A Collection of Case Studies on Financial Accounting Concepts

University of Mississippi University of Mississippi

eGrove eGrove

Honors Theses

Honors College (Sally McDonnell Barksdale

Honors College)

2018

A Collection of Case Studies on Financial Accounting Concepts A Collection of Case Studies on Financial Accounting Concepts

Sarah Catherine Thornton

University of Mississippi. Sally McDonnell Barksdale Honors College

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Recommended Citation Recommended Citation

Thornton, Sarah Catherine, "A Collection of Case Studies on Financial Accounting Concepts" (2018).

Honors Theses

. 836.

https://egrove.olemiss.edu/hon_thesis/836

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Reader: Dean W. Mark Wilder

A COLLECTION OF CASE STUDIES ON FINANCIAL ACCOUNTING CONCEPTS

Sarah Catherine Thornton

A thesis submitted to the faculty of The University of Mississippi in partial fulfillment of

the requirements of the Sally McDonnell Barksdale Honors College.

Oxford

May 2018

Sarah Catherine Thornton

iii

ABSTRACT

SARAH CATHERINE THORNTON: A Collection of Case Studies on Financial

Accounting Concepts

This thesis is compiled of twelve case studies, each on a unique accounting

concept. Each case study was analyzed in a group of two to four students, and each

student completed a write-up answering the case questions and examining the proper

accounting treatment for each issue in the case. Case topics included financial statement

assembly and analysis, internal controls, inventories, leases, revenue recognition,

deferred income taxes, and examinations of equity, among others. Each topic was

considered using accounting knowledge learned during intermediate accounting classes at

the University of Mississippi as well as the Financial Accounting Standards Board

(FASB) Codification. The codification explicitly states rules and regulations to follow

when accounting for each item, and was very useful when considering unfamiliar and

unusual topics presented in the cases. The case studies are arranged in chronological

order of completion, and each is titled with a description of the case topic.

ACKNOWLEDGEMENTS

I would like to thank my parents, Chuck and Amy Thornton, for supporting me in

all of my endeavors throughout my life. I would also like to thank my friends for

supporting and encouraging me throughout this process as well as during all of college.

Thank you to the University of Mississippi and the Sally McDonnell Barksdale Honors

College for allowing me to complete this thesis. Finally, thank you to Dr. Dickinson, who

allowed me to complete this alternate thesis through the School of Accountancy.

TABLE OF CONTENTS

CASE 1: HOME HEATERS: THE EFFECTS OF ACCOUNTING ESTIMATES...........1

CASE 2: TOTZ INCOME STATEMENT ANALYSIS USING FASB

CODIFICATION...................................................................................................11

CASE 3: ROCKY MOUNTAIN CHOCOLATE FACTORY FINANCIAL

STATEMENTS......................................................................................................17

CASE 4: FRAUD SCHEMES AND INTERNAL CONTROLS......................................21

CASE 5: ANALYSIS OF INVENTORIES AND ACCOUNTING FOR OBSOLETE

INVENTORY........................................................................................................25

CASE 6: WORLDCOM, INC. – CAPITALIZED COSTS AND EARNINGS

QUALITY..............................................................................................................30

CASE 7: ANALYSIS OF THE FASB CODIFICATION WITH RESPECT TO

RESTRUCTURING CHARGES...........................................................................33

CASE 8: EXAMINATION OF EQUITY ON THE BALANCE SHEET.........................37

CASE 9: ANALYSIS OF STOCK OPTIONS AS EMPLOYEE COMPENSATION.....41

CASE 10: USING THE NEW FASB REVENUE RECOGNITION RULES..................46

CASE 11: DEFERRED INCOME TAXES.......................................................................50

CASE 12: ACCOUNTING FOR LEASES: BUILD-A-BEAR WORKSHOP.................53

LIST OF ABBREVIATIONS

ASC Accounting Standards Codification

ASU Accounting Standards Update

FASB Financial Accounting Standards Board

US GAAP United States Generally Accepted Accounting Principles

RSU Restricted Stock Unit

SAB Staff Accounting Bulletins

Case 1: Home Heaters: The Effects of Accounting

Estimates

For this case, we are analyzing two separate companies and their accounting

processes. To do this, I first recreated the journal entries corresponding with the

transactions listed in the case. I then used these journal entries to create a chart of

accounts, a trial balance, and, using the information from Part B, financial statements

including an income statement, a statement of stockholders’ equity, a classified balance

sheet, and a statement of cash flows. Using Excel as a medium to create the statements, I

then compared the two companies and evaluated which of the companies that I would

prefer to invest in, lend money to, or do business with. I also used these statements to

analyze the methods of estimation and adjusting used by each company and how each

method affects things like total assets, net income, and retained earnings.

Home Heaters

Trial Balance - Part A

Debits

Credits

Cash

$47,340

Accounts Receivable

99,400

Inventory

239,800

Land

70,000

Building

350,000

Equipment

80,000

Accounts Payable

$26,440

Note Payable

380,000

Interest Payable

6,650

Common stock

160,000

Dividends

23,200

Sales

398,500

Other Operating Expenses

34,200

Interest Expense

27,650

Total

$971,590

The two companies, Glenwood Heating and Eads Heaters, have identical

transactions throughout the year and differ only in their estimation methods and adjusting

entries. These estimation methods are integral to the differences in the companies but are

not implemented until year end. The two companies’ identical transactions during the

year are reflected in the following trial balance.

As seen in this trial balance, both Glenwood and Eads have the same amount of

debits and credits at December 31. On this date, however, the two companies begin to

differentiate on several things, including their adjusting entries and the estimations used

in the entries. The adjustments are done differently by each company, and therefore affect

net income for each company differently. These adjustments and their effects are best

reflected in the income statements for the two companies.

The adjustments deal with bad debts, cost of goods sold, depreciation expense, a

lease agreement, and income tax expense. As shown below in the income statements, the

cost of goods sold directly affects net income, as do bad debt expense and depreciation

expense. Rent expense also directly affects net income, and is only present on

Glenwood’s income statement because Eads capitalized the lease as an asset.

Eads Company

Multistep Income Statement

For year ended December 31, 20X1

Sales

$398,500

Cost of Goods Sold

(188,800)

Gross Profit

$209,700

Operating Expenses

Bad Debt Expense

4,970

Depreciation Expense

41,500

Other Operating Expenses

34,200

Total operating expenses

80,670

Operating Income

$129,030

Other expenses

Interest Expense

35,010

Income before taxes

$94,020

Income tax expense

23,505

Net Income

$70,515

Glenwood Company

Multistep Income Statement

For year ended December 31, 20X1

Sales

$398,500

Cost of Goods Sold

(177,000)

Gross Profit

$221,500

Operating Expenses

Bad Debt Expense

994

Depreciation Expense

19,000

Other Operating Expenses

34,200

Total operating expenses

$54,194

Operating Income

$167,306

Other expenses

Rent Expense

16,000

Interest Expense

27,650

Total other expenses

$43,650

Income before taxes

$123,656

Income tax expense

30,914

Net income

$92,742

The first adjustment deals with bad debts. Glenwood estimates that one percent of

accounts receivable will be uncollectable, while Eads estimates that five percent of

accounts receivable will be uncollectable. This method is the same for both companies,

but they have different percentage estimations based on their customers. Glenwood

recorded $994.00 in bad debt expense; Eads calculated $4,970.00 to be uncollectable.

