A major focus of the book by professors John Mahon and Richard McGowan is a simple model that they say puts external, non-market forces in a context that business managers can understand.
The model is based on Harvard Business School professor Michael Porter's model of "industry-competitive dynamics," which Mahon says is "powerful and widely used by line managers." The Porter model helps organizations to assess their ability to compete by analyzing the interplay of competitors, suppliers and customers.
The adaptation by Mahon and McGowan helps managers to understand that external, non-market issues often emerge--and can be addressed--in "arenas" besides the marketplace. Examples include the courts, media or in meetings between companies and community or interest groups.
Where the Porter competitive model looks at barriers to entering or leaving a market in terms of companies' market or business advantages, the Mahon/McGowan forces organizations to consider such factors as public opinion and likely responses by community or government leaders.
While money is the engine that drives the marketplace in Porter's model, "influence" is the "currency of exchange."
The authors contend that influence can be acquired, and cashed in to lead external organizations or audiences to back a company's policies. (Obviously, the authors are talking about open and ethical exchanges of support, rather than bribes or kickbacks.)