Alternative business objectives:
| Objective | Description | Example |
|---|
| Revenue / sales maximisation | Maximise total revenue, not profit | Managers paid on sales targets |
| Growth / market share | Build size and dominance, possibly at expense of short-run profit | Amazon (long unprofitable for years) |
| Satisficing | Aim for "good enough" outcomes meeting all stakeholders | Family-owned businesses |
| Survival | Especially during recessions or in fragile industries | Startups |
| CSR (Corporate Social Responsibility) | Voluntarily account for social and environmental impacts | Patagonia, Unilever sustainability claims |
Principal-agent problem.
- Principals = owners (shareholders).
- Agents = managers, employees who run the firm.
- Their interests may diverge. Managers might pursue large salaries, perks, or empire-building rather than shareholder value.
Solutions: stock options, board oversight, transparency, performance pay.
Shareholder vs stakeholder model.
Shareholder model (Milton Friedman, 1970): the "business of business is business" — firms should maximise shareholder value within legal limits. Other goals belong to government.
Stakeholder model: firms have responsibilities to all stakeholders — employees, customers, suppliers, communities, environment. Profits are necessary but not sufficient.
CSR — pros and cons.
| Pros | Cons |
|---|
| Builds long-term brand + customer loyalty | Higher costs may reduce competitiveness |
| Attracts ethical investors | "Greenwashing" risk — appearance without substance |
| Reduces externalities + regulatory risk | Hard to enforce voluntary commitments |
| Aligns with sustainability key concept | Opportunity cost of CSR spending |
Trend. CSR has shifted toward more formal ESG (Environmental, Social, Governance) reporting, demanded by institutional investors and increasingly mandated by regulators.