23 Apr The working paper for Keystone Computers & Networks’ analytical review ratios is presented in this Appendix. a. Recalculate the 12/31//X5 ratios using Excel. b. A
The working paper for Keystone Computers & Networks' analytical review ratios is presented in this Appendix.
a. Recalculate the 12/31//X5 ratios using Excel.
b. After completing part (a), review the ratios and identify financial statement accounts that should be investigated because the related ratios are not comparable to prior-year ratios, industry averages, or your knowledge of the company.
c. For each account identified in part (b), list potential reasons for the unexpected account balances and related ratios.
(I already recalculate 12/31//X5 ratios in Excel. Feel free to change it if something is wrong. For question B, we need to list what needs to be investigated. Question C, need to write a 1-2 page double space analysis)
Thanks
Illustrative Audit Case: Keystone Computers & Networks, Inc.
The Keystone Computers & Networks, Inc. (KCN) case is used throughout the text to illustrate audit procedures and methodology. KCN is a company that sells and installs computer workstations and networking software to business customers. The CPA firm of Adams, Barnes & Co. has audited the financial statements of KCN for the past three years. This part of the case illustrates selective audit planning working papers prepared by the staff of Adams, Barnes & Co. for this year's audit. You should read through the information to obtain an understanding of the nature of the information that is important to planning an audit engagement. The working papers include:
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The balance sheet and income statement for the company for the prior year, 20X4. |
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A trial balance for 12/31/X5, with comparative amounts for 12/31/X4. |
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The analytical ratios working paper, partially completed. (The ratios for 20X5 have been left off.) |
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The audit plan for the audit of the financial statements for the year ended 12/31/X5. |
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A fraud risk assessment. |
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The engagement letter for the audit, presented in Figure 6.2 ( pages 191 – 192 ) of this chapter. |
OBJECTIVES OF THE ENGAGEMENT
Audit of the financial statements of Keystone Computers & Networks, Inc. (KCN), for the year ended December 31, 20X5. Also, the company's debt agreement with Western Financial Services requires the company to furnish the lender a report by our firm on KCN's compliance with various restrictive debt covenants.
BUSINESS AND INDUSTRY CONDITIONS
KCN sells and installs computers and networking hardware and software to business customers and provides other information technology consulting services. KCN also has begun developing its own computer networking software to be sold as a product to its customers. The company's primary competitive strategy is to maintain a high level of technical expertise and a broad range of services.
KCN's long-term success is contingent on its ability to attract and retain qualified information technology personnel. The market for such individuals is very competitive. However, the company has a competitive advantage because of its desirable geographic location (Phoenix), which has a large number of colleges with technology programs.
The market for computers and related products is extremely competitive. KCN competes with large retailers of computers, such as Dell, Hewlett Packard, and Apple. The company also competes with other value-added resellers who provide computers and software products and consulting services directly to customers. To effectively compete, the company must be able to obtain inventories of state-of-the-art equipment on a timely basis. Because the company does not have the buying power of some of its other competitors, it generally must charge a higher price for its products. Its customers are willing to pay the higher price because of the high level of expertise and service that the company provides.
The market for computer products and technology services is also very sensitive to economic conditions. Recent reports indicate that the U.S. economy will be challenged for the next few years. The annual growth in spending for information technology products and services is expected to be 3 percent per year for the next three years. In the past year, the company has decided to increase sales by extending credit to clients with slightly higher credit risk.
p. 242
PLANNING MEETINGS
On July 20, Karen West and I met with Loren Steele, controller, and Sam Best, president, of KCN to discuss the planning of the audit for the current year. On August 2, a planning meeting was held in our office with all members of the engagement team assigned to the audit.
OWNERSHIP AND MANAGEMENT
KCN is a closely held company owned by five stockholders: Terry Keystone, Mark Keystone, John Keystone, Keith Young, and Rita Young. Terry and Mark Keystone are active members of the company's board of directors. None of the other owners take an active part in the management of the business.
OBJECTIVES, STRATEGIES, AND BUSINESS RISKS
KCN's primary business objectives are to increase revenues by 6 percent and increase net income by 8 percent each year for the next three years. Major strategies to achieve those objectives include:
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Aggressive marketing of products and services through increased advertising. |
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Sales to customers with a higher credit risk profile. |
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New software development. |
The primary business risks associated with the company's strategies include:
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The U.S. economy may suffer on additional significant downturn. |
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Competitors may engage in predatory pricing to gain market share. |
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Increased advertising expenditures may not produce desired results. |
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Credit losses may exceed the benefits of increased sales. |
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Software development activities may not generate viable products. |
The company has developed the following responses to these risks:
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Careful monitoring of economy and industry conditions. |
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Careful monitoring of competitor actions. |
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Hiring of marketing consulting firm to evaluate the performance of advertising methods. |
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Daily review of aging of accounts receivable by Loren Steele, controller. |
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Use of carefully controlled software development budget. |
MEASUREMENT AND REVIEW OF FINANCIAL PERFORMANCE
Management uses the following measures to monitor the company's performance:
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Inventory and receivables turnover. |
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Aging of accounts receivable. |
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Sales and gross margins by type of revenue. |
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Net income. |
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Total inventory balance. |
PROCEDURES TO OBTAIN AN UNDERSTANDING OF THE CLIENT AND ITS ENVIRONMENT
The following procedures were performed to update our understanding of the client and its environment:
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Roll forward of information from the prior year's audit. |
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Inquiries of management:
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Reading of quarterly board of directors' meetings held on 4/05 and 7/12. |
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Review of monthly performance reports for January through July. |
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Industry reports—IT and consulting services. |
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Review of KCN's Web site. |
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Review of selected articles in The Wall Street Journal. |
p. 243
SIGNIFICANT RISKS
Several significant risks were noted as a result of obtaining information about KCN and its environment, including:
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Implications and Response |
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SIGNIFICANT ACCOUNTING AND AUDITING MATTERS
The company began offering for sale extended warranties on computers during the current year. We need to review the method of revenue recognition to determine whether it complies with the requirements of FASB ASC 605-20-25.
In the prior year, KCN began developing networking software products for sale. This year the company has started capitalizing certain costs of development. We need to review the method of accounting for the cost of software development to determine whether it complies with the requirements of FASB ASC 985-20-25.
In 20X3, KCN acquired for $1,200,000 a small business accounting system (Plumbtree Systems) that it licenses to its customers. Recently, sales of the licenses for the software have begun to decline. In addition, a recent article in a trade journal ranked the system poor in relation to its competitors. This may indicate that an impairment in the value of the software may have occurred.
PLANNING MATERIALITY
Because the firm has experienced steady growth in sales and earnings over the last three years, we believe that operating results are the most appropriate basis for estimating planning materiality as described below:
The range for planning materiality is from $32,000 to $920,000. Based on the company's steady growth in sales and earnings and the fact that the company is not a public company, we have selected $300,000 as a reasonable materiality amount for planning purposes.
SCHEDULING AND STAFFING PLAN
Based on discussions with Ms. Steele, the following are tentative dates of importance for the audit:
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