The authors, through this article, provide an in-depth review of strategies that can improve a company's competitive advantage. The article explains that non-market strategies can be useful for companies to gain a competitive advantage. The article also presents an analysis of an unclear mechanism by which effective nonmarket strategies can result in business success. With the specific end goal of laying out the analysis to address the uncertain mechanism, the authors study the role that trust plays in the realization of non-market strategies and the potential synergies between the two key components of non-market strategies that are responsibility corporate social responsibility (CSR) and corporate social responsibility. Political activity (CPA). Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay As government is a fundamental part of non-market strategy, the article mainly focuses on the government and its various policies. To describe the role of trust in the link between CPA, CSR and political impact, the authors constructed a conceptual model. The model summarizes trust with three parameters – benevolence, integrity and capability, and argues that these three parameters must be present between businesses and the political system if businesses are to succeed in influencing policy (Mayer et al., 1995). The authors also argue that to create strong trust, both strategies (CSR and CPA) must have all three parameters, which is not the case in reality. Although both strategies have integrity in common, CSR has benevolence while CPA has political skills and capabilities. By combining the two strategies, CSR and CPA foster strong trust, create access to the political system, reduce voter resistance to corporate political activities, and enable broader policy questions to be asked (Liedong et al., 2015 ). Having provided significant support for the topic and through extensive research and review, Hond et al's analysis of the non-market strategy model indicates that when CSR and CPA are aligned, it creates additional value and Synergies that occur are likely to have fewer limitations than when CSR and CPA are not aligned. or are misaligned (Hond et al., 2014). Similarly, in their study of lobbying efforts for social causes, Peterson and Pfitzer (2009) highlighted that companies that align their non-market strategies (CSR and CPA) are likely to see an increase in the positive effects of CSR on their reputation. Any negative effects accompanied by a firm's CSR (if any), alignment of non-market strategies mitigates the negative effects of CSR on reputation. The same goes for CPA (Peterson and Pfitzer, 2009). Keep in mind: this is just a sample. Get a personalized article from our expert writers now. Get a Custom Essay Overall, the authors have maintained the flow of the article and have brought clarity to most of the concepts by supporting them strongly with conceptual models and real-life examples wherever necessary. They highlighted that in recent years, the requirement for companies to engage in CSR has increased, but some questions remain unanswered regarding the framework. The questions include a closer look at the type of CPA strategies that help develop trustworthiness (Liedong et al., 2015). That said, research..