会计学原理英文教案AccountingforMerchandisingOperations
Accounting会计学教程与案例讲义中英文对照Ch04第四章
2
The Account
Device used for calculating net change Simplest form is T-account. Increases listed on one side; decreases listed on other side. Balanced periodically. 用于计算净变化的设备 最简单的形式是丁字式帐户。 在一边的增加;减少在其他方面的上市。 定期平衡。
4-12
要真正理解“借”“贷”的含义，必须了解借贷 记账法账户的结构。 （二）借贷记账法的账户结构 账户的基本结构和资金变动方向的两种情况（增 加和减少）相适应，分为两部份，左边用“借”表 示，称为借方；右边用“贷”表示，称为贷方。 究竟哪一部分记增加，哪一部分记减少，要根据 账户的性质确定。 对于资产、负债、所有者权益账户，借贷
不同的部分形成了记账符号。 记账符号表示将经济业务记入账户的方向。“借” 表示记入账户的左边；“贷”表示记入账户的右边。 而账户的方向又和“增加”，“减少”相联系。 将一项资产记入“借”方，表示资产增加；记入“贷” 方，表示资产的减少。 “借”“贷”作为单纯的记账符号已经失去了其文字本 身的含义，即不能按汉语词典对“借”“贷”的解释来 理解作为记账符号的“借”“贷”的含义。
Chapter 4 Accounting Records and Systems 会计记录和系统
1
Why learn basic record keeping procedures? 为什么要学习基本的记录保存程 序?
Accounting
is best learned by doing. Debit-credit mechanism provides an analytical framework. 会计是最好的学习方法。 债务信用机制提供了一个分析框架。
会计学原理23版 英文版教学书册Wild FAP 23e Ch24 IRM
CHAPTER 24 PERFORMANCE MEASUREMENT AND RESPONSIBILITY ACCOUNTING*See additional information on next page that pertains to these quick studies, exercises and problems. SP refers to the Serial ProblemES refers to Excel SimulationsAdditional Information on Related Assignment MaterialConnectA vailable on the instructor’s course-specific website) repeats all numerical Quick Studies, all Exercises and Problems Set A. Connect also provides algorithmic versions for Quick Study, Exercises and Problems. It allows instructors to monitor, promote, and assess student learning. It can be used in practice, homework, or exam mode.Connect InsightThe first and only analytics tool of its kind, Connect Insight is a series of visual data displays that are each framed by an intuitive question and provide at-a-glance information regarding how an instructor’s class is performing. Connect Insight is available through Connect titles.The Serial Problem (SP) for Success Systems continues in this chapter.General LedgerAssignable within Connect, General Ledger (GL) problems offer students the ability to see how transactions post from the general journal all the way through the financial statements. Critical thinking and analysis components are added to each GL problem to ensure understanding of the entire process. GL problems are auto-graded and provide instant feedback to the student.Excel SimulationsAssignable within Connect, Excel Simulations allow students to practice their Excel skills—such as basic formulas and formatting—within the context of accounting. These questions feature animated, narrated Help and Show Me tutorials (when enabled). Excel Simulations are auto-graded and provide instant feedback to the student. Synopsis of Chapter RevisionsNEW opener—Ministry of Supply and entrepreneurial assignment.Reorganized chapter.Revised discussion of performance evaluation and decentralization.Revised discussion of Kraft Heinz responsibility centers.Revised exhibit on responsibility accounting.Revised discussion of responsibility accounting reports.Added NTKs on responsibility accounting, cost allocations, and balanced scorecard.Revised discussion of indirect expense allocations.New exhibit and discussion of general model of expense allocation.New exhibit on common allocation bases for indirect expenses.Revised discussion of preparing departmental income.New exhibit and formula for computing departmental income.Added short section on transfer pricing to the chapter.New Sustainability section with discussion of General Mills, Target and performance reporting, and Ministry of Supply example.Chapter OutlineNotes I.Responsibility AccountingA. Performance Evaluationrge companies are easier to manage if divided into smallerunits called divisions, segments, or departments.2.In decentralized organizations, decisions are made by unitmanagers rather than top management.3.In responsibility accounting, unit managers are evaluated onlyon what they are responsible for.4.The methods of performance evaluation vary for cost centers,profit centers and investment centers.a.Cost center−incurs cost or expenses without directlygenerating revenues (e.g. manufacturing department andservice department).b.Profit center−incurs costs and generates revenues (e.g.product centers).c.Investment center−incurs costs, generates revenues and isresponsible for effectively using center assets.5.Basis for evaluating performance:a.Cost center managers are evaluated on their success incontrolling costs compared to budgeted costs. Profit center:ability to generate more revenue than expenses.b.Profit center managers are evaluated on their success ingenerating income.c.Investment center managers are evaluated on their use ofinvestment-center assets to generate income.II.Controllable versus Uncontrollable CostsA.Controllable Costs -1.Those which a manager has the power to determine or at leastsignificantly affect the amount incurred.B. Uncontrollable costs –1.Are not within the manager’s control.2. A manager’s performance is evaluated using responsibilityreports that describe the department’s activities in terms ofcontrollable costs3.Distinguishing between controllable and uncontrollable costsdepends on the particular manager and the time period underanalysis.4.All costs are controllable at some level of management if the timeperiod is sufficiently long;5.Good judgment is required when identifying controllable costs.Chapter OutlineNotesC.Responsibility Accounting Performance Report1.Reports actual expenses that a manager is responsible for andtheir budgeted amounts.a.Management’s analysis of differences between actual andbudget often results in corrective actions.ed by upper management to evaluate effectiveness oflower-level managers in controlling costs.c.Recognizes that control over costs and expenses belongs toseveral layers of management.2.Responsibility Accounting Reporta.Provide relevant information for each management level.b.At lower levels, managers have limited responsibilities andtherefore fewer controllable costs.c.Responsibility and control broaden for higher-levelmanagers.III.Profit CentersA.The responsibility report focuses on how well each departmentcontrolled costs and generated revenues.B.The departmental income statement is a common way to reportprofit center performance.C.When computing department profits, two key accounting challengesinvolve allocating expenses:1.How to allocate indirect expenses, such as rent and utilities whichbenefit several departments.2.How to allocate service department expenses, such as payroll orpurchasing, that perform services that benefit severaldepartments.D.Direct and Indirect Expenses1.Direct Expenses are readily traced to a department.a.Incurred for sole benefit of that one department; no allocationrequired.b.Often, but not always, controllable costs.2.Indirect Expenses are incurred for joint benefit of more than onedepartment; can’t be readily traced to just one department.a.Allocated across departments benefiting from them.b.Ideally allocated using a cause-effect relation or, if cause-effect relation cannot be identified, allocated on a basisapproximating the benefit received by each department.c.Typically considered uncontrollable costs.Chapter OutlineNotesE.General Model – indirect and service department expenses areallocated across departments benefiting from them. Allocated using acause-effect relation. Sometimes hard to identify.1.Allocated Cost = Total Cost to Allocate x Percentage ofAllocation Base Used.F.Allocating Indirect Expenses – allocation bases vary acrossdepartments and organizations. Managers must use careful judgmentin developing allocation bases. Commonly used allocation bases:1.Wages and salaries –allocated using relative amount of hoursworked in each department.2.Rent and Utilities allocated based on portion of floor spaceoccupied. More valuable location may charge department higherrate.3.Advertising – allocated using a percentage of total sales.4.Depreciation – allocated using hours of depreciable asset used.G.Service Department expenses –provide support to an organization’soperating departments. Common allocation bases:1.Office, personnel, and payroll expenses – allocated based onnumber of employees in each department.2.Purchasing costs – allocated based on dollar amount of purchasesor number of purchase orders processed.3.Maintenance expenses – allocated based on square footage.H.Departmental Income Statements1.Departmental income is computed using the following formula:Departmental income = Dept. sales – Dept. direct expenses –Allocated indirect expenses – Allocated service dept. expenses.2.Four Steps for allocating costs and preparing departmentalincome statements:a.Step one – accumulate revenues and direct and indirectexpenses by department. Involves collecting the necessarydata from general company and departmental accounts.i.Direct and indirect expenses include salaries, depreciationand supplies expenses.b.Step two – allocate indirect expenses across both service andoperating departments.i. Uses a departmental expense allocation spreadsheetshown in Exhibit 24.10.ii.After selecting allocation bases, indirect expenses arerecorded in company accounts and allocated to bothoperating and service departments.Chapter OutlineNotesc.Step three – allocate service department expenses tooperating departments using a departmental expenseallocation spreadsheet. After service department costs areallocated, no expenses remain in the service departments.d.Step four – prepare departmental income statements using thedepartmental expense allocation spreadsheet.i. Actual service department expenses are compared withbudgeted amounts to help assess cost center performance.ii.Amounts in the operating department columns are used toprepare departmental income statements. (Exhibit 24.15)I.Departmental Contribution to Overhead (see Exhibit 24.12)1.Departmental income statements not always best for evaluatingeach profit center’s performance especially when indirectexpenses are a large portion of total expenses.2.Evaluate using departmental contributions to overhead a reportof the amount of sales less direct expenses.3.Behavioral Aspects of Departmental Performance Reports –a.Indirect expenses are typically uncontrollable, so a better wayto evaluate is using departmental contribution to overhead.b.Including indirect expenses in department