Know the system

1 This means understanding all the regulatory and political bodies that can affect your business, Jonathan Oates, a director of Bell Pottinger Public Affairs, says. There are many of them, from Parliament to local authorities, devolved assemblies, regional development agencies and the EU. Each has its own ways of operating.

Know who matters

2 “One of the commonest mistakes is to misunderstand or be ignorant of the process of decision-making and who really matters,” Tim Price, a partner in GPlus, an EU communications consultancy, said. It is important to speak their language, Sacha Deshmukh, chief executive of Mandate Communications, said, adding: “If you want to talk about your issues to a politician, think about how to explain it in the context of the policies and the voters that matter to them.” However, most lobbying is of civil servants, Keith Johnston, chairman of the government affairs group of the Chartered Institute of Public Relations, notes.

Know your goals

3 Lobbying should be part of business strategy. Mr Johnston says: “A lot of companies do it for the sake of it, or as a marketing ploy - they just want a picture of their chairman with the minister. That’s a mistake. You have to go to parliamentarians and ministers with specific ideas.”

Get in early

4 It is more effective to be involved when legislation or policy is being shaped than to try to change things after they are written. “There is an inverse relationship between time and influence, so you want to get in as early as possible,” Mr Johnston said. It is also important to be persistent, according to Alan Downey, of KPMG, the advisory firm. “You may have to wage a long-term campaign to achieve the result you want,” he said. “Things don’t always happen quickly in government.”

Use your industry body

5 “When it is an industry-wide issue, combining resources and influence is most effective,” Mr Oates said. Consider forming alliances with organisations that might appear to be on the opposite side of the argument, Chris Hannant, the British Chambers of Commerce’s policy head, advises. He said: “You can often find common cause without compromising your views. It makes a stronger case and denies government the chance to play one side off against the other.”

Build relationships

6 “When something critical comes up, it is much easier if you already have relationships in place,” Mr Oates says. Mr Hannant says: “Ready access to ministers is important when an issue is stuck somewhere in the Whitehall machine.” It is also important to listen, as well as to talk. Véronique Scailteur, the director of governmental relations, Europe, for Procter & Gamble, says: “Effective government lobbying requires dialogue. [It is a] two-way process.”

Be transparent

7 “Businesses need to have very straightforward, transparent relationships with political audiences, otherwise it can complicate matters,” Mr Oates said. “Our experience is that politicians and other political movers are very willing to engage, as long as it is done in a sensible and transparent manner.” Don’t offer a political donation, Mr Downey says. “It may have worked in the past, but in the current climate it’s more likely to backfire,” he added.

Stay on your toes

8 “Political opportunity comes by every so often and is rarely within your control,” Mr Price says. “The balance of opinion and power can be stable for years and then change suddenly as external events unfold.” Organisations need to be able to understand what these changes mean so that they can move quickly to take advantage of them.

Be useful

9 Government departments are often keen to gain access to information and an on-the-ground perspective, so make yourself available as an expert sounding-board when officials want feedback. Also, offer evidence, Mr Hannant advises. “A surprisingly large number of policy decisions are taken in an evidence vacuum,” he said. “Government often only conducts research on costs and benefits late in the day. Robust research and compelling evidence go a long way to making your case.”

Assess your progress

10 This will allow you to review and refine your plan as you go, Dr Scailteur says. Equally, you need to know when to give up, Mr Downey advises. He said: “It’s a difficult judgment to make - a bit like deciding when to buy shares again, because you think the stock market has reached rock bottom - but there’s no point banging your head against a door that has been locked, bolted and bricked up.”

. . . and how not to do it

- In 1997 Tony Blair was red-faced when it emerged he had left motor racing out of a ban on tobacco sponsorship after a £1 million donation to Labour from Bernie Ecclestone - later returned to him

- In 2005 Ludwig-Holger Pfahls, a German minister, confessed to accepting €1 million for help in an arms deal

- In 2006 Jack Abramoff, a US lobbyist, was sentenced to almost six years in prison after admitting fraud, tax evasion and conspiracy to bribe public officials

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