NonMarket Strategy Flashcards

1
Q

what do lobbyists do?

A

Bertrand et al 2014

lobbyists maintain political connections and provide firms with access to political influence

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2
Q

Revolving door:

A

Bertrand et al 2014

movement of federal public employees into the lobbying industry

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3
Q

lobbyists premium fee

A

Blanes et al 2012

lobbyists having colleagues in office demands a premium fee

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4
Q

which way does the door swing?

A

Houston & Ferris 2015
former politicians to corporate directors are 2.5x more likely than reverse to bring in significantly positive long-term abnormal returns

Faccio 2006
from businessmen to politicial brings more corporate value than reverse

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5
Q

Competitive Advantage in NonMkt/Mkt

A

Bach & Allen 2010
there are important differences between market and nonmarket environments but taking an integrated strategic approach can lead to a

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6
Q

Synthesis example for competitive advantage

A

Bach & Allen 2010
Toyota successfully lobbied in Cali to allow Prius in carpool lane with one person because of low emissions, got support from enviro groups and then got free meter parking in LA - serious competitive advantage

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7
Q

mergers and non market strategy

A

Holborn & Van Den Bergh 2014
firms looking to merge will invest more in political activities in the months leading up where there is a great risk of the government crowding out the value of the merger

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8
Q

how much of a firm’s profitability may come from non market forces?

A

Firman 2001

a large % of a well-connected firm’s profitability may come from political connections rather than market forces

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9
Q

politically-connected companies in Indonesia

A

Firman 2001
study connecting politically-connected companies in Indonesia with then president suharto found that companies with a strong connection to the president experienced a fall in the value of companies when there were rumours of his illness

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10
Q

nonmarket strategy starts with:

A

Bach & Allen 2010
the recognition that there are issues beyond the market and economy that affect the bottom line and they can be managed just as strattegically as conventional core business activities

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11
Q

legal question - JP Morgan

A

New York Times 2014
legal question of whether JP Morgan hired children of prominent Chinese officials to make connections that can win favor and business

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12
Q

congressmen abnormal returns

A

Key 2013

companies with relationship to congressmen see Abnormal returns in stock prices of 2-6% when US congressman elected

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13
Q

preferential treatment

A

Faccio 2006

political connections can get you preferential treatment by the government owned entities

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14
Q

how political connections is a resource

A

Wu et al 2013
CEO political connections reduces uncertaintiy and increases access to government resources and the ability to raise capital

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15
Q

BP

A

Bach & Allen 2010
acknowledged global warming and pledged to become more sustainable which increased CSR reputation and gave more political access to BP

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16
Q

study that found improved relationships between management and government needed

A

McKinsey 2010

17
Q

engaging with governemnents in secondary markets

A

McKinsey 2010
companies are less effective at engaging with governemnents in secondary markets than primary and multinational companies need to develop this capability to expand

18
Q

NGOs … engage?

A

Vaziji 2004
avoid tricky situations by partnering with NGOs: they have legitimacy, awareness of social forces, technical expertise, and networks (Shell does this in the evaluation stage of projects)

19
Q

social media:

A

McKinsey 2012
companies that use it to understand and influence stakeholders appear to be better at (1) reputation management (2) proactively engaging with stakeholders (3) coordinating external affairs activities

20
Q

example Jared Kushner

A

The sister of jared Kushner, Donald Trump’s son in law and top aid, appeared at a Beijing sales event in early May to pitch investors on a real estate project. The pitch touted the Kushner name and ‘government support.’ (FT 2017)