This estimation decreases both assets (accounts receivable) and net income (bad debt

expense).

The second adjustment is the estimation of cost of goods sold. Glenwood uses a

periodic first in, first out inventory system; cost of goods sold expense is based on the

historical cost of the units when they were purchased possibly several months ago. This

method often uses outdated costs that are not current and therefore does not align well

with the matching principle. Glenwood’s cost of goods sold is calculated to be $177,000,

while Eads’ cost of goods sold is $188,800. Eads uses a periodic last in, first out

inventory, which uses current costs instead of old costs to calculate cost of goods sold.

Third is the adjustment to account for depreciation. The two companies both use

the straight line method for depreciation on their building, which is estimated to be

$10,000 per year each. Glenwood also uses the straight line method for depreciation on

their equipment, bringing their total depreciation to $19,000. Eads uses the double-

declining balance method for their equipment’s depreciation, totaled at $20,000. Eads

also must depreciate the leased equipment in the fourth adjustment; they use the straight

line method to calculate this at $11,500. Eads’ total depreciation expense including

building, equipment, and leased equipment is $41,500.

The fourth adjustment is the payment of a lease agreement for equipment used by

the companies. Glenwood simply rents the equipment for one year at a time, payable on

December 31 of each year. The adjustment for this lease is a debit to rent expense and a

credit to cash. Eads capitalizes the lease as an asset because they agree to lease the

equipment for eight years, paying $16,000 at the end of each year to cover both the rent

expense and the interest expense.

The last adjustment deals with income tax provisions. The stated rate for income

tax is 25 percent; thus, each company sets aside 25 percent of their income before taxes

to pay to the IRS for income tax. Glenwood has a higher income, so their income tax

expense is more than Eads’.

These adjustments affect net income, an important aspect to examine before

lending to or investing in a company. Net income, however, is not the only important

aspect to consider. Other aspects to consider include cash flows, which show that the

company is a going concern throughout the fiscal year; current assets, which show

liquidity; and property, plant, and equipment, which show possible collateral against a

loan. These are shown on the statement of cash flows and the balance sheet, respectively,

which are included below for both Glenwood and Eads.

These statements of cash flow below provide insight on the company as an

operation as well as in its peripheral transactions. Glenwood has overall greater cash

flow, but Eads’ net cash from operating activities is a greater amount. Part of this is due

to Eads’ capitalization of the lease agreement, compared to Glenwood’s payment at the

end of the year. This one adjustment method can impact the decisions of many investors

and lenders.

Eads Company

Statement of Cash Flows

For year ended December 31, 20X1

Cash Flows from Operating Activities

Net income

$70,515

Adjustments

Depreciation on PP&E

41,500

Interest on Note payable

6,650

Changes in current assets

Accounts receivable

(94,430)

Inventory

(51,000)

Changes in current liabilities

Accounts payable

26,440

Net cash from operating activities

$(325)

Cash flows from investing activities

Purchases of PP&E

(500,000)

Lease of equipment

(92,000)

Net cash from investing activities

$(592,000)

Cash flows from financing activities

Proceeds from long term debt

400,000

Payment on long term debt

(20,000)

Net cash from financing activities

$380,000

Net increase (decrease) in cash

(212,325)

Cash balance January 1, 20X1

Cash balance December 31, 20X1

$(212,325)

Glenwood Company

Statement of Cash Flows

For year ended December 31, 20X1

Cash Flows from Operating Activities

Net income

$92,742

Adjustments

Depreciation on PP&E

19,000

Interest on note payable

6,650

Changes in current assets

Accounts receivable

(98,406)

Inventory

(62,800)

Changes in current liabilities

Accounts payable

26,440

Net cash from operating activities

$(16,374)

Cash flows from investing activities

Purchases of PP&E

(500,000)

Net cash from investing activities

$(500,000)

Cash flows from financing activities

Proceeds from long term debt

400,000

Payment on long term debt

(20,000)

Net cash from financing activities

$380,000

Net increase (decrease) in cash

(136,374)

Cash balance January 1, 20X1

Cash balance December 31, 20X1

$(136,374)

Glenwood Company

Classified Balance Sheet

As of December 31, 20X1

Assets

Liabilities

Current Assets

Current Liabilities

Cash

$426.00

Accounts payable

$26,440.00

Accounts Receivable

$99,400.00

Interest payable

$6,650.00

Allowance for Bad Debts

$(994.00)

Current portion of note payable

$20,000.00

Inventory

$62,800.00

Total Current Liabilities

$53,090.00

Total Current Assets

$161,632.00

Long term liabilities

Property, Plant, & Equipment

Note payable

$360,000.00

Land

$70,000.00

Total Liabilities

$413,090.00

Building

$350,000.00

Accumulated depreciation - building

$(10,000.00)

Stockholders' Equity

Equipment

$80,000.00

Common Stock

$160,000.00

Accumulated depreciation - equipment

$(9,000.00)

Retained Earnings

$69,542.00

Total Property, Plant, & Equipment

$481,000.00

Total Stockholders' Equity

$229,542.00

Total Assets

$642,632.00

Total Liabilities & Stockholders' Equity

$642,632.00

Eads Company

Classified Balance Sheet

As of December 31, 20X1

Assets

Liabilities

Current Assets

Current Liabilities

Cash

$7,835.00

Accounts payable

$26,440.00

Accounts Receivable

$99,400.00

Interest payable

$6,650.00

Allowance for Bad Debts

$(4,970.00)

Current portion of note payable

$20,000.00

Inventory

$51,000.00

Lease payable

$83,360.00

Total Current Assets

$153,265.00

Total Current Liabilities

$136,450.00

Property, Plant, & Equipment

Long term liabilities

Land

$70,000.00

Note payable

$360,000.00

Building

$350,000.00

Total Liabilities

$496,450.00

Accumulated depreciation - building

$(10,000.00)

Equipment

$80,000.00

Stockholders' Equity

Accumulated depreciation - equipment

$(20,000.00)

Common Stock

$160,000.00

Leased equipment

$92,000.00

Retained Earnings

$47,315.00

Accumulated depreciation - leased equipment

$(11,500.00)

Total Stockholders' Equity

$207,315.00

Total Property, Plant, & Equipment

$550,500.00

Total Assets

$703,765.00

Total Liabilities & Stockholders' Equity

$703,765.00

As shown on the balance sheets above, Glenwood has more current assets than

Eads. This is a good sign of liquidity for Glenwood, but again, not the only aspect to

consider when investing in a company. Eads has much more property, plant, and

equipment, which is advantageous when looking at the company from an investment

aspect. Eads also has more debt than Glenwood, but this is not necessarily a bad thing.