manager’sperformance evaluation can lead to the manager being morecareful in using service departments.c.Some companies allocate budgeted service department costsso operating departments are not held responsible forexcessive costs from service departments.IV.Investment CenterA.Financial Performance Evaluation Measures include:1.Return on investment, return on assets, computed as investmentcenter income / by investment center average invested assets.2.Residual income – Expressed in dollars. Encourages divisionmanagers to accept all opportunities that return more than targetincome. Computed as investment center income – targetinvestment center income.3.Profit margin and investment turnover – split return oninvestment into two measures – profit margin and investmentturnover.a.Profit margin measures income earned per dollar of salescomputed as investment center income divided by investmentcenter sales. Usually use income before tax. Expressed as apercent.b.Investment turnover measures how efficiently an investmentcenter generates sales from its invested assets. Calculated asinvestment center sales divided by investment center averageassets. Expressed as the number of times assets wereconverted into sales.Chapter OutlineNotes4.Nonfinancial Performance Evaluation Measures –using solelyfinancial measures has limitations. Companies can considernonfinancial measures to help in evaluating division manager’sperformance.5.Balanced Scorecard: system of performance measures,including nonfinancial measures used to assess company anddivision manager performance. Requires managers to think oftheir company from four perspectives.a.Customer: what do they think of us?b.Internal process: which of our operations are critical?c.Innovation and learning: how can we improve?d.Financial: what do our owners think of us?V.Decision Analysis Cycle Time and Cycle EfficiencyA.As lean manufacturing practices help companies move toward justin time manufacturing it is important for companies to reduce thetime it takes to manufacture its products and improve efficiency.1.Cycle time measures the time element which describes the timeit takes to produce a product or service.Cycle time = Process + Inspection + Move + WaitTime Time Time Timea.Process time is considered value-added time – it is the onlyactivity in cycle time that adds value to the product from thecustomer’s perspective. The other three activities areconsidered non-value-added time: they add no value to thecustomer.2.Cycle Efficiency measures production efficiency. It is the ratioof value added time to total cycle time.Cycle Efficiency = Value added timecycle timea.If the cycle efficiency is low, the company should evaluatethe production process to see if it can identify ways toreduce the non-value added activities.VI.Appendix 24A – Cost Allocations uses the general model of costallocation to show how the cost allocations in Exhibits 24.10 and 24.11for A-1 Hardware. Rent expense, utilities expense, advertising expenseand insurance expense are allocated first. Then, the two servicedepartment’s expenses are allocated to the three operating departments.Chapter OutlineNotes VII.Appendix 24B – Transfer PricingThe price used to record transfers between divisions in the samecompany is called a transfer price. Can be used in cost, profit andinvestment centers.A.If there is no excess capacity, the internal supplier will not accept atransfer price less than the market price. This is called market basedtransfer pricing.B.If there is excess capacity, the internal supplier should accept a pricebetween the costs to manufacturer the part and the market price.This is called cost based transfer pricing.C.Other issues to consider in determining transfer prices include:1.Market price may not exist2.Cost controls3.Division managers’ negotiation4.Nonfinancial factors to consider include: quality control,reduced lead times and impact on employee morale.III.Appendix 24C – Joint CostsA.Joint Costs−the costs incurred to produce or purchase two or moreproducts at the same time; similar to indirect expense in that it’sshared across more than one cost object.1.Ignored when deciding to sell product as is or process further.2.Allocated to different products produced from it when total costof each product must be estimated (e.g., preparation of GAAPfinancial statements).3.Allocation basesa.Physical basis−allocates joint costs using physicalcharacteristics such as ratio of pounds, cubic feet or gallonsof each joint product to the total pounds, cubic feet orgallons of all joint products flowing from the cost; does notreflect the extra value flowing into some products or theinferior value flowing into others. Not the preferred method.b.Value basis−allocates joint cost in proportion to the salesvalue of the output produced by the process at the “split-offpoint”.Chapter 24 Alternate Demo ProblemJack and Susan Roberts own a farm that produces potatoes. Based on a review of the income statement shown below, Jack remarked that they should have fed the No. 3 potatoes to the pigs; then they would have avoided the loss from the sale of the those potatoes.JACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxResults by GradeSales by grades:No. 1, 300,000 lbs. $0.045 per lb.No. 2, 500,000 lbs. $0.04 per lb.No. 3, 200,000 lbs. $0.03 per lb.CombinedCosts:Land preparation, seed,planting,cultivating @ $0.01422 per lb.Harvesting, sorting, grading@ $0.01185 per lb.Marketing @ $0.00415 per lb.Total costsNet income (or loss)Jack and Susan divided their costs among the grades on a per pound basis, because their records do not show cost per grade. However, their records did show that $4,020 of the $4,150 of marketing costs represented the cost of placing the No. 1 and No. 2 potatoes in bags and hauling them to the warehouse of the produce buyer. Bagging and hauling costs were the same for both grades. The remaining $130 represented the cost of loading the No.3 potatoes into the trucks of the potato starch factory that bought these potatoes in bulk and picked them up at the farm.Required:Prepare an income statement that will better show the results of producing and marketing the each of the grades of potatoes.Chapter 24 Alternate Demo Problem: SolutionJACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxRevenue from sales:Costs:Land preparation, seed,planting, cultivatingHarvesting, sorting, gradingMarketingTotal costsNet incomeCOST ALLOCATIONSLand preparation, seed, planting, andcultivating:No. 1: $13,500 / $39,500 x $14,220 = No. 2: $20,000 / $39,500 x $14,220 = No. 3: $ 6,000 / $39,500 x $14,220 = $ 4,8607,2002,160 $14,220Harvesting, sorting, and grading:No. 1: $13,500 / $39,500 x $11,850 = No. 2: $20,000 / $39,500 x $11,850 = No. 3: $ 6,000 / $39,500 x $11,850 = $ 4,0506,0001,800 $11,850Marketing:No. 1: $13,500 / $33,500 x $4,020 = No. 2: $20,000 / $33,500 x $4,020 = $1,620 2,400Subtotal bagging and hauling costs 4,020 No. 3: Loading costs 130$4,150。
会计英语备课教案
会计英语备课教案《会计英语》备课教案Unit OneI. Preview Q:What is accounting?Is it different with bookkeeping？II. Language Points:1. Accounting: 会计，会计学 Accountancy: 英国⽤词，与accounting词义相同Accountant: 会计员，会计师 Account: 账户，会计科⽬Oxford Dictionary of Accounting: The process of identifying, measuring, recording, and communicating economic transactions. Measurement is normally made in monetary terms.Textbook: Accounting is an information system necessitated by the great complexity of modern business.会计是由于现代企业的巨⼤复杂性⽽成为必要的信息系统Textbook: Accounting is often described as an information system. It isthe system that measures business activities, processesinformation into reports and communicates these findings todecision makersDong Cai Textbook: Accounting is a process of recording, classifying, summarizing, and interpreting of those business activities that can be expressed in monetary terms. 2．Specialize: 专门研究 n. Specialist: 专家3．Qualified: adj.1) Having the appropriate qualifications for an office, a position, or a task. 有资格的Are you qualified to doctor? 你有资格当医⽣吗？2) Limited, restricted, or modified 有限的，受限制的，有条件的She gave qualified agreement. 她表⽰有条件的同意。
会计学原理英文ppt课件Chapter_05Accounting for Merchandising Opera
Credit Terms
Discount Period
Credit Period
Time
Amount Due
Due: Invoice price minus
discount
Date of
Invoice
Due: Full Invoice Price
McGraw-Hill/Irwin
Slide 11
P1
Quantity sold Price per unit Total Less 30% discount Invoice price
1,000 $ 5.25
5,250 (1,575) $ 3,675
Slide 9
P1
Invoice
Main Source, Inc.
Invoice
614 Tech Avenue Nashville, TN 37651
C3
INVENTORY SYSTEMS
Beginning inventory
+
Net cost of purchases
= Merchandise available for sale
Ending inventory
McGraw-Hill/Irwin
+
Cost of goods sold
Slide 6
P.O. Date Salesperson 4/25/2009 #25
Terms 2/10,n/30
Freight FOB Destination
ViaSFheipdExGoods
Item AC417
Description 250 Backup System
Total invoice Quanity Price
会计学原理(英文)
