Report Cycle. 3
Report Cycle. 3
Report Cycle. 3
Financial report
Student Name
Institutional affiliation
Course Title
Instructor's Name
Date
FINANCIAL REPORT 2
INTRODUCTION
The new project of setting up a new smartphone to replace the old smartphone is an
attractive project to the company. The following tools can be used by the company for an
appropriate recommendation;
The Wrike project tool; This is a project management tool that goes beyond traditional or
old fashion tasks and project management. The tool is very vital in projecting new
The Trello tool; This tool provides a varying list of lists about the different uses and
The base camp tool; This manages project group undertakings and client work which is
The share point tool; The tool enables team collaboration and management of the product
software tools.
The Podio tool; This is also a project management software that enables efficient decision
making.
The key features of the objection and appeal process against the commissioner's decision are the
type of residence, the financial year, and the type of tax levied among others. The appeal is to be
filled 30 days within the date of notice of filing the returns. The appeal is majorly centered on
finding a solution to the problems about the filing of returns and any un compliance in the whole
process. It also arises due to disagreements in the whole taxation process. The person who
disagrees with the commissioner appeals to the tribunal for reconciliation. The orders that are
appealable are; orders passed by the commissioner of taxes; orders passed by jurisdictions.
FINANCIAL REPORT 3
Two copies of the assessing officers, the copies in total two of grounds of appeal earlier
Two copies of assessment order in a case where the appeal is against penalty order.
Two copies of the directions of the joint commissioner are also required.
All the required steps are essential in completing the appeal process. The process goes through
the claim of the appeal that emphasizes that the given taxes incurred are not true or were untruly
calculated and then the evidence of the claim is supposed to be submitted to the required firm,
this is in form of the people that computed the tax that is being claimed. The documents showing
the difference in the claims that which is true and that which is not true. These documents are
also that of the accountants or the different financial statements, receipts among others. The last
detail is the warrant issued that connects the claim and the evidence of the claim.
costs and revenue got to look for possible solutions to the future of their business entities; this is
also beneficial to the making of the business budgets in terms of the costs involved in producing
commodities and possible revenue to cater for all production costs; these are determined by the
Business economics is also helpful in cost control; businesses use costs and revenues
incurred in past fiscal years to cater for future periods of trade; this also helps in managing
budgets such that the company does not go past allocated costs originally planned for. Managers
are advised to follow the guidelines allocated in the planning period, what goes beyond the
Business economics is also useful in demand forecasting; this is the future trend of
customers in the business entity. Planning for future demand enables the business to allocate the
expected forecasted revenue it expects from the business. Managers must allocate more costs and
resources to departments with a high demand which in the long run increases the company's
departments are allocated activities according to the costs and revenues expected; the two
determine where to allocate more resources for example in the sales department or any other that
requires urgent input. The activities of the business are also allocated to reduce the cost and there
Business economics is also helpful in the business organization of the business. The
organization is organized according to the costs and revenues earned by the business. Cost-
sharing makes it possible for the business to divide the business between who to collect revenue
from the customers, who to look for customers, who to account for all the earned money in the
business, and who to procure the required items for production among others.
Business economics is also helpful in the making of business policies; the policies of the
business are decided after certain factors are considered; for instance, a business that earns a lot
FINANCIAL REPORT 5
of revenue in a year looks at increasing production in that product that has made much money,
activities that make low money are reduced in the production costs; this is also important in
Business economics is also helpful in profit planning and control; this is essential as more
revenue means an increase in profits that leads to major decisions of increasing investment in
those businesses. The profits are also used effectively to grow the organization and the business
at large. Business predictions are also done in the business by looking at the costs and revenue;
this is important as it helps to know the future of the business entity and know where to invest.
Financial statements are critical for users to take effective decisions in many ways as follows:
The income statement enables companies to know their profit and loss margins and also
The income statement further enables companies to establish shares with the public.
Public investors can tell whether a company is doing a profit or loss (Srinivasan, 1999).
