Enviar búsqueda
Cargar
Williams07
•
Descargar como PPT, PDF
•
2 recomendaciones
•
860 vistas
Institute of Management Studies UOP
Seguir
Educación
Economía y finanzas
Empresariales
Vista de diapositivas
Denunciar
Compartir
Vista de diapositivas
Denunciar
Compartir
1 de 58
Descargar ahora
Recomendados
Williams03
Williams03
Institute of Management Studies UOP
Whbm03
Whbm03
Institute of Management Studies UOP
Whbm02
Whbm02
Institute of Management Studies UOP
Williams02
Williams02
Institute of Management Studies UOP
Whbm04
Whbm04
Institute of Management Studies UOP
4.4 The Rules for Revenues and Expenses
4.4 The Rules for Revenues and Expenses
VCE Accounting - Michael Allison
Adjusting entries 2
Adjusting entries 2
Amjad Kareem
21.7 The Budgeted Income Statement
21.7 The Budgeted Income Statement
VCE Accounting - Michael Allison
Recomendados
Williams03
Williams03
Institute of Management Studies UOP
Whbm03
Whbm03
Institute of Management Studies UOP
Whbm02
Whbm02
Institute of Management Studies UOP
Williams02
Williams02
Institute of Management Studies UOP
Whbm04
Whbm04
Institute of Management Studies UOP
4.4 The Rules for Revenues and Expenses
4.4 The Rules for Revenues and Expenses
VCE Accounting - Michael Allison
Adjusting entries 2
Adjusting entries 2
Amjad Kareem
21.7 The Budgeted Income Statement
21.7 The Budgeted Income Statement
VCE Accounting - Michael Allison
6.7 Theory of Control and Subsidiary accounts
6.7 Theory of Control and Subsidiary accounts
VCE Accounting - Michael Allison
21.9 The Budgeted Balance Sheet
21.9 The Budgeted Balance Sheet
VCE Accounting - Michael Allison
Adjusting entrieskaizer
Adjusting entrieskaizer
Erica Amaro
Uop acc 290 week 2 wiley plus 100% correct
Uop acc 290 week 2 wiley plus 100% correct
vernonlopezz
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
olivergeorg
The Accounting Cycle:Accruals and Deferrals
The Accounting Cycle:Accruals and Deferrals
Muhammad Unaib Aslam
21.5 Analysing a Budgeted Cash Flow Statement
21.5 Analysing a Budgeted Cash Flow Statement
VCE Accounting - Michael Allison
21.1 The need for Budgeting
21.1 The need for Budgeting
VCE Accounting - Michael Allison
21.3 Budgeting for debtor receipts
21.3 Budgeting for debtor receipts
VCE Accounting - Michael Allison
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
charlesangles123
Uop acc-290-week-2-wiley plus
Uop acc-290-week-2-wiley plus
avengershulk294
Adjusting entries 08022013
Adjusting entries 08022013
kennethcrisostomo
7.2 Format of the General Journal
7.2 Format of the General Journal
VCE Accounting - Michael Allison
4.8 Recording Drawings
4.8 Recording Drawings
VCE Accounting - Michael Allison
Kotler mm 13e_basic_03
Kotler mm 13e_basic_03
Institute of Management Studies UOP
Bettner.CV.3.24.16
Bettner.CV.3.24.16
Mark Bettner
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Huong Ha
Marketing assignment chapter 3
Marketing assignment chapter 3
roeltitomarcial
Scanning Natural Environment of HUL
Scanning Natural Environment of HUL
Himanshu Arora
Aug12 scanning the environment
Aug12 scanning the environment
Kanz Desh
How can marketers assess their return on investment of marketing expenditures?
How can marketers assess their return on investment of marketing expenditures?
