1. Stakeholders analysis and Strategic Communication
Oleh ;
Juwono Tri Atmodjo

2. 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

3. 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

4. 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

5. 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

6. 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

7. Market Stakeholder Map
Figure 1
Market Stakeholder Map

8. Figure 2
Nonmarket Stakeholder Map

9. 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

10. 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

11. 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

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

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

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

15. 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

16. 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

17. 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).

18. Pendekatan

19. 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