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Chapter 6 - Solution Manual
Chapter 6 - Solution Manual
CHAPTER 6
INTERCOMPANY INVENTORY TRANSACTIONS
ANSWERS TO QUESTIONS
Q6-1 All inventory transfers between related companies must be eliminated to avoid an
overstatement of revenue and cost of goods sold in the consolidated income statement. In
addition, when unrealized profits exist at the end of the period, the eliminations are needed to
avoid overstating inventory and consolidated net income.
Q6-2 An inventory transfer at cost results in an overstatement of sales and cost of goods sold.
While net income is not affected, gross profit ratios and other financial statement analysis may
be substantially in error if appropriate eliminations are not made.
Q6-3 An upstream sale occurs when the parent purchases items from one or more
subsidiaries. A downstream sale occurs when the sale is made by the parent to one or more
subsidiaries. Knowledge of the direction of sale is important when there are unrealized profits so
that the person preparing the consolidation worksheet will know whether to reduce consolidated
net income assigned to the controlling interest by the full amount of the unrealized profit
(downstream) or reduce consolidated income assigned to the controlling and noncontrolling
interests on a proportionate basis (upstream).
Q6-4 As in all cases, the total amount of the unrealized profit must be eliminated in preparing
the consolidated statements. When the profits are on the parent company's books, consolidated
net income and income assigned to the controlling interest are reduced by the full amount of the
unrealized profit.
Q6-5 Consolidated net income is reduced by the full amount of the unrealized profits. In the
upstream sale, the unrealized profits are apportioned between the parent company
shareholders and the noncontrolling shareholders. Thus, consolidated net income assigned to
the controlling and noncontrolling interests is reduced by a pro rata portion of the unrealized
profits.
Q6-6 Income assigned to the noncontrolling interest is affected when unrealized profits are
recorded on the subsidiary's books as a result of an upstream sale. A downstream sale should
have no effect on the income assigned to noncontrolling interest because the profits are on the
books of the parent.
Q6-7 The basic eliminating entry needed when the item is resold before the end of the period
is:
Sales
Cost of Goods Sold
XXXXXX
XXXXXX
The debit to sales is based on the intercorporate sale price. This means that only the revenue
recorded by the company ultimately selling to the nonaffiliate is to be included in the
consolidated income statement. Cost of goods sold is credited for the amount paid by the
purchaser on the intercorporate transfer, thereby permitting the cost of goods sold recorded by
the initial owner to be reported in the consolidated statement.
6-1
Q6-8 The basic eliminating entry needed when one or more of the items are not resold before
the end of the period is:
Sales
Cost of Goods Sold
Inventory
XXXXXX
XXXXXX
XXXXXX
The debit to sales is for the full amount of the transfer price. Inventory is credited for the
unrealized profit at the end of the period and cost of goods sold is credited for the amount
charged to cost of goods sold by the company making the intercompany sale.
Q6-9 Cost of goods sold is reported by the consolidated entity when inventory is sold to an
external party. The amount reported as cost of goods sold is based on the amount paid for the
inventory when it was produced or purchased from an external party. If inventory has been
purchased by one company and sold to a related company, the cost of goods sold recorded on
the intercorporate sale must be eliminated.
Q6-10 No adjustment to retained earnings is needed if the intercorporate sales have been
made at cost or if all intercorporate sales have been resold to an external party in the same
accounting period. If all of the intercorporate sales have not been resold by the end of the
period, under the fully adjusted equity method, the parent defers unrealized profits in the
investment in sub and income from sub accounts. This adjustment would be made to retained
earnings under the modified equity method. However, regardless of the parents method for
accounting for the investment, the amount of the noncontrolling interest is reduced by the NCIs
proportionate share of the unrealized profit associated with upstream sales.
Q6-11 A proportionate share of the realized retained earnings of the subsidiary are assigned to
the noncontrolling interest. Any unrealized profits on upstream sales are deducted
proportionately from the amount assigned to the noncontrolling interest. Unrealized profits on
downstream sales do not affect the noncontrolling interest.
Q6-12 When inventory profits from a prior period intercompany transfer are realized in the
current period, the profit is added to consolidated net income and to the income assigned to the
shareholders of the company that made the intercompany sale. If the unrealized profits arise
from a downstream sale, income assigned to the controlling interest will increase by the full
amount of profit realized. When the profits arise from an upstream sale, income assigned to the
controlling and noncontrolling interests will be increased proportionately in the period the profit
is realized. Thus, knowledge of whether the profits resulted from an upstream or a downstream
sale is imperative in assigning consolidated net income to the appropriate shareholder group.
Q6-13 Under the fully adjusted equity method, consolidated retained earnings is not affected
directly by unrealized profits. Unrealized profits are deferred in the investment in sub and
income from sub accounts on the parents books. Income from sub is closed out to retained
earnings, so the deferral of unrealized profits indirectly affects retained earnings. As a result, the
amount reported for consolidated retained earnings is always equal to the parents retained
earnings.
Q6-14 Consolidated retained earnings are always equal to the parents retained earnings under
the fully adjusted equity method. Since the parent company defers unrealized profits in the
income from sub and investment in sub accounts and since income from sub is closed out to the
parents retained earnings, the ending balance in consolidated retained earnings will reflect the
reduction associated with the deferral of unrealized profits.
6-2
Q6-15* Sales between subsidiaries are treated in the same manner as upstream sales.
Whenever the profits are on the books of one of the subsidiaries, the unrealized profits at the
end of the period are eliminated and consolidated net income and income assigned to the
controlling and noncontrolling interests is reduced.
Q6-16* When a company is acquired in a business combination the transactions occurring
before the combination generally are regarded as transactions with unrelated parties and no
adjustments or eliminations are needed. All transactions between the companies following the
combination must be fully eliminated.
6-3
SOLUTIONS TO CASES
C6-1 Measuring Cost of Goods Sold
a. While the rule covers only a part of the elimination needed, Charlie is correct in that the cost
of goods sold recorded by the selling company must be eliminated to avoid overstating that
caption in the consolidated income statement.
b. The rules will result in the proper consolidated totals if rule #1 is expanded to include a debit
to sales and a credit to ending inventory for the amount of profit recorded by the company that
sold to its affiliate.
c. The way in which the rule is stated makes it appear to be incorrect, but it is correct. The rule
is appropriate in that the cost of goods sold recorded by the purchasing affiliate is equal to the
cost of goods sold to the first owner plus the profit the first owner recorded on the sale.
Eliminating these amounts therefore eliminates the appropriate amount of cost of goods sold. If
an equal amount of sales is eliminated, the rule should result in proper consolidated financial
statement totals.
d. The employee would be forced to look at the books of the selling affiliate and determine the
difference between the intercorporate sale price and the price it paid to acquire or produce the
items. If the items sold to affiliates are routinely produced and costs do not fluctuate greatly, it
may be possible to use some form of gross profit ratio to estimate the amount of unrealized
profit.
C6-2 Inventory Values and Intercompany Transfers
MEMO
To:
From:
Re:
President
Water Products Corporation
, CPA
Inventory Sale and Purchase of New Inventory
If Water Products holds only a small percent of the ownership of Plumbers Products and
Growinkle Manufacturing, it should have no difficulty in reporting the desired results. This would
not be the case if the two companies are subsidiaries of Water Products.
If both Plumbers Products and Growinkel are subsidiaries of Water Products, both the sale of
inventory to Plumbers Supply and the purchase of inventory from Growinkle Manufacturing must
be eliminated. In addition, the unrealized profit on any unsold inventory involved in these
transfers must be eliminated in preparing the financial statements for the current period.
The consolidated income statement should include the same amount of income on the inventory
sold to Plumbers Supply and resold during the year as would have been recorded if Water
Products had sold the inventory directly to the purchaser. Any income recorded by Water
Products on inventory not resold by Plumbers Supply must be eliminated.
6-4
Similarly, the consolidated income statement should include the same amount of income on the
inventory purchased by Water Products and resold during the year as would have been
recorded if Growinkle Manufacturing had sold the inventory directly to the purchaser. Any
income recorded by Growinkle Manufacturing on inventory not resold by Water Products must
be eliminated.
Consolidated net income may increase if Plumbers Supply is able to sell the inventory it
purchased from Water Products at a higher price than would have been received by Water
Products or if it is able to sell a larger number of units. The same can be said for the inventory
purchased by Water Products from Growinkle Manufacturing. It is important to recognize that
the transfer of inventory between Water Products and its subsidiaries does not in itself generate
income for the consolidated entity.
An additional level of complexity may arise in this situation if Water Products uses the LIFO
inventory method. It might, for example, be forced to carry over its LIFO cost basis on the old
inventory sold to Plumbers Supply to the new inventory purchased from Growinkle
Manufacturing since it was replaced within the accounting period.
