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OVERVIEW

Snap Inc. is an America technology yet
conventional media company, shaped on September 16, 2011 by way of Evan Spiegel
yet Bobby Murphy and primarily based between Venice, Los Angeles. It has four
products: Snapchat, Spectacles, Bitmoji, and Zenly. The organization was once
at first named Snapchat Inc. above its inception, however it was rebranded
about September 24, 2016 so Snap Inc. between rule after consist of the
Spectacles production beneath a unaccompanied company. This is the report about
Snap Inc. Stakeholder Analysis & Strategy Program including headings
mentioned below:

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Ø  Snap
Inc. Stakeholder View of the Organization Model

Ø  Stakeholder
Analysis for four selected stakeholder groups

Ø  Stakeholder
category identification and generic strategic programs for each of the four
selected stakeholders

Ø  Recommended
strategic program for each of the four selected stakeholder groups including
reasons for recommendations.

 

Snap
Inc. Stakeholder View of the Organization Model

A stakeholder is a party that has an interest in
a company, and can either affect or be affected by the business. Stakeholder can be either internal or external. Internal
stakeholder includes employees, owners, investors who has direct relationship
with company whereas external stakeholder includes suppliers, creditors, public
groups who do not directly linked with company but can be affected by business
outcomes of company. The stakeholder view of the organization model includes
all those groups and individuals that can directly affect or, are affected in some way by the actions and outcomes of said
business. Diagram below illustrates the stakeholder view of Snap Inc.:

   

 

Fig 1. Stakeholder view
of Snap Inc.

 

 

 

 

 

Fig2.
Owner view of Snap Inc.

 

 

Stakeholder
Analysis for four selected stakeholder groups

 

A.   
Governmental agencies

i.                   
Competitive threat

·        
Governmental agencies may investigate
about some of early practices of snap Inc. such as privacy program to govern
how snap Inc. treat user data.

·        
Governmental agencies like Attorney
general may be stricter towards annual financial audits/reports.

·        
More powerful law towards data protection,
privacy, consumer protection and other laws can be implemented.

·        
Government may seek to block or limit
the product of snap Inc.

ii.                 
Cooperative potential

·        
Governmental agencies may use snap Inc. product.

·        
Attorney general may be less strict
towards financial report.

·        
No investigation about the snap Inc.
product.

·        
Financial support.

iii.               
Actual behavior

·        
Asking question as well as investigation
about how snap Inc. treat with user data, confidentiality of data and many
more.

·        
Commissioning annual compliance report
and accounts.

iv.               
Possible collations

·        
Foreign rules and regulation bodies

·        
Federal trade commission

·        
Attorney general

 

 

                Fig4. Government view
of Snap Inc.

 

v.                 
Analysis

Government could be competitive threat
for snap Inc. proper coalitions with governmental agencies are essential.

 

 

B.    
Competitors

i.                   
Competitive threat

·        
May upgrade them and add features similar
to snap Inc.

·        
May control the search engines and web
browsing.

·        
Limit the access of snap Inc. in Google
cloud platform.

·        
Increase the pricing terms.

·        
End of relationship with snap Inc. and
build relationship with competitors of snap Inc. for example Google may take
this action.

 

ii.                 
 Cooperative
potential

·        
Agreement on copyright so that every
competitors have their unique features.

·        
Coalition

·        
Force user to use snap Inc. along with
their product.

iii.               
Actual behavior

·        
Try to attract more users towards their
product.

·        
Want to buy the snap Inc.

iv.               
 Possible
Coalitions

·        
Google

·        
Instagram

·        
Facebook

·        
twitter

Fig3.Competitors
view of Snap Inc.

v.                 
 Analysis

Competitors pose a high competitive threat
and low cooperative potential so strong strategic plan is needed. Strong
agreement on copyright should be made so that no other competitors adds extra
feature similar to snap Inc. Moreover strong relationship with Google is needed
so that Google allows snap Inc. to use Google cloud platform.

C.    
Employees

i.                   
Competitive threat

·        
Unusual move of employees to competitive
companies.

·        
Irresponsible towards their duties

ii.                 
Cooperative potential

·        
Trustworthy towards snap Inc.

