columns for date, account title and explanation, reference, and debit and credit amounts. When control and subsidiary accounts are not involved, the procedures for journalizing and posting of transactions are the same as those described in earlier chapters. When control and subsidiary accounts are involved, companies make two changes from the earlier procedures:
To illustrate, assume that on May 31, Karns Wholesale Supply returns $500 of merchandise for credit to Fabor and Son. Illustration I.17 shows the entry in the general journal and the posting of the entry. If Karns receives cash instead of credit on this return, then it would record the transaction in the cash receipts journal.
The general journal indicates two accounts (Accounts Payable, and Fabor and Son) for the debit, and two postings (“201/✓”) in the reference column. One debit is posted to the control account and another debit to the creditor’s account in the subsidiary ledger.
ILLUSTRATION I.17 Journalizing and posting the general journal
Have you ever been hacked? With the widespread use of cell phones, tablets, and other social media outlets, a real risk exists that your confidential information may be stolen and used illegally. Companies, individuals, and even nations have all been victims of cybercrime—a crime that involves the Internet, a computer system, or computer technology.
For companies, cybercrime is clearly a major threat, as the hacking of employees’ or customers’ records related to cybercrime can cost millions of dollars. Unfortunately, the numbers of security breaches are increasing. A security breach at Target, for example, cost the company a minimum of $20 million, the CEO lost his job, and sales plummeted.
Here are three reasons for the rise in the successful hacks of corporate computer records.
Note that cybersecurity risks extend far beyond company operations and compliance. Many hackers target highly sensitive intellectual information or other strategic assets. Illustration I.18 highlights the type of hackers and their motives, targets, and impacts.
ILLUSTRATION I.18 Profiles of threat actors
Malicious Actors | Motives | Targets | Impacts | ||||
Nation-state |
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Organized crime |
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Hacktivists |
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Insiders |
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Source: PricewaterhouseCoopers, “Answering Your Cybersecurity Questions” (January 2014). |
Companies now recognize that cybersecurity systems that protect confidential data must be implemented. It follows that companies (and nations and individuals) must continually verify that their cybersecurity defenses are sound and uncompromised.
A subsidiary ledger is a group of accounts with a common characteristic. It facilitates the recording process by freeing the general ledger from details of individual balances.
Companies use special journals to group similar types of transactions. In a special journal, generally only one line is used to record a complete transaction.
In posting a multi-column journal:
1. What are the advantages of using subsidiary ledgers?
2. (a) When do companies normally post to (1) the subsidiary accounts and (2) the general ledger control accounts? (b) Describe the relationship between a control account and a subsidiary ledger.
3. Identify and explain the four special journals discussed in this appendix. List an advantage of using each of these journals rather than using only a general journal.
4. Burguet Company uses special journals. It recorded in a sales journal a sale made on account to P. Starch for $435. A few days later, P. Starch returns $70 worth of merchandise for credit. Where should Burguet Company record the sales return? Why?
5. A $500 purchase of merchandise on account from Liu Company was properly recorded in the purchases journal. When posted, however, the amount recorded in the subsidiary ledger was $50. How might this error be discovered?
6. Why would special journals used in different businesses not be identical in format? What type of business would maintain a cash receipts journal but not include a column for accounts receivable?
7. The cash and the accounts receivable columns in the cash receipts journal were mistakenly over-added by $4,000 at the end of the month. (a) Will the customers’ ledger agree with the Accounts Receivable control account? (b) Assuming no other errors, will the trial balance totals be equal?
8. One column total of a special journal is posted at month-end to only two general ledger accounts. One of these two accounts is Accounts Receivable. What is the name of this special journal? What is the other general ledger account to which that same month-end total is posted?
9. In what journal would the following transactions be recorded? (Assume that a two-column sales journal and a single-column purchases journal are used.)
10. In what journal would the following transactions be recorded? (Assume that a two-column sales journal and a single-column purchases journal are used.)
11. What transactions might be included in a multi-column purchases journal that would not be included in a single-column purchases journal?
12. Give an example of a transaction in the general journal that causes an entry to be posted twice (i.e., to two accounts), one in the general ledger, the other in the subsidiary ledger. Does this affect the debit/credit equality of the general ledger?
13. Give some examples of appropriate general journal transactions for an organization using special journals.
Identify subsidiary ledger balances.
BEI.1 (LO 1), C Presented here is information related to Cortes Company for its first month of operations. Identify the balances that appear in the accounts receivable subsidiary ledger and the accounts receivable balance that appears in the general ledger at the end of January.
Credit Sales | Cash Collections | |||||||
Jan. | 7 | Adcock Co. | $10,000 | Jan. | 17 | Adcock Co. | $7,000 | |
15 | Cruz Co. | 7,000 | 24 | Cruz Co. | 6,000 | |||
23 | Morissy Co. | 9,000 | 29 | Morissy Co. | 9,000 |
Identify subsidiary ledger accounts.
BEI.2 (LO 1), C Identify in what ledger (general or subsidiary) each of the following accounts is shown.
Identify special journals.
BEI.3 (LO 2), C Identify the journal in which each of the following transactions is recorded.
Identify entries to cash receipts journal.
BEI.4 (LO 2), C Indicate whether each of the following debits and credits is included in the cash receipts journal. (Use “Yes” or “No” to answer this question.)
Identify transactions for special journals.
BEI.5 (LO 2), C Kiner Co. uses special journals and a general journal. Identify the journal in which each of the following transactions is recorded.
Identify transactions for special journals.
BEI.6 (LO 2), C Identify the special journal(s) in which the following column headings appear.
Indicate postings to cash receipts journal.
BEI.7 (LO 2), C Merando Computer Components Inc. uses a multi-column cash receipts journal. Indicate which column(s) is/are posted only in total, only daily, or both in total and daily.
Determine control account balances, and explain posting of special journals.
EI.1 (LO 1, 2), AP Lanley Company uses both special journals and a general journal as described in this appendix. On June 30, after all monthly postings had been completed, the Accounts Receivable control account in the general ledger had a debit balance of $314,000; the Accounts Payable control account had a credit balance of $77,000.
The July transactions recorded in the special journals are summarized here. No entries affecting accounts receivable and accounts payable were recorded in the general journal for July.
Sales journal | Total sales $161,400 |
Purchases journal | Total purchases $54,100 |
Cash receipts journal | Accounts receivable column total $131,000 |
Cash payments journal | Accounts payable column total $47,500 |
Instructions
Explain postings to subsidiary ledger.
EI.2 (LO 1), C Presented below is the subsidiary Accounts Receivable account of Martha Nott.
Date | Ref. | Debit | Credit | Balance | |
2025 | |||||
Sept. 2 | S31 | 61,000 | 61,000 | ||
9 | G4 | 14,000 | 47,000 | ||
27 | CR8 | 47,000 | — |
Instructions
Write a memo to Erica Grier, chief financial officer, that explains each transaction.
Post various journals to control and subsidiary accounts.
EI.3 (LO 1, 2), AP On September 1, the balance of the Accounts Receivable control account in the general ledger of Stark Company was $10,960. The customers’ subsidiary ledger contained account balances as follows: Zeyen $1,440, Milo $2,640, Baez $2,060, and Dey $4,820. At the end of September, the various journals contained the following information.
Sales journal: Sales to Dey $800; to Zeyen $1,260; to Guy $1,330; to Baez $1,260.
Cash receipts journal: Cash received from Baez $1,310; from Dey $2,300; from Guy $380; from Milo $1,800; from Zeyen $1,240.
General journal: An allowance is granted to Dey $185.
Instructions
Determine control and subsidiary ledger balances for accounts receivable.
EI.4 (LO 1, 2), AP Bill Porter Company has a balance in its Accounts Receivable control account of $10,200 on January 1, 2025. The subsidiary ledger contains three accounts: Connor Company, balance $4,000; Uhlig Company, balance $2,500; and Matson Company. During January, the following receivable-related transactions occurred.
Credit Sales | Collections | Returns | ||||
Connor Company | $9,000 | $8,000 | $ –0– | |||
Uhlig Company | 7,000 | 2,500 | 3,000 | |||
Matson Company | 8,300 | 9,000 | –0– |
Instructions
Determine control and subsidiary ledger balances for accounts payable.
EI.5 (LO 1, 2), AP Gonzalez Company has a balance in its Accounts Payable control account of $8,250 on January 1, 2025. The subsidiary ledger contains three accounts: Rye Company, balance $3,000; Keyes Company, balance $1,875; and Colaw Company. During January, the following receivable-related transactions occurred.
Purchases | Payments | Returns | ||||
Rye Company | $6,750 | $6,000 | $ –0– | |||
Keyes Company | 5,250 | 1,900 | 2,300 | |||
Colaw Company | 6,375 | 6,750 | –0– |
Instructions
Record transactions in sales and purchases journal.
EI.6 (LO 2), AP Norren Company uses special journals and a general journal. The following transactions occurred during September 2025.
Sept. | 2 | Sold merchandise on account to J. Yancey, invoice no. 101, $780, terms n/30. The cost of the merchandise sold was $420. |
10 | Purchased merchandise on account from H. Heerey $600, terms 2/10, n/30. | |
12 | Purchased office equipment on account from Y. Kojima $6,500. | |
21 | Sold merchandise on account to K. Pricer, invoice no. 102 for $800, terms 2/10, n/30. The cost of the merchandise sold was $480. | |
25 | Purchased merchandise on account from G. Jeanik $835, terms n/30. | |
27 | Sold merchandise to D. Schaff for $700 cash. The cost of the merchandise sold was $400. |
Instructions
Record transactions in cash receipts and cash payments journal.
EI.7 (LO 2), AP Milner Co. uses special journals and a general journal. The following transactions occurred during May 2025.
May | 1 | M. Milner invested $48,000 cash in the business in exchange for common stock. |
2 | Sold merchandise to A. Belton for $6,340 cash. The cost of the merchandise sold was $4,200. | |
3 | Purchased merchandise for $7,200 from E. Stein using check no. 101. | |
14 | Paid salary to M. Hunt $700 by issuing check no. 102. | |
16 | Sold merchandise on account to S. Spies for $900, terms n/30. The cost of the merchandise sold was $630. | |
22 | A check of $9,000 is received from N. Feeney in full for invoice 101; no discount given. |
Instructions
Explain journalizing in cash journals.
EI.8 (LO 2), C Eaton Company uses the columnar cash journals illustrated in the text. In April, the following selected cash transactions occurred.
Instructions
Indicate (a) the journal and (b) the columns in the journal that should be used in recording each transaction.
Journalize transactions in general journal and post.
EI.9 (LO 1, 2), AP Nolasco Company has the following selected transactions during March.
Mar. | 2 | Purchased equipment costing $9,400 from Brantly Company on account. |
5 | Received credit of $410 from Dumont Company for merchandise damaged in shipment to Nolasco. | |
7 | Issued credit of $390 to Horst Company for merchandise the customer returned. The returned merchandise had a cost of $240. |
Nolasco Company uses a one-column purchases journal, a sales journal, the columnar cash journals used in the text, and a general journal.
Instructions
Indicate journalizing in special journals.
EI.10 (LO 2), C The following are some typical transactions incurred by Barone Company.
Instructions
For each transaction, indicate whether it would normally be recorded in a cash receipts journal, cash payments journal, sales journal, single-column purchases journal, or general journal.
Explain posting to control account and subsidiary ledger.
EI.11 (LO 1), AP The general ledger of Raysom Company contained the following Accounts Payable control account (in T-account form). Also shown is the related subsidiary ledger.
GENERAL LEDGER | ||||||
Accounts Payable | ||||||
Feb. 15 | General journal | 1,400 | Feb. 1 | Balance | 26,025 | |
28 | ? | ? | 5 | General journal | 195 | |
11 | General journal | 550 | ||||
28 | Purchases | 13,400 | ||||
Feb. 28 | Balance | 9,800 | ||||
ACCOUNTS PAYABLE LEDGER | ||||||
Keyser | Robillard | |||||
Feb. 28 | Bal. 4,600 | Feb. 28 | Bal. ? | |||
Stine | ||||||
Feb. 28 | Bal. 2,100 |
Instructions
Prepare purchases and general journals.
EI.12 (LO 1, 2), AP Selected accounts from the ledgers of Ramos Company at July 31 showed the following.
GENERAL LEDGER | ||||||||||||
Equipment | No. 153 | Inventory | No.120 | |||||||||
Date | Explanation | Ref. | Debit | Credit | Balance | Date | Explanation | Ref. | Debit | Credit | Balance | |
July 1 | G1 | 3,900 | 3,900 | July 15 | G1 | 600 | 600 | |||||
18 | G1 | 380 | 220 | |||||||||
Accounts Payable | No. 201 | 25 | G1 | 200 | 20 | |||||||
Date | Explanation | Ref. | Debit | Credit | Balance | 31 | P1 | 8,500 | 8,520 | |||
July 1 | G1 | 3,900 | 3,900 | |||||||||
15 | G1 | 600 | 4,500 | |||||||||
18 | G1 | 380 | 4,120 | |||||||||
25 | G1 | 200 | 3,920 | |||||||||
31 | P1 | 8,500 | 12,420 |
ACCOUNTS PAYABLE LEDGER | ||||||||||||
Alaska Equipment Co. | Kentucky Co. | |||||||||||
Date | Explanation | Ref. | Debit | Credit | Balance | Date | Explanation | Ref. | Debit | Credit | Balance | |
July 1 | G1 | 3,900 | 3,900 | July 14 | P1 | 1,300 | 1,300 | |||||
25 | G1 | 200 | 1,100 | |||||||||
Carolina Co. | Nevada Co. | |||||||||||
Date | Explanation | Ref. | Debit | Credit | Balance | Date | Explanation | Ref. | Debit | Credit | Balance | |
July 3 | P1 | 2,400 | 2,400 | July 12 | P1 | 500 | 500 | |||||
20 | P1 | 700 | 3,100 | 21 | P1 | 600 | 1,100 | |||||
Florida Corp | Oklahoma Inc. | |||||||||||
Date | Explanation | Ref. | Debit | Credit | Balance | Date | Explanation | Ref. | Debit | Credit | Balance | |
July 17 | P1 | 1,400 | 1,400 | July 15 | G1 | 600 | 600 | |||||
18 | G1 | 380 | 1,020 | |||||||||
29 | P1 | 1,600 | 2,620 |
Instructions
From the data, prepare:
Determine correct posting amount to control account.
EI.13 (LO 1, 2), AP Castro Products uses both special journals and a general journal as described in this appendix. Castro also posts customers’ accounts in the accounts receivable subsidiary ledger. The postings for the most recent month are included in the following subsidiary T-accounts.
