Background to 20072002 election performance was poor. The critical

decision for Labour Party strategists was whether to

at tempt an aggressive st rategy of market

development by appealing beyond its existing base to

challenge either the market leader (Fianna Fáil) or to

challenge its main rival for the role of challenger (Fine

Gael). The other option, which it chose, was the more

conservative strategy of seeking greater market

penetration.

The party strategists calculated that the potential of

its existing policies had not been exhausted and

judged that better vote management through a formal

pact with Fine Gael would maximise support. This

was in direct contrast to the 2002 strategy when it

adopted a more independent line and viewed formal

alliances as problematic. Labour strategists felt this

new strategy reflected voters assessment that in

practice there was no choice but Fianna Fáil

Before 2004 local elections, Pat Rabbitte had

approved a vote transfer pact with Fine Gael and this

was extended in the ‘Mullingar Accord’ in 2005. The

strategy was formulated to emphasise a clear

electable alternative to Fianna Fáil.

Strategy and CampaignCandidate SelectionThe Labour Party adopted a more centralised

candidate selection process through the Labour

Party’s Organisational Subcommittee (OSC). The

OSC would recommend the number of candidates for

selection at a convention. In addition the OSC

Chairperson and Party Leader could also add

candidates to the ticket once the election was called.

This occurred in Dublin South where Aidan Culhane

won the selection at convention, but Alex White was

nonetheless added to the ticket.

Working with the OSC, Labour established a

committee led by Dick Spring in 2005 to devise a

candidate strategy. The committee recommended

one-candidate tickets in most cases with exceptions

in seven constituencies where two candidates were

run in each. Notably this was the first time that

Labour ran candidates in every constituency since

1969. This had been attempted in 2002 but was not

successful due to lack of suitable candidates.

Notably none of the sitting Labour TD’s were

challenged.

0

5

10

15

20

TD Senator Councillor Electoral Experience New

Labour Candidates in terms of Political Experience

Political Marketing Labour Party 2007 General Election

Christopher Mehigan · MA Public Affairs & Political Communication · April 12, 2010 · Pg 1 of 3

This conservative approach to candidate selection

evidenced by not challenging any of the sitting TD’s is

further reflected in the breakdown of the political

experience of the Labour Party candidates. Only 5

out of the 50 candidates were new to the process. 40

of the candidates were either sitting TD’s, Senators or

local Councillors.

Communication ObjectivesSteps taken to outline a shared vision as well as clear

goals and responsibilities for the new alliance. In a

subsequent review of the media coverage of the

election campaign it emerged that Fine Gael Leader

Enda Kenny, and the Labour Party Leader Pat

Rabbitte were almost identical in terms of time and

effort invested in each topic. This shows that both

par t i es were cons is ten t l y on message in

communicating the vision, goals and responsibilities

of the campaign.

Particular effort was made to win the backing of party

members and to build a plan for realistic and

proportionate gains and risk-sharing. Labour

presented the strategy internally as a vehicle for

achieving more of its objectives, as it was the author

of more of the policies in the agreed programme and

its ranks contained more senior political figures with

ministerial experience - an important asset when

competence was being stressed. For its traditional

supporters it characterised the strategy as ensuring a

framework for a centre-left government to replace the

centre-right one in place.

Messaging was consistent, clear, and concise. Focus

was on the qualities and experience of the Labour

party and their candidates more so than particular

Economy Health EducationCrime Tax Housing

0%

20%

40%

60%

80%

Enda Kenny Pat Rabbitte

8%9%

14%14%

7%9%

12%8%

23%26%

12%11%

Media Coverage of 2007 Election Campaignpolicies. Labour was presented as a key element in a

change of government.

Campaign AnalysisCampaign Characteristics

1. No substantial revision of policies, relied instead

on existing policies.

2. Conservative candidate selection, although more

far reaching than previously.

3. Focus on communicating an elective alternative to

government.

4. Convincing public this is the right choice.

Applying the Lees Marshment theory of political

marketing to this leads us to conclude that the

political campaign best describes that of a Sales

Oriented Party. According to Lees Marshment the

characteristics of a political marketing campaign run

by a Sales Oriented Party include:

Christopher Mehigan · MA Public Affairs & Political Communication · April 12, 2010 · Pg 2 of 3

1977 1981 1982 (Feb) 1982 (Nov) 1987 1989 1992 1997 2002 2007

16 15 15 16

1215

33

1720 20

11.6%9.9% 9.1% 9.4%

6.5%9.5%

19.5%

10.4% 10.8% 10.1%

Labour Party Performance 1977 - 2007

• Attempt to persuade voters by using market

communication.

• Focus on selling, using hard persuasive techniques

that may mask weakness or problem areas. (Such

as the incompatibility of conflicting FG / Lab

policies)

• Try to make the voters want it, and what it offers,

rather than change its behaviour to suit what the

voters want. (Didn’t change, but tried to make

voters opt for an alternative government to FF)

• Research for advert isement and message

generation, but not product (candidate or policy)

design. (Conservative candidate selection, no

substantive policy reform)

% vote

Change since 2002

Seats Change since 2002

Fianna Fáil 41.6% +0.1% 77 -4

Fine Gael 27.3% +4.8% 51 +20

Labour 10.1% -0.6% 20 0

Green Party 4.7% +0.8% 6 0

Sinn Féin 6.9% +0.4% 4 -1

Prog. Democrats

2.7% -1.2% 2 -6

Others 6.7% -4.3% 5 -8

Total 100.0% 0 165 0

2007 ResultUnfortunately for Labour, the strategy of teaming with

Fine Gael appeared to benefit Fine Gael more so than

Labour.

Labour’s PerformanceMuch the same as the previous elections of the past

30 years.

Over the ten elections during the period 1977-2007,

Labour’s vote fell outside the 9-12 per cent band (and

its seats outside the band of 15 - 21, only twice. In

1987 it plunged to 6% of the vote, reducing seats to

12, and in 1992 it raised the vote share to 19 per cent

and won 33 seats. The remarkable stability suggests

a party that has found its level within the party

system, or, some would say, is stuck in a rut.

Upon taking over as leader in the late summer of

2007, Eamon Gilmore emphasised continuity of

philosophy, improved organisation and better

presentation of Labour’s existing values and policies

rather than a more fundamental reassessment.

Labours performance was neither bad enough to

prompt a root and branch self examination nor good

enough to lift it into the top division.

Vote Share Seats

Christopher Mehigan · MA Public Affairs & Political Communication · April 12, 2010 · Pg 3 of 3