Nonmarket Consulting
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We are a boutique consultancy specializing in international trade strategy.
We help clients understand, implement and influence the rules, regulations and government policies that serve to open or close markets at home and abroad. We fight for our clients to ensure that their products are treated fairly anywhere they choose to do business.
Nonmarket strategy is using and shaping the rules of globalization to better compete at home and abroad. We can help.
Services
The global economy is not “flat” or “borderless.” Firms face many obstacles across markets, many of which bear directly on the efficacy of their market strategy. Moreover, the global economy is increasingly becoming two-tiered: some countries enjoy preferential market access in trade and investment, while others do not. We work with senior leadership to make the most of their market opportunities, both on the offense and defense. We work with our clients on the challenges they face in the present, and help them build capacity to contend with nonmarket threats in the future.
Market Access
Emerging markets have been the engine of global economic growth for over a decade. These economies have realized real growth rates more than twice those of richer nations. But within these emerging markets, there are a variety of nonmarket costs, risks, and barriers. We help clients distinguish countries in which risks and rewards are underestimated from those in which they are overestimated.
Country Risk Analysis
Nonmarket Consulting provides customized presentations, specialized training, and mentoring for C-Suite executives. We work with companies to equip managers and optimize strategic resources within the organization, to build an in-house capacity to do nonmarket strategy.
Training and Mentoring
Modern businesses are inundated with data - both structured and unstructured. Nonmarket Consulting helps firms obtain, manage, and analyze big data to make informed decisions about trade and market access. Whether your needs are statistical or data processing, Nonmarket Consulting can help.
Data Analytics
As businesses become more politically visible, they are being held to account by a number of local, national, and transnational constituencies. These “stakeholders” are part of any businesses’ social contract with local communities, and thus influence shareholder value. The presence of these constituencies presents challenges and opportunities for our customers. We take a comprehensive approach to help clients predict and analyze these challenges, and build more robust nonmarket strategies.
Stakeholder Management
Nonmarket Consulting Conversations
Dr. Marc Busch on trade-related opportunities and challenges for modern firms.
What is nonmarket strategy?
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Most companies have one, but few can explain it, and fewer still would feel comfortable depending on it. Nonmarket strategy, that is. Put simply, it is the very means by which companies shape the playing field on which they compete. Because it involves using political, legal and other tools, nonmarket strategy can often seem removed from a company’s market strategy (i.e., price- or quality-based initiatives). It is not. On the contrary, success with one’s market strategy depends on matching it with a dynamic, forward-looking nonmarket strategy. But where to start?
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No one doubts that businesses operate in a political economy. At home, the government regulates, foreign firms receive subsidies, and a variety of stakeholders influence the landscape of industry. Abroad the same applies, but sometimes the rules for shaping the playing field are unclear or unevenly applied. Moreover, the emergence of a rules-based global economy puts a premium on understanding what opportunities are opening up abroad, and what competitive threats are emerging at home. Getting a firmer grasp of these, and drawing up a plan of action, is the stuff of nonmarket strategy.
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Senior managers need to think anew about the world in which they compete. In some cases, a cheaper, better product or service cannot overcome regulations or restrictions on commerce. To thrive in these settings, senior managers need to build a nonmarket toolkit. This toolkit is as much a state-of-mind as a set of instruments, but the real value comes in being able to couple nonmarket initiatives with market ones, and to engage competitors from a new—and rare—position of strength.
