While evaluating Apollo Shoes, there are some areas of concern that are potential fraudschemes. The fraud can lead to the entire collapse/demise of the company if not corrected.These will also affect the share value and investor confidence. An overview of the process of investigation along with recommendations for the company.As with any company, revenue recognition is an important part of operations of a ApolloShoes. As stated in GAAP standards, revenue generated must be realistic and recognizable.Revenue is recognized when the sale is complete. The sale is approved or paid for and theproduct is handed to the customer or mailed to the desired location. When reviewing the booksfor Apollo Shoes, the numbers are inconsistent with the accounts receivable. Confirmationreceived from customers were in line with the account balances. This raised a flag of concernfor revenues being misstated. The difference doesn 't appear to make a considerable increase incash flow, but the issue needs to be addressed and corrected before the difference is larger. Thiscan also be an indication of revenue misstatements.When there are discrepancies in the financial statements obtained from the company andthe financial institution, further investigation must be performed.Fixed AssetsThere are some common forms of fraud in relation to fixed assets, concealment, misuse,and improper classification. All of these have an impact on the book value for the organizationand the equity for the shareholders. The organization is responsible to record assets in thecorrect account for tracking a valuation.The fixed assets can also be traced from the beginning of the year to the end forverification of existence and/or write off of assets. The capitalization policy of assets can also beevaluated for accuracy and possible changes that need to be made. The damaged the Apollo…
Bacon’s Rebellion: 1676 – led by Nathaniel Bacon, 29 year old planter, Virginia’s Gov’n: William Berkeley. Young single men frustrated by broken hopes of acquiring land. Bacon died of disease and Berkeley crushed their hopes.…
My question for the Leslie Fay Companies case focuses on the actions of Paul Polishan and the effect his self-established tyranny over the financial information of the Leslie Fay Companies would have on the auditing process. Paul Polishan, a 1969 accounting graduate, was hired by the Leslie Fay Companies right out of college. The Leslie Fay Companies made women 's clothing, particularly focusing on dresses for middle-aged women and the strict, conservative styles of that era. The Leslie Fay Companies was created by Fred Pomerantz after World War II and established in New York City, going public in 1952, and becoming widely known as one of the premier manufacturers of high-fashion female apparel in the United States. The son of Paul Pomerantz, John Pomerantz was appointed President of the Leslie Fay Companies in 1972. Soon after this appointment and thru his sound relationship with John Pomerantz, Paul Polishan had worked his way up to the position of Chief Financial Officer and Senior Vice President of Finance of the Leslie Fay Companies. Later, John Pomerantz took over as Chief Executive Officer and Chairman of the Board of Directors of the Leslie Fay Companies in 1982 for the now deceased Paul Pomerantz.…
From the get go, Antar had the mind of fraud. He was not going to play by the rules. He started business by skimming money off of cash sales before they hit the register. The less cash he had to report, the less taxes he had to pay. With his tight knit family working for him, the skimming got to the point for every $5.00 brought in, $1 was taken out. By the time the second store was up and running, Antar had profited hundreds of thousands of dollars from skimming. He paid his family under to table cash from the money taken from these illegal profits.…
I feel that one major flaw in the Phar-Mor company is the fact that Mickey Monus has full control of the company and could pull off such a giant fraud scam. This is a flawed system in management. There were no checks and balances to keep this fraud from happening. Mickey Monus had so much control of those under him that he convinced them to go along with the fraud. That everything would get better soon and they would not have to worry. The ones that did know about the fraud were in a position to say something but chose not to. If the company were structured better, another manager or high level authority would have caught the fraud being conducted and stopped it in its tracks within management. This in turn leads to the second flaw which is in the corporate governance. There had to have been a separate board of directors that should have had the capability of finding the fraud themselves instead of letting one man hid it from them. The company had audits being made but they were very poorly executed. The audits should have been made at random and more frequently. Only checking four stores out of 300 every once in awhile is not enough. However, the management structure should have been set up better so that they could catch the movement of inventory to the audited stores. For the amount of money that was being lied about way too many people should have caught on to the fraud much sooner. When Cherelstein and Finn both first found out about the fraud it should have been reported to the board of directors. They would have been able to relay the information to the proper places. The code of ethics for a corporation is outlined in the corporate governance and should have been followed. It is clear that they did not take an ethical approach on the…
Phar-Mor was known as one of the major discount chain retailers in the late 1980’s - early 1990’s. It was founded by Mickey Monus, a gambler in nature, who with the help of senior management was “cooking the books” for years to cover up his loses. The reason why senior management agreed to do this fraud is the belief in unique ability of their leader to fix everything later on. This case is known as one of the biggest accounting frauds in the corporate history of the U.S. This paper will analyze who was affected by this fraud, the motives behind it and what systems of control failed to prevent it.…
Leslie Fay’s income was determined to be overstated $80 million over a period of just three years, 1990-1992. The overstatement of income was the result of over $130 million of fraudulent accounting transactions. Inventory was the main focal point of the Leslie Fay fraudulent activities. The fraud included inflating the number of dresses manufactured each quarter, creating fraudulent inventory tags, and overstating inventory by creating in-transit inventory shipments that didn’t exist. The fraud extended beyond inventory, however. Recording advance sales, not accruing expenses, not writing off bad debt, and not recording discounts on receivables were also amongst the fraudulent entries (Knapp, 2011).…