Eads’ increased debt involves the capitalized lease agreement as a liability while

Glenwood’s debt does not include this. Overall, Eads has more debt, but this also means

that they have more assets than Glenwood. An investor would consider both of these

items from the balance sheet and compare them to their investment goals to then make a

decision on which company to invest in.

Based on the information presented in this case and above in my analysis of the

information, I would personally rather lend money or invest in Eads Heaters. This

company seems to be more conservative with their accounting methods. Using the last in,

first out inventory system provides a more accurate look at cost of goods sold, while the

larger percentage of accounts receivable used to estimate bad debt decreases net income

according to which customers the company believes will pay for their sale on credit.

Additionally, Eads’ net income is lower, and therefore the income tax expense they incur

for the year is also lower. Lower net income allows for fewer taxes to be paid and thus

fewer expenses. Eads has less current assets than Glenwood, but more property, plant,

and equipment that can be used as collateral against a loan, which is more advantageous

when borrowing money. Overall, either company would most likely make a good

investment, but based on this information I would choose to invest in or lend money to

Case 2: Totz Income Statement Analysis Using

FASB Codification

1. Net Sales

ASC 225-10-S99-2 (1) in the codification indicates that net sales of

tangible products (i.e. the clothing from the Totz stores) are stated separately from

revenues that are earned from services (i.e. services from its in-store art studio

Doodlez) but are both featured under the Sales section of the income statement.

The specific regulation is as follows: “If income is derived from more than one of

the subcaptions described under § 210.5–03.1, each class which is not more than

10 percent of the sum of the items may be combined with another class. If these

items are combined, related costs and expenses as described under § 210.5–03.2

shall be combined in the same manner.

1. Net sales and gross revenues. State separately:

(a) Net sales of tangible products (gross sales less discounts, returns and

allowances),

(b) operating revenues of public utilities or others;

(d) revenues from services; and

(e) other revenues.”

Both sales from Totz and Doodlez are more than ten percent of the sum of

the items, which means they must be separately stated on the income statement.

My team and I discussed compiling a comparative income statement for the

different years of information provided to us. This would be useful to be able to

compare revenues from 2014, 2015, and 2016; however, Doodlez was only

introduced in the third quarter of 2015. Therefore, to properly disclose the

dramatic change in Doodlez’s revenue from 2015 to 2016 (an increase of $7.3

million), explanatory notes to the financial statements would be necessary.

2. Gross Profit

Gross profit is its own line item on the income statement. However, it is

not actually a “section” of the income statement, but it is an important part of the

financial statement. According to the codification ASC 360-20-55-14, “gross

profit is presented as a separate item of revenue on the income statement when it

is recognized as earned.” Gross profit is equal to net sales less cost of sales, which

needs to be broken down into cost of tangible goods sold and cost of services and

are stated separately according to the FASB codification. ASC 225-10-S99-2 (2)

states, “2. Costs and expenses applicable to sales and revenues.

State separately the amount of

(a) cost of tangible goods sold,

(b) operating expenses of public utilities or others,

(d) cost of services, and

(e) expenses applicable to other revenues.

Merchandising organizations, both wholesale and retail, may include

occupancy and buying costs under caption 2(a). Amounts of costs and expenses

incurred from transactions with related parties shall be disclosed as required under

§ 210.4–08(k).”

This says that both cost of goods sold and cost of services must be

recognized as two different line items under the sales section of the income

statement. Additionally, we are told that depreciation is excluded from cost of

sales. Under ASC225-10-S99-8, the company cannot report a subtotal that

excludes depreciation. Therefore, Totz should not report a gross profit subtotal

because the excluded depreciation is attributable to cost of sales. ASC 225-20-

S99-8, or SAB Topic 11, states the following: “The following is the text of SAB

Topic 11.B, Depreciation and Depletion Excluded from Cost of Sales. Facts:

Company B excludes depreciation and depletion from cost of sales in its income

statement. Question: How should this exclusion be disclosed?

Interpretive Response: If cost of sales or operating expenses exclude

charges for depreciation, depletion and amortization of property, plant and

equipment, the description of the line item should read somewhat as follows:

"Cost of goods sold (exclusive of items shown separately below)" or "Cost of

goods sold (exclusive of depreciation shown separately below)." To avoid placing

undue emphasis on "cash flow," depreciation, depletion and amortization should

not be positioned in the income statement in a manner which results in reporting a

figure for income before depreciation.”

3. Gain on Sale of Corporate Headquarters

Totz sold its corporate headquarters and relocated to Mountain View,

California. The sale of the old building would be recognized as extraordinary

under ASC 225-20-45-1; however, this codification is superseded by ASU 225-

20-65-1, which states that extraordinary items are no longer listed on the income

statement. Under the combination of ASC-605-10-S99-1 and ASC-360-10-45-5,

the gain on the sale of corporate headquarters should be recognized and presented

as operating income. ASC-605-10-S99-1 states that “Gains or losses from the sale

of assets should be reported as ‘other general expenses’ … Any material item

should be stated separately.” ASC-360-10-45-5 states that “A gain or loss

recognized on the sale of the long-lived asset (disposal group) that is not a

component of an entity shall be included in income from continuing operations

before income taxes in the income statement of a business entity.” Because of

this, the sale of this building will be recognized as operating income. The gain on

the sale of the building would be included in the operating income section of the

income statement. This gain will be listed as a line item under the operating

income section of the income statement, and will be be added to net income and

be taxed accordingly.

4. Class Action Settlement

Due to a class action lawsuit settlement against a supplier, Totz received

proceeds of $2.7 million. Under ASC 225-20-45-1, this item would have been

treated as an extraordinary item; it is both unusual and infrequent and would have

been listed as an extraordinary gain or loss on the income statement. However,

under ASU 225-20-65-1, extraordinary items are no longer listed on the income

statement, which means that this item would no longer be considered

extraordinary. the costs associated with the materials provided by the supplier in

this transaction are part of Totz’ central operations and therefore, the gain

associated with the class action lawsuit should be treated as operating income.

ASC-605-10-S99-1 indicates that both gains and losses should be treated

according to the guidance of Reg S-X, Rule 5-03(b)(6).

