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Journal articles on the topic "Revenue from contract with customer"
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ERGÜDEN, A. Engin. "IFRS 15." International Journal of Finance & Banking Studies (2147-4486) 9, no. 1 (2020): 47–57. http://dx.doi.org/10.20525/ijfbs.v9i1.650.
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Revenue is one of the most important performance and size indicators for businesses. A new standard, which has more comprehensive and comparable feature to eliminate the deficiencies in the IFRS (International Financial Reporting Standart)-15 Revenue From Customer Contracts Standard published on 15.01.2019 and the old revenue (IAS-18 Revenue and IAS (Inernational Accounting Standarts) -11 Construction Contracts) standards to be applied in the accounting periods starting after 01.01.2018, has been introduced. The most important purpose of the standard is to eliminate the uncertainties and deficiencies in the old standards with a five-step model on important issues related to when and what amount of the revenue based on the contract with customers will be accounted.
 
 According to IFRS-15 Revenue From Customer Contracts Standard, which is applied for the accurate reporting of revenues, comprehensive analysis of the financial table footnotes of the businesses in the tourism sector concerning presentation of the records related to the revenue in the financial statements in the footnotes, the contracts placed with the customer of the enterprise, important evaluations in the application of the standard and the transaction costs incurred in the financial statements as an asset has been the scope of this study.
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Haenel, Christina M., Hauke A. Wetzel, and Maik Hammerschmidt. "The Perils of Service Contract Divestment: When and Why Customers Seek Revenge and How It Can Be Attenuated." Journal of Service Research 22, no. 3 (2019): 301–22. http://dx.doi.org/10.1177/1094670519835312.
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Profitability considerations lead service providers to divest from customer service contracts, either by service contract demotion (cutting back services) or by service contract termination (ending service provision). Such initiatives have been associated with customer revenge. The pressing question for practitioners is which divestment approach has a stronger or weaker effect on customer revenge. Drawing on justice and appraisal theories, the authors suggest that the answer depends on customers’ predivestment satisfaction and on the provision of financial compensation or apology. Three experiments and a critical incident study reveal that for previously satisfied customers, service termination entails a stronger effect on customer revenge, while for previously dissatisfied customers, service demotion entails a stronger effect. The findings further demonstrate that offering financial compensation or an apology can mitigate or exacerbate the effect, highlighting the need to align these divestment handling instruments with the divestment approach chosen and customers’ predivestment satisfaction. The findings also show that the effect can be explained by customer anger. Overall, this article provides guidance on how to divest whom in order to mitigate detrimental effects.
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Mohanty, Biraj Kumar, and Saroj Kumar Routray. "Revenue from contracts: cash vs accrual." Emerald Emerging Markets Case Studies 10, no. 4 (2020): 1–20. http://dx.doi.org/10.1108/eemcs-10-2019-0276.
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Learning outcomes The case provides an insight on the provisions of the IND AS 115 (largely converging with IFRS 15), financial impact of alternative accounting practices and dynamics of a revenue recognition decision. MBA students can use the knowledge derived from the case at their workplace when they encounter accounting of “revenue from a contract with customers”. Case overview/synopsis Saifudin Rehman, one of the promoter of Suprajeet Corporation (SUC) had been engaged in electrical installation contract business. The firm had been doing well in the field of small contracts and was having steady growth. People in the firm were also quite acquainted with the kind of contracts they were doing. However, Saifudin always wanted to get into a big contract business. For getting into big installation contracts, the corporation needed more working capital and needed to satisfy the criteria of having a high amount of turnover in the preceding year. The case will be looked into from the perspective of accounting procedure to see the possibility of increasing the revenue by changing the method of accounting in relation to revenue recognition. The case provided the opportunity to evaluate the benefits and the costs involved in changing the accounting method in SUC. Complexity academic level Commerce Graduates and MBA I. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.
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Shatunov, Eduard. "Features of Applying the New Revenue Recognition Model Under the IFRS." Auditor 6, no. 7 (2020): 36–46. http://dx.doi.org/10.12737/1998-0701-2020-36-46.
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The article is devoted to topical issues of applying IFRS 15 "Revenue from contracts with customers" the Standard provides a new approach to revenue recognition, consisting of five consecutive steps to analyze the terms of sale in the contract with the buyer. The article considers examples of identification of obligations to perform depending on the terms of the contract and the features of the goods and services provided to the buyer.
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Shatunov, Eduard. "Eatures of Applying the New Revenue Recognition Model Under the IFRS." Auditor 6, no. 8 (2020): 46–51. http://dx.doi.org/10.12737/1998-0701-2020-46-51.
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Th e article is devoted to topical issues of applying IFRS 15 «Revenue from contracts with customers». The Standard provides a new approach to revenue recognition, consisting of fi ve consecutive steps to analyze the terms of sale in the contract with the buyer. Th e article considers examples of identifi cation of obligations to perform depending on the terms of the contract and the features of the goods and services provided to the buyer.
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Gray, Dahli, and Ruben Torres. "Accounting for Business Combinations (Topic 805)." World Journal of Business and Management 5, no. 2 (2019): 1. http://dx.doi.org/10.5296/wjbm.v5i2.15031.
