Friday, December 10, 2010

Obama Weighs Multi-Year Effort to Overhaul Tax Code

I found an interesting news article about Obama and his plans to simplify the corporate tax code in order to reduce the $1.3 trillion deficit.  So does this mean I can forget almost everything I learned in my corporate tax class?  Is it scary to anyone else to see the democrats in charge of tax reform??  Here it is:

President Obama has instructed his economic team to draft options to close loopholes and lower income-tax rates ahead of what would be a multi-year effort to overhaul and simplify the U.S. tax code, administration officials said Thursday.
Lowering corporate tax rates could give the administration the opportunity to build an alliance with business leaders, though it would likely depend on which tax breaks officials propose to eliminate.

White House aides cautioned that the effort was in its infancy. But in the wake of last week's report from his presidential deficit commission, a broad tax overhaul has been pushed toward the front of the discussion as members of both parties try to find a way to bring down the $1.3 trillion budget deficit with minimal pain.
"The president has long said that reforming the tax system is a priority, and the bipartisan fiscal commission recently made recommendations that he will consider as part of the budget process," said White House Deputy Communications Director Jen Psaki. "But he is not considering specific policy proposals, and no decisions have been made about whether this is a priority he will push for in the near future."

The debt commission proposed ending certain tax breaks, known as tax expenditures, that allow many corporations and individuals to minimize their tax burdens. By attacking such loopholes, the commission concluded tax rates could be lowered while still bringing in more revenue to the Treasury.

A White House official said Mr. Obama had asked members of his economic team to comb through the commission's report, as well as an earlier paper on tax-simplification options drafted by a presidential economic-recovery board. No deadline has been set, and no decision has been made on whether to put any proposals into the fiscal 2012 budget, which will be released in February.


Read more: http://www.foxnews.com/politics/2010/12/10/obama-weighs-multi-year-effort-overhaul-tax-code/#ixzz17horg4FR

Friday, December 3, 2010

Tax Crimes

Although this was an oral presentation, this is the outline I created relating to the Internal Revenue Code and Tax Crimes.


Tax Crimes
I.               Criminal Offenses
A.      Section 7201—Tax Evasion: Anyone who willfully attempts in any manner to dodge a tax or its payment
B.      Section 7202—Willful Failure to Collect or Pay Over Tax: Failure by employers to withhold federal wage and FICA taxes and pay them to the government
C.      Section 7203—Willful Failure to File Return, Supply Information, or Pay Tax
D.      Section 7206—False Returns and Preparers of False Returns: Willfully make any document that he does not believe to be true and correct or any tax preparer who willfully aids in preparation of fraudulent or false documents
E.      Section 7212(a) —Attempts to Interfere with Administration of Internal Revenue Laws: Threats or forcible endeavors designed to interfere with Internal Revenue employees
F.      Related Criminal Offenses:  Other offenses associated with tax crimes including conspiracy, false claims, money laundering and conspiracy
II.               Process of Tax Crimes Enforcement
A.     Administrative Process
a.     Criminal Investigation Division (CID)—investigates all tax crimes
b.     District Counsel—sets up a meeting
c.      Department of Justice—determines government’s likelihood to prevail
d.     Office of the US Attorney—transfers to judicial process
B.     Information Gathered by Investors
a.     Summons
b.     Third Party Summons
c.      John Doe Summons
d.     Corporate Summons
e.     Undercover Tax Investigations
f.      Grand Juries
g.     Search Warrants
C.     Defenses—such as good faith misunderstanding
D.    Burden of Proof—relies on circumstantial evidence
E.     Federal Sentencing Guidelines
a.     Guideline Section
b.     Base Offense Level
c.      Adjustments
d.     Criminal History
e.     Guideline Range
f.      Sentencing Options
g.     Departure from Guideline Range


Tax Memorandum

This is a tax memorandum that was done for my Corporate Taxation class, along with my partner, Matthew Morgan.


