Chap 013 Financial Accounting(statement Of Cash Flow)

CHAPTER 13 STATEMENT OF CASH FLOWS OVERVIEW OF EXERCISES, PROBLEMS, CASES, AND INTERNET ASSIGNMENT Exercises 13–1 13–2 13–3 13–4 13–5 13–6 13–7 13–8 *13–9 *13–10 13–11 Problems 13–1 13–2 13–3 13–4 13–5 13–6 13–7 *13–8

*13–9

Topic Using a cash flow statement Using a cash flow statement Using noncash accounts to compute cash flows Relationship between accrual and cash flows Accrual versus cash flows Investing activities and interest revenue Format of a cash flow statement Cash effects of business strategies Indirect method Indirect method Annual report

Classification of cash flows Preparing a statement of cash flows— direct method (short) Investing activities (Problem 13–4 is an alternate.) Investing activities (Problem 13–3 is an alternate.) Cash flow from operating activities— direct method Cash flow from operating activities— indirect method Preparing a statement of cash flows— direct method; comprehensive Preparing a worksheet and statement of cash flows; evaluate the company’s liquidity—indirect method. (Problem 13–9 reverses the trend.) Preparing a worksheet and statement of cash flows; evaluate the company’s financial position—indirect method.

Learning Objectives 1, 2 1, 2, 6 4 3, 6

Characteristics Analytical Analytical Conceptual, mechanical, communication Conceptual, mechanical

3 3, 4 2 8 6, 7 7 1, 2, 4

Conceptual, mechanical Conceptual, mechanical Conceptual, mechanical Analytical, communication Conceptual, communication Conceptual, mechanical Analytical, real—Tootsie Roll

2 2, 3, 4

Conceptual Mechanical

4

Conceptual, mechanical

4

Conceptual, mechanical

3

Conceptual, mechanical

6, 7

Conceptual, mechanical

2, 3, 4, 6, 8

Conceptual, mechanical

1–9

Analytical, mechanical, group

1–9

Analytical, mechanical, group

____________ *Supplemental Topic, “A Worksheet for Preparing a Statement of Cash Flows.”

434

© The McGraw-Hill Companies, Inc., 2005

Cases 13–1 13–2 13–3 13–4

Topic Using a statement of cash flows Budgeting at a personal level Window dressing; effects on net income and net cash flow Peak pricing

Business Week Assignment 13–5 Business Week assignment Internet Assignment 13–1

Comparing cash flow information from two companies

Learning Objectives 1 1, 8 1, 4, 8 8

6, 8

2, 3, 4

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

Characteristics Analytical, communication Mechanical, analytical Analytical, communication Conceptual, ethics, group

Analytical—Texas Instruments

Analytical—Coca-Cola, Amazon

435

DESCRIPTIONS OF PROBLEMS, CASES, AND INTERNET ASSIGNMENT Below are brief descriptions of each problem, case, and the Internet assignment. These descriptions are accompanied by the estimated time (in minutes) required for completion and by a difficulty rating. The time estimates assume use of the partially filled-in working papers.

Problems 13–1

Beeler, Inc. Students classify a series of transactions into the three basic categories within a statement of cash flows and also explain why certain transactions do not appear in this financial statement.

15

Easy

13–2

Harris Company Prepare a statement of cash flows. Emphasis is upon format of the statement, with computations held to a minimum. However, sufficient computations are required to assure that students are able to distinguish between cash flows and accrual basis measurements. Uses the direct method.

30

Medium

13–3

Headrick, Inc. Prepare the investing activities section of a statement of cash flows by analyzing changes in balance sheet accounts and gains and losses reported in the income statement.

25

Easy

13–4

Hayes Export Co. Prepare the investing activities section of a statement of cash flows. Problem demonstrates how this section of the financial statement can be prepared by analyzing income statement amounts and changes in balance sheet accounts.

25

Easy

13–5

Treece, Inc. Prepare the operating activities section of a statement of cash flows from accounting records maintained using the accrual basis of accounting. Students also are to explain how more efficient asset management could increase cash flow provided by operating activities. Uses the direct method. (Problem *13–6 uses the same data but requires use of the indirect method.) Treece, Inc. (Indirect) Using the data provided in Problem 13–5, prepare the operating activities section of a statement of cash flows using the indirect method.

30

Medium

25

Medium

45

Strong

13–6

13–7

436

21st Century Technologies A comprehensive problem covering conversion from the accrual basis to the cash basis and preparation of a statement of cash flows. Uses the direct method.

© The McGraw-Hill Companies, Inc., 2005

*13–8

Satellite 2010 A comprehensive problem covering all learning objectives. Includes a worksheet, the indirect method, and analysis of the company’s financial position. We assign this to groups and let them deal with the worksheet mechanics on their own. This company is earnings rich and cash poor; Problem *13–9 is similar.

60

Strong

*13–9

Miracle Tool, Inc. A comprehensive problem covering all learning objectives. Includes a worksheet, the indirect method, and analysis of the company’s financial position. We assign this to groups and let them deal with the worksheet mechanics on their own. Problem *13–8 is similar.

60

Strong

13–1

Another Look at Allison Corporation Students are asked to review the cash flow statement of Allison Corporation (the company used as an example throughout the chapter) and to evaluate the company’s ability to maintain its present level of dividends.

25

Strong

13–2

Personal Budgeting A simple case that illustrates the usefulness of cash budgeting in the environment of a college student.

15

Easy

13–3

General Wheels, Inc. An automobile manufacturer is in serious financial difficulty, and management is considering several proposals to increase reported net income and net cash flow. Students are asked to evaluate the probable effects of each proposal. This case can lead into an open-ended discussion of “window dressing” in annual statements.

45

Medium

13–4

Peak Pricing Students are to discuss various aspects of peak pricing and discuss how it might be applied in specific situations. Also, they are to describe situations in which peak pricing might be considered unethical.

15

Easy

Cases

Business Week Assignment 13–5

Business Week Assignment Students consider the impact on a company of an economic downturn.

20 Medium

Internet Assignment 13–1

Comparing Cash Flow Information from Two Companies Visit a website that actually provides assistance in preparing cash budgets and statements of cash flows.

30 Medium

____________ *Supplemental Topic, “A Worksheet for Preparing a Statement of Cash Flows.”

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

437

SUGGESTED ANSWERS TO DISCUSSION QUESTIONS 1. The primary purpose of a statement of cash flows is to provide information about the cash receipts and cash payments of a business. A related purpose is to provide information about the investing and financing activities of the business. 2. The income statement provides the better measurement of profitability, especially when the business is financially sound and short-run survival is not the critical issue. The statement of cash flows is designed for measuring solvency, not profitability. An income statement, on the other hand, is specifically designed to measure profitability but gives little indication of solvency. 3. Two supplementary schedules usually accompany a statement of cash flows prepared by the direct method. One discloses the noncash aspects of financing and investing activities, such as the purchase of land in exchange for a note payable or the conversion of preferred stock into common shares. The other schedule itemizes the differences between net income and net cash flow from operations. 4. Examples of cash receipts and of cash payments in the three major classifications of a cash flow statement are shown below (two receipts and two payments required): a. Operating activities: Receipts: (1) Cash received from customers. (2) Dividends and interest received. Payments: (1) Cash paid to suppliers and employees. (2) Interest paid. (3) Income taxes paid. b. Investing activities: Receipts: (1) Sales of investments. (2) Collecting loans. (3) Sales of plant assets. Payments: (1) Purchases of investments. (2) Lending cash. (3) Purchases of plant assets.

c. Financing activities: Receipts: (1) Short-term or long-term borrowing. (2) Issuance of capital stock. (3) Sales of treasury stock. Payments: (1) Repayment of debt. (2) Purchase of treasury stock or retirement of outstanding shares. (3) Payment of dividends.

5. Net cash flow from operating activities generally reflects the cash effects of transactions entering into the determination of net income. Because interest revenue and interest expense enter into the determination of net income, these items are classified as operating activities. 6. Cash equivalents are investments that are so short-term and so highly liquid that there is no significant distinction between them and cash held on hand or in bank accounts. Examples of cash equivalents include (1) money market funds, (2) commercial paper, and (3) Treasury bills. 7. A money market fund is viewed as a cash equivalent. For purposes of preparing a statement of cash flows, transfers of cash into or out of cash equivalents are not viewed as cash payments or receipts. Therefore, the transfer of cash into a money market fund will not appear in a statement of cash flows.

