Managerial Accounting Flashcards

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Accounting
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the process of keeping the financial score for the entity
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relevant cost:
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the cost that differs between two alternatives
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sunk cost:
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cash already spent; irrelevant to decision making because cash does not exist, does not effect anything we do
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break even is when revenue equals
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cost
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differential analysis:
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analyzing the difference between two alternatives.
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Traceable Fixed Cost
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A fixed cost that is able to be traced back to some sort of cost object or business segment
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Common Fixed Cost
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A cost that cannot be traced back to a cost object or business segment.
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relevant range:
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range in which costs are linear
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market price:
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price paid by willing buyer/seller
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Pricing
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company needs to produce and get an adequate return
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cost plus pricing
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price is a markup on the cost (cost base + markup %)
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Variable cost pricing does not cover FC,
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makes contribution to FC
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importance of transfer pricing:
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allows manipulation and moving of profits to low tax environments.
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Financial Accounting vs Managerial Accounting
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Financial: external users of financial statements; follow GAAP Managerial: internal users; no GAAP
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The Rule Makers
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SEC: Securities and Exchange Commission IRS: Internal Revenue Service FASB: Financial Accounting Standards Board GAAS: Generally Accepted Auditing Standards GAAP: Generally Accepted Accounting Principles CPA: Certified Public Accountant AICPA: American Institute of Certified Public Accountants
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Controller:
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typically the top accounting person in a company
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The Security and Exchange Act of 1934
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created the Securities and Exchange Commission (SEC) authorized the SEC to set accounting rules SEC delegated the rule to a private non-profit industry group (now) FASB - Financial Accounting Standards Board
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Entity
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organizational element about which accounting information is collected
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all costs are
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historical
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Objectivity
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arm's length negotiation: arm's length transaction is to ensure that both parties in the deal are acting in their own self interest and are not subject to any pressure or duress from the other party. both parties are on equal footing.
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Going Concern
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company will be around long enough to use up assets and pay all liabilities
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Revenue Recognition
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Earned: rendered goods and services Recognized: expectation of payment
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Matching:
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match expenses with revenue in the period they occur
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Consistency:
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follow the same procedures each accounting period so can compare financial statements
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Conservatism:
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if multiple options exist, pick the least favorable
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Materiality
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if you knew the fact, it could change your mind; 5% of something
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Full Disclosure:
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"Full Monty" must disclose all relevant information
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Assets:
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something of future economic value Are all assets shown on the balance sheet? Not all assets are on the balance sheet because some can not be objectively quantified.
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Liability:
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something owed, not always on the balance sheet because they cannot always be quantified (such as product liability) contingent liabilities can also not be estimated. (A contingent liability is a potential liability...it depends on a future event occurring or not occurring.)
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Stockholder's Equity:
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capital plus retained earnings
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Capital:
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investment by the stockholders
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Retained Earnings:
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Earnings retained in the business Ending RE = Beginning RE plus NIAT minus Dividends
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Dividend:
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distribution of retained earnings to stockholders
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Expense:
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expired asset
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Revenue:
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rendered goods and/or services with the expectation of payment
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Accounting process:
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recording, classifying, reporting, interpreting
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Chart of Accounts:
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"Accountant's Bible" or "Index"--list of the names and account numbers for all accounts
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General Journal:
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"Book of Original Entry"--shows the debits and credits for each accounting transaction
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General Ledger:
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list of all transactions for the accounting period sorted by account number
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Debit:
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entry on the left side of a general ledger account
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Credit:
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entry on the right side of a general ledger account
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Trial Balance:
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list of all accounts showing that the total debits equals the total credits
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Adjusting Entry:
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reconciles a general ledger account to a backup schedule
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Closing Entries:
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at end of period, all revenue and expense accounts closed to Retained Earnings
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Reversing Entries:
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reversing an accrual entry from a pervious period
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Contra account:
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account used to keep the balance in another account visible
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Accrual Basis vs. Cash Basis:
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Accrual basis: accounting based on transactions Cash basis: accounting based on cash in/cash out (i.e. Real World)
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GAAP:
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Generally Accepted Accounting Principles
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Controller:
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typically the top accounting person in a company
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Income Statement:
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matches revenue with expense over a period of time (financial video) (aka the operating statement or the "the P&L"—profit and loss statement)
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SG&A: (Income Statement)
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selling, general, and administrative expense
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Cost of goods sold: (Income Statement)
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Definition: cost of what is not there Formula: beginning inventory plus net purchases minus ending inventory
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Non-cash charges: (Income Statement)
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Definition: deduction on income statement but no cash paid out Examples: depreciation, amortization, depletion, gain or loss on asset sale
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Balance Sheet:
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-shows assets equals liabilities plus stockholders equity at a point in time (financial snapshot) -Current: within 12 months or one operating cycle -Current assets: assets that will be used up or converted to cash within one year -Current liabilities: liabilities which are due within one year
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Statement of Changes in Cash Position:
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difference between two balance sheets expressed in cash
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Common stock versus Preferred stock
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common stock: basic stock ("common") stock of the company sold to stockholders, rights by state law preferred stock: hybrid stock (may possess bonk like characteristics) sold to specific investors; rights by contract.