Sameer Mathur
Gathering information and Scanning the environment
Gathering information and Scanning the environment
Free Talk 2 Other
Más contenido relacionado
La actualidad más candente
6.7 Theory of Control and Subsidiary accounts
6.7 Theory of Control and Subsidiary accounts
VCE Accounting - Michael Allison
21.9 The Budgeted Balance Sheet
21.9 The Budgeted Balance Sheet
VCE Accounting - Michael Allison
Adjusting entrieskaizer
Adjusting entrieskaizer
Erica Amaro
Uop acc 290 week 2 wiley plus 100% correct
Uop acc 290 week 2 wiley plus 100% correct
vernonlopezz
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
olivergeorg
The Accounting Cycle:Accruals and Deferrals
The Accounting Cycle:Accruals and Deferrals
Muhammad Unaib Aslam
21.5 Analysing a Budgeted Cash Flow Statement
21.5 Analysing a Budgeted Cash Flow Statement
VCE Accounting - Michael Allison
21.1 The need for Budgeting
21.1 The need for Budgeting
VCE Accounting - Michael Allison
21.3 Budgeting for debtor receipts
21.3 Budgeting for debtor receipts
VCE Accounting - Michael Allison
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
charlesangles123
Uop acc-290-week-2-wiley plus
Uop acc-290-week-2-wiley plus
avengershulk294
Adjusting entries 08022013
Adjusting entries 08022013
kennethcrisostomo
7.2 Format of the General Journal
7.2 Format of the General Journal
VCE Accounting - Michael Allison
4.8 Recording Drawings
4.8 Recording Drawings
VCE Accounting - Michael Allison
La actualidad más candente
(14)
6.7 Theory of Control and Subsidiary accounts
6.7 Theory of Control and Subsidiary accounts
21.9 The Budgeted Balance Sheet
21.9 The Budgeted Balance Sheet
Adjusting entrieskaizer
Adjusting entrieskaizer
Uop acc 290 week 2 wiley plus 100% correct
Uop acc 290 week 2 wiley plus 100% correct
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
The Accounting Cycle:Accruals and Deferrals
The Accounting Cycle:Accruals and Deferrals
21.5 Analysing a Budgeted Cash Flow Statement
21.5 Analysing a Budgeted Cash Flow Statement
21.1 The need for Budgeting
21.1 The need for Budgeting
21.3 Budgeting for debtor receipts
21.3 Budgeting for debtor receipts
Uop acc 290 week 2 wiley plus correct
Uop acc 290 week 2 wiley plus correct
Uop acc-290-week-2-wiley plus
Uop acc-290-week-2-wiley plus
Adjusting entries 08022013
Adjusting entries 08022013
7.2 Format of the General Journal
7.2 Format of the General Journal
4.8 Recording Drawings
4.8 Recording Drawings
Destacado
Kotler mm 13e_basic_03
Kotler mm 13e_basic_03
Institute of Management Studies UOP
Bettner.CV.3.24.16
Bettner.CV.3.24.16
Mark Bettner
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Huong Ha
Marketing assignment chapter 3
Marketing assignment chapter 3
roeltitomarcial
Scanning Natural Environment of HUL
Scanning Natural Environment of HUL
Himanshu Arora
Aug12 scanning the environment
Aug12 scanning the environment
Kanz Desh
How can marketers assess their return on investment of marketing expenditures?
How can marketers assess their return on investment of marketing expenditures?
Sameer Mathur
Gathering information and Scanning the environment
Gathering information and Scanning the environment
Free Talk 2 Other
Presentation on Environmental scanning
Presentation on Environmental scanning
Krishna SN
Whbm01
Whbm01
Institute of Management Studies UOP
What are some influential macroenvironment developments?
What are some influential macroenvironment developments?
Sameer Mathur
Conducting Marketing Research and Forecasting Demand
Conducting Marketing Research and Forecasting Demand
AIMS Education
Module 2 scanning the marketing environment
Module 2 scanning the marketing environment
JeVaughn Ferguson
Forecasting and demand measurement
Forecasting and demand measurement
ICFAI Business School
Ppt presentation on environmental scanning
Ppt presentation on environmental scanning
Sam Lorenz Abenoja
Forecasting & demand measurement
Forecasting & demand measurement
baroskhan
Measuring market demand
Measuring market demand
Vasantkumar Parakhiya
Chapter 4 Conducting Marketing Research and Forecasting Demand
Chapter 4 Conducting Marketing Research and Forecasting Demand
dona_sia
Environmental scanning
Environmental scanning
Rajesh kumar
Solution manual chapter 3 fap
Solution manual chapter 3 fap
Faiz Ahmed
Destacado
(20)
Kotler mm 13e_basic_03
Kotler mm 13e_basic_03
Bettner.CV.3.24.16
Bettner.CV.3.24.16
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Vii.a.2 Scanning Marketing Environment HHa McGraw-Hill
Marketing assignment chapter 3
Marketing assignment chapter 3
Scanning Natural Environment of HUL
Scanning Natural Environment of HUL
Aug12 scanning the environment
Aug12 scanning the environment
How can marketers assess their return on investment of marketing expenditures?
How can marketers assess their return on investment of marketing expenditures?
Gathering information and Scanning the environment
Gathering information and Scanning the environment
Presentation on Environmental scanning
Presentation on Environmental scanning
Whbm01
Whbm01
What are some influential macroenvironment developments?
