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Recognizing that most students will pursue careers as managers not accountants, Managerial Accounting omits topics of less importance and concentrates on the key accounting concepts that managers need to understand in order to make successful, informed decisions. Managerial Accounting focuses attention on decision making through incremental analysis and performance measurement. Students are motivated to learn managerial accounting by connecting concepts and techniques to the real world; using real cases and real manager's comments on real company issues. Students and instructors alike have praised this text's clear and concise writing style, to-the-point discussions, illustrated ideas, and examples that are presented to make ideas concrete

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• Chapter 1 Managerial Accounting in the Information Age(p. 3)
• Goal of Managerial Accounting(p. 4)
• Planning(p. 4)
• Budgets for Planning(p. 4)
• Control(p. 4)
• Performance Reports for Control(p. 5)
• Decision Making(p. 7)
• A Comparison of Managerial and Financial Accounting(p. 7)
• Internal versus External Users(p. 8)
• Need to Use GAAP(p. 8)
• Detail of Information(p. 8)
• Emphasis on Nonmonetary Information(p. 8)
• Emphasis on the Future(p. 8)
• Similarities between Financial and Managerial Accounting(p. 8)
• Cost Terms Used in Discussing Planning, Control, and Decision Making(p. 9)
• Variable and Fixed Costs(p. 9)
• Variable Costs(p. 9)
• Fixed Costs(p. 10)
• Sunk Costs(p. 10)
• Opportunity Costs(p. 10)
• Direct and Indirect Costs(p. 10)
• Controllable and Noncontrollable Costs(p. 11)
• Two Key Ideas in Managerial Accounting(p. 11)
• Decision Making Relies on Incremental Analysis(p. 12)
• You Get What You Measure!(p. 13)
• The Information Age and Managerial Accounting(p. 14)
• Competition and Information Technology(p. 14)
• The Impact of Information Technology on Management of the Value Chain(p. 14)
• Information Flows between Milano and Customers(p. 15)
• Information Flows between Milano and Suppliers(p. 15)
• Using Information Technology to Gain Internal Efficiencies(p. 15)
• Software Systems That Impact Value Chain Management(p. 16)
• Enterprise Resource Planning Systems(p. 16)
• Supply Chain Management Systems(p. 16)
• Customer Relationship Management Systems(p. 16)
• Ethical Considerations in Managerial Decision Making(p. 17)
• Ethical and Unethical Behavior(p. 17)
• Sarbanes-Oxley Act(p. 18)
• A Framework for Ethical Decision Making(p. 19)
• IMA Statement of Ethical Professional Practice(p. 20)
• The Controller as the Top Management Accountant(p. 20)
• Making Business Decisions(p. 22)
• Summary of Learning Objectives(p. 23)
• Appendix IMA Statement of Ethical Professional Practice(p. 24)
• Principles(p. 24)
• Standards(p. 24)
• Resolution of Ethical Conflict(p. 25)
• Links to Practice
• Examples of the Impact of SCM(p. 17)
• Japanese Companies Creating a New Executive Position-The CFO!(p. 22)
• Key Terms(p. 25)
• Self Assessment(p. 26)
• Interactive Learning(p. 27)
• Questions(p. 27)
• Exercises(p. 27)
• Problems(p. 30)
• Cases(p. 34)
• Chapter 2 Job-Order Costing for Manufacturing and Service Companies(p. 37)
• Cost Classifications for Manufacturing Firms(p. 38)
• Manufacturing Costs(p. 39)
• Direct Material(p. 39)
• Direct Labor(p. 40)
• Manufacturing Overhead(p. 40)
• Nonmanufacturing Costs(p. 40)
• Selling Costs(p. 40)
• General and Administrative Costs(p. 41)
• Product and Period Costs(p. 41)
• Product Costs(p. 41)
• Period Costs(p. 41)
• Product Cost Information in Financial Reporting and Decision Making(p. 42)
• Balance Sheet Presentation of Product Costs(p. 43)
