As a preliminary remark, N² wants to stress that, if it believes it can run a Government Relations Strategy or handle your Public Affairs needs in Brussels, we do not necessarily pretend that we can do it at the same level in all countries.

We will inform you of our limits and eventually refer you to other firms we believe work with the same high quality standards as we endeavour to achieve.

Re-inforcing our Clients’ impact on the policy- and regulatory decision-making mechanisms

We believe that, to achieve this, Companies should:

• Stop hitting decision-makers cold by adopting a pro-active approach which establishes on-going contacts even if there are no pressing issues or immediate concern.
• Ensure that their lobbying approach allows them to both (1) influence public officials on behalf of or against (proposed legislation, for example) and (2) influence (an official) to take a desired action.
• Position their Company as a resource to policy decision-makers, e.g. by providing them useful information, evidence, data, etc.
• Develop and maintain effective relationships with key influence bodies (e.g. industry and other interested parties) in order to create partnerships and synergies when influencing policy.

The key questions in developing a Public Affairs Strategy

1. What have we got? (internal resources; current existing contacts; strengths)
2. What do we need to develop? (challenges; gaps)
3. What do we want? (goals)
4. Who can help us? (audiences)
5. How do we begin? (first steps)
6. What do they already know about us? Do we need to educate locally? On a pan European basis? What messages do we need to convey? (education; strong Company messages and industry messages)
7. Who do they need to hear it from? (messengers)
8. How do we get them to hear it? (delivery)
9. How will we know it’s working, or not working? (evaluation)

N² can assist you during each phase of the process or you can outsource your Government Relations needs entirely to us.

In providing strategic advice, N² help clients evaluate and scale the potential risks and rewards associated with relevant policies as they relate to the client’s business plans.  In addition, it enables us to craft creative solutions and new approaches to minimize risks and demonstrate leadership during this period of change.

The firm also helps clients develop strategies for responding to compliance obligations and external pressures.  In either case, our emphasis is not just on helping clients “comply” but on assisting with strategies that make sense for their bottom line.

Some examples of how the firm assists clients in developing and implementing liberalisation strategies include:

Strategic Business Planning

• We analyze scenarios for potential future policies and resulting impacts on clients.
• We help clients build their own capacity in this area by designing and providing training for company employees, boards of directors, and others.

Identification and Implementation of Options

• When facing liberailsation or working in a liberalised environments, our clients have a range ofoptions: expansion in other territories and/or beyond the core business, preparation for opening of market in a defensive or offensive manner, etc.
• We help clients to evaluate these options and implement those that fit best the business requirements of their company.

Development of a Strategy for Public Outreach

• N² believes that the constraints and opportunities stemming from regulation require in some cases that communications at an internal and external level be reviewed.
• N² works with clients on developing new corporate position statements that support their strategic vision.

Development of a Public Advocacy Strategy

• N² works with clients on the development of strategies for public advocacy, including reaching out to key non-governmental organizations, policy-makers, and other stakeholders.
• We assist clients in engaging in the policy process, developing testimony, drafting position paper and other submissions, and analyzing legislative proposals.