List indicators that a company may be an agent, not a principal, in a revenue transaction and explain the significance of this relationship in revenue recognition.

On January 1, 2018, Ellison Co. issued 9 year bonds with a face value of $250,000,000 and a stated interest rate of 7.5%, payable semiannually on July 1 and January 1. The bonds were sold to yield 8%.

a. The issue price of the bonds is

b. Record the issuance on January 1, 2018.

c. Prepare the journal entries for the interest expense and payments for 2018, 2019, 2020, 2021 and 2022.

In January 2018, Deep Sea Oil Inc. builds and begins operating an oil drilling platform in the Gulf of Mexico. The company expects to operate the platform for 9 years and will be required to remove the platform at the end of 9 years at an expected cost of $25,000,000. Assuming that the discount rate is 8%.

a. Prepare the journal entry to record the asset retirement obligation (ARO) in January 2018

b. Prepare the journal entry to record the annual depreciation in 2018 and adjustment to the ARO.

c. Prepare the amortization schedule for the ARO.

d. Assume that at the end of 9 years, it costs the company $24,889,000 to remove the platform. Prepare the entry (assume payment is in cash).

Sam and Alex are married and file jointly. Throughout the year, they received dividend income from two stocks. Stock XYZ paid out a non-qualified dividend (based on timing of ownership relative to the ex-dividend date) of $5,500. Stock ABC instead paid out $3,800 as a qualified dividend. The couple’s only other income during the year was $200,000 in salaries in total. But, they are not considered high income taxpayers. (Assume the tax year is 2020).

a. What was the additional tax Sam and Alex had to pay because of the dividend income from Stock XYZ?

b. What was the additional tax Same and Alex had to pay because of the dividend income from Stock ABC?

On December 31, 2015, Milton Company acquired a computer from Hamil Corporation by issuing a $600,000 zero-interest-bearing note, payable in full on December 31, 2019. Milton Company’s credit rating permits it to borrow funds from its several lines of credit at 10%. The computer is expected to have a 5-year life and a $70,000 residual value.
Prepare the journal entry for the purchase on December 31, 2015 and any necessary adjusting entries relative to depreciation (use straight-line) and amortization on December 31, 2016

Problem C, Contingencies Z Corp. filed a claim for patent infringement against M Corp. in October 2020. In preparing its financial statements for the year ending December 31, 2020, M Corp. financial accounting group obtained the following information related to this claim:

• M Corp’s Risk Management Department believes that M will incur a loss from this lawsuit. They estimate the loss will be in a range from $15 million to $20 million, but cannot give a more precise estimate.

• The trial will likely not take place for two years, in 2022 or 2023.

• M Corp’s CFO insists that the company will fight this claim “until the end of time.” Based on that, the CFO maintains that no loss need be recorded because none will be incurred … ever!

• M Corp’s legal department believes the case will be resolved within four years, if appeals are necessary. They agree with Risk Management’s assessment.

Your Assignment Assume that you are the Controller of M Corp (you are the top accounting officer and report directly to the CFO). What do you say to the CFO about this matter? You must resolve this issue now so that financial statements can be prepared. You can literally write what you would say, or you can do it in the form of a brief message. But you must state your opinion on how this should be handled (not forgetting that your boss thinks nothing needs to be done). And it must be brief (the CFO does not like to read long messages … get to the point!)

Corporation P acquired the stock of Corporation T for $40 Million from T shareholders. No Section 338 election was made. Corporation T has assets with a fair market value of $25 Million and an adjusted basis of $22 Million. Corporation T also has a net operating loss carryover of $10 Million. The federal long term tax exempt rate at the date of acquisition is 4%.

A) What is P’s basis in T’s assets and what is the annual limitation on the use of T’s net

operating loss?

B) Briefly explain the rules for corporate net operating losses arising after 2017.

Kitchen Supply, Inc. (KSI), manufactures three types of flatware: institutional, standard, and silver. It applies all indirect costs according to a predetermined rate based on direct labor-hours. A consultant recently suggested that the company switch to an activity-based costing system and prepared the following cost estimates for year 2 for the recommended cost drivers.

In addition, management estimated 7,400 direct labor-hours for year 2.

Assume that the following cost driver volumes occurred in January, year 2:

Actual labor costs were $16 per hour.