Another factor that contributed to Phar-Mor’s high inherent risk assessment is because prior audits resulted in misstatements and exposed system weaknesses for Phar-Mor. Coopers had even expressed concern to management that Phar-Mor was engaged in hard-to-reconcile accounting practices” and called for improvements. They also recorded in their work papers that Phar-Mor appeared to be “systematically exaggerating its accounts receivables and…
Phar-Mor, the discount drug store that had enjoyed a decade of phenomenal financial success. It started with 15 stores and grew to over 310 stores in thirty two states from 1982 to 1992 it sales grew to $3 billion. At first Phar-Mor was seen as a major prospect in the retail market. The president, founder, and COO of Phar-Mor was Mickey Monus, who became quite extravagant with his money as Phar-Mor grew. The key to the company’s success was a power buying a phrase coined by Mr. Monus, it was a practice of stocking up on the products when suppliers where offering rock-bottom prices. This practice was indeed a key practice that attracted many prices conscious consumers and led to the company rapid success. However, the deep discount prices were so low that eventually Phar-Mor was no longer able to turn up a profit. In fact, it is believed that there were no profits generated after 1987. This is how the problem began, because Monus and other executives did not want the truth about their losses to damage the success and favorable reputation of Phar-Mor, they began to use imaginative accounting practices to hide their losses on the financial statements. At last Phar-Mor emerged from chapter 11 bankruptcies in 1995 with a new CEO, David Schwartz, and board.…
Two vendors were instructed to submit artificially inflated invoices to Livent which were charged for services that they had not provided to the company. After Livent paid the invoice amounts, Drabinsky and Gottlieb received kickback equivalent to the payments for the fake services. Over a four year period in the 1990s, as stated by SEC both of them received approximately $7 million in kickbacks from the two vendors. As to avoid detection the fake invoices were capitalized in “preproduction” coast accounts for the various shows that were being developed by the company. Valid costs charged to these accounts integrated expenditures to produce sets and costumes for new shows and cost were amortized over a maximum period of five years. With the kickback scheme being carried, by the mid 90’s and huge loses being registered by various Livents’ shows made it difficult for the company to achieve quarterly earnings targets. Concerned with company’s credit rating , stock price and Livent’s ability to gather capital needed to sustain its operation , in the beginning of 1994 Drabinsky and Gottlieb directed Livent’s accounting staff to deliberately engage in manipulation of company’s books and…
The Leslie Fay Companies, which is a manufacturer of women’s apparel, was founded by Fred Pomerantz. It was named after Fred’s daughter, Leslie Fay. The company is based out of New York, and Fred Pomerantz made the company public in 1952. Paul Polishan, who became CFO and senior vice president of finance, was hired personally by Fred Pomerantz. However, Fred Pomerantz ended up taking the company back to a private entity for a few years in the 1980’s due to a buy out from his son John Pomerantz. The Leslie Fay Companies became public again in 1986. The market for women’s apparel was going downhill due to the recession from the 1980’s through the 1990’s. Several large chain were forced to merge with other competitor or to liquidate as well as its major competitor, Liz Claiborne, whose revenue faced slowing sales from its major product lines and was eventually forced to take large inventory write-downs. In 1989, Leslie Fay incurred a substantial loss when it wrote off a receivable from Allied/Federated Department Stores after the large retailer filed for bankruptcy. Despite the trauma being experienced by its key competitors, Leslie Fay reported impressive sales and earnings throughout the late 1980s and early 1990s. To make his major customer happy Pomerantz had to approve significant markdowns in Leslie Fay’s wholesale prices and grant those customers large rebate. In 1993, Donald Kenia, the company’s controller, took full responsibility for a large accounting fraud revealed to the press by John Pomerantz. Leslie Fay’s earnings had been overstated by approximately $80 million from 1990-1992 and about $130 million entries were fake. Upon the investigation of the Audit committee it was found out some audit tricks in the company like inflated number of inventories and failing to accrue period-ending expenses and liabilities and pre-recording orders received. Also in 1993, shareholders filed law suit against management and auditor BDO Seidman. BDO Seidman’s red flags…
Alessandra Galloni in Milan, David Reilly in London and Michael Schroeder,in Washington. (2003, Dec 30). Leading the news: Parmalat founder admits involvement in fraud; SEC sues dairy company over $1.5 billion debt offer and an attempted buyout. Wall Street Journal Retrieved from http://search.proquest.com/docview/398956062?accountid=7084…
1a). A company would want to hire a member of its external audit for a number of reasons. The external auditor would have extensive knowledge of how the company works due to analyzing statements and performing many audit procedures and tests on the company and therefore would reduce time in order to become effective as an employee. The company would know the former auditor personally and have a good idea of how they would fit in with the existing staff. The former auditor could prepare working papers and assist with the auditors to reduce the time and cost of the audit. However, the former external auditor would know what the existing auditors would examine when conducting an audit. This also could lead to the company committing fraud or using creative accounting to misstate numbers on the financial statements. For example, in Phar-Mor, the company knew that the auditors would spend a lot of time looking at inventory due to Phar-Mor being in a retail industry. The external auditor now working for Phar-Mor could inform management of the tests that the auditors would perform on inventory and therefore would give an idea to management to how they could inflate the inventory numbers.…
Former chairman and chief executive Dennis Kozlowski and former chief financial officer Mark H. Swartz were accused of the theft of more than USD $150 million from the company. During their trial in March 2004, they contended the board of directors authorized it as compensation.…
İbrahim pahsa makes the sculpturer he found make a sculpture of himself. Kanuni gets very angry with İbrahim pahsa because of this disrespect of him and doesn’t share his feelings about this with anyone. But later on he shares his feelings with İbrahim pahsa. As a result of this , he wants to resign since he is afraid of Kanuni’s anger.…