Natalia Wallace is the new controller for Smart Software, Inc., which develops and sells education software. Shortly before the December 31 fiscal year- end, James Cauvet, the company president, asks Wallace how things look for the year- end numbers. He is not happy to learn that earnings growth may be below 13% for the first time in the company’s five-year history. Cauvet explains that financial analysts have again predicted a 13% earnings growth for the company and that he does not intend to disappoint them. He suggests that Wallace 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 $ 13,000 in invoices until January 1.

b. Record as sales $ 115,000 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 5% of Sales Revenue to 3%, given the company’s continued strong performance.

e. Postpone routine monthly maintenance expenditures from December to January.

Requirements

1. Which of these suggested strategies are inconsistent with IMA standards?

2. How might these inconsistencies affect the company’s stakeholders?

3. What should Wallace do if Cauvet insists that she follow all of these suggestions?