《会计学原理（英文）》教学大纲王燕祥编写工商管理专业课程教学大纲610 目录Chapter 1 Accounting in Action 第一章会计实践活动 (613)学习目标 (613)Teaching and homework hours 教学与作业时间 (613)Reading and References 学生必读和参考书目 (613)Chapter 2 The Recording Process 第二章记录过程 (615)学习目标 (615)Teaching and homework hours 教学与作业时间 (615)Reading and References 学生必读和参考书目 (615)Chapter 3 Adjusting the Accounts 第三章调整账户 (617)学习目标 (617)Teaching and homework hours 教学与作业时间 (617)Reading and References 学生必读和参考书目 (617)Chapter 4 Completion of the Accounting Cycle 第四章完成会计循环 (619)学习目标 (619)Teaching and homework hours 教学与作业时间 (619)Reading and References 学生必读和参考书目 (619)Chapter 5 Accounting for Merchandising Operations 第五章商品经营活动的会计核算 (621)学习目标 (621)Teaching and homework hours 教学与作业时间 (621)Reading and References 学生必读和参考书目 (621)Chapter 6 Inventories 第六章存货 (623)学习目标 (623)Teaching and homework hours 教学与作业时间 (624)Reading and References 学生必读和参考书目 (624)Chapter 7 Accounting Information Systems 第七章会计信息系统 (626)学习目标 (626)Teaching and homework hours 教学与作业时间 (626)Reading and References 学生必读和参考书目 (626)Chapter 8 Internal Control and Cash 第八章内部控制和现金 (628)学习目标 (628)Teaching and homework hours 教学与作业时间 (628)Reading and References 学生必读和参考书目 (628)Chapter 9 Accounting for Receivables 第九章应收款项的会计核算 (630)学习目标 (630)Teaching and homework hours 教学与作业时间 (630)Reading and References 学生必读和参考书目 (630)Chapter 10 Plant Assets, Natural Resources, and Intangible Assets 第十章厂场资产、自然资源和无形资产 (632)会计学原理（英文）学习目标 (632)Teaching and homework hours 教学与作业时间 (632)Reading and References 学生必读和参考书目 (633)Chapter 11 Current Liabilities and Payroll Accounting 第十一章流动负债和工资的核算 (634)学习目标 (634)Teaching and homework hours 教学与作业时间 (634)Reading and References 学生必读和参考书目 (634)Chapter 12 Accounting Principles 第十二章会计原则 (636)学习目标 (636)Teaching and homework hours 教学与作业时间 (636)Reading and References 学生必读和参考书目 (636)Chapter 13 Accounting for Partnerships 第十三章合伙企业的会计核算 (638)学习目标 (638)Teaching and homework hours 教学与作业时间 (638)Reading and References 学生必读和参考书目 (638)Chapter 14 Corporations: Organization and Capital Stock Transactions 第十四章公司：组织和股本交易 (640)学习目标 (640)Teaching and homework hours 教学与作业时间 (640)Reading and References 学生必读和参考书目 (640)Chapter 15 Corporations: Dividends, Retained Earnings, and Income Reporting 第十五章股利、保留盈余和收益报告 (642)学习目标 (642)Teaching and homework hours 教学与作业时间 (642)Reading and References 学生必读和参考书目 (642)Chapter 16 Long-Term Liabilities 第十六章长期负债 (644)学习目标 (644)Teaching and homework hours 教学与作业时间 (644)Reading and References 学生必读和参考书目 (644)Chapter 17 Investments 第十七章投资 (646)学习目标 (646)Teaching and homework hours 教学与作业时间 (646)Reading and References 学生必读和参考书目 (646)Chapter 18 The Statement of Cash Flows 第十八章现金流量表 (648)学习目标 (648)Teaching and homework hours 教学与作业时间 (648)Reading and References 学生必读和参考书目 (648)Chapter 19 Financial Statement Analysis 第十九章财务报表分析 (650)学习目标 (650)Teaching and homework hours 教学与作业时间 (650)Reading and References 学生必读和参考书目 (650)Chapter 20 Managerial Accounting 第二十章管理会计 (652)611工商管理专业课程教学大纲612 学习目标 (652)Teaching and homework hours 教学与作业时间 (652)Reading and References 学生必读和参考书目 (652)Chapter 21 Job Order Cost Accounting 第二十一章分批成本法 (654)学习目标 (654)Teaching and homework hours 教学与作业时间 (654)Reading and References 学生必读和参考书目 (654)Chapter 22 Process Cost Accounting 第二十二章分步成本法 (656)学习目标 (656)Teaching and homework hours 教学与作业时间 (656)Reading and References 学生必读和参考书目 (657)Chapter 23 Cost-V olume-Profit Relationships 第二十三章本量利分析 (658)学习目标 (658)Teaching and homework hours 教学与作业时间 (658)Reading and References 学生必读和参考书目 (659)Chapter 24 Budgetary Planning 第二十四章编制预算 (660)学习目标 (660)Teaching and homework hours 教学与作业时间 (660)Reading and References 学生必读和参考书目 (660)Chapter 25 Budgetary Control and Responsibility Accounting 第二十五章预算控制和责任会计 662 学习目标 (662)Teaching and homework hours 教学与作业时间 (662)Reading and References 学生必读和参考书目 (662)Chapter 26 Performance Evaluation through Standard Costs 第二十六章利用标准成本进行业绩评价 (664)学习目标 (664)Teaching and homework hours 教学与作业时间 (664)Reading and References 学生必读和参考书目 (664)Chapter 27 Incremental Analysis and Capital Budgeting 第二十七章增量分析和资本预算 (666)学习目标 (666)Teaching and homework hours 教学与作业时间 (667)Reading and References 学生必读和参考书目 (667)会计学原理（英文）Chapter 1 Accounting in Action第一章会计实践活动STUDY OBJECTIVESAfter studying this chapter you should be able to:1．Explain what accounting is.2．IDENTIFY THE USERS AND USES OF ACCOUNTING.3．UNDERSTAND WHY ETHICS IS A FUNDAMENTAL BUSINESS CONCEPT.4．EXPLAIN THE MEANING OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLESAND THE COST PRINCIPLE.5．EXPLAIN THE MEANING OF THE MONETARY UNIT ASSUMPTION AND THE ECONOMIC ENTITY ASSUMPTION.6．STATE THE BASIC ACCOUNTING EQUATION AND EXPLAIN THE MEANING OF ASSETS, LIABILITIES, AND OWNER’S EQUITY.7．ANALYZE THE EFFECT OF BUSINESS TRANSACTIONS ON THE BASIC ACCOUNTING EQUATION.8．Understand what the four financial statements are and how they are prepared.学习目标学完本章之后，学生应该能够达到以下目标：1．解释什么是会计。
会计学原理23版 英文版教学书册Wild FAP 23e Ch24 IRM
CHAPTER 24 PERFORMANCE MEASUREMENT AND RESPONSIBILITY ACCOUNTING*See additional information on next page that pertains to these quick studies, exercises and problems. SP refers to the Serial ProblemES refers to Excel SimulationsAdditional Information on Related Assignment MaterialConnectA vailable on the instructor’s course-specific website) repeats all numerical Quick Studies, all Exercises and Problems Set A. Connect also provides algorithmic versions for Quick Study, Exercises and Problems. It allows instructors to monitor, promote, and assess student learning. It can be used in practice, homework, or exam mode.Connect InsightThe first and only analytics tool of its kind, Connect Insight is a series of visual data displays that are each framed by an intuitive question and provide at-a-glance information regarding how an instructor’s class is performing. Connect Insight is available through Connect titles.The Serial Problem (SP) for Success Systems continues in this chapter.General LedgerAssignable within Connect, General Ledger (GL) problems offer students the ability to see how transactions post from the general journal all the way through the financial statements. Critical thinking and analysis components are added to each GL problem to ensure understanding of the entire process. GL problems are auto-graded and provide instant feedback to the student.Excel SimulationsAssignable within Connect, Excel Simulations allow students to practice their Excel skills—such as basic formulas and formatting—within the context of accounting. These questions feature animated, narrated Help and Show Me tutorials (when enabled). Excel Simulations are auto-graded and provide instant feedback to the student. Synopsis of Chapter RevisionsNEW opener—Ministry of Supply and entrepreneurial assignment.Reorganized chapter.Revised discussion of performance evaluation and decentralization.Revised discussion of Kraft Heinz responsibility centers.Revised exhibit on responsibility accounting.Revised discussion of responsibility accounting reports.Added NTKs on responsibility accounting, cost allocations, and balanced scorecard.Revised discussion of indirect expense allocations.New exhibit and discussion of general model of expense allocation.New exhibit on common allocation bases for indirect expenses.Revised discussion of preparing departmental income.New exhibit and formula for computing departmental income.Added short section on transfer pricing to the chapter.New Sustainability section with discussion of General Mills, Target and performance reporting, and Ministry of Supply example.Chapter OutlineNotes I.Responsibility AccountingA. Performance Evaluationrge companies are easier to manage if divided into smallerunits called divisions, segments, or departments.2.In decentralized organizations, decisions are made by unitmanagers rather than top management.3.In responsibility accounting, unit managers are evaluated onlyon what they are responsible for.4.The methods of performance evaluation vary for cost centers,profit centers and investment centers.a.Cost center−incurs cost or expenses without directlygenerating revenues (e.g. manufacturing department andservice department).b.Profit center−incurs costs and generates revenues (e.g.product centers).c.Investment center−incurs costs, generates revenues and isresponsible for effectively using center assets.5.Basis for evaluating performance:a.Cost center managers are evaluated on their success incontrolling costs compared to budgeted costs. Profit center:ability to generate more revenue than expenses.b.Profit center managers are evaluated on their success ingenerating income.c.Investment center managers are evaluated on their use ofinvestment-center assets to generate income.II.Controllable versus Uncontrollable CostsA.Controllable Costs -1.Those which a manager has the power to determine or at leastsignificantly affect the amount incurred.B. Uncontrollable costs –1.Are not within the manager’s control.2. A manager’s performance is evaluated using responsibilityreports that describe the department’s activities in terms ofcontrollable costs3.Distinguishing between controllable and uncontrollable costsdepends on the particular manager and the time period underanalysis.4.All costs are controllable at some level of management if the timeperiod is sufficiently long;5.Good judgment is required when identifying controllable costs.Chapter OutlineNotesC.Responsibility Accounting Performance Report1.Reports actual expenses that a manager is responsible for andtheir budgeted amounts.a.Management’s analysis of differences between actual andbudget often results in corrective actions.ed by upper management to evaluate effectiveness oflower-level managers in controlling costs.c.Recognizes that control over costs and expenses belongs toseveral layers of management.2.Responsibility Accounting Reporta.Provide relevant information for each management level.b.At lower levels, managers have limited responsibilities andtherefore fewer controllable costs.c.Responsibility and control broaden for higher-levelmanagers.III.Profit CentersA.The responsibility report focuses on how well each departmentcontrolled costs and generated revenues.B.The departmental income statement is a common way to reportprofit center performance.C.When computing department profits, two key accounting challengesinvolve allocating expenses:1.How to allocate indirect expenses, such as rent and utilities whichbenefit several departments.2.How to allocate service department expenses, such as payroll orpurchasing, that perform services that benefit severaldepartments.D.Direct and Indirect Expenses1.Direct Expenses are readily traced to a department.a.Incurred for sole benefit of that one department; no allocationrequired.b.Often, but not always, controllable costs.2.Indirect Expenses are incurred for joint benefit of more than onedepartment; can’t be readily traced to just one department.a.Allocated across departments benefiting from them.b.Ideally allocated using a cause-effect relation or, if cause-effect relation cannot be identified, allocated on a basisapproximating the benefit received by each department.c.Typically considered uncontrollable costs.Chapter OutlineNotesE.General Model – indirect and service department expenses areallocated across departments benefiting from them. Allocated using acause-effect relation. Sometimes hard to identify.1.Allocated Cost = Total Cost to Allocate x Percentage ofAllocation Base Used.F.Allocating Indirect Expenses – allocation bases vary acrossdepartments and organizations. Managers must use careful judgmentin developing allocation bases. Commonly used allocation bases:1.Wages and salaries –allocated using relative amount of hoursworked in each department.2.Rent and Utilities allocated based on portion of floor spaceoccupied. More valuable location may charge department higherrate.3.Advertising – allocated using a percentage