Stakeholder interests

Stakeholders are:

• The project engineers who design and construct the project.

• The people, groups,or organizations that could impact or be impacted by a decision,activity,or outcome of the project.

• The organization's corporate attorneys.

• The individuals or agencies that control contingency funds and their disbursement through the project management office (PMO).

Employees have the following interests:

• Pay, Working Hours, Working Conditions, Training, Job Satisfaction, Promotions, Bonuses, Incentives, Discounts.
• Increase profits, Attention to the income and expenditure of the business. Competition. Keeping costs down – like staff pay and reducing waste. Cheapest suppliers
• To gain good dividend payments at the end of the financial year. Buy shares at a low price with the hope to sell for higher at a later stage.
• Quality of products/service, Range/choice, Customer service, After sales service, Price and value, Payment options, Stock levels

What could happen if you ignored your employees interests:

• Unhappy workforce – motivation drops, Efficiency levels drops, Poor customer service, poor quality of goods, Increased staff turnover, Increased staff absenteeism.
• Business is not how they want it – not their vision. No clear aim or mission. Reduced motivation from the top – follows down to the bottom. Lack of passion - lower profit margins. Business fails.
• They leave the company by selling their shares. The business gets a bad rep – potential shareholders are driven away. Share prices drop.
• Bad rep, Poor customer loyalty, Lack of business, Bad word-of-mouth, Reduced revenue and profit, Business fails.

Employers have the following interests:

• Pay, Working Hours, Working Conditions, Training, Job Satisfaction, Promotions, Bonuses, Incentives, Discounts.
• Increase profits, Attention to the income and expenditure of the business. Competition. Keeping costs down – like staff pay and reducing waste. Cheapest suppliers
• To gain good dividend payments at the end of the financial year. Buy shares at a low price with the hope to sell for higher at a later stage.
• Quality of products/service, Range/choice, Customer service, After sales service, Price and value, Payment options, Stock levels

What could happen if you ignored your managers interests:

• Unhappy workforce – motivation drops, Efficiency levels drops, Poor customer service, poor quality of goods, Increased staff turnover, Increased staff absenteeism.
• Business is not how they want it – not their vision. No clear aim or mission. Reduced motivation from the top – follows down to the bottom. Lack of passion - lower profit margins. Business fails.
• They leave the company by selling their shares. The business gets a bad rep – potential shareholders are driven away. Share prices drop.
• Bad rep, Poor customer loyalty, Lack of business, Bad word-of-mouth, Reduced revenue and profit, Business fails.

Shareholders have the following interests:

• Pay, Working Hours, Working Conditions, Training, Job Satisfaction, Promotions, Bonuses, Incentives, Discounts.
• Increase profits, Attention to the income and expenditure of the business. Competition. Keeping costs down – like staff pay and reducing waste. Cheapest suppliers
• To gain good dividend payments at the end of the financial year. Buy shares at a low price with the hope to sell for higher at a later stage.
• Quality of products/service, Range/choice, Customer service, After sales service, Price and value, Payment options, Stock levels

What could happen if you ignored your shareholders interests:

• Unhappy workforce – motivation drops, Efficiency levels drops, Poor customer service, poor quality of goods, Increased staff turnover, Increased staff absenteeism.
• Business is not how they want it – not their vision. No clear aim or mission. Reduced motivation from the top – follows down to the bottom. Lack of passion - lower profit margins. Business fails.
• They leave the company by selling their shares. The business gets a bad rep – potential shareholders are driven away. Share prices drop.
• Bad rep, Poor customer loyalty, Lack of business, Bad word-of-mouth, Reduced revenue and profit, Business fails.

Customers have the following interests:

• Pay, Working Hours, Working Conditions, Training, Job Satisfaction, Promotions, Bonuses, Incentives, Discounts.
• Increase profits, Attention to the income and expenditure of the business. Competition. Keeping costs down – like staff pay and reducing waste. Cheapest suppliers
• To gain good dividend payments at the end of the financial year. Buy shares at a low price with the hope to sell for higher at a later stage.
• Quality of products/service, Range/choice, Customer service, After sales service, Price and value, Payment options, Stock levels

What could happen if you ignored your customers' interests:

• Unhappy workforce – motivation drops, Efficiency levels drops, Poor customer service, poor quality of goods, Increased staff turnover, Increased staff absenteeism.
• Business is not how they want it – not their vision. No clear aim or mission. Reduced motivation from the top – follows down to the bottom. Lack of passion - lower profit margins. Business fails.
• They leave the company by selling their shares. The business gets a bad rep – potential shareholders are driven away. Share prices drop.
• Bad rep, Poor customer loyalty, Lack of business, Bad word-of-mouth, Reduced revenue and profit, Business fails.

Suppliers have the following interests:

• Pay, Working Hours, Working Conditions, Training, Job Satisfaction, Promotions, Bonuses, Incentives, Discounts.
• The purchasing power of their client(s) – capital and ability to pay within agreed deadline. Loyalty of the client. Future expansion and profitability of the client. The client’s rep.
• To gain good dividend payments at the end of the financial year. Buy shares at a low price with the hope to sell for higher at a later stage.
• Quality of products/service, Range/choice, Customer service, After sales service, Price and value, Payment options, Stock levels