438

© The McGraw-Hill Companies, Inc., 2005

8. In the long run, it is most important for a business to have positive cash flows from operating activities. To a large extent, the ability of a business to generate positive cash flows from financing activities is dependent upon its ability to generate cash from operations. Investors are reluctant to invest money in a business that does not have an operating cash flow sufficient to assure interest and dividend payments. Also, a business cannot sustain a positive cash flow from investing activities over the long run. A company can only sell productive assets for a limited period of time. In fact, a successful and growing company will often show a negative cash flow from investing activities, as the company is increasing its investment in plant assets. 9. Among the classifications shown in the cash flow statement, a successful and growing company is least likely to report a positive cash flow from investing activities. A growing company is usually increasing its investment in plant assets, which generally leads to a negative cash flow from investing activities. If the company is successful and growing, however, the cash flows from operating activities and from financing activities usually are positive. 10. No; a statement of cash flows summarizes the effects of cash transactions, but ledger accounts are maintained by the accrual basis of accounting. Therefore, the balances of ledger accounts must be adjusted to the cash basis in order to determine the items and amounts appearing in a statement of cash flows. 11. Cash collected from customers may be computed as follows: Net sales................................................................................................................................... Less: Increase in accounts receivable ($162,000 – $80,000) .................................................. Cash collected from customers................................................................................................

$925,000 82,000 $843,000

The logic behind this computation is that sales resulting in an increase in accounts receivable have not been collected in cash and, therefore, do not represent cash receipts in the current period. 12. The caption “Cash paid to suppliers and employees” includes two basic elements: (1) cash paid (to suppliers) for purchases of merchandise, and (2) cash paid for operating expenses (expenses other than interest and taxes), including salaries to employees. 13. Net income may differ from the net cash flows from operating activities as a result of such factors as: (1) Depreciation and other noncash expenses that enter into the determination of net income. (2) Short-term timing differences between the cash basis and accrual basis of accounting. These include changes in the amounts of accounts receivable, inventories, prepaid expenses, accounts payable, and accrued liabilities. (3) Nonoperating gains and losses that, although included in the measurement of net income, are attributable to investing or financing activities rather than to operating activities. 14. The direct method identifies the major operating sources and uses of cash, using such captions as “Cash received from customers.” The indirect method, on the other hand, reconciles net income to the net cash flows from operating activities by showing a series of adjustments to the net income figure. Both methods result in exactly the same net cash flows from operating activities. 15. Payments of accounts payable are viewed as operating activities and are included in the caption “Cash paid to suppliers and employees.” 16. One purpose of a statement of cash flows is to provide information about all the investing and financing activities of a business. Although the acquisition of land by issuing capital stock does not involve a receipt or payment of cash, the transaction involves both investing and financing activities. Therefore, these activities are disclosed in a supplementary schedule that accompanies the statement of cash flows.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

439

17. The credit to the Land account indicates a sale of land and, therefore, a cash receipt. However, the $220,000 credit represents only the cost (book value) of the land that was sold. This amount must be adjusted by any gain or loss recognized on the sale in order to reflect the amount of cash received. 18. Credits to paid-in capital accounts usually indicate the issuance of additional shares of capital stock. Assuming that these shares were issued for cash, the transaction would be presented in the financing activities section of a statement of cash flows as follows: Proceeds from issuance of capital stock ($12,000,000 + $43,500,000) ............................

$55,500,000

19. The amount of cash dividends paid during the current year may be determined as follows: Dividends declared during the year ....................................................................................... $ 4,300,000 Add: Decrease during the year in the liability for dividends payable 600,000 ($1,500,000 − $900,000) ..................................................................................................... Dividends paid during the year.............................................................................................. $4,900,000 20. Free cash flow is that portion of the net cash flow from operating activities that is available for discretionary purposes after the basic obligations of the business have been met. From a short-term creditor’s point of view, free cash flow is a “buffer,” indicating that the business brings in more cash than it must have to meet recurring commitments. Long-term creditors view free cash flow as evidence of the company’s ability to meet interest payments and to accumulate funds for the eventual retirement of long-term debt. From the stockholders’ viewpoint, free cash flow indicates a likelihood of future dividend increases or, perhaps, expansion of the business, which will increase future profitability. Management views free cash flow positively because it is available for discretionary purposes rather than already committed to basic operations. In summary, everyone associated with the business views free cash flow favorably—and the more, the better. 21. A cash budget is a forecast of expected future cash flows. It usually shows the expected cash flows of each department within the organization, month by month, for the coming year. Budgets are useful to management in many ways. The very act of preparing a budget forces management to plan and coordinate the activities of all departments. During the year, it advises managers of the resources available to them and the results they are expected to achieve. It also serves as a basis for evaluating actual performance, and provides advance warning of impending cash shortages. 22. Peak pricing means charging higher prices in periods in which customer demand exceeds the company’s capacity, and lower prices in “off-peak” periods. This serves the dual purposes of increasing revenue during peak periods, and allowing the business to serve more customers by shifting excess demand to off-peak periods. Common examples include restaurants, which charge higher prices at dinner time, and movie theaters, which offer low matinee prices during the daytime. 23. An effective product mix is one that generates more sales, both by attracting more customers and inspiring customers to purchase more products. 24. Speeding up the collection of accounts receivable does not increase the total amount collected. Rather, it merely shifts collections to an earlier time period. The only period(s) in which cash receipts actually increase are those in which collections under both the older and newer credit periods overlap.

440

© The McGraw-Hill Companies, Inc., 2005

SOLUTIONS TO EXERCISES Ex. 13–1

Auto Supply Co. appears capable of maintaining—or even increasing—its dividend payments. Operating activities generate twice the amount of cash currently paid as dividends. Free cash flow ($280,000 − $30,000 − $140,000 = $110,000) also substantially exceeds the current dividend requirement. The small decrease in cash for the year ($5,000) is no cause for concern. This resulted from management’s decision to retire bonds payable before the scheduled maturity date. This $150,000 cash outlay to retire bonds was neither required, nor will it often recur. (At this rate, the entire bond issue would be retired in three years.) Once management stops using excess cash for the retirement of debt, the dividends paid to stockholders could be increased.

Ex. 13–2

Note: All dollar figures are in thousands. a. Cash from operations........................................................................................... Expenditures for property and equipment ........................................................ Dividends paid ...................................................................................................... Free cash flow .......................................................................................................

$19,582 (10,066) -0$ 9,516

b. The major sources and uses of cash from financing activities during 2001 were: Source:................................................................................................................... Use: Purchase of stock .........................................................................................

none $ 4,783

Use: Repayment of Debt ......................................................................................

$ 4,762

Financing activities resulted in a decline in cash of $9,802 in 2001. c. Cash and cash equivalents decreased by $4,587 during 2001, moving the cash balance from $19,690 to $15,103. The company does not show any payment of dividends in 1999, 2000, or 2001, but appears to be in a relatively strong cash position should it decide to pay dividends in the future. Cash balances for the last three years range from $15 to $19 million with relatively strong operating cash flows each year ($15 to $20 million). d. 1. The loss (gain) on the disposal of property, plant, and equipment represents a reclassification of this item from the operating activities section of the statement of cash flows (which is based on net income and includes any loss or gain on the disposal of property, plant, and equipment) to the investing activities section of the statement of cash flows. If a loss is present, as in 1999 and 2001, the loss is added back to effectively remove the item from net income; if a gain is present, as in 2000, the gain is subtracted to effectively remove it from net income. 2. The decrease in accounts and notes receivable represents credit sales from previous years that were collected in 2001. In the indirect method calculation, presented at the bottom of Exhibit 13-6, this item is an increase in the amount of cash provided by net income because the sale was recognized in previous years but the cash was received in 2001.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

441

Ex. 13–3

Ex. 13–4

a. Purchases of marketable securities..................................................................... b. Proceeds from sales of marketable securities ($140,000 book value, less $35,000 loss)........................................................................................................

$125,000 $105,000

a. (1) Net sales: Cash sales ................................................................................................... Credit sales ................................................................................................. Net sales reported as revenue in the income statement ..........................

$ 285,000 460,000 $ 745,000

(2) Cash received from collecting accounts receivable: Credit sales ................................................................................................. Add: Decrease in accounts receivable...................................................... Collections of accounts receivable............................................................

$ 460,000 32,000 $ 492,000

(3) Cash received from customers: Net sales (includes cash sales and credit sales)........................................ Add: Decrease in accounts receivable...................................................... Cash received from customers..................................................................

$ 745,000 32,000 $ 777,000

b. Cash received from customers has two elements: (1) cash sales and (2) collections of accounts receivable. For cash sales, the amounts of sales and cash receipts are the same. However, collections on accounts receivable differ from the amount of credit sales. If accounts receivable increased, credit sales for the period exceeded cash collections on these accounts. If, however, accounts receivable decreased, cash collections of accounts receivable exceeded credit sales. Thus, cash received from customers may be greater or less than the amount of net sales.

