Stakeholders
Map who is affected by a business decision. Compare incentives, resistance and trade-offs, then plan the actions needed for a workable transition.
- Inside
- Owners and management
- Employees
- Outside
- Customers
- Suppliers and partners
- Government and community
Watch out: Write what each group wants or fears; a list of names is not analysis.
On a case
Closing a loss-making rural bank branch.
- Inside
- Staff: transfers
- Outside
- Customers: next branch 20 km away
- Regulator: rural coverage rules
- Village leaders
Illustrative case. Figures and conditions below are assumptions for practice, not market data.
A rural branch can lose money while providing essential access. Staff need workable transfers, customers need a practical way to deposit and withdraw, and village leaders may worry about exclusion. The regulator's actual requirements need confirmation before closure is treated as an option.
Assume the nearest alternative is 20 km away. Compare customer travel cost and digital access, not only the branch's rent saving. A banking correspondent or scheduled service might reduce cost while preserving access, but reliability, cash availability and approval requirements must be tested.
Recommend a transition only if service and compliance conditions are met. Give an accountable owner to staff transfers, customer communication and the replacement channel. Measure failed transactions and unresolved complaints after the change, and retain a fallback if vulnerable customers lose access.
Sources and further reading
- HM Treasury: The Green Book (2026)
Guidance on comparing options, costs, benefits, uncertainty and distributional effects. This is appraisal methodology, not Indian legal guidance.