Would anyone be able to tell link me in direction of economist(s) working in the areas of relationship capital and value exchange who would also be happy to consider the appication context of auditing an organisation's stakeholder relationships (say for a period 3 years forward) ?
In case I'm using a slightly mixed terminology, here are 5 of the simplest ideas I hold to be core to relationship auditing of a company, which hopefully show that any monitoring system that succeeds in doing this will be very different from the transactional measurements that corporates historically have been governed by 1 Different timespan from a transaction -eg don't you think a relationship promise should to a customer should be kept for at least 3 years into the future? 2 Involves caring about value wants from stakeholder's own viewpoint; not just measuring the value the company wants to take 3 Value may be monetary, or not. Moreover, in case of eg many knowledge products, the biggest value issue may be whether customers can make money from your product 4 In a relationship exchange, a change of value delivery to one stakeholder group usually impacts other groups even if there's a lag effect. Trends like globalisation, nets & transparency make a new communal dynamic core to the evaluation of intangibles 5 Be prepared for web-like relationship impacts within a stakeholder group. In brand terminology, you need to model dynamics arising from the brand turning individual stakeholders into energetic fans or foes. Arguably, Brand Energy is to relationships what awareness was to transactions Chris Macrae, [EMAIL PROTECTED] http://www.normanmacrae.com
