Aeb SM CH08 1 PDF

Chapter 8
Audit Planning and Analytical Procedures
Review Questions
8-1
There are three primary benefits from planning audits: it helps the auditor
obtain sufficient appropriate evidence for the circumstances, helps keep audit
costs reasonable, and helps avoid misunderstandings with the client.
8-2
Eight major steps in planning audits are:

1.
2.
3.
4.
5.
6.
7.
8.
Accept client and perform initial planning

Understand the clients business and industry
Assess client business risk
Perform preliminary analytical procedures
Set materiality, and assess acceptable audit risk and inherent risk
Understand internal control and assess control risk
Gather information to assess fraud risks
Develop overall audit plan and audit program
8-3
The new auditor (successor) is required by AU 315 to communicate with
the predecessor auditor. This enables the successor to obtain information about
the client so that he or she may evaluate whether to accept the engagement.
Permission must be obtained from the client before communication can be made
because of the confidentiality requirement in the Code of Professional Conduct.
The predecessor is required to respond to the successors request for information;
however, the response may be limited to stating that no information will be given.
The successor auditor should be wary if the predecessor is reluctant to provide
information about the client.
8-4
Prior to accepting a client, the auditor should investigate the client. The
auditor should evaluate the clients standing in the business community, financial
stability, and relations with its previous CPA firm. The primary purpose of new
client investigation is to ascertain the integrity of the client and the possibility of
fraud. The auditor should be especially concerned with the possibility of fraudulent
financial reporting since it is difficult to uncover. The auditor does not want to
needlessly expose himself or herself to the possibility of a lawsuit for failure to
detect such fraud.
8-5
Auditing standards require auditors to document their understanding of the
terms of the engagement with the client in an engagement letter. The
engagement letter should include the engagements objectives, the responsibilities
of the auditor and management, and the engagements limitations. An engagement
letter is an agreement between the CPA firm and the client concerning the
conduct of the audit and related services. It should state what services will be
provided, whether any restrictions will be imposed on the auditors work, deadlines
8-1
8-5 (continued)
for completing the audit, and assistance to be provided by client personnel. The
engagement letter may also include the auditors fees. In addition, the engagement
letter informs the client that the auditor cannot guarantee that all acts of fraud will
be discovered.
8.6
Because the Sarbanes-Oxley Act of 2002 explicitly shifts responsibility for
hiring and firing of the auditor from management to the audit committee for public
companies, the audit committee is viewed as the client in those engagements.
8.7
All audit and non-audit services must be preapproved in advance by the
audit committee for public companies.
8.8
The second standard of fieldwork requires the auditor to obtain an
understanding of the entity and its environment. Auditors need an understanding
of the clients business and industry because the nature of the business and
industry affect business risk and the risk of material misstatements in the
financial statements. Auditors use the knowledge of these risks to assess the risk
of material misstatement and to determine the appropriate extent of further audit
procedures.
The five major aspects of understanding the clients business and
industry, along with potential sources of information that auditors commonly use
for each of the five areas are as follows:
1. Industry and External Environment Read industry trade publications,
AICPA Industry Audit Guides, and regulatory requirements.
2. Business Operations and Processes Tour the plant and offices,
identify related parties, and inquire of management.
3. Management and Governance Read the corporate charter and
bylaws, read minutes of board of directors and stockholders, and
inquire of management.
4. Client Objectives and Strategies Inquire of management regarding
their objectives for the reliability of financial reporting, effectiveness
and efficiency of operations, and compliance with laws and
regulations; read contracts and other legal documents, such as
those for notes and bonds payable, stock options, and pension
plans.
5. Measurement and Performance Read financial statements, perform
ratio analysis, and inquire of management about key performance
indicators that management uses to measure progress toward its
objectives.
8-9
During the course of the plant tour the CPA will obtain a perspective of the
clients business, which will contribute to the auditors understanding of the entity
and its environment. Remember that an important aspect of the audit will be an
8-2
8-9 (continued)
effective analysis of the inventory cost system. Therefore, the auditor will observe
the nature of the companys products, the manufacturing facilities and processes,
and the flow of materials so that the information obtained can later be related to
the functions of the cost system.
The nature of the companys products and the manufacturing facilities and
processes will reveal the features of the cost system that will require close audit
attention. For example, the audit of a company engaged in the custommanufacture of costly products such as yachts would require attention to the
correct charging of material and labor to specific jobs, whereas the allocation of
material and labor charges in the audit of a beverage-bottling plant would not be
verified on the same basis. The CPA will note the stages at which finished
products emerge and where additional materials must be added. He or she will
also be alert for points at which scrap is generated or spoilage occurs. The
auditor may find it advisable, after viewing the operations, to refer to auditing
literature for problems encountered and solved by other CPAs in similar audits.
The auditors observation of the manufacturing processes will reveal
whether there is idle plant or machinery that may require disclosure in the
financial statements. Should the machinery appear to be old or poorly maintained,
the CPA might expect to find heavy expenditures in the accounts for repairs and
maintenance. On the other hand, if the auditor determines that the company has
recently installed new equipment or constructed a new building, he or she will
expect to find these new assets on the books.
In studying the flow of materials, the auditor will be alert for possible
problems that may arise in connection with the observation of the physical
inventory, and he or she may make preliminary estimates of audit staff
requirements. In this regard, the auditor will notice the various storage areas and
how the materials are stored. The auditor may also keep in mind for further
investigation any apparently obsolete inventory.
The auditors study of the flow of materials will disclose the points at which
various documents such as material requisitions arise. He or she will also meet
some of the key manufacturing personnel who may give the auditor an insight into
production problems and other matters such as excess or obsolete materials, and
scrap and spoilage. The auditor will be alert for the attitude of the manufacturing
personnel toward internal controls. The CPA may make some inquiries about the
methods of production scheduling, timekeeping procedures and whether work
standards are employed. As a result of these observations, the internal documents
that relate to the flow of materials will be more meaningful as accounting evidence.
The CPAs tour of the plant will give him or her an understanding of the
plant terminology that will enable the CPA to communicate fluently with the
clients personnel. The measures taken by the client to safeguard assets, such
as protection of inventory from fire or theft, will be an indication of the clients
attention to internal control measures. The location of the receiving and shipping
departments and the procedures in effect will bear upon the CPAs evaluation of
internal control. The auditors overall impression of the clients plant will suggest
the accuracy and adequacy of the accounting records that will be audited.
8-3
8-10 One type of information the auditor obtains in gaining knowledge about the
clients industry is the nature of the clients products, including the likelihood of
their technological obsolescence and future salability. This information is
essential in helping the auditor evaluate whether the clients inventory may be
obsolete or have a market value lower than cost.
8-11 A related party is defined in AU 334 as an affiliated company, principal
owner of the client company, or any other party with which the client deals where
one of the parties can influence the management or operating policies of the
other.
Material related party transactions must be disclosed in the financial
statements by management. Therefore, the auditor must identify related parties
and make a reasonable effort to determine that all material related party
transactions have been properly disclosed in the financial statements. Because
instances of fraudulent financial reporting often involve transactions with related
parties, auditors should be alert for the presence of fraud risk.
8-12 Because of the lack of independence between the parties involved,
the Sarbanes-Oxley Act prohibits related party transactions that involve
personal loans to executives. It is now unlawful for any public company to
provide personal credit or loans to any director or executive officer of the
company. Banks or other financial institutions are permitted to make normal
loans to their directors and officers using market rates, such as residential
mortgages.
8-13 The recent economic events have led to the collapse of several large
financial services entities that has triggered a broader economic decline
affecting all industries. The unstable economy has resulted in a significant
slowdown in most businesses. These declines are likely to have a significant
impact on financial reporting. First, severe market declines may impact the
accounting for many types of investments and other assets that now may be
impaired or may have experienced significant declines in their fair values. The
determination of those accounts is largely dependent on numerous management
judgments and estimates. Auditors should apply appropriate professional
skepticism as they evaluate managements judgments and estimates. Second,
the significant lack of sales and other revenues may be placing undue pressure
on management to meet revenue targets, including the need for entity survival.
Thus, there may be a greater presence of fraud risk due to these significant
pressures. Third, auditors should closely evaluate the entitys ability to continue
as a going concern. There may be several instances where the auditors report
should be modified to include an explanatory paragraph describing the auditors
substantial doubt about the entitys ability to continue as a going concern.
8-4
8-14 The information in a mortgage that is likely to be relevant to the auditor

includes the following:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
The parties to the agreement

