Professional Documents
Culture Documents
ISBN 9781760420406
9 781760 420406
www.mhhe.com/au/langfield8e Langfield-Smith Smith Andon Hilton Thorne
Chapter 4
Product costing systems 132
Product costing 133 REALLIFE Job costing in the construction industry
(the Lum Chang Group) 160
REALLIFE The cost of Australian wine 135
Process costing: Spritz 160
REALLIFE Costing defence contracts 136 Learning objectives 132
REALLIFE Product costing in small business 138 Summary 163
References 164
Flow of costs in manufacturing businesses 138
Self-study 165
Allocating overhead costs to products 140 Appendix 167
Key terms 168
REALLIFE Product costs at Coopers Brewery 142
Review questions 169
Types of product costing systems 144 Exercises 170
Problems 173
Job costing: Williams Elevators 147
Cases 179
Chapter 5
Process costing and operation costing 184
Process costing at Spritz 185 REALLIFE Which costing system for Australian wine? 205
REALLIFE From trees to timber 186 Other issues in process costing 208
Process costing with work in process inventories 187 Learning objectives 184
Summary 209
Process costing using the weighted average
References 210
method 190
Self-study 211
Process costing using the FIFO method 193 Appendix 214
Key terms 219
Process costing and spoilage 197
Review questions 219
Hybrid costing systems 201 Exercises 220
Operation costing for batch Problems 225
manufacturing processes 202 Cases 232
vii
Chapter 7
A closer look at overhead costs 290
What are overhead costs? 291 Allocating support department costs 310
Allocating indirect costs: some general principles 293 Learning objectives 290
Summary 319
REALLIFE Measuring tsunami recovery costs:
References 320
an overhead or not? 294
Self-study 320
Allocating overhead costs to products 295 Appendix 323
Key terms 329
Issues in estimating overhead rates 302
Review questions 329
REALLIFE How should the Pacific Islands Exercises 330
Forum Fisheries Agency allocate its overheads? 304 Problems 334
Allocating indirect costs to responsibility centres 307 Cases 342
Chapter 8
Activity-based costing 346
Problems with conventional product costing Activity-based versus traditional product
systems 348 costs at Mason & Cox 361
Product costing at Mason & Cox 350 REALLIFE Healthcare costing challenges 363
Activity-based costing at Mason & Cox 353 Costs versus benefits of ABC at Mason & Cox 363
Initial decisions about ABC at Mason & Cox 354 When should ABC be used? 364
Step one: measuring the costs of the
REALLIFE The adoption of ABC in Australia
manufacturing overhead activities 355
and New Zealand 364
Step two: assigning the costs of manufacturing overhead
REALLIFE ABC in the New Zealand blood service 366
activities to products 357
Other activity-based costing issues 366
REALLIFE Activity-based costing in the NSW
public sector 360 Activity-based costing in service organisations 368
viii
Chapter 10
Standard costs for control: direct material and direct labour 476
Controlling costs 477 Standard costs for product costing 497
Setting standards 478 Learning objectives 476
Summary 500
Developing standards at R.M. Williams 481
References 500
Calculating standard cost variances 484 Self-study 501
REALLIFE Cost pressures and variance analysis Appendix 504
in hospitals 489 Key terms 506
Review questions 506
Investigating significant variances and taking Exercises 507
corrective actions 490 Problems 510
Cost control through assigning responsibility 494 Cases 519
Standard costing and behaviour 496
Chapter 11
Standard costs for control: flexible budgets and manufacturing overhead 522
Flexible budgets 523 Overhead cost performance report 536
Flexible overhead budget: R.M. Williams 527 Standard costs for product costing 537
Overhead application in a standard costing system 528 Flexible budgets in service organisations 538
Calculating overhead cost variances 529 An appraisal of standard costing systems 539
ix
Chapter 12
Managing and reporting performance 570
Purposes of performance measurement 571 Transfer pricing 586
Characteristics of effective performance REALLIFE The dark side of transfer pricing
measurement systems 571 in multinationals 595
REALLIFE Principles for reporting performance Learning objectives 570
outcomes 573 Summary 596
References 597
Structuring for control: decentralisation 573
Self-study 598
Responsibility centres 575 Key terms 601
Review questions 602
More complex structures 577
Exercises 603
REALLIFE Shared services to enhance Problems 606
customer value and manage costs 579 Cases 615
Financial performance reporting 580
Chapter 13
Financial performance measures and incentive schemes 622
Financial measures in investment centres 623 REALLIFE Employee share ownership is more than an
incentive compensation scheme 642
Return on investment 624
Learning objectives 622
Residual income 628 Summary 643
Measuring profit and invested capital 629 References 644
Self-study 645
