First Published: 20 October, 2026
We asked members of the Marketing Association’s Thought Leader Groups to share what the election means for their sectors. Their perspectives reveal some common pressures: slower decisions, greater scrutiny of spending, and the challenge of keeping customers engaged while businesses wait for clarity. But the picture varies, from crowded advertising channels to cautious corporate buyers and consumers still willing to spend on the right technology.
Retail: choosing your moment
For Adnan Khan, Managing Partner, Stitch, the election adds pressure to an already competitive advertising calendar.
“Election spend lifts auction prices, but it's not the real squeeze. With the vote on 7 November, political ads stack straight onto the Black Friday and Christmas rush, when Meta and Google CPMs climb sharply. Smart retailers wait it out, then create their own moment once costs settle.”
Khan also highlights competition from global marketplaces with much larger budgets. His suggestion: strengthen owned channels such as email, SMS and loyalty, and preserve paid advertising budgets for when the seasonal rush eases.
Agriculture and food: watching the policy signals
For agricultural and food marketers, the implications extend across the operating environment, as one of our industry marketers explains.
“The New Zealand election matters for agricultural and food marketers because government policy can influence farming profitability, environmental regulation, trade access, rural investment, workforce availability and consumer confidence. Understanding election outcomes helps marketers anticipate changing customer needs, adjust messaging, identify emerging opportunities and risks, and align strategies with the evolving operating environment.”
Wellington: preparing for what comes next
In the capital, caution comes with an emphasis on preparation. Denelle Joyce, Chair, Thought Leader Group, Marketing Association, describes a city keeping its plans ready.
“In Wellington, government agencies are planning but holding back on proactive campaigns ahead of the election, with activity likely to slow further closer to polling day. Post-election, it’ll take time for new priorities to flow through. So for now, Wellington is doing what Wellingtonians do best: being cautious, thinking deeply, innovating and preparing for the post-election wind-up.”
B2B: delayed decisions and longer buying cycles
Sobia Mughal, Sr Marketing Manager, Workday, sees hesitation affecting the timing of significant commitments. Her advice is to stay close to buying groups and prepare for decisions to restart.
“Government agencies, councils and health entities slow down during the pre-election period. Coalition talks can drag into December. Meanwhile, Kiwi CFOs hold off on big commitments until the policy and budget picture settles. Deals don't die. They slip to Q1 or Q2.
“So what? Expect a thin Q4 pipeline, then a rush in the new year. Don't go quiet. Keep nurturing buying groups so you're top of mind when decisions restart. Tighten your business case around cost, productivity and risk, because scrutiny will rise. Lock in your Q1 events and campaigns now.”
Consumer technology: interest needs a reason to become action
A senior retail marketer describes a mixed picture within retail technology and appliances. Customers are taking more time over some purchases, while innovation continues to attract spending.
“The key shift is that bigger-ticket categories — such as large kitchen appliances and televisions — are becoming more considered purchases. Customers are spending more time evaluating brands and models online and in store, but this increased engagement is not yet converting into sales.
“By contrast, new technology — particularly new game releases and new smart phones — continues to drive strong demand.
“This points to a need for stronger reasons to buy, using timely events and clear use cases to help convert consideration into purchase.”
Marketing strategy: the fundamentals hold
Mike Kotlyar, Director, Marketing Strategist, @consult, offers a reminder that the commercial expectations of marketing extend beyond the election cycle.
“The election brings uncertainty, potentially influencing consumer confidence, business investment and spending decisions. Marketers must remain agile, understand changing customer sentiment and anticipate policy impacts. More importantly, they need to demonstrate marketing's commercial value, protect investment through measurable outcomes and balance short-term performance with long-term brand building.”
For Purpose: keeping the message heard
For organisations seeking partnerships and support, the slowdown is familiar. Annabel Lush, Head of Operations, Blood Cancer NZ, captures the frustration of maintaining momentum through another election cycle.
“Every election cycle brings the same challenge for the For Purpose sector: a six-month slowdown as businesses hesitate to commit to new partnerships or campaigns. We work hard to get our messages heard by politicians across all parties, despite the vague commitments and ducking for cover. And 2026 is no different.”
Health technology: keeping an eye on policy
Mari Taylor, Brand and Content Lead, Medtech Global, describes a sector where business continues, while potential policy changes prompt caution around marketing commitments.
“As a business in the health technology sector, we keep a close eye on the election. It doesn't stop business, but we're more cautious about major marketing spend and campaign decisions in the lead-up, as a change of government can shift health policy, funding and priorities, which may change those decisions.”
Together, these perspectives suggest a mood of caution, alongside a determination to keep moving. The practical responses differ by sector, but a shared task emerges: maintain relationships, make the value clear and prepare for the moment when customers and partners are ready to act.
Author: Adnan Khan, Denelle Joyce, Sobia Mughal, Mike Kotlyar, Annabel Lush, Mari Tayor, 20th October 2026
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