The
Important of Integrating Internal Stakeholders
into an
Organisation and Some Methods
Ismail Sulaiman
Lecturer of Department of Dakwah at STAIN Zawiyah
Cot Kala Langsa
Abstract
Perusahaan
harus mempertimbangkan kebijakan reward
(penghargaan) bagi stakeholders internal untuk meningkatkan hubungankerjasama jangka panjang dan memotivasi serta meningkatkan komitmen stakeholders terhadap organisasi. Imbalan ini mungkin melibatkan dengan memberikan
saham atau harga khusus untuk membeli saham pada stakeholder internal. Hal ini dapat membantu mereka
menjadi lebih banyak komitmen secara internal dan
loyalitas dalam rangka melakukan sebuah organisasi yang sehat.
Keywords:
Integrating, stakeholder, organization,
communication
A.
Introduction
Historically,
most Integrated Marketing Communication (IMC )
programs have focused on delivering external messages to customers. In
addition, the IMC approach
involves the coordination of marketing communications efforts, which the firm
can execute to reach diverse audiences with a consistent message. As a result, they can achieve an optimal
market coverage and greater impact on the target market. This means, IMC is an “inclusive approach for marketing”.[1]
According to Claw and Baack[2],
communication to each of internal and external is very important to the
company. It is useful to ensure the
consistency of messages to the stake holders and to develop a clear
communication clearly to create good corporate image for company.
Moreover, IMC
objectives should be integrated on a variety of dimensions. These dimensions
include integration of the promotional and marketing mix, internal and external
integration in the organisation, and integration of communication which targets
to both internal and external stakeholders. Kitchen and Schultz (2003) pointed
out that communication throughout an organisation can allow the firm to develop
strong relationships with stakeholder groups if strategically managed. In
addition, positive relationships are becoming a necessity in increasing a
firm’s competitiveness where stakeholder groups can impact on organisational
performance. This will help the organisation communicate one voice to the
customers and publics.
Furthermore,
the concept of integrated internal stakeholders is developed to improve
organisations’ service quality. It is believed that the quality of service
delivery is a reflection from organisational culture. If organisations are able
to communicate to deliver consistent quality service to their internal
stakeholder, it may achieve the synergy in the organisation. In addition, to
enhance good relationship among internal stakeholders, organisations are not
only enough serve by “lip service” to employees but they should consider to
produce high standards by providing
programs, resources and rewards to enable and encourage employee to
deliver good service. According to Walker and Mullins[3],
“employee must be provided with training, equipment, and time necessary to
deliver good service”. It means for service should be evaluated, measured and
good performance. Moreover, employees must be rewarded by giving incentives or
bonus and promotion, in order to motivate employees can effort good service
because employees’ service delivery may affect to customer satisfaction and
loyalty. In public sector, service and relationships
with the internal stakeholders can be disrupted between “silos” which providing
a poor service experience and inconsistent organisational message to customers.
Public sector governance can be improved by introducing stakeholders’
relationship marketing to improve service offering quality and customer service
delivery.
However, there are still several organisations
that have failed or have not integrated internal stakeholders to their
marketing communication campaign. As a
result, they failed to deliver the message to customers consistently. If a
company fails to effectively communicate the messages, it will impact of the
company’s image and their brand value. Thus, it is important to integrate
internal stakeholders into an organisation to maintain the brand identity. This
essay will explain the importance and some methods to integrated internal
stakeholders (employees, suppliers, retailers and investors) within in the
organisation
B. IMC Principle
In addition, IMC is “ the strategic analysis, selection,
execution, evaluation, end control of all communicative actions that can
effectively and efficiently enable and facilitate productive exchange in the
provider’s stakeholders relationship network”.[4]
It means that these communication actions are the ways to create a good
strategy and to foster good relationship among stakeholders.