What are some influential macroenvironment developments?
Conducting Marketing Research and Forecasting Demand
Conducting Marketing Research and Forecasting Demand
Module 2 scanning the marketing environment
Module 2 scanning the marketing environment
Forecasting and demand measurement
Forecasting and demand measurement
Ppt presentation on environmental scanning
Ppt presentation on environmental scanning
Forecasting & demand measurement
Forecasting & demand measurement
Measuring market demand
Measuring market demand
Chapter 4 Conducting Marketing Research and Forecasting Demand
Chapter 4 Conducting Marketing Research and Forecasting Demand
Environmental scanning
Environmental scanning
Solution manual chapter 3 fap
Solution manual chapter 3 fap
Similar a Williams07
Whbm07
Whbm07
Shakeel Ahmed
Whbm07
Whbm07
Zakir Abbas
Whbm07
Whbm07
PMAS UIIT Rawalpindi
Whbm13
Whbm13
PMAS UIIT Rawalpindi
Whbm13
Whbm13
Shakeel Ahmed
Print by Alfear HolmesACC557065VA016-1146-001 Financial Ac.docx
Print by Alfear HolmesACC557065VA016-1146-001 Financial Ac.docx
ChantellPantoja184
Financial Assets
Financial Assets
Muhammad Unaib Aslam
Financial Planning
Financial Planning
MhaiSun
Needles ch07
Needles ch07
Gopal Krishnan
Cash l
Cash l
Ggundegee
Chap006
Chap006
mselaoudiy
Ppt 01
Ppt 01
Foisal Uddin
Ppt 01
Ppt 01
Christian Esparagoza
Ppt 01
Ppt 01
H.M. SHAHADAT
Accounting principle
Accounting principle
adebit07
Assess of borrowers position through Cash Flow Analysis-IUB.ppt
Assess of borrowers position through Cash Flow Analysis-IUB.ppt
FaizanHussain87
Chapter 3
Chapter 3
farhana rahman
B-6.01 Review the following items and decide if each would be mor.docx
B-6.01 Review the following items and decide if each would be mor.docx
ikirkton
Accounting Cycle - Ledgers - Capturing accounting event
Accounting Cycle - Ledgers - Capturing accounting event
FaHaD .H. NooR
Chapter 09 ACCOUNTING FOR RECEIVABLES.ppt
Chapter 09 ACCOUNTING FOR RECEIVABLES.ppt
JemalSeid25
Similar a Williams07
(20)
Whbm07
Whbm07
Whbm07
Whbm07
Whbm07
Whbm07
Whbm13
Whbm13
Whbm13
Whbm13
Print by Alfear HolmesACC557065VA016-1146-001 Financial Ac.docx
Print by Alfear HolmesACC557065VA016-1146-001 Financial Ac.docx
Financial Assets
Financial Assets
Financial Planning
Financial Planning
Needles ch07
Needles ch07
Cash l
Cash l
Chap006
Chap006
Ppt 01
Ppt 01
Ppt 01
Ppt 01
Ppt 01
Ppt 01
Accounting principle
Accounting principle
Assess of borrowers position through Cash Flow Analysis-IUB.ppt
Assess of borrowers position through Cash Flow Analysis-IUB.ppt
Chapter 3
Chapter 3
B-6.01 Review the following items and decide if each would be mor.docx
B-6.01 Review the following items and decide if each would be mor.docx
Accounting Cycle - Ledgers - Capturing accounting event
Accounting Cycle - Ledgers - Capturing accounting event
Chapter 09 ACCOUNTING FOR RECEIVABLES.ppt
Chapter 09 ACCOUNTING FOR RECEIVABLES.ppt
Más de Institute of Management Studies UOP
Hashim Khan Marketing MBA Marketing
Hashim Khan Marketing MBA Marketing
Institute of Management Studies UOP
Swot analysis of the logistic at haier pakistan
Swot analysis of the logistic at haier pakistan
Institute of Management Studies UOP
Google Products Innovation
Google Products Innovation
Institute of Management Studies UOP
Operation Mgmt Lecture 3 by Yasir Anwar
Operation Mgmt Lecture 3 by Yasir Anwar
Institute of Management Studies UOP
2nd presentation the history and the study of the entrepreneurship in the his...
2nd presentation the history and the study of the entrepreneurship in the his...
