At first they think to survive, growth , profit followed by name and fame

Different stakeholders will have different expectations based on self-interest.

For employees, it is first about still having a job. Subsequently, they will focus more on their compensation and working conditiins. As the business recovers, they would expect to share in the improvement and thus get more compensation and better working conditiins.

Other stakeholders including owners/shareholders, managers, suppliers, customers, business partners, the government and the community, would also raise their expectations as the business recovers and grows.

I think the main expectation of any stakeholder would be for the company to recover fully and then to grow.

The answer from Maris Martinsons is a step in the right direction. For a good answer, you need to classify the stakeholders. A general stakeholder model can be found, for example, in ISO 21500. An approach to anticipating stakeholder reactions can be found at http://digital.ub.uni-paderborn.de/hs/content/titleinfo/2241033

Number 1 survival, number 2 reward for staying, either employees, shareholders, bond holders, communities. Communication with the various groups probably needs to be more formalized. In order to recover, certain groups may pay a price, less employment for those employed, share price losses that never come back, communities who feel cheated.

Dividend, Dividend and more Dividend.

Consumers expect the company to maintain product quality.

Employees expect to keep their jobs and pay.

The Shareholders expect to recover the investment.

The Government expects the taxes to be paid.

The community expects the company to continue generating jobs and respecting the environment.

Suppliers expect to maintain supply.

Survive, albeit facing difficult measures, to stabilize and grow later.

Stakeholder demands, ambivalence, and conflicts all give rise to specific issues that research might clarify, to the benefit of all parties. The suggestions that follow are not exhaustive, but represent those that probably have the most immediate and far-reaching potential for helping programs like Willamette Family.

Sorry, I mistook stakeholder for shareholder. Different stakeholder expect different benefits.

It is important to understand the stakeholders in the organisation in order to ensure that all aspects of Business Continuity planning have been addressed and all concerned parties have been accounted for in the BCP. A stakeholder in any particular organisation is any party that has an interest in the success and ongoing operation of an organisation such as employees, directors, shareholders, regulators and customers. Each stakeholder, while sharing a common interest in the ongoing health of an organisation

Each stakeholder wants his pound of flesh from the organization. The organization, in turn, tries to satisfy them but can find only an optimum solution that will provide different level of satisfaction to different stakeholder.

...a simple question, a complex answer with no perfect reply.

There are many variables involved, including, if it is a publicly traded company, open or closed capital etc. I was part of a business recovery team in a closed capital company, and it was a very interesting experience. Publicly traded companies have a wider range of interests and scrutiny involved.

I guess to simplify things, the first question, is who the sponsoring/driving stakeholder is - that is who has to be appeased and satisfied, and it is their interest that will be placed on top of the list of priorities. In most cases, a business recovery is set in place, with a downward trend in the possibility to mantain itself alive in the market, out of its own resources, or within the resources originally intentioned, in order to achieve its business objective. The fisrt goal, is to revert that trend - often making hard decisisions that the management did not have the courage, or the autonomy to make, prior to de decision to put a "turnaround" in place.

In some cases, the expectations will be just that: promote tough decisisions, often allied with a partial or total change in management and the business' structure.

In others, specialists are brought on board, and they, in conjunction with the management, promote the necessary changes - a second chance is given to the management. (That was the case in the company I was part of the experience: it worked, and the CEO remained with much of his staff, though the lower management suffered big changes, and the structure of the company too).

As for results, that will also depend on the major/sponsoring stakeholder. It might suffice, to simply change the direction (from a downward trend to upward) of the financial, operational and market capacity, or more is required, such as profits and dividends, as well quoted by others. (Again, the experience I had, was not the requirement of profits and dividends, but the change to a positive cashflow, and strong indication that the "turnaround" was effective, and placed the business in the right course of direction: the dividends and profits followed as a natural consequence).

Hope that was of any help...

I have been involved in a few 'Turnaround' situations while at different positions in the organization including that of CEO. After turnaround, you become a celebrity but every stakeholder starts asking for his pound of flesh. The most greedy are the shareholders.

In today's market economy of uncertainty, changing environment and disruptive technologies. Stakeholders from all level have to be open minded, listen to opinions and make informed decision to their respective expectations. Shareholders expects reasonable ROI, executives expects top line or bottom line to satisfy investors. Managers expects expect results and performance. Individual expect stability and job security. The classical Maslow's Hierarchy of Needs still hold truth to this day - basic needs, job security, relationship, esteem, self-actualization. My take is adaptability and survival!

https://www.researchgate.net/publication/327921489_Effect_of_the_Stakeholder_Salience_Theory_on_Family_Businesses_Performance

Madhu

Requirement of 'Sustainable Growth' is an ideal situation.

The creditors want their dues, Employees want their arrears of pay and perks, Dealers want supply of goods and services on credit and above all the shareholders want their dividend. You have to satisfy all of them.

In addition, with the enactment of CSR clauses in Company Law, the society around will not allow you to function if you don't give their due.

Stake holders have different expectation during the business recovery phase such as:

1. Employees - They want all their pending salaries to be cleared by the company.

2. Customers - They want their brand back, to be available in the market place

which fulfills their expectations.

3. Money lenders: They want their money back with Interest accrued as on date.

4. Shareholders: They want higher dividend to be paid by the company.

5. Business Firms: They want to earn profit during business recovery phase.