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Stock: Authorized versus Issued versus Treasury versus Outstanding
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-Authorized: stock authorized for sale by stockholders in the Article of Incorporation -Issued: sold or exchanged for value -Treasury: stock bought back by the company (i.e. in the treasury of the company) -Outstanding: Issued minus Treasury; stock held by investors; most important: vote and receive dividends (if any paid)
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Fixed (plant) assets (aka PPE—property, plant, and equipment):
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assets with an estimated useful life of more than one year
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Long term liabilities:
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liabilities due beyond more than one year
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Book value of an asset vs. market value of an asset
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-Book value of an asset: original cost minus accumulated depreciation -Market value of an asset: value paid by a willing buyer and willing seller
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Book value of a company vs. market value of a company
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-Book value of a company: common stockholders' equity -Market value of a company: value paid by a willing buyer and willing seller
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Sales vs. revenue:
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there is no difference
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Accrued:
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estimated
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Gross revenue vs. net revenue
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Gross revenue (i.e. P x Q) (Sales returns and allowances) (Sales discounts) = Net revenue -Net revenue is most important because that is what you expect to collect
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Gross accounts receivables versus net account receivables
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Gross accounts receivable (Allowance for doubtful accounts) =Net accounts receivable -Net accounts receivable is most important because that is what you expect to collect
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Net Income:
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revenue minus expense
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Expense:
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expired asset
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Prepaid expense:
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paid cash but have not yet received the goods and services
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Unearned revenue (aka customer deposits):
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received cash but have not yet rendered the goods and services
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Depreciation, Amortization, and Depletion
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Definition - method of cost allocation of long term assets over the estimated useful life under the Matching Principle - does NOT represent wear and tear or loss of value
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Formulas (Depreciation, Amortization, and Depletion)
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Depreciation: allocation of original costs over the estimated useful life of a tangible asset Amortization: allocation of original costs over the estimated useful life of an intangible asset Depletion: allocation of original costs over the estimated useful life of a natural resource asset
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Depreciation, amortization or depletion versus accumulated depreciation, amortization, or depletion
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expense for the period (I/S) versus sum of depreciation across all periods since the asset was placed in service (contra asset account on the B/S).
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Fiscal year vs. calendar year
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calendar year: accounting year ends December 31 fiscal year: accounting years ends on any other month
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Cash discount vs. trade discount
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cash discount: prompt payment discount—to get customers to pay faster(interest expense on I/S) trade discount: reduction from retail price to get wholesale price (not on financial statements)
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Periodic vs. perpetual inventory
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periodic: every so often, i.e. daily, weekly, monthly, quarterly, annually perpetual: every transaction (i.e. scanner)
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Other Income and Expense
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-Interest income and interest expense -Capital gains and losses Gain: sale of non-operating asset at greater than book value Loss: sale of non-operating asset at less than book value (Only operating asset = inventory)
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Dividend vs expense
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Dividend: distribution to stockholders from retained earnings (B/S) Expense: expired asset (I/S)
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Tax Expense
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• Tax Expense - expense to company -appears on income statement - examples: income tax, employer payroll taxes, sales tax paid by company on its purchases
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Freight In versus Freight Out
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•Normal assumption: buyer pays freight •FOB: "Free on Board" point at which title transfers: FOB Plant, FOB destination (Terms indicating that the buyer must pay to get the goods delivered) not to be confused with who ultimately bears the shipping cost •Freight In: cost of getting materials to the plant or warehouse part of inventory which is a current asset on B/S •Freight Out: part of SG&A - sales/marketing expense of getting product to the customer; deduction from gross profit on I/S
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Financial Accounting vs Managerial Accounting
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Financial: external uses of financial statements; follow GAAP Managerial: internal uses; no GAAP
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How can a company "make" money and not have any cash?