Required:

a. (1) Compute a predetermined overhead rate for year 2 for each cost driver using the estimated costs and estimated cost driver units prepared by the consultant. (Round your answers to 2 decimal places.)

(2) Compute a predetermined rate for year 2 using direct labor-hours as the allocation base. (Round your answer to 2 decimal places.)

b. Compute the production costs for each product for January using direct labor-hours as the allocation base and the predetermined rate computed in requirement a(2). (Do not round intermediate calculations.)

c. Compute the production costs for each product for January using the cost drivers recommended by the consultant and the predetermined rates computed in requirement a. (Note: Do not assume that total overhead applied to products in January will be the same for activity-based costing as it was for the labor-hour-based allocation.) (Do not round intermediate calculations.)

You have just been hired by FAB Corporation, the manufacturer of a revolutionary new garage door opening device. The president has asked that you review the company’s costing system and “do what you can to help us get better control of our manufacturing overhead costs.” You find that the company has never used a flexible budget, and you suggest that preparing such a budget would be an excellent first step in overhead planning and control.

After much effort and analysis, you determined the following cost formulas and gathered the following actual cost data for March:

During March, the company worked 16,000 machine-hours and produced 10,000 units. The company had originally planned to work 18,000 machine-hours during March.

Required:

1. Calculate the activity variances for March.

2. Calculate the spending variances for March.

Calculate the activity variances for March. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

Calculate the spending variances for March. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

1.Prepare Rockin Robbin's ​multi-step income statement for the year ended June 30, 2018

2. Journalize Rockin Robbin's closing entries.

3. Prepare a​ post-closing trial balance as of June 30, 2018

Prepare Rockin Robbin's ​multi-step income statement for the year ended June 30, 2018.

​(Use a minus sign or parentheses to show other​ expenses.)

8/31/y1, $3,000,000 face value bonds are issued for $2,600,000 plus accrued interest. These bonds pay interest on October 31 and April 30. These bonds have a coupon rate of 6%, and are dated April 30, y1. The bonds are 20-year bonds, and as such mature on April 30, Y21. Please record the following, using the straight-line approach. This company has a December 31 year end. 8/31/y1, issuance of the bonds (include accrued interest). 10/31/y1, interest payment. 12/31/y1, accrual of interest. 4/30/y2, interest payment.

Concerning Salesforce, Inc. 2018 financials;
Does the company use the indirect or direct method for preparing the Cash flow statement?
What is the trend in cash from operations for the years presented?
What are the two largest items included in cash from investing activities?

