Problem 4

As of December 31, 2020 Big USA Company owns a foreign subsidiary (Taco) based in Mexico. Big is in the process of preparing consolidated financial statements and must translate the trial balance of Taco to U.S. Dollars. Selected financial information of Taco in pesos is presented below.

                                                                                       Pesos

Inventory 12/31/20                                                  300,000

Purchases in 2020                                                    2,600,000

Inventory 12/31/19                                                    420,000

Equipment purchased as follows

            1/1/18                                                                        250,000                                   

            Purchases during 2018                                            150,000

            Purchases during 2019                                            350,000

            Purchases during 2020                                           620,000

All equipment is depreciated over 8 years on a straight-line basis with a full year taken in year of acquisition.

The inventory turnover rate is 90 days.

Relevant Exchange Rates                           Pesos per dollar

1/1/18                                                                                    8.0

Average Rates 2018                                                  8.5

Average Rate            2019                                                    9.3

Average Rate 2020                                                   9.8

Rate 4^thquarter 2019                                                            8.9

Rate 4^thquarter 2020                                                           9.6

Current rate 12/31/18                                                         8.9

Current Rate 12/31/19                                                        9.2

Current Rate 12/31/20                                                        9.9

REQUIRED (In US Dollars)

1. Assuming the U.S. Dollar is functional currency determine following

            Cost Goods Sold for 2020

            Balance in Equipment 12/31/20

            Balance in Accumulated Depreciation 12/31/20

            Depreciation Expense – 2020

2. Assuming the Peso is functional currency determine following

            Cost Goods Sold for 2020

            Balance in Equipment 12/31/20

            Balance in Accumulated Depreciation 12/31/20

            Depreciation Expense – 2020

Restoring manufacturing jobs to the United States’ struggling Rust Belt communities was one of President-elect Donald Trump’s biggest campaign promises — and Apple is stepping up to the plate. The consumer electronics giant is exploring the possibility of moving smartphone production to the United States.

Electronics maker Foxconn, one of Apple’s largest suppliers, confirmed on Sunday that it was mulling a $7 billion investment to create a flat-panel manufacturing facility in the United States, Reuters reported. This would bring one of the major components in smartphones to American shores and would be an important step toward building iPhones in the U.S. Founder and chairman Terry Gou said the move may create as many as 50,000 jobs and would involve Japanese subsidiary Sharp; talks were reportedly underway in Pennsylvania and in other states. Rumors swirl about “Made in the USA” Speculation on Apple’s plans began in late 2016, and heightened following an interview with Donald Trump in The New York Times, during which he recounted a phone conversation with Tim Cook urging the CEO to move part of Apple’s production line to the U.S.: “I was honored yesterday, I got a call from Bill Gates, great call, we had a great conversation, I got a call from Tim Cook at Apple, and I said, ‘Tim, you know one of the things that will be a real achievement for me is when I get Apple to build a big plant in the United States, or many big plants in the United States, where instead of going to China, and going to Vietnam, and going to the places that you go to, you’re making your product right here.’ He said, ‘I understand that.’ I said: ‘I think we’ll create the incentives for you, and I think you’re going to do it. We’re going for a very large tax cut for corporations, which you’ll be happy about.’”

Trump has spoken on a number of occasions since about Apple moving production to the U.S. Days before his inauguration, the president-elect spoke with Axios, saying that Cook had his “eyes open to it” and that he thinks Cook “loves this country, and I think he’d like to do something major here.” Such a move may become more feasible given Foxconn’s plans. The company first confirmed that it was exploring investing in the U.S. in early December: “We are in preliminary discussions regarding a potential investment that would represent an expansion of our current U.S. operations,” Foxconn said to CNNMoney. Softbank CEO Masayoshi Son met with Trump shortly after to announce a planned $50 billion investment in U.S. startups. The CEO held a paper with Softbank’s and Foxconn’s name, along with the following text: “commit to: Invest $50bn + $7bn in US, generate 50k + 50k new jobs in US in next 4 years.” That led to speculation that Foxconn would have a role in bringing jobs to the U.S.

“While the scope of the potential investment has not been determined, we will announce the details of any plans following the completion of direct discussions between our leadership and the relevant U.S. officials,” the manufacturer told CNNMoney.

Trump is a vocal supporter of U.S. companies that build their products in the U.S. and has proposed levying steep tariffs — potentially as high as 45 percent — on competing Chinese importers.

Nikkei, citing a source familiar with Apple’s plans, reports that the Cupertino, California-based company has tasked Foxconn and Pegatron, the two tech firms responsible for assembling more than 200 million of Apple’s iPhones annually, with investigating the feasibility of building plants in the U.S. “We’re going to get Apple to build their computers and things in this country instead of other countries,” Trump said in a speech in January. “How does it help us when they make it in China?” Pegatron reportedly demurred, citing logistical concerns. Foxconn agreed to compile a report as soon as June, but company chairman Terry Gou warned that it would show drastically higher productions costs. The potential result? An iPhone made in the U.S. could retail for as much as $740 to $1,300 for a 32GB iPhone 7 versus $650 today, according to Nikkei.

