8.1 Objective and Background
ASC 606-10
25-23 An entity shall recognize
revenue when (or as) the entity satisfies a performance
obligation by transferring a promised good or service (that
is, an asset) to a customer. An asset is transferred when
(or as) the customer obtains control of that asset.
8.1.1 Concept of Control
In a manner consistent with the core principle of the revenue standard — “an
entity shall recognize revenue to depict the transfer of
promised goods or services to customers in an amount that reflects the
consideration to which the entity expects to be entitled in exchange for those
goods or services” (emphasis added) — step 5 focuses on recognition (i.e., when it is appropriate to recognize revenue). While
steps 1 and 2 (see Chapters
4 and 5) also
contain recognition concepts, step 5 is the central tenet of the recognition
principle in the standard.
The revenue standard requires an entity to assess whether the customer has
obtained control of the good or service to determine
whether the good or service has been transferred to the customer. Determining
when revenue should be recognized — that is, the timing of the
transfer of control of the good or service to the customer — is the most common
question regarding revenue recognition.
While step 5 of the standard’s revenue model acts as a gate and responds to the
question of “when to recognize,” it is preceded by the earlier steps (i.e.,
steps 1–4). The conclusions reached in the earlier steps are critical to the
determination of how much revenue to recognize in step 5 when control of a good
or service is transferred to a customer. Therefore, the revenue standard
generally requires a sequential evaluation of each of the four steps preceding
step 5.
Connecting the Dots
While the revenue standard uses a control-based approach
for determining whether and, if so, when a good or service has been
transferred to a customer, the FASB and IASB did not define “good or
service.” Instead, the boards focused on the concept of control to
determine when the good or service is transferred. The boards
decided that assessing the transfer of control would result in more
consistent decisions about when goods or services are transferred than
the risks-and-rewards approach, which requires an entity to use more
judgment when it retains risks and rewards to some extent. For example,
the boards considered contracts in which the entity sells a product but
also provides a warranty. During the development of the final standard,
this example was used to challenge the risks-and-rewards model since
some argue that in many such cases, the risks and rewards of the product
may not have been entirely transferred to the customer given that the
entity retains some risks associated with the product through the
related warranty. However, it was the boards’ expectation that under a
control-based model, the accounting would more appropriately align
recognition with performance — that is, in the fact pattern above, the
entity performs by delivering a product and then, if the warranty is
determined to be a service-type warranty (see Section 5.5), will recognize
performance under its separate promise of a warranty over the period
covered.
The revenue standard requires an entity first to
determine, at contract inception, whether control of a good or
service is transferred over time; if so, the entity would
recognize the related revenue over time in a manner consistent with the
transfer of the good or service over time to the customer. If the entity
cannot conclude that control is transferred over time (i.e., the
transfer does not meet one of three criteria described in Section 8.4), control
is considered to be transferred at a point in time. As a result, the
entity must determine at what specific point in time to recognize the
related revenue. As discussed in Section 8.6, the guidance provides
five indicators to help an entity assess when that point in time is for
a promised good or service. Even though the revenue standard shifts away
from risks and rewards, the boards noted that an entity could still look
to whether risks and rewards have been transferred to the customer as an
indicator that control has passed to the customer.
8.1.2 Performance Obligations Satisfied Over Time or at a Point in Time
ASC 606-10
25-24 For each performance
obligation identified in accordance with paragraphs
606-10-25-14 through 25-22, an entity shall determine at
contract inception whether it satisfies the performance
obligation over time (in accordance with paragraphs
606-10-25-27 through 25-29) or satisfies the performance
obligation at a point in time (in accordance with
paragraph 606-10-25-30). If an entity does not satisfy a
performance obligation over time, the performance
obligation is satisfied at a point in time.
One of the key objectives of the FASB and IASB in establishing the revenue
standard was to create a single framework for entities to apply across disparate
jurisdictions, industries, and transactions. However, there had been a
long-standing view that some promises to a customer are satisfied in an exchange
transaction at a point in time (generally, the transfer of a good), whereas
other promises to a customer are satisfied over time as the entity performs
various actions (generally, the transfer of a service). When developing the
control-based model, the boards thought that using control as the basis for
recognition allowed them to achieve that single model since control of something
could be transferred (1) at a single point in time after the completion of the
entity’s efforts or (2) over time in conjunction with the entity’s efforts
toward providing a benefit to the customer, typically through the delivery of a
service.
During the development of the revenue standard, the boards understood, and
stakeholders continued to provide feedback on, the need to outline how the
single model of control would be applied to the transfer of goods as compared
with the transfer of services.
8.1.3 Distinguishing Between “Goods” and “Services”
Despite intending to create a single framework, the boards acknowledged that
there are clear differences between the most common instances of sales of goods
and delivery of services. However, along a spectrum of revenue transactions,
there are instances of arrangements (e.g., construction-type contracts) in which
it becomes less clear whether the entity is providing a good or a service
because constructing an asset has attributes of both the sale of a good (the
final constructed asset) and the delivery of a service (benefits are being
provided throughout the development of the asset).
Therefore, the boards committed to developing a control-based model and determined that it would
be most appropriate to describe performance obligations as being transferred either over time (most
commonly in the case of services) or at a point in time (most commonly in the case of products or
goods).
During the development of the revenue standard, stakeholders questioned whether
a control-based model could be applied to service contracts given that it can be
difficult to identify the asset that is being provided to the customer in a
service contract. Such difficulty arises because the asset is often
simultaneously created and consumed by the customer, especially in the case of a
pure service contract (e.g., cleaning service). As a result, stakeholders
expressed concerns about whether a single control-based model could be applied
to all types of contracts with customers. The boards clarified that although
certain service contracts may not result in the creation of a tangible good or
work in process, there is an inherent asset being created in all service
contracts (i.e., the customer receives a future economic benefit as a result of
the entity’s performance in a service contract). In light of this, the boards
decided that a separate model should not be created for service contracts and
continued to develop a single control-based model.
Ultimately, the boards achieved their objective of creating a single framework
for revenue recognition based on control (specifically, when the customer obtains control of an asset) while still
allowing for accounting based on the disparate qualities of goods and
services.
See further discussion in Sections 8.4, 8.5, and 8.6 of performance obligations satisfied over time
and at a point in time.
Also, the boards determined that it was most operational to make the distinction between a
performance obligation satisfied at a point in time and a performance obligation satisfied over time
by using a single starting point — namely, the determination of whether the promise is a performance
obligation satisfied over time, as discussed in Sections 8.4 and 8.5. That assessment is based on
whether the performance obligation meets one of three specific criteria for recognizing revenue over
time. If the promise does not meet any of the three criteria, it is, by default, a performance obligation
satisfied at a point in time, as discussed in Section 8.6.
It is important to note that the assessment of whether a performance obligation meets the criteria for
recognizing revenue over time must be performed at contract inception. In addition, the assessment
of whether revenue should be recognized over time or at a point in time should be performed at
the individual performance obligation level rather than at the overall contract level. Accordingly, it is
important to appropriately identify the performance obligations in step 2 (refer to Chapter 5) before
evaluating whether revenue should be recognized over time or at a point in time.
The simple flowchart below illustrates the process that entities should use to
determine the appropriate pattern of revenue recognition.