BSBPMG621 | Facilitate Stakeholder Engagement | Case Study

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Details of Assessment
Term and Year 4, 2019 Time allowed 7 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Stakeholder Engagement Plan
Due Date Week 7 Room 608
Details of Subject
Qualification BSB61218 Advanced Diploma of Program Management
Subject Name Stakeholder Engagement
Details of Unit(s) of competency
Unit Code (s) and
Names BSBPMG621 Facilitate stakeholder engagement
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted
is my own and has not been copied or plagiarised from
any person or source. I acknowledge that I understand
the requirements to complete the assessment tasks. I am
also aware of my right to appeal. The feedback session
schedule and reassessment procedure were explained to
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name ROBERT CUTULI
Assessment Outcome
Assessment
Result Competent Not Yet Competent Marks /100
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible
assessment with this student.
Student attended the feedback session.
Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
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Purpose of the Assessment
The purpose of this assessment is to assess the student in the
following learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
BSBPMG621 Facilitate stakeholder engagement
1.1 Identify and document program stakeholders and their
communication needs as they apply to the given program of work
1.2 Engage with pertinent stakeholders and agree on communication
approaches in accordance with organisational policies and procedures
1.3 Communicate information as planned and address identified
variances
1.4 Monitor communication interfaces among constituent projects,
aligning to relevant program objectives
2.1 Investigate, document, and consider the interests and expectations of
pertinent stakeholders when making program decisions
2.2 Develop and implement approaches to influence ongoing
stakeholder commitment, in accordance with organisational policies and
procedures
2.3 Accommodate differing stakeholder interests and expectations,
escalating where necessary
2.4 Share evolving stakeholder interests and expectations across the
program
3.1 Conduct analysis of interactions with pertinent stakeholders and
document outcomes to reach desired outcomes
3.2 Assess effectiveness of stakeholder interaction in line with program
objectives and organisational policies and procedures
3.3 Develop plan for future stakeholder engagement based on findings
of analysis conducted
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A
student can only achieve competence when all assessment components listed under “Purpose of the
assessment” section are recorded as competent. Your trainer will give you feedback after the
completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible
for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
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 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be
improved. You will be provided with feedback on your work within two weeks of the
assessment due date. All other feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and
your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge
and skills to be deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
Stakeholder engagement and communication plan – 100%
Assessment Brief (Individual Assessment): Develop a stakeholder engagement and
communication plan
ORGANISATION DETAILS
Note: The organisational details used in this assessment have been sourced (and to some
extent paraphrased) from the organisation’s website and other relevant documents of the
organisation. The information used here is solely for educational purpose.
Stakeholder engagement - A Kellogg's case study
Introduction to Organisation:
The Kellogg Company is the world’s leading producer of cereals. For more than 100 years,
Kellogg’s has been a leader in health and nutrition through providing consumers with a wide
variety of food products. Kellogg’s market leading position and reputation is built on its
commitment to ethical business practices and its values-based culture. Business values
identify the beliefs that the company holds to be the most important. These values then guide
decision making and shape the way the organisation behaves. For Kellogg’s, these are
referred to as K-Values. Kellogg’s K-Values guide the way the company interacts with all of
its stakeholders. Stakeholders are individuals, groups and organisations that have an interest
in the decisions a company makes and the products that it produces. They also, depending on
their power, affect how businesses perform. Kellogg’s products are manufactured in 18
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countries and are sold in more than 180 countries. This means Kellogg’s has to manage its
relationships with a variety of stakeholders around the world. The diagram identifies
Kellogg’s key stakeholder groups.
Kellogg’s long-term business plans, known as strategies, focus on engaging with its
stakeholders to ensure their needs are being met. For Kellogg’s, this means ensuring the
highest ethical standards and sustainable business practices. Kellogg’s has a Global Code of
Ethics governing how it deals with
stakeholders across the world. A sustainable business is one which focuses on minimising
any negative impact to the environment to ensure future generations can prosper. Kellogg’s
vision and core purpose outline what the company wants to achieve. They guide the
organisation’s decision-making processes to help meet the expectations of its stakeholders.
Kellogg’s vision, which was refreshed in 2012, sets out the company’s main aim which is ‘To
enrich and delight the world through foods and brands that matter.'
