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In March 2018, an analyst at an investment management firm in Toronto, Ontario, had to decide whether or not to recommend that his firm establish a position in shares of Restaurant Brands International Inc. (RBI). Formed after the merger of Burger King and Tim Hortons Inc., RBI was led by the private equity firm 3G Capital. RBI was a powerhouse-the third-largest, quick-service restaurant chain in the world. Although RBI was performing well and seemed to present an attractive investment opportunity, the company was facing issues from disgruntled franchisees, who were dissatisfied with the cost-cutting measures implemented at Tim Hortons Inc. as part of 3G Capital's acquisition. This led to class action lawsuits from franchisees as well as a business slow-down, as measured by same-store sales figures. With not much time left, the analyst had to determine and present a decision to the rest of his team on whether or not to invest in RBI.

On November 20, 2015, the chief financial officer of Pfizer Inc. (Pfizer) was preparing to make a recommendation about whether to proceed with or stop merger talks between Pfizer and Allergan plc (Allergan), a pharmaceutical company with headquarters in New Jersey but tax residence in Ireland. Informal talks had been going on for almost a month, but both sides were rapidly approaching the pre-arranged deadline. The two teams had less than a week to either formally agree to proceed with a merger or walk away. Formalizing the agreement meant activating a US$400 million breakup clause that would make it costlier to call the deal off at a later date. Allergan’s Irish tax residency made this merger both attractive and concerning. While it provided the opportunity to lower Pfizer’s worldwide tax rate, the U.S. Treasury Department had recently announced regulatory changes targeting mergers that relocated a company’s tax residence to a low-tax country (called “tax inversions”). Pfizer’s legal team members were confident that the announced changes would not affect the proposed merger with Allergan. However, they were less certain about if—and when—the U.S. Treasury Department might make changes again.

On November 20, 2015, the chief financial officer of Pfizer Inc. (Pfizer) was preparing to make a recommendation about whether to proceed with or stop merger talks between Pfizer and Allergan plc (Allergan), a pharmaceutical company with headquarters in New Jersey but tax residence in Ireland. Informal talks had been going on for almost a month, but both sides were rapidly approaching the pre-arranged deadline. The two teams had less than a week to either formally agree to proceed with a merger or walk away. Formalizing the agreement meant activating a US$400 million breakup clause that would make it costlier to call the deal off at a later date. Allergan's Irish tax residency made this merger both attractive and concerning. While it provided the opportunity to lower Pfizer's worldwide tax rate, the U.S. Treasury Department had recently announced regulatory changes targeting mergers that relocated a company's tax residence to a low-tax country (called "tax inversions"). Pfizer's legal team members were confident that the announced changes would not affect the proposed merger with Allergan. However, they were less certain about if-and when-the U.S. Treasury Department might make changes again.

In November 2014, questions were raised about American electric car manufacturer Tesla Motors Inc.'s (Tesla's) accounting practices, which did not follow the generally accepted accounting practices (GAAP). Tesla’s third quarter 2014 financial statements showed a loss of almost US$75 million when using U.S. GAAP standards, compared to a profit of over $5 million when using its own non-GAAP standards. The accounting discrepancy between the two systems was due mainly to the allotment of vehicle buybacks, stock-based compensation, and regulatory credit sales. Tesla’s share price had risen to $242 from its initial public offering of $17. Had the company’s non-GAAP adjustments influenced investors’ perception of Tesla’s performance and, therefore, the resulting stock price? Specifically, was it reasonable to state that Tesla had been profitable in the third quarter of 2014? Were Tesla’s non-GAAP adjustments appropriate? How could the adjustments between Tesla’s GAAP and non-GAAP numbers be explained? What would Tesla’s performance look like if the financial statements were adjusted for the resale value guarantee, regulatory credits, and stock-based compensation?

In November 2014, questions were raised about American electric car manufacturer Tesla Motors Inc.'s (Tesla's) accounting practices, which did not follow the generally accepted accounting practices (GAAP). Tesla's third quarter 2014 financial statements showed a loss of almost US$75 million when using U.S. GAAP standards, compared to a profit of over $5 million when using its own non-GAAP standards. The accounting discrepancy between the two systems was due mainly to the allotment of vehicle buybacks, stock-based compensation, and regulatory credit sales. Tesla's share price had risen to $242 from its initial public offering of $17. Had the company's non-GAAP adjustments influenced investors' perception of Tesla's performance and, therefore, the resulting stock price? Specifically, was it reasonable to state that Tesla had been profitable in the third quarter of 2014? Were Tesla's non-GAAP adjustments appropriate? How could the adjustments between Tesla's GAAP and non-GAAP numbers be explained? What would Tesla's performance look like if the financial statements were adjusted for the resale value guarantee, regulatory credits, and stock-based compensation?

Instructor spreadsheet to accompany product 8B16B014.

On January 17, 2015, the Ontario Provincial Police (OPP) released service cost estimates to all municipalities under its new municipal billing model. The new billing model, according to the recommendations of the auditor general, was designed to provide a more consistent, transparent, and accurate reflection of municipal servicing costs. Several mayors were not entirely sold on the new model and had their own opinion on how each municipality should be billed. Municipal officials needed consistent year-to-year service costs to accurately forecast their annual budgets. The OPP had to demonstrate the merit of the new billing model to ensure its adoption by all municipalities.

On January 17, 2015, the Ontario Provincial Police (OPP) released service cost estimates to all municipalities under its new municipal billing model. The new billing model, according to the recommendations of the auditor general, was designed to provide a more consistent, transparent, and accurate reflection of municipal servicing costs. Several mayors were not entirely sold on the new model and had their own opinion on how each municipality should be billed. Municipal officials needed consistent year-to-year service costs to accurately forecast their annual budgets. The OPP had to demonstrate the merit of the new billing model to ensure its adoption by all municipalities.

