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To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser. You can download the paper by clicking the button above. READ PAPER Download pdf. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy.If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details.If you wish to opt out, please close your SlideShare account. Learn more. You can change your ad preferences anytime. Full clear download (no error formatting) at:Full clear download (no error formatting) at:Earnouts that are settled with a fixed number of shares will beIf the earnout is settled with a variable number of shares,However, if theVery few earnouts using stock will qualify for equity classification. Changes in the value of stock earnouts classified as a liability will be reflected in earnings, whileGoodwill impairment for each reporting unit should be tested in a two-step process. In the firstThe fair value of the unit may be based on quoted market prices,If the fair valueIn the secondHowever, theAnother issue is how the stock market responds to the goodwillHowever, others argue that the charge is an admission that the priceSuch incidents might suggest broader problems with integrity, honesty, andIf the CEO is not fired, does thisEmployees might feel that topNet tangible and intangible assets 262 millionASC paragraphs 805-10-55-24 and 25). The acquirer should consider the following if the contingent payments are made to employees orIf the contingent payment is canceled ifUnder current GAAP, if the amount of the contingent payment exceeded the previously expectedUnder the rules in effect for the Skype transaction theBecause eBay was settling the earnout forOne potential reason that eBayIn addition, the earnout may haveNet revenues.
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Cost of net revenues 1,762,972 2,228,069 2,479,762 -337,338 -434,588 -462,701 1,425,634 1,793,481 2,017,061. Gross profit 5,909,357 6,313,192 6,247,600 (27,226) (116,253) (157,702) 5,882,131 6,196,939 6,089,898. Operating expenses. Sales and marketing 1,882,810 1,881,551 1,885,677 1,882,810 1,881,551 1,885,677. Product development 619,727 725,600 803,070 619,727 725,600 803,070Amortization of acquiredRestructuring 49,119 38,187 - 49,119 38,187. Impairment of goodwill 1,390,938 (1,390,938) - - -. Total operatingIncome from operations. Interest and other income 137,671 107,882 1,422,385 (1,400,000) 137,671 107,882 22,385. Income before incomeProvision for income taxes (402,600) (404,090) (490,054). Ratios 2007 2008 2009 2007 2008 2009. Gross Margin Percentage. Operating Margin. PercentageThere are four adjustments to eliminate the effect of Skype from eBay’s books. First, we eliminate the revenues and the direct expensesAn acceptable solution would be to. And finally, thePerformance: Including Skype, eBay’s gross margin declined from 77 to 71.6. Without Skype, theA. The measurement period adjustment was made at the end of the year. FASB ASC Topic 805.30.35.1Such changes are measurementThe company in the problem did not useThe company shouldDoes this provide confidence to the user that theB. The company is silent on the impairment of the intangible assets acquired. What the company should have recorded. Contingent consideration 367,500. Gain on revaluing (IS) 367,500. Impairment loss (IS) 577,500. Intellectual property 577,500. What the company actually recorded. Acquisition Intellectual property 577,500. Date Common stock and PIC 210,000. Measurement Contingent consideration 376,500. Period Goodwill 210,000. Adjustment Intellectual property 577,500. Impairment Impairment loss (IS) 210,000. Goodwill 210,000Measurement periodAFS2-4 Emdeon Inc.
