Stakeholder Analysis and Strategy Program for Snap Inc

The report demonstrates the application of stakeholder view model in identifying different stakeholder groups of organization. The chosen organization seeking the stakeholder analysis is Snap Inc which is a camera company and was incorporated in year 2012. Different stakeholder groups contribute to organization in a direct and indirect manner. Hence, it becomes essential to recognize the relevant stakeholder groups and how their impact the functions and operations of business of Snap Inc. Later part of report deals with listing generic strategic programs that would help in addressing the relevant stakeholder issues. Report also presents recommendations that have been made for enhancing the relationships with the identified groups of stakeholder of Snap Inc.

Running head: STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Stakeholder analysis and strategy program
Name of the Student:
Name of the University:
Author’s Note:

1STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Executive summary:
The report demonstrates the application of stakeholder view model in identifying different
stakeholder groups of organization. The chosen organization seeking the stakeholder analysis is
Snap Inc which is a camera company and was incorporated in year 2012. Different stakeholder
groups contribute to organization in a direct and indirect manner. Hence, it becomes essential to
recognize the relevant stakeholder groups and how their impact the functions and operations of
business of Snap Inc. Later part of report deals with listing generic strategic programs that would
help in addressing the relevant stakeholder issues. Report also presents recommendations that
have been made for enhancing the relationships with the identified groups of stakeholder of Snap
Inc.

2STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Table of Contents
Introduction:....................................................................................................................................3
Discussion:.......................................................................................................................................3
Stakeholder view of organizational model of Snap Inc:..................................................................3
Analysis of stakeholder for four selected stakeholders groups:......................................................5
Identification of stakeholder category and generic strategic program for selected stakeholders:...6
Recommended strategic program:...................................................................................................9
Conclusion:....................................................................................................................................10
References list:...............................................................................................................................12

3STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Introduction:
The study seeks to identify and evaluate the different categories of stakeholder that assist
organization in creating competiveness in dynamic and complex environment. The main purpose
of this report is to identify the different stakeholders of chosen organization and evaluating their
contribution to the overall performance. Different groups of stakeholder have been identified by
the application of shareholder view model which is the element of corporate social responsibility.
Stakeholder of an organization can be described as the individual or group of individual which
can be affected by the actions of business or whose action can impact the business. The selected
organization for which stakeholder groups have been analyzed is Snap Inc that is a technological
company based in America (Investor.snap.com 2018). Being a camera company, the greatest
opportunity of organizing lies in improving the way people communicate and live by reinventing
the camera. The stakeholder view model has been used where the diagram representing different
groups of stakeholders have been prepared.
Discussion:
Stakeholder view of organizational model of Snap Inc:
The four categories of stakeholder as per the model incorporate governance, users,
influencers and providers. Such stakeholders can be either supportive, non supportive, marginal
and stakeholders that can be regarded as mixed blessing. They can be either internal or external

4STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Snap Inc
Shareholders/ Investors
Suppliers
Owners Customers
Government
Business partner
Community/society
Managers
to organization in which they operate (Breuer and Lüdeke 2017). Such stakeholder
categorization provides a starting point for brainstorming all the relevant parties to organization.
Stakeholder group of Snap Inc:
(Source: created by author)
Users are the stakeholders who are the beneficiaries of the output produced by company
and they can be internal department or customers. Providers are the stakeholder falling into the
category of providing resources to the programme and project. Such stakeholders include
temporary contractors, suppliers and vendors. Influencers are the people who have the capability
of influencing the organizational decision making by changing the direction of the project.
Governance on other hand is the groups of stakeholders who have the interest in knowhow of the

5STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
program or project (El Akremi et al. 2018). Such stakeholders involve government, regulators,
auditors and executives of safety and health.
Analysis of stakeholder for four selected stakeholders groups:
This particular section demonstrates the motives and behavior of four specific groups of
stakeholders that have been identified.
Customers- Customers are the stakeholder that helps organization in resourcing
advantage from the resources generated by any alliance partnership. Feedback of customers is
taken into account by providing them training program best services. Snap Inc has a collateral
arrangement under which they are provided with an extended ability. The creditworthiness of
customer is determined by making adequate judgment along with offering them with limited
rights (Cascetta et al. 2015). Organization while recognizing revenue from customers is
approached with a persuasive arrangement.
Suppliers/ vendors- Suppliers are generally considered as supportive stakeholders who
have high cooperative potential and low potential threats. Snap Inc is heavily relies on the third
party component that helps in providing the functionalities for carrying out operations and
providing resources. Accordance with the information provided in the report published by
organization, Snap Inc has the obligation in terms of supplier indemnification (Sodhi 2015).
Furthermore, in selecting the suppliers, a complete discretion is enjoyed by Snap Inc.
Business partners- Business partners are the stakeholders influencing the decision
making in the organization. Snap Inc has currently partnered with Amazon and Google for
supporting the infrastructure requirement with the growing needs of organization. Snap Inc is
able to scale up quickly by focusing on product innovation and without any upfront cost of

6STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
infrastructure with the help of such partnership. It is perceived that the business can be harmed
seriously as the organization could become less attractive to partners resulting from falling
growth, user retention and engagement.
Government- Government is the governance stakeholder which acts as catalysts in
facilitating the resource generation. There exists certainty that the usability or accessibility of the
products of Snap Inc would be restricted or blocked either indefinitely or for extended period of
time. Some of the incidents faced by organization might be dealt by initiation of regulatory
action by government authorities (Madill et al. 2018). Therefore, this particular stakeholder
might create substantial difficult for organization by focusing on specific issue.
The behavioral categories of stakeholders relating to particular issue concerning each
stakeholder group are competitive threat, cooperative potential and actual behavior.
Governments are the non supportive stakeholder who has low cooperated potential and have high
potential threat. Customers and suppliers of organization are the supportive stakeholders having
high cooperate potential and low potential threat. Business partners are the stakeholders who
have both high potential for both cooperation and threat (Wheelen et al. 2018).
Identification of stakeholder category and generic strategic program for selected
stakeholders:
Type 1: Internal department (Users category)
Such stakeholders are generally supportive to organization and maintain the objectives
and goals of organization for their sustenance. Internal department of organization is regarded as
supportive for organizations function and operations.

7STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Strategy 1: Strategy of Involvement
Involvement of stakeholders such as internal department and customers should be dealt
by involving in the functioning of business and addressing of relevant issues. The cooperative
potential of such stakeholders are often overlooked or ignored by the management and this
requires creating emphasis on this strategy. For the involvement of such stakeholders, Snap Inc
would have to increase the participation in process of decision making, employing tools of
participative management and decentralization of authority. A close relationship with the
customers should be endeavored by providing a wide range of development and training
programs (Garcia et al. 2016). In addition to this, strategic partnerships can be created with
customers by sharing knowledge sharing routines and specific assets that would help in
generating high level of customer satisfaction.
Type 2: Vendor or contractor (Provider category)
Contractors and vendors provide resources to the organization for completion of any
particular program or project. Improvement in the operations of organization by way of enhanced
efficiency and quality can be created by developing relationship with vendors.
Strategy 2: Implementation of monitoring techniques
It is required by the organization to implement such strategy that would help in
maximizing their cooperative potential. In order to minimize the expenditure and costs in
procuring the resources required, appropriate strategy of monitoring such stakeholders should be
implemented. This entails organization to account for the stakeholders interests relating to the
narrow and specific issues. Only if the related issues are likely to be significant and have

8STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
influential impact on the operations, it is essential for organization to lend their support along
with deflecting any opposition they are facing.
Type 3: Regulator or auditor (Governance category)
The impact of the stakeholder such as auditor or contract should be minimized by
focusing on the activities that would create buffer between such stakeholders and organization. It
is therefore required to have and create more communication with such stakeholders.
Incorporation of appropriate strategy for managing the stakeholders is done by broadening the
strategic management of organization (Mazanov 2015).
Strategy 3: Implementing the strategy of defending
This category of stakeholders has low cooperative potential and high potential threat for
which the status should be changed by pursuing a defending strategy. Implementation of
defending strategy assists organization in lowering the organization dependence in terms of
interest of such stakeholders. Rather than relying on traditional method of marketing, strategy of
defending should involve strategic notions which should serve as initiative taken.
Type 4: Business partners (Influencer category)
Business partners of Snap Inc play a very important role as they assist them with several
organizational decisions making. Regarding both the facts that are threat and cooperation, it has
been ascertained that such stakeholders have been potentially higher. Therefore, such
stakeholders can either become more supportive or less supportive. Such stakeholders have been
regarded to have positional advantage and continue to the functioning of organization. The firm
would be impacted in terms of either differentiation or cost advantage by either directly or

9STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
indirectly influencing the resource and hence the positional advantage being affected (Vos and
Achterkamp 2015).
Strategy 4: Collaboration strategy such as merger or acquisition
Organization is required to implement several different approaches depending upon the
complexities and ambiguity of stakeholders and thereby highlighting the innovative uncertainty
significance. However, along with considering such different situational approaches, it would be
also recommended to the organization to implement a collaborative approach for management of
such influential stakeholders. Such stakeholders would find it difficult to threaten the
organization if the business executive takes appropriate measures that would lead to
maximization of such stakeholder’s cooperative level (Daun et al. 2014). There exists a wide
range of collaborative efforts that an organization can seek such as merger, joint venture and
acquisition.
Recommended strategic program:
In the current scenario of market, traditional techniques of marketing should not be
employed for strategically managing the organization. Relationship with the identified
stakeholders can be enhanced by Snap Inc by implementing some of the strategic programs that
have been outlined below and they are as follows:
Demand of stakeholders should be prioritized- It is required by organization to rank
different groups of stakeholders in terms of strategic objectives and according to their relevance
to organization. The system of organization should not be biased toward the allocation of
resources and allocation should be done according to importance of stakeholder group to the
organization (Bridoux and Stoelhorst 2016).

10STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Involvement into negotiation with supportive stakeholders- There should be
assessment with the stakeholders in a careful manner that requires strategic program to be
implemented in an effective way. It can take into account both implicit as well as explicit
negotiation. Implicit negotiation is a process of transaction that helps in mitigation of objections
by considering the stakeholder concerns. In event of explicit negotiation, the organizational and
stakeholder position is understood in a better form by using a two way communication (Garcia
and Aguilera 2015).
Implementation of strategic control within the organization- Strategic control
involves controlling of strategic directions and strategic programs. The competitive threat can be
neutralized by maintaining the strategies for existing programs whilst maintaining stakeholder
behavior (Sturges et al. 2015).
Implementation of defensive programs- The defensive stakeholders to organization
such as regulators, government and auditors can be managed by the implementation of
appropriate defensive programs. Such programs would involve reinforcing current belief
regarding organization by producing annual reports and holding shareholder meetings which
would reaffirm that there is constant effort on part of management to create shareholder value
(Hueske et al. 2015). Moreover, the transaction process should be driven by the stakeholders
themselves that requires implementation of investor relation programs for driving
communication.
Conclusion:
The above report discussing the different categories of stakeholders of Snap Inc depicts
that in the current scenario, the potential threat which they are facing is from governance group

11STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
of stakeholders. It is so because of many related uncertainties on their part concerning the
operations of business. Therefore, Snap Inc has current focus on implementation of defensive
programs that would help in driving the transaction process and existing program maintenance.
In addition to this, Snap Inc also needs to reform or transform their relationship with some
supportive group of stakeholders. Stakeholder view model have been of great help in segmenting
different groups of stakeholders of Snap Inc. Therefore, Snap Inc is required to develop and
implement appropriate business strategies so that they are provided customers with low cost
services and contribute to the growth and development of business. Stakeholder groups must be
well understood by organization along with addressing of relevant issues attributable to
organization concerning them.

12STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
References list:
Breuer, H. and Lüdeke-Freund, F., 2017. Values-based network and business model
innovation. International Journal of Innovation Management, 21(03), p.1750028.
Bridoux, F. and Stoelhorst, J.W., 2016. Stakeholder relationships and social welfare: A
behavioral theory of contributions to joint value creation. Academy of Management
Review, 41(2), pp.229-251.
Cascetta, E., Carteni, A., Pagliara, F. and Montanino, M., 2015. A new look at planning and
designing transportation systems: A decision-making model based on cognitive rationality,
stakeholder engagement and quantitative methods. Transport policy, 38, pp.27-39.
Daun, M., Weyer, T. and Pohl, K., 2014, January. Validating the functional design of embedded
systems against stakeholder intentions. In Model-Driven Engineering and Software Development
(MODELSWARD), 2014 2nd International Conference on (pp. 333-339). IEEE.
El Akremi, A., Gond, J.P., Swaen, V., De Roeck, K. and Igalens, J., 2018. How do employees
perceive corporate responsibility? Development and validation of a multidimensional corporate
stakeholder responsibility scale. Journal of Management, 44(2), pp.619-657.
Garcia, S., Cintra, Y., Rita de Cássia, S.R. and Lima, F.G., 2016. Corporate sustainability
management: a proposed multi-criteria model to support balanced decision-making. Journal of
cleaner production, 136, pp.181-196.
Garcia‐Castro, R. and Aguilera, R.V., 2015. Incremental value creation and appropriation in a
world with multiple stakeholders. Strategic Management Journal, 36(1), pp.137-147.

13STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Hueske, A.K., Endrikat, J. and Guenther, E., 2015. External environment, the innovating
organization, and its individuals: A multilevel model for identifying innovation barriers
accounting for social uncertainties. Journal of Engineering and Technology Management, 35,
pp.45-70.
Investor.snap.com. (2018). [online] Available at:
https://investor.snap.com/~/media/Files/S/Snap-IR/reports-and-presentations/2017-annual-
report.pdf [Accessed 20 Aug. 2018].
Maas, K., Schaltegger, S. and Crutzen, N., 2016. Advancing the integration of corporate
sustainability measurement, management and reporting. Journal of cleaner production, 133,
pp.859-862.
Madill, C., Warhurst, S. and McCabe, P., 2018. The Stakeholder Model of voice research:
Acknowledging barriers to human rights of all stakeholders in a communicative
exchange. International journal of speech-language pathology, 20(1), pp.63-66.
Mazanov, J., 2015. Beyond antidoping and harm minimisation: a stakeholder-corporate social
responsibility approach to drug control for sport. Journal of medical ethics, pp.medethics-2015.
Sodhi, M.S., 2015. Conceptualizing social responsibility in operations via stakeholder resource‐
based view. Production and Operations Management, 24(9), pp.1375-1389.
Sturges, P., Bamkin, M., Anders, J.H., Hubbard, B., Hussain, A. and Heeley, M., 2015. Research
data sharing: Developing a stakeholder‐driven model for journal policies. Journal of the
Association for Information Science and Technology, 66(12), pp.2445-2455.

14STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Vos, J. and Achterkamp, M.C., 2015. Bridging the transactional and relational view on
management-stakeholder cooperation. International Journal of Organizational Analysis, 23(4),
pp.652-663.
Wheelen, T.L., Hunger, J.D., Hoffman, A.N. and Bamford, C.E., 2017. Strategic management
and business policy. pearson.