The proceeds of this lawsuit would be treated as other operating income,

although being both unusual and infrequent, because of the change in recognition

of extraordinary items. This income would then affect net income, increasing it by

$2.7 million net of income tax expense. It is crucial to include this income on the

income statement because it deals with expenses that are part of the company’s

central operations.

Case 3: Rocky Mountain Chocolate Factory

Financial Statements

Rocky Mountain Chocolate Factory

Income Statement

For period ended February 28, 2010

Revenues

Sales

$22,944,017

Franchise and royalty fees

5,492,531

Total revenues

28,436,548

Costs and expenses

Cost of sales, excluding depreciation and

amortization of $698,580

14,910,622

Franchise costs

1,499,477

Sales and marketing expenses

1,505,431

General and administrative expenses

2,422,147

Retail operating expenses

1,756,956

Depreciation and amortization

698,580

Total costs and expenses

22,793,213

Operating income

5,643,335

Other income (expenses)

Interest income

27,210

Other, net

27,210

Income before income taxes

5,670,545

Income tax expense

(2,090,468)

Net income

$3,580,077

Basic earnings per share

$0.60

Diluted earnings per share

$0.58

Weighted average common shares outstanding

6,012,717

Dilutive effect of employee stock options

197,521

Weighted average common shares outstanding,

assuming dilution

6,210,238

Rocky Mountain Chocolate Factory

Statement of Retained Earnings

For period ended February 28, 2010

Retained earnings, March 1, 2009

$5,751,017

Add: Net income

3,580,077

Less: Dividends

(2,407,167)

Retained earnings, February 28, 2010

$6,923,927

Rocky Mountain Chocolate Factory

Balance Sheet

As of February 28, 2010

Assets

Liabilities and stockholders' equity

Current assets

Liabilities

Cash and cash equivalents

$3,743,092

Current liabilities

Accounts receivable, less allowance for doubtful

accounts

4,427,526

Accounts payable

$877,832

Notes receivable, current

91,059

Accrued salaries and wages

646,156

Inventories

3,281,447

Other accrued expenses

946,528

Deferred income taxes

461,249

Dividends payable

602,694

Other

220,163

Deferred income

220,938

Total current assets

$12,224,536

Total current liabilities

$3,294,148

Property and equipment, net

$5,186,709

Deferred income taxes

894,429

Other Assets

Total liabilities

$4,188,577

Notes receivable, less current portion

$263,650

Equity

Goodwill, net

1,046,944

Common stock

$180,808

Intangible assets, net

110,025

Additional paid-in capital

7,626,602

Other

88,050

Retained earnings

6,923,927

Total other assets

$1,508,669

Total stockholders' equity

$14,731,337

Total Assets

$18,919,914

Total liabilities and stockholders'

equity

$18,919,914

Case 4: Fraud Schemes and Internal Controls

Potential Fraud Scheme

Internal Control

The store only has one credit card

machine located in between the two

cash registers.

Documentation - Transactions could get mixed up

between the two cash registers: have a credit card

machine for each cash register. Running two different

purchases at the same time could allow for an

employee to steal money: have proper documentation

for theft prevention. If the credit card machine fails,

there is no way to track transactions/ inflow or outflow

of money: have an alternate system of documentation

in addition to the credit card machine and two cash

registers.

Every single employee has their own

access code to both registers,

increasing the risk of possible errors

or discrepancies during transactions.

Access Controls - Limit the number of workers with

access to the registers and/or assign employees to

certain registers that they can use. Check the

accounting software to identify any variances under

specific users.

Employees can steal inventory.

Physical Audits - The store should perform a physical

inventory count once a month (or after a certain period

of time) and compare physical inventory with recorded

inventory.

Employees could alter the amount of

cash removed from the cash registers

so that the amount of money on the

receipts and the amount removed

from the register do not match up.

Reconciliations - Reconcile the register tape with the

store sales receipts. The amount of cash and credit sales

should equal the amount of the register and store sales

receipts. Also take a physical count of money totals in

each cash register at the end of each day.

Lucy has the ability to incorrectly

record the daily sales and take

money from the register.

Separation of Duties - One employee should monitor

Lucy while she records daily sales. Another employee

should evaluate Lucy’s documentation for any errors.

Alternatively, one employee should record the sales

and another employee should prepare the bank

deposits.

Electronic cash registers could be

hacked from an outside source. No

employee has a key to the register,

leaving it vulnerable to outside

access.

Access Controls - More security is required for the cash

registers. Additional passwords and theft protection

software is needed. Lucy and Kayla should have keys

to the registers for managerial duties. Each time one of

them opens a register, another employee must be

present to monitor their activity.

Lucy has the ability to steal from the

store when dealing with small

customer issues. She is able to

falsify refunds for customers that do

not exist.

Separation of Duties - One employee should deal with

the customer issue while another employee issues the

refund or new product.

Because the clerks have full

authority to perform all types of

transactions, they are able to create

fake returns and steal money from

the register.

Physical Audits - Performing regular physical

inventory examinations would help prevent employees

from stealing from the store. Only authorize certain

employees to perform certain transactions.

Every single employee works on

Saturday; each has the ability to

collude with another employee on

this day.

Separation of Duties - Each employee needs to rotate

shifts and work with different employees every day of

the week that he/she works.

Lucy has her own locked office. She

could conceal fraudulent behavior

more easily than the other

employees. Her office is located in

the back of the store away from

other employees and customers.

Access Controls - Lucy should have video or other

surveillance installed in her office. She should have

windows that allow visible access into her office. Kayla

should have a key to Lucy’s office to monitor her

actions.

Lucy prepares the bank deposits and

records daily sales.

Separation of Duties - Kayla should examine and

approve bank deposits and daily sales before they are

completed in order to minimize fraud.

Advertising expenses could have

been overstated and an employee

could have pocketed the extra funds.

Documentation - Employees should be required to

document every single transaction to the exact dollar

amount that pertains to advertising and promotion.

Kayla should check these transactions with the physical

product.

Clerks are able to use coupons every

time they purchase inventory from

the store and can steal the difference

from the register.

Authority Approval - Lucy or Kayla should be the only

ones that can approve discounts and coupons with a

unique code. If there is a large number of coupons, the

coupons should be required to be scanned in before the

sale and collected to show the customer the total that

he/she owes.

As seen in the anonymous note left

on her desk, Kayla leaves her office

unlocked. Employees can steal

money or inventory from her office.

Access Controls - Kayla should install office doors that

automatically lock when they shut. This would prevent

anonymous people from walking undetected into

Kayla’s office. Alternatively, Kayla should practice

locking her door every time she leaves her office.

Employees are able to steal cash

from the register during the day

without Kayla knowing exactly

which employee stole the cash.