Dingel | Lopez | |||||||
Bal. | 340 | 250 | Bal. | 150 | 150 | |||
280 | 240 | |||||||
Epping | Rivera | |||||||
Bal. | –0– | 145 | Bal. | 120 | 120 | |||
145 | 190 | |||||||
130 |
Instructions
Determine the correct amount of the end-of-month posting from the sales journal to the Accounts Receivable control account.
Compute balances in various accounts.
EI.14 (LO 2), AP Selected account balances for Ramano Company at January 1, 2025, are presented here.
Accounts Payable | $19,000 |
Accounts Receivable | 22,000 |
Cash | 17,000 |
Inventory | 13,500 |
Ramano’s sales journal for January shows a total of $100,000 in the selling price column, and its one-column purchases journal for January shows a total of $72,000.
The column totals in Ramano’s cash receipts journal are Cash Dr. $64,000; Sales Discounts Dr. $1,100; Accounts Receivable Cr. $48,000; Sales Revenue Cr. $6,000; and Other Accounts Cr. $11,100.
The column totals in Ramano’s cash payments journal for January are Cash Cr. $55,000; Inventory Cr. $1,000; Accounts Payable Dr. $46,000; and Other Accounts Dr. $10,000. Ramano’s total cost of goods sold for January is $63,600.
Accounts Payable, Accounts Receivable, Cash, Inventory, and Sales Revenue are not involved in the “Other Accounts” column in either the cash receipts or cash payments journal, and are not involved in any general journal entries.
Instructions
Compute the January 31 balance for Ramano in the following accounts.
PI.1 (LO 1, 2), AP Parsons Company’s chart of accounts includes the following selected accounts.
Journalize transactions in cash receipts journal; post to control account and subsidiary ledger.
101 Cash | 401 Sales Revenue |
112 Accounts Receivable | 414 Sales Discounts |
120 Inventory | 505 Cost of Goods Sold |
311 Common Stock |
On April 1, the accounts receivable ledger of Parsons Company showed the following balances: Park $1,550, Kolten $1,200, Hurt Co. $2,900, and Afzal $1,800. The April transactions involving the receipt of cash were as follows.
Apr. | 1 | Stockholders invested $7,200 additional cash in the business, in exchange for common stock. |
4 | Received check for payment of account from Afzal less 2% cash discount. | |
5 | Received check for $990 in payment of invoice no. 307 from Hurt Co. | |
8 | Made cash sales of merchandise totaling $7,845. The cost of the merchandise sold was $4,347. | |
10 | Received check for $600 in payment of invoice no. 309 from Park. | |
11 | Received cash refund from a supplier for damaged merchandise $680. | |
23 | Received check for $1,500 in payment of invoice no. 310 from Hurt Co. | |
29 | Received check for payment of account from Kolten. |
Instructions
a. Balancing totals $21,815
c. Accounts Receivable $1,360
Journalize transactions in cash payments journal; post to control account and subsidiary ledgers.
PI.2 (LO 1, 2), AP Venson Company’s chart of accounts includes the following selected accounts.
101 | Cash | 201 | Accounts Payable |
120 | Inventory | 332 | Cash Dividends |
130 | Prepaid Insurance | 505 | Cost of Goods Sold |
157 | Equipment |
On October 1, the accounts payable ledger of Venson Company showed the following balances: Coulsen Company $2,700, Flynn Co. $2,500, Noy Co. $2,100, and Trent Company $3,700. The October transactions involving the payment of cash were as follows.
Oct. | 1 | Purchased merchandise, check no. 63, $300. |
3 | Purchased equipment, check no. 64, $1,200. | |
5 | Paid Coulsen Company balance due of $2,700, less 2% discount, check no. 65, $2,646. | |
10 | Purchased merchandise, check no. 66, $2,250. | |
15 | Paid Noy Co. balance due of $2,100, check no. 67. | |
16 | Paid cash dividend of $400, check no. 68. | |
19 | Paid Flynn Co. in full for invoice no. 610, $1,800 less 2% cash discount, check no. 69, $1,764. | |
29 | Paid Trent Company in full for invoice no. 264, $2,500, check no. 70. |
Instructions
a. Balancing totals $13,250
c. Accounts Payable $1,900
Journalize transactions in multicolumn purchases journal, sales journal, and general journal; post to the general and subsidiary ledgers.
PI.3 (LO 1, 2), AP The chart of accounts of Beldona Company includes the following selected accounts.
112 | Accounts Receivable | 401 | Sales Revenue |
120 | Inventory | 412 | Sales Returns and Allowances |
126 | Supplies | 505 | Cost of Goods Sold |
157 | Equipment | 610 | Advertising Expense |
201 | Accounts Payable |
In July, the following selected transactions were completed. All purchases and sales were on account. The cost of all merchandise sold was 70% of the sales price.
July | 1 | Purchased merchandise from Dent Company $7,600. |
2 | Received freight bill from Rensing Shipping on Dent purchase $400. | |
3 | Made sales to Dayley Company $1,300 and to Orsen Bros. $2,000. | |
5 | Purchased merchandise from Langer Company $3,200. | |
8 | Received credit on merchandise returned to Langer Company $300. | |
13 | Purchased store supplies from Abel Supply $910. | |
15 | Purchased merchandise from Dent Company $3,600 and from Goran Company $3,300. | |
16 | Made sales to Gentry Company $3,450 and to Orsen Bros. $1,570. | |
18 | Received bill for advertising from Wei Advertisements $600. | |
21 | Made sales to Dayley Company $310 and to Musky Company $2,800. | |
22 | Granted allowance to Dayley Company for merchandise damaged in shipment $65. | |
24 | Purchased merchandise from Langer Company $3,000. | |
26 | Purchased equipment from Abel Supply $900. | |
28 | Received freight bill from Rensing Shipping on Langer purchase of July 24, $380. | |
30 | Made sales to Gentry Company $5,600. |
Instructions
a. Purchases journal—Accounts Payable $23,890
Sales journal—Sales revenue column total $17,030
c. Accounts Receivable $16,965
Accounts Payable $23,590
Journalize transactions in special journals.
PI.4 (LO 1, 2), AP Selected accounts from the chart of accounts of Rivera Company are shown here.
101 | Cash | 401 | Sales Revenue |
112 | Accounts Receivable | 412 | Sales Returns and Allowances |
120 | Inventory | 414 | Sales Discounts |
126 | Supplies | 505 | Cost of Goods Sold |
157 | Equipment | 726 | Salaries and Wages Expense |
201 | Accounts Payable |
The cost of all merchandise sold was 60% of the sales price. During January, Rivera completed the following transactions.
Jan. | 3 | Purchased merchandise on account from Quayle Co. $10,000. |
4 | Purchased supplies for cash $80. | |
4 | Sold merchandise on account to Gant $5,600, invoice no. 371, terms 1/10, n/30. | |
5 | Returned $300 worth of damaged goods purchased on account from Quayle Co. on January 3. | |
6 | Made cash sales for the week totaling $3,750. | |
8 | Purchased merchandise on account from Eubank Co. $4,500. | |
9 | Sold merchandise on account to Notson Corp. $6,400, invoice no. 372, terms 1/10, n/30. | |
11 | Purchased merchandise on account from Akers Co. $3,700. | |
13 | Paid in full Quayle Co. on account less a 2% discount. | |
13 | Made cash sales for the week totaling $6,260. | |
15 | Received payment from Notson Corp. for invoice no. 372. | |
15 | Paid semi-monthly salaries of $14,300 to employees. | |
17 | Received payment from Gant for invoice no. 371. | |
17 | Sold merchandise on account to Loeb Co. $1,200, invoice no. 373, terms 1/10, n/30. | |
19 | Purchased equipment on account from Barb Corp. $5,500. | |
20 | Cash sales for the week totaled $3,200. | |
20 | Paid in full Eubank Co. on account less a 2% discount. | |
23 | Purchased merchandise on account from Quayle Co. $7,800. | |
24 | Purchased merchandise on account from Fifer Corp. $5,100. | |
27 | Made cash sales for the week totaling $4,230. | |
30 | Received payment from Loeb Co. for invoice no. 373. | |
31 | Paid semi-monthly salaries of $14,300 to employees. | |
31 | Sold merchandise on account to Gant $9,330, invoice no. 374, terms 1/10, n/30. |
Rivera Company uses the following journals.
Instructions
Using the selected accounts provided:
a. Sales journal $22,530
Purchases journal $31,100
Cash receipts journal balancing total $30,640
Cash payments journal balancing total $42,880
Journalize in sales and cash receipts journals; post; prepare a trial balance; prove control to subsidiary; prepare adjusting entries; prepare an adjusted trial balance.
PI.5 (LO 1, 2), AP Presented here are the purchases and cash payments journals for Ramirez Co. for its first month of operations.
PURCHASES JOURNAL | P1 | ||
Date | Account Credited | Ref. | Inventory Dr. Accounts Payable Cr. |
July 4 | T. Donley | 6,500 | |
5 | K. Farmer | 8,100 | |
11 | M. Huang | 5,920 | |
13 | D. Sampson | 15,300 | |
20 | G. Young | 7,900 | |
43,720 |
CASH PAYMENTS JOURNAL | CP1 | |||||
Date | Account Debited |
Ref. | Other Accounts Dr. | Accounts Payable Dr. | Inventory Cr. | Cash Cr. |
July 4 | Supplies | 600 | 600 | |||
10 | K. Farmer | 8,100 | 81 | 8,019 | ||
11 | Prepaid Rent | 6,000 | 6,000 | |||
15 | T. Donley | 6,500 | 6,500 | |||
19 | Cash Dividends | 2,500 | 2,500 | |||
21 | D. Sampson | 15,300 | 153 | 15,147 | ||
9,100 | 29,900 | 234 | 38,766 |
In addition, the following transactions have not been journalized for July. The cost of all merchandise sold was 65% of the sales price.
July | 1 | A. Ramirez invested $80,000 in cash in exchange for common stock. |
6 | Sold merchandise on account to Edwards Co. $6,600 terms 1/10, n/30. | |
7 | Made cash sales totaling $6,300. | |
8 | Sold merchandise on account to Carmoni $3,600, terms 1/10, n/30. | |
10 | Sold merchandise on account to L. Nunez $4,900, terms 1/10, n/30. | |
13 | Received payment in full from Carmoni. | |
16 | Received payment in full from L. Nunez. | |
20 | Received payment in full from Edwards Co. | |
21 | Sold merchandise on account to M. Putzi $5,000, terms 1/10, n/30. | |
29 | Returned damaged goods to T. Donley and received cash refund of $450. |
Instructions
101 | Cash | 332 | Cash Dividends |
112 | Accounts Receivable | 401 | Sales Revenue |
120 | Inventory | 414 | Sales Discounts |
127 | Supplies | 505 | Cost of Goods Sold |
131 | Prepaid Rent | 631 | Supplies Expense |
201 | Accounts Payable | 729 | Rent Expense |
311 | Common Stock |
b. Sales journal total $20,100
Cash receipts journal balancing totals $101,850
e. Totals $120,220
f. Accounts Receivable $5,000
Accounts Payable $13,820
Prepare the necessary entries in the general journal. Post the entries to the general ledger.
h. Totals $120,220
Journalize in special journals; post; prepare a trial balance.
PI.6 (LO 1, 2), AP The post-closing trial balance for Bensen Co. is as follows.
Bensen Co. Post-Closing Trial Balance December 31, 2024 |
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Debit | Credit | |
Cash | $ 41,500 | |
Accounts Receivable | 15,000 | |
Notes Receivable | 45,000 | |
Inventory | 20,000 | |
Equipment | 7,500 | |
Accumulated Depreciation—Equipment | $ 1,500 | |
Accounts Payable | 43,000 | |
Common Stock | 84,500 | |
$129,000 | $129,000 |
The subsidiary ledgers contain the following information: (1) accounts receivable—M. Cedeno $2,500, J. Deitz $7,500, and E. Divine $5,000; (2) accounts payable—B. Forrest $10,000, L. Gold $18,000, and A. Pele $15,000. The cost of all merchandise sold was 60% of the sales price.
The transactions for January 2025 are as follows.
Jan. | 3 | Sell merchandise to T. Raynor $4,600, terms 2/10, n/30. |
5 | Purchase merchandise from P. Weng $2,800, terms 2/10, n/30. | |
7 | Receive a check from E. Divine $3,500. | |
11 | Pay freight on merchandise purchased $300. | |
12 | Pay rent of $1,000 for January. | |
13 | Receive payment in full from T. Raynor. | |
14 | Post all entries to the subsidiary ledgers. Issued credit of $300 to M. Cedeno for returned merchandise. | |
15 | Send A. Pele a check for $14,850 in full payment of account, discount $150. | |
17 | Purchase merchandise from E. Nanco $1,600, terms 2/10, n/30. | |
18 | Pay sales salaries of $2,500 and office salaries $2,000. | |
20 | Give L. Gold a 60-day note for $18,000 in full payment of account payable. | |
23 | Total cash sales amount to $9,100. | |
24 | Post all entries to the subsidiary ledgers. Sell merchandise on account to J. Deitz $7,400, terms 1/10, n/30. | |
27 | Send P. Weng a check for $950. | |
29 | Receive payment on a note of $37,000 from W. Lague. | |
30 | Post all entries to the subsidiary ledgers. Return merchandise of $300 to E. Nanco for credit. |
Instructions
101 | Cash | 311 | Common Stock |
112 | Accounts Receivable | 401 | Sales Revenue |
115 | Notes Receivable | 412 | Sales Returns and Allowances |
120 | Inventory | 414 | Sales Discounts |
157 | Equipment | 505 | Cost of Goods Sold |
158 | Accumulated Depreciation—Equipment | 726 | Salaries and Wages Expense |
200 | Notes Payable | 729 | Rent Expense |
201 | Accounts Payable |
b. Sales journal $12,000
Purchases journal $4,400
Cash receipts journal (balancing) $54,200
Cash payments journal (balancing) $21,750
d. Totals $138,250
e. Accounts Receivable $18,600 Accounts Payable $13,150
ACRI Zweifel Company has the following opening account balances in its general and subsidiary ledgers on January 1 and uses the periodic inventory system. All accounts have normal debit and credit balances.
GENERAL LEDGER | ||
Account Number | Account Title | January 1 Opening Balance |
101 | Cash | $32,750 |
112 | Accounts Receivable | 13,000 |
115 | Notes Receivable | 42,000 |
120 | Inventory | 20,000 |
125 | Supplies | 1,000 |
130 | Prepaid Insurance | 2,000 |
157 | Equipment | 6,450 |
158 | Accumulated Depreciation—Equip. | 1,500 |
201 | Accounts Payable | 35,000 |
311 | Common Stock | 70,000 |
320 | Retained Earnings | 10,700 |
SCHEDULE OF ACCOUNTS RECEIVABLE (from accounts receivable subsidiary ledger) |
SCHEDULE OF ACCOUNTS PAYABLE (from accounts payable subsidiary ledger) |
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Customer | January 1 Opening Balance |
Creditor | January 1 Opening Balance |
|
G. Dukes | $1,800 | O. Kitson | $ 9,000 | |
M. Hall | 7,200 | D. Markoff | 15,000 | |
L. Longhini | 4,000 | L. Quinn | 11,000 |
In addition, the following transactions have not been journalized for January 2025.
