MGT 11A Final Study

Professor Bains · UC Davis · Notes, flashcards, quizzes, and journal drills for Chapters 1–9.

Ch.1 Framework (10%)Ch.2 Cycle During (20%) Ch.3 Cycle End (20%)Ch.5 Receivables (10%) Ch.6 Inventory (5%)Ch.7 Long-Term Assets (10%) Ch.4 Cash & Controls (5%)Ch.8–9 Liabilities (5%) Summary (10%)
Chapter 1 — A Framework for Financial Accounting

What is Accounting?

  • A system of maintaining records of a company's operations and communicating to decision makers — "the language of business"
  • Two primary functions: (1) record/measure the company's activity, (2) share/communicate with others
  • Financial accounting: external users (investors, creditors, regulators) — 10-K filed with SEC
  • Managerial accounting: internal users — focuses on costs and profitability

Basic Accounting Equation

Assets = Liabilities + Equity

  • Assets (owned): cash, AR, inventory, equipment, land, buildings, brand/IP
  • Liabilities (owed): AP, notes payable, salaries payable, taxes payable, rent payable
  • Equity (owners' claims): externally from investors, or internally from profit
  • Accounts payable: $ owed TO suppliers — Accounts receivable: $ customers owe US

Who Uses Accounting Information?

  • Investors: decide whether to invest
  • Creditors: decide whether to lend money
  • Customers: decide whether to purchase
  • Suppliers: assess customer's ability to pay
  • Managers: decide production and expansion
  • Regulators, tax authorities, local communities

Types of Business Activity

  • Operating: transactions related to primary functions — providing products/services; associated costs like rent, salaries, utilities, taxes, advertising
  • Investing: buying/selling long-term assets
  • Financing: borrowing from creditors, investments from owners
Chapter 2 — The Accounting Cycle: During the Period

Normal Debit/Credit Balances

  • DEBIT normal balance: Assets, Expenses, Dividends
  • CREDIT normal balance: Liabilities, Equity (Common Stock, Retained Earnings), Revenue
  • Tip: expenses say "expense," liabilities say "payable" or "owed"
  • Which accounts have credit normal balance: Liabilities, Equity, Revenue — Sales Revenue is a classic example

T-Accounts

  • Shows the effect of all transactions on one account
  • Left side = Debits always; Right side = Credits always
  • Begin at opening balance, add all transactions, arrive at ending balance
Cash T-account: Beg. balance 100,000 + Debit 40,000 - Credit 55,000 = Ending 85,000

Double-Entry Accounting

  • Every transaction affects at least TWO accounts — keeps equation balanced at all times
  • Buy inventory for cash → Dr. Inventory (asset ↑) / Cr. Cash (asset ↓)
  • Issue stock for cash → Dr. Cash (asset ↑) / Cr. Common Stock (equity ↑)
  • Company receives $200k for common stock → assets ↑, equity ↑

The 9 Steps of the Accounting Cycle

  • 1. Analyze transactions
  • 2. Record journal entries
  • 3. Post to the general ledger (T-accounts)
  • 4. Prepare unadjusted trial balance
  • 5. Record adjusting journal entries
  • 6. Prepare adjusted trial balance (used for financial statements)
  • 7. Prepare financial statements
  • 8. Close temporary accounts
  • 9. Prepare post-closing trial balance

Trial Balances

  • Unadjusted TB: before adjusting entries — not all transactions recorded yet
  • Adjusted TB: after all adjusting entries — used to prepare financial statements
  • Post-Closing TB: after closing entries — only permanent (balance sheet) accounts remain with balances

Example Journal Entries — Ch.2

Buy inventory on account ($5,000): Dr. Inventory 5,000 Cr. Accounts Payable 5,000 Pay rent in cash ($1,200): Dr. Rent Expense 1,200 Cr. Cash 1,200 Receive cash for services ($8,000): Dr. Cash 8,000 Cr. Service Revenue 8,000
Chapter 3 — The Accounting Cycle: End of Period

Accrual vs. Cash Basis

  • Accrual (GAAP): record revenues when EARNED, expenses when INCURRED — regardless of cash
  • Cash basis (NOT GAAP): record only when cash is received or paid
  • Revenue recognition: record when performance obligation is COMPLETE (goods/services delivered)
  • Expense matching: recognize expenses in same period as revenue they generated
  • "Accrual basis only records revenue when earned" → TRUE

4 Types of Adjusting Entries

  • Accrued Expenses: incurred, not yet paid → Dr. Expense / Cr. Liability (salaries payable, interest payable)
  • Accrued Revenues: earned, cash not received yet → Dr. AR / Cr. Revenue
  • Prepaid Expenses: allocate asset to expense → Dr. Expense / Cr. Asset (insurance, depreciation)
  • Unearned Revenues: now earned → Dr. Deferred Revenue / Cr. Revenue

Prepaid Insurance Example

Pay $120,000 on May 1 for one year of insurance. How much Prepaid Insurance remains on December 31?