Kellogg’s Global Employer Brand:
Kellogg’s invests heavily in its employees and future employees. Kellogg’s global employer
brand communicates the K-Values and the wide range of benefits that Kellogg’s employees
receive. Kellogg’s refreshed company vision and purpose were a direct result of feedback
from employees. A company’s vision and values must be ‘lived’ by its employees for them to
incorporate them into their decisions and actions. Kellogg’s seeks to manage its employer
brand in the same way that it manages its product brands. Just as the company uses market
research to identify what its consumers want, it uses employee research to find out the needs
and opinions of its employees through, for example, an employee survey. The 2012 survey
involved 20,000 employees across the globe (with a 75% response rate). This information
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was used to improve processes to engage employees. For example, employees requested to be
able to communicate more openly so Kellogg’s created a feedback training programme for all
employees.
Conclusion
Kellogg’s business strategy is stakeholder-focused. The company’s decisions and actions are
all made with the best interest of its stakeholders at the heart. Engaging with both internal and
external stakeholders creates two-way communication that brings benefits to both Kellogg’s
and to each stakeholder group. Although Kellogg’s engagement initiatives have huge cost
implications for the company, they yield huge benefits to the communities and stakeholders
as well as to Kellogg’s in order to demonstrate that it’s a responsible business.
Kellogg’s uses its size as a force for good. Its stakeholder engagement focuses on supporting
its CSR activity, such as its breakfast clubs and support for food banks around the world.
These initiatives support the company’s vision and, through living the K-Values, enable its
employees to continue to improve the lives of its global stakeholders.
Information about Kellogg’s Australia (www.kelloggs.com.au)
KELLOG’S PRIVACY POLICY in BRIEF: (sourced from their website)
About this policy
Kellogg (Aust) Pty Ltd (ABN 30 004 110 105) ("Kellogg") is bound by the Australian
Privacy Principles ("APPs") and complies with the APPs as required by the Privacy Act 1988
(Cth). Kellogg is committed to protecting and maintaining your privacy. This Privacy Policy
describes the types of personal information we may collect, and how we use, hold and
disclose this personal information. This Privacy Policy also sets out how you can contact us
to access or correct your personal information, ask questions or make a complaint. This
Privacy Policy includes examples but is not intended to be restricted in its application to such
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examples. Accordingly, where the word 'including' is used, it will mean 'including without
limitation'. From time to time, our information handling processes will be reviewed and
updated, and we will update this Privacy Policy accordingly. Kellogg will notify you of any
updates to this Privacy Policy by posting an updated version of the Privacy Policy on our
website. Please check this Privacy Policy periodically for updates. Alternatively, you can
contact us (see below) to receive an updated hard copy. All personal information held by
Kellogg will be governed by Kellogg’s most recent Privacy Policy. Your continued use of the
Kellogg website following the posting of changes to this Privacy Policy indicates that you
accept those changes.
Overview
This Privacy Policy is based on the Australian Privacy Principles. Unless you provide us with
your consent to do otherwise, Kellogg will only collect, hold, use and disclose your personal
information as set out in this Privacy Policy. Kellogg approaches communications with
individuals with respect for, and commitment to, individual privacy rights, and the different
sensibilities of our child consumers. We support active self-regulation of this environment to
ensure that responsible marketers can maintain the right to use communication media to
interact with our consumers.
In summary, whilst you should read each provision in this Privacy Policy, by providing your
personal information to Kellogg:
 you agree that if you disclose your personal information to us, we may create a
database record of information about you and use the information for the purposes set
out below, including notifying you of any prizes awarded to you in a promotion you
have entered or communicating relevant product information or offers to you
 we may contact you for the purpose of handling an enquiry or complaint you have
raised
 you may contact us via the methods set out below if you want to know what personal
information we hold about you, update that personal information, opt out of receiving
communications from us or ask us questions about this Privacy Policy.
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Other useful links:
Health and Wellbeing (https://www.kelloggs.com.au/en_AU/health.html)
Community engagement initiatives(https://www.kelloggs.com.au/en_AU/open-for-
breakfast/servings-donated.html)
Brands (https://www.kelloggs.com.au/en_AU/articles.html)
CONTEXT, PROBLEM SCENARIO & REQUIREMENTS:
For this assessment you may select a project/program of the organisation from the case study
or a project/program of an organisation of your choice. The hypothetical situation is that you
work for that organisation and you are required to prepare a plan for stakeholder engagement
which will highlight to areas which are effective communication with stakeholders and ways
of facilitating commitments made to stakeholders. For the plan you are required to research
about the industry, examine and analyse the possible stakeholders for the business, make
effective stakeholder engagement and interaction plan. You are expected to do your own
external secondary research as you will need to identify the internal and external
stakeholders, identify engagement models and their benefits and application.
You will be required to use the template/structure as provided below. Marking criteria and
weights for each section are also provided within the structure.