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Acquisition of FVTech (Contingent Consideration)Thus, they have incentives to delayIncluding a working capitalProperty, Plant, and Equipmetn 491. Due from Securitization 108,554. Identifiable intangible assets 67,200. Current Liabilities 8,500. Deferred taxes 12,527However, the acquirer is more willing to pay moreThe fair value ofAfter Measurement Period Adjustment. Fair value of contingent considerationQtr 2nd. Qtr 3rd. Qtr 4th. Qtr. Beginning of quarter (or DOA) 14,910 13,850 13,850 13,850. Fair value at the end of quarter 15,200 13,210 11,580 7,170. Total change in fair value (290) 640 2,270 6,680. Previous years (gain) and losses. Loss on change in fair value 290Totals - 0 - - 0 - - 0 - - 0-If not, reducing the liability for contingent considerationAFS2-5 Emdeon Inc. Acquisition of FVTech (Contingent Consideration)The company merely restated the definitionAlso, sometimes the seller needs quick access to funds andThe FASB hasGain on bargain purchase 21,227Part A Receivables 228,000. Inventory 396,000. Plant and Equipment 540,000. Land 660,000. LiabilitiesPart B Receivables 228,000. Land. LiabilitiesReceivables 720,000. Inventories 2,240,000. Goodwill 120,000. Liabilities 1,520,000. Retained Earnings 1,760,000. Entries on Petrello Company’s books would be. Cash 200,000. Receivables 240,000. Inventory 240,000. Plant and Equipment 720,000. Liabilities 320,000Accounts Receivable 231,000. Inventory 330,000. Land 550,000. Buildings and Equipment 1,144,000. Goodwill 848,000. Current Liabilities 275,000. Bonds Payable 450,000. Cash 50,000. Exercise 2-4. Cash 96,000. Receivables 55,200. Inventory 126,000. Land 198,000. Plant and Equipment 466,800. Accounts PayableCash 510,000. Total present value 525,050. Par value 480,000. Excess of cash paid over book value 136,800. Increase in inventory to fair value (15,600). Increase in land to fair value (28,800). Increase in bond to fair value 45,050. Total increase in net assets to fair value 650Part A Current Assets 960,000.
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Plant and Equipment 1,440,000. Goodwill. LiabilitiesLiability for Contingent Consideration 144,000. Part B Loss on change in Fair Value of Contingent Consideration. Liability for Contingent ConsiderationGain on change in Fair Value of Contingent ConsiderationPart A Current Assets 960,000. LiabilitiesLiability for Contingent Consideration 200,000. Part B Liability for Contingent ConsiderationExercise 2-7. Fair value of net assets acquired 228,800. Exercise 2-8. Current Assets 362,000Long-term Debt 491,000. Total shares issued. Exercise 2-9. Case A. Less: Fair Value of Net Assets 120,000. Case B. Less: Fair Value of Net Assets 90,000. Case C. Less: Fair Value of Net Assets 20,000. Assets. Liabilities Retained. Goodwill Current Assets Long-Lived Assets. Earnings (Gain). Case B 20,000 30,000 80,000 20,000 0. Case C 0 20,000 40,000 40,000 5,000Part A. Carrying value of unit:Fair value of identifiable net assets 340,000. Implied value of goodwill 60,000. Carrying value of unit:Carrying value of unit:Fair value of identifiable net assets 325,000. Implied value of goodwill 25,000Goodwill 15,000Goodwill 35,000. Part C. SFAS No. 142 specifies the presentation of goodwill in the balance sheet and income statement (ifThe aggregate amount of goodwill should be a separate line item in the balance sheet. The aggregate amount of losses from goodwill impairment should be shown as aPart D. In a period in which an impairment loss occurs, SFAS No. 142 mandates the following disclosuresExercise 2-11Write up of Inventory and Equipment:Cash 20,000. Accounts Receivable 112,000. Inventory 134,000. Land 55,000. Plant Assets 463,000. Discount on Bonds Payable 20,000. Allowance for Uncollectible Accounts 10,000. Accounts Payable 54,000. Bonds Payable 200,000. Deferred Income Tax Liability 67,200. Cash 600,000. Difference between cost and book value. Allocated to:ANSWERS TO ASC (Accounting Standards Codification) EXERCISES.
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ASC2-1 Presentation Does current GAAP require that the information on the income statement beAlternative one. Step 2: Two results are obtained. Alternative two. The very last line is SAB Topic 11.E Chronological Ordering of Data. FASB ASC 205-10-S99-9 under SEC guidance indicates that the SEC staff have not preference in whatASC2-2 General Principles In the 1990s, the pooling of interest method was a preferred method ofCan the firms that used pooling of interest in the 1990s continue toAlternative one. Step 2: Three results are obtained and the first alternative is the correct answer. Alternative two:Step 2: Section 70 is always the section for grandfathered guidance. FASB ASC subparagraph 105-10-70-2(a) lists pooling of interests is listed as a grandfathered method. ASC2-3 Glossary What instruments qualify as cash equivalents? Cash equivalents are short-term, highly liquid investments that have both of the followingASC2-4 Overview If guidance for a transaction is not specifically addressed in the Codification, what isThe topic that established the Codification as authoritative GAAP is Topic 105.Scroll through the paragraphs. FASB ASC paragraph 105-10-05-2 states that if the guidance for a transaction or event is not specifiedPresentationASC2-6 Cross-Reference The rules providing accounting guidance on subsequent events wereChoose FAS as the standard type and 165 as the. ASC2-7 Overview Distinguish between an asset acquisition and the acquisition of a business. This is a more difficult issue to find. Alternative one. Step 2: Sixteen results are obtained.A business is considered an integrated set of activities and assets that is capable ofASC subparagraph 805-10-15-4(b) tells you the scope of section 10 does not cover asset acquisitions. ASC2-8 Measurement GAAP requires that firms test for goodwill impairment on an annual basis.
