This exercise revolves around the rivalry between two financial analysts. Upset by their constant game of one-upmanship, an advisor to the governor of the Reserve Bank of India came up with a challenge for them to prove who was better. He provided them with financial data for the financial year ending March 2014 from 10 anonymous companies and asked them to match the financial data with specific industries given in a list. The challenge was timed, and the winner was to be determined on the basis of who could come up with the right combination first.
In January 2013, the general manager of the Planning Division of the Bank of Maharashtra in Pune, India, is considering how best to analyze the performance of the bank’s 1,728 branches in 28 states and two union territories and its staff of nearly 14,000 people. Such a process would help develop a comprehensive yearly plan by setting realistic targets for each of the bank branches, which have a wide variety of operating conditions. With its market share falling and increasing competition from major players in both the private and public sectors, the bank must take proactive steps to develop a strategy for expansion. The general manager meets a business school graduate who suggests using performance evaluation and benchmarking tools that will not only help evaluate performance in terms of an efficiency score but also indicate possible potential improvements. Should the general manager trust that the young analyst can pinpoint why some branches are not meeting their targets and suggest how their performance can be improved, or should he hire a more experienced consultant?
The newly appointed general manager (GM) of a private golf club in a small community must step in to clean house after the club chooses not to renew the previous GM’s contract. The club has suffered a sizable revenue loss during its most recent year, and membership has declined well below the targeted level. Additionally, three senior managers have departed in the last few months and have been replaced with individuals who have very limited experience in the golf industry. The new GM must identify the issues he needs to address, prioritize them and develop an action plan. The golf season is set to begin in less than three months’ time, and the club cannot experience another disastrous financial year.
The superintendent of the St. Thomas Golf Course had to develop the 2010 operating budget for the maintenance of the golf course and recommend the extent of infrastructure expenditures for the upcoming year. The course was facing increased labour costs due to recent government-mandated increases in the minimum wage. The recommendations had to be made in terms of a weak economy in the area and a recent decline in membership. The student must first assess the financial position of the course prior to determining the extent to which discretionary expenditures should be recommended. The case requires the development of an operating budget and permits a discussion of follow-up procedures for monitoring the budget.
This note provides a summary of the guidance available in IAS 21: The effects of changes in foreign exchange rates, including a description of how to determine an entity's functional and presentation currencies, and the impact of this decision on the financial statements. The note also contrasts the IFRS approach to foreign currency transaction to the guidance provided by Accounting Standards for Private Enterprises.
Sailing Voyages, Inc. is a tour boat company offering day cruises on a sailing schooner. In this exercise, the owner of the company needs to determine the amount and nature of costs and revenues with varying number of sailing voyages and a limited season of operation.
The publisher of an 18-month old, controlled-circulation weekly newspaper, The Londoner, is contemplating the addition of a web-based searchable data base of classified ads for used cars. It would seem to add value to the readership but it does appeal to readers well beyond the original trading area for the weekly, and it also offers some new timing issues for a weekly paper to create a feature with large weekend readership. The issue is whether or not the publisher should add this auto classified feature section and if so, how to market it to the greatest advantage. This case may be used with The Londoner (A), product 9B05A007).
The new chief executive office of a struggling dotcom is faced with high costs and slow revenue generation - sufficient to have burned $Cdn20 million, and profitability was not yet in sight. Fortunately, his venture cap company was still willing to advance funds and he believed that he could nail down some elephant deals to save the enterprise. He had the option of chasing smaller deals for immediate cash. In what priority should he attack his strategic issues, and in particular, what size and type of selling opportunities should he pursue.
Sailing Voyages, Inc. is a tour boat company offering day cruises on a sailing schooner. In this exercise, the owner of the company needs to determine the amount and nature of costs and revenues with varying number of sailing voyages and a limited season of operation.
The Percy Group is a diversified real estate development company. The president must decide whether to invest $7.9 million to convert one of the company's apartment buildings into a retirement home. The company had not previously converted or operated a retirement home. He must evaluate industry trends and the expected cash flows necessary to determine whether the investment is expected to earn the company's cost of capital. He must also undertake sensitivity analysis and a qualitative evaluation.
Variations in tax impact make it essential to know a person's tax status for personal financial planning and the structuring of business transactions. A broad overview of the Canadian income tax system is presented in this note along with descriptions of various types of taxable receipts. Key messages are: that different types of income are often taxed differently; that same types of income are often taxed differently depending on the entity that receives it; and that the amount of income tax varies based on the level of income the taxpayer earns.
This note describes and interprets accounting standards for future employee benefits. Adoption of these new standards must occur no later than fiscal years beginning in 2000. These accounting rules will result in greater harmonization of Canadian and U.S. accounting standards. The note details the components of pension expense and provides an illustration of a public company's note disclosure. This disclosure is used to provide an explanation of how to interpret the data that is disclosed about pensions in a company's financial statements and notes.
The note explains current Canadian financial accounting procedures for corporate income tax as well as the theoretical options that exist. It also considers permanent differences as well as timing differences that give rise to deferred income taxes. A short example is provided.
The case addresses some basic personal financial planning issues that a couple with children may encounter. Specifically addressed are the taxation of different components of employment income, the trade-off between paying down a mortgage and investing in an RRSP and the creation of a RESP to save for a child's education.
The note describes the reasons for the Canadian financial accounting standards for lease accounting and the accounting entries for both the lessor and the lessee in 1993. A comparison between a capital lease and operating lease is provided so that the financial statement impact of the accounting standard can be discussed.
The note describes what integration for tax purpose is, what its objective is and how the Canadian income tax achieves it. The note starts with the concept of perfect integration and then evaluates the assumptions underlying it. This is followed by a consideration of the actual extent of integration to determine when incorporation is advantageous and when it results in a real tax cost.