1 perfect competition concept. Types of market structures: perfect competition, monopolistic competition, oligopoly and monopoly. Marginal cost-marginal revenue method

5.2.1 General

Every organization has stakeholders in its activities, each of which has its own needs and expectations.

Organizational stakeholders include:

Consumers and end users;

employees of the organization;

Owners/investors (such as shareholders, individuals or groups, including the public sector, who have a specific interest in the organization);

Suppliers and partners;

Society in the form of various associations and government structures that the organization or its products have an impact on.

5.2.2 Needs and expectations

The success of an organization depends on understanding and meeting the current and future needs and expectations of current and potential customers and end users, as well as understanding and considering the needs and expectations of others. interested parties.

To understand and meet the needs and expectations of interested parties, an organization needs to:

Identify your stakeholders and maintain a balance of ability to respond to their needs and expectations;

Convert identified needs and expectations into requirements;

Communicate the requirements to all personnel in the organization;

Focus on process improvement to deliver value to stakeholders.

To meet the needs and expectations of customers and end users, the management of an organization should:

Understand the needs and expectations of their customers, including potential customers;

Establish the main characteristics of products intended for its consumers and end users;

Determine and evaluate the competitive environment in your market;

Identify market opportunities, weaknesses and future competitive advantages.

Examples of needs and expectations of customers and end users of the organization's products:

Compliance with the requirements;

Reliability;

Availability;

Supply;

Activities after the end of the product life cycle;

Price and life cycle cost;

Product safety;

Responsibility for product quality;

Environmental impact.

An organization should determine the needs and expectations of its employees for recognition of their performance, job satisfaction, and development. Such attention helps ensure the most complete engagement and the most strong motivation workers.

An organization should determine financial and other results that meet the established needs and expectations of owners and investors.

Management needs to consider the potential benefits to the organization from partnering with suppliers to create value for both parties. The partnership should be based on a joint strategy, knowledge sharing, and profit and loss sharing.

In establishing partnerships, organizations should:

Identify key vendors and other organizations as potential partners;

To jointly achieve a clear understanding of the needs and expectations of consumers;

To jointly achieve a clear understanding of the needs and expectations of partners;

Set goals that provide opportunities for ongoing partnerships. In considering its relationship with society, an organization should:

Demonstrate responsibility for health and safety;

Take into account the impact on the environment, including the conservation of energy and natural resources;

Identify applicable legal and other regulatory requirements;

Identify the current and potential impact of its products, processes and activities on society in general and the local community in particular.

5.2.3 Legislative and other mandatory requirements

Management should ensure that the organization is aware of the legal and other regulatory requirements that apply to its products, processes and activities and should incorporate these requirements into the quality management system. You should also pay attention to:

Explanation of compliance with current and future requirements in terms of ethics, effectiveness and efficiency;

Benefits for stakeholders from improved compliance;

The role of the organization in protecting the interests of the community.

A stakeholder is any person or group of people who can influence the success or failure of a strategy, both before, during, and after it is completed. Stakeholders are divided into external and internal, including those who will make certain investments in the strategy, such as necessary products and services, funding, approval of decisions, and other resources.

1. Entrepreneurs and shareholders, investors;

2. Banks and creditors;

3. Partners and suppliers;

4. Buyers, clients and potential clients;

5. Management;

6. Employees, labor councils and trade unions;

7. Competitors;

8. Government (local, regional, national, international) and regulators;

9. Professional associations, trade groups;

10. Funds mass media;

11. Non-governmental organizations;

12. Public, social, political, religious interest groups, communities related to protection environment.

Additional stakeholders and groups may depend on specific circumstances. Some stakeholders may have a clear formal organization, others may not.

To conduct the analysis, the student should do the following work:

1. Create a list of all stakeholders;

2. Analyze the interests of stakeholders;

3. Analyze potential conflicts of interest with or between stakeholders;

4. Describe the mechanism for the participation of stakeholders in the implementation of the strategy;

5. Develop an economic scheme for the interaction of stakeholders and the object of course design.

The characteristics of the participation mechanism can be presented in tabular form, the layout of which is presented in Table 8.