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This article discusses the Financial Accounting Standards Board (FASB) Accounting Standards Codification (ASC) Topic 805, as promulgated by the 2019 Accounting Standards Update (ASU) concerning Business Combinations. It focuses on revenue from contracts with customers. Several concerns regarding how and when to recognize an assumed liability after a business combination were raised by users and preparers of financial statements. Concerns emerged from the differing views on how a liability (that is, performance obligation) is defined within the FASB ASC Topic 606 regarding revenue from contracts with customers. Determining how and if a contract liability is recognized in a business combination from a revenue contract were the major concerns. This article reviews a brief history of business combinations and contracts with customers. It explores the issue from various accounting perspectives (such as financial and managerial accounting, tax accounting, governmental accounting issues, ethical implications, and international accounting). Potential questions for future research regarding this topic are presented. The 16 Comment Letters sent to the FASB are discussed. The results of a survey administered as part of this research are presented.
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Brink, Sophia. "The accounting treatment of credit card rewards programmes: a South African perspective (Part 2)." Journal of Economic and Financial Sciences 10, no. 2 (2017): 206–34. http://dx.doi.org/10.4102/jef.v10i2.14.
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Most credit card issuers offer their card holders participation in a customer loyalty programme. On 1 July 2007 the IASB issued IFRIC 13 Customer Loyalty Programmes to give specific guidance to suppliers on the accounting treatment of customer loyalty programme transactions. Despite the fact that credit card rewards programmes are specifically included in the scope of this Interpretation, in practice not all credit card rewards programmes currently account for award credits under the revenue deferral model (IFRIC 13). These divergent practices make one question the relevance of the current guidance provided in IFRIC 13 to credit card rewards programmes; otherwise what is the reason behind credit card rewards programmes accounting for these transactions differently? During May 2014 the IASB and the United States Financial Accounting Standards Board (FASB), published IFRS 15 Revenue from Contracts with Customers intended to replace six existing Standards and Interpretations, including IFRIC 13. The aim of IFRS 15 is to streamline accounting for revenue across all industries and to correct inconsistencies in existing Standards and practices. Credit card rewards programme respondents raised many queries and uncertainties based on the proposed model but despite these concerns the Boards decided against providing any additional guidance to credit card rewards programmes. They indicated that they leave it up to management
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Brink, Sophia. "The accounting treatment of credit card rewards programmes: a South African perspective (Part 1)." Journal of Economic and Financial Sciences 10, no. 1 (2017): 107–24. http://dx.doi.org/10.4102/jef.v10i1.8.
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Credit card rewards programmes are a common phenomenon in the South African market. On 1 July 2007 the International Accounting Standards Board (IASB) issued IFRIC 13 Customer Loyalty Programmes to give specific guidance to suppliers on the accounting treatment of customer loyalty programme transactions. Although credit card rewards programmes are specifically included in the scope of this Interpretation, in practice not all credit card rewards programmes currently account for award credits under the revenue deferral model (IFRIC 13). During May 2014 the IASB and the United States Financial Accounting Standards Board (FASB) published IFRS 15 Revenue from Contracts with Customers intended to replace six existing Standards and Interpretations, including IFRIC 13. Currently there is uncertainty whether or not a credit card rewards programme transaction falls within the scope of IFRS 15. Despite concerns raised the Boards decided against providing any additional guidance to credit card rewards programmes and indicated that they leave it up to management
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Ahmed, Muhammad S., and John Weisgerber. "The Motivation Based on Customer Interaction." Archives of Business Research 7, no. 9 (2019): 71–88. http://dx.doi.org/10.14738/abr.79.6922.
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Many factors and theories of motivation apply broadly to workers regardless of profession. The prior research has shown that engineers and knowledge workers are highly motivated by intrinsic and non-monetary factors such as challenging work, recognition for good results, and the opportunity for professional growth. Therefore, the nature of their assigned tasks and their ability to complete their work in an efficient and robust way are highly related to motivation. Product Development Engineers (PDEs) play a crucial role in creating value and revenue for companies via the development of useful new products for customers. It is, however, a general observation that PDEs in automotive companies, especially at original equipment manufacturer, OEM, levels, often have minimal or no interaction with the end customer. With the advent of hybrid, electric, and autonomous vehicles, PDE working in the automotive industry, APDEs, has seen a shift in their role and responsibilities from traditional automotive PDEs. APDEs mostly receive customer input indirectly from management or through a marketing organization. This is in contrast to other professionals such as doctors, lawyers, and architects who frequently interact directly with their customers. 
 This paper presents the finding of qualitative research, examining the relationship between APDEs interaction with customers, and achieving clear customer inputs. The paper investigates differences among various types of APDEs and seeks further insights as to the motivational impact of customer inputs on automotive PDEs. It also probes the question if there are any differences among various types of automotive PDEs when it comes to motivation. The paper concludes that, for some types of APDEs, the lack of customer interaction is a motivational disadvantage while for the others it is not. It also concludes that further research needs to be conducted in order to find the reasons for such discrepancies.
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Chhetri, Prem, Booi Kam, Kwok Hung Lau, Brian Corbitt, and France Cheong. "Improving service responsiveness and delivery efficiency of retail networks." International Journal of Retail & Distribution Management 45, no. 3 (2017): 271–91. http://dx.doi.org/10.1108/ijrdm-07-2016-0117.