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The company keeps its books on the accrual basis which follows transactions but the Real World operates on the cash basis of cash in/cash out
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Why does a company need to make a profit?
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To reward the stockholders for taking the investment risk
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Does a not-for-profit entity need to make a "profit"?
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Yes, the cash donations to a not-for-profit must exceed the cash paid out for the entity in order to build reserves and to fund future activities.
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What is the purpose of a for-profit and a not-for-profit entity? What is the purpose of a non-governmental entity?
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To satisfy a customer demand.
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Who pays the corporation or business entity income taxes?
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The customer pays the taxes. Revenue must cover all expenses which includes taxes. An increase in taxes is an increase in expense which requires an increase in revenue for the company to make a profit.
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What is the difference between a for-profit entity and a not-for-profit entity?
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Not-for-profit entity: pays no income taxes For profit entity: pays taxes and thereby subsidizes non-for-profit entities
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Do taxes matter? Why?
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Yes. Taxes represent unavoidable cash out which makes the cash unavailable for reinvestment in the business.
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Fair
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• in general usage - unit of emotional measure without objective reference e.g. "that's not fair!!", "do it for the children!" • in accounting - >estimate of value based on references to other objective values (e.g. fair value accounting) >auditors opinion after considering all management assertions in the financial statements (e.g. presents fairly) • in baseball - a ball hit on the ground between first and third base
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"Capitalize It" versus "Expense It"
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Capitalize it - put the amount on the balance sheet (generally as an asset to be depreciated or amortized) Expense it - put the amount on the income statement
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Annuity cash flow pattern
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same amount (in or out) in each period
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USING A FINANCIAL CALCULATOR:
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bond problem use two step method to determine price discount or premium? J/E to buy J/E to sell J/E to receive interest payment assuming straight line amortization J/E to pay interest assuming straight line amortization mortgage problem monthly payment when interest only monthly payment when amortizing total interest paid savings if pay more than the required monthly payment loan (i.e. car loan, student loan) monthly payment total interest paid calculate savings if pay above the minimum amount loan amortization table amortize interest and principle for a loan J/E to make/receive an individual payment CAGR (compound annual growth rate) calculation (i.e. calculate" i") ROI (return on investment) (i.e. calculate "i")
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Cost (aka Managerial) Accounting:
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use of financial and non-financial information to make economic decisions
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Fundamental Assumption of Cost Accounting:
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costs are linear over the relevant range Why is this assumption important? - Allows costs to be projected/forecasted How big or small is the relevant range? - the relevant range is the range of activity that allows the relevant costs to be approximately linear
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Check and balance:
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organizing the work so people naturally check on each other
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6 Principles of Internal Control
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-Assignment of responsibility -Segregation of duties -Documentation -Physical controls -Independent verification -H/R controls
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Product cost:
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cost held in inventory (current asset on B/S) until sold
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Period cost:
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expense in period on the income statement
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Manufacturing Costs:
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Direct Material, Direct Labor, Overhead
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Inventory accounts:
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Raw Materials, WIP (Work in Process), Finished Goods
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Job cost vs process costing:
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trace to specific job/product vs average over a batch
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Direct:
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directly traceable & easily measured
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Indirect:
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not directly traceable or not easily measured
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Manufacturing Overhead:
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all indirect costs
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Cost of Goods Sold:
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Definition: cost of what is not there Formula: beginning inventory plus net purchases minus ending inventory
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Cost of Goods Manufactured and Sold statement
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(know format)
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Overtime:
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time over 8 work hours in the day or 40 work hours in a week
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Labor "Fringe" Benefits:
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cost of all employer paid benefits including employer payroll taxes
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ABC - Activity Based Costing
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multiple activity pools and drivers: -job cost allocation methodology (3 costs, one driver) on steroids -may include non-manufacturing costs and drivers -not all costs may be included limitation: -cost of data collection -requires support of upper management
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Value Chain -
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-all the processes and procedures which add value to product or service in the customers eyes Valued added - add value in the customer's eyes Non Value Added - don't add value in the customer's eyes
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JIT
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"Just in time inventory" -trade off of reduced inventory levels versus stock out and additional costs of expedited delivery Just in time (JIT) is an inventory strategy companies employ to increase efficiency and decrease waste by receiving goods only as they are needed in the production process, thereby reducing inventory costs.