• Flow of Product Costs in Accounts(p. 44)
• Income Statement Presentation of Product Costs(p. 45)
• Cost of Goods Manufactured(p. 45)
• Cost of Goods Sold(p. 46)
• Types of Costing Systems(p. 47)
• Overview of Job Costs and Financial Statement Accounts(p. 48)
• Job-Order Costing System(p. 49)
• Direct Material Cost(p. 50)
• Direct Labor Cost(p. 52)
• Manufacturing Overhead(p. 53)
• Assigning Costs to Jobs: A Summary(p. 54)
• Eastlike Revisited: Using Job Cost Information(p. 55)
• Relation Between the Costs of Jobs and the Flow of Costs in Work in Process, Finished Goods, and Cost of Goods Sold(p. 57)
• Allocating Overhead to Jobs: A Closer Look(p. 57)
• Overhead Allocation Rates(p. 58)
• The Overhead Allocation Base(p. 58)
• Activity-Based Costing (ABC) and Multiple Overhead Rates(p. 59)
• Predetermined Overhead Rates(p. 59)
• Eliminating Overapplied or Underapplied Overhead(p. 60)
• Job-Order Costing for Service Companies(p. 61)
• Modern Manufacturing Practices and Product Costing Systems(p. 62)
• Just-In-Time (JIT) Production(p. 63)
• Computer-Controlled Manufacturing(p. 63)
• Total Quality Management(p. 65)
• Making Business Decisions(p. 67)
• Summary of Learning Objectives(p. 67)
• Links to Practice
• Product and Period Costs at Dell(p. 43)
• Examples of Companies Using Job-Order and Process Costing Systems(p. 47)
• Just-in-Time or Just-in-Case?(p. 64)
• Computerized Manufacturing of Aircraft Parts(p. 65)
• Can There Be Too Much Emphasis on Quality?(p. 66)
• Review Problem(p. 68)
• Key Terms(p. 70)
• Self Assessment(p. 71)
• Interactive Learning(p. 72)
• Questions(p. 72)
• Exercises(p. 72)
• Problems(p. 76)
• Cases(p. 84)
• Chapter 3 Process Costing(p. 87)
• Difference Between Job-Order and Process Costing Systems(p. 88)
• Product and Cost Flows(p. 90)
• Product Flows Through Departments(p. 90)
• Cost Flows Through Accounts(p. 91)
• Direct Material(p. 92)
• Direct Labor(p. 92)
• Manufacturing Overhead(p. 92)
• Transferred-in Cost(p. 92)
• Calculating Unit Cost(p. 93)
• Equivalent Units(p. 93)
• Cost Per Equivalent Unit(p. 94)
• Calculating and Applying Cost Per Equivalent Unit: Mixing Department Example(p. 94)
• Cost Transferred Out(p. 95)
• Ending Work in Process(p. 96)
• Production Cost Report(p. 96)
• Reconciliation of Units(p. 96)
• Reconciliation of Costs(p. 98)
• Basic Steps in Process Costing: A Summary(p. 98)
• Kent Chemical Revisited: Answering Stacy's Question(p. 99)
• Dealing with Transferred-in Cost: Packaging Department Example(p. 99)
• Process Costing and Incremental Analysis(p. 101)
• Making Business Decisions(p. 103)
• Summary of Learning Objectives(p. 103)
• Links to Practice
• What Type of Costing System Is Used by Kimberly-Clark Corporation?(p. 88)
• Virtual Plant Tours for Companies that Use Process Costing(p. 91)
• Review Problem(p. 104)
• Key Terms(p. 106)
• Self Assessment(p. 106)
• Interactive Learning(p. 107)
• Questions(p. 107)
• Exercises(p. 107)
• Problems(p. 111)
• Cases(p. 119)
• Chapter 4 Cost-Volume-Profit Analysis(p. 125)
• Common Cost Behavior Patterns(p. 126)
• Variable Costs(p. 126)
• Fixed Costs(p. 126)
• Discretionary Versus Committed Fixed Costs(p. 128)
• Mixed Costs(p. 128)
• Step Costs(p. 129)
• Cost Estimation Methods(p. 130)
• Account Analysis(p. 130)
• Scattergraphs(p. 132)
• High-Low Method(p. 134)
• Regression Analysis(p. 136)
• The Relevant Range(p. 137)
• Cost-Volume-Profit Analysis(p. 138)
• The Profit Equation(p. 138)
• Break-Even Point(p. 138)
• Margin of Safety(p. 139)
• Contribution Margin(p. 140)
• Contribution Margin Ratio(p. 140)
• "What-If" Analysis(p. 141)
• Change in Fixed and Variable Costs(p. 141)
• Change in Selling Price(p. 141)
• Taxes in CVP Analysis(p. 142)