Jan. | 3 | Sell merchandise on account to W. Rayms $3,600, invoice no. 510, and M. Fischer $1,800, invoice no. 511. |
5 | Purchase merchandise on account from K. Zapfel $3,000 and J. Liotta $2,400. | |
7 | Receive checks for $4,000 from L. Longhini and $2,000 from M. Hall. | |
8 | Pay freight on merchandise purchased $180. | |
9 | Send checks to O. Kitson for $9,000 and L. Quinn for $11,000. | |
9 | Issue credit of $240 to M. Fischer for merchandise returned. | |
10 | Cash sales total $15,500 from January 1 to January 10. Make one journal entry for these sales. | |
11 | Sell merchandise on account to G. Dukes for $1,900, invoice no. 512, and to L. Longhini $900, invoice no. 513. | |
12 | Pay rent of $1,000 for January. | |
13 | Receive payment in full from W. Rayms and M. Fischer. | |
15 | Pay cash dividend of $650. | |
16 | Purchase merchandise on account from L. Quinn for $15,000, from O. Kitson for $13,900, and from K. Zapfel for $1,500. | |
17 | Pay $400 cash for office supplies. | |
18 | Return $200 of merchandise to O. Kitson and receive credit. | |
20 | Cash sales total $17,750 from January 11 to January 20. Make one journal entry for these sales. | |
21 | Issue $15,000 note to D. Markoff in payment of balance due. | |
21 | Receive payment in full from L. Longhini. | |
22 | Sell merchandise on account to W. Rayms for $3,700, invoice no. 514, and to G. Dukes for $800, invoice no. 515. | |
23 | Send checks to L. Quinn and O. Kitson in full payment. | |
25 | Sell merchandise on account to M. Hall for $3,500, invoice no. 516, and to M. Fischer for $6,100, invoice no. 517. | |
27 | Purchase merchandise on account from L. Quinn for $12,500, from J. Liotta $1,200, and from K. Zapfel for $2,800. | |
28 | Pay $200 cash for office supplies. | |
31 | Cash sales total $22,920 from January 21 to January 31. Make one journal entry for these sales. | |
31 | Pay sales salaries of $4,300 and office salaries of $3,100. |
Instructions
c. Trial balance totals $199,270
Adj. T/B totals $199,425
d. Net income $8,775
Total assets $127,255
f. Post-closing T/B totals $128,880
In this appendix, we discuss reasons why businesses select the partnership form of organization. We also explain the major issues in accounting for partnerships.
LEARNING OBJECTIVES | |
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1. Discuss and account for the formation of a partnership. |
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2. Explain how to account for net income or net loss of a partnership. |
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3. Explain how to account for the liquidation of a partnership. |
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4. Prepare journal entries when a partner is either admitted or withdraws. |
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A partnership is an association of two or more persons to carry on as co-owners of a business for profit. Partnerships are sometimes used in small retail, service, or manufacturing companies. Accountants, lawyers, and doctors also find it desirable to form partnerships with other professionals in the field.
Partnerships are fairly easy to form. People form partnerships simply by a verbal agreement or more formally by written agreement. We explain the principal characteristics of partnerships in the following sections.
A partnership is a legal entity. A partnership can own property (land, buildings, equipment) and can sue or be sued.
The net income of a partnership is not taxed as a separate entity. But, a partnership must file an information tax return showing partnership net income and each partner’s share of that net income. Each partner’s share is taxable at personal tax rates, regardless of the amount of net income each withdraws from the business during the year.
Mutual agency means that each partner acts on behalf of the partnership when engaging in partnership business.
For example, a partner of a grocery store who purchases a delivery truck creates a binding contract in the name of the partnership, even if the partnership agreement denies this authority. On the other hand, if a partner in a law firm purchased a snowmobile for the partnership, such an act would not be binding on the partnership. The purchase is clearly outside the scope of partnership business.
Corporations have unlimited life. Partnerships do not. A partnership may be ended voluntarily at any time through the acceptance of a new partner or the withdrawal of a partner. It may be ended involuntarily by the death or incapacity of a partner.
Each partner is personally and individually liable for all partnership liabilities.
Because each partner is responsible for all the debts of the partnership, each partner is said to have unlimited liability.
Partners jointly own partnership assets. If the partnership is dissolved, each partner has a claim on total assets equal to the balance in his or her respective capital account.
Partnership net income (or net loss) is also co-owned. If the partnership contract does not specify to the contrary, all net income or net loss is shared equally by the partners. As you will see later, though, partners may agree to unequal sharing of net income or net loss.
If you are starting a business with a friend and each of you has little capital and your business is not risky, you probably want to use a partnership. As indicated above, the partnership is easy to establish and its cost is minimal. These types of partnerships are often called regular partnerships.
However if your business is risky—say, roof repair or performing some type of professional service—you will want to limit your liability and not use a regular partnership. As a result, special forms of business organizations with partnership characteristics are now often used to provide protection from unlimited liability for people who wish to work together in some activity.
The special partnership forms are limited partnerships, limited liability partnerships, and limited liability companies. These special forms use the same accounting procedures as those described for a regular partnership. In addition, for taxation purposes, all the profits and losses pass through these organizations (similar to the regular partnership) to the owners, who report their share of partnership net income or losses on their personal tax returns.
In a limited partnership, one or more partners have unlimited liability and one or more partners have limited liability for the debts of the firm (see International Note).
The words “Limited Partnership,” “Ltd.,” or “LP” identify this type of organization. For the privilege of limited liability, the limited partner usually accepts less compensation than a general partner and exercises less influence in the affairs of the firm. If the limited partners get involved in management, they risk their liability protection.
Most states allow professionals such as lawyers, doctors, and accountants to form a limited liability partnership or “LLP.”
These professional partnerships vary in size from a medical partnership of three to five doctors, to 150 to 200 partners in a large law firm, to more than 2,000 partners in an international accounting firm.
A hybrid form of business organization with certain features like a corporation and others like a limited partnership is the limited liability company or “LLC.” An LLC usually has a limited life.
Illustration J.1 summarizes different forms of organizations that have partnership characteristics.
Why do people choose partnerships? One major advantage of a partnership is to combine the skills and resources of two or more individuals. In addition, partnerships are easily formed and are relatively free from government regulations and restrictions. A partnership does not have to contend with the “red tape” that a corporation must face. Also, partners generally can make decisions quickly on substantive business matters without having to consult a board of directors.
On the other hand, partnerships also have some major disadvantages. Unlimited liability is particularly troublesome. Many individuals fear they may lose not only their initial investment but also their personal assets if those assets are needed to pay partnership creditors.
ILLUSTRATION J.1 Different forms of organizations with partnership characteristics
Illustration J.2 summarizes the advantages and disadvantages of the regular partnership form of business organization. As indicated previously, different types of partnership forms have evolved to reduce some of the disadvantages.
ILLUSTRATION J.2 Advantages and disadvantages of a partnership
Advantages | Disadvantages | |
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Ideally, the agreement of two or more individuals to form a partnership should be expressed in a written contract, called the partnership agreement or articles of co-partnership. The partnership agreement contains such basic information as the name and principal location of the firm, the purpose of the business, and date of inception. In addition, it should specify relationships among the partners, such as:
We cannot overemphasize the importance of a written contract. The agreement should attempt to anticipate all possible situations, contingencies, and disagreements (see Ethics Note). The help of a lawyer is highly desirable in preparing the agreement.
We now turn to the basic accounting for partnerships. The major accounting issues relate to forming the partnership, dividing income or loss, and preparing financial statements.
To illustrate, assume that A. Rolfe and T. Shea combine their proprietorships to start a partnership named U.S. Software. The firm will specialize in developing financial modeling software. Rolfe and Shea have the assets shown in Illustration J.3 prior to the formation of the partnership.
ILLUSTRATION J.3 Book and fair values of assets invested
Book Value | Fair Value | ||||
A. Rolfe | T. Shea | A. Rolfe | T. Shea | ||
Cash | $ 8,000 | $ 9,000 | $ 8,000 | $ 9,000 | |
Equipment | 5,000 | 4,000 | |||
Accumulated depreciation—equipment | (2,000) | ||||
Accounts receivable | 4,000 | 4,000 | |||
Allowance for doubtful accounts | (700) | (1,000) | |||
$11,000 | $12,300 | $12,000 | $12,000 |
The partnership records the investments as follows.
Investment of A. Rolfe | ||
Cash | 8,000 | |
Equipment | 4,000 | |
A. Rolfe, Capital | 12,000 | |
(To record investment of Rolfe) |
Investment of T. Shea | ||
Cash | 9,000 | |
Accounts Receivable | 4,000 | |
Allowance for Doubtful Accounts | 1,000 | |
T. Shea, Capital | 12,000 | |
(To record investment of Shea) |
Items under owners’ equity (OE) in the accounting equation analyses are not labeled in this partnership appendix. Nearly all affect partners’ capital accounts.
Note that the partnership records neither the original cost of the equipment ($5,000) nor its book value ($5,000 – $2,000). It records the equipment at its fair value, $4,000. The partnership does not carry forward any accumulated depreciation from the books of previous entities (in this case, the two proprietorships).
In contrast, the gross claims on customers ($4,000) are carried forward to the partnership. The partnership adjusts the allowance for doubtful accounts to $1,000, to arrive at a cash (net) realizable value of $3,000. A partnership may start with an allowance for doubtful accounts because it will continue to collect existing accounts receivable, some of which are expected to be uncollectible. In addition, this procedure maintains the control and subsidiary relationship between Accounts Receivable and the accounts receivable subsidiary ledger.
After formation of the partnership, the accounting for transactions is similar to any other type of business organization. For example, the partners record all transactions with outside parties, such as the purchase or sale of inventory and the payment or receipt of cash, the same as would a sole proprietor.
The steps in the accounting cycle described in Chapter 4 also apply to a partnership. For example, the partnership prepares a trial balance and journalizes and posts adjusting entries. A worksheet may be used. There are minor differences in journalizing and posting closing entries and in preparing financial statements, as we explain in the following sections. The differences occur because there is more than one owner.
Partners equally share partnership net income or net loss unless the partnership contract indicates otherwise. The same basis of division usually applies to both net income and net loss. It is customary to refer to this basis as the income ratio, the income and loss ratio, or the profit and loss (P&L) ratio. Because of its wide acceptance, we use the term income ratio to identify the basis for dividing net income and net loss. The partnership recognizes a partner’s share of net income or net loss in the accounts through closing entries.
A partnership must make four entries in preparing closing entries. The entries are:
The first two entries are the same as in a corporation. The last two entries are different because (1) there are two or more owners’ capital and drawings accounts, and (2) it is necessary to divide net income (or net loss) among the partners.
To illustrate the last two closing entries, assume that AB Company has net income of $32,000 for 2025. The partners, L. Arbor and D. Barnett, share net income and net loss equally. Drawings for the year were Arbor $8,000 and Barnett $6,000. The last two closing entries are as follows.
Dec. 31 | Income Summary | 32,000 | |
L. Arbor, Capital ($32,000 × 50%) | 16,000 | ||
D. Barnett, Capital ($32,000 × 50%) | 16,000 | ||
(To transfer net income to partners’ capital accounts) |
Dec. 31 | L. Arbor, Capital | 8,000 | |
D. Barnett, Capital | 6,000 | ||
L. Arbor, Drawings | 8,000 | ||
D. Barnett, Drawings | 6,000 | ||
(To close drawings accounts to capital accounts) |
Assume that the beginning capital balance is $47,000 for Arbor and $36,000 for Barnett. After posting the closing entries, the capital and drawings accounts will appear as shown in Illustration J.4.
ILLUSTRATION J.4 Partners’ capital and drawings accounts after closing
L. Arbor, Capital | D. Barnett, Capital | |||||||||||
12/31 | Clos. | 8,000 | 1/1 | Bal. | 47,000 | 12/31 | Clos. | 6,000 | 1/1 | Bal. | 36,000 | |
12/31 | Clos. | 16,000 | 12/31 | Clos. | 16,000 | |||||||
12/31 | Bal. | 55,000 | 12/31 | Bal. | 46,000 | |||||||
L. Arbor, Drawings | D. Barnett, Drawings | |||||||||||
12/31 | Bal. | 8,000 | 12/31 | Clos. | 8,000 | 12/31 | Bal. | 6,000 | 12/31 | Clos. | 6,000 | |
The partners’ capital accounts are permanent accounts. Their drawings accounts are temporary accounts. Normally, the capital accounts will have credit balances, and the drawings accounts will have debit balances. Drawings accounts are debited when partners withdraw cash or other assets from the partnership for personal use.
As noted earlier, the partnership agreement should specify the basis for sharing net income or net loss. The following are typical income ratios.
The objective is to settle on a basis that will equitably reflect the partners’ capital investment and service to the partnership.
A fixed ratio is easy to apply, and it may be an equitable basis in some circumstances. Assume, for example, that Hughes and Lane are partners. Each contributes the same amount of capital, but Hughes expects to work full-time in the partnership and Lane expects to work only half-time. Accordingly, the partners agree to a fixed ratio of 2/3 to Hughes and 1/3 to Lane.
A ratio based on capital balances may be appropriate when the funds invested in the partnership are considered the critical factor. Capital ratios may also be equitable when the partners hire a manager to run the business and do not plan to take an active role in daily operations.
The three remaining ratios (items 3, 4, and 5) give specific recognition to differences among partners. These ratios provide salary allowances for time worked and interest allowances for capital invested. Then, the partnership allocates any remaining net income or net loss on a fixed ratio.
Salaries to partners and interest on partners’ capital are not expenses of the partnership. Therefore, these items do not enter into the matching of expenses with revenues and the determination of net income or net loss.
When the partnership agreement permits the partners to make monthly withdrawals of cash based on their “salary,” the partnership debits these withdrawals to the partner’s drawings account.
Under income ratio (5) in the list above, the partnership must apply salaries and interest before it allocates the remainder on the specified fixed ratio. This is true even if the provisions exceed net income. It is also true even if the partnership has suffered a net loss for the year. The partnership’s income statement should show, below net income, detailed information concerning the division of net income or net loss.
