On January 1, 2020, Parent Company purchased 80% of the common stock of Subsidiary Company for $320,000.

• On this date, Subsidiary had common stock, other paid-in capital, and retained earnings of $40,000, $120,000, and $190,000, respectively.
• Net income and dividends for Subsidiary Company were $50,000 and $10,000, respectively.
• Parent Company has used the simple equity method for recording the Subsidiary income and dividends.
• On January 1, 2020, the only tangible assets of Subsidiary that were undervalued were inventory and equipment. Inventory was worth $5,000 more than cost. Equipment, which was worth $15,000 more than book value, has a remaining life of 5 years, and straight-line depreciation is used. Any remaining excess is goodwill.

​

The following trial balances of the two companies are prepared on December 31, 2020.

Required:

d. Prepare the consolidated worksheet.

e. Prepare the 2020 consolidated income statement and balance sheet.

Strategic Management ABB, headquartered in Zurich, Switzerland, is a major competitor in the power and automation technologies industries across the major markets globally. It has 140,000 employees operating in almost 100 countries. In fact, it has five major businesses—power products, power systems, discrete automation, low voltage products, and process automation. It operates in eight major regions: (1) Northern Europe, (2) Central Europe, (3) the Mediterranean, (4) North America, (5) South America, (6) India, the Middle East, and Africa, (7) North Asia, and (8) South Asia. Over time, ABB has been a successful company using its geographic diversification across the globe to its advantage. It also exemplifies the difficulty of managing an international strategy and operations. For example, its power systems business has experienced performance problems in recent years due to poor performance in some countries due primarily to the economy downturn. Notwithstanding the difficulty of managing in emerging economies, much of its growth is focused on improving country infrastructure such as power systems and grids. In 2014, the firm announced that the Asia, Middle East, and Africa (AMEA) region currently contributes about 37 percent of ABB’s total revenue, or about $15.3 billion, and “emerging markets were planned to contribute to two-thirds of the forecast growth between 2015 and 2020.” In recent years, most of ABB’s entries to new mar- kets and expansions in existing markets have come from acquisitions of existing businesses in those mar- kets. Recently, it acquired Siemens’ solar energy busi- ness, Power-One, and U.S.-based Los Gatos Research, a manufacturer of gas analyzers used in environmental monitoring and research. The purchase of Power-One represents a major risk as the solar power industry is in a downturn. Yet some analysts predict a brighter future for the industry over the long term. ABB also uses other modes of entry and expansion, exemplified by the 2013 joint venture with China’s Jiangsu Jinke Smart Electric Company to design, manufacture, and provide follow-up service on high voltage instrument transformers. It also recently procured major contracts for business in Brazil and South Africa. Partly due to the global economic recession that began in 2008, recent weak economic performance, and some poor expansion decisions, ABB’s performance has been weaker than expected. As a result, the CEO and chief technology officer announced their resignations in 2013. Despite these changes, ABB is a highly respected global brand, and, after its recent changes (e.g., closing some country operations), its revenues and earnings have started to rise. These positive changes have been largely attributed to the success of its North American businesses. Its acquisitions of Baldor (maker of indus- trial motors) in 2010 and Thomas & Betts in 2012 greatly enhanced its North American operations and revenues. It has also had success in manufacturing equipment and robots with its robotics business headquartered in the United States. It is even moving to help small com- panies, such as ones in the beer industry, to automate their production processes. Therefore, even in turbulent times, ABB’s future looks bright. Case study: An International Strategy Powers ABB’s Future 1. What are the dominant reason’s for ABB to enter into international markets? 2. Which corporate international strategy would you classify ABB as using? Explain your answer. 3. Why has ABB used acquisitions and joint ventures as dominant entry modes in international markets? 4. What are the main political and economic risks that ABB must deal with given that it has a strong focus on entering emerging economies? 5. What are the significant organizational complexities that ABB encounters as it tries to manage its international strategy?

Tristar Production Company began operations on September 1, 2018. Listed below are a number of transactions that occurred during its first four months of operations. (FV of $1, PV of $1, FVA of $1, PVA of $1, FVAD of $1 and PVAD of $1) (Use appropriate factor(s) from the tables provided.)

On September 1, the company acquired five acres of land with a building that will be used as a warehouse. Tristar paid $150,000 in cash for the property. According to appraisals, the land had a fair value of $108,800 and the building had a fair value of $61,200.

On September 1, Tristar signed a $45,000 noninterest-bearing note to purchase equipment. The $45,000 payment is due on September 1, 2019. Assume that 9% is a reasonable interest rate.

On September 15, a truck was donated to the corporation. Similar trucks were selling for $3,000.

On September 18, the company paid its lawyer $5,500 for organizing the corporation.

On October 10, Tristar purchased maintenance equipment for cash. The purchase price was $20,000 and $750 in freight charges also were paid.

On December 2, Tristar acquired various items of office equipment. The company was short of cash and could not pay the $6,000 normal cash price. The supplier agreed to accept 200 shares of the company's nopar common stock in exchange for the equipment. The fair value of the stock is not readily determinable.