The balance sheet enables companies to establish liquidity and debt ratios in the business,
This enables a company to know whether it should apply for more loans. This further is required
by banks and credit facilities to determine whether the business should be lent more cash.
Cash flows also enable the business to determine cash at hand and spent and the nature of
The primary users of the statements can assess the company's prospects for the future net
The business entity concept is one of the accounting concepts that emphasize that the financial
transactions of a business should be separated from that of its owner, for example; if a director
buys extra land at 1000$ to the business, this is a liability that the business ought to pay and for
the owner its an asset. This in the end enables an easy compilation of taxes
Easy auditing of the firm and easy preparation of financial statements, the money measurement
concept states that only transactions that can be expressed in terms of money are recorded in
The statement of financial position or the balance sheet states assets= capital plus liabilities. This
Current assets are; expected to be realized in the entity's normal operating cycle, held for
trading, and expected to be realized in twelve months of cash equivalents plus cash while
The statement of profit and loss and other comprehensive income establishes the financial
performance of the organization. This includes all sales less all expenses incurred henceforth
shows revenue, gains or losses, finance costs, tax expenses, gains on property revaluation among
others
FINANCIAL REPORT 7
Statement of cash flows that shows cash inflows and cash outflows inform of operations,
The company can use FIFO- first in first out method which assumes that the first goods are the
first goods sold assuming all goods are sold or the company sells goods. This sort of method
They help in making taxation decisions to establish real assets of the company and net
losses or profits
They help in union bargaining finding out whether labor is paid a convenient wage for
Monitor compliance
This concept states that financial statements are prepared on the assumption that a business will
Annual General Meeting Flight Centre Travel Group ASX: FLT I October 20, 2021, 2 Today's
Schedule Chairman's Address - Gary Smith MD's Address - Graham Turner Resolutions General
01, particularly in USA & corporate sector • Sales revenue increased month-on-month – record
COVID-period result in June 2021 • Rapid leisure & corporate recovery in USA late in Q4-21 •
Corporate transaction numbers (tickets) at c.50% of pre-COVID levels (TTV circa 40%) Trading
• Experiencing strong & immediate rebounds after restrictions are lifted 03 Investing to
win market-share
• Corporate business “Growing to Win” – circa 100% client retention in FCM + $US1.4bn
• Increasing leisure market share &/or profitability in key markets through enhanced multi-
channel offerings (new growth model) alongside streamlined shop networks Proactive
• Heavy earnings leverage to markets with positive short-term outlooks 5 $m FY21 FY20
Mvmt Group TTV 3,945 15,303 (11,358) Operating revenue 396 1,897 (1,501) Total
revenue 396 1,897 (1,501) FV gain on change in control - (3) 3 Other income 280 197 83
expense (25) (170) 145 Tour & hotel operations (2) (130) 128 D&A (138) (231) 93
Finance costs (37) (38) 1 Impairment (36) (217) 181 Other expenses (247) (657) 410
PBT (602) (849) 247 Underlying PBT (507) (509) 2 EPS (cents) (217.5) (552.2) 334.7
Margins Revenue margin 10.04% 12.40% (236 bps) Underlying cost margin (32.77%)
(16.11%) (1,666 bps) Underlying PBT margin (12.85%) (3.33)% (952 bps) FY21: Profit
• ANZ Leisure Q4-21 TTV was 115% of 1H-21 Leisure TTV & more than triple the Q1-21
contribution.
FINANCIAL REPORT 10
• ANZ Corporate Q4-21 TTV was 97% of H1-21 TTV & more than double Q1- 21
• June 2021 monthly corporate TTV 47% higher than April 2021.
• Strong recovery in Europe – June 2021 TTV more than double April 2021 TTV.
Americas
• June 2021 TTV is more than 2.5x the average monthly TTV contribution during 1H-21.
