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Gruar Reviewed work(s): Source: Journal of Business Ethics, Vol. 75, No. 2 (Oct., 2007), pp. 115-135 Published by: Springer Stable URL: http://www.jstor.org/stable/25123980 . Accessed: 03/03/2012 02:16
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? Springer
2006
ABSTRACT.
Non-profit
(NP)
organizations
present
these
differences strategy
sets for
the the
scene future.
for
developing
choices
in
in managing relation stakeholder challenges complex times of environmental ships, particularly change. during a on This which stakeholders places premium knowing matter if an effective strategy reaUy marketing relationship is to be developed. This article successful the presents of a model, which MitcheU's combines appHcation theory of of and Coviello's stakeholder framework saHency contemporary nization used marketing about the to in marketing A the U.K. practices in a leading NP orga is
marketing
KEY tion,
empirical marketing
study,
non-profit strategy
organiza development,
stakeholder
explore practices,
organization's
Simon Knox
School number
theory and practices towards marketing which views the business as a relationship et al., 1991; coalition of stakeholders (Christopher of marketing
Payne
of Management
he followed
a career in the brands with Unilever marketing of international in a number senior marketing roles in both detergents pic of over and foods. Since joining Simon has published Cranfield, 100 papers and books on strategic marketing and branding and is a regular speaker at international conferences. He is a
et al., 2001; Polonsky, et al., 1995; Polonsky on building and focuses closer customer 2002) 1997). Rela (Berry, 1983; Gronroos, relationships does offer a therefore, tionship marketing theory,
reformist it places for agenda an emphasis stakeholder on management coUaboration since stakeholder
beyond According
the
of market transactions. immediacy to different authors, the theory involves of mutually beneficial value exchanges stakeholder et al., groups (Christopher direct relationships and through
interactions networks
et al., 1997; Gummes (CovieUo and building mutual commitment and son, 1999), trust and Hunt, Kotler and 1994). (Morgan of relationship definition Armstrong's marketing (1999, p. 50) makes specific stakeholder relationships: "Relationship maintaining customers marketing The goal reference to strong
is currently studying at the School. Administration developing marketing sector. research strategy Formerly charity, and
Gruar
is concerned groups
had
marketing including
operations
management services
in a range and
involves marketing creating, and enhancing strong relationships with and other stakeholders. Relationship is orientated is to deliver towards the long-term long term. to value
manufacturing,
financial
energy
and Colin Gruar uses to influ the organization marketing practices ence In this section we them. also discuss the of three, differing 'worldviews' emergence team and conclude the management by
together the main choices open to
satisfaction.
among drawing
However,
in
their
seminal
the management
that
their
are
relation
has not fuUy replaced conventional ship marketing as the dominant practice but transactional marketing is used where appropriate, as is database and network
marketing their research to a on less extent. These to researchers and do focus not marketing customers
strategy development. relationship marketing FinaUy, we explore the impUcations of our work for theory and practice, its limitations and suggest future
research directions.
for
Marketing In contrast
in NP to
organizations
groups, although other researchers (Day and Montgomery, 1999; Webster, 1978) extol the in wider stakeholder marketing benefits of engaging et al. (2005) argue that stakeholder practices. Payne an espoused is essentiaUy marketing theory more
than a conclusion as far theory-in-action we also draw are aware, from there currently, our are which literature very few is review; substan the
explore stakeholder
how
marketing
has
evolved
across
other of a firm's refocusing to engage more fuUy strategy relationship marketing NP with often face a stakeholders, organizations the gradual bewildering
interacting
array of dilemmas
and recurring stakeholder
as they
deal with
on a
pressures
regular
basis
(Tschirhart, argue
as we
(1991)
tive
empirical
studies
of
of
stakeholder is
and 1996). GaUagher in NP organizations, a greater have importance that businesses since
commercial
marketing
study on et al. (2005) in which the relationship marketing of 33 businesses is financial performance a reflection to be of their long-term
social, and environmental performance.
One
they complex inter-organizational are intimately with NPs and many relationships in the achievement of organizational involved goals and marketing For this reason, strategy development. differ marketing strategies within NP organizations
from often commercial pursue businesses. multiple, For instance, NPs marketing wiU non-financial
appraisal of
they market for social change, which Liao objectives; et al. (2001) refer to as a 'societal orientation'; and more pubUc attention, both positive and they garner negative, Arguably, than the average business this makes marketing upon with crucial range the determination preceding step a wider (Shapiro, in NPs of 1973). more
strategy tionship marketing among those businesses higher ROIs balance their stakeholder management Our and article contributes to both
across
and to
stakeholder
practices relationship marketing of an integrated model, which application in the NP market strategy development
influential
development
(GaUagher
issues marketing InitiaUy, we discuss contemporary our in NP behind the rationale organizations, it research model for such organizations, and how
can be operationalized in the context of our research
posed commercial
in the research Charity setting, a major medical the U.K. Then we discuss our chosen methodology, and types of our coUaborative interventions stages we make this longitudinal during study, and our main research the Charity's findings; an outline external stakeholders of the saliency of and the dominant
paper Some 27 years into their organizations. marketing sector is now undergoing later, the NP something in which of a reformation marketing principles are being widely, but perhaps not and practices
beyond a Kotler (1979) published organizations, could introduce about how NPs SpecificaUy
there (Andreasen et al., 2005); universaUy, adopted corners sector where still remain the NP of
111
is considered is avoided.
are the more
anathema
and a marketing
NP organi
such environmental shifts, we would argue are two fundamental there tasks which the
management team needs to address prior to
market-sawy
zations
now
choosing
to
embrace
both
stakeholder
closer mar
articulating
strategy. These
are:
a rigorous to determining Develop approach and agreeing saHencies across the stakeholder
organization.