The effective date of the agreement
The amounts included in the agreement
The repayment schedule required by the agreement
The definition and terms of default
Prepayment options and penalties specified in the agreement
Assets pledged or encumbered by the agreement
Liquidity restrictions imposed by the agreement
Purchase restrictions imposed by the agreement
Operating restrictions imposed by the agreement
Requirements for audit reports or other types of reports on
compliance with the agreement
The interest rate specified in the agreement
Any other requirements, limitations, or agreements specified in the
document
8-15 Information in the clients minutes that is likely to be relevant to the auditor
includes the following:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Declaration of dividends
Authorized compensation of officers
Acceptance of contracts and agreements
Authorization for the acquisition of property
Approval of mergers
Authorization of long-term loans
Approval to pledge securities
Authorization of individuals to sign checks
Reports on the progress of operations
It is important to read the minutes early in the engagement to identify

items that need to be followed up on as a part of conducting the audit. For
instance, if a long-term loan is authorized in the minutes, the auditor will want to
make certain that the loan is recorded as part of long-term liabilities.
8-16 The three categories of client objectives are (1) reliability of financial
reporting, (2) effectiveness and efficiency of operations, and (3) compliance with
laws and regulations. Each of these objectives affects the auditors assessment
of inherent risk and evidence accumulation as follows:
1.
Reliability of financial reporting If management sees the reliability

of financial reporting as an important objective, and if the auditor
can determine that the financial reporting system is accurate and
reliable, then the auditor can often reduce his or her assessment of
inherent risk and planned evidence accumulation for material
8-5
8-16 (continued)
2.
3.
accounts. In contrast, if management has little regard for the

reliability of managements financial reporting, the auditor must
increase inherent risk assessments and gather more appropriate
evidence during the audit.
Effectiveness and efficiency of operations This area is of primary
concern to most clients. Auditors need knowledge about the
effectiveness and efficiency of a clients operations in order to assess
client business risk and inherent risk in the financial statements. For
example, if a client is experiencing inventory management problems,
this would most likely increase the auditors assessment of inherent
risk for the planned evidence accumulation for inventory.
Compliance with laws and regulations It is important for the
auditor to understand the laws and regulations that affect an audit
client, including significant contracts signed by the client. For
example, the provisions in a pension plan document would
significantly affect the auditors assessment of inherent risk and
evidence accumulation in the audit of unfunded liability for
pensions. If the client were in violation of the provisions of the
pension plan document, inherent risk and planned evidence for
pension-related accounts would increase.
8-17 The purpose of a clients performance measurement system is to measure

the clients progress toward specific objectives. Performance measurement
includes ratio analysis and benchmarking against key competitors.
Performance measurements for a chain of retail clothing stores could
include gross profit by product line, sales returns as a percentage of clothing
sales, and inventory turnover by product line. An Internet portals performance
measurements might include number of Web site hits or search engine speed. A
hotel chains performance measures include vacancy percentages and supply
cost per rented room.
8-18 Client business risk is the risk that the client will fail to achieve its
objectives. Sources of client business risk include any of the factors affecting the
client and its environment, including competitor performance, new technology,
industry conditions, and the regulatory environment. The auditors primary
concern when evaluating client business risk is the risk of material misstatements
in the financial statements due to client business risk. For example, if the clients
industry is experiencing a significant and unexpected downturn, client business
risk increases. This increase would most likely increase the risk of material
misstatements in the financial statements. The auditors assessment of the risk of
material misstatements is then used to classify risks using the audit risk model to
determine the appropriate extent of audit evidence.
8-19 Management establishes the strategies and business processes followed
by a clients business. One top management control is managements philosophy
and operating style, including managements attitude toward the importance
8-6
8-19 (continued)
of internal control. Other top management controls include a well-defined
organizational structure, an effective board of directors, and an involved and
effective audit committee. If the board of directors is effective, this increases
managements ability to appropriately respond to risks. An effective audit committee
can help management reduce the likelihood of overly aggressive accounting.
8-20 Analytical procedures are performed during the planning phase of an
engagement to assist the auditor in determining the nature, extent, and timing of
work to be performed. Preliminary analytical procedures also help the auditor
identify accounts and classes of transactions where misstatements are likely.
Comparisons that are useful when performing preliminary analytical procedures
include:
Compare client and industry data

Compare client data with similar prior period data
Compare client data with client-determined expected results
Compare client data with auditor-determined expected results
Compare client data with expected results, using nonfinancial data
8-21 Analytical procedures are required during two phases of the audit: (1)
during the planning phase to assist the auditor in determining the nature, extent,
and timing of work to be performed and (2) during the completion phase, as a
final review for material misstatements or financial problems. Analytical procedures
are also often done during the testing phase of the audit as part of the auditors
further audit procedures, but they are not required in this phase.
8-22 Gordon could improve the quality of his analytical tests by:
1. Making internal comparisons to ratios of previous years or to budget
forecasts.
2. In cases where the client has more than one branch in different
industries, computing the ratios for each branch and comparing
these to the industry ratios.
8-23 Roger Morris performs his ratio and trend analysis at the end of every
audit. By that time, the audit procedures are completed. If the analysis was done
at an interim date, the scope of the audit could be adjusted to compensate for the
findings, especially when the results suggest a greater likelihood of material
misstatements. AU 329 requires that analytical procedures be performed in the
planning phase of the audit and near the completion of the audit.
The use of ratio and trend analysis appears to give Roger Morris an
insight into his client's business and affords him an opportunity to provide
excellent business advice to his client. It also helps provide a richer context for
Roger to really understand his clients business, which should help Roger in
assessing the risk of material misstatements.
8-7
8-24 The four categories of financial ratios and examples of ratios in each
category are as follows:
1.
2.
3.
4.
Short-term debt-paying ability Cash ratio, quick ratio, and current

ratio.
Liquidity activity Accounts receivable turnover, days to collect
receivables, inventory turnover, and days to sell inventory.
Ability to meet long-term debt obligations Debt to equity and times
interest earned.
Profitability Earnings per share, gross profit percent, profit margin,
return on assets, and return on common equity
Multiple Choice Questions From CPA Examinations
8-25 a.
(3)
b.
(3)
c.
(4)
8-26 a.
(1)
b.
(4)
c.
(4)
8-27 a.
(4)
b.
(1)
c.
(2)
d.
(1)
d.
(4)
Discussion Questions And Problems
8-28
Audit Activities
Related Planning Procedure
1. Send an engagement letter to the

client.
(1) Accept client and perform initial

audit planning
2. Tour the clients plant and offices.
(2) Understand the clients business

and industry
3. Compare key ratios for the

company to industry competitors.
(4) Perform preliminary analytical

procedures
4. Review managements controls

and procedures.
(3) Assess clients business risk
5. Identify potential related parties

that may require disclosure.

and industry
6. Identify whether any specialists

are required for the engagement.

audit planning
7. Review the accounting principles

unique to the clients industry.

and industry.
8. Determine the likely users of the

financial statements.

audit planning.
8-8
8-29 a.
A related party transaction occurs when one party to a transaction

has the ability to impose contract terms that would not have
occurred if the parties had been unrelated. FASB 57 concludes that
related parties consist of all affiliates of an enterprise, including (1)
its management and their immediate families, (2) its principal
owners and their immediate families, (3) investments accounted for
by the equity method, (4) beneficial employee trusts that are
managed by the management of the enterprise, and (5) any party
that may, or does, deal with the enterprise and has ownership,
control, or significant influence over the management or operating
policies of another party to the extent that an arms-length transaction
may not be achieved.
When related party transactions or balances are material,
the following disclosures are required:
1. The nature of the relationship or relationships.
2. A description of the transaction for the period reported on,
including amounts if any, and such other information deemed
necessary to obtain an understanding of the effect on the
financial statements.
3. The dollar volume of transactions and the effects of any change
in the method of establishing terms from those used in the
preceding period.
4. Amounts due from or to related parties, and if not otherwise
apparent, the terms and manner of settlement.
b.
Financial statements are used by people to make decisions about

the future. The presumption is that the nature of the transactions
and balances in the financial statement are likely to be repeated in
the future unless there is information to the contrary. Related party
transactions can be conducted on a basis other than that which
would normally happen with independent parties. That may indicate
that these transactions may be on more or less favorable terms
than can be expected to occur in the future. These transactions
may affect users decisions about a company, and therefore are
relevant for their decision making.
c.
The most important related parties that are likely to be involved in

related party transactions involving management include relatives
of management or management itself, companies in which such
related parties have financial interests or dealings, significant
suppliers of materials and services, and customers.
d.
Related party transactions that could take place in a company include:

1.
Lease of property by the company from a corporate officer

who owns the property.
8-9
8-29 (continued)
2.
3.
4.
e.
Acquisition of materials or merchandise by a company from

another company which is owned or managed by an officer
of the company or in which an officer of the company has a
financial interest.
A company conducts a seminar at a facility that is owned or
managed by the family or friend of an officer or another
employee of the company.
A company contracts with a food service to run the companys
cafeteria. An officer of the company has an investment in the
food service.
Auditors can determine the existence of material transactions with

related parties by performing the following procedures:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Obtain background information about the client in the manner

discussed in this chapter to enhance understanding of the
clients industry and business; i.e., examine corporate charter
bylaws, minutes of board meetings, material contracts, etc.
Perform analytical procedures of the nature discussed in
Chapters 7 and 8 to evaluate the possibility of business
failure and assess areas where fraudulent financial reporting
is likely.
Review and understand the clients legal obligations in the
manner discussed in this chapter to become familiar with the
legal environment in which the client operates.
Review the information available in the audit files, such as
permanent files, audit programs, and the preceding years
audit documentation for the existence of material non-armslength transactions. Also discuss with tax and management
personnel assigned to the client their knowledge of
management involvement in material transactions.
Discuss the possibility of fraudulent financial reporting with
company counsel after obtaining permission to do so from
management.
When more than one CPA firm is involved in the audit,
exchange information with them about the nature of material
transactions and the possibility of fraudulent financial reporting.
Investigate whether material transactions occur close to yearend.
In all material transactions, evaluate whether the parties are
economically independent and have negotiated the transaction
on an arms-length basis, and whether each transaction was
transacted for a valid business purpose.
Whenever there are material non-arms-length transactions,
each one should be evaluated to determine its nature and
8-10
8-29 (continued)
10.
11.
12.
13.
14.
f.
For each of the non-arms-length transactions in part d. above, the

auditor can evaluate whether they are fraudulent, if he or she
knows the transactions exist, by:
1.
2.
3.
4.
g.
the possibility of its being recorded at the improper amount.

