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Stakeholder Analysis

A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization and its targets.

According to the Stakeholder Value Perspective of Edward Freeman (Strategic Management: a Stakeholder Approach 1984), the very purpose of the firm is to serve as a vehicle for coordinating stakeholder interests.  In this view, Stakeholder Analysis is an end in itself. But even when we take a Shareholder Value Perspective, stakeholder analysis is an important means to achieve the corporate purpose.

The role of management is to formulate and implement strategies and to make decisions that satisfy all or most of the stakeholders, or to ensure at least that no powerful and legitimate stakeholders are left too unhappy.

Here is a comprehensive list of typical stakeholders:

Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labor unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities

More individuals or groups may be identifiable in specific circumstances. Some individuals can be part of multiple stakeholder groups. Some stakeholders may have an explicit, formal organization, others may not. There are Internal Stakeholders (such as employees) and External Stakeholders (such as government).

The interests of all stakeholders are closely related with the general success and wealth of the organization. However, certain stakeholders interests are particularly important at times when certain issues must be addressed, for example:

Customers are important when quality of products are discussed. Employees are important when circumstances or safety at work is discussed. Government is important when dealing with the environment or legislation.

We can also distinguish between Primary Stakeholders (such as stockholders) and Secondary Stakeholders (such as government). Where the line is drawn precisely, is a source of much debate.

Usage of Stakeholder Analysis Making a list of all stakeholders Analyzing the interest of the various stakeholders Analyzing potential conflicts of interest with or between stakeholders Basis for further Stakeholder Mapping Basis or major influencing factor for Strategy formulation and Decision-making Evaluating existing strategies Basis for stakeholder communication Can also be used in Program Management and Project Management environments Steps in Stakeholder Analysis Identify stakeholders (Brainstorming) Understand stakeholder needs and interests. Classify them into meaningful groups. Compare: Stakeholder Mapping Prioritize, balance, reconcile or synthesize the stakeholders Integrate stakeholder needs into the strategies of the organization and into its actions Results of Stakeholder Analysis Better insight can be obtained per stakeholder in: The relationship with the stakeholder Coalitions or organizations of which the stakeholder is a member The significance of the stakeholder to the organization The power of the stakeholder The priorities of the stakeholder Associated risk areas Better strategies and decisions Better acceptance of the strategy and decisions of the organization Limitations of Stakeholder Analysis Ideally, a Stakeholder Analysis should be performed regularly or even continuously, since the relevant stakeholders, their power and associations may change quickly. Note that the management of an organization has to assess the position of each stakeholder. It is the subjective perception of management that will ultimately decide the way in which the organization will act towards its stakeholders. It is normally impossible for management to satisfy all demands of all stakeholders completely. Therefore managing becomes a balancing act or even a reconciliation or synthesizing act, with the following options: Focusing on one leading stakeholder group, and satisfying all others to the extent which is necessary or possible. The leading stakeholder group could be the owners or stockholders (Shareholder Value Perspective) or even the managers themselves. Trying to balance or reconcile or synthesize all interests according to their weight, importance or urgency (Stakeholder Value Perspective). Note that quite often, a constructive cooperation with stakeholders is missing.
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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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Stakeholder Analysis

A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization and its targets.

According to the Stakeholder Value Perspective of Edward Freeman (Strategic Management: a Stakeholder Approach 1984), the very purpose of the firm is to serve as a vehicle for coordinating stakeholder interests.  In this view, Stakeholder Analysis is an end in itself. But even when we take a Shareholder Value Perspective, stakeholder analysis is an important means to achieve the corporate purpose.

The role of management is to formulate and implement strategies and to make decisions that satisfy all or most of the stakeholders, or to ensure at least that no powerful and legitimate stakeholders are left too unhappy.

Here is a comprehensive list of typical stakeholders:

Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labor unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities

More individuals or groups may be identifiable in specific circumstances. Some individuals can be part of multiple stakeholder groups. Some stakeholders may have an explicit, formal organization, others may not. There are Internal Stakeholders (such as employees) and External Stakeholders (such as government).