are increasingly First, NP organizations to control their own financial destiny in which eager is the new mantra (Dee, 1998). This is self-funding due to the fact that they face new competition partly tion private sector chaUengers in areas like educa and health care and partly because there is
Audit each
of
efficacy.
from
from other NP intensifying competition organiza tions for a 'share of purse' both among donors and Second, NPs have learned government departments. more about the value and techniques of significandy marketing through marketing and NP organizations. businesses nerships between aUiances have come about as a result of the These new approach of firms to their CSR agenda develop et al., 2005). 2002; Knox (Porter and Kramer, aUiances of this type bring pressure on Corporate to change, especiaUy when money comes from marketing activities joint resource corporate marketers budgets; for these or human and HR 'cause-related' part
Research To enable
model,
context,
and
objectives
have
this process within the NP sector, we an integrated model, which incor developed both aspects of this proposed porates systematic re view of marketing This model is presented strategy. in Figure 1 and seeks to Hnk MitcheU's and stakeholder classification saHency et al., 1997) with CovieUo's framework theory of (MitcheU of con
NPs
in the professionals wiU expect deeper involvement NP organization and their joint projects than tradi tional donors may have expected or wanted. Third, a significant number of sector has produced the NP that are lead by professional large organizations CEOs sion who and are highly committed to the NP's mis can see the need for contemporary across stakeholders practices (Drucker, can not only
strategies,
temporary marketing (CMP) (CovieUo practices et al., 2002). In our initial search for appropriate theory and we stakeholder marketing, practices surrounding considered other stakeholder models and relation For instance, Frooman's ship marketing approaches. on resource seminal paper (1999) dependency was in stakeholder management theory appraised work, however, alongside MitcheU's these relationships from an 'outside-in' it views ? perspective the development of influencing strategies among ? stakeholders and MitcheU adopts an 'inside-out', our research protocol the latter fits better with a managerial since we choose focus in identifying since et al. Similarly, Christopher the 'six-markets' model, developed identifies the saHency of certain stakeholders influences. have
to set up marketing and pay the positions salaries that top marketing executives requisite command. For instance, the Salvation Army in the U.S.A. has revenues of more than $2bn per annum and the American turns over about Cancer Society afford of PhUanthropy, Such (Chronicle 2003). are very sophisticated NP leading-edge enterprises to use marketing and do not hesitate concepts not areas such as direct mail in traditional and just $800m in achieving their basic social fundraising, goals (Andreasen and Kotler, 2003). In order for NP to develop an organizations effective which strategy, relationship marketing but also
developing relationship marketing practices. this model in has been cited extensively Although the relationship marketing Hterature, we concluded that its specificity both in prescribing which stake regarded as saHent (without priori that relationship tizing them) and in their assumption is the dominant marketing practice simply does not our knowledge fit with of the NP industry. Our of the saHency of stakeholders among understanding holders can be
, Dormant I
^m^ i Legitimacy
? Dominant
^
\ Uroencv
]j JPT S*"**
\ \
j\ _
/Transactional
/ Database
t Interaction \Network /
^^^ Strategy
chotets '\.
<
9 months
Figure 1. An
integrated model
for marketing
strategy development
in the non-profit
(NP) sector.
and temporal are pluralistic practices In the end, we chose relational. contingent on the basis of its broader
of
the
need
for
change
in
their
to relationship marketing the fact despite approach we needed to adapt their research instrument to that stakeholder marketing (see our practices explore 'Research Appendix
instrument).
strategy. This change is being marketing a history of successful research solutions by which has resulted in fewer people dying from the and increasing numbers of people condition medical environ its debiHtating effects. This Hving with to review its mental shift is forcing the organization on greater importance strategic direction, placing resource aUocation for education and care solutions. Increased education and care activities topography of stakeholders in become instrumental relative saHencies, which revision of the Charity's any strategy. marketing Thus, our research objectives the are: the change for the Charity and their
unit medical
selected
of analysis of our research is a leading and it research Charity (the Charity) as a single participating to organization
1989; Yin, process (Eisenhardt, access 2002), made possible because ofthe privileged to the researchers This (Balmer, 2001). granted and testing a new defined process is about building explore to relationship marketing development approach across the stakeholders Our of a NP organization. our coUaborative has enabled purposeful sample study to be carried out on a longitudinal basis and fits our method and explanatory of descriptive enquiry in case (Patton and Appelbaum, 2003). However, is also important study research of this type context 2003); Appelbaum, of industry is NPs and choice of participant is based on an acceptance by the Charity's company (Patton sample and the theoretical
a defined
1. To
in of our model vaUdity to of a NP organization enabling managers review their current marketing systematicaUy explore strategy in the face of shifting organizational
goals.
our coUaborative 2. Through enquiry approach, to faciUtate of marketing the development to better fit this changing strategies deemed
environment.
In developing this marketing strategy, ment wiU have to have a clear view
Application what
of Stakeholder Theory
119
before the reaUy matters carefuUy managing of any strategy shift. In reviewing their consequences strategy, they wiU have to judi existing marketing limited resources ciously reaUocate the organization's their understanding of its various stakeholder key on of the groups stakeholders saUency in the future. are depicted and
of coUaborative proposed methodology enquiry a soft systems approach achievable using provided to evidence of staged progress can be demonstrated
managers.