• Multiproduct Analysis(p. 142)
• Contribution Margin Approach(p. 142)
• Contribution Margin Ratio Approach(p. 143)
• Assumptions in CVP Analysis(p. 146)
• Codeconnect Example Revisited: Answering Mary's Question(p. 147)
• Operating Leverage(p. 148)
• Constraints(p. 149)
• Making Business Decisions(p. 150)
• Summary of Learning Objectives(p. 150)
• Links to Practice
• Because of Fixed Costs, Utility Wants Rate Increase to Compensate for a Warmer than Average Winter(p. 128)
• How to Reach Break-Even(p. 139)
• Deciding to Use the Contribution Margin per Unit or the Contribution Margin Ratio(p. 145)
• Which Firm Has the Higher Contribution Margin Ratio(p. 146)
• Governmental Organizations Outscore HR to Turn Fixed Costs into Variable Costs into Variable Costs(p. 149)
• Review Problem(p. 155)
• Key Terms(p. 156)
• Self Assessment(p. 157)
• Interactive Learning(p. 158)
• Questions(p. 158)
• Exercises(p. 158)
• Problems(p. 164)
• Cases(p. 174)
• Appendix Using Regression in Excel to Estimate Fixed and Variable Costs(p. 151)
• Setting Up the Spreadsheet(p. 151)
• Interpreting the Output of the Regression Program(p. 152)
• The Plot(p. 152)
• R Square(p. 152)
• Intercept and Slope of the Regression Line(p. 154)
• P-Value(p. 154)
• Chapter 5 Variable Costing(p. 179)
• Full (Absorption) and Variable Costing(p. 180)
• Variable Costing Income Statement(p. 180)
• Effects of Production on Income for Full Versus Variable Costing: The Clausentube Example(p. 182)
• Quantity Produced Equals Quantity Sold(p. 183)
• Quantity Produced is Greater Than Quantity Sold(p. 185)
• Quantity Produced is Less Than Quantity Sold(p. 187)
• Explaining What Happened at ClausenTube(p. 188)
• Impact of JIT on the Income Effects of Full versus Variable Costing(p. 188)
• Benefits of Variable Costing for Internal Reporting(p. 189)
• Variable Costing Facilitates C-V-P Analysis(p. 189)
• Variable Costing Limits Management of Earnings with Production Volume(p. 189)
• Making Business Decisions(p. 189)
• Summary of Learning Objectives(p. 190)
• Links to Practice
• GM's Profit per SUV Hurt by Reduced Production(p. 188)
• Review Problem(p. 190)
• Key Terms(p. 192)
• Self Assessment(p. 192)
• Interactive Learning(p. 193)
• Questions(p. 193)
• Exercises(p. 194)
• Problems(p. 196)
• Cases(p. 205)
• Chapter 6 Cost Allocation and Activity-Based Costing(p. 209)
• Purposes of Cost Allocation(p. 210)
• To Provide Information for Decision Making(p. 210)
• To Reduce Frivolous Use of Common Resources(p. 211)
• To Encourage Evaluation of Services(p. 212)
• To Provide "Full Cost" Information(p. 213)
• Process of Cost Allocation(p. 214)
• Determining the Cost Objective(p. 214)
• Forming Cost Pools(p. 214)
• Selecting an Allocation Base(p. 215)
• Allocating Service Department Costs(p. 216)
• Direct Method of Allocating Service Department Costs(p. 217)
• Allocating Budgeted and Actual Service Department Costs(p. 218)
• Problems with Cost Allocation(p. 218)
• Responsibility Accounting and Controllable Costs(p. 219)
• Arbitrary Allocations(p. 219)
• Unitized Fixed Costs and Lump-Sum Allocations(p. 220)
• The Problem of Too Few Cost Pools(p. 222)
• Using Only Volume-Related Allocation Bases(p. 223)
• Activity-Based Costing(p. 223)
• The Problem of Using Only Measures of Production Volume to Allocate Overhead(p. 223)
• The ABC Approach(p. 224)
• Relating Cost Pools to Products Using Cost Drivers(p. 226)
• The ABC Approach at Gardenrite Manufacturing: A Comprehensive Example(p. 226)
• Gardenrite's Costs under the Traditional Approach(p. 226)
• Gardenrite's Costs under the ABC Approach(p. 227)
• Pros and Cons of ABC(p. 229)
• Benefits(p. 229)
• Limitations(p. 231)