answer question #7 The Glory Mountain State Ski Area The Glory Mountain State Ski Area – owned and managed by a state public authority - expects to attract 292,500 skier days during the coming ski season. A skier day represents one skier at the mountain for one day. In addition to a $2,000,000 per year subsidy provided by the state, Glory currently earns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain’s lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of $60 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average, 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for each lesson. Management also estimates that each skier spends an average of $4 per day on food. Food costs average 40 percent of total food revenue. Glory’s central management staff is paid $1,800,000 per year. The remainder of Glory’s staff is seasonal and is paid on an hourly basis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management. Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment. Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open. Number Days Worked Hours Worked Hourly Wage Instructors & Ski Patrol 275 100 7 $20.00 Lift Attendants, Maintenance & Grooming 140 130 10 $18.00 Kitchen Staff 50 130 8 $12.00 Equipment & Fuel Costs 60 130 6 $65.00 Insurance costs are $15,000 per day for each of the 130 days the area expects to be open. Energy costs are $2,240,000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 1: You are the Glory Mountain State Ski Area’s finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glory’s operating results. In planning for the next season, the State Regional Development Authority, which manages the state’s five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or $560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments, do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components. For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value. Glory uses straight-line depreciation. Question 2: The state uses an 8 percent cost of capital for its ski areas. Based on purely financial analysis, should the state install the turbine? In addition, the snowmaking equipment in the Bear Mountain section of Glory Mountain has been in service for nearly 15 years and has reached the end of its useful life. It will have to be replaced before the next ski season. Management has narrowed its decision down to two options: Big Mouth Snow Guns with a useful life of 15 years and the Whisper Quiet Snowmaking System with a useful life of 10 years. The Big Mouth system will cost Glory $850,000 to acquire and $35,000 per year to operate, while the Whisper Quiet system would only cost $600,000 and $50,000 per year to operate. If the Big Mouth equipment is chosen, there will be no change in Glory’s other operating costs. If the Whisper Quiet system is purchased, Glory’s annual fuel and equipment costs will increase by $15,000. Regardless of the option Glory chooses, the snowmaking system chosen will be depreciated over ten years with an assumed 5 percent residual value. Glory uses straight-line depreciation. Question 3: Based on Glory’s 8 percent cost of capital, which system should management choose? Glory Mountain has never offered any type of day care for younger children of skiing families. Given the changing demographics of its patrons, Dan Finn thinks that the Mountain needs to offer those services. Erika Fossett, Glory’s director of operations, has worked up a proposal for what she is calling the Glory Kids’ Center. She wants it to provide combined day care and ski lessons for children between the ages of 3 and 7. The center would be run by a director who will earn $60,000 per year plus benefits. For every 10 children using the Kids’ Center, the center will employ one full-time instructor. That instructor will provide both day care and skiing instruction. Each instructor will earn $25 per hour including benefits. The center will provide 8 hours of care per day. Instructors will only be paid for the hours the children are at the center. The children are fed lunch and a snack at a cost of $10 per child per day. Supplies for activities the children will be engaged in when they are not skiing will cost an average of $10 per child. Glory plans to charge $70 per day per child. Question 4: As Glory’s finance manager, you have been asked to evaluate the fiscal feasibility of running Glory Kids’ Center. Your first question is how many children will have to be at the center on an average day for it to be profitable on a stand-alone basis. Erika Fossett believes that the Kids’ Center will add 6 percent to overall skier days, and families with children between 3 and 7 will account for 10 percent of total skier days including the expected increase in volume. On average, families with children between 3 and 7 will enroll .25 children in the center each day they ski. She expects to employ an average of 6 instructors each day the ski area is open. Question 5: Prepare a special-purpose budget for the Glory Kids’ Center. Do not include the incremental lift ticket revenue from the expected increase in the volume of skier days in your estimate. After completing these analyses, Dan Finn asks you to update the budget to include the impact of installing the wind turbine, replacing the snowmaking equipment and operating the Glory Kids’ Center. In addition, Glory will have to issue a $6,000,000 bond to finance the acquisition of the equipment. The coupon rate on the bond will be 5 percent. It will require Glory to pay interest every six months and to repay the full $6 million of principal in 20 years. The bonds will be issued on the first day of Glory’s fiscal year, and all equipment will be put in service that same day. Question 6: Using the base budget from Question 1 as a starting point, prepare a revised budget for Glory that incorporates all of these initiatives. At the end of the season, bad weather caused the mountain to be open for only 115 days with an average of 2,600 people per day and an average price per lift ticket of $50.50. Question 7: Starting with the revised budget, calculate the following lift ticket revenue variances and indicate whether they were favorable or unfavorable. Be sure to add up the flexible (partial) variances and check to make sure that sum equals the total variance. a. Glory’s total lift ticket revenue variance for the ski season b. the portion of the lift ticket revenue variance that was due to volume of days c. the portion of the lift ticket revenue variance that was due to quantity of skiers per day d. the portion of the lift ticket revenue variance that was due to price

1. The Balance Sheet provides information about _____________, ____________ and ______________.
2. Cash paid this is owed to an individual reduces a _____________ account.
3. Supplies purchases increase a _____________ account and reduces a ____________ account.
4. Complete the following table:

5. Which of the following is not a Liability?

1. Money owed to bank
2. Cash borrowed from a friend
3. Money borrowed from bank to buy building
4. Money paid to purchase stock investments

6. Finish the equation: _______________ - ________________= Net Income.
7. Which of the following statements is false?
   1. When assets decrease, it is a credit.
   2. When liabilities decrease, it is a debit.
   3. When expenses increase it is a credit.
   4. When revenues decrease, it is a debit

8. Which of the following statements is true?

1. When you receive a loan from the bank, you increase an asset account.
2. When you pay cash to buy supplies, you increase a liability account.
3. When you purchase investments, you increase a revenue account.
4. When you pay back the loan from the bank, you increase a liability account.