**Note: This is an individual assessment and student's assessment will be graded as
"Not Yet Competent" if found similar to any other assessment.
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Structure, Template and Marking Criteria for the Consumer Analysis Report & Design
of Direct Response Offer:
1. Identify all the possible program stakeholders and their communication needs (15
marks)
2. Stakeholder Analysis for Effective Engagement (15 marks)
3. Stakeholder Interaction (15 marks)
4. Stakeholder Engagement (20 marks)
5. Develop and Implement initiatives for your ongoing stakeholder commitments (20
marks)
6. Identify stakeholder conflict and suggest possible resolution (12 marks)
7. References used (2 mark)
8. Appendix (1 mark)
TABLE OF CONTENTS PAGES MARKS
ALLOCATED
MARKS
RECEIVED
1. Identify all the possible program
stakeholders and their
communication needs
15
2. Stakeholder Analysis for Effective
Engagement
15
3. Stakeholder Interaction 15
4. Stakeholder Engagement 20
5. Develop and Implement initiatives for
your ongoing stakeholder
commitments
20
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6. Identify stakeholder conflict and
suggest possible resolution
12
7. References used 2
8. Appendix 1
TOTAL 100
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TASK 1: Identify all the possible program stakeholders and their communication needs
(15 Marks)
You answer should include:
 The type of stakeholders (all possible internal stakeholders and all possible external
stakeholders)
 Identify and mention their communication needs
 Identify and mention their interest and expectations for effective communication
 Provide examples of communication both formal and informal which will be required
for the types of stake holders
Type of stakeholders:
The stakeholders are important individuals or group of people who are associated with
the support provided to the organisation for making it function properly. The stakeholders are
responsible for affecting the organisational functions, the actions undertaken and also the
policies, principles and objectives that are needed to be achieved. There are different types of
stakeholders involved in business such as the customers, employees, investors or
shareholders, suppliers, community as well as the Government1.
The key internal stakeholders of Kellogg include the employees of the organization
present at various levels, the managers, Board of Directors responsible for managing the
industry standards and ensure smooth business functioning and also the shareholders who
have invested on the business to raise working capital and facilitate the business functioning
too. While the employees are responsible for strengthening the workforce efficiency, more
focus has been put on the way2. The company has made sure to use various communication
tactics so as to attract the external stakeholders in business such as the customers, suppliers,
community and regulators of business along with the Government bodies too. The suppliers
are kept contact with so as to ensure delivery of good quality raw materials and resources for
improving the production level whereas the customers are often considered as the most
important stakeholders, who needs’ fulfilment matters the most for Kellogg for maintaining
brand trust and loyalty among them, furthermore, create a sustainable position within the
business marketplace and attain competitive advantage too3.
1 Andriof, Jörg, and Sandra Waddock. "Unfolding stakeholder engagement." Unfolding stakeholder thinking.
Routledge, 2017. 19-42.
2 Henisz, Witold J., Sinziana Dorobantu, and Lite J. Nartey. "Spinning gold: The financial returns to
stakeholder engagement." Strategic Management Journal 35.12 (2014): 1727-1748.
3 O’Riordan, Linda, and Jenny Fairbrass. "Managing CSR stakeholder engagement: A new conceptual
framework." Journal of Business Ethics 125.1 (2014): 121-145.
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Identify and mention their communication needs:
There are various needs for the management of communication with the different
types of stakeholders in business such as to obtain support from them and also understand the
intended benefits that could be acquired along with the need for managing change within the
organisation as well. The management of stakeholders’ attitudes and behaviours is critical for
achieving optimum level of success, which could also be drawn with the help of meeting the
needs of communication and by ensuring providing reports at regular intervals during the
management of the project and also to facilitate the public relations and marketing
efficiency4.
The communication needs of suppliers must be fulfilled so as to gain information
about whether the raw materials and resources are supplied at the right time or not while on
the other hand, check for whether the project is running properly or not along with production
of reports and manage schedules consistently too. This would allow for conforming to the
demands and expectations of the suppliers, furthermore, ensure meeting the communication
needs easily too5. The public relations or PR and marketing tactics are also useful for
4 Concannon, Thomas W., et al. "A systematic review of stakeholder engagement in
comparative effectiveness and patient-centered outcomes research." Journal of general
internal medicine 29.12 (2014): 1692-1701.
5 Bal, Menoka, et al. "Stakeholder engagement: Achieving sustainability in the construction
sector." Sustainability 5.2 (2013): 695-710.
