Home' Trinidad and Tobago Guardian : May 7th 2013 Contents B17
Tuesday, May 7, 2013 www.guardian.co.tt Guardian
Are you thirsting for
CAREER ADVANCEMENT OPPORTUNITIES
o Wants to achieve results, never before achieved in the Caribbean
o Are committed to dedicating their lives to achieving a first world
level of service with T&T
o Are willing to take risks, be able to recognize opportunities to
improve (as a person and as a company) and not being ashamed of
admitting them, and have the courage to keep learning and
o Are open to being unorthodox in an ever changing environment
o Are highly passionate for success
o Possesses a high level of entrepreneurial spirit
We are one of the fastest growing companies in the beverage industry
with regional footprint in Barbados, St Lucia, and St Maarten and dis-
tribution in Antigua, Jamaica, Grenada, Dominica, Aruba, Guyana
and St Kitts. We have a portfolio with strong customer connections -
Blue Waters, Aqua Pur, Blue Waters Fruit Splash, Monster Energy,
Chivas and Malibu Rum.
o Minimum of 5 years' experience in Sales
o Strong commitment and loyalty to CUSTOMER SERVICE
o Ability to lead a team successfully
o Committed and trusted trade relationship
o Ability to work flexible working hours to include weekends
o A Business Diploma would be an asset BUT not necessary
o Possess a working/reliable vehicle
Are you thirsting for
CAREER ADVANCEMENT OPPORTUNITIES
With a team that...
• Wants to achieve results, never before achieved in the Caribbean
Are committed to dedicating their lives to achieving a first world level of service with T&T
Are willing to take risks, be able to recognize opportunities to improve (as a person and as a
company) and not being ashamed of admitting them, have the courage to keep learning and
Are open to being unorthodox in an ever changing environment
Are highly passionate for success
Possesses a high level of entrepreneurial spirit
Blue Waters has the opportunity!
With the goal of becoming the COMMERCIAL DIRECTOR
We are one of the fastest growing companies in the beverage industry with regional footprint in
Barbados, St Lucia, and St Maarten and distribution in Antigua, Jamaica, Grenada, Dominica, Aruba,
Guyana and St Kitts. We have a portfolio with strong customer connections -- Blue Waters, Aqua Pur,
Blue Waters Fruit Splash, Monster Energy, Chivas and Malibu Rum.
Minimum of 10 years' experience in Sales & Distribution
Must possess strong analytical skills with good strategic thinking
Strong and trusted trade relationships
Strong Leadership, Communication and negotiation skills
A Degree in Business from a reputable University is not necessary, it's the right attitude and
a positive historical track record that we are interested in!
Remuneration package will be based on measured performance and value creation
Please send resume to:
?Deadline for Submission: May 15th 2013
for your projects
How to use the tool
The first step in stakeholder analysis is to
identify who your stakeholders are. The next
step is to work out their power, influence and
interest, so you know who you should focus
on. The final step is to develop a good under-
standing of the most important stakeholders
so that you know how they are likely to
respond, and so that you can work out how
to win their support; you can record this analy-
sis on a stakeholder map.
After you have used this tool and created
a stakeholder map, you can use the stakeholder
planning tool to plan how you will commu-
nicate with each stakeholder.
The steps of Stakeholder Analysis are
Step 1 -- Identify Your Stakeholders
The first step in your stakeholder analysis
is to brainstorm who your stakeholders are.
As part of this, think of all the people who
are affected by your work, who have influence
or power over it, or have an interest in its suc-
cessful or unsuccessful conclusion.
Remember that although stakeholders may
be both organisations and people, ultimately
you must communicate with people. Make
sure that you identify the correct individual
stakeholders within a stakeholder organisa-
Step 2 -- Prioritise Your Stakeholders
You may now have a long list of people and
organisations that are affected by your work.
Some of these may have the power either to
block or advance. Some may be interested in
what you are doing, others may not care.
Map out your stakeholders on a
Power/Interest Grid on our free template as
shown in figure 1, and classify them by their
power over your work and by their interest in
For example, your boss is likely to have high
power and influence over your projects and
high interest. Your family may have high inter-
est, but are unlikely to have power over it.
Someone's position on the grid shows you
the actions you have to take with them:
• High power, interested people: these are
the people you must fully engage and make
the greatest efforts to satisfy.
• High power, less interested people: put
enough work in with these people to keep
them satisfied, but not so much that they
become bored with your message.
• Low power, interested people: keep these
people adequately informed, and talk to them
to ensure that no major issues are arising.
These people can often be very helpful with
the detail of your project.
• Low power, less interested people: again,
monitor these people, but do not bore them
with excessive communication.
Step 3 -- Understand Your Key Stakehold-
ersYou now need to know more about your
key stakeholders. You need to know how they
are likely to feel about and react to your project.
You also need to know how best to engage
them in your project and how best to com-
municate with them.
Key questions that can help you understand
your stakeholders are:
• What financial or emotional interest do
they have in the outcome of your work? Is it
positive or negative?
• What motivates them most of all?
• What information do they want from
• How do they want to receive information
from you? What is the best way of commu-
nicating your message to them?
• What is their current opinion of your
work? Is it based on good information?
• Who influences their opinions generally,
and who influences their opinion of you? Do
some of these influencers therefore become
important stakeholders in their own right?
• If they are not likely to be positive, what
will win them around to support your proj-
ect?• If you don't think you will be able to win
them around, how will you manage their oppo-
• Who else might be influenced by their
opinions? Do these people become stakeholders
in their own right?
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