The interests of all stakeholders are closely related with the general success and wealth of the organization. However, certain stakeholders interests are particularly important at times when certain issues must be addressed, for example:

Customers are important when quality of products are discussed. Employees are important when circumstances or safety at work is discussed. Government is important when dealing with the environment or legislation.

We can also distinguish between Primary Stakeholders (such as stockholders) and Secondary Stakeholders (such as government). Where the line is drawn precisely, is a source of much debate.

Usage of Stakeholder Analysis Making a list of all stakeholders Analyzing the interest of the various stakeholders Analyzing potential conflicts of interest with or between stakeholders Basis for further Stakeholder Mapping Basis or major influencing factor for Strategy formulation and Decision-making Evaluating existing strategies Basis for stakeholder communication Can also be used in Program Management and Project Management environments Steps in Stakeholder Analysis Identify stakeholders (Brainstorming) Understand stakeholder needs and interests. Classify them into meaningful groups. Compare: Stakeholder Mapping Prioritize, balance, reconcile or synthesize the stakeholders Integrate stakeholder needs into the strategies of the organization and into its actions Results of Stakeholder Analysis Better insight can be obtained per stakeholder in: The relationship with the stakeholder Coalitions or organizations of which the stakeholder is a member The significance of the stakeholder to the organization The power of the stakeholder The priorities of the stakeholder Associated risk areas Better strategies and decisions Better acceptance of the strategy and decisions of the organization Limitations of Stakeholder Analysis Ideally, a Stakeholder Analysis should be performed regularly or even continuously, since the relevant stakeholders, their power and associations may change quickly. Note that the management of an organization has to assess the position of each stakeholder. It is the subjective perception of management that will ultimately decide the way in which the organization will act towards its stakeholders. It is normally impossible for management to satisfy all demands of all stakeholders completely. Therefore managing becomes a balancing act or even a reconciliation or synthesizing act, with the following options: Focusing on one leading stakeholder group, and satisfying all others to the extent which is necessary or possible. The leading stakeholder group could be the owners or stockholders (Shareholder Value Perspective) or even the managers themselves. Trying to balance or reconcile or synthesize all interests according to their weight, importance or urgency (Stakeholder Value Perspective). Note that quite often, a constructive cooperation with stakeholders is missing.
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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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Stakeholder Analysis

A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization and its targets.

According to the Stakeholder Value Perspective of Edward Freeman (Strategic Management: a Stakeholder Approach 1984), the very purpose of the firm is to serve as a vehicle for coordinating stakeholder interests.  In this view, Stakeholder Analysis is an end in itself. But even when we take a Shareholder Value Perspective, stakeholder analysis is an important means to achieve the corporate purpose.

The role of management is to formulate and implement strategies and to make decisions that satisfy all or most of the stakeholders, or to ensure at least that no powerful and legitimate stakeholders are left too unhappy.

Here is a comprehensive list of typical stakeholders:

Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labor unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities

More individuals or groups may be identifiable in specific circumstances. Some individuals can be part of multiple stakeholder groups. Some stakeholders may have an explicit, formal organization, others may not. There are Internal Stakeholders (such as employees) and External Stakeholders (such as government).

The interests of all stakeholders are closely related with the general success and wealth of the organization. However, certain stakeholders interests are particularly important at times when certain issues must be addressed, for example:

Customers are important when quality of products are discussed. Employees are important when circumstances or safety at work is discussed. Government is important when dealing with the environment or legislation.

We can also distinguish between Primary Stakeholders (such as stockholders) and Secondary Stakeholders (such as government). Where the line is drawn precisely, is a source of much debate.