  • May through December = 8 months used
  • 4 months remain (Jan–Apr next year)
  • $120,000 × (4/12) = $40,000 remaining
Dec 31 adjusting entry: Dr. Insurance Expense 80,000 Cr. Prepaid Insurance 80,000

Depreciation Adjusting Entry

Equipment $96,000 purchased Jan 1, 8-year life, no salvage value. Monthly depreciation:

Annual dep = $96,000 ÷ 8 = $12,000 Monthly dep = $12,000 ÷ 12 = $1,000 Jan 31: Dr. Depreciation Expense 1,000 Cr. Accumulated Depreciation 1,000

Permanent vs. Temporary Accounts

  • Permanent (balance sheet): Assets, Liabilities, Equity — carry balances forward year to year
  • Temporary: Revenues, Expenses, Dividends — track ONE YEAR only, then closed to Retained Earnings
  • Dividends is a temporary account

Closing Entries

  • Step 1: Dr. each Revenue → Cr. Income Summary
  • Step 2: Dr. Income Summary → Cr. each Expense
  • Step 3: Close Income Summary → Retained Earnings (net income)
  • Step 4: Dr. Retained Earnings → Cr. Dividends
Rev $155k, Sal Exp $32k, Supp Exp $8k, Div $3.5k: Dr. Sales Revenue 155,000 Cr. Income Summary 155,000 Dr. Income Summary 40,000 Cr. Salaries Expense 32,000 Cr. Supplies Expense 8,000 Dr. Income Summary 115,000 Cr. Retained Earnings 115,000 Dr. Retained Earnings 3,500 Cr. Dividends 3,500

Retained Earnings Formula

Beg. RE + Revenue − Expenses − Dividends = Ending RE

  • Connects income statement to balance sheet
  • Net income increases RE; dividends decrease RE

Multi-Step Income Statement

  • Net Sales − COGS = Gross Profit
  • Gross Profit − Operating Expenses = Income from Operations
  • +/− Other income/expenses (interest) = Pretax Income
  • Pretax − Income Tax = Net Income
  • Operating expenses (SG&A): salaries, rent, depreciation, utilities, advertising, supplies

Financial Statements & How They Link

  • Balance Sheet: financial position at a POINT IN TIME (snapshot)
  • Income Statement, Stmt of SE, Cash Flows: cover a PERIOD OF TIME
  • Net Income (IS) → flows into Retained Earnings (Stmt of SE)
  • Ending RE + Common Stock → appear on Balance Sheet as equity
  • Ending Cash (SCF) → appears on Balance Sheet as current asset

Purpose of an Audit

  • Independent party assesses whether financial statements are accurate and properly prepared
  • Tests internal controls to ensure they are designed and operating effectively
  • CEO and CFO of SEC-filing companies must sign annual report on internal controls
Chapter 5 — Receivables and Sales

Credit Sales & Revenue Recognition

  • Credit sales: goods/services provided on account — NOT for immediate cash
  • Revenue recorded IMMEDIATELY when goods/services provided, even without cash yet
  • Key: companies record an asset (AR) and revenue at point of credit sale
Credit sale: Dr. Accounts Receivable X Cr. Sales Revenue X Collection later: Dr. Cash X Cr. Accounts Receivable X

Net Revenue = Total Revenue − Contra Revenues

  • Trade discounts: directly reduce the selling price — record at discounted amount
  • Sales Returns: customer returns goods → Dr. Sales Returns / Cr. AR; also Dr. Inventory / Cr. COGS
  • Sales Allowances: customer keeps defective goods, gets partial refund
  • Sales Discounts: early payment discount (e.g. 2/10, n/30)
  • All three: DEBIT normal balance — NOT expenses, they are contra revenues
  • Sales TAX: NOT a contra revenue — it's a current liability

2/10, n/30 — Sales Discount

2% discount if paid within 10 days; full amount due within 30 days. The 10th day IS within the period.