of total sales.4.Depreciation – allocated using hours of depreciable asset used.G.Service Department expenses –provide support to an organization’soperating departments. Common allocation bases:1.Office, personnel, and payroll expenses – allocated based onnumber of employees in each department.2.Purchasing costs – allocated based on dollar amount of purchasesor number of purchase orders processed.3.Maintenance expenses – allocated based on square footage.H.Departmental Income Statements1.Departmental income is computed using the following formula:Departmental income = Dept. sales – Dept. direct expenses –Allocated indirect expenses – Allocated service dept. expenses.2.Four Steps for allocating costs and preparing departmentalincome statements:a.Step one – accumulate revenues and direct and indirectexpenses by department. Involves collecting the necessarydata from general company and departmental accounts.i.Direct and indirect expenses include salaries, depreciationand supplies expenses.b.Step two – allocate indirect expenses across both service andoperating departments.i. Uses a departmental expense allocation spreadsheetshown in Exhibit 24.10.ii.After selecting allocation bases, indirect expenses arerecorded in company accounts and allocated to bothoperating and service departments.Chapter OutlineNotesc.Step three – allocate service department expenses tooperating departments using a departmental expenseallocation spreadsheet. After service department costs areallocated, no expenses remain in the service departments.d.Step four – prepare departmental income statements using thedepartmental expense allocation spreadsheet.i. Actual service department expenses are compared withbudgeted amounts to help assess cost center performance.ii.Amounts in the operating department columns are used toprepare departmental income statements. (Exhibit 24.15)I.Departmental Contribution to Overhead (see Exhibit 24.12)1.Departmental income statements not always best for evaluatingeach profit center’s performance especially when indirectexpenses are a large portion of total expenses.2.Evaluate using departmental contributions to overhead a reportof the amount of sales less direct expenses.3.Behavioral Aspects of Departmental Performance Reports –a.Indirect expenses are typically uncontrollable, so a better wayto evaluate is using departmental contribution to overhead.b.Including indirect expenses in department manager’sperformance evaluation can lead to the manager being morecareful in using service departments.c.Some companies allocate budgeted service department costsso operating departments are not held responsible forexcessive costs from service departments.IV.Investment CenterA.Financial Performance Evaluation Measures include:1.Return on investment, return on assets, computed as investmentcenter income / by investment center average invested assets.2.Residual income – Expressed in dollars. Encourages divisionmanagers to accept all opportunities that return more than targetincome. Computed as investment center income – targetinvestment center income.3.Profit margin and investment turnover – split return oninvestment into two measures – profit margin and investmentturnover.a.Profit margin measures income earned per dollar of salescomputed as investment center income divided by investmentcenter sales. Usually use income before tax. Expressed as apercent.b.Investment turnover measures how efficiently an investmentcenter generates sales from its invested assets. Calculated asinvestment center sales divided by investment center averageassets. Expressed as the number of times assets wereconverted into sales.Chapter OutlineNotes4.Nonfinancial Performance Evaluation Measures –using solelyfinancial measures has limitations. Companies can considernonfinancial measures to help in evaluating division manager’sperformance.5.Balanced Scorecard: system of performance measures,including nonfinancial measures used to assess company anddivision manager performance. Requires managers to think oftheir company from four perspectives.a.Customer: what do they think of us?b.Internal process: which of our operations are critical?c.Innovation and learning: how can we improve?d.Financial: what do our owners think of us?V.Decision Analysis Cycle Time and Cycle EfficiencyA.As lean manufacturing practices help companies move toward justin time manufacturing it is important for companies to reduce thetime it takes to manufacture its products and improve efficiency.1.Cycle time measures the time element which describes the timeit takes to produce a product or service.Cycle time = Process + Inspection + Move + WaitTime Time Time Timea.Process time is considered value-added time – it is the onlyactivity in cycle time that adds value to the product from thecustomer’s perspective. The other three activities areconsidered non-value-added time: they add no value to thecustomer.2.Cycle Efficiency measures production efficiency. It is the ratioof value added time to total cycle time.Cycle Efficiency = Value added timecycle timea.If the cycle efficiency is low, the company should evaluatethe production process to see if it can identify ways toreduce the non-value added activities.VI.Appendix 24A – Cost Allocations uses the general model of costallocation to show how the cost allocations in Exhibits 24.10 and 24.11for A-1 Hardware. Rent expense, utilities expense, advertising expenseand insurance expense are allocated first. Then, the two servicedepartment’s expenses are allocated to the three operating departments.Chapter OutlineNotes VII.Appendix 24B – Transfer PricingThe price used to record transfers between divisions in the samecompany is called a transfer price. Can be used in cost, profit andinvestment centers.A.If there is no excess capacity, the internal supplier will not accept atransfer price less than the market price. This is called market basedtransfer pricing.B.If there is excess capacity, the internal supplier should accept a pricebetween the costs to manufacturer the part and the market price.This is called cost based transfer pricing.C.Other issues to consider in determining transfer prices include:1.Market price may not exist2.Cost controls3.Division managers’ negotiation4.Nonfinancial factors to consider include: quality control,reduced lead times and impact on employee morale.III.Appendix 24C – Joint CostsA.Joint Costs−the costs incurred to produce or purchase two or moreproducts at the same time; similar to indirect expense in that it’sshared across more than one cost object.1.Ignored when deciding to sell product as is or process further.2.Allocated to different products produced from it when total costof each product must be estimated (e.g., preparation of GAAPfinancial statements).3.Allocation basesa.Physical basis−allocates joint costs using physicalcharacteristics such as ratio of pounds, cubic feet or gallonsof each joint product to the total pounds, cubic feet orgallons of all joint products flowing from the cost; does notreflect the extra value flowing into some products or theinferior value flowing into others. Not the preferred method.b.Value basis−allocates joint cost in proportion to the salesvalue of the output produced by the process at the “split-offpoint”.Chapter 24 Alternate Demo ProblemJack and Susan Roberts own a farm that produces potatoes. Based on a review of the income statement shown below, Jack remarked that they should have fed the No. 3 potatoes to the pigs; then they would have avoided the loss from the sale of the those potatoes.JACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxResults by GradeSales by grades:No. 1, 300,000 lbs. $0.045 per lb.No. 2, 500,000 lbs. $0.04 per lb.No. 3, 200,000 lbs. $0.03 per lb.CombinedCosts:Land preparation, seed,planting,cultivating @ $0.01422 per lb.Harvesting, sorting, grading@ $0.01185 per lb.Marketing @ $0.00415 per lb.Total costsNet income (or loss)Jack and Susan divided their costs among the grades on a per pound basis, because their records do not show cost per grade. However, their records did show that $4,020 of the $4,150 of marketing costs represented the cost of placing the No. 1 and No. 2 potatoes in bags and hauling them to the warehouse of the produce buyer. Bagging and hauling costs were the same for both grades. The remaining $130 represented the cost of loading the No.3 potatoes into the trucks of the potato starch factory that bought these potatoes in bulk and picked them up at the farm.Required:Prepare an income statement that will better show the results of producing and marketing the each of the grades of potatoes.Chapter 24 Alternate Demo Problem: SolutionJACK AND SUSAN ROBERTSIncome from the Production and Sale of PotatoesFor Year Ended December 31, 20xxRevenue from sales:Costs:Land preparation, seed,planting, cultivatingHarvesting, sorting, gradingMarketingTotal costsNet incomeCOST ALLOCATIONSLand preparation, seed, planting, andcultivating:No. 1: $13,500 / $39,500 x $14,220 = No. 2: $20,000 / $39,500 x $14,220 = No. 3: $ 6,000 / $39,500 x $14,220 = $ 4,8607,2002,160 $14,220Harvesting, sorting, and grading:No. 1: $13,500 / $39,500 x $11,850 = No. 2: $20,000 / $39,500 x $11,850 = No. 3: $ 6,000 / $39,500 x $11,850 = $ 4,0506,0001,800 $11,850Marketing:No. 1: $13,500 / $33,500 x $4,020 = No. 2: $20,000 / $33,500 x $4,020 = $1,620 2,400Subtotal bagging and hauling costs 4,020 No. 3: Loading costs 130$4,150。
会计学原理英文课件 (3)
LO 1
Accrual- versus Cash-Basis Accounting
Accrual-Basis Accounting
Learning Objective 2
Explain the accrual basis of accounting.
Transactions recorded in the periods in
3-12
LO 2
ETHICS INSIGHT
Cooking the Books?
Why Accuracy Krispy Kreme (USA) Matters
Allegations of abuse of the revenue recognition principle have become all too common in recent years. For example, it was alleged that Krispy Kreme (USA) sometimes doubled the number of doughnuts shipped to wholesale customers at the end of a quarter to boost quarterly results. The customers shipped the unsold doughnuts back after the beginning of the next quarter for a refund. Conversely, Computer Associates International (USA) was accused of backdating sales—that is, reporting a sale in one period that did not actually occur until the next period in order to achieve the earlier period’s sales targets.
