如何进行利益相关者分析(以福特中国为例)

前言：本人硕士毕业于海外（英国），故此范例为英文：Step 1如何寻找stakeholder（利益相关者）：

Step 2建立stakeholder analysis matrix（根据利益interest和影响influence去考虑）：Key stakeholders of Ford China Analysis

Step 3根据上述matrix，寻找key stakeholder：

Step 4 相关阐释（为什么那些利益相关者是key——不要你觉得，一定要拿出你的道理说服别人，这点很关键）：

1.1 Ford Motor Company

Ford Motor company makes an effort on its strategy in Asian Pacific Region and established Ford China as a crucial subsidiary in this area. As the parent company, it enjoys the final decision on all the activities Ford China plans to conduct. Therefore, its goal is the supreme target of Ford China’s Strategy.

1.2 Changan Motor Company, Jiangling Motor Company & Mazda Motor Company

All Changan, Jiangling and Mazda have a strategic partnership with Ford China. According to Ford China (2016), Changan, Ford, and Mazda commonly aim at constructing a “world-class engine base” and corporately built up Changan Ford Mazda Automobile (shareholding situation: Changan 50%, Ford 35%, and Mazda 15%). Besides, to dominate a SUV (sports utility vehicle) market in China, Ford China collaborates with Jiangling to set up a joint venture (shareholding position: Jiangling 64% and Ford 32%). All Changan, Jiangling and Mazda are essential shareholders of the companies cooperating with Ford China, thereby, their every determination on the joint venture will considerably influence Ford China. Therefore, the strategic themes of Ford China are closely related to them.

1.3 4S shops

In China, 4S (Sale, Sparepart, Service, and Survey) shops are the dealers of Ford vehicles. They are the formal sales channel of Ford motors. If their relationship with Ford has several barriers, a problem of Ford motors selling might emerge in China. Hence, financially, it affects the in come/sales volume of Ford China’s strategy.

1.4 Customers

As a customer-centralised company, Ford China takes a tremendous consideration on Chinese customers to optimise their services to be customer-oriented. In a competitive market, if the quality of Ford China productions and/or its aftersales are not relatively high, fewer original

owners will re-purchase a second Ford vehicle when their primary motors meet the expiration. In addition, if the word of mouth is not sufficiently excellent, a smaller number of potential customers will reveal. They are the objectives in Ford China’s strategy on customer perspective.

1.5 Employees

As a company in second-tier industry and focusing on aftersales services, Ford China has hired exceeding 20,000 employees (Ford China, 2016). They all are important components in Ford China’s strategy on learning & growth perspective, without which the strategy cannot be achievable ultimately.

1.6 Buick Motor Company & Chevrolet Motor Company

In China motor indust ry, Buick and Chevrolet are Ford’s two main competitors. Their marketing activities are considerably concerned by Ford China on account of maintaining competitiveness in the motor industry. They are significant benchmarking objectives of Ford China on internal perspective.

1.7 China Association of Automobile Manufactures

China Association of Automobile Manufactures (CAAM) supervises all the issues in terms of motor industry in China. Therefore, Ford China and all its activities are taken into CAAM’s consideration. All activities Ford China undertakes and participates in are monitored by CAAM and should be under its regulation, and every dispute Ford China is involved in will be c oordinated by CAAM. Thus, it externally impacts on Ford China’s strategy on all perspectives.