Besides being a way of measuring the whole environment, essential for a sound strategy, this dialogue, as in any relationship, must be continuous, constantly improved and fruitful. It should also be interesting for both parties, of course.
On this latter notion, this dialogue is done with stakeholders, and stakeholders it is understood as anyone with a relationship or involved with the organization, as suppliers, customers, community , state, partners or even competitors, among others. But in the case of an institutional and not personal relationship, and with clear objectives, this dialogue should be preceded by careful analysis, following these points:
- Stakeholders identification and mapping;
- Measurement of the relationship and contact points with the organization;
- Identifying the stakeholders expectations in relation to the organization.
Ahead begins the first phase of dialogue with those stakeholders, and thus, the organization will complete sections 2 and 3 especially. This way you can reach a sufficiently solid basis of results, both for designing the sustainability strategy, but also in improving future communication with stakeholders. Ie is a mapping of stakeholders with the aim of defining an action plan based on these results. A dialogue must be maintained regularly.
Dialogue is therefore a process, and should be treated as such, so systemic and programmed.
This dialogue is also strengthened by developing a series of channels and forms of communication, as the following examples:
- Customers - customer service platform, website, telephone channels specific communication activities such as advertising, media graphics, etc..
- Suppliers - specific channels such as telephones or e-mail addresses, media communication, etc..
- Many others.
In short the dialogue is nothing static, not enough to wait "we knock on the door," there must a lot of innovation and initiative.
The Obvious Revolution
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