Frederick Case
According to Frederick et al., (1992) “the company should take into consideration the needs, interests and influences of people and groups who either impact on or may be impacted by its policies and operations”. Nowadays organisations are given a great deal of stress due to confronting requests for answers from different groups of stakeholders (Clement, 2005). Mainardes et al. (2011) added that these stakeholders can make contributions to or give vital resources to organisations while both of their interests having to be suffice because of a continuous interacting relationship between stakeholders and organisations. Hill and Jones (1998) mentioned it is essential for current companies to find out who the stakeholders are, analyse their interests and how they work, particularly those stakeholders who are significant to survival of organization and have ability to satisfy corresponding needs.
The UK’s large retailers enhance the economy development by “the employment opportunities they create and the wages and salaries their employees earn, the dividends they pay their shareholders, the profits they retain to fund future growth and the taxes they generate for the government” (Jones et al., 2005). Meanwhile an increasing amount of retailers are study and research some of the correlative “sustainability agendas” (Jones et al., 2005). “Urban regeneration, the sourcing of local foods, the vitality of market towns and ethical trading” are major “sustainability agendas” (Jones et al., 2005).
Tesco, for instance, declare a special issue on “the regeneration of deprived communities and on the reclamation of derelict land” and 950 new regeneration jobs in Shettleston, Warrington and Batley would be created from 2003 to 2004 increasing the amount of these jobs to 3,200 since 1999 (Tesco, 2003). These regeneration programs are considering development of new stores built for serving “local communities” to cooperating with “public