Addthis Arens Chapter08
Audit Planning and
Analytical Procedures
Chapter 8
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-1
Learning Objective 1
Discuss why adequate audit
planning is essential.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-2
Three Main Reasons for
Planning
1. To obtain sufficient appropriate evidence
for the circumstances
2. To help keep audit costs reasonable
3. To avoid misunderstanding with the client
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-3
Risk Terms
Acceptable
Acceptableaudit
auditrisk
risk
Inherent
Inherentrisk
risk
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-4
Planning an Audit and
Designing an Audit Approach
Accept client and perform initial audit planning.
Understand the client’s business and industry.
Assess client business risk.
Perform preliminary analytical procedures.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-5
Planning an Audit and
Designing an Audit Approach
Set materiality and assess acceptable audit risk
and inherent risk.
Understand internal control and assess control risk.
Gather information to assess fraud risks.
Develop overall audit plan and audit program.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-6
Learning Objective 2
Make client acceptance decisions
and perform initial audit planning.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-7
Initial Audit Planning
1. Client acceptance and continuance
2. Identify client’s reasons for audit
3. Obtain an understanding with the client
4. Develop overall audit strategy
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-8
Learning Objective 3
Gain an understanding of the
client’s business and industry.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-9
Understanding of the Client’s
Business and Industry
Factors that have increased the
importance of understanding the
client’s business and industry:
Information technology
Global operations
Human capital
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 10
Understanding of the Client’s
Business and Industry
Understand
Understandclient’s
client’sbusiness
businessand
andindustry
industry
Industry
Industryand
andexternal
externalenvironment
environment
Business
Businessoperations
operationsand
andprocesses
processes
Management
Managementand
andgovernance
governance
Objectives
Objectivesand
andstrategies
strategies
Measurement
Measurementand
andperformance
performance
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 11
Industry and External
Environment
Reasons for obtaining an understanding of the
client’s industry and external environment:
1. Risks associated with specific industries
2. Inherent risks common to all clients in
certain industries
3. Unique accounting requirements
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 12
Business Operations
and Processes
Factors the auditor should understand:
Major sources of revenue
Key customers and suppliers
Sources of financing
Information about related parties
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 13
Tour the Plant and Offices
By viewing the physical facilities,
the auditor can asses physical
safeguards over assets and interpret
accounting data related to assets.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 14
Identify Related Parties
A related party is defined as an affiliated
company, a principal owner of the client
company, or any other party with which
the client deals, where one of the parties
can influence the management or
policies of the other.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 15
Management and Governance
Management establishes the strategies and
processes followed by the client’s business.
Governance includes the client’s organizational
structure, as well as the activities of the board
of directors and the audit committee.
Corporate charter and bylaws
Code of ethics
Meeting minutes
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 16
Code of Ethics
In response to the Sarbanes-Oxley Act, the SEC
now requires each public company to disclose
whether is has adopted a code of ethics that
applies to senior management.
The SEC also requires companies to disclose
amendments and waivers to the code of ethics.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 17
Client Objectives and Strategies
Strategies are approaches followed by the
entity to achieve organizational objectives.
Auditors should understand client objectives.
Financial reporting reliability
Effectiveness and efficiency of operations
Compliance with laws and regulations
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 18
Measurement and Performance
The client’s performance measurement system
includes key performance indicators. Examples:
market share
sales per employee
unit sales growth
Web site visitors
same-store sales
sales/square foot
Performance measurement includes ratio analysis
and benchmarking against key competitors.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 19
Learning Objective 4
Assess client business risk.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 20
Assess Client Business Risk
Client business risk is the risk that the
client will fail to achieve its objectives.
What is the auditor’s primary concern?
Material misstatements in the financial
statements due to client business risk
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 21
Client’s Business, Risk, and
Risk of Material Misstatement
Industry and external environment
Understand client’s
business and industry
Assess client business
risk
Business operations and processes
Management and governance
Objectives and strategies
Assess risk of material
misstatements
Measurement and performance
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 22
Sarbanes-Oxley Act
The Sarbanes-Oxley Act requires that
management certify it has designed
disclosure controls and procedures to
ensure that material information about
business risks is made known to them.
It also requires that management certify
it has informed the auditor and audit
committee of any significant deficiencies
in internal control.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 23
Learning Objective 5
Perform preliminary analytical
procedures.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 24
Preliminary Analytical
Procedures
Comparison of client ratios to industry
or competitor benchmarks provides an
indication of the company’s performance.