Table 8. Characteristics of stakeholder participation

Interested party	Needs	Adequate Participation Mechanism

The economic scheme of stakeholder interaction consists of their schedule and explanations. The steps for building a circuit include:

1. Finite element formulation

2. Construction of the links included in the final element and the elements that these links create

3. Construction of the links included in them with the elements that create these links

5. When it is no longer possible to create any new real connection in the structural diagram being created, it is necessary to find those elements of the resulting structural diagram that are influenced by environmental factors of interest (marked with dotted lines).

6. Establishment of signs of connections and quantitative values.

7. Simplification.

The main criteria for constructing an economic scheme for the interaction of stakeholders:

1. All elements of the block diagram must be of the same system level.

2. There can be no "dead-end" elements in the block diagram, that is, elements that do not have any outgoing connection. Their presence characterizes the inadequacy of the analysis of relationships. If the connections are insignificant, they must be removed.

3. In the block diagram, there cannot be elements that do not have any incoming links.

4. When establishing links between two elements, one should avoid omitting intermediate elements in this connection.

5. It is desirable to have each element of the system homogeneous and not including components that have differences in relationships.

6. Having formed block diagram, it is necessary to check whether there are no links in it that duplicate each other.

As a conclusion, the student needs to highlight the most important stakeholders influencing the implementation of the strategy, draw a conclusion about the most likely and costly conflict situations and possible protective measures of the strategy.

Table 9 provides an example of a stakeholder analysis.

Table 9 - Stakeholder Analysis

Interested party	Needs	Adequate Participation Mechanism
Owner	- self-realization - profit making; - enterprise stability.	- direction of retained earnings for development; - Creation of a professional team of top managers.
Buyers, potential clients	- low price products; - good product quality; - good competent service, - warranty service.	- making purchases; - sending complaints, complaints; - participation in the evaluation of sellers.
Partners, suppliers	- long-term cooperation; - timely payment for their services, released goods; - sale of their products;	- acceptance of the offer; - its anti-crisis programs;
Employees	- secured social package; - receiving additional bonuses; - moral satisfaction; - good working conditions; - job security; - growth wages	- fulfillment of their official duties, manifestation of initiative - increasing one's professionalism; - compliance with disciplinary requirements; - participation in the program of economical use of electricity.
Competitors	- attracting our customers; - "sight" on our suppliers	- profitable offer, competent marketing moves, stocks, etc.; - sending offers with more favorable conditions
Banks and credit organizations	- reliability of the borrower; - receiving interest for a loan, timely repayment of the principal debt.	- granting credit for development;
Tax authorities	- timely payment of taxes	- provision of a tax credit or deferment.

Analysis of project effects

The effects of activity are multidimensional. Conventionally, they can be divided into economic, scientific and technical, social and environmental. These effects are of different quality, but interrelated. They characterize the result of activity separately or jointly, but always only according to their own criteria and indicators. AT term paper you should list the effects in the form of quantitative or qualitative parameters, dividing into groups and assessing the positive or negative impact of your recommendations for improving activities on social development.

8. Production plan (action plan)

The production plan (action plan) is a predetermined procedure for implementing a program, performing work, or carrying out activities. The main task is to convince potential partners that the company will be able to produce the required amount of goods or services of the required quality in the right time. The developer must show that he is really able to organize efficient production. Production planning includes a system of calculations to justify the volume of production, range, range and quality of products (services). The planned period should not be less than the time during which the critical production program will be not only achieved, but also significantly blocked. The list of fixed assets, the calculation of depreciation deductions, and a breakdown of material costs are given as initial data when drawing up a production plan. In this section, you should consider the break-even level for which you need to build a sales forecast in the section financial plan. The production plan is the basis for compiling a sales forecast for periods (years, months, etc.). The dimension of the calculation table of the production plan in the future must be copied to the financial plan and balance, investment plan.

