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                                      Finance for Non-Financial Managers
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                                             Tricks That Tempt Managers into Trouble
                                            When the outside world looks so intently at a compa-
                                            ny’s sales for clues as to its success, it’s sometimes hard
                                for some companies to resist the temptation to cut corners in the
                                interest of making their shareholders and potential shareholders smile.
                                Because some of the accounting rules seem to have room for inter-
                                pretation, occasionally they get interpreted all the way into the next
                                room. Here are some examples that you will want to look out for:
                                 • Recording sales too soon, before the transaction is complete, e.g.,
                                  such as when the quarter is ending and the CFO wants the compa-
                                  ny to look good.
                                 • Recording sales too late, e.g., waiting until the next month or quar-
                                  ter because your CFO doesn’t expect that quarter to look as good
                                  as this one, and he wants to even them out a bit.
                                 • Recording sales that haven’t really happened (yet), but that the CFO
                                  is sure will happen momentarily, and so why not slip them in a bit
                                  early?

                               product or service sold, including the cost of delivering the mer-
                               chandise or components to the selling company. It should also
                               include the costs of other services that were packaged and sold
                               along with the product, such as installation and training (if they
                               were a part of the sale). Finally, it might also include directly
                               related selling expenses, such as costs of delivery to the cus-
                               tomer and sales commissions paid to salespeople, although this
                               is not a universal practice. This may also carry the label cost of
                               goods sold, if selling expenses are shown elsewhere.

                               Gross Profit: The First Measure of Profitability
                               This is a key measure of profitability, one we’ll talk about in
                               more depth in Chapters 7 and 8. Gross profit is the gain the
                               company earns after selling its products and paying for all ele-
                               ments of the cost of sales. Earning a gross profit is very impor-
                               tant, because the difference between sales and the cost of sales
                               normally pays all of the operating expenses discussed below. In
                               other words, if you sell each widget at a loss, it’s highly unlikely
                               you will make it up the loss through volume.
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