• Activity-Based Management (ABM)(p. 231)
• Remember-You Get What You Measure!(p. 232)
• Making Business Decisions(p. 233)
• Summary of Learning Objectives(p. 233)
• Appendix Activity Based Management(p. 234)
• Step 1 Determine Major Activities(p. 234)
• Step 2 Identify Resources Used by Each Activity(p. 235)
• Return Merchandise to Stock if Not Acceptable to Customer or Customer Not Home to Receive Delivery(p. 235)
• Wash Delivery Trucks(p. 235)
• Step 3 Evaluate the Performance of the Activities(p. 236)
• Step 4 Identify Ways to Improve the Efficiency and/or Effectiveness of the Activities(p. 236)
• Conclusion(p. 236)
• Links to Practice
• Lack of Oversight for Cost-Plus Contracts(p. 213)
• The Activity-Based Costing Portal(p. 224)
• Avoiding Disastrous Decision by Using ABC(p. 230)
• Review Problem(p. 237)
• Key Terms(p. 239)
• Self Assessment(p. 239)
• Interactive Learning(p. 240)
• Questions(p. 240)
• Exercises(p. 240)
• Problems(p. 245)
• Cases(p. 256)
• Chapter 7 The Use of Cost Information in Management Decision Making(p. 261)
• Incremental Analysis(p. 262)
• When Your Boss Asks "What Does This Product (Service) Cost?" You Should Say "Why Do You Want To Know?"(p. 264)
• Analysis of Decisions Faced by Managers(p. 265)
• Additional Processing Decision(p. 265)
• Make-or-Buy Decision: the General Refrigeration Example(p. 267)
• Dropping A Product Line(p. 270)
• Beware of the Cost Allocation Death Spiral!(p. 272)
• Summary of Incremental, Avoidable, Sunk, and Opportunity Costs(p. 272)
• Decisions Involving Joint Costs(p. 273)
• Allocation of Joint Costs(p. 274)
• Additional Processing Decisions and Joint Costs(p. 276)
• Qualitative Considerations in Decision Analysis(p. 277)
• Making Business Decisions(p. 278)
• Summary of Learning Objectives(p. 279)
• Appendix The Theory of Constraints (TOC)(p. 279)
• The Five-Step Process of TOC(p. 279)
• Step 1 Identify the Binding Constraint(p. 280)
• Step 2 Optimize Use of the Constraint(p. 280)
• Step 3 Subordinate Everything Else to the Constraint(p. 281)
• Step 4 Break the Constraint(p. 281)
• Step 5 Identify a New Binding Constraint(p. 281)
• Implications of TOC for Inspections, Batch Sizes, and Across the Board Cuts(p. 281)
• Inspections(p. 282)
• Batch Sizes(p. 282)
• Across the Board Cuts(p. 282)
• You Get What You Measure and TOC(p. 282)
• Links to Practice
• Alaska Airlines Outscores Baggage Handling(p. 269)
• The Sunk Cost Effect(p. 275)
• Qualitative Considerations in Outscoring to China(p. 277)
• Review Problem(p. 282)
• Key Terms(p. 283)
• Self Assessment(p. 283)
• Interactive Learning(p. 284)
• Questions(p. 285)
• Exercises(p. 285)
• Problems(p. 290)
• Cases(p. 298)
• Chapter 8 Pricing Decisions, Analyzing Customer Profitability, and Activity-Based Pricing(p. 301)
• The Profit Maximizing Price(p. 302)
• Pricing Special Orders(p. 303)
• Cost-Plus Pricing(p. 304)
• Target Costing(p. 306)
• Analyzing Customer Profitability: Revisiting the Wholesale Office Supply Case(p. 308)
• Activity-Based Pricing(p. 311)
• Links to Practice
• Insull's Most Radical Innovation Wasn't Technology-It Was Pricin!(p. 306)
• Target Costing Seminars Help Companies Join the Target Costing Bandwagon(p. 307)
• Customers Requiring "Display-Ready" Pallets Can Hurt Profitability(p. 311)
• Making Business Decisions(p. 312)
• Summary of Learning Objectives(p. 312)
• Review Problem(p. 313)
• Key Terms(p. 315)
• Self Assessment(p. 315)
• Interactive Learning(p. 316)
• Questions(p. 316)
• Exercises(p. 317)
• Problems(p. 321)
• Cases(p. 326)
• Chapter 9 Capital Budgeting and Other Long-Run Decisions(p. 329)
• Capital Budgeting Decisions(p. 330)
• Evaluating Investment Opportunities: Time Value of Money Approaches(p. 331)
