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Anna Amphlett, a financial analyst with Tasmanian LLC, gathered information about Castlight Health, Inc., a company whose shares Tasmanian was considering acquiring for its cloud infrastructure portfolio. Castlight provided a cloud-based health solutions platform to its customers for an upfront subscription fee. Castlight experienced substantial growth in revenues over the last five years, but the company had not yet reported a bottom-line profit since its initial public offering (IPO) in 2014. Castlight Health was one of many companies that provided cloud-based computing services and were often referred to as software-as-a-service (SaaS) companies. Castlight Health sold substantially all of its services through its direct sales organization which paid its sales force commissions for acquiring customer contracts. Tasmanian's portfolio manager had asked Amphlett to scrutinize the company's accounting methods, particularly its revenue and expense recognition methods. Upfront revenue recognition and capitalizing and amortizing some indirect outlays were well-known methods for enhancing a company's bottom line. Castlight Health had become quite wary of companies such as salesforce.com, ADT, and Pre-Paid Legal Services, which experienced significant stock price declines after popular press articles criticized their accounting policies. In some cases, the U.S. Securities & Exchange Commission (SEC) had launched an investigation into a company's accounting practices following the critiques. These critiques invariably questioned management's integrity while an SEC investigation distracted management's time and energy from the running the business.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Recently, software-as-a-service (SaaS) companies have attracted considerable attention from the investment community because their services were sold to customers on a subscription basis and services were delivered over the internet through applications on mobile phones, tablets and other portable devices. Because software provided by SaaS companies required considerably less investment in infrastructure (servers, software engineers) than traditional software vendors such as Oracle and SAP, they were affordable to far more companies. And because of a much larger total addressable market, over 200 SaaS had gone public through initial public offerings (IPO) in the last five years to take advantage for the demand for SaaS applications by small and medium-sized companies. Southern Cross LLC, an investment fund with over $20 billion under management, had established a SaaS portfolio to which it planned to add several high quality companies. Once such company under consideration was Workday, Inc. Workday provided cloud-based human capital management (HCM) and financial management (FM) computer applications to customers for an upfront subscription fee. Southern Cross had assigned Andrew Ferris, a recently hired MBA graduate, to evaluate Workday. Workday solicited customers for its software offerings through its direct sales organization. Southern Cross's portfolio manager had asked Ferris to scrutinize the company's accounting methods, particularly its revenue and expense recognition methods. Upfront revenue recognition and capitalizing and amortizing some indirect outlays were well known methods for enhancing a company's bottom line.

James Amphlett, a financial analyst with Xenon Capital LLC, gathered information about NetSuite Inc., a company whose shares Xenon might purchase for its computer software portfolio. NetSuite provided cloud-based financial and enterprise resource planning software to customers for a recurring subscription fee. The company's stock price performance over the last few years was nothing short of spectacular, having increased from around $10 per share at the end of 2008 to over $110 per share at the end of 2013. NetSuite was one of many companies that provide cloud-based computing services, and were often referred to as software-as-a-service (SaaS) companies. NetSuite generated sales through both direct and indirect approaches, with most selling activities conducted over the phone by its sales force. Xenon's portfolio manager asked Amphlett to pay close attention to the company's accounting methods, particularly its revenue and expense recognition methods. Xenon had become quite wary of companies such as salesforce.com, ADT, and Pre-Paid Legal Services, which experienced significant stock price declines after popular press articles criticized their accounting policies. Such stories invited close scrutiny from the US Securities and Exchange Commission.

Students are asked to consider several issues in the case. First, students are asked to explain how Liberator Medical makes money, to evaluate its business strategy for accomplishing this objective, and to evaluate how successful execution of this strategy is likely to be observable from the company's financial performance. Second, students are asked to analyze the company's cash flow situation, and recent financial performance, including its profitability, asset management, and leverage. Third, students are asked to consider the quantitative impact on the company's financial statements of capitalizing and amortizing direct response advertising outlays. Students are also asked to evaluate whether Liberator Medical used accounting methods that were consistent with generally accepted accounting principles (GAAP). Finally, students are asked to consider the communication and disclosure issues the company faced in responding to analyst criticism of its method of accounting for direct response advertising.

This case provides financial statement data for nine companies from nine different industries from Standard & Poor's Capital IQ Net Advantage financial database. Using knowledge of the industries' financial characteristics and financial ratios, the case asks students to match each of the nine financial statement data sets to an appropriate industry. The case provides common-sized income statements (all items scaled by revenues), common-size balance sheets (all items scaled by total assets), and selected financial ratios for the nine companies. All data were averaged over three years 2011-2013 to remove the influence of one-time items and outliers.