To illustrate, assume that Sara King and Ray Lee are co-partners in the Kingslee Company. The partnership agreement provides for (1) salary allowances of $8,400 to King and $6,000 to Lee, (2) interest allowances of 10% on capital balances at the beginning of the year, and (3) the remaining income to be divided equally. Capital balances on January 1 were King $28,000, and Lee $24,000. In 2025, partnership net income is $22,000. The division of net income is as shown in Illustration J.5.
ILLUSTRATION J.5 Division of net income schedule
Kingslee Company |
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Net income $ 22,000 | |||
Division of Net Income | |||
Sara King | Ray Lee | Total | |
Salary allowance | $ 8,400 | $6,000 | $14,400 |
Interest allowance on partners’ capital | |||
Sara King ($28,000 × 10%) | 2,800 | ||
Ray Lee ($24,000 × 10%) | 2,400 | ||
Total interest allowance | 5,200 | ||
Total salaries and interest | 11,200 | 8,400 | 19,600 |
Remaining income, $2,400 | |||
($22,000 – $19,600) | |||
Sara King ($2,400 × 50%) | 1,200 | ||
Ray Lee ($2,400 × 50%) | 1,200 | ||
Total remainder | 2,400 | ||
Total division of net income | $12,400 | $9,600 | $22,000 |
Kingslee records the division of net income as follows.
Dec. 31 | Income Summary | 22,000 | |
Sara King, Capital | 12,400 | ||
Ray Lee, Capital | 9,600 | ||
(To close net income to partners’ capital) |
Now let’s look at a situation in which the salary and interest allowances exceed net income. Assume that Kingslee Company’s net income is only $18,000. In this case, the salary and interest allowances will create a deficiency of $1,600 ($18,000 – $19,600). The computations of the allowances are the same as those in the preceding example. Beginning with total salaries and interest, we complete the division of net income as shown in Illustration J.6.
ILLUSTRATION J.6 Division of net income—income deficiency
Sara King | Ray Lee | Total | |
Total salaries and interest | $11,200 | $8,400 | $19,600 |
Remaining deficiency ($1,600) | |||
($18,000 – $19,600) | |||
Sara King ($1,600 × 50%) | (800) | ||
Ray Lee ($1,600 × 50%) | (800) | ||
Total remainder | (1,600) | ||
Total division | $10,400 | $7,600 | $18,000 |
The financial statements of a partnership are similar to those of a corporation. The differences are due to the number of owners involved. The income statement for a partnership is identical to the income statement for a corporation except for the division of net income, as shown earlier.
Illustration J.7 shows the partners’ capital statement for Kingslee Company (see Helpful Hint). It is based on the division of $22,000 of net income in Illustration J.5. The statement includes assumed data for the additional investment and drawings. The partnership prepares the partners’ capital statement from the income statement and the partners’ capital and drawings accounts.
ILLUSTRATION J.7 Partners’ capital statement
Kingslee Company Partners’ Capital Statement For the Year Ended December 31, 2025 |
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Sara King | Ray Lee | Total | |||||||||
Capital, January 1 | $28,000 | $24,000 | $52,000 | ||||||||
Add: Additional investment | 2,000 | 2,000 | |||||||||
Net income | 12,400 | 9,600 | 22,000 | ||||||||
42,400 | 33,600 | 76,000 | |||||||||
Less: Drawings | 7,000 | 5,000 | 12,000 | ||||||||
Capital, December 31 | $35,400 | $28,600 | $64,000 | ||||||||
For a partnership, the balance sheet shows the capital balances of each partner. Illustration J.8 shows the owners’ equity section for Kingslee Company.
ILLUSTRATION J.8 Owners’ equity section of a partnership balance sheet
Kingslee Company Balance Sheet (partial) December 31, 2025 |
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Total liabilities (assumed amount) | $115,000 | |
Owners’ equity | ||
Sara King, capital | $35,400 | |
Ray Lee, capital | 28,600 | |
Total owners’ equity | 64,000 | |
Total liabilities and owners’ equity | $179,000 | |
Liquidation of a business involves selling the assets of the firm, paying liabilities, and distributing any remaining assets. Liquidation may result from the sale of the business by mutual agreement of the partners, from the death of a partner, or from bankruptcy. Partnership liquidation ends both the legal and economic life of the entity.
From an accounting standpoint, the partnership should complete the accounting cycle for the final operating period prior to liquidation. This includes preparing adjusting entries and financial statements. It also involves preparing closing entries and a post-closing trial balance. Thus, only balance sheet accounts should be open as the liquidation process begins.
In liquidation, the sale of noncash assets for cash is called realization. Any difference between book value and the cash proceeds is called the gain or loss on realization. To liquidate a partnership, it is necessary to:
Each of the steps must be performed in sequence. The partnership must pay creditors before partners receive any cash distributions. Also, an accounting entry must record each step.
To illustrate each of these conditions, assume that Ace Company is liquidated when its ledger has the assets, liabilities, and owners’ equity accounts shown in Illustration J.9.
ILLUSTRATION J.9 Account balances prior to liquidation
Assets | Liabilities and Owners’ Equity | ||||
Cash | $ 5,000 | Notes Payable | $15,000 | ||
Accounts Receivable | 15,000 | Accounts Payable | 16,000 | ||
Inventory | 18,000 | R. Arnet, Capital | 15,000 | ||
Equipment | 35,000 | P. Carey, Capital | 17,800 | ||
Accum. Depr.—Equipment | (8,000) | W. Eaton, Capital | 1,200 | ||
$65,000 | $65,000 |
The partners of Ace Company agree to liquidate the partnership on the following terms. (1) The partnership will sell its noncash assets to Jackson Enterprises for $75,000 cash. (2) The partnership will pay its partnership liabilities. The income ratios of the partners are 3:2:1, respectively (see Helpful Hint). The steps in the liquidation process are as follows.
(1)
Cash | 75,000 | |
Accumulated Depreciation–Equipment | 8,000 | |
Accounts Receivable | 15,000 | |
Inventory | 18,000 | |
Equipment | 35,000 | |
Gain on Realization | 15,000 | |
(To record realization of noncash assets) |
(2)
Gain on Realization | 15,000 | |
R. Arnet, Capital ($15,000 × 3/6) | 7,500 | |
P. Carey, Capital ($15,000 × 2/6) | 5,000 | |
W. Eaton, Capital ($15,000 × 1/6) | 2,500 | |
(To allocate gain to partners’ capital accounts) |
(3)
Notes Payable | 15,000 | |
Accounts Payable | 16,000 | |
Cash | ||
(To record payment of partnership liabilities) | 31,000 |
ILLUSTRATION J.10 Ledger balances before distribution of cash
Cash | R. Arnet, Capital | P. Carey, Capital | W. Eaton, Capital | |||||||||||||||
Bal. | 5,000 | (3) | 31,000 | Bal. | 15,000 | Bal. | 17,800 | Bal. | 1,200 | |||||||||
(1) | 75,000 | (2) | 7,500 | (2) | 5,000 | (2) | 2,500 | |||||||||||
Bal. | 49,000 | Bal. | 22,500 | Bal. | 22,800 | Bal. | 3,700 |
Ace records the distribution of cash as follows.
(4)
R. Arnet, Capital | 22,500 | |
P. Carey, Capital | 22,800 | |
W. Eaton, Capital | 3,700 | |
Cash | 49,000 | |
(To record distribution of cash to partners) |
After posting this entry, all partnership accounts will have zero balances.
A word of caution: Partnerships should not distribute remaining cash to partners on the basis of their income-sharing ratios. On this basis, Arnet would receive three-sixths, or $24,500, which would produce an erroneous debit balance of $2,000. The income ratio is the proper basis for allocating net income or loss. It is not a proper basis for making the final distribution of cash to the partners.
The schedule of cash payments shows the distribution of cash to the partners in a partnership liquidation (see Alternative Terminology). The schedule of cash payments is organized around the basic accounting equation. Illustration J.11 shows the schedule for Ace Company. The numbers in parentheses in column B refer to the four required steps in the liquidation of a partnership. They also identify the accounting entries that Ace must make. The cash payments schedule is especially useful when the liquidation process extends over a period of time.
ILLUSTRATION J.11 Schedule of cash payments, no capital deficiency
A capital deficiency may result from recurring net losses, excessive drawings, or losses from realization suffered during liquidation. To illustrate, assume that Ace Company is on the brink of bankruptcy. The partners decide to liquidate by having a “going-out-of-business” sale. They sell merchandise at substantial discounts, and sell the equipment at auction. Cash proceeds from these sales and collections from customers total only $42,000. Thus, the loss from liquidation is $18,000 ($60,000 – $42,000). The steps in the liquidation process are as follows.
(1)
Cash | 42,000 | |
Accumulated Depreciation—Equipment | 8,000 | |
Loss on Realization | 18,000 | |
Accounts Receivable | 15,000 | |
Inventory | 18,000 | |
Equipment | 35,000 | |
(To record realization of noncash assets) |
(2)
R. Arnet, Capital ($18,000 × 3/6) | 9,000 | |
P. Carey, Capital ($18,000 × 2/6) | 6,000 | |
W. Eaton, Capital ($18,000 × 1/6) | 3,000 | |
Loss on Realization | 18,000 | |
(To allocate loss on realization to partners) |
(3)
Notes Payable | 15,000 | |
Accounts Payable | 16,000 | |
Cash | 31,000 | |
(To record payment of partnership liabilities) |
ILLUSTRATION J.12 Ledger balances before distribution of cash
Cash | R. Arnet, Capital | P. Carey, Capital | W. Eaton, Capital | |||||||||||||||
Bal. | 5,000 | (3) | 31,000 | (2) | 9,000 | Bal. | 15,000 | (2) | 6,000 | Bal. | 17,800 | (2) | 3,000 | Bal. | 1,200 | |||
(1) | 42,000 | Bal. | 6,000 | Bal. | 11,800 | Bal. | 1,800 | |||||||||||
Bal. | 16,000 |
Eaton has a capital deficiency of $1,800 and so owes the partnership $1,800. Arnet and Carey have a legally enforceable claim for that amount against Eaton’s personal assets. Note that the distribution of cash is still made on the basis of capital balances. But, the amount will vary depending on how Eaton settles the deficiency. Two alternatives are presented in the following sections.
If the partner with the capital deficiency pays the amount owed the partnership, the deficiency is eliminated. To illustrate, assume that Eaton pays $1,800 to the partnership. The entry is:
(a)
Cash | 1,800 | |
W. Eaton, Capital | 1,800 | |
(To record payment of capital deficiency by Eaton) |
Illustration J.13 shows the account balances after posting this entry.
ILLUSTRATION J.13 Ledger balances after paying capital deficiency
Cash | R. Arnet, Capital | P. Carey, Capital | W. Eaton, Capital | ||||||||||||||||
Bal. | 5,000 | (3) | 31,000 | (2) | 9,000 | Bal. | 15,000 | (2) | 6,000 | Bal. | 17,800 | (2) | 3,000 | Bal. | 1,200 | ||||
(1) | 42,000 | Bal. | 6,000 | Bal. | 11,800 | (a) | 1,800 | ||||||||||||
(a) | 1,800 | Bal. | –0– | ||||||||||||||||
Bal. | 17,800 |
The cash balance of $17,800 is now equal to the credit balances in the capital accounts (Arnet $6,000 + Carey $11,800). Ace now distributes cash on the basis of these balances. The entry is:
R. Arnet, Capital | 6,000 | |
P. Carey, Capital | 11,800 | |
Cash | 17,800 | |
(To record distribution of cash to the partners) |
After posting this entry, all accounts will have zero balances.
If a partner with a capital deficiency is unable to pay the amount owed to the partnership, the partners with credit balances must absorb the loss. The partnership allocates the loss on the basis of the income ratios that exist between the partners with credit balances.
The income ratios of Arnet and Carey are 3:2, or 3/5 and 2/5, respectively (see Helpful Hint). Thus, Ace would make the following entry to remove Eaton’s capital deficiency.
(a)
R. Arnet, Capital ($1,800 × 3/5) | 1,080 | |
P. Carey, Capital ($1,800 × 2/5) | 720 | |
W. Eaton, Capital | 1,800 | |
(To record write-off of capital deficiency) |
After posting this entry, the cash and capital accounts will have the balances shown in Illustration J.14.
ILLUSTRATION J.14 Ledger balances after nonpayment of capital deficiency
Cash | R. Arnet, Capital | P. Carey, Capital | W. Eaton, Capital | |||||||||||||||
Bal. | 5,000 | (3) | 31,000 | (2) | 9,000 | Bal. | 15,000 | (2) | 6,000 | Bal. | 17,800 | (2) | 3,000 | Bal. | 1,200 | |||
(1) | 42,000 | (a) | 1,080 | (a) | 720 | (a) | 1,800 | |||||||||||
Bal. | 16,000 | Bal. | 4,920 | Bal. | 11,080 | Bal. | –0– |
The cash balance ($16,000) now equals the sum of the credit balances in the capital accounts (Arnet $4,920 + Carey $11,080). Ace records the distribution of cash as:
R. Arnet, Capital | 4,920 | |
P. Carey, Capital | 11,080 | |
Cash | 16,000 | |
(To record distribution of cash to the partners) |
After posting this entry, all accounts will have zero balances.
We have now explained how the basic accounting for a partnership works. We next look at how to account for a common occurrence in partnerships—the addition or withdrawal of a partner.
The admission of a new partner results in the legal dissolution of the existing partnership and the beginning of a new one. From an economic standpoint, however, the admission of a new partner (or partners) may be of minor significance in the continuity of the business. For example, in large public accounting or law firms, partners are admitted annually without any change in operating policies. To recognize the economic effects, it is necessary only to open a capital account for each new partner. In the entries illustrated below, we assume that the accounting records of the predecessor firm will continue to be used by the new partnership.
A new partner may be admitted by:
The admission of a partner by purchase of an interest is a personal transaction between one or more existing partners and the new partner (see Helpful Hint). Each party acts as an individual separate from the partnership entity. The individuals involved negotiate the price paid. It may be equal to or different from the capital equity acquired. The purchase price passes directly from the new partner to the partners who are giving up part or all of their ownership claims.
Any money or other consideration exchanged is the personal property of the participants and not the property of the partnership. Upon purchase of an interest, the new partner acquires each selling partner’s capital interest and income ratio.
Accounting for the purchase of an interest is straightforward. The partnership records only the changes in partners’ capital.
To illustrate, assume that L. Carson agrees to pay $10,000 each to C. Ames and D. Barker for (one-third) of their interest in the Ames–Barker partnership. At the time of the admission of Carson, each partner has a $30,000 capital balance. Both partners, therefore, give up $10,000 of their capital equity. The entry to record the admission of Carson is:
C. Ames, Capital | 10,000 | |
D. Barker, Capital | 10,000 | |
L. Carson, Capital | 20,000 | |
(To record admission of Carson by purchase) |
Illustration J.15 shows the effect of this transaction on net assets and partners’ capital.