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Purpose The purpose of this paper is to explore how a retail distribution network can be rationalised from a spatial perspective to improve service responsiveness and delivery efficiency. Design/methodology/approach This paper applies spatial analytics to examine variability of demand, both spatially and from a service delivery perspective, for an auto-parts retail network. Spatial analytics are applied to map the location of stores and customers to represent demand and service delivery patterns and to delineate market areas. Findings Results show significant spatial clustering in customer demand; whilst the delivery of products to customers, in contrast, is spatially dispersed. There is a substantial gap between revenue generated and costs. Market area analysis shows significant overlap, whereby stores compete with each other for business. In total, 80 per cent of customers can be reached within a 15-minute-radius, whilst only 20 per cent lies outside the market areas. Segmentation analysis of customers, based on service delivery, also shows the prevalence of the Pareto principle or 80:20 rule whereby 80 per cent of the revenue is generated by 20 per cent of customers. Practical implications Spatially integrated strategies are suggested to improve the efficiency of the retail network. It is recommended that less accessible and unprofitable customers could be either charged extra delivery cost or outsourced without the risk of a substantial reduction in revenue or quality of service delivery. Originality/value Innovative application of spatial analytics is used to analyse and visualise unit-record sales data to generate practical solutions to improve retail network responsiveness and operational efficiency.
Dissertations / Theses on the topic "Revenue from contract with customer"
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Bošková, Tereza. "Finanční vykazovaní stavebních smluv podle ČÚS, IFRS a US GAAP." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-360537.
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This diploma thesis deals with specifics for reporting of construction contracts in financial statements according to czech accounting regulations, IFRS and US GAAP. These are contracts that are custom-made, so they are not serial production and they are long-term, so most of their production goes into more accounting periods. In 2018, new Standards for Recognition of Revenue from contracts with customers IFRS 15 and ASC 606 will enter into force. The aim of the thesis is to characterize individual approaches to the reporting of revenues from construction contracts with a focus on the specifics in this sector and their comparison. To achieve this goal, a comparison method will be used. The thesis is divided into the theoretical and practical part. The theoretical part describes requirements and aspects related to building contracts, individual accounting standards including new revenue standards. In the practical part, an example is illustrated that shows a different approach to reporting revenue from these contracts in accordance with Czech accounting regulations and IFRS or US GAAP and comments on the changes that may occur through the application of new standards. At the end of the thesis, individual approaches are compared.
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Tiger, Anna, and Sanna Ekman. "IFRS 15 - Revenue From Contracts With Customers : En kvantitativ undersökning gällande den nya intäktsredovisningen." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105985.
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Jonsson, Julia, and Susanne Engborg. "Från branschspecifik till generell intäktsredovisning : en studie av hur tre svenska byggbolag påverkas av IASB:s föreslagna förändringar av intäktsredovisningen." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-66379.
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Bakgrund och problem: Intäkter är en viktig post i den finansiella rapporteringen för användares beslutsfattande. Dock omgärdas intäktsredovisningen av flera svårigheter gällande bedömningar av när och till vilket belopp intäkter ska redovisas. Detta är speciellt ett problem vid redovisning av uppdrag som löper över flera redovisningsperioder, vilket är vanligt i byggbranschen. IASB har haft ett förslag till en ny standard för intäktsredovisning ute på remiss och IASB:s främsta syfte är att redovisningen ska vara användbar för användare av finansiella rapporter. Införandet av en ny standard kommer att innebära förändringar i byggbolagens redovisning och därmed även användbarheten i redovisningsinformationen. Metod/Empiri: Empirin består i grunden av ett praktikfall i form av ett avtal, rörande ett bostadsprojekt som löper över två år. Tre byggbolag; NCC, PEAB samt Skanska har genom e-post- och telefonintervjuer fått resonera kring hur uppdraget i praktikfallet redovisas med nuvarande standarder för intäktsredovisning. Avslutningsvis har IASB:s föreslagna standard ‖Revenue from Contracts with Customers‖ även applicerats på uppdraget i praktikfallet. Slutsatser: Tillämpningen i praktikfallet av ‖Revenue from Contracts with Customers‖ visade att den nya standarden medför ett ökat behov av bedömningar i intäktsredovisningen. Fler bedömningar kan innebära en större osäkerhet för både redovisare och användare men den nya standarden möjliggjorde även en mer nyanserad intäktsredovisning som visar den ekonomiska verkligheten på ett mer realistiskt sätt än nuvarande redovisning. Syfte: Syftet med föreliggande uppsats är att genom ett konstruerat praktikfall analysera hur intäktsredovisningen i tre byggbolag påverkas vid tillämpningen av IASB:s ‖Revenue from Contracts with Customers‖. Studiens vidare bidrag ligger i att genom praktikfallet öka kunskapen om hur IASB:s nya föreslagna standard påverkar användbarheten i byggbolagens redovisningsinformation.
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BESSA, Robson Martins. "Revenue from contracts with customers estudo explorat??rio acerca dos desafios de implanta????o do IFRS 15 em uma empresa brasileira do setor qu??mico." FECAP, 2017. http://tede.fecap.br:8080/jspui/handle/jspui/770.
