List of figures |
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xiii | |
List of tables |
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xiv | |
List of boxes |
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xv | |
About the authors |
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xvii | |
Acknowledgements |
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xix | |
1 Introduction to political marketing |
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1 | (16) |
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The basic components of political marketing |
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2 | (6) |
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2 | (1) |
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3 | (1) |
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3 | (2) |
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Political marketing functional tools |
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5 | (1) |
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Political marketing approaches |
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6 | (2) |
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Why marketing, communication and politics students should study political marketing |
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8 | (3) |
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Researching and teaching political marketing |
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11 | (3) |
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Political marketing and the disciplines of political science, communication and marketing |
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11 | (1) |
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Political marketing research philosophy: Pragmatism |
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12 | (1) |
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Barriers to researching and teaching political marketing |
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13 | (1) |
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14 | (1) |
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15 | (1) |
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15 | (1) |
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15 | (2) |
2 Political strategy |
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17 | (36) |
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18 | (2) |
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20 | (5) |
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Market- and sales-oriented strategies |
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25 | (8) |
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Incomplete and short-lived market-oriented parties |
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31 | (1) |
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Critiques of the Lees-Marshment Market-Oriented Party Model |
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32 | (1) |
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The Market-Oriented Politics Model applied to institutions |
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32 | (1) |
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33 | (2) |
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Strategy and the environment |
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35 | (1) |
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Measuring political strategy |
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36 | (1) |
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Implementing political strategy |
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37 | (3) |
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Factors that hinder strategy implementation |
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37 | (1) |
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Positive influences that aid strategy |
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38 | (2) |
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Political strategy in the workplace |
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40 | (2) |
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42 | (1) |
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43 | (1) |
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43 | (1) |
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Case Study 2.1 The failure of Blairism and the limits of market-orientation |
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44 | (2) |
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Democratic Debate 2.1 A divided nation - a consequence of exaggerated marketing? The case of the Czech Republic |
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46 | (3) |
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49 | (4) |
3 Political market research |
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53 | (33) |
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Context: The political market and the political consumer |
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54 | (3) |
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The decline in traditional patterns of political behaviour |
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54 | (1) |
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55 | (1) |
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Political consumer behaviour |
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56 | (1) |
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Political market research tools |
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57 | (1) |
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58 | (6) |
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Segmenting and profiling the market |
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59 | (3) |
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62 | (1) |
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Limitations of micro-targeting |
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63 | (1) |
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64 | (3) |
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64 | (1) |
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Co-creation and deliberative market research |
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65 | (2) |
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Other political market research tools |
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67 | (2) |
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Informal low-cost political market research |
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67 | (1) |
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67 | (2) |
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How political market research is used |
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69 | (1) |
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Limitations to the influence of political market research |
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70 | (1) |
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71 | (1) |
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72 | (2) |
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74 | (1) |
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74 | (1) |
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Case Study 3.1 Big data analytics, technology, electoral choice and political marketing in 2017 Kenyan elections |
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75 | (3) |
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Case Study 3.2 Little data: Using social media to gain market research and inform campaign strategy at local government level |
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78 | (2) |
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Democratic Debate 3.1 The ethical issues around big data in politics |
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80 | (2) |
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82 | (4) |
4 Political branding |
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86 | (32) |
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Core principles of effective political brands and brand equity |
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87 | (1) |
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Branding political leaders and candidates |
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88 | (5) |
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Political brand personality |
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89 | (1) |
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Authenticity and integrating the candidate's own personality |
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90 | (1) |
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Utilising party brand heritage |
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91 | (1) |
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Communicating the leader and candidate brand |
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91 | (1) |
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Associative political branding with refreshments and sports |
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92 | (1) |
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Leader and candidate brand delivery |
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92 | (1) |
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Differentiating the brand of deputy leaders |
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92 | (1) |
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93 | (5) |
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Principles of successful party branding |
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93 | (2) |
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Party brand equity in campaigning and government |
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95 | (2) |
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97 | (1) |
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Party brand consumer perception |
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97 | (1) |
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Political branding and movements |
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98 | (1) |
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Policy, government and programme branding |
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98 | (1) |
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99 | (2) |
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Challenges with nation and city branding |
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100 | (1) |
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Maintaining and rebranding political brands |
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101 | (2) |
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Decontaminating negative brands |
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101 | (1) |
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Internal stakeholders and rebranding |
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102 | (1) |
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Market-research-informed reconnecting in government |
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102 | (1) |
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Political branding in the workplace |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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105 | (1) |
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Case Study 4.1 The success of Brand Trudeau in 2015 through clear, consistent messaging at a time for change |
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106 | (2) |
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Case Study 4.2 The (half a) million-dollar slogan: Auckland Council's branding of Auckland City against Needham's criteria for successful brands |
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108 | (2) |
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Case Study 4.3 How to sell a U-turn to get re-elected: The case of Syriza from a political branding perspective |
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110 | (2) |
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Democratic Debate 4.1 Trump's political branding: Expanding the participation of an underserved market? |
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112 | (2) |
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114 | (4) |
5 Internal political marketing |
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118 | (34) |
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118 | (11) |
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Understanding volunteer demands |
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120 | (2) |