ILLUSTRATION J.15 Ledger balances after purchase of a partner’s interest
Net Assets | C. Ames, Capital | D. Barker, Capital | L. Carson, Capital | |||||||||||||||
60,000 | 10,000 | 30,000 | 10,000 | 30,000 | 20,000 | |||||||||||||
Bal. | 20,000 | Bal. | 20,000 | |||||||||||||||
Note that net assets remain unchanged at $60,000, and each partner has a $20,000 capital balance. Ames and Barker continue as partners in the firm, but the capital interest of each has changed. The cash paid by Carson goes directly to the individual partners and not to the partnership.
Regardless of the amount paid by Carson for the one-third interest, the entry is exactly the same. If Carson pays $12,000 each to Ames and Barker for one-third of the partnership, the partnership still makes the entry shown above.
The admission of a partner by an investment of assets is a transaction between the new partner and the partnership. Often referred to simply as admission by investment, the transaction increases both the net assets and total capital of the partnership.
Assume, for example, that instead of purchasing an interest, Carson invests $30,000 in cash in the Ames-Barker partnership for a 331/3% capital interest. In such a case, the entry is:
Cash | 30,000 | |
L. Carson, Capital | 30,000 | |
(To record admission of Carson by investment) |
Illustration J.16 shows the effects of this transaction on the partnership accounts.
ILLUSTRATION J.16 Ledger balances after investment of assets
Net Assets | C. Ames, Capital | D. Barker, Capital | L. Carson, Capital | |||||||||||||||
60,000 | 30,000 | 30,000 | 30,000 | |||||||||||||||
30,000 | ||||||||||||||||||
Bal. | 90,000 |
Note that both net assets and total capital have increased by $30,000.
Remember that Carson’s one-third capital interest might not result in a one-third income ratio. The new partnership agreement should specify Carson’s income ratio, and it may or may not be equal to the one-third capital interest.
The comparison of the net assets and capital balances in Illustration J.17 shows the different effects of the purchase of an interest and admission by investment.
ILLUSTRATION J.17 Comparison of purchase of an interest and admission by investment
Purchase of an Interest | Admission by Investment | ||||
Net assets | $60,000 | Net assets | $90,000 | ||
Capital | Capital | ||||
C. Ames | $20,000 | C. Ames | $30,000 | ||
D. Barker | 20,000 | D. Barker | 30,000 | ||
L. Carson | 20,000 | L. Carson | 30,000 | ||
Total capital | $60,000 | Total capital | $90,000 |
When a new partner purchases an interest, the total net assets and total capital of the partnership do not change. When a partner is admitted by investment, both the total net assets and the total capital change by the amount of the new investment.
In the case of admission by investment, further complications occur when the new partner’s investment differs from the capital equity acquired. When those amounts are not the same, the difference is considered a bonus either to (1) the existing (old) partners or (2) the new partner.
For both personal and business reasons, the existing partners may be unwilling to admit a new partner without receiving a bonus. In an established firm, existing partners may insist on a bonus as compensation for the work they have put into the company over the years. Two accounting factors underlie the business reason.
A bonus to old partners results when the new partner’s investment in the firm is greater than the capital credit on the date of admittance.
To illustrate, assume that the Bart-Cohen partnership, owned by Sam Bart and Tom Cohen, has total capital of $120,000. Lea Eden acquires a 25% ownership (capital) interest in the partnership by making a cash investment of $80,000. The procedure for determining Eden’s capital credit and the bonus to the old partners is as follows.
Total capital of existing partnership | $120,000 |
Investment by new partner, Eden | 80,000 |
Total capital of new partnership | $200,000 |
The entry to record the admission of Eden is:
Cash | 80,000 | |
Sam Bart, Capital | 18,000 | |
Tom Cohen, Capital | 12,000 | |
Lea Eden, Capital | 50,000 | |
(To record admission of Eden and bonus to old partners) |
A bonus to a new partner results when the new partner’s investment in the firm is less than his or her capital credit. This may occur when the new partner possesses special attributes that the partnership wants. For example, the new partner may be able to supply cash that the firm needs for expansion or to meet maturing debts. Or the new partner may be a recognized expert in a relevant field. Thus, an engineering firm may be willing to give a renowned engineer a bonus to join the firm. The partners of a restaurant may offer a bonus to a sports celebrity in order to add the athlete’s name to the partnership. A bonus to a new partner may also result when recorded book values on the partnership books are higher than their fair values.
To illustrate, assume that Lea Eden invests $20,000 in cash for a 25% ownership interest in the Bart–Cohen partnership. Illustration J.18 shows the computations for Eden’s capital credit and the bonus, using the four procedures described in the preceding section.
ILLUSTRATION J.18 Computation of capital credit and bonus to new partner
1. Total capital of Bart–Cohen partnership | $120,000 | |
Investment by new partner, Eden | 20,000 | |
Total capital of new partnership | $140,000 | |
2. Eden’s capital credit (25% × $140,000) | $ 35,000 | |
3. Bonus to Eden ($35,000 – $20,000) | $ 15,000 | |
4. Allocation of bonus to old partners: | ||
Bart ($15,000 × 60%) | $9,000 | |
Cohen ($15,000 × 40%) | 6,000 | $ 15,000 |
The partnership records the admission of Eden as follows.
Cash | 20,000 | |
Sam Bart, Capital | 9,000 | |
Tom Cohen, Capital | 6,000 | |
Lea Eden, Capital | 35,000 | |
(To record Eden’s admission and bonus) |
Now let’s look at the opposite situation–the withdrawal of a partner.
The withdrawal of a partner, like the admission of a partner, legally dissolves the partnership. The legal effects may be recognized by dissolving the firm. However, it is customary to record only the economic effects of the partner’s withdrawal, while the firm continues to operate and reorganizes itself legally.
As indicated earlier, the partnership agreement should specify the terms of withdrawal. The withdrawal of a partner may be accomplished either by:
Withdrawal by payment from partners’ personal assets is a personal transaction between the partners. It is the direct opposite of admitting a new partner who purchases a partner’s interest.
To illustrate, assume that partners Morz, Nead, and Odom have capital balances of $25,000, $15,000, and $10,000, respectively. Morz and Nead agree to buy out Odom’s interest. Each of them agrees to pay Odom $8,000 in exchange for one-half of Odom’s total interest of $10,000. The entry to record the withdrawal is:
J. Odom, Capital | 10,000 | |
A. Morz, Capital | 5,000 | |
M. Nead, Capital | 5,000 | |
(To record purchase of Odom’s interest) |
The effect of this entry on the partnership accounts is shown in Illustration J.19.
ILLUSTRATION J.19 Ledger balances after payment from partners’ personal assets
Net Assets | A. Morz, Capital | M. Nead, Capital | J. Odom, Capital | |||||||||||||||
50,000 | 25,000 | 15,000 | 10,000 | 10,000 | ||||||||||||||
5,000 | 5,000 | Bal. | –0– | |||||||||||||||
Bal. | 30,000 | Bal. | 20,000 | |||||||||||||||
Note that net assets and total capital remain the same at $50,000.
What about the $16,000 paid to Odom? You’ve probably noted that it is not recorded. The entry debited Odom’s capital only for $10,000, not for the $16,000 that she received. Similarly, both Morz and Nead credit their capital accounts for only $5,000, not for the $8,000 they each paid.
After Odom’s withdrawal, Morz and Nead will share net income or net loss equally unless they indicate another income ratio in the partnership agreement.
Withdrawal by payment from partnership assets is a transaction that involves the partnership.
Many partnership agreements provide that the amount paid should be based on the fair value of the assets at the time of the partner’s withdrawal. When this basis is required, some maintain that any differences between recorded asset balances and their fair values should be (1) recorded by an adjusting entry, and (2) allocated to all partners on the basis of their income ratios. This position has serious flaws. Recording the revaluations violates the historical cost principle, which requires that assets be stated at original cost. It also violates the going-concern assumption, which assumes the entity will continue indefinitely. The terms of the partnership contract should not dictate the accounting for this event.
In accounting for a withdrawal by payment from partnership assets, the partnership should not record asset revaluations. Instead, it should consider any difference between the amount paid and the withdrawing partner’s capital balance as a bonus to the retiring partner or to the remaining partners.
A partnership may pay a bonus to a retiring partner when:
The partnership deducts the bonus from the remaining partners’ capital balances on the basis of their income ratios at the time of the withdrawal.
To illustrate, assume that the following capital balances exist in the RST partnership: Roman $50,000, Sand $30,000, and Terk $20,000. The partners share income in the ratio of 3:2:1, respectively. Terk retires from the partnership and receives a cash payment of $25,000 from the firm. The procedure for determining the bonus to the retiring partner and the allocation of the bonus to the remaining partners is as follows.
The partnership records the withdrawal of Terk as follows (see Helpful Hint).
B. Terk, Capital | 20,000 | |
F. Roman, Capital | 3,000 | |
D. Sand, Capital | 2,000 | |
Cash | 25,000 | |
(To record withdrawal of and bonus to Terk) |
The remaining partners, Roman and Sand, will recover the bonus given to Terk as the partnership sells or uses the undervalued assets.
The retiring partner may give a bonus to the remaining partners when:
In such cases, the cash paid to the retiring partner will be less than the retiring partner’s capital balance. The partnership allocates (credits) the bonus to the capital accounts of the remaining partners on the basis of their income ratios.
To illustrate, assume instead that the partnership pays Terk only $16,000 for her $20,000 equity when she withdraws from the partnership. In that case:
Under these circumstances, the entry to record the withdrawal is as follows (see Helpful Hint).
B. Terk, Capital | 20,000 | |
F. Roman, Capital | 2,400 | |
D. Sand, Capital | 1,600 | |
Cash | 16,000 | |
(To record withdrawal of Terk and bonus to remaining partners) |
Note that if Sand had withdrawn from the partnership, Roman and Terk would divide any bonus on the basis of their income ratio, which is 3:1 or 75% and 25%.
The death of a partner dissolves the partnership. However, partnership agreements usually contain a provision for the surviving partners to continue operations. When a partner dies, it usually is necessary to determine the partner’s equity at the date of death. This is done by
The partnership agreement may also require an independent audit and a revaluation of assets.
The surviving partners may agree to purchase the deceased partner’s equity from their personal assets. Or they may use partnership assets to settle with the deceased partner’s estate. In both instances, the entries to record the withdrawal of the partner are similar to those presented earlier.
To facilitate payment from partnership assets, some partnerships obtain life insurance policies on each partner, with the partnership named as the beneficiary. The partnership then uses the proceeds from the insurance policy on the deceased partner to settle with the estate.
The principal characteristics of a partnership are (a) association of individuals, (b) mutual agency, (c) limited life, (d) unlimited liability, and (e) co-ownership of property. When formed, a partnership records each partner’s initial investment at the fair value of the assets at the date of their transfer to the partnership.
Partnerships divide net income or net loss on the basis of the income ratio, which may be (a) a fixed ratio, (b) a ratio based on beginning or average capital balances, (c) salaries to partners and the remainder on a fixed ratio, (d) interest on partners’ capital and the remainder on a fixed ratio, and (e) salaries to partners, interest on partners’ capital, and the remainder on a fixed ratio.
The financial statements of a partnership are similar to those of a corporation. The principal differences are as follows. (a) The partnership shows the division of net income on the income statement. (b) The owners’ equity statement is called a partners’ capital statement. (c) The partnership reports each partner’s capital on the balance sheet.
When a partnership is liquidated, it is necessary to record the (a) sale of noncash assets, (b) allocation of the gain or loss on realization, (c) payment of partnership liabilities, and (d) distribution of cash to the partners on the basis of their capital balances.
The entry to record the admittance of a new partner by purchase of a partner’s interest affects only partners’ capital accounts. The entries to record the admittance by investment of assets in the partnership (a) increase both net assets and total capital and (b) may result in recognition of a bonus to either the old partners or the new partner.
The entry to record a withdrawal from the firm when the partners pay from their personal assets affects only partners’ capital accounts. The entry to record a withdrawal when payment is made from partnership assets (a) decreases net assets and total capital and (b) may result in recognizing a bonus either to the retiring partner or the remaining partners.
1. The characteristics of a partnership include the following: (a) association of individuals, (b) limited life, and (c) co-ownership of property. Explain each of these terms.
2. Kevin Mathis is confused about the partnership characteristics of (a) mutual agency and (b) unlimited liability. Explain these two characteristics for Kevin.
3. Lance Kosinski and Matt Morrisen are considering a business venture. They ask you to explain the advantages and disadvantages of the partnership form of organization.
4. Why might a company choose to use a limited partnership?
5. Newland and Palermo form a partnership. Newland contributes land with a book value of $50,000 and a fair value of $60,000. Newland also contributes equipment with a book value of $52,000 and a fair value of $57,000. The partnership assumes a $20,000 mortgage on the land. What should be the balance in Newland’s capital account upon formation of the partnership?
6. W. Jenson, N. Emch, and W. Gilligan have a partnership called Outlaws. A dispute has arisen among the partners. Jenson has invested twice as much in assets as the other two partners, and he believes net income and net losses should be shared in accordance with the capital ratios. The partnership agreement does not specify the division of profits and losses. How will net income and net loss be divided?
7. Mutt and Jeff are discussing how income and losses should be divided in a partnership they plan to form. What factors should be considered in determining the division of net income or net loss?
8. M. Elston and R. Ogle have partnership capital balances of $40,000 and $80,000, respectively. The partnership agreement indicates that net income or net loss should be shared equally. If net income for the partnership is $42,000, how should the net income be divided?
9. S. Pletcher and F. Holt share net income and net loss equally. (a) Which account(s) is (are) debited and credited to record the division of net income between the partners? (b) If S. Pletcher withdraws $30,000 in cash for personal use instead of salary, which account is debited and which is credited?
10. Partners T. Greer and R. Parks are provided salary allowances of $30,000 and $25,000, respectively. They divide the remainder of the partnership income in a ratio of 3:2. If partnership net income is $40,000, how much is allocated to Greer and Parks?
11. Are the financial statements of a partnership similar to those of a corporation? Discuss.
12. How does the liquidation of a partnership differ from the dissolution of a partnership?
13. Roger Fuller and Mike Rangel are discussing the liquidation of a partnership. Roger maintains that all cash should be distributed to partners on the basis of their income ratios. Is he correct? Explain.
14. In continuing their discussion from Question 13, Mike says that even in the case of a capital deficiency, all cash should still be distributed on the basis of capital balances. Is Mike correct? Explain.
