stakeholder-mapping as

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Exam code:7131

Stakeholder power and interest

Stakeholder mapping is a strategic process used to identify and analyse individuals or groups that have an interest in a project or business
- It takes into account the level of interest and degree of power they hold
- It helps a business identify appropriate strategies for managing relationships with stakeholders

Group A stakeholders have low interest and little power
- The needs of these stakeholders can usually be ignored
- However, the growth of social media means that the concerns of this group can be amplified more successfully than ever before
Group B stakeholders have high interest but little power
- This group needs to be kept informed to give them a sense of belonging and encourage their support
- Little effort is usually required to achieve this — a newsletter or informative website may be enough
  - E.g. the local community
Group C stakeholders have low interest but are powerful
- Satisfying this influential group is important
- These stakeholders must feel included, and their power must be acknowledged
  - E.g. the media. Businesses in certain sectors make great public relations efforts to keep the media “onside” through press conferences and media events
Group D stakeholders have both high interest and a high degree of power
- These are key players — they must be fully informed and satisfied
  - E.g. shareholders and employees

In April 2025, a multi-billion pound investment in a major new Universal theme park and resort in Bedford was announced
The project has to juggle very different stakeholder needs during the planning and construction phase
Mapping each stakeholder by interest and power shows how managers can handle them

Group A: Minimal effort (low power / low interest)

Stakeholder	Why they sit here	Management tactics
Potential visitors who live far from Bedford	They will not engage until the park nears opening They are counted in the long‑term forecast of 8.5m visitors in Year 1	Light‑touch monitoring of travel trend data and social media chatter Costly promotional activity is not needed yet

Group B: Keep informed (high interest / low power)

Stakeholder	Evidence of high interest	Management tactics
Residents of nearby Stewartby, Lidlington and Kempston Hardwick	Concerns over traffic, flooding and pressure on house prices have been expressed in the local press and social media	Regular newsletters, drop‑in sessions and a public engagement website have been set up
Small local businesses (e.g. cafes, B&Bs)	92% of locals support the scheme but want clarity on openings and supply deals	A supplier registration portal has been set up for local businesses to bid for contracts Regular briefings are provided through Bedford’s Chamber of Commerce

Group C: Keep satisfied (low interest / high power)

Stakeholder	Evidence of high power	Management tactics
National media	Coverage in popular newspapers, such as The Sun and Daily Mail, can affect public mood and investor confidence	Proactive press days are planned, as well as fast factual responses to queries Regular visual updates are provided on the progress of the build
Lenders	Universal’s owner, Comcast, may need to borrow to fund the multi-billion pound build Banks and other lenders can alter borrowing terms	Detailed project‑risk reports are prepared Site tours are planned during the construction phase

Group D: Key players (high interest / high power)

Stakeholder	Evidence of power and interest	Management tactics
Bedford Borough Council	Controls local planning processes It is concerned about the impact on housing and the potential strain on local services	A joint steering group has been established Traffic-easing measures and agreements on infrastructure upgrades have been reached
UK government	Signed the investment deal and wants the company to deliver a £50bn economic boost and 28,000 jobs	Universal provides quarterly progress reports and meets with government ministers It has ensured it complies with the government’s environmental targets
Key construction and rail upgrade contractors	Decide on build pace, safety and how effectively budgets are met E.g. a new station is to be built at Kempston Hardwick	Effective contracts have been drawn up and are regularly reviewed Universal has agreed to make incentive payments for on‑time delivery