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Building the firm's political (lobbying) strategy
Author(s) -
Vining Aidan R.,
Shapiro Daniel M.,
Borges Bernhard
Publication year - 2005
Publication title -
journal of public affairs
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.221
H-Index - 20
eISSN - 1479-1854
pISSN - 1472-3891
DOI - 10.1002/pa.17
Subject(s) - argument (complex analysis) , politics , profitability index , order (exchange) , government (linguistics) , economics , business , marketing , industrial organization , public relations , political science , finance , law , biochemistry , chemistry , linguistics , philosophy
In this paper, we present a framework for building a firm's issue‐specific lobbying strategy. We argue that there are five critical elements of a lobbying strategy and that the major choices concerning political lobbying strategy relate to these elements. The five elements, and the primary strategic choices concerning these elements are: (1) the choice of the level and type of inclusiveness of the strategy; (2) the choice of the form, or forms, of argument to be used in persuading relevant target constituencies; (3) the choice of jurisdictional venue to be addressed; (4) the choice of organizational target that will be engaged and (5) the choice of delivery mode—that is, whether political strategies should be implemented directly by firm managers or outsourced to professional suppliers of these services. We explain these elements in detail. However, in order to engage in a lobbying strategy on a specific issue, the firm must first be able to identify relevant government actions and understand their profitability impact. We show how the strategic logic can be generated by an augmented version of Porter's ‘five forces’ (5F) model (Porter, 1980) that explicitly recognizes the role of government—‘six forces’ analysis. Copyright © 2005 John Wiley & Sons, Ltd.