University Report: Stakeholder Analysis and Mapping for HSBC

This report provides a comprehensive stakeholder analysis and mapping of HSBC, a major financial institution. It begins by defining stakeholder analysis and its importance in business administration, project management, and conflict resolution. The report then presents a stakeholder mapping model of HSBC, categorizing stakeholders into producers, enablers, customers, limiters, and communities. Following the mapping, the report delves into the stakeholder typology of HSBC, classifying stakeholders as demanding, dormant, definitive, dependent, dangerous, and dominant based on their power, legitimacy, and urgency. Each stakeholder type is explained with examples relevant to HSBC, offering insights into the company's stakeholder relationships and their potential impact on decision-making and brand value. The analysis includes references to relevant academic sources.

Running head: STAKEHOLDER ANALYSIS AND MAPPING
Stakeholder Analysis and Mapping
Name of the University:
Name of the Student:
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1STAKEHOLDER ANALYSIS AND MAPPING
Table of Contents
Stakeholder Mapping of HSBC...........................................................................................2
Stakeholder Typology of HSBC..........................................................................................3
References............................................................................................................................5

2STAKEHOLDER ANALYSIS AND MAPPING
Stakeholder Mapping of HSBC
Stakeholder analysis includes resolution of conflict, business administration and project
management. This can also be considered as the process of evaluating the impact of decisions on
important parties. Such information is utilized to evaluate the ways in which all the stakeholders’
interest of the company can be dealt with in a policy, program, project plan and certain other
actions (Hahn & Ladikas, 2015). The figure below indicates the stakeholder mapping of HSBC
based on a model developed by Donaldson & Preston, 1995.
Figure 1: Stakeholder Mapping Model of HSBC
(Source: Bourne, 2016)

3STAKEHOLDER ANALYSIS AND MAPPING
Considering the above figure, all the stakeholders of HSBC are divided into five
segments that are explained under:
 Producers that include mortgage advisors, employees, shareholders that are also enablers
to a great extent and military aviation authority targets. This is after the company’s
purchase of Jet way rights for aviation all through 81 nations (Hahn & Ladikas, 2015).
 Enablers that includes mortgage advisors, stockbrokers, international banking
associations and affiliations, executive board of the company, media, analysts and private
investors (Reed & Curzon, 2015).
 Customers that encompasses business consumers, hedge fund managers, private investors
and capitalists
 Limiters that encompasses competitors, anti-globalists and the aggrieved consumers.
 Communities: Including different communities within which HSBC is involved as a part
of imparting education along with environmental protection (Newton & Elliott, 2016).
For instance, Climate partnership of HSBC, water program of HSBC, water support and
WWF along with five years plan on environmental protection with Earth watch institute.
Stakeholder Typology of HSBC
All the stakeholders of the HSBC Company can be segmented in the parts that are
explained below:
 Demanding stakeholders: Such stakeholders of the company remain in the form of
aggrieved consumers, whose claims are considered on an urgent basis
 Dormant stakeholders: The company’s dormancy stakeholders include the community
members those have decreased interaction with the HSBC Company along with

4STAKEHOLDER ANALYSIS AND MAPPING
immediate attention and lack of urgency (Hahn & Ladikas, 2015). However they are also
deemed to attain sufficient power and for this they have a great impact on the reputation
of the organization and its brand value.
 Definitive stakeholders: These take place as a part of the company’s executive board,
government, its shareholders, analysts and media that includes power, impact along with
legitimacy (Newton & Elliott, 2016).
 Dependent stakeholders: These can be considered as the employees of HSBC Company
those are working at an operational level. They are important and high in legitimacy
along with urgency but have less power impact.
 Dangerous stakeholders: Such stakeholders of the company remain in the form of its
business rivals in the investment and banking industry (Reed & Curzon, 2015). These
stakeholders are observed to have high power along with the urgency aspect.
 Dominant stakeholders: These stakeholders remain as a part of anti-globalists that are
people those are against liberalization in international trade practices. These stakeholders
also encompass business consumers along with capitalists those are observed to attain
superior power (Bourne, 2016). This is enough to impact the company’s decision making
process.

5STAKEHOLDER ANALYSIS AND MAPPING
References
Bourne, L. (2016). Stakeholder relationship management: a maturity model for organisational
implementation. CRC Press.
Hahn, J., & Ladikas, M. (2015). WP4. 1 Stakeholder Mapping and Dialogue
Strategy. Responsible-Industry GA, 609817.
Newton, A., & Elliott, M. (2016). A typology of stakeholders and guidelines for engagement in
transdisciplinary, participatory processes. Frontiers in Marine Science, 3, 230.
Reed, M. S., & Curzon, R. (2015). Stakeholder mapping for the governance of biosecurity: a
literature review. Journal of Integrative Environmental Sciences, 12(1), 15-38.