Preliminary tests can reveal unusual
changes in ratios.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 25
Examples of Planning Analytical
Procedures
Selected Ratios
Short-term debt-paying ability:
Current ratio
Client Industry
3.86
5.20
3.36
5.20
Ability to meet long-term obligations:
Debt to equity
1.73
2.51
Profitability ratio:
Profit margin
0.07
Liquidity activity ratio:
Inventory turnover
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
0.05
8 - 26
Summary of the Parts
of Auditing Planning
A major purpose is to gain an understanding
of the client’s business and industry.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 27
Key Parts of Planning
Accept client and perform initial planning
New client acceptance and continuance
Identify client’s reasons for audit
Obtain an understanding with client
Staff the engagement
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 28
Key Parts of Planning
Understand the client’s business and industry
Understand client’s industry and external
environment
Understand client’s operations, strategies,
and performance system
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 29
Key Parts of Planning
Assess client business risk
Evaluate management controls
affecting business risk
Assess risk of material misstatements
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 30
Key Parts of Planning
Perform preliminary analytical procedures
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 31
Learning Objective 6
State the purposes of analytical
procedures and the timing
of each purpose.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 32
Analytical Procedures
AU 329 emphasizes the expectations
developed by the auditor.
1. Required in the planning phase
2. Often done during the testing phase
3. Required during the completion phase
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 33
Timing and Purposes of
Analytical Procedures
Purpose
(Required)
Planning
Phase
Understand client’s
industry and business
Primary
purpose
Assess going concern
Secondary
purpose
Indicate possible
misstatements
(attention directing)
Reduce detailed tests
Primary
purpose
Testing
Phase
(Required)
Completion
Phase
Secondary
purpose
Secondary Primary
purpose
purpose
Secondary Primary
purpose
purpose
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 34
Learning Objective 7
Select the most appropriate
analytical procedure from
among the five major types.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 35
Five Types of Analytical
Procedures
Compare client data with:
1. Industry data
2. Similar prior-period data
3. Client-determined expected results
4. Auditor-determined expected results
5. Expected results using nonfinancial data.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 36
Compare Client and Industry
Data
Client
2009
2008
Inventory turnover
Gross margin
3.4
26.3%
3.5
26.4%
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
Industry
2009
2008
3.9
27.3%
3.4
26.2%
8 - 37
Compare Client Data with
Similar Prior Period Data
2009
(000)
% of
Prelim. Net sales
Net sales
Cost of goods sold
Gross profit
Selling expense
Administrative expense
Other
Earnings before taxes
Income taxes
Net income
$143,086
103,241
$ 39,845
14,810
17,665
1,689
$ 5,681
1,747
$ 3,934
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
100.0
72.1
27.9
10.3
12.4
1.2
4.0
1.2
2.8
2008
(000)
% of
Prelim. Net sales
$131,226
94,876
$ 36,350
12,899
16,757
2,035
$ 4,659
1,465
$ 3,194
100.0
72.3
27.7
9.8
12.8
1.6
3.5
1.1
2.4
8 - 38
Learning Objective 8
Compute common financial ratios.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 39
Common Financial Ratios
Short-term debt-paying ability
Liquidity activity ratios
Ability to meet long-term debt obligations
Profitability ratios
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 40
Short-term Debt-paying Ability
Cash ratio
(Cash + Marketable securities)
=
Current liabilities
Quick ratio
(Cash + Marketable securities
=
+ Net accounts receivable)
Current liabilities
Current assets
Current ratio =
Current liabilities
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 41
Liquidity Activity Ratios
Accounts receivable
Net sales
=
turnover
Average gross receivables
Days to collect
receivable
365 days
=
Accounts receivable turnover
Inventory
turnover
Cost of goods sold
=
Average inventory
Days to sell
inventory
365 days
=
Inventory turnover
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 42
Ability to Meet Long-term Debt
Obligation
Debt to equity =
Total liabilities
Total equity
Times interest
=
earned
Operating income
Interest expense
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 43
Profitability Ratios
Earnings
per share
Gross profit
percent
=
Net income
Average common shares outstanding
=
(Net sales – Cost of goods sold)
Net sales
Profit margin =
Operating income
Net sales
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 44
Profitability Ratios
Return on
=
assets
Income before taxes
Average total assets
Return on
common
=
equity
(Income before taxes
– Preferred dividends)
Average stockholders’ equity
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 45
Summary of Analytical
Procedures
They involve the computation of ratios
and other comparisons of recorded
amounts to auditor expectations.
They are used in planning to understand
the client’s business and industry.