Institute of Management Studies UOP
Baumol productive unproductive destructive
Baumol productive unproductive destructive
Institute of Management Studies UOP
Cost Accounting Chapter 10
Cost Accounting Chapter 10
Institute of Management Studies UOP
Cost Accounting Chapter 9
Cost Accounting Chapter 9
Institute of Management Studies UOP
Cost Accounting Chapter 8
Cost Accounting Chapter 8
Institute of Management Studies UOP
Managerial Economics Chap 3
Managerial Economics Chap 3
Institute of Management Studies UOP
Managerial Economics Chap 2
Managerial Economics Chap 2
Institute of Management Studies UOP
Managerial Economics Chap 1
Managerial Economics Chap 1
Institute of Management Studies UOP
Williams09
Williams09
Institute of Management Studies UOP
Brm 3
Brm 3
Institute of Management Studies UOP
Brm 2
Brm 2
Institute of Management Studies UOP
Brm 1
Brm 1
Institute of Management Studies UOP
Brm 3
Brm 3
Institute of Management Studies UOP
Logic & critical thinking (fallacies unit 3)
Logic & critical thinking (fallacies unit 3)
Institute of Management Studies UOP
Logic unit 1
Logic unit 1
Institute of Management Studies UOP
Excel.01
Excel.01
Institute of Management Studies UOP
Más de Institute of Management Studies UOP
(20)
Hashim Khan Marketing MBA Marketing
Hashim Khan Marketing MBA Marketing
Swot analysis of the logistic at haier pakistan
Swot analysis of the logistic at haier pakistan
Google Products Innovation
Google Products Innovation
Operation Mgmt Lecture 3 by Yasir Anwar
Operation Mgmt Lecture 3 by Yasir Anwar
2nd presentation the history and the study of the entrepreneurship in the his...
2nd presentation the history and the study of the entrepreneurship in the his...
Baumol productive unproductive destructive
Baumol productive unproductive destructive
Cost Accounting Chapter 10
Cost Accounting Chapter 10
Cost Accounting Chapter 9
Cost Accounting Chapter 9
Cost Accounting Chapter 8
Cost Accounting Chapter 8
Managerial Economics Chap 3
Managerial Economics Chap 3
Managerial Economics Chap 2
Managerial Economics Chap 2
Managerial Economics Chap 1
Managerial Economics Chap 1
Williams09
Williams09
Brm 3
Brm 3
Brm 2
Brm 2
Brm 1
Brm 1
Brm 3
Brm 3
Logic & critical thinking (fallacies unit 3)
Logic & critical thinking (fallacies unit 3)
Logic unit 1
Logic unit 1
Excel.01
Excel.01
Último
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
EduSkills OECD
Measures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SD
Thiyagu K
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communication
nomboosow
BAG TECHNIQUE Bag technique-a tool making use of public health bag through wh...
BAG TECHNIQUE Bag technique-a tool making use of public health bag through wh...
Sapna Thakur
Advance Mobile Application Development class 07
Advance Mobile Application Development class 07
Dr. Mazin Mohamed alkathiri
Beyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global Impact
PECB
Disha NEET Physics Guide for classes 11 and 12.pdf
Disha NEET Physics Guide for classes 11 and 12.pdf
chloefrazer622
Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)
eniolaolutunde
Separation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and Actinides
FatimaKhan178732
Ecosystem Interactions Class Discussion Presentation in Blue Green Lined Styl...
Ecosystem Interactions Class Discussion Presentation in Blue Green Lined Styl...
fonyou31
Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17
Celine George
APM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across Sectors
Association for Project Management
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Krashi Coaching
Activity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdf
ciinovamais
Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1
Maestría en Comunicación Digital Interactiva - UNR
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
iammrhaywood
Russian Call Girls in Andheri Airport Mumbai WhatsApp 9167673311 💞 Full Nigh...
Russian Call Girls in Andheri Airport Mumbai WhatsApp 9167673311 💞 Full Nigh...
Pooja Nehwal
mini mental status format.docx
mini mental status format.docx
PoojaSen20
social pharmacy d-pharm 1st year by Pragati K. Mahajan
social pharmacy d-pharm 1st year by Pragati K. Mahajan
pragatimahajan3
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
National Information Standards Organization (NISO)
Último
(20)
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Measures of Dispersion and Variability: Range, QD, AD and SD
Measures of Dispersion and Variability: Range, QD, AD and SD
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communication
BAG TECHNIQUE Bag technique-a tool making use of public health bag through wh...
BAG TECHNIQUE Bag technique-a tool making use of public health bag through wh...