The formation of a corporate social policy involves the definition of its goals and content, i.e. subject and priorities. The solution of this problem within the framework of the strategic approach to CSR makes it necessary to identify interested parties and their social needs, social problems and trends, assessment of the company's resource capabilities and determination possible way response to the identified requests and problems of stakeholders, the formation of a system of relevant social obligations and their formalization.

Thus, the process of forming a CSP should begin with an analysis of the internal and external social environment for doing business. Analysis internal environment in the context of forming the company's social policy, it involves identifying key internal stakeholders, assessing the quality of the company's human and social capital, the psychological climate in the team, the level of corporate culture, the degree of satisfaction of the company's personnel with working conditions, the level of non-financial (personnel, professional, social) risks. For these purposes, methods for measuring the value of relevant intangible assets, in particular the human and social capital of the company, questionnaires and interviews can be used. various categories employees, other methods of peer review and sociometric analysis.

Analysis external environment conducting business in order to form a CSP involves, first of all, identifying external stakeholders, their requests, long-term social trends and socially significant problems; analysis of the assessment of the company's reputation by external stakeholders, as well as the identification of possible advantages of competing companies in social sphere(more favorable working conditions, more high level wages and social protection, corporate culture, opportunities career development etc.). In this regard, it is of no small importance to take into account the features of the structure (type) of the market, since it is precisely the features competitive environment prevailing in a particular market, the degree of intensity of competition necessitates the formation of competitive advantages, including through the CSP.

Identification of stakeholders, their requests and expectations, social trends and problems is of decisive importance for the formation of an effective CSP and, as a result, for ensuring the company's long-term competitive advantages. As noted in a study by the European Academy of Business and Society ( EABIS), strategic management stakeholders is a platform that links corporate responsibility and strategic management, allowing the company to strengthen and develop its resources, capabilities, knowledge, relationships, social capital and reputation .

As noted in Chapter 7, the formation of the modern concept of CSR was greatly influenced by stakeholder theory. The consequence of its penetration into the concept of CSR was the personification of the social responsibility of business organizations and the specification of its subject. To a large extent, it was under the influence of this theory that business realized the need to build a corporate strategy and KSD taking into account the needs of stakeholders.

Stakeholder Relationship Management(stakeholder management) is an actively developing area of ​​theory and practice 2

control ticks. At the same time, in domestic management science, the problems of identifying stakeholders and interacting with them have become the subject of research and discussion relatively recently. As a rule, they are considered primarily in the context of the formation of an overall corporate strategy. The proposed approaches, methods and tools for identifying and positioning stakeholders, mechanisms for interacting with them can also be used to develop social strategy and company policies, as they are universal.

At present, stakeholder relationship management is a common practice for many foreign companies and is considered by them as an essential condition for building a business and social corporate strategy. It should be noted that the basic principles for building effective interaction between companies and stakeholders are fixed in the series international standards AA1000, as well as in the Global Guidelines for Reporting in the sustainable development (GRI- 3, GRI-A). The fundamental principle is considered "inclusion" which involves taking into account the requests of interested parties at all stages of the organization's management process.

As an example of companies that consistently build a system of interaction with stakeholders, we can cite Nestle and Unilever. In Russia, the first attempts to build relationships with stakeholders were demonstrated by BAT-Russia in 2001.

The study of the experience of Russian companies, on the contrary, shows that today only large Russian companies, market leaders are interested in identifying the requests and expectations of stakeholders, assessing the possibilities of taking them into account in the company's activities and its strategy. The most active in this matter are companies entering the international markets, or forced to bear greater social responsibility (for example, city-forming). At the same time, as the results of the USAID study (2008) showed, the very mechanism for identifying and interacting with stakeholders is in the process of formation.

Important to remember

Stakeholder Relationship Management Process (stakeholder management) should include four interrelated aspects: 1) stakeholder analysis; 2) determination of the nature (method) of response to the identified requests and expectations of interested parties; 3) formation of a mechanism for interaction with them; 4) performance evaluation and reporting.

• - stakeholder positioning ( stakeholder mapping), i.e. their systematization relative to each other, classification by the strength of the impact on the company in order to identify key stakeholder groups;
• - identification (identification) of requests of the main groups of interested parties.

