D

AN IAL
ER OC
LD E S TY
O
I
T
L
H A I
E
R IB
K
O S AH
A
P
ST OR ON A I S Y
C ESP A H
R
A
R
F
B

STAKEHOLDER RELATIONS
TUJUAN MANAJEMEN STAKEHOLDER :

UNTUK MEMPEENGARUHI SIKAP DAN TINDAKAN

STAKEHOLDER AGAR DAPAT MENGHASILKAN
SEBUAH HUBUNGAN YANG SALING
MENGUNTUNGKAN.
MANAGEMENT STAKEHOLDER TUMBUH SEBAGAI
KUNCI DALAM AKTIVITAS PR DAN ORGANISASI

STAKEHOLDER
STAKEHOLDER ADALAH :

KELOMPOK ATAU INDIVIDU-INDIVIDU YANG

BERINTERAKSI ATAU MEMILIKI
KETERGANTUNGAN DENGAN
ORGANISASI, ATAU KELOMPOK YANG
DAPAT MEMPENGARUHI, ATAU
TERPENGARUHI OLEH TINDAKAN,
KEPUTUSAN, KEBIJAKAN, PRAKTEK,
ATAU TUJUAN DARI ORGANISASI.

4. REVOLUSI
KEKUATAN STAKEHOLDER
DALAM
MENGAKSES
1. GLOBALISASI
INFORMASI
2. TUMBUHNYA
5.
INVESTOR
TUMBUHNYA
PROFESIONAL
KESADARAN
3. MUNCULNYA
BISNIS
CUSTOMER
DALAM
YANG
MASYARAKA
SEMAKIN
T
PINTAR
6. INTERVENSI
PEMERINTAH

MANAGEMENT OF STAKEHOLDER
RELATIONS
Stakeholder relations management is an integral part
of many of the major process of public
relations. It's technique apply to issues
management, government relations, media
relations, marketing communications,
community relations, internet-based
communication and so forth.

STAKEHOLDER ACTIVITY
STAKEHOLDER
RELATIONS
MANAGEMENT
1. 1. Aligns corporate
objectives and
stakeholders
expectations
2. Informs stakeholders
on corporate policies
and producers
3. Identifies problems
with stakeholders
before they become
major issues or crises

1. Identifies those people or

groups/organisations who
have astake in the issues
affecting the organisations
2. Assesses the potential of
stakeholders for cooperation
or competition in the policy
process
3. Involves planning and
implementing a strategy for
dealing with each stakeholder

STAKEHOLDERS
STAKEHOLDERS can be persons, groups, neighbourhoods,
organisations, institutions, societies, and even the
environment. MEMBERS of stakeholder group share
common traits and features. They may not know each other,
but have enough in common to be treated as a group.
Stakeholders are significant enough to matter to the
organisations. THE STAKEHOLDER need to be reachable,
they need to be defined in such a way that enables them to
be contacted to create dialogue with them.

TIPE-TIPE STAKEHOLDER
1. KARYAWAN
2. PETINGGI PERUSAHAAN
3. REKAN BISNIS
4. PEMERINTAHAN LOKAL ATAU DAERAH
5. REGULATOR PEMERINTAH
6. MEDIA LOKAL, GLOBAL, NASIONAL, BAIK BERITA MAUPUN
MEDIA SOSIAL
7. PEMEGANG SAHAM
8. ASOSASI IPROFESIONAL, PELAKU INDUSTRI, ATAU BISNIS
SECARA UMUM
9. INSTITUSI PENDIDIKAN
10.ANGGOTA KOMUNITAS
11.LEMBAGA SWADAYA MASYARAKAT, DAN SEBAGAINYA

STAKEHOLDERS
STAKEHOLDER YANG PALING PENTING
ADALAH

KARYAWAN
EMPLOYEES

ATAU

A company that actively engaging in

stakeholder orientation activities
achieved stronger financial
performance than those giving a higher
priority to other stakeholders. Other
studies have confirmed the importance
of employees as stakeholders.

