What is a stakeholder?

A stakeholder is anybody who can affect or is affected by an organisation, strategy or

project. They can be internal or external and they can be at senior or junior levels.
Some definitions suggest that stakeholders are those who have the power to impact an
organisation or project in some way.

Definition Of stakeholder ?

A person, group or organization that has interest or concern in an organization.
Stakeholders can affect or be affected by
the organization's actions, objectives and policies. Some examples of key stakeholders
are creditors, directors, employees, government (and
its agencies), owners (shareholders), suppliers, unions, and the community from which
the business draws its resources.
Not all stakeholders are equal. A company's customers are entitled to
fair trading practices but they are not entitled to the same consideration as the
company's employees.
An example of a negative impact on stakeholders is when a company needs to
cut costs and plans a round of layoffs. This negatively affects the community
of workers in the area and therefore the local economy. Someone owning shares in an
business such as Microsoft is positively affected, for example, when the
company releases a new device and sees their profit and therefore stock price rise.
See also corporate governance.

Key Massage of Stakeholder

It is now time to define who you will be engaging in your outreach
activities and what key communication channels you will use as well as what
key messages the various entities are interested in learning more about. Your
audiences are related directly to what you are trying to accomplish. Audiences
are defined by their relationship to you, their communication mechanism
preferences and the key messages that interest them.

Key messages are those themes or topics selected to be delivered. Your
outreach and marketing plan must tailor the key messages themes to each


audience segment to specifically address the unique needs and concerns of each
in line with your outreach goals. The survey results should help you identify the
primary key messaging themes of interest to your stakeholders. Designing
outreach channels and recipients as well as marketing tactics for communicating
key messages within an appropriate context will more effectively engage
stakeholders and convey the right information at the right time. Your ultimate
purpose is to clearly identify the outreach stakeholders, communication
channels and the key message areas of interest to provide effective outreach and
marketing!

Establish Relationship Needs
In many cases, your audience is related directly to what you are trying to accomplish.
Audiences are defined by both their relationship to you and how they perceive what you are
communicating to them.
As such, you may identify quite a few different audience segments in your geographic and
operational communities. They will be the groups or individuals who may have an influence
over your budget or the decisions affecting your organization, possess resources that can
assist you in expanding your programs, and even have a role in your success. Carefully
defining each of your audiences and understanding what makes each unique will greatly
assist in developing strategies and messages to engage them.
It is important to provide consistent key messages through all communication channels in
your outreach campaign. For example, if you have decided on three different ways to deliver
key messages, (i.e. wiki, flyer, and email) please be consistent with your messages across
communication channels to ensure a more consistent stakeholder engagement of your
mission.
A good general rule to follow is the Rule of Seven. Generally, it will take an individual at
least seven exposures (some experts say at least 12 times!) to a message or occurrence before
they fully process the information. Consider this adage when deciding on your outreach
messages, the targeted audience, as well as the means to carry those messages to your
audiences. Consistency is key.

How to identify your stakeholders ?
Stakeholders are crucial to the success of your project. Neglect them
and they will actively work against you. Manage them well and they will
actively promote you and your project. The first step in stakeholder mapping is to
identify your stakeholders. Get your project team together and list everybody that you
can think of who is, or will be affected by the project.


Stakeholder definition - Tools and techniques


Brainstorming is a great way for identifying stakeholders. Ask someone to be the
scribe and capture every name, organisation or type of stakeholder you can think of.
Alternatively you could give everybody a pad of sticky notes and ask them to write
each stakeholder on a post it, after 10 - 15 minutes put up the sticky notes on the wall
or on flipchart paper.

Mind mapping is also a useful way of unlocking your creativity and helping the ideas
to flow. Your scribe can draw a mind map on a whiteboard or flipchart or you can use
'mind-mapping' software. See an example stakeholder mindmap for a software
implementation project.

Stakeholder lists. Generic lists are a good starting point to identify potential
stakeholders. This stakeholder list suggests 105 stakeholders and you are welcome to
use it. It is a generic list so it doesn't include many specialist or industry specific job
titles, that said we hope it will be a useful to kick off your stakeholder mapping!

Previous projects. Search documentation from previous projects and talk to project
teams to identify stakeholders likely to be involved for a particular project type or a
particular client. You may be able to refer to a stakeholder map or glean stakeholders
from project plans, PIDs, risk logs and so on.

Organisation charts and directories. Perhaps the first place to look for stakeholders
is your company organization chart or directory. Interesting insights can also be
gained by reviewing LinkedIn and social network sites. For example, use LinkedIns


advanced people search to look for stakeholders by company, industry, job title,
and/or seniority.

OGC Stakeholder Categories. If you are struggling you could try using categories to
identify potential stakeholders. For example the OGC suggest that it can be helpful to
organise stakeholders by the following categories:
users/beneficiaries;
governance (steering groups/boards);
influencers (trade unions, the media) and
providers (suppliers, partners).
For example, your mind map could start off looking something like image below:


See OGC, Managing Success Programmes, London: TSO, 2007 pg. 51.
Here is another example stakeholder map from the OGC Successful Delivery Toolkit
2005.