15. Norris, Madson, and Howell have income ratios of 5:3:2 and capital balances of $34,000, $31,000, and $28,000, respectively. Noncash assets are sold at a gain and allocated to the partners. After creditors are paid, $103,000 of cash is available for distribution to the partners. How much cash should be paid to Madson?
16. Before the final distribution of cash, account balances are Cash $27,000; S. Shea, Capital $19,000 (Cr.); L. Seastrom, Capital $12,000 (Cr.); and M. Luthi, Capital $4,000 (Dr.). Luthi is unable to pay any of the capital deficiency. If the income-sharing ratios are 5:3:2, respectively, how much cash should be paid to L. Seastrom?
17. Why is Apple not a partnership?
18. Susan Turnbull decides to purchase from an existing partner for $50,000 a one-third interest in a partnership. What effect does this transaction have on partnership net assets?
19. Jerry Park decides to invest $25,000 in a partnership for a one-sixth capital interest. How much do the partnership’s net assets increase? Does Park also acquire a one-sixth income ratio through this investment?
20. Jill Parsons purchases for $72,000 Jamar’s interest in the Tholen-Jamar partnership. Assuming that Jamar has a $68,000 capital balance in the partnership, what journal entry is made by the partnership to record this transaction?
21. Jaime Keller has a $41,000 capital balance in a partnership. She sells her interest to Sam Parmenter for $45,000 cash. What entry is made by the partnership for this transaction?
22. Andrea Riley retires from the partnership of Jaggard, Pester, and Riley. She receives $85,000 of partnership assets in settlement of her capital balance of $81,000. Assuming that the income-sharing ratios are 5:3:2, respectively, how much of Riley’s bonus is debited to Pester’s capital account?
23. Your roommate argues that partnership assets should be revalued in situations like those in Question 21. Why is this generally not done?
24. How is a deceased partner’s equity determined?
Journalize entries in forming a partnership.
BEJ.1 (LO 1), AP Barbara Ripley and Fred Nichols decide to organize the All-Star partnership. Ripley invests $15,000 cash, and Nichols contributes $10,000 cash and equipment having a book value of $3,500. Prepare the entry to record Nichols’s investment in the partnership, assuming the equipment has a fair value of $4,000.
Prepare portion of opening balance sheet for partnership.
BEJ.2 (LO 1), AP Penner and Torres decide to merge their proprietorships into a partnership called Pentor Company. The balance sheet of Torres Co. shows:
Accounts receivable | $16,000 | |
Less: Allowance for doubtful accounts | 1,200 | $14,800 |
Equipment | 20,000 | |
Less: Accumulated depreciation—equip. | 7,000 | 13,000 |
The partners agree that the net realizable value of the receivables is $14,500 and that the fair value of the equipment is $11,000. Indicate how the accounts should appear in the opening balance sheet of the partnership.
Journalize the division of net income using fixed income ratios.
BEJ.3 (LO 2), AP Rod Dall Co. reports net income of $75,000. The income ratios are Rod 60% and Dall 40%. Indicate the division of net income to each partner, and prepare the entry to distribute the net income.
Compute division of net income with a salary allowance and fixed ratios.
BEJ.4 (LO 2), AP PFW Co. reports net income of $45,000. Partner salary allowances are Pitts $15,000, Filbert $5,000, and Witten $5,000. Indicate the division of net income to each partner, assuming the income ratio is 50:30:20, respectively.
Show division of net income when allowances exceed net income.
BEJ.5 (LO 2), AP Nabb & Fry Co. reports net income of $31,000. Interest allowances are Nabb $7,000 and Fry $5,000, salary allowances are Nabb $15,000 and Fry $10,000, and the remainder is shared equally. Show the distribution of income.
Journalize final cash distribution in liquidation.
BEJ.6 (LO 3), AP After liquidating noncash assets and paying creditors, account balances in the Mann Co. are Cash $21,000; A, Capital (Cr.) $8,000; B, Capital (Cr.) $9,000; and C, Capital (Cr.) $4,000. The partners share income equally. Journalize the final distribution of cash to the partners.
Journalize admission by purchase of an interest.
BEJ.7 (LO 4), AP Gamma Co. capital balances are Barr $30,000, Croy $25,000, and Eubank $22,000. The partners share income equally. Tovar is admitted to the firm by purchasing one-half of Eubank’s interest for $13,000. Journalize the admission of Tovar to the partnership.
Journalize admission by investment.
BEJ.8 (LO 4), AP In Eastwood Co., capital balances are Irey $40,000 and Pedigo $50,000. The partners share income equally. Vernon is admitted to the firm with a 45% interest by an investment of cash of $58,000. Journalize the admission of Vernon.
Journalize withdrawal paid by personal assets.
BEJ.9 (LO 4), AP Capital balances in Pelmar Co. are Lango $40,000, Oslo $30,000, and Fernetti $20,000. Lango and Oslo each agree to pay Fernetti $12,000 from their personal assets. Lango and Oslo each receive 50% of Fernetti’s equity. The partners share income equally. Journalize the withdrawal of Fernetti.
Journalize withdrawal paid by partnership assets.
BEJ.10 (LO 4), AP Data pertaining to Pelmar Co. are presented in BEJ.9. Instead of payment from personal assets, assume that Fernetti receives $24,000 from partnership assets in withdrawing from the firm. Journalize the withdrawal of Fernetti.
Identify characteristics of partnership.
EJ.1 (LO 1), C Mark Rensing has prepared the following list of statements about partnerships.
Instructions
Identify each statement as true or false. If false, indicate how to correct the statement.
Journalize entry for formation of a partnership.
EJ.2 (LO 1), AP K. Decker, S. Rosen, and E. Toso are forming a partnership. Decker is transferring $50,000 of personal cash to the partnership. Rosen owns land worth $15,000 and a small building worth $80,000, which she transfers to the partnership. Toso transfers to the partnership cash of $9,000, accounts receivable of $32,000, and equipment worth $39,000. The partnership expects to collect $29,000 of the accounts receivable.
Instructions
Journalize entry for formation of a partnership.
EJ.3 (LO 1), AP Suzy Vopat has owned and operated a proprietorship for several years. On January 1, she decides to terminate this business and become a partner in the firm of Vopat and Sigma. Vopat’s investment in the partnership consists of $12,000 in cash, and the following assets of the proprietorship: accounts receivable $14,000 less allowance for doubtful accounts of $2,000, and equipment $30,000 less accumulated depreciation of $4,000. It is agreed that the allowance for doubtful accounts should be $3,000 for the partnership. The fair value of the equipment is $23,500.
Instructions
Journalize Vopat’s admission to the firm of Vopat and Sigma.
Prepare schedule showing distribution of net income and closing entry.
EJ.4 (LO 2), AP McGill and Smyth have capital balances on January 1 of $50,000 and $40,000, respectively. The partnership income-sharing agreement provides for (1) annual salaries of $22,000 for McGill and $13,000 for Smyth, (2) interest at 10% on beginning capital balances, and (3) remaining income or loss to be shared 60% by McGill and 40% by Smyth.
Instructions
Prepare journal entries to record allocation of net income.
EJ.5 (LO 2), AP Coburn (beginning capital, $60,000) and Webb (beginning capital $90,000) are partners. During 2025, the partnership earned net income of $80,000, and Coburn made drawings of $18,000 while Webb made drawings of $24,000.
Instructions
Prepare partners’ capital statement and partial balance sheet.
EJ.6 (LO 2), AP For National Co., beginning capital balances on January 1, 2025, are Nancy Payne $20,000 and Ann Dody $18,000. During the year, drawings were Payne $8,000 and Dody $5,000. Net income was $40,000, and the partners share income equally.
Instructions
Prepare a classified balance sheet of a partnership.
EJ.7 (LO 2), AP Terry, Nick, and Frank are forming The Doctor Partnership. Terry is transferring $30,000 of personal cash and equipment worth $25,000 to the partnership. Nick owns land worth $28,000 and a small building worth $75,000, which he transfers to the partnership. There is a long-term mortgage of $20,000 on the land and building, which the partnership assumes. Frank transfers cash of $7,000, accounts receivable of $36,000, supplies worth $3,000, and equipment worth $27,000 to the partnership. The partnership expects to collect $32,000 of the accounts receivable.
Instructions
Prepare a classified balance sheet for the partnership after the partners’ investments on December 31, 2025.
Prepare cash payments schedule.
EJ.8 (LO 3), AP Sedgwick Company at December 31 has cash $20,000, noncash assets $100,000, liabilities $55,000, and the following capital balances: Floyd $45,000 and DeWitt $20,000. The firm is liquidated, and $105,000 in cash is received for the noncash assets. Floyd and DeWitt income ratios are 60% and 40%, respectively.
Instructions
Prepare a schedule of cash payments.
Journalize transactions in a liquidation.
EJ.9 (LO 3), AP Data for Sedgwick Company are presented in EJ.8. Sedgwick Company now decides to liquidate the partnership.
Instructions
Prepare the entries to record:
Journalize transactions with a capital deficiency.
EJ.10 (LO 3), AP Prior to the distribution of cash to the partners, the accounts in the VUP Company are Cash $24,000; Vogel, Capital (Cr.) $17,000; Utech, Capital (Cr.) $15,000; and Pena, Capital (Dr.) $8,000. The income ratios are 5:3:2, respectively. VUP Company decides to liquidate the company.
Instructions
Journalize admission of a new partner by purchase of an interest.
EJ.11 (LO 4), AP K. Kolmer, C. Eidman, and C. Ryno share income on a 5:3:2 basis. They have capital balances of $34,000, $26,000, and $21,000, respectively, when Don Jernigan is admitted to the partnership.
Instructions
Prepare the journal entry to record the admission of Don Jernigan under each of the following assumptions.
Journalize admission of a new partner by investment.
EJ.12 (LO 4), AP S. Pagan and T. Tabor share income on a 6:4 basis. They have capital balances of $100,000 and $60,000, respectively, when W. Wolford is admitted to the partnership.
Instructions
Prepare the journal entry to record the admission of W. Wolford under each of the following assumptions.
Journalize withdrawal of a partner with payment from partners’ personal assets.
EJ.13 (LO 4), AP N. Essex, C. Gilmore, and C. Heganbart have capital balances of $50,000, $40,000, and $30,000, respectively. Their income ratios are 4:4:2. Heganbart withdraws from the partnership under each of the following independent conditions.
Instructions
Journalize the withdrawal of Heganbart under each of the assumptions above.
EJ.14 (LO 4), AP B. Higgins, J. Mayo, and N. Rice have capital balances of $95,000, $75,000, and $60,000, respectively. They share income or loss on a 5:3:2 basis. Rice withdraws from the partnership under each of the following conditions.
Journalize withdrawal of a partner with payment from partnership assets.
Instructions
Journalize the withdrawal of Rice under each of the assumptions above.
Journalize entry for admission and withdrawal of partners.
EJ.15 (LO 4), AP Foss, Albertson, and Espinosa are partners who share profits and losses 50%, 30%, and 20%, respectively. Their capital balances are $100,000, $60,000, and $40,000, respectively.
Instructions
Prepare entries for formation of a partnership and a balance sheet.
PJ.1 (LO 1, 2), AP The post-closing trial balances of two proprietorships on January 1, 2025, are presented below.
Sorensen Company | Lucas Company | |||||
Dr. | Cr. | Dr. | Cr. | |||
Cash | $ 14,000 | $12,000 | ||||
Accounts receivable | 17,500 | 26,000 | ||||
Allowance for doubtful accounts | $ 3,000 | $ 4,400 | ||||
Inventory | 26,500 | 18,400 | ||||
Equipment | 45,000 | 29,000 | ||||
Accumulated depreciation—equipment | 24,000 | 11,000 | ||||
Notes payable | 18,000 | 15,000 | ||||
Accounts payable | 22,000 | 31,000 | ||||
Sorensen, capital | 36,000 | |||||
Lucas, capital | 24,000 | |||||
$103,000 | $103,000 | $85,400 | $85,400 |
Sorensen and Lucas decide to form a partnership, Solu Company, with the following agreed upon valuations for noncash assets.
Sorensen Company | Lucas Company | |
Accounts receivable | $17,500 | $26,000 |
Allowance for doubtful accounts | 4,500 | 4,000 |
Inventory | 28,000 | 20,000 |
Equipment | 25,000 | 15,000 |
All cash will be transferred to the partnership, and the partnership will assume all the liabilities of the two proprietorships. Further, it is agreed that Sorensen will invest an additional $5,000 in cash, and Lucas will invest an additional $19,000 in cash.
Instructions
a. Sorensen, Capital $40,000
Lucas, Capital $23,000
c. Total assets $173,000
Journalize divisions of net income and prepare a partners’ capital statement.
PJ.2 (LO 2), AP At the end of its first year of operations on December 31, 2025, NBS Company’s accounts show the following.
Partner | Drawings | Capital |
Art Niensted | $23,000 | $48,000 |
Greg Bolen | 14,000 | 30,000 |
Krista Sayler | 10,000 | 25,000 |
The capital balance represents each partner’s initial capital investment. Therefore, net income or net loss for 2025 has not been closed to the partners’ capital accounts.
Instructions
a. 1. Niensted $18,000
2. Niensted $20,000
3. Niensted $17,700
c. Niensted $42,700
Prepare entries with a capital deficiency in liquidation of a partnership.
PJ.3 (LO 3), AP The partners in Crawford Company decide to liquidate the firm when the balance sheet shows the following.
Crawford Company Balance Sheet May 31, 2025 |
|||||
Assets | Liabilities and Owners’ Equity | ||||
Cash | $ 27,500 | Notes payable | $ 13,500 | ||
Accounts receivable | 25,000 | Accounts payable | 27,000 | ||
Allowance for doubtful accounts | (1,000) | Salaries and wages payable | 4,000 | ||
Inventory | 34,500 | A. Jamison, capital | 33,000 | ||
Equipment | 21,000 | S. Moyer, capital | 21,000 | ||
Accumulated depreciation—equipment | (5,500) | P. Roper, capital | 3,000 | ||
$101,500 | $101,500 |
The partners share income and loss 5:3:2. During the process of liquidation, the following transactions were completed in the following sequence.
Instructions
a. Loss on realization $23,000
Cash paid: to Jamison $21,500; to Moyer $14,100
Journalize admission of a partner under different assumptions.
PJ.4 (LO 4), AP At April 30, partners’ capital balances in PDL Company are G. Donley $52,000, C. Lamar $48,000, and J. Pinkston $18,000. The income sharing ratios are 5:4:1, respectively. On May 1, the PDLT Company is formed by admitting J. Terrell to the firm as a partner.
Instructions
a. 1. Terrell $9,000
2. Terrell $16,000
3. Terrell $54,000
4. Terrell $48,000
Journalize withdrawal of a partner under different assumptions.