基础会计英文版教学设计
基础会计英文版教学设计1. IntroductionThe teaching of accounting is vital in today’s fast-paced business environment. Students need to understand the basic concepts and principles of accounting and develop critical thinking skills to apply the theories to various real-life scenarios. This document outlines a teaching plan for basic accounting in an English language environment.2. ObjectivesThe objectives of this course are to:1.Introduce students to the basic principles ofaccounting2.Develop students’ analytical s kills to interpretfinancial statements3.Develop students’ communication skills inexpressing accounting concepts in English4.Apply the concepts and theories covered in thecourse to practical business scenarios5.Enhance students’ understanding of the account ingprofession and its ethical considerations3. Course Outline3.1 Course OverviewThis course ms to provide students with a solid understanding of fundamental accounting concepts and techniques. The course will cover the following topics: •The accounting equation•Recording financial transactions•The trial balance•Adjusting entries•Financial statements•The statement of cash flows•Inventory valuation•Depreciation and amortization•Liabilities and equity•Revenues and expenses•Financial statement analysis•Accounting ethics and professionalism3.2 Course ScheduleWeek Topic RequiredReading SupplementaryMaterialsAssignments1 Introduction to Chapter 1 Business News QuizReading Materials Accounting Articles2 The AccountingEquation Chapter 2 Real-lifefinancialstatementsHomework3 RecordingFinancialTransactionsChapter 3 Case studies Quiz4 The Trial Balance Chapter 4 VideotutorialsHomework5 Adjusting Entries Chapter 5 Business NewsArticlesQuiz6 FinancialStatements Chapter 6 Real-lifefinancialstatementsHomework7 The Statement ofCash FlowsChapter 7 Case studies Quiz8 InventoryValuation Chapter 8 VideotutorialsHomework9 Depreciation andAmortization Chapter 9 Business NewsArticlesQuizReading Materials10 Liabilities andEquity Chapter10Real-lifefinancialstatementsHomework11 Revenues andExpenses Chapter11Case studies Quiz12 FinancialStatementAnalysis Chapter12VideotutorialsHomework13 Accounting EthicsandProfessionalism Chapter13Business NewsArticlesQuiz14 Review andEvaluation ReviewallchaptersReviewquestions andexercisesFinal exam4. Teaching Strategies4.1 LecturesLectures will be used to introduce new concepts and theories. These will be conducted in English to enhance students’ language skills and familiarity with accounting terminology.4.2 Case StudiesCase studies will be used to analyse and interpret real-life business scenarios. These cases will be designed to stimulate critical thinking and problem-solving skills.4.3 HomeworkHomework assignments will be used to reinforce the concepts and theories covered in class. These assignmentswill be graded and contribute to the final course grade.4.4 QuizzesQuizzes will be given after each topic to ensure students have a strong understanding of the concepts covered. These quizzes will be graded and contribute to the final course grade.4.5 Final ExamThe final exam will cover all topics covered in the course and will test students’ understanding and application of accounting concepts in English.5. AssessmentThe assessment will include a range of methods to evaluate students’ understanding of the course material, includinghomework assignments, quizzes, and a final exam. The breakdown of grades is as follows:Assessments WeightingHomework Assignments 30%Quizzes 30%Final Exam 40%6. ConclusionThis teaching plan ms to provide students with a comprehensive understanding of fundamental accounting concepts and techniques. The course will be conducted in English to enhance students’ language skills and familiarity with accounting terminology. A range of teaching strategies will be employed to stimulate critical thinking and problem-solving skills. The assessment will be based on a combination of homework assignments, quizzes, and a final exam.。
ACCOUNTING会计学教程与案例讲义中英文对照Ch06第六章
4
Methods of determining amounts in inventory 确定存货量的方法
Periodic inventory method or Perpetual inventory method. 定期盘存方法或 永续盘存法。 Measurement of inventories and cost of sales are related. 库存和销售成本的测量是相关的。
11
Merchandise companies 商品的公司
Inventories accounted for at cost. Cost includes cost of Acquiring merchandise (invoice cost of goods, freight-in) Making goods ready for sale. ( unpacking and marking) Adjust for: Returns and allowances Cash discounts from supplier. 存货以成本价计算。 成本包括成本的 购买商品(货物的发票成本，货物运输) 为销售做好准备。(拆包和标记) 调整为: 收益和津贴 现金折扣从供应商。
16
Periodic inventory method 定期盘存方法
Determine amount of ending inventory and deduce costs of goods sold. Count inventory (i.e., a physical inventory is taken) at the end of the period. Multiply count times cost for each item to determine total amount of inventory. Beginning inventory of current period = ending inventory of preceding period. COGS = COGA - End. Inventory 确定期末库存的数量，并推算出销售的货物的成本。 统计库存(即。在这段时间结束时，将会有一个实体的库存)。 每件商品的数量乘以成本，以确定库存的总数量。 开始存货盘点=期末库存。 COGA-End。库存
(财务会计)《会计学基础》双语教案
《会计学基础》教案时间：周一第二大节（上午9：40---10：25；10：30---11：15）单周周四第一大节（上午7：50---8：35；8：40---9：25）地点：康庄506 学时：48班级：会05-1.2.3.4 学分：3答疑时间：周一上午：11：15---12：00考试方式：英文。
闭卷考试时间：第21周周四第三大节成绩评定：平时成绩20%，考试成绩80%。
Part 1 Basic Concepts and the Balance Sheet所需课时：3课时课程目标：1．让学生对“会计”一词有初步的认知，明确会计在现代经济社会中的作用。
2．了解财务报表的作用，明确资产负债表的基本构成要素；3．对会计基本要素：资产。
负债和所有者权益有初步认识；并正确理解和运用三者之间的关系。
4．了解三个会计基本原则的含义及对意义。
---复式记账原则---货币计量原则。
---会计主体原则。
课程设计：第一课程段：师生交流（30分钟）1．通过点名及自我介绍与学生沟通，相互认识。
并询问同学选择学系会计专业的理由以及对会计的认识程度，通过这种交流了解学生对会计专业课程的学习兴趣及可能存在的问题。
Q:：What ‘s your name?Where are you come from?What’s you hobby?Are you interesting in Accounting?Why you chose accounting be your major?2．在交流的基础上，列举国内外企业的实例，以及会计于其他学科之间的联系，阐述学好会计的重要性。
Q：Would you please tell me what accounting is?3．介绍目前国内、国外与会计专业有关的职业及考试类别，增强学生学好该课程的信心，提高学生今后学习的主动性、自觉性。
Q：Being a student graduated in accounting, what kinds of job he can do? Or how many choices he has? Such as which company?4．向学生介绍所选教材的特点及使用方法，让学生掌握正确的学习方法，便于学生课后自学，提高学习效果。
会计学原理(英文)
《会计学原理（英文）》教学大纲王燕祥编写工商管理专业课程教学大纲610 目录Chapter 1 Accounting in Action 第一章会计实践活动 (613)学习目标 (613)Teaching and homework hours 教学与作业时间 (613)Reading and References 学生必读和参考书目 (613)Chapter 2 The Recording Process 第二章记录过程 (615)学习目标 (615)Teaching and homework hours 教学与作业时间 (615)Reading and References 学生必读和参考书目 (615)Chapter 3 Adjusting the Accounts 第三章调整账户 (617)学习目标 (617)Teaching and homework hours 教学与作业时间 (617)Reading and References 学生必读和参考书目 (617)Chapter 4 Completion of the Accounting Cycle 第四章完成会计循环 (619)学习目标 (619)Teaching and homework hours 教学与作业时间 (619)Reading and References 学生必读和参考书目 (619)Chapter 5 Accounting for Merchandising Operations 第五章商品经营活动的会计核算 (621)学习目标 (621)Teaching and homework hours 教学与作业时间 (621)Reading and References 学生必读和参考书目 (621)Chapter 6 Inventories 第六章存货 (623)学习目标 (623)Teaching and homework hours 教学与作业时间 (624)Reading and References 学生必读和参考书目 (624)Chapter 7 Accounting Information Systems 第七章会计信息系统 (626)学习目标 (626)Teaching and homework hours 教学与作业时间 (626)Reading and References 学生必读和参考书目 (626)Chapter 8 Internal Control and Cash 第八章内部控制和现金 (628)学习目标 (628)Teaching and homework hours 教学与作业时间 (628)Reading and References 学生必读和参考书目 (628)Chapter 9 Accounting for Receivables 第九章应收款项的会计核算 (630)学习目标 (630)Teaching and homework hours 教学与作业时间 (630)Reading and References 学生必读和参考书目 (630)Chapter 10 Plant Assets, Natural Resources, and Intangible Assets 第十章厂场资产、自然资源和无形资产 (632)会计学原理（英文）学习目标 (632)Teaching and homework hours 教学与作业时间 (632)Reading and References 学生必读和参考书目 (633)Chapter 11 Current Liabilities and Payroll Accounting 第十一章流动负债和工资的核算 (634)学习目标 (634)Teaching and homework hours 教学与作业时间 (634)Reading and References 学生必读和参考书目 (634)Chapter 12 Accounting Principles 第十二章会计原则 (636)学习目标 (636)Teaching and homework hours 教学与作业时间 (636)Reading and References 学生必读和参考书目 (636)Chapter 13 Accounting for Partnerships 第十三章合伙企业的会计核算 (638)学习目标 (638)Teaching and homework hours 教学与作业时间 (638)Reading and References 学生必读和参考书目 (638)Chapter 14 Corporations: Organization and Capital Stock Transactions 第十四章公司：组织和股本交易 (640)学习目标 (640)Teaching and homework hours 教学与作业时间 (640)Reading and References 学生必读和参考书目 (640)Chapter 15 Corporations: Dividends, Retained Earnings, and Income Reporting 第十五章股利、保留盈余和收益报告 (642)学习目标 (642)Teaching and homework hours 教学与作业时间 (642)Reading and References 学生必读和参考书目 (642)Chapter 16 Long-Term Liabilities 第十六章长期负债 (644)学习目标 (644)Teaching and homework hours 教学与作业时间 (644)Reading and References 学生必读和参考书目 (644)Chapter 17 Investments 第十七章投资 (646)学习目标 (646)Teaching and homework hours 教学与作业时间 (646)Reading and References 学生必读和参考书目 (646)Chapter 18 The Statement of Cash Flows 第十八章现金流量表 (648)学习目标 (648)Teaching and homework hours 教学与作业时间 (648)Reading and References 学生必读和参考书目 (648)Chapter 19 Financial Statement Analysis 第十九章财务报表分析 (650)学习目标 (650)Teaching and homework hours 教学与作业时间 (650)Reading and References 学生必读和参考书目 (650)Chapter 20 Managerial Accounting 第二十章管理会计 (652)611工商管理专业课程教学大纲612 学习目标 (652)Teaching and homework hours 教学与作业时间 (652)Reading and References 学生必读和参考书目 (652)Chapter 21 Job Order Cost Accounting 第二十一章分批成本法 (654)学习目标 (654)Teaching and homework hours 教学与作业时间 (654)Reading and References 学生必读和参考书目 (654)Chapter 22 Process Cost Accounting 第二十二章分步成本法 (656)学习目标 (656)Teaching and homework hours 教学与作业时间 (656)Reading and References 学生必读和参考书目 (657)Chapter 23 Cost-V olume-Profit Relationships 第二十三章本量利分析 (658)学习目标 (658)Teaching and homework hours 教学与作业时间 (658)Reading and References 学生必读和参考书目 (659)Chapter 24 Budgetary Planning 第二十四章编制预算 (660)学习目标 (660)Teaching and homework hours 教学与作业时间 (660)Reading and References 学生必读和参考书目 (660)Chapter 25 Budgetary Control and Responsibility Accounting 第二十五章预算控制和责任会计 662 学习目标 (662)Teaching and homework hours 教学与作业时间 (662)Reading and References 学生必读和参考书目 (662)Chapter 26 Performance Evaluation through Standard Costs 第二十六章利用标准成本进行业绩评价 (664)学习目标 (664)Teaching and homework hours 教学与作业时间 (664)Reading and References 学生必读和参考书目 (664)Chapter 27 Incremental Analysis and Capital Budgeting 第二十七章增量分析和资本预算 (666)学习目标 (666)Teaching and homework hours 教学与作业时间 (667)Reading and References 学生必读和参考书目 (667)会计学原理（英文）Chapter 1 Accounting in Action第一章会计实践活动STUDY OBJECTIVESAfter studying this chapter you should be able to:1．Explain what accounting is.2．IDENTIFY THE USERS AND USES OF ACCOUNTING.3．UNDERSTAND WHY ETHICS IS A FUNDAMENTAL BUSINESS CONCEPT.4．EXPLAIN THE MEANING OF GENERALLY ACCEPTED ACCOUNTING PRINCIPLESAND THE COST PRINCIPLE.5．EXPLAIN THE MEANING OF THE MONETARY UNIT ASSUMPTION AND THE ECONOMIC ENTITY ASSUMPTION.6．STATE THE BASIC ACCOUNTING EQUATION AND EXPLAIN THE MEANING OF ASSETS, LIABILITIES, AND OWNER’S EQUITY.7．ANALYZE THE EFFECT OF BUSINESS TRANSACTIONS ON THE BASIC ACCOUNTING EQUATION.8．Understand what the four financial statements are and how they are prepared.学习目标学完本章之后，学生应该能够达到以下目标：1．解释什么是会计。
会计学原理(英文) principle of accounting
15-4
C1
Basics of Investments
Motivation for Investments
panies transfer excess cash into investments to produce higher income. 2.Some companies (e.g. mutual funds etc.) are set up to produce income from investments. panies make investments for strategic reasons (control).