Access Controls - Employees should be required to

close out their cash box at the end of their shift at a

particular register. This would show who is responsible

if money goes missing. Employees should be required

to only work on one register during his/ her shift, and

each cash register should only be used by one

employee each shift.

Additional Potential Fraud: If Kayla (the owner) is a potential suspect.

Kayla, acting as the owner of her store, also has the opportunity to steal from herself. Her

ownership position would offer a good cover-up for committing fraud. She has her own

office in the back of the store that only she has access to. She also has ultimate authority

over the perpetual inventory records and inventory orders, she pays bills, handles payroll,

takes deposits to the bank, and reconciles bank statements. She could easily steal from

her business if she wanted to because she does not separate her powers, nor does she have

anyone check all of the bank reconciliations that she deposits herself. Although Lucy

prepares the bank deposits, Kayla could make new ones and deposit those without any

approval or oversight from other employees. She also has overall control over the internal

accounting system, so she could easily adjust the inventory, deposits, sales, returns, etc.

in order for her to steal whatever she wants. As mentioned earlier, Kayla also has her own

locked office in the back where she could hide the evidence of her theft and conspire to

steal more.

Case 5: Analysis of Inventories and Accounting

for Obsolete Inventory

1. Raw materials inventory includes direct material costs associated with purchasing raw

materials in order to manufacture the product as well as freight-in costs related to

acquiring the materials. Materials could include things such as wood or plastic that

are directly involved in production of the product. The work-in-process inventory also

includes direct materials costs, and also includes direct labor costs and overhead

incurred during the period. Direct labor costs include not only wages accrued by

workers, but also employee benefits; overhead includes overtime and supervisor

salaries earned during the period. The finished goods inventory includes all costs

from the work-in-process inventory that have been completed during the period.

2. Inventories are recorded net of unmarketable or obsolete inventory. This allowance is

based on current inventory levels, past sales trends, and historical data in addition to

management’s estimates on market conditions and predictions for future market

conditions and product demand. All of these things are subject to change, and

therefore management must make proper and conservative estimates in order to have

a correct estimate of inventory, which should be approximately equal to the fair value

of the inventory.

3. a. This amount for unmarketable or obsolete inventory does not appear as a line item

within the financial statements. This amount may be disclosed in the notes to the

financial statements, but without such a note, it does not appear on the financial

statements.

b. Gross inventories 2011 – $243,870

Inventory amount on the balance sheet for 2011 – $233,070

Balance in allowance account at year-end 2011 – $10,800

Gross inventories 2012 – $199,214

Inventory amount on the balance sheet for 2012 – $211,734

Balance in allowance account at year-end 2012 – $12,520

c. The allowance for obsolete and unmarketable inventory would be attributed to the

finished goods and raw materials inventories. The portions attributable to each type of

inventory would be based on the proportion of total inventory that each type makes

up. Obsolete inventory, by nature, could not be attributed to work-in-process

inventory because the units would have to be finished or not yet begun to be

considered unmarketable; for example, a portion of raw materials could be considered

obsolete if some amount of raw materials was unused at the end of the period.

4. 2012

Cost of goods sold 13,348

Allowance for obsolete and unmarketable inventory 13,348

Allowance for obsolete and unmarketable inventory 11,628

Finished goods inventory 11,628

a. $572,549 is the cost of finished goods sold.

b. $568,735 is the cost of finished goods transferred from work-in-process.

c. $442,068 is the cost of raw materials transferred from work-in-process.

d. $438,561 is the amount of raw materials purchased.

e. $432,197 is the amount of cash disbursed for raw materials.

6. 2011 Inventory Turnover ratio = $575,226/(($211,734+233,070)/2) =2.6344 times

2012 Inventory Turnover ratio = $585,897/(($233,070+268,591)/2) =2.2933 times

7. 2011 Inventory Holding Period = 365/2.6344 =138.55 days

2012 Inventory Holding Period = 365/2.2933 =159.16 days

On average during 2011, the company is holding inventory for 139 days before it

is sold. In 2012, the company holds its inventory for 159 days before it is sold.

From 2011 to 2012, the company is slightly less efficient in its in inventory

management.

8. Percent of finished goods estimated as obsolete = 13,348/(167,646+13,348) =0.0737,

or 7.37% of finished goods are considered obsolete in the current year. This is the

Raw materials

inventory

Work-in-process

inventory

Finished goods inventory,

net

$46,976

$1,286

$184,808

$438,561

$568,735

$13,348

$442,068

$126,000

$572,549

$43,469

$442,068

$568,735

$619

$167,646

Cost of sales

Accounts payable

$39,012

$13,348

$438,561

$572,549

$432,197

$585,897

$45,376

provision for obsolete inventory divided by gross finished goods inventory, which is

the net finished goods inventory plus the provision. As an investor, I would like to

know more information regarding prior years in order to determine whether or not the

company is improving this ratio. It might also be helpful to know what type of

product this company is making so that this percentage and other ratios may be

compared to other industry companies.

Case 6: WorldCom, Inc. – Capitalized Costs and

Earnings Quality

a. i. An asset is generally defined as a probable future benefit owned or controlled

by a company. An expense is defined as an outflow or the using up of an asset, or

the incurrence of a liability, that is central to the company’s operations.

ii. When costs are central to the company’s operations, they should typically be

expensed and listed on the income statement. When costs have potential future

benefit, they should be capitalized as assets.

b. Capitalized costs are considered assets on the balance sheet, so the total assets are

increased, depending the method of payment. Over time, these costs are

depreciated, which is expensed and listed on the balance sheet. Also, as the costs

are depreciated, the total assets on the balance sheet are decreased with every

period in which depreciation is recorded.

c. Line costs for WorldCom are, for example, charges paid to local telephone

networks. For year ended December 31, 2001, line costs were reported as

$14,739,000,000.

Line costs expense 14,739,000,000

Cash, etc. 14,739,000,000

d. WorldCom improperly capitalized costs related to central operations. These types

of costs would include things like, as mentioned above, charges paid to local

telephone networks as well as other operating costs. Costs such as these do not

meet the criteria for capitalization as they cannot be considered assets because

they do not have the required probable future benefit.

e. The costs in the following journal entry appear in the assets section of the balance

sheet. On the statement of cash flows, these costs would appear in the investing

section, depending on the method and timing of payment.

PP&E 3,055,000,000

Line costs expense 3,055,000,000

f. First quarter depreciation: ($771/22 years)*(4/4) = $35,045,455 million

Second quarter depreciation: ($610/22 years)*(3/4) = $20,795,455 million

Third quarter depreciation: ($743/22 years)*(2/4) = $16,886,364 million

Fourth quarter depreciation: ($931/22 years)*(1/4) = $10,579,544 million

Total depreciation for 2001: $83,306,818

g. A partial income statement for WorldCom for year ended December 31, 2001.

