Empowering the Members or Marketing the Party? The Conservative Reforms of 1998

Lees‐Marshment, Jennifer; Quayle, Stuart

doi:10.1111/1467-923x.00359

Cited by 12 publications

(7 citation statements)

References 3 publications

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“…These include: (i) general election analyses and commentaries (Lees-Marshment, 2001b;Seawright, 2005); (ii) conceptual viewpoints (Lees-Marshment, 2001b;2004b;Lees-Marshment & Quayle, 2001); (iii) analysis of political advertising strategies (Dermody & Hanmner-Lloyd, 2005;Dermody & Scullion, 2001);(iv) an analysis of Cameron's successful leadership election (Ormrod, 2007 et al ); (v) a content analysis of press coverage (Harris et al, 2006), and; (vi) historical reviews of political marketing up to and including the leadership of Thatcher (Scammell, 1994;Wring, 1996).…”

Section: Objectives Of the Studymentioning

confidence: 99%

Local Political Marketing in the Context of the Conservative Party

Reeves

2013

Journal of Nonprofit & Public Sector Marketing

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Section: Objectives Of the Studymentioning

confidence: 99%

Local Political Marketing in the Context of the Conservative Party

Reeves

2013

Journal of Nonprofit & Public Sector Marketing

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“…Following a MOP process means that party leaders control policy making and there is little space for ideology (Lees‐Marshment and Quale, ), although party ideology can be included in the party's product if it fits with voter needs and wants (Lees‐Marshment, ); others have, however, argued that it is possible to following a MOP process whilst remaining true to the party's ideology (Galindo, ; Hughes and Dann, ). Irrespective of whether the party's ideology forms the basis of the party's product or not, internal acquiescence to the party's product is necessary (Lees‐Marshment, ; Lees‐Marshment et al , ) and can contribute to increasing the level of market orientation of the party (Lees‐Marshment and Quale, ). As such, it is essential for the political product to satisfy both voters and party members (Lees‐Marshment, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…As such, it is essential for the political product to satisfy both voters and party members (Lees‐Marshment, ). Conceptually, if there is a mismatch between the needs and wants of voters on the one hand and party members on the other, the party product should be designed to be responsive to voters (Lees‐Marshment, ), although the opposite has been found to be most common in empirical studies (e.g., Lees‐Marshment and Quale, ; Knuckey and Lees‐Marshment, ; Fell and Cheng, ; Mensah, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Limitations and implications of product‐oriented, sales‐oriented and market‐oriented political parties: evidence for public affairs

Ormrod

2011

Journal of Public Affairs

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This paper provides the first literature review of work using Lees-Marshment's product-oriented party (POP), salesoriented party (SOP) and market-oriented party (MOP) process models with the aims of assessing the models' usefulness to academics, practitioners and educators. This is motivated by an urgent need to evaluate models that claim to balance explanatory power, practical applicability and pedagogic value. Our literature review demonstrates that although the process models can be used in a classroom setting, empirical results are ambivalent as to the usefulness and even existence of the MOP process in contrast to the POP and/or SOP processes. We conclude that academics need to revisit the conceptualisation of the process models, that practitioners need to be aware of the strengths and weaknesses of the process models, especially the assertion that the MOP process is normatively 'superior' to the SOP and POP process models, and that educators can use the process models to introduce political marketing before moving on to more comprehensive models.

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“…IDS's fortunes in utilising political marketing were extremely similar to those of his predecessor William Hague, whose initial market-oriented approachÐconduct market intelligence ®rst, consult the party, develop initial product pro-posalsÐwas also blocked by the party's internal culture and opposition. 7 Marketing the Conservatives seems fraught with diculties. Promising early starts in terms of market intelligence and initial product design have been thwarted when it comes to implementing proposals within the party as a whole.…”

Section: ±03 and Idsmentioning

confidence: 99%

Mis‐marketing the Conservatives: The Limitations of Style over Substance

Lees‐Marshment

2004

Political Quarterly

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Every Tory leader since 1997 has made significant attempts to use marketing; the most recent, Michael Howard, appointed the first ever UK party Marketing Director to head a specialised Marketing Department. However, whilst the Conservatives have made use of the tools of marketing (polling, focus groups, public listening exercises, communication) they have misunderstood the concept of political marketing, which is concerned with creating a unified political product that is responsive to voter demands. Political marketing has hitherto not worked for the Conservative party. This is because there is a lack of a supportive internal culture that accepts the party change necessary to produce a market‐orientated political product including policy, leadership and candidates. If political marketing is only used to sell a product that the party elite rather than the British public wants, it will never help the Conservatives regain control of government.

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Empowering the Members or Marketing the Party? The Conservative Reforms of 1998

Cited by 12 publications

References 3 publications

Local Political Marketing in the Context of the Conservative Party

Local Political Marketing in the Context of the Conservative Party

Limitations and implications of product‐oriented, sales‐oriented and market‐oriented political parties: evidence for public affairs

Mis‐marketing the Conservatives: The Limitations of Style over Substance

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