Ex. 13–5

Ex. 13–6

442

Cash payments to suppliers of merchandise: Cost of goods sold .............................................................................. Add: Increase in inventory ($820,000 − $780,000) ....................... Decrease in accounts payable ($500,000 − $430,000).......... Cash payments to suppliers of merchandise ...................................

$ 2,975,000 $40,000 70,000

110,000 $3,085,000

The new loans made ($15 million) will appear among the investing activities of the company as a cash outflow. The $36 million collected from borrowers will be split into two cash flows. The $30 million in interest revenue will be included among the cash inflows from operating activities, whereas the $6 million in principal amounts collected from borrowers ($36 million − $30 million) will appear as a cash inflow from investing activities.

© The McGraw-Hill Companies, Inc., 2005

Ex. 13–7

WYOMING OUTFITTERS, INC. Statement of Cash Flows For the Year Ended December 31, 2005 Cash flows from operating activities: Cash received from customers....................................................... $ 795,000 Interest and dividends received..................................................... 27,000 Cash provided by operating activities........................................ $ 822,000 Cash paid to suppliers and employees .......................................... $(635,000) Interest paid .................................................................................... (19,000) Income taxes paid ........................................................................... (71,000) Cash disbursed for operating activities ..................................... (725,000) Net cash flow from operating activities ............................................ $ 97,000 Cash flows from investing activities: Loans made to borrowers .............................................................. Collections on loans ........................................................................ Cash paid to acquire plant assets .................................................. Proceeds from sales of plant assets................................................ Net cash used by investing activities ................................................. Cash flows from financing activities: Proceeds from short-term borrowing ........................................... Dividends paid................................................................................. Net cash used by financing activities................................................. Net increase in cash and cash equivalents ........................................ Cash and cash equivalents, beginning of year.................................. Cash and cash equivalents, end of year ............................................

Ex. 13–8

$

(5,000) 4,000 (21,000) 9,000 (13,000)

$ 10,000 (55,000) (45,000) $ 39,000 35,800 $ 74,800

a. (1) Expenditures for R&D are an operating activity. In the short term, reducing these expenditures will increase the net cash flow from operating activities. (2) In the long run, reducing expenditures for R&D may reduce cash flows from operations by reducing the number of new products the company brings to market. b. Selling to customers using bank credit cards taps a new market of potential customers. This should increase sales and cash receipts in both the short and long term. c. (1) Reducing inventory will lessen expenditures for inventory purchases during the time that inventory levels decline. This will improve the net cash flow from operating activities in the near term. (2) Once inventory has stabilized at the new and lower level, monthly expenditures will become approximately equal to the inventory used. Thus, this strategy will not affect cash flows once inventory has stabilized. d. (1) Deferring taxes can postpone taxes each year. For a growing business, this can reduce annual cash outlays year after year. Thus, it can increase net cash flows over both the short and long terms. (2) At some point in the future, the early deferrals will require payment, causing the cash paid to stabilize, much like (2) above.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

443

e. Dividends are a financing activity, not an operating activity. Therefore, discontinuing dividends has no direct effect upon the net cash flow from operating activities. Over the long term, however, the business may increase its cash flows by investing the cash that it retains.

Ex. 13–9

a. Added to net income. In a statement of cash flows, the retirement of debt is classified as a financing activity, not an operating activity. However, this extraordinary loss reduced the amount of net income reported in the income statement. Therefore, this nonoperating loss is added back to net income as a step in determining the net cash flows from operating activities. b. Added to net income. Depreciation is a noncash expense. Although it reduces the net income for the period, no cash outlay is required. Thus, to the extent of noncash expenses recorded during the period, net income is less than the amount of net cash flow. c. Omitted from the computation. The transfer of cash from a bank account to a money market fund has no effect on net income. Also, as a money market fund is a cash equivalent, this transfer is not regarded as a cash transaction. d. Deducted from net income. An increase over the year in the amount of accounts receivable indicates that revenue recognized in the income statement (credit sales) exceeds the collections of cash from credit customers. Therefore, net income is reduced by the increase in receivables which has not yet been collected. e. Omitted from the computation. Cash received from customers is a cash inflow shown in the direct method of computing net cash flow from operating activities. However, this cash inflow does not appear separately when the indirect method is used. f. Added to net income. A reduction in prepaid expenses indicates that the amounts expiring (and, therefore, being recognized as expense) exceed cash outlays for these items during the period. Thus, net income measured on the accrual basis is lower than net cash flow. g. Omitted from the computation. Declarations and payments of dividends do not enter into the determination of either net income or net cash flows from operating activities. Therefore, these transactions do not cause a difference between these figures. Dividends paid are reported in the financing activities section as a disbursement. h. Added to net income. An increase in accounts payable means that purchases of merchandise, measured on the accrual basis, exceed the payments during the period made to suppliers. Thus, costs and expenses measured on the accrual basis were greater than the actual cash payments during the period. i. Deducted from net income. The $2 million reduction in accrued income taxes payable means that cash payments to tax authorities exceeded by $2 million the income tax expense of the current year. Therefore, cash outlays exceeded the expenses shown in the income statement, and net cash flow from operating activities is smaller than net income.

444

© The McGraw-Hill Companies, Inc., 2005

Ex. 13–10

KEANER MACHINERY, INC. Partial Statement of Cash Flows For the Year Ended December 31, 2005 Cash flows from operating activities: Net income.......................................................................................... Add: Depreciation expense............................................................. $ 125,000 Amortization of intangible assets ......................................... 40,000 Decrease in accounts receivable ........................................... 45,000 Decrease in inventory ............................................................ 72,000 Increase in accrued expenses payable.................................. 25,000 Nonoperating loss on sale of investments ............................ 35,000 Subtotal............................................................................................... Less: Increase in prepaid expenses ................................................ $ 12,000 Decrease in accounts payable ............................................... 31,000 Nonoperating gain on sale of plant assets............................ 90,000 Net cash flow from operating activities ...........................................

Ex. 13–11 a. 1. The major causes of the increase in cash during 2001 are: Positive operating cash flows ............................................... Maturity of held to maturity securities ............................... Sale and maturity of available for sale securities...............

$385,000

342,000 $ 727,000

133,000 $ 594,000

$ 78,584 thousand $228,397 thousand $ 74,166 thousand

All other major categories of cash flows are negative. 2. Cash flows from financing activities would have been a negative $1,932 from the repurchase and retirement of shares of outstanding stock. Cash would have increased by an additional $14,168, the amount paid in dividends, for a total increase of $59,818 ($45,650 + $14,168). b. 2002 free cash flow is computed as follows: Net cash from operating activities ....................................... Cash invested in property, plant, and equipment (capital expenditures)............................................................. Dividends paid.......................................................................

$ 71,203 thousand (10,308 thousand) (14,610 thousand) $46,285 thousand

c. The amount of cash from operations is relatively stable in that it is positive each of the three years and ranges from $82,591 thousand in 2000 to $71,203 thousand in 2002. The variability in the change in cash comes primarily from the highly variable amount paid out in the investing activities category. This amount ranges from a high of $64,177 thousand in 2000 to a low of $16,834 thousand in 2001. The amount paid out for financing activities is also variable, but not as much as the amounts in the investing activities category. The single item “Acquisitions of businesses, net of cash acquired” in the investing activities category in 2000 ($74,293 thousand paid out) is more responsible than any other single item for the high variability. It is difficult to say whether the variability is positive or negative, but assuming that the acquisition referred to above was a good management decision, the high variability may be a positive thing. One way to look at it is that the company has a sufficiently strong cash position to allow it to take advantage of opportunities like the acquisition of a business in 2000 that will provide benefits in the future.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

445

SOLUTIONS TO PROBLEMS 15 Minutes, Easy

PROBLEM 13–1 BEELER, INC.

a. Operating activity b. Financing activity c. Operating activity d. Financing activity e. Operating activity f.

Operating activity

g. Not included in the statement of cash flows. A money market fund is viewed as a cash equivalent. Therefore, transfers between bank accounts and money market funds are not viewed as cash receipts or cash payments. h. Investing activity i.

Not included in a statement of cash flows prepared by the direct method. Depreciation is a noncash expense; recording depreciation does not require any cash outlay within the accounting period.

j.

Operating activity

k. Financing activity l.

Operating activity

m. Operating activity n. Investing activity o. Not included in the statement of cash flows. Transfers between cash equivalents and other forms of cash are not regarded as cash receipts or cash payments.