Measures of shareholder value 633 Key terms 647
Review questions 648
Incentive schemes 636
Exercises 649
REALLIFE Senior executive Problems 651
pay in Australia 640 Cases 658
Chapter 14
Strategic performance measurement systems 662
The problems with using traditional financial performance The balanced scorecard 669
measures in isolation 663
REALLIFE Managing performance at IAG 672
The advantages of non-financial measures 665
REALLIFE Measuring impact in charitable organisations 673
Selecting operational measures 665
Strategy maps 673
The limitations of non-financial
REALLIFE Customising the balanced scorecard 675
performance measures 669
Chapter 15
Managing suppliers and customers 702
Supply chain management 703 Learning objectives 702
Summary 732
REALLIFE Driving supply chain improvements at Coles 705
References 733
Managing suppliers 706 Self-study 734
Appendix 738
Managing inventory 710 Key terms 740
REALLIFE Is JIT too risky? 719 Review questions 741
Exercises 742
Managing customers 720 Problems 745
Cases 753
REALLIFE Reliance on major customers 721
Chapter 16
Managing costs and quality 758
Cost management 759 Managing quality 778
Activity-based management 760 REALLIFE Managing costs, throughput and quality for
REALLIFE Lean thinking at the city of customer value: Flinders Medical Centre 779
Melbourne 765 Learning objectives 758
Business process re-engineering 768 Summary 785
References 786
Life cycle costing 769 Self-study 786
REALLIFE Cost management in the Australian Key terms 788
wine industry 770 Review questions 789
Exercises 790
Target costing 772 Problems 794
REALLIFE Target costing in Australia Cases 803
and New Zealand 773
xi
Chapter 18
Cost volume profit analysis 858
CVP analysis at the Melbourne Theatre Company 859 Practical issues in CVP analysis 877
The break-even point 861 An activity-based approach to CVP analysis 878
The break-even formula 861 REALLIFE Making the most of our coffee culture 879
REALLIFE The importance of the break-even Financial planning models 882
point at Linneys 862
Learning objectives 858
Graphing cost volume profit relationships 864 Summary 884
References 885
REALLIFE A sundae too far away 865
Self-study 886
Target net profit 868 Appendix 888
Using CVP analysis for management decision Key terms 891
making 868 Review questions 892
Exercises 893
CVP analysis with multiple products 873 Problems 895
Including income taxes in CVP analysis 875 Cases 901
REALLIFE Salmon—a fishy success story 876
Chapter 19
Information for decisions: relevant costs and benefits 906
The management accountant’s role Identifying relevant costs and benefits 913
in decision making 907 Relevant information for some common decisions 917
REALLIFE What role do accountants play
REALLIFE Pros and cons of outsourcing 925
in decision making? 909
REALLIFE Sustainable solutions for by-products 932
Relevant information 911
xii
Chapter 20
Pricing and product mix decisions 960
Major influences on pricing decisions 961 REALLIFE The penalties for price fixing 979
REALLIFE Battling for Australia’s skies 964 Product mix decisions 980
Economic profit-maximising models 964 Learning objectives 960
Summary 983
Pricing strategies 967
References 984
REALLIFE Ticket pricing in the Australian Self-study 985
Football League 968 Appendix 988
Key terms 991
Strategic pricing of new products 975
Review questions 991
Competitive bidding 976 Exercises 992
Legal restrictions on setting prices 978 Problems 995
Cases 1003
REALLIFE Proving predatory pricing:
a challenge for the ACCC 979
Chapter 21
Information for capital expenditure decisions 1008
Capital expenditure decisions 1009 Post-completion audits of capital
expenditure decisions 1040
Cash flows 1009
Justification of investments in
The capital expenditure approval process 1010
advanced technologies 1041
Capital expenditure decisions at the
REALLIFE What drives investments in technology? 1042
Meadowleigh Medical Centre 1011
The limitations of traditional capital
Discounted cash flow analysis 1014
expenditure analysis 1043
Comparing two alternative investment projects 1020
Learning objectives 1008
REALLIFE Fleet renewal decisions at Qantas: Summary 1045
the A380 and B787 1022 References 1046
Self-study 1047
Accounting for uncertainty using real-options
Appendix 1050
analysis 1024
Key terms 1053
Other techniques for analysing Review questions 1053
capital expenditure proposals 1025 Exercises 1055
Performance evaluation: a behavioural issue 1029 Problems 1058
Cases 1063
Income taxes and capital expenditure analysis 1030
xiii
Kim Langfield-Smith
David Smith
Paul Andon
Helen Thorne
xiv
David Smith
David has a BCom (Honours) from La Trobe University and a PhD from Monash University. He
is a Professor of Management Accounting in the University of Queensland Business School. He
previously held appointments at Monash University, the University of Melbourne and La Trobe
University.
