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After initially positioning this paper within the broader mental health recovery literature, this paper aims to highlight the role that physical activity can play in promoting social inclusion and social recovery for those experiencing mental health challenges.

This conceptual paper draws together the limited, but growing, research on how physical activity can facilitate improved social inclusion and benefit an individual’s recovery.

For individuals suffering with mental health challenges, not being able to exercise their right to inclusion is concerning from a recovery perspective, because experiencing social inclusion is recognised as a facilitator of recovery. Initial research has demonstrated by embracing community inclusion and supporting initiatives such as physical activity programs, mental health services can better facilitate individuals’ journeys towards social inclusion and social recovery.

Future research should appreciate the interplay between inclusion, recovery and physical activity. Collaborating with individuals with lived experience, peer mentors and social prescribing teams to explore options for physical activity within local communities fosters empowerment, social inclusion and ensures interventions align with individuals’ preferences and needs.

Practitioners in health service and community settings should recognise the wide-ranging benefits of physical activity for individuals with mental health challenges, especially in terms of helping their social inclusion and social recovery.

This paper is unique in synthesising the mental health literature relating to social inclusion, social recovery and physical activity. Initial findings show promise, but more attention is needed to explore the relationship between these elements and how individuals experiencing mental health challenges can be supported using physical activity.

Negativity towards a brand is typically conceived as a significant problem for brand managers. This paper aims to show that negativity towards a brand can represent an opportunity for companies when brand polarization occurs. To this end, the paper offers a new conception of the brand polarization phenomenon and reports exploratory findings on the benefits of consumers’ negativity towards brands in the context of brand polarization.

To develop a conception of brand polarization, the paper builds on research on polarizing brands and extends it by integrating insights from systematic literature reviews in three bodies of literature: scholarship on brand rivalry and, separately, polarization in political science and social psychology. Using qualitative data from 22 semi-structured interviews, the paper explores possible advantages of brand polarization.

This paper defines the brand polarization phenomenon and identifies multiple perspectives on brand polarization. Specifically, the findings highlight three distinct parties that can benefit from brand polarization: the polarizing brand as an independent entity; the brand team behind the polarizing brand; and the passionate consumers involved with the polarizing brand. The data reveal specific advantages of brand polarization associated with the three parties involved.

Managers of brands with a polarizing nature could benefit from having identified a group of lovers and a group of haters, as this could allow them to improve their focus when developing and implementing the brands’ strategies.

This exploratory study is the first explicitly focusing on the brand polarization phenomenon and approaches negativity towards brands as a potential opportunity.

The purpose of this case study is to explore how a relatively economically insignificant business can gain and maintain access to a major supermarket chain on the other side of the globe in a world oversupplied with fine wines.

Based on the approach to case studies recommended by Lyons (2005), this case study is built on semi‐structured interviews with key informants, previous experience, observations, documentary and web resources, combined in a process of triangulation to ensure reliability and content validity.

The nature of the problems facing a small wine producer are described, followed by an account of how access to Tesco was achieved and maintained. Personnel with previous Tesco contact were found to be vital to gaining access. Providing exactly what the supermarket wanted, when it wanted it and with reliability to continue supply over time were found to be critical as was the role of the channel coordinator. Supplier/supermarket loyalty was able to survive opposition. Maintaining good relationships in the supply chain was supported at all levels by active participation of the supplier's principals, in all stages of the chain, both personally and in developing solutions to the supermarket's problems.

The case study describes the first successful export of wine from New Zealand to Britain for sale in Bag‐in‐Box containers and how this is far more efficient in “food miles”.