446

© The McGraw-Hill Companies, Inc., 2005

30 Minutes, Medium

PROBLEM 13–2 HARRIS COMPANY HARRIS COMPANY Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Cash received from customers (1) Interest and dividends received Cash provided by operating activities Cash paid to suppliers and employees (2) Interest paid Income taxes paid Cash disbursed for operating activities Net cash flow from operating activities

$ 30 0 0 0 0 0 1 0 0 0 0 0 $ 31 0 0 0 0 0 $ (2 5 5 0 0 0 0 ) (1 8 0 0 0 0 ) (9 5 0 0 0 ) $

Cash flows from investing activities: Loans made to borrowers Collections on loans Cash paid to acquire plant assets Proceeds from sales of plant assets (3) Net cash used in investing activities:

$ (5 2 (3 1 5

Cash flows from financing activities: Proceeds from issuing bonds payable Dividends paid Net cash provided by financing activities

$ 25 0 0 0 0 0 (1 2 0 0 0 0 )

0 6 0 8

0 0 0 0

0 0 0 0

0 0 0 0

(2 8 2 5 0 0 0 ) 2 7 5 0 0 0

0 ) 0 0 ) 0 (2 7 6 0 0 0 0 )

23 8 0 0 0 0

Net increase (decrease) in cash and cash equivalents Cash and cash equivalents, beginning of year Cash and cash equivalents, end of year

$ (1 0 5 0 0 0 ) 4 8 9 0 0 0 $ 3 8 4 0 0 0

Supporting computations: (1) Cash received from customers: Cash sales Collections on accounts receivable Cash received from customers

$

8 0 0 0 0 0 22 0 0 0 0 0 $ 30 0 0 0 0 0

(2) Cash paid to suppliers and employees: Payments on accounts payable to merchandise suppliers Cash payments for operating expenses Cash paid to suppliers and employees

$ 15 0 0 0 0 0 10 5 0 0 0 0 $ 25 5 0 0 0 0

(3) Proceeds from sales of plant assets: Book value of plant assets sold Less: Loss on sales of plant assets Proceeds from sales of plant assets

$ $

6 6 0 0 0 0 8 0 0 0 0 5 8 0 0 0 0

Note to instructor: The transfer from the money market fund to the general bank account is not considered a cash receipt because a money market fund is a cash equivalent.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

447

25 Minutes, Easy

a.

PROBLEM 13–3 HEADRICK, INC. HEADRICK, INC. Partial Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from investing activities: Purchases of marketable securities Proceeds from sales of marketable securities (1) Loans made to borrowers Collections on loans Cash paid to acquire plant assets (see part b ) Proceeds from sales of plant assets (2) Net cash used in investing activities

$

( 1 (2 1 (

7 3 1 6 6 1

5 2 0 2 0 2

0 0 0 0 0 0

0 0 0 0 0 0

0 ) 0 0 ) 0 0 ) 0 $ (3 9 0 0 0 )

Supporting computations: (1) Proceeds from sales of marketable securities: Cost of securities sold (credit entries to Marketable Securities account) Add: Gain on sales of marketable securities Proceeds from sales of marketable securities

9 0 0 0 0 4 2 0 0 0 $1 3 2 0 0 0

(2) Proceeds from sales of plant assets: Cost of plant assets sold or retired Less: Accumulated depreciation on plant assets sold or retired Book value of plant assets sold or retired Less: Loss on sales of plant assets Proceeds from sales of plant assets

$1 2 7 $ 4 3 $ 1

$

0 5 5 3 2

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

b. Schedule of noncash investing and financing activities: Purchases of plant assets Less: Portion financed through issuance of long-term debt Cash paid to acquire plant assets

$1 9 6 0 0 0 1 3 6 0 0 0 $ 6 0 0 0 0

c. Cash must be generated to cover the company’s investment needs through operating or financing activities. Ideally, cash to support investing activities should come from normal operations. If this places undue strain on the company’s operations, however, financing via borrowing and/or sale of capital stock are alternatives the company should consider.

448

© The McGraw-Hill Companies, Inc., 2005

25 Minutes, Easy

a.

PROBLEM 13–4 HAYES EXPORT CO. HAYES EXPORT CO. Partial Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from investing activities: Purchases of marketable securities Proceeds from sales of marketable securities (1) Loans made to borrowers Collections on loans Cash paid to acquire plant assets (see part b ) Proceeds from sales of plant assets (2) Net cash used in investing activities

$ (7 4 (5 6 (5 5

Supporting computations: (1) Proceeds from sales of marketable securities: Cost of securities sold (credit entries to Marketable Securities account) Less: Loss on sales of marketable securities Proceeds from sales of marketable securities (2) Proceeds from sales of plant assets: Cost of plant assets sold or retired Less: Accumulated depreciation on plant assets sold or retired Book value of plant assets sold or retired Add: Gain on sales of plant assets Proceeds from sales of plant assets

8 6 5 0 0 2

0 0 0 0 0 0

0 0 0 0 0 0

0) 0 0) 0 0) 0 $ (25000)

$ $

62000 16000 46000

$1400 1000 $ 400 120 $ 520

0 0 0 0 0

0 0 0 0 0

b. Schedule of noncash investing and financing activities: Purchases of plant assets Less: Portion financed through issuance of long-term debt Cash paid to acquire plant assets

$150000 100000 $ 50000

c. Management has more control over the timing and amount of outlays for investing activities than for operating activities. Many of the outlays for operating activities are contractual, reflecting payroll agreements, purchase invoices, taxes, and monthly bills. Most investing activities, in contrast, are discretionary—both as to timing and dollar amount.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

449

30 Minutes, Medium

a.

PROBLEM 13–5 TREECE, INC. TREECE, INC. Partial Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Cash received from customers (1) Interest and dividends received (2) Cash provided by operating activities Cash paid to suppliers and employees (3) Interest paid (4) Income taxes paid (5) Cash disbursed for operating activities Net cash flow from operating activities

$ 29 2 0 0 0 0 1 7 1 0 0 0 $ 30 9 1 0 0 0 $ (2 4 7 6 0 0 0 ) (1 7 6 0 0 0 ) (1 0 3 0 0 0 ) $

(1) Cash received from customers: Net sales Add: Decrease in accounts receivable Cash received from customers

$ 28 5 0 0 0 0 7 0 0 0 0 $ 29 2 0 0 0 0

(2) Interest and dividends received: Dividend income (cash basis) Interest income Subtotal Less: Increase in accrued interest receivable Interest and dividends received (3) Cash paid to suppliers and employees: Cash paid to suppliers of merchandise: Cost of goods sold Add: Increase in inventories Net purchases Less: Increase in accounts payable to suppliers Cash paid to suppliers of merchandise Cash paid for operating expenses: Operating expenses Less: Depreciation expense Subtotal Add: Increase in short-term prepayments Add: Decrease in accrued operating expenses payable Cash paid for operating expenses Cash paid to suppliers and employees (4) Interest paid: Interest expense Less: Increase in accrued interest payable Interest paid (5) Income taxes paid: Income taxes expense Add: Decrease in accrued income taxes payable Income taxes paid

450

(2 7 5 5 0 0 0 ) 3 3 6 0 0 0

$

1 0 4 0 0 7 0 0 0 1 7 4 0 0 3 0 0 1 7 1 0 0

0 0 0 0 0

$ 15 5 0 0 0 3 5 0 0 $ 15 8 5 0 0 8 0 0 $ 15 7 7 0 0

0 0 0 0 0

$ $

$ $

9 8 0 0 1 1 5 0 8 6 5 0 5 0 2 9 0

0 0 0 0 0

0 0 0 0 0 8 9 9 0 0 0 $ 24 7 6 0 0 0

$ $

$ $

1 8 5 0 0 0 9 0 0 0 1 7 6 0 0 0

9 0 0 0 0 1 3 0 0 0 1 0 3 0 0 0

© The McGraw-Hill Companies, Inc., 2005

PROBLEM 13–5 TREECE, INC. (concluded) b. In addition to more aggressive collection of accounts receivable, management could increase cash flows from operations by (only two required): • Reducing the amount of inventories being held. • Reducing the amount of short-term prepayments of expenses. • Taking greater advantage of accounts payable as a short-term means of financing purchases of goods and services.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

451

25 Minutes, Medium

PROBLEM 13–6 TREECE, INC. (INDIRECT) TREECE, INC. Partial Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Net income Add: Depreciation expense Decrease in accounts receivable Increase in accounts payable to suppliers Increase in accrued interest payable Subtotal Less: Increase in accrued interest receivable Increase in inventories Increase in short-term prepayments Decrease in accrued operating expenses payable Decrease in accrued income taxes payable “Nonoperating” gain on sale of marketable securities Net cash flow from operating activities

$223000 $1150 700 80 90

0 0 0 0

0 0 0 0

$

0 0 0 0 0 0

0 0 0 0 0 0

3 35 5 29 13 4

0 0 0 0 0 0

202000 $425000

89000 $336000

Credit sales cause receivables to increase, while collections cause them to decline. If receivables decline over the year, collections during the year must have exceeded credit sales for the year. Thus, cash receipts exceed revenue measured on the accrual basis.