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Cost behavior:
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how costs react to changes in the level of activity fixed vs variable costs: change or does not change in regard to a cost object total vs unit costs
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Total vs unit costs
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Unit: Total: Variable Cost: No Change Up or Down Fixed Cost: Down or Up No Change
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basic assumption of cost accounting:
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"costs are linear over the relevant range" allows forecasting of costs
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Anderson's three rules for cost allocation
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-just because you can does not mean that you should -when in doubt do not allocate -"what difference does it make?" (in behavior)
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Pre-determined overhead rate:
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Formula: projected overhead costs divided by expected activity base Rational: method of allocating indirect costs to cost object (product)
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Overhead (T chart)
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Overhead (Expense) Actual Applied Under Over
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Under applied:
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actual overhead > applied overhead Actual overhead costs > projected and/or actual activity base < projected activity base Increases cost of goods sold and lowers gross profit
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Over applied:
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applied overhead > actual overhead Actual overhead costs projected activity base Decreases cost of goods sold and increases gross profit but may lose bids due to non-competitive overhead rates
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Responsibility Accounting
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allocating accounting information to those people who are accountable for controlling it
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Controllable versus non-controllable costs
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costs which the assigned manager can control or influence significantly or not. Note: un-controllable costs are costs that are beyond the control of anyone in the organization. .
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Static budget:
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planning budget with projected level of activity
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Flexible Budget:
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planning budget updated for the actual level of activity
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Be able to calculate the eight DM, DL, VOH, and FOH variances using the standard cost template
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1) rate or price variances - what was paid 2)efficiency or budget variances - what was used 3) variances - compares actual to standard or budgeted 4) volume variance - i) calculation variance - applies fixed costs as if they were variable costs ii) reflects the difference between the standard activity base achieved and the standard activity based used in calculating the predetermined fixed overhead rate 5) reference point for favorable or unfavorable description- effect on net income
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Variable costing versus Absorption costing
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Variable costing - COGS consists of variable manufacturing costs only; fixed manufacturing costs are treated like period costs (expensed in period); not GAAP Absorption costing - COGS consists of both variable and fixed manufacturing costs; all manufacturing costs fully allocated to product per GAAP What is "absorbed"? fixed manufacturing overhead into inventory
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Differential Costs, Incremental Costs, Relevant Costs
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Costs that differ between two alternatives
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Sunk cost:
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cash already spent; irrelevant to decision making *cost that has already been incurred and cannot be recovered.
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Opportunity Cost:
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the cost of the road not taken
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Traceable fixed costs:
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fixed costs that can be traced to a particular product or business segment (think "direct fixed costs")
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Common fixed costs:
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fixed costs that cannot be traced directly to a particular product or business segment and are common to all (think "indirect fixed costs").
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Variance:
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compares actual result to standard or projected result.
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Favorable versus Unfavorable Variance
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depends on reference point Revenue: Expense: Favorable: Actual > Standard S > A Un-Favorable: S > A A > S
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Price is the value exchanged
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between a willing buyer and a willing seller
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Target Cost:
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target cost: target cost is the maximum amount of cost that can be incurred on a product and with it the firm can still earn the required profit margin from that product at a particular selling price. given a specific price target: price - margin = target cost
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Design to Cost:
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manufacturing a product to a specific cost target
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Cost Plus:
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price is a markup on cost
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T & M:
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Time and Materials - labor price and/or materials price includes allocation of both overhead and margin
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Transfer Pricing:
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price established between related parties; usually not a market price due to the relationship between the parties (aka related parties)
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Mark up versus Margin
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Price (Cost) = Margin
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Mark Up %
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= margin/cost
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Margin %
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= margin/revenue
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Short term pricing versus long term pricing
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Short term: covers variable costs and contributes to covering fixed costs aka variable pricing, contribution margin Long term: covers all costs (fixed and variable) Companies must price for the long term but can take advantage of specific opportunities in the short term with short term pricing
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Hurtle Rate
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required minimum rate of return
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WACC -Weighted average cost of capital
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1) economic cost of liability and equity components weighted for their presence in the capital structure 2) frequently approximated by "10%" or the incremental borrowing rate 3) Risk Adjust Rate of Return arbitrarily defined (higher) rate of return due to the uncertainties of the cash flows
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Focus is on after tax rate of return on invested cash
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considers the time value of money (DCF: discounted cash flow) use cash not accounting data • accounting data based on transactions • accounting data has non-cash elements • NCF = NIAT + non-cash charges NPV versus IRR NPV: at assumed discount rate PV of Cash Flows In (PV of Cash Flows Out) Net Present Value Decision Rule: Do project if NPV > 0 IRR - discount rate that where NPV = 0 Decision Rule: Do project if IRR > Hurtle Rate profit (loss) versus rate of return profit / loss are accounting concepts RoR (aka DCF) is a finance concept very possible to have profitable project that does not meet minimum ROR criteria basic assumptions of DCF analysis all cash flows occur at the end of the period all cash flows immediately reinvested at the discount rate Reinvestment Rate Fallacy - that all cash flows will actually be reinvested and earn the discount rate
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Annuity:
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same cash flow over multiple periods ordinary annuity: cash flow at the end of the period (most common) annuity due: cash flow at the beginning of the period (e.g. leases and lottery)
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What is the relationship between NPV/IRR and profitability?