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providing necessary information about the project to the entire stakeholders group,
furthermore, market the value of the project and ensure preventing misinterpretation of data
and information largely too.
Identify and mention their interest and expectations for effective communication:
The fulfilment of communication needs would be possible with the help of interacting
with the customers via emails and also through social media platforms, where their feedbacks
and opinions are to be considered and then necessary approaches should be taken for meeting
their needs and preferences largely. The communication with employees and other
shareholders in business would help in understanding the goals and objectives in a better
way, thereby, attract the funding aspects and at the same time, create some positive impact on
the local community and create influential relationships with them. Therefore, it is clear that
communication needs with the stakeholders are needed to be fulfilled for strengthening the
stakeholders relationships thereby, promote greater coordination at work and ensure smooth
business functioning too for meeting the demands of people in the marketplace quite
comprehensively6. With the management of effective communication, the stakeholders’
engagement would be easier, thereby, enhance the organisational capability to sustain in the
competitive business environment too.
6 Payne, Stephen L., and Jerry M. Calton. "Towards a managerial practice of stakeholder
engagement: Developing multi-stakeholder learning dialogues." Unfolding stakeholder
thinking. Routledge, 2017. 121-135.
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Provide examples of communication both formal and informal which will be required
for the types of stake holders:
For the communication with employees, formal communication would be required,
which could be possible with the help of emails and by conducting meetings. The
shareholders of the business organisation are communicated with via B2B communication
and by sending emails demonstrating the need for investments. The informal communicator
is managed with the clients where the company asks for the feedbacks of clients regarding the
products and any other queries which are possible through social media platforms and also by
sending emails or through survey process7.
7 Esmail, Laura, Emily Moore, and Alison Rein. "Evaluating patient and stakeholder
engagement in research: moving from theory to practice." Journal of comparative
effectiveness research 4.2 (2015): 133-145.
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TASK 2: Stakeholder Analysis for Effective Engagement (15 Marks)
Based on the above identified stakeholders, prepare a stakeholder matrix where the two
variables are level of influence of stakeholder and importance of the stakeholder to the
program (refer to lecture notes in E-Learning). You are also required to highlight:
 Objective of stakeholder matrix
 Method of analysis
 Strength and weakness of this matrix
 Tools and time required to prepare the matrix
 Use and outcome of the matrix (such as can help develop action plan)
Objective of stakeholder matrix:
The main objective of using the stakeholder matrix is to analyse the project
stakeholder and determine what necessary actions have been undertaken for aligning the
goals and objectives with the project. This is also considered as an effective project
management tool, which allows for understanding how effective stakeholders’ are
responsible to be engaged and how their actions are to align the goals with the project and
ensure successful accomplishment of those within the due time8.
8 Bonsón, Enrique, and Melinda Ratkai. "A set of metrics to assess stakeholder engagement
and social legitimacy on a corporate Facebook page." Online Information Review 37.5
(2013): 787-803.
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Methods of analysis:
The method of analysis of stakeholder matric components is to identify the primary
stakeholders who have shown interest in the issues that are revolving around what the project
is concerned with about. For the stakeholder analysis matrix, it has been found that the
stakeholder analysis prioritised on the power and interest of the stakeholders. These variables
are necessary for analysis and so the stakeholders’ have been analysed on the basis of various
factors including their financial interests such as the likability to earn money and gain
sustenance in the future as well9. Moreover, their value and beliefs are also considered along
with their environmental stewardship, value of ownership and communication preferences
have also benefited the analysis of stakeholders and create scopes for engaging them much
more easily and in a convenient manner too.
Strengths and weaknesses of the matrix:
9 Strand, Robert, and R. Edward Freeman. "Scandinavian cooperative advantage: The theory
and practice of stakeholder engagement in Scandinavia." Journal of business ethics 127.1
(2015): 65-85.
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The strengths of the stakeholder matrix is that it has allowed us to understand the
various stakeholders that are involved in Kellogg, both internal and external stakeholders
whereas their interests and power are also being emphasized on here in this matrix. The
engagement strategy chosen is also understood, but one of the weakness is that it does not
shed light on how the stakeholders’ impact the business and how effectively their
engagement could bring positive outcomes for the organisation10.
Tools and time required to prepare the matrix:
The stakeholder mapping tool could be an useful tool used to set the stakeholders on
the basis of understanding their interests and priorities, furthermore, determine their influence
on the way the project is being managed. The identification of stakeholders is essential at first
and then the assessment of their influence is needed so as to determine their importance and
impact pone ach stakeholders. This would also help in understanding the ways they could be
engaged, furthermore, ensure that the stakeholder matrix is prepared effectively and
accurately. Therefore, these are the tools and techniques used to prepare the matrix and the
time taken should be around 7 days11.