9. Identify the following accounts as an Asset, Liability, Revenue or Expense

1. Salaries Payable
2. Fees earned from providing tax services
3. Advertising Bill
4. Long-term debt
5. Accrued Revenue
6. Prepaid Rent
7. Land
8. Supplies used during the month
1. Notes Receivable
10. Inventory
11. Cash
50. Vehicles
1000. Cash paid for a bill that is not yet due
14. Payment received from customer
15. Fees paid to bank

10. Which of the following is not a current asset?
    1. Cash
    2. Accounts payable
    3. Inventory
    4. Property, plant, and equipment
11. What is the entry on the balance sheet when a company borrows a bank loan of $1,000?
    1. $1,000 credit in current liabilities; $1,000 debit in current assets
    2. $1,000 credit in current liabilities; $1,000 debit in non-current assets
    3. $1,000 credit in non-current liabilities; $1,000 debit in current assets
    4. $1,000 credit in non-current liabilities; $1,000 debit in non-current assets
12. What happens to the balance sheet when a company makes sales of $500, of which $300 is paid in cash and $200 is sold on credit?
    1. $300 debit in cash; $200 debit in accounts receivable
    2. $300 credit in cash; $200 credit in accounts receivable
    3. $300 debit in cash; $200 debit in accounts payable
    4. $300 credit in cash; $200 credit in accounts payable

13. What happens to the balance sheet when a company pays salaries of $5,000?
    1. $5,000 credit in cash; $5,000 debit in accounts payable

2. $5,000 credit in cash; $5,000 debit in equity

3. $5,000 debit in cash; $5,000 credit in equity

4. $5,000 credit in cash; $5,000 debit in accounts receivable

14. If at the end of the month, the liabilities total $18,000, and equity totals $32,000, then what must be the total of the assets?  

1. $14,000
2. $18,000  
3. $32,000  
4. $50,000  
5. None of the above

15. The total assets and total liabilities of a firm are reported on which of the following?  

1. Income statement  
2. Balance sheet  
3. Statement of cash flows  
4. Statement of owner's equity  
5. None of the above

