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Stakeholder Focused Management

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Cooperatives in Spain need to adapt their strategies and their organization structure to an ever …

Cooperatives in Spain need to adapt their strategies and their organization structure to an ever
more dynamic economic environment in order to remain competitive (Gallizo, Montegut,
Saladrigues, 2007). From their beginning agricultural cooperatives in Spain where planned or
at least closely supervised by state intervention and often understood as a further extension of
the government institutions. This brought cooperatives in between the frontiers of political
interests and the real market demand. In this project, quality of stakeholder relationship is
strategically improved in order to close this gap and improve overall shareholder value shifting
from a product centred to stakeholder focused management.

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  • Transcript

    • 1. Stakeholder Focused Management in Agricultural Cooperatives Submitte to: Dr. Michele Vincenti By : Tabea Hirzel Audience: Top Management of Agricultural Cooperatives In partial fulfillment of the requirement for the Management Course University Swiss Management Center March 28, 2009
    • 2.
      • Drive value for key stakeholders
      • Focus your business on what counts
      • Facilitate deployment of strategy and management philosophy
      • Establish accountability at all levels
    • 3. Introduction / Why and What Is Stakeholder Focused Management How do you implement Stakeholder Focused Management? What should you do next? Agenda
    • 4.
      • Fast growing competition in globalised markets
      • Most producers in Spain are SME or cooperatives
      • Case study: Soc. C.A.V. Virgen de las Viñas world's largest wine grower
      Background
    • 5.
      • Low trust in stakeholder relationships
      • Focuse based on scarcity
      • High failure quote
      Problem Statement Poor shareholder value
    • 6.
      • Organizational:
      • Low performance,small market share, low brand value, small competitive advantage, small social capital.
      Organizational Impact
      • Leadership:
      • Failing anticipation of changes, high shareholder risk, poor innovation and knowledge building
    • 7. Solution – Stackeholder Focused Management
      • Holistic organization management
      • Stakeholder defined values
      • Deployment of strategy and value creation by managing processes, activities, jobs, compensation and organization structure
      • An integrated framework of analytical methods, facts, computing /communications technology
    • 8. Introduction / Why and What Is Stakeholder Focused Management How do you implement Stakeholder Focused Management? What should you do next? Agenda
    • 9.
      • Define key persons
      • Explain goals, strategies and milestones
      • Define milestones, schedule and measurments
      • Implement actions and tactics
      • Measure and analyze
      • Improve and Control
      Action Plan: Strategies Create small, achievable and measurable actions
    • 10.
      • Inspire key persons by making their goals achievable
      • Make need for change visible
      • Creat easy applicable tools
      Action Plan: Initiation Start with key decision makers
    • 11.
      • Social capital
        • Define and communicate shared values and normes
        • Build benevolence and competence based trust between stakeholders
        • Build shared context
      Actions I
    • 12.
      • Brand Value
        • Performance and tracking
        • Strategy and tactics
        • Brand investment
      Actions II
    • 13.
      • Organizational improvement
        • Add nothing but value
        • Center on people
        • Flow value from demand
        • Optimize across organization
      Actions III Lean management
    • 14. Introduction / Why and What Is Stakeholder Focused Management How do you implement Stakeholder Focused Management? What should you do next? Agenda
    • 15.
      • Define shared values (survey)
      • Create strategies for accountability
      • Build platform for shared context
      • Build space for informal communication between different stakeholder groups (coffee room, meetings, events)
      Milestones I
    • 16.
      • Start monitoring brand recognition and customer value
      • Create evaluation tools
      • Create a marketing plan
      • Create an brand investment plan
      Milestones II
    • 17.
      • Detect and eliminate waste
      • Define how people add value
      • Start producing on demand
      • Start monitoring and analyze
      Milestones III
    • 18.
      • Value survey to analize and monitor shared values
      • Happiness survey with all stakeholders
      • Organizational performance (production, marketing)
      • Marketing: ROI, brand recognition survey,
      • Financial ratios
      • Failures/ Opportunity (DPMO)
      Measurements
    • 19.
      • Process flow diagram
      • Schedule planning procedure
      • Cost planning procedure
      • Performance reporting procedure
      • Change control procedure
      Project Control System
    • 20.
      • In todays knowledge industry companies need to build valuable stakeholder relations in order to be innovative and successfully maximize economic, social and environmental value in a fast growing, competitive and globalised market.
      Conclusion
    • 21.
      • Abbott, R. M. , Boutilier, R. G., Svedsen, A. C., & Wheeler, D. (2001). Measuring The Business Value of Stakeholder Relationship.
      • Burns, M. , Van Beveren, J. & Whittaker, J., (2003). Understanding and measuring the effect of social capital on knowledge transfer within clusters of small-medium enterprises.
      • Clark, Richard E. (1998) Motivating Performance: Part 1 - Diagnosing and Solving Motivation Problems. Performance Improvement.
      • Gallizo , J. L. , Montegut ,I., & Saldrigues ,R. (2007). Factores de Competitividad en las Cooperativas .
      • Informe Socioeconomico (2007). CES Consejo Económico y Social de Castilla-La Mancha
      • Millham, G. J. (2004). Meassuring the Shareholder Value of Marketing.
      • Ringham, L. (2000) Return on marketing investment: a practical end to end approach for linking marketing investments to shareholder value.
      • Westlund, H. (2006). Social Capital in the Knowledge Economy.
      References