Rice. 93.

On practice detection (identification) stakeholders involves answering the following key questions: which companies, organizations, social groups, individuals are the company's current stakeholders; which companies, organizations, individuals can be potential stakeholders; what stakeholder groups exist.

The result of the first stage of the stakeholder analysis should be a clear understanding of all stakeholder groups of the company. In the context of the formation of the CSP, the latter involves the identification of those groups of organizations, social groups and individuals for whom the social policy of the company or the implementation of any particular social project can have a direct or indirect impact, as well as stakeholders that can influence the formation and implementation of the CSP.

As the practice of companies that carry out the identification of stakeholders shows, most often the process of their identification is carried out by an expert, and the selection of stakeholder groups is based on the presence of common interests, a common problem, or equal positioning of stakeholders in relation to the company. Among methods, most commonly used by companies in practice, should be called:

• - expert analysis of the internal and external environment of the company (can be carried out by the company's CSR manager; specially formed from representatives of various departments of the company working group; through a survey of the heads of the company and its structural divisions; external consultants engaged);
• - analysis of information about the company in the media, information networks;
• - dialogue with the local community and other social groups.

Stakeholder identification can result in a company stakeholder cards, which gives a visual representation of their number and composition. As an example, let's take a map of stakeholders of Baltika Brewing Company LLC (Fig. 9.4).

Rice. 9.4.

Positioning stakeholders involves their classification in order to identify key stakeholders, which, in turn, requires the definition of criteria and methods for their classification. The solution of this problem in practice makes it necessary to search for answers to a number of questions: what is the nature and strength of the influence of one or another interested party on the company; which one has the greatest impact on financial flows the company and the formation of its competitive advantages; what is the nature of the company's influence on stakeholders.

As noted above, the methods for identifying and criteria for positioning stakeholders in order to develop a company's business strategy can also be used to form a corporate social strategy and policy. Thus, the classification of stakeholders to determine the goals and priority areas of the PCB can be carried out on the basis of the following criteria:

• - the position of a group of stakeholders in relation to the company (internal, external stakeholders);
• - the nature of the impact of the company's activities on stakeholders (direct, indirect);
• - the degree of dependence of stakeholders on the company (strong, weak);
• - the degree of stakeholder interest in the company (high, low);
• - the degree of possible influence of one or another group of stakeholders on the company (strong, weak);

the nature of the possible influence on the company's strategy (support, do not support, oppose, etc.);

The significance of a particular group of stakeholders for the company (key, developing).

These criteria allow us to identify several groups of stakeholders (Fig. 9.5).

Rice. 9.5.

The classification of stakeholders, carried out in order to form a PCB, first of all involves identifying a group main stakeholders. This group should include individuals, groups of individuals (social groups), organizations, communities that are directly related to the company, i.e., on the one hand, are directly affected by its activities, are highly dependent on it and, as a result , demonstrate a high interest in building long-term, mutually beneficial relationships with it, and on the other hand, they are able to have a significant impact on the company.

In terms of the positioning of stakeholders in relation to the company, the main stakeholders can be divided into internal and external groups. Obviously, in the context of the formation of the PCB, the main internal stakeholder is company personnel. However, in practice, in order to select priority areas for the CSP and increase its effectiveness, it is necessary to allocate separate categories personnel (the most qualified core, young professionals, women, etc.) for a more detailed study of their requests.

The external social environment of the company has a more complex structure, which makes the task of identifying external stakeholders a rather serious problem. As main groups of external stakeholders, as a rule, they consider the population of the region where the company operates, its individual categories, various social groups, much less often - society as a whole.

For companies with a significant number of stakeholders, in order to determine the priority areas of social policy, it is important to identify key groups (key stakeholders). Since the importance of stakeholders for a company is traditionally determined primarily by the degree of their influence on financial flows, then the key internal Stakeholders traditionally include the most important categories of personnel from this point of view: the most qualified and efficient employees, as well as employees engaged in structural divisions, the functioning of which has the greatest impact on the results and efficiency of the company. in the group of key external stakeholders should include: family members of the company's employees; population of the regions in which the company's enterprises operate (the latter is especially important for city-forming enterprises).