To:                   Dr. Lawrence Kowalski, Tax Professor
From:              Emily and Matthew Morgan, Tax Associates
Subject:           Travel and Entertainment Expense Deduction
Date:                December 3, 2010

I. Facts Presented
            The Internal Revenue Service (IRS) audited Winter Corporation’s current year tax return and disallowed the $10,000 of travel and entertainment expenses incurred by Charles, an officer-shareholder, as a result of inadequate documentation. The IRS claims the expenditure was a constructive dividend paid to Charles; however, he argued that he derived no personal benefit from the expenditure.
II. Issues Presented
            Can this $10,000 expenditure be deducted as travel and entertainment expenses?  Or rather, does it qualify as a constructive dividend and if so, what are the tax consequences? 
III. Conclusion
            Without adequate documentation, the IRS will continue to assert the $10,000 travel and entertainment expenditure Charles to be classified as a constructive dividend.  He must report this amount as income, rather than a deduction.
IV. Discussion
According to Internal Revenue Code section 274(d):
“No deduction or credit shall be allowed under section 162 or 212 for any traveling expense, for any item with respect to an activity which is of a type generally considered to constitute entertainment, amusement, or recreation, or with respect to a facility used in connect with such an activity, unless the taxpayer substantiates by adequate records or by sufficient evidence corroborating the taxpayer’s own statement (A) the amount of such expense or other item, (B) the time and place of the travel, entertainment, amusement, recreation, or use of the facility or property, or the date and description of the gift, (C) the business purpose of the expense or other item, and (D) the business relationship to the taxpayer of persons entertained, using the facility or property, or receiving the gift.”

The requirements to deduct a travel and entertainment expense include substantial adequate documentation.  Without this, the IRS will continue assert this $10,000 expenditure as a constructive dividend to Charles, even though he maintained it is business-related and claims no personal benefit.  Oral testimony is not enough—written substantial documentation is necessary.
The limitation of requiring substantiation of travel and entertainment expense deductions supersedes Cohan v. Commissioner, 39 F.2d 540 (2d Cir. 1930).  In this court decision, if the taxpayer incurred travel and entertainment expenses, but could not readily determine exactly how much to deduct, then the taxpayer could make a close approximation. However, according to Treasury Regulation 1-274, “Section 274(d) contemplates that no deduction or credit shall be allowed to a taxpayer on the basis of such approximations or unsupported testimony of the taxpayer.”  Therefore, we may not deduct the travel and entertainment expenditure and Charles must pay ordinary income on the constructive dividend.
According to Gotcher v. United States, 5th Circuit Court of Appeals, “The test for constructive dividends in such circumstances is two-fold; not only must the expenses be non-deductible to the corporation, but they must also represent some economic gain or benefit to the owner-taxpayer.” [U. S. v. Gotcher [68-2 ustc ¶9546], 401 F. 2d 118, 121-124 (5th Cir. 1968)].  Taxpayer must show to the court or IRS that they were not the primary beneficiary of the expenditure. The IRS ruled the expenditure as non-deductible, thus meeting requirement one.  They further stated it was a constructive dividend to Charles because he received an economic gain from the $10,000 expense to his name.  Although Charles contends he derived no personal economic gain or benefit, without proper documentation to substantiate how he spent the money and so forth, the IRS will contend that the expenditure is a constructive dividend.
To further support this stance on constructive dividends, court case Wortham Machinery Company v. United States states that, “a constructive dividend is paid when a corporation confers an economic benefit on a stockholder without expectation of repayment” (Wortham Machinery Company v. United States, 10 Cir., 521 F. 2d 160, 164).   If Charles creates a $10,000 travel and entertainment expenditure on the corporate account, without any substantial evidence of what he did, he is assumed to have derived some sort of economic benefit.
For next year, we strongly recommend creating a policy for all employees to follow regarding travel and entertainment expenses.  This will help alleviate the chance of this problem happening again.   Substantial documentation will provide to the IRS with the necessary information to prove the travel and entertainment expenditure qualifies as a 162(a) deduction. However, without adequate documentation proving it was within the scope and reach of IRC 162(a), the IRS will continue to disallow a deduction similar to this.

