📚 Stakeholders in a Business | 企业中的利益相关者
Understanding stakeholders is fundamental to making strategic business decisions. A stakeholder is any individual, group, or organisation that has an interest in, or is affected by, the activities and performance of a business. Their influence can shape everything from day-to-day operations to long-term corporate strategy. This article explores the different types of stakeholders, their often-competing objectives, and how businesses can manage these relationships ethically and effectively.
理解利益相关者是制定战略商业决策的基础。利益相关者是指对企业的活动和绩效有利益关系或受其影响的任何个人、群体或组织。他们的影响力可以塑造从日常运营到长期企业战略的一切。本文探讨了不同类型的利益相关者、他们常常相互竞争的目标，以及企业如何合乎道德且有效地管理这些关系。
1. Defining Stakeholders | 定义利益相关者
A stakeholder is not simply a shareholder; the term encompasses a much broader range of parties connected to the business. While shareholders own part of the company, stakeholders include anyone who can affect or be affected by the business's actions. The stakeholder concept suggests that businesses have responsibilities beyond merely maximising shareholder returns, including duties to employees, customers, suppliers, local communities, and the environment.
利益相关者并不仅仅是股东；该术语涵盖了与企业相关联的更广泛群体。虽然股东拥有公司的一部分，但利益相关者包括任何能够影响企业行为或受其影响的人。利益相关者概念表明，企业的责任不仅仅是最大化股东回报，还包括对员工、客户、供应商、当地社区和环境的责任。
Edward Freeman's stakeholder theory, developed in the 1980s, argues that a company should create value for all stakeholders, not just shareholders. This approach recognises the interconnectedness of different groups and the long-term benefits of maintaining positive stakeholder relationships. Ignoring stakeholders can lead to reputational damage, legal action, or loss of competitive advantage.
爱德华·弗里曼在20世纪80年代提出的利益相关者理论认为，公司应该为所有利益相关者创造价值，而不仅仅是股东。这种方法承认了不同群体之间的相互关联性，以及维护积极利益相关者关系的长期好处。忽视利益相关者可能导致声誉受损、法律诉讼或丧失竞争优势。
2. Internal Stakeholders | 内部利益相关者
Internal stakeholders are those within the organisation who have a direct interest in its success. They are typically involved in the day-to-day operations and decision-making processes. The main internal stakeholders include owners, shareholders, managers, and employees. Each group has distinct objectives and sources of power within the business.
内部利益相关者是组织内部那些对其成功有直接利益关系的人。他们通常参与日常运营和决策过程。主要的内部利益相关者包括所有者、股东、管理层和员工。每个群体在企业内部都有不同的目标和权力来源。
Owners, especially in small businesses, often prioritise profitability and long-term survival. Shareholders in larger companies seek dividends and capital growth, exerting influence through voting rights at annual general meetings. Managers aim for departmental targets and career progression, sometimes leading to goal divergence from owners if not properly aligned. Employees want job security, fair wages, and good working conditions; their collective power can be expressed through trade unions.
所有者，特别是在小型企业中，通常优先考虑盈利能力和长期生存。大公司的股东追求股息和资本增值，通过在年度股东大会上的投票权施加影响。管理层则追求部门目标和职业发展，如果未能妥善协调，有时会导致与所有者的目标分歧。员工希望获得工作保障、公平薪酬和良好的工作条件；他们的集体力量可以通过工会来表达。
- Owners — want return on investment and control.
- Shareholders — desire share price appreciation and dividends.
- Managers — focus on bonuses, promotion, and meeting targets.
- Employees — expect stable employment, safety, and fair treatment.
- 所有者——希望获得投资回报和控制权。
- 股东——追求股价升值和股息。
- 管理层——关注奖金、晋升和达成目标。
- 员工——期望稳定就业、安全和公平待遇。
3. External Stakeholders | 外部利益相关者
External stakeholders operate outside the business but are significantly affected by its actions, or they can influence the business from the outside. They do not directly participate in internal decision-making but can exert pressure through public opinion, regulation, or market forces. Key external stakeholders include customers, suppliers, lenders, government, local communities, and pressure groups.