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Previous issue date: 2017-12-04<br>Several are the standards that deal with revenues in international accounting. Some studies show that problems involving revenue recognition are among the most recurring in publicly traded companies' reports. The problematic studied was the accounting innovations that users of accounting information should observe, given the emergence of IFRS 15 as the new unified accounting standard in relation to current accounting standards of revenue recognition. The objective of this work is the critical analysis of the main requirements in the relevant aspects brought by the new standard in relation to the current literature on international accounting in the Brazilian environment as well as the challenges to be faced by preparers of financial statements in the adoption and adaptation of IFRS 15 in relation to what exists in the current literature in international accounting. For this group of existing norms and current transactions we denominate of "peacock tail". This research used a qualitative approach, through documentary analysis and content obtained from the financial statements of a relevant publicly traded company in the chemical sector. We sought to base the importance of the subject on accounting science through previous scientific research, practical aspects of IFRS, the basis for conclusion of the new IFRS standard 15 as well as economic aspects about the subject. We identified several challenging aspects for the company to comply with IFRS 15 and that the level of information currently disclosed does not meet the new requirements minimally. As a result, we conclude that IFRS 15 will bring many challenges and innovations to the accounting class in light of its new revenue recognition requirements and especially its disclosures.<br>Diversas s??o as normas que tratam sobre receitas em contabilidade internacional. Alguns estudos demonstram que problemas que envolvem reconhecimento de receitas est??o entre os mais recorrentes nos relat??rios das companhias de capital aberto. O problema estudado foi sobre as inova????es cont??beis que os usu??rios da informa????o cont??bil devem observar, dado o surgimento do IFRS 15 como o novo ordenamento cont??bil unificado, em rela????o ??s atuais normas cont??beis de reconhecimento de receitas. O objetivo deste trabalho ?? a an??lise cr??tica dos principais requerimentos, em seus aspectos relevantes, trazidos pela nova norma frente ?? literatura atual em contabilidade internacional no ambiente brasileiro bem como os desafios a serem enfrentados pelos preparadores de demonstra????es financeiras na ado????o e adapta????o do IFRS 15 em rela????o ao que existe na literatura atual em contabilidade internacional. A este grupo de normas e transa????es atuais n??s denominamos de ???rabo de pav??o???. Esta pesquisa utilizou-se de uma abordagem qualitativa, atrav??s de an??lise documental e de conte??do obtido das demonstra????es financeiras de uma companhia de capital aberto do setor qu??mico. Procurou-se fundamentar a import??ncia do tema ?? ci??ncia cont??bil atrav??s de pesquisas cient??ficas anteriores, aspectos pr??ticos das normas IFRS, da base de conclus??o da nova norma IFRS 15 bem como aspectos econ??micos acerca do tema. Identificamos diversos aspectos desafiadores para a empresa para atendimento ?? IFRS 15 e que o n??vel de informa????es hoje divulgadas n??o atende minimamente aos requisitos novos. Por consequ??ncia, conclu??mos que a IFRS 15 trar?? muitos desafios e inova????es ?? classe cont??bil em fun????o de seus novos requerimentos para reconhecimento de receitas e especialmente suas divulga????es.
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Mokotso, Mpho. "Compensation received from termination of a contract: what determines whether it is of a capital or revenue nature." Thesis, University of Cape Town, 2014. http://hdl.handle.net/11427/9616.
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Includes bibliographical references.<br>The nature of money received as compensation for the early termination of a contract has been determined by Case Law to be of capital or revenue nature to depend on the prevailing circumstances of each case. This paper evaluates Case Law and the principles contained therein which individually or cumulatively provide the guidelines of what presiding Judges have considered make compensation received from the termination of a contract to be of a capital or revenue nature. The cases under study will be those from South African courts as well as other jurisdictions which have had similar cases brought before its courts.
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Mohamed, Ismail. "Is South Africa's headquarter regime successful and does it go against national legislation? Are rewards from a customer loyalty programme capital or revenue in nature?" Master's thesis, University of Cape Town, 2015. http://hdl.handle.net/11427/19744.
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Research paper 1. (International tax) Is South Africa's headquarter regime successful and does it go against national legislation. This research paper discusses how South Africa has changed its legislation to become the Gateway of investment into Africa. It addresses the prior barriers previously faced by investors in South Africa and Africa as well as changes to legislation to accommodate this problem. The current criteria tin qualifying as a headquarter company is addressed in terms of Section 80 A of the Income Tax Act, which also addresses the draw backs and restrictions which as a result South Africa has not received any applications by companies in becoming a headquarter company. A comparison is drawn between South Africa's headquarter regime versus a well - known popular tax haven country namely Mauritius. A comparison is performed on both the qualification in becoming headquarter companies as well as the tax benefits thereto which encourage investment. From the comparison, it is clear that Mauritius provides a more favourable environment for the establishment of a headquarter regime based on the ease of qualification as a headquarter company, the corporate tax rate is low to none and it has no CGT, dividends withholding tax, and interest withholding tax, transfer pricing and thin capitalisation, exchange control and finally CFC rules. The advantage that South Africa has is that of their double tax agreements with Nigeria and Algeria. The research paper also addresses the extent to which headquarter regimes in South Africa are considered to be treaty shopping. OECD Glossary of Tax Terms defines treaty shopping as: "An analysis of tax treaty provisions to structure an international transaction or operation so as to take advantage of a particular tax treaty. The term is normally applied to a situation where a person not resident of either the treaty countries establishes an entity in one of the treaty countries in order to obtain treaty benefits." 1 It further addresses the impact that treaty shopping has on our general anti - avoidance legislation. Research paper 2 (Local tax) Is customer loyalty programmes capital or revenue of nature? The general gross income definition is defined as '... the total amount, in cash or otherwise, received by or accrued to in favour of such resident during such year or period of assessment, excluding receipts or accruals of a capital nature...' The research problem is extracted from the general gross income definition. The research problem is based on the fourth element of the general gross income definition, namely, whether the transaction is of revenue or a capital nature. In formulating an answer to our research problem, being the last element of the general gross income definition, we look at case law handling the test applied by courts on revenue versus capital applications. The test laid down, deals with the intention, duration, nature and frequency of the customer loyalty programme being of a revenue or capital nature. In terms of the general gross income definition, all elements except the last element, being, the transaction must be of a capital nature, are met. As all the elements of the general gross income definition are not met, the rewards from a customer loyalty programme should not be taxable in the hands of th e customer. However, capital gains tax consequences can be dealt with as the reward received as part of the customer loyalty programme is of a capital nature. If for some reason, SARS proves that a customer embarked in a customer loyalty programme as part of a scheme to make profits and therefore he should be taxed on the reward, the onus SARS having to collect monies from taxpayers would far exceed the monies received. And in most cases, majority of the active users of a customer loyalty programme would be below the submission of tax return threshold. With this said, we are assuming that due to the changes in economic climate the majority of the users would be from a low income background.
