Relationship Marketing and the Political Process

Abstract

This paper attempts to apply Relationship Marketing Theory to the political arena. Contrasts between traditional Management School of thought and the Relational School are drawn. A typology of political relationships is induced from primary ethnographic research. Relationships are a fundamental asset of an organisation. Political parties need to acknowledge the importance of nurturing and developing a variety of relationships as a long-term strategic imperative. Crucially, relationships are predictive of behaviour and are less likely to volatile swings (Gordon, 1998). With voter volatility and electoral inactivity increasing, enhancing and developing mutually beneficial relationships with supporters and potential supporters appears appealing. Relationships are fluid and dynamic rather than being static. Relationships can develop and become stronger or they may then erode and weaken. However, as long as the relationship remains above a critical threshold, transactions may continue. A critical incident may occur that causes specific behavioural changes that will affect the nature and level of electoral transactions. These critical incidents can be either positive or negative and may have an impact on relational development or erosion.