SHAREHOLDERS PEMEGANG SAHAM

Shareholders have been seen as the ultimate
stakeholder, the group that owns the organisation and
whose interests supersede all others. Hence,
traditionalists criticise the stakeholder approach
because it violates the nature of the shareholder manager relationship (Friedman & Miles, 2006, p. 119)

CORPORATE REPUTATION
THE DEFINITION OF CORPORATE REPUTATION is

the overall estimation

in which organization is held by its internal and

external stakeholders based on the organisations
past actions and probability of its future behavior.
Another definition : a collective representation of
images and perceptions. A reputation involves
relationship with all stakeholders and is gained,
maintained, and enhanced or detracted from over
time.

BENEFITS OF A GOOD REPUTATION

1. Menjadi pilihan / preferensi utama dalam melakukan
bisnis ,ketika produk dan jasa milik perusahaan lain juga
tersedia dengan biaya dan kualitas yang sama dengan kita.
2. Kelebihan atau kemampuan untuk menambahkan biaya
lebih untuk produk atau jasa
3. Mendukung perusahaan dalam waktu waktu genting atau
kontroversial (krisis)
4. Menjadi nilai bagi perusahaan dalam pasar finance

CEO IS THE KEY TO CORPORATE

REPUTATION
The CEOs attributes that matter most to stakeholders
were :

1. Communicating a clear vision inside the

organization
2. Believability
3. Attracts/ keeps a quality management team
4. Demands high ethical standards
5. Motivates and inspires employees
6. Cares about customers
7. Increases shareholders wealth
8. Foresees change
9. Manages crises/ downtruns effectively

WORKING ON THE REPUTATION

6 Steps to help build a corporate reputation through a
stakeholder relations program :
1. Conduct more research to know key stakeholders
better
2. Assess stakeholders strengths and weakness, and
focus on the gap between internal realities and
stakeholder perceptions
3. Research the main factors comprising the reputation
of the organization and align them with policies,
systems and programs in all functional areas. This
produces a powerful re-orientation of priorities and
behaviours
4. Set plans to exceed stakeholder expectations
5. Involve the CEO as the greatest ally or champion of a
reputation program
6. Measure regularly against targets and act to improve
the results

5 WAYS TO SHIFT A REPUTATION THAT IS

UNDER PRESSURE:
1. Discard : shed or dump a negative reputation. from
Kentucky Fried Chicken to KFC.
2. Conceal : obfuscation. Change the parent company
name. Phillip Morris to Altria.
3. Redefine : morph or transform. an oil company
becomes an energy company
4. Transfer : outsource. When a company takes over
another company with a better reputation, it can
assume the name of the company it has taken over.
5. Create : fertilise, manufacture/ sculpt. A firm can use
aggressive publicity to build a positive views of
aspects such as advanced technology, philanthropy,
environmental programs.

RISKING THE CORPORATE REPUTATION

Risk-management methodology generally involves :
1. Identifying the types of possible incidents/issues
that could affect the corporate reputation
2. Categoring and ranking the incidents/issues
3. Analysing for likely causes
4. Measuring the possible impact
5. Implementing a program to minimize the
possibility of such situations occurring

THE BENEFITS OF ORGANIZATIONAL

TRUST
1. Improved employee recruitment and retention
2. A stronger share price
3. More confidence by investors
4. Enhanced customer relationships and loyalty
5. Opportunities for partnering with others
6. Increased risk taking and innovation
7. Stronger brands

CORPORATE SOCIAL RESPONSIBILITY

The European Union defines corporate social responsibility as a
concept whereby companies integrate social and
environmental concerns in their business operations and
in their interaction with their stakeholders on a voluntary
basis.
Meanwhile, Business for Social Responsibility organisation defines
CSR as business decision making linked to ethical values,
compliance with legal requirements, and respect for
people, communities and the environment around the
world.
Philip Kotler and Nancy Lee defines CSR as a commitment to
improve community wellbeing through discretionary
business practices and contribution of corporate
resources.