They are used throughout the audit to identify
possible misstatements, reduce detailed tests,
and to assess going-concern issues.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 46
End of Chapter 8
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 47
Analytical Procedures
Chapter 8
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-1
Learning Objective 1
Discuss why adequate audit
planning is essential.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-2
Three Main Reasons for
Planning
1. To obtain sufficient appropriate evidence
for the circumstances
2. To help keep audit costs reasonable
3. To avoid misunderstanding with the client
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-3
Risk Terms
Acceptable
Acceptableaudit
auditrisk
risk
Inherent
Inherentrisk
risk
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-4
Planning an Audit and
Designing an Audit Approach
Accept client and perform initial audit planning.
Understand the client’s business and industry.
Assess client business risk.
Perform preliminary analytical procedures.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-5
Planning an Audit and
Designing an Audit Approach
Set materiality and assess acceptable audit risk
and inherent risk.
Understand internal control and assess control risk.
Gather information to assess fraud risks.
Develop overall audit plan and audit program.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-6
Learning Objective 2
Make client acceptance decisions
and perform initial audit planning.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-7
Initial Audit Planning
1. Client acceptance and continuance
2. Identify client’s reasons for audit
3. Obtain an understanding with the client
4. Develop overall audit strategy
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-8
Learning Objective 3
Gain an understanding of the
client’s business and industry.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8-9
Understanding of the Client’s
Business and Industry
Factors that have increased the
importance of understanding the
client’s business and industry:
Information technology
Global operations
Human capital
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 10
Understanding of the Client’s
Business and Industry
Understand
Understandclient’s
client’sbusiness
businessand
andindustry
industry
Industry
Industryand
andexternal
externalenvironment
environment
Business
Businessoperations
operationsand
andprocesses
processes
Management
Managementand
andgovernance
governance
Objectives
Objectivesand
andstrategies
strategies
Measurement
Measurementand
andperformance
performance
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 11
Industry and External
Environment
Reasons for obtaining an understanding of the
client’s industry and external environment:
1. Risks associated with specific industries
2. Inherent risks common to all clients in
certain industries
3. Unique accounting requirements
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 12
Business Operations
and Processes
Factors the auditor should understand:
Major sources of revenue
Key customers and suppliers
Sources of financing
Information about related parties
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 13
Tour the Plant and Offices
By viewing the physical facilities,
the auditor can asses physical
safeguards over assets and interpret
accounting data related to assets.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 14
Identify Related Parties
A related party is defined as an affiliated
company, a principal owner of the client
company, or any other party with which
the client deals, where one of the parties
can influence the management or
policies of the other.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 15
Management and Governance
Management establishes the strategies and
processes followed by the client’s business.
Governance includes the client’s organizational
structure, as well as the activities of the board
of directors and the audit committee.
Corporate charter and bylaws
Code of ethics
Meeting minutes
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 16
Code of Ethics
In response to the Sarbanes-Oxley Act, the SEC
now requires each public company to disclose
whether is has adopted a code of ethics that
applies to senior management.
The SEC also requires companies to disclose
amendments and waivers to the code of ethics.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 17
Client Objectives and Strategies
Strategies are approaches followed by the
entity to achieve organizational objectives.
Auditors should understand client objectives.
Financial reporting reliability
Effectiveness and efficiency of operations
Compliance with laws and regulations
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 18
Measurement and Performance
The client’s performance measurement system
includes key performance indicators. Examples:
market share
sales per employee
unit sales growth
Web site visitors
same-store sales
sales/square foot
Performance measurement includes ratio analysis
and benchmarking against key competitors.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 19
Learning Objective 4
Assess client business risk.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 20
Assess Client Business Risk
Client business risk is the risk that the
client will fail to achieve its objectives.
What is the auditor’s primary concern?
Material misstatements in the financial
statements due to client business risk
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 21
Client’s Business, Risk, and
Risk of Material Misstatement
Industry and external environment
Understand client’s
business and industry
Assess client business
risk
Business operations and processes
Management and governance
Objectives and strategies
Assess risk of material
misstatements
Measurement and performance
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 22
Sarbanes-Oxley Act
The Sarbanes-Oxley Act requires that
management certify it has designed
disclosure controls and procedures to
ensure that material information about
business risks is made known to them.
It also requires that management certify
it has informed the auditor and audit
committee of any significant deficiencies
in internal control.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 23
Learning Objective 5
Perform preliminary analytical
procedures.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 24
Preliminary Analytical
Procedures
Comparison of client ratios to industry
or competitor benchmarks provides an
indication of the company’s performance.