The evaluation should consider whether the transaction was
transacted for a valid business purpose, was not unduly
complex, and was presented in conformity with its substance.
When management is indebted to the company in a material
amount, evaluate whether management has the financial
ability to settle the obligation. If collateral for the obligation
exists, evaluate its acceptability and value.
Inspect entries in public records concerning the proper
recording of real property transactions and personal property
liens.
Make inquiries with related parties to determine the possibility
of inconsistencies between the clients and related parties
understanding and recording of transactions that took place
between them.
Inspect the records of the related party to a material transaction
that is recorded by the client in a questionable manner.
When an independent party, such as an attorney or bank, is
significantly involved in a material transaction, ascertain from
them their understanding of the nature and purpose of the
transaction.
Comparing the terms of the lease to the terms in another

comparable situation to determine that the terms are fair to
the parties involved.
Comparing the price paid or received and other circumstances
involved in the transaction to determine whether or not the
circumstances are comparable to those available in the
market.
Receiving a rate quote from a similar facility for similar
service and comparing this to the amount paid by the
company.
Receiving a quote from another company that would be willing
to provide a similar service to the company and comparing
this to the rate presently being paid by the company.
The auditor must first evaluate the significance of inadequate

disclosure. Assuming it is material (highly material), the auditor
must issue a qualified (adverse) opinion for the failure to follow
generally accepted accounting principles. Disclosure of the facts
must be made in a separate paragraph.
8-11
8-30 a.
First, the minutes of each meeting refer to the minutes of the

previous meeting. The auditor should also obtain the next years
minutes, probably for February 2010, to make sure the previous
minutes referred to were those from September 16, 2009.
Additionally, the auditor will request the client to
include a statement in the client representation letter stating that all
minutes were provided to the auditor.
b.
INFORMATION RELEVANT
TO 2009 AUDIT
February 15:
1. Approval for increased
distribution costs of
$500,000.
AUDIT ACTION REQUIRED

During analytical procedures, an increase of $500,000
should be expected for distribution costs
2. Unresolved tax dispute.
Evaluate resolution of dispute and adequacy of disclosure

in the financial statements if this is a material uncertainty.
3. Computer equipment
donated.
Determine that old equipment was correctly treated in

2008 in the statements and that an appropriate
deduction was taken for donated equipment.
4. Annual cash dividend.
Calculate total dividends and determine that dividends

were correctly recorded.
5. Officers bonuses.
Determine whether bonuses were accrued at 12-31-08

and were paid in 2009. Consider the tax implications of
unpaid bonuses to officers.
September 16:
1. 2009 officers elected.
Inform staff of possibility of related party transactions.
2. Officers salary
information.
Note information in audit files for 2010 audit.
3. Pension/profit sharing
plan.
Determine if the pension/profit sharing plan was

approved. If so, make sure all assets and liabilities have
been correctly recorded.
4. Acquisition of new
computer system.
Determine that there is appropriate accounting treatment

of the disposal of the 1-year-old equipment. Also trace
the cash receipts to the journals and evaluate
correctness of the recording.
5. Loan.
Examine supporting documentation of loan and make

sure all provisions noted in the minutes are appropriately
disclosed. Confirm loan information with bank.
6. Auditor selection.
Thank management for selecting your firm for the 2009

audit. If your firm has experience with pension and profit
sharing plans, ask management if there is anything they
need help with regarding their new proposed plan.
8-12
8-30 (continued)
c.
The auditor should have obtained and read the February minutes,
before completing the 12-31-08 audit. Three items were especially
relevant and require follow-up for the 12-31-08 audit: unresolved
dispute with the IRS, replacement of computer equipment, and
approval for the 12-31-08 bonuses.
8-31
Statement
Related Stage of Audit
1. Not required during this stage.
2. Substantive testing
2. Should focus on enhancing the

auditors understanding of the
clients business and the
transactions and events that have
occurred since the last audit date.
1. Planning the audit
3. Should focus on identifying areas

that may represent specific risks
relevant to the audit.
4. Do not result in detection of

misstatements.
4. Statement is not correct concerning

analytical procedures
5. Designed to obtain evidential

matter about particular assertions
related to account balances or
classes of transactions.
6. Generally use data aggregated at

a lower level than the other stages.
7. Should include reading the

financial statements and notes to
consider the adequacy of evidence
gathered.
3. Overall review
8. Involve reconciliation of
confirmation replies with recorded
book amounts.
4. Statement is not correct concerning

analytical procedures
9. Use of preliminary or unadjusted

working trial balance as a source
of data.
10. Expected to result in reduced level

of detection risk.
8-13
8-32 Here are expected values for each account except sales and the calculated difference between the expected value
and actual recorded balance:
ACCOUNT
EXPECTED VALUE
Executive
salaries
$489,868
($475,600 x 103%)
Factory
hourly
payroll
$10,609,784
Increase due to 3% payrate increase:
($8,729,458 x 3% =$261,884 increase
due to payrate increase)
DIFFERENCE
IN EXPECTED
AND RECORDED
-9.34%
($489,868 - $535,626) /
$489,868
1.47%
($10,609,784-$10,453,618) /
$10,609,784
8-14
18% increase due to increased production

($8,729,458 + $261,884 = 8,991,342 x
118 % = $10,609,784)
Factory
supervisors
salaries
$703,826
Office
salaries
$1,782,613
($683,326 x 103%)
($1,730,692 x 103%)
Sales
commissions
$2,317,159
Increase in commissions due to
increased sales:
(6% x $9,370,790 = $562,247)
$1,754,912 + $562,247 = 2,317,159
-.15%
($703,826 - $704,859) /
$703,826
-.26%
($1,782,613-$1,787,219) /
$1,782,613
11.14%
$2,317,159-$2,059,097) /
$2,317,159
REASONING TO SUPPORT EXPECTED VALUE

All executives received a 3 percent increase in
salaries effective October 1, 2008. There were no
additions to the number of executives in the current
year.
The increase in factory hourly payroll is attributed to
two primary factors. First, payroll expense would be
expected to increase 3% over the prior year to
account for the 3% wage increase for all employees
(except executives). Second, payroll expense
should increase 18% to account for the 18%
increase in the number of units produced and sold.
All factory supervisors salaries received a 3 percent
increase effective October 1, 2008. There were no
additions to the number of factory supervisors in the
current year.
All office personnel received a 3 percent increase in
salaries effective October 1, 2008. There were no
additions to the number of office personnel in the
current year.
Sales increased by $12,494,387. Commissions are
only earned on about 75% of the sales. Thus, only
75% of the increase ($9,370,790) would be
considered in the calculation of commission
expense. The fact that commissions are paid one
month after they are earned does not affect
commission expense for the year since management
would have to accrue the expense for commissions
earned but not paid as of September 30, 2009.
Note: Sales have increased 28 percent over prior year. Ten percent of that is due to an increase in the average selling price. The remaining 18
percent is attributed to an increase in the number of units sold.
8-33 a.
Gross margin percentage for drug and nondrug sales is as follows:

DRUGS
NONDRUGS
2009
40.6%
32.0%
2008
42.2%
32.0%
2007
42.1%
31.9%
2006
42.3%
31.8%
The explanation given by Adams is correct in part, but appears to

be overstated. The gross margin percentage for nondrugs is
approximately consistent. For drugs, the percent dropped significantly
in the current year, far more than industry declines. The percent
had been extremely stable before 2009. In dollars, the difference is
approximately $82,000 (42.2% - 40.6% x $5,126,000) which appears
to be significant. Of course, the decline in Jones' prices may be
greater than the industry due to exceptional competition.
b.
As the auditor, you cannot accept Adams' explanation if
$82,000 is material. The decline in gross margin could be due to
an understatement of drug inventory, a theft of drug inventory, or
understated sales. Further investigation is required to determine if
the decline is due to competitive factors or to a misstatement of
income.
8-34 a.
1.
2.
3.
4.
5.
6.
Commission expense could be overstated during the current

year or could have been understated during each of the past
several years. Or, sales may have been understated during
the current year or could have been overstated in each of
the past several years.
Obsolete or unsalable inventory may be present and may
require markdown to the lower of cost or market.
Especially when combined with 2 above, there is a high
likelihood that obsolete or unsalable inventory may be
present. Inventory appears to be maintained at a higher level
than is necessary for the company.
Collection of accounts receivable appears to be a problem.
Additional provision for uncollectible accounts may be
necessary.
Especially when combined with 4 above, the allowance for
uncollectible accounts may be understated.
Depreciation expenses may be understated for the year.
8-15
8-34 (continued)
b.
ITEM 1 - Make an estimated calculation of total commission expense

by multiplying the standard commission rate times commission
sales for each of the last two years. Compare the resulting amount
to the commission expense for that year. For whichever year
appears to be out of line, select a sample of individual sales and
recompute the commission, comparing it to the commission recorded.
ITEMS 2 AND 3 - Select a sample of the larger inventory items (by
dollar value) and have the client schedule subsequent transactions
affecting these items. Note the ability of the company to sell the
items and the selling prices obtained by the client. For any items
that the client is selling below cost plus a reasonable markup to
cover selling expenses, or for items that the client has been unable
to sell, propose that the client mark down the inventory to market
value.
ITEMS 4 AND 5 - Select a sample of the larger and older accounts
receivable and have the client schedule subsequent payments and
credits for each of these accounts. For the larger accounts that
show no substantial payments, examine credit reports and recent
financial statements to determine the customers' ability to pay.
Discuss each account for which substantial payment has not been
received with the credit manager and determine the need for
additional allowance for uncollectible accounts.
ITEM 6 - Discuss the reason for the reduced depreciation expense
with the client personnel responsible for the fixed assets accounts.
If they indicate that the change resulted from a preponderance of
fully depreciated assets, test the detail records to determine that
the explanation is reasonable. If no satisfactory explanation is
given, expand the tests of depreciation until satisfied that the
provision is reasonable for the year.
8-35
RATIO
NUMBER
NEED FOR
INVESTIGATION
1.
Yes
REASON FOR
INVESTIGATION
Current ratio has

