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Documenti di Cultura
Learning Outcome
After the lecture, you would appreciate the reason why it is important to have good external relationships
Stakeholder
Anyone who can affect, or be affected by the actions of the organization.
Eg.: Customers, shareholders, suppliers, employees, financial lenders and society in general.
1. Normative groups
2. Diffuse groups
Normative Groups
Provide authority for an organization to function can withhold resources and back actions Governments Regulatory bodies Trade associations Shareholders and financiers
Diffuse Groups
Take interest in the organization because theyre concerned about protecting the rights of themselves or others.
France's industry minister has accused the world's largest steelmaker, ArcelorMittal, of "lying" and urged it to leave the country. In an extraordinary attack, Arnaud Montebourg also threatened the company with temporary nationalisation.
"We no longer want Mittal in France because they don't respect France," Montebourg said in an interview with the financial newspaper Les Echos.
In a broadside directed at Lakshmi, the Indian-born British billionaire who heads the company, he added: "Mittal's lies since 2006 are overwhelming he's never kept his word". The outburst came after ArcelorMittal announced it had postponed the relighting of a blast furnace at a plant in Dunkirk.
The French government has until Saturday, 1 December to find a buyer for the Florange furnaces and had contacted 117 steel-makers, of whom five had showed an interest. However, talks were said to have stalled because the furnaces and coke-plant Mittal has agreed to sell are not considered profitable enough without the rest of the Florange site, which supplies steel to the German car industry.
Montebourg told Les Echos: "The problem of the blast furnaces at Florange [is] not the blast furnaces in Florange, it's Mittal."
The problem "isn't the furnaces in Florange, it's Mittal", said Mr Montebourg.
As a result, Mr Montebourg has said he is exploring how to seize the entire Florange site should Mr Mittal refuse his demands.
"France's steel industry needs to live - there are 2,200 people on the site, 22,000 Arcelor Mittal employees in France and globally, there are 75,000 [employees involved in steel]," he told France Inter radio. "And the idea that the government, along with its sovereign wealth fund and partners like Eramet and Ascometal (mining and metallurgical groups), reflect upon a temporary state control... does not seem inappropriate. The Mittal family said they were "extremely shocked" by Mr Montebourg's attacks on the steelmaker. One person close to the group said: "These are pretty violent comments towards a group that employs 20,000 people in France."
ArcelorMittal on Tuesday pledged to suspend closures and job cuts in Europe pending the launch of a pan-Europe plan in June to save the struggling steel industry, the European Commission said Tuesday. EU Industry Commissioner Antonio Tajani quoted a letter from the global steel giant as saying "there will be no more cuts" at its plants in Europe that employ 98,000 people until the launch of the plan.
Lobbying
Activities designed to influence governments or other authorities. A form of public relations Requires the right connections to people in high places Can involve forming partnerships with competitors or others in the same industry
Almost six years before SP Tyagi came under scanner for links with alleged middlemen in the AgustaWestland VVIP helicopter deal, intelligence agencies had informed the UPA government that the former chief of air staff was lobbying on behalf of mega defence contractors.
New Delhi: A new angle has now been uncovered in the AgustaWestland chopper deal. CNN-IBN has accessed French court documents which reveal that Christian Michel, the man accused of taking 60 per cent of kickbacks in the AgustaWestland 101 helicopter deal, was involved in earlier defence deals in India too. The court documents relate to a French court judgement delivered in 2002, where Michel himself admitted to being the middleman for Dassault, which makes military jets. Michel claimed he lobbied in India for Dassault for the Rs 2,500 crore Mirage fighter deal. The court judgement said that Michel was paid one lakh euros by Dassault for this deal.
Middlemen are banned in defence deals in India. Dassault's Rafale fighter was recently picked for the $10.4 billion Medium Multi-Role Combat Aircraft (MMRCA) deal under which India will buy 126 jets.
A high-level delegation of five ministers including Foreign Minister Laurent Fabius, Defense Minister Jean-Yves Le Drian and the chiefs of over 60 top French companies, is accompanying Hollande, who arrived in New Delhi on Thursday.
The two-day visit is aimed at boosting the "strategic Indo-French partnership launched 15 years ago," a French official said on Wednesday.
The Socialist president is expected to meet with Indian Premier Manmohan Singh and other ministers to discuss a $12-billion deal to deliver 126 Rafale warplanes to India.