452

© The McGraw-Hill Companies, Inc., 2005

45 Minutes, Strong ST

21 a.

PROBLEM 13–7 CENTURY TECHNOLOGIES

21st CENTURY TECHNOLOGIES Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Cash received from customers (1) Interest received (2) Cash provided by operating activities Cash paid to suppliers and employees (3) Interest paid (4) Income taxes paid (5) Cash disbursed for operating activities Net cash flow from operating activities Cash flows from investing activities: Purchases of marketable securities Proceeds from sales of marketable securities (6) Loans made to borrowers Collections on loans Cash paid to acquire plant assets Proceeds from sales of plant assets (7) Net cash used in investing activities Cash flows from financing activities: Proceeds from short-term borrowing Payments to settle short-term debts Proceeds from issuing capital stock (8) Dividends paid Net cash provided by financing activities

$ 31 4 0 0 0 0 4 2 0 0 0 $ 31 8 2 0 0 0 $ (2 6 8 0 0 0 0 ) (3 8 0 0 0 ) (1 1 4 0 0 0 ) $

$

(6 7 (4 2 (5 0 2

0 2 4 8 0 4

0 0 0 0 0 0

0 0 0 0 0 0

(2 8 3 2 0 0 0 ) 3 5 0 0 0 0

0 ) 0 0 ) 0 0 ) 0 (4 8 0 0 0 0 )

$

8 2 0 (9 2 0 1 8 0 0 (1 2 0 0

0 0 0 0

0 0 ) 0 0 ) 5 0 0 0 0

Net increase (decrease) in cash and cash equivalents Cash and cash equivalents, beginning of year Cash and cash equivalents, end of year

$

Supporting computations: (1) Cash received from customers: Net sales Less: Increase in accounts receivable Cash received from customers

$ 32 0 0 0 0 0 6 0 0 0 0 $ 31 4 0 0 0 0

(2) Interest received: Interest revenue Add: Decrease in accrued interest receivable Interest received

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

$

$ $

(8 0 0 0 0 ) 2 4 4 0 0 0 1 6 4 0 0 0

4 0 0 0 0 2 0 0 0 4 2 0 0 0

453

ST

21

PROBLEM 13–7 CENTURY TECHNOLOGIES (continued)

(3) Cash paid to suppliers and employees: Cash paid for purchases of merchandise: Cost of goods sold Less: Decrease in inventory Net purchases Add: Decrease in accounts payable to suppliers Cash paid for purchases of merchandise Cash paid for operating expenses: Operating expenses Less: Depreciation (a noncash expense) Subtotal Add: Increase in prepayments Add: Decrease in accrued liabilities for operating expenses Cash paid for operating expenses Cash paid to suppliers and employees ($1,576,000 + $1,104,000) (4) Interest paid: Interest expense Less: Increase in accrued interest payable Interest paid (5) Income taxes paid: Income taxes expense Add: Decrease in income taxes payable Income taxes paid (6) Proceeds from sales of marketable securities: Cost of marketable securities sold (credit entries to the Marketable Securities account) Add: Gain reported on sales of marketable securities Proceeds from sales of marketable securities (7) Proceeds from sales of plant assets: Book value of plant assets sold (paragraph 8 ) Less: Loss reported on sales of plant assets Proceeds from sales of plant assets (8) Proceeds from issuing capital stock: Amounts credited to Capital Stock account Add: Amounts credited to Additional Paid-in Capital account Proceeds from issuing capital stock

454

$1 6 2 6 $1 5 6 1 $1 5 7 $1 2 4 0 0 1 5 0 0 $1 0 9 0 0 6 0 8 0

0 0 0 0 0

0 0 0 6 6

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0 11 0 4 0 0 0 $2 6 8 0 0 0 0

$ $

$ $

$ $

$ $

$ $

4 2 0 0 0 4 0 0 0 3 8 0 0 0

1 0 0 0 0 0 1 4 0 0 0 1 1 4 0 0 0

3 8 0 0 0 3 4 0 0 0 7 2 0 0 0

3 6 0 0 0 1 2 0 0 0 2 4 0 0 0

2 0 0 0 0 1 6 0 0 0 0 1 8 0 0 0 0

© The McGraw-Hill Companies, Inc., 2005

ST

21

PROBLEM 13–7 CENTURY TECHNOLOGIES (concluded)

b. (1) The primary reason why cash provided by operating activities substantially exceeded net income was the company’s $150,000 in depreciation expense. Depreciation reduces net income, but does not affect the cash flows from operating activities. (2) The primary reason for the net decrease in cash was the large cash outlays for investing activities—specifically, the cash paid to acquire plant assets. c. To the extent that receivables increase, the company has not yet collected cash from its customers. Thus, if the growth in receivables had been limited to $10,000, instead of $60,000, the company would have collected an additional $50,000 from its customers. Thus, the net decrease in cash (and cash equivalents) would have been $30,000, instead of $80,000.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

455

60 Minutes, Strong

a.

Balance sheet effects:

Assets Cash and cash equivalents Accounts receivable Plant and equipment (net of accumulated depreciation) Totals Liabilities & Owners’ Equity Notes payable (short-term) Accounts payable Accrued expenses payable Notes payable (long-term) Capital stock (no par) Retained earnings Totals

PROBLEM 13–8 SATELLITE 2010 SATELLITE 2010 Worksheet for a Statement of Cash Flows For the Year Ended December 31, 2005 Effects of Transactions Beginning Debit Credit Balance Changes Changes 8 0 0 0 0 1 0 0 0 0 0 6 0 0 0 0 0 7 8 0 0 0 0

3 2 1 7

3 4 9 0 1 8

Cash effects: Operating activities: Net income Depreciation expense Increase in accounts receivable Increase in accounts payable Decrease in accrued expenses payable Investing activities: Cash paid for plant assets Financing activities: Short-term borrowing Issuance of capital stock Subtotals Net decrease in cash Totals

456

0 5 0 0 5 0

0 0 0 0 0 0

– 0 0 0 0 0 0

0 – 0 0 0 0 0 0

(3)

Ending Balance

(x)

4 3 0 0 0

3 7 0 0 0 8 5 0 0 0 0

(2)

1 4 7 0 0 0

26 5 3 0 0 0 35 4 0 0 0 0

7 5 0 0 0 0

(6) 2 2 0 0 0 0 0

(7) 1 4 5 0 0 0 0 (4) 3 3 0 0 0 (5)

1 3 0 0 0 (6) (8) (1) 29 6 3 0 0 0 Sources

3 5 4 29

5 0 4 6

0 0 0 3

0 0 0 0

0 0 0 0

0 0 0 0

14 5 6 3 7 4 7 0 5 5 35 4

0 3 2 0 0 5 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

Uses

(1) (2)

4 4 0 0 0 0 1 4 7 0 0 0

(4)

3 3 0 0 0

(3)

7 5 0 0 0 0

(5)

1 3 0 0 0

(6) 1 8 5 0 0 0 0 (7) 1 4 (8) 5 25 (x) 26

5 0 7 4 1

0 0 0 3 3

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

26 1 3 0 0 0 26 1 3 0 0 0

© The McGraw-Hill Companies, Inc., 2005

PROBLEM 13–8 SATELLITE 2010 (continued) b.

SATELLITE 2010 Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Net income Add: Depreciation expense Add: Increase in accounts payable Subtotal Less: Increase in accounts receivable Less: Decrease in accrued expenses payable Net cash provided by (used in) operating activities

$

$ $

7 5 0 0 0 0 1 3 0 0 0

Cash flows from investing activities: Cash paid to acquire plant assets (see schedule) Net cash used in investing activities

$ 18 5 0 0 0 0

Cash flows from financing activities: Short-term borrowing from banks Issuance of capital stock Net cash provided by financing activities

$ 14 5 0 0 0 0 5 0 0 0 0 0

4 4 0 1 4 7 3 3 6 2 0

0 0 0 0

0 0 0 0

0 0 0 0

7 6 3 0 0 0 $ (1 4 3 0 0 0 )

(1 8 5 0 0 0 0 )

Net increase (decrease) in cash Cash and cash equivalents, Dec. 31, 2004 Cash and cash equivalents, Dec. 31, 2005

19 5 0 0 0 0 $ $

(4 3 0 0 0 ) 8 0 0 0 0 3 7 0 0 0

Supplementary Schedule: Noncash Investing and Financing Activities Purchases of plant assets Less: Portion financed by issuing long-term notes payable Cash paid to acquire plant assets

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

$ 22 0 0 0 0 0 3 5 0 0 0 0 $ 18 5 0 0 0 0

457

PROBLEM 13–8 SATELLITE 2010 (concluded) c. Satellite 2010’s credit sales resulted in $750,000 in new receivables, which were uncollected as of year-end. These credit sales all were included in the computation of net income, but those that remained uncollected at year-end do not represent cash receipts. Therefore, the cash flow from operating activities was substantially below the amount of net income measured on the accrual basis. Note to instructor: It is not uncommon for cash flows to lag behind a rising net income figure in a growing business. This is why many rapidly growing businesses find themselves “strapped for cash” to finance their growth. d. Satellite 2010 does not appear headed for insolvency. First, the company has a $6 million line of credit, against which it has drawn only $1,450,000. This gives the company considerable debtpaying ability. Next, if Satellite 2010’s rapid growth continues, the company should not have difficulty issuing additional capital stock to investors as a means of raising cash. If a company is obviously successful, it usually is able to raise the cash necessary to finance expanding operations.

