The political marketing planning process: improving image and message in strategic target areas - Information

The political marketing planning process: improving image and message in strategic target areas
Paul R. Baines Middlesex University Business School, London, UK
Phil Harris Manchester Metropolitan University, Manchester, UK Barbara R. Lewis Manchester School of Management, Manchester, UK
Marketing Intelligence & Planning 20/1 [2002] 6-14

Online version available at authors web page  http://phil-harris.com/wp-content/uploads/p6.pdf


References
Baines, P.R., Harris, P. and Newman, B.I. (1999a),
``New Realpolitik: political campaigning and
the application of political marketing across cultures’’, Proceedings of the European Marketing Academy Conference, May 1999, Humboldt University, Berlin.

Baines, P.R., Lewis, B.R and Ingham, B. (1999b), ``Exploring the positioning process in
political campaigning’’, Journal of Communication Management, Vol. 3 No. 3.
Baines, P.R., Lewis, B.R. and Yorke, D.A. (1999c),
``Marketing planning for UK political parties: co-ordinated local campaigning’’, Proceedings of the Academy of Marketing Conference, July
1999, University of Stirling, Stirling
Butler, P. and Collins, N. (1994), ``Political marketing: structure and process’’, European
Journal of Marketing, Vol. 28 No. 1, pp. 19-34.
Butler, P. and Collins, N. (1996), ``Strategic analysis in political markets’’, European
Journal of Marketing, Vol. 30 No. 10/11, pp. 32-44. Curtice, J. and Steed, M. (1980), ``An analysis of voting’’, in Butler, D. and Kavanagh, D. (Eds), The British General Election of 1979, Macmillan Press, London, p. 409.
Dunnion, B. (1998), ``Building successful political brands: lessons from the Mary Robinson Campaign’’, paper presented at the Political Marketing Conference, September 1998, University College, Cork. Egan, J. (1999), ``Political marketing: lessons from
the mainstream’’, Proceedings of the Academy of Marketing Conference, University of Stirling, Stirling, June.

Farrell, D.M. (1996), ``Campaign strategies and tactics’’, in LeDuc, L., Niemi, R.E. and Norris, P. (Eds), Comparing Democracies: Elections and Voting in Global Perspective, Sage Publications, London.

Lock, A. and Harris, P. (1996), ``Political marketing ± vive la difference!’’, European
Journal of Marketing, Vol. 30 No. 10/11, pp. 21-31. Maarek, P.J. (1995), Political Marketing and Communication, John Libbey and Company, London. Mandelson, P. (1988), ``Marketing Labour: personal reflections and experience’’, Contemporary Record, Vol. 1 No. 4, pp. 11-13.
Newman, B.I. (1994), The Marketing of the President: Political Marketing as Campaign Strategy, Sage Publications, London. Niffenegger, P.B. (1989), ``Strategies for success
from the political marketers’’, Journal of Consumer Marketing, Vol. 6 No. 1, pp. 45-51.
O’Cass, A. (1996), ``Political marketing and the marketing concept’’, European Journal of Marketing, Vol. 30 No. 10/11, pp. 45-61
O’Cass, A. (1997), ``Political marketing in times of discontinuous change’’, Proceedings of the Academy of Marketing Conference, Manchester Metropolitan University, Manchester.
Plasser, F., Scheucher, C. and Senft, C. (1998), ``Is
there a European style of political marketing: a survey of political managers and
consultants’’, paper presented to the Political Marketing conference, September 1999, University College, Cork.
Shama, A. (1975), ``The marketing of political candidates’’, Journal of the Academy of Marketing Science, Vol. 4 No. 4, pp. 767-77.
Shea, D.M. (1996), Campaign Craft: The Strategies, Tactics and Art of Political Campaign Management, Praeger Publishers, Westport, CT. Smith, G. and Saunders, J. (1990), ``The application of marketing to British politics’’, Journal of Marketing Management, Vol. 5 No. 3, Spring, pp. 295-306.
Wring, D. (1997), ``Reconciling marketing with
political science: theories of political marketing’’, Proceedings from the Academy of Marketing Conference, Manchester Metropolitan University, Manchester. Yorke, D.A. and Meehan, S.A. (1986), ``ACORN in
the political marketplace’’, European Journal of Marketing, Vol. 20 No. 8, pp. 63-76.

Political marketing – vive la différence! - Information

Political marketing – vive la différence!
Andrew Lock and Phil Harris
Faculty of Management and Business,
The Manchester Metropolitan University, Manchester, UK
European Journal of Marketing,
Vol. 30 No. 10/11, 1996, pp. 14-24.

Posted by Phil Harris on http://www.phil-harris.com/wp-content/uploads/Vive-le-Difference-1996.pdf

The explicit use of techniques in politics which we would now describe as
marketing dates back at least to 1920 in Britain (Wring, 1994). Since the Saatchi
and Saatchi poster – “Labour isn’t working” – it has become commonplace to
speak of political marketing, and many marketers have come to believe that
there is a direct transference of their concepts and tools to the political arena.