Monday, November 8, 2010

Tuesday, November 2, 2010

Local Woman Charged with Embezzlement

I found this story so interesting because it happened so close to home and sounds like a case study out of an auditing class.  This goes to show the need for internal controls, and how vacation revealed fraud.  It also goes to show that an audit can find areas of concern, but not necessarily be able to reveal anything.
OTTAWA — Massive credit card debt began amassing years before an area sheriff’s wife began taking money from her employer, according to a review of state investigative records.
Kathy Beutler told state investigators the household’s reliance on her income during her husband’s initial run for office in 2000 led to her eventual theft of more than $261,000 from the Ohio Farmers Union, according to records. The investigation also concluded Beutler’s husband, Putnam County Sheriff Jim Beutler, had no knowledge of the theft.
There was also a missed opportunity to catch the theft sooner, investigation documents show. An internal audit commissioned by the OFU discovered missing funds a year before the allegations against Kathy Beutler came to light. Officials at the union and the accountant who performed the audit, however, reconciled the discrepancies since the union added more counties into its insurance coverage.
The revelations come from the investigative files the Ohio Bureau of Criminal Identification and Investigation kept on Kathy Beutler. The Ohio Attorney General's office released the records to The Lima News following a public records request. By law, investigative records do not become public records until after the conclusion of the appeals process.
Kathy Beutler pleaded guilty in September to one count of aggravated theft, a third-degree felony. A special prosecutor said over the course of four years, from 2005 through 2009, Beutler made 86 transactions to embezzle $261,159 from the OFU, where she worked since December 2003. She is currently serving a three-year prison sentence at the Ohio Reformatory for Women in Marysville.
Campaign and credit cards
The road from law-abiding citizen to convicted felon for Kathy Beutler began with her husband’s campaign for sheriff, according to accounts from BCI&I reports.
In order to enter the 2000 campaign for sheriff, Jim Beutler resigned from the sheriff’s office after 24 years as a deputy. As the sheriff spent more time campaigning, he was able to devote less time to a construction company he operated as a side business.
In an October 2009 interview, Jim Beutler told Special Agent David W. Pauly, of the Ohio Bureau of Criminal Identification and Investigation, he thought between his wife’s job, his job and the construction business that household finances were on solid ground.
Kathy Beutler was responsible for the family’s finances. In August 2009, Kathy Beutler told Pauly her husband “didn’t have a clue.” She told investigators during Jim Beutler’s campaign in 2000 she assumed full responsibility for bringing in money to pay bills, and it put them “in a big hole financially.”
“Ms. Beutler stated that they had four kids in school and that was the start of once again utilizing credit cards to make ends meet,” Pauly wrote. “Ms. Beutler did not tell her husband that she was relying on credit cards to get them through financially at the time, primarily because she was afraid to do so.”
According to the reports, Kathy Beutler soon maxed out her credit cards, and interest rates climbed to 26 percent. She used a cash advance from one to pay off the fees of another. She told Pauly she took the money from the OFU to pay down the debt and that “it became a huge monster.”
A question of influence
As Kathy Beutler’s web of deception unraveled, she begged for mercy from the very agency she defrauded. Questions also arose on the part of OFU employees about whether the sheriff attempted to influence how they handled the situation.
With mounting suspicion and increasing evidence, officials at the OFU placed Kathy Beutler on paid administrative leave on June 3, 2009. Five days later, she sent an e-mail to Roger Crossgrove, the executive director of the OFU at the time. In the e-mail, Kathy Beutler begged Crossgrove not to go to the authorities.
“I am asking that you not take legal action against me, but let me make it right,” Kathy Beutler wrote. “OFU at this point does not need any more scandal, and I want to make this right with you. I will do or sign [whatever] you need.”
According to one investigative report, OFU officials were concerned the sheriff attempted to influence how things were handled.
In a June 2009 report by Pauly, Crossgrove told investigators, “the second time the Sheriff came in he wanted to make a deal with us to kind of keep it quiet. He wanted us to contact the prosecutor and put any investigation on hold and to not involve BCI agents.”
