MBA501 Report: Snap Inc. Stakeholder Analysis and Strategy

This report presents a comprehensive stakeholder analysis of Snap Inc., examining the company's internal and external stakeholders. It identifies various stakeholder groups, including individual stakeholders, institutional stakeholders, and mutual fund holders, as well as key figures like Tim Stone, Mark Randall, Imran T. Khan, and Michael Lynton. The report delves into the organizational behavior, motives, and outcomes of these stakeholders, providing detailed insights. Furthermore, it categorizes stakeholders and suggests generic strategic programs for engagement. The analysis includes a stakeholder view model of Snap Inc., followed by in-depth stakeholder analysis of four selected stakeholders. The report also recommends specific strategic programs for each of the four stakeholders, supported by rationale, offering practical strategies for stakeholder engagement and collaboration within project teams. Finally, the report provides an executive summary and conclusion, encapsulating the key findings and recommendations of the analysis.

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Student’s Name
University Name
Author’s Note

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Executive Summary
This report takes an in depth view of the internal and external stakeholders of Snap, Inc. the
various stakeholder groups of the company have been identified. They are individual
stakeholders, institutional stakeholder and the mutual fund holders. This group is
immediately followed up by the individual departmental directors. The base management
committee which is the most poignant stakeholder group have been described also. In the
next part of this report, the four specific stakeholders, namely Tim Stone, Mark Randall,
Imran T. Khan and Michael Lynton, their organisational behaviour, motive and outcome have
been discussed in detail here. Again, strategies for stakeholder engagement have been
categorised also. Identifying the stakeholder responsibility matrix as the most feasible
channel of management, the various ways in which, the identified stakeholders can
collaborate with the project teams have been highlighted.

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Table of Contents
A. Snap Inc. Stakeholder View of the Organisation Model.......................................................4
B. Stakeholder Analysis for four selected stakeholder groups................................................12
Influencers: Imran T. Khan, Chief Strategy Officer.............................................................12
Providers: Mark Randall, the current Vice President of the Technology and Engineering
division.................................................................................................................................13
Functional Management: Tim Stone, Chief Financial Officer.............................................13
Governance: Michael Lynton, Chairman of Snap, Inc.........................................................14
C. Stakeholder category identification and generic strategic programs for each of the four
selected stakeholders................................................................................................................14
D. Recommended strategic program for each of the four selected stakeholder groups
including reasons for recommendations...................................................................................15
Recommendation 1: Financial Roadmap of Tim Stone.......................................................15
Recommendation 2: Role of Michael Lynton......................................................................16
Recommendation 3: Role of Mark Randall and Imran I. Khan...........................................16
Reference List..........................................................................................................................17

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A. Snap Inc. Stakeholder View of the Organisation Model
Snap, Inc. is an organisation which is occupied with their camera platform. The
company also indulges in providing advertising services to their partners by means of helping
them to generate returns on their investments. The major market products of Snap, Inc. are
Snapchat, Spectacles as well as Publisher tools. The organisation was founded in 2011 by
Frank R. Brown, Evan Spiegel, as well as Robert Murphy. The major share of the company
rests in the hands of three stakeholder groups, which includes the likes of Individual
stakeholders, demanding a business share of 22.86%, other institutional stakeholders,
occupying 15.67% and finally the Mutual-fund holders who share 12.25% business share.
The employees were a stakeholder group of medium importance when the number of service
users were very low, that is up to 2014. After that when the popularity of the services of
Snap, Inc. gradually started to increase, the employees emerged as a very essential group of
stakeholders.
The number of employees were only 600 as of the fiscal year 2015. The two
consecutive financial years 2016 and 2017 saw an increase of employees up to 1.86k and
3.07k respectively (Fenwick and Vermeulen 2017). The group of top executives form another
major group of stakeholders. This group incorporates Evan T. Spiegel, who is the Director as
well as the Chief Executive Officer of the company. Tim Stone, the main Financial Officer is
another essential member of this group. The Vice-President of Technologies that is Mark
Randall is an invincible member of this core group of stakeholders and the last member of
this group is Imran Khan, who is the Chief Strategy Officer. The group of stakeholders next
in level of importance is the managerial committee of the company. This group is headed by
Evan Spiegel, who is the Executive head of the company (Wagner 2017). The Chairman, and

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the group of Independent divisional Directors including Joanna Coles, Alan Lafley, Stanley
Meresman, Scott Miller and Christopher Young forms this managerial group. The companies
having the equity share of the mobile applications of Snap, Inc. are forming another
stakeholder group.
There are three Equity share groups also. Of them Share A have 962,983,090 share
units, Share B have 94,479,066 shares and finally Share C have 219,890,702 share units. Of
the first Group, that is Share A, 763,054,235 (79.2%) are floating shares (Spangler 2018).
The three primary shareholders who have major part of the Company share, are Tencent
Holdings Limited, Robert Murphy and Evan Spiegel (Kelly 2018). The secondary Company
share rests with Lightspeed Management Corporation. LLC, OppenheimerFunds, Inc.,
Tybourne Capital Management (HK) Ltd., Institutional Venture, Fidelity Asset Management
Company, The Vanguard Group and lastly Fidelity Management and Research Company.
Snap,
Inc.
Governance
Executive
Directors
Functional
Management
InfluencersProviders
Independent
Directors
Employees