• $54m profit before tax for FY21, up from $18m during FY20
• Based on the FLT business model Pedal Group: Positive growth cycle 8 Strong liquidity
All figures presented are unaudited management accounts as of 30 September 2021. Key Points -
Banks have a 1:1 cash to debt liquidity covenant (including client cash), totaling A$565m,
including GBP115m CCFF borrowings which mature in March 2022. No other covenants apply
until Dec 2022. - Retail and corporate debtors and override debtors are shown gross provision for
doubtful debts of $34m and $30m respectively. - Cash and investment include client cash of
FINANCIAL REPORT 11
$335m. Liquidity position a) Working capital assets (excl. cash and investments) b) Working
capital liabilities (excl. client creditors) c) Represents client funds owed to suppliers included in
investments 1,211 Working capital assets (excl. cash and investments) 507 a Working capital
liabilities (excl. client creditors) (522) b Client creditor liability (405) c Total liquidity 791 As at
30 September 2021 $m Retail and corporate debtors 298 Trade and other receivables 31 Override
debtors 66 Accrued revenue 10 Prepayments 26 Other 76 Working capital assets (excl. cash) 507
As at 30 September 2021 $m Trade creditors 261 Accrued expenses 123 Revenue constraint 13
Employee benefits provision 75 Deferred revenue 39 Other 11 Working capital liabilities (excl.
• Initial focus on costs & liquidity before focusing on growth as conditions stabilized Deploying
• New digital platforms designed "with customers for the post-COVID world" Strengthening the
• Investment in e-commerce, B2B (independent contractor) & call center models to complement
• Rapid online market-share growth in Australia in the domestic-only trading environment during
FY21 FY21: Investing to win market-share 10 Cross Hotels & Resorts: Seven-property master
• First property now open for business: Away Okinawa Kouri Island Resort 11 Corporate
• Strong return on “grow to win” investments – $US1.4b pipeline in new accounts won (circa
70% to trade in the Americas & EMEA) with 98.5% client retention in FCM
• Increased market share & foundations in place for further organic growth
• Early evidence that strategies are working – Australian market-share growth, US profit &
Working closely with GDSs & 17 key airline partners on distribution roadmap FY21:
Successfully executing key strategies 12 Healthy liquidity position. Has allowed FLT to weather
the COVID challenge. Key assets-maintained Brand & geographic diversity. Large presence in
both the leisure & corporate sectors. Broad geographic footprint with significant leverage to
Americas & EMEA – markets that are open for business People. Strong workforce of expert
travel advisors retained. Likely to play a crucial role in more complex travel environment post-
COVID
The future: Well-placed for industry rebound 13 Enhanced focus on an area that is
important to our company, our people & our stakeholders ESG: Building on our credentials. 1st
FINANCIAL REPORT 13
stocktake of all programs offered globally in this important area. Internal ESG group formed
with senior leadership representation to further embed ESG considerations in the business, set
strategies & targets. Currently recruiting an ESG/sustainability officer Outlook Graham Turner
15 Experienced global leadership team Strong management group with a long history in the
business Graham “Skroo” Turner Global Managing Director and CEO 40 years at Flight Centre
Co-founder of Flight Centre, with nearly 50 years’ experience in the travel industry Chris
Galanty Corporate Chief Executive Officer 24 years at Flight Centre successfully guided the UK
business through GFC and Brexit. Formerly head of Flight Centre’s EMEA business Melanie
Waters-Ryan Leisure Chief Executive Officer. 34 years at Flight Centre Held senior
management roles during major global travel and tourism shocks during past 20 years Group
COO for 8 years Adam Campbell Chief Financial Officer 15 years at Flight Centre in Australian
and global roles 6 years as CFO. 25 years+ senior finance experience James Kavanagh Managing
Director Australia. 24 years industry experience, including 17 years at Flight Centre. Strong
background in corporate travel International experience Charlene Leiss Managing Director The
Americas. 25 years industry experience, including 14 years at Flight Centre and 11 years at
Garber Travel (acquired by FLT). Strong corporate sales and BDM background. Has overseen
strong corporate growth in the USA and Americas Steve Norris Managing Director EMEA. 19
years with Flight Centre. Vast experience in leisure and corporate travel sectors.