Usage of Stakeholder Analysis Making a list of all stakeholders Analyzing the interest of the various stakeholders Analyzing potential conflicts of interest with or between stakeholders Basis for further Stakeholder Mapping Basis or major influencing factor for Strategy formulation and Decision-making Evaluating existing strategies Basis for stakeholder communication Can also be used in Program Management and Project Management environments Steps in Stakeholder Analysis Identify stakeholders (Brainstorming) Understand stakeholder needs and interests. Classify them into meaningful groups. Compare: Stakeholder Mapping Prioritize, balance, reconcile or synthesize the stakeholders Integrate stakeholder needs into the strategies of the organization and into its actions Results of Stakeholder Analysis Better insight can be obtained per stakeholder in: The relationship with the stakeholder Coalitions or organizations of which the stakeholder is a member The significance of the stakeholder to the organization The power of the stakeholder The priorities of the stakeholder Associated risk areas Better strategies and decisions Better acceptance of the strategy and decisions of the organization Limitations of Stakeholder Analysis Ideally, a Stakeholder Analysis should be performed regularly or even continuously, since the relevant stakeholders, their power and associations may change quickly. Note that the management of an organization has to assess the position of each stakeholder. It is the subjective perception of management that will ultimately decide the way in which the organization will act towards its stakeholders. It is normally impossible for management to satisfy all demands of all stakeholders completely. Therefore managing becomes a balancing act or even a reconciliation or synthesizing act, with the following options: Focusing on one leading stakeholder group, and satisfying all others to the extent which is necessary or possible. The leading stakeholder group could be the owners or stockholders (Shareholder Value Perspective) or even the managers themselves. Trying to balance or reconcile or synthesize all interests according to their weight, importance or urgency (Stakeholder Value Perspective). Note that quite often, a constructive cooperation with stakeholders is missing.
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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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Stakeholder Analysis

A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization and its targets.

According to the Stakeholder Value Perspective of Edward Freeman (Strategic Management: a Stakeholder Approach 1984), the very purpose of the firm is to serve as a vehicle for coordinating stakeholder interests.  In this view, Stakeholder Analysis is an end in itself. But even when we take a Shareholder Value Perspective, stakeholder analysis is an important means to achieve the corporate purpose.

The role of management is to formulate and implement strategies and to make decisions that satisfy all or most of the stakeholders, or to ensure at least that no powerful and legitimate stakeholders are left too unhappy.

Here is a comprehensive list of typical stakeholders:

Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labor unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities

More individuals or groups may be identifiable in specific circumstances. Some individuals can be part of multiple stakeholder groups. Some stakeholders may have an explicit, formal organization, others may not. There are Internal Stakeholders (such as employees) and External Stakeholders (such as government).

The interests of all stakeholders are closely related with the general success and wealth of the organization. However, certain stakeholders interests are particularly important at times when certain issues must be addressed, for example:

Customers are important when quality of products are discussed. Employees are important when circumstances or safety at work is discussed. Government is important when dealing with the environment or legislation.

We can also distinguish between Primary Stakeholders (such as stockholders) and Secondary Stakeholders (such as government). Where the line is drawn precisely, is a source of much debate.

Usage of Stakeholder Analysis Making a list of all stakeholders Analyzing the interest of the various stakeholders Analyzing potential conflicts of interest with or between stakeholders Basis for further Stakeholder Mapping Basis or major influencing factor for Strategy formulation and Decision-making Evaluating existing strategies Basis for stakeholder communication Can also be used in Program Management and Project Management environments Steps in Stakeholder Analysis Identify stakeholders (Brainstorming) Understand stakeholder needs and interests. Classify them into meaningful groups. Compare: Stakeholder Mapping Prioritize, balance, reconcile or synthesize the stakeholders Integrate stakeholder needs into the strategies of the organization and into its actions Results of Stakeholder Analysis Better insight can be obtained per stakeholder in: The relationship with the stakeholder Coalitions or organizations of which the stakeholder is a member The significance of the stakeholder to the organization The power of the stakeholder The priorities of the stakeholder Associated risk areas Better strategies and decisions Better acceptance of the strategy and decisions of the organization Limitations of Stakeholder Analysis Ideally, a Stakeholder Analysis should be performed regularly or even continuously, since the relevant stakeholders, their power and associations may change quickly. Note that the management of an organization has to assess the position of each stakeholder. It is the subjective perception of management that will ultimately decide the way in which the organization will act towards its stakeholders. It is normally impossible for management to satisfy all demands of all stakeholders completely. Therefore managing becomes a balancing act or even a reconciliation or synthesizing act, with the following options: Focusing on one leading stakeholder group, and satisfying all others to the extent which is necessary or possible. The leading stakeholder group could be the owners or stockholders (Shareholder Value Perspective) or even the managers themselves. Trying to balance or reconcile or synthesize all interests according to their weight, importance or urgency (Stakeholder Value Perspective). Note that quite often, a constructive cooperation with stakeholders is missing.
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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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We Just Launched our Unique Affiliate Program