based needs
The Soft
research
methodology
and
protocol
the Charity, there is currendy no defined to resolving these issues across the orga a number and consequendy of different
(or what the authors term 'worldviews' perspectives in the findings section) exist across the management team regarding the issue of stakeholder saUency and resource aUocation. This management is chaUenge more getting complex because of increasing turbu lence in the external unpredictable competing health and with environment a greater different change stakeholders resulting number interest in of
(SSM) was Methodology originaUy Checkland and Scholes, (Checkland developed by 1990) and has been used by researchers in business, the civU service and other NP organizations, notably Systems National the U.K.'s Health for over Service, 30 years (Checkland, SSM research has also 2000). been reviewed extensively in the academic Hterature over the years and is generaUy acknowledged as a robust methodology 2002a, (see BergvaU-Karebom, b; Flood, 2000; Flood and Romm, 1996; Munro was and Mingers, 2002). Soft Systems Methodology reasons. chosen here for a number of contextual and an established First, it has a defined epistemology set of advance' constitutive of the rules which intervention are declared 'in (Checkland, 2000). to the the epistemology and adhering Applying to be constitutive rules enables any new knowledge con and translated to other problem recoverable the abUity to generaUze the learn enhancing SSM also has the advantage of a set of ing. Second, methods and inteUectual devices (Root definition; can be CATWOE;3 etc.), which Activity Systems4 selected and used to consciously understand explore, texts,
areas As a and
calling upon the same pool of Umited resource. result of the combined effect of uncertainty need,
more it is becoming difficult for the greater to agree upon a clear defi Charity's management nition ofthe organization's marketing and objectives its relationship marketing more systematic approach saUency the direction of its stakeholders of strategy. Consequendy, to the assessment of and how this a the
supports has marketing development as urgently needed. state been recognized It is this team that of readiness the management among our research makes reaUstic and our objectives
[MRelSrj f_T/,%1
( Volunteers) ^Slm^
General ( Public^| _ _ S \and Prospects/
|j|
\^m^e^^/
^^^H^F
Doctors |? [
^^B^l^
f Beneficiaries)
Researchers |? [
^^MMS?MiS2><
Donors JV_^^^__3BB_S_S__a^^r- ;'J
s^~-*\
V ^ . _. )
UNA?
Figure 2. The Charity's key external stakeholders across the value chain.
BMA / Diabetes
120 Simon Knox using awide variety of different of data. Third, SSM is a coUaborative types enquiry that supports a longitudinal methodology approach, of change and the study of the involving observation problem ers to compare situation over time. This enables research 'before' and 'after' states and to draw out the learning from this as weU as engage with as 'researchers' on the journey, practicing managers aUowing the real Hfe complexity a seven-stage from problem of an issue to be to soft fuUy explored. advocates Checkland and act in a situation
the Charity
determine
in to
representative
defined
four
selection
in driving change. engaged with external stakeholders. of marketing practices and of the issue to their work.
approach situation identi systems appHcations, fication to the actions resulting, and the ethnography B (using of these seven steps is iUustrated inAppendix an example from our research in which actions are of a particular the prominence agreed to improve stakeholder mony across the NP in reporting, around reconfigured which For parsi organization). this seven-stage process has been has the key stages of researcher led to the results reported
assessment of managerial eUgibiUty and Low) was made based on the Medium, (High, and its of the organization researchers' knowledge
structure. A filter of two or more 'Low' scores was
used
the respondents potential a research sample of research sample. This yielded the assessment The basis of sampling, 14 managers. exclude from
and the assessments made were then sense
to
intervention, here. As the Hnear flow of Figure 1 suggests, there are over the intervention three key stages of researcher nine-month period. These stages are:
criteria,
checked
acceptable.
with
other
managers
and
agreed
as
individual managers First, to estabhsh among the saHency of stakeholders of the Charity aHgned
surface
to their
the
functional
perceived
contemporary
appHed
about
MitcheU's saUency theory of stakeholder Although has been widely accepted by researchers, his work in practice: the authors has had Umited appUcation could not find any substantive, pubUshed its use in the NP sector, which MitcheU communications. firmed through personal chose studies of has con So we
stakeholder
saHency across
the Charity
and its
practices and existing relationship marketing to identify the team's view of the alter Third,
native choices5 open to management as they
their relationship marketing develop to the environmental in response discussed To ensure earHer.
strategy shifts
to operationahze MitcheU's work through the soft systems protocol. foUowing An initial pUot sample of three senior managers from the Charity was asked to identify and prioritize to be top three stakeholders they consider out their duties. Each manager essential in carrying was of the three saUency then given a definition the characteristics asked to rate and Urgency) and (Power, Legitimacy, a stakeholders their priority using
the vaHdity and reHabiHty of the individually such asMitcheU's assessed measurement instruments, stakeholder contemporary saHency and CorvieUo's
practices and the team-based discussions and within the SSM, a constant comparative method borrowed from grounded theory was utiHzed (Barnes, 1996). The responses from a representative the same NP organization sample of managers within marketing reflections were compared
sources.
to encourage them to graphical instrument designed think more deeply about the relative impact of the three characteristics for each priority stakeholder and
their responses were cahbrated on three 7-point
against
each other,
field notes,
and
secondary
MitcheU for prototype (see Figure instrument used in this pdot). To be able to apply MitcheU's theory in practice, to use the score profiles first necessary it was scales 3
the
Application
of Stakeholder Tlteory
121
Prototype Instrument
t ' ; "' " - '"""' .
Z
T
fFW^^iS^j
\ \ \
Power A letafjonshs)between parties in which on* petty A can get another patty Bto ctosomettang thatB would not haveotherwae done
A peneratsed perceptionor asaumpton Vtattoe actions of a partyate j^^K3i^|j?3^ji^? HhE^mHE^Pdesaabte, pfoper, or appfopnate wttwi some aoaatty constructed systerr
Name Stakeholder
^^P^KW^
"^ The degree towhich stakeholder claims cat for immediateattention
Date ^m Dtodwrn
jrgeriT.
Calibrated
Instrument
'* .