Moreover, it is a medium to maintain good dialogue among
stakeholders and can improve the quality of relationships between the
organisation and its stakeholders. Duncan, states that IMC
is “… a cross- functional process for creating and nourishing profitable
relationships with customers and other stakeholders by strategically
controlling or influencing all messages sent to these groups and encouraging
data-driven, purposeful dialogue with them”.[5]
This
definition is a reflection of IMC
as a strategy for managing relationships that drive brand value in an
organisation.
C.
Internal Communications
It can be seen that internal communication has
an important function which affects the ability to engage the stakeholders,
particularly employees. Cheney and Christensen in Welch and Jackson, pointed
out that internal communication is crucial for “employee relationship,
statements of missions and organisational development.[6] Internal communication is a strategy to build
relationships between stakeholders and all levels in an organisation. According
to Freeman, in Varey (2001),[7] a
stakeholder is “a person who is affected by the accomplishment of corporate
purpose”. In this part, there are
several types of internal stakeholders namely, employees, suppliers,
wholesales/retailers, investors or shareholders and members. These stakeholders
play an essential role in organisations because they can affect a company’s
performance, business and image. In addition, a stakeholder is “anyone who has
a stake in the success of the company or its product”.[8]
Firstly, employees are very important part of
an organisation, because they are the face of organisation who will communicate
to customers. They can build good relationships as well as having the ability
to break this relationship between organisation, customers and stakeholders. If
an organisation has good relationships with employees, they will identify
themselves with the brand and also become committed to create a good image of
the brand because employees are often the first point of contact and face of an
organisation. They have accountability to make success company likes Dell
company give chances “to ensuring staff see themselves like an owner to bring
more success to the company”.[9]
Moreover, employees will have a sense of belonging to the organisations because
the organisation cares and awares to them. For example, in the case of
Southwest airline in 1970s, when the fuel prices increased tremendously,
employees at Southwest airline volunteered to cut their pay to help the airline
to remain in operation as this budget airline was in crisis time (The Wall
Street Journal Online, 2003).[10]
Moreover, to enhance the organisation’s
reputation, it is important that employees have good communication skills to
communicate well. “Word of mouth communication from employee can impact
decision about purchasing and investing”.[11]
Organisation should constantly communicate employees and other internal
stakeholders. For instance, the Motorola
advertisement sends the same message about “Wireless Communications Center help
you stay connected”. As a result, employees who are aware of this theme can
communicate the same message dealing with customers and publics (Clow and
Baack, 2007). In Starbucks, employees play the most important role in the
company. Howard Schultz as CEO of Starbucks said that “customer is always come
in second-employee matter more”.[12]
It means that if an employee is happy from the company’s rewards, this can
impact their enthusiasm to service customers.
Secondly, wholesalers or retailers and business
partners have a key role in an organisation. They can help an organisation push
products to end consumers, deliver the brands messages or assist with a
company’s communication campaign. They can help in building consistent brands
image or message. For example, Starbucks join venture or partner stores have a
function of transferring the brand culture by being a good responsible brand
through their participation in their local community (Press Room, Starbuck, 2008).
In addition, the wholesalers may develop a line of private brand that helps
small retailers compete and also to strengthen the wholesalers’ position.[13]
Thirdly, investors or shareholders can choose
to sell their stock, hold on or buy more. Each decision affects to the price of
a company’s stock or public and other stakeholders’ image of the organisation.
They also can make contributions by submitting their business proposals to
organisation. In addition, Investors or shareholders can report to the organisation
about a competitor’s business information. Maintaining relationships with
investors may build a good cooperate image in the organisation.[14]
Moreover, a supplier is an essential internal
stakeholder. They can a company’s operation or manufacturing, if they do not
deliver or produce the material on schedule. According to Blythe (2006),
suppliers can communicate with small and specific audiences by using different
messages for each group. If the supplier of the company has a crisis, it will
also strongly affect the company. “Interruptions in the flow of parts and
materials can shut down the production process, resulting in costly delay and
lost sales”.[15] As a result, to avoid the interruption in
supply, the organisations rely on suppliers established reputation on
reliability and delivery.