decreased from previous
year and is significantly
lower than the industry
averages. This could
indicate a shortage of
working capital required
for competition in this
industry.
8-16
NATURE OF
INVESTIGATION
Obtain explanation for the

decrease in current ratio
and investigate the effect
on the company's ability
to operate, obtain needed
financing, and meet the
requirements of its debt
agreements.
8-35 (continued)
RATIO
NUMBER
NEED FOR
INVESTIGATION
REASON FOR
INVESTIGATION
NATURE OF
INVESTIGATION
2.
Yes
An 11-2/3% increase in
the amount of time
required to collect
receivables provides less
cash with which to pay
bills. This change could
represent a change in the
collection policy, which
could have a significant
effect on the company in
the future. It may also
indicate that a larger
allowance for uncollectible
accounts may be needed if
accounts receivable are
less collectible than in
2008.
Determine the cause of

the change in the time to
collect and evaluate the
long-term effect on the
company's ability to
collect receivables and
pay its bills. The
difference between the
company's and the
industry's days to collect
could indicate a more
strict credit policy for the
company. The investigation
of this possibility could
indicate that the company
is forfeiting a large number
of sales and lead to a
recommendation for a
more lenient credit policy.
3.
Yes
The difference in the

company's days to sell and
the industry is significant.
This could indicate that the
company is operating with
too low an inventory level
causing stock-outs and
customer dissatisfaction.
In the long term, this could
have a significant adverse
effect on the company.
Investigate the reasons

for the difference in the
days to sell between the
company and the
industry. Determine the
effect on the company in
terms of customer
dissatisfaction and lost
customers due to stockouts or long waits for
delivery.
4.
No
N/A
N/A
5.
Yes
The industry average

increased almost 10%
indicating that the industry
is building inventories
either intentionally to fill an
increased demand or
unintentionally due to
decreased demand and
inability to dispose of
inventory (as indicated
further by significant
decrease in the industry
gross profit percent - see 8
below).
Investigate the market

demand for the
company's product to
determine if a significant
disposal problem may
exist. There may be a net
realizable value problem
due to these conditions.
8-17
8-35 (continued)
RATIO
NUMBER
NEED FOR
INVESTIGATION
REASON FOR
INVESTIGATION
NATURE OF
INVESTIGATION
6.
No
N/A
N/A
7.
No
N/A
N/A
8.
Yes
The company appears to

have raised prices during
the past year to achieve
the gross profit % of the
industry. However, it
appears that the industry's
gross profit % has been
reduced from either
increased cost of goods
which could not be passed
on to customers in price
increases or reduction in
selling prices from
competition, decreased
demand for product, or
overproduction. The result
of these changes could be
significant to the
company's ability to
produce a profit on its
operations.
Determine the reason for

the change in the
industry's gross profit
percent and the effect this
might have on the
company.
9.
No
N/A
N/A
b.
Mahogany Products operations differ significantly from the industry.

Mahogany has operated in the past with higher turnover of
inventory and receivables by selling at a lower gross margin and
lower operating earnings. However, the company has changed
significantly during the past year. The days to convert inventory to
cash have increased 7% (11 days), while the current ratio has
decreased by 15%. The company was able to increase its gross
margin percent during the year when the industry was experiencing
a significant decline in gross margin.
8-36 a.
The company's financial position is deteriorating significantly. The

company's ability to pay its bills is marginal (quick ratio = 0.97) and
its ability to generate cash is weak (days to convert inventory to
cash = 266.7 in 2009 versus 173.8 in 2005). The earnings per
share figure is misleading because it appears stable while the ratio
of net income to common equity has been halved in two years. The
accounts receivable may contain a significant amount of uncollectible
8-18
8-36 (continued)
accounts (accounts receivable turnover reduced 25% in four years),
and the inventory may have a significant amount of unsalable
goods included therein (inventory turnover reduced 40% in four
years). The company's burden for increased inventory and
accounts receivable levels has required additional borrowings. The
company may experience problems in paying its operating liabilities
and required debt repayments in the near future.
b.
ADDITIONAL
INFORMATION
REASON FOR ADDITIONAL INFORMATION
1. Debt repayment
requirements, lease
payment requirements,
and preferred dividend
requirements
To project the cash requirements for the next several years

in order to estimate the company's ability to meet its
obligations.
2. Debt to equity ratio
To see the company's capital investment and

ability of the company to exist on its present investment.
3. Industry average ratios
To compare the company's ratios to those of the average

company in its industry to identify possible problem areas
in the company.
4. Aging of accounts
receivable, bad debt
history, and analysis of
allowance for
uncollectible accounts
To see the collection potential and experience in accounts

receivable. To compare the allowance for uncollectible
accounts to the collection experience and determine the
reasonableness of the allowance.
5. Aging of inventory and

history of markdown
taken
To compare the age of the inventory to the markdown

experience since the turnover has decreased significantly.
To evaluate the net realizable value of the inventory.
6. Short- and long-term

liquidity trend ratios
To indicate whether the company may have liquidity

problems within the next five years.
c.
Based on the ratios shown, the following aspects of the company

should receive special emphasis in the audit:
1.
2.
Ability of the company to continue to acquire inventory,

replace obsolete or worn-out fixed assets, and meet its debt
obligations based on its current cash position.
Reasonableness of the allowance for uncollectible accounts
based on the reduction in accounts receivable turnover and
increase in days to collect receivables.
8-19
8-36 (continued)
3.
4.
Reasonableness of the inventory valuation based on the

decreased inventory turnover and increased days to sell
inventory.
Computation of the earnings per share figure. It appears
inconsistent that earnings per share could remain relatively
stable when net earnings divided by common equity has
decreased by 50%. This could be due to additional stock
offerings during the period, or a stock split.
8-37 a.
eBays decision to offer goods for sale at fixed prices in addition to

goods offered through its Internet auctions may be related to any of
these possible business strategies:
Match Competition. Because other retailers offer products at

fixed prices through the Internet, eBays ability to offer
products at fixed prices allows eBay to attract customers
interested in purchasing goods offered by other retailers.
Customers less interested in participating in online auctions
may come to eBay to purchase items at fixed prices instead
of visiting other retailers Web sites. Thus, eBay may have
decided that it needed to also offer products at fixed prices
to match their competition and meet consumer expectations
in the marketplace.
Target New Markets. Many consumers may not be willing to

participate in online auctions due to the inconvenience of
refreshing their online bids during the auction period. By
offering products at fixed prices to consumers through its
Web site, eBay may be able to expand its market to
consumers who do not choose to participate in the online
auction.
b.
Examples of business risks associated with the eBays operations

may include the following:
Insufficient Capacity to Handle Demand. If demand for

products through the eBay Web site exceeds expectations,
internal systems may not be able to handle the volume of
auctions and the processing of completed transactions in a
timely fashion.
Customer Satisfaction with Product. Because eBay products

are offered by independent third parties, eBay faces risks
related to product quality. If products acquired through eBay
fail to meet consumer expectation for quality, customer use
of eBay auctions may deteriorate over time.
8-20
8-37 (continued)
c.
Consumer Privacy. Given that online consumers will be

providing confidential personal information, including credit
card data, eBays system must be designed to protect
consumer privacy during transmission and processing of
orders. Breaches in consumer privacy may affect future
demand for online sales and may increase legal exposure to
the company.
Internet Availability. eBays business model is dependent
solely on access to auctions through the Internet. During
periods when the Internet is not available, eBay is unable to
conduct business. If Internet outages are lengthy or frequent,
consumers may be less interested in shopping on eBay.
The decision by eBay to acquire the online payment service,

PayPal, streamlines the payment process between buyers and
sellers on the eBay auctions. eBays business risk may be affected
if the payment process fails to work properly. PayPal enables
customers, whether an individual or business, with an email address
to securely, easily and quickly send and receive payments online.
PayPal's service builds on the existing financial infrastructure of
bank accounts and has tens of millions of registered accounts.
Acquiring PayPal allows eBay to reduce business risk by ensuring
they control this important aspect of the payment process in online
commerce.
eBays business model is totally dependent on buyer and
seller easy access to the Internet. The decision to acquire the
Internet communications company, Skype, strengthens eBays
access to the fastest growing Internet communications company.
That helps ensure the company controls this important aspect of its
business model.
d.
Each of the business risks identified in b may lead to an
increased risk of material misstatements in the financial statements,
if not effectively managed.
Insufficient Capacity to Handle Demand. If demand for

products through the eBay Web site exceeds the companys
ability to process orders in a timely fashion, consumers may
cancel earlier recorded orders or request returns when
delivery occurs well beyond the expected delivery date. The
accounting systems must be designed to accurately reflect
cancellations and returns in a timely fashion consistent with
GAAP. Additionally, if the processing of orders is significantly
delayed, the accounting systems must be adequately designed
to ensure sales are not recorded prematurely (e.g., not until
delivery).
8-21
8-37 (continued)
Customer Satisfaction with Product. While the independent

sellers who offer products on eBay auctions bear primary
responsibility for product quality, some customers may seek
financial reimbursement from eBay when products are not
delivered or are in poor quality. Thus, eBays financial
statements may need to include reserves for product returns.
Consumer Privacy. If consumer privacy is breached, existing
sales may be cancelled or returns beyond the normal period
may be requested. Such activity would need to be properly
reflected in the financial statements. Additionally, legal
exposures may increase, which may require additional
financial statement disclosures.
Internet Availability. The lack of Internet availability will may
lead to penalties or fee payments to online sellers who use
eBay to auction goods and to online advertising wanting to
place advertisements on the eBay site. When the Internet is
down, there may be fees owed to sellers and advertisers.
Cases
8-38 This case illustrates the common problem of an audit partner having to
allocate his scarcest resourcehis time. In this case, Winston Black neglects a
new client for an existing one and causes himself several serious problems.
a.
AU 161 incorporates the AICPAs statement of quality control