On December 10, the company acquired a tract of land at a cost of $25,000. It paid $4,500 down and signed a 11% note with both principal and interest due in one year. Eleven percent is an appropriate rate of interest for this note.

Required:
Prepare journal entries to record each of the above transactions.

Tristar Production Company began operations on September 1, 2018. Listed below are a number of transactions that occurred during its first four months of operations. (FV of $1, PV of $1, FVA of $1, PVA of $1, FVAD of $1 and PVAD of $1) (Use appropriate factor(s) from the tables provided.)

1. On September 1, the company acquired five acres of land with a building that will be used as a warehouse. Tristar paid $290,000 in cash for the property. According to appraisals, the land had a fair value of $204,600 and the building had a fair value of $105,400.
2. On September 1, Tristar signed a $59,000 noninterest-bearing note to purchase equipment. The $59,000 payment is due on September 1, 2019. Assume that 8% is a reasonable interest rate.
3. On September 15, a truck was donated to the corporation. Similar trucks were selling for $4,400.
4. On September 18, the company paid its lawyer $7,000 for organizing the corporation.
5. On October 10, Tristar purchased maintenance equipment for cash. The purchase price was $34,000 and $1,450 in freight charges also were paid.
6. On December 2, Tristar acquired various items of office equipment. The company was short of cash and could not pay the $7,400 normal cash price. The supplier agreed to accept 200 shares of the company's nopar common stock in exchange for the equipment. The fair value of the stock is not readily determinable.
7. On December 10, the company acquired a tract of land at a cost of $39,000. It paid $7,000 down and signed a 10% note with both principal and interest due in one year. Ten percent is an appropriate rate of interest for this note.

Required:
Prepare journal entries to record each of the above transactions.

A company is developing a new high-performance wax for cross country ski racing. In order to justify the price marketing wants, the wax needs to be very fast. Specifically, the mean time to finish their standard test course should be less than 55 seconds for a former Olympic champion. To test it, the champion will ski the course 8 times. The champion's time (selected at random) 57.7, 63.9, 50.5, 50.5,48.8, 45.9, 54.2, and 42.3 seconds to complete the test course.

What is the test statistic?

What is the p value of the test statistic?

Should they market the wax?

Suppose they decide not to market the wax after the test, but it turns out that the wax really does lower the champion's average time to less than 55 seconds. What kind of error have they made? Explain the impact to the company of such an error.

Rawl Corporation sold a building to a bank at the beginning of 2017 at a gain of $87,000 and immediately leased the building back for a period of four years. The lease is accounted for as an operating lease. The book value of building (net) is $515,000.

Assume that a U.S.–based company is issuing securities to foreign investors who require financial statements prepared in accordance with IFRS. Thus, adjustments to convert from U.S. GAAP to IFRS must be made. Ignore income taxes.

Required:

1. Prepare journal entries for this sale and leaseback for the years ending December 31, 2017, and December 31, 2018, under (1) U.S. GAAP and (2) IFRS.

2. Prepare the entry(ies) that Rawl would make on the December 31, 2017, and December 31, 2018, conversion worksheets to convert U.S. GAAP balances to IFRS.