The sheriff adamantly denied ever attempting to influence how OFU officials ultimately decided to handle the situation or the official investigation. Jim Beutler said OFU officials invited him to talk about the situation and asked for guidance.
“They asked me, ‘What should we do with this?’” Jim Beutler said. “I said, ‘Look, I can not give you advice. There are two options: Either you can pursue it, or we can deal with it personally. How do you want it? Those are your options, but I can’t give you advice as sheriff as to how to handle this because it does involve my wife.’”
State investigators never opened an investigation into the sheriff’s actions.
The investigation by special agents from the BCI&I was strictly limited to Kathy Beutler, according to Ted Hart, a spokesman for Ohio Attorney General Richard Cordray’s office.
“It was a very thorough investigation,” Hart said. “We did not determine any wrongdoing by the sheriff.”
Kathy Beutler, in the e-mail seeking to avoid a legal proceeding, said she was “not a bad person, monster or a diabolical extortionist. I am a good person that fell into a terrible trap.”
She offered a plan.
“Roger, I would be willing to work for $10,000 a year to help make this up,” Kathy Beutler wrote to Crossgrove.
Officials at the OFU declined to comment. Laurie Pangle, a Toledo attorney representing the union, also declined to comment.
Missed opportunity
The revelation that Kathy Beutler, who served as secretary-treasurer of the OFU, took more than a quarter million dollars from the organization almost came to light a year earlier.
Questions about missing funds began after a 2008 internal audit conducted by a representative of Lentol, Violet, Kienitz and Co., a Lima accounting company. Colleen Diller, a certified public accountant with the firm, told Pauly her audit discovered a discrepancy of approximately $72,000 in one account.
“Ms. Diller advised that she does an analytical evaluation and ‘nothing blipped,’ raising her suspicion that something was wrong,” Pauly wrote. “Ms. Diller explained that they look for different things than what the agents may be looking at.”
Diller told agents she assesses the risk of fraud during her audits. In an agency the size of the OFU, management has the power to override the risk. Pauly wrote that OFU gave Kathy Beutler “all the power to make those transactions, with little or no oversight.”
Crossgrove told Pauly that OFU officials were less concerned with the discrepancies in the insurance account.
“Mr. Crossgrove stated that this was not his biggest concern, as he feels that the payroll account is [where] the majority money deficit is coming from,” Pauly wrote.
Pauly wrote Crossgrove said, “Everyone in the entire organization trusted Kathy [Beutler] one hundred percent.”
Officials at Lentol, Violet, Kienitz and Co. could not be reached for comment.
All is revealed
The series of thefts finally came to light after Kathy Beutler took some vacation time, investigative records show.
Crossgrove acknowledged in a June 2009 interview with BCI&I agents that there had been red flags that OFU officials missed. Crossgrove said some bills were not getting paid on time.
When Crossgrove questioned Kathy Beutler about the bills, she told him the agency didn’t have the money, but that the bills would be paid. Crossgrove said the union’s “bottom line” was always very low, and he decided to start looking at all the bank statements.
According to the investigative records, when Kathy Beutler took vacation the week of May 25, 2009, another OFU employee, who was searching for the agency’s bank statements on Crossgrove’s orders, found Union Bank statements in Kathy Beutler’s desk drawer. The Beutlers and the OFU both use the bank.
The employee inspected the statements and found they belonged to Kathy and Jim Beutler. The statements included multiple transfers from OFU accounts above and beyond Kathy Beutler’s regular paycheck, Crossgrove told investigators.
Even after she was placed on administrative leave, Kathy Beutler continued to hide the situation from her husband. Jim Beutler told investigators he didn’t learn about the investigation or the leave until days later.
“The sheriff advised that he didn’t know that she was actually laid off, as his wife lied to him and told him that she was taking some time off to enjoy the weather and get some things done around the house,” Pauly wrote. “The sheriff advised that he didn’t learn about the offense until six days later, when two of his staff, a detective and an office administrator, met with him in his office.”
Even as the investigation swirled around her, Kathy Beutler lamented the toll it could take on her husband.
“As of this, my dear husband and family are not aware of this situation. This will kill him and his career,” Kathy Beutler wrote in the e-mail to Crossgrove a day before Jim Beutler learned of the investigation. “He has worked so hard and is such a good man. If there is any mercy to be had, I am begging it of you now.” 

