Conclusion: Political Marketing and Management Lessons for Research and Practice

  • Jennifer Lees-MarshmentEmail author
Part of the Palgrave Studies in Political Marketing and Management book series (Palgrave Studies in Political Marketing and Management)


This chapter offs a pragmatism-philosophy-driven analysis of the book findings with additional insights from interviews with practitioners from National, Labour, the Greens, ACT, and United Future, providing lessons for research and practice in New Zealand and globally. For academics, it notes the importance of market-oriented behaviour, the need to align policies with the views of undecided voters and key target markets, differentiate from other parties, develop and communicate the leaders brand in terms of competence as well as relatability and understand the party brand is influenced by the leader not just specific policies. For practitioners it offers advice for specific parties and generic lessons such as the need to plan but be flexible, to create a close relationship between market researchers and party decision-makers, differentiate between parties, understand and manage the party’s existing brand perception, and that delivery is the qualification parties need to win elections.


Political marketing Market orientation Targeting Delivery Political brands 



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Copyright information

© The Author(s) 2018

Authors and Affiliations

  1. 1.University of AucklandAucklandNew Zealand

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