New Delhi says the contract will not be signed during Hollande's visit as it is being fine-tuned by the Indian government. Last year, India chose Dassault Aviation's Rafale plane over the Typhoon fighter jet built by Eurofighter, which is a consortium of British group BAE Systems, Europe's EADS, and Italy's Finmeccanica. Rafale is a French twin-engine delta-wing fighter aircraft with semi-stealth capabilities.
Consumer groups Environmentalists Human and animal rights activists Local communities Public opinion leaders
- Wipro Care adopted Pushpavanam village in tsunami ravaged belt of Tamil Nadu. - Worked during Orissa cyclone in 1999, Gujarat earthquake in 2001.
Education opportunities, health programs for the needy
Finance Ministry to decide on tax benefits for CSR after Budget: Sachin Pilot http://economictimes.indiatimes.com/news/economy/policy/finance-ministry-todecide-on-tax-benefits-for-csr-after-budget-sachinpilot/articleshow/18449372.cms
Such a provision probably does not exist in Companies Act of any major economy of the world. It appears that the standing committee and most Parliament members were very keen on the provision and hence the government succumbed to the pressure," Bajaj said. He said that most of corporates spend amount for CSR activities and "I can't agree that philanthropy, CSR activities and our generosity should be mandatory."
Venu Srinivasan, chairman of TVS Motor, also said making the CSR spend mandatory is akin to levying another tax. "The new Bill has tried to strike balance between the autonomy of the board. (On the CSR) If it is made mandatory, it becomes another tax in a sense. I am not comfortable with that position. But in a country like India, if companies don't undertake CSR activities, we will have serious issues in the long term. It is not a great deal of money (2 per cent of net profit) but on a principle basis I am not comfortable with it, even though I am not against CSR," he said.
Supplier Relations
Organization
Distributor
Customer
Supply Channel
Supplier Supplier
Organization
Distributor
Customer
Upstream
Downstream
Raw Materials
Components
Distributors
Fabricators
Assemblers
Receiving
Quality
Production
Despatch
Integration
The company monthly supplies auto components worth of Rs 4 crore to Maruti Suzuki. "Almost 70 per cent of our supplies to Maruti Suzuki have been affected," he said.
Asked whether the company received any indication from Maruti about when to supply fresh orders, he replied in negative. Echoing similar sentiments, another auto component maker Moonlight said its order book has also been impacted because of closure of Maruti's plant. "We supply sheet components among other auto parts to Maruti Suzuki worth Rs 30 lakh a month," said company's Director Prithivi Raj.
CAR MAKER
A. System integrator
B. System integrator
C. System integrator
D. System integrator
E. System integrator
1. Contractual trust
Not trusted to perform the task effectively, so muct use safeguard of a contract to ensure remedies, should there be failure.
This may be based on perception of supplier-firm or experience, or experience of poor past performance or behavior of the supplier.
This might just be a oneoff order so want to keep investment (financial or otherwise), and costs to minimum.
Aim to satisfy customers most basic requirements. No point trying to delight the customer as there is no guarantee of future business.
Buyer perspective Trust that the supplier does have the necessary skills and expertise to perform the task Perhaps based on prior experience or interactions indicating the suppliers intent, attitude, culture, professionalism, etc.
Supplier perspective Confidence that payment terms will be adhered to Indication of potential future business opportunities.
As such can perhaps invest more in supply situation s possibly future payback.
May be based on reputation Customer behaving in or knowledge of other professional manner. (clear customers served. communication, realistic demands) May be bsed on external accreditation (eg: quality marks)
Buyer perspective Complete confidence that the supplier will meet all their requirements. These requirements may be explicit and implicit. Confidence that the supplier will do all it can to satisfy the customer in terms of both quality of product and the service. Good source of technical knowledge and innovation. Could exploit this in other areas.
Supplier perspective Knows that it is the preferred supplier a first port of call. Knows future order requirements and changes well in advance so can plan well ahead. This is good for general business and not just the relationship with that particular customer. May get valuable market or technological insights. Eg: trends and shifts in customer markets.
Networks
Knowledge
Codified Knowledge can be easily packaged and traded as a commodity thus generally available to all
Tacit Knowledge embedded within a specific individual or organization and transferable only in close, long-term collaborations
Collection of assignments
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