^."' f_.f.-?<?t. : ^
\jjk \ j *
'
Respondent
r'~*&r,
j&0&^^-C"--' ^^^^d^fetA^j
\
\
jl^^^^j* i
Power
Ai?iatonsh^betiwe?npart??iwhchooepartyAc?ortarwewparty B to do sometojng thatB would not haw otherwise done
A gener?M?*d toe percepeon or assumption that actons of a partyare wtfun some socially constructed system desaaole. proper,or appropriate of norms, values, bevels, dehnffions Urgency The degree to which stakeholder claims cal for jmmcdiilcattei<ion
Figure
3.
From
prototype
to
calibrated
instrument:
operationaHsing
MitcheU's
stakeholder
saHency
in
the Charity.
classify that relatively to identify how MitcheU would stakeholder and then to 'sense-check' particular this classification MitcheU's Where manager. didn't the next resonate, predictions to 'recaUbrate' the point on the scale at the attributes (Power, Legitimacy, to exist (and below which to be present). A perceived and with the
in Figure 3) was then used across aU 14 At the same time, individual managers managers. were an adapted form of also asked to complete et al.'s questionnaire CovieUo (1997) of contempo shown In order to rary relationship marketing practices. to understand it easier for respondents make the nuances of the organization's practices to marketing was adapted in two the questionnaire stakeholders,
deemed Urgency) were was not that attribute score of >5 across consistent dictions
the three
vaUdity instrument
the prototype MitcheU itera developed through inductive tion in the pdot study until the instrument yielded the best predictions. This cahbrated instrument (also was
between
scales yielded the most these theoretical pre the Thus, experiences.
ways:
1. Marketing
'jargon' was
converted
EngUsh. 2. The questions were modified case of stakeholders general specific case of 'customers',
has been
and Colin Gruar strategy, i.e., to articulate Charity's marketing across nature 'worldviews' of the differing
management team about who reaUy matters
questionnaire
the the
in the past. Again, three the modified was pdoted with questionnaire to 1.5 hours and took about difficulties were identified and remained to record
among
stakeholders
and
is being iUustrates
across the of aU 14 participating managers (see top three stakeholders they regularly deal with A for the modified CovieUo questionnaire Appendix C for an example of responses from and Appendix three respondents). the most tatively practice, tive of which their This instrument form dominant captures quaU of marketing
the SSM was produced when these differing worldviews. in opinion about the primacy of differences (and sometimes
view was reached
conflicting)
about the
world
choices
a consensus
the management
a new relationship has for developing It was acknowledged that these strategy. to reflect
the changing environment also cause shifts in the earUer and may ofthe Charity's stakeholders. Our research in the next section.
are discussed
on managerial this could range function, Depending in the recruitment of regular donors, from engaging to lobbying for funds from the Department of Health or seeking by a corporate respondents marketing CovieUo's only to be sponsorship partner. The response from of a TV commercial individual of by is
Research The
findings
MitcheU's
classification
theory of stakeholder saUency has proved in enabUng the organization's priority to be identified in a more stakeholders systematic instrumental The results are shown these priority classification in Figure 4, which are and stakeholders on MitcheU's Usts their theory
organization behaviors,
abuse, etc.
as
than
changes cessation,
products
way. who
saUency
based
at this stage they were However, SpecificaUy asked come to judgment not to about the efficacy of these since the majority of respon practices marketing famiUar with the basics of marketing, dents, although
were non-marketers.
Priority Stakeholders
Saliency
a soft stage of our research protocol, systems approach was again adopted in the form of an interactive The of this purpose workshop. was to provide the basis for a common workshop In the second understanding of stakeholder and to initiate organization or not each were considered whether saUency across the team discussions about
^R^^i
f'MKffBffih.,
,, ?___
to be covered the Charity's market existing practices. As an by was broad agreement about the there outcome, or not these of stakeholders and whether saUency stakeholders were reached tion's dominant FinaUy, shop were marketing the results from discussed with was through activities. the organiza work team. of Figure 4. The
saUency
Our
a view
Charity's
priority
stakeholder
and their
of the
classification.
Application
123
E for a fuU explanation of this (see Appendix additional classification classification system). An was to cover added the situation (unclassified) as a a stakeholder was identified qualitatively where priority but was not deemed currently to possess of the three attributes of Power, Legitimacy,
Urgency.
to be an is felt management attention) classification for Influencers (particularly appropriate and journalists with an important story or politicians on important policy initiatives) legislators working and CRM Tesco) who Partners offer large funding Discretionary Stakeholder (no pressure to engage although they can choose to do so) is felt to be an appropriate classification for the saliency of Grant Recipients, Donors, Partner Organi arrangements. for managers zations, (such as the high the potential of street retaUer
any or
research Charity, are perceived to be important the Grant Recipients who for and secure the apply to raise the money research need grants. The seen as being is the next priority through Donors Not surprisingly the most stakeholders be no funds there would are perceived to be in third Infiuencers place because they can create the right external in terms of environment for the Charity, particularly since without to distribute. this money, promoting the General money). increase joint Further awareness Public among (which in turn helps raise more comes Partner Organizations who of the need for itswork
for a medical
and Expert Audiences. In aU cases, the man agement felt that they initiate and sustain interaction with these groups. The General Public and Volunteers are felt to be appropriately classified as Dependent Stakeholders management organization). (depend on the advocacy and have no real voice Both of internal the within
Next
the reach of the Charity's work, providing and further funding opportunities. programs can come
Unclassified. This regard them as being priority stakeholders, they did not register as possessing of the three MitcheU any characteristics. with that The reasons for this were discussed evident to the team and it became the management there are differing views attached
Prospects and Beneficiaries were reflects the fact that whUe managers
in fundraising activity growth from attracting new donors and hence Prospects are seen as being next in importance. Expert Audience, can augment such as the British Medical Association, the authority of the Charity's work and represents an to promote key of opportunities Volunteers, the operations policy decisions. Without and other community fund of the Charity's shops would grind to a halt and the money avaUable raising to Grant Recipients would be severely reduced. influential network FinaUy, the level of funds raised is further augmented through relationships with CRM Partners. The big low managerial gest surprise of aU is the relatively
of Prospects and Beneficiaries. Some feel importance are inadequately in these stakeholders represented to keep the organization it important and consider them as a priority, hence the 'unclassified' category. could also think of relevant examples of Managers MitcheU's had not stakeholder classifications which = some come to light Dormant (e.g., initiaUy potential partner organizations with whom strategic in the future; Demand alliances could be formed = some lines of time to press enquiry, from ing = the Dominant time; Commission; Charity = the anti-animal PETA, Dangerous possibly
research organization), although these were gener
of the importance of Beneficiaries (the perception is ultimately the organization trying to help), people did emphasize that they although some respondents were Next actively we trying
across the
to amplify
organization.