Flevy is the #1 online provider of high quality business documents, offering a vast and growing inventory of business methodologies, financial models, and PowerPoint templates. As you may know, we cover a wide breadth of corporate functions, from Information Technology to Corporate Strategy to Change Management. The business documents found on our marketplace are of the same caliber as those produced by top tier management consulting firms.

This morning, the we launched the Flevy Affiliate Program. Under this program, people can join as Affiliates and earn commissions by referring either Customers and/or Sellers to Flevy.

Full details of the program can be found here: http://flevy.com/affiliates.

What makes our program unique is that members can capitalize on both sides of the market–on Customers and on Sellers.  By referring Customers, the Affiliate earns a commission on the Customers’ total purchase. The commission rate is driven by the total sales for that calendar month. The program is modeled after the Amazon Associates Program. By referring Sellers, the Affiliate earns ongoing commissions based on sales generated from the Sellers’ documents. Flevy is offering increased commission rates–up to 15% on all sales–for early adopters to our affiliate program.

Read our full press release here: Flevy Launches Unique Affiliate Program.

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Stakeholder Analysis

A Stakeholder Analysis is an approach that is frequently used to identify and investigate the Force Field formed by any group or individual who can affect or is affected by the achievement of the objectives of an organization. Stakeholder Analysis identifies the ways in which stakeholders may influence the organization or may be influenced by its activities, as well as their attitude towards the organization and its targets.

According to the Stakeholder Value Perspective of Edward Freeman (Strategic Management: a Stakeholder Approach 1984), the very purpose of the firm is to serve as a vehicle for coordinating stakeholder interests.  In this view, Stakeholder Analysis is an end in itself. But even when we take a Shareholder Value Perspective, stakeholder analysis is an important means to achieve the corporate purpose.

The role of management is to formulate and implement strategies and to make decisions that satisfy all or most of the stakeholders, or to ensure at least that no powerful and legitimate stakeholders are left too unhappy.

Here is a comprehensive list of typical stakeholders:

Owners and stockholders, investors Banks and creditors Partners and suppliers Buyers, customers and prospects Management Employees, works councils and labor unions Competitors Government (local, state, national, international) and regulators Professional associations, Industry trade groups Media Non-governmental organizations Public, social, political, environmental, religious interest groups, communities

More individuals or groups may be identifiable in specific circumstances. Some individuals can be part of multiple stakeholder groups. Some stakeholders may have an explicit, formal organization, others may not. There are Internal Stakeholders (such as employees) and External Stakeholders (such as government).

The interests of all stakeholders are closely related with the general success and wealth of the organization. However, certain stakeholders interests are particularly important at times when certain issues must be addressed, for example:

Customers are important when quality of products are discussed. Employees are important when circumstances or safety at work is discussed. Government is important when dealing with the environment or legislation.

We can also distinguish between Primary Stakeholders (such as stockholders) and Secondary Stakeholders (such as government). Where the line is drawn precisely, is a source of much debate.

