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Question: S7-5 Ethical Decision Making: A Mini-Case David is the CEO of AquaGear Enterprises, a seven-year-old manufacturer of boats. After many long months of debate
S7-5 Ethical Decision Making: A Mini-Case
David is the CEO of AquaGear Enterprises, a seven-year-old manufacturer of boats. After many long months of debate with the company's board of directors, David obtained the board's approval to expand into water ski sales. David firmly believed that AquaGear could generate significant profits in this market, despite recent increases in the cost of skis. A board meeting will be held later in the month for David to present the financial results for the first quarter of ski sales. As AquaGear's corporate controller, you reported to David that the results weren't great. Although sales were better than expected at $165,000 (3,000 units at $55 per unit), the cost of goods sold was $147,500. This left a gross profit $17,500. David knew this amount would not please the board. Desperate to save the ski division, Davis asks you to "take another look at the cost calculations to see if there is any way to reduce the cost of goods sold. I know you accountants have different methods for figuring things out, so maybe you can do your magic now when I need it most." You dig out your summary of inventory purchases for the quarter to recheck your calculations, using the LIFO method that has always been used for the company's inventory of boats.
Date | Units | Unit Cost | Total | |
Beginning inventory of water skis | January 1 | 0 | -- | -- |
Purchases | January 15 | 1,500 | $30 | $45,000 |
Purchases | February 18 | 2,000 | 45 | 90,000 |
Purchases | March 29 | 2,500 | 50 | 125,000 |
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