外部利益相关者处于企业外部，但受其行为显著影响，或者他们可以从外部影响企业。他们不直接参与内部决策，但可以通过公众舆论、监管或市场力量施加压力。主要的外部利益相关者包括客户、供应商、贷方、政府、当地社区和压力团体。
Customers seek quality products at competitive prices, and their loyalty directly affects revenue. Suppliers depend on timely payments and long-term contracts, influencing the supply chain's resilience. Lenders, such as banks, are concerned with the company's ability to repay loans and interest, monitoring financial health closely. The government imposes regulations, collects taxes, and expects compliance; it also has a broader interest in employment levels and economic growth. Local communities may be impacted by pollution, job creation, or infrastructure developments, while pressure groups campaign on issues like sustainability and human rights.
客户追求以有竞争力的价格获得优质产品，他们的忠诚度直接影响收入。供应商依赖及时付款和长期合同，影响着供应链的韧性。银行等贷方关注公司偿还贷款和利息的能力，密切监控其财务健康状况。政府实施监管、征税并要求合规；同时，政府也在就业水平和经济增长方面有更广泛的利益。当地社区可能受到污染、就业机会或基础设施发展的影响，而压力团体则在可持续发展和人权等问题上开展活动。
| External Stakeholder | Typical Interest |
| Customers | High quality, low prices, product safety |
| Suppliers | Reliable demand, prompt payment |
| Lenders | Creditworthiness, repayment of interest and principal |
| Government | Tax revenue, legal compliance, employment |
| Local Community | Minimal pollution, local employment, charity |
| Pressure Groups | Ethical behaviour, environmental protection |
| 外部利益相关者 | 典型利益诉求 |
| 客户 | 高质量、低价格、产品安全 |
| 供应商 | 可靠的需求、及时付款 |
| 贷方 | 信用状况、利息与本金的偿还 |
| 政府 | 税收收入、法律合规、就业 |
| 当地社区 | 最小污染、本地就业、慈善 |
| 压力团体 | 道德行为、环境保护 |
4. Stakeholder Objectives | 利益相关者的目标
Each stakeholder group pursues objectives that reflect its relationship with the business. These objectives may be financial, personal, social, or environmental. For example, shareholders typically want maximised profits leading to higher dividends, while employees might push for increased wages, which can reduce short-term profits. The diversity of these objectives creates both opportunities for synergy and sources of conflict.
每个利益相关者群体都追求反映其与企业关系的目标。这些目标可能是财务的、个人的、社会的或环境的。例如，股东通常希望利润最大化以获得更高的股息，而员工可能推动增加工资，这可能会减少短期利润。这些目标的多样性既创造了协同效应的机会，也带来了冲突的来源。
Customers demand continuous improvement in product quality and service, often seeking value for money. Suppliers require stable orders and predictable demand patterns to plan their own operations. The government's objectives include ensuring fair competition, collecting tax revenue, and protecting consumer rights through legislation. Local communities may prioritise environmental protection and infrastructure investment. Reconciling these diverse aims is a central challenge for management.
客户要求不断提高产品质量和服务水平，通常追求物有所值。供应商需要稳定的订单和可预测的需求模式来规划他们自己的运营。政府的目标包括确保公平竞争、征收税收以及通过立法保护消费者权益。当地社区可能优先考虑环境保护和基础设施投资。协调这些多样化的目标是管理层面临的核心挑战。
5. Stakeholder Conflicts and Interdependence | 利益相关者的冲突与相互依赖
Conflicts between stakeholders are inevitable because the satisfaction of one group's objectives may compromise another's. A classic example is the conflict between shareholders wanting to cut costs and employees desiring higher wages. If a company reduces its workforce to save costs and boost earnings per share, shareholders benefit in the short term, but employees lose jobs and morale, and local communities may suffer economic decline.