members of the team who have assisted in navigating previous travel and tourism shocks 16
FY22: Outlook Continuing to target a return to monthly profitability in both corporate & leisure •
Timing uncertain & largely in government hands – relies on borders opening & staying open,
FINANCIAL REPORT 14
international travel resuming with fewer restrictions • Uncertainty means FLT is not currently
able to provide FY22 guidance. Breakeven requires circa 50% of traditional TTV in corporate,
circa 40% in leisure (based on current cost bases – will increase if FLT invests further in key
growth drivers). Longer term target of returning to 2019 TTV levels on monthly basis around
June 2024 Trading environment changing positively & rapidly. Larger scale international border
openings than initially expected (already moving beyond carefully selected two-way corridors or
bubbles). Further important reopening’s expected within next few weeks. International travel
resuming in NSW from November 1, two-way Trans-Atlantic travel from November 8 Potential
material benefit from recent re-openings. Large Australian leisure business very heavily
weighted towards international travel – more than 80% of pre-COVID TTV. US a key
destination for FLT's leisure and corporate customers globally - largest outbound market for our
UK and Canada businesses pre-COVID & 2nd largest outbound market for our Australian
world reopens. Now a leaner & more efficient organisation - well placed to benefit as the cycle
improves. Successfully executing key productivity strategies & achieving operational objectives
in both corporate & leisure. Assets protected - continued investment in key growth drivers,
including famous brands Post-COVID complexity plays to FLT's strengths. Customers will
require more assistance from our expert travel advisors as they navigate new requirements, seek
to understand restrictions that may still apply. Within this environment, our people’s knowledge
& our enhanced systems will prove invaluable at every step of the customer journey. Already
being seen in the corporate sector – customers calling for advice Business & geographic diversity
an ongoing strength. Has helped shield FLT from some of the challenges others have faced,
while also potentially fast-tracking recovery given earnings leverage to countries/regions that are
FINANCIAL REPORT 15
starting to exhibit strong recovery trajectories - about 55% of pre-COVID earnings from
Americas & EMEA. Main beneficiaries from pipeline of FY21 corporate account wins (circa
$US1.4billion) - 70% set to trade in these two regions. Significant potential upside in heavily
restricted markets like Australia & New Zealand that are particularly important to our leisure
FY22: Travel industry poised for rapid take-off 19 FY22: Trading update Global travel outlook
Evidenced by Australia & USA announcements last week. Singapore also reopening
Positive early signs in Australia. Surge in enquiry + bookings growth. International leisure
bookings have now surpassed domestic bookings in Australia for 1st time since start of the
pandemic - almost tripled between July and September. Booking numbers this month have
already surpassed the September total with more than a third of the month still to come. UK,
USA & Fiji emerging as hotspots. Interest in these destinations has increased by multiples of 6,
11, and 20 respectively during the past month alone (based on web sessions). Already this
month, bookings to Fiji are in line with October 2019 (pre-COVID) in the Ignite business &
more than two-and-half times the September 2021 monthly total in FLT's Australian leisure
business 20 FY22: Increased AU store quotes & bookings. Recent reopening announcements in
Australia have already led to increased quotes & bookings across the Australian leisure store
network. Week on week growth in quoted TTV currently exceeds growth in booked TTV, as
expected at this early stage of recovery, and is a positive lead indicator 21 FY22: Shift in AU
store sales mix to International. In Australia, recent reopening announcements have prompted a
surge in international enquiry & bookings in our leisure stores, with international TTV booked so
far in October exceeding domestic TTV. International TTV booked in our Australian leisure
FINANCIAL REPORT 16
stores to date in October is 68% of the total TTV booked, compared to 82% pre-COVID Pre-
Covid During lockdown Post border announcements 22. Drawing on our experiences so far in
other locations that have experienced strong & immediate leisure rebounds. United States &
South Africa. Bringing back FTEs in Australia to service the likely surge in demand. COVID
support desks being developed to help customers navigate post-COVID travel complexities.