ABC Retailers Inc. (ABC or the “Company”) is a U.S. public company that files quarterly and annual reports with the Securities and Exchange Commission (SEC) with a fiscal year end of August 31, 20X8. ABC is a leading retail chain operating more than 100 department stores across the continental United States. ABC department stores offer customers a variety of nationally advertised products, including clothing, shoes, jewelry, and other accessories. The Company’s supply chain of products is managed through a single warehouse and distribution facility located in Kansas City, Missouri. ABC has a centralized accounting and finance structure at its corporate headquarters, where all processes and controls related to all significant account balances occur. ABC recognizes revenues from retail sales at the point of sale to its customers. Discounts provided to customers by the Company at the point of sale, including discounts provided in connection with loyalty cards, are recognized as a reduction in sales as the products are sold. Cost of goods sold for the Company primarily consist of inbound freight and costs relating to purchasing and receiving, inspection, depreciation, warehousing, internal transfer, and other costs of distribution. Case Facts Audit Issue On June 1, 20X8, the Accounts Payable (AP) Manager received an e-mail inquiry about the process required for a vendor to change its bank account information. The e-mail was sent from John Smith at a domain address listed as “Watch-Makers.” Watch Makers is a manufacturer that supplies ABC-branded watches to ABC’s west region department stores. In addition, John Smith is the primary contact at Watch Makers with whom the Company typically interacts. The AP Manager responded to the e-mail request on June 15, 20X8, with the procedures required of the vendor, which include completing a vendor bank account request form. On June 20, 20X8, the AP Manager received a reply e-mail from John Smith at “WatchMakers” with a completed vendor bank account request form, which included John Smith’s signature, new bank account information, and other related information. Upon receiving the vendor bank account request form, the AP Manager completed a separately required Vendor Change Form for internal processing. The Vendor Change Form is completed for new vendors or changes to existing vendors’ information, including bank account information. The AP Manager sent the completed Vendor Change Form to ABC’s Assistant Controller, who reviewed and approved the request on June 24, 20X8. The bank account information was updated within the Vendor Master File on June 26, 20X8. Throughout the month of July 20X8, valid Watch Makers invoices were processed through the Company’s accounts payable process, and the valid invoices were paid in accordance with the Company’s process and controls for cash disbursements and wire Case 17-10: ABC Retailers – Internal Controls Page 2 Copyright 2020 Deloitte Development LLC All Rights Reserved. transfers. On August 2, 20X8, the Company received an inquiry from Watch Makers about the expected timing of the $2 million in outstanding invoices. As a result of the direct interaction with Watch Makers’ employee John Smith, the Company determined that the previous vendor bank account change form was received from a fraudulent domain name with the intent to defraud the Company. The e-mail domain for Watch Makers is “Watch Makers,” with no hyphen, rather than “Watch-Makers,” with a hyphen. Both e-mails received from “Watch-Makers” were determined to be from a fraudulent source (that also fraudulently used John Smith’s name in the e-mail). Because the bank account information for Watch Makers was changed (as a result of the June 1, 20X8, email request) approximately $2 million in payments was wired to an incorrect bank account. As noted above, there are two employees within the Company that were involved in processing and approving the Vendor Change Form. The Company’s policy on bank account change requests was put into effect and communicated by ABC’s Assistant Controller in a September 1, 20X7 e-mail that indicated that for each Vendor Change Form requesting a vendor bank account change, the accounts payable department was required to (1) obtain a previously processed and paid invoice from the vendor requesting the bank account change, (2) call the vendor using the contact information obtained from the prior invoice, (3) verify the authenticity of the requested bank account change request by directly contacting the vendor, and (4) include all relevant information obtained in steps (1) through (3) as an attachment to the Vendor Change Form. The Company’s control description relating to the review of a Vendor Change Form by the Assistant Controller is not explicit regarding the specific attributes of the review. However, because the policy was distributed by the Assistant Controller and the Assistant Controller is also the control owner (e.g., performs the review), there is a presumption that the Assistant Controller would understand that as part of her review, she should evaluate whether the AP Manager obtained sufficient information to confirm the authenticity of the bank account change request.

Would the deficiency warrant disclosure in the Company’s Form 10-K, Item 9A? If so, what information would the Company be expected to disclose?

What implications does the deficiency have on other direct or indirect controls?

Hai Vu is the new president of Pacific Coast Optics (PCO) a small manufacturing firm in Sacramento, CA which produces fiber lenses for Street Mapping System, Infrared Lens for Anti-Terrorism Detection, and Camera Lenses for the Mars Rove. Hai Vu recently bought this company from his former employer. PCO used brokers to sell to wholesalers who marketed to retailers. Hai Vu occasionally thought about eventually developing his own sales force, but that was still some time away. Hai Vu is currently taking a second look at his plan to improve his firm’s profit performance. In 2019 PCO had a modest profit of $160,000; his 2020 goal is to increase this by 25%.

The 2019 retail selling prices of the three products PCO sold were $100,000 (Camera Lenses for the Mars Rove, $70,000 (Street Mapping Systems), and $25,000 (Infrared Lens for Anti-Terrorism Detection) per product, accounting for 25%, 40%, and 35%, respectively, of retail sales.[1] In 2019, PCO paid its brokers a 6% commission on all products sold to wholesalers. Wholesalers margin was 28% on retailer purchase price while retailers’ markup was 39% on wholesaler selling price. PCO’s 2019 material and labor costs per product ran about $20,000, while packaging and crating costs were $500 per product.

Hai Vu estimates machinery maintenance expenditures to be about $90,000 per year. PCO uses both “push” and “pull” promotional approaches to marketing through their channels of distribution. PCO products aside a $5 product information brochure for every product . In 2019, PCO attended two national trade shows at $9,000 each and 4 regional trade shows at about $4,000 each. PCO spent nearly $240,000 advertising in national consumer magazines and an additional $30,000 in trade publications to wholesalers and retailers. All of these will repeat for 2020.

Broker commission for 2020 will increase to 12% while packaging crating costs will go up to $505 per product. Hai Vu also plans to increase 2020 manufacturer selling price by about $2000 per product.

Assuming no changes in costs and prices other than those mentioned earlier, how will Hai Vu’s required level of sales (RLS) to reach the 2020 profit goal, in units and dollars, differ from those for the 2019 profit goal, in units and dollars? That is, will they go up, down or stay the same?

Q01.    What was the weighted average retail selling price of a typical PCO PRODUCT in 2019? Based on this, what was the 2019 retailer’s cost, the wholesaler selling price, the wholesaler’s cost and therefore PCO’s manufacturer selling price of a typical product?

Q02.    Starting with the weighted retail selling price, calculate PCO’s 2019 manufacturer selling price of a typical product in a single step, using the markup chain concept.

Q03.    Line itemize, then total these to determine PCO’s 2019 unit variable cost of a typical product.

Q04.    What was PCO’s 2019 $Contribution and %Contribution for a typical product?