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Clearly, each stakeholder group considers itself in some way 
a client of the organisation
, thus 
broadening the debate about organisation effectiveness. 
3.6 Stakeholder mapping: power and interest 
Mendelow (1991) suggests that stakeholders may be positioned on a matrix whose axes are power held 
and likelihood of showing an interest in the organisation's activities. These factors will help define the 
type of relationship the organisation should seek with its stakeholders. 
C 
D 
A 
B 
Level of interest 
Power 
High 
Low 
Low 
High 
(a) 
Key players
are found in segment D: strategy must be 
acceptable
to them, at least. An example 
would be a major customer. These stakeholders may even participate in decision-making. 
(b) 
Stakeholders in segment C must be treated with care. While often passive, they are capable of 
moving to segment D. They should therefore be 
kept satisfied
.
 
Large institutional shareholders 
might fall into segment C. 
(c) 
Stakeholders in segment B do not have great ability to influence strategy, but their views can be 
important in influencing more powerful stakeholders, perhaps by lobbying. They should therefore 
be 
kept informed
.
 
Community representatives and charities might fall into segment B. 
(d) 
Minimal effort is expended on segment A. 
A single stakeholder map is unlikely to be appropriate for all circumstances. In particular, stakeholders 
may move from quadrant to quadrant when different potential future strategies are considered. 
Stakeholder mapping is used to assess the 
significance 
of stakeholder groups. This in turn has 
implications for the organisation. 
(a) 
The framework of