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CHENG, CHIAO-NI, and 鄭巧妮. "IFRS 15 Revenue from Contracts with Customers-A Study of its Impact and Response." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/31296150138011916946.
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碩士<br>國立臺北大學<br>會計學系<br>103<br>The revenue recognition guidance under IFRS is concentrated in two standards, IAS18 (Revenue) and IAS11 (Construction Contracts), and three related interpretations; however, this guidance has often been criticized as being difficult to understand and to apply to more complex revenue transactions. In addition, under the broad revenue recognition concepts, much industry-specific or transaction-specific guidance can result in different accounting for economically similar transactions. As far back as 2002, FASB and the IASB agreed to work together on a joint project examining revenue recognition. In 2014, the IFRS 15 Revenue from Contracts with Customers has been announced, it provides a comprehensive principle-based revenue recognition model, which would create a single revenue recognition standard to be applied to all contracts with customers.
This study is to comprehend the impact on individual interviewee after the adoption of IFRS15 and evaluate the effect and response for individual enterprise and financial report users (e.g. external investors, banks, etc.) due to future transition of the change of revenue recognition.
By industrial practical experience of conversion of IFRS15 to share their experience of evaluation process and problems during the transition, this study hopes not only to help enterprises to prepare and response in advance for the conversion of revenue recognition from IAS18 to IFRS15, but also provide a reference orientation for enterprises.
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Lo, Jui-Lan, and 羅瑞蘭. "The Significant Impacts of Taiwan Major Industries due from IFRS Exposure Draft “Revenue from Contracts with Customers”." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/73713645718560333109.
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碩士<br>國立交通大學<br>高階主管管理碩士學程<br>99<br>Financial Supervisory Commission, Taiwan had published a roadmap for Taiwan's adoption of the International Financial Reporting Standards (IFRSs) in May 2009. All listed companies and unlisted public companies will be required to prepare financial statements in accordance with IFRSs starting from 2013 and 2015, respectively. While all enterprises are implementing IFRSs, the IASB released the exposure draft of "Revenue from Contracts with Customer" (the ED) on June 24, 2010, the ED will remove inconsistencies and weaknesses in existing revenue recognition standards by providing clear principles for revenue recognition. We expect that it will have significant differences to the R.O.C. accounting standards. The study will base on researches of the ED to evaluate the significant impacts of Taiwan major industries, enterprises and financial statement users.
The study found that there are significant differences between the ED and R.O.C. accounting principles, such as the accounting treatment for sales with the right of return, product warranties, customer incentives, customer loyalty programs, and sales with customer credit risk, etc. In addition, the ED withdrawal the percentage of completion method, and a similar revenue recognition outcome may arise under the ED if control of the constructed asset is transferred to the customer continuously, so the new principle will raise a significant change for revenue recognition to building and construction industry. While enterprises implement the new standards, they must be positive, corporate social responsibility approach, and the all management must fully understand their business model and its economic substance, re-evaluate and integrate the information system, not only for financial statement preparations in accordance with IFRSs, also to enhance the management efficiency. And for financial statement users, they should have abilities to interpret and evaluate management’s attitude for making judgments and estimates though reading the financial statements.
Books on the topic "Revenue from contract with customer"
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Winning the customer: Revenue-building marketing strategies from a top NFL CMO. McGraw-Hill, 2012.
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Office, General Accounting. Tax administration: Factors affecting results from audits of large corporations : report to the Commissioner, Internal Revenue Service. The Office, 1997.
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Tony, Wright. A new social contract: From targets to rights in public services. Fabian Society, 2004.
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Office, General Accounting. Tax Administration: Most taxpayers believe they benefit from paid tax preparers, but oversight for IRS is a challenge : report to the Committee on Finance, U.S. Senate. GAO, 2003.
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Office, General Accounting. Tax administration: Lessons learned from IRS' initial experience in redeploying employees : report to the Honorable Margaret Milner Richardson, Commissioner of Internal Revenue. The Office, 1997.
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United States. Internal Revenue Service., ed. Tax administration: Lessons learned from IRS' initial experience in redeploying employees : report to the Honorable Margaret Milner Richardson, Commissioner of Internal Revenue. The Office, 1997.
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Office, General Accounting. U.S. Postal Service: Revenue losses from Express Mail accounts have grown : report to the Chairman, Subcommittee on the Postal Service, Committee on Government Reform and Oversight, House of Representatives. The Office, 1996.
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Office, General Accounting. U.S. Postal Service: Revenue losses from Express Mail accounts have grown : report to the Chairman, Subcommittee on the Postal Service, Committee on Government Reform and Oversight, House of Representatives. The Office, 1996.
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Office, General Accounting. U.S. Postal Service: Revenue losses from Express Mail accounts have grown : report to the Chairman, Subcommittee on the Postal Service, Committee on Government Reform and Oversight, House of Representatives. The Office, 1996.
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Office, General Accounting. U.S. Postal Service: Revenue losses from Express Mail accounts have grown : report to the Chairman, Subcommittee on the Postal Service, Committee on Government Reform and Oversight, House of Representatives. The Office, 1996.