Sale $25,000 on account: Dr. AR 25,000 Cr. Sales Revenue 25,000 Payment on day 5 (within discount): Discount = $25,000 × 2% = $500 Dr. Cash 24,500 Dr. Sales Discount 500 Cr. AR 25,000

Sales Return Entry (Perpetual)

Customer returns $700 of goods (cost $420): Entry 1 — Reverse revenue: Dr. Sales Returns 700 Cr. Accounts Receivable 700 Entry 2 — Put inventory back: Dr. Inventory 420 Cr. Cost of Goods Sold 420

Allowance Method (GAAP Required)

  • Must ESTIMATE future uncollectibles at year-end — can't wait until they occur
  • AFUA = Allowance for Uncollectible Accounts = contra asset (credit normal balance, NOT a liability)
  • Balance sheet: AR − AFUA = Net Accounts Receivable
  • Year-end estimate: Dr. Bad Debt Expense / Cr. AFUA
  • Write-off: Dr. AFUA / Cr. AR — NO expense, NO change in total assets

% of Receivables Method

Find required ENDING AFUA balance = AR × %
Then: what adjustment gets AFUA there?

AR $750,000 × 3% = $22,500 needed AFUA currently has $14,000 credit Adjustment = $22,500 − $14,000 = $8,500 Dr. Bad Debt Expense 8,500 Cr. AFUA 8,500

Aging Method

  • Categorizes AR by how long past due; applies higher % to older accounts
  • Older accounts are LESS likely to be collected
  • More accurate than applying a single percentage
  • Same T-account approach: determine required ending AFUA balance, then find adjustment
  • The year-end adjusting entry is affected by the current balance of AFUA before adjustment

Direct Write-Off Method (NOT GAAP)

  • Write off bad debts only when they actually become uncollectible
  • NOT acceptable under GAAP (overstates AR in current year)
  • Only acceptable if uncollectible amounts not anticipated or very small
  • Used for TAX reporting

Notes Receivable & Interest

  • Notes receivable: formal credit arrangement — more formal than AR (written instrument)
  • Interest = Face Value × Annual Rate × (Days/365)
  • Accrue interest at year-end: Dr. Interest Receivable / Cr. Interest Revenue
$60,000 note, 5%, signed Nov 1 → accrue Dec 31: Interest = $60,000 × 5% × (2/12) = $500 Dr. Interest Receivable 500 Cr. Interest Revenue 500

Receivables Ratios

  • Receivables Turnover = Net Credit Sales ÷ Average AR
  • Average Collection Period = 365 ÷ Receivables Turnover
  • Higher turnover = faster collection = better
  • Example: turnover of 10 → collection period = 36.5 days
Chapter 6 — Inventory and Cost of Goods Sold

What Goes in Inventory Cost?

  • ✓ Purchase price, freight-in (if FOB Shipping Point), sales tax
  • ✓ Purchase discounts REDUCE inventory cost
  • ✓ Purchase returns REDUCE inventory cost
  • ✗ Advertising — expensed immediately, NOT in inventory
  • FOB Shipping Point: buyer pays freight (adds to inventory cost)
  • FOB Destination: seller pays freight (doesn't add to buyer's inventory)

Perpetual vs. Periodic

  • Perpetual: continuously updates inventory on every purchase and sale — most common in practice
  • Periodic: only updates at period-end based on physical count
  • Both produce the SAME COGS and ending inventory under FIFO

Inventory Transactions (Perpetual)

Purchase $10,000 on account: Dr. Inventory 10,000 Cr. Accounts Payable 10,000 Purchase discount (2%): pay within 10 days: Dr. AP 10,000 Cr. Inventory 200 Cr. Cash 9,800 Sell inventory (2 required entries): Dr. Cash or AR 30,000 Cr. Sales Revenue 30,000 Dr. COGS 18,000 Cr. Inventory 18,000

FIFO Cost Method

  • First In, First Out: oldest units sold first
  • Beginning inventory is ALWAYS the first batch sold — don't forget it
  • Ending inventory = most recent purchases remain on hand
Beg. inv 100 @ $5, buy 200 @ $7, sell 150: 100 × $5 = $500 + 50 × $7 = $350 COGS = $850 Ending inv: 150 × $7 = $1,050

