Executive summary
This report presents a roadmap to the mobile company Snap Inc.’s stakeholder and Strategy Program by using the stakeholder theory which focuses the organization’s present activities are there and exist for the purpose of serving those who have the stakes in the coming days in the firm or company. The report however, starts with an overview stakeholder Organization model which uses a diagram with the company Snap Inc. being the center of it showing the internal and external stakeholder groups and even pointing out the specific stakeholders within those major groups, this process of analyzing and identifying the stakeholders in Snap Inc. also shows their plan for their participation. Ultimately, four stakeholder groups from both external and internal stakeholders are highlighted and analyzed accordingly. Furthermore, the generic strategic programs for each group of those stakeholders are discussed after which strategic program recommendations are made for each of the four stakeholder groups with reasons for the given recommendations (Sierra‐García & García‐Benau, 2015).

A. Snap Inc. Stakeholder View of the Organization Model
Figure 1 : The stakeholder view model of Snap Inc.

A list of specific stakeholders in Snap Inc
Primary Secondary Tertiary
• Users/Beneficiaries (Males, females, children, elderly, etc.) • Local authority
• Direction of municipality technical services
• Traditional authorities
• NGO and development projects
• Businesses and suppliers
• Decentralized government services
• Research institutions
• School and University
• Service providers • Financial institutions and donors
• National authorities (at all levels)
• Opinion leaders
• Civil society
• Foreign cooperation agencies
• media

No. Shareholders Function Name
1. Tertiary with largest shares Chief Technology officer Robert Murphy
2. Secondary The public face of snap Inc. Evan Spiegel
3. Primary Chief strategy officer for Snap Inc. Imran Khan
4. Institutional Investors Price(T.Rowe) Associates Inc. , Vanguard Total Stock Market Index Fund,
5. Chairman of Snap Michael Lynton
6. Software engineer Timothy Sehn
(Carroll & Buchholtz, 2014).
B. Stakeholder Analysis for four selected stakeholder groups
Stakeholders who are related to the organization are literally called stakeholders. Snap Inc. stakeholders are composed of different groups like internal stakeholders (employees, managers and owners shareholders) and external stakeholders who include (customers, the government and suppliers). All the stakeholders at Snapchat expect the organization which is a mobile platform to meet and fulfill the expectations and needs. Individuals who can impact others;
• The media
• Individuals in positions that pass on impact. Pastorate individuals, specialists, CEOs, and school presidents are for the most part cases of individuals in this group.
• Community leaders pioneers – individuals that others tune in to. These may be individuals who are regarded due to their position of authority in a specific populace, or might be long-term or deep rooted inhabitants who have earned the group’s trust over years of respectability and group benefit (Sierra‐García & García‐Benau, 2015)
Those with an enthusiasm for the result of an exertion
A few people and groups may not be influenced by or associated with an exertion, however may in any case think enough about it that they will work to impact its result. A large number of them may have a following or a characteristic electorate – businessmen, for example – and may along these lines have a decent measure of clout.
• Business. The business group more often than not will perceive its enthusiasm for any exertion that will give it progressively and better specialists, or make it simpler and more inclined to make a benefit. By a similar token, it is probably going to restrict endeavors that it sees as costing it cash or forcing directions on it.
• Advocates. Advocates might be dynamic on either or the two sides of the issue you are worried about.
• Community activists. Associations and people who have a philosophical or political enthusiasm for the issue or populace that an exertion includes may sort out to help the exertion or to crush it.
• Individuals with scholastic or research intrigues identified with a focused on issue or populace. Their work may have persuaded them regarding the requirement for a mediation or activity, or they may essentially be thoughtful to the objectives of the exertion and comprehend them superior to most.
• Funders. Funders and potential funders are evident key stakeholders, in that, much of the time, without their help, the exertion will not be conceivable.
• Community at large. At the point when boundless group bolster is required, the group all in all might be the key stakeholder (Carroll & Buchholtz, 2014).
Managers and shareholders
Robert (“Bobby”) Murphy and Evan Spiegel,
These two are the cofounders of Snap Inc. and the managers who are worth billions of money. Murphy who is the largest shareholder at 91.3 million shares earns a net worth of $2.9B at only 29 years whereas Evan Spiegel is the public face of Snapchat and is known to be a disruptor in the technology industry and also to have turned down the offer of Mark Zuckerbeg the CEO of Facebook for buying Snapchat for $3 billion. He is 27 year old with a net of $3.4B and has 85 million shares.
Customers are a very crucial component of Snap Inc. since they will give feedback to the products and services quality, reliability of services and rational prices. There around 85% of millennial users, innovators, early adopting individuals, early majority and late majority.
Snap Inc. has a lot of suppliers raw materials used to make camera sunglasses are supplied, packaging and machinery, goods and also services to the organization which has different products and services to the clients. Moreover the suppliers give out quantities that are of good quality at a price which is reasonable while Snapchat gives a payment system which is good, flexible and as well good organization behavior for suppliers. Some of the suppliers include Google which hosts Snapchat.
Employees are crucial internal stakeholders in Snapchat because they help Snap Inc. to be operational. The company has approximately 2000 employees which is quite a large number of employees and therefore it is indeed an indication of good remuneration and opportunity from the company. In addition, the company provides a very smooth, safe and healthy working environment for its employees who also have an opportunity to train and develop their skills while on job and outside their jobs (Davis, 2014).
C. Stakeholder category identification of stakeholders
According to Carroll & Buchholtz, (2014) the different stakeholders can either be external or internal to snap Inc. business. The ones who are considered as internal stakeholders are within the organization itself and whose advantage actually roots from being employed directly, investing or ownership. Some of the mentioned internal stakeholders include; the managers or directors, donors, employees and investors. The generic strategic program for managing external stakeholders is classification of the individual stakeholders as either supporting, mixed blessing, marginal or non-supportive. On the other hand, external stakeholders or secondary stakeholders are basically outsiders of the company and are infected indirectly by the outcomes and decisions made by the company. Some of the external stakeholders include; suppliers, customers, and government agencies. This group however, the stake is often represented and not direct. The generic strategic program for managing external stakeholders is ensuring there is relevance in the diagnosis administered for the specified issues that face the organization.
D. Recommendation of strategic program for each of the four selected stakeholder
Strategic Program Reason or purpose
Reason for Engagement The purpose for engaging the stakeholder and the outcomes that ought they desire should be mentioned for example, prioritization and identifying the topic.
Highlighting the information and orientation materials Give introduction to the program (e.g., EHC and Systematic Evidence Reviews)

