They will influence the decision-making process of the government regulators, the third stakeholder group. Moreover, the concerns of the environmentalists will be muted, as they have been in North America, if the European public-at-large is confident that the science behind GM products is sound and that the risks to the environment and to public health are minimal if not absent.
European consumers essentially share the same interests as environmentalists, but couched in a somewhat different way. This stakeholder group expects the products they purchase, and particularly their food supply, to be 100% safe. They understandably want to protect themselves and their families from any potential harm or risk that might be associated with consumption of GM products. While environmentalists are concerned more with the effects of production on the environment as a whole, consumers are more specifically concerned with individual safety. That being said, much of the concern of European consumers regarding GM products is fed by the anti-GM campaign carried on by the environmentalists.
The third stakeholder group is government officials and regulators. This group has an interest in carrying out its responsibility to the European public safety. They also have a significant political interest in holding onto power in a democratic system. Doing so requires that they maintain a strong correlation between their own regulatory activities and the will of the public (Minder par. 5). To some extent, this political interest is also tied to the interests of the environmentalists, who also wield political power in the form of campaign contributions and general support or lack of support...
This paper talks that the main stakeholders relevant to Monsanto’s attempt to introduce GM products to Europe are special interest groups, particularly environmentalists, European consumers, European governmental officials and regulators, and Monsanto itself along with its employees and shareholders. Each of these stakeholders has unique interests in the outcome of this process.
To sum up, the paper says that Finally, Monsanto’s shareholders must be convinced that the company has a sound strategy for moving forward into new markets. This means marketing the marketing efforts. Even if Monsanto remains short of success, as long as it can show a strategy that is highly likely to lead to success within a specific, reasonable time frame, the shareholders should be satisfied that the company is on the right track for long term growth. Shareholder confidence depends on effective management and strategic focus of the company’s long term business plan. Clearly, effective marketing and communications activities that are fully aligned with Monsanto’s long term business growth objectives are the heart beat of that business plan. Informing shareholders and employees about these efforts grows confidence within the company and ensures that the investment capital will continue to be there to support the plan over the long time.
Monsanto would like to become an active contributor to environmental groups and devise ways of helping their causes that transcend the GM issue.