Lower of Cost and NRV (LCNRV)

  • Report inventory at whichever is LOWER: cost or NRV
  • NRV = expected selling price minus costs to complete and sell
  • If NRV falls below cost: write inventory down
Inventory cost $50,000; NRV $44,000: Dr. Loss on Inventory Write-Down 6,000 Cr. Inventory 6,000

Multi-Step Income Statement (Merchandiser)

  • Net Sales − COGS = Gross Profit
  • Gross Profit − Operating Expenses = Operating Income
  • Operating income ≠ Net income (excludes nonoperating items)

Inventory Ratios

  • Inventory Turnover = COGS ÷ Average Inventory (use AVERAGE, not ending!)
  • Average Days in Inventory = 365 ÷ Turnover
  • Gross Profit Ratio = Gross Profit ÷ Net Sales
  • Higher turnover = more efficient; Higher GP% = more profitable
  • Example: COGS $70k, beg inv $10k, end inv $20k → avg = $15k → turnover = 4.67

Inventory Errors

  • Understated ending inventory → overstated COGS → understated net income (current year)
  • Overstated ending inventory → understated COGS → overstated net income
  • Error reverses in the following year
  • Current year: affects inventory (BS) and COGS/gross profit (IS)
Chapter 7 — Long-Term Assets

Types of Long-Term Assets

  • Tangible PP&E: Land, Land improvements, Buildings, Equipment, Natural resources
  • Intangible: Patents (20 yr), Copyrights (life+70 yr), Trademarks (indefinite), Franchises, Goodwill
  • Recorded at: original cost + ALL costs necessary to get the asset ready for its intended use

PP&E Acquisition Cost

  • ✓ Purchase price, sales tax, freight, installation, testing, assembly
  • ✓ Commissions, legal fees (buildings/land)
  • ✓ Clearing, filling, leveling land; back taxes owed on land
  • ✓ Cash from selling salvaged materials REDUCES land cost
  • ✗ Annual insurance — expensed as incurred (recurring, not capitalized)
  • ✗ Annual property taxes on vehicles — expensed as incurred

Capitalize vs. Expense After Acquisition

  • CAPITALIZE: extends useful life, adds new function, improves quality → add to asset, depreciate
  • Examples to capitalize: add refrigeration unit to truck, major renovation, engine replacement
  • EXPENSE immediately: routine repair/maintenance restoring original capability
  • Examples to expense: oil change, tune-up, replacing broken part, tire rotation
  • Materiality: very small amounts always expensed regardless

Intangible Assets

  • Purchased: capitalize at cost + costs to get ready for use
  • Internally developed: EXPENSE as incurred (R&D, advertising)
  • Goodwill: purchase price − fair value of net assets acquired
  • Goodwill ONLY recorded in acquisitions — never internally generated
  • Goodwill + indefinite-life trademarks: NOT amortized
  • R&D: always expensed — can't determine future benefit period

Straight-Line Depreciation

  • Annual Dep = (Cost − Residual Value) ÷ Useful Life
  • LAND is NEVER depreciated (indefinite life)
  • Land improvements ARE depreciated (limited life)
  • Depreciation = cost ALLOCATION, NOT a decrease in market value
  • Accum. Depreciation = contra asset (credit normal balance)
  • Book Value = Cost − Accumulated Depreciation

Partial Year Depreciation

⚠️ COUNT EACH MONTH: March to December = 10 months (not 9). September to December = 4 months (not 3). Never subtract month numbers — list them out.
$50,000 equip, $5,000 salvage, 5-yr life Purchased April 1; dep thru Dec 31 = 9 months Annual = ($50k−$5k) ÷ 5 = $9,000 9 months = $9,000 × 9/12 = $6,750 Dr. Depreciation Expense 6,750 Cr. Accumulated Depreciation 6,750

Asset Disposal

  • Book Value = Cost − Accum. Dep. at disposal date
  • Proceeds > Book Value → GAIN on sale
  • Proceeds < Book Value → LOSS on sale
  • ALWAYS update depreciation to disposal date FIRST
  • Remove both original cost AND accumulated depreciation separately
Cost $40k, accum dep $28k, sold $15k: BV = $40k − $28k = $12k Gain = $15k − $12k = $3,000 Dr. Cash 15,000 Dr. Accum. Dep. 28,000 Cr. Equipment 40,000 Cr. Gain on Sale 3,000