Enhancing capabilities across other sales channels to reduce immediate pressure on shop network
FY22: Learning from the USA & South Africa 23 FY22: Continued gross TTV growth during
Q1 Note: Gross TTV excludes refunds 24 Trading Update: Global Activity - September 2021
Sales gradually increasing and tracking at +27% of pre-COVID levels globally United States
Corporate 35% Leisure 36% Canada Corporate 38% Leisure 11% UK Corporate 39% Leisure
7% Europe Corporate 59% South Africa Corporate 62% Leisure 44% Australia Corporate 45%
Leisure 11% New Zealand Corporate 27% Leisure 4% Greater China Corporate 41% India
Corporate 39% Leisure 28% SE Asia Corporate 11% Notes: All figures presented are unaudited
management accounts for the month ended 30 September 2021. Group 27% Corporate 41%
Leisure 14% 25 Cash outflow – September 21 Financial Results All figures presented are
unaudited management accounts as of 30 September 2021. Net cash outflow ($m) Sept 2021
Hibernation operational costs (82) Capex (1) Hibernation cash costs (83) Variable costs (11)
Total cash outflow (94) Cash revenue 52 Net operating cash run rate (42) Government subsidies
1 Current net operating cash outflow (41) Financial Results 26 Results generally in line with
expectations.
significant investment ramp-up ahead of anticipated surge in demand when borders reopen.
FINANCIAL REPORT 17
Accounting losses for the period slightly higher than operational cash outflows - customer
refunds + non-cash D&A Recovery set to accelerate. Increased activity likely as borders reopen
breakeven – South Africa, UAE, Mexico, France. Singapore poised to follow, given relatively
low cost-base + new Vaccinated Travel Lanes with key countries that traditionally represented
about 40% of the business's sales. Corporate Traveller brand globally expected to be close to
breakeven in October 2021 FY22: Q1 results Financial Results 27 FY22: Corporate Q1 results &
trading update Continued corporate sector recovery = Growing to Win. Corporate businesses
globally contributed circa $AUD1b to Q1 group TTV. Further foundations for organic market-
share growth established – fuelled by strong account wins & high retention. Accounts with
projected annual travel spends in excess of $US500m secured during FY22 to date. New
products & platforms deployed to fortify an already strong tech offering. Melon (new Corporate
Traveller SME platform) now live in USA & Canada. FCM Platform now operational in China
& in beta testing elsewhere ahead of CY22 release. Game changing new digital platforms that
will deliver meaningful benefits to customers & are likely to further disrupt legacy travel
management companies 28 28 Why we win – 2 Global Category Leading Brands The World's
largest SME focussed TMC, offering a unique blend of seamless technology, dedicated experts,
strong culture and the widest choice of content. CT offers a personalized experience and is
designed solely for the SME market. The only alternative to the traditional 3 TMCs offering
global consistency, flexibility, strong culture, the widest choice of content, and award-winning
technology. 29 Putting customers first Hierarchy of needs has changed for customers.