利益相关者之间的冲突是不可避免的，因为满足一个群体的目标可能会损害另一个群体的目标。一个经典的例子是股东希望削减成本与员工希望提高工资之间的冲突。如果公司裁员以节省成本并提高每股收益，股东在短期内受益，但员工失去工作和士气，当地社区可能遭受经济衰退。
Another common conflict arises between the pressure for profit and the need for environmental protection. A manufacturing business may prefer to use cheaper, non-renewable energy and dispose of waste inexpensively, but environmental pressure groups and local communities will object. Government regulation often emerges to mediate these tensions. However, interdependence means that damaging one stakeholder relationship can harm others; for example, unhappy employees may provide poor customer service, reducing customer satisfaction and ultimately profits.
另一个常见的冲突发生在利润压力与环境保护需求之间。制造企业可能倾向于使用更便宜的非可再生能源并廉价处理废物，但环境压力团体和当地社区会表示反对。政府监管常常出现以调解这些紧张关系。然而，相互依赖意味着损害一个利益相关者关系可能会伤害其他方；例如，不满的员工可能提供糟糕的客户服务，降低客户满意度并最终损害利润。
6. Stakeholder Mapping | 利益相关者映射
Stakeholder mapping is a tool used to categorise stakeholders based on their level of power and interest in the business's activities. A widely used model is Mendelow's Matrix, which plots power against interest to determine how management should engage with each group. High-power, high-interest stakeholders must be fully engaged and prioritised; those with high power but low interest should be kept satisfied in order to stop them from moving to the high-interest quadrant.
利益相关者映射是一种根据利益相关者对业务活动的权力和兴趣水平进行分类的工具。广泛使用的模型是门德洛矩阵，它将权力与兴趣相对照，以确定管理层应如何与每个群体互动。高权力、高兴趣的利益相关者必须充分参与并优先考虑；那些高权力但低兴趣的利益相关者应该被保持满意，以防止他们转移到高兴趣象限。
Stakeholders with low power but high interest should be kept informed, as they can become powerful allies or form coalitions. Those with low power and low interest require minimal effort, perhaps occasional communication. The mapping is dynamic; for instance, a small pressure group may increase its power through media exposure, forcing a business to treat it with greater urgency. Effective stakeholder mapping helps in allocating resources strategically to manage relationships.
低权力但高兴趣的利益相关者应该被保持信息畅通，因为他们可以成为强大的盟友或形成联盟。那些低权力且低兴趣的利益相关者需要最小的努力，也许只需偶尔沟通。映射是动态的；例如，一个小型压力团体可能通过媒体曝光增加其权力，迫使企业更加紧迫地对待它。有效的利益相关者映射有助于战略性分配资源以管理关系。
7. Managing Stakeholder Relationships | 管理利益相关者关系
Successful businesses proactively manage stakeholder relationships through communication, consultation, and partnership. Transparent reporting, such as annual reports and sustainability disclosures, addresses the information needs of shareholders, lenders, and the public. Regular meetings with employees, trade unions, and community representatives help to identify concerns before they escalate into crises.
成功的企业通过沟通、协商和合作主动管理利益相关者关系。透明的报告，如年度报告和可持续发展披露，满足股东、贷方和公众的信息需求。定期与员工、工会和社区代表召开会议，有助于在问题升级为危机之前识别关切。
Techniques for managing relationships include establishing formal grievance procedures, offering customer helplines, and creating supplier codes of conduct. Some businesses implement stakeholder advisory panels to bring diverse perspectives to board decisions. Additionally, corporate social responsibility (CSR) programmes are used to demonstrate commitment to social and environmental causes, thereby strengthening relationships with external stakeholders. Failure to manage these relationships can lead to strikes, boycotts, or regulatory intervention.
