IMH holten Princeton (einstein/patton)-graduierte in`s Boot - 500 Beiträge pro Seite

[titian]

nternetsmediahouse`s Blue Orbit e-strategy engineering AG hat einen
megazugang als Finanzvorstand zu vermelden:

graduiert von der Einstein/Patton Universität Princeton und Hamburg/ISEADfontainbleau
kommt S. Pollehn in`s IMHboot als Finanzvorstand.

Bei BostonConsultingGruppe war Sie Projektleiter für finanzielle und strategische Lösungen
für technologiefirmen.

was das in der präsentation vor internationalen fonds bedeutet kann sich der gebildete
investor vorstellen.

das ist eine facette der soliden firmenwahrheit, die kontrastiert mit einer üblen pseudo-
realität die hier im board sich eingeschlichen hat und unter dem deckmäntelchen der
besorgtheit und aufklärung nur die finanziellen interessen usw der poster spiegelt..

PS:

IMHvorstand Sie tun uns keinen gefallen, wenn Sie so ihr PR-licht unter den Scheffel
stellen. ihr kurs ist zT auch ein ergebnis dieser stündlich aktualisierten fäkal/forensischen
threads, die besonders seit der 30er marke hier auftauchen. jungs kommuniziert
mit zadu.(davecentral.com runterladen).

[titian]

Net dialogue the best PR for firms



A company can avoid PR disasters with stakeholders on board through the Internet


COMPANIES are forever stumbling into damaging PR disasters. Some are now starting to
realise that such disasters can be mitigated or avoided altogether
by harnessing the Internet`s communication capabilities. Not only
that, the Net can also be deployed to manage stakeholders and in
turn deliver better corporate performance. How? Simply by "talking"
to them through the corporate Web site.

Every day more companies are subscribing to the idea that it`s worth lending an ear to
your stakeholders -- investors, employees, creditors, and indeed anyone affected by, or
affecting the company. One should listen to and learn from your stakeholders, so the
argument goes. That way one can nip any complaints in the bud and, in being more
responsive to the needs of its stakeholders, become a more dynamic organisation.

Until the advent of the Internet the idea of entering into a dialogue with your stakeholders
was a pipe dream to some and akin to heresy to others. So when
PricewaterhouseCoopers (PwC), a Big Five accounting firm, launched PwC talking, the
profession`s first stakeholder dialogue site, it set people asking What, Who and Why?

The site at www.pwcglobal.com/pwctalking aims to encourage interaction with the firm`s
clients, staff, and the community, and will develop in response to the desires of its users.
Peter Smith, UK senior partner for PwC, said: "Pressure has been growing on businesses
to demonstrate their command of a wider range of responsibilities than traditionally
demanded. In effect to show a "licence to operate"

Being a partnership, PwC is owned by the partners that run it and as such it does not
have external shareholders. Nevertheless, just like any business, it does have, according
to Peter Smith, a "complex and varied set of stakeholders with whom we should and must
communicate . . . PwC talking is the first step towards showing what contribution we are
making".

What has prompted companies to start talking to their stakeholders? Well in the US and
UK small investors, consumers and single-issue pressure groups have won a string of
high profile successes on social, environmental or ethical issues. For instance, Shell has
suffered a salvo of bad press reports relating to its environmental record. Meanwhile, Nike
has been shot at for employee exploitation in the Third World.

In response to this "stakeholder activism" many companies now devote a part of their Web
site to "chatting" with their stakeholders. Originally the approach was defensive and
crisis-driven. That is, the companies were able to keep an "ear to the ground" so that they
could get a whiff of disenchantment before it blew up into public outcry. The company
could then respond and quell the complaint "at source".

Companies not prepared to listen increasingly find that a disenchanted stakeholder will
turn to the press to vent their frustration. That can hurt a company -- its reputation as well
as its bottomline. So there is a powerful case for "stakeholder dialogue".

A more recent trend is for companies to go on the offensive and actively seek stakeholder
views. In this way they can manage them so as to build trust. How then can this be done?
One of the best ways is to conduct a "social audit" with the aid of the Internet. Social
audits are designed to measure, benchmark and report on how their business is meeting
its obligations to its stakeholders. The Internet can assist with the collation of the data for
measuring as well as to report on whether the objectives are met.

The first step is to identify the key stakeholder groups. For PwC these were "our people,
our clients and society". Second step is to engage these stakeholders and get feedback
on what their needs and priorities are. Customers may feel that quality of service, not
price, takes top priority. Third step is to measure whether you live up to there
expectations. One can use the Internet as a vehicle for gathering such data, for example
by having online questionnaires. Fourth, report the results of this audit by posting them
on the website.

What does an Internet-enabled social audit look like? Check out www.cooperativebank.
co.uk/1999/index.html for a look at their social audit, labelled a Partnership Report. It
demonstrates how the bank satisfies the needs of its various stakeholders. The process
has resulted in a happy workforce, contented customers, and loyal suppliers. That
appears to have contributed to it being the most profitable UK bank, in terms of return on
equity (ROE). Local companies need to recognise that to "win over" their stakeholders
they need to listen and learn from them. With stakeholders "on board" the company can
avoid PR disasters and go forth and prosper. The Internet is the key enabling device in
this whole process. The writer is a BT Correspondent
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