ENGAGING WITH STAKEHOLDERS
OUR APPROACH
For Unilever, stakeholder management is of vital importance helping drive our
ambitious Unilever Sustainable Living Plan. We seek to actively engage with
governments, intergovernmental organisations, regulators, customers, suppliers,
investors, civil society organisations, academics and individual concerned citizens to
create an environment that is supportive of solutions in the face of the big
sustainability and health challenges the world faces.
To achieve our big goals such as help more than a billion people to improve their
health and well-being, halving the environmental impact of our products across the
value chain,
to sourcing 100% of our agricultural raw materials sustainably, and enhancing
the livelihoods of people across our value chain, we need to partner with a range
of people and organisations that have a stake in our business

HOW DO WE ENGAGE WITH OUR STAKEHOLDERS?
The variety of our relationships means we engage in different ways, depending on the
nature of the interest, the relevance to the business and the most practical way to meet
stakeholders specific needs and expectations.
Through the Unilever Foundation we are partnering with five leading global
organizations Oxfam, PSI, Save the Children, UNICEF and the World Food
Programme. The Foundation is dedicated to improving quality of life through the
provision of hygiene, sanitation, access to clean drinking water, basic nutrition and


enhancing self-esteem. By working together, we will be able to expand the delivery of
life-saving solutions to drive systematic and scalable social change.
Our global business leadership are actively engaging with a variety of stakeholders
and through a number of dedicated platforms such as the United Nations Global
Compact, the World Economic Forum and the World Business Council for
Sustainable Development.
Our businesses at the country level are also externally active at several levels. They
participate in research projects, surveys and symposia, and contribute to public policy
and special interest group debates in areas such as safety and environmental impact,
sustainable sourcing and nutrition.
Furthermore we have increased activities online, for example with the Unilever
Sustainable Living Lab. The lab brought together a cross-section of people from
governments, NGOs and businesses to discuss the themes of sustainable sourcing,
production and distribution, consumer behaviour change, and waste and recycling. It
attracted over 2,200 registrants from 77 countries and almost 4,000 comments were
posted. The findings were shared in a summary report with participants including
internal leaders for whom it provided valuable input to their own thinking.
LOOKING FORWARD

Increasingly we will work with a range of selected groups which will help contribute
to reaching the ambitious targets we have set in our Unilever Sustainable Living Plan.
We will be working together not only on tangible projects, but also to achieve
systematic changes to tackle challenges in the area of, for example, climate change,
waste and biofuels.
We will work in close cooperation via traditional routes, but are also looking into
crowd-sourcing opportunities, integrating relevant stakeholders at early stages of
decision-making at all levels. External engagement must be part and parcel of
everyday business.
Finally we are shifting our traditional consumer Carelines to engagement centres
where we will talk to consumers as well as stakeholders.
To conclude, the increased importance of engaging with stakeholders will require
changes in approach, tools and techniques. To be successful the following factors are
important:
Alignment with the organisations long term goals, build understanding internally and
maximise impact through an integrated approach
Manage the expectations of internal and external stakeholders based on trust, respect
and transparency
Monitor the outcomes of stakeholder relationships
Make best use of online platforms
Invest in leaders competences and skills to enable success in the current and future
complex and connected stakeholder world.




BUSINESS ASSOCIATIONS AND ALLIANCES
Given that we have operations in more than 190 countries, it is not possible to list all
our engagement activity with stakeholders.
Our principal business associations particularly where we are engaged in dialogue
with governments and regulators are set out in the table below.






sumsung Communication With Stakeholder
Every business of Samsung Securities is closely related to value creation to satisfy our
stakeholders. Samsung Securities gathers the needs of stakeholders by each group through ongoing
communication and reports them to the management for decision making.








Strategic analysis and marketing strategy for
Samsung
In the current volatile business industry marketing plays a vital and significant role
and it is a process or method to create, deliver, exchange and communicate with
customers and clients. It is the mechanism that identifies the requirements, needs,
expectations of a particular customer base and creates methods and offerings to
satisfy that customer base. In the current situation the complete business is
customer-centric and the marketing revolves around satisfying the customer at
every possible opportunity. Whatever the company offer should be based on the
needs of the customer, it may be a product or can be a service or it can be both.
When an organization offers both service and product, it can be termed as solution
that plays vital role in strategic marketing.
Samsung electronics is one of the biggest players in the electronics industry world
that was established in 1969 had spread its wings over 50 countries worldwide and
has workforce of more than 66000 and ranks at 131st on the list of Global Fortune
500.
This paper aims to evaluate the marketing strategy of Samsung Electronics in the
global television industry using the available theories and concepts.
Company Background
Samsung one of the greatest brands available in the market aims to secure the
world leadership in the industry and earn devastating competitive strength by


synchronizing the development and manufacturing of product, design, marketing
and sales. The organization is well known for its great accomplishment in the
industry of semiconductors based on memory. Samsung maintains its high position
in the industry continuously from 1992 maintaining its top rank and stretch its
financial structure throughout the industry to maintain itself as a number one
company in the industry of mobile phones, semiconductors, monitors, computer
gadgets, televisions, TFT and LCD screens. It also achieved 4th place in the
semiconductor industry and sixth place in the mobile gadget industry by selling
huge volumes.
Importance and the use of information in their marketing strategy
It is the era of information age and the information plays a vital and unavoidable
role in any field exceptionally in the marketing industry. There is a great need for
the managers to incorporate loads of data, convert it into information, construct
decisions on the information and then compose decisions to lead them to achieve
greater success in the business
For any business, information is also considered as significant resource required
same like money, machinery and manpower. Information is must and crucial for
the survival of the organization in the varying business industry. Previously before
the computer age, it was difficult for the companies to gather, store, maintain,
organise and distribute huge volumes of information and data.
The growth of computer and information technology helped the managers and
organizations to effectively handle the information available. Managers are able
to get the current information at required time in an accurate manner. And
another great advantage is that the information can be accessed by many people
at the same time accurately, completely that is organized and s