Finally, members of organisations through
memberships are stakeholders that can improve the image an organisation. This
membership forms a part of a professional organisation. This Internal audience
is vital to achieving their organisation's objectives. Therefore, communicating
to this internal stakeholder is as important as listening to them. For
example, motoring and services insurance company, NRMA, is a member-owned
mutual organisation offering roadside assistance, travel advisory, vehicle
inspections, insurance and other services in New South Wales and Australian
Capital Territory. These members have the right as part of the organisation to
give opinions that influence decisions. For instances, there was a protest
within the NRMA community when the director donated political money to the
candidate and parties. As a result, this controversial donation was decided
whether it was right or wrong after 1. 8 million members voted to express their
feelings as whether the directors have been spending the group's money wisely
or not (The Sydney Morning Herald, 2008).[16]
As it is illustrated above, every internal
stakeholder plays a crucial role to the organisation in maintaining the bottom
line and brand image. According to William’s research (Schultz and Schultz,
2003, p.164), “forty percent of an organisation’s marketing and communications
dollars can be either wasted or destroyed when the internal marketing program
do not support or align with the external marketing and communication program”.[17]
The first priority of integrating internal stakeholders is the delivery of a
consistent brand image in the integrated marketing program. It is known that
brands are built through customer’s experience. The customers’ experience that
represent customers’ interaction with the company based on products and
services.
Another important factor of integrating
internal stakeholders is to retain long-term benefits. This means when company
can integrate with suppliers, it will help the company gain extra knowledge in
business operations which translate to the profit-making of an organisation.
Moreover, a company can transfer the communication message to suppliers to help
them understand the brand message or brand value. For example, Starbucks work together with partners employees, suppliers, farmers and
others to help create a more sustainable approach to high-quality coffee
production by providing financial and technical supports to coffee-producing
communities (Starbucks, 2008). When integrated, this strengthens it overall
reputation .
Finally, integrating internal stakeholders is
important for the support organisation can get in cases of crisis. If crisis
occur, the integrated employees, suppliers, shareholders or business partners
will more likely help the organisation manage the internal information and
internal stakeholders to better deliver a consistent message to the public.
Supplier and business partners or stakeholders can help to give feedback about
any communication message the organisation sends out to the public.
D.
External Communication
For external communication, organisations
sometimes do not have much power over external stakeholders. The organisation
sometimes can not handle these force that influence their opinions. External
stakeholders may include media, local community, financial community,
government, competitors and special interest groups (NGOs).
An organisation does not enough power to
influence to these groups say or interpret about the company. Therefore, an
organisation should consider sending positive information and to react quickly
if there are any negative opinions are expressed.[18]
For example, Freeport Indonesia Limited Company (FI Ltd), which operates a
mining business in West Papua Province, Indonesia, has tried to implement the
concept of corporate social responsibility (CSR). Certainly, this
implementation is intended to minimise the social, political, cultural,
economical, and environmental risks in running their businesses. However, some
problems have arisen, such as the allegation of a violation of human rights;
the discrimination between local laborers (West Papuan Laborers) and non local
laborers and expatriates; the negligence of indigenous cultural and economical
rights, and the minimum level of indigenous welfare. The company’s approach was
disseminating positive information to the media i.e newspapers and television
to explain and what they have done for the community such as education,
training and development for Papuan laborers, and land recognition programs.[19]
Furthermore, competitors can be important
stakeholders. This can be useful to the creation of strategy to protect their
market shares. For instance in Asia, Singapore Airline, Cathay Pacific,
Malaysia Airline and Thai Airways introduced a cooperative frequent flyer
program to protect themselves from the large international airline company that
fly into their market and also offer the same service.[20]
Finally, government regulators are an essential
part of an organisation planning for doing do the business or competing in the
industry successfully. For example,
there are organisations fears the risk of monopoly potential in cigarette
manufactures i.e Gudang Garam and Sampoerna as the two biggest producers of
cigarette in Indonesia, because of their competition.[21]
In this case Indonesian government provides a regulation to cigarette companies
to avoid the monopoly business. The regulation has already mentioned in Law Number 5, 1999 on prohibition of monopoly and unfair
business competition that the government will protect the company from the
monopoly business.[22]
E.
