GCSE OCR Business: Stakeholders – Key Points | GCSE OCR 商务：利益相关者 考点精讲

📚 GCSE OCR Business: Stakeholders – Key Points | GCSE OCR 商务：利益相关者 考点精讲

A business does not operate in isolation. It constantly interacts with a wide range of individuals and groups who have a genuine interest in its success, its decisions, and its impact. These are called stakeholders. For GCSE OCR Business, understanding who stakeholders are, what they want, and how they can influence business behaviour is essential for analysing real-world case studies and for scoring high marks in exam questions on business decisions and ethics.

企业并非在真空中运营。它始终与各种各样的个人和群体互动，这些个人和群体对企业的成功、决策和影响有着切实的利益关系。他们被称为利益相关者。在 GCSE OCR 商务课程中，理解谁是利益相关者、他们想要什么、以及他们如何影响企业行为，对于分析真实案例研究、在企业决策与道德伦理相关考题中斩获高分至关重要。

1. What Are Stakeholders? | 什么是利益相关者？

Stakeholders are any individuals, groups, or organisations that have a direct or indirect interest in the activities and performance of a business. They can influence the business or be affected by its decisions, objectives, and policies. This concept goes far beyond just the owners or shareholders.

利益相关者是对企业的活动和绩效有着直接或间接利益关系的任何个人、团体或组织。他们可以影响企业，或受到企业决策、目标和政策的影响。这一概念远不止于所有者或股东。

A key distinction must be made between shareholders and stakeholders. Shareholders own a part of the company through shares and are primarily interested in financial returns. Stakeholders include shareholders, but also many other parties such as employees, customers, the local community, government, and pressure groups. A business must balance the potentially conflicting expectations of all these groups.

必须区分股东与利益相关者。股东通过股票拥有公司的一部分，主要关心财务回报。利益相关者既包括股东，也包括许多其他方面，如员工、顾客、当地社区、政府和压力团体。企业必须平衡所有这些群体可能相互冲突的期望。

Recognising the breadth of stakeholders is crucial for modern businesses. Ignoring the needs of a powerful stakeholder group can lead to boycotts, strikes, regulatory fines, or reputational damage, all of which can harm long-term profitability.

认识到利益相关者的广泛性对现代企业至关重要。忽视强大利益相关群体的需求可能导致抵制、罢工、监管罚款或声誉损害，这些都会损害长期盈利能力。

2. Internal Stakeholders: Owners, Managers, and Employees | 内部利益相关者：所有者、管理者与员工

Internal stakeholders are those within the business. The main internal stakeholders are owners (or shareholders), managers, and employees. Each has distinct objectives that often influence strategic direction.

内部利益相关者是企业内部的人员。主要的内部利益相关者包括所有者（或股东）、管理者和员工。每一方都有独特的目标，往往会影响企业的战略方向。

Owners and shareholders typically seek high profits and a strong return on their investment. They want the value of their shares to increase and may expect regular dividends. In a small business, the owner may also value independence and control over decision-making.

所有者和股东通常追求高利润和强劲的投资回报。他们希望股价上涨，并可能期望定期获得股息。在小型企业中，业主可能还会重视独立性和对决策的控制权。

Managers are responsible for running the business day-to-day. Their objectives often include achieving performance targets, earning bonuses, gaining job security, and advancing their careers. They may favour growth and expansion even if it reduces short-term profit, and this can cause tension with owners.

管理者负责企业的日常运营。他们的目标通常包括达成业绩指标、赚取奖金、获得工作保障和促进职业发展。他们可能倾向于增长和扩张，哪怕这会降低短期利润，这可能与所有者产生矛盾。

Employees want fair pay, safe working conditions, job security, and opportunities for training and promotion. They may also seek flexible working hours and recognition for their efforts. A motivated workforce can increase productivity, while dissatisfied employees can reduce quality or even take industrial action.

