The Stakeholder Balance Sheet
Profiting from Really Understanding Your Market
Erschienen am 7. März 2010
324 Seiten
978-0-470-74059-0 (ISBN)
Beschreibung
This book provides an as yet unavailable tool, the StakeholderBalance Sheet, enabling managers within any organisation to unlockthe DNA of the market place in which they operate and to measuretheir effectiveness in understanding their markets and all the keystakeholders operating within them.
This simple tool provides self-testing checklists at the end ofeach chapter that enables managers to look at stakeholder-sensitiveissues in the same way that they might scrutinise financialstatements (hence it will not seem alien to most managers). Areview of how well your organisation has fared on the questionswill tell you how healthy your "balance sheet" is in relation tothe topic of each chapter, and it will provide you with the basisfor an overall enterprise balance sheet that aggregates the scoresyou have achieved in each topic area.
Lessons to learn from application of the Stakeholder BalanceSheet are:
* What appropriate tools are still required to enhance theirunderstanding of the market place, and how these should beutilised
* How to maximise commercial success through understanding themarket place
* And, find effective ways of being a truly stakeholder-sensitiveenterprise
In a nutshell, a genuine understanding of how customers andother stakeholders think, feel and behave offers the essentialstarting point for any general manager - not just the marketing orsales specialist - seeking to determine the direction of hisorganisation.
For the purpose of the book, stakeholders are described as: thedirect stakeholders in the market place - customers and prospects(including both the key contacts with whom you interface and otherswho may influence the final decisions made); the internalstakeholders - staff; other external stakeholders - pressuregroups, local community, government, intermediaries, banks,etc.
"My 40 years of international business experience wouldcompletely endorse this total focus on the stakeholder balancesheet."
--Sir Peter Bonfield CBE FREng, Chairman of NXP SupervisoryBoard and formerly CEO of BT Group plc and ICL plc
"The Stakeholder Balance Sheet is an excellent and highlypractical framework...This book is a must-read for decision makersin any organization, regardless of level or function."
--Professor Sharan Jagpal, Professor of Marketing, RutgersBusiness School & author of Fusion for Profit
Rezensionen / Stimmen
"My 40 years of international business experience wouldcompletely endorse this total focus on the stakeholder balancesheet. The managers who get this right will set themselves apart bygetting the perfect balance for long term success." (Sir Peter Bonfield CBE FREng,Chairman of NXPSupervisory Board and formerly CEO of BT Group plc and ICLplc) "This thoughtful and innovative crossover bookenhances our understanding of the complex processes that link manyaspects of business strategy, with a specific focus on how bestorganizations can understand the stakeholders in their marketplaceso as to enhance long-run financial performance. Utilizing acomprehensive checklist of questions at the end of eachchapter, The Stakeholder Balance Sheet is an excellent andhighly practical framework for understanding these processes,monitoring the key dimensions of market performance, identifyingareas for improvement in the organization, and modifying strategyto improve performance. This book is a must-read for decisionmakers in any organization, regardless of level orfunction." (Professor Sharan Jagpal, Rutgers Business School, andauthor of Fusion for Profit: How Marketing and FinanceCan Work Together to Create Value) "Suntook and Murphy have distilled their wealth ofexperience into a book which makes useful practical suggestions foraction which can improve company effectiveness. The book addressesthe complexity of customers' decision making and suggests asystematic approach to marketing which allows an organisation tocheck itself against best standards." (Andrew Wright, Managing Director, Syngas >L Johnson Matthey Catalysts) "All business leaders should read this book. For toolong businesses have partially focused on one or two stakeholderssuch as customers or employees. This book provides a refreshinginsight into the complementary relevance of allstakeholders." (Ronan Dunne, Chief Executive, Telefonica, O2UK) "Focusing on customer satisfaction alone isinsufficient to achieve business goals in today's complexmarketplace. This must-read book provides managers with anactionable methodology to manage both internal and externalstakeholders to build the 21st century brand." (Professor Sandeep Krishnamurthy, Associate Directorof Graduate Services, University of Washington) "An excellent book for directors reflecting on theirorganisation, or managers starting out in their career and wantingto get it right. The unique measurement tool introduced in the bookprovides an overall enterprise balance sheet relative to eachstakeholder." (Mark Adams, CEO Virgin Healthcare ) "A validation of the centrality of stakeholder theory inmodern business management" (Ethical Corporation Magazine,November 2008)Weitere Details
Weitere Ausgaben
Andere Ausgaben
Farrokh Suntook | John A. Murphy
The Stakeholder Balance Sheet
Profiting from Really Understanding Your Market
Buch
10/2008
1. Auflage
Wiley
41,90 €
Artikel ist vergriffen; siehe andere Ausgabe
Personen
Farrokh Suntook has been running his own consultancy andexecutive coaching service since 2006. The focus of his consultancyis to help clients develop market insights for action planningdesigned to strengthen their position in the market place.
