stakeholders analysis and strategic communication oleh ; juwono tri atmodjo
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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
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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