David’s research is in the area of management control systems, with a particular focus
on performance measurement, and his research has been published in journals including
Accounting, Organizations and Society; Management Accounting Research; Behavioral Research
in Accounting; Journal of Accounting Literature; and Accounting, Auditing and Accountability
Journal. He currently serves as an editor at Behavioral Research in Accounting, as well as serving
on several editorial boards.
David has been actively involved in the accounting profession and served as a board member of the Accounting
and Finance Association of Australia and New Zealand (AFAANZ) for a number of years. David is also a past Chair
of the Chartered Institute of Management Accountants’ (CIMA) Centre of Excellence Australasia Research Panel.
Paul Andon
Paul has a BCom (Honours), MCom (Honours) and PhD from UNSW Sydney. He is an Associate
Professor in Accounting at UNSW Sydney and a Fellow of Chartered Accountants Australia and
New Zealand. Paul teaches and researches in the areas of management accounting, fraud and
control systems. His research in these areas has been published in leading international journals,
including Accounting, Organizations and Society; Journal of Management Studies; Management
Accounting Research; Accounting, Auditing and Accountability Journal; and Critical Perspectives
on Accounting. Recently, Paul received a major Australian Government research grant to study
offender strategies and other factors mitigating against the effectiveness of management controls
to prevent/detect serious workplace fraud.
Before commencing his academic career, Paul worked in a large professional services firm. He remains active
in the accounting profession through his involvement with McGrathNicol’s Financial Crime Exchange, and by
contributing to the Management Accounting and Applied Finance Module for Chartered Accountants Australia and
New Zealand’s CA Program.
xv
xvi
xvii
xviii
xix
REALLIFE
(ttR) activities of health facilities into cost drivers. and rolls produced. Deliveries made at different times of the day, to different shops, are likely to
the aBF model. Healthcare manage- non-volume-
ment consultants Paxton Partners were Information about cost behaviour can also help managers as they decide how to enhance customer
of production batches baked, not the number ofvalue
carry different volumes of bread. Similarly, electricity costs are likely to be driven by the number
based cost driver
loaves and rolls produced. Small batches will use as
a cost driver not
much electricity as large batches. Cost drivers that are not directly related to production volume are
engaged by the iHPa to assist with this and shareholder wealth. In deciding whether to add a new intensive care unit, a hospital’s administrators
called non-volume-based cost drivers. need
directly related to
production volume
feasibility work. to predict the cost of operating the new unit at various levels of patient demand. In deciding A MODERNwhich VIEW OF COSTS productsAND COSTto DRIVERS
Paxton Partners’ engagement Activity-based costing is a modern approach to costing that has made major advances in analysing
INFORMATION
international medicalFOR CREATING
in training. VALUE
unit level costs
14 PART FOUR Batch level costs relate to activities that are performed for a group of product units, such as a
Key terms are bolded in the text where they first appear, defined in theASSUMPTIONS
professionals
the end of the chapter. Use the end-of-chapter Key terms WHATchecklist to test yourself when you
Product level (or product-sustaining) costs relate to activities that are performed for specific
ARE COST
both unit and non-unit drivers that were considered in this study.
BEHAVIOUR,
1. Cost behaviour depends COST ESTIMATION
on one activity or a few independent variables. In reality, however,
Wide ranging cost and activity information was collected from australian hospitals and related government bodies, which was used
batch level costs
costs relating to
products or product families and include the costs of researching, designing and supporting
products. For example, the cost of developing a new product line, such as fruit buns, would be
costs are affected by a host of factors including the weather, the mood of employees and the
activities that are
a product level cost at Tasty Bread. The number of products may be the cost driver for product-
of planned performancesanalyses toof
testthe play werebetween to decrease
AND COST PREDICTION? from cost35 to and
20,total
therecurrent
number of expenditure.
tickets sold the would
performed for a
sustaining costs.1
finish the chapter. The definitions are also repeated in a full glossary at quality the end areof thelinearbook.
to perform statistical the relationships the candidate drivers hospital group of product
of the raw materials used. units, such as a
Facility level (or facility-sustaining) costs are costs that are incurred to run the business but are
fall analysis
belowproved 7 000. Management may decide to negotiate lower rates for the actors in order to reduce the
difficult as problems were experienced with data availability and consistency across the participating hospitals. only
2.