Methods
There are several methods for integrated internal
stakeholders to communicate efficiently for example through consultations,
meetings, as well as communication vehicles including websites and training
staff based on the organisational behavior.
1.
Consultations
Consultations with internal stakeholders are
methods for involving internal stakeholders in policy and program evaluation.
The technique may be used at the specific evaluation stage to identify problems
and to identify the most appropriate consultation method to suit the
organisation. Consultations can also analyse what the preference, interest
suchand perspective of different stakeholders. The consultations could be
face-to face discussion and exchange of views which is facilitated by a
mediator. For example, The Executing Agency for Rehabilitation and
Reconstruction (BRR ) for Aceh and
Nias has considered consultations as a communication strategy to all
stakeholders who control the multi-donor funds. This communication strategy is
essential because the stakeholders want to discover what the agency has done.
Some stakeholders demands BRR to
provide transparent information including local government, local NGOs, donors,
the United Nations, central government, international NGOs and Red Cross/ Red
Crescent.[23]
So, consultations are the best way to facilitate discussions regarding this.
2.
Meetings
Meetings are also beneficial to discuss and to
communicate effectively with stakeholders because participants come from
different level with an organisation. According to Burnett and Morriaty (1998),
meetings provide stakeholders with some power because they can communicate
directly and interactively, to be involve and have the opportunity to raise
concerns. However, meetings also have limitations such as the size of the
setting which can cause discomfort. As a result, they should focus on
communicating with small stakeholder groups like an annual meeting with
investors or employee meetings to inform them new of policy in an organisation.
Moreover, conducting meetings are a solution to give a chance for the stakeholders,
especially for employees, “to speak out the matter on their mind” (Zetlin,
1997). For example every year BRR invites all donors, NGOs and stakeholders to
annual meetings which is called Coordination Forum for Aceh and Nias (CFAN). If
there are problems regarding the implementation of projects, discussion would
be facilitated to introduce new concepts of planning. Donors, NGOs and
stakeholders are invited, but it is a closed meeting. Every month the agency
always reports on completed projects in the annual report to the stakeholders
at the annual meeting to ensure that all stakeholders are well integrated.[24]
F.
Communication Vehicles
Communication vehicles for the internal
stakeholders may include, publications, e-mail, bulletin boards, face-to-face
interaction, video and the intranet which they can interactive communicate and
sharing their opinions about the organisation. These tools make it easier for
people in companies to talk each rather than having to hold formal dialogue opportunities. For instance, the
Southwest Airline believes that the most substantial and important problem
learning through conversation. When employees receive and read the monthly
company newsletter, the airline encourages them to create dialogues with each
other about the information in it.[25]
However, a number of suitability factors need to be considered. It causes each
organisation to use different vehicles based on their characteristics of the
organisation that includes knowing the audience, considering the culture and
determining communication preferences.[26]
For example, in BRR uses the
face-to-face method is the traditional method for identifying what the problem
are facing by employees and other stakeholders in order to directly address the
problem during the rehabilitation and reconstruction activities.
1.
Website
The internet media and the websites has become
increasingly important to IMC .
This tool is useful to improve the communication among stakeholders. Providing
a website for the organisation is useful to provide information as well
collecting opinions and their expectations of stakeholders. In several the
public offices, the website facilities are provided to the staff and publics to
gather information about the organisation. Moreover, websites have the purpose
of providing financial information to investors and to act as a communication
channel with stakeholders through email, blogs and online forums.[27]
This is better media to integrate for internal stakeholders.