Find full textBook chapters on the topic "Revenue from contract with customer"
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Brune, Jens W. "Kommentar zum IFRS 15 – Revenue from Contracts with Customers." In Internationale Rechnungslegung – IFRS. Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-11118-2_40-1.
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Stebner, Evelin. "Ausblick auf den neuen IFRS-Standard "Revenue from Contracts with Customers"." In Gewinnrealisierung im deutschen Schiffbau. Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-04557-9_4.
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"Revenue from Contracts with Customer." In Wiley Interpretation and Application of IFRS Standards. John Wiley & Sons, Ltd, 2018. http://dx.doi.org/10.1002/9781119461531.ch20.
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"ASC 606 Revenue From Contracts With Customers." In Wiley GAAP 2018. John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119396512.ch40.
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"ASC 606 Revenue From Contracts With Customers." In Wiley GAAP 2017 - Interpretation and Application of Generally Accepted Accounting Principles. John Wiley & Sons, Ltd, 2016. http://dx.doi.org/10.1002/9781119357032.ch38.
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"ASC 606 Revenue from Contracts with Customers." In Wiley GAAP 2019. John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119575535.ch38.
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"Lessons from a Sample Customer Interview." In The Revenue Growth Habit. John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119158578.ch18.
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"Step 1-Identify the Contract with the Customer." In Revenue Recognition: Understanding and Implementing the New Standard. John Wiley & Sons, Inc., 2017. http://dx.doi.org/10.1002/9781119351641.ch1.
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Burgess, Dr Cathy. "Managing Revenue." In Essential Financial Techniques for Hospitality Managers 2edn. Goodfellow Publishers, 2014. http://dx.doi.org/10.23912/978-1-908999-97-9-2510.
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Maximising revenues is as important as minimising costs to achieve profits. The usual (sales and marketing or revenue management) approach is to try and gain additional business – and we will cover some of this here. However, since this is a book about control we’ll be looking more at ways of ensuring that you get all your revenue from existing customers. If you work in a section where only costs occur, much of this chapter may seem irrelevant, but you may have ‘revenue’ from a subsidy or allowance and you certainly still have customers. I hope you will gain an insight into practices in other sectors that may help you in the future, if not just now. You have to ensure that everything a customer consumes is actually paid for and that you aren’t giving it away, wasting it or losing it to fraud. This applies to a take-away, a drink, a package holiday or a five-star meal – all can lose revenues by inadequate control. In some sectors this may be more obvious as they have much stronger control mechanisms – in others it may be difficult to see easily where problems might occur. We look at pricing in Chapter 5 but it’s important to recognise now that there shouldn’t be a conflict between marketing and control – the stakeholder approach means that everybody is interested in the business doing well. The controller wants good revenues as well as the marketing or revenue manager because this should result in good profits, which means good employment for them (in all its aspects). By the end of this chapter you should be able to: - Identify the features which may impact on revenue maximisation - Understand the differences between revenue management and revenue control - Identify where shortfalls can occur, using ratios - Calculate ratios for a range of revenue areas - Utilise methods of improving revenues.
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Kazienko, Przemyslaw, and Dymitr Ruta. "The Impact of Customer Churn on Social Value Dynamics." In Networking and Telecommunications. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-986-1.ch074.
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Modern telecommunication service providers implicitly create interactive social networks of individuals that both depend on and influence each other through complex social relationships grown on friendship, shared interests, locality, and so forth. While delivering services on the individual basis, the network effects exerted from customer-to-customer interactions remain virtually unexplored and unexploited. The focus of this article is on customer churn, where social network effects are widely ignored yet may play a vital role in revenue protection. The key assumption made is that a value loss of a churning customer extends beyond his revenue stream and directly affects interaction within local neighborhoods. The direction and strength of this impact are evaluated experimentally by direct measurements of the total neighborhood value of the churning customer along with other standard social network measures taken before and after the churn event.
Conference papers on the topic "Revenue from contract with customer"
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Vrchota, Stephen. "Restructuring Plant Operations and Contracts to Make a First Generation RDF Plant Competitive in a Cost-Driven Market." In 20th Annual North American Waste-to-Energy Conference. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/nawtec20-7029.
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In 1989, United Power Association (now Great River Energy) and Northern States Power (now Xcel Energy) formed a partnership and entered a 20 year contract with five local counties to turn MSW (municipal solid waste) into RDF (Refuse Derived Fuel) and combust the RDF in converted grate-fired boilers in Elk River, MN. Great River Energy owned and operated the Energy Recovery Station (ERS) and Xcel Energy operated the Resource Processing Plant (RPP) a few miles away. The Resource Processing Plant processed 400,000 tons/year of MSW into RDF for the Energy Recovery Station and other RDF plants owned by Xcel Energy. The project was successful, but required significant subsidies from the counties to maintain competitive tipping fees. At the end of the original 20 year contract, a number of the counties wanted to reduce or end any subsidies and restructure the contracts. In the fall of 2009, lack of contracted MSW created difficult financial conditions that threatened to end the project and divert 400,000 tons/year of MSW to area landfills. In May of 2010, Great River Energy purchased the Resource Processing Plant and reorganized the project to be able to better control operating costs and maintain competitive electric rates for its customers. In 2011, Great River Energy restructured processing contracts with three of the original counties and also directly contracted with the regional MSW haulers while implementing sweeping changes in the processing of MSW. A cleaning system was installed to increase the value of the ferrous material collected during the production of RDF. The installation of a bulky waste shredder and processing changes increased the efficiency of converting MSW to RDF. In addition, the recovery of non-ferrous materials from the MSW and heavy residue was optimized. In one year of operation, the Resource Processing Plant has increased RDF production from 84% to over 95% and decreased landfilling to near zero while increasing the revenue from recovered materials. County subsidies have been significantly reduced and will phase out after 2015, tipping fees have been adjusted to be competitive with local landfills, and electric costs have been stabilized at comparable renewable energy rates.