Cost behaviour is the relationshipCostbetween
behaviours
a costmodelled
and theaslevel straight
of lines that
activity
drivers associated with trainee group types were found to be significantly associated with teaching and training costs. in their report to withincauses
the relevant
this range.
cost (i.e. LO 3.1 production batch
or a delivery load
not caused by any particular product. An example is the premises cost at Tasty Bread. In the short
term, this cost has no obvious cost driver.
We discuss the hierarchy of activity costs and cost drivers further when we look at activity-based
fixedthecosts of the
iHPa, Paxton play.
Partners Let’s
offered assume that
recommendations the estimated
for addressing fixed costs
the data limitations are $351
experienced, so that000
furtherfor sales verified
statistically volumes of cost driver). How does an accountant determine
The accountant the cost
must consider, on abehaviour
case-by-caseof a particular
basis, cost
whether these item?
assumptions The are reasonable. product level (or
product-sustaining)
costing in Chapter 8.
cost drivers for ttR activities can be revealed. SELECTING THE BEST COST behaviour the
costDRIVERS
less than 7 000 tickets.
costs costs relating
process used is called cost estimation, and can be accomplished in many ways. One way is toNotice analyse to activities that
that Jack Trent, Tasty Bread’s accountant, has identified more than one cost driver for each cost
relationship
are performed for
(see Exhibit 3.2). How do they differ? And which one should the accountant choose for estimating
COSTS AND BENEFITS OF ACCURATE COST INFORMATION
Where two levels of fixed costs are recognised, two break-even points may be calculated. We saw
source: Paxton Partners (2014)
historical data involving costs and different activity levels. cost behaviour? specific products or
product families
between a cost and
We have used the Tasty Bread Company to describe a variety of cost estimation methods
Inputs or outputs? ranging
earlier that for sales between 7 000 and 12 000 tickets, the break-even point is 9 600 tickets. For the Estimates of cost behaviour provide the basis for predicting future costs. Cost prediction is Trent has identified
Which of the level of activity
For some costs, Jack
facility level (or both inputs and outputs as cost drivers. The cost drivers for
from managerial judgment to sophisticated techniques involving regression analysis. direct material include two measures
these
of production
facility-sustaining) volume: an output measure, the number of bread
lower volume of sales, the break-even point is calculated as follows: a forecast of a cost at a particular
methods is level of activity.
best? The accountantFor
mustexample,
decide whenin itpreparing
is importantitsto annual
use a more budget,
rolls, and an input measure, the weight of ingredients used. Likewise, for the electricity cost, the
number
costs the costs
sophisticated, orand
incurred to support
of batches baked is an output costanddriver
measure the number of kilowatt hours consumed is an input
the business as a
measure. And for the delivery costs, the number of deliveries is an output measure and the number of
by reducing the kilowatt hours of electricity consumed. To do this the company would need to Fox Studios may predict studio costs cost
more costly, on the basis method,
estimation of the production
and when it ishours expected
acceptable to use afor the approach.
simpler coming In general,
litres of fuel is an whole; not caused
input measure.
by any particular
Break-even
inefficient. At Tasty Bread, the usepoint = ________
of inexperienced truck drivers may be a major cause of delivery While it is easy
anticipated length of each production, to estimate
which the costs of
is influenced byestimating cost sound-mixing
the filming, functions, it is more
anddifficult
editingto assess the
$58.50 Inefficient design of unloading facilities
costs: in particular, maintenance, tyres and fuel consumption. benefits that can flow from better budgeting and planning, and from improved information for decision
the process of
requirements. Exhibit 3.1 summarises the relationship between cost behaviour, cost estimation and determining the
at the shops may be another major cause of= 6 000costs.
delivery tickets making.
cost prediction.
lan67085_ch03_074-131.indd 82 07/31/17 02:05 PM
handy checklists,
costs are stepped, the total cost examples ofthisdocuments
line is also stepped. In example, the point of and worked
discontinuity is 7 000 easy reading and revision.
and describe several techniques forcanestimating
there, he use the costcosts. Some
functions, of these
combined with cost behaviour
estimates of future patterns
the2.company’s major costs. This budget, in turn, can provide the framework for controlling costs.