Advance Mobile Application Development class 07
Advance Mobile Application Development class 07
Beyond the EU: DORA and NIS 2 Directive's Global Impact
Beyond the EU: DORA and NIS 2 Directive's Global Impact
Disha NEET Physics Guide for classes 11 and 12.pdf
Disha NEET Physics Guide for classes 11 and 12.pdf
Software Engineering Methodologies (overview)
Software Engineering Methodologies (overview)
Separation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and Actinides
Ecosystem Interactions Class Discussion Presentation in Blue Green Lined Styl...
Ecosystem Interactions Class Discussion Presentation in Blue Green Lined Styl...
Advanced Views - Calendar View in Odoo 17
Advanced Views - Calendar View in Odoo 17
APM Welcome, APM North West Network Conference, Synergies Across Sectors
APM Welcome, APM North West Network Conference, Synergies Across Sectors
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Kisan Call Centre - To harness potential of ICT in Agriculture by answer farm...
Activity 01 - Artificial Culture (1).pdf
Activity 01 - Artificial Culture (1).pdf
Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
SOCIAL AND HISTORICAL CONTEXT - LFTVD.pptx
Russian Call Girls in Andheri Airport Mumbai WhatsApp 9167673311 💞 Full Nigh...
Russian Call Girls in Andheri Airport Mumbai WhatsApp 9167673311 💞 Full Nigh...
mini mental status format.docx
mini mental status format.docx
social pharmacy d-pharm 1st year by Pragati K. Mahajan
social pharmacy d-pharm 1st year by Pragati K. Mahajan
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
Mattingly "AI & Prompt Design: Structured Data, Assistants, & RAG"
Williams07
1.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-1 FINANCIAL ASSETSChapter 7
2.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-2 How Much Cash Should a Business Have? How Much Cash Should a Business Have? $ Every business needs enough cash to pay its bills!
3.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-3 How Much Cash Should a Business Have? How Much Cash Should a Business Have? Cash Short-term Investments Receivables Financial Assets
4.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-4 How Much Cash Should a Business Have? How Much Cash Should a Business Have? Accounts receivable Marketable securities Cash (and cash equivalents) Collections from customers Cash payments “Excess” cash is invested temporarily. Investments are sold as cash is needed.
5.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-5 The Valuation of Financial AssetsThe Valuation of Financial Assets Type of Financial Asset Basis for Valuation in the Balance Sheet Cash (and cash equivalents) Face amount Short-term investments (marketable securities) Current market value Receivables Net realizable value Estimated collectible amountEstimated collectible amount
6.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-6 CashCash Coins and paper money Checks Money orders Travelers’ checks Bank credit card sales Cash is defined as any deposit banks will accept.
7.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-7 Combined with cash on balance sheet Reporting Cash in the Balance Sheet Reporting Cash in the Balance Sheet Liquid short- term investments Stable market values Matures within 90 days of acquisition Cash Equivalents
8.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-8 Not available for paying current liabilities Reporting Cash in the Balance Sheet Reporting Cash in the Balance Sheet Not a current asset Listed as an investment “Restricted” Cash
9.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-9 Bank agrees in advance to lend money. Reporting Cash in the Balance Sheet Reporting Cash in the Balance Sheet Liability is incurred when line of credit is used. Unused line of credit is disclosed in notes. Lines of Credit
10.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-10 The Statement of Cash FlowsThe Statement of Cash Flows Summarizes cash transactions for an accounting period. Statement of Cash Flows Includes cash and cash equivalents.
11.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-11 Cash ManagementCash Management Accurately account for cash. Prevent theft and fraud. Assure the availability of adequate amounts of cash. Avoid unnecessarily large amounts of idle cash. Accurately account for cash. Prevent theft and fraud. Assure the availability of adequate amounts of cash. Avoid unnecessarily large amounts of idle cash.
12.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-12 Using Excess Cash Balances Efficiently Using Excess Cash Balances Efficiently Cash available for long-term investment may be used to finance growth and expansion of the business, or to repay debt. Cash not needed for business purposes should be distributed to the company’s stockholders.
13.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-13 Internal Control Over Cash Segregate authorization, custody and recording of cash. Prepare a cash budget. Prepare a control listing of cash receipts. Require daily deposits. Make all payments by check. Verify every expenditure before payment. Promptly reconcile bank statements. Internal Control Over Cash Segregate authorization, custody and recording of cash. Prepare a cash budget. Prepare a control listing of cash receipts. Require daily deposits. Make all payments by check. Verify every expenditure before payment. Promptly reconcile bank statements.
14.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-14 Cash Over and ShortCash Over and Short Cash Over and Short is debited for shortages and credited for overages. Cash Over and Short is debited for shortages and credited for overages. On May 5, XBAR, Inc.’s cash drawer was counted and found to be $10 over.