·        
Long term agreement with snap Inc.

·        
Overtime work to complete specified task
as well as up to date with user data interface so that to increase the company’s
reputation.

·        
Develop creative ideas different from
competitors and completely new.

iii.               
 Actual
behavior

·        
Learning and developing new ideas

·        
Focused on organization goals.

·        
Regular discussions within the groups,
sharing ideas, feedbacks, coaching, mentoring.

·        
Defining clear developing plans, bugs,
issues.

iv.               
Possible coalition

·        
Strong link up and communication between
manager and employee under him.

·        
Good relationship between manager and
CEO.

 

v.                 
Analysis

Employees have high potential
cooperation and poses low threat. Employees are the reason for success of any organization.
Snap Inc. should build a good relationship with employees and motivate them to
create more innovative ideas. Good working environment should be created so
that employees can focus on organization goals.  Specializing employees in putting clean
performance targets and expectation through using results, actions and behaviors.

 

D.   
Consumer interest groups

i.                   
Competitive threat

·        
Aware people from using Snap Inc.
product.

·        
Take action against the snap Inc.
complaining different issues like consumer right, false advertisement, and
unsafe product.

ii.                 
Cooperative potential

·        
Motivate people to use snap Inc.
product.

·        
 Start
using product of snap Inc. them self.

·        
Provide authority to use product and
marketing of product.

 

iii.               
Actual behavior

·        
Perform independent comparing survey

·        
Independent test of product of different
organizations.

 

 

Fig4. Consumer interest group view of Snap Inc.

iv.               
Possible coalition

·        
Consumers International

·        
national 
consumer organization of different country

·        
ICRT 

·        
BEUC

·        
ANEC

 

v.                 
Analysis

Consumer interest groups don’t have interest in organization;
they are more focused on consumer’s safety and consumer rights. Thus they are
neither highly threatening nor especially cooperative. But if consumer right is
violated then consumer interest groups might be highly risk, so that proper
coalition with different national as well as international is essential.

Stakeholder category
identification and generic strategic programs for each of the four selected
stakeholders

 

 

 

  

 

 

OVERVIEW

Snap Inc. is an America technology yet
conventional media company, shaped on September 16, 2011 by way of Evan Spiegel
yet Bobby Murphy and primarily based between Venice, Los Angeles. It has four
products: Snapchat, Spectacles, Bitmoji, and Zenly. The organization was once
at first named Snapchat Inc. above its inception, however it was rebranded
about September 24, 2016 so Snap Inc. between rule after consist of the
Spectacles production beneath a unaccompanied company. This is the report about
Snap Inc. Stakeholder Analysis & Strategy Program including headings
mentioned below:

Ø  Snap
Inc. Stakeholder View of the Organization Model

Ø  Stakeholder
Analysis for four selected stakeholder groups

Ø  Stakeholder
category identification and generic strategic programs for each of the four
selected stakeholders

Ø  Recommended
strategic program for each of the four selected stakeholder groups including
reasons for recommendations.

 

Snap
Inc. Stakeholder View of the Organization Model

A stakeholder is a party that has an interest in
a company, and can either affect or be affected by the business. Stakeholder can be either internal or external. Internal
stakeholder includes employees, owners, investors who has direct relationship
with company whereas external stakeholder includes suppliers, creditors, public
groups who do not directly linked with company but can be affected by business
outcomes of company. The stakeholder view of the organization model includes
all those groups and individuals that can directly affect or, are affected in some way by the actions and outcomes of said
business. Diagram below illustrates the stakeholder view of Snap Inc.:

   

 

Fig 1. Stakeholder view
of Snap Inc.

 

 

 

 

 

Fig2.
Owner view of Snap Inc.

 

 

Stakeholder
Analysis for four selected stakeholder groups

 

A.   
Governmental agencies

i.                   
Competitive threat

·        
Governmental agencies may investigate
about some of early practices of snap Inc. such as privacy program to govern
how snap Inc. treat user data.

·        
Governmental agencies like Attorney
general may be stricter towards annual financial audits/reports.

·        
More powerful law towards data protection,
privacy, consumer protection and other laws can be implemented.

