with economic globalization and increasingly fierce competition, the enterprise's business was more influenced by stakeholders. nowadays, "stakeholder management” is widely used in the practices of large enterprises such as coca cola, johnson & johnson, and others. enterprise performance should be evaluated through stakeholders that reached a consensus in the theory field [1]. as a consequence of this, it is necessary to carry out stakeholder management strategies in changing environments. business stakeholders, or organizational members participating in common business processes, hold different perspectives on matters such as the setting of a group, organizational goals and values, allocation of resources, distribution of rewards, policies, procedures, and task assignments [2]. so they are conflicting stakeholders. the emphasis of stakeholder management strategies is on how to exploit conflicting stakeholders to maximize the firm’s value. freeman argues that a prerequisite to effective strategic planning is the identification and analysis of those parties who can affect the implementation of the organization’s strategic programs or be affected by them [3]. enterprises identify the interests of stakeholders and satisfy their  expectations through various forms. that can improve the company's performance. the success or failure of the development project depends on how effectively managers address these expectations.

the rest of this article is structured as follows: section 2 introduces the ssm and stakeholder management. section 3 introduces cbr, discusses how to use ssm in stakeholder management and proposes our methodology of integrating ssm and the cbr to build a strategy model. section 4 is the conclusion.   

enterprise external environments, competitors and regulatory work change rapidly. internally, the needs and requirements of stakeholders are changing. meanwhile, different stakeholders involved in this business action,  are conflicting stakeholders, and have their own benefits and perspectives. so the early stage of building stakeholder management strategy frequently is characterized by multiple perspectives. this decides ssm is useful especially at the initial stage of strategy.

a soft system (ssm)is characterized by having: certain limit conditions; no agreement about the precise ives of the system; qualitative rather than quantitative ives; no single solution, but a range of equally valid alternative solutions; a need for involvement of all those affected by the system. ssm recognizes that different individuals will have diverse perceptions of the situation and different preferable outcomes. it recognizes these differenc