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Creating volunteer-friendly organisations |
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122 | (2) |
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Communicating with volunteers |
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124 | (1) |
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Viewing volunteers as part-time political marketers |
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125 | (4) |
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129 | (4) |
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Relationship marketing within political parties and campaigns |
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133 | (3) |
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136 | (2) |
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Managing political marketing staff and resources |
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138 | (1) |
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Central versus local versus volunteer control |
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139 | (2) |
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The dangers that supporters bring |
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140 | (1) |
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Internal political marketing in the workplace |
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141 | (1) |
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141 | (2) |
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143 | (1) |
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143 | (2) |
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Case Study 5.1 Who calls the shots? How centralising power improved NZ Labour's success at the 2017 election |
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145 | (2) |
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147 | (5) |
6 Broadcast political marketing communication |
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152 | (31) |
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Marketing communication of candidates |
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153 | (1) |
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154 | (4) |
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Research-led campaign communication |
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154 | (1) |
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Market-oriented advertising |
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155 | (1) |
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156 | (1) |
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157 | (1) |
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157 | (1) |
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158 | (5) |
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158 | (1) |
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159 | (2) |
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161 | (2) |
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163 | (1) |
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163 | (2) |
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165 | (1) |
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166 | (1) |
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Integrated marketing communications |
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167 | (1) |
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Political marketing communications in the workplace |
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168 | (1) |
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169 | (2) |
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171 | (1) |
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172 | (2) |
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Case Study 6.1 Targeting neglected voter groups online: The 2016 Hillary Clinton campaign and Americans with disabilities |
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174 | (2) |
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Democratic Debate 6.1 Political consultants' ethics of conviction |
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176 | (2) |
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178 | (5) |
7 Relational political marketing communication |
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183 | (28) |
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183 | (6) |
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Principles of effective e-marketing |
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183 | (2) |
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Two-way and user-generated relational e-marketing |
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185 | (1) |
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Participatory e-marketing |
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186 | (1) |
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E-marketing by challengers and social movements |
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187 | (2) |
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189 | (3) |
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Interactive and responsive leadership communication |
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192 | (5) |
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Voter responsibility communication |
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197 | (1) |
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197 | (2) |
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Political marketing relational communications in the workplace |
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199 | (2) |
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199 | (1) |
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200 | (1) |
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Public/community engagement officer |
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200 | (1) |
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200 | (1) |
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201 | (1) |
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202 | (1) |
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202 | (1) |
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Case Study 7.1 Communicating contemporary market-oriented governing leadership: Justin Trudeau 2015-2017 |
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203 | (3) |
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Democratic Debate 7.1 The varied implications of relational political marketing communication |
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206 | (2) |
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208 | (3) |
8 Political delivery marketing |
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211 | (29) |
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212 | (2) |
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The constraints of government |
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212 | (1) |
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Political consumer perception of delivery |
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213 | (1) |
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214 | (3) |
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Making precise promises or pledges |
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214 | (2) |
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Connecting expectations to outcomes |
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216 | (1) |
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Reassuring voters about the potential costs and benefits of proposed policies |
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216 | (1) |
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Building a reputation for managing delivery |
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217 | (1) |
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Communicating delivery challenges |
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217 | (1) |
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Making delivery happen in power |
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217 | (3) |
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217 | (1) |
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218 | (1) |
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Delivery by minority governments |
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218 | (2) |
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220 | (1) |
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Managing problems in delivery |
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220 | (1) |
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Communicating delivery progress and success |
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221 | (5) |
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221 | (1) |
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221 | (1) |
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Showing progress if not completion |
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222 | (1) |
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Conveying the benefits of policies |
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222 | (1) |
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Giving voters credit for delivery |
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222 | (1) |
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223 | (1) |
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Reminding voters of achievements and harvesting a reputation for delivery |
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223 | (1) |
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Communicating delivery in coalition |
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224 | (1) |
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Communicating mayoral and individual politicians' delivery |
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224 | (2) |
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Political marketing delivery in the workplace |
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226 | (1) |
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227 | (1) |
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228 | (1) |
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229 | (1) |
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Case Study 8.1 The importance of communicating delivery: A case study of Justin Trudeau's government |
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230 | (2) |
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Case Study 8.2 Delivering as the Mayor of Auckland: Phil Goffs first year |
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232 | (3) |
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Democratic Debate 8.1 Canada's Liberal Government as delivery devotees |
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235 | (2) |
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237 | (3) |
9 Conclusion: Political marketing practice and ethics |
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240 | (25) |
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Political marketing in practice |
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240 | (11) |
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241 | (2) |
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243 | (2) |
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245 | (1) |
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Communicating in practice |
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246 | (5) |
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Political marketing and ethics |
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251 | (5) |
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The ethical issues from political marketing, and potential rebuttal |
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251 | (1) |
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Using political marketing unethically |
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251 | (3) |
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Using political marketing ethically |
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254 | (2) |
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256 | (1) |
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Democratic Debate 9.1 The Brexit Referendum and the limitations of consumer choice in political decisions |
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257 | (2) |
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Democratic Debate 9.2 Political marketing and unfair competition in politics |
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259 | (2) |
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261 | (4) |
Index |
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265 | |