Usage of Stakeholder Analysis Making a list of all stakeholders Analyzing the interest of the various stakeholders Analyzing potential conflicts of interest with or between stakeholders Basis for further Stakeholder Mapping Basis or major influencing factor for Strategy formulation and Decision-making Evaluating existing strategies Basis for stakeholder communication Can also be used in Program Management and Project Management environments Steps in Stakeholder Analysis Identify stakeholders (Brainstorming) Understand stakeholder needs and interests. Classify them into meaningful groups. Compare: Stakeholder Mapping Prioritize, balance, reconcile or synthesize the stakeholders Integrate stakeholder needs into the strategies of the organization and into its actions Results of Stakeholder Analysis Better insight can be obtained per stakeholder in: The relationship with the stakeholder Coalitions or organizations of which the stakeholder is a member The significance of the stakeholder to the organization The power of the stakeholder The priorities of the stakeholder Associated risk areas Better strategies and decisions Better acceptance of the strategy and decisions of the organization Limitations of Stakeholder Analysis Ideally, a Stakeholder Analysis should be performed regularly or even continuously, since the relevant stakeholders, their power and associations may change quickly. Note that the management of an organization has to assess the position of each stakeholder. It is the subjective perception of management that will ultimately decide the way in which the organization will act towards its stakeholders. It is normally impossible for management to satisfy all demands of all stakeholders completely. Therefore managing becomes a balancing act or even a reconciliation or synthesizing act, with the following options: Focusing on one leading stakeholder group, and satisfying all others to the extent which is necessary or possible. The leading stakeholder group could be the owners or stockholders (Shareholder Value Perspective) or even the managers themselves. Trying to balance or reconcile or synthesize all interests according to their weight, importance or urgency (Stakeholder Value Perspective). Note that quite often, a constructive cooperation with stakeholders is missing.
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Value Disciplines

Four New Rules

According to CSC Index consultants Michael Treacy and Fred Wiersema in “The Discipline of Market Leaders”, there are four new rules that competing companies must obey.

Provide the best offer in the marketplace, by excelling in one specific dimension of value. Market leaders first develop a value proposition, one that is compelling and unmatched. Maintain threshold standards on other dimensions of value. You can’t allow performance in other dimensions to slip so much that it impairs the attractiveness of your company’s unmatched value. Dominate your market by improving the value year after year. When a company focuses all its assets, energies and attention on delivering and improving one type of customer value, it can nearly always deliver better performance in that dimension than another company that divides its attention among more than one. Build a well-tuned operating model dedicated to delivering unmatched value. In a competitive marketplace, the customer value must be improved. This is the imperative of the market leader. The operating model is the key to raising and resetting customer expectation. What are Value Disciplines?

Treacy and Wiersema describe three generic value disciplines in their book. Any company must choose one of these value disciplines and consistently and vigorously act upon it. As indicated by the four rules mentioned above.

Operational Excellence. Superb operations and execution. Often by providing a reasonable quality at a very low price. Task-oriented vision towards personnel. The focus is on efficiency, streamlined operations, Supply Chain Management, no-frills, volume is important. Most large international corporations are operating out of this discipline. Measuring systems are very important. Extremely limited variation in product assortment. But see: Reverse Positioning. Product Leadership. Very strong in innovation and brand marketing. Company operates in dynamic markets. The focus is on development, innovation, design, time to market, high margins in a short time frame. Flexible company cultures. Customer Intimacy. Company excels in customer attention and customer service. Tailors its products and services to individual or almost individual customers. Large variation in product assortment. Focus is on: CRM, deliver products and services on time and above customer expectations, lifetime value concepts, reliability, being close to the customer. Give decision authority to employees that are close to the customer. Compare: Customer Relationship Management.

The Value Disciplines model is quite similar to the 3 generic strategies from Porter (Cost Leadership, Differentiation, Focus). However there is at least one major difference: according to the Value Disciplines model no discipline may be neglected: threshold levels on the 2 disciplines that are not selected must be maintained. According to Porter, companies that act like this run a risk to get stuck in the middle.

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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

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Value Disciplines

Four New Rules

According to CSC Index consultants Michael Treacy and Fred Wiersema in “The Discipline of Market Leaders”, there are four new rules that competing companies must obey.