In 2014, the master distiller from an established Scotch whisky producer founded McPhee Distillers on Vancouver Island, Canada, hoping to capitalize on the growing demand for whisky in the Asia-Pacific region in particular. Rather than competing with larger producers selling by the bottle, McPhee planned to sell whisky exclusively by the barrel, hoping to differentiate McPhee Distillers in the industry. As a first-time entrepreneur, the master distiller was surprised by the amount of overhead costs, but she was determined that there were no costs she could cut without compromising the quality of the whisky. Was her business model profitable, or had she made an error by focusing on barrel sales? Could she improve her operations?

Penn West Petroleum Ltd. (Penn West), a large Canadian oil company, made multiple acquisitions that led to a buildup of goodwill (i.e., the purchase price was higher than the net book value of the acquisitions). When the economic environment worsened, there was concern that this goodwill had been impaired. The concern deepened as economic factors improved but Penn West's stock performance continued to be poor, indicating that the market believed that the company was potentially overvalued. A review of Penn West's accounting practices revealed irregularities, and industry analysts - as well as the U.S. Securities and Exchange Commission - began to question the value of the company's goodwill. It was becoming clear that Penn West had been overly optimistic in its forecasts regarding revenue streams from its properties. Would the company be able to move forward? How?

In 2015, Penn West Petroleum Ltd. (Penn West), a large Canadian oil company, made multiple acquisitions that led to a buildup of goodwill (i.e., the purchase price was higher than the net book value of the acquisitions). When the economic environment worsened, there was concern that this goodwill had been impaired. The concern deepened as economic factors improved but Penn West’s stock performance continued to be poor, indicating that the market believed that the company was potentially overvalued. A review of Penn West’s accounting practices revealed irregularities, and industry analysts — as well as the U.S. Securities and Exchange Commission — began to question the value of the company’s goodwill. It was becoming clear that Penn West had been overly optimistic in its forecasts regarding revenue streams from its properties. Would the company be able to move forward? How?

Spreadsheet for product 9B11B005.

This case provides an opportunity to review Groupon Inc’s S1 filing made prior to an initial public offering. Groupon’s financial statements attracted a great deal of controversy due to revenue recognition policies that produced substantially higher revenues for the corporation, as well as non-GAAP earnings measures, especially ACSOI — an invention of the firm that served to exclude certain marketing expenses from the calculation of profit. Since marketing expenses were a very material expense for Groupon at a stage at which it was building its business, the effect of the use of ACSOI was as substantial as the effect of aggressive revenue recognition policies. Groupon backed down on both revenue recognition and the use of ACSOI following SEC inquiries into the corporation’s accounting policies.

Groupon provides an opportunity to review Groupon Inc's S1 filing made prior to an IPO. Groupon's financial statements attracted a great deal of controversy due to revenue recognition policies that produced very substantially higher revenues for the corporation, as well as non GAAP earnings measures, especially ACSOI, an invention of the firm that served to exclude certain marketing expenses from the calculation of profit. Since marketing expenses were a very material expense for Groupon at a stage at which it was building its business the effect of the use of ACSOI was as substantial as the effect of aggressive revenue recognition policies. Groupon backed down on both revenue recognition and the use of ACSOI following SEC queries as to the corporation's accounting policies.

The case is based on an interview with Paul Cherry, who as chair of AcSB the Canadian accounting standard setter led a process that brought Canada to adopt international financial reporting standards (IFRS). The case provides rich and in depth examination of the real world considerations that led Canada to adopt IFRS. It offers analysis of the competing alternatives such as U.S. GAAP, describes the consultation process and sets out the thinking that led to Canada deciding to adopt IFRS. The case offers a unique opportunity for students to see a leader in the Canadian accounting profession set out what actually led to adoption of IFRS.

The case comprises an interview with Paul Cherry, who as chair of the Accounting Standards Board of Canada (the Canadian accounting standard setter) led a process that brought Canada to adopt international financial reporting standards (IFRS). The case provides a rich and in-depth examination of the real-world considerations that led Canada to adopt IFRS. It offers analysis of the competing alternatives such as the U.S. GAAP (generally accepted accounting principles), describes the consultation process, and sets out the thinking that led to Canada adopting IFRS. The case offers a unique opportunity for students to see a leader in the Canadian accounting profession set out what actually led to the adoption of IFRS.

Spreadsheet supplement for case W11988.

Excel spreadsheet for students. Supplements product 9B11B014

This case depicts a financial analyst trying to make sense of Starbucks’ finances and drawing from recent projects of the IASB and FASB to identify lease accounting as a key issue for the firm. The case underscores the importance of having a full picture of a company’s obligations in order to understand its overall performance.<br><br> In reviewing the case, students examine Starbucks’ extensive use of leases and use spreadsheet tools to understand the full extent of the corporation’s indebtedness. Although heavy users of leases such as Starbucks have argued that lease accounting is complex, an estimation of lease indebtedness can be made using relatively simple tools that are easy for students to understand. The case allows issues of high-level accounting standards to be elucidated, using a well-known company with which students identify. The case illustrates the real-world consequences of accounting policy choices.

This case examines AT&T’s wireless business with a focus on its text messaging services. The industry features a high proportion of fixed costs in relation to acquiring spectrum and building a network. Variable costs are relatively low, especially in the case of SMS text messages. Pricing and margins in text messaging have attracted regulatory scrutiny in the Unites States, Canada, and elsewhere. The case requires the use of key concepts in cost behaviour, cost volume profit analysis, and product costing to understand the nature of the business and the profit margins involved. Many service or high-tech businesses exhibit similar cost behaviours, and so the case gives students insight into the management of such enterprises.