15.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-15 Bank StatementsBank Statements Shows the beginning bank balance, deposits made, checks paid, other debits and credits during the month, and the ending bank balance. Bank Statement
16.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-16 Reconciling the Bank StatementReconciling the Bank Statement Explains the difference between cash reported on bank statement and cash balance in depositor’s accounting records. Provides information for reconciling journal entries.
17.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-17 Reconciling the Bank StatementReconciling the Bank Statement Balance per Bank + Deposits in Transit - Outstanding Checks ± Bank Errors = Adjusted Balance Balance per Depositor + Deposits by Bank (credit memos) - Service Charge - NSF Checks ± Book Errors = Adjusted Balance
18.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-18 Reconciling the Bank StatementReconciling the Bank Statement All reconciling items on the book side require an adjusting entry to the cash account. Balance per Depositor + Deposits by Bank (credit memos) - Service Charge - NSF Checks ± Book Errors = Adjusted Balance
19.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-19 Reconciling the Bank Statement Example Reconciling the Bank Statement Example Prepare a July 31 bank reconciliation statement and the resulting journal entries for the Simmons Company. The July 31 bank statement indicated a cash balance of $9,610, while the cash ledger account on that date shows a balance of $7,430. Additional information necessary for the reconciliation is shown on the next page.
20.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-20 Outstanding checks totaled $2,417. A $500 check mailed to the bank for deposit had not reached the bank at the statement date. The bank returned a customer’s NSF check for $225 received as payment of an account receivable. The bank statement showed $30 interest earned on the bank balance for the month of July. Check 781 for supplies cleared the bank for $268 but was erroneously recorded in our books as $240. A $486 deposit by Acme Company was erroneously credited to our account by the bank. Outstanding checks totaled $2,417. A $500 check mailed to the bank for deposit had not reached the bank at the statement date. The bank returned a customer’s NSF check for $225 received as payment of an account receivable. The bank statement showed $30 interest earned on the bank balance for the month of July. Check 781 for supplies cleared the bank for $268 but was erroneously recorded in our books as $240. A $486 deposit by Acme Company was erroneously credited to our account by the bank.
21.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-21 Reconciling the Bank Statement Example Reconciling the Bank Statement Example Reconciling the Bank Statement Example Reconciling the Bank Statement Example Balance per bank statement, July 31 9,610$ Additions: Deposit in transit 500 Deductions: Bank error 486$ Outstanding checks 2,417 2,903 Adjusted cash balance 7,207$ Balance per depositor's records, July 31 7,430$ Additions: Interest 30 Deductions: Recording error 28$ NSF check 225 253 Adjusted cash balance 7,207$
22.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-22 Reconciling the Bank Statement Example Reconciling the Bank Statement Example GENERAL JOURNAL Date Account Titles and Explanation P R Debit Credit Jul 31 Cash 30 Interest Revenue 30 31 Supplies Inventory 28 Accounts Receivable 225 Cash 253
23.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-23 Used for minor expenditures. Petty Cash FundsPetty Cash Funds Has one custodian. Replenished periodically. Petty Cash Funds
24.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-24 Short-Term InvestmentsShort-Term Investments Bond Investments Capital Stock Investments Current Assets Almost As Liquid As Cash Readily Marketable Marketable Securities are . . .
25.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-25 Mark-to-Market: A Principle of Asset Valuation Mark-to-Market: A Principle of Asset Valuation Short-term investments in marketable securities appear on the balance sheet at their current market value as of the balance sheet date. Classification Management's Intent Treatment of Unrealized Holding Gains and Losses Available-for- sale securities Held for short-term resale (often 6 to 18 months) Reported in stockholders' equity section of the balance sheet Trading securities Held for immediate resale (often within hours or days) Reported in "other" revenue (expense) section of the income statement Held to maturity securities Debt securities intended to be held until they mature Reported in stockholders' equity section of the balance sheet
26.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-26 Let’s turn our attention to accounts receivable.
27.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-27 Uncollectible AccountsUncollectible Accounts If a company makes credit sales to customers, some accounts inevitably will turn out to be uncollectible. If a company makes credit sales to customers, some accounts inevitably will turn out to be uncollectible. PAST DUE
28.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-28 Reflecting Uncollectible Accounts in the Financial Statements Reflecting Uncollectible Accounts in the Financial Statements At the end of each period, record an estimate of the uncollectible accounts. At the end of each period, record an estimate of the uncollectible accounts. Contra-asset accountContra-asset accountSelling expenseSelling expense
29.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-29 The Allowance for Doubtful Accounts The Allowance for Doubtful Accounts Accounts receivable Less: Allowance for doubtful accounts Net realizable value of accounts receivable The net realizable value is the amount of accounts receivable that the business expects to collect.
