{"product_id":"financial-and-managerial-accounting-isbn-9781119752622","title":"Financial and Managerial Accounting","description":"\u003cp\u003e\u003ci\u003eFinancial and Managerial Accounting\u003c\/i\u003e, 4th Edition, provides students with a clear introduction to the fundamental financial and managerial concepts needed for anyone pursuing a career in accounting or business. Through a focus on accounting transactions, real-world industry examples, and robust assessment, students develop a solid understanding of how to apply accounting principles and techniques in practice.\u003c\/p\u003e \u003cp\u003eBy connecting the classroom to the business world with an emphasis on decision making and key data analysis skills appropriate at the introductory level, \u003ci\u003eFinancial and Managerial Accounting\u003c\/i\u003e ensures students are more engaged and better prepared for careers as professionals in the modern business world.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 \u003c\/b\u003e\u003cb\u003eAccounting in Action 1-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eKnowing the Numbers: \u003c\/i\u003eColumbia Sportswear 1-1\u003c\/p\u003e \u003cp\u003eAccounting Activities and Users 1-3\u003c\/p\u003e \u003cp\u003eThree Activities 1-3\u003c\/p\u003e \u003cp\u003eWho Uses Accounting Data 1-4\u003c\/p\u003e \u003cp\u003eThe Building Blocks of Accounting 1-6\u003c\/p\u003e \u003cp\u003eEthics in Financial Reporting 1-6\u003c\/p\u003e \u003cp\u003eGenerally Accepted Accounting Principles 1-8\u003c\/p\u003e \u003cp\u003eMeasurement Principles 1-8\u003c\/p\u003e \u003cp\u003eAssumptions 1-9\u003c\/p\u003e \u003cp\u003eThe Accounting Equation 1-11\u003c\/p\u003e \u003cp\u003eAssets 1-11\u003c\/p\u003e \u003cp\u003eLiabilities 1-12\u003c\/p\u003e \u003cp\u003eStockholders’ Equity 1-12\u003c\/p\u003e \u003cp\u003eAnalyzing Business Transactions 1-13\u003c\/p\u003e \u003cp\u003eAccounting Transactions 1-14\u003c\/p\u003e \u003cp\u003eTransaction Analysis 1-15\u003c\/p\u003e \u003cp\u003eSummary of Transactions 1-19\u003c\/p\u003e \u003cp\u003eThe Financial Statements 1-21\u003c\/p\u003e \u003cp\u003eIncome Statement 1-21\u003c\/p\u003e \u003cp\u003eRetained Earnings Statement 1-23\u003c\/p\u003e \u003cp\u003eBalance Sheet 1-23\u003c\/p\u003e \u003cp\u003eStatement of Cash Flows 1-23\u003c\/p\u003e \u003cp\u003eAppendix 1A: Career Opportunities in Accounting 1-25\u003c\/p\u003e \u003cp\u003ePublic Accounting 1-25\u003c\/p\u003e \u003cp\u003ePrivate Accounting 1-25\u003c\/p\u003e \u003cp\u003eGovernmental Accounting 1-26\u003c\/p\u003e \u003cp\u003eForensic Accounting 1-26\u003c\/p\u003e \u003cp\u003e“Show Me the Money” 1-26\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 \u003c\/b\u003e\u003cb\u003eThe Recording Process 2-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAccidents Happen: \u003c\/i\u003eMF Global Holdings 2-1\u003c\/p\u003e \u003cp\u003eAccounts, Debits, and Credits 2-3\u003c\/p\u003e \u003cp\u003eDebits and Credits 2-3\u003c\/p\u003e \u003cp\u003eStockholders’ Equity Relationships 2-7\u003c\/p\u003e \u003cp\u003eSummary of Debit\/Credit Rules 2-7\u003c\/p\u003e \u003cp\u003eThe Journal 2-8\u003c\/p\u003e \u003cp\u003eThe Recording Process 2-8\u003c\/p\u003e \u003cp\u003eThe Journal 2-9\u003c\/p\u003e \u003cp\u003eThe Ledger and Posting 2-11\u003c\/p\u003e \u003cp\u003eThe Ledger 2-11\u003c\/p\u003e \u003cp\u003ePosting 2-12\u003c\/p\u003e \u003cp\u003eChart of Accounts 2-13\u003c\/p\u003e \u003cp\u003eThe Recording Process Illustrated 2-14\u003c\/p\u003e \u003cp\u003eSummary Illustration of Journalizing and Posting 2-20\u003c\/p\u003e \u003cp\u003eThe Trial Balance 2-22\u003c\/p\u003e \u003cp\u003eLimitations of a Trial Balance 2-23\u003c\/p\u003e \u003cp\u003eLocating Errors 2-23\u003c\/p\u003e \u003cp\u003eDollar Signs and Underlining 2-23\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 \u003c\/b\u003e\u003cb\u003eAdjusting the Accounts 3-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eKeeping Track of Groupons: \u003c\/i\u003eGroupon 3-1\u003c\/p\u003e \u003cp\u003eAccrual-Basis Accounting and Adjusting Entries 3-2\u003c\/p\u003e \u003cp\u003eFiscal and Calendar Years 3-3\u003c\/p\u003e \u003cp\u003eAccrual- versus Cash-Basis Accounting 3-3\u003c\/p\u003e \u003cp\u003eRecognizing Revenues and Expenses 3-3\u003c\/p\u003e \u003cp\u003eThe Need for Adjusting Entries 3-5\u003c\/p\u003e \u003cp\u003eTypes of Adjusting Entries 3-6\u003c\/p\u003e \u003cp\u003eAdjusting Entries for Deferrals 3-7\u003c\/p\u003e \u003cp\u003ePrepaid Expenses 3-7\u003c\/p\u003e \u003cp\u003eUnearned Revenues 3-11\u003c\/p\u003e \u003cp\u003eAdjusting Entries for Accruals 3-14\u003c\/p\u003e \u003cp\u003eAccrued Revenues 3-14\u003c\/p\u003e \u003cp\u003eAccrued Expenses 3-15\u003c\/p\u003e \u003cp\u003eSummary of Basic Relationships 3-18\u003c\/p\u003e \u003cp\u003eAdjusted Trial Balance and Financial Statements 3-21\u003c\/p\u003e \u003cp\u003ePreparing the Adjusted Trial Balance 3-22\u003c\/p\u003e \u003cp\u003ePreparing Financial Statements 3-22\u003c\/p\u003e \u003cp\u003eAppendix 3A: Adjusting Entries for the Alternative Treatment of Deferrals 3-25\u003c\/p\u003e \u003cp\u003ePrepaid Expenses 3-26\u003c\/p\u003e \u003cp\u003eUnearned Revenues 3-27\u003c\/p\u003e \u003cp\u003eSummary of Additional Adjustment Relationships 3-28\u003c\/p\u003e \u003cp\u003eAppendix 3B: Financial Reporting Concepts 3-28\u003c\/p\u003e \u003cp\u003eQualities of Useful Information 3-28\u003c\/p\u003e \u003cp\u003eAssumptions in Financial Reporting 3-29\u003c\/p\u003e \u003cp\u003ePrinciples in Financial Reporting 3-29\u003c\/p\u003e \u003cp\u003eCost Constraint 3-31\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 \u003c\/b\u003e\u003cb\u003eCompleting the Accounting Cycle 4-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eEveryone Likes to Win: \u003c\/i\u003eRhino Foods 4-1\u003c\/p\u003e \u003cp\u003eThe Worksheet 4-3\u003c\/p\u003e \u003cp\u003eSteps in Preparing a Worksheet 4-3\u003c\/p\u003e \u003cp\u003ePreparing Financial Statements from a Worksheet 4-7\u003c\/p\u003e \u003cp\u003ePreparing Adjusting Entries from a Worksheet 4-8\u003c\/p\u003e \u003cp\u003eClosing the Books 4-8\u003c\/p\u003e \u003cp\u003ePreparing Closing Entries 4-9\u003c\/p\u003e \u003cp\u003ePosting Closing Entries 4-11\u003c\/p\u003e \u003cp\u003ePreparing a Post-Closing Trial Balance 4-12\u003c\/p\u003e \u003cp\u003eThe Accounting Cycle and Correcting Entries 4-15\u003c\/p\u003e \u003cp\u003eSummary of the Accounting Cycle 4-15\u003c\/p\u003e \u003cp\u003eReversing Entries—An Optional Step 4-15\u003c\/p\u003e \u003cp\u003eCorrecting Entries—An Avoidable Step 4-15\u003c\/p\u003e \u003cp\u003eClassified Balance Sheet 4-18\u003c\/p\u003e \u003cp\u003eCurrent Assets 4-20\u003c\/p\u003e \u003cp\u003eLong-Term Investments 4-20\u003c\/p\u003e \u003cp\u003eProperty, Plant, and Equipment 4-20\u003c\/p\u003e \u003cp\u003eIntangible Assets 4-21\u003c\/p\u003e \u003cp\u003eCurrent Liabilities 4-22\u003c\/p\u003e \u003cp\u003eLong-Term Liabilities 4-23\u003c\/p\u003e \u003cp\u003eStockholders’ (Owners’) Equity 4-23\u003c\/p\u003e \u003cp\u003eAppendix 4A: Reversing Entries 4-24\u003c\/p\u003e \u003cp\u003eReversing Entries Example 4-25\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 \u003c\/b\u003e\u003cb\u003eAccounting for Merchandising Operations 5-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBuy Now, Vote Later: \u003c\/i\u003eREI 5-1\u003c\/p\u003e \u003cp\u003eMerchandising Operations and Inventory Systems 5-3\u003c\/p\u003e \u003cp\u003eOperating Cycles 5-3\u003c\/p\u003e \u003cp\u003eFlow of Costs 5-4\u003c\/p\u003e \u003cp\u003eRecording Purchases Under a Perpetual System 5-6\u003c\/p\u003e \u003cp\u003eFreight Costs 5-8\u003c\/p\u003e \u003cp\u003ePurchase Returns and Allowances 5-9\u003c\/p\u003e \u003cp\u003ePurchase Discounts 5-9\u003c\/p\u003e \u003cp\u003eSummary of Purchasing Transactions 5-10\u003c\/p\u003e \u003cp\u003eRecording Sales Under a Perpetual System 5-11\u003c\/p\u003e \u003cp\u003eSales Returns and Allowances 5-12\u003c\/p\u003e \u003cp\u003eSales Discounts 5-13\u003c\/p\u003e \u003cp\u003eData Analytics and Credit Sales 5-14\u003c\/p\u003e \u003cp\u003eThe Accounting Cycle for a Merchandising Company 5-15\u003c\/p\u003e \u003cp\u003eAdjusting Entries 5-15\u003c\/p\u003e \u003cp\u003eClosing Entries 5-16\u003c\/p\u003e \u003cp\u003eSummary of Merchandising Entries 5-16\u003c\/p\u003e \u003cp\u003eMultiple-Step Income Statement 5-18\u003c\/p\u003e \u003cp\u003eMultiple-Step Income Statement 5-18\u003c\/p\u003e \u003cp\u003eSingle-Step Income Statement 5-21\u003c\/p\u003e \u003cp\u003eClassified Balance Sheet 5-21\u003c\/p\u003e \u003cp\u003eAppendix 5A: Merchandising Company Worksheet 5-23\u003c\/p\u003e \u003cp\u003eUsing a Worksheet 5-23\u003c\/p\u003e \u003cp\u003eAppendix 5B: Periodic Inventory System 5-24\u003c\/p\u003e \u003cp\u003eDetermining Cost of Goods Sold Under a Periodic System 5-25\u003c\/p\u003e \u003cp\u003eRecording Merchandise Transactions 5-26\u003c\/p\u003e \u003cp\u003eRecording Purchases of Merchandise 5-26\u003c\/p\u003e \u003cp\u003eRecording Sales of Merchandise 5-27\u003c\/p\u003e \u003cp\u003eJournalizing and Posting Closing Entries 5-28\u003c\/p\u003e \u003cp\u003eUsing a Worksheet 5-29\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 \u003c\/b\u003e\u003cb\u003eInventories 6-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Where Is That Spare Bulldozer Blade?”: \u003c\/i\u003eCaterpillar 6-1\u003c\/p\u003e \u003cp\u003eClassifying and Determining Inventory 6-2\u003c\/p\u003e \u003cp\u003eClassifying Inventory 6-3\u003c\/p\u003e \u003cp\u003eDetermining Inventory Quantities 6-4\u003c\/p\u003e \u003cp\u003eInventory Methods and Financial Effects 6-7\u003c\/p\u003e \u003cp\u003eSpecific Identification 6-7\u003c\/p\u003e \u003cp\u003eCost Flow Assumptions 6-8\u003c\/p\u003e \u003cp\u003eFinancial Statement and Tax Effects of Cost Flow Methods 6-13\u003c\/p\u003e \u003cp\u003eUsing Inventory Cost Flow Methods Consistently 6-15\u003c\/p\u003e \u003cp\u003eEffects of Inventory Errors 6-16\u003c\/p\u003e \u003cp\u003eIncome Statement Effects 6-17\u003c\/p\u003e \u003cp\u003eBalance Sheet Effects 6-18\u003c\/p\u003e \u003cp\u003eInventory Presentation and Analysis 6-18\u003c\/p\u003e \u003cp\u003ePresentation 6-18\u003c\/p\u003e \u003cp\u003eLower-of-Cost-or-Net Realizable Value 6-19\u003c\/p\u003e \u003cp\u003eAnalysis 6-20\u003c\/p\u003e \u003cp\u003eAppendix 6A: Inventory Cost Flow Methods in Perpetual Inventory Systems 6-22\u003c\/p\u003e \u003cp\u003eFirst-In, First-Out (FIFO) 6-22\u003c\/p\u003e \u003cp\u003eLast-In, First-Out (LIFO) 6-23\u003c\/p\u003e \u003cp\u003eAverage-Cost 6-23\u003c\/p\u003e \u003cp\u003eAppendix 6B: Estimating Inventories 6-24\u003c\/p\u003e \u003cp\u003eGross Profit Method 6-24\u003c\/p\u003e \u003cp\u003eRetail Inventory Method 6-25\u003c\/p\u003e \u003cp\u003eData Analytics in Action 