- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Traditionally, firms have tried to listen to primary stakeholders (e.g., customers, suppliers, creditors, employees) but have paid little attention to the concerns of secondary stakeholders (e.g., the general public, communities, activist groups). This is because primary stakeholders were perceived to have power, legitimacy, and urgency behind their requests, while secondary stakeholders had little or no leverage. With the coming of the Internet and social media this asymmetry of influence has changed. Today, secondary stakeholders have to be managed as adroitly as primary stakeholders. In this installment of Marketing & Technology, we show managers how social media and the Internet have amplified the influence ofsecondary stakeholders, and offer guidance on how to manage these groups effectively.
4. Dealing with greater secondary stakeholder power: Is it really a bad thing? We suggestthatthe new reality of greatersecondary stakeholder power is actually good news. Having a strong, active, and vigilant secondary stakeholder community offers a number of advantages. They include: Acting as a counterweight to overly demanding primary stakeholders. Primary stakeholders often use direct approaches to the firm for their more delicate requests, conveyed via private conversations and behind-closed-doors discussions. Their influence can be detrimentalto otherstakeholders and potentially to the long-term interest of the firm. Strong, publicly active secondary stakeholders can serve as an effective counterweight to the privately communicated demands of primary stakeholders.