Stakeholder Mapping
This technique emphasizes stakeholders as real people rather than abstract categories.
Names and Faces Approach
Freeman argues managers should focus on this observable dimension rather than attitudes.
Behavior
This mindset seeks solutions that satisfy multiple stakeholders simultaneously.
Integration
Freeman argues that companies should “overspend” on this stakeholder group because complaints reveal innovation opportunities.
Customers
This activity help managers identify which specific individuals or subgroups have the most influence on a decision.
Stakeholder Segmentation
The three behavioral dimensions managers should assess are current behavior, competitive threat, and this.
Cooperative Potential
This type of thinking assumes that helping one stakeholder harms another.
Tradeoff Thinking
This discipline’s tools—segmentation, research, listening—should be applied to all stakeholders.
Marketing
Mapping stakeholders helps managers avoid this common cognitive trap that assumes interests inherently conflict.
Tradeoff Thinking
This type of stakeholder behavior can reveal opportunities for innovation, as seen in customer complaint systems.
Constructive Negative Feedback
Freeman argues that stakeholder interests do this “over time,” making integration possible.
Go Together
Telecom companies historically “overspent” on this stakeholder group to maintain legitimacy.
Regulators
This mapping output identifies who can affect or be affected by the firm's purpose.
Stakeholder Map
This company sent the wrong executives to engage critics, demonstrating a failure to understand stakeholder behavior.
XAB Company
This industry example shows how environmentalists, regulators, and customers can all benefit from integrated design.
Automotive/SUV Redesign Example
Chemical companies often overspend on this stakeholder group to rebuild trust.
Environmentalists
This company in the chapter mismanaged customer innovators by treating them as threats rather than partners.
ABC Company
Freeman argues that misreading stakeholder behavior often leads to this costly managerial pattern.
Escalating Conflict
Integration strategies often require reframing the firm’s purpose as this kind of system.
Joint Value-Creation System
This mindset treats stakeholders as sources of insight, not obstacles.
Innovation Through Stakeholder Mindset