Apple has previously declined to move iPhones production stateside, citing costs. What would a U.S.-made iPhone cost? A thorough report in the MIT Technology Review found that moving iPhone assembly to the U.S. would add $30 to $40 to the cost of an iPhone thanks to “transportation and logistics expenses [that] would arise from shipping parts.” Manufacturing the smartphone’s hundreds of components domestically is an even pricier — and vastly more complex — proposition. Apple Chief Executive Tim Cook told CBS’ 60 Minutes in December 2015 that the U.S. labor pool lacked the skills necessary to carry out iPhone production, and Apple executives have estimated that it would take as long as nine months to recruit the roughly 8,700 industrial engineers that oversee Chinese assembly lines. And that’s before efficiency is taken into account: A 2012 CNN Money report noted that Chinese factories house workers in employee dormitories and “can send hundreds of thousands to the assembly lines at a moment’s notice.” Then there’s the U.S.’s lack of natural resources to consider. MIT Technology Review points out that few of the 75 elements required to manufacture the iPhone are available commercially in the U.S. Aluminum, for instance, requires bauxite, and there are no bauxite mines in the U.S. China, on the other hand, produces 85 percent of the world’s rare earth metals. Further complicating matters is Apple’s sprawling supply chain of more than 750 firms in over 20 countries. Taiwan Semiconductor produces crucial iPhone chips; South Korea’s SK Hynix and Japan’s Toshiba produce the handset’s memory modules, and Japan’s Japan Display and Sharp provide the iPhone’s display. “To make iPhones, there will need to be a cluster of suppliers in the same place, which the U.S. does not have at the moment,” an industry executive familiar with iPhone production told economics blog NorthCrane. But Apple’s plan isn’t without precedent. In 2013, Motorola Mobility employed more than 3,800 employees to assemble the Moto X, a flagship Android phone, at a factory in Fort Worth, Texas. Just a year later, though, it was forced to shutter production as a result of “exceptionally tough” market conditions, according to Motorola president Rick Osterloh. The company subsequently moved production to China. Others have been more successful. Foxconn established a stateside iMac computer assembly line in 2012. A year later, Singapore-based Flextronics, the manufacturer of Apple’s Mac Pro desktop computer, built a production line in Austin, Texas.

In October 2015, Sharp president Tai Jeng-wu suggested that if Apple were to begin producing smartphones in the United States, it would likely follow suit. “We are now building a new [advanced organic light-emitting diode] facility in Japan. We can make [OLED panels] in the U.S. too,” he said. “If our key customer demands us to manufacture in the U.S., is it possible for us not to do so?

With reference to the case study, discuss the impact that relocating would have on the factors affecting location decisions. (Further research is required by the student into the factors that affect location decisions.) (30)

Question 6

Bonita Company has the following portfolio of investment securities at September 30, 2020, its most recent reporting date.

On October 10, 2020, the Horton shares were sold at a price of $56 per share. In addition, 2,750 shares of Patriot common stock were acquired at $57 per share on November 2, 2020. The December 31, 2020, fair values were Monty $104,680, Patriot $124,190, and Oakwood $184,410.

Prepare the journal entries to record the sale, purchase, and adjusting entries related to the equity securities in the last quarter of 2020. (Credit account titles are automatically indented when amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts.)

On January 1, 2020, French Company acquired 60 percent of K-Tech Company for $310,500 when K-Tech’s book value was $410,500. The fair value of the newly comprised 40 percent noncontrolling interest was assessed at $207,000. At the acquisition date, K-Tech's trademark (10-year remaining life) was undervalued in its financial records by $80,000. Also, patented technology (5-year remaining life) was undervalued by $27,000.

In 2020, K-Tech reports $22,500 net income and declares no dividends. At the end of 2021, the two companies report the following figures (stockholders’ equity accounts have been omitted):

Note: Parentheses indicate a credit balance.

In 2021, assuming K-Tech has declared no dividends, what are the noncontrolling interest’s share of the subsidiary’s income and the ending balance of the noncontrolling interest in the subsidiary?

a) $34,640 and $245,280.

b) $31,960 and $250,640.

c) $26,600 and $234,480.

d) $40,000 and $216,000.

On January 1, 2020, French Company acquired 60 percent of K-Tech Company for $313,500 when K-Tech’s book value was $413,500. The fair value of the newly comprised 40 percent noncontrolling interest was assessed at $209,000. At the acquisition date, K-Tech's trademark (20-year remaining life) was undervalued in its financial records by $80,000. Also, patented technology (10-year remaining life) was undervalued by $29,000.