© The McGraw-Hill Companies, Inc., 2010
15-10
C2
Basics of Accounting for Investments
Accounting Basics for Debt Securities Debt securities are recorded at cost when purchased. Interest revenue for investments in debt securities is recorded when earned.
Cash Equivalents, Short-Term versus Long-Term Investments
Short-term investments:
are securities that management intends to convert to cash with one year or the operating cycle, whichever is longer. are readily convertible to cash.
18版会计学原理书后习题答案 怀德尔 詹姆斯 卡尔 乔纳森 (4)
hawaiChapter 5Accounting for MerchandisingOperationsQUICK STUDIESQuick Study 5-1 (10 minutes)Mar. 5 Merchandise Inventory ......................................... 12,000Payable .........................................12,000AccountsTo record credit purchase (1,000 x $12).Mar. 7 Accounts Payable (600) (600)MerchandiseInventoryReturned defective units [(50/1,000) x $12,000].Mar. 15 Accounts Payable ................................................ 11,400Cash...............................................................11,172 (228)Inventory*MerchandisePaid for purchase less cash discount*[(12,000 - $600) x 2%]., 2009265Quick Study 5-2 (10 minutes)Apr. 1 Accounts Receivable ............................................ 5,000 Sales .............................................................. 5,000To record credit sale.1 Cost of Goods Sold ............................................... 3,000 Merchandise Inventory ................................ 3,000To record cost of credit sale.4 Sales Returns and Allowances ............................ 1,000 Accounts Receivable ................................... 1,000To record sales return.4 Merchandise Inventory (600)Cost of Goods Sold ......................................600Restore cost of returned goods to inventory.11 Cash ........................................................................ 3,920 Sales Discounts* ................................................... 80 Accounts Receivable .................................... 4,000Received payment less cash discount*[($5,000 - $1,000) x 2%].Quick Study 5-3 (10 minutes) (a) (b) (c) (d)Sales........................................$140,000 $378,000 $42,500 $593,000 Sales discounts......................(1,700)(6,000)(400) (2,500)S ales returns and allowances... (9,000) (17,000)(3,400) (15,300)Net sales..................................129,300 355,000 38,700 575,200 Cost of goods sold................. (82,493)(222,230) (28,676) (451,532)Gross profit.............................$ 46,807 $132,770 $10,024 $123,668Gross margin ratio:(Gross profit / Net sales)........ 36.2% 37.4% 25.9% 21.5%Interpretation of gross margin ratio for case a : The ratio of 36.2% implies that for each dollar in net sales the company earns 36.2 cents in gross profit. The company must still deduct other expenses that it incurs in running the business when computing net income.©McG 266Q uick Study 5-4 (10 minutes)July 31 Cost of Goods Sold ............................................. 1,400..............................1,400InventoryMerchandiseTo adjust for shrinkage based onphysical count [$42,000 - $40,600].Q uick Study 5-5A (5 minutes)a. Perpetual inventory systemb. Perpetual inventory systemc. Perpetual inventory systemd. Perpetual inventory systeme. Periodic inventory systemQuick Study 5-6A (10 minutes)Mar. 5 Purchases............................................................... 12,000Payable..........................................12,000 AccountsTo record credit purchase (1,000 x $12).7Payable (600)AccountsPurchases Returns & Allowances (600)Returned defective units [(50/1,000) x $12,000].Payable..................................................11,400Accounts15Cash................................................................11,172Discounts* (228)PurchasesPaid for purchase less cash discount* ($12,000 - $600) x 2%.Quick Study 5-7A (10 minutes)Apr. 1 Accounts Receivable ............................................5,000..............................................................5,000 SalesTo record credit sale.4 Sales Returns and Allowances ............................1,000...................................1,000 AccountsReceivableTo record sales return.11 Cash ........................................................................3,920Discounts* (80)SalesReceivable....................................4,000 AccountsReceived payment less cash discount*($5,000 - $1,000) x 2%., 2009267EXERCISESExercise 5-1 (30 minutes)Apr. 2 Merchandise Inventory..........................................5,900Payable—Johns.............................5,900 AccountsPurchased merchandise on credit.3 Merchandise Inventory (330)Cash (330)Paid shipping charges on purchasedmerchandise.4 Accounts Payable—Johns (900)Inventory (900)MerchandiseReturned unacceptable merchandise.17 Accounts Payable—Johns....................................5,000Inventory* (100)MerchandiseCash.................................................................4,900 *[($5,900 - $900) x 2%]Paid balance (less 2%) within discount period.18 Merchandise Inventory ......................................... 12,250Payable—William...........................12,250 AccountsPurchased merchandise on credit.21 Accounts Payable—William..................................3,250Inventory..................................3,250 MerchandiseReceived an allowance on purchase.28 Accounts Payable—William..................................9,000Inventory* (180)MerchandiseCash.................................................................8,820 *[($12,250 - $3,250) x 2%]Paid balance (less 2%) within discount period.©McG268Exercise 5-2 (30 minutes)1. BUYER- Fortuna CompanyCredit PurchaseInventory........................................30,000MerchandisePayable.........................................30,000 AccountsPurchased merchandise on credit.Cash Payment30,000Payable................................................AccountsInventory* (600)Merchandise29,400 Cash...............................................................Paid account payable within 2% discount period.*$30,000 x 2%2. SELLER – Lemar CompanyCredit Sale30,000Receivable...........................................Accounts30,000 Sales...............................................................Sold merchandise on account.Cost of Goods Sold ............................................. 20,10020,100................................MerchandiseInventoryTo record cost of sale.Cash CollectionCash.......................................................................29,400Discounts....................................................600Sales30,000Receivable....................................AccountsCollected account receivable.3. Amount borrowed to pay with discount............................... $29,400.00Annual rate of interest ........................................................... x 8%Interest per year...................................................................... $ 2,352.00Interest per day ($2,352.00 / 365 days).................................. $ 6.44Savings from discount taken................................................. $ 600.00Interest paid on 50-day loan (50 days x $6.44)..................... (322.19)Net savings from borrowing to pay in discount period..........$ 277.81©McGraw-Hill Companies, 2009Solutions Manual, Chapter 5 269xercise 5-3 (10 minutes)E1. C 6. E2. J 7. D3. A 8. G4. B 9. H5. F 10. IExercise 5-4 (30 minutes)May 5 Accounts Receivable ........................................... 7,920............................................................... 7,920 SalesSold merchandise on credit (720 x $11).5 Cost of Goods Sold .............................................. 5,040Inventory................................. 5,040 MerchandiseTo record cost of sale (720 x $7).a.May 7 Sales Returns and Allowances ........................... 2,761Receivable.................................... 2,761 AccountsAccepted a return from a customer (251 x $11).7 Merchandise Inventory ........................................ 1,757Cost of Goods Sold ...................................... 1,757 Returned merchandise to inventory (251 x $7).b.May 8 Sales Returns and Allowances (180)Receivable (180)AccountsGranted allowance for damaged merchandise.c.May 15 Sales Returns and Allowances (411)Receivable (411)AccountsGranted allowance for mis-colored merchandiseand accepted a return from a customer for themis-colored merchandise [$92 + (29 x $11)].15 Merchandise Inventory (203)Cost of Goods Sold (203)Returned merchandise to inventory (29 x $7).©McG270Exercise 5-5 (15 minutes)May 5 Merchandise Inventory......................................... 7,920Payable.......................................... 7,920 AccountsPurchased merchandise on credit (720 x $11).a.May 7 Accounts Payable................................................. 2,761Inventory.................................. 2,761 MerchandiseReturned unwanted merchandise (251 x $11).b.May 8 Accounts Payable (180)Inventory (180)MerchandiseTo record allowance for damaged merchandise.c.May 15 Accounts Payable (411)Inventory (411)MerchandiseTo record allowance for mis-colored goods andreturn of mis-colored merchandise$92 + (29 x $11).Exercise 5-6 (30 minutes)Note: The original missing numbers are blocked.(a) (b) (c) (d) (e) Sales............................ $82,800 $58,622 $50,094 $107,640 $32,540Cost of goods soldMerch. inv. (beg.)....... 7,866 3,507 10,519 9,902 3,351Total cost of merch.purchases................. 35,439 22,139 46,988 45,252 7,439Merch. inv. (end.)....... (8,355) (3,714) (12,019) (9,527) (2,431)Cost of goods sold.... 34,950 21,932 45,488 45,627 8,359 Gross profit................. 47,850 36,690 4,606 62,013 24,181 Expenses..................... 9,000 10,650 14,923 32,600 6,100Net income (loss)........ $38,850 $26,040 $(10,317) $ 29,413 $18,081Explanations:a. Find merchandise inventory (ending) by subtracting cost of goods sold from goodsavailable for sale. Find gross profit as the difference between the sales and cost ofgoods sold. Find net income as the gross profit less the expenses.©McGraw-Hill Companies, 2009 Solutions Manual, Chapter 5 271b. Find total cost of merchandise purchases by finding the number that makes the totalequal the cost of goods sold. Find gross profit from sales less cost of goods sold.c. Find cost of goods sold from sales less gross profit. Find cost of merchandisepurchases by finding the number to make the calculation equal cost of goods sold. d. Calculate cost of goods sold as usual. Calculate sales as gross profit plus cost ofgoods sold.e. Find merchandise inventory (ending) by subtracting cost of goods sold from goodsavailable for sale. Find gross profit from sales less cost of goods sold. Find net income as gross profit less expenses.Exercise 5-7 (30 minutes)Merchandise InventoryBalance, Dec. 31, 2008..............42,979Purchase discounts received........2,427 Invoice cost of purchases........303,459Purchase returns and allow...........3,900 Returns by customers..............2,700Cost of sales transactions.............296,000 Transportation-in......................3,034Shrinkage.. (790)Balance, Dec. 31, 2009 49,055Cost of Goods SoldCost of sales transactions...... Inventory shrinkagerecorded in December 31, 2009, adjusting entry.............296,000790Returns by customers andrestored to inventory....................2,700Balance, Dec. 31, 2009 294,090Exercise 5-8 (25 minutes)Adjusting entriesDec. 