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Two different concepts: 1)Profit/loss is an accounting concept based on accrual accounting. 2)NPV is a financial concept based cash in/cash out and recognizes the time value of money
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Performance Ratios: ROS ROE Debt/Equity
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ROS: Return on Sales- Formula: NIAT/Net Sales Rule of Thumb: Measure of efficiency: how much of the net revenue is getting to the stockholders via net income. Range for best managed companies is 5% to 10%. Sometimes called the key profitability ratio: ability to attract and retain investment capital. ROE: NIAT/Total Stockholders Equity. Measure of efficiency: what are the stockholders getting on their (accounting) investment. Range 15% to 20% and above would be a very well-managed company. Influenced heavily and favorably by the amount of debt. Debt/Equity Ratio: Total Liabilities/Total Equity. Measure of risk. Who is more at risk--stockholders or creditors? Stockholders want greater than 1; creditors want less than 1. Much greater than 2 can mean trouble servicing debt. May be higher due to seasonality and type of business.
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Diagnostic Ratios: Current ratio Working capital Gross profit percentage Quick ratio DSO = Days Sales Outstanding A/R Turn NCF Asset turnover
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Current Ratio: Current Assets/Current Liabilities. Measure of short term solvency (i.e. capacity to pay bills). Assets expected to turn to cash in the next year compared to liabilities due within that year. Want 1 to 2. May be higher depending on season of the year. Much above 2 may mean dead inventory or uncollectible accounts in current assets. If cash, pay dividend or buy productive assets. Quick Ratio: (Cash + Investments + A/R)/Current Liabilities). Measure of liquidity. How fast can raise cash. Generally less than 1 in companies with significant inventories but the closer to 1 the better. Higher than 1even better. Days Sales in Receivables (AKA "DSO" and/or Average Collection Period). Average Net Receivables Outstanding for Period/Average Daily Net Sales for Period. Measure of liquidity: how fast sales are turning into cash. Should not be much more than 1.5 times credit terms. Should be calculated on a rolling 12 month basis. Calculation of ratio on less than 12 months data may be distorted by seasonality factors. (A/R Turn = 365/Days Sales in Receivables = Net Revenue/Ave A/R): Days Sales in Inventory. Average Inventory for Period/Average Daily Cost of Goods Sold for Period. Measure of liquidity: how fast turning inventory into cash. Should be as low as possible but not so low that goods are out of stock. Ideally, inventory should be sold before it is paid for. (Inventory Turnover = 365/Days Sales in Inventory = Ave cost of goods sold/Ave inventory) Gross Profit Percentage: Gross Profit/Net Revenue. Applies to companies with inventory or an identifiable cost of goods sold. Reflects pricing policy. Look for trends over time. Varies by company within industry and across all industries. Net Cash Flow (NCF): Net Income After Tax plus Non-Cash Charges (e.g. Depreciation, Depletion, Amortization). Tells how much cash the income statement is generating by assuming the income statement reflects a cash basis not an accrual basis. Starting point for the Statement of Changes in Cash Position. Very important in capital budgeting. Working Capital: Current Assets minus Current Liabilities. Popular term. Want to be greater than 0. Asset Turnover: Net Sales/Average Total Assets Rule of Thumb: increasing over time A/R Turn: 365/DSO Rule of Thumb: As high as possible
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Valuation: Book value & Book value per share EBITDA
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EBITDA: Earnings Before Interest, Taxes, Depreciation, and Amortization. Sometimes called "Operating Cash Flow"--shows cash generated by the core business. Quick estimate of company worth since it shows how much a cash the core business is generating. "Rule of Thumb" looks to buy companies that are selling for 4 or less times EBITDA; look to sell companies at 5 or more times EBITDA. Book Value and Book Value per Share: Stockholders Equity less Preferred Stock; Stockholders Equity less Preferred Stock/Number of Common Shares. The value of the company according to the accounting books. Accountants measure of value. Historic "Rule of Thumb": value of stockholders equity when all assets sold and all liabilities paid will be 1 to 2 times book value. Currently, the S&P 500 stocks trade at about 3 times book value.
