Abstract
This chapter considers the regulatory parameters of nonmarket strategy and reviews some of the key literatures that have addressed the nonmarket environment and nonmarket strategy, particularly from a theory of power perspective. To rationalize complexity and align nonmarket conditions more clearly with market objectives, several takeaways are advanced for business practitioners. First, for nonmarket purposes, it is useful to conceptually separate formulation (the strategy of vision, analysis, and configuration) from implementation (the policy of execution, delivery, and performance measurement). Secondly, all aspects of regulatory engagement and compliance can be understood through a nonmarket strategy lens, which thus rationalizes and reduces the complexity that companies encounter. Thirdly, market influence and competitive advantage can accrue to managers who understand power and influence, both structural and relational, and how to leverage it relative to other companies and nonmarket actors such as government agencies.