6-47\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 \u003c\/b\u003e\u003cb\u003eFraud, Internal Control, and Cash 7-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMinding the Money in Madison: \u003c\/i\u003eBarriques 7-2\u003c\/p\u003e \u003cp\u003eFraud and Internal Control 7-3\u003c\/p\u003e \u003cp\u003eFraud 7-3\u003c\/p\u003e \u003cp\u003eThe Sarbanes-Oxley Act 7-3\u003c\/p\u003e \u003cp\u003eInternal Control 7-4\u003c\/p\u003e \u003cp\u003ePrinciples of Internal Control Activities 7-4\u003c\/p\u003e \u003cp\u003eData Analytics and Internal Controls 7-10\u003c\/p\u003e \u003cp\u003eLimitations of Internal Control 7-11\u003c\/p\u003e \u003cp\u003eCash Controls 7-12\u003c\/p\u003e \u003cp\u003eCash Receipts Controls 7-12\u003c\/p\u003e \u003cp\u003eCash Disbursements Controls 7-15\u003c\/p\u003e \u003cp\u003ePetty Cash Fund 7-16\u003c\/p\u003e \u003cp\u003eControl Features of a Bank Account 7-19\u003c\/p\u003e \u003cp\u003eMaking Bank Deposits 7-19\u003c\/p\u003e \u003cp\u003eWriting Checks 7-20\u003c\/p\u003e \u003cp\u003eElectronic Funds Transfer (EFT) System 7-21\u003c\/p\u003e \u003cp\u003eBank Statements 7-21\u003c\/p\u003e \u003cp\u003eReconciling the Bank Account 7-22\u003c\/p\u003e \u003cp\u003eReporting Cash 7-27\u003c\/p\u003e \u003cp\u003eCash Equivalents 7-27\u003c\/p\u003e \u003cp\u003eRestricted Cash 7-28\u003c\/p\u003e \u003cp\u003eData Analytics in Action 7-46\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 \u003c\/b\u003e\u003cb\u003eAccounting for Receivables 8-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWhat’s Cooking?: \u003c\/i\u003eNike 8-1\u003c\/p\u003e \u003cp\u003eRecognition of Accounts Receivable 8-3\u003c\/p\u003e \u003cp\u003eTypes of Receivables 8-3\u003c\/p\u003e \u003cp\u003eRecognizing Accounts Receivable 8-3\u003c\/p\u003e \u003cp\u003eValuation and Disposition of Accounts Receivable 8-5\u003c\/p\u003e \u003cp\u003eValuing Accounts Receivable 8-5\u003c\/p\u003e \u003cp\u003eDisposing of Accounts Receivable 8-12\u003c\/p\u003e \u003cp\u003eNotes Receivable 8-14\u003c\/p\u003e \u003cp\u003eDetermining the Maturity Date 8-15\u003c\/p\u003e \u003cp\u003eComputing Interest 8-16\u003c\/p\u003e \u003cp\u003eRecognizing Notes Receivable 8-16\u003c\/p\u003e \u003cp\u003eValuing Notes Receivable 8-16\u003c\/p\u003e \u003cp\u003eDisposing of Notes Receivable 8-16\u003c\/p\u003e \u003cp\u003ePresentation and Analysis of Receivables 8-19\u003c\/p\u003e \u003cp\u003ePresentation 8-19\u003c\/p\u003e \u003cp\u003eAnalysis 8-20\u003c\/p\u003e \u003cp\u003eData Analytics and Receivables Management 8-21\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 \u003c\/b\u003e\u003cb\u003ePlant Assets, Natural Resources, and Intangible Assets 9-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eA Tale of Two Airlines: \u003c\/i\u003eAmerican Airlines 9-2\u003c\/p\u003e \u003cp\u003ePlant Asset Expenditures 9-3\u003c\/p\u003e \u003cp\u003eDetermining the Cost of Plant Assets 9-3\u003c\/p\u003e \u003cp\u003eExpenditures During Useful Life 9-5\u003c\/p\u003e \u003cp\u003eDepreciation Methods 9-7\u003c\/p\u003e \u003cp\u003eFactors in Computing Depreciation 9-8\u003c\/p\u003e \u003cp\u003eDepreciation Methods 9-9\u003c\/p\u003e \u003cp\u003eDepreciation and Income Taxes 9-14\u003c\/p\u003e \u003cp\u003eRevising Periodic Depreciation 9-15\u003c\/p\u003e \u003cp\u003eImpairments 9-16\u003c\/p\u003e \u003cp\u003ePlant Asset Disposals 9-16\u003c\/p\u003e \u003cp\u003eSale of Plant Assets 9-17\u003c\/p\u003e \u003cp\u003eRetirement of Plant Assets 9-18\u003c\/p\u003e \u003cp\u003eNatural Resources and Intangible Assets 9-19\u003c\/p\u003e \u003cp\u003eNatural Resources 9-19\u003c\/p\u003e \u003cp\u003eDepletion 9-20\u003c\/p\u003e \u003cp\u003eIntangible Assets 9-20\u003c\/p\u003e \u003cp\u003eAccounting for Intangible Assets 9-21\u003c\/p\u003e \u003cp\u003eTypes of Intangible Assets 9-22\u003c\/p\u003e \u003cp\u003eResearch and Development Costs 9-23\u003c\/p\u003e \u003cp\u003eStatement Presentation and Analysis 9-24\u003c\/p\u003e \u003cp\u003ePresentation 9-24\u003c\/p\u003e \u003cp\u003eAnalysis 9-25\u003c\/p\u003e \u003cp\u003eAppendix 9A: Exchange of Plant Assets 9-27\u003c\/p\u003e \u003cp\u003eLoss Treatment 9-27\u003c\/p\u003e \u003cp\u003eGain Treatment 9-28\u003c\/p\u003e \u003cp\u003eData Analytics in Action 9-46\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 \u003c\/b\u003e\u003cb\u003eLiabilities 10-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAnd Then There Were Two: \u003c\/i\u003eMaxwell Car Company 10-1\u003c\/p\u003e \u003cp\u003eAccounting for Current Liabilities 10-3\u003c\/p\u003e \u003cp\u003eWhat Is a Current Liability? 10-3\u003c\/p\u003e \u003cp\u003eNotes Payable 10-3\u003c\/p\u003e \u003cp\u003eSales Taxes Payable 10-4\u003c\/p\u003e \u003cp\u003eUnearned Revenues 10-5\u003c\/p\u003e \u003cp\u003eCurrent Maturities of Long-Term Debt 10-5\u003c\/p\u003e \u003cp\u003ePayroll and Payroll Taxes Payable 10-6\u003c\/p\u003e \u003cp\u003eMajor Characteristics of Bonds 10-8\u003c\/p\u003e \u003cp\u003eTypes of Bonds 10-8\u003c\/p\u003e \u003cp\u003eIssuing Procedures 10-9\u003c\/p\u003e \u003cp\u003eBond Trading 10-9\u003c\/p\u003e \u003cp\u003eDetermining the Market Price of a Bond 10-10\u003c\/p\u003e \u003cp\u003eAccounting for Bond Transactions 10-12\u003c\/p\u003e \u003cp\u003eIssuing Bonds at Face Value 10-13\u003c\/p\u003e \u003cp\u003eDiscount or Premium on Bonds 10-13\u003c\/p\u003e \u003cp\u003eIssuing Bonds at a Discount 10-14\u003c\/p\u003e \u003cp\u003eIssuing Bonds at a Premium 10-15\u003c\/p\u003e \u003cp\u003eRedeeming Bonds at Maturity 10-17\u003c\/p\u003e \u003cp\u003eRedeeming Bonds Before Maturity 10-17\u003c\/p\u003e \u003cp\u003eAccounting for Long-Term Notes Payable 10-18\u003c\/p\u003e \u003cp\u003eMortgage Notes Payable 10-18\u003c\/p\u003e \u003cp\u003eLease Liabilities 10-19\u003c\/p\u003e \u003cp\u003eReporting and Analyzing Liabilities 10-21\u003c\/p\u003e \u003cp\u003ePresentation 10-21\u003c\/p\u003e \u003cp\u003eAnalysis 10-21\u003c\/p\u003e \u003cp\u003eDebt and Equity Financing 10-23\u003c\/p\u003e \u003cp\u003eAppendix 10A: Straight-Line Amortization 10-25\u003c\/p\u003e \u003cp\u003eAmortizing Bond Discount 10-25\u003c\/p\u003e \u003cp\u003eAmortizing Bond Premium 10-26\u003c\/p\u003e \u003cp\u003eAppendix 10B: Effective-Interest Amortization 10-27\u003c\/p\u003e \u003cp\u003eAmortizing Bond Discount 10-28\u003c\/p\u003e \u003cp\u003eAmortizing Bond Premium 10-29\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 \u003c\/b\u003e\u003cb\u003eCorporations: Organization, Stock Transactions, and Stockholders’ Equity 11-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOh Well, I Guess I’ll Get Rich: \u003c\/i\u003eFacebook 11-2\u003c\/p\u003e \u003cp\u003eCorporate Form of Organization 11-3\u003c\/p\u003e \u003cp\u003eCharacteristics of a Corporation 11-3\u003c\/p\u003e \u003cp\u003eForming a Corporation 11-6\u003c\/p\u003e \u003cp\u003eStockholder Rights 11-6\u003c\/p\u003e \u003cp\u003eStock Issue Considerations 11-8\u003c\/p\u003e \u003cp\u003eCorporate Capital 11-10\u003c\/p\u003e \u003cp\u003eAccounting for Stock Issuances 11-11\u003c\/p\u003e \u003cp\u003eAccounting for Common Stock 11-11\u003c\/p\u003e \u003cp\u003eAccounting for Preferred Stock 11-14\u003c\/p\u003e \u003cp\u003eAccounting for Treasury Stock 11-15\u003c\/p\u003e \u003cp\u003eCash Dividends, Stock Dividends, and Stock Splits 11-18\u003c\/p\u003e \u003cp\u003eCash Dividends 11-19\u003c\/p\u003e \u003cp\u003eDividend Preferences 11-21\u003c\/p\u003e \u003cp\u003eStock Dividends 11-23\u003c\/p\u003e \u003cp\u003eStock Splits 11-25\u003c\/p\u003e \u003cp\u003eReporting and Analyzing Stockholders’ Equity 11-27\u003c\/p\u003e \u003cp\u003eRetained Earnings 11-27\u003c\/p\u003e \u003cp\u003eRetained Earnings Restrictions 11-28\u003c\/p\u003e \u003cp\u003eBalance Sheet Presentation of Stockholders’ Equity 11-29\u003c\/p\u003e \u003cp\u003eAnalysis of Stockholders’ Equity 11-30\u003c\/p\u003e \u003cp\u003eAppendix 11A: Stockholders’ Equity Statement 11-32\u003c\/p\u003e \u003cp\u003eAppendix 11B: Book Value per Share 11-33\u003c\/p\u003e \u003cp\u003eBook Value per Share Example 11-33\u003c\/p\u003e \u003cp\u003eBook Value versus Market Price 11-34\u003c\/p\u003e \u003cp\u003eData Analytics in Action 11-55\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 \u003c\/b\u003e\u003cb\u003eStatement of Cash Flows 12-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eGot Cash?: \u003c\/i\u003eMicrosoft 12-2\u003c\/p\u003e \u003cp\u003eUsefulness and Format of the Statement of Cash Flows 12-3\u003c\/p\u003e \u003cp\u003eUsefulness of the Statement of Cash Flows 12-3\u003c\/p\u003e \u003cp\u003eClassification of Cash Flows 12-3\u003c\/p\u003e \u003cp\u003eSignificant Noncash Activities 12-4\u003c\/p\u003e \u003cp\u003eFormat of the Statement of Cash Flows 12-5\u003c\/p\u003e \u003cp\u003ePreparing the Statement of Cash Flows—Indirect Method 12-6\u003c\/p\u003e \u003cp\u003eIndirect and Direct Methods 12-7\u003c\/p\u003e \u003cp\u003eIndirect Method—Computer Services Company 12-7\u003c\/p\u003e \u003cp\u003eStep 1: Operating Activities 12-9\u003c\/p\u003e \u003cp\u003eSummary of Conversion to Net Cash Provided by Operating Activities—Indirect Method 12-12\u003c\/p\u003e \u003cp\u003eStep 2: Investing and Financing Activities 12-13\u003c\/p\u003e \u003cp\u003eStep 3: Net Change in Cash 12-15\u003c\/p\u003e \u003cp\u003eAnalyzing the Statement of Cash Flows 12-17\u003c\/p\u003e \u003cp\u003eFree Cash Flow 12-17\u003c\/p\u003e \u003cp\u003eAppendix 12A: Statement of Cash Flows—Direct Method 12-19\u003c\/p\u003e \u003cp\u003eStep 1: Operating Activities 12-19\u003c\/p\u003e \u003cp\u003eStep 2: Investing and Financing Activities 12-24\u003c\/p\u003e \u003cp\u003eStep 3: Net Change in Cash 12-26\u003c\/p\u003e \u003cp\u003eAppendix 12B: Worksheet for the Indirect Method 12-26\u003c\/p\u003e \u003cp\u003ePreparing the Worksheet 12-27\u003c\/p\u003e \u003cp\u003eAppendix 12C: Statement of Cash Flows—T-Account Approach 12-31\u003c\/p\u003e \u003cp\u003eData Analytics in Action 12-56\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 \u003c\/b\u003e\u003cb\u003eFinancial Analysis: The Big Picture 13-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIt Pays to Be Patient: \u003c\/i\u003eWarren Buffett 13-2\u003c\/p\u003e \u003cp\u003eSustainable Income and Quality of Earnings 13-3\u003c\/p\u003e \u003cp\u003eSustainable Income 13-3\u003c\/p\u003e \u003cp\u003eQuality of Earnings 13-7\u003c\/p\u003e \u003cp\u003eHorizontal Analysis and Vertical Analysis 13-9\u003c\/p\u003e \u003cp\u003eHorizontal Analysis 13-10\u003c\/p\u003e \u003cp\u003eVertical Analysis 13-12\u003c\/p\u003e \u003cp\u003eRatio Analysis 13-15\u003c\/p\u003e \u003cp\u003eLiquidity Ratios 13-16\u003c\/p\u003e \u003cp\u003eSolvency Ratios 13-17\u003c\/p\u003e \u003cp\u003eProfitability Ratios 13-17\u003c\/p\u003e \u003cp\u003eFinancial Analysis and Data Analytics 13-18\u003c\/p\u003e \u003cp\u003eComprehensive Example of Ratio Analysis 13-18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 \u003c\/b\u003e\u003cb\u003eManagerial Accounting 14-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eJust Add Water . . . and Paddle: \u003c\/i\u003eCurrent Designs 14-1\u003c\/p\u003e \u003cp\u003eManagerial Accounting Basics 14-3\u003c\/p\u003e \u003cp\u003eComparing Managerial and Financial Accounting 14-3\u003c\/p\u003e \u003cp\u003eManagement Functions 14-4\u003c\/p\u003e \u003cp\u003eOrganizational Structure 14-5\u003c\/p\u003e \u003cp\u003eManagerial Cost Concepts 14-7\u003c\/p\u003e \u003cp\u003eManufacturing Costs 14-8\u003c\/p\u003e \u003cp\u003eProduct versus Period Costs 14-9\u003c\/p\u003e \u003cp\u003eIllustration of Cost Concepts 14-10\u003c\/p\u003e \u003cp\u003eManufacturing Costs in Financial Statements 14-12\u003c\/p\u003e \u003cp\u003eBalance Sheet 14-12\u003c\/p\u003e \u003cp\u003eIncome Statement 14-13\u003c\/p\u003e \u003cp\u003eCost of Goods Manufactured 14-14\u003c\/p\u003e \u003cp\u003eCost of Goods Manufactured Schedule 14-15\u003c\/p\u003e \u003cp\u003eManagerial Accounting Today 14-16\u003c\/p\u003e \u003cp\u003eService Industries 14-16\u003c\/p\u003e \u003cp\u003eFocus on the Value Chain 14-17\u003c\/p\u003e \u003cp\u003eBalanced Scorecard 14-19\u003c\/p\u003e \u003cp\u003eBusiness Ethics 14-19\u003c\/p\u003e \u003cp\u003eCorporate Social Responsibility 14-20\u003c\/p\u003e \u003cp\u003eThe Value of Data Analytics 14-20\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Using Data in Its Own World \u003c\/i\u003e14-21\u003c\/p\u003e \u003cp\u003eData Analytics in Action 14-43\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 \u003c\/b\u003e\u003cb\u003eJob Order Costing 15-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProfiting from the Silver Screen: \u003c\/i\u003eDisney 15-1\u003c\/p\u003e \u003cp\u003eCost Accounting Systems 15-3\u003c\/p\u003e \u003cp\u003eProcess Cost System 15-3\u003c\/p\u003e \u003cp\u003eJob Order Cost System 15-4\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Providing Service Through the Cloud \u003c\/i\u003e15-4\u003c\/p\u003e \u003cp\u003eJob Order Cost Flow 15-5\u003c\/p\u003e \u003cp\u003eAccumulating Manufacturing Costs 15-5\u003c\/p\u003e \u003cp\u003eAssigning Manufacturing Costs 15-7\u003c\/p\u003e \u003cp\u003eRaw Materials Costs 15-8\u003c\/p\u003e \u003cp\u003eFactory Labor Costs 15-10\u003c\/p\u003e \u003cp\u003ePredetermined Overhead Rates 15-13\u003c\/p\u003e \u003cp\u003eEntries for Jobs Completed and Sold 15-16\u003c\/p\u003e \u003cp\u003eAssigning Costs to Finished Goods 15-17\u003c\/p\u003e \u003cp\u003eAssigning Costs to Cost of Goods Sold 15-17\u003c\/p\u003e \u003cp\u003eSummary of Job Order Cost Flows 15-18\u003c\/p\u003e \u003cp\u003eJob Order Costing for Service Companies 15-19\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of Job\u003c\/p\u003e \u003cp\u003eOrder Costing 15-20\u003c\/p\u003e \u003cp\u003eApplied Manufacturing Overhead 15-22\u003c\/p\u003e \u003cp\u003eUnder- or Overapplied Manufacturing Overhead 15-22\u003c\/p\u003e \u003cp\u003eData Analytics in Action 15-41\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 \u003c\/b\u003e\u003cb\u003eProcess Costing 16-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Little Guy Who Could: \u003c\/i\u003eJones Soda 16-1\u003c\/p\u003e \u003cp\u003eOverview of Process Cost Systems 16-3\u003c\/p\u003e \u003cp\u003eUses of Process Cost Systems 16-3\u003c\/p\u003e \u003cp\u003eProcess Costing for Service Companies 16-4\u003c\/p\u003e \u003cp\u003eSimilarities and Differences Between Job Order Cost and Process Cost Systems 16-4\u003c\/p\u003e \u003cp\u003eProcess Cost Flow and Assigning Costs 16-6\u003c\/p\u003e \u003cp\u003eProcess Cost Flow 16-6\u003c\/p\u003e \u003cp\u003eAssigning Manufacturing Costs—Journal Entries 16-7\u003c\/p\u003e \u003cp\u003eEquivalent Units 16-9\u003c\/p\u003e \u003cp\u003eWeighted-Average Method 16-10\u003c\/p\u003e \u003cp\u003eRefinements on the Weighted-Average Method 16-10\u003c\/p\u003e \u003cp\u003eThe Production Cost Report 16-13\u003c\/p\u003e \u003cp\u003eCompute the Physical Unit Flow (Step 1) 16-14\u003c\/p\u003e \u003cp\u003eCompute the Equivalent Units of Production (Step 2) 16-15\u003c\/p\u003e \u003cp\u003eCompute Unit Production Costs (Step 3) 16-15\u003c\/p\u003e \u003cp\u003ePrepare a Cost Reconciliation Schedule (Step 4) 16-16\u003c\/p\u003e \u003cp\u003ePreparing the Production Cost Report 16-17\u003c\/p\u003e \u003cp\u003eCosting Systems—Final Comments 16-18\u003c\/p\u003e \u003cp\u003eAppendix 16A: FIFO Method for Equivalent Units 16-19\u003c\/p\u003e \u003cp\u003eEquivalent Units Under FIFO 16-19\u003c\/p\u003e \u003cp\u003eComprehensive Example 16-20\u003c\/p\u003e \u003cp\u003eFIFO and Weighted-Average 16-24\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 \u003c\/b\u003e\u003cb\u003eActivity-Based Costing 17-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePrecor Is on Your Side: \u003c\/i\u003ePrecor17-1\u003c\/p\u003e \u003cp\u003eTraditional vs. Activity-Based Costing 17-3\u003c\/p\u003e \u003cp\u003eTraditional Costing Systems 17-3\u003c\/p\u003e \u003cp\u003eIllustration of a Traditional Costing System 17-3\u003c\/p\u003e \u003cp\u003eThe Need for a New Approach 17-4\u003c\/p\u003e \u003cp\u003eActivity-Based Costing 17-5\u003c\/p\u003e \u003cp\u003eABC and Manufacturers 17-7\u003c\/p\u003e \u003cp\u003eIdentify and Classify Activities and Allocate Overhead to