458

© The McGraw-Hill Companies, Inc., 2005

60 Minutes, Strong

a.

Balance sheet effects:

PROBLEM 13–9 MIRACLE TOOL, INC. MIRACLE TOOL, INC. Worksheet for a Statement of Cash Flows For the Year Ended December 31, 2005 Effects of Transactions Beginning Debit Credit Balance Changes Changes

Assets Cash and cash equivalents Marketable securities Accounts receivable Inventory Plant and equipment (net of accumulated depreciation) Totals

3 0 0 0 0 0 4 9 0 0 0 0

Liabilities & Owners’ Equity Accounts payable Accrued expenses payable Notes payable Capital stock Retained earnings

5 1 2 4 1 2 5

Totals

1 2 4 1 2

0 0 0 0

0 7 5 0 8

0 0 0 0

0 0 0 0 0

0 0 0 0

0 0 0 0 0

0 0 0 0

0 0 0 0 0

(x)

(5)

2 0 0 0

(9)

2 0 0 0 0

(7) (10)

3 0 0 0 1 0 0 0 0

(1) (2)

4 9 0 0 0 0

Cash effects: Operating activities: Net loss Depreciation expense Decrease in accounts receivable Increase in inventory Increase in accounts payable Decrease in accrued expenses payable Loss on sales of marketable securities Investing activities: Proceeds from sales of marketable securities Cash paid for plant assets Financing activities: Dividends paid Payment of note payable Issuance of capital stock Subtotals Net increase in cash Totals

5 0 0 0 0

(8)

1 0 0 0

(8)

1 4 0 0 0

2 8 5 0 0 0 4 9 5 0 0 0

(6)

2 3 0 0 0

(9) (11)

1 8 0 0 0 1 5 0 0 0

7 1 2 5 1 3 2

(1)

3 4 0 0 0

(5)

2 0 0 0

(7)

3 0 0 0

(9)

2 0 0 0

(2) (10) (11)

1 5 0 0 0 1 0 5 0 0 0 (x) 1 0 5 0 0 0

0 0 0 0

3 5 0 0 0

Uses

2 3 0 0 0

0 0 0 0

(3)

Sources

(6)

0 0 0 0

1 5 0 0 0 1 7 0 0 0

1 2 3 0 0 0

3 5 0 0 0 1 7 0 0 0

6 0 5 2 3 1 2 2

(8) (4)

3 4 0 0 0 4 0 0 0 1 2 3 0 0 0

(3) (4)

Ending Balance

3 4 3 5 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

4 9 5 0 0 0

4 0 0 0 1 0 0 0 0 5 5 0 0 0 5 0 0 0 0 1 0 5 0 0 0

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

459

PROBLEM 13–9 MIRACLE TOOL, INC. (continued) b.

MIRACLE TOOL, INC. Statement of Cash Flows For the Year Ended December 31, 2005

Cash flows from operating activities: Net loss Add: Depreciation expense Add: Decrease in accounts receivable Add: Increase in accounts payable Add: Loss on sales of marketable securities Subtotal Less: Increase in inventory Less: Decrease in accrued expenses Net cash provided by operating activities Cash flows from investing activities: Proceeds from sales of marketable securities Cash paid to acquire plant assets (see supplementary schedule) Net cash provided by investing activities Cash flows from financing activities: Dividends paid Payment of note payable Issuance of capital stock Net cash provided by financing activities

$ (3 3 1 2

$

$

$

4 5 7 3 1 4 2

$

5 0 0 0 3 7 0 0 0

2 0 0 0 3 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

0 ) 0 0 0 0 0

1 4 0 0 0 (2 0 0 0 ) 1 2 0 0 0

$

(4 0 0 0 ) (1 0 0 0 0 ) 1 5 0 0 0 1 0 0 0

Net increase in cash Cash and cash equivalents, Dec. 31, 2004 Cash and cash equivalents, Dec. 31, 2005

$ $

5 0 0 0 0 1 0 0 0 0 6 0 0 0 0

Supplementary Schedule: Noncash Investing and Financing Activities Purchases of plant assets Less: Portion financed through issuance of long-term debt Cash paid to acquire plant assets

460

$ $

2 0 0 0 0 1 8 0 0 0 2 0 0 0

© The McGraw-Hill Companies, Inc., 2005

PROBLEM 13–9 MIRACLE TOOL, INC. (continued) c. Miracle Tool, Inc. achieved its positive cash flow from operating activities basically by liquidating assets and by not paying its bills. It has converted most of its accounts receivable into cash, which probably means that credit sales have declined substantially over the past several months. A decrease in sales shows up in the income statement immediately, but may take months before its effects appear in a statement of cash flows. Miracle Tool, Inc. is not replacing plant assets as quickly as these assets are being depreciated. In any given year, this may not be significant. But on the other hand, this relationship certainly indicates that the business is not expanding, and it may indicate that the company is deferring replacements of plant assets in an effort to conserve cash. Miracle Tool, Inc. is allowing its accounts payable to rise much more quickly than it is increasing inventory. This indicates that the company is not paying its bills as quickly as it used to. While this conserves cash, the “savings” are temporary. Also, if the company’s credit rating is damaged, this strategy may reduce both earnings and cash flows in the near future. d. Miracle Tool, Inc. has substantially more cash than it did a year ago. Nonetheless, the company’s financial position appears to be deteriorating. Its marketable securities—a highly liquid asset— are almost gone. Its accounts payable are rising rapidly, and substantially exceed the amount of cash on hand. Most importantly, sales and accounts receivable both are falling, which impairs the company’s ability to generate cash from operating activities in the future. Also, the liquidity of the company’s inventory is questionable in light of the declining sales. e. This company is contracting its operations. Its investment in marketable securities, receivables, and plant assets all are declining. Further, the income statement shows that operations are eroding the owners’ equity in the business. The decline in sales—already apparent in the income statement—soon will reduce the cash collected from customers, which is the principal factor contributing to a positive cash flow from operating activities. In summary, this company appears to be in real trouble. f.

The company’s principal revenue source—sales of tools—appears to be collapsing. If nothing is done, it is likely that the annual net losses will increase, and that operating cash flows soon will turn negative. Thus, management’s first decision is whether to attempt to revive the company, or liquidate it. If the company is to be liquidated, this should be done quickly to avoid future operating losses. Information should be gathered to determine whether it would be best to sell the company as a going concern or whether management should sell the assets individually. In either event, management should stop purchasing tools. Assuming that sales continue to decline, the company’s current inventory appears to be approximately a one-year supply.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

461

PROBLEM 13–9 MIRACLE TOOL, INC. (concluded) If management decides to continue business operations, it should take the following actions: • Expand the company’s product lines! The combination tool alone can no longer support profitable operations. Also, dependency upon a single product—especially a faddish product with a limited market potential—is not a sound long-term strategy. • Stop buying the combination tool—at least until the current inventory is sold. This will not improve profitability, but will help cash flows. (As explained above, the company’s current inventory appears about equal to next year’s potential sales.) • Look for ways to reduce operating expenses. In 2005, sales declined by 30%, but the company was able to reduce operating expenses by only about 6.5% ($17,000 decline from a level of $260,000). • Stop paying dividends. The company has no cash to spare. As sales continue to fall, the net cash flow from operating activities is likely to turn negative. Collecting existing receivables and letting payables go unpaid can only bolster net cash flow for a limited period of time. • Develop forecasts of future operations and cash flows. If a turnaround does not appear realistic, management should reconsider the option of liquidating the company.