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Pavić, Ivana, Ivana Mamić Sačer, and Lajoš Žager. "Challenges, Advantages and Disadvantages in Implementation of Ifrs 15 in Different Industries." In 2nd International Conference on Business, Management and Finance. Acavent, 2019. http://dx.doi.org/10.33422/2nd.icbmf.2019.11.769.
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The accounting rules related to revenues’ recognition and measurement have not been changed for many years, and have been listed in International Accounting Standard 18 – Revenues, which has been in use since 1984. Practice has shown that the standard is no longer an adequate basis for revenue recognition and therefore the International Accounting Standards Board (IASB) in cooperation with American FASB has created and published a new accounting standard that addresses the issue of revenue recognition – IFRS 15 – Revenues from Contracts with Customers. This standard supersedes the application of IAS 18 as of January 1, 2018. Since revenue is a very important element in determining the profit or loss of an entity and therefore its performance, preparers of financial statements should pay full attention to accounting principles related to revenues’ recognition and measurement while preparing financial statements. New accounting standard for revenues introduces certain innovations in the field of revenue calculation as well as in time of revenues’ recognition. These changes will have a significant impact on the amount of revenues for certain industries, such as the telecommunications and construction industry, which have significant share of revenues from contracts with customers. The aim of the research is to identify the challenges and problems that appears in the initial phase of application of a new standard on revenues such as; the need to consider a larger volume of documentation, inadequate existing IT infrastructure, multiple sources of documentation that must be considered in revenue recognition, including commercial, legal and financial documentation etc. In addition, we plan to identify benefits form the application of the new standard for the entities preparing the financial statements. In this context, it is expected to identify the sectors that have the most dilemmas in the application of this standard and to propose potential solutions to address these problems.
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Clark, Bruce J., and Marc J. Rogoff. "Economic Feasibility of a Plasma Arc Gasification Plant, City of Marion, Iowa." In 18th Annual North American Waste-to-Energy Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/nawtec18-3502.
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The City of Marion (“City”) and wastenotIowa, Inc. (WNI), along with other interested parties, has been considering the use of a plasma are gasification plant (“Plant”) as a technology that could reduce their future dependency on landfill disposal. As currently envisioned, the Plant would serve Linn County, including the City and the University of Iowa (“UI”) Oakdale research campus, located in Johnson County. In the next step of their evaluations, the City along with the Iowa Department of Natural Resources (DNR) has commissioned SCS Engineers (SCS) to perform a formal economic feasibility study of the Plant. The feasibility study included: •Assessing potential for other waste material other than municipal solid waste in the region as supplemental plant feedstock. •Assessing potential markets for the plasma plant byproducts. •Determining the feasibility, requirements and costs related to an interconnect with the power utility grid. •Assessing the option that the UI could potentially be the exclusive power customer for the Plant. •Developing a pro-forma model so that various options can be evaluated for the Plant capacity and material and energy output configurations over an assumed initial 20-year contract operating phase, including; –Production of syngas for conversion to electrical power –Production of syngas for direct use and conversion to fuel products –Production of insulation from slag to enhance project revenues. •Determining the potential economic impact of the Plant on the region.
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Decher, Pete. "Requirements driven development from contract win to customer sign-off." In 2010 IEEE Aerospace Conference. IEEE, 2010. http://dx.doi.org/10.1109/aero.2010.5446887.
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LoRe, Anthony, Paul Stoller, and Robert Hauser. "Maximizing Energy Revenues: Providing the Best Incentive to the Contract Operator." In 14th Annual North American Waste-to-Energy Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/nawtec14-3184.
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Communities that own waste-to-energy (WTE) facilities rely heavily on the revenues generated by their facility to help pay for the costs to finance, operate and maintain these facilities. The two primary revenue streams are tipping fees and energy sales, generally in the form of electricity. While communities often retain all of the tipping fee revenue, revenue from the sale of energy is nearly always shared with the contract operator. In some cases the shared energy revenues include both capacity and electricity payments. The basis of this strategy is to offer the contract operator an added incentive to maximize this revenue stream through more efficient operation and, in the case of capacity payments, to meet certain capacity commitment criteria required by the energy purchaser. This strategy recognizes that the contract operator has some degree of control over the factors that affect energy production. Under most existing service agreements, which date back to the 1980s, energy revenues are shared on a 90/10 basis, with 90 percent going to the community. Now that many of these service agreements are coming up for renewal or are expiring, communities will need to revisit how best to share energy revenues with the contract operator in order to maximize the total revenues retained by the community. This paper analyzes several different approaches to sharing energy revenues in light of the operational experience gained over the past 20 plus years and concludes that, while energy revenue sharing is still in the best interest of the community, the widely employed strategy of a 90/10 split may not offer the best incentive, and therefore may not lead to the maximization of energy revenues to the community.
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Wang, Junyan, and Yuhua Zhang. "Assembly Systems Coordinated by Revenue-Sharing Contracts in a Fuzzy Environment." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-41388.
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From an industry and organization point of view, this paper considers the assembly systems with one assembler and multi-manufacturer under a revenue-sharing contract in a fuzzy environment which will contribute new insights to the engineering management. Market demand and assembler’s assemble capacity are characterized as fuzzy variables, respectively. Game theory is used to analyze the behavior of the members in the assembly systems. Both non-cooperative game and cooperative game models between the assembler and manufacturers are constructed. The coalition optimal solution of cooperative game model is obtained. The property of the contract is proved. Finally, the two kinds of settings are compared. The conclusion proposed is convenient to refer by the decision maker in engineering management.