Equipment — Ch.7 Practice Problems

Equip: cost $68k, salvage $9k, 10-yr life After 7 years, sold for $22,000: Annual dep = ($68k−$9k)/10 = $5,900 Accum dep = $5,900 × 7 = $41,300 Book value = $68k − $41.3k = $26,700 Proceeds $22k < BV $26.7k → LOSS $4,700 Dr. Cash 22,000 Dr. Accum. Dep. 41,300 Dr. Loss on Sale 4,700 Cr. Equipment 68,000

Vehicle Disposal Example

Vehicle: cost $75k, salvage $5k, 10-yr life Sold after 3 years for $40,000: Annual dep = ($75k−$5k)/10 = $7,000 Accum dep = $7,000 × 3 = $21,000 Book value = $75k − $21k = $54,000 Proceeds $40k < BV $54k → LOSS $14,000 Dr. Cash 40,000 Dr. Accum. Dep. 21,000 Dr. Loss on Sale 14,000 Cr. Vehicle 75,000

Return on Assets

  • ROA = Net Income ÷ Average Total Assets
  • Profit Margin = Net Income ÷ Net Sales (earnings per $1 of sales)
  • Asset Turnover = Net Sales ÷ Average Total Assets (sales per $1 of assets)
  • ROA = Profit Margin × Asset Turnover
Chapter 4 — Cash and Internal Controls

Fraud Triangle

  • Pressure: financial or personal motivation
  • Opportunity: ability to commit fraud — the ONLY element companies can reduce through controls
  • Rationalization: mental justification ("I'll pay it back," "I deserve it")
  • Internal controls target OPPORTUNITY
  • Occupational fraud: using one's job for personal enrichment through deliberate misuse of employer's resources

Internal Control Components

  • Control environment: overall attitudes and actions of management
  • Risk assessment: internal and external risk factors
  • Control activities: preventative + detective procedures
  • Monitoring: ongoing evaluation of controls
  • Information and communication: reliable accounting systems

Control Activities

  • Preventative: Segregation of duties (separate authorization, recording, custody); Physical controls; Proper authorization; Employee management; E-commerce controls
  • Detective: Reconciliations, Performance reviews, Audits
  • Limitations: collusion (2+ people coordinating), management override — even the best controls can fail

Sarbanes-Oxley Act (SOX) 2002

  • Passed after Enron and WorldCom accounting scandals
  • Also known as the Public Company Accounting Reform and Investor Protection Act
  • Applies ONLY to companies required to file financial statements with the SEC — NOT all US companies
  • Section 404: management AND auditors must document and assess internal control effectiveness annually
  • CEO and CFO must sign the annual report on internal controls

Cash and Cash Equivalents

  • Coins/currency, checks received, savings/checking balances
  • Credit card and debit card sales (included when settled)
  • Cash equivalents: investments maturing within 3 months (money market funds, treasury bills, CDs)

Bank Reconciliation — Bank Side

  • ADD: Deposits in transit (company recorded, bank hasn't yet)
  • ADD: Bank errors that understate company's balance
  • SUBTRACT: Outstanding checks (written by company, not cleared bank yet)
  • Note: bank's "credit" = deposit (opposite of accounting — they see it as their liability to us)

Bank Reconciliation — Book Side

  • ADD: Interest earned on balance, bank collections on company's behalf
  • SUBTRACT: NSF checks, bank service fees, debit card purchases, electronic transfers
  • ONLY book side items require journal entries
  • Deposits in transit and outstanding checks do NOT need entries (already in company's records)
NSF check from customer ($500): Dr. Accounts Receivable 500 Cr. Cash 500 Bank service fee ($25): Dr. Misc. Expense 25 Cr. Cash 25

Statement of Cash Flows

  • Operating: day-to-day revenue/expense activities (cash from customers; pay salaries, rent, utilities, suppliers)
  • Investing: long-term assets (purchase or sale of equipment, land, buildings)
  • Financing: debt and equity (borrow/repay notes, issue stock, pay dividends)
Chapters 8 & 9 — Liabilities

Current vs. Long-Term Liabilities

  • Current: due within ONE YEAR from balance sheet date (or operating cycle if longer than 1 year)
  • Long-term: due in MORE THAN one year
  • Operating cycle: time from spending cash → providing goods/services → collecting from customer
  • Current portion of LTD: reclassify the portion due within 1 year to current liabilities
  • Salaries payable → current; 30-year mortgage → long-term