462

© The McGraw-Hill Companies, Inc., 2005

SOLUTIONS TO CASES 25 Minutes, Strong

CASE 13–1 ANOTHER LOOK AT ALLISON CORPORATION

a. Based on past performance, it does not appear that Allison Corporation can continue to pay annual dividends of $40,000 without straining the cash position of the company. In a typical year, Allison generates a positive cash flow from operating activities of approximately $50,000. However, about $45,000 is required in a normal year to replace the plant assets retired. This leaves only about $5,000 per year of the net operating cash flow available for dividends and other purposes. If Allison is to continue paying cash dividends of $40,000 per year, the company must raise about $35,000 from investing and financing activities. Over the long run, it is quite difficult for a company to continually finance its cash dividends through increased borrowing (financing activity) or through sales of assets (investing activity). Therefore, Allison Corporation may have to reduce its cash dividends in future years. b. Two of the unusual factors appearing in the current statement of cash flows should be considered in assessing the company’s ability to pay future dividends. First, the company spent an unusually large amount ($160,000) to purchase plant assets during the year. This expenditure for plant assets may increase net operating cash flow above the levels of prior years. Second, the company issued $100,000 of bonds payable and an additional 1,000 shares of capital stock. The interest on the new bonds payable will reduce future cash flows from operations. Also, the additional shares of capital stock mean that total dividend payments must be increased if the company is to maintain the current level of dividends per share. In summary, the unusual investing and financing activities will improve the company’s ability to continue its dividends only if the new plant assets generate more cash than is needed to meet the increased interest and dividend requirements.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

463

15 Minutes, Easy

CASE 13–2 PERSONAL BUDGETING

a. Ending cash balances: Week 2: $20 [$(20) + $100 − $30 − $20 − $10] Week 3: $60 ($20 + $100 − $30 − $20 − $10) Week 4: $100 ($60 + $100 − $30 − $20 − $10) b. In Week 1 you have two problems. The first is that you do not have enough cash to pay your rent on Wednesday. But you will by Friday, so your payment may be a couple of days late. (But what’s going to happen next month? Is there some “handwriting on the wall”?) Your second problem is that if you spend in your normal pattern, you will overdraw your bank account by $20 (which may trigger a service charge of another $10 or more). This problem can be solved by your foregoing any expenditures on entertainment this week—annoying, but hardly a cash crisis. You have a bigger problem coming up in February. You will have more difficulty paying February’s rent than you did January’s. The sad fact is that you cannot afford rent of $200 per month. You are earning $400 per month and spending $240 on things other than rent. Thus, you can afford only about $160 per month for rent unless you reduce other expenses. To solve this problem, you might find a roommate to share the rent, move into less expensive housing, or somehow increase your monthly cash receipts. (It does not appear practical to trim $40 per month from your other expenses.)

464

© The McGraw-Hill Companies, Inc., 2005

45 Minutes, Medium

a. Proposals (1) (2) (3) (4) (5) (6) (7)

CASE 13–3 GENERAL WHEELS, INC. Net Income Increase Increase Increase No effect (or decrease)* Decrease Increase No effect

Net Cash Flows from Operating Activities No effect No effect Increase Increase (or decrease)* Increase Increase No effect

Cash No effect No effect Increase Increase (or decrease)* Increase Increase Increase

*Either “no effect” or “decrease” is an acceptable answer to the probable effect of this proposal upon net income; see discussion in paragraph (4), part b. b. (1) If the costs of producing inventory are rising, use of the FIFO (first-in, first-out) method assigns older and lower costs to the cost of goods sold. Thus, it results in higher reported profits (but also in higher income taxes) than does the LIFO method. The inventory method used by a company does not affect the price that it pays to suppliers to purchase inventory. Thus, other than for possible tax consequences, the choice of inventory method does not affect cash flows. (The case stated that the additional taxes stemming from use of the FIFO method would not be paid until the following year.) (2) Changing from an accelerated method to the straight-line method of depreciation will (generally) reduce the amount of depreciation expense included in the income statement, thus increasing reported net income. Lengthening estimates of useful lives has a similar effect. Depreciation is a noncash expense; therefore, cash flows are not affected by the choice of depreciation method or the estimate of useful lives, except to the extent that these choices may affect income tax payments. The problem stated, however, that no changes would be made in the depreciation claimed for tax purposes. (3) Pressuring dealers (customers) to increase their inventories will increase General Wheels’ sales for the year. This should increase net income and cash flows from operating activities (collections from customers). (4) Requiring dealers to pay more quickly will speed up cash collections from customers, thus increasing operating cash flows and total cash. The timing of these collections has no direct effect upon net income. However, offering shorter credit terms may have the indirect effect of reducing net sales. Thus, one might argue that this proposal could decrease both net income and future collections from customers. (5) Passing up cash discounts will delay many cash outlays by about 20 days. In the long run the amount paid will be about 2% greater, but in the short run the delay should more than offset these increased costs. (A 20-day delay in cash outlays usually amounts to over 5% of total cash outlays for the year: 20 days/365 days = 5.5%.) While operating cash flows will increase, net income will decline; the higher purchase costs will be reflected in the cost of goods sold.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

465

CASE 13–3 GENERAL WHEELS, INC. (concluded) (6) Incurring short-term interest charges of 10% to replace long-term interest charges of 13% will reduce interest expense and cash payments of interest. Therefore, net income, cash flows from operating activities, and total cash flow will improve. Management’s only risks in pursuing this proposal are that short-term rates may rise or that the company may be unable to renew the short-term loans as they mature. (7) Dividend payments do not enter into the determination of net income or net cash flow from operating activities. Therefore, these two amounts will not be affected by the proposal. Cash dividends are classified as financing activities and do affect total cash flows. Therefore, replacing cash dividends with stock dividends (which require no cash payment) will increase net cash flow from all sources. However, management should be aware that discontinuing cash dividends may adversely affect the company’s ability to raise capital through the issuance of additional shares of capital stock.

466

© The McGraw-Hill Companies, Inc., 2005

15 Minutes, Easy

CASE 13–4 PEAK PRICING

a. The statement is not valid because it addresses only the peak-period aspect of a peak-pricing strategy. It is true that during the peak period, some customers will be priced out of the market (or at least encouraged to purchase in an off-peak period). But in off-peak periods, prices tend to be lower than they would under a single-price strategy. Thus, peak pricing may, in fact, allow some customers to purchase goods or services that they otherwise could not afford. b. The alternative to peak pricing is a single all-the-time price. In this case, excess demand is handled on a first-come, first-served basis. c. (1) Hotels in Palm Springs charge their highest daily rates during the sunny but comfortable winter months. The uncomfortably hot summers are their off-season, and they offer their rooms at greatly reduced rates. (2) Movie theaters charge peak prices in the evenings. Daytime is the off-peak period, and they normally offer substantially discounted matinee prices. Also, they often lower prices on Monday and/or Tuesday evenings, which are periods of little customer demand. d. In the opinion of the authors, peak pricing normally is an ethical business practice. But there are exceptions, and management should think carefully about its responsibilities. Peak pricing may be unethical if the services are funded in whole or in part by taxpayers—but not in every case. For example, we would consider it unethical for public schools to provide a more convenient class schedule to students willing to pay an extra fee. But we would not object to a museum or national park varying admission prices between peak and off-peak periods. Also, an ethical distinction may be drawn between peak pricing and a concept called “profiteering.” Profiteering means exploiting customers in an emergency situation. For example, we would view raising the price of medical supplies during a local disaster, such as the September 11, 2001 terrorist attacks on the World Trade Center and the Pentagon, as profiteering. (To our knowledge, this did not occur. In fact, many health-care organizations provided goods and services at no charge during this emergency.) But what represents an emergency situation? For example, we would not view it as unethical for hotels to raise their room rates because the Superbowl is being played in town.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

467

20 Minutes, Medium

CASE 13–5 BUSINESS WEEK ASSIGNMENT

a. Cash increases (decreases) and net income (losses) are almost never equal. Net income is determined using accrual-based accounting procedures. As a result, the cash flow associated with revenues and expenses reported on the income statement can (and usually does) occur in different time periods from when these items appear on the statements. Many things such as depreciation expenses and non-operating gains and losses appear on the income statement, but do not affect cash flows. b. In order to keep cash from going out the door, management at Texas Instruments can: • • • • • • • • •

cut capital spending lay off employees trim inventories demand quicker payment from customers slow down payments to suppliers cut cash dividends slow or stop stock buybacks forego acquisitions by cash or defer income taxes.

None of these things will affect net income, but they will increase cash. c. In order to bring in fresh cash, management can: • • • • •

468

issue debt generate cash through operations issue securities practice peak pricing or create an effective product mix.

