Abstract This paper is a documentation of analysis of two multinationals in relation to their communication strategy particularly concerning their shareholders. The two companies analyzed in this paper are Apple Inc and 3M. These companies have contrasting organizational structures and deal with different products. On the other hand, both companies operate in many countries and have a significant number of stakeholders in their operations. The circumstances affecting the environment in which communication is done within each company is a major consideration in this paper. An analysis of the situations has also been done. Future courses of action have also been suggested for these companies in order for them to maintain profitable operations. Introduction and Background Apple Inc and 3M are two American companies that have several organizational similarities and significant differences. Both companies are multinationals with interests around the world. They are both profit making companies that own stores in several countries. However, their communication strategies are different. The manner in which each company communicates with its shareholders is different and it has different effect on the market and operation of the company. 3M is an American company established in the early twentieth century as a mining company. It later metamorphosed taking advantage of any business opportunity that would materialize, and it developed into a large multinational. Due to the many years of changing business environment, 3M sells many goods some of which it manufactures. The company is popular for adhesives, paints, tapes, construction materials, electronics, and a myriad of other products used in various industries (Garud et al., 2011). For this reason, 3M does not identify with any single product in the market. Its sales rely intensively on product promotion and creative branding. The materials it manufactures rely on the ability of the company to maintain standard specifications for the specific products. Although intellectual property is inherent in all manufacturing companies, it is not of critical importance in 3M’s marketing strategy (Garud et al., 2011). This makes the company’s management less careful with the security of the information regarding their products. Apart from 3M’s subsidiaries, which manufacture electronics, other sections of the organization are less sensitive to leaking of information to the public (Lauring, 2011). Since 3M does not have to secure all information regarding its products tightly, it engages in open communication with its stakeholders. Instead of closed door meetings that might be witnessed in some companies, 3M addresses its stakeholders through open forums and mass media. The quality of their products and even product specifications are details that can be obtained from the mass media in the localities where 3M stores operate (Garud et al., 2011). 3M occasionally convenes meetings to brief its stakeholders of developments in the company, and to announce changes to strategies that the company might employ in the future. These meetings are open to media scrutiny and no inquiry is made over details that are obviously confidential. Occasionally, 3M convenes forums which last for limited period in order to assess the market situation and the attitude of the customers at that particular moment. Dur