Primary citation:
ARB 51, Par. 6 (ASC 810)
C6-3 Intercorporate Inventory Transfers
MEMO
To:
From:
Re:
Treasurer
Evert Corporation
, CPA
Inventory Sale to Parent
This memo is prepared in response to your request for information on the appropriate treatment
of intercompany inventory transfers in consolidated financial statements. The specific
eliminating entries required in this case depend on the valuation assigned to the inventory at
December 31, 20X2.
Frankle Company sold inventory with a carrying value of $240,000 to Evert for $180,000 on
December 20, 20X2. Since the exchange price was well below Frankles cost, consideration
should be given to whether the inventory should be reported at $180,000 or $240,000 in the
consolidated statements at December 31, 20X2, under the lower-of-cost-or-market rule. While
the value of the inventory apparently had fallen below Frankles carrying value, the accounting
standards indicate no loss should be recognized when the evidence indicates that cost will be
recovered with an approximately normal profit margin upon sale in the ordinary course of
business. [ARB 43, Chapter 4, Par. 9; ASC 330]
We are told the management of Frankle considered the drop in prices to be temporary and
Evert was able to sell the inventory for $70,000 more than the original amount paid by Frankle.
It therefore seems appropriate for the consolidated entity to report the inventory at Frankles
cost of $240,000 at December 31, 20X2.
In preparing the consolidated statements at December 31, 20X2 and 20X3, the effects of the
6-5
180,000
60,000
240,000
The above entry will increase the carrying value of the inventory to $240,000. Eliminating sales
of $180,000 and cost of goods sold of $240,000 will increase consolidated net income by
$60,000 and income assigned to the noncontrolling interest by $6,000 ($60,000 x 0.10). These
changes will result in an increase in consolidated retained earnings and the amount assigned to
the noncontrolling shareholders in the consolidated balance sheet by $54,000 and $6,000,
respectively.
C6-3 (continued)
The following eliminating entry is required at December 31, 20X3:
Cost of Goods Sold
Investment in Sub
NCI in NA of Sub
60,000
54,000
6,000
The above entry will reduce consolidated net income by $60,000 and income assigned to the
noncontrolling interest by $6,000 ($60,000 x .10). The credits to Investment in Sub and NCI in
NA of Sub needed to bring the beginning balances into agreement with those reported at
December 31, 20X2.
No eliminations are required for balances reported at December 31, 20X3, because the
inventory has been sold to a nonaffiliate prior to year-end.
Primary citations:
ARB 43, CH 4, Par. 9 (ASC 330)
ARB 51, Par. 6 (ASC 810)
C6-4 Unrealized Inventory Profits
a. When the amount of unrealized inventory profits on the books of the subsidiary at the
beginning of the period is greater than the amount at the end of the period, the income assigned
to the noncontrolling interest for the period will exceed a pro rata portion of the reported net
income of the subsidiary.
b. The subsidiary apparently had less unrealized inventory profit at the end of the period than it
did at the start of the period. In addition, the parent must have had more unrealized profit on its
books at the end of the period than it did at the beginning. The negative effect of the latter
apparently offset the positive effect of the reduction in unrealized profits by the subsidiary.
c. The most likely reason is that a substantial amount of the parent company sales was made to
its subsidiaries and the cost of goods sold on those items was eliminated in preparing the
consolidated statements.
6-6
d. A loss was recorded by the seller on an intercompany sale of inventory to an affiliate and the
purchaser continues to hold the inventory.
C6-5 Eliminating Inventory Transfers
a. If no intercompany sales are eliminated, the income statement may include overstated sales
revenue and cost of goods sold. The net impact on income will depend upon whether there
were more unrealized profits at the beginning or end of the year. If Ready Building does not hold
total ownership of the subsidiaries, the amount of income assigned to noncontrolling
shareholders is likely to be incorrect as well.
Inventory, current assets and total assets, retained earnings, and stockholders' equity are likely
to be overstated if inventories are sold to affiliates at a profit. If the companies pay income taxes
on their individual earnings, the amount of income tax expense also will be overstated in the
period in which unrealized profits are reported and understated in the period in which the profits
are realized.
b. Because profit margins vary considerably, the amount of unrealized profit may vary
considerably if uneven amounts of product are purchased by affiliates from period to period.
Ready Building needs to establish a formal system to monitor intercompany sales. Perhaps the
best alternative would be to establish a separate series of accounts to be used solely for
intercompany transfers. Alternatively, it may be possible to use unique shipping containers for
intercompany sales or to specifically mark the containers in some way to identify the
intercompany shipments at the time of receipt. The purchaser might then use a different type of
inventory tag or mark these units in some way when the product is received and placed in
inventory. Inventory count teams could then easily identify the product when inventories are
taken.
c. A number of factors might be considered. The most important inventory system is the one
used by the company making the intercompany purchase. When intercompany inventory
purchases are bunched at the end of the year, the amount of unrealized profit included in ending
inventory may be quite different under FIFO versus LIFO. If intercompany purchases are placed
in a LIFO inventory base, inventories may be misstated for a period of years before the
inventory is resold. Eliminating entries must be made each of the years until resale to avoid a
misstatement of assets and equities. In those cases where the intercompany purchases are in
high volume and the inventory turns over very quickly, a small amount of inventory left at the
end of the period may be immaterial and of little concern. Typically, a parent will align inventory
costing methods subsequent to a subsidiary acquisition to avoid problems caused by
differences in accounting for the same items or types of items.
d. It may be necessary to start by looking at intercorporate cash receipts and disbursements to
determine the extent of intercorporate sales. One or more months might be selected and all
vouchers examined to establish the level of intercorporate sales and the profit margins recorded
on the sales. For those products sold throughout the year, it may be possible to estimate for the
year as a whole based on an examination of several months. Once total intercompany sales
and profit margins have been estimated, the amount of unrealized profit at year end should be
estimated. One approach would be to take a physical inventory of the specific product types
which have been identified and attempt to trace back using the product identification numbers or
shipping numbers to determine what portion of the inventory on hand was purchased from
affiliates.
6-7
6-8
SOLUTIONS TO EXERCISES
E6-1 Multiple-Choice Questions on Intercompany Inventory Transfers
[AICPA Adapted]
1.
2.
3.
4.
5.
6.
6-9
$48,000
x
0.25
$320,000
(12,000)
$308,000
$235,000
250,000
$485,000
(15,000)
$470,000
$ 800,000
700,000
$1,500,000
(200,000)
(240,000)
$1,060,000
Note:
2.
$32,000
3.
$6,000
4.
$9,000
$12,000
(3,000)
$ 9,000
5.
6.
2.
3.
6-10
$39,000
(10,400)
$28,600
2.
$120,000
(45,000)
$ 75,000
x
0.80
$ 60,000
3.
Consolidated sales
Cost of goods sold
Consolidated net income
Income to Dressers noncontrolling
interest:
Sales
Reported cost of sales
Report income
Portion realized
Realized net income
Portion to Noncontrolling
Interest
Income to noncontrolling
Interest
Income to controlling interest
$140,000
(60,000)
$ 80,000
4.
$120,000
(75,000)
$ 45,000
x
0.80
$ 36,000
x
0.30
(10,800)
$ 69,200
$ 24,000
(9,000)
$ 15,000
2.
3.
6-11
$67,000
(20,000)
$47,000
b.
c.
Inventory
Cash (Accounts Payable)
960,000
(2)
750,000
(3)
600,000
960,000
750,000
600,000
Inventory
Cash (Accounts Payable)
750,000
(2)
1,125,000
(3)
750,000
750,000
1,125,000
750,000
Eliminating entry:
Sales
Cost of Goods Sold
750,000
6-12
750,000
b.
c.
Inventory
Cash (Accounts Payable)
960,000
(2)
750,000
(3)
600,000
960,000
750,000
600,000
Inventory
Cash (Accounts Payable)
750,000
(2)
810,000
(3)
540,000
750,000
810,000
540,000
Eliminating entry:
Sales
Cost of Goods Sold
Inventory
750,000
Calculations
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-Sold +
750,000
540,000
600,000
432,000
150,000
108,000
20%
6-13
Ending
Inventory
210,000
168,000
42,000
708,000
42,000
Karlow Corporation reported cost of goods sold of $820,000 ($82 x 10,000 desks)
and Draw Company reported cost of goods sold of $658,000 ($94 x 7,000 desks).
b.
Cost of goods sold for the consolidated entity is $574,000 ($82 x 7,000 desks).
c.
Eliminating entry:
Sales
Cost of Goods Sold
Inventory
940,000
904,000
36,000
Calculations
Sales
COGS
Gross Profit
Gross Profit %
d.
Total
= Re-sold +
940,000
658,000
820,000
574,000
120,000
84,000
12.77%
Eliminating entry:
Investment in Draw Company
Cost of Goods Sold
e.
Ending
Inventory
282,000
246,000
36,000
36,000
36,000
Eliminating entry:
Investment in Draw Company
NCI in NA of Draw Company
Cost of Goods Sold
21,600
14,400
6-14
36,000
b.