Anna Amphlett, a financial analyst with Southern Cross Capital LLC, spent the first days in her new job gathering information about ADT Corporation, a company whose shares Southern Cross was considering acquiring for its Business Services portfolio. Amphlett graduated with an MBA in accounting and finance, and had spent a summer as an intern with Southern Cross specializing in the service sector before joining the company. On September 28, 2012, ADT became an independent publicly traded company listed on the New York Stock Exchange, after Tyco (TYC) split itself into three independent companies. ADT generated revenues by charging customers monthly subscription fees for commercial and home security services. Southern Cross's portfolio manager had asked Amphlett to pay close attention to the company's accounting methods, and particularly to its policy of capitalizing and amortizing cash outlays on sales commissions, instead of expensing them immediately. Southern Cross had become wary of companies such as Pre-Paid Legal Services, PolyMedica, and Excel Communications, which experienced significant stock price declines after popular press articles discussed their policy of boosting earnings by capitalizing and amortizing indirect costs. Such companies also experienced significant stock price declines when it was disclosed they were under investigation by the U.S. Securities & Exchange Commission (SEC).

James Amphlett, a financial analyst with Southern Cross LLC, has been asked to assess the financial performance of Farmer Brothers Company, a coffee manufacturer and distributor whose shares the equity firm was considering acquiring for its Growth Service portfolio. Amphlett's research showed that the coffee business was volatile. Coffee prices had risen steadily from $0.20 per pound at the end of 2001 to over $1.20 per pound by the end of 2007, only to plunge to $0.70 per pound in March 2010, and rise again to over $1.26 by June 2011. The increase in coffee prices had taken a toll on Farmer Brothers' bottom line. It had also taken a toll on Farmer Brothers' stock price, as the company saw its stock price fall from over $24 per share in July 2008 to less than $6 per share by August 2011. Farmer Brothers valued inventory using the last-in-first-out, or LIFO method, whereas other coffee companies used FIFO; thus it was more difficult to make an apples-to-apples comparison of financial performance. Amphlett recalled that the LIFO accounting method was used primarily to save taxes as higher input prices were matched against revenues to reduce taxable earnings.

Anna Chu, an MBA from Singapore Management University, and new-hire to Temasek Holdings Pte. Ltd., was excited by ANB-AMRO's assessment of ABC Learning Centres Limited (ABC), an Australian company operating childcare centres. Chu had been hired to analyze companies in which Temasek acquired shares and to report regularly to the fund's service sector portfolio manager. In May 2007, Temasek, Singapore's sovereign-wealth fund, acquired 12% of ABC Learning Centre's equity for $A7.30 per share, or a total purchase price of A$400 million. If ANB-AMRO's assessment of the intrinsic value of ABC's shares proved correct, Temasek's investment would be very profitable. But some observers questioned aspects of ABC's business model, particularly its contracting process for raising capital and outsourcing services for the learning centres. By January 2008, ABC Learning Centres Limited had become the largest operator of private childcare centres in the world, with more than 2,200 centres in Australia, the U.S., U.K., and New Zealand. ABC's growth strategy of cobbling together a global empire of daycare centres had been financed with short-term debt. In January 2008, the company announced semi-annual earnings that were lower than analysts' forecasts, sending the company's stock price into a tailspin.

In October 2009, Andrew Amphlett, a financial analyst at Southern Cross LLC, and a recent MBA graduate, was asked to prepare an analysis of Pre-Paid Legal Service's financial performance and its accounting methods. Pre-Paid Legal Services recruited associates to market its legal plans to consumers who paid about $21 per month for access to the network of independent legal firms who supplied legal services for a fixed fee. In effect, Pre-Paid Legal Services was a multilevel marketing organization, or what is often perjoratively called a "pyramid scheme." Southern Cross planned to consider adding the company to its shorts portfolio after Price Target Research maintained a hold rating and established a price target of $36 per share. The shorts fund included companies that Southern Cross thought were headed for substantial stock price declines based on fundamental analysis. By October 2009, Pre-Paid Legal's stock price was trading at $43 per share, significantly higher than Price Target Research's recently established target price of $36 per share. Southern Cross's portfolio manager had asked Amphlett to pay close attention to the company's accounting methods, and particularly to its policy of capitalizing and amortizing indirect outlays, instead of expensing them immediately. Pre-Paid Legal had experienced several disagreements with the U.S. Securities & Exchange Commission (SEC) over its accounting policies. In 2002, it restated its financial statements at the request of the SEC, and Deloitte & Touche, its independent accounting firm, resigned from the account. In October 2009, the Division of Enforcement of the Securities and Exchange Commission (SEC) requested information from Pre-Paid Legal Services about its financial, business, and accounting policies.

