Marketing in a crisis: lessons from the “COVID election” in New Zealand

Abstract

PurposeThis paper aims to identify both the traditional and novel forms of marketing behind New Zealand Prime Minster Jacinda Ardern’s landslide victory in the 2020 New Zealand General Election during the COVID-19 pandemic.Design/methodology/approachThis research analysed both qualitative and quantitative data, including over 70 primary sources, the perspectives of practitioners, polling and data from surveys with over 450,000 respondents. The qualitative data was analysed interpretively against established theoretical concepts, whereas the quantitative data was analysed through descriptive statistics.FindingsThis research found that COVID-19 drastically changed what the public prioritised, allowing Ardern and Labour to position themselves as guardians of government stability, while camouflaging previous delivery failures. Labour also used a more emergent market-oriented and “polite” populist political marketing strategy.Research limitations/implicationsWhile the survey data used is not a perfect sample of the population, it is the largest public opinion survey in New Zealand and, given its convergence with other sources, provides valuable insights into political marketing during a crisis more broadly.Practical implicationsThis research reinforces marketing’s most important aspect; the market should drive action. How decision makers respond to the market should depend on the environment. Thus, up-to-date market research becomes even more important during a crisis, as the environment changes rapidly. This leaves prior assumptions obsolete and implies strategy needs to be adaptive. Additionally, greater public attention provides governing leaders with the opportunity to present a more well-rounded leadership image.Originality/valueTo the best of the authors’ knowledge, this is the first research to look at marketing while in government and election campaigning in the context of successful management of a global pandemic.