STAKEHOLDER CONCEPT IN INTERNATIONAL BUSINESS

Current trends in changes in the behavior of consumers, employees, investors directly affect the relationship between stakeholders and companies in any field of activity. Analysis of corporate social responsibility reports shows that more and more companies understand the need to implement social responsibility in business. International companies have always been under close public scrutiny, as globalization processes have both positive and negative consequences for the countries in which they operate. The theoretical foundations of interaction with stakeholders are laid down in the concept of stakeholders, which aims to achieve a balance between the goals of the organization and the interests of society, as well as the optimal integration of interests and needs of stakeholders in the company. Any company constantly interacts with different groups with different interests. The organization of effective interaction with stakeholders in modern situation is one of the conditions for ensuring its competitiveness. The article considers the peculiarities of the application of the concept of stakeholders by international companies, analyzes the approaches to determining the company's stakeholders and areas of interaction with them. The process of planning interaction with stakeholders begins with a study of the company's capabilities, identification of stakeholders in its activities, identifying their interests and needs, exploring ways to interact with them. Examples of successful global companies in determining the priority areas of social responsibility depending on the interests and needs of stakeholders in different countries are given. Established relationships with stakeholders make it possible to increase trust in the company, which is especially important for international companies, its image; attract qualified staff and increase the loyalty of internal stakeholders, and as a result increase efficiency; reduce risks; strengthen relations with business partners, etc.