Stakeholders analysis and Strategic Communication Oleh ; Juwono Tri Atmodjo

A. Power vs. Interest Grid lots of interest but little power to influence the issue have an interest in the issue and significant power to influence it High Subjects Players leverage mobilize Interest Crowd Context Setters persuade co-opt Low have power over the issue but little interest in it little interest, little power Low High Power 2

Stakeholder Communication: . Stakeholder Communication: Power & Interest Low: Inform Project Website Staff News Power Low / Interest High: Consult Project Stakeholder Team Project Updates Project Reports Consultation events Demonstrate Quick-wins Power & Interest High: Partner Management / one-to-one meetings Project Stakeholder Team Project Updates Project Reports Project Board Power High / Interest Low: Involve Team / one-to-one meetings Project Stakeholder Team Project Updates Project Reports Demonstrate change 3

Stakeholder Influence Mapping Ministry of Health district-level policy implementers International experts NGOs/INGOs Donor agencies Academics/ researchers Global bodies Private sector Ministry of Finance Ministry of Education 4

sets policy on this issue advocates for reform on this issue Stakeholder-Issue Interrelationship Diagram Stakeholder 2 Stakeholder 3 opposed to any change Stakeholder 4 sets policy on this issue Issue 1 Stakeholder 1 advocates for reform on this issue funded lobbying Stakeholder 5 Issue 3 Stakeholder 9 Stakeholder 6 voted against this issue Issue 2 Stakeholder 8 Stakeholder 7 5

B. Market and Nonmarket Stakeholders Stakeholder groups can be divided in to two categories: Market stakeholders 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

Market Stakeholder Map Figure 1 Market Stakeholder Map

Figure 2 Nonmarket Stakeholder Map

Stakeholder Analysis, Question 1 “Who are the Relevant Stakeholders 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: 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 Research Step 1: Analysing the Situation Step 2: Analysing the Organization Step 3: Analysing the Publics Phase Two: Strategy Step 4: Establishing Goals and Objectives Step 5: Formulating Action and Response Strategies Step 6: Using Effective Communications Phase Three: Tactics Step 7: Choosing Communication Tactics Step 8: Implementing the Strategic Plan Phase Four: Evaluative Research Step 9: Evaluating the Strategic Plan

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

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

D. Michael Fairchild has developed Lindenmann’s thinking (particularly with respect to establishing evaluation as a continuous, dynamic process)

Pendekatan Since the 1980s, however, organizations have increasingly started to bring these 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) 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). 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

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