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The AAO Weblog covers accounting issues and current events as they relate the practice of investment analysis.

 
 
Apr 19

Written by: Jack Ciesielski
4/19/2005 6:33 AM 

Today the SEC and Coca-Cola announced the settlement of antifraud charges in connection with its channel stuffing escapades in Japan. The SEC has been on something of a tear lately: EasyLink, Chancellor, Global Crossing, and now Coca-Cola. The docket is emptying fast.

Between 1997 and 1999, Coca-Cola engaged in what it called "gallon pushing" (a more industry-specific term for "channel stuffing") on its Japanese bottlers. Typically, the amount of concentrate inventory on hand at bottlers matches the expected level of finished product needed at the retail level. Coke enticed the Japanese bottlers to buy more concentrate than they needed, by offering generous credit terms on the products. Instead of the normal eight days of credit, Coke offered bottlers up to thirty days to pay. At the end of 1999, the bottlers' inventory was 62% higher than at the beginning of 1997 its peak the growth in inventories. Comparable sales growth? 11%. That's some gallon pushing.

The products Coke pushed - Georgia Coffee and Coke - were two of the most popular Japanese beverages Coke sold, and two of the most profitable. Coke got the most bang for its gallon pushing buck in terms of meeting earnings estimates by focusing on these two. In the twelve quarters covered by the gallon pushing efforts, the income generated by the practice enabled Coca-Cola to meet consensus earnings in eight of those quarters.

It doesn't take a degree in beverage management science to see the problems Coke created for itself. By employing the flawed practice, the firm started off every quarter with a sales deficit - which could only be cured by more gallon pushing. The practice actually became ingrained into the firm's business plans - but investors couldn't tell. To them, hitting the earnings targets meant business as usual. According to the administrative proceeding, "At no time between 1997 and 1999 did Coca-Cola disclose any information from which investors could determine the existence of gallon pushing, the impact of such gallon pushing on current income, or the likely impact of gallon pushing on future income."

More misleading information: in January 2000, Coca-Cola management had had enough of gallon pushing and embarked on a program to lower worldwide concentrate levels. In an 8-K announcing the decision, management portrayed the decision as the end result of a joint review of inventory levels with its bottlers. It wasn't - it was a unilateral decision by Coke. Furthermore, while the 8-K mentioned the expected earnings impact of $.11 to $.13 in the first half of 2000, it neglected to inform investors that more than $.05 was due to the Japan bottlers - where the gross profit impact was over five times more significant than anywhere else in the world.

Call it what you want - channel stuffing, trade loading, or gallon pushing - it isn't illegal to induce your customers to buy more of what they don't need. (You could argue that inducing customers to buy what they don't need is a tremendously valuable skill practiced in most businesses.) It's not even a genuine accounting gimmick: the sales were genuine and complete. The bottlers had never returned the stuff, nor did they have the right to do so. (Coke is not restating any past financial statements, either.) It's a dumb practice, for sure: avoiding the consequences of a revenue shortfall puts the firm on a treadmill to keep doing more trade loading to maintain the facade of growth; it's borrowing from the future to make today look good, and sooner or later there's a reckoning.

What got Coke into the soup actually wasn't gallon pushing, per se. No, it was the fact that the practice had a significant effect on earnings and future earnings - and they never mentioned it to shareholders even after it was an adopted part of their business practices. That's why the management's discussion and analysis exists in SEC filings. The message to managements: channel stuff if you like. But when you keep your shareholders in the dark about it, that's breaking the law.

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Pension & Other Benefit Plans: A Look Ahead


    Investors in firms with defined benefit pension plans always face the risk of suddenly being pushed farther back in line when it comes to being served their returns. Variability in plan assets and variability in benefit plan obligations are the reason: poor asset returns coupled with sinking interest rates always spell tough times for defined benefit plan funding. In that regard, this year’s asset returns combined with the Fed’s “Operation Twist” add up to “Operation Agony” for defined benefit pension plans. If trends continue along their current path, firms that may have anticipated moving to more realistic pension accounting - like Honeywell, AT&T and Verizon already have done - might forego that decision. It could be just too painful. 

    Pensions aren’t the only kind of benefit plan affected by Operation Twist. Other postemployment benefit (OPEB) plans share much the same accounting model as pensions, including the calculation of a projected benefit obligation that similarly incorporates a discount rate - one that will also be affected by Operation Twist. The net OPEB obligations were slightly less than pension obligations at the end of 2010, but also promise to grow in 2011. Investors perceive them as less threatening than pension obligations because they don’t require funding. Strangely, there are a number of firms that are recognizing income from these benefit plans - without ever creating a dime of cash for investors.

A recent edition of The Analyst’s Accounting Observer dissects these issues, and is available only to paid subscribers. A condensed version is available for free upon request. To receive it, send an e-mail to Brenda Rappold at brappold@accountingobserver.com, with “PENSIONS” in the subject line.

For information about subscribing to The Analyst’s Accounting Observer, click here.