Wednesday, October 20, 2010

ABC Costing System

This is a recommendation letter to the controller of Piedmont Manufacturing Company.  I have been asked to advise Piedmont on the ins and outs of an Activity Based Costing system.  I got an A+ on this one.


October 4, 2010

Jay Sutherlin, Controller
Piedmont Manufacturing Company
94 N. Pecos Road
Las Vegas, Nevada 89044

Dear Mr. Sutherlin,

I am pleased to advise you on the cost-effectiveness of an activity-based costing (ABC) system for Piedmont Manufacturing Company.  In order to evaluate whether an ABC system is worthwhile for your situation, you will need to analyze the benefits of improved information and decide whether the cost of implementation, $2.5 million, is justifiable.

ABC System
This type of system assigns costs to different production units, based on the activities performed.  In your case, this means the costs of metal and wooden furniture would be calculated by how many resources, such as engineering hours and materials, are consumed by each.

Piedmont is currently using an inferior approach, volume-based costing, which exposes the risk of misleading financial information, resulting in poor management decisions.  ABC provides better information but is expensive to implement.  It must be decided whether the benefits of switching to ABC outweighs the costs.

Benefits of ABC
Switching to an ABC system increases the quality of information available to the Company.  Managers use this information to support strategic decisions regarding product lines, market segments, customer relationships, and improved processes (CMA Canada 2008, 2-3).  Therefore, it is crucial that the data is accurate and leads to the right decision-making.  The following are the main advantages of implementing an activity-based costing system:
1.  Improved Decision Making
2. Improved Measures of Profitability
3. Cost Estimation
4. Process Improvement 
5. Cost of Unused Capacity
You must decide if the improved information quality is worth the cost for your company.  In order to do so, you also need to consider the limitations of an ABC system.

Limitations of ABC
Although ABC leads to many advantages, there are a few disadvantages as well.  It is sometimes difficult to directly associate a cost to one product due to its ambiguous nature.  Product costs do not always include every related expense, like marketing and engineering costs, due to requirements of generally accepted accounting principles (GAAP).  Also, it can be very expensive to install ABC and usually requires a year or more for adequate development and implementation.  In summary, the limitations of an ABC system are as follows:   
  1. Allocations
  2. Omissions of cost
  3. Expense and time
Once you are aware of the advantages and disadvantages of ABC, you must look at firm-specific data that supports your decision.

Cost of Implementation
I have compiled a table in Appendix A, which shows the improved quality of information resulting from the use of ABC over volume-based costing.  As the table shows, the variance in cost-estimation between systems results in a $110 difference for metal chairs and $27.50 for wooden chairs per unit.  The company is overestimating the profitability of metal chairs by $1.375 million and underestimating the profitability of wooden chairs by $1.031 million annually.  The impact on information resulting from the ABC system can lead to substantial enhancement in decision-making, cost estimation, and process improvements (Blocher, Stout, Cokins, and Chen 2008, 126-130).

The total cost of implementing this system is $2.5 million.  This is approximately 10% of this year’s revenue.  It is up to you to decide whether you think the information quality resulting from a switch to ABC is worth that much to your company.

Conclusion
I hope that the information I have provided is adequate for you to begin decision-making.  I remind you to consider the benefits of improved information compared to its cost.  Use the appendix to analyze the impact of ABC on your financial decisions, and determine whether the Company can afford to implement the new system.

Once you have evaluated all related circumstances, I advise you to meet with me to discuss your decision.  If you decide to switch to the activity-based costing system, I have additional advice about implementation processes.  Please call me at (419) 221-0008 if there are additional matters you wish to discuss.

Sincerely,



Emily Diepenbrock

Attachment

Appendix A
Information based on 25,000 and 75,000 units of production for metal and wooden chairs.
Volume-Based Costing
Total Overhead (OH)  $2,000,000
Total Direct Labor Hours (DLH) 100,000
Overhead rate per DLH  $20.00
Metal Chair Wooden Chair
Total OH Assigned  $500,000  $1,500,000
Number of Units 5,000 20,000
Overhead Costs per unit  $100.00  $75.00
Unit selling price  $400  $200
Unit product cost:
Direct materials and labor (200) (80)
Factory overhead (100) (75)
Cost per unit (300) (155)
Unit Margin  $100  $45
Activity-Based Costing
Activity Consumption Driver Cost Activity Consumption Activity Rate
Engineering hours 125,000 12,500 10
Number of setups 300,000 300 1,000
Machine-hours 1,500,000 150,000 10
Number of packing orders 75,000 15,000 5
Overhead Cost Metal Chair Wooden Chair
Engineering hours  $10.00  $3.75
Number of setups  40.00  5.00
Machine-hours  100.00  50.00
Number of packing orders  5.00  2.50
Overhead Costs per unit  $155.00  $61.25
Unit selling price  $400.00  $200.00
Unit product cost
Direct materials and labor  (200.00)  (80.00)
Factory Overhad:
  Engineering  (10.00)  (3.75)
  Setups  (40.00)  (5.00)
  Machine running  (100.00)  (50.00)
  Packing  (5.00)  (2.50)
Cost per unit  (355.00)  (141.25)
Unit Margin  $45  $59
Comparison Metal Chair Wooden Chair
Unit overhead cost
Volume-based  $100.00  $75.00
Activity-based  155.00  61.25
  Difference  55.00  13.75
Unit margin
Volume-based  $100.00  $45.00
Activity-based  45.00  58.75
  Difference  55.00  13.75
Total Difference Between Systems  $110.00  $27.50

Writing for Technical and Non-Technical Readers

This assignment was to explain the difference between depreciation, amortization, and depletion.  The first version is geared towards someone without an accounting background.  The second version is for technical accounting readers.