9.00
(3.00)
$
6.00
x 80,000
$480,000
900,000
840,000
60,000
Calculations
Sales
COGS
Gross Profit
Gross Profit
%
Total
900,000
600,000
300,000
Re-sold +
720,000
480,000
240,000
Ending
Inventory
180,000
120,000
60,000
33.33%
$ 600,000
720,000
$1,320,000
(480,000)
$ 840,000
$400,000
150,000
$550,000
(60,000)
$490,000
6-15
(36,000)
$454,000
$150,000
(60,000)
$ 90,000
x
0.60
$400,000
54,000
$454,000
$
6.00
x 20,000
$120,000
b.
Investment in Farmco
NCI in NA of Farmco
Cost of Goods Sold
$60,000 = 20,000 bags x $3.00
c.
36,000
24,000
$250,000
60,000
$310,000
x
0.60
6-16
60,000
$300,000
250,000
$550,000
60,000
$610,000
(124,000)
$486,000
$300,000
186,000
$486,000
Sales
COGS
Gross Profit
Gross Profit %
Total
=
30,000
20,000
10,000
33.33%
Re-sold
24,000
16,000
8,000
Ending
Inventory
6,000
4,000
2,000
Sales
COGS
Gross Profit
Gross Profit %
Total
=
80,000
50,000
30,000
37.50%
Re-sold
60,000
37,500
22,500
Ending
Inventory
20,000
12,500
7,500
6-17
$ 30,000
80,000
$400,000
200,000
$600,000
(110,000)
$490,000
E6-11 (continued)
b.
$250,000
120,000
$370,000
(100,500)
$269,500
c.
d.
$ 20,000
24,000
$ 44,000
$ 50,000
60,000
$110,000
(16,000)
(37,500)
6-18
$ 28,000
72,500
$100,500
$ 45,000
(7,500)
$ 37,500
x
0.40
$ 15,000
$100,500
(20,500)
$ 80,000
45,000
$125,000
$ 2,000
7,500
15,000
(24,500)
$ 100,500
400,000
Cash
Sales
Sale of inventory to Gord Corporation.
300,000
400,000
400,000
300,000
400,000
300,000
Cash
Sales
Sale of inventory to nonaffiliates.
360,000
180,000
b.
c.
6-19
$ 80,000
40,000
300,000
360,000
180,000
$230,000
120,000
$350,000
(30,000)
$320,000
E6-12 (continued)
d.
300,000
40,000
340,000
$400,000
180,000
$580,000
(240,000)
$340,000
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
300,000
180,000
400,000
240,000
(100,000)
(60,000)
-33.33%
6-20
Ending
Inventory
120,000
160,000
(40,000)
Total
= Re-sold
180,000
135,000
120,000
90,000
60,000
45,000
33.33%
Ending
Inventory
45,000
30,000
15,000
Total
135,000
90,000
45,000
33.33%
Re-sold
105,000
70,000
35,000
Ending
Inventory
30,000
20,000
10,000
20X5 Downstream
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
280,000
170,000
140,000
85,000
140,000
85,000
50.00%
Ending
Inventory
110,000
55,000
55,000
125,000
10,000
225,000
55,000
6-21
6-22
15,000
E6-13 (continued)
a.
$160,000
90,000
$250,000
(15,000)
$235,000
c.
$ 30,000
$110,000
(10,000)
55,000
$75,000
d.
(55,000)
$20,000
$ 30,000
70,000
85,000
$185,000
6-23
$220,000
85,000
$305,000
15,000
(10,000)
(55,000)
(27,000)
$228,000
49,000
28,000
NCI
30%
103,200
21,000
(4,200)
120,000
Doorst
Corp.
70%
240,800
49,000
(9,800)
Common
Stock
150,000
280,000
150,000
Reversal/Deferred GP Calculations:
Downstream Deferred GP
Total
(10,000)
Upstream Deferred GP
Total
(40,000)
(50,000)
Doorst
Corp.'s
share
(10,000)
(28,000)
(38,000)
6-24
NCI's share
0
(12,000
)
(12,000)
Retained
Earnings
194,000
70,000
(14,000)
250,000
E6-14 (continued)
Basic elimination entry
Common stock
Retained earnings
Income from Hingle Co.
NCI in NI of Hingle Co.
Dividends declared
Investment in Hingle Co.
NCI in NA of Hingle Co.
150,000
194,000
11,000
9,000
14,000
242,000
108,000
Sales
COGS
60,000
45,000
15,000
Gross Profit
40,000
30,000
10,000
Gross Profit %
Re-sold
75,000
Ending
Inventory
25,000
Total
100,000
40.00%
Sales
COGS
173,684
118,684
55,000
Gross Profit
126,316
86,316
40,000
Gross Profit %
Acquisition Price
70% Net Income
Ending Balance
Re-sold
205,000
Ending
Inventory
95,000
Total
300,000
42.11%
Investment in
Hingle Co.
240,800
49,000
9,800
38,000
242,000
242,000
Income from
Hingle Co.
70% Dividends
Deferred GP
38,000
Basic
11,000
49,000
11,000
Ending Balance
6-25
Hingle
Co.
Balance Sheet
Cash and Receivables
Inventory
Buildings & Equipment (net)
Investment in Hingle Co.
Total Assets
98,000
150,000
310,000
242,000
800,000
40,000
100,000
280,000
Accounts Payable
Common Stock
Retained Earnings
70,000
200,000
530,000
20,000
150,000
250,000
800,000
420,000
420,000
6-26
DR
CR
50,000
0
150,000
194,000
11,000
9,000
400,000
764,000
242,000
292,000
14,000
350,000
108,000
472,000
Consolidate
d
138,000
200,000
590,000
0
928,000
90,000
200,000
530,000
108,000
928,000
150,000
100,000
150,000
100,000
150,000
Cash
Sales
Sale of inventory to Torkel Company.
150,000
150,000
150,000
150,000
150,000
150,000
Cash
Sales
Sale of inventory to nonaffiliates.
120,000
90,000
b.
c.
6-27
150,000
120,000
90,000
E6-15* (continued)
d.
300,000
280,000
20,000
$100,000
150,000
90,000
$340,000
(60,000)
$280,000
$60,000
(40,000)
$20,000
6-28
Inventory
Cash (Accounts Payable)
Record purchases from nonaffiliate.
150,000
(2)
60,000
(3)
40,000
150,000
60,000
40,000
b.
(1)
Inventory
Cash (Accounts Payable)
Record purchases from Spice Company.
60,000
(2)
90,000
(3)
45,000
(4)
60,000
90,000
45,000
Eliminating entry:
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
60,000
45,000
40,000
30,000
20,000
15,000
33.33%
Ending
Inventory
15,000
10,000
5,000
Sales
Cost of Goods Sold
Inventory
Eliminate intercompany sale of inventory.
6-29
60,000
55,000
5,000
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
180,000
170,000
120,000
113,333
60,000
56,667
33.33%
Ending
Inventory
30,000
20,000
10,000
20X9 Sale:
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
240,000
170,000
160,000
113,333
80,000
56,667
33.33%
Ending
Inventory
150,000
100,000
50,000
6-30
7,500
2,500
240,000
20X8
$350,000
(10,000)
$340,000
x
0.25
$ 85,000
10,000
190,000
50,000
20X9
$420,000
10,000
(50,000)
$380,000
x
0.25
$ 95,000
SOLUTIONS TO PROBLEMS
P6-18 Consolidated Income Statement Data
a.
b.
c.
Investment in Bitner
NCI in NA of Bitner
Cost of Goods Sold
Eliminate beginning inventory profit.
Sales
Cost of Goods Sold
Inventory
Eliminate intercompany sale of inventory.
d.
6-31
15,000
10,000
180,000
25,000
165,000
15,000
$ 90,000
25,000
(15,000)
$100,000
x
0.40
$ 40,000
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
200,000
130,000
160,000
104,000
40,000
26,000
20.00%
Ending
Inventory
70,000
56,000
14,000
20X3
Sales
COGS
Gross Profit
Gross Profit %
Total
=
175,000
140,000
35,000
20.00%
Re-sold
70,000
56,000
14,000
Ending
Inventory
105,000
84,000
21,000
20X4
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
225,000
105,000
180,000
84,000
45,000
21,000
20.00%
20X2
20X3
20X4
$150,000
100,000
$250,000
$240,000
90,000
$330,000
$300,000
160,000
$460,000
(14,000)
14,000
$236,000
(34,400)
$201,600
6-32
Ending
Inventory
120,000
96,000
24,000
(21,000)
21,000
$323,000
(24,000)
$457,000
(33,200)
$289,800
(62,800)
$394,200
$118,000
65,000
$183,000
25,000
40,000
(14,000)
(55,000)
Add:
(3,000)
$176,000
(14,100)
$161,900
b.
