Belot Enterprises Case 1. Auditor David Robinson’s suggested compromise on the review of the Belot’s interim financial report (second quarter-from April1 through June 30) is appropriate. Because Belot Company has been struggled to survive in a mature and intensely competitive industry for several years, and the company has planned to implement an organizational Nail the Number campaign from April1 through June 30 to boost its quarterly operating income by 100 percent so that Belot Company will not be eliminated by its parent company, Helterbrand. During those three months, Belot Company has made many changes on its operation activities, such as products line, sales program, cost-cutting initiatives, and its accounting measurement, etc. Belot’s accounting general manager, Zachariah Crabtree decided to change the accounting method from “conservatism” to “precise point estimate” to record the company’s major discretionary accruals during its second quarter financial report; therefore, the company operating income dramatically has been increased 140 percent higher than the second quarter of prior year.
In 2008, the souring economy hit Whole Foods rather hard. Sales increases at Whole Foods stores open at least one year rose only 0.8 percent in 2008 versus 8.2 percent in the previous year. In August of 2008, Whole Foods announced that planned new store openings for 2009 would be reduced. Whole Foods had to back out of signed leases or revise the lease terms of 70 new stores that had been scheduled to open in 2009 and 2010. Whole Foods recently arranges to sell $425 million of preferred stock to private equity investors, which equated to an ownership interest of 17 percent in the event the private equity investors exercised rights to convert their preferred stock into common
Case Summary for Capital Mortgage Insurance Corporation Overview The president and senior vice president of Capital Mortgage Insurance Corporation (CMI) hope to acquire Corporate Transfer Services (CTS). Currently, CMI is a business that sells mortgage insurance to banks and other mortgage lenders. However, executives at CMI desire to expand their business into the real estate relocation industry. Essentially, this industry works to assist employees who have been transferred to a new city as they try to find a new home. The president and vice president of CMI met with the four owners of CTS on multiple occasions.
Fast forward eleven years, and the trend is just the opposite. Shoppers now go to the large stores to view the merchandise, and then go elsewhere to buy it (Bustillo 2012). But as Schwartz points out, these have been attributed to an excessive boom in shopping mall development in the 1990’s (Millar 2015), not internet sales. Regardless of cause there is still hope for malls at least on the horizon. In 2010 shopping malls had reached 21%, the highest percentage of malls with at least 10% vacancy in history, but in 2014 the amount has decreased by 3% (Schwartz 2015).
Case 13-5 Occupy Mall Street Occupy Mall Street (“OMS” or “the Company”) is a leading real estate management firm that owns and manages over 100 shopping malls across the United States. The Company went public in 2009 and experienced a continued increase in stock price through 2011. With the sustained growth of the business and rising stock price, OMS developed a practice of granting annual stock option awards to its executives at the beginning of each year. On January 1, 2012, OMS granted 1,000 employee share options that cliff vest after a four-year service period, with an exercise price of $30 per share. Using the Black-Scholes pricing model, the Company determined that the grant-date fair-value-based measure of the awards was $15.
1.1 Company History Netflix, Inc. was founded in California in 1997 by Reed Hastings and Marc Randolph. It started its operations in August 1997 offering its services using a pay per rent model in which it had only 925 works. The monthly subscription services were not offered until September 1999 when the company launched these services and dropped the initial single rental model. In 2002, the company made an initial public offering of its shares in which it sold 5.5 million shares of common stock at $ 15 for each share on May 2002. Since its incorporation the company has expanded tremendous to offer its services in more 40 countries.
Statement of Facts Occupy Mall Street (OMS) is a real estate management firm that manages shopping malls. In 2009 they went public and experienced an increasing stock price through 2011. Because of their success, OMS decided to begin granting annual stock option awards to the executives at the beginning of each year. On January 1, 2012, OMS granted 1,000 employee share options that cliff-vest after 4 years. The share options have a $30 exercise price and a $15 grant-date-fair-value.
So where did the other sales go if its full-line stores’ sales dropped? Well part of it is due to an increase in sales in its Rack stores due to the increase in amount of customers bargaining for prices due to post-recession behavior. But most of it is due to its 30% online sales jump which enabled Nordstrom’s total revenue to increase in the year of 2013. Unlike some of its counterparts, Nordstrom adapted to new shopping behaviors. Online shopping is definitely the newest and boldest trend for retailers.
The cash and short-term investments increased significantly from 2011 at 746.28 million to 1.32 billion in 2012. The short-term investment in particular, grew to 1.13 billion in 2012 from 442.32 million in 2011. WFM sped up their growth by opening stores in underserved areas such as Detroit, Wichita, and Glen Mills in 2012, which explains the increase in property, plant and equipment assets to 2.19 billion. Currently, WFM has 404 locations in US, Canada, and UK. The steady rollout of new stores also explains the increase in fixed assets of land and improvements from 2013 to
You are a practicing CPA at Gibbons, Johnson & Tannun, LLP. You recently received a new medium-sized client, ABI, Inc., a construction company that builds and renovates office buildings. Since the tornado went through your town, ABI, Inc., has had more projects than it can handle. ABI’s gross revenues for 2011 were $12 million dollars, up from $150,000 in 2010. Alex expects the revenues to grow by 30% for the next three years because cleanup of the devastating tornado will take that long.