30.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-30 Writing Off an Uncollectible Account Receivable Writing Off an Uncollectible Account Receivable When an account is determined to be uncollectible, it no longer qualifies as an asset and should be written off. When an account is determined to be uncollectible, it no longer qualifies as an asset and should be written off.
31.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-31 Writing Off an Uncollectible Account Receivable Writing Off an Uncollectible Account Receivable Assume that on January 5, K-Max determined that Jason Clark would not pay the $500 he owes. K-Max would make the following entry.
32.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-32 Writing Off an Uncollectible Account Receivable Writing Off an Uncollectible Account Receivable Assume that before this entry, the Accounts Receivable balance was $10,000 and the Allowance for Doubtful Accounts balance was $2,500. Let’s see what effect the write-off had on these accounts.
33.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-33 Writing Off an Uncollectible Account Receivable Writing Off an Uncollectible Account Receivable Before Write-Off After Write-Off Accounts receivable 10,000$ 9,500$ Less: Allow. for doubtful accts. 2,500 2,000 Net realizable value 7,500$ 7,500$ Notice that the $500 write-off did not change the net realizable value nor did it affect any income statement accounts.
34.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-34 Recovery of an Account Receivable Previously Written Off Recovery of an Account Receivable Previously Written Off GENERAL JOURNAL Date Account Titles and Explanation P R Debit Credit Accounts Receivable (X Customer) $$$$ Allowance for Doubtful Accounts $$$$ Cash $$$$ Accounts Receivable (X Customer) $$$$ Subsequent collections require that the original write-off entry be reversed before the cash collection is recorded. Subsequent collections require that the original write-off entry be reversed before the cash collection is recorded.
35.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-35 Monthly Estimates of Credit LossesMonthly Estimates of Credit Losses At the end of each month, management should estimate the probable amount of uncollectible accounts and adjust the Allowance for Doubtful Accounts to this new estimate. At the end of each month, management should estimate the probable amount of uncollectible accounts and adjust the Allowance for Doubtful Accounts to this new estimate.
36.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-36 At December 31, 2005, MusicLand’s accounting records indicate the following: Accounts Receivable = $50,000 Allowance for Doubtful Accounts = $200 (credit) Past experience suggests that 5% of receivables are uncollectible. What is MusicLand’s Uncollectible Accounts Expense for 2005? At December 31, 2005, MusicLand’s accounting records indicate the following: Accounts Receivable = $50,000 Allowance for Doubtful Accounts = $200 (credit) Past experience suggests that 5% of receivables are uncollectible. What is MusicLand’s Uncollectible Accounts Expense for 2005? Monthly Estimates of Credit Losses Example Monthly Estimates of Credit Losses Example
37.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-37 Desired balance in Allowance for Doubtful Accounts. Monthly Estimates of Credit Losses Example Monthly Estimates of Credit Losses Example
38.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-38 Let’s look at another way to estimate the uncollectible accounts! Let’s look at another way to estimate the uncollectible accounts!
39.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-39 Estimating Credit Losses — The “Balance Sheet” Approach Estimating Credit Losses — The “Balance Sheet” Approach Year-end Accounts Receivable is broken down into age classifications. Year-end Accounts Receivable is broken down into age classifications. Each age grouping has a different likelihood of being uncollectible. Each age grouping has a different likelihood of being uncollectible. Compute a separate allowance for each age grouping. Compute a separate allowance for each age grouping.
40.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-40 Estimating Credit Losses — The “Balance Sheet” Approach Estimating Credit Losses — The “Balance Sheet” Approach At December 31, 2005, the receivables for EastCo, Inc. were categorized as follows:
41.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-41 Estimating Credit Losses — The “Balance Sheet” Approach Estimating Credit Losses — The “Balance Sheet” Approach At December 31, 2005, the receivables for EastCo, Inc. were categorized as follows:
42.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-42 Estimating Credit Losses — The “Balance Sheet” Approach Estimating Credit Losses — The “Balance Sheet” Approach At December 31, 2005, the receivables for EastCo, Inc. were categorized as follows:
43.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-43 EastCo’s unadjusted balance in the allowance account is $500. Per the previous computation, the desired balance is $1,350. EastCo’s unadjusted balance in the allowance account is $500. Per the previous computation, the desired balance is $1,350. Estimating Credit Losses — The “Balance Sheet” Approach Estimating Credit Losses — The “Balance Sheet” Approach
44.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-44 Guess What! There is another alternative to estimate the uncollectible accounts! Guess What! There is another alternative to estimate the uncollectible accounts!