the
'voice
of
the
of the priority
beneficiary'
stakeholder
report on the classification of each salient stakeholder group using MitcheU's the model based on appears the observed of to have a good fit alignment stakeholder predictions.
Tlte dominant marketing practices across stakeholders The third main of to report was a clear under dominant practices marketing in their stake the Charity's managers result the activities. are These dominant mar
standing
classifications
(Definitive; to be relevant to
team. Definitive
Stakeholder
in summary form in shown practices are 5 and the descriptive statistics, which Figure used to identify both the Charity's and dominant
| Stakeholders |
Priority
-J
Sa,iencv &a?ency -J
-iDominantMarketing Practjce
liBB8HHp!?fe
ISWWi^^^_^SSS|
practice by stakeholder group.
Database I
dominant marketing
contemporary marketing I below. Table These results have the Charity's et al.'s CMP
practices,
are presented
in
more
a high
level of resonance
with
of
an
than level
that CovieUo management, showing is instrumental framework in explain The observed fit between
of exchanges and managerial is also good. AU types of these marketing practice are identified as being used (transactional; exchanges interaction and network marketing), dem database; a pluralistic to the Charity's onstrating approach
know Ukely to be high. Individual managers would some volunteers which may help explain personaUy it transpires that there is no this result. However, for managing volunteer single point of responsibiUty to develop there is no mechanism staff; consequently, more formal marketing for communicating practices with these volunteers such as database marketing.
among its priority stakehold relationship marketing ers. Network was common the most marketing used. Grant Recipients, approach being Influencers, Partner Organizations, and CUM Expert Audiences, contact or Partners are managed through personal contacts making it possible and, therefore, productive to establish strong relationships with key individuals. is used for the mass-market Database Marketing to Donors, Prospects, and Beneficiaries; aU of activities which less personal communica typicaUy involve tions with numbers In situations of people. large where there are no connections with (e.g., communicating dominant marketing The through relationships the General Public), the
The
marketing An
came interesting and unexpected finding, which to Ught during the interactive workshops, was that stakeholder saUency is clearly a social construction the part the Charity's managers. differing groups of the management have different very perspectives of Our 'who and what really matter' of the transcripts analysis these workshops led us of In other popu on the
on
transactional. practice becomes in these results appears to be with only anomaly the Charity's Volunteers who were regarded as being to through interaction. This was felt to be
can be
marketed
the perceived of a fied, each describing importance to how stakeholder the goals of the according were variously sche organization interpreted. The
Application
125
Summary
Statistics
of
the
dominant
and
contemporary
rtiarketing
across
the Charity's
main
stakeholders
Stakeholder
Top
stakeholders:
frequency
of mention
Dominant
and
contemporary
marketing
practices
by managers
Transaction
Database
Interaction
Network
Grant recipients
Comment: Recipients. as a member On This of makes
5
aggregate,
6 4 14 21
managers intuitive of sense place as the an emphasis established or on Network practice as individuals is for and Interaction to researchers marketing interact with with practices the organization Grant either
a group
researchers
(Network)
(Interaction).
Donors
Comment: This This Supporters. a or from targeted profile makes
4
reveals intuitive shot a on Database managerial emphasis are sense as voluntary donations using database technology.
16
and Transactional secured either from
18
marketing * an exchange'
20
practices such with as money Financial in a tin
maU
generated
Influencers
Comment: appropriately This
5 4 6 12 3
profile reveals established the emphasis practice. put on Network marketing in managing relationships with Influencers, again
reflecting
General pubHc
Comment: PubHc, This reflecting
11 9 2 5 3
profile reflects the practice emphasis and estabHshed the put on Transactional use of appropriate and Database techniques marketing for dealing when with with dealing a mass market. the General
Partner orgs
Comment: Organizations, form business This
2 2 62 8
profile reflecting networks represents estabHshed to 'spread the use of Network For and Interaction individual marketing managers wUl techniques interact when and dealing groups with Partner wUl instance, of managers
Prospects
Comment: prospects
0 8 10 0 2
This profile reflects the extensive use of Database technology to identify, score and target the most attractive
Expert
Comment: estabHshed
audiences
This Network profile
0 0 4 14
reflects the role of personal and professional influence on Expert Audiences and is consistent with
practices.