Notes Payable & Interest

  • Interest = Face Value × Annual Rate × (Months ÷ 12)
  • COUNT THE FIRST MONTH: Sep 1 to Dec 31 = 4 months (Sep, Oct, Nov, Dec)
  • Mar 1 to Dec 31 = 10 months
  • Record interest in period INCURRED, not when paid
Borrow $60,000 at 8% on October 1: Dr. Cash 60,000 Cr. Notes Payable 60,000 Dec 31 — 3 months of interest: $60,000 × 8% × 3/12 = $1,200 Dr. Interest Expense 1,200 Cr. Interest Payable 1,200 Repayment on maturity: Dr. Notes Payable 60,000 Dr. Interest Payable 1,200 Cr. Cash 61,200

Practice: $250,000 Note at 6%

Note signed March 1 at 6% for 1 year: March to December = 10 months Interest = $250,000 × 6% × 10/12 = $12,500 Mar 1: Dr. Cash 250,000 Cr. Notes Payable 250,000 Dec 31: Dr. Interest Expense 12,500 Cr. Interest Payable 12,500

Other Current Liabilities

  • Deferred Revenue: cash received in advance = LIABILITY until service/goods provided (NOT revenue)
  • Sales Tax Payable: collected from customers, owed to government — NOT expense, NOT revenue
$100 sale + 8% sales tax: Dr. Cash 108 Cr. Sales Revenue 100 Cr. Sales Tax Payable 8 Deferred Revenue — receive $9,600 Oct 1 for 1-year contract: Dr. Cash 9,600 Cr. Deferred Revenue 9,600 Dec 31 — 3 months earned: Dr. Deferred Revenue 2,400 Cr. Service Revenue 2,400

Liquidity Ratios (Ch.8)

  • Working Capital = Current Assets − Current Liabilities
  • Current Ratio = Current Assets ÷ Current Liabilities
  • Acid-Test = (Cash + Current Investments + AR) ÷ Current Liabilities (excludes inventory & prepaid)
  • Higher = more liquid; but very high current ratio could signal excess inventory or collection problems

Long-Term Financing (Ch.9)