answer question #6 The Glory Mountain State Ski Area The Glory Mountain State Ski Area – owned and managed by a state public authority - expects to attract 292,500 skier days during the coming ski season. A skier day represents one skier at the mountain for one day. In addition to a $2,000,000 per year subsidy provided by the state, Glory currently earns its revenue from three sources: lift ticket sales, ski lessons, and food sales in the mountain’s lodges. Forty-five percent of the customers come to the mountain on weekends and pay an average of $60 per day to ski. The remaining 55 percent of the skiers come during the week and pay an average of $45 per day for a lift ticket. On average, 10 percent of the people who visit Glory take ski lessons. An average person taking lessons pays $80 for each lesson. Management also estimates that each skier spends an average of $4 per day on food. Food costs average 40 percent of total food revenue. Glory’s central management staff is paid $1,800,000 per year. The remainder of Glory’s staff is seasonal and is paid on an hourly basis. The table below shows the number of employees by job title, the number of days they work on average, their hourly wages, and the number of hours they work each day. Only ski instructors and patrol costs vary with skier days. Benefits add 30 percent to direct salary costs for all workers including management. Equipment costs and usage are also shown in the table below. For equipment, number refers to the number of pieces of equipment. Equipment costs depend on the number of days the area is open during the season. The hourly fuel cost represents the cost of fuel to operate the equipment for each hour they are open. Number Days Worked Hours Worked Hourly Wage Instructors & Ski Patrol 275 100 7 $20.00 Lift Attendants, Maintenance & Grooming 140 130 10 $18.00 Kitchen Staff 50 130 8 $12.00 Equipment & Fuel Costs 60 130 6 $65.00 Insurance costs are $15,000 per day for each of the 130 days the area expects to be open. Energy costs are $2,240,000 per year and are based on the number of days the area is open. Neither energy nor insurance costs vary based on skier days. Question 1: You are the Glory Mountain State Ski Area’s finance manager. Area Manager Dan Finn has asked you to prepare a base operating budget for the ski area for the coming fiscal year and to show the impact a 5 percent reduction in the number of skier days would have on Glory’s operating results. In planning for the next season, the State Regional Development Authority, which manages the state’s five ski areas, is considering installing a 15-megawatt wind turbine at the top of Glory Mountain. If they do, the ski area will reduce its energy bill by almost 25 percent or $560,000 per year for the next 15 years. It will cost Glory $4,100,000 to complete the environmental assessments, do the necessary engineering studies, and install the turbine. In addition, the ski area will have to invest $750,000 at the end of the seventh year to overhaul the bearings and replace some time-critical components. For depreciation purposes, the wind turbine has a useful life of 10 years with no residual value. Glory uses straight-line depreciation. Question 2: The state uses an 8 percent cost of capital for its ski areas. Based on purely financial analysis, should the state install the turbine? In addition, the snowmaking equipment in the Bear Mountain section of Glory Mountain has been in service for nearly 15 years and has reached the end of its useful life. It will have to be replaced before the next ski season. Management has narrowed its decision down to two options: Big Mouth Snow Guns with a useful life of 15 years and the Whisper Quiet Snowmaking System with a useful life of 10 years. The Big Mouth system will cost Glory $850,000 to acquire and $35,000 per year to operate, while the Whisper Quiet system would only cost $600,000 and $50,000 per year to operate. If the Big Mouth equipment is chosen, there will be no change in Glory’s other operating costs. If the Whisper Quiet system is purchased, Glory’s annual fuel and equipment costs will increase by $15,000. Regardless of the option Glory chooses, the snowmaking system chosen will be depreciated over ten years with an assumed 5 percent residual value. Glory uses straight-line depreciation. Question 3: Based on Glory’s 8 percent cost of capital, which system should management choose? Glory Mountain has never offered any type of day care for younger children of skiing families. Given the changing demographics of its patrons, Dan Finn thinks that the Mountain needs to offer those services. Erika Fossett, Glory’s director of operations, has worked up a proposal for what she is calling the Glory Kids’ Center. She wants it to provide combined day care and ski lessons for children between the ages of 3 and 7. The center would be run by a director who will earn $60,000 per year plus benefits. For every 10 children using the Kids’ Center, the center will employ one full-time instructor. That instructor will provide both day care and skiing instruction. Each instructor will earn $25 per hour including benefits. The center will provide 8 hours of care per day. Instructors will only be paid for the hours the children are at the center. The children are fed lunch and a snack at a cost of $10 per child per day. Supplies for activities the children will be engaged in when they are not skiing will cost an average of $10 per child. Glory plans to charge $70 per day per child. Question 4: As Glory’s finance manager, you have been asked to evaluate the fiscal feasibility of running Glory Kids’ Center. Your first question is how many children will have to be at the center on an average day for it to be profitable on a stand-alone basis. Erika Fossett believes that the Kids’ Center will add 6 percent to overall skier days, and families with children between 3 and 7 will account for 10 percent of total skier days including the expected increase in volume. On average, families with children between 3 and 7 will enroll .25 children in the center each day they ski. She expects to employ an average of 6 instructors each day the ski area is open. Question 5: Prepare a special-purpose budget for the Glory Kids’ Center. Do not include the incremental lift ticket revenue from the expected increase in the volume of skier days in your estimate. After completing these analyses, Dan Finn asks you to update the budget to include the impact of installing the wind turbine, replacing the snowmaking equipment and operating the Glory Kids’ Center. In addition, Glory will have to issue a $6,000,000 bond to finance the acquisition of the equipment. The coupon rate on the bond will be 5 percent. It will require Glory to pay interest every six months and to repay the full $6 million of principal in 20 years. The bonds will be issued on the first day of Glory’s fiscal year, and all equipment will be put in service that same day. Question 6: Using the base budget from Question 1 as a starting point, prepare a revised budget for Glory that incorporates all of these initiatives. At the end of the season, bad weather caused the mountain to be open for only 115 days with an average of 2,600 people per day and an average price per lift ticket of $50.50. Question 7: Starting with the revised budget, calculate the following lift ticket revenue variances and indicate whether they were favorable or unfavorable. Be sure to add up the flexible (partial) variances and check to make sure that sum equals the total variance. a. Glory’s total lift ticket revenue variance for the ski season b. the portion of the lift ticket revenue variance that was due to volume of days c. the portion of the lift ticket revenue variance that was due to quantity of skiers per day d. the portion of the lift ticket revenue variance that was due to price