Cost Pools (Step 1) 17-8\u003c\/p\u003e \u003cp\u003eIdentify Cost Drivers (Step 2) 17-8\u003c\/p\u003e \u003cp\u003eCompute Activity-Based Overhead Rates (Step 3) 17-9\u003c\/p\u003e \u003cp\u003eAssign Overhead Costs to Products (Step 4) 17-10\u003c\/p\u003e \u003cp\u003eComparing Unit Costs 17-10\u003c\/p\u003e \u003cp\u003eABC Benefits and Limitations 17-13\u003c\/p\u003e \u003cp\u003eThe Advantage of Multiple Cost Pools 17-13\u003c\/p\u003e \u003cp\u003eThe Advantage of Enhanced Cost Control 17-15\u003c\/p\u003e \u003cp\u003eThe Advantage of Better Management Decisions 17-18\u003c\/p\u003e \u003cp\u003eSome Limitations and Knowing When to Use ABC 17-18\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Delivering People and Packages \u003c\/i\u003e17-19\u003c\/p\u003e \u003cp\u003eABC and Service Industries 17-20\u003c\/p\u003e \u003cp\u003eTraditional Costing Example 17-20\u003c\/p\u003e \u003cp\u003eActivity-Based Costing Example 17-21\u003c\/p\u003e \u003cp\u003eAppendix 17A: Just-in-Time Processing 17-23\u003c\/p\u003e \u003cp\u003eObjective of JIT Processing 17-24\u003c\/p\u003e \u003cp\u003eElements of JIT Processing 17-25\u003c\/p\u003e \u003cp\u003eBenefits of JIT Processing 17-25\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 \u003c\/b\u003e\u003cb\u003eCost-Volume-Profit 18-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDon’t Worry—Just Get Big: \u003c\/i\u003eAmazon.com 18-1\u003c\/p\u003e \u003cp\u003eCost Behavior Analysis 18-3\u003c\/p\u003e \u003cp\u003eVariable Costs 18-3\u003c\/p\u003e \u003cp\u003eFixed Costs 18-4\u003c\/p\u003e \u003cp\u003eRelevant Range 18-5\u003c\/p\u003e \u003cp\u003eMixed Costs 18-7\u003c\/p\u003e \u003cp\u003eMixed Costs Analysis 18-8\u003c\/p\u003e \u003cp\u003eHigh-Low Method 18-8\u003c\/p\u003e \u003cp\u003eImportance of Identifying Variable and Fixed Costs 18-10\u003c\/p\u003e \u003cp\u003eCost-Volume-Profit Analysis 18-11\u003c\/p\u003e \u003cp\u003eBasic Components 18-11\u003c\/p\u003e \u003cp\u003eCVP Income Statement 18-12\u003c\/p\u003e \u003cp\u003eBreak-Even Analysis 18-16\u003c\/p\u003e \u003cp\u003eMathematical Equation 18-16\u003c\/p\u003e \u003cp\u003eContribution Margin Techniques 18-17\u003c\/p\u003e \u003cp\u003eGraphic Presentation 18-19\u003c\/p\u003e \u003cp\u003eTarget Net Income and Margin of Safety 18-20\u003c\/p\u003e \u003cp\u003eTarget Net Income 18-20\u003c\/p\u003e \u003cp\u003eMargin of Safety 18-21\u003c\/p\u003e \u003cp\u003eCVP and Data Analytics 18-22\u003c\/p\u003e \u003cp\u003eAppendix 18A: Regression Analysis 18-23\u003c\/p\u003e \u003cp\u003eData Analytics in Action 18-44\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 \u003c\/b\u003e\u003cb\u003eCost-Volume-Profit Analysis: Additional Issues 19-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNot Even a Flood Could Stop It: \u003c\/i\u003eWhole Foods Market 19-1\u003c\/p\u003e \u003cp\u003eBasic CVP Concepts 19-3\u003c\/p\u003e \u003cp\u003eBasic Concepts 19-3\u003c\/p\u003e \u003cp\u003eCVP and Changes in the Business Environment 19-5\u003c\/p\u003e \u003cp\u003eSales Mix and Break-Even Sales 19-7\u003c\/p\u003e \u003cp\u003eBreak-Even Sales in Units 19-8\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Taking No Chances with Its Profits \u003c\/i\u003e19-10\u003c\/p\u003e \u003cp\u003eBreak-Even Sales in Dollars 19-10\u003c\/p\u003e \u003cp\u003eSales Mix with Limited Resources 19-13\u003c\/p\u003e \u003cp\u003eOperating Leverage and Profitability 19-15\u003c\/p\u003e \u003cp\u003eEffect on Contribution Margin Ratio 19-16\u003c\/p\u003e \u003cp\u003eEffect on Break-Even Point 19-17\u003c\/p\u003e \u003cp\u003eEffect on Margin of Safety Ratio 19-17\u003c\/p\u003e \u003cp\u003eOperating Leverage 19-17\u003c\/p\u003e \u003cp\u003eAppendix 19A: Absorption Costing versus Variable Costing 19-19\u003c\/p\u003e \u003cp\u003eExample Comparing Absorption Costing with Variable Costing 19-20\u003c\/p\u003e \u003cp\u003eNet Income Effects 19-22\u003c\/p\u003e \u003cp\u003eDecision-Making Concerns 19-27\u003c\/p\u003e \u003cp\u003ePotential Advantages of Variable Costing 19-30\u003c\/p\u003e \u003cp\u003eData Analytics in Action 19-50\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 \u003c\/b\u003e\u003cb\u003eIncremental Analysis 20-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eKeeping It Clean: \u003c\/i\u003eMethod Products 20-1\u003c\/p\u003e \u003cp\u003eDecision-Making and Incremental Analysis 20-3\u003c\/p\u003e \u003cp\u003eIncremental Analysis Approach 20-3\u003c\/p\u003e \u003cp\u003eHow Incremental Analysis Works 20-4\u003c\/p\u003e \u003cp\u003eQualitative Factors 20-5\u003c\/p\u003e \u003cp\u003eRelationship of Incremental Analysis and Activity-Based Costing 20-5\u003c\/p\u003e \u003cp\u003eTypes of Incremental Analysis 20-6\u003c\/p\u003e \u003cp\u003eSpecial Orders 20-6\u003c\/p\u003e \u003cp\u003eMake or Buy 20-8\u003c\/p\u003e \u003cp\u003eOpportunity Cost 20-9\u003c\/p\u003e \u003cp\u003eSell or Process Further 20-11\u003c\/p\u003e \u003cp\u003eSingle-Product Case 20-11\u003c\/p\u003e \u003cp\u003eMultiple-Product Case 20-12\u003c\/p\u003e \u003cp\u003eRepair, Retain, or Replace Equipment 20-14\u003c\/p\u003e \u003cp\u003eEliminate Unprofitable Segment or Product 20-16\u003c\/p\u003e \u003cp\u003e\u003cb\u003e21 \u003c\/b\u003e\u003cb\u003ePricing 21-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThey’ve Got Your Size—and Color: \u003c\/i\u003eZappos.com 21-1\u003c\/p\u003e \u003cp\u003eTarget Costing 21-3\u003c\/p\u003e \u003cp\u003eEstablishing a Target Cost 21-4\u003c\/p\u003e \u003cp\u003eCost-Plus and Variable-Cost Pricing 21-5\u003c\/p\u003e \u003cp\u003eCost-Plus Pricing 21-5\u003c\/p\u003e \u003cp\u003eLimitations of Cost-Plus Pricing 21-7\u003c\/p\u003e \u003cp\u003eVariable-Cost Pricing 21-8\u003c\/p\u003e \u003cp\u003eTime-and-Material Pricing 21-10\u003c\/p\u003e \u003cp\u003eTransfer Prices 21-13\u003c\/p\u003e \u003cp\u003eNegotiated Transfer Prices 21-14\u003c\/p\u003e \u003cp\u003eCost-Based Transfer Prices 21-18\u003c\/p\u003e \u003cp\u003eMarket-Based Transfer Prices 21-19\u003c\/p\u003e \u003cp\u003eEffect of Outsourcing on Transfer Pricing 21-19\u003c\/p\u003e \u003cp\u003eTransfers Between Divisions in Different Countries 21-20\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Setting the Optimal Price \u003c\/i\u003e21-20\u003c\/p\u003e \u003cp\u003eAppendix 21A: Absorption-Cost and Variable-Cost Pricing 21-21\u003c\/p\u003e \u003cp\u003eAbsorption-Cost Pricing 21-21\u003c\/p\u003e \u003cp\u003eVariable-Cost Pricing 21-23\u003c\/p\u003e \u003cp\u003eAppendix 21B: Transfers Between Divisions in Different Countries 21-25\u003c\/p\u003e \u003cp\u003eData Analytics in Action 21-43\u003c\/p\u003e \u003cp\u003e\u003cb\u003e22 \u003c\/b\u003e\u003cb\u003eBudgetary Planning 22-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eWhat’s in Your Cupcake?: \u003c\/i\u003eErin McKennaʼs Bakery NYC 22-1\u003c\/p\u003e \u003cp\u003eEffective Budgeting and the Master Budget 22-3\u003c\/p\u003e \u003cp\u003eBudgeting and Accounting 22-3\u003c\/p\u003e \u003cp\u003eThe Benefits of Budgeting 22-3\u003c\/p\u003e \u003cp\u003eEssentials of Effective Budgeting 22-4\u003c\/p\u003e \u003cp\u003eThe Master Budget 22-7\u003c\/p\u003e \u003cp\u003eSales, Production, and Direct Materials Budgets 22-8\u003c\/p\u003e \u003cp\u003eSales Budget 22-8\u003c\/p\u003e \u003cp\u003eProduction Budget 22-10\u003c\/p\u003e \u003cp\u003eDirect Materials Budget 22-10\u003c\/p\u003e \u003cp\u003eDirect Labor, Manufacturing Overhead, and S\u0026amp;A Expense Budgets 22-14\u003c\/p\u003e \u003cp\u003eDirect Labor Budget 22-14\u003c\/p\u003e \u003cp\u003eManufacturing Overhead Budget 22-15\u003c\/p\u003e \u003cp\u003eSelling and Administrative Expense Budget 22-15\u003c\/p\u003e \u003cp\u003eBudgeted Income Statement 22-16\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: That’s Some Tasty Data! \u003c\/i\u003e22-17\u003c\/p\u003e \u003cp\u003eCash Budget and Budgeted Balance Sheet 22-18\u003c\/p\u003e \u003cp\u003eCash Budget 22-18\u003c\/p\u003e \u003cp\u003eBudgeted Balance Sheet 22-21\u003c\/p\u003e \u003cp\u003eBudgeting in Nonmanufacturing Companies 22-23\u003c\/p\u003e \u003cp\u003eMerchandisers 22-23\u003c\/p\u003e \u003cp\u003eService Companies 22-24\u003c\/p\u003e \u003cp\u003eNot-for-Profit Organizations 22-25\u003c\/p\u003e \u003cp\u003eData Analytics in Action 22-47\u003c\/p\u003e \u003cp\u003e\u003cb\u003e23 \u003c\/b\u003e\u003cb\u003eBudgetary Control and Responsibility Accounting 23-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePumpkin Madeleines and a Movie: \u003c\/i\u003eThe Roxy Hotel Tribeca 23-1\u003c\/p\u003e \u003cp\u003eBudgetary Control and Static Budget Reports 23-3\u003c\/p\u003e \u003cp\u003eBudgetary Control 23-3\u003c\/p\u003e \u003cp\u003eStatic Budget Reports 23-4\u003c\/p\u003e \u003cp\u003eFlexible Budget Reports 23-7\u003c\/p\u003e \u003cp\u003eWhy Flexible Budgets? 23-7\u003c\/p\u003e \u003cp\u003eDeveloping the Flexible Budget 23-9\u003c\/p\u003e \u003cp\u003eFlexible Budget—A Case Study 23-10\u003c\/p\u003e \u003cp\u003eFlexible Budget Reports 23-12\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: These Forecasts Move with the Times! \u003c\/i\u003e23-13\u003c\/p\u003e \u003cp\u003eResponsibility Accounting and Responsibility Centers 23-14\u003c\/p\u003e \u003cp\u003eControllable versus Noncontrollable Revenues and Costs 23-16\u003c\/p\u003e \u003cp\u003ePrinciples of Performance Evaluation 23-16\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Hitting the Road with Zero-Based Budgeting \u003c\/i\u003e23-18\u003c\/p\u003e \u003cp\u003eResponsibility Reporting System 23-18\u003c\/p\u003e \u003cp\u003eTypes of Responsibility Centers 23-19\u003c\/p\u003e \u003cp\u003eInvestment Centers 23-24\u003c\/p\u003e \u003cp\u003eReturn on Investment (ROI) 23-24\u003c\/p\u003e \u003cp\u003eResponsibility Report 23-25\u003c\/p\u003e \u003cp\u003eAlternative Measures of ROI Inputs 23-26\u003c\/p\u003e \u003cp\u003eImproving ROI 23-26\u003c\/p\u003e \u003cp\u003eAppendix 23A: ROI vs. Residual Income 23-28\u003c\/p\u003e \u003cp\u003eResidual Income Compared to ROI 23-29\u003c\/p\u003e \u003cp\u003eResidual Income Weakness 23-30\u003c\/p\u003e \u003cp\u003eData Analytics in Action 23-50\u003c\/p\u003e \u003cp\u003e\u003cb\u003e24 Standard Costs and Balanced Scorecard 24-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e80,000 Different Caffeinated Combinations: \u003c\/i\u003eStarbucks 24-2\u003c\/p\u003e \u003cp\u003eOverview of Standard Costs 24-3\u003c\/p\u003e \u003cp\u003eDistinguishing Between Standards and Budgets 24-4\u003c\/p\u003e \u003cp\u003eSetting Standard Costs 24-4\u003c\/p\u003e \u003cp\u003eDirect Materials Variances 24-8\u003c\/p\u003e \u003cp\u003eAnalyzing and Reporting Variances 24-8\u003c\/p\u003e \u003cp\u003eCalculating Direct Materials Variances 24-10\u003c\/p\u003e \u003cp\u003eDirect Labor and Manufacturing Overhead Variances 24-13\u003c\/p\u003e \u003cp\u003eDirect Labor Variances 24-13\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Speedy Data to the Rescue! \u003c\/i\u003e24-16\u003c\/p\u003e \u003cp\u003eManufacturing Overhead Variances 24-16\u003c\/p\u003e \u003cp\u003eVariance Reports and Balanced Scorecards 24-18\u003c\/p\u003e \u003cp\u003eReporting Variances 24-18\u003c\/p\u003e \u003cp\u003eIncome Statement Presentation of Variances 24-19\u003c\/p\u003e \u003cp\u003eBalanced Scorecard 24-20\u003c\/p\u003e \u003cp\u003eAppendix 24A: Standard Cost Accounting System 24-23\u003c\/p\u003e \u003cp\u003eJournal Entries 24-23\u003c\/p\u003e \u003cp\u003eLedger Accounts 24-24\u003c\/p\u003e \u003cp\u003eAppendix 24B: Overhead Controllable and Volume Variances 24-25\u003c\/p\u003e \u003cp\u003eOverhead Controllable Variance 24-25\u003c\/p\u003e \u003cp\u003eOverhead Volume Variance 24-27\u003c\/p\u003e \u003cp\u003eData Analytics in Action 24-46\u003c\/p\u003e \u003cp\u003e\u003cb\u003e25 Planning for Capital Investments 25-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eFloating Hotels: \u003c\/i\u003eHolland America Line 25-2\u003c\/p\u003e \u003cp\u003eCapital Budgeting and Cash Payback 25-3\u003c\/p\u003e \u003cp\u003eCash Flow Information 25-3\u003c\/p\u003e \u003cp\u003eIllustrative Data 25-4\u003c\/p\u003e \u003cp\u003eCash Payback 25-4\u003c\/p\u003e \u003cp\u003eNet Present Value Method 25-6\u003c\/p\u003e \u003cp\u003eEqual Annual Cash Flows 25-7\u003c\/p\u003e \u003cp\u003eUnequal Annual Cash Flows 25-8\u003c\/p\u003e \u003cp\u003eChoosing a Discount Rate 25-9\u003c\/p\u003e \u003cp\u003eSimplifying Assumptions 25-10\u003c\/p\u003e \u003cp\u003eComprehensive Example 25-10\u003c\/p\u003e \u003cp\u003eCapital Budgeting Challenges and Refinements 25-12\u003c\/p\u003e \u003cp\u003eIntangible Benefits 25-12\u003c\/p\u003e \u003cp\u003eProfitability Index for Mutually Exclusive Projects 25-14\u003c\/p\u003e \u003cp\u003eRisk Analysis 25-15\u003c\/p\u003e \u003cp\u003ePost-Audit of Investment Projects 25-16\u003c\/p\u003e \u003cp\u003eInternal Rate of Return 25-17\u003c\/p\u003e \u003cp\u003eComparing Discounted Cash Flow Methods 25-18\u003c\/p\u003e \u003cp\u003eAnnual Rate of Return 25-20\u003c\/p\u003e \u003cp\u003e\u003ci\u003eData Analytics Insight: Increasing the Chances of Gaming Wins \u003c\/i\u003e25-21\u003c\/p\u003e \u003cp\u003eData Analytics in Action 25-36\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix A Specimen Financial Statements: Apple Inc. A-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix B Specimen Financial Statements: PepsiCo, Inc. B-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix C Specimen Financial Statements: The Coca-Cola Company C-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix D Specimen Financial Statements: Amazon.com, Inc. D-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix E Specimen Financial Statements: Walmart Inc. E-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix F Specimen Financial Statements: Louis Vuitton F-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix G Time Value of Money G-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInterest and Future Values G-2\u003c\/p\u003e \u003cp\u003eNature of Interest G-2\u003c\/p\u003e \u003cp\u003eFuture Value of a Single Amount G-3\u003c\/p\u003e \u003cp\u003eFuture Value of an Annuity G-5\u003c\/p\u003e \u003cp\u003ePresent Values G-7\u003c\/p\u003e \u003cp\u003ePresent Value Variables G-7\u003c\/p\u003e \u003cp\u003ePresent Value of a Single Amount G-8\u003c\/p\u003e \u003cp\u003ePresent Value of an Annuity G-10\u003c\/p\u003e \u003cp\u003eTime Periods and Discounting G-12\u003c\/p\u003e \u003cp\u003ePresent Value of a Long-Term Note or Bond G-12\u003c\/p\u003e \u003cp\u003eCapital Budgeting Situations G-15\u003c\/p\u003e \u003cp\u003eUsing Financial Calculators G-16\u003c\/p\u003e \u003cp\u003ePresent Value of a Single Sum G-17\u003c\/p\u003e \u003cp\u003ePresent Value of an Annuity G-18\u003c\/p\u003e \u003cp\u003eFuture Value of a Single Sum G-18\u003c\/p\u003e \u003cp\u003eFuture Value of an Annuity G-18\u003c\/p\u003e \u003cp\u003eInternal Rate of Return G-19\u003c\/p\u003e \u003cp\u003eUseful Applications of the Financial Calculator G-19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix H Reporting and Analyzing Investments H-1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAccounting for Debt Investments H-1\u003c\/p\u003e \u003cp\u003eWhy Corporations Invest H-2\u003c\/p\u003e \u003cp\u003eAccounting for Debt Investments H-3\u003c\/p\u003e \u003cp\u003eAccounting for Stock Investments H-4\u003c\/p\u003e \u003cp\u003eHoldings of Less Than 20% H-5\u003c\/p\u003e \u003cp\u003eHoldings Between 20% and 50% H-6\u003c\/p\u003e \u003cp\u003eHoldings of More Than 50% H-7\u003c\/p\u003e \u003cp\u003eReporting Investments in Financial Statements H-8\u003c\/p\u003e \u003cp\u003eDebt Securities H-9\u003c\/p\u003e \u003cp\u003eEquity Securities H-12\u003c\/p\u003e \u003cp\u003eBalance Sheet Presentation H-12\u003c\/p\u003e \u003cp\u003ePresentation of Realized and Unrealized Gain or Loss H-14\u003c\/p\u003e \u003cp\u003eCompany Index \/ Subject Index I-1\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989209235685,"sku":"NP9781119752622","price":111.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119752622.jpg?v=1761783216","url":"https:\/\/k12savings.com\/es\/products\/financial-and-managerial-accounting-isbn-9781119752622","provider":"K12savings","version":"1.0","type":"link"}