Our proprietary technology allows the agility and adaptability to meet the needs. New
approval and communication features. Integration of COVID and safety features. Sustainability
built-in for visibility, offsetting, and program impact. Always on, any channel for support and
advice. In beta testing, Pilot customers in September 2021, Global availability in January 2022,
the US launch in September 2021, and UK/CAN/RSA/AU/NZ over next 12 months Proprietary
Tech 30 Structural change complete Positioning for recovery Early evidence strategies are
working
Investment in leading digital technologies to enhance offering across all channels – shop
(FCB & premium), online, B2B & call center. Brand rejuvenation and launch. Shop & brand
network rationalized - accessibility maintained for customers. New growth models - developed
& deployed. Increased market-share across new multi-channel leisure platform in Australia and
South Africa. Rapid growth in online market-share. US leisure profits. Pent up demand
demonstrated upon any openings Leisure: Full-year update and highlights 31 Global leisure
model TTV shift – FY19 to FY24 Note: Complementary includes GOGO and Ignite and
The number of proxies received for the resolution is: Decision Count % For 85,254,241 98.08
Against 1,299,028 1.49 Open 374,287 0.43 Abstain 529,305 34 Resolution 2: Re-election of
Director - Robert Baker The number of proxies received for the resolution is: Decision Count %
For 85,531,703 98.42 Against 998,222 1.15 Open 375,122 0.43 Abstain 551,814 35 Resolution
3: Remuneration Report Adoption The number of proxies received for the resolution is: Decision
FINANCIAL REPORT 19
Count % For 69,055,431 97.83 Against 1,133,157 1.61 Open 389,902 0.56 Abstain 708,411 36
Resolution 4: Approval of the issue of Notes (refresh placement capacity) The number of proxies
received for the resolution is: Decision Count % For 86,062,059 99.07 Against 402,736 0.46
Open 405,206 0.47 Abstain 586,859 37 Resolution 5: Approval of the grant of Global Recovery
Rights (refresh placement capacity) The number of proxies received for the resolution is:
Decision Count % For 86,089,947 99.11 Against 375,932 0.43 Open 396,962 0.46 Abstain
594,024 38 Resolution 6: Approval of the grant of PCRP Rights (refresh placement capacity)
The number of proxies received for the resolution is: Decision Count % For 81,667,478 96.98
Against 2,136,597 2.54 Open 401,250 0.48 Abstain 3,251,535 39 Resolution 7: Approval of
future issuances under the Flight Centre Employee Share Plan (ESP) The number of proxies
received for the resolution is: Decision Count % For 86,120,453 99.14 Against 330,395 0.39
Open 407,693 0.47 Abstain 536,166 40 Resolution 8: Approval of future issuances under the
Flight Centre Long Term Retention Plan (LTRP) The number of proxies received for the
resolution is: Decision Count % For 79,189,408 91.13 Against 7,307,994 8.42 Open 395,881
0.45 Abstain 532,024 41 Resolution 9: Amendments to the Constitution The number of proxies
received for the resolution is: Decision Count % For 69,183,594 79.69 Against 17,242,757 19.86
ANALYSIS
Q1 Q2 Q3 Q4
0 0 0 0
Cumulative surplus
(deficit)
The following criterion can be used to make efficient decision making in bringing up a new
product;
The company emphasizes ease of implementation. In this way, the company looks at the
The also looks at the cost of setting up the new product. In this way, it looks at the prices of the
Ease of modification, scalability, and flexibility are also major pointers. These help to know
The risk levels are also considered in setting up the smartphone. Here we are talking about the
issue of return on investment. A lot of money might be injected into bringing the new
FINANCIAL REPORT 21
smartphone but also return on investment must be considered. The market survey and sales of the
PIEPKORN MANUFACTURING
Q1 Q2 Q3 Q4
0 0
investments
0 0
0 0 0 0
The following majors can be used in deciding on the feasibility of the new smartphone:
Prepare a preliminary analysis on the viability of starting up the new smartphone. In this way, the
company will know whether the new smartphone will yield more profits than the old
smartphone.
The company should create a projected income statement. The statement will show future profit
The company should conduct a market survey to find out whether people are enjoying the
services of the existing smartphone or if they need a better smartphone on the market. The
company should make a business plan which will help to project all the necessary financial
plans. The company should also prepare a balance sheet which will help it to know its financial
position.
