Connected stakeholders

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Con­nec­ted stake­hold­ers

Share­hold­ers

The share­hold­ers prime expect­a­tion is a return on invest­ment wheth­er in the short or long term. As share­hold­ers own the busi­ness, this is the prime object­ive of the organ­isa­tion.

Share­hold­er involve­ment has been encour­aged by recent reports on cor­por­ate gov­ernance. Oth­er reas­ons like large remu­ner­a­tion for dir­ect­ors has led to increased share­hold­er pres­sure. The main way to show dis­sat­is­fac­tion is to sell their shares.

Bankers

Bankers are inter­ested in the over­all con­di­tion of the firm. A bank is keen to min­im­ise the risk of interest not being paid.

If fin­an­ci­ers are unhappy they will with­draw cred­it facil­it­ies and thus leave the organ­isa­tion with insuf­fi­cient funds to ful­fil its object­ives.

Sup­pli­ers

Sup­pli­ers expect to be paid and will also be inter­ested in future busi­ness.

If sup­pli­ers are unsat­is­fied they will lim­it or with­draw cred­it and charge higher rates of interest. They will also reduce their level of ser­vice or switch to com­pet­it­ors.

Dis­trib­ut­ors

The interest of dis­trib­ut­ors are reli­able sup­ply, improve­ments in qual­ity and sup­port on mar­ket­ing. Dis­trib­ut­ors if unsat­is­fied will delay pay­ment and stock com­pet­ing brands.

Con­sumers

Con­sumers have high expect­a­tions of the goods and ser­vices they buy. These include low cost, value for money, qual­ity and ser­vice sup­port.

If con­sumers are not happy, they will take their busi­ness else­where next time. The con­sumer is king. With increas­ingly com­pet­it­ive mar­kets, con­sumers are able to exer­cise increas­ing level of power over com­pan­ies as indi­vidu­als.

Con­sumer beha­vi­our has enhanced the import­ance of con­sumers. Dis­sat­is­fied con­sumers are more likely to make their views known than sat­is­fied cus­tom­ers.

The cost of retain­ing exist­ing cus­tom­ers is sig­ni­fic­antly lower than obtain­ing new cus­tom­ers.

Con­sumers are eval­u­at­ing goods and ser­vices not only on imme­di­ate mater­i­al needs, but also how they will sat­is­fy their mor­al needs. Mar­ket­ing man­agers must be on the lookout to the ever-chan­ging social con­cerns of buy­ers and seek to accom­mod­ate them with­in the mar­ket­ing mix.

Organ­isa­tions respond to con­sumer con­cerns by deal­ing with cus­tom­er con­cerns and cri­ti­cisms.

- Cus­tom­er pan­els or vis­its to cus­tom­ers;

- A writ­ten cus­tom­er ser­vices poli­cy;

- Del­eg­at­ing author­ity to staff to deal with com­plaints and prob­lems;

- Form­al pro­ced­ures for deal­ing with cus­tom­er com­plaints.

Lim­it­a­tions of con­sumer power

In some mar­kets con­sumers do not have com­plete con­trol over sup­pli­ers:

- In many mar­kets com­pet­i­tion is lim­ited;

- Lim­ited know­ledge;

- Con­sumers are sub­ject to unfair con­tracts;

- Dif­fi­culty in obtain­ing redress.

Con­sumer­ism arose due to FMCG (fast-mov­ing con­sumer goods) indus­tries, the bar­gain­ing power of con­sumer is low.


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partiji­et interessa­ti kon­nessi

 

azz­jon­isti

 

Il-azz­jon­isti aspettat­tiva ewli­eni huwa ritorn fuq inves­t­i­ment jekk fi żmi­en qasir jew twil. Peress li l-azz­jon­isti stess in-negozju, dan huwa l-għan ewli­eni ta l-organizza­zz­joni.

 

invol­vi­ment azz­jon­ist kien­et imħeġġa minn rap­porti reċenti dwar il-gov­ernan­za kor­por­at­tiva. Raġuniji­et oħra bħall rimu­nerazz­joni kbira għal diretturi was­sal għal żieda fil-press­joni azz­jon­ist. Il-mod prinċip­ali biex juru nuqqas ta sod­isfazz­jon huwa li jbiegħ l-ish­ma tagħhom.

 

banki­era

 

Banki­era huma interessa­ti fil-kondizz­joni ġen­er­ali tal-kumpan­i­ja. A bank huwa ħer­qan li jim­min­imizzaw ir-riskju ta interess mhux qed jitħal­las.

 

Jekk fin­an­zi­era huma kun­tenti li ser jirtir­aw faċil­it­aji­et ta kred­itu u b’hekk iħal­lu l-organizza­zz­joni b’fondi insuf­fiċjenti biex tissod­isfa l-għan­iji­et tagħha.

 

for­nituri

 

For­nituri jisten­new li għand­hom jitħall­su u se jkunu wkoll interessa­ti fin-negozju ġejji­eni.

Jekk il-for­nituri m’humiex sod­isfat­ti dawn se jill­im­it­aw jew jirtir­aw kred­itu u jim­ponu rati ogħla ta imgħax. Huma se jnaqqas ukoll liv­ell tagħhom ta ser­vizz jew jaqil­bu għal kom­pet­it­uri.

 

dis­tribu­turi

 

L-interess tad-dis­tribu­turi huma prov­v­ista affidab­bli, titjib fil-kwal­ità u l-appoġġ fuq il-mar­ket­ing. Dis­tribu­turi jekk mhux sod­isfatt ser iddewwem paga­ment u stokk jikkom­petu marki.