Version #1:
The terms depreciation, amortization, and depletion all describe a method of allocating the cost of operational assets to match the expense period in which it is incurred.  However, they differ in the method of calculation as well as the operational asset being considered.  Depreciation refers to the cost allocation of tangible assets, while amortization is used for intangible assets, and depletion is for natural resources.

Depreciation is determined by subtracting the residual value from the historical cost then dividing by the estimated useful life.  Under the straight-line method, the same amount of depreciation is incurred each year.  While the straight-line method is most commonly used and is required under GAAP, other methods of depreciation include the sum-of-the-years’-digits method, double-declining-balance (DDB) method, and activity-based depreciation.

Intangible operational assets are subject to amortization.  Like depreciation, it is necessary to determine the useful life and residual value of the asset and whether it is a period or product cost.  Items subject to amortization include bonds and patents.  However, some intangible assets are not subject to amortization like trademarks and goodwill.  This occurs because the useful life of the intangible asset is indefinite.

The final cost allocation method is depletion.  Since the depletion of natural resources is directly tied to its extraction, it is usually calculated on an activity basis.  Depreciation and amortization of assets used to withdraw natural resources are often also calculated using the units-of-production method (Spiceland, Sepe and Tomassini, 504-516).

Version #2:
In accounting, it is sometimes necessary to decrease the value of certain items over time.  For instance, a machine used in a factory will be worth less in the future than it was when it was purchased.  Rather than incur a large loss all at once, accountants use a method of reducing the value over time.  In this example, it is called depreciation.  Depreciation is the method of deducting value from a tangible item, such as machinery or other equipment, over time. 

To determine the depreciation rate, one must estimate the amount of time they believe the object will be valuable to the company.  This is referred to as the estimated useful life.  One must also assess the value it will be worth at the end of its useful life, also known as the salvage value.  In order to determine a year’s worth of depreciation, an accountant subtracts the salvage value from the original price of the item then divides it by the estimated useful life.  As the years accumulate, the depreciation is summed together into an account called accumulated depreciation.  This amount is subtracted from the original value of the item to determine the current value.

While depreciation is used to reduce the value of a tangible item, accountants use separate terms for other instances.  Amortization follows the same idea as depreciation, except it applies to intangible items such as bonds and trademarks.  Amortization is calculated in a way very similar to depreciation.  Accountants also use a term called depletion to describe the extraction of natural resources like oil from a source.  Though the calculation of depletion differs from depreciation and amortization, the fundamental idea is the same.  The terms depreciation, amortization, and depletion all describe a gradual decline in value but they vary in the nature of the item.

Recommendations for Improving Profitability

This assignment was to advise We Love Our Pets on ways to increase profitability given the company's income statement.  Here it goes:


Wilson & Layton, Inc.
1234 Almeda Avenue
Detroit, MI 12345
(565) 404-9544


September 1, 2010

Mr. Steve Hoover
We Love Our Pets Owner
2447 Wilkins Avenue
Detroit, MI 12349

Dear Mr. Hoover,

The purpose of this letter is to discuss recommendations for improving the profitability of your company, We Love Our Pets.  It is our objective to increase sales volume while identifying ways to cut costs.

In order to further the success your company had in its first year, I recommend expanding the market share of your services and adding a merchandising line.  In addition, I recommend reducing expenses related to rent and supplies.

First, I would like to point out that your wash and trim service is 20% more profitable than your flea and tick removal service.  As you work to expand your market share of these services, I advise targeting the grooming portion of your business.  In order to increase business, I suggest offering a package that includes both grooming and flea and tick removal service.  At your current price, you charge $25 and $30 for these services, respectively.  A bundle option would include the wash and trim portion at $20.  I believe this would increase your sales by 10%, leading to an increase of $14,000 in revenue.  In addition, spending more money on advertising can enhance your client base and lead to greater profitability.

Second, I advise expanding your services to include pet accessories.  This would be an excellent complement to your grooming service and would further increase your sales opportunities.  Items I recommend selling at your shop include pet shampoo, brushes, collars, and dog clothing.  Adding an accessory line will increase the overall profitability of your business and provide clients with an opportunity to do more business with you rather than competitors.