In this paper, we consider the differences between political and mainstream
marketing and suggest some areas in which we believe that marketers may
learn from the political science literature. At this stage we confine our analysis
and most of our examples to mainland British politics.

References

Butler, P. and Collins, N. (1994), “Political marketing: structure and process”, European Journal of
Marketing, Vol. 28 No. 1, pp. 19-34.
Farrell, D.M. and Wortmann, M. (1987), “Party strategies in the electoral market: political
marketing in West Germany, Britain and Ireland”, European Journal of Political Research, Vol.
15, pp. 297-318.
Harrop, M. (1990), “Political marketing”, Parliamentary Affairs,Vol. 43 No. 3, pp. 277-92.
Kaid, L.L. and Holtz-Bacha, C. (1995), Political Advertising in Western Democracies: Parties and
Candidates on Television, Sage, Thousand Oaks, CA.
Kavanagh, D. (1995), Election Campaigning: The New Marketing of Politics, Blackwell, Oxford.
Newman, B.I. (1994), The Marketing of the President: Political Marketing as Campaign Strategy,
Sage, Thousand Oaks, CA.
Nossiter, T.J., Scammell, M. and Semetko, H.A. (1995), “Old values versus news values: the British
general election campaign on television”, in Crewe, I. and Gottschalk, B., Political
Communications – the General Election Campaign of 1995, Cambridge University Press,
Cambridge.
O’Shaughnessy, N. (1990), The Phenomenon of Political Marketing, Macmillan, Basingstoke
Rothschild, M. (1978), “ Political advertising: a neglected policy issue in marketing”, Journal of
Marketing Research, Vol. 15 No. 1, pp. 58-71
Wring, D. (1994), “Marketing in British election campaigns: an overview”, working paper
presented at the British Academy of Management Conference, University of Lancaster,
September 1994.

Managing Marketing Teams - Information

Managing Marketing Teams
Jay Edwards, Murdoch University, USA
Andrew Honeycutt, Shorter University, USA
Craig Cleveland, Saint Leo University, USA
ABSTRACT
With the emergence of global information and technology, firms have reformulated marketing and
technological teaming in a concert effort to accommodate transnational marketing relationships
that enable firms to compete in a global business society. Given the competitiveness of
organizational distinction and implication, firms have proactively created an internal synergy that
enable marketing teams to better excel in an environment of obscurity and uncertainly. Marketing
management has evolved into phenomena that require constant reassessment of vision, mission,
and strategy in an unrelenting effort to maintain organizational survival and competitiveness in a
global recessive business economy. Information technology has greatly inspired this renewed
sense of competition; moreover, organizations that embrace the challenge of integrating
technology within marketing teams will only become the change agents the business world
community will aspire to duplicate for great strategic advantage.
Journal of Business & Economics Research – January, 2011 Volume 9, Number 1
http://cluteonline.com/journals/index.php/JBER/article/viewFile/943/927


References
El-Ansary, A. I., Zabriskie, N. B., & Browning, J. M. (1993). Sales teamwork: A dominant strategy for
improving sales force effectiveness. Journal of Business and Industrial Marketing, 8(3), 65-72.
Provitera, M. J. (1995). Sales management and sales teamwork. American Marketing Association Summer
Proceedings, 176-184.
Varney, G. H. (1989). Building productive teams. San Francisco, CA: Jossey-Bass
Zenger, J. H., Musselwhite, E, Hurson, K. & Perrin, C. (1994). Leading teams: Mastering the new role.
Homewood, IL: Business One Irwin.

Utilizing Political Ideologies To Market A Political Candidate - Information

Utilizing Political Ideologies To Market A Political Candidate
Shermichael V. Singleton, Morehouse College, USA
Andrew Honeycutt, Shorter University, USA
Journal of Business & Economics Research – January 2012 Volume 10, Number 1

Modern marketing of political candidates begins by understanding central concepts of ideologies. The utilization of ideologies is complex, in that there is no single concept or claim revealing surprising affinities with various images of the candidate. It also has distinctive function, by misrepresenting the totality of the ideology by forming a total belief in the candidate versus the ideology in a particular way. People must commit or surrender to the demands of the candidate, thus making it possible for the candidate to get elected. The branding of the candidate while utilizing political ideologies in part disables people from easily disregarding information perceived to be antithetical to the concepts of the ideology (Quelch, 2007).

Online version available - Search using Google and Google Scholar

REFERENCES
Biocca, F. (Ed), (1991), Television and Political Advertising: Volume 1, Psychological Processes, New York, Lawrence Erlbaum.
Dominic Wring, Dominic. "Reconciling Marketing with Political Science: Theories of Political Marketing." Journal of Marketing Management 13 (1997): 653-61. Print.
Festenstein, Matthew, and Michael Kenny. Introduction. Political Ideologies: a Reader and Guide. Oxford: Oxford UP, 2005. Print.
Franklin, R. (1994), Packaging Politics: Political Communications in Britain’s Media Democracy, London, Edward Arnold.
Keller, K. L. & Kolter, P. (2009). Marketing Management: Upper Saddle River, NJ: Pearson Prentice Hall
Kotler, P. and Levy, S.J. (1969), “Broadening the Concept of Marketing”, Journal of Marketing, 33, pp. 10-15.
Kotler, Philip. "Overview of Political Candidate Marketing." Advances in Consumer Research 02: 761-70.