31 Sales Salaries Expense................................... 1,700SalariesPayable........................................ 1,700 To record accrued salaries.Dec. 31 Selling Expenses.............................................. 1,600PrepaidSellingExpenses........................ 1,600 To record expired prepaid selling expenses.Dec. 31 Cost of Goods Sold (574)MerchandiseInventory (574)To record inventory shrinkage($30,200 - $29,626).©McG272Closing entriesDec. 31 Sales ..............................................................543,600Summary...................................543,600 IncomeTo close temporary accounts withcredit balances.Dec. 31 Income Summary..........................................541,839Sales Returns and Allowances.............20,656Discounts.....................................5,783 SalesCost of Goods Sold ($267,451 + $574)........ 268,025Sales Salaries Exp. ($59,796 + $1,700)........ 61,496 Expense....................................17,395 UtilitiesExpenses ($46,749 + $1,600)........... 48,349 SellingExpenses......................120,135 AdministrativeTo close temporary accounts with debitbalances.Dec. 31 Income Summary..........................................1,761K. Yamiko, Capital..................................1,761To close Income Summary account.Dec. 31 K. Yamiko, Capital.........................................1,500K. Yamiko, Withdrawals........................1,500To close the withdrawals account.Exercise 5-13Perpetual Inventory System1)Nov. 1 Merchandise Inventory.....................................2,800Payable......................................2,800AccountsTo record merchandise purchases on credit.2)Nov. 5 Accounts Payable.............................................2,800Inventory* (56)MerchandiseCash............................................................ 2,744To record cash payment in discount period.*$2,8000.02x©McGraw-Hill Companies, 2009Solutions Manual, Chapter 5 2733)Nov. 7 Cash (98)Inventory* (98)MerchandiseTo record check received for return of purchasespreviously paid for with discount already taken.*$100 – ($100 x 0.02)4)Nov. 10 Merchandise Inventory (140)Cash (140)To record payment of freight charges.5)Nov. 13 Accounts Receivable........................................3,024Sales............................................................ 3,024 To record sale of merchandise on credit.Nov. 13 Cost of Goods Sold .......................................... 1,512Inventory..............................1,512MerchandiseTo record cost of merchandise sold.6)Nov. 16 Sales Returns and Allowances (205)AccountsReceivable (205)To record return of merchandise sold on credit.Nov. 16 Merchandise Inventory (115)Cost of Goods Sold (115)To record cost of merchandise returned.Exercise 5-10A (30 minutes)Apr. 2 Purchases..........................................................5,900Payable—Johns........................5,900 AccountsPurchased merchandise on credit.3 Transportation-In (330)Cash (330)Paid shipping charges on purchasedmerchandise.4 Accounts Payable—Johns (900)Purchases Returns & Allowances (900)Returned unacceptable merchandise.©McGraw-Hill Companies, 2009274Fundamental Accounting Principles, 19th Edition17 Accounts Payable—Johns...............................5,000Discounts* (100)PurchasesCash............................................................4,900 Paid balance (less 2%) within discount period.*($5,900 - $900) x 2%18 Purchases..........................................................12,250Payable—William......................12,250 AccountsPurchased merchandise on credit.21 Accounts Payable—William.............................3,250Purchases Returns & Allowances............3,250 Received an allowance on purchase.28 Accounts Payable—William.............................9,000Discounts* (180)PurchasesCash............................................................8,820 Paid balance (less 2%) within discount period.*($12,250 - $3,250) x 2%Exercise 5-11A (30 minutes)Fortuna–1. BUYERCredit Purchase30,000Purchases.........................................................Payable..................................... 30,000 AccountsPurchased merchandise on credit.Cash Payment30,000Payable............................................AccountsDiscounts* (600)PurchasesCash........................................................... 29,400 Paid account payable within 2% discount period.2%*$30,000x2. SELLER - LemarCredit Sale30,000Receivable.......................................AccountsSales........................................................... 30,000 Sold merchandise on account., 2009275Cash Collection29,400Cash...................................................................600Discounts*..............................................SalesReceivable................................ 30,000 AccountsCollected account receivable.x2%*$30,000Exercise 5-17A (20 minutes)Periodic Inventory System1)Nov. 1 Purchases..........................................................2,800Payable......................................2,800AccountsTo record purchases on credit.2)Nov. 5 Accounts Payable.............................................2,800PurchasesDiscount* (56)Cash............................................................ 2,744 To record cash payment in discount period.*$2,800 x2%3)Nov. 7 Cash (98)Purchases Returns and Allowances (98)To record check received for return of purchasespreviously paid for with discount already taken.*$100 – ($100 x 2%)4)Nov. 10 Transportation-In (140)Cash (140)To recor d payment of freight charges.5)Nov. 13 Accounts Receivable........................................3,024Sales............................................................3,024To record sale of merchandise on credit...........6)Nov. 16 Sales Returns and Allowances (205)Receivable (205)AccountsTo record return of merchandise sold on credit.©McG276PROBLEM SET AProblem 5-1A (40 minutes)July 1 Merchandise Inventory.....................................6,400Payable—Arch..........................6,400 AccountsPurchased goods on credit, terms 1/15, n/30.2 Accounts Receivable—Driver (900)Sales (900)Sold goods on credit, terms 1/10, n/60.2 Cost of Goods Sold (533)Merchandise Inventory (533)To record cost of the July 2 sale.3 Merchandise Inventory (130)Cash (130)Paid freight on incoming goods.8 Cash....................................................................2,100Sales............................................................2,100 Sold goods for cash.8 Cost of Goods Sold...........................................1,700Inventory..............................1,700 MerchandiseTo record cost of the July 8 sale.9 Merchandise Inventory.....................................2,200Payable—Kew...........................2,200 AccountsPurchased goods on credit, terms 1/15, n/60.11 Accounts Payable—Kew (200)MerchandiseInventory (200)Received credit memo from returninggoods to supplier.12 Cash (891) (9)Discounts*SalesReceivable—Driver (900)AccountsCollected receivable within the discountperiod. *($900 x 1% = $9), 2009277Problem 5-1A (Concluded)July 16 Accounts Payable—Arch..................................6,400Inventory* (64)MerchandiseCash............................................................6,336 Paid payable within discount period.*($6,400 x 1% = $64)19 Accounts Receivable—Surtis.......................... 1,200Sales............................................................1,200 Sold goods on credit, terms 1/15, n/60.19 Cost of Goods Sold (800)Inventory (800)MerchandiseTo record cost of the July 19 sale.21 Sales Returns and Allowances (200)Receivable—Surtis (200)AccountsIssued credit memo for allowance ongoods sold to customer.24 Accounts Payable—Kew..................................2,000Inventory* (20)MerchandiseCash............................................................1,980 Paid payable in discount period. *($2,000 x 1%)30 Cash (990)Discounts* (10)SalesReceivable—Surtis...................1,000 AccountsCollected receivable within discount period.1%)x*($1,00031 Accounts Receivable—Driver.......................... 6,900Sales............................................................6,900 Sold goods on credit.31 Cost of Goods Sold...........................................5,200Inventory..............................5,200 MerchandiseTo record cost of the July 31 sale.©McG278Problem 5-2A (60 minutes)Part 1Adjustment (a)Jan 31 Store Supplies Expense...................................2,950Supplies............................................2,950 StoreTo record store supplies expense($5,500 - $2,550).Adjustment (b)Jan 31 Insurance Expense............................................1,450PrepaidInsurance......................................1,450 To record expired insurance.Adjustment (c)Jan 31 Depreciation Expense—Store Equip...............1,975Accumulated Depreciation—Store Equip.. 1,975 To record depreciation expense.Adjustment (d)Jan 31 Cost of Goods Sold...........................................2,700Inventory..............................2,700 MerchandiseTo adjust inventory for shrinkage$10,300).-($13,000©McGraw-Hill Companies, 2009Solutions Manual, Chapter 5 279Part 2 Multiple-step income statementHELIX COMPANYIncome StatementFor Year Ended January 31, 2009Sales.........................................................................$115,800 Less: Sales discounts............................................$ 1,900Sales returns and allowances..................... 2,300 4,200 Net sales...................................................................111,600 Cost of goods sold*................................................ 40,700 Gross profit..............................................................70,900 ExpensesSelling expensesDepreciation expense—Store equipment...........1,975Sales salaries expense**......................................13,700Rent expense—Selling space**............................7,500Store supplies expense........................................2,950Advertising expense ............................................ 9,700Total selling expenses..........................................35,825General and administrative expensesInsurance expense................................................1,450Office salaries expense........................................13,700Rent expense—Office space................................ 7,500Total general and administrative expenses........ 22,650Total expenses...................................................... 58,475 Net income...............................................................