📚 Stakeholders in a Business | 企业中的利益相关者
In the world of business, no organisation operates in isolation. Every decision a company makes, from launching a new product to restructuring its operations, affects a wide range of individuals and groups. These individuals and groups, who have a direct or indirect interest in the activities and performance of a business, are known as stakeholders. Understanding who they are, what they want, and how they can influence business success is a fundamental part of A‑Level Business studies. This article explores the different types of stakeholders, their objectives, potential conflicts between them, and the tools managers use to analyse and manage stakeholder relationships.
在商业世界中，没有任何组织是孤立运作的。企业做出的每一个决策，从推出新产品到调整运营结构，都会影响众多个人和群体。这些与企业活动及绩效有直接或间接利害关系的个人和群体，被称为利益相关者。了解他们是谁、他们想要什么，以及他们如何影响企业的成功，是A‑Level商科学习的基础内容。本文探讨了利益相关者的不同类型、他们的目标、他们之间可能存在的冲突，以及管理者用来分析和管理利益相关者关系的工具。
1. Defining Stakeholders | 利益相关者的定义
A stakeholder is any person, group, or organisation that has an interest in or is affected by the activities of a business. This interest may be financial, social, environmental, or ethical. Stakeholders can influence business decisions, and in turn, business actions have consequences for stakeholders. Unlike shareholders, who specifically own part of the company, stakeholders include a much broader set of parties.
利益相关者是指任何与企业活动有利害关系或受企业活动影响的个人、群体或组织。这种利害关系可能是财务上的、社会上的、环境上的或伦理上的。利益相关者可以影响企业的决策，反过来，企业的行为也会对利益相关者产生影响。与专门拥有公司部分所有权的股东不同，利益相关者包括了更广泛的当事方。
In Cambridge A‑Level Business, the stakeholder concept is often contrasted with the shareholder concept. The shareholder concept holds that the primary responsibility of a business is to maximise profits for its owners. The stakeholder concept, on the other hand, suggests that businesses should balance the interests of all groups affected by their operations. This broader view is increasingly important as societies demand more responsible corporate behaviour.
在剑桥A‑Level商科中，利益相关者概念常与股东概念相对比。股东概念认为企业的首要责任是为其所有者实现利润最大化。而利益相关者概念则认为，企业应该平衡所有受其运营影响的群体的利益。随着社会要求企业表现出更负责任的行为，这种更广阔的视角变得越来越重要。
2. Internal vs External Stakeholders | 内部与外部利益相关者
Stakeholders are commonly divided into internal and external groups. Internal stakeholders are those within the organisation, directly involved in its daily operations and decision‑making. The main internal stakeholders are owners, shareholders, managers, and employees. They have a direct financial and operational stake in the business's success.
利益相关者通常分为内部和外部群体。内部利益相关者是指企业内部直接参与日常运营和决策的人。主要的内部利益相关者包括所有者、股东、管理者和员工。他们对企业的成功有直接的财务和运营利害关系。
External stakeholders exist outside the business but are impacted by its actions. They include customers, suppliers, creditors, government agencies, pressure groups, and the local community. These groups do not work within the firm, yet their interests can significantly shape business strategy. The table below summarises the main differences.
外部利益相关者存在于企业之外，但受企业行为的影响。他们包括客户、供应商、债权人、政府机构、压力集团以及当地社区。这些群体不在企业内部工作，但他们的利益可以极大地影响企业战略。下表总结了主要区别。
| Internal Stakeholders | External Stakeholders |
|---|---|
| Owners/Shareholders | Customers |
| Managers | Suppliers |
| Employees | Government |
| Creditors/Banks | |
| Local community |
3. Primary and Secondary Stakeholders | 主要与次要利益相关者
Another useful classification separates primary from secondary stakeholders. Primary stakeholders are those whose participation is essential for the business to survive. Without them, the company could not operate. They typically include shareholders, employees, customers, and suppliers. Their direct economic link with the firm means their interests often carry the most immediate weight in decision‑making.
另一种有用的分类方法是将主要利益相关者与次要利益相关者区分开。主要利益相关者是那些其参与对企业生存至关重要的人。没有他们，公司就无法运营。他们通常包括股东、员工、客户和供应商。他们与企业之间直接的经济联系意味着他们的利益在决策中往往具有最直接的分量。
Secondary stakeholders are those who are influenced by or can influence the business but are not essential for its daily survival. Examples are the media, local communities, pressure groups, and the general public. While a business might be able to continue operating without a particular pressure group's approval, ignoring such stakeholders can damage reputation, lead to consumer boycotts, or invite stricter regulation. Both primary and secondary stakeholders can wield significant power depending on the context.
