Stakeholder Management
Stakeholder Relationships
Brief
To produce a set of recommendations in a written document about how McDonalds PLC, can reduce its carbon footprint through the management of key stakeholder relationships.
Introduction
McDonald’s PLC, is one of the largest fast food chains in the world, with 32,000 outlets in 117 countries. In the UK the first restaurant opened in 1974 and now in the UK stores alone, the chain serves 2.5 million customers daily. In the early 2000’s McDonalds saw for the first time some of its outlets closing, and drastically had to rethink the way that it operated. It was struck with a damaging title of the firm that didn’t care with non-eco-friendly practises, (the ecologist: 2011) and with the negative publicity from Morgan Spurlock’s 2004 film, “Supersize Me”. With this in mind, Mr Easterbrook, Chief Executive Officer 2006-2011 decided to radically re-launch the brand deciding to move McDonalds towards being healthier and a more ecological company with a lower carbon footprint.
Stakeholders and McDonalds
The classic definition of a stakeholder is: “any group or individual who can affect or is affected by the achievement of the organisations objectives”. (Freeman 1984: p46) meaning in simpler terms as quoted by (CIMA 2008: p6) “Those persons and organisations that have an interest in the strategy of the organisation. Stakeholders normally include shareholders, customers, staff and the local community. However, Stariks contribution of stakeholders covers the widest of areas. He suggests stakeholders could be “any natural occurring entity which affects or is affected by organisational performance”. (Starik 1994; p90) This statement includes anything from living from plants to animals; it also includes non-living environmental forms such as rocks and water but does taking the ecological stance i.e. using bio fuels actually support the stakeholder? One could agree with Starik’s comments, that from any naturally occurring entity is a
Brief
To produce a set of recommendations in a written document about how McDonalds PLC, can reduce its carbon footprint through the management of key stakeholder relationships.
Introduction
McDonald’s PLC, is one of the largest fast food chains in the world, with 32,000 outlets in 117 countries. In the UK the first restaurant opened in 1974 and now in the UK stores alone, the chain serves 2.5 million customers daily. In the early 2000’s McDonalds saw for the first time some of its outlets closing, and drastically had to rethink the way that it operated. It was struck with a damaging title of the firm that didn’t care with non-eco-friendly practises, (the ecologist: 2011) and with the negative publicity from Morgan Spurlock’s 2004 film, “Supersize Me”. With this in mind, Mr Easterbrook, Chief Executive Officer 2006-2011 decided to radically re-launch the brand deciding to move McDonalds towards being healthier and a more ecological company with a lower carbon footprint.
Stakeholders and McDonalds
The classic definition of a stakeholder is: “any group or individual who can affect or is affected by the achievement of the organisations objectives”. (Freeman 1984: p46) meaning in simpler terms as quoted by (CIMA 2008: p6) “Those persons and organisations that have an interest in the strategy of the organisation. Stakeholders normally include shareholders, customers, staff and the local community. However, Stariks contribution of stakeholders covers the widest of areas. He suggests stakeholders could be “any natural occurring entity which affects or is affected by organisational performance”. (Starik 1994; p90) This statement includes anything from living from plants to animals; it also includes non-living environmental forms such as rocks and water but does taking the ecological stance i.e. using bio fuels actually support the stakeholder? One could agree with Starik’s comments, that from any naturally occurring entity is a
Bibliography: Cathy Ace (2011) Successful Marketing Communications Oxford:Butterworth-Heinemann. Harris D, Botten N, and McColl J, (2008) The Official CIM Coursebook, Marketing for Stakeholders, 1st Ed, Oxford : Butterworth-Heinemann. Freeman (1984) Strategic Management. Cited in Friedman A and Miles S,(2009) Stakeholders, Theory and Practise, Oxford: Oxford University Press Friedman A and Miles S,(2009) Stakeholders, Theory and Practise, Oxford: Oxford University Press Hill, C., Jones, G.R. (1992). Strategic Management: An Integrated Approach, New York:Houghton Mifflin. Scenario Plus (2003) The Scenario Plus Stakeholder Template [Internet] Available from www.scenarioplus.org.uk [Accessed 26th April 2012] Starik (1994) Reflections on Stakeholder Theory