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This study explores the relationship between brand image and brand equity in the context of sports sponsorship. Keller's (1993, 2003) customer-based brand equity models are the conceptual inspiration for the research, with Faircloth, Capella, and Alford's (2001) conceptual model – adapted from the work of Aaker (1991) and Keller (1993) – the primary conceptual model. The study focuses on the sponsorship relationship between the New Zealand All Blacks and their major sponsor and co-branding partner, adidas. The sporting context for the study was the 2003 Rugby World Cup held in Australia. Data were collected from two independent samples of 200 respondents, utilizing simple random sampling procedures. A bivariate correlation analysis was undertaken to test whether there was any correlation between changes in adidas' brand image and adidas' brand equity as a result of the All Blacks' performance in the 2003 Rugby World Cup. Results support the view that Keller (1993, 2003) proposes that brand image is antecedent to the brand equity construct. Results are also consistent with the findings of Faircloth et al. (2001) that brand image directly impacts brand equity.

Despite nearly universal agreement that ultra‐premium California wines have reached a quality level which is on a par with the world's best, these wines have not captured the hearts and minds of many traditional buyers of the best wines in the international marketplace. These California wines face several competitive disadvantages — the lack of a sustained track record over a long period of time; comparatively small production levels; the lack of an established pecking order; and, a less‐than‐optimal distribution system, among other factors. As a result, brand equity of California ultra‐premium wines has suffered. This paper modifies and extends the paradigms of both Aaker and Keller by specifying a brand equity model that captures the dimensions of brand equity for ultra‐premium California wine producers. Evaluating current marketing practice against the derived model, the authors suggest marketing strategies and tactics that may permit ultra‐premium California wines to overcome many of their competitive disadvantages with the objective of enhancing brand equity.

Through the 1960s and early 1970s, Schlitz beer was a strong number‐two beer brand supported by the well regarded gusto campaigns, such as the “You only go around once in life—so grab all the gusto you can.” In the mid‐1970s, Schlitz converted to a fermentation process that took four days instead of 12 and substituted corn syrup for barley malt to gain a strategic cost advantage. The result was a beer that became flat or cloudy after time on the store shelf; Schlitz developed an image of being a “green” beer with “cheap” ingredients.

The attitudes and perceptions of New Zealanders toward current consumerism issues are outlined and compared with four other countries. Many of the opinions expressed are critical of the existing practices of business and appear to be common in the other four countries. The theory of consumer product life cycle suggesting the development of national consumer movements was not supported by the data obtained in New Zealand.

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