A Larger Slice of the Value for Stakeholders - Essay Example

A Larger Slice of the Value for Stakeholders Mature product markets calls for decisions which are based on intent and purpose rather than on impulse. This would mean that the mature markets are always striving to keep their consistency and for that there are all-out efforts in the related ranks. This is being seen as a major force to reckon with, in the changing day and age, and the same will continue to be the case in the coming times as well. The role of stakeholders is an important one here as they are trying their best to get the best deal out of the equation. What this suggests is that these stakeholders are persistently looking after the best possible returns and thus the value added fund should provide its best shot within the dynamics of a changing economic basis of the organization. The stakeholders are the saviors for a business and it goes without saying that their role is pertinent to the overall smooth running of the business. If they do not receive the benefits in the wake of the value added fund and that too in good numbers, their work would not be given the attention that it deserves and hence their role would come down a bit. These are very significant pointers on the part of the stakeholders who are looking for bringing out the best within the resources of the organization and thus giving their best in terms of investments. The expectations of the stakeholders increase drastically and it would be correct to state that managing their expectations at times is a cumbersome process, and more so when the organizations are facing troubled times (Smith 1978). However when these organizations are doing well within their financial realms, these stakeholders step up the gas and demand their share in a magnanimous way. Therefore expecting that they will be asking for a reasonable sum is a mistake because every stakeholder likes to get his best return or the value that he is looking forward to. Mature product markets ask for resilience and doing the same thing on a consistent basis. If a market is not mature yet and is still lingering within the growth stage, it would be correct to state that the stakeholders exactly know what to ask of them in the value-added funds that the company is overseeing, and which has played its role in a huge capacity. Much needs to be learned from this equation, and success can be attained if things are set right, from the beginning. Mature product markets are always reliant on doing the same things with the available resources at their disposal, otherwise this would lead them into a decline phase – a phase which will eventually ask the stakeholders to pull back and thus take out their relevant share basis (Haslam, Neale & Johal 2000). It remains a reality that satisfying all stakeholders in this day and age, within the growing market domains as well as within the mature markets where products rule the roost, is a difficult thing, and should always be tackled in a manner which will bring about success for the sake of the organization and in satisfaction of the stakeholders at large. An example here could be quoted of the Nike shoe brand which has a brand equity matching none other the world over. Nike has made a serious name for itself and this is the reason why it is hailed as the best shoe maker globally. The fact that the product has matured a great deal has made the stakeholders at Nike feel satisfied with all the actions and steps that are undertaken by the manufacturer, which is Nike in this case. Whatever steps Nike takes, these stakeholders stick by it because they believe that the market for Nike shoe brand has matured a great deal and that there would not be any glitches in the wake of selling the product in different territories of the world. The brand equity within this aegis of the Nike shoe brand has taken over the discussion which has centered on the premise of bringing about a satisfying feeling for the stakeholders, who are spread left, right and center (McManus 2002). When the stakeholders decide about investing or being a part of the intended business, they always look for the best possible returns that might or probably should come their way. They decipher the basis of success with the mannerisms of the organization under which success will complete its circle and be the cornerstone for achievements in the future (Sorensen 2003). This is a very wholesome process and should be understood by the organizational top heads in the same way. The stakeholders are dependent on the organization that they hold fast on to, and this means that their loyalty remains within the company in which they have had a stake. When the product is trying to establish itself within mature product markets, it is always advisable to keep everyone in the loop. This would mean that the product is being negotiated with respect to the different products in the same category (Friedman 2006). The stakeholders need to realize the potential of the same and thus take decisions which are wholesome and of a magnanimous nature. The stakeholders must always keep close coordination with the organizations because they have to be held accountable for any missing links which might arise in the future. However there could be some discrepancies within the related equation on and off. In the end, it would be adequately sound to suggest here that the stakeholders form the core basis of success within any organization and for a product that is competing for its due share and place within a mature product market, the role of the stakeholders become even more significant. They have to be told exactly what they must expect and what the organization would not be able to deliver within the midst of things. These are very serious considerations which shall always be communicated by the organization to the stakeholders to avoid any ambiguities that might arise in the future. Bibliography Friedman, Tom. (2006). Bonding, Binding, Building. The World Today, Vol. 62, December Haslam, C. Neale, A & Johal, S. (2000). Economics in a Business Context, 3rd edition, Business Press, London McManus, John. (2002). The Influence of Stakeholder Values on Project Management. Management Services, Vol. 46, July Smith, G. (1978). Wealth Creation –The Added Value Concept, Institute of Practitioners in Work Study, Organization and Methods, Enfield Sorensen, George. (2003). States, Markets, and Just Growth: Development in the Twenty-First Century. United Nations University Press Read More