·        
Government may seek to block or limit
the product of snap Inc.

ii.                 
Cooperative potential

·        
Governmental agencies may use snap Inc. product.

·        
Attorney general may be less strict
towards financial report.

·        
No investigation about the snap Inc.
product.

·        
Financial support.

iii.               
Actual behavior

·        
Asking question as well as investigation
about how snap Inc. treat with user data, confidentiality of data and many
more.

·        
Commissioning annual compliance report
and accounts.

iv.               
Possible collations

·        
Foreign rules and regulation bodies

·        
Federal trade commission

·        
Attorney general

 

 

                Fig4. Government view
of Snap Inc.

 

v.                 
Analysis

Government could be competitive threat
for snap Inc. proper coalitions with governmental agencies are essential.

 

 

B.    
Competitors

i.                   
Competitive threat

·        
May upgrade them and add features similar
to snap Inc.

·        
May control the search engines and web
browsing.

·        
Limit the access of snap Inc. in Google
cloud platform.

·        
Increase the pricing terms.

·        
End of relationship with snap Inc. and
build relationship with competitors of snap Inc. for example Google may take
this action.

 

ii.                 
 Cooperative
potential

·        
Agreement on copyright so that every
competitors have their unique features.

·        
Coalition

·        
Force user to use snap Inc. along with
their product.

iii.               
Actual behavior

·        
Try to attract more users towards their
product.

·        
Want to buy the snap Inc.

iv.               
 Possible
Coalitions

·        
Google

·        
Instagram

·        
Facebook

·        
twitter

Fig3.Competitors
view of Snap Inc.

v.                 
 Analysis

Competitors pose a high competitive threat
and low cooperative potential so strong strategic plan is needed. Strong
agreement on copyright should be made so that no other competitors adds extra
feature similar to snap Inc. Moreover strong relationship with Google is needed
so that Google allows snap Inc. to use Google cloud platform.

C.    
Employees

i.                   
Competitive threat

·        
Unusual move of employees to competitive
companies.

·        
Irresponsible towards their duties

ii.                 
Cooperative potential

·        
Trustworthy towards snap Inc.

·        
Long term agreement with snap Inc.

·        
Overtime work to complete specified task
as well as up to date with user data interface so that to increase the company’s
reputation.

·        
Develop creative ideas different from
competitors and completely new.

iii.               
 Actual
behavior

·        
Learning and developing new ideas

·        
Focused on organization goals.

·        
Regular discussions within the groups,
sharing ideas, feedbacks, coaching, mentoring.

·        
Defining clear developing plans, bugs,
issues.

iv.               
Possible coalition

·        
Strong link up and communication between
manager and employee under him.

·        
Good relationship between manager and
CEO.

 

v.                 
Analysis

Employees have high potential
cooperation and poses low threat. Employees are the reason for success of any organization.
Snap Inc. should build a good relationship with employees and motivate them to
create more innovative ideas. Good working environment should be created so
that employees can focus on organization goals.  Specializing employees in putting clean
performance targets and expectation through using results, actions and behaviors.

 

D.   
Consumer interest groups

i.                   
Competitive threat

·        
Aware people from using Snap Inc.
product.

·        
Take action against the snap Inc.
complaining different issues like consumer right, false advertisement, and
unsafe product.

ii.                 
Cooperative potential

·        
Motivate people to use snap Inc.
product.

·        
 Start
using product of snap Inc. them self.

·        
Provide authority to use product and
marketing of product.

 

iii.               
Actual behavior

·        
Perform independent comparing survey

·        
Independent test of product of different
organizations.

 

 

Fig4. Consumer interest group view of Snap Inc.

iv.               
Possible coalition

·        
Consumers International

·        
national 
consumer organization of different country

·        
ICRT 

·        
BEUC

·        
ANEC

 

v.                 
Analysis

Consumer interest groups don’t have interest in organization;
they are more focused on consumer’s safety and consumer rights. Thus they are
neither highly threatening nor especially cooperative. But if consumer right is
violated then consumer interest groups might be highly risk, so that proper
coalition with different national as well as international is essential.

Stakeholder category
identification and generic strategic programs for each of the four selected
stakeholders

 

 

 

 

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