Along with the key ones, it is advisable to single out a group developing stakeholders , which can include stakeholder groups that can become key in the future: young people living in the region where the company operates (as potential employees), students of specialized educational institutions.

Considering the classification of external stakeholder groups, one cannot help but pay attention to stakeholders who have an indirect, very indirect relationship to the company, but at the same time, as practice shows, on the one hand, they are able to have a very significant impact on it, and on the other hand, may receive either certain benefits from the CSD of certain companies (external positive effects), or experience the negative consequences of their activities (external negative effects). Examples of external positive effects can be improved quality human capital and quality of life, reduction of social risks and social stability, examples of negative external effects are the degradation of the social capital of society, the growth of social spending by the state.

To the group external indirect stakeholders should include competing companies, bodies state power all levels, public organizations, various social groups and society as a whole. These groups of stakeholders can also influence the formation of the PCB. For example, KSD of competing companies can significantly intensify competition in the labor market, pressure from trade unions can force the employer to be more socially responsible, and pressure from the media can force the company to contribute to solving the social problems of the local community. Government authorities have the opportunity both to stimulate and encourage the CSD of companies, and to impose certain sanctions on companies that demonstrate socially irresponsible behavior.

The pressure from stakeholders on the company's behavior and decisions can be so significant that it can be said that pressure groups. They may include public organizations, trade unions, mass media, formal and informal communities, including the Internet community. The experience of many companies - and among them there are quite a few well-known and successful ones - indicates that the ability of stakeholders to influence the company (including through Internet technologies and social networks) is constantly growing.

Important to remember

Identification of the main groups of stakeholders, identification of a group of key stakeholders is the basis for determining the goals and priority areas of the CSP, a condition for its effectiveness.

The next step in the stakeholder analysis and at the same time the step towards the formation of the CSP should be identification and evaluation(in terms of a company's choice of a possible response) expectations and requests of key stakeholders, as well as emerging social trends.

The solution of this problem in practice requires the search for answers to the following questions: what goals and values ​​are most important for stakeholders; what are their requests and preferences, the most significant, from their point of view, social problems.

Obviously, the needs and preferences of stakeholders are influenced by many factors: economic, social, national, sectoral, geographic, territorial, historical and cultural, etc. Generalization of the experience of large international companies allows us to talk about the presence of diverse and dynamically changing needs and preferences of the main groups of stakeholders, in particular the personnel of companies and the local community.

Let us note only two more and more obvious trends characteristic of the economically developed countries of the world: 1) formation of a new hierarchy of values(increasing the importance of free time and expanding opportunities for development while reducing the importance of high wages and career growth); 2) increasing the level of social responsibility of stakeholders(customers, consumers, personnel, etc.) and, as a result, the formation of a set of relevant requests in relation to the business.

The extremely limited experience of Russian companies in terms of identifying stakeholder requests does not allow us to draw conclusions about the preferences of companies in using certain stakeholder analysis methods and their comparative effectiveness, as well as about the typical system of values ​​and preferences of employees of these companies.

An analysis of publications, research results, and experts' points of view indicates that in most Russian companies the decision on the expediency of implementing certain social programs and projects is not based on identifying stakeholder requests, but under the influence of other factors: the views of the company's management, external pressure, the severity of a particular social problem, the company's resource capabilities, and finally, market factors. At the same time, identifying the requests of stakeholders involves building a dialogue with them, monitoring their interests and expectations on a regular basis, assessing their degree of satisfaction with ongoing projects and programs, informing them about the goals and content of ongoing programs and projects, and the results of their implementation.

The ideas that have developed so far about the most typical requests of certain stakeholder groups are the result of expert assessments based on data obtained in the course of various types of research. The diagram below (Fig. 9.6) reflects the most significant social demands and expectations from the point of view of key stakeholder groups (staff and the local community). The inclusion of a list of requests from shareholders, the state and society in this scheme makes it possible to see possible areas of intersection of interests of stakeholders in the social sphere. However, it is obvious that this scheme gives only the most general, framework idea of ​​possible social demands and expectations of stakeholders.

