Snap Inc Stakeholder Analysis

This report will be keen to employ the stakeholder view model to highlight different categories of stakeholders in Snap Inc. The report will further identify a list of generic strategic programs that available for managing each stakeholder as well as offer recommendations for the best generic strategies for managing the identified stakeholders. Introduction In today’s increasingly competitive world, each organization strives to manage and engage all stakeholders, and Snap Inc. is no exception. This is because stakeholders are a valid consideration for businesses and their managers when planning business strategy. For instance, activist groups may be keen to ensure Snap Inc, pays attention to human rights issues. Customers This group of stakeholders encompasses individuals and corporate entities that use Snap Inc.

products Supplies Snap Inc. sources some of the parts that go to the design of the final products from third parties. Therefore, this group of stakeholder’s partners with the firm to define the outcome of its final products. This type of a stakeholder plays a critical role in the Snap Inc. dealings, and as such, its potential for threat and corporation remain high. They include employees whose talent is in short supply, customers and suppliers whose products are highly sought by competing firms (Savage, Nix, Whitehead, & Blair, 2013). The mixed blessing stakeholder has the potential to become either more or less supportive depending on their relationship with the executive. Defensive stakeholders This type of stakeholders is high on potential threat but low on potential cooperation.

Lobby groups come in handy to define how some elements of the Snap Inc. business are done. Some of the Snap Inc. products may have negative effects on a particular market segment. For instance, short videos and images containing violent content may negatively affect the conduct behavior of teenagers. Snap Inc. works with different suppliers to avail all required resources towards making the business a success. The behavior of the supplier working with Snap Inc. is coordinated through a supplier code of conduct, which outlines the standards expected of them. Snap Inc is a dedicated to safeguarding the rights of all staff working within its supply chain, and as such, it endeavors to achieve an environment that respects labor rights, human rights, environment and health and safety of all groups connected to its business.

It is worth noting that Snap Inc. does more than holding their suppliers responsible for meeting the set standards but rather the company supports them to achieve the same (Snap Inc, 2018). Whenever a supplier violates any of the required standards, Snap Inc. employs the input of an experienced third party to work closely with the suppliers to rectify the mistake. The motive of each supplier is to work within the stipulated regulations to ensure they secure business with Snap Inc. Without the customer base snap Inc would not be in business; hence users are important stakeholders in the business since they determine the success or failure of the business. c. Stakeholder category identification and generic strategic programs for each of the four selected stakeholders There exist different types of stakeholders, that is, those perceived as the potential for cooperation and potential for threat.

Such categorization enables managers to capture stakeholders into four groups, towards specifying generic strategies for managing each type of a stakeholder. The kind of generic strategy that a manager employs is highly dependent on the behavior of each stakeholder that Snap. Snap Inc. will have to use a different strategy when handling stakeholders who bear low cooperative potential and high competitive threat from those who are high cooperative potential and low competitive threat. This calls for classification of stakeholders into those that bear high possibility of cooperative potential since they would help Snap Inc to achieve its objective. The same classification would happen to stakeholders who are considered as a competitive threat. Swing stakeholders (Relatively high cooperative and relatively high competitive threat) Since Swing stakeholders have the ability to influence the outcome of Snap Inc.

The Snap Inc. management should put forth mechanisms that inhibit changes in the transaction process, they should reinforce any positive beliefs that these stakeholders hold about the firm and the firm should put o effort to monitor existing programs. D. Recommendation for the best strategy to manage each stakeholder It is important to understand the relative power of stakeholder towards availing the best strategic program that influence their current actions. Snap Inc. should consistently reinstate current strategic programs that govern and retain the position of stakeholders deemed relatively low cooperative potential and competitive threat. Strategy 1: Engage the offensive Group Engaging the supportive stakeholder in the key operations offers an impetus for cooperative potential. Snap Inc can apply participative management techniques, increase the capacity of this type of stakeholders to make decisions and decentralize authority to lower managerial levels.

Embracing the input of external stakeholders such as suppliers can also be beneficial to Snap Inc. For instance, when Snap Inc. can apply defensive strategy to manage their effect. In this case, the Kotter framework of external dependence asserts that the defensive strategy works to reduce dependence on which the interest of the stakeholder is pegged on (Preble, 2015). This would be an effective method since it will put forth a mechanism to handle competitors and avoid operating blindly since this would lead to a loss of market share. Strategy 4: Collaborating with the swing Group Collaboration is the best strategy to manage this type of stakeholders. Snap Inc. , & Parvin, S. An Evaluation of Snap Inc. and its Receent Decision to Go Public.