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Management article
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Reference no. SMR3717
Authors: Don Baron
Published by: MIT Sloan School of Management
Published in: "MIT Sloan Management Review", 1995
Length: 15 pages

Abstract

For managers, the challenge of understanding nonmarket forces - government, interest groups, activists, and the public - is frequently more difficult than understanding the market environment. The author develops a strategy system of principles, frameworks, and action plans to deal with the issues, institutions, interests, and information that characterize the nonmarket environment. He uses the concept of a rent chain, analogous to the value chain, to show how companies can participate in policy-setting processes and generate leverage to their own benefit.

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Abstract

For managers, the challenge of understanding nonmarket forces - government, interest groups, activists, and the public - is frequently more difficult than understanding the market environment. The author develops a strategy system of principles, frameworks, and action plans to deal with the issues, institutions, interests, and information that characterize the nonmarket environment. He uses the concept of a rent chain, analogous to the value chain, to show how companies can participate in policy-setting processes and generate leverage to their own benefit.

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