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Internal control — Considerations for


            smaller entities






            Characteristics of smaller companies

            What are the distinguishing features of a small company, including a small publicly held company? This
            is a frequently asked question. In any effort to classify companies by size into different categories, apart
            from asking how many employees there are, other characteristics to study are the entity’s revenue,
            number of locations, and market area.

            The 2013 Committee of Sponsoring Organizations of the Treadway Commission (COSO) Internal Control
            — Integrated Framework (the framework) notes that the following criteria also might be used to
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            distinguish a smaller entity:

              Fewer lines of business or fewer products within lines
              Concentration of marketing focus
              Leadership by management with significant ownership interest or rights
              Fewer levels of management with wider spans of control
              Less complex transaction-processing systems
              Employees with a wider range of duties
              Limited ability to maintain deep resources in line workers and support-staff positions
            Some of these criteria that distinguish smaller companies also characterize many large publicly held
            companies. For example, William Ford, Jr., is the chairman of the board of Ford Motor Company. He and
            other family members have a significant ownership interest in Ford (an owner-manager involvement
            typically characteristic of smaller businesses). Hence, there will always be some overlap between small
            and large companies in terms of the criteria used to differentiate companies by size.

            There is another criterion that can be used to distinguish smaller from larger public companies: the
            degree to which an entity outsources functions. Larger companies tend to outsource more than smaller
            companies.



            Cost and benefit of internal control


            Accounting and auditing literature has consistently addressed the principle that the cost of internal
            controls should not exceed the benefits derived from implementing the control. The following example
            illustrates this principle.




            3
              Committee of Sponsoring Organizations of the Treadway Commission (COSO), Internal Control — Integrated
            Framework, appendix C: “Considerations for Smaller Entities,” May 2013.


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