Stakeholders analysis and Strategic Communication

Oleh ;

Juwono Tri Atmodjo

SubjectsSubjects PlayersPlayers

CrowdCrowd Context SettersContext Setters

Power

Inte

rest

Low

High

Low High

have an interest in the

issue and significant power to

influence it

have power over the

issue but little interest in it

little interest, little power

lots of interest but little

power to influence the issue

leverage

persuade

mobilize

co-opt

A. Power vs. Interest GridA. Power vs. Interest Grid

Stakeholder Communication:

Power & Interest Low: Inform

Project WebsiteStaff News

Power Low / Interest High: Consult

Project Stakeholder TeamProject UpdatesProject ReportsConsultation eventsDemonstrate Quick-wins

.

Power High / Interest Low: Involve

Team / one-to-one meetingsProject Stakeholder TeamProject UpdatesProject ReportsDemonstrate change

Power & Interest High: Partner

Management / one-to-one meetingsProject Stakeholder TeamProject UpdatesProject ReportsProject Board

Global bodies

NGOs/INGOs

Academics/researchers

Private sector

Ministry of Health district-level policy implementers

International experts

Ministry of Finance

Ministry of Education

Donor agencies

Stakeholder Influence MappingStakeholder Influence Mapping

Stakeholder 2

Issue 1

Issue 3

Issue 2

Stakeholder 3

Stakeholder 4

Stakeholder 5

Stakeholder 9

Stakeholder 8

Stakeholder 7

Stakeholder 6

Stakeholder 1

sets policy

on this issueadvocates for

reform on this

issue

voted against

thisissue

funded

lobbying

opposed to

any change

Stakeholder-Issue Interrelationship Diagram

Stakeholder-Issue Interrelationship Diagram

6

B. Market and Nonmarket Stakeholders

Stakeholder groups can be divided in to two categories:

1. Market stakeholders

2. Nonmarket stakeholders

Ad. 1. Market stakeholders are those that engage in economic transactions with the company as it carries out its primary purpose of providing society with goods and services

Sometimes referred to as primary stakeholders

Ad.2. Nonmarket stakeholders are people or groups who—although they do not engage in direct economic exchange with the firm—are affected by or can affect its actions

Sometimes called secondary stakeholders

7

Figure 1Market Stakeholder Map

8

Figure 2Nonmarket Stakeholder Map

9

Stakeholder Analysis, Question 1 “Who are the Relevant Stakeholders? “ Answer this question by drawing market and nonmarket stakeholder maps Use Figures 1 and 2 as guides

Stakeholder Analysis, Question 2 “What are the Interests of each Stakeholder? What does the group want/expect from their relationship with the firm?

Examples:Stockholders have an ownership interest, they expect to receive dividends and capital appreciation Customers are interested in gaining fair value and quality in goods and services they purchase Public interest groups advance broad social interests

Stakeholder Analysis – Question 3 “What is the Power of each Stakeholder? Stakeholder power is the ability of a group to use resources to make an event happen or to secure a desired outcome”

There are 5 types of stakeholder power:(1) Voting power (2) Economic power (3) Political power (4) Legal power (5) Non Legal Power

C. What is the potential impact for each Stakeholder to Corporate or organization?

No Stakeholders How to impact ? Potential Impact of Stakeholder Actions plan

Positive (+) Negative (-) Neutral or Unknown (?)

1

2

3

4

Sum

C. Strategic Plan to improve positive corporate Image, Corporeate Reputation or Value for money

A. The integration of research and planning with his ‘Nine Steps of Strategic Public Relations, Smith (2005: 9) :

Phase One: Formative ResearchStep 1: Analysing the SituationStep 2: Analysing the OrganizationStep 3: Analysing the PublicsPhase Two: StrategyStep 4: Establishing Goals and ObjectivesStep 5: Formulating Action and Response StrategiesStep 6: Using Effective CommunicationsPhase Three: TacticsStep 7: Choosing Communication TacticsStep 8: Implementing the Strategic PlanPhase Four: Evaluative ResearchStep 9: Evaluating the Strategic Plan

B. Cutlip, Center and Broom’s evaluation model (2006: 368), known asPII (Preparation, Implementation, Impact)

C. Pyramid Model of PR Research’. Macnamara (2005: 264)

D. Michael Fairchild has developed Lindenmann’sthinking (particularly with respect to establishing evaluation as acontinuous, dynamic process)

Pendekatan

Since the 1980s, however, organizations have increasingly started to bringthese two disciplines together again under the umbrella of a new management function that we now know as corporate communication. This trend towards ‘integrating’ marketing and public relations was noted by many in the field, including Philip Kotler, one of the most influential marketing figures of modern times. Kotler commented in the early 1990s, ‘there is a genuine need to develop a new paradigm in which these two subcultures [marketing and public relations] work most effectively in the best interest of the organization and the publics it serves’.4

Pendekatan; Integrated Communication & Marketing

public relations’ (MPR)

Marketing public relations’ (MPR) involves the use of public relations techniques for marketing purposes. It was found to be a cost-effective tool for generating awareness and brand favourability and to imbue communication about the organization’s brands with credibility

Integrated Communication …marketing and public relations as two disciplines that are completely distinct in their objectives and tactics.Rather than seeing them as separate, marketing and public relations, it was recognized, actually shared some common ground (model (b) in Figure 2.1).

Pendekatan ; corporate public relations’ (CPR) ‘Marketing public relations’ (MPR), because it is focused on the marketing of a company’s products and services, is distinct from ‘corporate’ activities within public relations. These corporate activities, which are sometimes labelled as ‘corporate public relations’ (CPR), involve communication with investors, communities, employees, the media and government. Figure 2.2 displays a number of core activities of both the public relations and marketing disciplines, and outlines a set of activities (including specific tools and techniques) that are shared, indicating the overlap between the two functions.10 Figure 2.2 also displays the difference between ‘marketing public relations’ (MPR) and ‘corporate public relations’ (CPR).

Pendekatan

Terimakasih sudah menyimak

Pustaka

Watson, Tom and Noble, Paul , 2007, Evaluating public relations : a best practice guide to public relations planning, research & evaluation, 2nd ed, Kogan Page, London and Philadelphia