Utilitarianism is a consequentialist ethical theory which holds that the morally right action is the one that maximises utility, often understood as happiness or pleasure and the minimisation of pain. Jeremy Bentham, the founder of classical utilitarianism, defined utility as the balance of pleasure over pain and proposed the Hedonic Calculus as a method for determining which action would produce the greatest good. John Stuart Mill refined this by distinguishing between higher and lower pleasures, placing greater emphasis on qualitative well-being rather than mere quantity of pleasure. In the modern era, Peter Singer promotes preference utilitarianism, where morally right actions are those that maximise the satisfaction of preferences or interests of all affected beings. In the business context, Milton Friedman, a Nobel Prize-winning economist, famously argued that the sole social responsibility of a business is to increase its profits, as long as it operates within the law. A utilitarian might justify this position by suggesting that profit maximisation leads to economic efficiency, job creation, and overall societal benefit. However, other utilitarians like Peter Singer would reject this narrow economic view. Instead, they would argue that businesses should act to maximise the well-being of all stakeholders—including employees, consumers, and the environment—not just shareholders. This brings us to the central ethical issue: how utility should be calculated and whose utility counts. Should businesses focus on shareholder profit (Friedman’s position), or should they aim to increase the overall welfare of everyone affected by their actions (Singer’s position)? Overall, utilitarianism does not support an exclusive focus on profit-making. Instead, when properly applied, utilitarianism requires businesses to consider the broader consequences of their actions on the welfare of all stakeholders.

Firstly, utilitarianism in its classical and contemporary forms supports broader ethical responsibilities than simple profit maximisation. Bentham’s Hedonic Calculus considers the intensity, duration, certainty, and extent of pleasure an action produces. Applied to business, this means that decisions should consider how many people are affected and to what degree—not just whether shareholders’ benefit. For example, a business outsourcing manufacturing to exploit cheap labour may increase profits but cause intense suffering to underpaid workers in unsafe conditions. From Bentham’s perspective, the widespread harm would outweigh the pleasure gained by investors or consumers. Similarly, Mill’s distinction between higher and lower pleasures highlights the importance of dignity, intellectual development, and social flourishing. A business that boosts profits by selling addictive, unhealthy products (e.g. tobacco or fast food) may create immediate pleasure but undermine public health and long-term happiness. Mill would regard this as morally inferior to practices that promote meaningful employment, sustainable production, or education. Furthermore, utilitarianism’s egalitarian spirit—”each to count for one and none for more than one”—requires that the interests of workers, communities, and the environment be weighed equally alongside those of shareholders. Therefore, a business focused solely on profit neglects key moral concerns that a consistent utilitarian framework would take seriously.

Secondly, modern forms of utilitarianism like Peter Singer’s preference utilitarianism provide a more stakeholder-oriented ethical framework for business. Singer argues that we should act to maximise the satisfaction of the preferences of all those affected. In a globalised economy, corporate decisions have far-reaching impacts. For example, a company deciding whether to switch to ethically sourced materials must consider the preferences of environmentally conscious consumers, the well-being of workers in the supply chain, and the long-term sustainability of ecosystems. Singer would insist that failing to consider these preferences in favour of short-term profit is unethical. Businesses should engage in corporate social responsibility (CSR) not as philanthropy but as a moral obligation. The success of companies like Patagonia and The Body Shop—who actively prioritise environmental and social responsibility—shows that it is possible to operate profitably while promoting the preferences of a broad range of stakeholders. Moreover, utilitarianism can support ethical capitalism through initiatives like Effective Altruism, where businesses are encouraged to donate substantial profits to causes that reduce the most suffering globally. In this sense, businesses not only can but must move beyond profit in order to act ethically within a utilitarian framework.

However, some argue that profit-making is the best and only responsibility a business should focus on—precisely because it leads to the greatest good for the greatest number. Milton Friedman defended shareholder primacy by arguing that when businesses maximise profit within legal and ethical constraints, they contribute to overall societal well-being. Profit enables innovation, increases efficiency, creates jobs, and funds government services through taxation. From this angle, a utilitarian might support a narrow focus on profit if it indirectly results in greater happiness across society. For instance, a pharmaceutical company may invest millions in research and development of new drugs to maximise profits but, in doing so, ends up saving lives and relieving suffering. Similarly, a company that maximises shareholder value can lead to increased investment, economic growth, and raised living standards. Critics of CSR also argue that asking businesses to pursue multiple goals (such as environmental justice or community development) reduces clarity, weakens accountability, and may even lead to reduced efficiency—ultimately harming more people than it helps. If the free market is the best mechanism for maximising welfare, then businesses should stick to making money and leave social concerns to governments and charities. Yet, this defence of profit-maximisation only works if the market outcomes actually maximise utility—something that is far from guaranteed. Market failures such as pollution, exploitation, and inequality often result from profit-focused behaviour. A company dumping toxic waste into rivers may increase shareholder wealth but cause enormous harm to local communities and wildlife. In these cases, a proper utilitarian calculus reveals that profit-making causes more harm than good. Furthermore, Singer and other preference utilitarians would criticise Friedman’s view for failing to count the preferences of all those affected. A true utilitarian cannot privilege the desires of investors over the lives of garment workers in unsafe factories or the long-term environmental costs borne by future generations. Even within classical utilitarianism, the extent of suffering caused by neglecting environmental and social responsibilities outweighs the relatively narrow benefits of shareholder enrichment. Singer also warns of “speciesism”—a form of discrimination based on species membership—and would include non-human animal suffering in corporate ethical calculus, for example in industries like factory farming. Therefore, while Friedman’s position highlights some benefits of market-driven profit, it falls short of utilitarianism’s deeper moral demands. The ends of utility must be pursued directly, not merely as a by-product of profit.

In conclusion, while profit-making is an important component of business activity and can contribute to social good, utilitarianism—properly understood—does not support the claim that businesses should focus on profit and nothing else. Whether through Bentham’s calculus, Mill’s qualitative analysis, or Singer’s preference-based ethics, utilitarianism requires businesses to consider the full range of consequences their actions have on all stakeholders. Profit cannot be the sole guide when broader interests—human, animal, and environmental—are at stake. Therefore, Christians, ethicists, and business leaders alike should reject a narrow reading of utilitarianism and instead embrace an approach that seeks to maximise overall welfare, not just financial returns. Business ethics, grounded in utilitarianism, demands moral creativity and global responsibility—not just economic success.