M1 Part 2: Tesco Stakeholder | What they expect | So Tesco needs to....... | We can see evidence of this in.... | Customers | Good quality productsValue for moneyGood customer service | Research better quality products and services, to get a better deal with suppliers for better value for money products.Monitor customers so that they can give individual service such as vouchers based on their shop. | This links to Tesco strategy of ‘to be the creator of highly valued products’ because Tesco want to ensure that their products of a suitable quality and are liked by customers. This links overall to Tesco’s mains aim as having good quality products that are valued, which in turn increases lifetime loyal customers | Employees | Fair wageSuitable hoursGood working conditionsTrainingCareer progression | Ensure they meet employees expectations aim to be one of the best companies to work for | Tesco remains to grow and expand creating more leaders to run on a day-to-day basis for the businesses in areas such as operations and other functional areas. They are lacking in leaders who have new, diverse ideas so they are investing in finding new people to support the expansion of the business. | Suppliers | Prompt payment want loyalty repeat orders | Ensure prompt payment so that respect is gained between the business and supplier, to guarantee the best products/ services and repeat orders. | This links to the strategy “To be as strong in everything we sell as we are in food”, since groceries is their expertise and that’s what they are known for, however to compete with other business and increase profitability, they had to diversify by expanding their product portfolio in-store and online. | Trade Unions | Members to be treated fairly | If a employee was treated unfairly or unequally then Tesco would have to communicate to the trade union where they can sort it out with the employee and/or employer | | Employer Associations | Not Part Of | | | Local Community | want jobsdon’t want trafficthey want Tesco to have the correct planning permission | They need to find what the local community want and try to provide for them | Links to Tesco’s core strategy, where they’ve made changes to support communities and made themselves responsible for social problems | National Community | Want Tesco to pay tax | Tesco would have to find out the requirements for the national community and fulfil them | Links to Tesco's strategy, To grow the UK core, the largest business in the Group and a key driver of sales and profit, is a priority. Our 'Building a Better Tesco' plan has been restoring growth to the business through a comprehensive series of improvements for customers. | Government | successful firmsTesco gives jobs to the unemployedgive the country money due to co-operation tax | They will need to communicate with the government about sales, profits etc. | This links to Tesco's strategy, As Tesco continues to grow and diversify we need more leaders to run the broad range of businesses, operations and support functions. We are investing in the development of more leaders and a bigger, more diverse talent pool to support the growth of the Group. |

M1 Part 2: Ironbridge Gorge Museum Stakeholder | What they expect | So IGM needs to....... | We can see evidence of this in.... | Customers | good experience | Provide a good experience through satisfying the customers with their services. | This links to IGMT aim of them making sure that the customers have a good and enriching experience at the IGM. To ensure that every visitor to Ironbridge takes away something of value- material, intellectual or spiritual. | Employees | Good working conditionsPreservation of history | Train the staff to keep them up to date with legal requirements and ensure employees are pleased with their job by using empowerment methods since they are mainly volunteers, such as praise and job rotation. | Links to IMGT aim, “To excel in researching, preserving and interpreting, for the widest audience, the Monuments, Collections and Social History of the early industry in the Ironbridge Gorge; to enrich the visitors’ experience with live demonstrations, hands-on activities and innovative educational programmes.”This aim explains how an employee should supply a good experience to the customer. | Suppliers | loyalty good communicationPrompt payment | Stick to one supplier to create trust and make sure payment is punctual | Links to IGMT aim, To ensure that every visitor to Ironbridge takes away something of value- material, intellectual or spiritual. Which are goods such as the ones supplied from the suppliers. | Trade Unions | Not noticed as they are mainly volunteers | | | Employer Associations | want informationadvice | Keep staff up to date with training, make sure regulations are followed by them, so that they can create a good relation with customers | Links to IGMT aim, “To excel in researching, preserving and interpreting, for the widest audience, the Monuments, Collections and Social History of the early industry in the Ironbridge Gorge; to enrich the visitors’ experience with live demonstrations, hands-on activities and innovative educational programmes.” | Local Community | No pollutionjobs | Support the local causes such as roads etc. Invest in programmes such as local schools and local promotions | Links to IGMT aim, To ensure that every visitor to Ironbridge takes away something of value- material, intellectual or spiritual. Normally local visitors come. | National Community | Educated customers on history and tourism | Provide heritage and promote history to schools to educate young people | To increase the popularity of IGM around the country through school trips and advertisement | Government | Preservation of history and heritage | Promote nationally to educate people on local history | One of IGM aims which is to constantly expand the number of people who are able to share in the timeless significance of Ironbridge and Coalbrookdale. |