Implementing a Market-Orientation in the UK and NZ Labour Parties: How to Change the Party to Change the Country

Abstract

In the field of political marketing one of the most widely studied concepts is that of market-orientation in political parties. The theory posits that parties and politicians need to utilise market research to help design their product, so as to offer voters what they want. Parties that most fully implement a market-oriented strategy gain more support and are more likely to win elections over parties that are less market-oriented. The British and the New Zealand Labour Parties have been market-oriented less often than their centre-right counterparts, and have consequently enjoyed less electoral success than their opponents. This thesis explores how a market-orientation can be implemented in Labour Parties so they can be more successful electorally. It does this by using the grounded theory methodology to build an analytical framework from the scholarship in three areas: political marketing, business and non-profits, and political science. This framework is then applied to three case studies and refined by using the empirical findings from these case studies. The thesis looks at the British Labour Party under Neil Kinnock, followed by an examination of Tony Blair’s time as Leader of the Opposition. The final case study is an in-depth, primary research-led examination of the New Zealand Labour Party under David Cunliffe. The analysis demonstrates that while a party’s leadership unambiguously driving the market-oriented strategy is incredibly important for electoral success, it is not enough to just make changes at the top. The internal market must be brought on board with the strategy in an on-going effort to listen to and respond to their needs in order to create long-term acceptance. This thesis also provides valuable insights into how strategy is enacted in political parties and offers a guide that points to a new way forward for those wishing to implement a market-orientation.