0.70
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
140,000
98,000
100,000
70,000
40,000
28,000
28.57%
Accounts Payable
Accounts Receivable
Eliminate intercompany receivable/payable.
Sales
Cost of Goods Sold
Inventory
Eliminate intercompany sale of inventory.
6-33
Ending
Inventory
42,000
30,000
12,000
80,000
140,000
80,000
128,000
12,000
b.
$ 680,000
(400,000)
(240,000)
$ 40,000
c.
$ 60,000
30,000
$ 90,000
40,000
$130,000
x
0.75
$ 97,500
e.
30,000
$320,000
d.
$180,000
110,000
$ 60,000
112,000
$172,000
x
0.75
$129,000
7,500
(3,000)
$133,500
6-34
$420,000
260,000
$680,000
(650,000)
$ 30,000
P6-22 (continued)
f.
g.
h.
$125,000
90,000
$215,000
(211,000)
$ 4,000
30,000
i.
26,000
4,000
$310,000
170,000
(26,000)
$454,000
(445,000)
$ 9,000
6-35
$145,000
(55,000)
$ 90,000
$ 86,000
20,000
$106,000
(89,000)
17,000
$107,000
32,000
32,000
12,000
NCI
20%
62,000
8,000
70,000
Clean Air
80%
248,000
32,000
280,000
Common
Stock
90,000
Retained
Earnings
220,000
40,000
90,000
260,000
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
0
20,000
0
(15,000)
5,000
Clean
Air's
share
0
16,000
0
(12,000)
4,000
90,000
220,000
36,000
9,000
4,000
(3,000)
1,000
284,000
71,000
6-36
NCI's share
P6-23 (continued)
20X7 Upstream Transactions
20X8
Beg.
Inventory
Sales
60,000
COGS
Gross Profit
Gross Profit %
40,000
20,000
33.33%
Sales
COGS
100,000
70,000
30,000
50,000
33.33%
35,000
15,000
Gross Profit
Gross Profit %
Re-sold
105,000
15,000
6-37
Ending
Inventory
45,000
Total
150,000
P6-23 (continued)
b.
c.
$ 45,000
40,000
$ 85,000
20,000
(15,000)
$ 90,000
(9,000)
$ 81,000
6-38
$ 90,000
260,000
(15,000)
$335,000
x
0.20
$ 67,000
b.
c.
$80,000
$37,500
$20,000
(4,000)
$ 76,000
2,000
(1,500)
38,000
3,000
(6,000)
17,000
$131,000
$ 7,000
(4,000)
$ 3,000
$12,000
(1,500)
10,500
$15,000
(6,000)
9,000
$22,500
$38,000
$17,000
6-39
0.30
0.10
$11,400
1,700
$13,100
P6-25
Total
108,000
90,000
18,000
16.67%
Re-sold
60,000
50,000
10,000
Re-sold
27,000
18,000
9,000
Re-sold
24,000
20,000
4,000
Re-sold
6,000
4,000
2,000
Ending
Inventory
48,000
40,000
8,000
Total
45,000
30,000
15,000
33.33%
Ending
Inventory
18,000
12,000
6,000
Total
36,000
30,000
6,000
16.67%
Ending
Inventory
12,000
10,000
2,000
Beg. Balance
90% Net Income
20X4 Reversal
Ending Balance
Reversal
Total
48,000
32,000
16,000
33.33%
Investment in
Tall Corp.
1,246,600
81,000
54,000
18,000
13,400
1,290,400
13,400
14,600
1,285,800
18,000
Ending
Inventory
42,000
28,000
14,000
Income from
Tall Corp.
90% Dividends
90% of OCI
Gain
Deferred GP
Basic
OCI Entry
14,600
81,000
13,400
79,800
20X4 Reversal
Ending Balance
79,800
0
6-40
P6-25 (continued)
a.
b.
c.
$1,246,600
81,000
18,000
(54,000)
8,000
5,400
(2,000)
(12,600)
$1,290,400
$90,000
x 0.90
81,000
8,000
5,400
(2,000)
(12,600)
$79,800
6-41
$90,000
6,000
(14,000)
$82,000
x 0.10
$ 8,200
P6-25 (continued)
d.
e.
f.
$1,400,000
90,000
(60,000)
$1,430,000
(14,000)
20,000
$1,436,000
x
0.10
$ 143,600
$120,000
(14,000)
$100,000
(2,000)
98,000
$204,000
g.
$106,000
$240,000
90,000
$330,000
14,000
(16,000)
$328,000
NCI
10%
140,000
9,000
(6,000)
143,000
Priority
Corp.
90%
1,260,000
81,000
(54,000)
1,287,000
Comm.
Stock
400,000
400,000
6-42
Add.
Paid-In
Capital
200,000
200,000
Retained
Earnings
790,000
90,000
(60,000)
820,000
Acc.
OCI
10,000
10,000
6-43
P6-25 (continued)
Reversal/Deferred GP Calculations:
Total
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
8,000
6,000
(2,000)
(14,000)
(2,000)
Priority
Corp.'s
share
8,000
5,400
(2,000)
(12,600)
(1,200)
NCI's
share
600
(1,400)
(800)
400,000
200,000
790,000
10,000
79,800
8,200
1,285,800
142,200
18,000
2,000
18,000
2,000
13,400
600
14,000
6-44
Sales
COGS
Gross Profit
Gross Profit %
Ending
Inventory,
20X5
60,000
40,000
20,000
20X5 Upstream
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
100,000
30,000
70,000
21,000
30,000
9,000
30.00%
Sales
COGS
Gross Profit
Gross Profit %
Beg
Inventory,
20X6
= Re-sold +
70,000
50,000
49,000
35,000
21,000
15,000
30.00%
Ending
Inventory,
20X5
70,000
49,000
21,000
Ending
Inventory,
20X6
20,000
14,000
6,000
20X6 Downstream
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
60,000
54,000
40,000
36,000
20,000
18,000
33.33%
Ending
Inventory,
20X6
6,000
4,000
2,000
20X6 Upstream
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
240,000
60,000
200,000
50,000
40,000
10,000
16.67%
6-45
Ending
Inventory,
20X6
180,000
150,000
30,000
a.
b.
Eliminating entries:
Investment in Slinky
20,000
Cost of goods sold
Eliminate beginning inventory profit of Proud Company.
20,000
Investment in Slinky
12,600
NCI in NA of Slinky
8,400
Cost of goods sold
Inventory
Eliminate beginning inventory profit of Slinky Company.
15,000
6,000
Sales
60,000
Cost of goods sold
Inventory
Eliminate intercompany sale of inventory by Proud Company.
58,000
2,000
Sales
240,000
Cost of goods sold
Inventory
Eliminate intercompany sale of inventory by Slinky Company.
210,000
30,000
$ 40,000
35,000
36,000
50,000
$161,000
6-46
18,000
Cash
6,000
Investment in Troll Corp.
Record Bell Co.'s 60% share of Troll Corp.'s 20X2 dividend
6,000
6,500
2,040
2,520
b.
Book Value Calculations:
NCI
40%
60,000
12,000
(4,000)
68,000
Bell Co.
60%
90,000
18,000
(6,000)
102,000
Common
Stock
100,000
100,000
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
0
3,400
(6,500)
(4,200)
(7,300)
Bell Co.'s
share
0
2,040
(6,500)
(2,520)
(6,980)
6-47
NCI's share
1,360
(1,680)
(320)
Retained
Earnings
50,000
30,000
(10,000)
70,000
P6-27 (continued)
Basic elimination entry
Common stock
Retained earnings
Income from Troll Corp.
NCI in NI of Troll Corp.
Dividends declared
Investment in Troll Corp.
NCI in NA of Troll Corp.
100,000
50,000
11,020
11,680
10,000
95,020
67,680
Land
18,000
0
18,000
10,800
7,200
2,040
1,360
3,400
6-48
P6-27 (continued)
20X2 Downstream
Transactions
Total
28,000
Sales
Re-sold
15,000
Ending
Inventory
13,000
COGS
14,000
7,500
6,500
Gross Profit
Gross Profit %
14,000
50.00%
7,500
6,500
Sales
Re-sold
34,000
Ending
Inventory
8,500
COGS
25,500
20,400
5,100
Gross Profit
Gross Profit %
17,000
40.00%
13,600
3,400
Sales
Re-sold
24,500
Ending
Inventory
10,500
COGS
21,000
14,700
6,300
Gross Profit
Gross Profit %
14,000
40.00%
9,800
4,200
Investment in
Troll Corp.
Beginning
Balance
60% Net Income
20X1 Reversal
Ending Balance
Reversal
Income from
Troll Corp.
98,760
18,000
2,040
103,780
2,040
6,000
9,020
60% Dividends
Deferred GP
95,020
10,800
Basic
Excess Reclass.
9,020
18,000
2,040
11,020
20X1 Reversal
Ending Balance
11,020
0
6-49
P6-27 (continued)
c.
Elimination Entries
DR
CR
Bell Co.
