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This paper aims to augment traditional investigations of consumer‐brand relationships and suggest alternative ways to consider these interactions. Specifically, the paper employs consumer associative networks for the purpose of uncovering how various stakeholders perceive the Pharmacy Guild of New Zealand brand subsequent to the implementation of a programme designed to enhance consistency of its brand.

The paper utilises semi‐structured interviews in a focus group setting to solicit attitudes, opinions and general feedback regarding a new service concept called the Supporting Independent Living (SIL) Program, recently developed by the Pharmacy Guild of New Zealand (PGNZ). Results are interpreted utilising community branding and network approaches, such as associative network theory.

The importance of utilising an associative network approach in investigating brand‐customer relationships is supported. This helps to identify the relationships between firms and their brands and the impact that this has on the brand development of existing, or newly‐created services.

The managerial implications include the suggestion of using a stakeholder approach once the SIL concept is fully operational; particularly focusing on how the brand association information is flowing back to the PGNZ parent brand and how various stakeholders (based on their salience) perceive their relationship with the brand.

The purpose of this paper is to identify and illustrate those factors that influence successful implementation of major strategic change drawing on the example of a joint venture between two small firms in the health technology sector.

The methodological approach involves a selective review of the strategic change implementation literature in conjunction with personal reflections on the part of the lead author regarding his involvement in the development and first year of operations of this joint venture.

The authors provide an illustration of the sorts of factors that influence major strategic change implementation from the literature integrated with the findings from the focal joint venture in developing a taxonomic framework and several propositions with accompanying managerial action points to help guide the development and management of a small joint venture as one example of major strategic change implementation.

The paper provides managers with a framework that identifies the sorts of issues that need to be considered when implementing this type of major strategic change.