1. [Date]
Bon Appetite
Restaurant
Project
Communication & conflict
Mazen Mohammed Mubark
MBA-11-61

2. 1 | P a g e
Introduction:-
This research will introduce and discuss the goals and objectives of the Stakeholder
Management Strategy by using bon appetite resultant project as example. Effectively managing
stakeholders is a key component of successful project management and should never be ignored.
Proper stakeholder management can be used to gain support for a project and anticipate
resistance, conflict, or competing objectives among the project’s stakeholders.
Early identification and communication with stakeholders is imperative to ensure the
success of the bon appetite resultant Project by gaining support and input for the project.
Some stakeholders may have interests which may be positively or negatively affected by the
bon appetite resultant Project. By initiating early and frequent communication and
stakeholder management, we can more effectively manage and balance these interests while
accomplishing all project tasks.
The restaurant project mission statement
To ensure that each guest receives prompt, professional, friendly and courteous service.
To maintain a clean, comfortable and well maintained premises for our guests and staff. And to
provide a delicious and remarkable food and drinks. That the food and drink we made meets the
highest standards of quality, freshness and seasonality and combines both modern-creative and
traditional European styles of cookingand that by using only quality ingredients.
. To consistently provide our customers with impeccable service by demonstrating
warmth, graciousness, efficiency, knowledge, professionalism and integrity in our work. To have
every customer who comes through our doors leave impressed by bon appetite's and excited to
come back again. To create and maintain a restaurant that is comprehensive and exceptional in
its attention to every detail of operation. To provide all who work with us a friendly, cooperative
and rewarding environment which encourages long- term, satisfying, growth employment. To
keep our concept fresh, exciting and on the cutting edge of the hospitality and entertainment
industry. To use our restaurant to improve the quality of life in the Khartoum region.At a fair
price.
In one word
Customer complete satisfaction.

3. 2 | P a g e
Who are the Stakeholder’s?
• Stakeholders are the people or groups with an interest in the success or failure of an
organisation.
• Stakeholders can affect or be affected by the organization's actions, objectives and
policies.
• Not all stakeholders are equal. Some stakeholders are less important to a business than
others. The business would class them as either ;
Primary stakeholdersOr Secondary stakeholders
In order to differentiate between the different stakeholders we do
the following analysis
Power
Interest
Key Name Power
(1-5)
Interest
(1-5)
1 Sponsor / owner/
share holder
5 5
2 The staff
/managers
4 5
3 The customers 5 4
4 Supplier 3 4
5 Creditors / bank 5 2
6 Government/MOH 5 2
7 Local residents 1 4
8 Media 2 4
9 Competitors 2 5
1)2)3)
4) 5) 6)
1) 2) 3)
4)7)8)9)
7) 8) 9)

4. 3 | P a g e
Primary stakeholders
People or groups seen by the business to be vital to the organisation’s success or failure,a
firm cannot exist without their continuing participation
Examples of primary stakeholders such as
1. The owners /shareholders/sponsors
Definition Interest Communication system
as stakeholders
who have both
control and
responsibility for
cost and income
relatedto a project
creating an environment
leading to successful
projects in which
performance quality,
completion time and
final costs are within
prescribed limits and
tolerancesor eliminate
lengthy delays
What When How
information that
they want in on
project status,
issues and risks
Every
Month
Meeting /
Report
2. The staff /managers
Definition Interest Communication system
The employee
who have
direct activities
resulted in
success or
failure of the
project
To ensure the work is done
according the prepared plan and
policies and standard quality to
meet the mission statement that
were been set by the mangers
and the management board
What When How
To review
detailed plans
(tasks,
assignments,
and action
items).
Every
Day
Meeting/
Reports
3. The customers
Definition Interest Communication system
A customer known as
the recipient of a
good, service, product,
or idea, obtained from
a seller, vendor, or
supplier for a
monetary or other
valuable consideration
To test the new
food and service
to see if it meet
their expectations
in term of quality
and price and if it
really satisfy their
needs.
What When How
The
restaurant
food type,
price, cost
and
services
Every
three
days
booked through
phone, Facebook,
website and
personally visit
and through
regular
advertising and
commercials