Troll
Corp.
200,000
(99,800)
120,000
(61,000)
(25,000)
(6,000)
11,020
80,220
(15,000)
(14,000)
30,000
11,020
74,020
11,680
55,700
80,220
30,000
85,700
55,700
80,220
227,960
80,220
(40,000)
268,180
50,000
30,000
(10,000)
70,000
50,000
85,700
55,700
10,000
65,700
227,960
80,220
(40,000)
268,180
69,400
60,000
40,000
520,000
(175,000)
103,780
51,200
55,000
30,000
350,000
(75,000)
Total Assets
618,180
411,200
Accounts Payable
Bonds Payable
Bonds Premium
Common Stock
Retained Earnings
NCI in NA of Troll Corp.
68,800
80,000
1,200
200,000
268,180
41,200
200,000
100,000
70,000
100,000
135,700
1,360
618,180
411,200
237,060
Income Statement
Sales
Less: COGS
Less: Depreciation Expense
Less: Interest Expense
Income from Troll Corp.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net
Income
Statement of Retained Earnings
Beginning Balance
Net Income
Less: Dividends Declared
Ending Balance
Balance Sheet
Cash and Accounts Receivable
Inventory
Land
Buildings & Equipment
Less: Accumulated Depreciation
Investment in Troll Corp.
6-50
63,000
52,300
3,400
135,700
10,700
18,000
45,000
45,000
2,040
65,040
95,020
10,800
161,520
65,700
67,680
7,200
140,580
Consolidated
257,000
(105,100)
(40,000)
(20,000)
0
91,900
(11,680)
120,600
104,300
88,000
825,000
(205,000)
0
932,900
110,000
280,000
1,200
200,000
268,180
73,520
932,900
14,000
14,000
3,500
15,000
15,000
21,000
17,500
120,000
6,000
(1,500)
124,500
Crow
Corp.
70%
280,000
14,000
(3,500)
290,500
6-51
Common
Stock
150,000
150,000
Retained
Earnings
250,000
20,000
(5,000)
265,000
P6-28 (continued)
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
15,000
30,000
(8,000)
(25,000)
12,000
Crow
Corp.'s
share
15,000
21,000
(8,000)
(17,500)
10,500
NCI's share
150,000
250,000
24,500
7,500
5,000
301,000
126,000
Land
14,000
0
14,000
25,200
10,800
45,000
36,000
9,000
6-52
9,000
(7,500)
1,500
Goodwill
22,000
0
22,000
P6-28 (continued)
20X9 Downstream Transactions
Total
90,000
Sales
Re-sold
70,000
Ending
Inventory
20,000
COGS
54,000
42,000
12,000
Gross Profit
Gross Profit %
36,000
40.00%
28,000
8,000
Sales
Re-sold
0
Ending
Inventory
62,000
COGS
37,000
37,000
Gross Profit
Gross Profit %
25,000
40.32%
25,000
Investment in
West Co.
Beginning
Balance
70% Net Income
20X8 Reversal
Ending Balance
Reversal
Income from
West Co.
269,200
14,000
36,000
290,200
36,000
3,500
25,500
70% Dividends
Deferred GP
301,000
25,200
Basic
Excess Reclass.
25,500
14,000
36,000
24,500
20X8 Reversal
Ending Balance
24,500
0
6-53
West Co.
300,000
(200,000)
200,000
(150,000)
(40,000)
24,500
84,500
(30,000)
84,500
20,000
532,000
84,500
(35,000)
581,500
250,000
20,000
(5,000)
265,000
Balance Sheet
Cash and Receivable
Inventory
Land, Buildings, and Equipment (net)
Investment in West Co.
81,300
200,000
270,000
290,200
85,000
110,000
250,000
Goodwill
Total Assets
841,500
445,000
Accounts Payable
Common Stock
Retained Earnings
NCI in NA of West Co.
60,000
200,000
581,500
30,000
150,000
265,000
841,500
445,000
Income Statement
Sales
Less: COGS
Less: Depreciation Expense
Income from West Co.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net Income
c.
20,000
6-54
Elimination Entries
DR
CR
152,000
119,000
45,000
24,500
176,500
7,500
184,000
250,000
184,000
434,000
22,000
72,000
150,000
434,000
9,000
593,000
348,000
(186,000)
164,000
(70,000)
0
92,000
(7,500)
84,500
164,000
5,000
169,000
532,000
84,500
(35,000)
581,500
164,000
33,000
14,000
36,000
Consolidated
301,000
25,200
359,200
169,000
126,000
10,800
305,800
166,300
277,000
534,000
0
22,000
999,300
90,000
200,000
581,500
127,800
999,300
$581,500
265,000
(250,000)
(184,000)
164,000
5,000
$581,500
b.
Bunker
Corp.
$660,000
(140,000)
$520,000
Harrison
Co.
$510,000
(240,000)
$270,000
$660,000
1.4
$471,429
$510,000
1.2
$425,000
(128,000)
$343,429
(232,000)
$193,000
Consolidated
$790,000
$536,429
Downstream:
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
140,000
98,000
100,000
70,000
40,000
28,000
28.57%
Ending
Inventory
42,000
30,000
12,000
Upstream:
Sales
COGS
Gross Profit
Gross Profit %
Total
= Re-sold +
240,000
192,000
200,000
160,000
40,000
32,000
16.67%
Ending
Inventory
48,000
40,000
8,000
Eliminating entries:
Sales
Cost of Goods Sold
Inventory
Elimination of sales by Bunker to Harrison:
140,000
Sales
Cost of Goods Sold
Inventory
Elimination of sales by Harrison to Bunker:
240,000
6-55
128,000
12,000
232,000
8,000
P6-29 (continued)
c.
$70,000
20,000
$90,000
(12,000)
(8,000)
$70,000
(2,400)
$67,600
$48,000
(8,000)
$42,000
(12,000)
6-56
$40,000
30,000
$70,000
17,500
Cash
10,500
Investment in Bock Co.
Record Pine Corp.'s 70% share of Bock Co.'s 20X3 dividend
10,500
6,300
6,300
Pine Corp.
70%
91,000
17,500
(10,500)
98,000
5,600
Common
Stock
70,000
70,000
Retained
Earnings
60,000
25,000
(15,000)
70,000
Reversal/Deferred GP Calculations:
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
9,000
(3,800)
(8,000)
(2,800)
Pine
Corp.'s
share
6,300
(3,800)
(5,600)
(3,100)
6-57
NCI's share
2,700
(2,400)
300
P6-30 (continued)
Basic elimination entry
Common stock
Retained earnings
Income from Bock Co.
NCI in NI of Bock Co.
Dividends declared
Investment in Bock Co.
NCI in NA of Bock Co.
70,000
60,000
14,400
7,800
15,000
94,900
42,300
Buildings and
Equipment
20,000
20,000
6,300
2,700
4,000
25,900
11,100
6,300
2,700
9,000
6-58
Patents
28,000
(7,000)
21,000
Acc.
Depr.
(2,000)
(2,000)
(4,000)
P6-30 (continued)
Deferral of this year's unrealized profits on inventory transfers
Investment in Bock Co.
4,900
NCI in NA of Bock Co.
2,100
Inventory
7,000
Deferral of this year's unrealized profits on inventory transfers
Sales
120,000
Cost of Goods Sold
108,200
Inventory
11,800
20X3 Downstream Transactions:
Ending
Total
=
Re-sold
+ Inventory
Investment in
Income
from
Sales
22,400
Bock Co. 30,000
Bock Co.7,600
COGS 112,000
15,000
11,200
3,800
Beg. Balance
70% Net Income
17,500
17,500
Gross Profit
15,000
11,200
3,800 70% Net Income
10,500
70%
Dividends
Gross Profit %
50.00%
6,300
Excess Val. Amort. 6,300
20X2 Reversal 6,300
9,400
Deferred GP
9,400
6,300
20X2 Reversal
Ending Balance
109,600 Transactions:
8,100
Ending Balance
20X2 Upstream
Reversal 6,300
94,900
Basic
14,400 Ending
20X2 Deferred
4,900
25,900 Inventory,
Excess Reclass.
6,300
Ending
Re-sold,
Inventory,
GP
20X2
=
20X3
+
20X3
0
0
Sales
48,000
27,000
21,000
COGS
Gross Profit
Gross Profit %
32,000
18,000
14,000
16,000
33.33%
9,000
7,000
Total
90,000
60,000
30,000
33.33%
Re-sold
66,000
44,000
22,000
6-59
Ending
Inventory
24,000
16,000
8,000
Pine
Corp.
Bock
Co.
260,000
13,600
(186,000)
125,000
(79,800)
(20,000)
(16,000)
(15,000)
(5,200)
8,100
59,700
25,000
59,700
25,000
127,900
59,700
(30,000)
157,600
60,000
25,000
(15,000)
70,000
Balance Sheet
Cash and Accounts Receivable
Inventory
15,400
165,000
21,600
35,000
Land
Buildings & Equipment
Less: Accumulated Depreciation
Investment in Bock Co.
