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\"The Political Marketing Game identifies what works in political marketing, drawing on 100 interviews with practitioners. It also shows that authenticity, values and vision are as much a part of a winning strategy as market-savvy pragmatism\"-- Provided by publisher.

With the Obama campaign universally acknowledged as the most successfully marketed presidential campaign of all time, the future of political marketing is fiercely contested, provoking a wealth of high quality scholarship from across the globe. This work provides an accessible introduction to the field, international in both content and authorship, which will set the direction of future research. Routledge Handbook of Political Marketing contains cutting edge contributions written by academic experts and informed practitioners but will also have a cohesive structure, containing emerging areas and authors alongside established ones. The handbook addresses the practicalities as well as the broader impact of political marketing on politics including its’ role in the changing relationship between political leaders, parties and voters. With each chapter providing a comparative and carefully structured discussion of a key topic, the handbook examines issues within the following broad themes: 　 Understanding the market, gathering ideas, and debate Product development, branding and strategy Internal Marketing Communicating and connecting with the public Government Marketing - delivery, policy and leadership 　 With each chapter written to a common template presenting new research and contemporary case studies, the handbook combines a succinct presentation of the latest research with an accessible and systematic format that will be of great interest to scholars and practitioners alike. 1. Introduction: Political Marketing in the 21 st Century Jennifer Lees-Marshment Section 1: Understanding the Market, Gathering Ideas and Debate 2. The Role of Opinion Research in Setting Campaign Strategy Alexander Braun 3. Political Marketing and Segmentation in Aging Democracies Scott Davidson and Robert H. Binstock 4. Strategic Voter Selection Michael John Burton 5. Government Public Opinion Research and Consultation: Experiences in Deliberative Marketing Mathias König and Wolfgang König 6. Co-Creating the Future Roy Langmaid Section 2: Product Development, Branding and Strategy 7. Political Party Market Orientation in a Global Perspective Jesper Strömbäck 8. Niche Marketing the Greens in Canada and Scotland Susan Harada and Helen Morris 9. Political Branding in the Modern Age – Effective Strategies, Tools & Techniques Kenneth M. Cosgrove 10. The Politics of Hope: The Democratic Party and the Institutionalization of the Obama Brand in the 2010 Mid-Term Elections Brian Matthew Conley Section 3: Internal Marketing 11. Internal Party Political Relationship Marketing:Encouraging Activism amongst Local Party Members Robin T. Pettitt 12. Party Members as Part-time Marketers: Using Relationship Marketing to Demonstrate the Importance of Rank-and-File Party Members in Election Campaigns Peter Van Aelst, Joop van Holsteyn and Ruud Koole 13. Yes We Can (Fundraise): The Ethics of Marketing in Political Fundraising Alex Marland 14. Political Parties and Direct Marketing: Connecting Voters and Candidates more Effectively Peter N. Ubertaccio 15. The Party Official as Political Marketer: The Australian Experience Stephen Mills Section 4: Communicating and Connecting with the Public 16. Campaigning in the Twenty-First Century: Change and Continuity in American Political Marketing Dennis W. Johnson 17. Selling Sarah Palin: Political Marketing and the ‘Wal-Mart Mom’ Robert Busby 18. Populism as Political Marketing Technique Georg Winder and Jens Tenscher 19. Something Old, Something New? Modelling Political Communication in the 2010 UK General Election Jenny Lloyd 20. Interacting Leaders Claire Robinson 21. Underused Campaigning Tools: Political Public Relations Nigel A. Jackson 22. Political Marketing in an Online Election Environment: Short Term Sales or Long-Term Relationships? Nigel A. Jackson, Darren G. Lilleker and Eva Schweitzer Section 5: Government Marketing - Delivery, Policy and Leadership 23. Delivering in Government and Getting Results in Minorities and Coalitions Anna Esselment 24. Amateur Coalitions Strategies: Tensions about Legitimacy in Environmental Causes Émilie Foster, Raymond Hudon and Stéphanie Yates 25. Branding Public Policy David Marsh and Paul Fawcett 26. The Use of Public Opinion Research by Government: Insights from American and Canadian Research Lisa Birch and Francois Petry 27. Making Space for Leadership: The Scope for Politicians to Choose How They Respond to Market Research Jennifer Lees-Marshment 28. Conclusion: New Directions in Political Marketing Practice, Political Marketing and Democracy and Future Trends Jennifer Lees-Marshment Jennifer Lees-Marshment (University of Auckland, New Zealand) is an international expert in political marketing and author/editor of 10 books, including Political Marketing: principles and applications (2009) and Global Political Marketing (2010).

This article provides a fresh perspective on political leadership by demonstrating that government ministers take a deliberative approach to decision making. Getting behind the closed doors of government through 51 elite interviews in the UK, US, Australia, Canada and New Zealand, the article demonstrates that modern political leadership is much more collaborative than we usually see from media and public critique. Politicians are commonly perceived to be power-hungry autocratic, elite figures who once they have won power seek to implement their vision. But as previous research has noted, not only is formal power circumscribed by the media, public opinion, and unpredictability of government, more collaborative approaches to leadership are needed given the rise of wicked problems and citizens increasingly demand more say in government decisions and policy making. This article shows that politicians are responding to their challenging environment by accepting they do not know everything and cannot do everything by themselves, and moving towards a leadership style that incorporates public input. It puts forward a new model of Deliberative Political Leadership, where politicians consider input from inside and outside government from a diverse range of sources, evaluate the relative quality of such input, and integrate it into their deliberations on the best way forward before making their final decision. This rare insight into politician’s perspectives provides a refreshing view of governmental leadership in practice and new model for future research.

