Unit 5: Understanding Stakeholder Expectations
Unit code: H/503/8243
QCF level 4: BTEC Professional
Guided learning hours:
The aim of the unit is to give learners an understanding of business stakeholder expectations and the methods used to develop and improve business offerings to stakeholders.
This unit will help learners understand that stakeholders are individuals or organisations that shape the operation of a business and/or are affected by the actions of the business. For example, if a retail chain decides to open a new store in a town centre location then the business itself, local government, construction companies, financiers, transport operators, customers and environmental groups are some of the stakeholders who have an interest
in the development.
Primary stakeholders are those who are directly involved with the economic transactions of the business such as suppliers, employees and customers. Secondary stakeholders are not directly involved with the economic transactions of the business but have an indirect link to the business and its decisions. These stakeholders would include the general public, community groups and the news media.
Learners will understand that the interests of stakeholders may overlap. The retail store’s shareholders want to see growth and trade unions support the creation of new employment opportunities. However, the interests of
stakeholders may also conflict. A new store may cause traffic congestion and retailers in other locations will see trade drawn away by any new retail development. Businesses will want to manage and reconcile the interests and expectations of different stakeholders. For example, a developer may be given permission to build new homes on condition of also building a new school and a leisure complex. Improving offerings to stakeholders and satisfying their varying interests as far as possible will ultimately support the achievement of business objectives.
1 Understand organisational stakeholders
Stakeholders: owners, e.g. proprietors, partners, shareholders; government (international, national, regional, local); employees; customers (internal, external); suppliers; community organisations; pressure groups, e.g.
Confederation of British Industry (CBI), Friends of the Earth, Consumers’ Association; trades unions; investors, e.g. banks, venture capital providers, debenture holders; importance of stakeholders; primary stakeholders (persons/organisations directly involved with the economic transactions of businesses); secondary stakeholders (persons/organisations indirectly involved with the transactions of the business but can either shape or be affected by the business and its decisions); key stakeholders; (persons/organisations with significant influence on a business); roles; responsibilities; interests; concerns
2 Understand primary and secondary stakeholder expectations
Stakeholder expectations: shared purpose; environment of trust; mutual respect; primary stakeholders; owners; owner interests, e.g. profits, growth, liquidity, stability, return on investment; government; government interests, e.g. taxation, legal and regulatory compliance (Companies Acts, employment practices, health and safety), creating employment; employees; employee interests, e.g. remuneration, job security, career prospects, respectful treatment; customers; customer interests, e.g. value, quality, range of products/services, customer care, ethical behaviour; suppliers; supplier interests, e.g. credit scores, continuing/new contracts, equitable business opportunities, liquidity; secondary stakeholders; community organisations; pressure groups; interests, e.g. jobs, local involvement, environmental protection, ethical behaviour, charitable donations, truthful communication; trades unions; trades union interests, e.g. employee protection, jobs, conditions of employment, remuneration; investors; investor interests, e.g. financial stability, liquidity
3 Understand methods to develop and improve offerings to organisational stakeholders
Stakeholder engagement: move from a transaction basis for business towards relationship basis for business; interdependence of stakeholders; recognition of needs of stakeholders; recognition of interests and motivations of stakeholders; developing capacity for stakeholder engagement (capabilities, conditions, processes), e.g. construction organisations signing up to the Considerate Constructors Scheme, train operating companies’ Passenger Charters, J Sainsbury’s Corporate Social Responsibility Reports
Stakeholder engagement offerings: internally, e.g. teambuilding, consensus building, fair and transparent employment practices; externally; cooperation among allies, e.g. trade associations such as the British Beer and Pub Association; winning stakeholder friendship, e.g. customer loyalty scheme and loyalty rewards; inclusivity, e.g. involving suppliers and customers in product packaging (Courtauld Commitment); respect for alternative viewpoints such as allowing employees to wear religious symbols; collaborative working, e.g. partnerships with education; funding research, e.g. renewable energy, genetically