Volunteers
Comment: higher This
1 4 5 8 2
profile level represents probably the variety the of ways close in which relationship the Charity between communicates a manager and with certain Volunteers, volunteers. with the
Interaction
reflecting
CRM
Comment: the
partners
This
3 12 3 1
profile is pluralistic. CRM partners and be are managed in a variety and the the of different stage in ways, depending of of the the on the nature of For transactional) used in
instance,
tactical, (strategic, relationship specific Database may techniques marketing may and offers be a used higher for a more return.
development stages
marketing justify
strategic/estabHshed
relationship
investment
relationship. in resources
to
mata
these
shown
worldviews.
in Figure
6 were
created the
to capture of dif
Each worldview
ferent managers
represents
who compete
interests
for
resources.
are rarely articulated but represent the of thinking that managers have developed over time to simplify the complexity of their real world situation. of example, should By way
1 Worldview 2
V^-?7 /Fighting'thA^ J^~"\ J^-X disease'in the K^oingVitaK i Medical I Community ^SupportedX byV? ] / f Research V \ Research \ / y
m?p
Figure 6. The three coexisting worldviews
^@3
of the Charity's management.
^s@3
attention management the organization wiU be driven by overaU, satisfying the interests of the research community (Grant Recipients) and the marketing strategy would on them. Thus, marketing be focused primarily then research perspec practices would adopt a medical 2' dominates, tive. If 'Worldview then the organi zation wiU be driven by the need to do the work that appeals most marketing perspective. marketing to Donors strategy, For 'Worldview which and to justify would 3' have this through its a donor the
'Worldview
1' dominate
heuristic, based on the judgment of the management team and has served to guide strategic direction over a period of years. However, particularly as results of the output from reported the final workshop debrief the foUowing the work here, and a
range subsequent post-workshop of marketing strategy choices has been identified by the for further discussion: Charity's management Strategy medical research Choice research 1: Maximize activities the Charity's and constrain non
need the strategy would to of large social marketing programs promotion the general pubUc. These marketing would practices a healthy Uving and health care be about promoting in the community. results are significant as the direction ofthe overaU relationship marketing strategy organization's is contingent upon which worldview garners most activities These
to dominate, to focus on
to the level of 'surplus' activities funds avaUable at any point in time. Continue to grow funds primarily for research purposes. 2: Focus on prevention of Strategy Choice the medical optimum education mix versus condition by of medical community the detennining versus research care activities
the
We
to raise Seek against predetenriined goals. to cover this new mix of the funds necessary activities. 3: Focus on 'root cause' pre Strategy Choice current vention research by mamtaining a more levels (but with focused expenditure and selective research agenda) whUe seeking to grow education care activ and community ities to a similar level within the next 5 years. In effect, this strategy would double the size the Charity and would require doubling to achieve this mix. the funds needed these choices, they have the management by a and thought the However,
Identifying The
adopted to surface the tacit knowledge and routines within the Charity has resulted in a awareness ofthe consensual greater strategic tensions to foster an inte that exist and in a corrimitment strategy development. states is a simple rule, which that 70% of expenditure should be directed towards research activities and 30% towards non-research as education activities and care). This rule is (such there to marketing
SSM we
of
strategy
polarized to promote
in
the organization.
of Stakeholder Tlieory
mented across
127
then this central
impact they may is currently an open question and the relationships the scope of this of further research beyond subject article. The purpose of our article is simply to re a port on the choices the Charity has in developing future cludes relationship our research marketing findings. strategy and con
strategies stakeholder
priority
stakeholders,
mission brand
enduring readily as the strategy wiU have from a common starting point (Van Riel, developed 1995). As the NP's brand values build, stakeholder awareness and affinity is likely to increase since new values of the NP information it awareness can be more readily consistently. and affinity is likely to result in greater can lead to loyalty across stakeholder groups, which in both the organization's efficiencies improvements (King, 1991). is communicated processed when This increased
wiU
translate more
into
for
theory here
and
and its effectiveness First, MitcheU's development has been successfully operationaHzed and applied in sector for the first time. Second, CovieUo's the NP CMP framework has been applied in a new sector (NP) broader solely FinaUy,
stakeholder now have
contributes
and limitation
we made
future ofthe
to
research work
focus on
directions here is in
reported
only one
and
adapted successfuUy of stakeholders, rather than constituency as it has been previously to customers used. using
the
to accommodate
organi
zation
position
in the NP
since our
sector. However,
research findings
it is a defensible
are concerned as
both
tools
applications
researchers to advance and
together
managers relationship
across
alike mar
much
with
groups,
keting
theory through management as a research gap in our recognized Our work has
comments.
important framework CMP theory and CovieUo's on these findings sector first and to report that replication comes possible. across other NP Indeed,
as they are and protocol methodology of stakeholder and relationship saliency In our view, it is strategy development. to seek validation of both MitcheU's in the NP in detail so
to management also contributed it surfaces the importance of stake practice in aNP organization in shaping holder management strat the development of its relationship marketing since egy. It has started
among
be organizations nature the embryonic given of stakeholder theory and stakeholder marketing seem to us it would practices in businesses generally, that this model
senior managers
a process
the Charity's
of
engagement
and
team
could
in
now
by
reeducation
management
profit-seeking
by changing patterns of thinking and actions that are to the study has begun presently weU-established;
chaUenge the status quo and to sensitize management
Ave acknowledge the nature of our limit the generalizability of our results, other methods that could possibly have engaged a Although study does
more representative sample of NP organizations,
to
the need
for
a change
strategy At a broader
in direction
as the level, external there
of
their
envi
relationship ronment
marketing changes.
is con
of NP scope for other senior management to review their stakeholder marketing organizations siderable this integrated model, strategy by deploying partic charities that compete for ularly among research-led
their donors' 'share of waUet'. Moreover, such a
such as quantitative survey techniques, would simply lack the necessary depth. To unravel the complex across issue of identifying stakeholders priority and formu by surfacing tacit knowledge consensual view of marketing strategy lating refec requires cycles of management development tion and action; a very difficult task to quantitatively a achieve
techniques
functions
is likely to surface the presence of systematic 'tribal' behaviors, which may not fully manifest any the organization's in their marketing central mission review to different reached stakeholders. If a consensus about how the marketing is agreement is imple strategy
through
for
surveys
that matter.
