Stakeholder Analysis and Strategy Program for Snap Inc

The report elucidates the analysis of different groups of stakeholder of Snap Inc, which is a technology and camera company based in United States. Implementation of stakeholder view model is done for analyzing the specific stakeholders belonging to different categories. Such analysis of stakeholder is done by analyzing their motives and behavior. Each stakeholder category of Snap Inc has been identified and accordingly generic strategic programs have been listed for managing each group. In addition to this, for each of the selected stakeholders, strategic programs have been recommended alongside providing explanation for the same.

Running head: STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Stakeholder analysis and strategy program
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Author’s Note:

1STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Executive summary:
The report elucidates the analysis of different groups of stakeholder of Snap Inc, which is a
technology and camera company based in United States. Implementation of stakeholder view
model is done for analyzing the specific stakeholders belonging to different categories. Such
analysis of stakeholder is done by analyzing their motives and behavior. Each stakeholder
category of Snap Inc has been identified and accordingly generic strategic programs have been
listed for managing each group. In addition to this, for each of the selected stakeholders, strategic
programs have been recommended alongside providing explanation for the same.

2STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Table of Contents
Introduction:....................................................................................................................................2
Discussion:.......................................................................................................................................2
Stakeholder view of organizational model of Snap Inc:..................................................................2
Analysis of stakeholder for four selected groups of stakeholders:..................................................2
Identification of stakeholder category and generic strategic program for selected stakeholders:...2
Recommended strategic program:...................................................................................................2
Conclusion:......................................................................................................................................2
References list:.................................................................................................................................4

3STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Introduction:
The report is prepared to identify different categories of stakeholder or group of
stakeholder by the application of stakeholder view model. Organization that has been chosen for
the purpose of analysis is Snap Inc that is a technology company of United States. Stakeholders
have been identified by preparing a diagram with Snap Inc as the central organization. Analysis
of motives and behavior of the identified specific stakeholders have been demonstrated in the
report. Providing stakeholders with the targeted communication is the intention behind the
stakeholder categorization and this call for segmenting stakeholders into shared interest by
meaningful groups.
Discussion:
Stakeholder view of organizational model of Snap Inc:
This particular describes the stakeholder view model for outlining the specific
stakeholder within each group of stakeholder of Snap Inc. The model is used to prepare a
diagram representing the different stakeholder groups with Snap Inc being the central
organization. Snap Inc is an American camera and technology company that was incorporated in
the month of May in year 2012. Snapchat is the flagship product of Snap Inc that offers
communication platform to people by sharing images and videos (Investor.snap.com 2018).
Stakeholder view is a model that helps in articulating the importance of stakeholder approach to
the business and society as a whole. It put forward the view that managers of organization are not

4STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Snap Inc
Shareholders/ Investors
Managers
Customers Employees
Government
Owners
Community/society
Suppliers
only required to answer the shareholders. Other than shareholders, they are also required to
account for any other individual or group of individual who are impacted by the objectives of
firm. The model of stakeholders will help in identifying different groups of stakeholders who is
either directly or indirectly affected by the operations and achievement of objectives of firms
(Bryson 2018). Furthermore, model intends to justify the analysis and identification of several
stakeholders by way of stakeholder mapping and stakeholder analysis.
Stakeholder group of Snap Inc:
(Source: created by author)
Stakeholders are generally categorized into primary or the users, providers, influencers
and other key stakeholders involve governance. Primary stakeholders are those who have the
major impact on organization by their activities and they are mostly and directed affected (Golini

5STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
et al. 2015). They are the people who would be using the products launched by company and
they are regarded as output beneficiaries. Such stakeholders are internal department or
customers. Providers are the stakeholders who impact the organization in an indirect way and
they are indirectly affected and they provide resources to business. Providers include contractors,
business partners and catering staff. Other stakeholders are the key stakeholders who have
influence on decision makers as they possess the ability to change the direction of any
programme or project. Stakeholders falling in the category of governance are the people
interested in knowing how things are managed (Crilly et al. 2016). Such stakeholders are
auditors, health and safety and regulators.
Analysis of stakeholder for four selected groups of stakeholders:
Customers- Customers are provided with an extended ability under contractual
arrangement by evaluating their ability to make payments. Generally, collateral is not obtained
and required by them. Snap Inc intends to make a persuasive arrangement with the customers for
recognizing the revenue from advertised products. For returning products, customers are offered
with limited rights along with making judgments about customer creditworthiness. For varying
scope of customers, they are provided with indemnifications in the ordinary course of business.
Suppliers- Suppliers fall into the stakeholder category that is external to organization.
They have become the most critical stakeholders in recent times with the expansion of business.
Business is able to develop vision, shared goals and strategies by building loyal relationships
with suppliers and their acquaintances. In order to provide the functionalities for using the
products and carrying out operations, Snap Inc relies on component of third party suppliers.
Snap Inc has the obligation to indemnifying the suppliers as per the information retrieved from

6STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
the annual report. In addition to this, organization enjoys complete discretion in selection of
suppliers and selecting on the place to advertise. The functionalities required by the business to
use their products, Snap Inc rely on component of third party supplier (Herrera 2015). Business
of Snap Inc can be harmed seriously due to the failure of effective management of suppliers.
Employees- Many new employees have been hired by Snap Inc in light of its rapid
international expansion that has impeded its ability to monitor the employee’s performance. The
business strategy of organization incorporates adding of specialized employees by way of
acquisition. Employees are required to comply with the adopted code of conduct (Betts et al.
2015). A culture of hard work is fostered by creating a competitive compensation packages. Such
culture allows organization to have direct meaningful contributions to exciting and new projects.
For the year ending 31st December, 2017, total number of employees is recorded at 3069.
Investors- Snap Inc presents financial and non GAAP measures to enhance the investors
overall understanding of their financial performance. In addition to this, investors are provided
with the information on free cash flow that helps in determining the liquidity position of
company. It is very crucial on part of organization to maintain good relationship with the
company as a vital role is played by them in determining growth and success of company
(Wheelen et al. 2016). The financial information and material business of organization is
adequately announced by Snap Inc using the website of investor relation such as press releases,
webcasts, SEC filings and conference calls.

7STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Identification of stakeholder category and generic strategic program for selected
stakeholders:
The stakeholder categories to which the different stakeholders identified in above section
belong are users, providers, influencers and governance. Generic stakeholder strategy is
considered as an offensive strategy that is adopted by organization in marketing area to support
the stakeholders such as employees, suppliers, customers and employees. Each four different
categories of stakeholders are managed by development of different generic strategic programs.
Stakeholder category and associated generic strategic programs:
Category 1: Supportive stakeholders
An ideal stakeholder is one who supports the actions and goals of organization.
Cooperation with such stakeholders has high potential with lower potential threat. Generally, it is
required by stakeholders such as managers, trustees, parent company and employees to support
the organization for managing it well. Nonprofit community, service providers and suppliers are
other supportive stakeholders.
Strategy 1: Involvement of supportive stakeholders
The cooperative potential between the supportive stakeholders and organization can be
maximally encouraged by executives by involving them. Usually, this category of stakeholders
are often ignored to be managed and organization often overlook their cooperative potential and
therefore, this particular strategy is greatly emphasized. Implementation of techniques of
participative management, increasing decision making in the participation and decentralization
of authority to middle managers should be done for involving supportive stakeholders

8STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
(Alkhuraiji et al. 2016). Therefore, it is of utmost important for business to involve such
supportive stakeholders by involving them into decision making process and decentralization of
authority.
Category 2: Governance stakeholders
Such stakeholders are low on potential cooperation and high on potential threat and they
are regarded as most distressing. Some of the governance or non supportive stakeholders include
regulators, government, and employee union. Strategic management of organization is broadened
by incorporating strategy of managing stakeholders (Vishnevskiy et al. 2016).
Strategy 2: Strategy of defending
Such strategy helps in lowering the dependence forming the basis of interest of
stakeholders in organization in terms of framework of Kotler on external dependence (Meijer
2015). Such strategic management is done by involving several strategic notions and traditional
marketing. Such defense can be considered as initiative strategy that would help organization to
limit their potential threat.
Category 3: Influencing stakeholders
This particular category of stakeholder plays a major role in an organization and they are
regarded as mixed blessings. In such stakeholder category, the potential to cooperate and
threaten is high. Generally, stakeholder with mixed blessings includes organization with
complementary products and services, clients and employees who are in short supply
(Cornelissen and Werner 2014). Such stakeholders can either become more or less supportive.
Strategy 3: Collaboration with influencing stakeholders