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SIT =
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Seasonality, Industry, Trend
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Solvency versus Liquidity
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Solvency: capacity to pay bills (e.g. debt/equity, current ratio) Liquidity: ability to pay bills (e.g. quick ratio, DSO)
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Tax Pass Through
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• Tax Pass Through - taxes collected on behalf of a governmental entity and passed through to the entity - neither a revenue nor an expense - may appear on balance sheet as liability if not yet paid -examples: sales taxes, excise taxes, employee payroll taxes
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Unit contribution margin:
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unit selling price - unit variable cost
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CM
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Revenue - VC
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Gross Profit
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Revenue - COGS
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Break Even units: Break Even $:
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Rev - VC = FC BE units x sales price (revenue)
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BE Units:
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FC / Unit CM
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BE $:
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FC / CM ratio
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CM ratio:
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CM / REVENUE or net sales - VC / net sales or Unit CM / Unit selling price
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GP %:
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GP / REVENUE
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Required Sales in Units:
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(FC + Target Net Income / CM Unit)
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Required Sales in dollars:
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(FC + Target Net Income / CM ratio)
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Target Selling Price:
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Cost + (markup % x cost) or total cost per unit + desired ROI
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Net Income:
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Sales - VC - FC (CM - FC)
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Target Cost:
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Market Price - Desired profit
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Desired profit=
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market price x rate of return
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Target Selling Price per unit:
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Total unit cost + (Total unit cost x markup %)
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Rate Charged Per labor hour:
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Total Cost/ Total Hours + Profit Margin
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Material Loading Charge:
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Materials price x materials loading charge%
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material loading charge %
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(Total Material Loading Charges/Total Invoice Cost) + Profit Margin%
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Minimum Transfer Price(no excess capacity)=
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VC + Opportunity Cost
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CM (with limited resources)=
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Machine hours x CM per unit of limited Resources
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CM per Unit of Limited Resources=
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CM per unit/machine hours required
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Weighted Average CM Ratio =
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(CM ratio x sales mix %) + (CM ratio x sales mix %)
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Weighted Average Unit CM =
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(Unit CM x Sales Mix%) + (Unit CM x Sales Mix%)
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Sales Mix %=
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Actual Units/Total Units
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Profit Margin % =
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Net Profit / Revenue (Net Profit = Revenue - Costs)
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Degree of Operating Leverage:
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CM/NI
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Total cost labor and materials =
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Labor charge + materials price + material loading charge
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Minimum Transfer Price (excess capacity)=
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VC
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Markup%=
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Desired ROI per unit/Total unit cost or Gross Profit Margin = Sales Price - Unit Cost Markup Percentage = Gross Profit Margin/Unit Cost = then to get the sales price: Selling Price = Cost X Markup Percentage + Cost
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Gross profit margin
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revenue - cogs / revenue
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Cost-plus pricing means that:
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Selling price = Variable cost + (Markup percentage + Variable cost) Selling price = Cost + (Markup percentage X Cost) Selling price = Manufacturing cost + (Markup percentage + Manufacturing cost) Selling price = Fixed cost + (Markup percentage X Fixed cost)
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Selling price - cost =
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Markup (profit)
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Cost + markup (desired ROI per unit)=
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Target Selling Price
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Desired ROI per unit=
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Desired ROI percentage x amount invested / units produced or total cost per unit x markup %
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Mark up versus Margin
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Price (Cost) Margin
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Mark Up % =
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margin/cost
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Margin % =
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margin/revenue
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Short term pricing versus long term pricing
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Short term: covers variable costs and contributes to covering fixed costs aka variable pricing, contribution margin (must have excess capacity to do job.) Long term: covers all costs (fixed and variable) Companies must price for the long term but can take advantage of specific opportunities in the short term with short term pricing
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Fixed Cost definition
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a cost that does not change in relation to the cost object
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Variable cost definition
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a cost that changes in relation to the cost object
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Income at break even is
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zero.
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Contribution Margin covers
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Fixed Costs
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Cost behavior is how
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VC and FC react to level of activity
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Difference between gross profit and contribution margin
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CM= Sales - VC only takes VC into consideration GP= Sales - COGS (VC and FC) takes into consideration both FC and VC
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premium:
answer
paid more than face value
question
discount:
answer
paid less than face value
question
If you mix up period costs and product costs
answer
net income can be overstated
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