Third, I recommend moving your business to a new location.  Upon researching the common rent expense in the commercial Detroit area, I discovered that you could easily rent an office space for $1,500 per month, rather than $3,000.  This would lead to an $18,000 cost savings in one year without compromising the quality of your business.

Lastly, I suggest you contact your flea and tick removal supplier to work on reducing your costs of supplies.  Oftentimes, suppliers will cut retailers a deal in order to garner more of your business.  If your supplier is unwilling to do so, I recommend searching for other wholesalers who can provide your business with quality supplies at a lower cost.  Building a strong relationship with your supplier can have a tremendous effect on your business. 

Please consider my recommendations for increasing revenue through bundling services and adding an accessory line, as well as decreasing expenses by moving office buildings and developing a strong relationship with suppliers.  I am confident that these steps will positively impact the profitability of your business.  If you would like to continue discussing ways to improve your business, feel free to contact me.  I wish you luck with your business endeavors.

Sincerely,



Emily Diepenbrock

10 Tricks to Mastering the Art of Persuasion

During one of my daily visits to www.msn.com, I found a great article about persuasion tools.  I think they are great tips,  and I wanted to share them:


10 Tricks for Mastering the Art of Persuasion
  1. Start Things Off:  People are more likely to agree to do something that has already been started for them.  If you need to ask for help on something, or delegate a task to someone else, try to start the project before handing it off to another.
  2. Help Them Imagine: Say something like, “I know it'll be a late night, but can you imagine how relieved we'll be if we get the job done before going home?” This tactic paints a vivid picture in the person's mind of the pleasure if she/he does — or the pain if she/he doesn't — do what you asked.
  3. Stress Their Loss:  People are more persuaded by the perception of losing something than gaining it.  If you were trying to convince a client to make a certain business decision, make sure to stress what they would lose by not doing so.
  4. Give First:  People are psychologically conditioned to return a favor.  If you need to ask someone for help, do something for him or her first.  Then, it will be more difficult for them to decline your favor.
  5.  Over-Ask:  People feel a sense of guilt when declining a request.  If the second request is something they can afford to comply with, then they’ll grab the opportunity.  Much like a little kid asking for a pony, hearing no, then asking for a dog.
  6. Make Them Laugh:  Getting someone to laugh makes people like you more and thus are more open to your ideas.
  7. Use “We”:  Studies have shown that the reassurance of  “we” is more productive in persuading people than other techniques. The use of "we" immediately conveys a sense of belonging, commonality and support.
  8.  Majority Rules: When persuading, point to evidence of what others are doing that is similar to what you are trying to persuade the other person to do. After all, when making decisions on our own, we likely survey the scene for reassurance anyway.
  9. Be Positive: One of the most powerful principles of persuasion rests on a person's need to remain consistent with his past actions. People are more likely to be persuaded to behave in certain ways if they have acted that way before — and it has been noticed.
  10. Have Good Timing: Sometimes it’s not what you ask for but when you ask for it. People are most persuadable immediately after thanking someone, so it's the perfect time to ask for a favor: My pleasure. In fact, I was hoping you might be able to help me out with something too.

Job Advice Proverbs


For an assignment in my Accounting Communications class, I had to give a presentation on an article of my choice from www.collegegrad.com.  I found an interesting piece on proverbial advice for the working world.  These were my favorites:

  • Look for solutions, not problems. Anyone can identify problems.
  • Talk 20 percent and listen 80 percent. And avoid those who talk 100 percent.
  • Show respect for your boss in everything you do. Don’t join in when others are boss bashing. It can be contagious.
  • Learn to become a team player. College rewards individual performance. Employers reward team performance.
  • Limit yourself to one glass of beer or wine when dining out with coworkers or clients. And wait for someone else to order liquor first.  Don’t be the only one.
  • Life isn’t fair. And sometimes work isn’t either. There will be some days when just getting through the day is the best you can do. Wait until tomorrow to see if things clear up. They usually do.
  • Give back to those who are less fortunate than you. No matter how hard you have worked to get where you are now, there is always someone who has not had the same opportunities that you have had in life. Do your best to help meet the needs of others.
  • Always remember that work should never be your sole purpose in life. No one ever said on their death bed, I wish I would have spent more time at the office.
What are your favorite proverbs or work tips?

Accounting Portfolio

The purpose of this blog is to share the things I am currently working on in my Master of Accountancy program at Bowling Green State University.  Questions and comments are welcome.