 

kon­sumaturi

 

Il-kon­sumaturi għand­hom aspettat­tivi għoljin tal-pro­dot­tis-ser­vizzi li jix­tru. Dawn jinklu­du spe­jjeż baxxi, valur għall-flus, il-kwal­ità u l-appoġġ tas-ser­vizz.

 

Jekk il-kon­sumaturi ma jkunux kun­tenti, dawn ser jieħ­du in-negozju tagħhom x’imkien ieħor ħin li jmiss. Il-kon­sumatur huwa king. Ma swieq dejjem aktar kom­pet­it­tivi, il-kon­sumaturi jkunu jist­għu jeżer­ċit­aw liv­ell li qed jiżdied ta’ set­għa fuq kumpan­iji bħala indi­vid­wi.

 

imġiba tal-kon­sumatur tejjeb l-import­an­za tal-kon­sumaturi. kon­sumaturi sod­isfat­ti huma aktar probab­bli li jagħm­lu l-fehmi­et tagħhom minn kon­sumaturi sod­isfat­ti.

 

L-ispiża ta żam­ma klijenti eżist­enti hija ferm inqas mill-kisba klijenti ġod­da.

Il-kon­sumaturi huma jeval­wa oġġet­ti u ser­vizzi mhux biss fuq il-bżon­niji­et mater­jali immed­jati, imma wkoll kif dawn se jissod­is­faw il-ħtiġiji­et mor­ali tagħhom. man­iġers Mar­ket­ing għan­du jkun fuq il-lookoutall-preokkupazz­jon­iji­et soċ­jali dejjem jin­bid­lu ta xer­re­j­ja u jfit­txu li takko­moda lil­hom fil-taħlita tal-mar­ket­ing.

 

Organizza­zz­jon­iji­et tir­rispondi għat-tħassib tal-kon­sumaturi bil­li jiġu trat­tati prob­lemi klijent u kritika.

- Cus­tom­er pan­nel­li jew żjar­at lill-klijenti;

- Il-politika A miktuba ser­vizzi tal-kon­sumatur;

- Awtor­ità li tid­delega lill-per­sunal biex jit­trat­taw l-ilmentil-prob­lemi;

- Proċed­uri form­ali biex jiġu ttrat­tati lmenti tal-klijenti.

 

Lim­itazz­jon­iji­et ta l-enerġija tal-kon­sumatur

 

F’ċertu swieq il-kon­sumaturi ma jkoll­homx kon­troll sħiħ fuq il-for­nituri:

- F’ħafna swieq kom­petizz­joni tkun lim­it­ata;

- Għar­fi­en Lim­ited;

- Il-kon­sumaturi huma soġġet­ti għal kun­trat­ti inġusti;

- Dif­fikultà biex jiks­bu rimed­ju.

 

Kon­sum­iżmu qamet minħab­ba PJRM (timxi b’rata mgħaġġla oġġet­ti tal-kon­sumatur) indus­triji, is-setgħa ta negoz­jar tal-kon­sumatur hija baxxa.


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ver­bind belanghebbendes

 

aandeel­houers

 

Die aandeel­houers eer­ste ver­wagt­ing is n opbrengs op beleg­ging of in die kort of lang termyn. As aandeel­houers besit die besigheid, dit is die primêre doel van die organ­isasie.

 

Aandeel­houer bet­rokken­heid is bemoedig deur onlang­se berigte oor kor­por­atiewe bestuur. Ander redes soos groot ver­goed­ing vir direk­teure het gelei tot ver­hoo­g­de druk aandeel­houer. Die belan­grikste mani­er om ontevre­d­en­heid te wys is om hul aan­dele te verkoop.

 

banki­ers

 

Banki­ers is geïn­teress­eerd in die alge­hele toes­t­and van die firma. N Bank is gretig om die risiko van belang nie betaal die min­im­um te beperk.

 

As fin­an­siers is ongelukkig sal hulle ont­trek kredi­et­ger­iewe en dus die organ­isasie met onvol­doende fond­se ver­laat om sy doel­wit­te te ver­vul.

 

Ver­skaf­fers

 

Ver­skaf­fers ver­wag word betaal en sal ook belang­stel in die toekoms besigheid wees.

As ver­skaf­fers is ontevre­de sal hulle beperk of kredi­et te ont­trek en te hef hoër ren­teko­erse. Hulle sal ook ver­mind­er hul vlak van diens of oor­skakel na mededingers.

 

Dis­trib­ut­ors

 

Die belang van ver­spreiders is bet­roubare krag­voor­si­en­ing, ver­be­ter­ings in die gehal­te en onder­steun op bemark­ing. Ver­spreiders as tevre­de sal stel betal­ing en voor­raad meed­ing han­dels­merke.

 

ver­bruikers

 

Ver­bruikers het n hoë ver­wagtinge van die goedere en dien­ste wat hulle koop. Dit sluit in n lae koste, waarde vir geld, kwal­iteit en diens onder­steun­ing.

 

As ver­bruikers nie tevre­de is nie, sal hulle hul besigheid eld­ers vol­gende keer neem. Die ver­bruiker is kon­ing. Met al hoe meer mededin­gende mark­te, ver­bruikers in staat is om die ver­ho­ging van vlak van elektris­iteit oor maat­skappye as indi­vidue uit te oefen.

 

Ver­bruikersgedrag het die belan­grikheid van ver­bruikers ver­sterk. Ontevre­de ver­bruikers is meer geneig om hul stand­punte bek­end as tevre­de kliën­te te maak.