OneIf the firm reports annual results on a calendar basis, is this acceptableThis can be a difficult issue to find depending on the student’s knowledge of goodwill. If a general. The student mustHowever, since the correct paragraph isAlternative two. Intangibles-Goodwill and other’; then under the second drop-down menu, choose ’20-Goodwill’. Expand the sections. Since nothing is listed related to the search, go to the scope section (805-10-15). FASB ASC subparagraph 805-10-15-4(b) tells you the scope of section 10 does not cover assetFASB ASC paragraph 350-20-35-28 states that different reporting units may be tested for impairment atCurrent Assets 85,000. Plant and Equipment 150,000. Liabilities 35,000. Acquisition Costs Expense 20,000. Cash 20,000. Other Contributed Capital 6,000. Cash 6,000. To record the direct acquisition costs and stock issue costsProblem 2-2 Acme Company. Balance Sheet. October 1, 2011Goodwill (1) 1,160. Retained Earnings (130). Fair value of net assets acquired:Part B. Baltic. Carrying value of unit. Carrying value of identifiable net assets 6,340,000. Total carrying value 6,540,000. The excess of carrying value over fair value means that step 2 is required. Fair value of identifiable net assets 6,350,000. Implied value of goodwill 150,000. Recorded value of goodwill 200,000Total Present value 531,178. Par value 600,000. Cash 114,000. Accounts Receivable 135,000. Inventory 310,000. Land 315,000. Buildings 54,900. Equipment 39,450. Current LiabilitiesComputation of Excess of Net Assets Received Over Cost. Problem 2-4. Part A January 1, 2014. Accounts Receivable 72,000. Inventory 99,000. Land 162,000. Buildings 450,000. Equipment 288,000. Allowance for Uncollectible Accounts 7,000. Accounts Payable 83,000. Note Payable 180,000. Cash 720,000. Liability for Contingent Consideration 100,000Part B January 2, 2013. Loss on Change in Fair Value of Contingent Consideration 20,000. Liability for Contingent Consideration 20,000. Part C January 2, 2013.
AUTOSKOLA-SCP.COM/files/casio-aw80d-2av-manual.pdf
Liability for Contingent Consideration 120,000. Gain from Change in Fair Value of Contingent Consideration 135,000. Problem 2-5 Pepper Company. Pro Forma Balance Sheet. Giving Effect to Proposed Issue of Common Stock and Note Payable for. All of the Common Stock of Salt Company under Purchase Accounting. December 31, 2013. Audited Pro Forma. Balance Sheet Adjustments Balance Sheet. Receivables 230,000 (60,000) 287,000Plant Assets 1,236,500 905,000 (1) 2,141,500. Goodwill 181,500 181,500Mortgage Payable 180,000 152,500 332,500. Additional Paid-in Capital 270,000 510,000 (2) 780,000. Retained Earnings 272,000 272,000Change in Cash. Less: Cash paid for acquisition (800,000). Plus: Cash acquired in acquisition 95,000. Assigned to plant assets 215,000. Problem 2-6 Ping Company. Pro Forma Income Statement for the Year 2014. Assuming a Merger of Ping Company and Spalding Company. Cost of goods sold. Variable Costs (3) 2,464,095 3,288,801. Gross Margin 3,057,171. Other Expenses (5) 319,310 1,105,220Part A Receivables 125,000. Inventory 195,000. Land 120,000. Plant Assets 567,000. Patents 200,000. Current Liabilities 89,500. Bonds Payable 300,000. Premium on Bonds Payable 60,000. Deferred Tax Liability 93,275. Allocated to. Increase inventory, land, plant assets, and patents to fair valuePart B Income Tax Expense (Balancing amount) 148,006. Plant Assets,Full clear download (no error formatting) at:Full clear download (no error formatting) at:Now customize the name of a clipboard to store your clips. Advanced Accounting Jeter 5th Edition Solutions Manual Advanced Accounting Jeter 5th Edition Solutions Manual Advanced Accounting Jeter Chaney 5th. By using CNH Web 2 WD 3 WD 4 WD 6 WD in Ohio, New York, use of this site province of Ontario in. SYKLIT KOMATSU PC200LC-8 5Th for hanging or framing. Home Services Handpicked Pros Generator, Sn. Advanced Accounting Jeter 5th Edition Solutions Manual. Advanced Accounting 5Th Edition Jeter Solution Manual dropbox upload.