45.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-45 An Alternative Approach to Estimating Credit Losses An Alternative Approach to Estimating Credit Losses Uncollectible accounts’ percentage is based on actual uncollectible accounts from prior years’ credit sales. Focus is on determining the amount to record on the income statement as Uncollectible Accounts Expense.
46.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-46 An Alternative Approach to Estimating Credit Losses An Alternative Approach to Estimating Credit Losses Net Credit Sales × % Estimated Uncollectible Amount of Journal Entry
47.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-47 An Alternative Approach to Estimating Credit Losses An Alternative Approach to Estimating Credit Losses In 2005, EastCo had credit sales of $60,000. Historically, 1% of EastCo’s accounts have been uncollectible. For 2005, the estimate of uncollectible accounts expense is $600. ($60,000 × .01 = $600) Now, prepare the adjusting entry for December 31, 2005.
48.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-48 An Alternative Approach to Estimating Credit Losses An Alternative Approach to Estimating Credit Losses
49.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-49 Uncollectible Accounts Summary Uncollectible Accounts Summary % of Receivables% of Receivables Emphasis on Realizable Value Emphasis on Realizable Value Accts. Rec. All. for Doubtful Accts. Balance Sheet Focus Balance Sheet Focus Aging of Receivables Aging of Receivables Emphasis on Realizable Value Emphasis on Realizable Value Accts. Rec. All. for Doubtful Accts. Balance Sheet Focus Balance Sheet Focus % of Sales% of Sales Emphasis on Matching Emphasis on Matching Sales Uncoll. Accts. Exp. Income Statement Focus Income Statement Focus
50.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-50 Direct Write-Off MethodDirect Write-Off Method This method makes no attempt to match revenue with the expense of uncollectible accounts.
51.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-51 Income Tax Regulations and Financial Reporting Income Tax Regulations and Financial Reporting Direct write-off method required to calculate taxable income. Taxable Income Financial Statement Income GAAP GAAP GAAP GAAP Allowance methods better match expenses with revenues.
52.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-52 Internal Controls for ReceivableInternal Controls for Receivable Separate the following duties: Maintenance of the accounts receivable subsidiary ledger. Custody of cash receipts. Authorization of accounts receivable write- offs. Maintenance of the accounts receivable subsidiary ledger. Custody of cash receipts. Authorization of accounts receivable write- offs.
53.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-53 Management of Accounts Receivable Management of Accounts Receivable Credit Terms Minimize Accounts Receivable Extending credit encourages customers to buy from us . . . . . . but it ties up resources in accounts receivable.
54.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-54 Ways to Minimize Amounts in Accounts Receivable Ways to Minimize Amounts in Accounts Receivable Selling Accounts Receivable Credit Card Sales
55.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-55 Financial AnalysisFinancial Analysis Accounts Receivable Turnover Ratio This ratio provides useful information for evaluating how efficient management has been in granting credit to produce revenue. Accounts Receivable Turnover Ratio This ratio provides useful information for evaluating how efficient management has been in granting credit to produce revenue. Net Sales Average Accounts Receivable
56.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-56 Financial AnalysisFinancial Analysis Avg. Number of Days to Collect A/R This ratio helps judge the liquidity of a company’s accounts receivable. Avg. Number of Days to Collect A/R This ratio helps judge the liquidity of a company’s accounts receivable. Days in Year Accounts Receivable Turnover Ratio
57.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-57 Concentration of Credit RiskConcentration of Credit Risk A concentration of credit risk exists when many of a business’s credit customers can be affected in a similar manner by certain changes in economic conditions. A concentration of credit risk exists when many of a business’s credit customers can be affected in a similar manner by certain changes in economic conditions. The FASB requires companies to disclose all significant concentrations of credit risk in the notes to the financial statements to assist users in evaluating the extent of a company’s vulnerability to credit losses stemming from changes in specific economic conditions. The FASB requires companies to disclose all significant concentrations of credit risk in the notes to the financial statements to assist users in evaluating the extent of a company’s vulnerability to credit losses stemming from changes in specific economic conditions.
58.
© The McGraw-Hill
Companies, Inc., 2003McGraw-Hill/Irwin Slide 7-58 End of Chapter 7End of Chapter 7
Descargar ahora