Abstract
From marketing to customer service, the traditional stakeholderfacing functions are broken, argues Philip Sheldrake. Social media and the Internet have created a whole new dynamic interplay between companies and stakeholders. To meet the challenges of these new channels and capture the opportunities they present, companies need to rethink how they influence-and are influenced. Influence 'flows' and an influence scorecard can help.
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Abstract
From marketing to customer service, the traditional stakeholderfacing functions are broken, argues Philip Sheldrake. Social media and the Internet have created a whole new dynamic interplay between companies and stakeholders. To meet the challenges of these new channels and capture the opportunities they present, companies need to rethink how they influence-and are influenced. Influence 'flows' and an influence scorecard can help.