or many
other
quaUtative research
the
managers
128 Simon Knox in this paper and conundrum outlined management wiU be facing a bewildering array of they, too, stake (and potentiaUy poorly defined conflicting) holder needs insufficient
important ences over
Appendix CovieUo
and competing for the aUocation of resource. who their most Knowing
are-their successes in needs changing and influ social future
adapted CMP Questionnaire: Practices Communication Respondent: Company: Department/Role Priority 1. The Stakeholder ID:
stakeholders
behaviors
and what
resources
should
be allocated
an agreed relationship marketing strategy through as wiU also be acknowledged other NP managers by a critical strategic issue to resolve. Indeed, many NP wUl have wrestled with these issues but managers a utilitarian if any, wiU have developed ap a rigorous with theoretical basis (Gruar, proach few,
2005). For this reason alone, we offer our integrated
communicating
with
this
model use
approach identified
to others a number
in the NP FinaUy, we
research:
or beneficiary relationship
further
the case of internal investigate in NPs and to develop saliency to cover this research gap. theory an application CMP of CovieUo's to to these to research internal stakeholders. the link between stake
2.
Our
communication
activities
with
this
stake
holder
involves:
to the mass market.
practices
marketing at the rela by looking specificaUy of saliency and the portfolio tionship between (or level of relationship marketing practices saliency resources) applied by marketing sector. in the NP
and contemporary
Communicating
Targeting
Individuals
identified
in
segment(s)
our organiza
of
in general move towards engaging this future their stakeholders more effectively, agenda may weU firms as weU. find application in profit
networking
partner organizations
managers
in health
research seeking
improvement.
this stakeholder no
is best described
as:
Hke
to
to
thank
this
the Charity's
through reflections competing Hugh School in Wil of
Impersonal
contact).
(e.g.,
individual
or personal
and corrimitment, participation, schedules their work heavy despite on In our their time. rewrite, pressures son and Dr Iain have to our present bHnd Davies also been the of the very
Somewhat Involving
to-one account
management management).
Cranfield helpful
suggesting suggested
descriptive reviewers.
statistics
the often
establish between
basis).
a one-to-one
Application 4. When we
129 network of in
interaction
communicate with this stakeholder the is such thatwe beUeve they expect: contacts with no future contact with
us. contact with
partners
engaged
Impersonal
as a result.
stakeholder personalized
personal one-to-one contact personal
on
Some
(e.g., One-to-one Ongoing
future
direct mail).
contact
with
us
The mass
people
network.
in our
organization
groups of supporters or beneficiaries. in the general population individuals Specific or decision makers we deal in organizations we need. with whose support Particular The relationships
in our
between
partner
individuals
network.
and
5. The
interaction
we
have with
this stakeholder
8.
organizations
as :
Our communication resources (e.g., people,
Mainly
contact
adverts,
at arms length
and mailers.
through
time, money)
One or
for
of
correspondence,
direct
several
individual
Care. tion, Awareness, Fundraising, Community & systems to improve commu Technology
nication with any of our audiences.
for the overaU responsible limited social contact. A mixture the of formal of the development to both parties. important departmental this stakeholder
new or
relationship
and social
per
relationship
our
Partner
relationships
6. Our with
Attract
9.
Our
communication
activities
for
this
stake
holder
Functional
retain
beneficiaries.
Get
information
to new
supporters with
or other
or bene
ficiaries. Develop
supporters holders. Coordinate customers, activities and other between parties ourselves, across our
of
the business
activities as
stronger
or
relationships
existing
stake
beneficiaries
employees senior
Directors,
of Department).
Appendix An
Ulustration
seven-step,
to the Charity.
SSM
mechanism
Researcher
reflections
Step
Problem identification
situation
key
manannual
was
the
might to do.
Step
Problem
situation
of the
scope
and
agreement
ofthe was
research
work bigger
part
the Charity.
Step 3
Step 4
Root
Exposure of SSM to the managers was held in the background, with thefocus being on dis
cussing erally found situation. the problem gen Managers to the approach easy and useful A few in acquiring greater on ology and went problem situations. commented the ously 'holons' been to seen describe as a on the 'power' had previ almost of managers expressed interest
SSM
Step
Comparison
of models
SSM
what complex, -
indescribable problem
up' discussion about improvements.
and how
cross
it 'opened
functional
Step 6
Changes:
desirable
systematically
and culturaUy
SSM workshop
subsequent
and
feasible
The need
beneficiary' strategic
to strengthen
was surfaced for priority a cornerstone
meetings
Step
Actions:
to
improve
the
Business
planning
to has the
ampUfy started.
the
of
the
at CouncU
of Stakeholder Tlteory
131
responses
questionnaire
from
three respondents
I I
Contemporary IDatabase
Transaction
|R1 Financial
Database
|5
\0|0 |4
is to be
in
such as 'money ina collection tin' or through the use of targeted mail shots
using
4 , 0 0 1 1 1 This profile reveals there is little difference between in terms of of current supporters and prospects [5
marketing practices adopted by management._
technology._
the the
2 Community I
Care_|_|_[__|_ provides transcending a range the of services of
[~2
which are
|2 [~3
delivered marketing in a variety practices. of ways, the E.g.