standards governing an audit practice into GAAS. One of the
quality control standards requires that firms maintain client
acceptance procedures. Henson, Davis has such a policy;
however, whatever enforcement mechanism for compliance with it
must not be sufficient, as McMullan Resources was accepted
without the procedures being completed. More to the point, AU 315
makes the importance of adequate communication by a successor
auditor with the predecessor auditor abundantly clear. In this case,
Sarah Beale initiated a communication, but then left it incomplete
when the predecessor auditor did not return her call. She
rationalized this away by accepting representations from the new
client. Of course, the predecessor auditor may be able to offer
information that conflicts with the new clients best interest. It is not
appropriate or in accordance with auditing standards to consider
managements representations in lieu of a direct communication
with the predecessor auditor. The client should not have been
accepted until a sufficient communication occurred.
Can this be remedied? Yes and no. While AU 315 requires
communication with the predecessor auditor before accepting the
engagement, a communication with the predecessor auditor should
8-22
8-38 (continued)
be conducted now, presumably by Black. However, if alarming
information were obtained, Henson, Davis would find itself in the
awkward position of having accepted a client it might not want. In
that case, if it decides to withdraw from the engagement, it may be
breaching a contractual obligation. If it continues, it may be taking
an unwanted level of business and/or audit risk.
A related implication is the wisdom of Blacks assumption
about Beales competence and how that affects her performance
on the engagement. Black relied on Beale extensively, yet Beales
performance on the new client acceptance was deficient. Does this
mean that Beales performance in other areas was deficient as
well? Certainly, Black can do a thorough review of Beales work,
but review may or may not reveal all engagement deficiencies.
Blacks handling of this engagement also implies something
about his attitude and objectivity. This was an initial engagement,
yet he delegated almost all responsibility up to final review to Beale.
He got credit for bringing in the new client, which directly benefited
him in terms of his compensation. It would be against his best
interest to not accept (withdraw from) this client. If he is unwilling to
do the right thing here, how will he handle other difficult audit
problems?
b.
In the audit of long-term contracts, it is essential to obtain assurance

that the contract is enforceable so that income can be recognized
on the percentage-of-completion basis. It is also important to
consider other aspects of the contract that relate to various
accounting aspects, such as price and other terms, cancellation
privileges, penalties, and contingencies. In this case, Beale has
concluded that the signed contract, written in French, is McMullans
standard contract, based on client representation. Of course,
auditing standards require that managements representations, a weak
form of evidence, be corroborated with other evidence where
possible. Beale might argue that the confirmation obtained
constitutes such evidence.
Beales argument may seem logical with regard to
enforcement, however, the confirmation form refers to existing
disputes. It says nothing about contractual clauses that may
foreshadow enforceability. For that reason the audit program
requires the contract to be read. How would an auditor know
whether the contract form was that of a standard contract without
reading it? Furthermore, it may be unrealistic to assume there is
such a thing as a standard contract in the first place. Long-term
and short-term contracts are the result of negotiation and often
contain special clauses and changed language.
8-23
8-38 (continued)
In this case, not reading the contract was an insufficiency
and the French-language copy should be translated by an
independent translator and read by the auditors.
c.
Compliance with GAAS is a matter that is always subject to

professional judgment. One professional auditor may conclude he
or she has complied with GAAS, and another would conclude that
GAAS has been violated, so these matters are very seldom clear
cut. However, in this case, it appears that Black and Beale may
have violated GAAS in the following ways:
Standard of Field Work No. 1 - The auditor must adequately plan
the work and must supervise any assistants. The requirements of
AU 315, discussed above, relate to this standard. More generally,
the audit partner should participate in planning, at least with a
timely review. This would be more important than otherwise in the
situation of a first-time engagement, as we have here. Similarly,
some level of on-going partner supervision would seem prudent
and logical. Black, apparently, did not really participate at all until
final review.
Standard of Field Work No. 3 The auditor must obtain sufficient
appropriate audit evidence by performing audit procedures to afford
a reasonable basis for an opinion regarding the financial statements
under audit. As discussed above, the work on the Montreal contract
was deficient and further evidence is required.
In addition, whenever the field work standards are violated
there are implied violations of other standards. It might be argued
that Beale was not proficient as an auditor because of her failures
with the new client acceptance procedures and the Montreal
contract. Similarly, it might be argued that due professional care
was not taken both by Beale and by Black for delegating so much
to Beale.
8-39 a.
When the computer option is assigned, an Excel spreadsheet

(Filename P839.xls) is used to compute a set of ratios as would be
done manually (as shown below.) Five specific aspects of using the
computer in doing this are discussed below. The first applies to
both the manual and the computer approach.
1.
Computation of ratios. The selection of ratios is arbitrary and

should include a set that gives a good overview of all
aspects of the company's financial statements that the user
is interested in. And, in computing specific ratios, certain
decisions must be made, such as whether to use net sales
or gross sales. The formulas for the ratios selected for this
8-24
8-39 (continued)
solution are shown below. Note: where possible, the solution
uses average balances (inventory and accounts receivable,
for example) when required by the ratio formulas. Because
2005 balances are not available for computing 2006 average
inventory and receivables, the solution does not calculate
average inventory and calculate average inventory and
accounts receivable turnover ratios for 2006.
Quick ratio = (cash + accounts receivable - allowance for
doubtful accounts) / current liabilities
Gross margin/sales = gross margin / gross sales
Average inventory turnover = (cost of goods sold) / average
inventory
Current ratio = Current assets / current liabilities
Average days to collect receivables = (average accounts
receivable x 360) / (net sales)
Net income/total assets = (self-explanatory)
Net income/sales = net income / gross sales
Sales/equity = Gross sales / equity
Debt/equity = (total liabilities) / total equity
Net income/equity = (self-explanatory)
Allowance for doubtful accounts / accounts receivable = (self
explanatory)
Bad debts/sales = bad debts / gross sales
Sales returns and allowances/sales = sales returns and
allowances/gross sales
2.
Set-up. Excel spreadsheets must be planned in advance.

This can be referred to as "set-up." A useful technique is to
use a block diagram to plan the set-up. This helps see the
overall shape and content of the spreadsheet and is helpful
for guiding its detailed preparation and how outputs will be
controlled and formatted. A block diagram for this spreadsheet
8-25
8-39 (continued)
follows. It shows the spreadsheet divided into three sections:
the heading, the input section, where data will be entered,
and the results section where the ratios will be calculated. A
vertical structure is used to facilitate printouts that will fit in
an 8-1/2 x 14 inch format. The structure could just as easily
be side-by-side.
A1
G2
Columns for years 09-06
A5
Rows
for
account
Amounts
headings
G43
A47
Columns for years 09-06

Rows
for
various
ratios
Formulas for
ratios
G71
8-26
8-39 (continued)
3.
4.
5.
Check on accuracy of inputs. A major concern is knowing

that input data has been entered accurately. This can usually
be achieved by two alternative procedures. The first is
computing totals and comparing them to check figures. For
example, the details of assets can be computed and added
to 100. The second procedure is verification of details on a
figure-by-figure basis back to the source.
Treatment of negative values. Negative values can be entered
as negative inputs or positive inputs. It is important to respond
properly to the treatment used when the values are included
in computations.
Check on accuracy of formulas. One of the biggest problems
with using spreadsheets is errors in the development of formulas.
One use of each formula should be done manually to check its
correctness and the formulas should receive a careful second
party review. If this second step is impractical, a second party
should at least review the results for reasonableness.
Templates for the computer solutions prepared using
Excel are included on the Companion Website.
Solomon Bros. Manufacturing Co.
Analytical Procedures
Calculated from
adjusted year-end balances
KEY RATIOS
2009
2008
2007
2006
Quick
Gross margin/sales
Average inventory turnover
Current
Average days to collect
receivables
Net income/total assets
Net income/sales
Sales/equity
Debt/equity
Net income/equity
Allowance for doubtful
accounts/accounts receivable
Bad debts/sales
Sales returns and
allowances/gross sales
.96
21.0%
1.79
2.19
.83
22.1%
1.82
1.96
.81
23.2%
1.93
1.91
.74
25.0%
NA
1.75
131.10
3.9%
5.0%
3.89:1
4.02:1
.19:1
123.94
3.9%
5.2%
4.37:1
4.82:1
.23:1
116.06
3.9%
5.3%
4.88:1
5.64:1
.26:1
NA
4.3%
6.1%
5.27:1
6.42:1
.32:1
10.6%
3.7%
11.5%
4.0%
12.5%
4.1%
14.8%
4.6%
3.1%
3.0%
3.0%
2.9%
8-27
8-39 (continued)
The Solomon brothers are considering going public to expand
the business at a time that land and building costs in Boston are at
extremely inflated values. Presently gross profit margins are 21% of
sales and net income is 5% of sales. Both ratios decreased during
the past year. To finance expansion, additional debt is out of the
question because long-term debt is presently extremely high (debt
to equity ratio is 4.02). Depreciation on new plant and equipment at
the inflated prices will cause high depreciation charges, which may
significantly reduce the profit margins.
b.
The account that is of the greatest concern is allowance for uncollectible

accounts. The following are three key analytical procedures indicating
a possible misstatement of allowance for uncollectible accounts:
1.
Breakdown of the
aging in percent
2009
2008
2007
2006
39.8%
33.5%
19.1%
7.6%
100.0%
42.1%
33.3%
17.6%
7.0%
100.0%
46.0%
32.0%
16.0%
6.0%
100.0%
49.9%
30.1%
15.0%
5.0%
100.0%
Allowance/accounts
receivable
10.6%
Bad debts/sales
3.7%
11.5%
4.0%
12.5%
4.1%
14.8%
4.6%
0 - 30 days
31 - 60 days
61 - 120 days
over 120 days
2.
3.
It appears that the allowance is understated:

