The Stakeholder Balance Sheet - Profiting From Really Understanding Your Markets利益相关者的资产负债表

书籍目录

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

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This book provides an as yet unavailable tool, the Stakeholder Balance Sheet, enablingmanagers within any organisation to unlock the DNA of the market place in which they operate and to measure their effectiveness in understanding their markets and all the key stakeholders operating within them.

  

  This simple tool provides self–testing checklists at the end of each chapter that enables managers to look at stakeholder–sensitive issues in the same way that they might scrutinise financial statements (hence it will not seem alien to most managers). A review of how well your organisation has fared on the questions will tell you how healthy your "balance sheet" is in relation to the topic of each chapter, and it will provide you with the basis for an overall enterprise balance sheet that aggregates the scores you have achieved in each topic area.

  

  Lessons to learn from application of the Stakeholder Balance Sheet are:        What appropriate tools are still required to enhance their understanding of the market place, and how these should be utilised     How to maximise commercial success through understanding the market place     And, find effective ways of being a truly stakeholder–sensitive enterprise         In a nutshell, a genuine understanding of how customers and other stakeholders think, feel and behave offers the essential starting point for any general manager – not just the marketing or sales specialist – seeking to determine the direction of his organisation.       For the purpose of the book, stakeholders are described as: the direct stakeholders in the market place – customers and prospects (including both the key contacts with whom you interface and others who may influence the final decisions made); the internal stakeholders – staff; other external stakeholders – pressure groups, local community, government, intermediaries, banks, etc       "My 40 years of international business experience would completely endorse this total focus on the stakeholder balance sheet."       Sir Peter Bonfield CBE FREng, Chairman of NXP Supervisory Board and formerly CEO of BT Group plc and ICL plc       "The Stakeholder Balance Sheet is an excellent and highly practical framework...This book is a must–read for decision makers in any organization, regardless of level or function."       Professor Sharan Jagpal, Professor of Marketing, Rutgers Business School & author of Fusion for Profit

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