10 Forsythe, Laura P., et al. "Patient and stakeholder engagement in the PCORI pilot projects:
description and lessons learned." Journal of general internal medicine 31.1 (2016): 13-21.
11 Sierra‐García, Laura, Ana Zorio‐Grima, and María A. García‐Benau. "Stakeholder
engagement, corporate social responsibility and integrated reporting: An exploratory
study." Corporate Social Responsibility and Environmental Management 22.5 (2015): 286-
304.
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Use and outcome of the matrix (such as can help develop action plan):
The outcomes of the matrix include the identification of various stakeholders, their
areas of interests, their power and also their influences on the project managed at Kellogg.
This would allow the company to identify how stakeholders could be engaged and their
importance on the organisation. Moreover, the outcomes are also related to the development
of an action plan involving the employees, managers, shareholders and suppliers, which
should help in training the staffs according to their needs for development, furthermore assist
them to perform to their potential12. The shareholders should be influenced to make
investments and raise the working capital for enriching the experience of the customers
whereas the suppliers would be provided with good return based on the raw materials and
resources they provide.
TASK 3: Stakeholder Interaction (15 Marks)
12 Sterling, Eleanor J., et al. "Assessing the evidence for stakeholder engagement in
biodiversity conservation." Biological conservation 209 (2017): 159-171.
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Stakeholder interaction by building two-way relationships with stakeholders, is essential
build trust between stakeholders. Use your workplace example to identify:
 Identify communication approaches with relevant stakeholders
 Highlight methods, means and media of communication used to communicate with
identified stakeholders and provide examples
 Identify your workplace communication skills required for effective communication
with the stakeholders identified above
 With use of workplace example, mention your ways of monitoring and documentation
of communication over relevant programs
Identify communication approaches with relevant stakeholders:
Kellogg has made sure to communicate with the stakeholders with the help of different
kinds of approaches and for building trust among them. The project manager holds the
responsibility to interact with the stakeholders as it is a fact that often projects fail due to poor
communication between the stakeholders. Few communication approaches include:
 Scheduling a meeting with the stakeholders could assist in managing communication
and at the same time, save a lot of time required to convey messages and information
to them. The messages could also be transferred with the help of PowerPoint
presentation, Prezi or even by using the mind mapping software and other tools.
 Sending a newsletter could also be a good option to encourage communication and
facilitate one way communication channel performance13
 Conducting spate online screen to screen meetings is considered as effective for
acquiring the responses and feedbacks of stakeholders equally and ensure better
collaboration at work
 Providing project summary report is another good option to facilitate communication
and ensure that the project at Kellogg runs on time and within the allocated budget too
 While communicating with the customers, considered as most important stakeholders,
the company could interact with them by emails asking for feedbacks, through social
networks and also by carrying out a survey process
13 Cundy, Andrew B., et al. "Developing principles of sustainability and stakeholder
engagement for “gentle” remediation approaches: The European context." Journal of
environmental management 129 (2013): 283-291.
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Highlight methods, means and media of communication used to communicate with
identified stakeholders and provide examples:
For example, in case the company wants to communicate with the stakeholders,
Kellogg’s customer service department could call them asking for their feedbacks and even
any queries. The company open up social networking websites promoting their company
where the comments and posts by customers could also help in communicating with them.
The company’s managers should conduct meetings with the shareholders and also the
suppliers to manage negotiations and predicting the rate of return on investments that they
should make14.
14 Dawkins, Cedric E. "The principle of good faith: Toward substantive stakeholder
engagement." Journal of Business Ethics 121.2 (2014): 283-295.
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Identify your workplace communication skills required for effective communication
with the stakeholders identified above:
Within the workplace, good interpersonal skills are required along with leadership
skills too for promoting effective communication and keep the team members’ encouraged
and motivated to interact with each other effectively. Moreover, the corporate governance
skills ate also required to ensure managing corporate social responsibilities and ensure
engaging the consumers, employees, communities, shareholders and also the suppliers for
encouraging them to become a part of the organisation. Team working skills are necessary
along with proper knowledge and information required to educate the stakeholders and
strengthen he relationships with them to15. This would not only form good relationships
between the stakeholders in the workplace, but would also leverage the teammates and allow
for better collaborative working and easily accomplishing the objectives as a whole.
