A01=Klemens Joos
Age Group_Uncategorized
Age Group_Uncategorized
Author_Klemens Joos
automatic-update
became
Category1=Non-Fiction
Category=JP
company
considerable
consumers
COP=Germany
december
Delivery_Delivery within 10-20 working days
effective
eq_bestseller
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
eu
europe
executive influences
framework
Language_English
law
lisbon
liston
many
market
new
opportunities
PA=Available
political
possibilities
Price_€50 to €100
primary
processes
PS=Active
single
softlaunch
treaty
Product details
- ISBN 9783527505975
- Weight: 531g
- Dimensions: 165 x 241mm
- Publication Date: 11 Mar 2011
- Publisher: Wiley-VCH Verlag GmbH
- Publication City/Country: DE
- Product Form: Hardback
- Language: English
Secure
checkout
Fast Shipping
Easy returns
The Treaty of Lisbon came into effect on 1 December 2009. It gives the EU a new primary law framework and has significantly enhanced its competence and importance, thereby causing a remarkable increase in the EU's influence.
Certain changes in the voting procedures should be particularly significant for companies: alongside the double majority rule in Council decisions, under the Lisbon Treaty, only a majority is now required in many areas previously governed by the principle of unanimity. Foremost examples here are justice and internal affairs, foreign trade and agriculture. Persuading its own national government that its concerns are legitimate is, therefore, only of limited benefit to a company as individual Member States can easily be outvoted in Brussels. A strong position in the company's "home Member State" only can rapidly become an insignificant minority position.
Nevertheless, European actions and procedures remain obscure and inaccessible for many company heads. Companies, for this reason, often fail to see many opportunities and chances which a deeper understanding of and a strong presence in the European capital can offer a business. It is not simply the underlying conditions for companies in one Member State which are at stake, but rather the conditions governing an internal market with around 500 million consumers.
The need for effective and efficient lobbying has increased due to the recent renaissance of the State observed in the crisis: in the context of partial nationalisation, far-reaching regulation of entire sectors and a general increase in state control of company decisions, good channels of communication to legislative and executive decision-makers are more important than ever. The publication helps to guide companies through the intricacies of Brussels and offers an insight into the complex but diverse and interesting service of lobbying. It is designed as a practical tool especially for decision-makers and executives in companies. Numerous figures and tables illustrate the text.
Main topics include the characteristics of lobbying at the European level, taking account of the changes brought about by the Treaty of Lisbon, the notion of a lobbyist's "practical tools" and finally suggestions for a company's strategic positioning vis-a-vis decision makers in the European legislature and executive.
Certain changes in the voting procedures should be particularly significant for companies: alongside the double majority rule in Council decisions, under the Lisbon Treaty, only a majority is now required in many areas previously governed by the principle of unanimity. Foremost examples here are justice and internal affairs, foreign trade and agriculture. Persuading its own national government that its concerns are legitimate is, therefore, only of limited benefit to a company as individual Member States can easily be outvoted in Brussels. A strong position in the company's "home Member State" only can rapidly become an insignificant minority position.
Nevertheless, European actions and procedures remain obscure and inaccessible for many company heads. Companies, for this reason, often fail to see many opportunities and chances which a deeper understanding of and a strong presence in the European capital can offer a business. It is not simply the underlying conditions for companies in one Member State which are at stake, but rather the conditions governing an internal market with around 500 million consumers.
The need for effective and efficient lobbying has increased due to the recent renaissance of the State observed in the crisis: in the context of partial nationalisation, far-reaching regulation of entire sectors and a general increase in state control of company decisions, good channels of communication to legislative and executive decision-makers are more important than ever. The publication helps to guide companies through the intricacies of Brussels and offers an insight into the complex but diverse and interesting service of lobbying. It is designed as a practical tool especially for decision-makers and executives in companies. Numerous figures and tables illustrate the text.
Main topics include the characteristics of lobbying at the European level, taking account of the changes brought about by the Treaty of Lisbon, the notion of a lobbyist's "practical tools" and finally suggestions for a company's strategic positioning vis-a-vis decision makers in the European legislature and executive.
Dr Klemens Joos is the founder and managing director of EUTOP International GmbH. EUTOP has successfully represented the interests of private companies and organisations vis-a-vis decision-makers in the institutions of the European Union and its member states for 20 years.
