| Course | BMB 670 Music Business Leadership and Ethics |
|---|---|
| Module | Module 8 |
| Paper type | graduate assignment analyzing stakeholders of a music event and their claims |
| Length | About 1,030 words, 6 pages |
| Format | APA 7 student paper |
| School | Southern New Hampshire University |
| Program | MBA in Music Business |
| Updated | October 2026 |
Free sample paper for BMB 670 Module 8
Stakeholder Analysis of the Farm Festival
[Student Name]
Southern New Hampshire University
BMB 670: Music Business Leadership and Ethics
Module Eight Assignment
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Stakeholder Analysis of the Farm Festival
Introduction
The festival takes place over three days each July on a 640-acre farm about twenty-five miles from Columbus, leased from the family that has owned it for four generations. Each festival day brings roughly 22,000 visitors into a rural township whose year-round population is about 4,800. The township's trustees renew the festival's event permit each year, and in 2025 the permit hearing drew more objections than ever before. This paper identifies the festival's stakeholders beyond its customers and staff, ranks them, describes what each is owed and proposes how the company should engage them before the 2026 hearing.
Identifying Stakeholders
Freeman (1984) drew the stakeholder circle wide, taking in anyone whose fortunes rise or fall with what a firm does, or who can change what it does. Around the festival site, that includes eleven groups: the landowning family; the township trustees; the county sheriff and the township fire department; about 300 households within two miles; three churches with Sunday services during the festival; local businesses such as restaurants, gas stations and motels; farmers whose fields border the access roads; the creek that runs along the farm's eastern edge and the wildlife in it; the waste hauler and recycling contractor; the state transportation department, which manages the access route; and future attendees, whose experience depends on the festival keeping its permit.
Evidence of Interests
The company's 2025 records and the permit hearing provide evidence. Neighbors filed forty-one noise complaints, most about bass after 10 p.m. Traffic backed up 2.5 miles on the state route at peak arrival on Friday, delaying residents and an ambulance. After load-out in the rain, the creek ran visibly cloudy for two days, prompting a call to the county soil and water district. The festival produced thirty-eight tons of waste, of which 22 percent was recycled or composted. The landowning family raised concerns about soil compaction in parking fields. Local businesses, on the other hand, earned about $1.4 million over the weekend by the chamber of commerce's estimate, and two churches said parking on their lots made Sunday services difficult.
Ranking Stakeholders
Mitchell et al. (1997) proposed sorting stakeholders on three attributes: whether they can force the organization's hand, whether their claim is seen as proper and whether it presses for attention now. A group holding all three earns the label definitive, and its claims come first.
Stakeholder salience
| Stakeholder | Power | Legitimacy | Urgency | Type |
|---|---|---|---|---|
| Township trustees | High | High | High, permit due | Definitive |
| Landowning family | High | High | Moderate | Dominant |
| Nearby households | Moderate, through trustees | High | High | Dependent becoming definitive |
| Sheriff and fire department | High | High | Moderate | Dominant |
| Creek and wildlife | None directly | High | Moderate | Dependent |
| Local businesses | Low | Moderate | Low | Discretionary |
| Churches | Low | High | Moderate | Dependent |
The neighbors are the most important shift: they have little direct power, but their complaints at the hearing gave them influence through the trustees.
What Each Is Owed
Some obligations are legal: the permit's noise limit of 85 decibels at the property line until 11 p.m., traffic plans approved by the sheriff and state rules on stormwater runoff. Others are ethical. Compliance and ethics are not the same thing (Treviño & Nelson, 2021), and the festival met its noise limit on most nights while still disturbing neighbors who were promised a good relationship. The creek has no voice but a strong claim, since the company's activity caused the runoff. Churches are owed an arrangement that lets their services go on.
Conflicts Among Stakeholders
Some claims conflict. Local businesses want more attendees and longer hours; neighbors want fewer and earlier. The landowning family earns rent from parking fields that compact its soil, and would earn more if parking expanded. The sheriff prefers a single controlled entrance for security, while the transportation department and neighbors favor a second entrance to cut queues on the state route. Future attendees want the festival to continue, which depends on satisfying the trustees, who answer to residents.
These conflicts cannot all be resolved, but some can be reduced. A later Sunday start benefits churches and neighbors at little cost to businesses, since Sunday attendance builds in the afternoon. A second entrance, designed with the sheriff to keep screening at both, serves traffic and security together. Rotating parking fields across years lets soil recover while keeping the family's rent. Where conflicts remain, such as the end time of the last set, the company should explain its choice publicly and show that neighbors' concerns were weighed.
