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This case provides a context wherein a variety of financial accounting issues can be discussed, particularly those related to the multi-period dependence of accounting accruals. A less direct but nonetheless important issue relates to earnings management and ends up being a central theme of the case. The case focuses on three basic accounting topics-LIFO inventory reserves, the allowance for doubtful accounts, and depreciation policies and assumptions-that span the range of earnings management considerations. It was written as a capstone case for a 90-minute graduate-level introductory financial accounting course. The appropriate audience would be graduate- or undergraduate-level business students, executives, or those studying or working in financial fields. The case lends itself to team-teaching opportunities within accounting, ethics, finance, and leadership.

Students are tasked with questions related to leasing accounting in this exercise.

Rhonda Magee, a new employee at Regina Broadband, was tasked to prepare slides for the company's next earnings conference call. The company had seen good growth through acquisitions, but now was pursuing a strategy of organic growth. Recent changes had raised potential questions about the company's leadership and compensation. As a policy, Regina's management provided limited future earnings guidance to investors. Since the most recent Q4 and year-end earnings data were still being gathered, Magee decided to draft the slides with provisional headlines and insert placeholders for data and results that the CFO could complete before the earnings conference call later in the week. This disguised case sets the stage for the accompanying B case (UVA-C-2368), which takes place directly after Regina releases its earnings.

Within 3 minutes of releasing its Q4 and year-end earnings, Regina Broadband's stock was down by over 25%. The company's CEO and CFO realized they needed to quickly reframe and sharpen the message they would be giving to Regina's shareholders and investors during that afternoon's conference call, scheduled to take place in 15 minutes.

An analysis of more than 25,000 earnings calls made by publicly held U.S. companies reveals that the tone of calls is markedly different depending on the time of day--and stock returns over the next quarter reflect that tone, with negative calls associated with abnormal negative returns. Managers should consider these findings when scheduling calls and be aware that, for example, a 3 PM call is likely to have a far more negative tone than an 8 AM call.

This is an international version of the classic ratio detective exercise that is found in many US-based textbooks and other case series. The objective is to initiate students into balance sheet analysis via the use of common-size balance sheets. The case helps students to understand how the economics of the firm are revealed in the firm's financial statements. Effectively employed, it can also teach students to think about the links between asset composition and financial structures, and how these relate to industry economics.

This case introduces the Statement of Cash Flows by way of a general explanation of the purpose and format of the statement, followed by an assignment involving the analysis of three very different companies' statements of cash flows. The latter should stimulate significant in-class discussions and learning opportunities. Although all 3 statements are IFRS-compliant, the examples include both the direct and indirect methods.