员工希望获得公平的薪酬、安全的工作条件、工作保障以及培训和晋升机会。他们还可能寻求灵活的工作时间和对其努力的认可。有积极性的员工能提高生产率，而不满的员工可能降低质量甚至采取劳工行动。

3. External Stakeholders: Customers, Suppliers, and the Local Community | 外部利益相关者：顾客、供应商与当地社区

External stakeholders exist outside the business but are directly affected by its operations. Three key groups are customers, suppliers, and the local community. Their objectives frequently shape the business’s reputation and market position.

外部利益相关者存在于企业外部，但直接受其运营影响。三个关键的群体是顾客、供应商和当地社区。他们的目标常常塑造企业的声誉和市场地位。

Customers want high-quality products at fair prices, excellent customer service, and safe, reliable goods. They are increasingly concerned about ethical sourcing and environmental sustainability. Through their purchasing power, customers can reward or punish a business, making them possibly the most influential stakeholders.

顾客希望以公道的价格获得高质量的产品、优质的客户服务以及安全可靠的商品。他们日益关注道德采购和环境可持续性。通过其购买力，顾客可以奖励或惩罚企业，使其可能成为最具影响力的利益相关者。

Suppliers depend on the business for orders and aim to build long-term, profitable relationships. They want prompt payment, clear communication, and fair treatment. A business that constantly squeezes supplier margins may find its supply chain becomes unreliable, or suppliers may prioritise other customers.

供应商依赖企业的订单，并旨在建立长期、有利可图的关系。他们希望及时收到付款、清晰沟通和公平对待。不断挤压供应商利润的企业可能会发现其供应链变得不可靠，或者供应商可能会优先对待其他客户。

The local community is concerned with jobs created by the business, but also traffic congestion, noise, pollution, and the general impact on local infrastructure. A factory that provides employment might be welcomed, but if it generates excessive waste or disrupts residents, community opposition can lead to planning restrictions or protests.

当地社区关心企业创造的就业机会，也关心交通拥堵、噪音、污染和对当地基础设施的整体影响。一个提供就业岗位的工厂可能受到欢迎，但如果它产生过多废物或干扰居民，社区的反对可能导致规划限制或抗议。

4. External Stakeholders: Government, Pressure Groups, and Competitors | 外部利益相关者：政府、压力团体与竞争者

Beyond the immediate commercial environment, businesses must also consider the government, pressure groups, and even competitors, all of whom can influence strategy.

除了直接的商业环境，企业还必须考虑政府、压力团体，甚至竞争者，所有这些都能影响企业战略。

The government seeks to ensure businesses comply with laws (e.g., employment, environmental, health and safety), pay taxes, and contribute to economic growth. It may offer grants or incentives for activities such as exporting or using renewable energy. The government can also introduce new legislation that significantly raises costs, making it a highly powerful stakeholder.

政府力求确保企业遵守法律（如就业、环保、健康和安全法）、缴纳税款并为经济增长做出贡献。它可能为出口或使用可再生能源等活动提供补助或激励。政府还可以出台大幅提高成本的新法规，使其成为一个权力极大的利益相关者。

Pressure groups are organisations that campaign for specific causes, such as environmental protection (Greenpeace), animal rights, or workers’ rights. They use tactics like social media campaigns, boycotts, and negative publicity to force businesses to change practices. A clothing retailer linked to sweatshop labour can face severe reputational damage driven by pressure group activity.

压力团体是为特定事业（如环保、动物权利或工人权利）开展运动的组织。他们使用社交媒体活动、抵制和负面宣传等策略，迫使企业改变做法。与血汗工厂劳动力有牵连的服装零售商可能面临由压力团体活动驱动的严重声誉损害。

Competitors are also stakeholders because a firm’s actions affect the competitive landscape. Aggressive pricing, innovative products, or marketing campaigns can directly impact rival businesses. Competitors may respond by lowering prices, improving quality, or lobbying against certain market practices, so their reactions must be anticipated.

竞争者也是利益相关者，因为一家公司的行动会影响竞争格局。激进的定价、创新产品或营销活动会直接影响竞争对手。竞争者可能通过降价、提高质量或游说反对某些市场做法来回应，因此必须预见他们的反应。

5. Stakeholder Objectives | 利益相关者的目标

Each stakeholder group holds distinct and often measurable objectives. Understanding these is essential for spotting potential conflicts and for evaluating the impact of business decisions in exam case studies.