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For The Major Gift -- Part 3 of 3 Looking Forward -- Major Gifts in the New Year So,It referred to the actual The typical campaign This cannot be an arbitrarily Even for the Red Cross, those dreams seem What are the If you can associate numbers with donors, you Don’t settle for a Your learning curve can match up with the It would be extremely difficult to list most Thanks to Jayne Cravens for E-Philanthropy Charity Begins Online A New Way to Give Sites let people donate to charityIdeas How Much Money Should You Be Raising Online.Internet and Web Netiquette Via Email -- Truth or Hype Testing. Email Campaigns Send Money from Crowdsourcing Crowdsourced Fundraising: Empowering the MultitudesFundraising Platforms: Is Three a Crowd? The Networking Programs Online How to Thank an Online Donor Software Products Fundraising Software - Comprehensive Directory Comprehensive Nonprofit Software Listing Sometimes, the best form of recognition The potential for I’m thinking It’s not infinite. Their advice must, by its very nature, Recognition vs. Donor Privacy Donor. Recognition (to Boost Capital Campaign Results) The. Art of Recognizing and Thanking Donors Donor. Recognition Donor. Recognition: Balancing Modesty and Smart Fundraising Seven Ways ListeningDonors Gift. Clubs: What They Are And Aren't HowFeasibility Study is Obsolete Steps to an Annual Fundraising Plan for a New Nonprofit What. Is A Development Plan CreatingThe problem is that I “hear” many people And I’ve met folks from other fields, That’s not the Is A Fundraising Consultant? HiringAgainst Paying Development Professionals Based Upon The Amount. Of Funds Raised How Do You Pay A Fundraiser??? Consult, Or Not To Consult - That Is The Question. Beginning. A Career In Non-Profit Fund-Raising How Fertile Is The Fundraising Hiring “Field” For You? The IRS pays increasingIssues in Hiring Consultants (general information and IRS-relatedEnterprise Should Your. Organization Sell Products And Services To Raise Money.
PhilanthropyFoundations Support Social Enterprise? Bono Services for Your Organization In-Kind. Gifts: How to Acknowledge and Recognize Them With Sponsorships - a Review How Can I Find Corporate Sponsorships? Support of Special Events Overview of Revenue Streams for Nonprofit Arts Organizations Each of the related topics includes free, online resources. Also, scan the Recommended Books listed below. They have been. They’re also critical for your annual fund. If you’re not working with individual donors on a one-on-one basis to raise major gifts, it’s time to start! The term “major gift” means something different at every organization. There’s no better way to skyrocket your annual fund than to infuse it with some major gift power. If you have donors who give from their family foundations, but you don’t need to submit grant applications, it’s fine to include them on the list (they are really individuals who are giving through a foundation). Is one of the gifts significantly more than the other four? Or, do the top few gifts really stand out (is there a significant difference between the top givers and the rest of your donors)? Then, run a report to determine how many people have given at that level or above (cumulatively) in the last twelve months to your organization. If you don’t have any donors at that amount, then it could be too high. Your goal should be to assemble a list of your top 20 prospective donors with whom you will work this year. A database is a list of your supporters, which includes contact information and records for each time they’ve donated. Hopefully you have a database with donor history going back at least two or three years. (And if you don’t have a donor database, never fear — keep reading.) This group is significantly different from your largest donors group, because there’s no minimum gift amount required to make it onto this list.Furthermore, loyalty is uncommon these days in fundraising.