  • Debt financing: interest is TAX-DEDUCTIBLE
  • Equity financing: dividends are NOT tax-deductible
  • Capital structure: mix of debt and equity
  • Debt to Equity = Total Liabilities ÷ Stockholders' Equity
  • Higher D/E = more leverage = higher financial risk
  • Installment notes: each payment includes interest + reduction of principal
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Core Equation
Accounting Equation
Assets = Liabilities + Equity
Foundation of all double-entry accounting.
Retained Earnings
Beg RE + Revenue − Expenses − Dividends
Connects income statement to balance sheet.
Net Revenue
Total Revenue − Returns − Allowances − Discounts
Sales tax is NOT a contra revenue — it's a current liability.
Income Statement
Gross Profit
Net Revenue − Cost of Goods Sold
Operating Income
Gross Profit − Operating Expenses (SG&A)
Net Income
Pretax Income − Income Tax Expense
Receivables — Ch.5
Net Accounts Receivable
AR − Allowance for Uncollectible Accounts
AFUA is a contra asset — NOT a liability.
Interest on Notes
Face Value × Annual Rate × (Days / 365)
Receivables Turnover
Net Credit Sales ÷ Average AR
Average Collection Period
365 ÷ Receivables Turnover
Inventory — Ch.6
COGS
Beg Inventory + Purchases − Ending Inventory
Under FIFO, beginning inventory is sold first. Don't forget it.
Inventory Turnover
COGS ÷ Average Inventory
Use average (Beg+End)÷2, not ending balance.
Average Days in Inventory
365 ÷ Inventory Turnover
Gross Profit Ratio
Gross Profit ÷ Net Sales
Long-Term Assets — Ch.7
Straight-Line Depreciation
(Cost − Residual Value) ÷ Useful Life
Land is NEVER depreciated. Depreciation = cost allocation, not value decrease.
Book Value
Cost − Accumulated Depreciation
Gain / Loss on Disposal
Proceeds − Book Value at Disposal Date
Update depreciation BEFORE disposal.
Return on Assets
Net Income ÷ Average Total Assets
Profit Margin
Net Income ÷ Net Sales
Asset Turnover
Net Sales ÷ Average Total Assets
Liabilities — Ch.8–9
Interest Expense
Face Value × Annual Rate × (Months / 12)
Count the first month. Sep–Dec = 4. Mar–Dec = 10.
Working Capital
Current Assets − Current Liabilities
Current Ratio
Current Assets ÷ Current Liabilities
Acid-Test Ratio
(Cash + Investments + AR) ÷ Current Liabilities
Excludes inventory and prepaid assets.
Debt to Equity
Total Liabilities ÷ Stockholders' Equity
Ch.5 · AFUA
✗ "AFUA has a credit balance so it must be a liability."
✓ AFUA is a CONTRA ASSET. Both liabilities and contra assets have credit balances. AFUA reduces AR on the balance sheet.
Ch.5 · Write-Off
✗ Recording Bad Debt Expense when writing off a specific account.
✓ Write-off: Dr. AFUA / Cr. AR. No bad debt expense — it was recorded at year-end estimation. No effect on total assets.
Ch.5 · Contra Revenues
✗ Classifying Sales Returns and Sales Allowances as expenses.
✓ Contra revenues (debit normal balance) reduce revenue. They are NOT expenses. Expenses represent costs of generating revenue; contra revenues reduce revenue itself.
Ch.6 · FIFO Beginning Inventory
✗ Forgetting beginning inventory when calculating FIFO COGS.
✓ Beginning inventory was purchased BEFORE any current-period purchases — always sold first under FIFO. Include it as your first batch.
Ch.6 · Inventory Turnover
✗ Using ending inventory instead of average inventory in the ratio.
✓ Use average: (Beginning + Ending) ÷ 2. COGS is a full-period amount; balance sheet items must be averaged over the same period.
Ch.6 · Inventory Cost
✗ Including advertising costs in the inventory balance.
✓ Advertising is expensed immediately. Only costs to ACQUIRE and GET READY FOR SALE go in inventory (purchase price, freight-in, etc.).
Ch.7 · Depreciation Concept
✗ "Depreciation records the decrease in market value of an asset."
✓ Depreciation is COST ALLOCATION over time — not a valuation process. Market value is completely irrelevant.
Ch.7 · Land
✗ Depreciating land along with buildings and equipment.
✓ Land has an INDEFINITE useful life — NEVER depreciated. Land improvements (parking lots, fences) ARE depreciated.
Ch.7 · Asset Disposal
✗ Forgetting to update depreciation before recording an asset disposal.
✓ Always record depreciation up to the exact disposal date first. Otherwise book value is wrong and your gain/loss will be incorrect.
Ch.7 · Salvaged Materials
✗ Adding or ignoring cash received from selling salvaged building materials.
✓ Cash from salvaged materials REDUCES the cost of land. It's a credit against the land cost.
Ch.7 · Capitalize vs. Expense
✗ "Repairing a broken part should be capitalized."
✓ Routine repairs restoring original capability are EXPENSED. Only improvements extending life or adding new capability are capitalized.
Ch.3 & Ch.8 · Month Counting
✗ "March to December = 9 months (12 − 3 = 9)" or "Sep to Dec = 3 months."
✓ March through December = 10 months. September through December = 4 months. List each month; never subtract month numbers.
Ch.8 · Deferred Revenue
✗ "Deferred Revenue is a revenue account because it has the word 'revenue.'"
✓ Deferred Revenue is a LIABILITY. The company owes goods/services to the customer. It becomes revenue only when earned.
Ch.4 · NSF Check
✗ Thinking the NSF check is a bad check written BY the company.
✓ NSF = a customer's check to you bounced. Reverse your deposit: Dr. AR / Cr. Cash. Appears as a deduction on the BOOK side of the bank reconciliation.
Ch.4 · Bank Rec Journal Entries
✗ Recording journal entries for deposits in transit or outstanding checks.
✓ These go on the BANK side — they're already in the company's books. Only BOOK SIDE items (NSF, bank fees, interest earned) need journal entries.
Ch.4 · SOX Scope
✗ "The Sarbanes-Oxley Act applies to all US companies."
✓ SOX applies ONLY to companies required to file with the SEC. Private companies are not subject to SOX.
Ch.5 · Sales Tax
✗ Including sales tax collected as revenue or subtracting it as a contra revenue.
✓ Sales tax collected from customers is a CURRENT LIABILITY payable to the government — not revenue, not a contra revenue, not an expense.

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