In 2020, K-Tech reports $25,500 net income and declares no dividends. At the end of 2021, the two companies report the following figures (stockholders’ equity accounts have been omitted):

What is the 2021 consolidated net income before allocation to the controlling and noncontrolling interests?

In 2021, assuming K-Tech has declared no dividends, what are the noncontrolling interest’s share of the subsidiary’s income and the ending balance of the noncontrolling interest in the subsidiary?

If you were the CEO of a U.S. MNC (multinational) and you wanted to expand into China, would you seek to
acquire a firm or to engage in a greenfield investment? Discuss the rationale for your decision. If you can - refer
to any article to support your decision.

In a pre-2009 business combination, Acme Company acquired all of Brem Company’s assets and liabilities for cash. After the combination, Acme formally dissolved Brem. At the acquisition date, the following book and fair values were available for the Brem Company accounts:

In addition, Acme paid an investment bank $30,900 cash for assistance in arranging the combination.

1. Using the legacy purchase method for pre-2009 business combinations, prepare Acme’s entry to record its acquisition of Brem in its accounting records assuming the following cash amounts of $651,900 and $446,300 were paid to the former owners of Brem.
2. How would these journal entries change if the acquisition occurred post-2009 and therefore Acme applied the acquisition method?

A founder owns 100% of their startup. They are offered an equity investment by a VC investor, accepts, and eventually, undergoes one more round of financing, with a new VC investor. The financing events are as follows: VC investor 1 steps in with $0.5 million at a pre-money value of $2 million; later, VC investor 2 contributes $3 million at a pre-money of $7 million; After the second round of investment, what is the worth in stock of the founder, of VC1, and of VC2? What percentage of the company does each own?

International Co. started 2018 with two assets: Cash of §26,000 (Stickles) and Land that originally cost §72,000 when acquired on April 4, 2015. On May 1, 2018, the company rendered services to a customer for §36,000, an amount immediately paid in cash. On October 1, 2018, the company incurred an operating expense of §22,000 that was immediately paid. No other transactions occurred during the year so an average exchange rate is not necessary. Currency exchange rates were as follows:

Assume International was a foreign subsidiary of a U.S. multinational company and the U.S. dollar was the functional currency of the subsidiary. Prepare a schedule of changes in the net monetary assets of Boerkian for the year 2018 and properly label the resulting gain or loss.

In April 2015, CEO Dan Price of Gravity Payments made a shocking announcement. Price, who is also founder and co-owner of Gravity, decided to cut his own salary by 93 percent, and then to use that money—along with a big chunk of corporate profits— to ensure that every single one of his employees makes a minimum of $70,000.1

The news was certainly welcomed by Gravity’s employees. (For the lowest-paid employees, the raise to $70k meant a doubling of their salaries.) And Price was widely applauded by commentators and on social media.

Price’s move was especially noteworthy in an era in which many CEOs have been criticized for accepting astronomically high levels of pay. In a 2015 article on executive compensation, Bloomberg.com reported,2 for example, that Elon Musk, the entrepreneurial CEO of Tesla Motors Inc., earned just over $100 million in 2014. But that’s far from the high end of executive compensation: The same article noted that Nicholas Woodman, CEO of GoPro Inc., had earned a whopping $285 million that year. Criticism of CEO pay has not focused solely on the absolute amount earned, but also on the ratio of CEO pay to what those CEOs’ employees are paid. According to the Bloomberg article, “The CEOs of 350 Standard & Poor’s 500 companies made 331 times more than their employees in 2013.”

Some people defend high levels of pay for CEOs, pointing out that the highest levels of compensation are achieved through stock options, which means that CEOs do well only when the value of the company’s stock goes up, a sign that the CEO is actually doing a good job. Others, however, are skeptical. As the Bloomberg article points out, “Stock options, once believed to align executives with shareholders because they appreciate when the stock price rises, are now derided for encouraging short-term financial engineering at the expense of long- term planning.” In other words, stock options encourage CEOs to find short-term ways to boost stock prices (such as reducing costs by cutting employees), even if those moves aren’t in the long-term interests of the company and its shareholders.

Let’s turn back to Price’s decision. Different people had different reactions to the decision. Some applauded it as a move toward justice or fairness in compensation. Others thought it was a savvy business move, aimed at producing better outcomes for Gravity Payments by motivating employees and gaining free publicity for the company. Still others thought it spoke well of Price’s character; to them, Price looked like what a good CEO ought to look like, in comparison to the greedy CEOs of so many other companies.

questions:

1. Do you think Dan Price is a hero? Why or why not?

2. Are there any further facts that you would want to know before making a judg- ment about this case?

3. GravityPaymentsisprivatelyownedbyDanPriceandhisbrother.IfGravitywere a publicly traded company with thousands of shareholders, would that change your view about the ethics of his decision? If so, in what way?

4. If you were an employee at Gravity Payments, already making $70,000, how would you feel about employees who made half what you make suddenly mak- ing the same amount as you?