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As discussed, hedge accounting is optional and allows entities to defer or accelerate the recognition of gains and losses under otherwise applicable accounting requirements. To prevent abuse, therefore, IAS 39 limits the use of hedge accounting to situations where special hedge accounting conditions are met. To qualify for hedge accounting, the hedging relationship should meet three conditions related to the designation, documentation, measurement, and effectiveness of the hedging relationships. These conditions are (1) There is formal designation and documentation of the hedging relationship and the entity s risk management objective and strategy for undertaking the hedge. Hedge accounting is permitted only from the date such designation and documentation is in place. (2) The hedging relationship is effective a] The hedge is expected to be highly effective in achieving offsetting changes in fair value or cash flows attributable to the hedged risk ( prospective effectiveness). b] The effectiveness of the hedge can be measured reliably. c] The hedge is assessed on an ongoing basis and determined actually to have been highly effective throughout the financial reporting periods for which the hedge was designated ( retrospective effectiveness). (3) For cash flow hedges of forecast transactions, the hedged forecast transaction must be highly probable and must present an exposure to variations in cash flows that could ultimately affect profit or loss.

Assume you re playing pot-limit Omaha, and you hold Ad Qd Ks 10c as your hole cards. The flop comes Kd 2d 9c, and the turn brings the 7d. You hold the nut flush (you can t be beat by another flush), and you correctly make a pot-sized bet that pushes you all-in. Although he doesn t know it when he calls, your opponent, holding Kc Kh Jh 10d, only has nine ways to win this hand (the three remaining deuces, the three remaining nines, and the three remaining sevens to make a full house). If 40 cards are left in the deck, he has a little less than a 1-in-4 chance of beating you. The river is the 2s, so your opponent beats your flush with a full house, kings full of deuces. Even though you took a bad beat here, you made the right play. Three out of four times you win the hand. This just happened to be the other time.

Follow-up and closing: How to manage the follow-up process and close new business. Managing the proposal process: If not managed properly, firms can waste hundreds or thousands of valuable hours on futile business development activities. Complementary documents: Many related documents are used before, during, and after the proposal submission. Keys to success: How to optimize your firm s proposal development process. This chapter is organized similarly to the professional services business development process outlined in 5: prospect identification, generating genuine prospect interest, identifying a specific need and solution, delivering a proposal, and managing the postsubmission process. This chapter also consistently advocates a systems-based approach to managing the proposal development process. Too often, professional services firms suffocate and squander their precious resources because of ineffective business development practices that involve virtually meaningless proposal submissions in situations where the likelihood of success is remote. This chapter provides a foundation for avoiding that pitfall and creating a sound business development system for your organization.

effort to make the project a successful one, that has tremendous value that must be recognized. Syndications have been around for years. If you have certain expertise and need investors, team up with money partners who should not be involved with other aspects of the project such as management, repairs, and maintenance. You would be surprised how many people are interested in investing in real estate solely for the purpose of receiving a higher rate of return than might otherwise be available and a share of the upside potential that real estate projects usually have.

(c) The buyer has the right to cancel the purchase for a reason not specified in the contract of sale (duly signed by both parties) and the seller is uncertain about the outcome. Solution (a) According to the clause in the sales contract, XYZ Inc. has an obligation beyond the normal warranty provision. Thus risks and rewards of ownership have not been transferred to the buyer on the date of the sale. (b) Risks and rewards of ownership have not been transferred to the buyer on the date of the delivery of the machinery because a significant part of the transaction (i.e., installation) is yet to be done. (c) Risks and rewards of ownership will not be transferred to the buyer due to the unspecified uncertainty arising from the terms of the contract of sale (duly signed by both parties), which allow the buyer to retain the right of cancellation of the sale due to which the seller is uncertain of the outcome.

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