Fixed assets: Fixed assets are a category of assets that have a long shelf value and are also
usually permanent. Characteristics of fixed assets include: their period of service is usually more
than one year; their turnover coefficient is negative or zero; are consumed slowly in their period
of service, and they usually have depreciation after their period of service. They include the
After depreciation of fixed assets, they are deposed off because they cannot any longer live their
usage, with these, however, the disposal costs are also incurred. Fixed assets are also classified
according to tangibility or intangibility. Tangible ones include items that are physical and are
usually used by the company to produce more stock or materials. These include land used to set
up the plant for the industry, machinery used in the manufacturing of products, and vehicles used
Intangible assets are those that are not physical and these include; patents that are given to
innovators and creators of content, stock, and bonds which are issued by governments in their
central banks as an offer in investment to the public, funds are required by the governments for
IAS 38: Intangible assets; this standard outline the accounting requirements for intangible
assets, which are non-monetary, intangible assets that have no physical substance and are
henceforth separable, arising from contracts or other legal rights. Intangible assets that meet the
criteria are measured on a cost basis, using the revaluation model, or amortized on a systematic
basis over their useful lives. An intangible asset is an asset that is not physical. This includes
goodwill, brand recognition, and intellectual property such as patents, copyrights, and
trademarks. Whereas tangible assets are those that are physical such as buildings, plants, and
equipment, vehicles, machines among others. Financial intangible assets provided by the bank
for example stocks and bonds which are issued by contract or agreement are types of fixed
assets. Intangible assets created by entities legally such as brand names are not considered in the
statement of financial position or any other statements of the financial year; they have no
recorded book value. IAS 38, Intangible assets was instituted by the International Accounting
Standards board in 2001. This helped to further institute the crisis involved in past accounting
FINANCIAL REPORT 24
eras. Intangible assets are acquired and at times their face value decreases or increases in price
and costs. Some of these like patent rights can be resolved with either an increase in value or a
decrease in value. Intangible assets can as well be permanent like tangible assets. With all the
RECOMMENDATION
The company has several details of forecasting risks of bringing up the new smartphone.
The information provided especially quantitative data shall help in decision making, financial
judgments, impacting profit margins, cash flows, allocation of resources, staffing, and over roll
stability of the future project. The company should embark on a strategy of energizing all the
REFERENCES
Bhattacharyya, a. (2021). Pearson Education India. cost accounting. Retrieved 07 26, 2021
Sikkens, j. (2018). the intangible assets. patents as used in law. Retrieved 08 02, 2021
Charles, c. (2019). Receivable accounts. Debtors in the business. Retrieved 07 27, 2021
Derg, s. (2019). the ledger accounts. acquisition ledgers. Retrieved 08 02, 2021
Gilbert, i. (2020). Bank account. cash to the bank. Retrieved 07 27, 2021
Hopkins, s. (2020). patents in America. the diversity of businesses. Retrieved 08 02, 2021
hu, c. (2019). patents in business entities. a case of Alibaba. Retrieved 08 02, 2021
Igbe, P. (2018). Asset account. Depression of valuable assets. Retrieved 07 27, 2021
johns, K. (2020). Assets account. Difference between tangible assets and intangible. Retrieved
07 27, 2021
Margie, S. (2019). Capital account. computing capital accounts. Retrieved 07 27, 2021
Martin, r. (2020). Receivable accounts. Giving out debts. Retrieved 07 27, 2021
FINANCIAL REPORT 27
Mukasa, b. (2018). IAS intangiable assets. Patents in Europe. Retrieved 07 27, 2021
Nathan, l. (n.d.). Bank accounts. computation of bank accounts. Retrieved 07 27, 2021
Obbo, J. l. (2020). Revaluation of assets. Increase in value of assets. Retrieved 07 27, 2021
peters, r. (2019). the use of ledgers. accounting ledgers. Retrieved 08 02, 2021
2021
Robbin, p. (2020). Receivable accounts. The accounts of debtors. Retrieved 07 27, 2021
27, 2021
Samuel, C. (2020). IAS 38:Intangiable assets. Revaluation of intangible assets. Retrieved 07 27,
2021
FINANCIAL REPORT 28
smith, J. (2020). Cash account. Profit and Loss. Retrieved 07 27, 2021
Thebo, J. (2018). Revaluation of intangible assets. Intangible assets. Retrieved 07 27, 2021
2021