1.
2.
3.
If accounts were as collectible as before, allowance/accounts

receivable should be about constant.
If accounts become less collectible, allowance/accounts
receivable should increase.
Number 2 seems to be the case.
The aging of accounts receivable shows a deterioration in

the overall aging (0-30 decreased significantly in the past several
years, while those in all other categories increased), while the
allowance for uncollectible accounts as a percentage of accounts
receivable has decreased from 14.8% to 10.6%. This indicates that
the allowance for uncollectible accounts may be understated,
especially considering the trend between 2006 and 2008.
Accounts Receivable.
The average days to collect receivables has increased steadily over
the four-year period, which indicates that some accounts may not
8-28
8-39 (continued)
be collectible. This idea is supported by the deterioration in overall
aging noted above.
Sales.
Finally, gross margin as a percentage of sales has declined steadily
over the four-year period from 25% to 21%. Net Income/Sales has
also declined. The auditor should seek an explanation from the
client for these trends.
Integrated Case Application
8-40
PINNACLE MANUFACTURINGPART I
a.
Amounts (in thousands)
Ratios
2009
44,497
25,926
1.72
2008
36,196
17,605
2.06
2007
36,005
16,341
2.20
47,161
55,826
84.5%
37,033
52,759
70.2%
35,801
50,873
70.4%
Net income b/t

Sales
4,274
149,245
2.9%
3,870
137,580
2.8%
2,660
125,814
2.1%
Gross margin %
Gross profit
Sales
44,437
149.245
29.8%
40,984
137,579
29.8%
37,129
125,814
29.5%
Inventory turnover
COGS
Ave. inventory
104,808
25,119
4.2
96,596
22,091
4.4
88,685
21,975
4.0
Current ratio:
Debt to equity
Net income bt/sales
Current assets
Current liab.
Debt
Equity
b.
There is a low risk that Pinnacle will fail financially in the next twelve
months. The company has been profitable the past three years, is
generating significant cash flows and most of the ratios indicate no
financial difficulties. The current ratio and debt to equity have
deteriorated somewhat, but not enough to cause significant concerns.
c.
See page 8-32 for Pinnacles common-size income statement. For

the overall financial statements, the focus is on all accounts except
direct expenses. For the direct expenses, it is better to use the
disaggregated information. The suggested solution was prepared
using Excel (Filename P840.xls).
8-29
8-40 (continued)
d.
Account Balance
Property taxes
Estimate of $ Amount
of Potential Misstatement
Decrease of $140,000 when property
increased
Bad debts
See requirement f for an analysis
Depreciation expense
Increase of $1.2 million, perhaps partly due

to new building and equipment purchases
Federal Income Taxes
FIT as a % of NIBT was 36% in 2008.

36% of 2004 NIBT is $1.539 million.
Actual FIT for 2009 was $1.014 million.
Difference of $525,000.
Interest expense
Short-term plus long-term interest bearing

debt increased by 25%, from $27.3 million
to $34. 1 million, but interest expense
decreased. If interest rates have not
changed, interest expense would be
expected to increase by a similar amount
to $2,661,000 ($2,129,00 x 1.25).
Potential misstatement of $764,000
($2,661,000 - $1,897,000).
See pages 8-33 to 8-35 for common-size income statement for

each of Pinnacles three divisions. The suggested solution was
prepared using Excel (Filename P840.xls). For disaggregated
information it is best to ignore the allocated expenses.
Account Balance
Solar Electro:
Payroll benefits
Estimate of $ Amount
of Potential Misstatement
Increased almost $100,000 without a similar
sized increase in salary and wages. Payroll
benefits in Welburn decreased while
salary and wages increased in this division.
Potential misallocation between divisions.
Legal Service
Large increase may be indicative of other

issues affecting disclosures and asset or
liability valuation.
Miscellaneous
$200,000 increase needs investigation.
Welburn
$120,000 increase in warehouse rent

even though there is no evidence of any
change in facilities.
8-30
8-40 (continued)
(part of requirement c)
Pinnacle Manufacturing Company
Income Statement - All Divisions
For the Year Ended December 31
Sales
Sales Returns and Allowances
Cost of Sales*
Gross Profit
2009
Dollar Value
149,424,646
179,470
104,807,966
44,437,210
2009
% of Sales
100.00%
0.12%
70.14%
29.74%
2008
Dollar Value
137,741,766
162,102
96,595,908
40,983,756
2008
% of Sales
100.00%
0.12%
70.13%
29.75%
2007
Dollar Value
125,982,294
168,022
88,685,361
37,128,911
2007
% of Sales
100.00%
0.13%
70.40%
29.47%
OPERATING EXPENSES-Allocated
Salaries-Management
Salaries-Office
Licensing and certification fees
Security
Insurance
Medical benefits
Advertising
Business publications
Property taxes
Bad debts
Accounting fees
Total operating expenses-Allocated
2,348,025
324,392
196,229
566,716
95,924
24,415
167,268
7,194
23,246
866,330
5,492,959
281,973
10,394,671
1.57%
0.22%
0.13%
0.38%
0.06%
0.02%
0.11%
0.00%
0.02%
0.58%
3.68%
0.19%
6.96%
2,190,819
272,185
158,608
584,936
95,268
27,021
163,311
5,096
163,311
948,679
4,258,699
273,190
9,141,123
1.59%
0.20%
0.12%
0.42%
0.07%
0.02%
0.12%
0.00%
0.12%
0.69%
3.09%
0.20%
6.64%
1,995,723
266,831
141,112
548,133
94,340
25,052
144,068
673
152,776
862,690
3,797,885
260,684
8,289,967
1.58%
0.21%
0.11%
0.44%
0.07%
0.02%
0.11%
0.00%
0.12%
0.68%
3.01%
0.21%
6.56%
OPERATING EXPENSES-Direct
Salaries-Sales
Wages Rental
Wages-Mechanics
Wages-Warehouse
Garbage collection
Payroll benefits
Rent- Warehouse
Telephone
Utilities
Postage
Linen service
Repairs and maintenance
Cleaning service
Legal service
Fuel
Travel and entertainment
Pension expense
Office supplies
Miscellaneous
Total operating expenses-Direct
Total Operating Expenses
Operating Income
Other Expense-Interest
Income Before Taxes
Federal Income Taxes
15,408,771
506,186
1,146,126
5,034,197
28,458
2,735,670
826,350
33,350
270,072
92,390
17,788
171,872
92,428
407,605
294,933
106,415
235,244
154,213
308,969
27,871,037
38,265,708
6,171,502
1,897,346
4,274,156
1,013,745
10.31%
0.34%
0.77%
3.37%
0.02%
1.83%
0.55%
0.02%
0.18%
0.06%
0.01%
0.12%
0.06%
0.27%
0.20%
0.07%
0.16%
0.10%
0.21%
18.65%
25.61%
4.13%
1.27%
2.86%
0.68%
14,062,181
546,228
1,229,015
4,899,331
27,313
2,695,165
701,235
41,443
244,959
122,494
11,330
154,500
74,852
174,807
313,020
95,268
217,752
136,092
97,185
25,844,170
34,985,293
5,998,463
2,128,905
3,869,558
1,399,001
10.21%
0.40%
0.89%
3.56%
0.02%
1.96%
0.51%
0.03%
0.18%
0.09%
0.01%
0.11%
0.05%
0.13%
0.23%
0.07%
0.16%
0.10%
0.07%
18.78%
25.42%
4.33%
1.55%
2.78%
1.02%
12,960,341
500,630
1,159,488
4,759,347
33,017
2,516,783
659,430
50,319
238,578
131,546
13,985
154,968
67,903
132,381
243,054
87,373
110,444
148,790
125,228
24,093,605
32,383,572
4,745,339
2,085,177
2,660,162
1,166,553
10.29%
0.40%
0.92%
3.78%
0.03%
2.00%
0.52%
0.04%
0.19%
0.10%
0.01%
0.12%
0.05%
0.11%
0.19%
0.07%
0.09%
0.12%
0.10%
19.13%
25.69%
3.78%
1.66%
2.12%
0.93%
3,260,411
2.18%
2,470,557
1.76%
1,493,609
1.19%
Net Income
* Details of manufacturing expenses are
not included in this schedule.
8-31
8-40 (continued)
(part of requirement d)
Income Statement - Welburn Division
Sales
Cost of Sales*
Gross Profit
Salaries-Management
Salaries-Office
Security
Insurance
Medical benefits
Advertising
Property taxes
Bad debts
Accounting fees
Salaries-Sales
Wages Rental
Wages-Mechanics
Wages-Warehouse
Garbage collection
Payroll benefits
Rent- Warehouse
Telephone
Utilities
Postage
Linen service
Cleaning service
Legal service
Fuel
Pension expense
Office supplies
Miscellaneous
Total operating expenses
OPERATING INCOME
2009
$ Value
121,371,795
126,522
86,671,580
34,573,693
2009
% of Div. Sales
100.00%
0.10%
71.41%
28.49%
2008
$ Value
111,877,873
113,483
79,914,454
31,849,936
2008
% of Div. Sales
100.00%
0.10%
71.43%
28.47%
2007
$ Value
102,308,887
117,627
73,370,003
28,821,257
2007
% of Div. Sales
100.00%
0.11%
71.71%
28.18%
1,905,965
263,320
144,046
460,017
77,861
19,956
135,777
4,336
18,396
708,015
4,329,633
230,075
8,297,397
1.57%
0.22%
0.12%
0.38%
0.06%
0.02%
0.11%
0.00%
0.02%
0.58%
3.57%
0.19%
6.84%
1,774,466
220,457
117,118
473,767
77,159
22,048
132,276
2,735
132,276
762,910
3,449,347
220,363
7,384,922
1.59%
0.20%
0.10%
0.42%
0.07%
0.02%
0.12%
0.00%
0.12%
0.68%
3.08%
0.20%
6.60%
1,616,447
216,121
104,199
443,958
76,407
20,441
116,690
361
123,743
693,759
3,076,109
210,276
6,698,511
1.58%
0.21%
0.10%
0.43%
0.07%
0.02%
0.11%
0.00%
0.12%
0.68%
3.01%
0.21%
6.54%
12,947,327
4,124,063
2,099,069
690,375
26,659
200,398
80,204
14,539
127,063
67,780
119,122
224,342
82,614
193,389
125,176
58,819
21,180,939
29,478,336
10.67%
10.41%
1.95%
0.51%
0.03%
0.18%
0.09%
0.01%
0.10%
0.05%
0.11%
0.23%
0.07%
0.16%
0.10%
0.05%
17.60%
24.20%
10,733,735
3,854,855
2,038,477
537,821
40,152
193,240
106,538
11,900
108,159
55,000
91,247
196,858
70,765
89,454
120,513
68,461
18,317,175
25,015,686
10.49%
1.73%
0.57%
0.02%
0.17%
0.07%
0.01%
0.10%
0.06%
0.10%
0.18%
0.07%
0.16%
0.10%
0.05%
17.46%
24.30%
11,646,277
3,968,235
2,182,959
571,916
33,069
198,409
99,207
9,642
107,833
60,628
120,490
253,526
77,159
176,367
110,228
53,130
19,669,075
27,053,997
5,095,357
4.19%
4,795,939
4.27%
3,805,571
3.73%
3.40%
* Details of manufacturing expenses

