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Full Description
The first edition of this book demonstrated that British political parties now attempt to offer a complete product that will appeal to a majority of voters, rather than being influenced by a political ideology and firm belief system.
This new edition provides an updated and more in-depth exploration of the political marketing approach, including analysis of the 2001 and 2005 elections. It re-presents the influential theory of market, sales and product-oriented parties, discussing the potential and the limits of consumerism, and the need to blend business concepts with a traditional understanding of politics.
Lee-Marshment examines Blair's New Labour government in order to draw out lessons on delivery, maintaining market intelligence and the effect of changing to a leadership approach that goes against country and party. Analysis of the Conservatives in opposition shows how the best intentions of party leaders to implement a market-orientation can be thwarted by internal resistance and traditional party elites.
Providing a more reflective and critical analysis, the second edition offers a more nuanced discussion on how political parties can not only win elections but govern successfully.
Contents
List of tables, figures and boxes
Preface
1. The political market and political marketing
2. Thatcher the marketing pioneer
3. The death of political conviction: how voters rejected product-oriented parties
4. You can't sell politicians like soap powder
5. Mis-marketing the Conservatives in 2005
6. Blair and the New Labour design: a classic market-oriented party?
7. Marketing in opposition: the importance of leadership, internal marketing and management
8. Marketing in government: New Labour 1997-2005
9. A political marketing democracy?
Bibliography
Index