© The McGraw-Hill Companies, Inc., 2005

SOLUTION TO INTERNET ASSIGNMENT 30 Minutes, Medium

INTERNET 13–1 COMPARING CASH FLOW INFORMATION FROM TWO COMPANIES

a. (no solution) b. (no solution) c. The net cash provided by or used by operating activities will vary from year to year. In 2002, both Coca-Cola and Amazon.com had positive cash flows from operations. Coca-Cola’s amount was $4,742 million while Amazon’s was much smaller at $174,291 thousand. In the two comparative years presented with the 2002 statement of cash flows, however, Coca-Cola had positive cash flows from operations ($4,110 million in 2001 and $3,585 million in 2000) while Amazon had negative operating cash flows ($119,782 thousand in 2001 and $130,442 thousand in 2000). d. Companies that may have negative cash flows from operations are companies that are in the early stage of development or companies competing in new industries. High start-up costs and marketing costs to develop the company’s business have adverse effects on cash flows. e. Companies with established products or services in established industries will often have large positive cash flows from operations.

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

469

INTERNET 13–1 COMPARING CASH FLOW INFORMATION FROM TWO COMPANIES (continued) COCA-COLA Consolidated Statement of Cash Flows (in millions) For the Year Ended December 31 2002 OPERATING ACTIVITIES Net income Depreciation and amortization Stock-based compensation expense Deferred income taxes Equity income or loss, net of dividends Foreign currency adjustments Gains on issuances of stock by equity investees (Gains) losses on sales of assets, including bottling interests Cumulative effect of accounting changes Other operating charges Other items Net change in operating assets and liabilities Net cash provided by operating activities INVESTING ACTIVITIES Acquisitions and investments, principally trademarks and bottling companies Purchases of investments and other assets Proceeds from disposals of investments and other assets Purchases of property, plant and equipment Proceeds from disposals of property, plant and eqpt. Other investing activities Net cash used in investing activities FINANCING ACTIVITIES Issuances of debt Payments of debt Issuances of stock Purchases of stock for property Dividends Net cash used in financing activities EFFECT OF EXCHANGE RATE CHANGES ON CASH AND CASH EQUIVALENTS CASH AND CASH EQUIVALETNS Net increase during the year Balance at beginning of the year Balance at end of year

470

3 0 5 0 8 0 6 3 6 5 4 0 ( 2 5 6 ) ( 7 6 ) - -

92 2 9 (4 0 4 7 4

3 6 1 7 ) 2

( 5 4 (1 5 2 4 ( 8 5 6 5 (1 1 8 1

4 6 3 1 9 2 7

1 6 2 (2 3 7 1 0 ( 69 (1 9 8 ( 33 2

2 8 7 1 7 7

3 2

26 0 1 8 6 6 2 1 2 6

) ) )

)

) ) ) )

2001

2000

3 9 6 9 8 0 3 4 1 5 6 ( 5 4 ) ( 6 0 ) ( 9 1 )

2 1 7 7 7 7 3 4 3 3 3 8 0 1 9 6 - -

(8 1 ( 1 (4 6 4 1 1

(1 2 9 1 7 (8 5 3 5 8

5 ) 0 7 ) 2 ) 0

( 6 5 (4 5 4 5 ( 7 6 9 1 4 (1 1 8

1 6 5 9 1 2 8

3 0 1 (3 9 3 1 6 ( 27 (1 7 9 ( 28 3

1 7 4 7 1 0

) ) )

)

) ) ) )

( 4 5 )

4 7 1 8 1 9 1 8 6 6

7 ) 6 6 2 ) 5

( 3 9 (5 0 2 9 ( 7 3 4 1 3 (1 1 6

7 8 0 3 5 8 5

3 6 7 ( 42 5 3 3 ( 1 3 (1 6 8 (2 0 7

1 6 1 3 5 2

) ) )

)

) ) ) )

( 1 4 0 )

20 8 1 6 1 1 1 8 1 9

© The McGraw-Hill Companies, Inc., 2005

INTERNET 13–1 COMPARING CASH FLOW INFORMATION FROM TWO COMPANIES (continued) AMAZON.COM, INC. CONSOLIDATED STATEMENTS OF CASH FLOWS (in thousands) For the Year Ended December 31 2002 2001 CASH AND CASH EQUIVALENTS, BEGINNING OF PERIOD $ 5 4 0 28 2 $ 8 2 2 43 5 OPERATING ACTIVITIES Net loss Adjustments to reconcile net loss to net cash provided by (used in) operating activities: Depreciation of fixed assets and other amortization Stock-based compensation Equity in losses of equity-method investees, net Amortization of goodwill and other intangibles Non-cash restructuring-related and other Gain on sale of marketable securities, net Other losses (gains), net Non-cash interest expense and other Cumulative effect of change in accounting principle Changes in operating assets and liabilities: Inventories Accounts receivable, net and other current assets Accounts payable Accrued expenses and other current liabilities Unearned revenue Amortization of previously unearned revenue Interest payable Net cash provided by (used in) operating activities INVESTING ACTIVITIES Sales and maturities of marketable securities and other investments Purchases of marketable securities Purchases of fixed assets, including internal-use software and Web site development Investments in equity-method investees and other investments Net cash provided by (used in) investing activities

(1 4 9 1 3 2 )

8 2 2 6 8 9 4 1 5 4 3 4 (5 7 9 6 2 2 9 5 (8

7 2 6 7 7 0 7 8 0

4 7 9 8 0 0 ) 3 6 1 )

(5 1 3 (3 2 9 1 5 6 5 4 4 9 5 4 (1 3 5 4 30 1 7 4 2

0 4 4 9 0 6 2 9

3 ) 8 ) 2 1 4 6 ) 7 1

2000 $1 3 3 3 0 9

( 5 6 7 2 7 7 )

8 4 4 3 0 1 8 1 7 3 (1 2 2 6 1 0 3 2 (4 5 1 1 (1 3

0 0 4 0 4 5 ( (1 1 9

7 6 3 0 2 3 1 6 5

0 3 2 3 9 3 4 2 2

9 7 7 3 3 5 ) 1 9 3

6 7 4 0 7 8 3 7

2 3 3 3 3 0 4 8

8 2 8 1 8 8 5 2

)

) ) )

(1 4 1 1 2 7 3 )

8 2 3 0 3 2 2 0

4 4 4 1 0 ( 1 4 2 2 4

4 ( 2 9 9 (1 0 3 (1 3

6 8 2 3 7 8 4 0

4 7 5 7 3 2 6 7

6 9 9 7 1 8 3 6 -

0 7 6 2 1 0 ) 9 6 -

0 5 3 9 8 2 3 4

8 8 5 6 1 1 4 4

3 5 ) 7 7 8 1 ) 1 2 )

5 5 3 2 8 9 (6 35 8 1 0 )

3 7 0 3 7 7 (5 67 1 5 2 )

5 4 5 7 2 4 (1 84 4 5 5 )

(3 91 6 3 )

(5 03 2 1 )

(1 3 47 5 8 )

- (1 21 6 8 4 )

( 61 9 8 ) (2 53 2 9 4 )

( 6 2 5 3 3 ) 1 6 39 7 8

Solutions Manual Vol. I, Financial and Managerial Accounting 13/e, Williams et al

471

INTERNET 13–1 COMPARING CASH FLOW INFORMATION FROM TWO COMPANIES (concluded) AMAZON COM, INC. CONSOLIDATED STATEMENTS OF CASH FLOWS (in thousands) For the Year Ended December 31 2002 FINANCING ACTIVITIES Proceeds from exercise of stock options and other Proceeds from issuance of common stock, net of issuance costs Proceeds from long-term debt and other Repayment of capital lease obligations and other Financing costs Net cash provided by financing activities Effect of exchange-rate changes on cash and cash equivalents Net increase (decrease) in cash and cash equivalents CASH AND CASH EQUIVALENTS , END OF PERIOD SUPPLEMENTAL CASH FLOW INFORMATION: Fixed assets acquired under capital leases and other financing arrangements Equity securities received for commercial agreements Stock issued in connection with business acquisitions and minority investments Cash paid for interest

472

1 2 1 6 8 9 ( 1 4 7 9 1 06 8 9

5 ) 4

38 4 7 1 1 97 9 7 2 7 3 82 5 4

2001

2000

1 6 6 2 5 99 8 3 10 0 0 ( 1 9 5 7 1 06 8 8

1 0 5 ) 1

( 15 9 5 8 ) ( 2 82 1 5 3 ) 5 4 02 8 2

4 4 6 9 7

6 ( ( 6

8 1 1 9

1 6 6 3

4 9 1 1

9 2 2 4

9 7 ) 2 ) 7

( 37 5 5 7 ) 6 89 1 2 6 8 22 4 3 5

3 0 2 3 - -

5 5 9 7 3 3 1

9 3 0 3 1 0 6 8 4 8

- 1 1 1 58 9

5 0 0 0 1 1 2 18 4

3 2 1 3 0 6 7 25 2

© The McGraw-Hill Companies, Inc., 2005