每一利益相关群体都持有独特且通常可量化的目标。理解这些目标对于发现潜在冲突以及在考试案例研究中评估企业决策的影响至关重要。

A summary of common stakeholder objectives:

常见利益相关者目标总结：

Stakeholder (利益相关者)	Typical Objectives (典型目标)
Owners / Shareholders	High profits, dividends, share price growth (高利润、股息、股价增长)
Employees	Fair wages, job security, safe working conditions, training (公平工资、工作保障、安全条件、培训)
Customers	Value for money, quality, ethical products, good service (物有所值、质量、道德产品、优质服务)
Suppliers	Regular orders, prompt payment, long-term contracts (定期订单、及时付款、长期合同)
Local Community	Employment, low pollution, support for community projects (就业、低污染、支持社区项目)
Government	Tax revenue, legal compliance, economic growth (税收、守法、经济增长)
Pressure Groups	Specific social or environmental improvements (特定的社会或环境改善)

A business will rarely be able to fully meet all these objectives simultaneously. The need to prioritise and compromise is at the heart of stakeholder management.

企业很少能同时完全满足所有这些目标。优先排序和妥协的需要，正是利益相关者管理的核心所在。

6. Stakeholder Conflict | 利益相关者冲突

Conflict arises when the objectives of different stakeholder groups pull in opposite directions. For GCSE exams, you must be able to identify these tensions and suggest how a business might resolve them.

当不同利益相关群体的目标背道而驰时，就会产生冲突。在 GCSE 考试中，你必须能够识别这些紧张关系，并建议企业可能如何解决。

A classic conflict is between shareholders and employees. To increase profits and dividends, a business may want to keep wages low. However, employees want higher pay. If pay does not rise, employee motivation and productivity may fall, which can in turn damage profits in the long run.

一个经典的冲突是股东与员工之间的冲突。为了增加利润和股息，企业可能想压低工资。然而，员工希望加薪。如果薪酬不涨，员工积极性和生产率可能下降，从长远看反而损害利润。

Customers and shareholders can also clash. Customers desire low prices and high quality, but these often raise costs and reduce profit margins. A business might cut corners on quality to save money, pleasing shareholders short term but driving customers away later.

顾客和股东也可能发生冲突。顾客期望低价和高质量，但这些往往会增加成本并降低利润率。企业可能通过降低质量来省钱，短期内取悦股东，但随后会赶走顾客。

The local community and shareholders may conflict over environmental investments. Installing pollution filters or creating green spaces costs money, reducing profit. However, ignoring the community can lead to protests, bad publicity, and eventually higher costs from fines or boycotts.

当地社区和股东可能在环境投资上发生冲突。安装污染过滤器或修建绿地需要花钱，会减少利润。然而，忽视社区可能导致抗议、负面宣传，并最终因罚款或抵制而增加成本。

Suppliers and the business itself may experience conflict over payment terms. The business wants long payment periods to manage cash flow, while suppliers prefer to be paid quickly. Pushing suppliers too hard can cause supply disruptions.

供应商和企业自身可能在付款条件上发生冲突。企业希望较长的付款期以管理现金流，而供应商则希望尽快收到付款。过分挤压供应商可能导致供应中断。

7. Stakeholder Power and Influence | 利益相关者权力与影响力

Not all stakeholders have equal power. The ability of a stakeholder group to influence business decisions depends on factors such as their economic weight, degree of organisation, and legal rights.

并非所有利益相关者都拥有同等权力。一个利益相关群体影响企业决策的能力取决于其经济分量、组织程度和法定权利等因素。

Customers hold significant power through their ability to switch to competitors or organise boycotts. Social media amplifies this power, as one negative review can reach millions. Large corporate customers who place bulk orders can demand lower prices and better service.