$ 12,425* $40,700 = $38,000 + $2,700 (shrinkage)**Salaries and rent expenses are equally divided between selling activitiesand general and administrative activities.©McG280Part 3 Single-step income statementHELIX COMPANYIncome StatementFor Year Ended January 31, 2009Net sales................................................................ $111,600 ExpensesCost of goods sold.......................................... $40,700Selling expenses............................................. 35,825*General and administrative expense............. 22,650*Total expenses................................................ 99,175 Net income............................................................ $ 12,425 *From Part 2P art 4Current assetsCash............................................................................$ 28,750Merchandise inventory..............................................10,300Store supplies............................................................2,550Prepaid insurance...................................................... 950*Total current assets...................................................$ 42,550Current liabilities...........................................................$ 14,000Current ratio ($42,550 / $14,000)....................................... 3.04*$2,400 - $1,450 = $950Quick assets (Cash)......................................................$ 28,750Current liabilities...........................................................$ 14,000Acid-test ratio ($28,750 / $14,000).................................... 2.05Net Sales........................................................................$111,600Cost of Goods Sold....................................................... 40,700Gross margin.................................................................$ 70,900Gross margin ratio ($70,900 / $111,600)...........................63.5%©McGraw-Hill Companies, 2009 Solutions Manual, Chapter 5 281P roblem 5-3A (40 minutes)1. Net salesSales............................................................................... $297,540Less: Sales discounts................................................. (4,552)Sales returns and allowances......................... (19,637) Net sales........................................................................ $273,3512. Cost of Merchandise purchasedInvoice cost of merchandise purchased.................... $127,890Purchase discounts received...................................... (2,685)Purchase returns and allowances............................... (6,138)Costs of transportation-in............................................ 3,900Total cost of merchandise purchased........................ $122,967Problem 5-3A (Continued)3. Multiple-step income statementRUSIO COMPANYIncome StatementFor Year Ended August 31, 2009$297,540 Sales..............................................................................Less: Sales discounts................................................. $ 4,552Sales returns and allowances......................... 19,637 24,189Net sales....................................................................... 273,351Cost of goods sold *.................................................... 114,571Gross profit.................................................................. 158,780 ExpensesSelling expensesSales salaries expense............................................ 40,762Rent expense—Selling space................................. 13,984Store supplies expense........................................... 3,570Advertising expense................................................ 25,290Total selling expenses............................................ 83,606General and administrative expensesOffice salaries expense........................................... 37,192©McG282Rent expense—Office space .................................. 3,570 Office supplies expense.......................................... 1,190 41,952 Total general and administrative expenses..........Total expenses...........................................................125,558Net income.................................................................... $ 33,222*Cost of goods sold (alternative computation):.................. $ 35,104Merchandise inventory, August 31, 2008.......... Total cost of merchandise purchased (from part 2).......... 122,967Merchandise available for sale............................................. 158,071 Merchandise inventory, August 31, 2009............................ 43,500Cost of goods sold................................................................ $114,571roblem 5-3A (Concluded). Single-step income statementP 4RUSIO COMPANYIncome StatementFor Ye , 2009ar Ended August 31Net sales.................. $273,351 ods sold.................................................. $114,571................................................... ExpensesCost of go Selling expenses..................................................... 83,606 General and administrative expenses................... 41,952240,129Total expenses ........................................................Net income.................................................................. $ 33,222 ©McGraw-Hill Companies, 2009Solutions Manual, Chapter 5 283。
Accounting for Merchandising Operations 商品型公司
Accounting for Merchandising Operations 商品型公司Merchandising OperationsOperating Cycles1.MERCHANDISER VS. SERVICE COMPANY 商品型公司和服务型公司的区别2.INCOME MEASUREMENT MERCHANDISER 商品型公司收入的计算Sales revenue-Cost of goods sold=Gross Profit-Operating Expense=Net income 销售收入 - 销售成本 =毛利 - 营业费用 = 净收入Inventory Systems 库存制度 1.Perpetual System 永续盘存法Periodic System 期间盘存制A merchandiser buys or sells goods to earn a profit A service company provides a service to earn a profit.The cost of goods sold is the total cost of merchandise sold during the period.销售成本COGS 销售成本NO COGSInventory purchased Record purchase Item sold Record revenue & COGS SOLDEnd of periodNo entry确认收入同时确认成本 Item sold Record revenue only End of periodCompute and recordCOGS期末才确认销售成本Record purchaseInventory purchased SOLDRecording Purchases and Sales of Merchandise 记录购买和销售Purchases 购买Cash Purchase现金购买Credit Purchase信用购买The purchase is normally recorded when the goods are received Credit purchases are normally supported by a purchase invoiceFreight Costs 运费1.货到付款Freight costs are part of the cost of inventory purchased. 算入成本2.卖方Freight costs incurred by the seller are selling expenses called Freight-out.FOB SHIPPING POINT 起运点 FOB DESTINATION 终点交货Title transfers to buyer at sellers shipping dock Buyer pays freight costs 货到付款买方担险Title transfers to buyer at buyers receiving dock Seller pays freight costs 。
会计学原理英文ppt课件Chapter_05Accounting for Merchandising Opera
C3
PERPETUAL AND PERIODIC
INVENTORY SYSTEMS
➢ Perpetual systems
➢ continually update accounting records for merchandising transactions
➢ Periodic systems
➢ accounting records relating to merchandise transactions are updated only at the end of the accounting period
Examples: Accounting firms, law firms and plumbing services
Revenues
Minus
Equals Expenses
Net income
McGraw-Hill/Irwin
Slide 2
C1
MERCHANDISING ACTIVITIES
Merchandising Companies
Purchase merchandise for cash
Dr. 1,200
Cr. 1,200
McGraw-Hill/Irwin
Slide 8
P1
TRADE DISCOUNTS
Used by manufacturers and wholesalers to offer better prices for greater quantities purchased.
Example
Z-Mart offers a 30% trade discount on orders of 1,000 units or more of their popular
会计学原理英文课件 (5)
5- 30
P2
Merchandising Cost Flow in the Accounting Cycle
P3
Adjusting Entries for Merchandisers
A merchandiser using a perpetual inventory system is usually required to make an adjustment to update the Merchandise Inventory account to reflect any loss of merchandise, including theft and deterioration.
P1
Purchase Returns and Allowances
On November 15, Z-Mart (buyer) issues a $300 debit memorandum for an allowance from Trex for defective merchandise.
5- 17
5-
P2
Sales Discounts
Z-Mart completes a $1,000 credit sale with terms of 2/10, n/60.
The account was paid in full within the 60-day period.
The account was paid in full within the 10-day discount period.
5- 28
P2
Sales Returns and Allowances
Recall Z-Mart’s sale for $2,400 that had a cost of $1,600. Assume the customer returns part of the merchandise. The returned items sell for $800 and cost $600.
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Slide 9
P1
Invoice
Main Source, Inc.
Invoice
614 Tech Avenue Nashville, TN 37651
S o l d
T
o
Date
5/4/09
Number 358-BI
Name: Barbee, Inc.
Attn: Tom Bell
Address: One Willow Plaza
McGraw-Hill/Irwin
Slide 8
P1
TRADE DISCOUNTS
Used by manufacturers and wholesalers to offer better prices for greater quantities purchased.
Example
Z-Mart offers a 30% trade discount on orders of 1,000 units or more of their popular
Examples: sporting goods, clothing, and auto parts stores
Net Sales
Minus
Cost of Equals
Goods Sold
Gross Profit
Minus
Expenses
Equals Net
Income
Merchandising Company Income Statement
On November 2, Z-Mart purchased $1,200 of merchandise inventory for cash.
Nov 2
Merchandise Inventory Cash
Purchase merchandise for cash
Dr. 1,200
Cr. 1,200
Examples: Accounting firms, law firms and plumbing services
Revenues
Minus
Equals Expenses
Net income
McGraw-Hill/Irwin
Slide 2
C1
MERCHANDISING ACTIVITIES
Merchandising Companies
product Racer. Each Racer has a list price of $5.25.
McGraw-Hill/Irwin
Quantity sold Price per unit Total Less 30% discount Invoice price
1,000 $ 5.25
5,250 (1,575) $ 3,675
Slide 6
C3
PERPETUAL AND PERIODIC
INVENTORY SYSTEMS
Perpetual systems
continually update accounting records for merchandising transactions
Periodic systems
Cookeville, Tennessee
38501
Seller Invoice date Purchaser Order date Credit terms Freight terms
P.O. Date Salesperson 4/25/2009 #25
Terms 2/10,n/30
Cash Sale
Purchases
Credit Sale
Cash collection
Purchases
Cash sales
Account receivable
Merchandise inventory
McGraw-Hill/Irwin
Merchandise inventory
Credit sales
ACCOUNTING FOR MERCHANDISING OPERATIONS
Chapter 5
© 2009 The McGraw-Hill Companies, Inc.,
SERVICE COMPANIES
Service organizations sell time to earn revenue.
Slide 5
C3
INVENTORY SYSTEMS
Beginning inventory
+
Net cost of purchases
= Merchandise available for sale
Ending inventory
McGraw-Hill/Irwin
+
Cost of goods sold
Manufacturer
Wholesaler
ler
Customer
McGraw-Hill/Irwin
Slide 3
C1
REPORTING INCOME FOR A
MERCHANDISER
Merchandising companies sell products to earn revenue.
For Year Ended December 31, 2009
McGraw-Hill/Irwin
Net sales Cost of goods sold Gross profit Operating expenses Net income
$ 150,000 80,000
$ 70,000 46,500
Freight FOB Destination
ViaSFheipdExGoods
Item AC417
Description 250 Backup System
$ 23,500
Slide 4
C2
OPERATING CYCLE FOR A
MERCHANDISER
Begins with the purchase of merchandise and ends with the collection of cash from the
sale of merchandise.
accounting records relating to merchandise transactions are updated only at the end of the accounting period
McGraw-Hill/Irwin
Slide 7
P1
MERCHANDISE PURCHASES