Provide the best offer in the marketplace, by excelling in one specific dimension of value. Market leaders first develop a value proposition, one that is compelling and unmatched. Maintain threshold standards on other dimensions of value. You can’t allow performance in other dimensions to slip so much that it impairs the attractiveness of your company’s unmatched value. Dominate your market by improving the value year after year. When a company focuses all its assets, energies and attention on delivering and improving one type of customer value, it can nearly always deliver better performance in that dimension than another company that divides its attention among more than one. Build a well-tuned operating model dedicated to delivering unmatched value. In a competitive marketplace, the customer value must be improved. This is the imperative of the market leader. The operating model is the key to raising and resetting customer expectation. What are Value Disciplines?

Treacy and Wiersema describe three generic value disciplines in their book. Any company must choose one of these value disciplines and consistently and vigorously act upon it. As indicated by the four rules mentioned above.

Operational Excellence. Superb operations and execution. Often by providing a reasonable quality at a very low price. Task-oriented vision towards personnel. The focus is on efficiency, streamlined operations, Supply Chain Management, no-frills, volume is important. Most large international corporations are operating out of this discipline. Measuring systems are very important. Extremely limited variation in product assortment. But see: Reverse Positioning. Product Leadership. Very strong in innovation and brand marketing. Company operates in dynamic markets. The focus is on development, innovation, design, time to market, high margins in a short time frame. Flexible company cultures. Customer Intimacy. Company excels in customer attention and customer service. Tailors its products and services to individual or almost individual customers. Large variation in product assortment. Focus is on: CRM, deliver products and services on time and above customer expectations, lifetime value concepts, reliability, being close to the customer. Give decision authority to employees that are close to the customer. Compare: Customer Relationship Management.

The Value Disciplines model is quite similar to the 3 generic strategies from Porter (Cost Leadership, Differentiation, Focus). However there is at least one major difference: according to the Value Disciplines model no discipline may be neglected: threshold levels on the 2 disciplines that are not selected must be maintained. According to Porter, companies that act like this run a risk to get stuck in the middle.

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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.
Scooped by LinksApp
Scoop.it!

Value Disciplines

Four New Rules

According to CSC Index consultants Michael Treacy and Fred Wiersema in “The Discipline of Market Leaders”, there are four new rules that competing companies must obey.

Provide the best offer in the marketplace, by excelling in one specific dimension of value. Market leaders first develop a value proposition, one that is compelling and unmatched. Maintain threshold standards on other dimensions of value. You can’t allow performance in other dimensions to slip so much that it impairs the attractiveness of your company’s unmatched value. Dominate your market by improving the value year after year. When a company focuses all its assets, energies and attention on delivering and improving one type of customer value, it can nearly always deliver better performance in that dimension than another company that divides its attention among more than one. Build a well-tuned operating model dedicated to delivering unmatched value. In a competitive marketplace, the customer value must be improved. This is the imperative of the market leader. The operating model is the key to raising and resetting customer expectation. What are Value Disciplines?

Treacy and Wiersema describe three generic value disciplines in their book. Any company must choose one of these value disciplines and consistently and vigorously act upon it. As indicated by the four rules mentioned above.

Operational Excellence. Superb operations and execution. Often by providing a reasonable quality at a very low price. Task-oriented vision towards personnel. The focus is on efficiency, streamlined operations, Supply Chain Management, no-frills, volume is important. Most large international corporations are operating out of this discipline. Measuring systems are very important. Extremely limited variation in product assortment. But see: Reverse Positioning. Product Leadership. Very strong in innovation and brand marketing. Company operates in dynamic markets. The focus is on development, innovation, design, time to market, high margins in a short time frame. Flexible company cultures. Customer Intimacy. Company excels in customer attention and customer service. Tailors its products and services to individual or almost individual customers. Large variation in product assortment. Focus is on: CRM, deliver products and services on time and above customer expectations, lifetime value concepts, reliability, being close to the customer. Give decision authority to employees that are close to the customer. Compare: Customer Relationship Management.