次要利益相关者是指那些受企业影响或能够影响企业，但对企业的日常生存并非必不可少的人。例如媒体、当地社区、压力集团和公众。虽然企业可能在没有某个压力集团认可的情况下继续运营，但忽视这类利益相关者可能会损害声誉、导致消费者抵制或招致更严格的监管。主要和次要利益相关者都可以根据具体情况施加重大影响。
4. Shareholders and Owners | 股东与所有者
Shareholders own the business by holding its shares. In sole traders and partnerships, the owners are the entrepreneurs who set up the firm. Their primary objective is typically profit maximisation and return on investment. They expect dividends and an increase in share price. Because they bear the financial risk of business failure, their interests are usually given high priority by managers, especially in public limited companies where the threat of takeover is real.
股东通过持有公司股份而拥有企业。对于个体经营者和合伙企业，所有者就是创立公司的企业家。他们的主要目标通常是利润最大化和投资回报。他们期望获得股息和股价上涨。因为他们承担企业经营失败的财务风险，管理者的决策通常会优先考虑他们的利益，尤其是在存在被收购威胁的上市公司中。
However, owners' focus on short‑term profits can conflict with other stakeholders' needs. For instance, cutting costs by reducing labour might boost profits in the short term but harm employee welfare and productivity. The challenge for modern businesses is to deliver shareholder value while maintaining a wider stakeholder balance.
然而，所有者对短期利润的关注可能与其他利益相关者的需求相冲突。例如，通过减少劳动力来削减成本可能在短期内提高利润，但会损害员工福利和生产力。现代企业面临的挑战是在实现股东价值的同时，保持更广泛的利益相关者平衡。
5. Employees and Managers | 员工与管理者
Employees provide the labour and skills necessary for production. Their stake in the business includes job security, fair pay, safe working conditions, training opportunities, and job satisfaction. In return, they contribute to productivity and product quality. Employees who feel valued are more likely to be motivated, reducing staff turnover and recruitment costs.
员工提供生产所需的劳动和技能。他们在企业中的利益包括工作保障、公平的薪酬、安全的工作条件、培训机会和工作满意度。作为回报，他们促进生产力和产品质量。感到被重视的员工更有可能积极主动，从而降低员工流失率和招聘成本。
Managers have a unique dual role. As employees themselves, they seek remuneration, career growth, and power. At the same time, they are tasked with balancing the demands of various stakeholders. Agency theory highlights the potential conflict between managers (agents) and shareholders (principals): managers may pursue personal goals like prestige or empire‑building rather than pure profit maximisation.
管理者具有独特的双重角色。作为员工，他们寻求薪酬、职业发展和权力。同时，他们也肩负着平衡各利益相关者需求的任务。代理理论强调了管理者（代理人）与股东（委托人）之间可能存在的冲突：管理者可能追求个人目标，如声望或建立帝国，而不是纯粹的利润最大化。
6. Customers | 客户
Customers are the source of revenue and the reason a business exists. Their interests centre on value for money — quality products at competitive prices, good customer service, and fair trading. A business that consistently fails to meet customer expectations will lose sales to competitors. In many markets, customers also care increasingly about ethical sourcing, sustainability, and corporate social responsibility.
客户是收入的来源，也是企业存在的理由。他们的利益集中在物有所值上——高质量的产品、有竞争力的价格、良好的客户服务和公平的交易。如果企业不断未能满足客户的期望，就会将销售额拱手让给竞争对手。在许多市场中，客户也越来越关注道德采购、可持续性和企业社会责任。
Customer power is especially strong in highly competitive markets. Tools like social media allow customers to share opinions instantly, amplifying their influence. Businesses must continuously monitor customer feedback and adapt products to maintain loyalty. However, giving customers everything they want, such as ultra‑low prices, can squeeze profit margins and conflict with employee wage demands or supplier relationships.
在高度竞争的市场中，客户力量尤其强大。社交媒体等工具使客户能够即时分享意见，放大了他们的影响力。企业必须持续监测客户反馈并调整产品以维持忠诚度。然而，一味满足客户的所有要求，如追求超低价格，可能会挤压利润空间，并与员工的工资要求或供应商关系发生冲突。
7. Suppliers and Creditors | 供应商与债权人
Suppliers provide the raw materials, components, or services a business needs. Their key objectives are regular orders, prompt payment, and long‑term contracts. A stable relationship with reliable suppliers ensures continuity of production and can lead to preferential terms. However, a business that squeezes supplier prices to reduce costs might cause supplier financial stress, risking delivery delays or quality drops.