Comprehensive political marketing informs how parties determine their policies and organisation, not just how they campaign. This article applies the marketing concepts of product, sales and market orientation, combined with tools such as market intelligence, to party behaviour as a whole. Producing a comprehensive theoretical framework, it explores how a product, sales and market-oriented party would behave and go through a marketing process. This framework is used to analyse the British Labour Party, showing how Labour moved from a product-oriented approach in 1983, through to a sales orientation in 1987, finally achieving a market orientation - and electoral success - in 1997. This demonstrates the potential of political marketing to deepen our understanding of a wide range of political behaviour.

The flag change referenda concluded with New Zealanders voting to retain their traditional flag. Within this context, we assess variability in flag change support across different 'types' (i.e., latent profiles) of New Zealanders. Participants ('N' = 220,318) indicated their support for eight core aspects of New Zealand's socio-political landscape: Maori rights, immigration, internationalism, economic equality, the Commonwealth, nationalism, sport and secularism. Latent profile analyses identified six unique response patterns underlying support for these issues: 'Global Egalitarians, Domestic Egalitarians, Religious, Moderates, Secularists and National Secularists. Domestic and Global Egalitarians' expressed socially and economically progressive views directed towards home and abroad (respectively), whereas the remaining profiles reported relatively conservative issue positions. That said, only 'Moderates' supported (albeit reservedly) changing the flag. Results demonstrate the diversity of New Zealanders' socio-political views and uncover previously-unknown dynamics behind attitudes toward the flag change.

In the business ethics literature, a commons paradigm orients theorizing toward how civil society can promote collaboration and collectively govern shared resources, and implicates the common good—the ethics of providing social conditions that enable individuals and collectives to thrive. In the context of representative democracies, the shared resources of a nation can be considered commons, yet these resources are governed in a top-down, bureaucratic manner wherein public participation is often limited to voting for political leaders. Such governance, however, can be motivated by values of solidarity and stewardship, and a bottom-up approach to participation, in ways that are consistent with a social commons ethos (Meyer and Hudon in J Bus Ethics 160:277-292, 2019). We employ an inductive methodology focused on successes and possibilities, using data from interviews with 93 policy-makers and national-level government leaders in 5 democratic countries, and observational and archival data. We reveal how governments can operationalize a social commons ethos in decision-making. This approach to governance involves stakeholder engagement that is Broad, Deep, and Continual (BDC). In this model, leaders engage a wide breadth of stakeholders, engage them deeply and meaningfully throughout the decision-making process, and sustain this engagement in a continual manner. Implications for governance of non-governmental bureaucracies are discussed, including the normative and strategic benefits of engaging stakeholders in this manner.

The marketing discipline needs to pay more attention to political marketing. Marketing has permeated deeply into the heart of elections and government. Numerous political players, including presidents and prime ministers, politicians, and parties, as well as government departments and councils turn to marketing in their pursuit of political goals. While media coverage of recent issues, such the Trump campaign’s use of big data, has shone a spotlight on commercial marketing techniques in the political and governmental arena, scholars from multiple disciplines (marketing, political science, and communication) have been exploring cross-disciplinary research on political marketing for several decades. This article argues that it is time for the marketing discipline to embrace political marketing more openly than before. This article will make the case by outlining the broad scope of political marketing in practice and research, providing examples of political marketing, and then discussing the significant ethical implications of marketing politics. Finally, it will provide reasons for why marketing scholars should research this dynamic and profoundly impactful area.

PurposePolitical management is about getting things done in campaigns, parties and government. Political organizations can use management concepts such as strategic planning, human resources and organizational design to help them achieve their goals. Research into specifically how management is used by political practitioners – political staffers and politicians – in government is limited. This study aims to fill that gap.Design/methodology/approachThe authors review the limited literature on political management, outline interview methodology, results and conclude with overall lessons drawn out using the qualitative data analysis software NVivo.FindingsThis study identifies the aspects of political management that political practitioners saw as the most important, the difference between managing in business and politics, and why.Research limitations/implicationsThis study provides suggestions for what future empirical research should focus on, noting a focus on informal behavior that relate to people and power that are not seen from outside the organization.Originality/valueThe perspectives of high-level practitioners help give a view to what political management really is.

Purpose This paper aims to identify both the traditional and novel forms of marketing behind New Zealand Prime Minster Jacinda Ardern’s landslide victory in the 2020 New Zealand General Election during the COVID-19 pandemic. Design/methodology/approach This research analysed both qualitative and quantitative data, including over 70 primary sources, the perspectives of practitioners, polling and data from surveys with over 450,000 respondents. The qualitative data was analysed interpretively against established theoretical concepts, whereas the quantitative data was analysed through descriptive statistics. Findings This research found that COVID-19 drastically changed what the public prioritised, allowing Ardern and Labour to position themselves as guardians of government stability, while camouflaging previous delivery failures. Labour also used a more emergent market-oriented and “polite” populist political marketing strategy. Research limitations/implications While the survey data used is not a perfect sample of the population, it is the largest public opinion survey in New Zealand and, given its convergence with other sources, provides valuable insights into political marketing during a crisis more broadly. Practical implications This research reinforces marketing’s most important aspect; the market should drive action. How decision makers respond to the market should depend on the environment. Thus, up-to-date market research becomes even more important during a crisis, as the environment changes rapidly. This leaves prior assumptions obsolete and implies strategy needs to be adaptive. Additionally, greater public attention provides governing leaders with the opportunity to present a more well-rounded leadership image. Originality/value To the best of the authors’ knowledge, this is the first research to look at marketing while in government and election campaigning in the context of successful management of a global pandemic.