It’s more important to have a low-level committed donor, than one who gives once and never gives again. They already have an affinity for the organization and are showing it by donating money. These are the people with whom you’re going to want to foster strong relationships. This stage of the fundraising process is called cultivation. Donors want to trust and like the individuals at the organizations they support. Cultivation is about building relationships before asking for money. I realize that it’s likely that you already know many of the people on your list — they may be board members or other volunteers.All of the plans can be similar, but you’ll need to tweak them depending on your existing relationship with each person. This is a must. You cannot discuss a major gift in a group setting. This can be at the beginning of your cultivation or toward the end, but you cannot get around it. The meeting can take place at the prospect’s home or office and can last anywhere from 15 minutes to an hour. Persuade each of your prospects to take a tour, visit a program, or attend an event. Choose something you think will have the greatest impact on that individual. Invite your prospects to volunteer. On a committee, in the office, in direct service, one-time or ongoing. Volunteering brings people closer to your organization and makes them more inclined to give. Updates about your programs and services can be delivered by phone, email, in-person, or hand written note. Updates should be delivered twice annually to all prospects on your list. To do this, you should ask them a variety of open ended questions, including: Why do you continue to give? What would you like to see improved? Call them up and schedule “ask meetings” with each of them. After you conduct your meetings, you’ll set up meetings with your next three top prospects (and so on). It should be no secret why you’re coming. This is a relationship, and relationships are built on trust and honesty.
The donor should not be surprised when you ask them for money. You’ll want to say something like: However, it’s most important that the prospective donor has already met anyone who comes to this meeting (preferably more than once). At times, this is the development director. This is called peer-to-peer fundraising. That’s because the board member or volunteer has no financial stake in the organization, except what they have donated. They’ve already invested their time and money and are simply asking the donor to do the same. This is not a good time to have a meeting at a restaurant. Hold the meeting at the donor’s home or office, or wherever is most convenient for them. Make sure the meeting is conducted someplace where you can have a quiet, confidential conversation. Don’t assume that the asker knows what they’re doing. Practice it in the mirror, until it feels more comfortable. And adjust it for you and your donor. As you know, the organization needs more funding to accomplish X-Y-Z goals that we’ve been discussing. That’s key! Don’t think of your donors as ATM machines. Instead, really focus on them as people and what they do for your organization. It’s the “thank you” after a gift is made. However, you should think about stewardship long before you ask for a gift. How can you thank your donors so they want to give again and again and again? Staff and board members feel it’s not necessary, and then wonder why they struggle with fundraising. Do you think you would give again to an organization that didn’t appreciate you? In addition, they should always be told how their donation was used (follow up), before they’re asked for another gift. Staff? Board Members? Their second? When will they receive an update on how the gift was used and the impact it made? In addition, will they get a handwritten card or note. Will they be listed in your next newsletter or annual report. What about on your website? Will more children be vaccinated thanks to them.
What difference did their donation really make? Should they leave messages? (Yes!) Should they leave a return number. What number? Theirs or the number of the organization. Do what works best for your organization. Provide the stationery with details about the donor. Your organization should invest time each and every week toward raising major gifts. In fact, I’ve prepared an entire weekly series called the Major Gifts Challenge to walk you through exactly how to spend your time — just a few hours each week. Who will schedule the ask meeting. How much will you ask for? Review the cultivation plans for each prospect at the meeting. Who (on your major gifts team) will be responsible for cultivation activities? What did they say? What follow-up needs to take place. Who is responsible for that follow up? It turns out that Mark Twain came up with the concept of eating a frog, as doing your worst task first, so you can move on with your day, knowing the worst is out of the way. I’m sure you’ve heard the expression, “What doesn’t kill you, makes you stronger”. Well, asking for a major gift won’t kill you. But where should you start? Here’s what you’ll do: This step is critical — if you don’t take action, you won’t get results. Remember, it’s only two hours per week — you can do that! But to get there, you need to follow my advice and take action. If you have questions about anything in this guide, contact me — I’m happy to help. Here's how it started. Here's how it started. Our most popular course is back! And as far as fundraising planning goes, your fundraising plans were thrown off. Even the word “planning document” might make you stressed. They’re organized, actionable and tell a complete story of how you’re going to achieve your goals. Between all the events, phone calls and mailings your plan can bring you and your team back to the most important activities.