• Basic Time Value of Money Calculations(p. 332)
• The Net Present Value Method(p. 333)
• Steps in the NPV Method(p. 334)
• An Example of the NVP Approach(p. 334)
• The Internal Rate of Return Method(p. 336)
• The Internal Rate of Return Method With Unequal Cash Flows(p. 337)
• Summary of Net Present Value and Internal Rate of Return Methods(p. 339)
• Considering "Soft" Benefits in Investment Decisions(p. 339)
• Calculating the Value of Soft Benefits Required to Make an Investment Acceptable(p. 340)
• Estimating the Required Rate of Return(p. 341)
• Additional Cash Flow Considerations(p. 342)
• Cash Flows, Taxes, and the Depreciation Tax Shield(p. 342)
• Adjusting Cash Flows for Inflation(p. 345)
• Other Long-Run Decisions(p. 345)
• Simplified Approaches to Capital Budgeting(p. 347)
• Payback Period Method(p. 347)
• Accounting Rate of Return(p. 348)
• Conflict Between Performance Evaluation and Capital Budgeting(p. 350)
• Wilson Air Example Revisited(p. 351)
• Making Business Decisions(p. 352)
• Summary of Learning Objectives(p. 353)
• Appendix A Using Excel[Registered] to Calculate NPV and IRR(p. 354)
• Appendix B Present Value Tables(p. 357)
• Links to Practice
• Starbucks Plans Major Investment in Asia Pacific Region(p. 331)
• Investment in Energy Efficient Equipment Can Yield High Returns(p. 337)
• Use of NPV and IRR by CFOs(p. 339)
• Cost of Capital for Various Business Sectors(p. 341)
• Depreciation Tax Shield at United Airlines(p. 344)
• Review Problem(p. 358)
• Key Terms(p. 359)
• Self Assessment(p. 359)
• Interactive Learning(p. 360)
• Questions(p. 361)
• Exercises(p. 361)
• Problems(p. 363)
• Cases(p. 370)
• Chapter 10 Budgetary Planning and Control(p. 373)
• Use of Budgets in Planning and Control(p. 374)
• Planning(p. 374)
• Control(p. 374)
• Developing the Budget(p. 376)
• Budget Time Period(p. 377)
• Zero-Base Budgeting(p. 377)
• The Master Budget(p. 378)
• Sales Budget(p. 378)
• Production Budget(p. 379)
• Direct Material Purchase Budget(p. 381)
• Direct Labor Budget(p. 381)
• Manufacturing Overhead Budget(p. 382)
• Selling and Administrative Expense Budget(p. 382)
• Budgeted Income Statement(p. 384)
• Capital Acquisitions Budget(p. 384)
• Cash Receipts and Disbursement Budget(p. 385)
• Budgeted Balance Sheet(p. 387)
• Use of Computers in the Budget Planning Process(p. 388)
• Budgetary Control(p. 388)
• Budgets as a Standard for Evaluation(p. 389)
• Static and Flexible Budgets(p. 389)
• Investigating Budget Variances(p. 391)
• Conflict in Planning and Control Uses of Budgets(p. 392)
• Why Budget-Based Compensation Can Lead to Budget Padding and Income Shifting(p. 392)
• Evaluation, Measurement, and Management Behavior(p. 394)
• The Preston Joystick Case Revisited(p. 394)
• Making Business Decisions(p. 394)
• Summary of Learning Objectives(p. 395)
• Links to Practice
• Problems with Five-Year Budgets(p. 376)
• Budgets Getting Better(p. 377)
• Budget Process in Great Britain(p. 379)
• Spreadsheets for Budgeting(p. 388)
• Review Problem(p. 395)
• Key Terms(p. 397)
• Self Assessment(p. 398)
• Interactive Learning(p. 398)
• Questions(p. 399)
• Exercises(p. 399)
• Problems(p. 402)
• Cases(p. 415)
• Chapter 11 Standard Costs and Variance Analysis(p. 419)
• Standard Costs(p. 420)
• Standard Costs and Budgets(p. 420)
• Development of Standard Costs(p. 421)
• Ideal Versus Attainable Standards(p. 422)
• A General Approach to Variance Analysis(p. 422)
• Material Variances(p. 423)
• Material Price Variance(p. 424)
• Material Quantity Variance(p. 424)
• Direct Labor Vaiances(p. 425)
• Labor Rate Variance(p. 426)
• Labor Efficiency Variance(p. 426)
• Overhead Variances(p. 426)
• Controllable Overhead Variance(p. 427)