WorldCom, Inc.

Partial Income Statement

For year ended December 31, 2001

Income before income taxes, as reported

$ 2,393,000,000

Add: depreciation for year (from part f)

$83,306,818

Deduct: Improperly capitalized line costs

(3,055,000,000)

Income (loss) before taxes, restated

$ (578,693,182)

Income tax benefit

202,542,614

Add: minority interests

35,000,000

Net income (loss), restated

$ (341,150,568)

This loss of $341,150,568 is a large material difference in net income. The

income reported is almost $2,000,000,000 more than the loss actually incurred by

WorldCom. A difference this large is clearly important for shareholders, as they

are under the impression that WorldCom was profitable during the year 2001.

Case 7: Analysis of the FASB Codification with

Respect to Restructuring Charges

Targa Co. is preparing its annual financial statements in accordance with US

GAAP. On December 27, 20X1, Targa communicated to its employees a one-time

termination plan regarding the discontinuation of the company’s Armor Track business

line. The nonvoluntary termination plan will cost Targa a one-time estimated $2.5

million, and the value of two weeks’ severance for the affected employees is estimated at

$500,000. Additionally, the manager of the facility will receive $50,000 in a lump sum

benefit when the facility is closed. The business line will be terminated by January 31,

20X2. The company will also incur relocation costs of $500,000 and training costs of

$1.5 million. In this case study, I will analyze how Targa should account for these

charges according to the FASB Codification.

Targa needs to properly account for the one-time termination benefit of $2.5

million. Section 420-10-25-4 describes the criteria that must be met in order for the cost

to be considered a one-time termination benefit, all of which Targa’s benefit meets.

According to §420-10-25-5 of the codification, the liability for the one-time employee

termination benefits is recognized at the communication date, when employees are

notified of the termination plan. In Targa’s case, the liability will be created and

recognized as of December 27, 20X1.

According to §410-10-25-14, “costs to … close facilities and relocate

employees” are considered to be associated with the exit or disposal activity. Therefore,

Targa’s relocation costs of $500,000 and retraining costs of $1.5 million are considered

other disposal costs. Section 420-10-25-15 describes how to recognize such associated

costs as follows: “a liability for other costs associated with and exit or disposal activity

shall be recognized in the period in which the liability is incurred.” Therefore, these costs

will be recognized as as both a liability and an expense kin the same period as the one-

time termination benefits above.

The $500,000, two weeks’ severance for affected employees, is accounted for

according to section 712-10-25-2 of the codification. This section states that the employer

“shall recognize a liability and a loss when it is probable that employees will be entitled

to benefits and the amount can be reasonably estimated.” These benefits are considered

contractual termination benefits and are not paid out of a retirement or pension plan. This

benefit should be recognized at the communication date as well, as the amount is

reasonably estimated and the employees are entitled to the benefits.

The final cost, a $50,000 lump-sum benefit paid to the facility manager upon

closing the facility, should also be accounted for according to section 712-10-25-2. Targa

should recognize this amount as a loss on its financial statements, in accordance with the

codification. This $50,000 benefit is the only restructuring charge incurred by Targa in

this process that is not considered a liability on the financial statements. Unlike the other

costs, which will appear on the balance sheet, this benefit will appear as a loss on the

income statement.

These restructuring charges are material for the company and should be treated as

such in the preparation of the financial statements. The company’s liabilities will increase

due to the one-time termination benefits, relocation and retraining costs, and $500,000 of

two weeks’ severance to affected employees. Targa’s losses will also increase because of

the $50,000 lump-sum benefit paid to the facility manager. These restructuring charges

will impact the balance sheet, income statement, and statement of retained earnings, but

should not be too deeply considered as the company chose to terminate the business line

for legitimate purposes.

Case 8: Examination of Equity on the Balance

Sheet

a. Merck’s common shares

i. Merck is authorized to issue 5,400,000,000 shares of common stock.

ii. As of December 31, 2007, Merck had issued 2,983,508,675 shares of common

stock.

iii. The common stock has a par value of $0.01 per share, so 2,983,508,675 shares

multiplied by $0.01 each equals $29,835086.75. Merck has listed this as $29.8

million on its balance sheet.

iv. Merck owns 811,005,791 shares of treasury stock as of December 31, 2007.

v. Issued shares are 2,983508,675 and treasury stock is 811,005,791. The difference

between these is shares outstanding: 2,172,502,884 shares.

vi. Market capitalization is Merck’s closing stock price multiplied by shares

outstanding. So, 2,172,502,884 times $57.61, which is more than $125 billion.

c. Companies pay dividends for many reasons. For example, a company may pay

dividends because they have excess profits and have extra cash to pay to their

shareholders. This is a positive sign from the company that they care about their

shareholders and are sharing profits with them. Alternatively, a company may pay

dividends instead of using the extra money to invest, which can indicate that they are

not growing. This reason, however, is a negative sign from the company, as it signals

that the company is no longer growing. When dividends are paid, the company’s

share price will typically decrease.

d. Companies will repurchase their own shares for multiple reasons. One reason is that

the shares are undervalued in the market. The company can repurchase undervalued

shares as treasury stock and reissue them when the market price per share is closer to

the actual value of the stock. Another reason is that the company wants to take back

some of the ownership of the company. Companies sell shares to raise capital to use

for operations and other purposes; however, when the company is in a position that it

does not require capital, it may buy back some of the shares it had previously sold in

order to control the ownership of the company.

g. Merck’s treasury stock transactions

i. Merck is using the cost method to account for its treasury stock transactions.

ii. During the year 2007, Merck purchased 26.5 million shares of treasury stock.

iii. To purchase the treasury stock, Merck paid $1,429.7 million in total and $53.95

per share on average. This represents a cash outflow for Merck.

iv. Treasury stock is not considered an asset because there is no income generated

from owning treasury stock. Assets are typically used in operations or other

income-generating activities. Instead, it is classified as equity with a debit

balance.

Retained earnings

$3,310.7

Dividends payable

$3.4

Cash

$3,307.3

i. Over the two years, Merck’s dividend ratios stay approximately the same. There are a

few differences, but once rounded, these differences are only a few pennies. The only

ratio with a major difference is dividend payout, which is $0.26 higher in 2007 than

in 2006. This difference just means that for every dollar of net income, Merck paid

$0.26 more in dividends in 2007 than 2006.