Rice. 9.6.

To determine the content and main directions of the company's social policy, it is also important to analyze the identified social needs and problems in order to determine the nature of these requests: whether the identified expectations are short-term, reflecting the interests of a small group of people, or are we talking about long-term social trend(request), reflecting the interests of a significant part of society. An example of this kind of social trends (requests) is the formation of a public demand for increasing the social responsibility of business, in particular, increasing the responsibility of the company as an employer. In the USA and European countries, among the factors influencing the choice of a company in which they would like to work, university graduates are increasingly citing the factor of the company's reputation as socially responsible. Ignoring long-term socially significant trends can lead to a decrease in the competitiveness of the company and its sustainability.

When forming a PCB, it should be taken into account that the interests of various stakeholders may not coincide. Among them may be those who receive obvious benefits from the activities of the company, and those who are harmed by the activities of the company. A classic example is the conflict of interests of shareholders and company managers, shareholders and staff, managers and staff. The implementation of social projects and programs can also lead to a conflict of interest. For example, there may be a discrepancy between the requests of employees of a local community company, positions regarding the assessment of the priority and sequence of solving certain social problems and their severity.

In connection with this rises set to coordinate the interests of stakeholders, evaluating the potential benefits from taking into account the requests of some stakeholder groups and the potential threats from ignoring others. The latter involves searching for answers to the following questions: what are the potential benefits from meeting the needs of a certain group of stakeholders and the possible consequences of ignoring the interests of other groups, both for themselves and for the company; which stakeholder groups can benefit (lose) from the implementation of certain social projects and programs; whose interests are more taken into account by the implemented social policy; whether a conflict of interest can be avoided. Incorrectly set priorities, underestimation of the importance of informing stakeholders, neglect of the principles of building a corporate communication pyramid can lead not only to a decrease in the effectiveness of the KSD, but also to the degradation of the company's social capital.

Important to remember

One of the most important tasks at the stage of formation of the PCB, the choice of its priority areas is analysis of the company's resource capabilities on the implementation of the identified requests of stakeholders and the solution of their social problems. This is about financial, material, human and organizational resources of the company, which can be directed to the KSD. These resources are called social investment.

The main source of social investment is the profit of companies. The latter explains the fact that in the Russian Federation there is a fairly widespread point of view, according to which only large, financially stable companies can afford to be socially responsible and carry out CSD. Of course, a company with stable financial indicators? can implement more social projects and programs, reach out to a wider circle of people. However, and "just good business", complying with the requirements of the law, ethical standards and rules, the basic principles of responsibility and sustainable development, with good reason can be recognized as socially responsible. The point is not only in the amount of funds directed to the KSD, but also in the attitude towards them as investments that can provide a long-term socio-economic effect.

At the stage of formation of the PCB, it is useful to study the possibility and expediency of joining efforts in the implementation of certain social projects with other companies, local authorities or non-profit organizations. The latter is of great importance, since the implementation of social obligations in some cases can provide a company with a competitive (innovative) advantage, while in others it can put it at a disadvantage compared to competing companies (for example, due to an increase in social spending). In addition, it should be taken into account that the fulfillment of individual obligations of the company in comparison with collective obligations is always associated with a greater risk.

At the same time, the development of a new social technology or the implementation of a social project can improve the company's reputation, create additional competitive advantages. As a result of such socially oriented activities, new social standards may arise, which will serve as a kind of entry barrier to the market for other companies. Overcoming these barriers and introducing social standards and technologies into the activities of an ever-wider range of companies will testify to the process of formation and consolidation of the CSR institution.

Important to remember

An analysis of the company's resource capabilities allows you to determine the way (nature) of the company's response to the identified requests of stakeholders, determine the strategy or line of its behavior in relation to one or another of their groups, as well as the required amount of social investment.

