Reporting and Interpreting Sales
Revenue, Receivables, and Cash
Chapter 6
McGraw-Hill/Irwin
© 2009 The McGraw-Hill Companies, Inc.
Accounting for Sales Revenue
The revenue principle requires that revenues be
recorded when realized (realizable) and earned:
Goods or services
have been delivered.
Amount of customer
payments known.
Collection is
reasonably assured.
McGraw-Hill/Irwin
Slide 2
Accounting for Sales Revenue
Most sales are made for:
Cash or
On a credit card or
On account
McGraw-Hill/Irwin
Slide 3
Sales Discounts
When customers purchase on open account, they may be
offered a sales discount to encourage early payment.
2/10, n/30
Discount
Percentage
# of Days in
Discount
Period
Otherwise, the
Full Amount Is
Due
Maximum Days
in Credit Period
Read as: “Two ten, net thirty”
McGraw-Hill/Irwin
Slide 4
To Take or Not Take the Discount
With discount terms of 2/10,n/30, a customer
saves $2 on a $100 purchase by paying
on the 10th day instead of the 30th day.
Interest Rate for 20 Days =
Amount Saved
Amount Paid
Interest Rate for 20 Days =
$2
$98
Annual Interest Rate =
McGraw-Hill/Irwin
365 Days
20 Days
= 2.04%
× 2.04% = 37.23%
Slide 5
Sales Discounts
Debited for discount
taken
Contra revenue
account.
McGraw-Hill/Irwin
Slide 6
Sales Returns and Allowances
Debited for damaged
merchandise.
Debited for returned
merchandise.
Contra revenue
account.
McGraw-Hill/Irwin
Slide 7
Reporting Net Sales
Companies record credit card discounts,
sales discounts, and sales returns and allowances
separately to allow management
to monitor these transactions.
Sales revenue
Less: Credit card discounts
Sales discounts
Sales returns and allowances
Net sales
McGraw-Hill/Irwin
Slide 8
Gross Profit Percentage
Gross Profit
Percentage
=
Gross Profit
Net Sales
Deckers reported gross profit of
$141,199,000 on sales of $304,423,000.
Gross Profit
Percentage
=
$141,399,000
$304,423,000
=
46.4%
Other things equal, higher gross profit results in higher net income.
McGraw-Hill/Irwin
Slide 9
Measuring and Reporting Receivables
When companies allow customers to purchase merchandise
on an open account, the customer promises to pay the
company in the future for the purchase.
Accounts Receivable
Trade receivables are
amounts owed to the
business for credit sales of
goods, or services.
McGraw-Hill/Irwin
Nontrade receivables are
amounts owed to the
business for other than
business transactions.
Slide 10
Accounting for Bad Debts
Bad debts result from credit customers who will not pay the
business the amount they owe, regardless of collection efforts.
Bad Debt Expense
Matching Principle
Record in same
accounting period.
Sales Revenue
Most businesses record an estimate of the bad debt expense
with an adjusting entry at the end of the accounting period.
McGraw-Hill/Irwin
Slide 11
Recording Bad Debt Expense Estimates
Deckers estimated bad debt expense
to be $27,567,000.
Prepare the adjusting entry.
Bad Debt Expense is normally classified as a selling
expense and is closed at year-end.
GENERAL JOURNAL
Date
Description
Dec. 31 Bad Debt Expense (+E, -SE)
Debit
Credit
27,567,000
Allowance for Doubtful Accounts (+XA)
27,567,000
Contra asset account
McGraw-Hill/Irwin
Slide 12
Allowance for Doubtful Accounts
Balance Sheet Disclosure
Accounts receivable
Less: Allowance for doubtful accounts
Net realizable value of accounts receivable
Amount the business
expects to collect.
McGraw-Hill/Irwin
Slide 13
Writing Off Uncollectible Accounts
When it is clear that a specific customer’s account
receivable will be uncollectible, the amount should be
removed from the Accounts Receivable account and
charged to the Allowance for Doubtful Accounts.
Deckers’ total write-offs were $25,216,000.
Prepare a summary journal entry for these write-offs.
GENERAL JOURNAL
Date
Description
Allowance for Doubtful Accounts (-XA)
Accounts Receivable (-A)
McGraw-Hill/Irwin
Debit
Cred
25,216,000
25,21
Slide 14
Writing Off Uncollectible Accounts
Assume that before the write-off, Deckers’ Accounts Receivable
balance was $62,640,000 and the Allowance for Doubtful
Accounts balance was $13,069,000. Let’s see what effect the
total write-offs of $6,969,000 had on these accounts.
Before WriteOff
Accounts receivable
$ 62,640,000
Less: Allow. for doubtful accts.
13,069,000
Net realizable value
$ 49,571,000
After WriteOff
$ 55,671,000
6,100,000
$ 49,571,000
The total write-offs of $6,969,000 did not change the net
realizable value nor did it affect any income statement accounts.
McGraw-Hill/Irwin
Slide 15
Estimating Bad Debts ─ Percentage of Credit Sales
Bad debt percentage is based on
actual uncollectible accounts from
prior years’ credit sales.