Prior to this Farrokh had over thirty year's experience, mostlyin business development and marketing research consultancyundertaken for a range of blue chip multinational companies. Hisassignments covered topics ranging from market segmentation andproduct development to market drivers and customer loyalty. Overthe years these topics have also been the subject of articles,international conference papers and in-house seminars and workshopswhich he has led.
Farrokh has a BSc(Econ) from the London School of Economics andan MBA from the Columbia Business School in New York. He is amember of the CIM Learning & Development faculty.
Dr John A Murphy, Telefonica O2 Professor of CustomerManagement and Head of Corporate Relations at Manchester BusinessSchool, combines the roles of academic and internationalconsultant, specialising in customer management and servicequality. He has held a series of senior management positions bothin Ireland and the UK.
At Manchester Business School he has established a unique cohortof PhD scholarship students in conjunction with leading UKcompanies. This is the largest doctoral research group in thisspecialist area in Europe. He is a regular contributor to theprogrammes at the MBS Executive Development Centre. He chairs anddirects the Customer Management Leadership Group.
John holds four professional fellowships and is a member of theInternational Academy for Quality, whose members are chosen fromthe most active protagonists of quality in the world. He is theauthor of five books, the most recent of which, ConvertingCustomer Value: From Retention to Profit, was published in2006.
Inhalt
Contents
Acknowledgements
Introduction: Why this Book?
1. The 9 Point Plan for Sustaining and Growing Your Market Profitably
2. In the Beginning was ... Segmentation!
- Why is market segmentation the first step?
- So what is successful market segmentation all about?
- Successful market segmentation is the starting point for your business and marketing strategy
- Targeting individuals and organisations as well as segmenting the market
- The executive self-assessment checklist: segmentation
3. Delving into the Mind of the Market - Understanding the Real Stakeholder Drivers
- From market drivers to business performance - a step-by-step approach
- Identifying the business winners
- 'Back-of-mind' and 'front-of-mind' issues
- The role of intangibles
- What makes for value in your business?
- The executive self-assessment checklist: delving into the mind of the market
4. From Customer Satisfaction and Branding to Loyalty and Attraction
- Why customer loyalty is important - and why customer satisfaction doesn't give you the whole picture
- Input-impact analysis of actions taken
- Bringing customer opinions to life
- The world is a competitive place!
- But benchmarking against the competition alone can lead to wasted resources
- The performance/equity gap
- Comparing Norwegian apples with Italian oranges
- The executive self-assessment checklist: from customer satisfaction and branding to loyalty
5. Decision-Making Dynamics
- Introduction
- Functions/levels of seniority
- Roles
- Needs, interests and desires
- Psycho-cultural environment
- Appropriate approaches
- Update the database and profile the DMU
- The executive self-assessment checklist: decision-making dynamics
6. Staff Motivation and Perceptions
- Some introductory thoughts on staff motivation
- Staff perceptions: introduction
- Are staff in touch with the marketplace?
- Are processes and opinions within your organisation aligned?
- The executive self-assessment checklist: staff motivation
- The executive self-assessment checklist: staff perceptions
7. Who Else should be on your Radar Screen - The Role and Motivation of Other External Stakeholders and Influencers
- Introduction: who are other external stakeholders and influencers?
- Scenario 1 - You wish to assess the impact of influencers on your customers' attitudes/behaviour
- Scenario 2 - Some influencers are also your customers
- Scenario 3 - You wish to enhance your overall standing and business performance
- Scenario 4 - You are making a major decision or taking an initiative
- Scenario 5 - You are engaged in a damage limitation exercise
- Managing the (conflicting) demands of different stakeholders
- Concluding questions
- The executive self-assessment checklist: other external stakeholders and influencers
8. Communicate (and Communicate and Communicate...)
- Your communication targets
- Corporate communication: introduction
- Information about your organisation
- Strengthening your corporate brand
- Combining knowledge with brand equity
- Product/service communication
- Effective communication is a two-way process
- The executive self-assessment checklist: communication
9. Constant Renewal - Searching for Winning New Product or Service Propositions
- Introduction: the impetus for new product or service development
- Looking around us: underlying 'macro' trends
- Critical factors for success: introduction
- Internal success factors
- External success factors
- How do you go about finding out whether or not your new product/service is likely to be successful?
- Evaluating your own experience
- The executive self-assessment checklist: new products/services
10. An Ongoing Process: Monitoring your Performance
- Why monitor your performance
- What to monitor
- How to monitor
- Acting on the results
- Identifying and acting on the blockages
- The executive self-assessment checklist: monitoring your performance
11. Conclusion: The 9 Point Plan Revisited
- Your stakeholder balance sheet at a glance
- And finally ... a reminder about the key action areas
Bibliography
Index