introduced briefly in Chapter
were to budget
levels of activity,
cost prediction
tickets. The graph indicates that if the sales volume is likely to be less than 7 000 tickets, then the MTC Managers can also use the cost estimates when making important decisions, such as which equipment
examples add another dimension to the topics covered
needs to ensure that it sells more than 6 000 tickets for the play in order to recover its costs. However,
to replace or
COST BEHAVIOUR, COST ESTIMATION AND COST PREDICTION
CHAPTER THREE
which products COST BEHAVIOUr, COST DrIVErS AND COST ESTIMATION
to make. using knowledge
107
cost behaviour to
of
and
if thehelp
volume ofto
Untitled-5 84
reinforce
tickets learning.
sold is 7 000 or greater, then the level of fixed costs will be higher, and the play
09/12/17 09:20 PM
AT TASTY BREAD COMPANY
which are the underlying factors that cause costs to be ■ In practice, analysing cost behaviour can be fraught
forecast the level of
cost at awith
particular
will not yield a profit unless it sells more than 9 600 tickets.
Summary
Our discussion ofincurred.
a bakery and ■a chain
cost behaviour will focus on a business called Tasty difficulties.
of six crusty bread shops
Bread Company,
For example, whichhow operates
do we ensure reliable
level of activity
A variety of cost behaviours exist; in Auckland,
they range from New Zealand. Each shop sells a variety
data? What effect will increasing experience have on
simple variable and fixed costs to more complicated labour costs? How do we analyse cost behaviour in an
Exhibit 18.3 In this chapter we considered the relationship between some activity-based
cost drivers are not directly
costing related to
environment? Howproduction
do we assess
semivariable and curvilinear costs.
Cost volume profit graph with step-fixed costs, Melbourne Theatre Company production cost behaviour, cost estimation and cost prediction, and volume. theThese cost benefits
costs and drivers areof thecalled non-volume-
various approaches to
■ Cost predictions based on an analysis of cost behaviour
described various approaches to identifying cost behaviour basedestimating
cost drivers.
cost behaviour? And how well met are the
of Calypso should be confined to
and estimating costs. Key points include: the relevant range, which is the
■ Activity-based costing
assumptions is a contemporary
underlying approachAstoin the
the cost functions?
range of activity over which a cost function is expected
costing that recognises
selection a hierarchy
of any accounting of costs the
technique, andchoice
cost of a
to remain valid.
■ Cost behaviour refers to the relationship between a drivers: unit,
cost batch, product
estimation and facility
method involves levels. of
a trade-off While
costs and
cost■ and the levelcosts
In predicting of activity or cost
it is useful driver. Cost
to recognise that some unit level cost drivers measure production
$’000s total revenue benefits. More accurate estimation volume,
methodsthe provide
break-even point: estimation
costs
lan67085_ch03_074-131.indd is the
79 can process as
be classified of engineered
determiningcosts, the where
cost they cost drivers for batch and product level costs are non- 07/31/17 02:05 PM
better information, but they are often more costly to use.
behaviourbear aofphysical
a particular
relationshipcostto output.
item, and Fixedcost
costs can volume-based. There are no obvious cost drivers for
9600 tickets or
prediction uses a knowledge
be classified as committed of or
a cost’s behaviour to
discretionary. facilityAs you
level explore other topics in this book, you will
costs.
$864 000 of sales
forecast the level of cost at a particular level of
■ Several approaches can be used to estimate costs. discover that aunderstanding and analysing
■ Understanding firm’s cost behaviour cancost behaviour
enable
activity.These include managerial judgment, the engineering managers is an essential skill for the management
to anticipate changes in costaccountant.
when the It can
■ The term cost driver is used to describe an activity
method and various quantitative techniques. organisation’s or help to estimate the costs of goods and services, itthat
provides
800 total costs operations change. Cost predictions
factor Engineering
that causesmethods
a cost to be incurred.
of cost estimationTraditional
are based on a areabasedframework forbehaviour
predictingpatterns
future costs (i.e. budgeting)
planning and
for 7000 to on cost facilitate
management
detailedaccounting
analysis ofsystems use various
the process in whichmeasures
the costs are andreporting
control, financial
and this performance,
can help managers and it istofundamental
manage to
12 000 tickets
of production
incurred.volume as cost drivers to analyse cost resources more effectively and add value to their for a
cost volume profit analysis and to analysing costs
break-even point: behaviour. These cost drivers are called volume-based
■ Quantitative techniques are based on an analysis of organisation. range of tactical decisions.
