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  • Writer's pictureOne Small Strategy


The non-market environment strategies encompass interactions between the firm and individuals, interest groups, government entities, local community, environment, media, and the general public that are intermediated not by markets but by public and private institutions.

Non-market strategizing recognizes that a business is not only an economic agent but also a social and political being. As companies create and distribute value within a society, many factors influence them- formally through laws and informally through activism, societal pressure, and reputation.

The non-market strategy has a simple two-fold premise- first, that issues and ac

tors outside the market affect the business, and second, that they can be managed just as strategically as the market factors.

Most companies have recognized Non-Market Strategy Framework as an important stakeholder. In their stakeholder analysis, one will often find society, and sometimes government, as an important participant. Some progressive organizations also recognize these important stakeholders by directly engaging with them under corporate social responsibility requirements. However, even in these cases, the focus is still on issue-based management rather than a strategic approach. Most companies are not addressing this important stakeholder at all. Even though, in some cases, it could turn out to be a survival issue. For brand-building and strategic planning services, One Small Strategy can help you achieve the goals of Non-Marketing Strategy.

To effectively navigate the business landscape, companies need to proactively engage with the public on relevant matters, maintain open lines of communication with the media, provide testimony in regulatory proceedings, advocate for their interests with government bodies, collaborate with coalitions and associations, contribute to government advisory panels, hold discussions with activists, negotiate with interest groups, establish partnerships with NGOs, and cultivate strong relationships with stakeholders. These multifaceted actions are essential for successful management beyond the confines of the market.

Today, many people expect firms to integrate and balance the views of all stakeholders—not just conventional market-oriented ones—when making strategic decisions. Some even expect firms to prioritize non-market objectives such as urban revitalization, working conditions, and "preserving the environment." Handling them forms an important part of the growth of a company. Factors like a company's reputation and favorability with the government can be game-changers in their relevance in the market. An effective Non-Marketing Strategy framework balances all the elements of environmental protection, health, and safety, technological policy, regulation, society, and culture. A well-crafted Non-marketing strategy is a win-win for customers as well as corporations.

Non-market strategies are subjective to the industry, size of the business, and even geographic location. The Indian non-market context is especially multifaceted and complex. Business firms cannot simply pursue profits through market activity and ignore the impact of non-market factors. They must navigate a labyrinth of social problems, economic uncertainty, government regulations, and an opinion common for many Indians that capitalism is a breeding ground for cronyism. Given below are a couple of examples of successful non-market strategies in India.

One of the renowned MNC developed a strategy to successfully combat its India-specific non-market issues. The non-market issues were focused on industrial water use [where the groundwater was the only source], the affected people near the manufacturing area, and interest groups giving a backlash. They studied the influence of the environment, activists, media, other interest groups, and changing regulations and graphed the level of impact on the firm. Different solutions were devised for each factor, using techniques such as partnering, sponsoring, creating awareness, and directing their CSR practices to these affected areas by strategizing their non-market issues.

Second is the case of Novartis in India, where they provided Glivec at a reduced cost to Indians to gain the population's favor. Novartis was fighting a patent case for Glivec in the courtroom, with ministers and the public using the media to show India's dependence on their drug. Its non-market strategy was strategically framed to support its market strategy of competing via patent-protected drugs.

Smart corporations engage in Non-marketing strategies for their branding and sustain competitive advantages. One Small strategy is a team of senior domain experts that share a common vision and 360 degree approach in execution and policy shaping. We develop a robust plan that helps you cut off the hassles of Non-marketing issues rising in the present and future.



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