PJ.5 (LO 4), AP On December 31, the capital balances and income ratios in TEP Company are as follows.
Partner | Capital Balance | Income Ratio |
Trayer | $60,000 | 50% |
Emig | 40,000 | 30% |
Posada | 30,000 | 20% |
Instructions
a. 1. Emig, Capital $15,000
2. Emig, Capital $30,000
3. Bonus $4,000
4. Bonus $8,000
Chapter 1 identified three forms of business organization. Two forms, the sole proprietorship and the partnership, were discussed only briefly. Emphasis was placed on the corporate form in Chapter 1 as well as in subsequent chapters. The purpose of this appendix is to discuss and illustrate the accounting for the operations and financial condition of a sole proprietorship.
LEARNING OBJECTIVES | |
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1. Identify the differences in equity accounts between a corporation and a sole proprietorship. |
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2. Discuss the accounts that increase and decrease owner’s equity. |
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3. Describe the differences between a retained earnings statement and an owner’s equity statement. |
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4. Explain the process of closing the books for a sole proprietorship. |
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The primary difference between accounting and reporting for a sole proprietorship and a corporation involves accounting for equity transactions. Because a sole proprietorship has a single owner rather than numerous stockholders, a sole proprietorship uses a permanent owner’s capital account, such as “Sally Jones, Capital,” instead of Common Stock and Retained Earnings.
The different equity accounts are contrasted as shown in Illustration K.1.
ILLUSTRATION K.1 Equity section of the balance sheet—corporation vs. proprietorship
Corporation | Sole Proprietorship |
Stockholders’ equity | Owner’s equity |
Common stock | Owner’s name, capital |
Retained earnings |
For purposes of comparing the accounting for a corporation with a sole proprietorship, the illustrations in this appendix assume a sole proprietorship owned by R. Neal and named Sierra Company. Except for equity transactions, we use the same accounts, amounts, and transactions as those of Sierra Corporation presented in Chapters 1 through 4.
The ownership claim on total assets is known as owner’s equity. It is equal to total assets minus total liabilities.
In a proprietorship, owner’s equity is increased by owner’s investments and revenues.
Investments by owner are the assets the owner puts into the business. These investments increase owner’s equity.
Revenues are the gross increase in owner’s equity resulting from business activities entered into for the purpose of earning income.
In a proprietorship, owner’s equity is decreased by owner’s drawings and expenses.
An owner may withdraw cash or other assets for personal use. These withdrawals could be recorded as a direct decrease of owner’s equity. However, it is generally considered preferable to use a separate classification called drawings to determine the total withdrawals for each accounting period. Drawings decrease owner’s equity.
Expenses are the cost of assets consumed or services used in the process of earning revenue. They are decreases in owner’s equity that result from operating the business.
These relationships are shown in Illustration K.2. Net income results when revenues exceed expenses. A net loss occurs when expenses exceed revenues.
ILLUSTRATION K.2 Increases and decreases in owner’s equity
Chapter 3 described the basic steps employed in the accounting process as follows.
These same steps apply to all forms of business. Illustration 3.4 presented the impact of Sierra’s transactions on its accounting equation. Illustration K.3 shows how the same transactions would have been recorded for a sole proprietorship. The only differences are related to the accounts used to record equity transactions. Those differences are highlighted here in red.
ILLUSTRATION K.3 Summary of transactions
Chapter 4 described accounting for adjusting entries. A sole proprietor makes the same types of adjustments as a corporation. After recording and posting all of the adjustments, an adjusted trial balance is prepared. Illustrations K.4 and K.5 show how the adjusted trial balance is used to prepare a sole proprietor’s financial statements.
The primary differences between these statements and those of a corporation (presented in Illustrations 4.28 and 4.29) relate to the way equity is reported.
ILLUSTRATION K.4 Preparation of the income statement and owner’s equity statement from the adjusted trial balance
ILLUSTRATION K.5 Preparation of the balance sheet from the adjusted trial balance
At the end of the accounting period, the temporary account balances are transferred to the permanent owner’s equity account, Owner’s Capital, through the preparation of closing entries. Closing entries for a proprietorship formally recognize in the ledger the transfer of net income (or net loss) and owner’s drawing to owner’s capital. The results of these entries are shown in the owner’s equity statement.
Journalizing and posting closing entries is a required step in the accounting cycle. (See Illustrations 4.32 and 4.33 for Sierra Corporation.)
In preparing closing entries for a proprietorship, each income statement account could be closed directly to owner’s capital. However, to do so would result in excessive detail in the permanent owner’s capital account. Instead, the revenue and expense accounts are closed, in the same manner as for a corporation, to another temporary account, Income Summary. Only the net income or net loss is transferred from this account to Owner’s Capital.
Closing entries for a proprietorship may be prepared directly from the adjusted balances in the ledger, from the income statement and balance sheet columns of the worksheet, or from the income and owner’s equity statements. Separate closing entries could be prepared for each nominal account, but the following four entries accomplish the desired result more efficiently.
The four closing journal entries are shown in Illustration K.6 (see Helpful Hint). The posting of closing entries is shown in Illustration K.7.
If there were a net loss because expenses exceeded revenues, entry 3 in Illustration K.6 would be reversed: credit Income Summary and debit Owner’s Capital.
ILLUSTRATION K.6 Closing entries journalized
General Journal | |||
Date | Account Titles and Explanation | Debit | Credit |
Closing Entries | |||
2025 | (1) | ||
Oct. 31 | Service Revenue | 10,600 | |
Income Summary | 10,600 | ||
(To close revenue account) | |||
(2) | |||
31 | Income Summary | 7,740 | |
Salaries and Wages Expense | 5,200 | ||
Supplies Expense | 1,500 | ||
Rent Expense | 900 | ||
Insurance Expense | 50 | ||
Interest Expense | 50 | ||
Depreciation Expense | 40 | ||
(To close expense accounts) | |||
(3) | |||
31 | Income Summary | 2,860 | |
R. Neal, Capital | 2,860 | ||
(To close net income to owner’s capital) | |||
(4) | |||
31 | R. Neal, Capital | 500 | |
R. Neal, Drawings | 500 | ||
(To close drawings to owner’s capital) |
ILLUSTRATION K.7 Posting of closing entries
After all closing entries are journalized and posted, the post-closing trial balance is prepared from the ledger. A post-closing trial balance is a list of all permanent accounts and their balances after closing entries are journalized and posted. As with a corporation, the purpose of a proprietorship post-closing trial balance is to prove the equality of the permanent account balances that are carried forward into the next accounting period. Since all temporary accounts will have zero balances, the post-closing trial balance will contain only permanent—balance sheet—accounts.
A sole proprietorship uses a permanent owner’s equity capital account instead of Common Stock and Retained Earnings. Withdrawals of cash or other assets by the owner for personal use are recorded in a temporary drawing account.
Investments by the owner and revenue increase owner’s equity. Owner’s drawings and expenses decrease owner’s equity.
A sole proprietor prepares an owner’s equity statement rather than a retained earnings statement. The owner’s equity statement shows the beginning balance in the owner’s capital account (instead of Retained Earnings, as shown in the retained earnings statement), plus any investments made by the owner, plus net income, less any drawings (in place of Dividends, shown in the retained earnings statement).
In closing the books for a sole proprietorship, separate entries are made to close revenues and expenses to Income Summary, Income Summary to Owner’s Capital, and Owner’s Drawings to Owner’s Capital.
1. What is the basic accounting equation for a sole proprietorship?
2. What are the differences in the equity accounts of a sole proprietorship versus those of a corporation?
3. What items affect owner’s equity, and in what direction?
4. In February 2025, Ken Moran invested an additional $10,000 in his business, Moran’s Pharmacy, which is organized as a proprietorship. Moran’s accountant, Terry Baden, recorded this receipt as an increase in cash revenues. Is this treatment appropriate? Why or why not?
5. What are the steps in preparing an owner’s equity statement?
6. Identify the account(s) debited and credited in each of the required closing entries for a sole proprietorship, assuming the company has net income for the year.
Determine effect of transactions on basic accounting equation.
BEK.1 (LO 2), C Presented below are three business transactions. On a sheet of paper, list the letters (a), (b), (c) with columns for assets, liabilities, and owner’s equity. For each column, indicate whether the transactions increased (+), decreased (−), or had no effect (NE) on assets, liabilities, and owner’s equity.
Determine effect of transactions on owner’s equity.
BEK.2 (LO 2), C Presented below are three transactions. Mark each transaction as affecting owner’s investment (I), owner’s drawings (D), revenue (R), expense (E), or not affecting owner’s equity (NOE).
Indicate debit and credit effects and normal balance.
BEK.3 (LO 2), C For each of the following accounts, indicate the effects of (a) a debit and (b) a credit on the accounts and (c) the normal balance of the account.
Analyze transactions and compute net income.
EK.1 (LO 2), AP An analysis of the transactions made by Rodriguez & Co., a certified public accounting firm, for the month of August is shown below. Each increase and decrease in owner’s equity is explained.
Cash | + | Accounts Receivable | + | Supplies | + | Equipment | = | Accounts Payable | + | Owner’s Equity Rodriguez, Capital |
|
1. | +$12,000 | +$12,000 Investment | |||||||||
2. | −2,000 | +$5,000 | +$3,000 | ||||||||
3. | −750 | +$750 | |||||||||
4. | +2,600 | +$3,700 | +6,300 Service Revenue | ||||||||
5. | −1,500 | −1,500 | |||||||||
6. | −2,000 | −2,000 Drawings | |||||||||
7. | −650 | −650 Rent Expense | |||||||||
8. | +450 | −450 | |||||||||
9. | −2,900 | −2,900 Sal./Wag. Expense | |||||||||
10. | +500 | −500 Utilities Expense |
Instructions
Prepare an owner’s equity statement.
EK.2 (LO 3), AP Presented below is information related to the sole proprietorship of Kurt Cooper, attorney.
Legal service revenue—2025 | $360,000 |
Total expenses—2025 | 211,000 |
Assets, January 1, 2025 | 85,000 |
Liabilities, January 1, 2025 | 62,000 |
Assets, December 31, 2025 | 168,000 |
Liabilities, December 31, 2025 | 70,000 |
Drawings—2025 | ? |
Instructions
Prepare the 2025 owner’s equity statement for Kurt Cooper’s legal practice.
Prepare income statement, owner’s equity statement, and balance sheet.
EK.3 (LO 1, 2, 3, 4), AP The adjusted trial balance of Lorenz Company at the end of its fiscal year is:
Lorenz Company Adjusted Trial Balance For the Year Ended July 31, 2025 |
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No. | Account Titles | Debit | Credit |
101 | Cash | $ 14,940 | |
112 | Accounts Receivable | 8,780 | |
157 | Equipment | 15,900 | |
167 | Accumulated Depreciation—Equipment | $ 5,400 | |
201 | Accounts Payable | 4,220 | |
208 | Unearned Rent Revenue | 1,800 | |
301 | J. D. Lorenz, Capital | 45,200 | |
306 | J. D. Lorenz, Drawings | 14,000 | |
404 | Service Revenue | 65,100 | |
429 | Rent Revenue | 6,500 | |
711 | Depreciation Expense | 4,000 | |
720 | Salaries and Wages Expense | 55,700 | |
732 | Utilities Expense | 14,900 | |
$128,220 | $128,220 |
Instructions
Prepare income statement, owner’s equity statement, and balance sheet.
PK.1 (LO 1, 2, 3, 4), AP On May 1, Steven Rumford started Skyline Flying School, a company that provides flying lessons, by investing $45,000 cash in the business. Following are the assets and liabilities of the company on May 31, 2025, and the revenues and expenses for the month of May.
Cash | $ 6,500 | Notes Payable | $30,000 |
Accounts Receivable | 7,200 | Rent Expense | 1,200 |
Equipment | 64,000 | Maintenance and Repairs Expense | 400 |
Service Revenue | 8,600 | Gasoline Expense | 2,500 |
Advertising Expense | 500 | Insurance Expense | 400 |
Accounts Payable | 800 |
Steven Rumford made no additional investment in May, but he withdrew $1,700 in cash for personal use.
Instructions
a. Net income $ 3,600
Owner’s equity $ 46,900
Total assets $ 77,700
b. Net income $ 1,200
Owner’s equity $ 44,500
Prepare financial statements, closing entries, and post-closing trial balance.
PK.2 (LO 1, 2, 3, 4), AP The adjusted trial balance columns of the worksheet for Whitmore Company are as follows.
Whitmore Company Adjusted Trial Balance For the Year Ended December 31, 2025 |
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Adjusted Trial Balance | |||
Account No. | Account Titles | Debit | Credit |
101 | Cash | $ 20,800 | |
112 | Accounts Receivable | 15,400 | |
126 | Supplies | 2,300 | |
130 | Prepaid Insurance | 4,800 | |
151 | Equipment | 44,000 | |
152 | Accumulated Depreciation—Equipment | $ 18,000 | |
200 | Notes Payable | 20,000 | |
201 | Accounts Payable | 8,000 | |
212 | Salaries and Wages Payable | 3,000 | |
230 | Interest Payable | 1,000 | |
301 | B. Whitmore, Capital | 36,000 | |
306 | B. Whitmore, Drawings | 12,000 | |
400 | Service Revenue | 79,000 | |
610 | Advertising Expense | 12,000 | |
631 | Supplies Expense | 3,700 | |
711 | Depreciation Expense | 6,000 | |
722 | Insurance Expense | 4,000 | |
726 | Salaries and Wages Expense | 39,000 | |
905 | Interest Expense | 1,000 | |
Totals | $165,000 | $165,000 |
Instructions
a. Net income $13,300
Current assets $43,300
Current liabilities $22,000
d. Post-closing trial balance $87,300
Prepare financial statements, closing entries, and post-closing trial balance.
PK.3 (LO 1, 2, 3, 4), AP The adjusted trial balance columns of the worksheet for Rick Pool Company, owned by Rick Pool, are as follows.
