Hervé Dumez and Alain Jeunema"tre analyse political strategies of firms, based on public documents and interviews from the US-based company Boeing. The traditional view of firms’ political strategies is that, by acting on the state, they will protect and expand firms’ interests. But whereas in the classic game (to prevent the vote of an adverse law for example) corporate interests from the outset were seen as clearly defined in the new game companies frequently seen as identifying their interest in the course of actions and interactions with politicians. Boeing’s strategy in the late 1990s and early 2000s serves as an illustrating case of how the traditional opposition between market and non-market strategies today is less sharp. In the late 1990s, the company developed new strategies aimed at building influence rents. These strategies failed, but based on the case the authors identify new types of relationships between firms and the state.