4 1 Introductionvenues. The proposed alternative methods may also be helpful to policy-makers inidentifying useful modifications to the existing transfer pricing regulations, whetheron a small or large scale. Business school students will obtain a clear understandingof (a) the key role that transfer pricing plays in determining multinationalfirms’ effective tax rates and, thereby, their investment decisions across geographicmarkets, and (b) how transfer pricing issues are currently addressed in practice. <strong>Tax</strong>practitioners can utilize the critique of existing transfer pricing methodologies, incombination with the case studies, as a guide in developing and defending their owntransfer pricing policies and practices. The proposed alternative methods may alsoprovide some useful insights into how certain transfer pricing issues that are notadequately addressed under the current transfer pricing regime can be analyzed.
IndexAAbove-normal returns, 101, 106, 111Access rights, 140, 141–142, 144Accounting measures of profit, 2–3, 7–8,48, 185Accounting rate(s) of return, 2–3, 7–9, 13,14–15, 16, 21, 58, 62Account management, 116–117, 118Acquisition financing, 165Acquisition price method, 34, 36, 37, 41,175–176, 186Activity factor, 43–44, 156, 160Adjustments, 14, 22, 34–35, 36, 56, 60, 79–80,83–84, 88, 94–95, 98, 129, 134, 135,140, 144, 172, 176, 177, 180Administrative burden, 149Advance Pricing Agreements, 9, 14Adverse price movement, 150Advertising-to-sales ratio, 98Advisory services, 119AFRs, see Applicable Federal RatesAkamai, 138–139Allocate, 2, 8, 28–29, 30, 31, 36, 41, 45, 47,85, 143, 155, 158, 160, 183, 185Allocation, 7, 9–10, 17, 22, 32, 38, 39, 43, 44,45, 59, 85, 135, 140, 155, 158–160,167, 172, 173, 180Allocation formula, 45, 46, 155–156Alternative methodology, 144Alternatives available, 23–25, 26, 28–29,180, 186Alumina, 46, 145, 147–148, 149, 150,151–153, 154–155, 156, 157–158Aluminum, 103, 105, 145, 147–148, 149–150,151–153, 154–156, 157–158APA, see Advance Pricing AgreementsApplicable Federal Rates, 11, 61, 134,141, 142Applications software, 113, 118, 151Arbitrage, 25, 44, 146, 148Arm’s length, 3, 9, 12, 13, 14, 15, 18, 19–20,22, 24–25, 26–27, 32, 35, 36–37, 38,51–53, 54, 55, 59–60, 61, 62–63, 64,77, 80, 81, 84, 85–88, 93–94, 96–97,104, 110–111, 119–122, 129–130,131–132, 135, 139, 140, 155–156,166–167, 173, 174, 175, 176, 177–179,180, 183–184, 185–186Assessments, 11, 58, 59, 75–76, 78, 86–87,117, 155Asset intensity adjustment, 84BBackbone, 125, 138–139, 143Backwardation, 146, 154Backward integration, 74Bandwidth, 138Barrier to entry, 101, 106Baseline valuation, 60, 136, 185Best feasible alternative, 34–35Best Method Rule, 41, 93, 110–111, 121, 129Beta, 56, 57–58, 61, 132–133, 135–136,174, 185Black list, 28, 110Black market, 76Book value, 8, 16, 31, 63, 133, 143Border-free, 2, 161–162Brand identity, 165, 166, 171, 173–174, 175,179, 180Branding initiatives, 73Brand name, 25, 71, 74, 77, 83, 90,164, 173Brand recognition, 73Broker, 58, 76, 150, 156Bundle of intangible assets, 2–3, 119Business cycles, 107Business development, 116, 118Business format franchising, 119, 120187
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Elizabeth KingBeecher Consulting, L
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Part IEconomic and Accounting Rates
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