Rick Pool Company Adjusted Trial Balance For the Year Ended December 31, 2025 |
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Adjusted Trial Balance | |||
Account No. | Account Titles | Debit | Credit |
101 | Cash | $ 13,600 | |
112 | Accounts Receivable | 15,400 | |
126 | Supplies | 1,500 | |
130 | Prepaid Insurance | 2,800 | |
151 | Equipment | 34,000 | |
152 | Accumulated Depreciation—Equipment | $ 8,000 | |
200 | Notes Payable | 16,000 | |
201 | Accounts Payable | 6,000 | |
212 | Salaries and Wages Payable | 3,000 | |
230 | Interest Payable | 500 | |
301 | Rick Pool, Capital | 25,000 | |
306 | Rick Pool, Drawings | 10,000 | |
400 | Service Revenue | 88,000 | |
610 | Advertising Expense | 12,000 | |
631 | Supplies Expense | 5,700 | |
711 | Depreciation Expense | 4,000 | |
722 | Insurance Expense | 5,000 | |
726 | Salaries and Wages Expense | 42,000 | |
905 | Interest Expense | 500 | |
Totals | $146,500 | $146,500 |
Instructions
a. Net income $18,800
Current assets $33,300
Current liabilities $19,500
d. Post-closing trial balance $67,300
ACCOUNTING CONCEPTS (Chapters 2–4)
Fundamental Qualities | Enhancing Qualities | Assumptions | Principles | Constraint |
Relevance | Comparability | Monetary unit | Historical cost | Materiality |
Faithful | Consistency | Economic entity | Fair value | |
representation | Verifiability | Periodicity | Full disclosure | |
Timeliness | Going concern | Revenue recognition | ||
Understandability | Accrual basis | Expense recognition |
BASIC ACCOUNTING EQUATION (Chapter 3)
ADJUSTING ENTRIES (Chapter 4)
Type | Adjusting Entry | ||
Deferrals | 1. Prepaid expenses | Dr. Expenses | Cr. Assets |
2. Unearned revenues | Dr. Liabilities | Cr. Revenues | |
Accruals | 1. Accrued revenues | Dr. Assets | Cr. Revenues |
2. Accrued expenses | Dr. Expenses | Cr. Liabilities |
Note: Each adjusting entry will affect one or more income statement accounts and one or more balance sheet accounts.
Interest Computation
CLOSING ENTRIES (Chapter 4)
Purpose
ACCOUNTING CYCLE (Chapter 4)
INVENTORY (Chapters 5 and 6)
Ownership
Freight Terms | Ownership of goods on public carrier resides with: |
FOB shipping point | Buyer |
FOB destination | Seller |
Perpetual vs. Periodic Journal Entries
Event | Perpetual | Periodic |
Purchase of goods | Inventory Cash (A/P) |
Purchases Cash (A/P) |
Freight (shipping point) | Inventory Cash |
Freight-In Cash |
Return of purchased goods | Cash (or A/P) Inventory |
Cash (or A/P) Purchase Returns and Allowances |
Sale of goods | Cash (or A/R) Sales Revenue Cost of Goods Sold Inventory |
Cash (or A/R) Sales Revenue No entry |
Return of sold goods | Sales Returns and Allowances Accounts Receivable Inventory Cost of Goods Sold |
Sales Returns and Allowances Accounts Receivable No entry |
End of period | No entry | Closing or adjusting entry required |
FRAUD, INTERNAL CONTROL, AND CASH (Chapter 7)
Principles of Internal Control
Establishment of responsibility
Segregation of duties
Documentation procedures
Physical controls
Independent internal verification
Human resource controls
The Fraud Triangle
Bank Reconciliation
Bank | Books | |
Balance per bank statement Add: Deposits in transit Deduct: Outstanding checks Adjusted cash balance |
Balance per books Add: Unrecorded credit memoranda from bank statement Deduct: Unrecorded debit memoranda from bank statement Adjusted cash balance |
Note: 1. Errors should be offset (added or deducted) on the side that made the error.
Stop and Check: Does the adjusted cash balance in the Cash account equal the reconciled balance?
RECEIVABLES (Chapter 8)
Two Methods to Account for Uncollectible Accounts
Direct write-off method | Record bad debt expense when the company determines a particular account to be uncollectible. |
Allowance method | At the end of each period, estimate the amount of uncollectible receivables. Debit Bad Debt Expense and credit Allowance for Doubtful Accounts in an amount that results in a balance in the allowance account equal to the estimate of uncollectibles. As specific accounts become uncollectible, debit Allowance for Doubtful Accounts and credit Accounts Receivable. |
Steps to Manage Accounts Receivable
PLANT ASSETS (Chapter 9)
Computation of Annual Depreciation Expense
Straight-line | |
*Declining-balance | Book value at beginning of year × Declining balance rate* *Declining-balance rate = 1 ÷ Useful life (in years) |
*Units-of-activity |
Note: If depreciation is calculated for partial periods, the straight-line and declining-balance methods must be adjusted for the relevant proportion of the year.
BONDS (Chapter 10)
Premium | Market interest rate < Contractual interest rate |
Face Value | Market interest rate = Contractual interest rate |
Discount | Market interest rate > Contractual interest rate |
Computation of Annual Bond Interest Expense
*Straight-line amortization | ||
*Effective-interest amortization (preferred method) | Bond interest expense | Bond interest paid |
Carrying value of bonds at beginning of period × Effective-interest rate | Face amount of bonds × Contractual interest rate |
STOCKHOLDERS’ EQUITY (Chapter 11)
No-Par Value vs. Par Value Stock Journal Entries
No-Par Value | Par Value |
Cash Common Stock |
Cash Common Stock (par value) Paid-in Capital in Excess of Par Value |
Comparison of Dividend Effects
Cash | Common Stock | Retained Earnings | |
Cash dividend | No effect | ||
Stock dividend | No effect | ||
Stock split | No effect | No effect | No effect |
STATEMENT OF CASH FLOWS (Chapter 12)
Cash flows from operating activities (indirect method)
Net income | |||
Add: | Amortization and depreciation | $X | |
Losses on disposals of assets | X | ||
Decreases in current assets | X | ||
Increases in current liabilities | X | ||
Deduct: | Increases in current assets | (X) | |
Decreases in current liabilities | (X) | ||
Gains on disposals of assets | (X) | ||
Net cash provided (used) by operating activities | $X |
Cash flows from operating activities (direct method)
Cash receipts | ||
(Examples: from sales of goods and services to customers, from receipts of interest and dividends) | $X | |
Cash payments | ||
(Examples: to suppliers, for operating expenses, for interest, for taxes) | (X) | |
Net cash provided (used) by operating activities | $X |
FINANCIAL STATEMENT ANALYSIS (Chapter 13)
Discontinued operations | Income statement (presented separately after Income from continuing operations) |
Changes in accounting principle | In most instances, use the new method in current period and restate previous years’ results using new method. For changes in depreciation and amortization methods, use the new method in the current period, but do not restate previous periods. |
Income Statement
Sales | $X | |
Cost of goods sold | X | |
Gross profit | X | |
Operating expenses | X | |
Income from operations | X | |
Other revenues (expenses) and gains (losses) | X | |
Income before income taxes | X | |
Income tax expense | X | |
Income from continuing operations | X | |
Discontinued operations | ||
Gain/loss from operation of division, net of tax | $ X | |
Gain/loss on disposal of division, net of tax | X | X |
Net income | $X |
MANAGERIAL ACCOUNTING (Chapter 14)
Characteristics of Managerial Accounting
Primary users | Internal users |
Reports | Internal reports issued as needed |
Purpose | Special purpose for a particular user |
Content | Pertains to subunits, may be detailed, use of relevant data |
Verification | No independent audits |
Types of Manufacturing Costs
Direct materials | Raw materials directly associated with finished product |
Direct labor | Work of employees directly associated with turning raw materials into finished product |
Manufacturing overhead | Costs indirectly associated with manufacture of finished product |
JOB ORDER AND PROCESS COSTING (Chapters 15 and 16)
Types of Accounting Systems
Job order | Costs are assigned to each unit or each batch of goods |
Process cost | Costs are applied to similar products that are mass-produced in a continuous fashion |
Job Order and Process Cost Flow
ACTIVITY-BASED COSTING (Chapter 17)
COST-VOLUME-PROFIT (Chapter 18 and 419)
Types of Costs
Variable costs | Vary in total directly and proportionately with changes in activity level |
Fixed costs | Remain the same in total regardless of change in activity level |
Mixed costs | Contain both a fixed and a variable element |
CVP Income Statement Format
Total | Per Unit | Percent of Sales | |
Sales | $xx | $xx | xxx% |
Variable costs | xx | xx | xx |
Contribution margin | xx | $xx | xx% |
Fixed costs | xx | ||
Net income | $xx |
INCREMENTAL ANALYSIS (Chapter 20)
PRICING (Chapter 21)
External Pricing
Transfer Pricing
BUDGETS (Chapter 22)
Components of the Master Budget
RESPONSIBILITY ACCOUNTING (Chapter 23)
Types of Responsibility Centers
Cost | Profit | Investment |
Expenses only | Expenses and Revenues | Expenses and Revenues and ROI |
Return on Investment
STANDARD COSTS (Chapter 24)
Standard Cost Variances
Balanced Scorecard
CAPITAL BUDGETING (Chapter 25)
Annual Rate of Return
Cash Payback
Discounted Cash Flow Approaches
Net Present Value | Internal Rate of Return |
Compute net present value (a dollar amount). If net present value is zero or positive, accept the proposal. If net present value is negative, reject the proposal. |
Compute internal rate of return (a percentage). If internal rate of return is equal to or greater than the minimum required rate of return, accept the proposal. If internal rate of return is less than the minimum rate, reject the proposal. |
INVESTMENTS (Appendix H)
Comparison of Long-Term Bond Investment and Liability Journal Entries
Event | Investor | Investee |
Purchase / issue of bonds | Debt Investments Cash |
Cash Bonds Payable |
Interest receipt / payment | Cash Interest Revenue |
Interest Expense Cash |
Comparison of Cost and Equity Methods of Accounting for Long-Term Stock Investments
Event | Cost | Equity |
Acquisition | Stock Investments Cash |
Stock Investments Cash |
Investee reports earnings | No entry | Stock Investments Investment Revenue |
Investee pays dividends | Cash Dividend Revenue |
Cash Stock Investments |
Order of Preparation | Date |
1. Income statement | For the period ended |
2. Retained earnings statement | For the period ended |
3. Balance sheet | As of the end of the period |
4. Statement of cash flows | For the period ended |
Income Statement (perpetual inventory system)
Name of Company Income Statement For the Period Ended |
||||||
Sales | ||||||
Sales revenue | $ X | |||||
Less: Sales returns and allowances | X | |||||
Sales discounts | X | |||||
Net sales | $ X | |||||
Cost of goods sold | X | |||||
Gross profit | X | |||||
Operating expenses | ||||||
(Examples: store salaries, advertising, delivery, rent, depreciation, utilities, insurance) | X | |||||
Income from operations | X | |||||
Other revenues and gains | ||||||
(Examples: interest, gains) | X | |||||
Other expenses and losses | ||||||
(Examples: interest, losses) | X | X | ||||
Income before income taxes | X | |||||
Income tax expense | X | |||||
Net income | $X |
Income Statement (periodic inventory system)
Name of Company Income Statement For the Period Ended |
||||||||
Sales | ||||||||
Sales revenue | $ X | |||||||
Less: Sales returns and allowances | X | |||||||
Sales discounts | X | |||||||
Net sales | $ X | |||||||
Cost of goods sold | ||||||||
Beginning inventory | X | |||||||
Purchases | $ X | |||||||
Less: Purchase returns and allowances | X | |||||||
Net purchases | X | |||||||
Add: Freight-in | X | |||||||
Cost of goods purchased | X | |||||||
Cost of goods available for sale | X | |||||||
Less: Ending inventory | X | |||||||
Cost of goods sold | X | |||||||
Gross profit | X | |||||||
Operating expenses | ||||||||
(Examples: store salaries, advertising, delivery, rent, depreciation, utilities, insurance) | X | |||||||
Income from operations | X | |||||||
Other revenues and gains | ||||||||
(Examples: interest, gains) | X | |||||||
Other expenses and losses | ||||||||
(Examples: interest, losses) | X | X | ||||||
Income before income taxes | X | |||||||
Income tax expense | X | |||||||
Net income | $X |
Name of Company Statement of Comprehensive Income For the Period Ended |
||||
Net income | $ X | |||
Other comprehensive income | X | |||
Comprehensive income | $X |
Retained Earnings Statement
Name of Company Retained Earnings Statement For the Period Ended |
||||
Retained earnings, beginning of period | $ X | |||
Add: Net income (or deduct net loss) | X | |||
X | ||||
Deduct: Dividends | X | |||
Retained earnings, end of period | $X |
Stop and Check: Net income (loss) presented on the retained earnings statement must equal the net income (loss) presented on the income statement.
Balance Sheet
Name of Company Balance Sheet As of the End of the Period |
||||||||
Assets | ||||||||
Current assets | ||||||||
(Examples: cash, short-term investments, accounts receivable, inventory, prepaids) | $ X | |||||||
Long-term investments | ||||||||
(Examples: investments in bonds, investments in stocks) | X | |||||||
Property, plant, and equipment | ||||||||
Land | $ X | |||||||
Buildings and equipment | $ X | |||||||
Less: Accumulated depreciation | X | X | X | |||||
Intangible assets | X | |||||||
Total assets | $X | |||||||
Liabilities and Stockholders’ Equity | ||||||||
Liabilities | ||||||||
Current liabilities | ||||||||
(Examples: notes payable, accounts payable, accruals, unearned revenues, current portion of notes payable) | $ X | |||||||
Long-term liabilities | ||||||||
(Examples: notes payable, bonds payable) | X | |||||||
Total liabilities | X | |||||||
Stockholders’ equity | ||||||||
Common stock | X | |||||||
Retained earnings | X | |||||||
Total liabilities and stockholders’ equity | $X |
Stop and Check: Total assets on the balance sheet must equal total liabilities plus stockholders’ equity; and, ending retained earnings on the balance sheet must equal ending retained earnings on the retained earnings statement.
Statement of Cash Flows
Name of Company Statement of Cash Flows For the Period Ended |
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Cash flows from operating activities | ||||
Note: May be prepared using the direct or indirect method | ||||
Net cash provided (used) by operating activities | $ X | |||
Cash flows from investing activities | ||||
(Examples: purchase / sale of long-term assets) | ||||
Net cash provided (used) by investing activities | X | |||
Cash flows from financing activities | ||||
(Examples: issue / repayment of long-term liabilities, issue of stock, payment of dividends) | ||||
Net cash provided (used) by financing activities | X | |||
Net increase (decrease) in cash | X | |||
Cash, beginning of the period | X | |||
Cash, end of the period | $X |
Stop and Check: Cash, end of the period, on the statement of cash flows must equal cash presented on the balance sheet.
Liquidity | |
Working capital | |
Current ratio | |
Inventory turnover | |
Days in inventory | |
Accounts receivable turnover | |
Average collection period |
Solvency | |
Debt to assets ratio | |
Times interest earned | |
Free cash flow |
Profitability | |
Earnings per share | |
Price-earnings ratio | |
Gross profit rate | |
Profit margin | |
Return on assets | |
Asset turnover | |
Payout ratio | |
Return on common stockholders’ equity |