供应商提供企业所需的原材料、零部件或服务。他们的主要目标是获得稳定的订单、及时的付款和长期合同。与可靠供应商建立稳定的关系能确保生产的连续性，并可能获得优惠条件。然而，企业若为了降低成本而压榨供应商价格，可能会导致供应商财务紧张，从而面临交货延迟或质量下降的风险。
Creditors, such as banks and bondholders, lend money to the business. They are interested in the firm's ability to repay debts with interest. Their stake is therefore tied to liquidity and solvency. Creditors often impose loan covenants — conditions that restrict certain risky business activities — to protect their interests. In the event of liquidation, creditors are entitled to be paid before shareholders, which gives them a powerful incentive to monitor business performance closely.
债权人，如银行和债券持有人，向企业提供贷款。他们关注的是企业偿还债务并支付利息的能力。因此他们的利益与企业的流动性和偿付能力紧密相连。债权人通常设置贷款契约——一种限制某些高风险商业活动的条件——以保护自身利益。在企业清算时，债权人有权在股东之前获得偿付，这使他们有强烈动机密切监视企业业绩。
8. Government and Regulators | 政府与监管机构
Governments have a multifaceted stake in businesses. They collect taxes on profits, employment, and sales. They are also responsible for setting the legal framework within which firms operate — employment law, health and safety regulations, environmental protection, and competition law. A government's objective is to foster economic growth, low unemployment, and a fair marketplace. Businesses that comply with laws and generate employment are viewed positively, while those that evade taxes or pollute face penalties.
政府对企业有多种利益。他们对利润、就业和销售征收税款。他们还负责制定企业运营所需的法律框架——劳动法、健康与安全法规、环境保护法和竞争法。政府的目标是促进经济增长、降低失业率和维持公平市场。遵守法律并创造就业的企业受到好评，而那些逃税或污染环境的企业则面临处罚。
Regulators, often government agencies, are tasked with enforcing specific rules in industries like finance, telecommunications, and utilities. Their influence can be substantial: they can impose fines, revoke operating licences, or mandate price caps. Pressure from regulators can force a business to alter practices, even if doing so reduces short‑term profitability.
监管机构通常是政府机构，负责执行金融、电信和公用事业等行业的特定规则。它们的影响力可能很大：可以处以罚款、吊销运营许可证或强制设定价格上限。来自监管机构的压力可以迫使企业改变做法，即使这样做会降低短期盈利能力。
9. Local Community and Society | 当地社区与社会
A business's physical presence affects the local community in various ways. Positive impacts include job creation, infrastructure development, and sponsorship of local events. Negative impacts can include noise, traffic congestion, air or water pollution, and strain on local resources. The community's stake is therefore a mix of economic benefits and quality‑of‑life considerations.
企业的实际存在以各种方式影响着当地社区。积极影响包括创造就业机会、基础设施建设和赞助当地活动。消极影响则可能包括噪音、交通拥堵、空气或水污染，以及对当地资源的压力。因此，社区的利益混合了经济利益和生活质量的考量。
Society at large, represented by pressure groups, nonprofits, and activist networks, cares about ethical practices, human rights, and environmental sustainability. Modern consumers and media hold businesses to account on issues such as child labour, carbon emissions, and fair trade. A single scandal can destroy brand value overnight, showing that the 'licence to operate' increasingly depends on societal approval.
以压力集团、非营利组织和行动网络为代表的社会整体，关注道德实践、人权和环境可持续性。现代消费者和媒体会在童工、碳排放和公平贸易等问题上追究企业责任。一起丑闻就可能在一夜之间摧毁品牌价值，这表明“经营许可”越来越依赖于社会认可。
10. Stakeholder Objectives and Conflicts | 利益相关者目标与冲突
Each stakeholder group pursues its own objectives, which are often incompatible with one another. The most classic conflict is between shareholders and employees: shareholders want cost minimisation to maximise dividends, while employees want higher wages and better conditions. Another typical conflict occurs between customers and businesses: customers demand low prices and high quality, while the business needs to cover costs and earn a profit.
每个利益相关者群体都追求各自的目标，而这些目标往往相互矛盾。最经典的冲突发生在股东和员工之间：股东希望成本最小化以实现股息最大化，而员工则希望更高的工资和更好的工作条件。另一个典型的冲突发生在客户与企业之间：客户要求低价和高质量，而企业需要覆盖成本并赚取利润。
Managers are frequently caught in the middle. A decision to relocate production overseas may satisfy shareholders by reducing costs, but it will upset employees and the local community. Similarly, adopting more sustainable packaging to please environmental pressure groups can raise costs, potentially reducing profits and upsetting both shareholders and price‑sensitive customers. Effective stakeholder management requires recognising these trade‑offs and negotiating a compromise whenever possible.