管理关系的技术包括建立正式的申诉程序、提供客户服务热线以及制定供应商行为准则。一些企业设立利益相关者咨询小组，为董事会决策带来多样化视角。此外，企业社会责任项目被用来展示对社会和环境事业的承诺，从而加强与外部利益相关者的关系。未能管理这些关系可能导致罢工、抵制或监管干预。
8. Corporate Social Responsibility (CSR) | 企业社会责任
Corporate social responsibility refers to a business's commitment to operate in an economically, socially, and environmentally sustainable manner. CSR goes beyond legal requirements, involving voluntary actions that benefit stakeholders such as reducing carbon footprint, ensuring fair trade, and investing in local communities. In A-Level Business, CSR is closely linked to the stakeholder concept because it represents a deliberate strategy to balance the interests of multiple groups.
企业社会责任是指企业致力于以经济、社会和环境可持续的方式运营。CSR 超越了法律要求，涉及有益于利益相关者的自愿行为，如减少碳足迹、确保公平贸易和投资当地社区。在A-Level商务中，CSR 与利益相关者概念密切相关，因为它代表了一种有意平衡多方群体利益的战略。
Critics argue that CSR can conflict with profit maximisation, the primary duty of managers to shareholders. However, proponents point to the long-term benefits: enhanced brand reputation, increased customer loyalty, greater employee motivation, and reduced risk of negative publicity. For example, a firm that invests in eco-friendly packaging may attract environmentally conscious consumers, leading to competitive advantage even if short-term costs increase.
批评者认为，CSR 可能与利润最大化相冲突，而利润最大化是管理层对股东的首要责任。然而，支持者指出其长期利益：提升品牌声誉、增加客户忠诚度、提高员工积极性以及降低负面舆论风险。例如，一家投资环保包装的公司可能吸引有环保意识的消费者，从而获得竞争优势，即使短期成本上升。
9. Impact of Stakeholder Influence on Business Decisions | 利益相关者影响对商业决策的影响
Stakeholders can influence business decisions through various channels: formal power (such as shareholder voting), economic power (withdrawing custom or investment), and political power (lobbying for regulatory change). The ability of a stakeholder to influence decision-making often depends on the governance model of the business. In a typical public limited company, shareholders hold the ultimate power to appoint directors, but day-to-day decisions are shaped by managers, who must also respond to employees, customers, and regulators.
利益相关者可以通过多种渠道影响商业决策：正式权力（如股东投票）、经济权力（撤回购买或投资）和政治权力（游说监管改革）。利益相关者影响决策的能力通常取决于企业的治理模式。在典型的公开股份有限公司中，股东拥有任命董事的最终权力，但日常决策由管理层塑造，他们还必须回应员工、客户和监管机构。
In some situations, a powerful supplier might dictate raw material prices, forcing a business to adjust its cost structure or search for alternatives. Consumer boycotts can rapidly change product policies; for instance, public pressure has led many food companies to remove artificial additives. Governments can use legislation to change market rules, as seen in the introduction of the minimum wage, which directly affects employment costs and stakeholder dynamics.
在某些情况下，强大的供应商可能决定原材料价格，迫使企业调整成本结构或寻找替代方案。消费者抵制可以迅速改变产品政策；例如，公众压力已导致许多食品公司去除人工添加剂。政府可以利用立法改变市场规则，如引入最低工资，这直接影响到雇佣成本和利益相关者动态。
10. Short-term vs Long-term Stakeholder Interests | 短期与长期利益相关者利益
A significant challenge in stakeholder management is aligning short-term and long-term interests. Shareholders may demand immediate cost-cutting to boost quarterly earnings, while employees and communities focus on sustainable, long-term employment. Management must mediate this tension, recognising that excessive focus on short-term gains can damage long-term value. For example, underinvestment in staff training might lower current expenses but reduce future productivity and innovation capacity.
