SUMMARY
When assessing business goals, an insurance company is forced to consider the diverse interests of various stakeholders, who might be considered to resemble a kind of informal coalition. Such stakeholders may be less than cooperative, with conflicting and even competing interests. However, such interested parties should be considered as a unified whole, the contradictory components of which define the composition of an organisation’s path of development.Based on the stakeholder theory and the resource-based concept of competitiveness, this article analyses the optimal communication behaviour of insurance providers in the Russian market. This is aimed towards building an equivalent system for the exchange of resources with their stakeholders, with the manner of such exchange depending on the significance of these acquirable resources. The subject of this study is a way towards accessible resources, one that implies the setting of an adequate exchange price for the most significant resources. In the insurance market, these resources are represented by insurance premiums.The nature of cause-and-effect relationships between macro factors and financially stable companies in the insurance industry was defined, impacts on the current system of relationships in the insurance business are identified. Statistical data on the Russian insurance market situation was established and compared in graphic format, ll of which results serve as data to inform a novel ‘resource exchange’ model.The novelty of this analysis is evident by the straightforward utility of the results of technical analyses, which have relevance to stakeholders in both the public and private sectors. This study touches upon the cultural impact of the insurance business in Russia and reveals the focus of top management during periods of growth and decline in the market. Further, the article articulates the pressing argument that a non-equivalent insurer-stakeholder exchange problem can be solved by establishing a strategic state program for the development of the insurance industry. This can help to lay foundations not only for compulsory insurance, but for the statutory regulation of non-compulsory insurance. As such, these conclusions will also be of interest to those in the fields stretching from social policy to economics to government administration. Finally, insurance companies can adopt the present findings as a framework for strategic risk management, regardless of their business scale and territorial affiliation.