管理者常常处于两难境地。将生产转移到海外的决策可能会因降低成本而令股东满意，但会激怒员工和当地社区。同样，采用更可持续的包装以满足环保压力集团的要求可能会增加成本，从而可能减少利润，并令股东和对价格敏感的客户不满。有效的利益相关者管理要求认识到这些权衡，并尽可能通过谈判达成妥协。
11. Stakeholder Mapping: Mendelow's Matrix | 利益相关者映射：门德洛矩阵
To manage stakeholders systematically, businesses often use Mendelow's Power–Interest Matrix. This tool categorises stakeholders along two dimensions: their power to influence the business, and their level of interest in the business's activities. Based on these two variables, stakeholders fall into four quadrants, each requiring a different management approach.
为了系统性地管理利益相关者，企业常使用门德洛的权力–利益矩阵。该工具根据两个维度对利益相关者进行分类：他们影响企业的权力，以及他们对企业活动的兴趣水平。基于这两个变量，利益相关者落入四个象限，每个象限都需要不同的管理方法。
| Power/Interest | Low Interest | High Interest |
|---|---|---|
| High Power | Keep Satisfied (e.g. Government, institutional investors) | Key Players (e.g. major shareholders, key customers) |
| Low Power | Minimal Effort (e.g. general public, small suppliers) | Keep Informed (e.g. local community, activist groups) |
Key Players demand full engagement and close communication. Keep Satisfied groups have power but normally low interest; they must be kept content to avoid the risk of them moving into the Key Player box. Keep Informed groups lack power but have strong interest; regular updates can prevent them from forming coalitions. Minimal Effort groups require little attention beyond routine communication. Using this matrix helps managers allocate limited time and resources where they matter most.
关键参与者需要充分的参与和密切的沟通。保持满意群体拥有权力但通常兴趣较低；必须让他们保持满意，以避免他们迁移到关键参与者象限的风险。保持知情群体缺乏权力但兴趣浓厚；定期通报情况可以防止他们结成联盟。最低努力群体除常规沟通外不需要太多关注。使用这个矩阵有助于管理者将有限的时间和资源分配到最重要的地方。
12. Managing Stakeholder Relationships | 管理利益相关者关系
Building positive stakeholder relationships is an ongoing process. Effective communication is the cornerstone — providing accurate, timely information through meetings, reports, newsletters, or social media. Consultation with stakeholders during major decision‑making can reduce resistance and reveal ideas that improve outcomes. For example, involving employees in planning a new shift system can uncover practical issues early.
建立积极的利益相关者关系是一个持续的过程。有效的沟通是基石——通过会议、报告、通讯稿或社交媒体提供准确、及时的信息。在重大决策过程中与利益相关者协商，可以减少阻力，并发现能改善结果的思路。例如，让员工参与规划新的轮班制度可以尽早发现实际问题。
Businesses also use formal mechanisms like employee share‑ownership schemes to align the interests of staff with shareholders. Social and environmental audits, published sustainability reports, and stakeholder panels are ways to demonstrate accountability to external groups. Ultimately, a business that treats stakeholder relationships as transactional will often face conflict, whereas one that embeds stakeholder thinking into its culture gains resilience. This broader approach is encapsulated in the concept of corporate social responsibility (CSR), which holds that businesses should voluntarily integrate social and environmental concerns into their operations.
企业还运用正式的机制，例如员工持股计划，使员工的利益与股东保持一致。社会和环境审计、发布的可持续发展报告以及利益相关者小组，都是向外部群体展示责任担当的方式。归根结底，将利益相关者关系视为交易性的企业往往会面临冲突，而将利益相关者思维融入自身文化的企业则能获得韧性。这种更广泛的方法体现在企业社会责任（CSR）的概念中，即企业应自愿将社会和环境关切融入其运营之中。
For Cambridge A‑Level students, being able to apply stakeholder analysis to real‑world cases — such as a multinational manufacturer closing a factory — demonstrates high‑order thinking. Always consider conflicts, evaluate power and interest, and discuss how the business might balance competing pressures. Doing so will strengthen your answers whether you are analysing a case study or writing an essay.
对于剑桥A‑Level的学生来说，能够将利益相关者分析应用于真实案例——例如一家跨国制造商关闭工厂——体现了高阶思维能力。始终要考虑冲突，评估权力和利益，并讨论企业如何平衡各种相互矛盾的压力。无论是分析案例还是撰写论文，这样做都能使你的答案更具说服力。
Published by TutorHao | Business Revision Series | aleveler.com
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