Klemens Joos Book order

With the Treaty of Lisbon, which entered into force on 1 December 2009, the EU de facto became a state territory stretching from Portugal to Finland and from Ireland to Cyprus. The previous co-decision procedure was elevated to become the standard procedure („ordinary legislative procedure“). For the players on the „European Union stage“ - the EU member states, EU regions, companies, associations and organisations - this leads to the problem that the outcome of decision-making processes has become largely incalculable. The author, Klemens Joos, points out that, at the latest since the Treaty of Lisbon, successful lobbying in the complex decision-making system of the EU is much more the result of the intermesh of content competence (the four „classic instruments“ of lobbying: corporate representative of-fices, associations, public affairs agencies, law firms) with process structure competence (i. e. the EU-wide maintenance of the required spatial, personnel and organisational capacities as well as strong networks across institutions, political groups and member states) on the part of an independent intermediary. One's own concerns are only likely to be successful if the in-terests of politicians and the general public are taken into consideration (change in perspec-tive to the common interest perspective). If this perspective change is successful, process support competence is crucial to achieving the objective.

The Treaty of Lisbon, effective from 1 December 2009, established a new primary law framework for the EU, enhancing its competence and influence. A key change is the shift from unanimity to majority voting in various areas, including justice, internal affairs, foreign trade, and agriculture. This means that companies must recognize that strong positions in their home Member States can quickly become marginalized in Brussels, where decisions can outvote national concerns. However, many company leaders find European actions and procedures obscure, leading to missed opportunities for engagement in the internal market of around 500 million consumers. The need for effective lobbying has intensified, particularly in light of increased state control and regulation during recent crises. Consequently, establishing good communication channels with legislative and executive decision-makers is crucial. This publication serves as a practical guide for companies navigating the complexities of Brussels, offering insights into the lobbying process. It is tailored for decision-makers and executives, featuring numerous figures and tables. Key topics include the characteristics of European-level lobbying post-Lisbon, practical tools for lobbyists, and strategic positioning recommendations for engaging with EU decision-makers.

Why international companies must consider the European Union in their global strategies and how they can successfully represent their interests in Brussels - presented by way of Japanese conpanies. This is the first English-language publication to -present the need for and significance of structural representation of interests on behalf of international companies with the institutions of the European Union, -provide an overall model allowing a Japanese company, regardless of the sector of the economy or industry, to structure its particular, tailor-made representation of interests, -and to offer results applicable without restriction to any international company.