You are a recently qualified accountant and have accepted a job as financial controller for a well- established family business which supplies equipment to photographers, both by mail order and from its warehouse outlet. Its customers range from enthusiastic amateurs through to part-time professionals and owners of busy studios. The customers' payment methods reflect their diversity. There are credit card transactions and customers with 30-day credit business accounts. There is also a surprisingly large number of customers who collect their goods from the warehouse and pay in cash. You are told that

FINANCIAL ACCOUNTING
10th Edition
ISBN:9781259964947
Author:Libby
Publisher:Libby
Chapter1: Financial Statements And Business Decisions
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You are a recently qualified accountant and have accepted a job as financial controller for a well-
established family business which supplies equipment to photographers, both by mail order and from its
warehouse outlet. Its customers range from enthusiastic amateurs through to part-time professionals
and owners of busy studios. The customers' payment methods reflect their diversity. There are credit
card transactions and customers with 30-day credit business accounts. There is also a surprisingly large
number of customers who collect their goods from the warehouse and pay in cash. You are told that
cash payment probably reflects the nature of the customers' own receipts, as some photographers will
often be paid in cash for weekend wedding assignments. In your first week at the company, the sales
director (the principal shareholder's son) brings to you a cheque in settlement of the account of a major
customer. He explains that the cheque (which appears to clear the amount due) is in fact an
overpayment, as the balance showing on the sales ledger is before allowing bulk discount (which is
calculated retrospectively). The sales director shows you his calculations and the agreement as
authorised by the board. The sales director states that the customer's managing director has come to
collect the discount in cash. He says that this is not an unusual occurrence for some of the company's
better customers. It helps to maintain a good relationship with those customers, which leads to
purchasing loyalty. Another benefit of this arrangement is that it gives the sales director regular face-to-
face meetings with the senior staff of those customers. It also reduces the high charges that the bank
makes for handling cash. You ask the sales director why the customers prefer to receive a refund in
cash, rather than simply pay the net amount needed to settle the account. He replies, with a smile, that
it is not for him to question their motives. Key fundamental principles Integrity: You and the sales
director have suspicions about the motives of some customers who regularly overpay the company and
receive refunds in cash. Are you acting with integrity if you do not question those motives? Objectivity:
Being new to the company, you are likely to feel intimidated by the directors, who are all members of
the same family. Can you ensure that the intimidation threat does not adversely affect your ability to
make ethical decisions? Confidentiality: You should consider whether you have a responsibility to
discuss the practices of the company and its major customers with third parties, once all other
reasonable steps have been taken. Professional behaviour: You must comply with relevant laws and
regulations and not assist others to act illegally or unethically. You must not do anything that may
discredit you or the accountancy profession.
Required:
Identify the relevant facts.
Identify the affected parties.
Possible course of action
Transcribed Image Text:You are a recently qualified accountant and have accepted a job as financial controller for a well- established family business which supplies equipment to photographers, both by mail order and from its warehouse outlet. Its customers range from enthusiastic amateurs through to part-time professionals and owners of busy studios. The customers' payment methods reflect their diversity. There are credit card transactions and customers with 30-day credit business accounts. There is also a surprisingly large number of customers who collect their goods from the warehouse and pay in cash. You are told that cash payment probably reflects the nature of the customers' own receipts, as some photographers will often be paid in cash for weekend wedding assignments. In your first week at the company, the sales director (the principal shareholder's son) brings to you a cheque in settlement of the account of a major customer. He explains that the cheque (which appears to clear the amount due) is in fact an overpayment, as the balance showing on the sales ledger is before allowing bulk discount (which is calculated retrospectively). The sales director shows you his calculations and the agreement as authorised by the board. The sales director states that the customer's managing director has come to collect the discount in cash. He says that this is not an unusual occurrence for some of the company's better customers. It helps to maintain a good relationship with those customers, which leads to purchasing loyalty. Another benefit of this arrangement is that it gives the sales director regular face-to- face meetings with the senior staff of those customers. It also reduces the high charges that the bank makes for handling cash. You ask the sales director why the customers prefer to receive a refund in cash, rather than simply pay the net amount needed to settle the account. He replies, with a smile, that it is not for him to question their motives. Key fundamental principles Integrity: You and the sales director have suspicions about the motives of some customers who regularly overpay the company and receive refunds in cash. Are you acting with integrity if you do not question those motives? Objectivity: Being new to the company, you are likely to feel intimidated by the directors, who are all members of the same family. Can you ensure that the intimidation threat does not adversely affect your ability to make ethical decisions? Confidentiality: You should consider whether you have a responsibility to discuss the practices of the company and its major customers with third parties, once all other reasonable steps have been taken. Professional behaviour: You must comply with relevant laws and regulations and not assist others to act illegally or unethically. You must not do anything that may discredit you or the accountancy profession. Required: Identify the relevant facts. Identify the affected parties. Possible course of action
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