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Profitability
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What is Profitability?

Profitability is one of the central concepts in business education, measuring a firm's ability to generate earnings relative to its costs, revenues, and invested capital. It appears across disciplines including accounting, finance, marketing, operations management, and strategic management. Students write about profitability because it sits at the intersection of nearly every business decision — from how a company prices its products to how it structures its supply chain — making it a productive lens for understanding organizational performance as a whole.

The papers archived on this topic approach profitability from several directions. Some focus on operational efficiency, examining how manufacturing versus service operations management affects a firm's bottom line. Others take a marketing perspective, analyzing how customer targeting and product positioning drive revenue growth, including case-specific analyses such as those centered on Hong Kong Disneyland and Pine Valley Furniture Company. Additional papers address financial fundamentals, leasing decisions, and business research proposals, reflecting how profitability analysis spans both qualitative strategy and quantitative evaluation. Supply chain management and internal controls, including ERP systems, also appear as frameworks through which profitability is examined.

A strong essay on profitability needs a clearly scoped thesis that connects a specific business decision or process to measurable financial outcomes rather than treating profitability as a vague goal. Evidence drawn from financial statements, operational data, or well-grounded case analysis carries the most weight. A common pitfall is conflating revenue growth with profitability — a company can increase sales while margins shrink, so strong essays are careful to distinguish between the two and account for costs throughout the argument.

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Essay Doctorate
Southwest Airlines' corporate culture and competitive advantage
Southwest Airlines was founded on the premise that an airline needs to put its customers and their needs at the center of all operations, and further create a customer experience that is highly differentiated, memorable and sought-after by passengers. Southwest has surpassed even its own initial expectations in these areas. The culture of Southwest galvanizes the employees, customers, stakeholders, suppliers and partners into a cohesive value chain all aimed at keeping costs down and increasing lifetime customer value through loyalty (Krames, 2003). Due to its excellent control of costs and aggressive use of fuel hedging, all supported by a very customer-centric, positive culture, Southwest is the only U.S.-based airline to never file for bankruptcy protection, much less ask for a government handout (Rhoades, 2006). Southwest is one of the most unique service businesses in the world due to its ability to translate a core set of values exemplified by a whatever it takes attitude of service to the passenger, friendliness, individual pride, and Company Spirit (Strategic Direction, 2005). Southwest Airlines employees are empowered to take any action that is ethical and legal to ensure customers' satisfaction (Hardage, 2006). The uniqueness and highly differentiated nature of the Southwest culture is also attributable to the thirteen core values that founder and CEO Herb Kelleher put into place with the company was founded (Freiberg, Freiberg, 1996). He wanted to create a culture of accountability, transparency and trust, in addition to allowing employees to be themselves as well. Mr. Kelleher also believed that when employees were fulfilled in their work, they would be willing to go the extra mile for customers as well (Krames, 2003). All of these assumptions turned out to be correct, and led to the definition of the thirteen values the company is based on. These thirteen values include seeking out low cost yet high value solutions to customers' challenges and problems; relentless pursuit of profitability; family; fun; hard work; individuality; ownership; legendary service; egalitarianism; common sense and good judgment in serving customers; simplicity; and altruism. These values are so critical to the success of the company that new employees are screened using procedures to see if they value them, while also submitting to a 360-degree evaluation cycle within six months of being hired (Hardage, 2006). Southwest is serious about keeping their culture highly focused on the thirteen core values, while also ensuring their new hires have an immediate and very clear idea of what it means to be passionately focused on customer satisfaction. No other airline comes close to Southwest's commitment to cultural excellence.
Paper Doctorate
Outsourcing decisions for magazine operations: supplier selection and cost reduction
¶ … Outsourcing Case Study: Saving Money at the Magazine through Process and Supplier Selection
Essay Doctorate
Porter's five competitive forces and industry structure analysis
¶ … industry, the drivers of competition are largely revealed by competitive forces. Hence the ability to detect and address a wide range of competitive threats is largely founded on the fact that competition is not in…
Paper Undergraduate
Visteon's IT outsourcing partnership with IBM
¶ … Visteon and IBM. Visteon, founded by Ford, is attempting to move away and by outsourcing its products to IBM endeavors and is succeeding in furthering its independence by diversification.
Paper Undergraduate
Balanced Scorecard analysis at Cincom Systems
Using Balanced Scorecards to Optimize Organizational Performance
Paper Masters
Exchange rate effects on U.S. grain and car trade operations
The export-import operation will include exporting grain to Germany and the UK and importing cars from both Germany and the UK into the U.S. The operation will involve the export of 1,000 tons of grain, while the import…
Paper High School
Service recovery strategies and customer loyalty at Panera Bread
To complete this consultation the owner/manager of a local Panera Bread, which is a chain of franchised and company-owned restaurants was interviewed. Panera has defined and continues to expand their market share in the…
Paper Doctorate
Early retirement incentives as organizational downsizing strategy
¶ … early retirement incentives as a downsizing strategy sUMMARY: This is a thesis that analyzes and studies the use of early retirement incentives as a downsizing strategy by organizations.
Essay Doctorate
Microsoft's acquisition of Skype: analyzing feedback loops and profitability
This paper analyzes the feedback loops for Skype, following its purchase by Microsoft. There are two types of feedback loops that are identified in this paper. The first feedback loop identified is a balancing feedback loop. The second loop identified is a reinforcing feedback loop. Learning opportunities are also discussed.
Paper Doctorate
Motorola's expansion and human resource strategies in China
Motorola was initially created as the "Galvin Manufacturing Corporation" in 1928. The company is the Fortune 100 world communications leader that is providing faultless communication products and solutions related to broadband, embedded systems and wireless networks. In the year 2005, the company sales were US $36.8 billion. At present the company is comprised of "four businesses: Connected Home Solutions, Government & Enterprise Mobility Solutions, and Mobile Devices and Networks".