• Overhead Volume Variance(p. 427)
• Computing the Overhead Volume Variance(p. 428)
• Interpreting the Overhead Volume Variance(p. 428)
• Calculating the Financial Impact of Operating at More or Less Than Planned Capacity(p. 429)
• Comprehensive Example: Darrington Ice Cream(p. 430)
• Material Variances(p. 432)
• Labor Variances(p. 432)
• Overhead Variances(p. 432)
• Investigation of Standard Cost Variances(p. 433)
• Management by Exception(p. 434)
• "Favorable" Variances May be Unfavorable(p. 434)
• Can Process Improvements Lead to "Unfavorable" Variances?(p. 434)
• Beware-Evaluation in Terms of Variances Can Lead to Excess Production(p. 435)
• Responsibility Accounting and Variances(p. 436)
• Making Business Decisions(p. 436)
• Summary of Learning Objectives(p. 436)
• Appendix Recording Standard Costs in Accounts(p. 437)
• Recording Material Costs(p. 437)
• Recording Labor Cost(p. 438)
• Recording Manufacturing Overhead(p. 438)
• Recording Finished Goods(p. 439)
• Recording Cost of Goods Sold(p. 439)
• Closing Variance Accounts(p. 440)
• Links to Practice
• Starbucks Uses Standard Costs(p. 421)
• You Get What You Measure!(p. 425)
• Review Problem(p. 440)
• Key Terms(p. 442)
• Self Assessment(p. 442)
• Interactive Learning(p. 443)
• Questions(p. 443)
• Exercises(p. 444)
• Problems(p. 448)
• Cases(p. 454)
• Chapter 12 Decentralization and Performance Evaluation(p. 457)
• Why Firms Decentralize(p. 458)
• Advantages of Decentralization(p. 458)
• Disadvantages of Decentralization(p. 459)
• Why Companies Evaluate the Performance of Subunits and Subunit Managers(p. 460)
• Responsibility Accounting and Performance Evaluation(p. 461)
• Cost Centers, Profit Centers, and Investment Centers(p. 462)
• Cost Centers(p. 462)
• Profit Centers(p. 463)
• Investment Centers(p. 463)
• Evaluating Investment Centers with ROI(p. 464)
• Measuring Income and Invested Capital When Calculating ROI(p. 466)
• Problems With Using ROI(p. 467)
• Problems of Overinvestment and Underinvestment: You Get What You Measure!(p. 468)
• Evaluation in Terms of Profit Can Lead to Overinvestment(p. 469)
• Evaluation in Terms of ROI Can Lead to Underinvestment(p. 469)
• Evaluation Using Economic Value Added (EVA)(p. 470)
• Residual Income (RI)(p. 470)
• Revisiting the Situation at Action Industries(p. 471)
• Solving the Overinvestment and Underinvestment Problems(p. 471)
• Economic Value Added (EVA)(p. 471)
• EVA Example(p. 472)
• Using a Balanced Scorecard to Evaluate Performance(p. 476)
• Tying the Balanced Scorecard Measures to the Strategy for Success(p. 476)
• Scenario 1 Learning and Growth Dimension(p. 477)
• Scenario 2 Internal Process Dimension(p. 477)
• Scenario 3 Customer Dimension(p. 477)
• Scenario 4 Financial Dimension(p. 478)
• How Balance is Achieved in a Balanced Scorecard(p. 478)
• Developing a Strategy Map for a Balanced Scorecard(p. 479)
• Keys to a Successful Balanced Scorecard: Targets, Initiatives, Responsbility, Funding, Top Management Support(p. 480)
• Making Business Decisions(p. 481)
• Summary of Learning Objectives(p. 482)
• Appendix Transfer Pricing(p. 483)
• Market Price as the Transfer Price(p. 483)
• Market Price and Opportunity Cost(p. 484)
• Variable Cost as the Transfer Price(p. 486)
• Full Cost Plus Profit as the Transfer Price(p. 486)
• Negotiated Transfer Prices(p. 487)
• Transfer Pricing and Income Taxes in an International Context(p. 488)
• Links to Practice
• Subunits at Nordstrom(p. 464)
• The Focus on ROI and Shareholder Value is Not the Same in France, Germany, and Japan as It is in the United States and Even Great Britain(p. 466)
• Companies that Use EVA(p. 472)
• Focus on EVA Affects Key Decisions Across the Organization(p. 475)