 Lane, R. (1993), “Voting and Buying: Political Economy on the Small Stage”, paper presented at the Annual Meeting of the Society for the Advancement of Socio-economics, New York School for Social Research, New York, March.

Niffenegger, P. (1989), “Strategies for success from the political marketers”, Journal of Consumer Marketing, 6, pp. 45-51.
Qualter, T. (1985), Opinion Control in the Democracies, Hampshire, Macmillan.
Quelch, John A., and Katherine E. Jocz. Greater Good: How Good Marketing Makes for Better Democracy. Boston, MA: Harvard Business, 2007. Print.
 Sackman, A.(1992), “The Marketing Organisation Model: Making Sense of Modern Campaigning in Britain”, paper presented at the UK Political Studies Association Annual Conference, Belfast, April.
Scott, A.M. (1970), Competition in American Politics, New York, Holt, Rinehart and Winston.
Wring, Dominic. "Reconciling Marketing with Political Science: Theories of Political Marketing." Journal of Marketing Management 13 (1997): 651-63. Print.

Review of November 2012 Journal of Marketing

Journal of Marketing

Volume 76, Number 6

Topics Researched

Customer Stewardship Control - Foreign Brand Names - Organizational Identity
Doppelganger Brand Images - Customers' Return Requests - Innovations with Customers
Social Media (Virtual) Presence - Service Participation


Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?
Jeroen Schepers, Tomas Falk, Ko de Ruyter, Ad de Jong, & Maik Hammerschmidt


The Double-Edged Sword of Foreign Brand Names for Companies from Emerging Countries
Valentyna Melnyk, Kristina Klein, & Franziska Völckner


Mapping the Play of Organizational Identity in Foreign Market Adaptation
Julien Cayla & Lisa Peñaloza

How Doppelgänger Brand Images Influence the Market Creation Process: Longitudinal Insights from the Rise of Botox Cosmetic
Markus Giesler


Employees’ Decision Making in the Face of Customers’ Fuzzy Return Requests
Sijun Wang, Sharon E. Beatty, & Jeanny Liu


Creating Major Innovations with Customers: Insights from Small and Young Technology Firms
Nicole E. Coviello & Richard M. Joseph

Beyond the “Like” Button: The Impact of Mere Virtual Presence on Brand Evaluations and Purchase Intentions in Social Media Settings
Rebecca Walker Naylor, Cait Poynor Lamberton, & Patricia M. West


Do Customers and Employees Enjoy Service Participation? Synergistic Effects of Self- and Other-Efficacy
Chi Kin (Bennett) Yim, Kimmy Wa Chan, & Simon S.K. Lam


Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?
Jeroen Schepers, Tomas Falk, Ko de Ruyter, Ad de Jong, & Maik Hammerschmidt

New Concept: Customer Stewardship Control

This article introduces the concept customer stewardship control to the marketing field. This concept represents a frontline employee’s felt ownership of and moral responsibility for customers’ overall welfare. The concept of customer stewardship control is a more encompassing construct than customer orientation, which reflects a person’s focus on meeting customers’ needs.


http://www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of%20Marketing/TOCs/JMTOC_2012.6.aspx

Organizational Culture and Marketing - Research Papers Review

Organizational Culture and Marketing: Defining the Research Agenda
Rohit Deshpande and Frederick E. Webster, Jr.
The Journal of Marketing, Vol. 53, No. 1 (Jan., 1989), pp. 3-15


Maketing studies concentrated on consumer culture. But organizational culture is also important. This paper focuses on that.

Effect of Sales Promotion as a Tool on Organizational Performance - (A case Study of Sunshine Plastic Company)

1
Ibojo Bolanle Odunlami and
2
Amos Ogunsiji
1
Business Administration Department, Faculty of Social and Management Sciences,
Ajayi Crowther University, Oyo
2
Department of Accounting and Management Faculty of Management Sciences
Ladoke Akintola University of Technology, Ogbomosho.


Journal of Emerging Trends in Economics and Management Sciences (JETEMS) 2 (1): 9-13
© Scholarlink Research Institute Journals, 2011 (ISSN: 2141-7024)



The objective of this paper is to find out if sales promotion techniques to be adopted at a given time affect the company’s sales volume and also to look at the effect of sales promotion on organizational performance.

http://jetems.scholarlinkresearch.org/articles/EFFECT%20OF%20SALES%20PROMOTION%20AS%20A%20TOOL%20ON%20ORGANISATIONAL%20PERFORMANCE.pdf

Review: The changing landscape of supply chain management

The changing landscape of supply chain
management, marketing channels of
distribution, logistics and purchasing
Gregory T. Gundlach, Yemisi A. Bolumole, Reham A. Eltantawy and Robert Frank

Journal of Business & Industrial Marketing
21/7 (2006) 428–438

paper type: viewpoint

http://www.unf.edu/~ggundlac/pdfs/pub_14.pdf