80,000
340,000
(140,000)
109,600
40,000
260,000
(80,000)
570,000
276,600
Accounts Payable
Bonds Payable
Bonds Premium
Common Stock
Retained Earnings
NCI in NA of Bock Co.
92,400
200,000
120,000
157,600
35,000
100,000
1,600
70,000
70,000
570,000
276,600
Patents
Total Assets
6-60
Elimination Entries
DR
CR
120,000
108,200
9,000
2,000
7,000
14,400
143,400
7,800
151,200
60,000
151,200
211,200
70,000
211,200
2,700
2,100
286,000
265,000
13,600
(148,600)
6,300
123,500
2,700
126,200
(37,000)
(21,200)
(7,000)
0
64,800
(5,100)
59,700
126,200
15,000
141,200
127,900
59,700
(30,000)
157,600
11,800
7,000
20,000
50,000
6,300
4,900
21,000
102,200
Consolidated
50,000
4,000
94,900
25,900
193,600
141,200
42,300
11,100
194,600
37,000
181,200
120,000
570,000
(174,000)
0
21,000
755,200
127,400
300,000
1,600
120,000
157,600
48,600
755,200
P7-30 (continued)
Note: Financial statements are not required.
Pine Corporation and Subsidiary
Consolidated Balance Sheet
December 31, 20X3
Cash and Accounts Receivable
Inventory
Land
Buildings and Equipment
Less: Accumulated Depreciation
Patent
Total Assets
$570,000
(174,000)
Accounts Payable
Bonds Payable
Bond Premium
Stockholders Equity:
Controlling Interest:
Common Stock
Retained Earnings
Total Controlling Interest
Noncontrolling Interest
Total Stockholders Equity
Total Liabilities and Stockholders' Equity
$300,000
1,600
$120,000
157,600
$277,600
48,600
$ 37,000
181,200
120,000
396,000
21,000
$755,200
$127,400
301,600
326,200
$755,200
$148,600
37,000
21,200
7,000
$265,000
13,600
$278,600
(213,800)
$ 64,800
(5,100)
$ 59,700
$127,900
59,700
$187,600
(30,000)
$157,600
6-61
21,000
Cash
12,000
Investment in Concerto Co.
Record Bower Corp.'s 60% share of Concerto Co.'s 20X6 dividend
12,000
6,000
6,000
4,000
2,000
4,800
5,400
NCI
40%
80,000
14,000
(8,000)
86,000
Bower
Corp.
60%
120,000
21,000
(12,000)
129,000
6-62
Common
Stock
50,000
50,000
Retained
Earnings
150,000
35,000
(20,000)
165,000
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Basic elimination entry
Common stock
Retained earnings
Income from Concerto Co.
NCI in NI of Concerto Co.
Dividends declared
Investment in Concerto Co.
NCI in NA of Concerto Co.
Total
4,000
8,000
(2,000)
(9,000)
1,000
Bower
Corp.'s
share
4,000
4,800
(2,000)
(5,400)
1,400
NCI's share
3,200
(3,600)
(400)
50,000
150,000
22,400
13,600
20,000
130,400
85,600
Goodwill
40,000
(10,000)
30,000
6,000
4,000
18,000
12,000
6-63
25,000
P6-31 (continued)
Reversal of last year's deferral:
Investment in Concerto Co.
NCI in NA of Concerto Co.
Cost of Goods Sold
8,800
3,200
12,000
Sales
COGS
Gross Profit
Gross Profit %
Ending Inv.,
20X5
14,000
10,000
4,000
28.57%
Total
22,000
15,714
6,286
28.57%
Re-sold
15,000
10,714
4,286
Re-sold
36,000
30,000
6,000
Ending
Inventory
7,000
5,000
2,000
Sales
COGS
Gross Profit
Gross Profit %
Ending Inv.,
20X5
48,000
40,000
8,000
16.67%
Total
90,000
75,000
15,000
16.67%
Investment in
Concerto Co.
Ending
Inventory
54,000
45,000
9,000
Income from
Concerto Co.
6-64
20X5 Reversal
Ending Balance
Reversal
135,200
21,000
8,800
139,600
8,800
12,000
6,000
7,400
60% Dividends
Excess Val. Amort.
Deferred GP
6,000
7,400
130,400
Basic
22,400
18,000
Excess Reclass.
21,000
8,800
16,400
20X5 Reversal
Ending Balance
6,000
0
b.
Income Statement
Sales
Less: COGS
Less: Depreciation & Amort. Expense
Less: Other Expenses
Less: Goodwill Impairment Loss
Income from Concerto Co.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net Income
Bower
Corp.
Concerto
Co.
400,000
(280,000)
200,000
(120,000)
(25,000)
(35,000)
(15,000)
(30,000)
16,400
76,400
35,000
76,400
35,000
285,000
76,400
(50,000)
311,400
150,000
35,000
(20,000)
165,000
26,800
80,000
120,000
70,000
340,000
(165,000)
139,600
35,000
40,000
90,000
20,000
200,000
(85,000)
611,400
300,000
Accounts Payable
Bonds Payable
Common Stock
Retained Earnings
NCI in NA of Concerto Co.
80,000
120,000
100,000
311,400
15,000
70,000
50,000
165,000
611,400
300,000
6-65
Elimination Entries
DR
CR
112,000
12,000
101,000
10,000
22,400
144,400
13,600
158,000
150,000
158,000
308,000
6,000
119,000
4,000
123,000
123,000
20,000
143,000
285,000
76,400
(50,000)
311,400
25,000
30,000
63,800
50,000
308,000
3,200
361,200
488,000
(287,000)
(40,000)
(65,000)
(10,000)
0
86,000
(9,600)
76,400
11,000
25,000
8,800
Consolidated
130,400
18,000
184,400
143,000
85,600
12,000
240,600
61,800
120,000
199,000
90,000
515,000
(225,000)
0
30,000
790,800
95,000
190,000
100,000
311,400
94,400
790,800
b.
(15,000)
$18,000
20,000
$38,000
(12,000)
(26,000)
$822,000
c.
$593,000
270,000
$137,000
130,000
$267,000
(4,000)
$263,000
6-66
$70,000
15,000
(4,000)
$81,000
x 0.10
$ 8,100
P6-32 (continued)
d.
e.
$ 50,000
165,000
70,000
(20,000)
$265,000
(4,000)
$261,000
x
0.10
$ 26,100
f.
$235,000
180,900
(40,000)
$375,900
Eliminating entries:
NCI
10%
21,500
7,000
(2,000)
+ Foster Co.
90%
193,500
63,000
(18,000)
26,500
238,500
Comm
on
Stock
50,000
50,000
6-67
Retained
Earnings
165,000
70,000
(20,000)
215,000
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
0
15,000
0
(4,000)
11,000
Foster
Co.'s
share
0
13,500
0
(3,600)
9,900
NCI's share
50,000
165,000
72,900
8,100
20,000
248,400
27,600
1,500
(400)
1,100
13,500
1,500
15,000
Sales
COGS
Gross Profit
Gross Profit %
Ending
Inventory
75,000
60,000
15,000
20.00%
Total
30,000
20,000
10,000
33.33%
6-68
Re-sold
18,000
12,000
6,000
Ending
Inventory
12,000
8,000
4,000
Beg. Balance
90% Net Income
20X8 Reversal
Ending Balance
Reversal
Investment in
Block Corp.
180,000
63,000
18,000
13,500
3,600
234,900
13,500
248,400
0
Income from
Block Corp.
90% Dividends
Deferred GP
3,600
Basic
72,900
63,000
13,500
72,900
20X8 Reversal
Ending Balance
g.
Income Statement
Sales
Other Income
Less: COGS
Less: Depreciation Expense
Less: Other Expenses
Income from Block Corp.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net
Income
Statement of Retained Earnings
Beginning Balance
Net Income
Less: Dividends Declared
Ending Balance
Balance Sheet
Cash
Accounts Receivable
Other Receivables
Inventory
Land
Buildings & Equipment
Less: Accumulated Depreciation
Investment in Block Corp.
Total Assets
Accounts Payable
Other Payables
Bonds Payable
Bond Premium
Common Stock
Additional Paid-in Capital
Retained Earnings
NCI in NA of Block Corp.
Total Liabilities & Equity
Elimination Entries
DR
CR
Foster
Co.
Block
Corp.
