Page 19 - CIMA MCS Workbook February 2019 - Day 1 Suggested Solutions

SUGGESTED SOLUTIONS

Stakeholders may be categorised for CROWNCARE as follows:

• internal stakeholders are those individuals inside the company whose objectives are likely to
have a strong influence on how it is run. Internal stakeholders for CROWNCARE would include
Directors and management, dental clinicians, dental nurses, technicians etc.

• connected stakeholders either invest time, money in the business or have dealings with the
company. For CROWNCARE this would include shareholders (although these are all practicing
dentist within Crowncare they will still require their dividends), suppliers, technology companies
and any supplier of products for the manufacture and delivery of the service and products.

• external stakeholders are those with no direct link to CROWNCARE, but who can influence or be
influenced by its activities. For CROWNCARE this can include the government (local or national),
trade associations such as Varentian Dental Council (VDC), regulators e.g. the Health and Safety
Executive in the UK. Compliance with these regulators etc. will affect costs, revenue generation
and growth ‐ key areas for CROWNCARE given its business model.

These stakeholders can then be classified and managed as follows:

 Low Interest – Low power:

Their lack of interest and power makes them open to influence and are likely to accept
what they are told and follow instructions e.g. reception personnel.

Suggested strategy to manage stakeholders in this category – Inform and direct

 High Interest – Low power:

These stakeholders are interested in the strategy but lack power e.g.
pressure/environmental or special interest groups such as “Association for dental education
in Europe” (ADEE) or Global health and social accountability and their campaign to correct
the imbalance due to socio‐economic, cultural and political reasons. Large segments of the
world’s population have limited or no access to regular dental care, with programmes for
the world’s most vulnerable communities.

Suggested strategy to manage stakeholders in this category ‐ Education/communication

 Low Interest – High power:

The key here is to keep these stakeholders satisfied to avoid them gaining interest and
exercising power e.g. governments, regulators, trade associations, media etc.

Suggested strategy to manage stakeholders in this category ‐ Involvement

 High Interest – High power:

These stakeholders are the major drivers of change and could prevent the achievement of
plans if not satisfied. There will be a clear need to communicate plans to them and then
discuss implementation issues e.g. VDC, investors and providers of finance, local councils,
Planning Committees when enhancing or developing business operations etc.

Suggested strategy to manage stakeholders in this category ‐ Participation

KAPLAN PUBLISHING 69