Stakeholder Mapping

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Business Strategy Assignment

Stakeholder Mapping

For an organisation to be successful there are a number of factors and groups of people which they must give significant amount of consideration to. Every organisation has groups of stakeholders who will be affected by decisions and changes made by that company. The external environment of business changes rapidly and especially in recent times due to the tough current economic climate, these changes lead to the creation of groups and individuals who become stakeholders to the organisation. (Anderson & Barker, 1994).These groups of stakeholders will expect different things from the organisation and put pressure on them to give them what they want. An organisation will therefore have to analyse these stakeholders. This will involve the company identifying who their stakeholders are and what power and interest they have in regard to the business and their activities. When they have identified these groups and their power and interest they will then map them onto a power and interest matrix. (This is shown in appendix 1). The organisation can then consider the position these stakeholders are in, their reactions to business activities and their behaviour if a plan or strategy was to be implemented. (Capon, 2012) Throughout this part of the assignment I will be applying the stakeholder mapping matrix to out chosen company, Topshop. Topshop competes in the very competitive market of fashion and so it is vital that they analyse their stakeholders in order to keep them all as satisfied as possible. They will attempt to do this through trying to balance the conflicting claims on the organisation. (Anderson & Barker, 1994). The stakeholder mapping matrix enables an organisation to do this and allows them to identify what position their stakeholders are in with regard to how much power and interest they have with decisions that are made within the organisation. The stakeholder mapping matrix includes four types of stakeholders each having a different level or power and/or interest. These four groups are category A, Minimal effort, Category B – Keep informed, category C – keep satisfied and Category D – key players. Topshop has many different stakeholders who can be assigned into these four categories.

Category D – Key Players

Key players within an organisation, as the name suggests, are very important and so Topshop will have to spend a considerable amount of time finding out what they want and how they will react to changes made by them. They are a group of stakeholders who take a high interest in business activities but who also have a high amount of power in influencing these activities. An individual stakeholder who is a key player within Topshop is Philip Green, Topshop’s CEO and owner of the Arcadia Group to which Topshop belongs. Philip Green is seen as being very influential and powerful within Topshop as he makes they key decisions for Topshop as a whole. Power has been defined by Mintzberg (1983) as “the capacity to effect or affect organisational actions.” This applies to Green as he has the authority to affect organisational actions due to making big decisions. Philip Green can make decisions over closing stores down that he feels are not making enough profit or who are not preforming as well as he would hope. As owner of the Arcadia group Philip Green stated “I would expect us to close 250-260”. This shows that Philip Green has immense power over Topshop and his decisions and expectations of the company will definitely conflict with many of the other stakeholder groups of the organisation. This decision for example would have conflicted greatly with the stakeholder group of its employees whose main expectation from Topshop is their job security. This expectation from employees therefore clashes greatly with Green’s, especially from the employees in the stores in which Green proposes to close. Green displays great power to influence through his ability
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