A study of the experience of foreign companies shows that the following are applied in practice: strategies: monitoring of identified problems (consultations, negotiations with stakeholders); active participation in solving the problem and the adoption of appropriate social obligations to stakeholders; formation and implementation of relevant types of corporate policy; cooperation for the purpose of joint participation in solving problems and satisfying the requests of interested parties, integrating them into the management and decision-making process or ignoring, neutralizing, counteracting them. It is easy to see that these possible lines of behavior of the company reflect the varying degree of its involvement in the CSD, the dominant approach in the company to understanding the content and forms of CSR implementation. When determining the method of response, the appropriate line of behavior of the company and assessing the possible risks associated with this, it is advisable to take into account the strength of influence on it of one or another interested party.

For example, in relation to such a group of stakeholders as the personnel of a company (the direct benefits of meeting the requests of which are obvious, just as the high level of threats caused by ignoring the requests of employees is obvious), the proactive behavior that involves the formation and implementation of corporate social policy.

Stakeholder relationship management also involves building interaction mechanism(communication systems) with them ( stakeholder engagement): on the one hand, in order to identify their requests, on the other hand, to inform about the priority areas of the KSD, relevant decisions, as well as the results of its implementation and evaluation of effectiveness. Thus, this stage of stakeholder management is both the stage that completes the formation of the CSP and the process that allows you to obtain the information necessary for its adjustment in the future.

In Russia, one of the first attempts to trace the main methods of dialogue with stakeholders used by Russian companies, was undertaken as part of the USAID study in 2008. A study conducted in 2012 showed that there were no fundamental changes in this area. The results of the study confirmed that companies consider the following as the main ways of communicating with stakeholders: various events(conferences, round tables, seminars - 92% of respondent companies); speeches and publications in the media (95%); informing through the corporate website (89%). At the same time, the results of the study indicate that the share of methods and mechanisms of bilateral and multilateral communications with stakeholders, such as joint expert work, participation in the work of public chambers, civil examinations and public hearings, has noticeably increased. In general, experts note that methods of one-sided informing stakeholders about their activities dominate, while methods of interaction that allow them to identify their expectations and preferences are clearly not used enough. It is also noteworthy that companies are engaged in a dialogue with a limited range of stakeholders (government authorities, the media, NGOs, political parties representatives of the local community).

In this regard, it is of undoubted interest to study the experience of foreign companies, primarily in terms of building trusting relationships between company management and staff, various ways of conducting a dialogue with employees (using information networks, spending days open doors, joint corporate events, monitoring the degree of staff satisfaction with working conditions in the company, studying expectations, needs and preferences through surveys, etc.).

Building a dialogue with stakeholders, primarily with the company's personnel and the local community, through regular meetings of management with representatives of these groups, surveys, analysis of any available information (complaints, claims, reasons for the transfer of employees to other companies, discontent of the local community, publications in the media and in social networks) along with the analysis of objective indicators of the state of the human and social capital of the company, its reputation are the most important conditions for the formation of an effective CSP.

Identification of stakeholder requests, their interests and the most significant social problems for them, the choice of how to respond to them allows the company to build corporate value system, as well as their respective goals of the KSD and KSP, which can be reflected in the mission of the company.

Important to remember

From positions modern approaches to strategic management the definition and formalization of the mission and strategy of the company should be carried out only after identifying and identifying long-term social trends and requests from key stakeholders.

A brief description of the main tasks and functions, the implementation of which involves the process of managing relations with stakeholders, allows us to conclude that stakeholder management is a rather complex management process, an important condition for the development of both business and social corporate strategies. The practical application of methods and tools of stakeholder management in order to identify stakeholders and their requests is also evidence of the company's implementation of an integrated or strategic approach to CSR.

• Lenssen G., Pertini F., Tencati L., Lacy P. Guest Editorial // Corporate Governance: International Journal of Business and Society. 2007 Vol. 7. No. 4. P. 352.
• A company's mission is usually understood as an official formalized position that reflects the core values ​​and goals that it adheres to in its activities (including in relation to CSR).