• Bringham and Women's Hospital Receives Award for Its Balanced Scorecard(p. 481)
• Undervalued Intellectual Property Transferred Offshore to Cut U.S. Taxes(p. 488)
• Review Problem(p. 488)
• Key Terms(p. 491)
• Self Assessment(p. 492)
• Interactive Learning(p. 492)
• Questions(p. 493)
• Exercises(p. 493)
• Problems(p. 496)
• Cases(p. 502)
• Chapter 13 Analyzing Financial Statements: A Managerial Perspective(p. 507)
• Why Managers Analyze Financial Statements(p. 508)
• Control of Operations(p. 508)
• Assessment of Vendors, Customers, and Other Business Partners(p. 509)
• Assessment of Appearance to Investors and Creditors(p. 509)
• Review of the three Basic Financial Statements(p. 509)
• The Balance Sheet(p. 510)
• Current and Noncurrent Assets and Liabilities(p. 511)
• The Income Statement(p. 511)
• The Statement of Cash Flows(p. 512)
• Operating Activities(p. 512)
• Investing Activities(p. 512)
• Financing Activities(p. 512)
• Horizontal and Vertical Analysis(p. 513)
• Analysis of the Balance Sheet(p. 513)
• Analyzing the Income Statement(p. 515)
• Earnings Management and the Need to Compare Earnings and Cash Flow Information(p. 516)
• Other Sources of Information on Financial Performance(p. 517)
• Management Discussion and Analysis(p. 517)
• Credit Reports(p. 517)
• News Articles(p. 517)
• Ratio Analsysis(p. 518)
• Profitability Ratios(p. 518)
• Financial Leverage(p. 519)
• Summary of Profitability Ratios(p. 520)
• Turnover Ratios(p. 520)
• Summary of Turnover Ratios(p. 521)
• Debt Related Ratios(p. 522)
• Summary of Debt Related Ratios(p. 523)
• A Managerial Perspective on the Analysis of HGW's Financial Statements(p. 523)
• Control of Operations(p. 523)
• Stability of Vendors, Customers, and Other Business Partners(p. 523)
• Returning to the Situation Facing Valley Home Loan(p. 524)
• Appearance to Investors and Creditors(p. 524)
• Summary of Analyses(p. 524)
• Making Business Decisions(p. 525)
• Summary of Learning Objectives(p. 526)
• Links to Practice
• Watching Cash Flow Versus Earnings(p. 516)
• Comparative Ratio Data(p. 524)
• Review Problem(p. 526)
• Key Terms(p. 528)
• Self Assessment(p. 528)
• Interactive Learning(p. 529)
• Questions(p. 530)
• Exercises(p. 530)
• Problems(p. 535)
• Cases(p. 546)
• Chapter 14 Statement of Cash Flows(p. 551)
• Need for a Statement of Cash Flows(p. 551)
• Types of Business Activities and the Classification of Cash Flows(p. 552)
• Operating Activities(p. 552)
• Investing Activities(p. 554)
• Financing Activities(p. 555)
• The Statement of Cash Flows Prepared Using the Direct Method(p. 555)
• Preparing the Statement of Cash Flows Using the Indirect Method(p. 559)
• Statement of Cash Flows for Ravira Restaurant Supply-Indirect Method(p. 560)
• Interpreting Information in the Statement of Cash Flows-The Situation at Ravira Restaurant Supply(p. 563)
• Making Business Decisions(p. 563)
• Summary of Learning Objectives(p. 564)
• Links to Practice
• Spotting a Cash Cow(p. 562)
• Review Problem(p. 564)
• Key Terms(p. 566)
• Self Assessment(p. 566)
• Questions(p. 567)
• Exercises(p. 568)
• Problems(p. 573)
• Cases(p. 582)
• Glossary(p. 583)
• Photo Credits(p. 589)
• Index(p. 591)

Notas de autor provistas por Syndetics

PROFESSOR JAMES JIAMBALVO joined the accounting faculty at the University of Washington after receiving a Ph.D. in accounting from The Ohio State University. A CPA, he has audit experience with the firm of Haskins and Sells (now Deloitte & Touche), and has served on the national academic advisory board of Deloitte & Touche LLP. Professor Jiambalvo has served as chairman of the UW Accounting Department and he holds the PricewaterhouseCoopers and Alumni Endowed Professorship.