The Value Disciplines model is quite similar to the 3 generic strategies from Porter (Cost Leadership, Differentiation, Focus). However there is at least one major difference: according to the Value Disciplines model no discipline may be neglected: threshold levels on the 2 disciplines that are not selected must be maintained. According to Porter, companies that act like this run a risk to get stuck in the middle.

more...
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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.
Scooped by LinksApp
Scoop.it!

The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.
Scooped by LinksApp
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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.
Scooped by LinksApp
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Value Disciplines

Four New Rules

According to CSC Index consultants Michael Treacy and Fred Wiersema in “The Discipline of Market Leaders”, there are four new rules that competing companies must obey.

Provide the best offer in the marketplace, by excelling in one specific dimension of value. Market leaders first develop a value proposition, one that is compelling and unmatched. Maintain threshold standards on other dimensions of value. You can’t allow performance in other dimensions to slip so much that it impairs the attractiveness of your company’s unmatched value. Dominate your market by improving the value year after year. When a company focuses all its assets, energies and attention on delivering and improving one type of customer value, it can nearly always deliver better performance in that dimension than another company that divides its attention among more than one. Build a well-tuned operating model dedicated to delivering unmatched value. In a competitive marketplace, the customer value must be improved. This is the imperative of the market leader. The operating model is the key to raising and resetting customer expectation. What are Value Disciplines?

Treacy and Wiersema describe three generic value disciplines in their book. Any company must choose one of these value disciplines and consistently and vigorously act upon it. As indicated by the four rules mentioned above.

Operational Excellence. Superb operations and execution. Often by providing a reasonable quality at a very low price. Task-oriented vision towards personnel. The focus is on efficiency, streamlined operations, Supply Chain Management, no-frills, volume is important. Most large international corporations are operating out of this discipline. Measuring systems are very important. Extremely limited variation in product assortment. But see: Reverse Positioning. Product Leadership. Very strong in innovation and brand marketing. Company operates in dynamic markets. The focus is on development, innovation, design, time to market, high margins in a short time frame. Flexible company cultures. Customer Intimacy. Company excels in customer attention and customer service. Tailors its products and services to individual or almost individual customers. Large variation in product assortment. Focus is on: CRM, deliver products and services on time and above customer expectations, lifetime value concepts, reliability, being close to the customer. Give decision authority to employees that are close to the customer. Compare: Customer Relationship Management.

The Value Disciplines model is quite similar to the 3 generic strategies from Porter (Cost Leadership, Differentiation, Focus). However there is at least one major difference: according to the Value Disciplines model no discipline may be neglected: threshold levels on the 2 disciplines that are not selected must be maintained. According to Porter, companies that act like this run a risk to get stuck in the middle.

more...
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Scooped by LinksApp
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The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.
Scooped by LinksApp
Scoop.it!

The Fiaccabrino Selection Process, a Flevy Exclusive Framework on Selecting the Best of the Best

Flevy recently collaborated with Charles Fiaccabrino to develop an exclusive business framework, the Fiaccabrino Selection Process.

In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers–the best of the best.

The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate’s competency across each attribute.

Who is Charles Fiaccabrino?

Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as “Mr. Roche.”

What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this framework, Charles hired some of the greatest performers in the history of his company.

Here are some testimonials from former executives of Roche (original letters embedded in the document):

“… you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whos lives you have touched as friend, counselor, mentor, leader.” — Irwin Lerner, former CEO

“All of your colleagues at Roche Diagnostics, who refer to you as “Mr. Roche,” are quite proud of your I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps.” — Patrick Zenner, former CEO

“In all these years, almost 30 to be exact, I’m positive no one person cared as much or worked as hard to make Roche Diagnostics great!” — Tom Mac Mahon, former GM

You can preview and download the Fiaccabrino Selection Process framework here: https://flevy.com/browse/business-document/fiaccabrino-sales-selection-process-566

more...
No comment yet.