815,000
26,000
(593,000)
415,000
15,000
(270,000)
(45,000)
(95,000)
72,900
180,900
(15,000)
(75,000)
70,000
72,900
102,900
8,100
41,000
180,900
70,000
111,000
41,000
180,900
235,000
180,900
(40,000)
375,900
165,000
70,000
(20,000)
215,000
165,000
111,000
41,000
20,000
61,000
235,000
180,900
(40,000)
375,900
187,000
80,000
40,000
137,000
80,000
500,000
(155,000)
234,900
1,103,900
57,400
90,000
10,000
130,000
60,000
250,000
(75,000)
63,000
95,000
250,000
35,000
20,000
200,000
2,400
50,000
210,000
110,000
375,900
522,400
215,000
1,103,900
6-69
522,400
30,000
15,000
26,000
276,000
(60,000)
(170,000)
0
189,000
(8,100)
248,400
252,400
61,000
27,600
88,600
98,000
115,000
450,000
2,400
210,000
110,000
375,900
26,100
1,387,400
50,000
276,000
1,500
327,500
1,200,000
41,000
(822,000)
244,400
170,000
50,000
263,000
140,000
750,000
(230,000)
0
1,387,400
4,000
13,500
13,500
Consolidated
NCI
10%
80,000
10,100
(100)
90,000
Pine Corp.
90%
720,000
90,900
(900)
810,000
Common
Stock
200,000
Retained
Earnings
600,000
101,000
(1,000)
700,000
200,000
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
0
0
-3,000
0
(3,000)
Pine
Corp.'s
share
0
0
-3,000
0
(3,000)
NCI's share
200,000
600,000
87,900
10,100
6-70
0
0
1,000
807,000
90,000
Goodwill
500,000
0
500,000
450,000
50,000
900
900
Accounts Payable
Accounts Receivable
90,000
90,000
Note Payable
Note Receivable
100,000
100,000
Interest Payable
Interest Receivable
5,000
5,000
Sales
COGS
240,000
228,000
12,000
60,000
20.00%
57,000
3,000
Gross Profit
Gross Profit %
Re-sold
285,000
Investment in
Slim Corp.
Acquisition
Price
90% Net Income
Income from
Slim Corp.
1,170,000
90,900
900
3,000
Ending Balance
Ending
Inventory
15,000
Total
300,000
90% Dividends
Deferred GP
Basic
Excess Reclass.
87,900
Ending Balance
3,000
1,257,000
807,000
450,000
90,900
87,900
0
6-71
P6-33 (continued)
Pine
Corp.
Slim
Corp.
Balance Sheet
Cash
AR & Other Receivables
105,000
410,000
15,000
120,000
Merchandise Inventory
Plant & Equipment (net)
Investment in Slim Corp.
920,000
1,000,000
1,257,000
670,000
400,000
Goodwill
Total Assets
3,692,000
1,205,000
140,000
305,000
500,000
3,052,000
200,000
700,000
Common Stock
Retained Earnings
Elimination Entries
DR
CR
900
90,000
100,000
5,000
3,000
807,000
450,000
500,000
500,000
900
90,000
100,000
5,000
200,000
600,000
87,900
10,100
300,000
3,692,000
1,205,000
6-72
1,393,900
1,455,900
Consolidated
120,000
334,100
1,587,000
1,400,000
0
500,000
3,941,100
249,100
1,000
297,000
90,000
50,000
438,000
500,000
3,052,000
140,000
3,941,100
320,000
Cash
Record the initial investment in Sharp Co.
320,000
32,000
32,000
20,000
4,000
4,000
2,000
2,000
6,400
8,000
6-73
6-34 (continued)
b.
Book Value Calculations:
NCI
20%
67,000
8,000
(5,000)
70,000
Randall
Corp.
80%
268,000
32,000
(20,000)
Retained
=
Common
Stock
100,000
280,000
100,000
20,000
Earnings
215,000
40,000
(25,000)
230,000
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred
GP
Upstream Deferred GP
Total
Total
2,000
8,000
(3,000)
(10,000)
(3,000)
Randall
Corp.'s
share
2,000
6,400
(3,000)
(8,000)
(2,600)
NCI's share
1,600
(2,000)
(400)
100,000
20,000
215,000
29,400
7,600
25,000
277,400
69,600
6-74
Buildings &
equipment
50,000
50,000
Acc. Depr.
(15,000)
(5,000)
(20,000)
P6-34 (continued)
Amortized excess value reclassification entry:
Depreciation expense
5,000
Income from Sharp Co.
NCI in NI of Sharp Co.
4,000
1,000
20,000
24,000
6,000
10,000
10,000
40,000
8,400
1,600
10,000
Total
26,000
20,000
6,000
23.08%
Re-sold
17,333
13,333
4,000
Re-sold
Ending
Inventory
8,667
6,667
2,000
Total
12,000
9,000
3,000
25.00%
6-75
0
0
0
Ending
Inventory
12,000
9,000
3,000
P6-34 (continued)
20X6 Upstream Transactions:
Total
60,000
Sales
COGS
Gross Profit
Gross Profit %
Re-sold
36,000
Ending
Inventory
24,000
40,000
24,000
16,000
20,000
33.33%
12,000
8,000
Sales
COGS
Gross Profit
Gross Profit %
Beginning Balance
80% Net Income
Investment in
Sharp Co.
287,600
32,000
20,000
20X6 Reversal
Ending Balance
8,400
293,000
Reversal
8,400
Re-sold
15,000
Ending
Inventory
30,000
30,000
10,000
20,000
15,000
33.33%
5,000
10,000
Income from
Sharp Co.
4,000
11,000
80% Dividends
Excess Val.
Amort.
Deferred GP
4,000
11,000
277,400
Basic
29,400
24,000
Excess Reclass.
6-76
32,000
8,400
25,400
20X6 Reversal
Ending Balance
4,000
0
P6-34 (continued)
Elimination Entries
DR
CR
Randall
Corp.
Sharp
Co.
500,000
20,400
(416,000)
250,000
30,000
(202,000)
57,000
(30,000)
(24,000)
25,400
75,800
(20,000)
(18,000)
5,000
40,000
29,400
91,400
7,600
4,000
58,000
1,000
(55,000)
(42,000)
0
82,400
(6,600)
75,800
40,000
99,000
59,000
75,800
337,500
75,800
(50,000)
363,300
215,000
40,000
(25,000)
230,000
215,000
99,000
59,000
25,000
84,000
337,500
75,800
(50,000)
363,300
130,300
80,000
170,000
600,000
(310,000)
293,000
10,000
70,000
110,000
400,000
(120,000)
Total Assets
963,300
470,000
98,400
Accounts Payable
Bonds Payable
Bond Premium
Common Stock
Additional Paid-in Capital
Retained Earnings
NCI in NA of Sharp Co.
100,000
300,000
10,000
363,300
15,200
100,000
4,800
100,000
20,000
230,000
963,300
470,000
Income Statement
Sales
Other Income
Less: COGS
Less: Depreciation & Amortization Exp.
Less: Other Expenses
Income from Sharp Co.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net
Income
Statement of Retained Earnings
Beginning Balance
Net Income
Less: Dividends Declared
Ending Balance
Balance Sheet
Cash
Accounts Receivable
Inventory
Buildings & Equipment
Less: Accumulated Depreciation
Investment in Sharp Co.
200,000
6-77
10,000
44,000
314,000
50,000
40,000
8,400
100,000
20,000
314,000
1,600
445,600
10,000
13,000
40,000
20,000
277,400
24,000
384,400
84,000
69,600
6,000
159,600
Consolidated
693,000
50,400
(564,000)
140,300
140,000
267,000
1,010,000
(410,000)
0
1,147,300
105,200
400,000
4,800
200,000
0
363,300
74,000
1,147,300
P6-34 (continued)
d.
Cash
Accounts Receivable
Inventory
Total Current Assets
Buildings and Equipment
Less: Accumulated Depreciation
Total Assets
$ 140,300
140,000
267,000
$ 547,300
$1,010,000
(410,000)
Accounts Payable
Bonds Payable
Bond Premium
Stockholders Equity:
Controlling Interest:
Common Stock
Retained Earnings
Total Controlling Interest
Noncontrolling Interest
Total Stockholders Equity
Total Liabilities and Stockholders' Equity
600,000
$1,147,300
$ 105,200
$ 400,000
4,800
404,800
$ 200,000
363,300
$ 563,300
74,000
637,300
$1,147,300
$ 693,000
50,400
$ 743,400
$ 564,000
55,000
42,000
6-78
(661,000)
$ 82,400
(6,600)
$ 75,800
$ 337,500
75,800
$ 413,300
(50,000)
$ 363,300
6-79
750,000
Cash
Record the initial investment in Brey Inc.
750,000
190,000
190,000
40,000
44,000
44,000
18,000
Retained
Fran Corp.
100%
636,000
190,000
(40,000)
786,000
Common
Stock
400,000
400,000
80,000
Reversal/Deferred GP Calculations:
Upstream Deferred GP
Total
Total
(18,000)
(18,000)
Fran Corp.'s
share
(18,000)
(18,000)
6-80
+
Earnings
156,000
190,000
(40,000)
306,000
P6-35 (continued)
Basic elimination entry
Common stock
Additional paid-in capital
Retained earnings
Income from Brey Inc.
