ABSTRACT
As David Baron noted in his Foreword to this book, non-market strategies serve one or more of fi ve purposes:
• rent seeking (e.g. the continuation of government subsidies); • unlocking opportunities (such as pushing for industry deregulation); • defense (against rivals, non-governmental organization (NGO) criticism, community
activism, or government directives); • attracting customers (those who place a premium on environmental protection, social
justice, or the protection of rights); and • strengthening reputation, building trust, and enhancing legitimacy.