2. Staff
Staff training is useful to increase employees’
understanding about the functions of the organisation and business. To shape their understanding of their roles
in it, an organisation should conduct an effective training program. In
addition, training may focuses on everything from products features to
customers or publics’ interaction. In
Indonesia, especially for new government employees, they are required to
training for one month prior to commencement of work (President Regulation of
the Republic of Indonesia, No, 5.1996). This training aims to provide
information to employees and explain their position, roles and their rights
aligned to organisation’s missions. As a result, completion of the training
they can work effectively to service publics and create synergy which one of
the key benefit of IMC .
G.
Conclusion
In conclusion, an organisation can not have a
truly integrated marketing communication, unless it facilitates superior
internal communication and also external. As a role of internal stakeholders,
it is essential to the business operation and communication. In particular, an
organisation should have strategy to build long term relationships and
organisational value to internal stakeholders.
It is beneficial to an organisation to get support from internals
stakeholders for the growth of the business. Building relationships, knowledge
management methods, reward policies and internal training of the organisation
in managing their internal stakeholders can enhance their advantage in the
dynamic business environment.
In addition, to be successfully integrated
internal stakeholders, organisation should build up a learning organisation
culture thorugh strategic management of an organisation. An organisation may
deal with the employees by approach emotionally. As a result, this can create a
sense of the belonging among employees for an organisation to enhance
commitment and integration with the organisation.
Finally, the company should consider a reward
policy for internal stakeholders to enhance the long-term relationship and
motivate and increase commitment of stakeholders towards the organisation. This
reward may involve by giving shares or a special price of buying stock for internal
stakeholders. This can assist them internal to be more commitment and loyalty
in order to conduct a healthy organisation.
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[1] Schultz, D. and Schultz, H., IMC The Next Generation. Five Step for
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[2] Clow . K. E. and Baack, D.. Integrated Advertising, Promotion and
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[3]
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[4]
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[5]
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[6]
Welch, M. and Jackson, P.R., Rethinking Internal Communication: a
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[7] Varey,
J. R., Marketing…, p. 98
[8]
Burnet, J. and Moriarty, S., Introduction to Marketing Communication. An
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[9]Ambler,
T., Marketing and The Bottom Line. The marketing metrics to pump up cash flow,
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Limited, 2003), p. 169
[10]
Trottman, M., The Wall Street Journal Online. Inside Southwest Airlines,
Storied Culture Feels Strains. Spirit of Fun and Hard Work is Clouded by
Picketing and Employee Complaints (Retrieved 14th October 2008
from http://www.magement.eku.edu)
[11]Clow,
K. E. and Baack, D., Intregated Advertising, Promotion and Marketing
Communication, 3rd edition
(Upper Saddle, New Jersey: Pearson, 2007) , p. 374
[12]
Kotler, P. and Amstrong, G., Principle Marketing, 11th edition
(Upper Saddle River, New Jersey: Pearson Pentrice Hall, 2006), p. 225
[13]
Boone, E. L. and Kurtz, D. L., Contemporary Marketing , 13th edition
(New Jersey: Prentice Hall, 2008), p. 428
[14]
Kotler, P. and Amstrong, G., Principle…, p. 475
[15]
Wells et al, Advertising Principle and Practice, 3rd edition
(Englewood Cliff, New Jersey: Prentice Hall, 1995), p. 711
[16]
Gilmore, H. and Benns, M., NRMA faces uproar over $225,000 in political
gifts, The Sydney Morning Herald
(retrieved 12nd October 2008 from http://www.smh.com.au)
[17]Schultz,
D. and Schultz, H., IMC… , p. 164
[18]Clow,
K. E. and Baack, D., Integrated… , p. 375
[19]
Freeport Indonesia, Social Change and Development (retrieved 15th
October 2008 from http://www.fcx.com
[20]Burnet,
J. and Moriarty, S., Introducing… , p. 6
[21]
Reuters, Indonesian Cigarette Production Up 64.5 Percent in February
(retrieved 12th October 2008 from http://www.reuters.com)
[22]
The Minister of Industry of The Republic of Indonesia, Law Number 5 Year 1999
on Prohibtion of Monopoly and Unfair
Business Competition (retrieved 15th
October 2008 from http://www.depperin.go.id)
[23]
BRR Information Sheet, Executing for Rehabilitation and Reconstruction of
Aceh-Nias (BRR), (retrieved 13th October 2008 from
http://www.e-aceh.org)
[24] Ibid.,
[25]
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Workplace and our World (retrieved 16th October 2008 from
http://www.disgnnine.com)
[26]
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October 2008 from http://www.jobfunction.bnet.com)
[27] Boone, E. L. and Kurtz,
D. L., Contemporary…, p. 116
March. Andrew F. (2009). Islam and Liberal Citizenship: The Search for an Overlapping Consensus. New York: Oxford University Press.