With use of workplace example, mention your ways of monitoring and documentation
of communication over relevant programs:
From the perspectives of Kellogg, while communicating with the stakeholders, I
would rather like to conduct a survey process, where the responses and feedbacks of the
customers would be acquired and this should enable assessment of their needs, furthermore,
make necessary changes accordingly. On the other hand, it has also been found that by
checking for the website traffic in the social networks, it would be easier and much
convenient to monitor the communication with the customers16.
15 Sherman, Mya H., and James Ford. "Stakeholder engagement in adaptation interventions:
an evaluation of projects in developing nations." Climate Policy 14.3 (2014): 417-441.
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TASK 4: Stakeholder Engagement (20 Marks)
Based on the above identified stakeholders you are required to outline:
 The stakeholder engagement model
 The applications of stakeholder engagement
 The benefits and drawbacks of the applications
 Use example to highlight your ways of accommodating the stakeholder interest and
expectations
The stakeholder engagement model:
16 Sayce, Kelly, et al. "Beyond traditional stakeholder engagement: public participation roles
in California's statewide marine protected area planning process." Ocean & coastal
management 74 (2013): 57-66.
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Based on this model, there is need for Kellogg to act and review the project design
process periodically and at the same time identify the stakeholders, then analyse the plan,
strengthen their relationships and finally analyse the implementation plan and approaches to
engage the stakeholders consistently.
The applications of stakeholder engagement:
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The application of stakeholder engagement model could help in influencing the
stakeholders to the overall benefits of the project, furthermore, ensure shaping the project
properly to meet the requirements of the organisation. Not only this, but also the stakeholder
engagement model application should allow for improving he relational and emotional agility
that are required to ensure business growth and development, furthermore, allow the
employees to work together and bring change, transformation and management of
sustainability standards too17. The application of this model could also be beneficial for
promoting stakeholder capitalism, which should facilitate strategic innovation concepts and
enhance the procedures to manage risks, thereby, allow Kellogg to attain a competitive edge
over its competitors in business.
The benefits and drawbacks of the applications:
Though the benefits include understanding the various stages of stakeholder
engagement, mapping process and also allowing the company to gain an upper hand over the
competitors in business, there are few drawbacks as well such as limitation of cost and time.
The engagement of stakeholders and also application of this model require extended time,
effort as well as budget which might not be present always. The supplier collaboration is
downsized, which might also affect the overall trust, reputation and brand’s effectiveness
within the concerned industry18.
17 Segelström, Fabian. Stakeholder Engagement for Service Design: How service designers
identify and communicate insights. Diss. Linköping University Electronic Press, 2013.
18 Camilleri, Mark Anthony. "Valuing stakeholder engagement and sustainability
reporting." Corporate Reputation Review 18.3 (2015): 210-222.
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Use example to highlight your ways of accommodating the stakeholder interest and
expectations:
As an example, I would like to present Kellogg’s approach to accommodate the
interests of suppliers, where the money that should be paid in respect of the supplies provided
must be provided information about to them. I would like to encourage communication
process consistently so as to make sure that they remain content while accurate mapping of
expectations could also influence them. I would also encourage employees to share their
opinions and ideas before making decisions, which should accommodate their interests and
make them feel valued by the organisation19.
19 Cascetta, Ennio, et al. "A new look at planning and designing transportation systems: A
decision-making model based on cognitive rationality, stakeholder engagement and
quantitative methods." Transport policy 38 (2015): 27-39.
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TASK 5: Develop and Implement initiatives for your ongoing stakeholder commitments
(20 Marks)
With the use of example, highlight key initiatives that can be taken to influence engagement
of:
 Explain/define internal and external stakeholders of the company
 Discuss key initiatives that can be taken to influence all type of internal and external
stakeholders that you have identified
Sample scenario is given for better understanding of the question. Your answer should
not include the example given below:
1) Kellogg’s key internal stakeholders include employees at all levels, all over the world, and
shareholders. Both groups are integral to the success of the organisation. Employees carry out
the day-to-day activities which enable the company to operate globally. Shareholders invest
the capital that makes this possible. Kellogg’s seeks to make a profit to secure high returns
for its shareholders. Shareholders invest money into the business in return for a stake in the
company. If the company makes a profit, its shareholders receive a share of these profits in
the form of dividends. At the same time shareholders take a keen interest in the company’s
strategies and seek to influence decision making to safeguard their investment.
2) Kellogg’s key external stakeholders include community Kellogg’s uses a variety of
communications approaches to engage with its different external stakeholders. For example,
regular case studies in The Times 100 help the company to engage with young people
through educational materials that help to explain the values and goals of the organisation.
