The 2015 Global Political Marketing and Management Conference ended 
yesterday, and it was very successful (see 

The conference presentations were very interesting, and we had a good 
mix of academic scholars and practitioners. The presentations by Bill 
English, New Zealand's Finance Minister and Deputy Prime Minister, 
Celia Wade-Brown, the mayor of Wellington, and Russell Norman, the 
former leader of the Green party in New Zealand were excellent. Also, 
the global theme of the conference was successful, with presentations 
from the USA, India, Japan, South Korea, Australia and New Zealand.

We also received favourable press coverage, with a 20-minute interview 
on Radio New Zealand by one of our presenters from the USA, Ken 
Cosgrove. (see 

Finally, the conference is associated with a special issue of the 
Journal of NonProfit and Public Sector Marketing on Political 
Marketing, and the following conference papers will appear in the 
special issue in early 2016:

1) Lorann Downer: “It's the Equity, Stupid! Protecting the Value of the 
Partisan Brand”

A new Brand Oriented Party Model is offered to consider the importance 
of partisan brand equity, or voter-perceived value. The Model 
conceptualises, identifies and evaluates political branding from a 
practitioner’s perspective. Working with the Model and primary vote 
data to measure equity, I draw on the recent fortunes of the Australian 
Labor Party to illustrate the danger of disregarding partisan brand 
equity. I show that partisan brand equity was built, then eroded, by 
key actions of the party and its leaders over seven years. These 
successes and failures offer two lessons for Labor. First, parties 
which intend to undertake branding should fully embrace the concept of 
brand equity. Second, they should ensure that the leader’s brand equity 
is put into the service of the party brand. The Model and the 
suggestions for Australian Labor may be valuable for other parties 
seeking to understand and manage brand equity.

2) Edward Elder: “Market-Oriented Governing Leaders’ Communication: 
Comparing John Key and Barack Obama”

Political marketing scholarship has argued that politicians seeking 
office should become market-oriented and move their product closer to 
their target supporters’ preferences (Newman, 1994; O’Cass, 1996). It 
has been argued that a market-orientation needs to be embodied by 
political leaders both strategically and in communication 
(Lees-Marshment, 2009: 216). However, once in office governing leaders 
are faced with new challenges that influence the decisions they make. 
This, along with the need to show strong leadership, has resulted in 
many leaders losing the qualities associated with a market-orientation 
such as being 'in touch' (Lilleker & Lees-Marshment, 2005; Ormrod, 
2006). This can negatively affect the public perception of not only the 
leader, but the governing party as a whole. While such a drop in 
support is not new in the study of political popularity (Heppell, 
2008), new research in political marketing has observed how it has 
occurred simultaneously with the decline in these leader's perceived 
qualities associated with having a market-orientation (Lees-Marshment, 
2009). This follows a general trend of political leaders in office in 
western democracies over the past twenty years; gaining power under a 
market-orientation, but losing their positive public image once in 

Daniel Laufer PhD, MBA - Associate Professor
Head of School
School of Marketing and International Business
Victoria Business School
Level 11, Rutherford House Rm 11.26
23 Lambton Quay
Victoria University of Wellington
P O Box 600, Wellington, 6140 New Zealand
Tel: +64 4 463 5152   Fax: +64 4 463 5231
Email: [log in to unmask]

AIB-L is brought to you by the Academy of International Business.
For information:
To post message: [log in to unmask]
For assistance:  [log in to unmask]
AIB-L is a moderated list.