Ava Borzi is the new controller for Halo Software, Inc., which develops and sells education software. Shortly before the December 31 fiscal year-end, Jeremy Busch, the company president, asks Borzi how things look for the year-end numbers. He is not happy to learn that earnings growth may be below 9% for the first time in the company’s five-year history. Busch explains that financial analysts have again predicted a 9% earnings growth for the company and that he does not intend to disappoint them. He suggests that Borzi talk to the assistant controller, who can explain how the previous controller dealt with such situations. The assistant controller suggests the following strategies:
a. Persuade suppliers to postpone billing $ 18,000 in invoices until January 1.
b. Record as sales $ 120,000 in certain software awaiting sale that is held in a public warehouse.
c. Delay the year- end closing a few days into January of the next year, so that some of the next year’s sales are included in this year’s sales.
d. Reduce the estimated Bad Debts Expense from 3% of Sales Revenue to 2%, given the company’s continued strong performance.
e. Postpone routine monthly maintenance expenditures from December to January.
1. Which of these suggested strategies are inconsistent with IMA standards?
2. How might these inconsistencies affect the company’s stakeholders?
3. What should Borzi do if Busch insists that she follow all of these suggestions?