顾客通过转向竞争者或组织抵制的力量拥有重大权力。社交媒体放大了这种权力，因为一条负面评价可以传达成百上千万人。下大额订单的企业客户可以要求更低价格和更好服务。

Employees can exert power through trade unions, collective bargaining, and strikes. Skilled workers who are hard to replace have even greater bargaining strength. In contrast, low-skilled workers with many available replacements have less influence over management decisions.

员工可以通过工会、集体谈判和罢工施加权力。难以替代的熟练工人具有更强的议价能力。相反，可替代性强的低技能工人对管理决策的影响力较小。

The government holds legal power and can pass laws, impose fines, or revoke operating licences. It can also influence business through taxation and subsidies. This regulatory power makes government a stakeholder that no business can afford to ignore.

政府拥有法定权力，可以通过法律、处以罚款或吊销运营执照。它还可以通过税收和补贴影响企业。这种监管权力使政府成为任何企业都不可忽视的利益相关者。

Pressure groups can wield considerable influence even without formal legal or economic power. Through media coverage, public campaigns, and mobilising public opinion, they can damage a brand’s reputation so severely that consumers change their buying habits and sales plummet.

压力团体即使没有正式的法律或经济权力，也能施加相当大的影响力。通过媒体报道、公众活动和动员舆论，他们可以严重损害品牌声誉，以至于消费者改变购买习惯，销量暴跌。

8. Stakeholder Mapping: The Power/Interest Matrix | 利益相关者映射：权力/利益矩阵

A useful tool for analysing stakeholders is the power/interest matrix. This helps a business prioritise stakeholder engagement by categorising stakeholders based on their level of power and their level of interest in the business’s activities.

一个分析利益相关者的有用工具是权力/利益矩阵。该矩阵通过根据权力高低和对企业活动的利益程度对利益相关者进行分类，帮助企业确定利益相关者参与的优先级。

The matrix has four quadrants:

该矩阵有四个象限：

• High power, high interest – Key players. They require maximum attention and active management. Example: a major shareholder or a government regulator monitoring the industry closely.
• 高权力，高利益 – 关键参与者。他们需要最大程度的关注和积极管理。例如：主要股东或密切监控行业的政府监管机构。
• High power, low interest – Keep satisfied. They have the ability to act, but are not currently highly engaged. Example: a local authority that can grant planning permission but normally does not intervene unless issues arise.
• 高权力，低利益 – 令其满意。他们有能力采取行动，但目前参与度不高。例如：一般情况下不干预，但有权授予规划许可的地方当局。
• Low power, high interest – Keep informed. They care a lot but lack direct influence. Example: a small local environmental group or individual community members. Good communication can prevent them from becoming disruptive.
• 低权力，高利益 – 保持告知。他们很关心但缺乏直接影响力。例如：小型地方环保团体或个别社区成员。良好沟通可以防止其成为破坏性力量。
• Low power, low interest – Minimal effort. They are not particularly worried and have little ability to affect the business. Example: small suppliers who are easily replaced or members of the general public with no direct connection.
• 低权力，低利益 – 最少努力。他们不太担心，也几乎没有能力影响企业。例如：易于替换的小型供应商或无直接联系的公众成员。

Using this matrix, a business can allocate resources wisely. For instance, a supermarket planning a new store would map the local council (high power, high interest) as a key player, while a distant sustainability group with little local following might be low power and require only minimal monitoring.

利用这一矩阵，企业可以明智地分配资源。例如，一家计划开设新店的超市会将地方议会（高权力、高利益）列为关键参与者，而一个在当地追随者很少的遥远可持续发展团体可能权力低、只需极少的监控。

9. Managing Stakeholder Relationships | 管理利益相关者关系

Effective stakeholder management is about balancing competing demands and maintaining good communication. Businesses use a range of strategies to manage relationships and reduce conflict.

有效的利益相关者管理在于平衡相互竞争的需求并保持良好的沟通。企业使用一系列策略来管理关系和减少冲突。

Communication and consultation are the most basic methods. Regular meetings with employee representatives, newsletters for the local community, annual reports for shareholders, and satisfaction surveys for customers keep stakeholders informed and provide an early warning of dissatisfaction.