2007

2006

Dividends paid

$3,307.3

$3,322.6

Shares outstanding

2,172.5

2,167.8

Net income

$3,275.4

$4,433.8

Total assets

$48,350.7

$44,569.8

Operating cash flows

$6,999.2

$6,765.2

Year-end stock price

$57.61

$41.94

Dividends per share

$1.52

$1.53

Dividend yield (dividends per share to stock price)

$0.03

$0.04

Dividend payout (dividends to net income)

$1.01

$0.75

Dividends to total assets

$0.07

Dividends to operating cash flows

$0.47

$0.49

Case 9: Analysis of Stock Options as Employee

Compensation

In this case, I will examine the use of stock options as compensation for employees

instead of traditional cash payments. Using the financial statements and notes provided

by Xilinx, I will analyze the trends and uses of both stock options and restricted stock

units as forms of compensation for employees.

a. This stock compensation plan works by offering compensation to employees in the

form of stock options instead of the usual cash compensation. These options cannot

be exercised before the exercise date, and employees only have the ability to purchase

these stock options as long as they are employed by Xilinx. These plans incentivize

employees to remain employed at Xilinx, which provides Xilinx with human capital

as well.

b. Restricted stock units are different from stock options in that the company can grant

employees either cash equivalents or shares of company stock. With stock options,

the employee only has the opportunity to purchase stock, though hopefully at a lower

price than the stock’s market price at the time. Both of these options are good for the

company to offer because different employees have different interests, and therefore

would rather have stock or cash equivalents depending on their preferences. Offering

both stock options and restricted stock units provides the company with an

opportunity to take interest in what their employees want. Also, offering restricted

stock units is less risky for the company and the employee because they do not have

to be concerned with the future stock market price but instead can choose the cash

equivalents in the restricted stock units.

c. Grant date – This is the date that the stock option contract is initiated.

Exercise price – This is the price at which employees with stock options can

purchase stock after the exercise date, and it is usually lower than the market price of

the stock.

Vesting period – This is the time period that employees must wait before they can

exercise their stock options, and is the time between the grant date and the exercise

date.

Expiration date – This is that date on which the company no longer reserves the

right for employees to purchase stock under the stock option agreement.

Options/RSUs granted – This is the number of stock options or RSUs that the

employees are able to purchase under the stock option contract.

Options exercised – This is the number of stock options that employees actually

purchase at the exercise price.

Options/RSUs forfeited or cancelled – This is the number of stock options or RSUs

that were able to be purchased by the employee but were not actually purchased. The

employee therefore forfeits the right to exercise these options.

d. This allows employees to purchase stock every 6 months for 24 months at a

discounted purchase price. However, employees can only purchase stock worth up to

15 percent of their annual salary. For Xilinx, these shares are offered at 85 percent of

marker value, which means that the employee can immediately resell the shares for a

15 percent gain. This is a clear incentive for the employees to participate in the

purchase plan. This purchase plan is different from stock options in that stock options

are explicitly offered at a certain price and the purchase plan offers the stock at a

percentage of market price. Also, stock options are granted at the discretion of

management, but the employee stock purchase plan allows the employee to

participate based on a set of criteria that must be met in order to participate.

e. Employee stock option activity is accounted for by Xilinx by debiting the appropriate

expense accounts for the amounts corresponding to employees being compensated

with stock options. The credit for this entry would be to an additional paid in capital

equity account.

f. Stock-based compensation expense

i. The total expense before taxes for stock-based compensation is $77,862.

ii. On the income statement, this amount is appropriated in cost of revenue, research

and development, and selling, general, and administrative expenses.

iii. On the statement of cash flows, stock-based compensation is listed under cash

flows from operating activities. It contributes to the cash flows from operating

activities as an adjustment to reconcile net income.

iv. The tax on this stock-based compensation expense will essentially become a

prepaid expense, and will result in a deferred tax asset.

Cost of revenue

$6,356

Research and development expense

37,937

Selling, general, & administrative

33,569

Additional paid-in-capital - stock options

$77,862

Deferred tax asset

$22,137

Income tax payable

$22,137

i. Wall Street Journal article

i. Overall, the article states that stock options “kind of got squeezed out” over time

in favor of restricted stock awards. More and more companies are trending toward

restricted stock awards instead of stock options in recent years. According to the

article, stock options that trade for less than market price can hurt employee

morale. Also, restricted stock units are far less risky for employees and can easily

be redeemed for cash equivalents. This means that the RSUs can be relied on as a

form of compensation for employees more so than the riskier stock options.

ii. Xilinx’s use of restricted stock unit awards increased by nearly 2,000 shares from

2010 to 2013 while the number of shares available via stock options decreased by

almost 15,000 by 2013, which is approximately half of the shares available in

2010. This data is consistent with the article, and will continue to trend this way

in the future according to the article.

Case 10: Using the New FASB Revenue

Recognition Rules

Part 1:

2. How does each step in the five-step revenue model apply to this transaction?

a. Step 1: The contract with the customer is that the bartender will provide a

cup of beer in exchange for $5 from the customer.

b. Step 2: The performance obligation in this transaction is to provide the

customer with one cup of beer.

c. Step 3: The transaction price in this situation is $5 for one cup of beer.

d. Step 4: The transaction price will be allocated to the goods involved in the

performance obligations, which is beer in this case.

e. Step 5: The revenue will be recognized immediately in this case, as the

performance obligation and collection of payment happen at the same

time.

Part 2:

2. How does each step in the five-step revenue model apply to this transaction?

a. Step 1: In this case, the contract with the customer is similar to part I: the

bartender will provide a large beer in a thermal mug in exchange for $7

from the customer.

b. Step 2: The performance obligation in this transaction is to provide the

customer with one large thermal mug of beer.

c. Step 3: The transaction price in this case is $7 for the large thermal mug of

beer.

Cash

Revenue – Beer

d. Step 4: In this case, the transaction price will be allocated based on the

relative standalone price of the individual items. Here, the beer will be

allocated to the total transaction price as ($5/8)*7, which is $4.38. The

mug will be allocated as ($3/8)*7, which is $2.62.

e. Step 5: The revenue will be recognized immediately in this case because

the performance obligation is fulfilled when the bartender exchanges the

customer’s money for the beer and mug.

Part 3:

1. How does each step in the five-step revenue model apply to this transaction?

a. Step 1: In this scenario, the contract with the customer is the bartender

providing the beer and pretzel in exchange for $7 from the customer.

b. Step 2: The performance obligation in this transaction is to provide the

customer with a cup of beer and one pretzel.

c. Step 3: The transaction price is $8.50, because it is the two standalone

prices for the beer and the coupon added together.

d. Step 4: The transaction price will be allocated to the beer ($5/8.50)*7,

which is $4.12. The coupon will be allocated to unearned revenue as

($3.50/8.50)*7, which is $2.88.

e. Step 5: Revenue will only be recognized for the beer, as the performance

obligation for the pretzel has not been fulfilled. The coupon will instead be

recorded as unearned revenue.