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Figure 1: Stakeholder View Model of Snap, Inc.
(Snap.com 2018)

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Stakeholder
Name
Contact Person
Phone, Email,
Website, Address
Impact Influence What is important to
the stakeholder?
Strategy for engaging the
stakeholder
Evan T.
Spiegel
(Governance)
Evan T. Spiegel
Snap, Inc.
63 Market Street
Venice,
CA 90291
Phone :
+1.310.399.3339
Web
: http://www.snap.co
m
High Impact He is the Head of
the Operations and
the Projects
undertaken by the
company
The development and
Economic advancement
of the Corporation is
primary to him.
Round-Table Meeting of the
Directors every month. He can
also call the Associate
Directors, Departmental
manager and independent
Directors for meeting, as and
when he proposes. He has the
highest level of discretionary
power in the company.
Tim Stone, Snap, Inc. High Impact He has the Final Maintenance of the Information as well as

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Stakeholder
Name
Contact Person
Phone, Email,
Website, Address
Impact Influence What is important to
the stakeholder?
Strategy for engaging the
stakeholder
Chief Financial
Officer of the
Organisation
(Influencers)
63 Market Street
Venice,
CA 90291
Phone :
+1.310.399.3339
Web
: http://www.snap.co
m
discretionary
authority to
financially power
any business
project.
annual financial budget
and other financial
aspects of the company
like sales rates.
feedback meetings every six
months
Mark Randall,
the Vice
President for
Snap, Inc.
63 Market Street
High Impact He has the
discretionary
power to research
The development of new
and competitive
technologies is central to
Quarterly press meetings for
releasing new technologies (.
Internal meetings with other

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Stakeholder
Name
Contact Person
Phone, Email,
Website, Address
Impact Influence What is important to
the stakeholder?
Strategy for engaging the
stakeholder
Technologies
management
(Functional
Management)
Venice,
CA 90291
Phone :
+1.310.399.3339
Web
: http://www.snap.co
m
and develop need
technologies for
the products and/or
services that Snap,
Inc. offers to the
customer market
(Antonopoulos et
al. 2017).
his disposition. important stakeholders are
needed.
Imran T. Khan,
Chief Strategy
Officer
(Providers)
Not Available High Impact The strategic
initiatives of the
including the likes
of new
The creation, execution,
communication and
sustenance of the
business strategies of the
The managers and the group of
independent directors directly
and officially report to him

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Stakeholder
Name
Contact Person
Phone, Email,
Website, Address
Impact Influence What is important to
the stakeholder?
Strategy for engaging the
stakeholder
brand/product
launch and
promotional
activities or market
segregation
depends on him
business strategies of the
company depends on
him.
quarterly in an year.
Shareholders
(Influencers)
Miscellaneous Low Impact The stock rate of
the company and
hence the market
equity of the
organisation
depends on the
This group of
shareholder is not
directly influenced by
the interest of the
company. They are
basically concerned with
Developing more global brands
and having a stable and healthy
brand equity.

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Stakeholder
Name
Contact Person
Phone, Email,
Website, Address
Impact Influence What is important to
the stakeholder?
Strategy for engaging the
stakeholder
favour gained from
the shareholders.
the high selling rate of
individual shares
Employees
(Executives)
Miscellaneous Medium Impact The employees are
essential
stakeholders who
execute the
company’s
strategies.
The employees are
primarily concerned
with proper execution of
their own job roles.
Competitive salary and
lucrative allowances alongside
a vibrant nd jubilant working
atmosphere is crucial for the
engagement of the employees.

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B. Stakeholder Analysis for four selected stakeholder groups
Influencers: Imran T. Khan, Chief Strategy Officer
One important stakeholder of the Snap, Inc. organisation is Imran T. Khan who is the
actual brain behind the rebranding strategy of Snapchat. In unison with the Vice President of
Technology team of the company, Imran Khan decided a rebranding for Snapchat. One of his
key role in the organisation is to perceive how the customers react to the products and/or
product features of Snapchat (Verzuh 2015). After analysis Imran Khan advocated in his
press release that 150 million Customers flicker through the contents of Snapchat in US and
Canada. However, 110 million new contents are put up on the application of Snapchat from
the UK. The perceived notion of Khan was that Snapchat have been generating more value to
customers, definitely much more than being only an application. That is why he facilitated
the process to rebrand the company to Snap, Inc. and projected it as a camera company (Ang,
2015). He gave the company a global perspective and packaged it in such a way so that the
customers perceive that the application have a prolific space in their lives and high level of
intervention in their living and communication.
After this rebranding, the customary usage of Snapchat have increased by 25 to 30
minutes per day. In fact, Imran Khan sends the same message to the internal stakeholders
(Johnson 2016). He wants the employees to believe that they work for a social faceted
corporation, that helps people to live their moments better. He have also worked in
collaboration with the technological engineering team of the company to suggest
developments for the application that would give a competitive advantage to Snapchat. On
his advice, the round faced camera was introduced by Snapchat.