沟通与咨询是最基本的方法。与员工代表定期会议、为当地社区提供通讯简报、为股东提供年报、以及针对顾客的满意度调查，都能使利益相关者知情，并预警不满情绪。

Compromise and negotiation happen when objectives directly clash. For example, a business facing demands for higher wages could offer a smaller wage increase plus a performance-related bonus. With suppliers, it might agree to faster payment in exchange for a discount, satisfying both parties to some degree.

妥协与谈判发生在目标直接冲突时。例如，面对加薪要求的企业可以提供较小的工资涨幅外加绩效奖金。对待供应商，它可能同意加快付款以换取折扣，从而在一定程度上满足双方。

Corporate Social Responsibility (CSR) programmes go beyond legal obligations to address stakeholder concerns. A company might sponsor local sports teams, reduce carbon emissions voluntarily, or ensure ethical supply chains. CSR can build goodwill with customers, employees, and the community, reducing the risk of conflict.

企业社会责任 (CSR) 计划超越法律义务，以回应利益相关者的关切。公司可以赞助当地运动队、自愿减少碳排放，或确保道德供应链。CSR 能在顾客、员工和社区中建立好感，降低冲突风险。

Investor relations and transparency are vital for managing shareholders. Clear explanations of how decisions benefit the long term can prevent shareholder revolts. When a business reinvests profits into sustainable practices rather than paying high dividends, explaining the future payoff is key.

投资者关系和透明度对于管理股东至关重要。清晰解释决策如何有助于长期发展，可以防止股东反抗。当企业将利润再投资于可持续实践而非派发高额股息时，解释未来的回报是关键。

10. The Importance of Stakeholders for Business Success | 利益相关者对商业成功的重要性

Ultimately, long-term business success depends on building positive relationships with all key stakeholders. Neglecting stakeholders may boost short-term profit but often leads to serious problems down the line.

归根结底，长期的商业成功取决于与所有关键利益相关者建立积极关系。忽视利益相关者可能会提升短期利润，但往往会在将来导致严重问题。

Businesses that actively engage stakeholders are more likely to enjoy customer loyalty, motivated employees, reliable suppliers, and community support. This reduces risk and creates a stable environment for growth. For example, Unilever’s Sustainable Living Plan aimed to grow the business while reducing its environmental footprint and increasing its positive social impact, which strengthened its brands and stakeholder trust.

积极与利益相关者互动的企业更有可能获得顾客忠诚、员工积极性、可靠的供应商和社区支持。这降低了风险，为增长创造了稳定的环境。例如，联合利华的可持续生活计划旨在发展业务的同时减少环境足迹和增加积极的社会影响，从而强化了其品牌和利益相关者的信任。

In contrast, a business that ignores stakeholder concerns can face severe consequences. A classic example is BP’s Deepwater Horizon oil spill in 2010. The disaster devastated the local community and environment, led to massive fines, sparked shareholder lawsuits, and severely damaged the company’s reputation for years. The costs far exceeded any savings from inadequate safety procedures.

相反，忽视利益相关者关切的企业可能面临严重后果。一个经典案例是 2010 年英国石油公司（BP）的深水地平线漏油事件。这场灾难摧毁了当地社区和环境，导致巨额罚款，引发股东诉讼，并严重损害了公司多年的声誉。其代价远远超过因安全程序不足而节省的任何成本。

Exam questions frequently ask you to evaluate the importance of different stakeholders in a given scenario. You should always argue that while satisfying stakeholders can increase costs in the short term, it is usually essential for maintaining a competitive advantage, brand image, and long-term profitability. This balanced evaluation is what examiners look for in high-level responses.

考试题目经常要求你评估在特定情境下不同利益相关者的重要性。你应当始终论证，尽管满足利益相关者可能在短期内增加成本，但通常对于维持竞争优势、品牌形象和长期盈利能力至关重要。这种平衡的评估正是考官在高分答案中所寻找的。

Published by TutorHao | GCSE Business Revision Series | aleveler.com

更多咨询请联系16621398022（同微信）