Kellogg’s engages with communities through its breakfast clubs. Independent research shows
that children who have breakfast at the start of the day are able to concentrate for longer by
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maintaining their energy at school. Kellogg’s therefore supports, through donations of cereals
and money, breakfast clubs in schools across the nation to make sure that all children have a
healthy and nutritious breakfast.
Explain/define internal and external stakeholders of the company:
The internal stakeholders are those who are considered as entities within the
organisation and include employees, managers, Board of Directors and investors or
shareholders in business. The external stakeholders are those entities who are not from the
organisation but are often affected by the organisational performance such as the consumers,
regulators, shareholders or investors and the suppliers. For Kellogg Company, the
stakeholders are needed to be engaged not only for the purpose of selling the food items, but
also for enhancing the efficiency of manufacturing and production processes effectively. The
company’s commitment to ethical business policies, principles and practices and value based
culture have further helped in making sure that the values and beliefs guide proper decision
making and maintain the ethical standards along with the management of sustainable business
practices efficiently20. The internal stakeholders are thus the employees from various levels of
the organisation, shareholders and managers while the external stakeholders of Kellogg are
suppliers, community, Government and most importantly, the customers.
20 Luoma-aho, Vilma. "Understanding stakeholder engagement: Faith-holders, hateholders &
fakeholders." RJ-IPR: Research Journal of the Institute for Public Relations 2.1 (2015).
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Discuss key initiatives that can be taken to influence all type of internal and external
stakeholders that you have identified:
One of the most important initiative could be to fulfil the communication needs of
customers is important as the clients are often considered as the most important stakeholders
in business and so communicating with them could allow for resolving any queries from their
end, furthermore, make necessary changes to the product lines for meeting their changing
demands and expectations. This could enable creating a positive mindsets among the minds
of customers, furthermore, promote better trust and loyalty along with higher level of
customer satisfaction and competitive advantage in business as well21. The customers should
be encouraged by constantly engaging with them via social networks and emails so as to
acquire their feedbacks while closely negotiating with the suppliers should also influence
them to deliver good quality supplies and resources. The employees are influenced by
providing them with monetary and non-monetary rewards for their performances while
providing training sessions could also encourage them to perform to their potential.
Therefore, these are the initiatives undertaken to influence all types of stakeholders22.
21 Andriof, Jörg, and Sandra Waddock. "Unfolding stakeholder engagement." Unfolding
stakeholder thinking. Routledge, 2017. 19-42.
22 Henisz, Witold J., Sinziana Dorobantu, and Lite J. Nartey. "Spinning gold: The financial
returns to stakeholder engagement." Strategic Management Journal 35.12 (2014): 1727-
1748.
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TASK 6: Identify stakeholder conflict and suggest possible resolution (12 Marks)
An important part of managing the needs of stakeholders is to understand that different
stakeholder groups can sometimes have conflicting interests. Use your workplace scenario or
case scenario and identify potential conflicts as well as provide mitigation plan for those
conflicts.
Examples of conflicting stakeholder needs are given for better understanding of the
question and how it can be answered. Your answer should not include the example
provided to you:
1) Government requirements for food content and consumer preferences. Kellogg’s recently
changed the formula of Honey Loops to reduce the sugar content, but this had an impact on
consumer’s perceptions of the brand.
2) Different interests of charity groups requesting Kellogg’s support. Kellogg’s current CSR
strategy focuses on breakfast clubs for children, so conflict will occur when charities
supporting other causes cannot be a focus for Kellogg’s at this time.
Considering the case scenario, it has been found that Government and regulatory
bodies have high influence on the way business is managed. Thus, it is very much essential
for the company to make sure that the company complies with the Government laws, rules
and regulations for reducing the risks and ensure production of healthy food items that can
make people satisfied as well as keep them safe and healthy. Being accountable to the
stakeholders, it is also essential for Kellogg to make sure that the investments are safeguarded
and the interests of stakeholders are balanced properly so as to keep both the customers and
shareholders satisfied as a whole23. The ethical policies must also be integrated within the
business functions for maintaining values and ethics, thereby, promote a good workplace free
from any discrimination too.
It has also been found that while the company aimed at preparing a breakfast club for
the children, the support to charities might lack and this could create conflicts among the
stakeholders as well as the community. To resolve such conflicts and create a positive
mindset among the customers, Kellogg could encourage supporting the human rights in the
supply chain and at the same time, work with the community and charities to promote free
23 O’Riordan, Linda, and Jenny Fairbrass. "Managing CSR stakeholder engagement: A new
conceptual framework." Journal of Business Ethics 125.1 (2014): 121-145.