Dividends declared
Investment in Brey Inc.
Beginning balance
Changes
Ending balance
Fran Corp.
100%
114,000
(44,000)
70,000
400,000
80,000
156,000
172,000
40,000
768,000
Machinery
54,000
54,000
Acc. Depr.
0
(9,000)
(9,000)
44,000
9,000
70,000
86,000
86,000
6-81
Goodwill
60,000
(35,000)
25,000
P6-35 (continued)
20X9 Upstream Transactions
Total
180,000
Sales
Re-sold
144,000
Ending
Inventory
36,000
COGS
90,000
72,000
18,000
Gross Profit
Gross Profit %
90,000
50.00%
72,000
18,000
Acquisition Price
100% Net Income
Ending Balance
Investment in
Brey Inc.
750,000
190,000
40,000
44,000
18,000
838,000
Income from
Brey Inc.
100% Dividends
Excess Val. Amort.
Deferred GP
768,000
Basic
70,000
Excess Reclass.
6-82
190,000
128,000
Ending Balance
44,000
18,000
172,000
44,000
0
P6-35 (continued)
Note that in the 8th edition, the sale of the warehouse was an intercompany transaction and needed to be
eliminated. We changed the problem in the 9 th edition to assume that the sale was to a non-affiliated third
party. Thus, the gain on the sale of the warehouse is not eliminated in this problem.
Income Statement
Net Sales
Gain on Sale of Warehouse
Less: COGS
Less: Operating Expenses
Less: Goodwill Impairment
Income from Brey Inc.
Net Income
Statement of Retained
Earnings
Beginning Balance
Net Income
Less: Dividends Declared
Ending Balance
Fran Corp.
Brey Inc.
3,800,000
30,000
(2,360,000)
(1,100,000)
1,500,000
(870,000)
(440,000)
128,000
498,000
190,000
440,000
498,000
156,000
190,000
(40,000)
306,000
938,000
Elimination Entries
DR
CR
180,000
156,000
396,000
552,000
Balance Sheet
Cash
Accounts Receivable (net)
Inventories
Land, Plant, and Equipment
Less: Accumulated Depreciation
Investment in Brey Inc.
570,000
860,000
1,060,000
1,320,000
(370,000)
838,000
150,000
350,000
410,000
680,000
(210,000)
Goodwill
Total Assets
4,278,000
1,380,000
25,000
79,000
1,340,000
1,700,000
300,000
938,000
4,278,000
594,000
400,000
80,000
306,000
1,380,000
86,000
400,000
80,000
552,000
1,118,000
6-83
44,000
206,000
5,120,000
30,000
(3,068,000)
(1,549,000)
(35,000)
0
498,000
206,000
40,000
246,000
440,000
498,000
0
938,000
162,000
9,000
35,000
172,000
396,000
Consolidated
86,000
18,000
54,000
9,000
768,000
70,000
720,000
1,124,000
1,452,000
2,054,000
(589,000)
0
951,000
25,000
4,786,000
246,000
246,000
1,848,000
1,700,000
300,000
938,000
4,786,000
Randall Corporation
Debit
Credit
Sharp Company
Debit
Credit
$ 130,300
80,000
170,000
600,000
$ 10,000
70,000
110,000
400,000
304,000
416,000
30,000
24,000
50,000
202,000
20,000
18,000
25,000
$ 310,000
100,000
300,000
200,000
$1,804,300
345,900
500,000
20,400
28,000
$1,804,300
$855,000
b.
Equity Method Entries on Randall Corp.'s Books:
Investment in Sharp Co.
Income from Sharp Co.
32,000
32,000
20,000
4,000
4,000
6-84
$120,000
15,200
100,000
4,800
100,000
20,000
215,000
250,000
30,000
$855,000
P6-36A (continued)
c.
Book Value Calculations:
Retained
NCI
20%
67,000
8,000
(5,000)
70,000
Randall
Corp.
80%
268,000
32,000
(20,000)
280,000
Commo
n
Stock
100,000
100,000
Earning
s
215,000
40,000
(25,000)
20,000
230,000
Reversal/Deferred GP Calculations:
Downstream Reversal
Upstream Reversal
Downstream Deferred GP
Upstream Deferred GP
Total
Total
2,000
8,000
(3,000)
(10,000)
(3,000)
Randall
Corp.'s
share
2,000
6,400
(3,000)
(8,000)
(2,600)
100,000
20,000
215,000
32,000
7,600
6,000
24,000
6-85
NCI's share
1,600
(2,000)
(400)
25,000
280,000
69,600
Buildings &
equipment
50,000
50,000
Acc. Depr.
(15,000)
(5,000)
(20,000)
4,000
1,000
20,000
24,000
6,000
10,000
10,000
40,000
8,400
1,600
10,000
6-86
Randall
Corp.
Sharp
Co.
500,000
20,400
(416,000)
250,000
30,000
(202,000)
57,000
(30,000)
(24,000)
28,000
78,400
(20,000)
(18,000)
5,000
40,000
32,000
94,000
7,600
4,000
58,000
1,000
(55,000)
(42,000)
0
82,400
(6,600)
78,400
40,000
101,600
59,000
75,800
345,900
215,000
Net Income
Less: Dividends Declared
Ending Balance
78,400
(50,000)
374,300
40,000
(25,000)
230,000
215,000
8,400
101,600
130,300
80,000
170,000
600,000
(310,000)
304,000
10,000
70,000
110,000
400,000
(120,000)
50,000
40,000
Total Assets
974,300
470,000
90,000
Accounts Payable
Bonds Payable
Bond Premium
Common Stock
Additional Paid-in Capital
Retained Earnings
NCI in NA of Sharp Co.
100,000
300,000
10,000
374,300
15,200
100,000
4,800
100,000
20,000
230,000
974,300
470,000
Income Statement
Sales
Other Income
Less: COGS
Less: Depreciation & Amortization Exp.
Less: Other Expenses
Income from Sharp Co.
Consolidated Net Income
NCI in Net Income
Controlling Interest in Net
Income
Balance Sheet
Cash
Accounts Receivable
Inventory
Buildings & Equipment
Less: Accumulated Depreciation
Investment in Sharp Co.
200,000
6-87
44,000
10,000
325,000
100,000
20,000
325,000
1,600
456,600
Consolidated
693,000
50,400
(564,000)
337,500
59,000
25,000
84,000
10,000
13,000
40,000
20,000
280,000
24,000
387,000
84,000
69,600
6,000
159,600
75,800
(50,000)
363,300
140,300
140,000
267,000
1,010,000
(410,000)
0
1,147,300
105,200
400,000
4,800
200,000
0
363,300
74,000
1,147,300
20,000
20,000
100,000
20,000
180,000
240,000
60,000
20,000
5,000
25,000
40,000
10,000
15,000
5,000
Accumulated Depreciation
5,000
6-88
8,600
P6-37A (continued)
Eliminate intercompany accounts:
Accounts payable
Accounts receivable
10,000
10,000
40,000
8,400
1,600
10,000
6-89
Randall
Corp.
Sharp
Co.
500,000
20,400
57,000
(416,000)
250,000
30,000
20,000
(202,000)
(30,000)
(24,000)
50,400
(20,000)
(18,000)
60,000
5,000
50,400
Net Income
Less: Dividends Declared
Ending Balance
Income Statement
Sales
Other Income
Dividend Income
Less: COGS
Less: Depreciation & Amortization Exp.
Less: Other Expenses
Consolidated Net Income
NCI in Net Income of Sharp Co.
Controlling Interest in Net
Income
Balance Sheet
Cash
Accounts Receivable
Inventory
Buildings & Equipment
Less: Accumulated Depreciation
20,000
10,000
44,000
82,000
5,000
1,600
54,000
60,000
88,600
54,000
329,900
215,000
50,400
(50,000)
330,300
60,000
(25,000)
250,000
180,000
8,400
12,000
7,000
88,600
130,300
80,000
170,000
600,000
(310,000)
10,000
70,000
110,000
400,000
(120,000)
296,000
50,000
40,000
280,000
Total Assets
950,300
470,000
90,000
Accounts Payable
Bonds Payable
Bond Premium
Common Stock
Additional Paid-in Capital
Retained Earnings
NCI in NA of Sharp Co.
100,000
300,000
10,000
330,300
15,200
100,000
4,800
100,000
20,000
250,000
930,300
490,000
200,000
6-90
100,000
20,000
296,000
1,600
3,000
430,600
Consolidated
693,000
50,400
0
(564,000)
(55,000)
(42,000)
82,400
(6,600)
75,800
337,500
54,000
25,000
79,000
10,000
13,000
40,000
5,000
15,000
240,000
40,000
363,000
79,000
60,000
10,000
8,600
157,600
75,800
(50,000)
363,300
140,300
140,000
267,000
1,010,000
(410,000)
0
1,147,300
105,200
400,000
4,800
200,000
0
363,300
74,000
1,147,300