Bourdieu. Pierre (1998). Practical Reason. Stanford: Stanford University Press.
Benslama. Fethi (2009). Psychoanalysis and the Challenge of Islam. trs. by Robert Bononno (Minneapolis: University of Minnesota Press.
Tripp. Charles (2006). Islam and the Moral Economy: The Challenge of Capitalism. Cambridge: Cambridge University Press.
[1] Hasan Hanafi, “Alternative Conceptions of Civil Society: A Reflective Islamic Approach” in Sohail H. Hashmi, ed., Islamic Political Ethics: Civil Society, Pluralism, and Conflict (Princeton: Princeton University Press, 2002), h. 56-75
[3] Citizenship has of course been well theorized in political theory, e.g. Ronald Beiner, ed. Theorizing Citizenship (Albany: SUNY Press 1995) Joseph H. Carens, Culture, citizenship, and community : a contextual exploration of justice as evenhandedness (Oxford: Oxford University Press, 2000). What I think is under theorized is the psychological structure of the individual agent/citizen. My thanks to my colleague Neil Roberts for help here.
[4] Wendy Brown, “The Sacred, the Secular and the Profane” in Michael Warner, et al., Varieties of Secularism in a Secular Age (Cambridge: Harvard University Press, 2010), h. 83-104
[5] Sami Zubaida, “Cosmopolitan citizenship in the Middle East” accessed July 20, 2010 from Open Democracy http://www.opendemocracy.net/sami-zubaida/cosmopolitan-citizenship-in-middle-east
[6] Terry Eagleton, The Trouble with Strangers; A Study of Ethics (Chichester, West Sussex: Wiley-Blackwell, 2009). h. 13.
[16] “Nīya” in H.A.R. Gibb and J. H. Kramers, Shorter Encyclopedia of Islam, (Leiden: E.J. Brill 1961) , h. 449-450
[17] Ibn Rushd, Bidāyat al-Mujtahid wa Nihāyat al-Muqtaṣid, The Distinguished Jurists Primer trs. Professor Imran Ahsan Khan Nyazee (Reading, UK: Garnet Publishing, 1994) I.1.2.1 h. 3-4
[19] Nabil Saleh, “The Role of Intention (niyya) under Saudi Arabian Hanbali Law” in Arab Law Quarterly 23 (2009), h. 474-475
[20] Andrew F. March, Islam and Liberal Citizenship: The Search for an Overlapping Consensus (New York: Oxford University Press, 2009)
[21] Ibid.,
[22] Pierre Bourdieu, Practical Reason (Stanford: Stanford University Press, 1998), h. 143
[24] Fethi Benslama, Psychoanalysis and the Challenge of Islam, trs. by Robert Bononno (Minneapolis: University of Minnesota Press, 2009), h. 5
[25] Charles Tripp, Islam and the Moral Economy: The Challenge of Capitalism (Cambridge: Cambridge University Press, 2006)
[26] Eagleton, The Trouble with Strangers…, h. 324
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