purchase of medical monitors (transactional); the mailing of registered patients with health advice (Database); the visit of a nurse to a patient (Interaction); and the work of a nurse with Partner Organizations to _ _ progress health education in the community (Network) I 0 Financial f~4 i~6 |R2 p5 Supporters |_|_|_|_ Comment: This is a different manager illustratinga similar profile to
respondent 1._ Here,
Prospects j Comment:
\3
the respondent
I6
puts
0 I
[0
emphasis on database
a greater
1); marketing when dealing with prospects (compared to Respondent reflecting a different type of prospect within the prospect stakeholder group
Volunteers
|2
I3
1 I
I3
Comment: This profile is pluralistic. Volunteers are subject to a variety of marketing practices including transactional (agreeing the hours of work); Interaction through working with their via newsletters; database colleagues; and Network marketing though their work with other partner
_ organizations Comment: Network
|R3
Influencers | 1
This marketing
I1
the
[5 I2
the manager emphasis with this stakeholder group_ places on
Partner
Organizations
Comment: Network This
|o
|_]_|_|_
profile reveals
I8 Tlf~0
by the respondent_
an even
stronger
emphasis
placed
on
marketing
Expert Audiences
Comment: This
I0 \_|_|_|_
manager
|6
communicates
f~8 |~1
with Expert Audiences using
I_1
Appendix
An example
D
of a soft systems strategy development To preserve the anonymity ofthe Charity artifact about the Charity: root definition, CATWOE, and activity systems in
marketing
r-r^
J Of ?***-*
TT^iT
I y^fe^UfW-^-
{*?'***?-?I
I ._-.-?
<__ c
? MBfr***-t*la-'-s
|(
*n2?5 L^
/<^_r _ ___^f~f''
4*^l I
^v_______~___Z^
**---?***
*
y
<^ /
_^c____-nno**s>_^
) ZZS?3 ?^fys
(~g******t
of Stakeholder Tlteory
133
/ Dormant
/
\ Stakeholder\ \
Discretionary\
>v /
\ / y/\
\ \
/ \ Stakeholder \
/Dependent \ / Stakeholder]/
Definitive
/ Dangerous \. / Stakeholder
X^
\ \
\.
Demanding Stakeholder
;/
/ /
Urgency
Stakeholder
typology
Stakeholder
classification
'Latent
stakeholders'
Dormant
legitimate is unused. no
or
Management to acquire
should a 2nd
not but power legitimacy on managers is no pressure they likely can to be choose to do of
so. This
Demanding
legitimacy buzzing
not
dangerous;
attention. only warranting passing and legitimacy and therefore both power to managers. influence. This group matters They a formal to interact wUl have mechanism with They attention. expect and receive much man
managers. agement Dependent Possess Depend management Dangerous Possess Coercive rate 'Definitive stakeholders' Definitive Possess mand likely holder tain predict
and legitimacy on advocacy, values urgency and and possibly Management legitimacy for
but
no or
power. internal
power
not
terrorist. power,
urgency. attention. of
expectant Managers
to definitive need
under to understand/
conditions/situations.
organization
identity
Balmer,
2001,
'Corporate
Identity,
Corporate
Branding and Corporate Marketing: Seeing Through Fog', European Journal ofMarketing 35 (3-4), 249-291.
Barnes, D. M.: Method 1996, and Theory 'An Analysis the Concept of the Grounded Quali of Culture',
the
of a purposeful is a mnemonic
the elements of a purposeful specificity activity. 4 are a or Activity Systems diagrammatic representation of a defined models purposeful activity. A detaUed of the implementation of any of discussion the new in the conclu discussed strategies marketing sions per section and wUl is considered be reported outside elsewhere. the scope of this pa
Systems
in and
Function Practice
a Case
CovieUo
et al.
(1997)
[CovieUo,
Contemporary
N.E.,
is classified
G. D. Upah
pp. 25-28.
(Chicago,
IL), A
and
Development
"Understanding of a Classification
Checkland,
Thirty Behavioral
P.: 2000,
Year
Marketing Management, of
Transactional: and impersonal. information yet distant. an on interactive trust. an economic
13, 501-522.]
transaction, at arm's length
Checkland,
Christopher,
Database: sonalized
and
economic
P. and J. Scholes: 1990, Soft Systems Meth inAction (WUey, Chichester, UK). odology
M., A. Payne and D. BaUantyne: 1991, Marketing (Butterworth-Heinemann,
transaction,
per
relationship,
often
face-to
Relationship Oxford).
relationships
between
Christopher, organiza
M.,
A.
Payne
and
D.
BaUantyne:
2002,
Relationship
2nd edn
Marketing:
Creating
Stakeholder
Oxford).
Value,
Although
stakeholders, been A that voice reported supporter gives time
to identify
they
internal
not
(Butterworth-Heinemann,
Chronicle
CovieUo, 2002,
trustees,
have
of PhUanthropy:
N., R. Brodie, Firms 'How
2003, October
P. Danaher to their
27.
Markets: Johnston: An
and W.
research. of further subject or (a corporate) something money the cause. include government, research and other (e.g., donor) or
Relate of
Empirical
Examination
Contemporary
Marketing
(e.g., Relevant
poHtical
regulators, institutions,
medical NHS,
voluntary organizations. 10 in Marketing planning are most 'who' we deciding target audience) and what
this
context
is the in
process to to
of (the them
Day,
G.
S. and D.
Directions 63(Special
Dee, J. G.:
talking to say
Journal
Nonprofits',
of Marketing
Harvard
are shown in bold; systems thinking about the real world are shown in italics (Steps 3 and 4).
Business Review 76(1), 54-66. Eisenhardt, K. M.: 1989, 'Budding Theories from Case Management Review 14(4), Study Research', Academy of
532-550. Drucker, Nonprofits', P. F.: 1989, 'What Business Business Review can 67(4), Learn 88-93. from
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Simon Knox
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Centre for Advanced Research in Marketing, Cranfield School ofManagement, Cranfield, Bedford, MK43 OAL, U.K. s. knox@cranfield. ac. uk
tions
Presage
Holistic
Stakeholder
E-mail:
Relationship