However, effective cost management
6000 tickets or cost drivers.
past cost More
datarecent approaches
observed recognise
at a variety thatlevels, requires
of activity In the next few chapters,
an understanding we will
of root continue
cause our study of
cost drivers,
$540 000 of sales and include the high–low and regression methods. costs by identifying the various approaches to estimating
600
the costs of producing goods and services.
total costs for less
References
than 7000 tickets
step-fixed cost
rEFErENCES
400 Ansberry, C1062002, ‘In the new workplace, jobs morph to
lan67085_ch03_074-131.indd crunch-time-for-businesses-productivity-cost-reductions/,
07/31/17 02:05 PM
The end-of-chapter references list material suit rapid change of pace’, The Wall Street Journal, March
3, pp. A1, A7.
viewed 27 May 2013.
Hair, JF, Black, WC, Babin, B, Anderson, rE, 2010, Multivariate
82
1. Plot the above data in a scatter diagram. Assign cost to the vertical axis and the number of loans
completed to the horizontal axis.
2. Estimate the monthly fixed cost and the variable cost (in dollars and cents) per loan using the
Every chapter contains a significant amount of new and updated end-of-chapter material.
cost function
cost prediction
87
79
regression analysis
relevant range
100
92
high–low method.
curvilinear cost 91 root cause cost drivers 83 SOLUTION TO SELF-STUDY PROBLEM 1
dependent variable (Y) 101 scatter diagram 98
discretionary cost 93 semivariable (or mixed) cost 90 1. Scatter diagram:
Review questions
engineered cost
engineering method
engineering studies
93
97
97
simple regression
standard error of the coefficient
step-fixed cost
103
113
90
Exercises Cost of Loans
Department
of the
128 techniques
PART TWO COSTS ANDand
COSTINg concepts relating to the chapter.
82 82
fixed cost 88 variable cost 87
SYSTEMS
high–low method 100 volume-based cost driver 81 CHAPTER THREE COST BEHAVIOUr, COST DrIVErS AND COST ESTIMATION 117
$60 000
Appendix Appendixes
COST STRUCTURE AND OPERATING LEVERAGE
The cost structure of an organisation is the relative proportion of its fixed and variable costs.5 Cost To help you extend and build your knowledge, end-of-
LO 18.11
structures differ widely between industries and between firms within an industry. A company using a
computer-integrated manufacturing system has a large investment in plant and equipment, which chapter appendixes provide in-depth information on
results in a cost structure dominated by fixed costs. In contrast, the cost structure of a retail store has a
cost structure the much higher proportion of variable costs (particularly salaries). The highly automated manufacturing specific topics.
relative firm is capital-intensive, whereas the retail store is labour-intensive.
proportions of An organisation’s cost structure has a significant effect on the sensitivity of its profit to changes
an organisation’s in volume. A convenient way to portray a firm’s cost structure is shown in Exhibit 18.9, which
fixed and variable describes the cost structures of three firms: A, B and C. Although these three firms have the same
costs
sales revenue ($500 000) and net profit ($50 000), they have very different cost structures. Company
B’s production process is largely manual, and its cost structure is dominated by variable costs. It has a
low contribution margin ratio of only 0.20. (In the chapter we calculated the contribution margin ratio
using unit contribution margin ÷ sales price. It can also be based on total contribution margin ÷ total
sales revenue, as shown here.) In contrast, Company C has a highly automated production process, and
its cost structure is dominated by fixed costs. The firm’s contribution margin ratio is 0.90. Company
A falls between these two extremes, with a contribution margin ratio of 0.40.
Suppose that sales revenue increases by 8 per cent, or $40 000, in each company. The resulting
increase in each company’s profit is calculated in Exhibit 18.10.
xxi
Exhibit 18.9
Comparison of cost structures
Company B (manual Company C (automated
Company A system) system)
xxii
xxiii
Adaptive learning
No two students are the same, so why should their learning
experience be? Adaptive technology uses continual
assessment and artificial intelligence to personalise the
learning experience for each individual student. As the global
leader in adaptive and personalised learning technologies,
McGraw-Hill Education is pioneering ways to improve results
and retention across all disciplines.
SmartBook
Fuelled by LearnSmart, SmartBook is the first and only
adaptive reading experience available today. Starting with an
initial preview of each chapter and key learning objectives,
students read material and are guided to the topics they most
need to practise at that time, based on their responses to a
continuously adapting diagnostic. To ensure concept mastery
and retention, reading and practice continue until SmartBook
directs students to recharge and review important material
they are most likely to forget.