Preliminary tests can reveal unusual
changes in ratios.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 25
Examples of Planning Analytical
Procedures
Selected Ratios
Short-term debt-paying ability:
Current ratio
Client Industry
3.86
5.20
3.36
5.20
Ability to meet long-term obligations:
Debt to equity
1.73
2.51
Profitability ratio:
Profit margin
0.07
Liquidity activity ratio:
Inventory turnover
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
0.05
8 - 26
Summary of the Parts
of Auditing Planning
A major purpose is to gain an understanding
of the client’s business and industry.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 27
Key Parts of Planning
Accept client and perform initial planning
New client acceptance and continuance
Identify client’s reasons for audit
Obtain an understanding with client
Staff the engagement
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 28
Key Parts of Planning
Understand the client’s business and industry
Understand client’s industry and external
environment
Understand client’s operations, strategies,
and performance system
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 29
Key Parts of Planning
Assess client business risk
Evaluate management controls
affecting business risk
Assess risk of material misstatements
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 30
Key Parts of Planning
Perform preliminary analytical procedures
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 31
Learning Objective 6
State the purposes of analytical
procedures and the timing
of each purpose.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 32
Analytical Procedures
AU 329 emphasizes the expectations
developed by the auditor.
1. Required in the planning phase
2. Often done during the testing phase
3. Required during the completion phase
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 33
Timing and Purposes of
Analytical Procedures
Purpose
(Required)
Planning
Phase
Understand client’s
industry and business
Primary
purpose
Assess going concern
Secondary
purpose
Indicate possible
misstatements
(attention directing)
Reduce detailed tests
Primary
purpose
Testing
Phase
(Required)
Completion
Phase
Secondary
purpose
Secondary Primary
purpose
purpose
Secondary Primary
purpose
purpose
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 34
Learning Objective 7
Select the most appropriate
analytical procedure from
among the five major types.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 35
Five Types of Analytical
Procedures
Compare client data with:
1. Industry data
2. Similar prior-period data
3. Client-determined expected results
4. Auditor-determined expected results
5. Expected results using nonfinancial data.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 36
Compare Client and Industry
Data
Client
2009
2008
Inventory turnover
Gross margin
3.4
26.3%
3.5
26.4%
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
Industry
2009
2008
3.9
27.3%
3.4
26.2%
8 - 37
Compare Client Data with
Similar Prior Period Data
2009
(000)
% of
Prelim. Net sales
Net sales
Cost of goods sold
Gross profit
Selling expense
Administrative expense
Other
Earnings before taxes
Income taxes
Net income
$143,086
103,241
$ 39,845
14,810
17,665
1,689
$ 5,681
1,747
$ 3,934
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
100.0
72.1
27.9
10.3
12.4
1.2
4.0
1.2
2.8
2008
(000)
% of
Prelim. Net sales
$131,226
94,876
$ 36,350
12,899
16,757
2,035
$ 4,659
1,465
$ 3,194
100.0
72.3
27.7
9.8
12.8
1.6
3.5
1.1
2.4
8 - 38
Learning Objective 8
Compute common financial ratios.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 39
Common Financial Ratios
Short-term debt-paying ability
Liquidity activity ratios
Ability to meet long-term debt obligations
Profitability ratios
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 40
Short-term Debt-paying Ability
Cash ratio
(Cash + Marketable securities)
=
Current liabilities
Quick ratio
(Cash + Marketable securities
=
+ Net accounts receivable)
Current liabilities
Current assets
Current ratio =
Current liabilities
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 41
Liquidity Activity Ratios
Accounts receivable
Net sales
=
turnover
Average gross receivables
Days to collect
receivable
365 days
=
Accounts receivable turnover
Inventory
turnover
Cost of goods sold
=
Average inventory
Days to sell
inventory
365 days
=
Inventory turnover
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 42
Ability to Meet Long-term Debt
Obligation
Debt to equity =
Total liabilities
Total equity
Times interest
=
earned
Operating income
Interest expense
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 43
Profitability Ratios
Earnings
per share
Gross profit
percent
=
Net income
Average common shares outstanding
=
(Net sales – Cost of goods sold)
Net sales
Profit margin =
Operating income
Net sales
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 44
Profitability Ratios
Return on
=
assets
Income before taxes
Average total assets
Return on
common
=
equity
(Income before taxes
– Preferred dividends)
Average stockholders’ equity
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
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Summary of Analytical
Procedures
They involve the computation of ratios
and other comparisons of recorded
amounts to auditor expectations.
They are used in planning to understand
the client’s business and industry.
They are used throughout the audit to identify
possible misstatements, reduce detailed tests,
and to assess going-concern issues.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
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End of Chapter 8
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley
8 - 47