TASER Inc. Nonmarket Strategies for Expanding Public Use
This paper examines the nonmarket strategies TASER Inc. could employ to broaden adoption of its stun gun products beyond law enforcement to the general public. It outlines a step-by-step approach that includes building coalitions with interest groups, engaging sympathetic legislators, developing less-lethal product variants, creating public awareness campaigns, and investing in community safety programs. The paper also addresses the challenge of countering negative media narratives. Together, these strategies are presented as a foundation for repositioning TASER as a credible self-defense tool while demonstrating the company's commitment to community safety and security.
- Introduction: TASER and the Case for Broader Adoption: TASER's products, controversy, and expansion goal
- Building the Foundation for Nonmarket Strategy: Preparatory steps for nonmarket strategy implementation
- Engaging Interest Groups and Legislative Allies: Coalition building with legislators and advocacy groups
- Community Outreach and Brand Repositioning: Sponsorships and community programs to rebuild TASER's image
- Conclusion: Unified nonmarket strategy for TASER's public adoption
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What makes this paper effective
- Provides a concrete, actionable sequence of nonmarket steps rather than abstract recommendations, making the argument easy to follow and evaluate.
- Connects legislative, community, and media strategies into a coherent campaign, showing awareness of how multiple stakeholders interact in a nonmarket environment.
- Acknowledges the reputational challenge TASER faces and integrates a media-management component alongside the promotional strategy, adding realism to the plan.
Key academic technique demonstrated
The paper applies the nonmarket strategy framework — the use of political, social, and institutional channels rather than direct commercial activity — to a real company facing regulatory and public-perception barriers. By identifying specific actors (interest groups, legislators, community organizations) and prescribing targeted actions for each, the paper demonstrates stakeholder mapping as a core business-strategy skill.
Structure breakdown
The paper opens with context about TASER's product and the public controversy surrounding it, then presents a prioritized list of preparatory steps before moving to outreach activities targeting legislators, interest groups, and communities. It closes by connecting community investment to long-term brand rehabilitation. The structure follows a problem–strategy–implementation logic common in business case analyses.
Introduction: TASER and the Case for Broader Adoption
TASER Inc. specializes in the manufacturing of stun guns that are widely used by law enforcement agencies in their daily operations. However, the media has frequently criticized TASER, and the use of stun guns has generally attracted public disapproval because the devices temporarily incapacitate a person, rendering them unable to take any action for a period of time. This characteristic has been criticized on several grounds, and use by the general public has been largely discouraged. TASER's goal is to market its products more broadly so that members of the general public can employ them for personal self-defense.
Building the Foundation for Nonmarket Strategy
TASER International would require a set of carefully designed nonmarket strategies to promote more expansive use of its products and to encourage adoption by the general public. Before approaching external stakeholders, however, the company must first lay a solid internal foundation. Specifically, TASER must undertake the following preparatory steps:
a. It must build a strong, evidence-based case for the use of TASER weapons by various agencies and by the general public.
b. It must develop a less-lethal variant of its products, helping the public recognize the benefits of such a weapon without creating fear of legal consequences.
c. It must create broad public awareness about TASER products, with particular emphasis on their self-defense applications and safety benefits.
d. The public and the agencies targeted for product adoption must receive literature documenting the reduction in officer injuries that has occurred since law enforcement began using TASER weapons.
e. TASER must develop a sound, proactive plan for responding to and managing negative media reports.
This preparatory planning would lay the foundation for the successful adoption of nonmarket strategies likely to produce the desired results.
Conclusion
Taken together, these nonmarket strategies form a comprehensive framework for repositioning TASER as a responsible and beneficial tool for personal and community safety. By combining legislative advocacy, coalition building with supportive interest groups, proactive media management, and sustained community investment, TASER International can create the conditions necessary for broader public adoption of its products. The success of this approach depends on consistent execution at every level — from internal preparation and product development to external outreach and community engagement.
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