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Deng, Yuan, Sébastien Lahaie, and Vahab Mirrokni. "Preferred Deals in General Environments." In Twenty-Eighth International Joint Conference on Artificial Intelligence {IJCAI-19}. International Joint Conferences on Artificial Intelligence Organization, 2019. http://dx.doi.org/10.24963/ijcai.2019/33.
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A preferred deal is a special contract for selling impressions of display ad inventory. By accepting a deal, a buyer agrees to buy a minimum amount of impressions at a fixed price per impression, and is granted priority access to the impressions before they are sent to an open auction on an ad exchange. We consider the problem of designing preferred deals (inventory, price, quantity) in the presence of general convex constraints, including budget constraints, and propose an approximation algorithm to maximize the revenue obtained from the deals. We then evaluate our algorithm using auction data from a major advertising exchange and our empirical results show that the algorithm achieves around 95% of the optimal revenue.
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Carey, Hillary, Jonathan Cagan, Craig M. Vogel, and Laurie R. Weingart. "Corporate Decision Making and Part Differentiation: A Strategy for Customer-Driven Product Development Planning." In ASME 2002 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/detc2002/dtm-34004.
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A model of strategic planning for product development is introduced which captures corporate decision making from the earliest planning stages to final product success, measured by cost-control and revenue generation stemming from a strong emotional response in customers. The model was created based on observation and interviews ranging from top executives to design team members from all major disciplines at a large automobile company. By mapping an approach to part differentiation based on part complexity and lifestyle (i.e., value) impact onto the decision making model, those decisions most critical to different aspects of the product are identified and more heavily emphasized. Many companies tend to drive the entire process based on cost and technology objectives as a means to maximize profit, rather than by understanding the true impact of customer response to the product as well. In bringing Design strategy decisions into the earliest phases, companies set a strategy that fulfills customer expectations while reducing conflict, delays, added costs, and improving quality. The model helps companies recognize how to structure decisions and allocate resources to appropriately balance costs and customer’s emotional response.
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Schauer, Raymond H., and Joseph Krupa. "Recommitting to a Long Term Waste to Energy Future Through a Comprehensive Refurbishment Program." In 19th Annual North American Waste-to-Energy Conference. ASMEDC, 2011. http://dx.doi.org/10.1115/nawtec19-5427.
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Created in 1978, the Solid Waste Authority of Palm Beach County (Authority) has developed an “award winning” solid waste management system that includes franchised solid waste collections and the following facilities to service the residents and businesses in Palm Beach County, Florida: • North County Resource Recovery Facility (NCRRF); • Residential and Commercial Recovered Materials Processing Facility; • Five Transfer Stations; • Class I Landfill; • Class III Landfill; • Biosolids Pelletization Facility; • Ferrous Processing Facility; • Woody Waste Recycling Facility; • Composting Facility; and • Household Hazardous Waste Facility. The Authority has proactively planned and implemented its current integrated solid waste management program to ensure disposal capacity through 2021. However, like many communities, the Authority anticipates continued population growth and associated new development patterns that will significantly increase demands on its solid waste system, requiring it to reevaluate and update its planning to accommodate future growth. The NCRRF, the Authority’s refuse derived fuel waste-to-energy facility, has performed very well since its start up in 1989 processing over 13 million tons of MSW, saving valuable landfill space and efficiently producing clean, renewable energy. As the NCRRF approached the end of its first 20 year operating term, it became necessary to complete a comprehensive refurbishment to ensure its continued reliable service for a second 20 year term and beyond providing for continued disposal capacity and energy production for the Authority’s customers. The Authority renegotiated and extended its operating agreement with the Palm Beach Resource Recovery Corporation (PBRRC), a Babcock & Wilcox Company, for an additional 20-year term. The Authority selected BE&K Construction Company (BE&K) and entered into an Engineering, Procurement, and Construction contract (EPC Contract) to perform the refurbishment. The Authority, with assistance from its Consulting Engineer, Malcolm Pirnie, Inc., developed the minimum technical requirements and negotiated the EPC Contract with BE&K. The design and procurement efforts were completed in early 2009 and on-site construction refurbishment activities commenced in November 2009. The refurbishment has a total estimated cost of $205 million. The refurbishment work is sequenced with the intent that one boiler train will remain operational to reduce the impact to the Authority’s landfill and maximize electrical production and revenues during the refurbishment period. This presentation will focus on the improvements to operations as a result of the refurbishment and its positive effects on the Authority’s integrated solid waste management system.
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Debkowska, Katarzyna. "THE VALUE OF CUSTOMER SERVICE AS A FUNDAMENTAL DIMENSION OF THE BUSINESS MODEL OF COMPANIES IN THE TFL SECTOR, FOCUSED ON SALES REVENUE." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.74.
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This article aims to examine the relationship between the fundamental dimension of the business model and the amount of sales revenue. The study was conducted using data from the TFL sector companies. The research task was performed with the use of statistical methods. In order to identify services significantly differentiating the revenues of companies from the researched sector, non-parametric Mann- Whitney test was used. The article also makes an attempt on predicting, with the use of regression trees, the amount of sales revenues, depending on the type of the offered service. The study allowed for the adoption of a revised research hypothesis stating that a properly selected set of services in the business model translates into higher revenues from the sale of the businesses from the TFL sector.