CORPORATE SOCIAL RESPONSIBILITY

Special value can emerge from companies
embracing CSR :
1. Managing risks
2. Protecting and enhancing reputation and brand
equity
3. Building trust and licence to operate
4. Improving resource efficiency and access to
capital
5. Responding to ot pre-empting regulations
6. Establishing good stakeholder relationships
7. Encouraging innovation and new ways of

CORPORATE SOCIAL RESPONSIBILITY

US

economist Milton Friedman said

there is

one and only one social

responsibility of business to use its
resources and engage in activities
designed to increase its profits so
long as it stays within the rules of
the game.

4 KINDS of social responsibilities

constitute total CSR : economic,
legal,ethical, and philanthropic.

COMMITING TO A CSR PROGRAM

3 Dimensi prinsip pendekatan dalam program CSR :
Timeframe : Is important because initiatives can be complex and
take time to realize their full potential. Be clear on the shortterm and long-term benefits.
Nature of benefits : Some benefits will be tangible, such as
revenue from gaining access to a new market. Others will be
just as important and intangible, but dont underplay their
importance.
Benefit split : Remember, this is a partnering concept between
the business and society. Dont allow the arrangement to
become one-sided so that it moves into philanthropy or
propaganda. The benefits must be shared appropriately.

CORPORATE SOCIAL RESPONSIBILITY

(cont)

Prinsip yang dianjurkan oleh para ahli dalam membangun

komitmen terhadap program CSR :
1. Konsentrasi pada usaha dalam program CSR tersebut
2. Bangun pengertian yang mendalam mengenai benefit dari CSR
3. Temukan partner yang tepat dalam menjalankan program CSR

COMMUNICATION AND CSR

CREDIBILITY AT STAKE
When communicating about CSR activities, there are four main
elements :
1. The vehicle (communication device used to communicate
legitimacy)
2. Claim (what was actually said)
3. Justifications (how the claim was justified in order to
demonstrate legitimacy)
4. Intent (what the organisation intended to say through the
claim)

Effective communication of companies responsibility

programs remains a rare achievement (J. Dawkins, 2004)

CSR FORMAL REPORTING

Nama lainnya dalam laporan : Sustainability Report, Corporate
Responsibility Report, atau Environmental Overview.
Bagian penting dalam CSR report adalah ELEMEN VISUAL yang
digambarkan melalui DOKUMENTASI FOTOGRAFI.
Breitbarth, Harris, and Insch (2010) contend that visual
communication is as important as words in creating meaning
and making claims about companies non-financial
performance.

CSR REPORTING
Website provide access to active publics
and have the potential to help
organisations improve transparency
with these publics. One of the obvious
ways for companies to report on their
CSR activities is to place material on
their website.
There are 2 basic approaches to such
website reporting :
1. Disseminate information
2. Actively generate relationships
between the different publics and the
organisation.

TRIPLE BOTTOM LINE REPORTING

The idea is to measure the organisations success by all

the three indicators at the same time :
1. Economic measures
Financial information. Include wages and benefits, labour
productivity job creation, expenditures on outsourcing,
expenditures on research and development, and
investment in training and other forms of human capital.
2. Environmental measures
Include impacts of processes, products, and services on
air, water, land, biodiversity, and human health.
3. Social measures
Include workplace health and safety, employee retention,
labour rights, human rights, and wages and working
conditions at outsourced operations. Many stakeholders
believe that reporting and improving social performance
enhance reputation, increases stakeholder trust, creates
opportunities and lowers costs.

CSR EVALUATION
One of the most intractable issues in CSR is the
difficulty of evaluating results. Social programs
can be extremely difficult to measure, which
makes them very susceptible to subjective
judgements by people seeking to evaluate
their worth.

CSR usually requires a commitment of funds to

implement, and therefore ideally there would
be some operational impact to perceive rather
than soft measures such as changes in
attitude.