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Being high on dimension of potential threat and cooperation, it would be suitable to
implement the strategy of managing such stakeholders by way of collaboration. If the
cooperation of such stakeholders is maximized by business executive, it would be more difficult
for threatening stakeholders to oppose the organization (Orlikowski et al. 2016). In such
scenario, a variety of collaborative efforts such as joint venture and mergers or acquisition are
possible.
Category 4: Provider stakeholders
Such stakeholders are neither especially cooperative nor highly threatening and they
provide organization with required resources. Stakeholder of this kind for medium and large
organization includes professional association, suppliers, stockholder and other consumer
interest groups. However, they have the potential to increase the threat or cooperation.
Strategy 4: Monitoring the stakeholders providing resources
The stakeholders whose potential for cooperating and threat is low can be managed by
implementing the techniques of monitoring them. It is possible for business executives to
minimize the expenditure of resources of organization by recognizing the fact that the interests of
stakeholders are issue specific and narrow (Hueske et al. 2015). The organization should act to
deflect their opposition and increase their support only if the concerned issues are likely to be
significant.

10STAKEHOLDER ANALYSIS AND STRATEGY PROGRAM
Recommended strategic program:
It is required by organization to go beyond the traditional techniques of strategy
management and evaluate the environment for different categories of stakeholders influencing
decision of organization (Oehmen et al. 2014).
Some of the strategic programs that can be recommended to Snap Inc for enhancing its
relationship with stakeholders are listed below:
Transformation of typical stakeholder relationship- The relationship of organization
with influencer stakeholders such as business partners and regulators should be enhanced by
formulation of appropriate strategies. Strategic program that can be used to manage such
stakeholder would be by using “new classification” (Cornelissen and Werner 2014). Such
strategy can incorporate methods such as stock bonuses to agent and building public relation.
Development of clear strategy supporting operations- The loyalty and satisfaction of
users group of stakeholder can be improved by driving operational efficiency. It can be done by
aligning the organizational objectives with the business plan. Defensive strategies require
organization to maintain existing programs, changing the current existing organizational beliefs
and the process of transaction being driven by that particular group of stakeholders.
Prioritizing demand of provider stakeholders- Since these stakeholder provides
resources to organization when required, it becomes of utmost importance to prioritize their
demands on several facets (Herrera 2015). However, stakeholders who demand do not enjoy
legitimacy or power and have only urgency.

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Creating differentiation attributes in value chain for suppliers- Incorporating the
differentiation attributes in the value chain of Snap Inc would help in spill over for impacting the
quality and performance of end product of company. There should be strict specifications on the
resources that are sought from suppliers which would give the company high rating on their
product (Burlton 2015). In addition to this, there would also be improved product features and
product designs and thereby expanding the use of applications. For this purpose, it is required by
managers of organization to understand the activities and differentiation source that drive
uniqueness for evaluation of several approaches of differentiation.
Conclusion:
From the analysis of stakeholders of Snap Inc, it has been ascertained that organization
various different and specific group of stakeholders that would fall under different categories.
Such categories include influencer, users, providers and governance stakeholders. Furthermore,
different generic strategies have been recommended for different groups of stakeholders because
each of them has contribution to organization in different way. Creation of different attributed
for suppliers will helps in increasing efficiency when seeking resources. It is essential for Snap
Inc to transform their relationship with influencer stakeholders that would contribute to success
and growth of company. Organization should also take steps and formulate appropriate strategies
for providing their service at the lowest cost along with continue to grow the business in markets
around the world.

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References list:
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network for strategic decision-making in IT innovative and implementable projects. Journal of
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Betts, T.K., Wiengarten, F. and Tadisina, S.K., 2015. Exploring the impact of stakeholder
pressure on environmental management strategies at the plant level: what does industry have to
do with it?. Journal of Cleaner Production, 92, pp.282-294.
Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
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Cornelissen, J.P. and Werner, M.D., 2014. Putting framing in perspective: A review of framing
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Management Annals, 8(1), pp.181-235.
Crilly, D., Hansen, M. and Zollo, M., 2016. The grammar of decoupling: A cognitive-linguistic
perspective on firms’ sustainability claims and stakeholders’ interpretation. Academy of
Management Journal, 59(2), pp.705-729.

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Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices:
The impact on international development projects of non-governmental
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Herrera, M.E.B., 2015. Creating competitive advantage by institutionalizing corporate social
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Hueske, A.K., Endrikat, J. and Guenther, E., 2015. External environment, the innovating
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IR/reports-and-presentations/2017-annual-report.pdf [Accessed 20 Aug. 2018].
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Wheelen, T.L., Hunger, J.D., Hoffman, A.N. and Bamford, C.E., 2017. Strategic management
and business policy. pearson.