Marketing communication: principles and practice

M A N A G I N G W I T H S T A K E H O L D E R S
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We know from experience that as a party to intentional communica-
tion we do not always get what we set out to get or believe that we need 
from the interaction. Intentions are not always compatible. Do we then
compromise, exploit, or negotiate? The field of social psychology deals with
such questions.
When two parties come together to attempt communication, the internal
structure of their communication system governs the outcome. We can
consider the degree of social differentiation, the extent of social interaction,
and existence of processes of normative control within the communicating
system. These should form the basis for selecting a particular relationship
mode and associated communication strategy. Far too often, however, the
judgement is made with an introspective bias that considers only preferences
or past experience.
STAKEHOLDING
A corporate stakeholder is a person who can affect or is affected by the
accomplishment of corporate purpose (Freeman, 1984). When someone
suffers a loss or receives a benefit from some action, they are a stakeholder.
Carroll’s (1993) stakeholder view of the firm requires that managers see
stakeholder groups and their subgroups, at least until the legitimacy of claims
and respective power have been examined, as both:
1. those who the management group thinks have some stake (an interest,
right, or ownership) in the enterprise
2. those who themselves think they have some stake in the enterprise
M A N A G I N G W I T H S T A K E H O L D E R S
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Communicator one’s intended mode of relationship
Attention
Gratification
Sharing
Each shouting 
Attention
across the 
Communicator 
chasm
two’s
intended
Both ask them
mode of