LearnSmart
LearnSmart maximises learning productivity and efficiency by
identifying the most important learning objectives for each student
to master at a given point in time. It knows when students are
likely to forget specific information and revisits that content to
advance knowledge from their short-term to long-term memory.
LearnSmart is proven to improve academic performance, ensuring
higher retention rates and better grades.
xxiv
. . . . e fu temuto
Su la polve degli avi il giuramento [271].
Properzio presta uno di tali giuramenti, per le ossa del padre e per
quelle di sua madre:
Ma cipressi e cedri
Di puri effluvii i zefiri impregnando,
Perenne verde protendean sull’urne
Per memoria perenne....
Le fontane versando acque lustrali
Amaranti educavano e vïole
Su la funebre zolla [285].
Frequenti poi erano le piccole are accanto alle tombe pei sacrifici,
che nelle feste summentovate facevansi da congiunti ed eredi, a
placar l’ombre dei diletti loro morti.
Era tutta adunque una religione, venerata e profonda questa verso i
defunti, e dinnanzi alla quale s’arrestavano le disquisizioni ed i dubbi
anche de’ filosofi più miscredenti.
Nulla quindi di più consentaneo a tale comune reverenza pei defunti
e per le loro dimore, che l’esistenza di apposite leggi, le quali
guarentissero l’inviolabilità e il rispetto delle tombe. Troviamo infatti
nel Corpus Juris, prima nel Lib. XLVII il Tit. XII; poi tutto il Titolo XIX
che trattan De sepulcro violato. Nel primo è comminata l’infamia
come conseguenza dell’azione di violato sepolcro, oltre diverse altre
pene inflitte a chi manomettesse cadaveri, ossuarj e tombe: nel
secondo è irrogata la condanna alle miniere allo schiavo colto a
demolire sepolcri, ed alla relegazione se il faceva d’ordine od
autorità del padrone. Chiunque poi avesse violato i sepolcri domos
defunctorum, sottraendovi sassi, marmi, colonne, od altro qualunque
materiale, per servirsene ad uso di fabbrica, o turbando corpi sepolti
o reliquie, multato di ingente pena pecunaria; punito il giudice perfino
in venticinque libre d’oro quando avesse negletto di castigare i
violatori di sepolcri. E come per legge antica codesti profanatori di
tombe punivansi della pena del sacrilegio; così anche ai tempo del
basso impero si fu costretti a richiamare la medesima severa
sanzione penale; argomento codesto a ritenere che si fosse infiltrato
poco a poco ne’ degeneri nipoti la mancanza di rispetto a’ sepolcri.
Così era assolutamente vietato l’impedire, sotto pretesto di debito, la
sepoltura del defunto, colla comminatoria di cinquanta libre di multa,
e in difetto pagasse di sua persona avanti il giudice competente; non
potendosi tampoco nè molestare il moribondo, nè turbare il funerale,
pena l’infamia, e posta al bando la terza parte de’ beni del
disturbatore.
Nel libro XLVIII Digestorum, Tit. XXIV De cadaveribus Punitorum,
apprendiamo come non si potessero negare a’ congiunti i corpi di
coloro che fossero stati condannati nel capo, citandosi l’autorità del
divo Augusto, che nel libro X De Vita sua, ebbe a scrivere aver egli
ciò voluto che si osservasse. Il giureconsulto Paolo poi lasciò
ricordato che i cadaveri de’ condannati, dietro domanda di
chicchessia, si lasciasse che venissero dati alla sepoltura; solo i
deportati nelle isole ed i relegati, restando anche dopo la morte la
pena, non fosse lecito che venissero trasferiti e sepolti senza licenza
del Principe; ciò che del resto il Principe soventissime volte
accordava.
Finalmente, nel Lib. I. Receptarum sententiarum di Giulio Paolo, Tit.
XXI, che versa De sepulcris et Lugendis, è sancito come allora che
per invasione di fiume, o timore alcuno abbiasi a togliere un
cadavere già consegnato a perpetua sepoltura, compiuti prima
solenni sagrifici, abbiasi a compiere la traslazione di notte tempo;
che a non funestare i luoghi sacri della città, non sia lecito portar
cadaveri dentro di essa sotto minaccia di punizione; che colui che
trovasi in tempo di corrotto astener si debba dai convivii, dagli
ornamenti e dalle vesti bianche; che la spesa funeraria debbasi
imputare avanti tutti i debiti ereditarj, e per ultimo quegli che abbia
spese per seppellire un morto od a cagione de’ funerali di lui, possa
rivalersi appo l’erede, il padre od il padrone.