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education campaigns, raise funds and also remain focused on the primary purpose of
nourishing families so that they could flourish and thrive properly24.
24 Payne, Stephen L., and Jerry M. Calton. "Towards a managerial practice of stakeholder
engagement: Developing multi-stakeholder learning dialogues." Unfolding stakeholder
thinking. Routledge, 2017. 121-135.
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SOURCES AND REFERENCES USED (2 Marks)
1. Andriof, Jörg, and Sandra Waddock. "Unfolding stakeholder engagement." Unfolding
stakeholder thinking. Routledge, 2017. 19-42.
2. Bal, Menoka, et al. "Stakeholder engagement: Achieving sustainability in the
construction sector." Sustainability 5.2 (2013): 695-710.
3. Bonsón, Enrique, and Melinda Ratkai. "A set of metrics to assess stakeholder
engagement and social legitimacy on a corporate Facebook page." Online Information
Review 37.5 (2013): 787-803.
4. Camilleri, Mark Anthony. "Valuing stakeholder engagement and sustainability
reporting." Corporate Reputation Review 18.3 (2015): 210-222.
5. Cascetta, Ennio, et al. "A new look at planning and designing transportation systems:
A decision-making model based on cognitive rationality, stakeholder engagement and
quantitative methods." Transport policy 38 (2015): 27-39.
6. Concannon, Thomas W., et al. "A systematic review of stakeholder engagement in
comparative effectiveness and patient-centered outcomes research." Journal of general
internal medicine 29.12 (2014): 1692-1701.
7. Cundy, Andrew B., et al. "Developing principles of sustainability and stakeholder
engagement for “gentle” remediation approaches: The European context." Journal of
environmental management 129 (2013): 283-291.
8. Dawkins, Cedric E. "The principle of good faith: Toward substantive stakeholder
engagement." Journal of Business Ethics 121.2 (2014): 283-295.
9. Esmail, Laura, Emily Moore, and Alison Rein. "Evaluating patient and stakeholder
engagement in research: moving from theory to practice." Journal of comparative
effectiveness research 4.2 (2015): 133-145.
10. Forsythe, Laura P., et al. "Patient and stakeholder engagement in the PCORI pilot
projects: description and lessons learned." Journal of general internal medicine 31.1
(2016): 13-21.
11. Henisz, Witold J., Sinziana Dorobantu, and Lite J. Nartey. "Spinning gold: The
financial returns to stakeholder engagement." Strategic Management Journal 35.12
(2014): 1727-1748.
12. Luoma-aho, Vilma. "Understanding stakeholder engagement: Faith-holders,
hateholders & fakeholders." RJ-IPR: Research Journal of the Institute for Public
Relations 2.1 (2015).
13. O’Riordan, Linda, and Jenny Fairbrass. "Managing CSR stakeholder engagement: A
new conceptual framework." Journal of Business Ethics 125.1 (2014): 121-145.
14. Payne, Stephen L., and Jerry M. Calton. "Towards a managerial practice of
stakeholder engagement: Developing multi-stakeholder learning dialogues."
Unfolding stakeholder thinking. Routledge, 2017. 121-135.
15. Sayce, Kelly, et al. "Beyond traditional stakeholder engagement: public participation
roles in California's statewide marine protected area planning process." Ocean &
coastal management 74 (2013): 57-66.
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16. Segelström, Fabian. Stakeholder Engagement for Service Design: How service
designers identify and communicate insights. Diss. Linköping University Electronic
Press, 2013.
17. Sherman, Mya H., and James Ford. "Stakeholder engagement in adaptation
interventions: an evaluation of projects in developing nations." Climate Policy 14.3
(2014): 417-441.
18. Sierra‐García, Laura, Ana Zorio‐Grima, and María A. García‐Benau. "Stakeholder
engagement, corporate social responsibility and integrated reporting: An exploratory
study." Corporate Social Responsibility and Environmental Management 22.5 (2015):
286-304.
19. Sterling, Eleanor J., et al. "Assessing the evidence for stakeholder engagement in
biodiversity conservation." Biological conservation 209 (2017): 159-171.
20. Strand, Robert, and R. Edward Freeman. "Scandinavian cooperative advantage: The
theory and practice of stakeholder engagement in Scandinavia." Journal of business
ethics 127.1 (2015): 65-85.
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APPENDIX (1 Mark)
Include any attachments, facts, figures, pictures, diagrams, brochures, web screenshots, etc
that you have discussed in your plan and may relate to explain the e-marketing plan more
clearly.
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