Cash

Revenue – Beer

4.38

Revenue – Mug

2.62

Part 4:

1. How does each step in the five-step revenue model apply to this transaction?

a. Step 1: The contract is to provide the customer with two pretzels in

exchange for $4 or a coupon.

b. Step 2: The performance obligation is to provide the customer with two

pretzels.

c. Step 3: The transaction price in this situation is $3.50 for two pretzels

because that is how much a coupon for two pretzels costs.

d. Step 4: The transaction price will be allocated will be allocated to the

pretzels in this transaction. Based on how much the coupon was recorded

for in part 3, the revenue will be recorded as $2.88.

e. Step 5: The revenue will be recognized immediately because the

performance obligation is fulfilled at the time of payment.

Cash

Revenue – Beer

4.12

Unearned revenue

2.88

Unearned revenue – pretzel

$2.88

Revenue – pretzel

2.88

Case 11: Deferred Income Taxes

a. Book income is the same as financial income, which is revenues minus expenses.

Zagg’s book income for 2012 is $14,505. This differs from taxable income due to

temporary taxable differences, permanent taxable differences, and loss

carryforwards and carrybacks.

b. In your own words, define the following terms:

i. Permanent tax difference – this is a difference between book income and

taxable income that will never be eliminated. An example of this is

municipal bond interest income, which is recognized as part of book

income but not taxable income.

ii. Temporary tax difference – this is the difference between the carrying

value of an asset or liability on the company’s balance sheet and the asset

or liability’s taxable base. There are two types of temporary tax

differences: deductible or taxable. An example of a temporary difference

is depreciation, which is accounted for differently on book income versus

taxable income.

iii. Statutory tax rate – this is the rate imposed by the state or country that is

responsible for taxing the entities.

iv. Effective tax rate – this is the average tax rate that the entity will pay on

their pre tax income.

c. These deferred taxes are actually incurred during the period and therefore should

be included in total income tax expense to satisfy the matching principle.

d. Deferred tax assets represent a future positive cash inflow because of overpaid

taxes in the present, while a deferred tax liability represents a tax payment that the

company is obligated to make in the future. An example of a deferred tax asset is

the carry-over of losses; an example of a deferred tax liability is depreciation

differences for taxable income and book income.

e. The deferred income tax valuation allowance is a provision relating to the

deferred tax asset account to ensure that the deferred tax asset is not overstated.

For Zagg, it is listed in Note 8 in table 3. An allowance should be recorded when

there is potential that the deferred tax asset might be overstated.

f. Consider the information disclosed in Note 8 – Income Taxes to answer the

following questions:

ii.

iii. ETR = Tax expense / Pre-tax Income

ETR = $9,393 / 23,898 = 39.31%

The permanent differences between book income and taxable income

make up the 4.31% difference between the effective tax rate and the

statutory rate.

iv. The current portion of deferred income tax assets is listed under current

assets at $6,912, while the non-current portion is listed as an asset on the

balance sheet at $6,596.

Income tax expense

$9,393

Net deferred tax asset

$8,293

Income tax payable

$17,686

Income tax expense

$9,393

Deferred tax asset

$8,002

Deferred tax liability

$291

Income tax payable

$17,686

Case 12: Accounting for Leases: Build-A-Bear

Workshop

a. Leasing assets provides many advantages over buying assets, including financing

one hundred percent of the cost at a fixed rate. Leasing assets also protects the

company from obsolescence of assets and provides the company with flexibility

regarding the asset. Leases are also less costly to finance than purchasing assets,

and leases often have tax benefits that purchases do not have. For some leases,

companies can also do off-balance-sheet financing, which is advantageous in

some cases.

b. Operating lease – This is a lease with a term shorter than the useful life of the

asset. These leases do not meet the four criteria used to define a capital lease. In

this case, the lessees are not effectively purchasing the use of the asset for its

useful life.

Capital lease – This is a lease with a term relatively similar to the useful life of

the asset. These leases meet the four criteria that define a capital lease. The

lessees are essentially purchasing the use of the asset for the majority of its useful

life.

The four criteria are as follows:

1. Transfers ownership of the property to the lessee.

2. Contains a bargain purchase option.

3. Is equal to seventy-five percent or more of the estimated

economic life of the leased property.

4. The present value of the minimum lease payments equals or

exceeds ninety percent of the fair value of the leased property.

Direct-financing lease – This is a lease where the cost of the asset equals the fair

value of the asset, and interest revenue is the only revenue earned on the lease.

Sales-type lease – This is a lease where the sales price of the asset is not equal to

the fair value of the asset. The lessor earns interest revenue as well as an

additional profit from the lease.

c. Different types of leases are accounted for differently because the leased asset can

be treated differently based on the time of the lease. For a capital lease, the lessee

is effectively using the asset for most of its useful life while an operating lease is

typically for less than the useful life of the asset. Lessees with capital leases own

the majority of the use of the asset, which is not the case with operating leases.

d. Build-A-Bear’s hypothetical lease

i. This lease is an operating lease because it does not meet any of the four

criteria to be considered a capital lease.

ii.

iii. For year one:

For years two through five:

Lease expense

$100,000

Deferred rent

25,000

Cash

125,000

Lease expense

$100,000

Cash

$100,000

Lease expense

$100,000

Deferred rent

$100,000

e. Build-A-Bear’s operating leases

i. Rent expense for fiscal year 2009 was $46.8 million.

ii. This expense appears in selling, general, and administrative expenses on

the income statement.

f. Build-A-Bear’s operating leases

ii.

iii.

iv.

g. If Build-A-Bear considers its leases as operating leases, they appear on the

income statement as expenses, which lowers their net income. This lower net

income results in paying less in taxes to the government.

Period

Lease

payment

Present value

factor

Present value of the

payment

Discount

rate

$50,651

0.9346

$47,337.38

$47,107

0.8734

$41,145.08

$42,345

0.8163

$34,566.13

$35,469

0.7629

$27,059.13

$31,319

0.7130

$22,330.01

$25,229

0.6663

$16,811.15

$25,229

0.6227

$15,711.35

$25,229

0.5820

$14,683.51

$219,644

Leased asset

$219,644

Lease obligation

$219,644

Lease obligation

$35,186

Interest expense

15,375

Cash

50,561

Depreciation expense

$27,455

Accumulated depreciation

27,455

h. Financial ratios

The current ratio will increase slightly, while the debt to equity ratio

and long term debt to assets ratio will increase significantly. The ratios

with a capital lease are weaker, but the current ratio is not much

different from the current ratio with an operating lease. Capitalizing

leases does not always lead to weaker liquidity and solvency ratios, but

it can often.

Ratios

Ratios with an

operating lease

Ratios with a

capital lease

Current ratio

1.66

1.68

Debt to equity ratio

0.73

1.84

Long term debt to

assets ratio

0.13

0.47