Il giureconsulto Paolo, alla legge ff. de injuriis, contemplò il fatto di
chi avesse lapidato la statua di un defunto, e non ammettendo nè
distinzioni, nè limitazioni, perchè l’animo maligno fosse evidente;
rispose doversi quel fatto punire siccome ingiuria: nè a lui fece velo il
vantaggio qualunque che da simile fatto ritenesse la storia,
registrando che le male opere di quel cittadino avessero condotto a
tanto sdegno il paese da meritare che dalla furia del popolo la sua
statua saxis cæsa fuisset venisse da’ sassi abbattuta.
Intorno a che l’illustre scrittore di penale diritto prof. Francesco
Carrara, nella sua dotta memoria Sulle ingiurie ai defunti, letta nello
Ateneo di Brescia, nella tornata del 15 giugno 1873 e pubblicata
nella Temi Zanclea, a modo di epifonema commenta: «Così
ragionavano gli antichi e così si durò a ragionare per secoli in Italia
ed in Germania, dove lo spirito non usurpa le veci della sapienza, e
dove una questione giuridica non si scioglie con un motto brillante.»
E venne con copia d’argomenti a conchiudere, pur tenendo conto
dell’interesse della storia, che sì sovente si invoca a diffamazione de’
defunti, che ultima conseguenza alla quale meni diritto un tale
interesse sia che le calunnie lanciate contro i defunti nei fatti relativi
alla vita pubblica dovrebbero dichiararsi perseguitabili ad azione
popolare, cioè ad azione pubblica esercitata dal Pubblico Ministero
nella sua rappresentanza dei contemporanei e dei posteri, cioè della
società tradita ed ingannata da maligno calunniatore; osservando
che Platone come moralista ci avrebbe guidato a questa conclusione
con la sua nota formula dei doveri che legano i vivi verso gli
estinti [286].
Via delle Tombe in Pompei. Vol. III, Cap. XXII.
Nel mezzo della cappella, sacellum, era una piccola ara, avente
l’iscrizione medesima, ripetuta come dissi, ma disposta in questo
modo:
M. CERRINIVS
RESTITVTVS
AVGVSTALIS
LOCO DATO
D. D. [287].
È da questa parte sinistra della via che si incontra quella casa che
comunemente vien detta essere il Pompejanum, o villeggiatura di
Cicerone, ch’egli col Tusculum prediligeva sovra tutte l’altre sue ville,
se per ornarla con magnificenza ebbe a incontrar debiti, come lasciò
scritto in una sua lettera ad Attico [292]. Ne ho già parlato altrove, nè
però mi ripeterò: solo piacendomi far notare al lettore come a ogni
modo, sia questa od altra la casa del grande Oratore Romano,
sarebbe sempre stata una ricca abitazione, che non tolse al suo
proprietario di abitarla e decorarla riccamente. L’essere nella non
lieta via delle tombe, dimostrerà ognor più come la religione de’
sepolcri non fosse accompagnata allora quanto adesso, per forza di
superstizione, da alcun pensiero di orrore. Ove poi si rifletta aver
Cicerone difeso Publio Silla, che fu il primo patrono della Colonia
Veneria Cornelia, nulla di più probabile apparirà che ne abbia
ricevuto in guiderdone il terreno di quella casa e poi anche la casa
stessa, che per essere nel Pagus Felix, spettava alla Colonia
militare, la quale, giusta quanto m’accadde di più volte notare, Lucio
Cornelio Silla vi aveva dedotta, e che però avesse appartenuto a lui.
Lungo questo lato è pur il sepolcro di Scauro, della tribù Menenia,
che vuolsi dal punto di vista archeologico considerare siccome il più
interessante, di quanti sepolcri si sono scoperti a Pompei. La base è
quadrata ed è di tufo vulcanico: essa poggia con tre gradini sovra
altra base più grande della stessa forma e materia, e nella quale è
praticata la camera sepolcrale, o columbarium, con quattordici
nicchie, come quadrato ne è il cippo. Il lato che è ora rivestito d’un
ampio tavolo di marmo, il cui angolo superiore sinistro, essendo
spezzato e perduto, lasciò imperfetta la iscrizione, che completata
non a guari dallo studio, suona così:
A VMBRICIO A. F. MEN
SCAVRO
II VIR. I. D.
HVIC DECVRIONXES LOCVM MONVM.
ET HS ∞ ∞ IN FVNERE ET STATVAM AEQUESTR
FORO PONENDAM CENSVERVNT
SCAVRVS PATER FILIO [293].