5. 4 | P a g e
4. Supplier
Definition Interest Communication system
A supplier, also called a
vendor, is a person or
company that provides goods
and/or services to other
companies as one of the
contributors to the
development process on the
way to the ultimate customer
To ensure the
quality of the
food from the
supplier and
delivery
schedules and the
rational price
What When How
Quality
and
quantity
of food,
drinks
As
inventory
show
specific
level
Formal
requisition
through
E-mails,
phones
and any
documents
5. Creditors / bank
Definition Interest Communication system
It is a person
or institution
to whom
money is
owed
To ensure the
stability of the
restaurant and that
to ensure the
stability of the
collection of the
money in the exact
time and amount
What when How
Improve
Treasury cash
flow
management
efficiency and
assure ongoing
funding
Monthly, or as
identified in
Communication
Plan
Formal
report or
email
with a
trail
6. Local government/MOH
Definition Interest Communication system
The local government of
the statement /
And the Ministry Of
Health which set the
health criteria and
standard
The organization who will
decide the amount of taxes and
whether or not to allow future
planning permission on future
extension such as build a
warehouses and brought out
country labor. If the environment
within the health regulations
What when How
The project
missions and
the produced
deliverables
Before
starting
the
project
Formal
proposal

6. 5 | P a g e
Secondary stakeholders
People or groups who feel involved in the organisation’s success or failure, whether or
not the management agree.
Examples of secondary stakeholders
1. Local residents
Definition Interest Communication system
Is the people
or families or
old shop
keeper
Who may be affected
by traffic noise from
deliveries or may
crowd the street by
taking more space for
the parking area.
What when How
Inform people
of the project
and the
deliverables that
will impact
them
Twice a
week till
they
convinced
Stand-up
presentation
2. Competitors
Definition Interest Communication system
Are other restaurant with
the close and unique
service and food menu
The quality of food and
service and price and the
location
What when How
The project
missions
and the
produced
deliverables
Before and
after starting
the project
Regular
visit as
customer
3. Media
Definition Interest Communication system
Communicati
on channels
through
which
newspapers,
magazines,
TV, radio,
billboards,
direct mail,
telephone,
fax, and
internet
To reveal the
quality of the food
and service and
type of the
customers who
deal with the
restaurant besides
gaining extra
money from the
advertising and
promotion to the
restaurant
What When How
Inform about
progress and
organizational
change
impacts
Monthly, or as
identified in
Communication
Plan
Electronic
or paper
newsletters,
reports, or
video/podca
sts

7. 6 | P a g e
And then after that we classify and grouped the stakeholders we need to Monitor and manage
stakeholder relationships.
Stakeholder relationship management is essential byusing one of the following principals
Stakeholder Management Strategy
Strategy1
Managers should acknowledge and actively monitor the concerns of all legitimate
stakeholders, and should take their interests appropriately into account in decision-making and
operations.
Strategy 2
Managers should listen to and openly communicate with stakeholdersabout their
respective concerns and contributions, and about the risks that they assume because of their
involvement with the corporation.
Strategy3
Managers should adopt processes and modes of behavior that are sensitive to the
concerns and capabilities of each stakeholderconstituency.
Strategy 4
Managers should recognize the interdependence of efforts and rewards among
stakeholders, and should attempt to achieve a fair distribution of the benefits and burdens of
corporate activity among them, taking into account their respective risks and vulnerabilities.
Strategy 5
Managers should work cooperatively with other entities, both publicand private, to insure
that risks and harms arising from corporate activities are minimized and, where they cannot be
avoided, appropriately compensated.

8. 7 | P a g e
Strategy 6
Managers should avoid altogether activities that might jeopardize inalienable human
rights (e.g., the right to life) or give rise to risks which, if clearly understood, would be patently
unacceptable to relevant stakeholders.
Strategy 7
Managers should acknowledge the potential conflicts between (a) theirown role as
corporate stakeholders, and (b) their legal and moralresponsibilities for the interests of
stakeholders, and should address such conflicts through open communication, appropriate
reporting and incentive systems and, where necessary, third party review.