Katka Suvarinova, a financial analyst at Southern Cross LLC, and a recent MBA graduate, has been asked to prepare an analysis of Big 5 Sporting Goods Corporation's recent financial performance, as well as an analysis of its accounting methods. Big 5 was a West Coast chain of sports equipment and apparel outlets, with 398 stores at the end of 2010. After Deutsche Bank's investment report maintained a hold rating and established a new target price of $13 per share for Big 5, Southern Cross decided to look at the company as a possible addition to its shorts portfolio. The shorts fund included companies that Southern Cross believed were headed for substantial stock price declines based on fundamental analysis. Southern Cross's portfolio manager had asked Suvarinova to pay close attention to the company's accounting methods, and particularly indicators that the company had significant off-balance sheet debt, which was not uncommon in the retailing industry. Retail companies often leased many of their stores, rather than buying the outlets with borrowed funds. From her MBA program, Suvarinova recalled that under U.S. Generally Accepted Accounting Principles (US GAAP) and International Financial Reporting Standards (IFRS), some leases were not reported as debt on a company's balance sheet.

Andrew Ferris, a financial analyst at Southern Cross Capital LLC, was asked to evaluate salesforce.com's accounting methods and recent financial performance in preparation for the portfolio manager's decision as to whether the company's common stock should be acquired for its Growth Service fund. Salesforce.com was a computer software company focused on providing customer relationship management (CRM) applications accessible by users on the "cloud," rather than through software resident on a user's own server. Salesforce.com maintained a direct sales force, which sold services to customers through phone contacts, and through a network of geographically dispersed sales representatives who made personal contacts with potential customers. The direct sales force was compensated primarily through sales commissions, which were paid in cash after a customer signed a noncancellable subscription contract. The portfolio manager specifically asked Ferris to pay close attention to understanding how salesforce.com accounted for its commission outlays, since several companies in recent years had experienced substantial declines in their stock price after financial press articles revealed that the companies had inflated their earnings by deferring expenses.

James Amphlett, a financial analyst at Xenon Capital LLC, was asked to evaluate PolyMedica Corporation, whose shares Xenon was considering adding to its Growth Service portfolio. PolyMedica was a rapidly growing provider of diabetes testing equipment to senior citizens who were covered by Medicare. PolyMedica promoted its products through direct response advertising in late night television commercials, often featuring veteran character actor, Wilford Brimley. Financial analysts were critical of the company's accounting policy of capitalizing and amortizing direct response advertising expenditures to acquire new customers

Anna Amphlett, a recent MBA graduate, was a newly hired financial analyst at Thor Industries, Inc., the largest manufacturer of recreation vehicles in the U.S. Amphlett was asked to benchmark the company's inventory management performance against other firms in the industry, and suggest areas where the company might eliminate waste and reduce costs. The company's Board of Directors, which now used free cash flows as a key performance indicator, believed that Thor could boost cash flows through lean management practices. Amphlett realized that comparing inventory management across companies was challenging, because inventory accounting methods differed across companies in the recreation vehicle industry.

Smart Union Group (Holdings) Limited was engaged in the manufacturing of recreational and educational toys and equipment for OEMs such as Mattel, Hasbro, and Megablocks. The company's manufacturing facilities were located in Guangdong Province, China, while the majority of the company's sales were made in the U.S. and Europe. The company went public in September 2006 with an IPO listed on the Hong Kong Stock Exchange, which netted HK$55 million. From 2003 to 2007, the company's sales revenues increased from HK$479 million to over HK$953 million. The company's rapid growth was financed by issuing equity and obtaining short-term bank loans. In 2007, Smart Union invested in a silver mine in Fujian Province to offset the impact of price increases in commodities used in production, and to expand its operational scope. At the end of 2007, the company's short-term bank debt of HK$240 million needed to be repaid or refinanced.

In early 2009, Lennar Corporation, one of the largest homebuilders in the U.S., found itself in the midst of a deep global recession, a major credit crisis, a housing price collapse, and massive mortgage defaults triggered by double-digit unemployment in the U.S. At the same time, the company faced criticism from the Fraud Discovery Institute (FDI) that a large personal loan taken out by a Lennar executive from a related party, and that the company's extensive use of joint ventures to develop, construct, and market homes were fraudulent. FDI was co-founded by Barry Minkow, who was previously tried and convicted on 57 counts of securities fraud and sentenced to 25 years in federal prison after the collapse of ZZZZ Best Company, Inc. At November 30, 2008, Lennar had 116 unconsolidated joint ventures. Anna Amphlett, a financial analyst with Southern Cross Investments LLC, was asked to prepare a report on Lennar's joint ventures and the methods used to account for these investments. According to FDI, the primary reason for the company's joint ventures was to finance its investments with "off-balance sheet" debt. The release of the FDI report resulted in a 20% drop in the company's stock price.

Andrew Ferris, a recent Thunderbird MBA graduate, joined Diversified Equity Investors LLC as an analyst specializing in the telecom, information technology, and cable/satellite industries. He was asked to provide a financial and accounting analysis report on Pantera Communications, Inc., a rapidly growing virtual telecom company. Pantera leased lines from the major long-distance operators, and resold long distance services using a network of independent representatives (IRs) who were paid an upfront commission for each new subscriber who signed up for the company's long distance service. Financial analysts were critical of the company's accounting policy of deferred revenue from the start-up package sold to IRs, and capitalizing and amortizing the commissions paid to IRs for acquiring new customers.