are not included in this schedule.
8-32
3.55%
3.77%
1.99%
0.53%
0.04%
0.19%
0.10%
0.01%
0.11%
0.05%
0.09%
0.19%
0.07%
0.09%
0.12%
0.07%
17.91%
24.45%
8-40 (continued)
Income Statement - Solar-Electro Division
Sales
Cost of Sales*
Gross Profit
2009
$ Value
22,381,936
43,430
16,311,635
6,026,871
2009
% of Div. Sales
100.00%
0.19%
72.88%
26.93%
2008
$ Value
20,073,876
35,208
14,687,724
5,350,944
2008
% of Div. Sales
100.00%
0.18%
73.17%
26.65%
2007
$ Value
18,373,763
36,494
13,484,900
4,852,369
2007
% of Div Sales
100.00%
0.20%
73.39%
26.41%
Salaries-Management
Salaries-Office
Security
Insurance
Medical benefits
Advertising
Property taxes
Bad debts
Accounting fees
347,907
48,064
19,868
83,967
14,212
3,641
24,783
900
3,360
124,019
915,513
40,824
1,627,058
1.55%
0.21%
0.09%
0.38%
0.06%
0.02%
0.11%
0.00%
0.02%
0.55%
4.09%
0.18%
7.26%
323,147
40,146
14,025
86,281
14,054
4,015
24,087
497
24,087
144,706
628,135
40,999
1,344,179
1.61%
0.20%
0.07%
0.43%
0.07%
0.02%
0.12%
0.00%
0.12%
0.72%
3.13%
0.20%
6.69%
294,370
39,356
12,478
80,853
13,917
3,722
21,249
66
22,533
131,590
560,167
39,122
1,219,423
1.60%
0.21%
0.07%
0.44%
0.08%
0.02%
0.12%
0.00%
0.12%
0.72%
3.05%
0.21%
6.64%
Salaries-Sales
Wages Rental
Wages-Mechanics
Wages-Warehouse
Garbage collection
Payroll benefits
Rent- Warehouse
Telephone
Utilities
Postage
Linen service
Cleaning service
Legal service
Fuel
Pension expense
Office supplies
Miscellaneous
2,256,643
716,283
492,677
107,026
4,868
54,837
7,340
2,653
35,120
21,300
276,825
55,555
18,729
35,301
22,849
241,764
4,349,770
5,976,828
10.08%
10.98%
1.98%
0.50%
0.03%
0.18%
0.09%
0.01%
0.18%
0.05%
0.21%
0.23%
0.07%
0.16%
0.10%
0.20%
18.57%
25.26%
2,031,351
702,011
371,231
94,386
7,315
35,190
19,404
1,688
36,241
10,014
31,925
35,851
12,889
15,815
21,946
50,811
3,478,068
4,697,491
11.06%
2.20%
0.48%
0.02%
0.25%
0.03%
0.01%
0.16%
0.10%
1.24%
0.25%
0.08%
0.16%
0.10%
1.08%
19.44%
26.70%
2,204,049
722,659
397,542
100,370
6,025
36,131
18,069
1,367
36,131
11,039
42,156
46,171
14,054
31,182
20,073
39,433
3,726,451
5,070,630
50,043
0.23%
280,314
1.39%
154,878
0.83%
OPERATING INCOME
3.20%

8-33
3.60%
3.82%
2.02%
0.51%
0.04%
0.19%
0.11%
0.01%
0.20%
0.05%
0.17%
0.20%
0.07%
0.09%
0.12%
0.28%
18.94%
25.58%
8-40 (continued)
Income Statement - Machine-Tech Division
2009
2009
2008
2008
2007
2007
$ Value
% of Div. Sales
$ Value
% of Div. Sales
$ Value
% of Div Sales
5,670,915
9,518
1,824,751
3,836,646
100.00%
0.17%
32.18%
67.65%
5,790,017
13,411
1,993,730
3,782,876
100.00%
0.23%
34.43%
65.34%
5,299,644
13,901
1,830,458
3,455,285
100.00%
0.26%
34.54%
65.20%
94,153
13,008
32,315
22,732
3,851
818
6,708
1,958
1,490
34,296
247,813
11,074
470,216
1.66%
0.23%
0.57%
0.40%
0.07%
0.01%
0.12%
0.03%
0.03%
0.60%
4.37%
0.20%
8.29%
93,206
11,582
27,465
24,888
4,055
958
6,948
1,864
6,948
41,063
181,217
11,828
412,022
1.61%
0.20%
0.47%
0.43%
0.07%
0.02%
0.12%
0.03%
0.12%
0.71%
3.13%
0.20%
7.11%
84,906
11,354
24,435
23,322
4,016
889
6,129
246
6,500
37,341
161,609
11,286
372,033
1.60%
0.21%
0.46%
0.44%
0.08%
0.02%
0.12%
0.00%
0.12%
0.70%
3.05%
0.21%
7.01%
Salaries-Sales
Wages Rental
Wages-Mechanics
Wages-Warehouse
Garbage collection
Payroll benefits
Rent- Warehouse
Telephone
Utilities
Postage
Linen service
Cleaning service
Legal service
Fuel
Pension expense
Office supplies
Miscellaneous
204,801
506,186
1,146,126
193,851
28,458
143,924
28,949
1,823
14,837
4,846
596
9,689
3,348
11,658
15,036
5,072
6,554
6,188
8,386
2,340,328
2,810,544
3.61%
8.93%
20.21%
3.42%
0.50%
2.54%
0.51%
0.03%
0.26%
0.09%
0.01%
0.17%
0.06%
0.21%
0.27%
0.09%
0.12%
0.11%
0.15%
41.29%
49.58%
211,855
546,228
1,229,015
208,437
27,313
114,664
28,949
2,349
10,419
5,218
321
10,536
3,185
12,161
13,323
4,055
10,203
5,791
4,622
2,448,644
2,860,666
3.66%
9.43%
21.23%
3.60%
0.47%
1.98%
0.50%
0.04%
0.18%
0.09%
0.01%
0.18%
0.06%
0.21%
0.23%
0.07%
0.18%
0.10%
0.08%
42.30%
49.41%
195,255
500,630
1,159,488
202,481
33,017
107,075
27,223
2,852
10,148
5,604
397
10,568
2,889
9,209
10,345
3,719
5,175
6,331
5,956
2,298,362
2,670,395
3.68%
9.45%
21.88%
3.82%
0.62%
2.02%
0.51%
0.05%
0.19%
0.11%
0.01%
0.20%
0.05%
0.17%
0.20%
0.07%
0.10%
0.12%
0.11%
43.36%
50.37%
OPERATING INCOME
1,026,102
18.07%
922,210
15.93%
784,890
14.83%
Sales
Cost of Sales*
Gross Profit
Salaries-Management
Salaries-Office
Security
Insurance
Medical benefits
Advertising
Property taxes
Bad debts
Accounting fees