Focus is on determining the amount to record
on the income statement as
Bad Debt Expense.
Net credit sales
 % Bad debt loss rate
Amount of journal entry
McGraw-Hill/Irwin
Slide 16
Percentage of Credit Sales
Kid’s Clothes had credit sales of $600,000. Past experience
indicates that bad debts are one percent of sales. What is the
estimate of bad debts expense ?
$600,000 × .01 = $6,000
Now, prepare the adjusting entry.
GENERAL JOURNAL
Date
Description
Dec. 31 Bad Debt Expense (+E, -SE)
Allowance for Doubtful Accounts (+XA)
McGraw-Hill/Irwin
Debit Credit
6,000
6,000
Slide 17
Estimating Bad Debts—
Aging of Accounts Receivable
Focus is on determining the desired
balance in the Allowance for Doubtful
Accounts on the balance sheet.
Each customer’s account is aged by breaking
down the balance by showing the age (in
number of days) of each part of the balance.
An aging of accounts receivable for Kid’s Clothes
might look like this . . .
McGraw-Hill/Irwin
Slide 18
Aging Schedule
Days Past Due
Customer
Aaron, R.
Baxter, T.
Clark, J.
Zak, R.
Total
% Uncollectible
Not Yet
Due
$ 1,200
1-30
$ 235
300
31-60
$
$ 3,500
0.01
$ 2,550
0.04
50
325
$ 1,830
0.10
Total
A/R
61-90 Over 90 Balance
$
235
1,500
$ 200 $ 500
750
$ 1,540
0.25
$ 1,240
0.40
325
$10,660
Based on past experience, the business estimates the percentage
of uncollectible accounts in each time category. These percentages
are then multiplied by the appropriate column totals.
McGraw-Hill/Irwin
Slide 19
Aging Schedule
Days Past Due
Customer
Aaron, R.
Baxter, T.
Clark, J.
Zak, R.
Total
% Uncollectible
Estimated
Uncoll. Amount
Not Yet
Due
$ 1,200
1-30
$ 235
300
31-60
$
50
$ 3,500
0.01
$ 2,550
0.04
325
$ 1,830
0.10
$
$
$
35
102
183
Total
A/R
61-90 Over 90 Balance
$
235
1,500
$ 200 $ 500
750
$ 1,540
0.25
$ 1,240
0.40
$
$
385
496
325
$10,660
$ 1,201
The column totals are then added to arrive at the
total estimate of uncollectible accounts of $1,201.
Record the adjusting entry assuming that the Allowance for Doubtful
Accounts currently has a $50 credit balance.
McGraw-Hill/Irwin
Slide 20
Aging of Accounts Receivable
GENERAL JOURNAL
Date
Description
Dec. 31 Bad Debt Expense (+E, -SE)
Allowance for Doubtful Accounts (+XA)
Debit
Credit
1,151
1,151
1,201 Desired Balance
50 Credit Balance
$ 1,151 Adjusting Entry
McGraw-Hill/Irwin
Slide 21
Comparing the Percent-of-Sales
and Aging Methods
Allowance Method
Percent-of-Sales Method
Aging-of-Receivables Method
Adjusts Allowance for
Uncollectible Accounts
Adjusts Allowance for
Uncollectible Accounts
BY
TO
Amount of
UNCOLLECTIBLE
ACCOUNT EXPENSE
Amount of
UNCOLLECTIBLE
RECEIVABLES
McGraw-Hill/Irwin
Slide 22
Receivables Turnover
Receivables
Turnover =
Net Sales
Average Net Trade Receivables
This ratio measures how many times average receivables are
recorded and collected for the year.
Deckers reported net sales of $689,445,000 for the year.
Receivables were $72,209,000 at the beginning of the year
and were $108,129,000 at year end.
Receivables
$689,445,000
= 7.6
=
Turnover
($72,209,000 + $108,129,000) ÷ 2
McGraw-Hill/Irwin
Slide 23
Average Collection Period
Average
Collection Period
=
365
Receivables Turnover
This ratio indicates the average time it
takes a customer to pay its accounts.
Deckers Receivables Turnover was 7.6.
Average
Collection Period
McGraw-Hill/Irwin
=
365
7.6
=
48 days
Slide 24
Internal Control of Cash
Internal control refers to policies and procedures designed to:
Properly
account for
assets.
Safeguard
assets.
Ensure the
accuracy of
financial
records.
Cash is the asset most susceptible to theft and fraud.
Recording
Separation
of Duties
Custody
Authorization
McGraw-Hill/Irwin
Slide 25
Internal Control of Cash
Bank
Reconciliations
Daily
Deposits
Cash
Controls
Payment
Approval
Purchase
Approval
Check
Signatures
Prenumbered
Checks
McGraw-Hill/Irwin
Slide 26
INTERNAL CONTROL

The limitations of internal control


McGraw-Hill/Irwin
A system designed to thwart an individual employee’s fraud
can be beaten by collusion between two or more employees to
defraud the system
A system of internal control that is too complex can hurt
efficiency and control
Slide 27
End of Chapter 6
© 2008 The McGraw-Hill Companies, Inc.