Impart degree, points, and wanted item/result of engagement

Depict stakeholder parts, duties and desires

Portray degree of responsibility, including techniques for engagement (e.g., single Webinar on a particular date), recurrence of exercises, venture plan

Clarify remuneration design, assuming any (e.g., travel repayment, honorarium, or other pay)

Advise of irreconcilable circumstance revelation prerequisites

Give contact data to extend group (e.g., email address and telephone number of examiner and research staff contact)
Recruiting of stakeholders Build up from the earlier rundown of significant stakeholder groups, including quantities of stakeholders for each group

Distinguish particular people inside every stakeholder group to contact

Plan at least one techniques for contact (e.g., compose email contents or phone exchange to pass on desires of stakeholders)

Plan enlistment follow-up (e.g., rehash messages or return calls for refusals or non-respondents)

Contact singular stakeholders and report consequences of individual reactions for computation of general reaction rates

Screen stakeholder representativeness and dispersion of stakeholder groups; add people to enlistment as important to guarantee target stakeholder bunches are incorporated
Methods of engagement Evaluate and recognize engagement strategies and criteria for choice for every stakeholder gather in view of:

Reason for engagement

Qualities of stakeholders to be locked in (e.g., geographic areas, quantities of stakeholders, scope of points of view, existing connections among stakeholders, commonality with inquire about region or research prioritization by and large, innovative limit)

Setting of engagement (e.g., staff, time, spending plan, innovative limit, many-sided quality of research zone)
Analysis process and synthesis Archive, audit, blend, and report stakeholder explore needs

In general and by stakeholder group

Weighting of information if appropriate (e.g., do two votes from one association consider maybe a couple?)

Plan for survey and approval of results by stakeholders to guarantee their proposed needs are precisely conveyed
Orientation information of the Stakeholders and materials. Give introduction to the program (e.g., EHC and Systematic Evidence Reviews)

Impart extension, points, and wanted item/result of engagement

Depict partner parts, obligations and desires

Portray degree of duty, including techniques for engagement (e.g., single Webinar on a particular date), recurrence of exercises, venture plan

Clarify remuneration design, assuming any (e.g., travel repayment, honorarium, or other pay)

Advise of irreconcilable situation exposure prerequisites

Give contact data to extend group (e.g., email address and telephone number of examiner and research staff contact)
(Sierra‐García & García‐Benau, 2015).

Snap Inc. is actually the best upcoming mobile platform and therefore services and products should be distributed to stakeholders who then should criticize and put in their input from which shows a good example of engagement experience to evaluate the process. Ultimately, I would like to advice the stakeholders to continue investing in Snapchat and even for future progress and development of more opportunities (Carroll & Buchholtz, 2014).

Sierra‐García, L., Zorio‐Grima, A., & García‐Benau, M. A. (2015). Stakeholder engagement, corporate social responsibility and integrated reporting: an exploratory study. Corporate Social Responsibility and Environmental Management, 22(5), 286-304.
Davis, K. (2014). Different stakeholder groups and their perceptions of project success. International Journal of Project Management, 32(2), 189-201.
Carroll, A., & Buchholtz, A. (2014). Business and society: Ethics, sustainability, and stakeholder management. Nelson Education.

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