8-34
8-40 (continued)
e.
Both the companywide and the divisional income statements are

useful, but for different purposes. The companywide information is
useful for identifying material fluctuations in the financial statements.
However, the disaggregated information is more helpful in identifying
the source of the fluctuations.
f.
Estimate of Potential
Understatement in Allowance
A/R Turnover
Sales
Average accounts receivable
Turnover
Days Sales Outstanding
365
Turnover
Days
Allowance as a Percentage of
Gross Receivables
Allowance
Gross Receivables
Percentage
Potential understatement
in Allowance
Suggested percent
2009
2008
2007
149,245
9,247
16.1
137,580
7,888
17.4
125,814
7,582
16.6
365
16.1
22.6
365
17.4
20.9
365
6.6
22.0
699
10,300
6.8%
699
8,194
8.5%
682
7,582
9.0%
9.5% Estimate based on

decrease in turnover
10,300
979
699
280
Gross accounts receivable

Suggested allowance
Actual Allowance
Potential understatement
8-35
8-41 ACL Problem

a.
The following is a printout of the Statistics command for Inventory

Value at Cost:
Field
Positive
Zeros
Negative
Totals
Abs Value
Range
Highest
23,136.00
Lowest
Value
Number
145
2
5
152
Total
Average
:
694,361.94
4,788.70
:
:
-13,882.00
2,776.40
:
680,479.94
4,476.84
:
708,243.94
:
110,967.60
: 100,800.00 37,100.00 25,548.60 24,738.00
: -10,167.60 -2,774.40 -595.20 -190.72 -154.08
There are 145 positive amounts, 2 zero amounts, and 5 negative

amounts.
The following is a printout of the Statistics command for Market
Value:
Field
MktVal
Number
148
2
2
152
Positive
Zeros
Negative
Totals
Abs Value
Range
Highest
32,970.00
Lowest
: -839.76 -423.84 0.00 0.00 90.00
Total
Average
:
1,030,325.21
6,961.66
:
:
-1,263.60
-631.80
:
1,029,061.61
6,770.14
:
1,031,588.81
:
144,719.76
: 143,880.00 47,647.00 44,098.53 42,163.20
There are 148 positive amounts, 2 zero amounts, and 2 negative

amounts.
b.
There are several negative values in inventory, which is not possible.

There is also one especially large item that should be verified.
c.
There are alternative Expressions that can be used. One is

Value/MktVal. Three items have market value less than cost.
Several have a small difference between market value and cost
that may night represent normal markups.
8-36
Internet Problem Solution: Obtain Client Background Information
8.1 Planning is one of the most demanding and important aspects of an audit.
A carefully planned audit increases auditor efficiency and provides greater
assurance that the audit team addresses the critical issues. Auditors frequently
prepare audit planning documents that provide client and industry background
information and discuss important accounting and auditing issues related to the
clients financial statements.
Your assignment is to find and document information for inclusion in the
audit planning memorandum. You should obtain the necessary information by
downloading a public companys most recent annual report from its Web site
(your instructor will give you the companys name). You may also use other
sources of information such as recent 10-K filings to find additional information.
You should address the following matters in four brief bulleted responses:
Brief company history.

Description of the companys business (for example, related
companies and competitors).
Key accounting issues identified from a review of the companys
most recent annual report. (Note: Do not concentrate solely on the
companys basic financial statements. Careful attention should be
given to Managements Discussion and Analysis as well as the
Footnotes.)
Necessary experience levels (that is, years of experience and industry
experience) required of the auditors to be involved in the audit.
Answer:
This problem allows the instructor to select any company that may be of
interest. The following suggested answer has been prepared based upon
Target Corporation. Much of the information has been taken from the
companys Web site [www.target.com] and its 10-K filing for the year
ended February 2, 2008.
Brief company history - Unlike most other mass merchandisers,

Target has department store roots. Back in 1961, Dayton's
department store identified a demand for a store that sold less
expensive goods in a quick, convenient format. Target was born. In
1962, the first Target store opened in Roseville, Minnesota. This
was the first retail store to offer well-known national brands at
discounted prices. In the 1970s, Target paved new ground by
implementing electronic cash registers storewide to monitor
inventory and speed up guest service. The company also began
hosting an annual shopping event for seniors and people with
disabilities, plus a toy safety campaign. In the 1980s, Target rolled
out electronic scanning nationwide. Finally, in the 1990s, the
company launched a number of new ventures: its first Target
8-37
Greatland store, a national bridal registry - Club Wedd, and Lullaby
8-38
Internet Problem 8-1 (continued)

Club. Its first SuperTarget store, which combined groceries and
special services with a Target Greatland store, was opened. And,
the company introduced its own credit card.
Description of the companys business - The company operates 1,591

Target stores in 47 states and employees approximately 366,000
people.
The companys retail merchandising business is conducted
under highly competitive conditions in the discount, middle market
and department store retail segments. Its stores compete with
national (e.g., Kmart, Wal-Mart, Walgreens) and local department,
specialty, off-price, discount, supermarket, and drug store chains,
independent retail stores and Internet and catalog businesses that
handle similar lines of merchandise. The company also competes
with other companies for new store sites. The company believes
the principal methods of competing in its industry include brand
recognition, customer service, store location, differentiated offerings,
value, quality, fashion, price, advertising, depth of selection and
credit availability. Target is a leader in community involvement
programs and believes that it is in a strong competitive position with
regard to these competitive factors. The company shares are
traded on the New York Stock Exchange. There are approximately
18,128 shareholders.
Key accounting issues - The following is a list of accounting issues

identified after reviewing Targets annual report. Student responses
may vary.
1.
Revenues The company experienced a slowdown in sales
in fiscal 2007 (year ended February 2, 2008). Given the
significant downturn in the economy throughout calendar 2008,
sales may continue to be slow through its fiscal 2008 year end
in February 2009.
2.
LIFO inventory valuation issues - Inventory is accounted for
by the retail inventory accounting method using LIFO and is
adjusted to reflect the lower of cost or market.
3.
Vendor Benefits The company receives a variety of
benefits from vendors, including vendor rebates, markdown
allowances and vendor promotions. These vendor benefits
offset either inventory costs or selling, general, and
administrative expenses.
4.
Derivatives The company has derivative financial instruments
carried at fair market values. These instruments primarily
hedge the fair value of certain long term debt by effectively
converting fixed rate interest to variable rate interest.
8-39
Internet Problem 8-1 (continued)

5.
6.
7.
8.
9.
10.
11.
Credit card receivables The company issues Target credit

cards. The company sells all credit card receivables to a
wholly owned subsidiary, Target Receivables Corporation.
All accounts receivable greater than 180 days old are written
off.
Accounts payable - The accounts payable balance of $6.721
billion represents balances with numerous vendors and
suppliers.
Long-term debt and notes payable - The company has
substantial long-term debt consisting of both notes payable,
notes, and debentures in a total amount of $15.126 billion.
Stock option plan - A stock option plan exists for key
employees and non-employee members of the board of
directors. The plan provides for the granting of stock options,
performance share awards, restricted stock awards, or a
combination of awards.
Pension and postretirement health care benefits - Target
provides a defined benefit pension plan and certain health
care benefits to employees who meet certain age, length
of service and hours worked per year requirements. The
company adopted SFAS No. 158 during fiscal 2006.
ESOP - The company sponsors a defined contribution
employee benefit plan for employees who meet certain
eligibility requirements. Employees can invest as much as
80 percent of their compensation with the company matching
100 percent of the employees contribution up to 5 percent of
the employees compensation.
Leases - The company leases a number of their retail
buildings. The company utilizes both operating and capital
leasing arrangements. As of February 2, 2008, the company
had capitalized lease obligations of $232 million and the
sum of the future minimum operating lease payments was
$3.694 billion.
Necessary experience levels - Student responses will vary, however,

students should recognize that an audit team is comprised of auditors
with varying levels of experience and backgrounds. It is equally
important that students recognize the need for auditors with
industry experience.
(Note: Internet problems address current issues using Internet sources. Because
Internet sites are subject to change, Internet problems and solutions may change. Current
information on Internet problems is available at www.pearsonhighered.com/arens).
8-40

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Chapter 8

Audit Planning and Analytical Procedures

Eight major steps in planning audits are:

Accept client and perform initial planning

8-14 The information in a mortgage that is likely to be relevant to the auditor

The parties to the agreement

It is important to read the minutes early in the engagement to identify

Reliability of financial reporting If management sees the reliability

accounts. In contrast, if management has little regard for the

8-17 The purpose of a clients performance measurement system is to measure

Compare client and industry data

Short-term debt-paying ability Cash ratio, quick ratio, and current

Multiple Choice Questions From CPA Examinations

Discussion Questions And Problems

Related Planning Procedure

1. Send an engagement letter to the

(1) Accept client and perform initial

2. Tour the clients plant and offices.

(2) Understand the clients business

3. Compare key ratios for the

(4) Perform preliminary analytical

4. Review managements controls

(3) Assess clients business risk

5. Identify potential related parties

(2) Understand the clients business

6. Identify whether any specialists

(1) Accept client and perform initial

7. Review the accounting principles

(2) Understand the clients business

8. Determine the likely users of the

(1) Accept client and perform initial

A related party transaction occurs when one party to a transaction

Financial statements are used by people to make decisions about

The most important related parties that are likely to be involved in

Related party transactions that could take place in a company include:

Lease of property by the company from a corporate officer

Acquisition of materials or merchandise by a company from

Auditors can determine the existence of material transactions with

Obtain background information about the client in the manner

For each of the non-arms-length transactions in part d. above, the

the possibility of its being recorded at the improper amount.

Comparing the terms of the lease to the terms in another

The auditor must first evaluate the significance of inadequate

First, the minutes of each meeting refer to the minutes of the

AUDIT ACTION REQUIRED

2. Unresolved tax dispute.

Evaluate resolution of dispute and adequacy of disclosure

Determine that old equipment was correctly treated in

4. Annual cash dividend.

Calculate total dividends and determine that dividends

Determine whether bonuses were accrued at 12-31-08

Inform staff of possibility of related party transactions.

Note information in audit files for 2010 audit.

Determine if the pension/profit sharing plan was

Determine that there is appropriate accounting treatment

Examine supporting documentation of loan and make

Thank management for selecting your firm for the 2009

Related Stage of Audit

1. Not required during this stage.