利益相关者管理中的一个重大挑战是对齐短期和长期利益。股东可能要求立即削减成本以提高季度收益，而员工和社区则关注可持续的长期就业。管理层必须调解这种紧张关系，认识到过度关注短期收益可能损害长期价值。例如，减少对员工培训的投资可能降低当前开支，但会降低未来的生产力和创新能力。
The stakeholder approach encourages a time-horizon that goes beyond the next financial year. Businesses that build lasting relationships with suppliers and invest in research and development, even at the expense of immediate profits, often outperform competitors in the long run. This perspective is central to the concept of sustainable business, which holds that fulfilling the legitimate expectations of multiple stakeholders ultimately provides the best returns for shareholders.
利益相关者方法鼓励超越下一个财政年度的时间跨度。那些与供应商建立持久关系并在研发上投资的企业，即使以牺牲眼前利润为代价，长期来看往往优于竞争对手。这一视角是可持续经营概念的核心，该概念认为满足多个利益相关者的合理期望最终能为股东提供最佳回报。
11. Stakeholders and Business Ethics | 利益相关者与商业伦理
Ethical considerations are embedded in stakeholder theory, as the theory asserts that businesses should respect the rights and aspirations of all affected parties. Ethical behaviour involves transparency, honesty, and fairness. A business that exploits cheap labour in developing countries may enhance short-term margins, but the ethical backlash from consumers and campaigners can cause lasting reputational damage. Codes of ethics and whistleblowing policies are mechanisms used to embed stakeholder-aware ethical practice.
伦理考量植根于利益相关者理论，因为该理论主张企业应当尊重所有受影响方的权利和愿望。伦理行为涉及透明度、诚实和公平。一家在发展中国家剥削廉价劳动力的企业可能会提高短期利润率，但消费者和活动人士的伦理反弹可能导致持久的声誉损害。道德准则和举报政策是用来嵌入利益相关者意识的伦理实践的机制。
In A-Level Business, students analyse case studies where ethical dilemmas arise: for instance, whether to continue operating in countries with poor human rights records, or whether to use potential health-risk ingredients that are legally permitted but controversial. Ethical decision-making requires weighing the interests of shareholders against those of wider society, often resulting in the need for a clear, principled strategy that is communicated consistently to all stakeholders.
在A-Level商务中，学生分析出现伦理困境的案例研究：例如，是否继续在人权记录不佳的国家运营，或是否使用在法律上允许但有争议的潜在健康风险成分。伦理决策需要权衡股东的利益与更广泛社会的利益，通常需要制定明确、有原则的战略，并向所有利益相关者一致传达。
12. Conclusion: Balancing Stakeholder Interests | 结论：平衡利益相关者利益
There is no single formula for balancing stakeholder interests, as each business context is unique. Effective stakeholder management requires ongoing dialogue, careful prioritisation using tools like Mendelow's Matrix, and a willingness to make trade-offs that align with the company's core values and long-term vision. Leaders who ignore stakeholder concerns risk a crisis of legitimacy, while those who engage openly often discover sources of innovation and resilience.
没有单一的方法可以平衡利益相关者利益，因为每种商业环境都是独特的。有效的利益相关者管理需要持续的对话、使用门德洛矩阵等工具进行仔细的优先排序，以及做出符合公司核心价值观和长期愿景的权衡的意愿。忽视利益相关者关切的领导者冒着合法性危机的风险，而那些公开互动的人常常发现创新和韧性的来源。
Ultimately, a stakeholder-oriented approach is not about abandoning profit, but about redefining value creation to include social and environmental dimensions. By recognising that a business is part of a wider ecosystem of interdependent parties, managers can build trust, secure their license to operate, and drive sustainable success. For A-Level Business students, appreciating this dynamic is essential for understanding modern corporate behaviour and strategic decision-making.
最终，以利益相关者为导向的方法并非放弃利润，而是重新定义价值创造，将社会和环境维度包含在内。通过认识到企业是相互依赖方的更广泛生态系统的一部分，管理者可以建立信任、确保其经营许可，并推动可持续的成功。对于A-Level商务学生来说，理解这一动态对于理解现代企业行为和战略决策至关重要。
Published by TutorHao | Cambridge A-Level Business Revision Series | aleveler.com
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