Engagement Plan
The company will hold a neighbors' meeting in March at the township hall, presenting a noise plan with a lower bass limit after 10 p.m. and a staffed complaint line answered within fifteen minutes. A traffic plan developed with the sheriff and the state will add a second entrance and timed arrival windows. A waste and water plan will add silt fencing along the creek, ground protection mats in parking fields and a target of 50 percent waste diversion. The company will pay for church parking attendants and shuttle service on Sunday morning. After the festival, it will publish a short report to the township on complaints, traffic times, waste and creek monitoring. Owners: the operations director for traffic, waste and water, and the chief executive for neighbor and township relations.
Measuring Relationships
The company will track five measures each year and share them with the trustees: noise complaints per festival day, peak traffic queue length on the state route, creek turbidity readings upstream and downstream of the site before and after the event, the share of waste diverted from landfill and the results of a short survey mailed to the 300 nearest households. Targets for 2026 are fewer than fifteen noise complaints, a queue under one mile, no measurable rise in downstream turbidity, 50 percent diversion and a majority of surveyed neighbors rating the festival's communication as good. These measures turn the engagement plan into commitments the trustees can check.
Conclusion
The festival's future depends as much on its neighbors, its landowner and its township as on its fans. Ranking stakeholders shows that the neighbors and the creek, though they have little direct power, carry strong claims, and the engagement plan addresses them before the permit hearing rather than after.
References
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Pitman.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. The Academy of Management Review, 22(4), 853-886. https://doi.org/10.2307/259247
Treviño, L. K., & Nelson, K. A. (2021). Managing business ethics: Straight talk about how to do it right (8th ed.). Wiley.
What the BMB 670 Module 8 instructions ask for
The Module Eight assignment in BMB 670 asks you to analyze the stakeholders of a music business or decision. You typically identify the groups affected, describe their interests and claims, assess their influence and importance, and recommend how the organization should engage them. Strong submissions go beyond customers and employees to include communities, regulators, the environment and partners, show where stakeholder claims conflict, use a framework to prioritize rather than treating all groups equally, and recognize that stakeholders with little power can still have strong ethical claims. Graders also look for practical engagement plans with specific actions, owners and timing.
How this BMB 670 Module 8 stakeholder analysis assignment example is built
The paper identifies eleven stakeholders and summarizes the evidence of each one's interests: forty-one noise complaints from roughly 300 nearby households, a 2.5-mile traffic backup on the state route, a creek that ran cloudy after load-out in the rain, thirty-eight tons of waste with only 22 percent diverted, the landowning family's concerns about soil compaction, and local businesses that earn about $1.4 million over the weekend. Using the salience framework of power, legitimacy and urgency, it ranks the township trustees, neighbors and landowner as definitive or dependent stakeholders. It sets out what each is owed and proposes an engagement plan built around a neighbors' meeting, a traffic plan and a waste and water plan before the permit hearing.
Where the BMB 670 Module 8 rubric puts the points
The rubric for stakeholder analysis usually considers the completeness of stakeholder identification, accuracy of interests and claims, use of a prioritization framework, ethical reasoning about obligations, the engagement plan and writing. Top papers identify stakeholders without a voice, such as the natural environment or future attendees, use evidence of each group's interests, apply the framework thoughtfully and distinguish between what the organization must do legally and what it owes ethically. They propose actions that could be carried out and measured, and they say how results will be shared with the stakeholders themselves. Papers lose credit for lists without analysis, for ranking only by power, for ignoring the environment and for engagement plans without owners or dates.
BMB 670 Module 8 help: the mistakes that cost points
Stakeholder papers often produce long lists with a sentence each. Choose the stakeholders who matter most and analyze them with evidence. Use a framework such as power, legitimacy and urgency to rank them, but remember that a group with little power, such as neighbors without a vote on the township board, can have a strong moral claim. Separate legal obligations from ethical ones; meeting a noise ordinance is not the same as being a good neighbor. Make the engagement plan concrete, with meetings, commitments and measures, and set it before the decision point, such as a permit hearing. Where claims conflict, say how you weighed them.
Get BMB 670 Module 8 written to your instructions
Send the BMB 670 Module 8 assignment and your organization. The paper will identify stakeholders, rank them with a salience framework, describe what each is owed and set out an engagement plan with owners and dates. Usually two days; a first paper is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
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BMB 670 Module 8 questions, answered
Where can I find a free BMB 670 Module 8 Stakeholder Analysis sample?
This page offers a complete BMB 670 Module 8 stakeholder analysis of a farm music festival and its community.
What is stakeholder salience?
A way of prioritizing stakeholders by their power to influence the organization, the legitimacy of their claims and the urgency of their demands.
Who are the stakeholders of a music festival?
Attendees, artists, staff and volunteers, the landowner, neighbors, local government and emergency services, local businesses, sponsors and the natural environment.
Does a business owe anything to stakeholders with no power over it?
Ethically, yes; a stakeholder's claim can rest on being affected by the business, even if it cannot influence decisions.
How should a festival engage its neighbors?
By meeting them before the event, sharing plans for noise, traffic and cleanup, providing a contact during the event and reporting afterward on what was done.