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This article investigates the impacts of the 2015 New Zealand (NZ) All Black rugby test match with Manu Samoa in Samoa: the 'Game that stopped two nations' (henceforth referred to as 'the Game'). Outlining key concepts as well as events and experiences surrounding the Game, this paper reflects on how the Game aligns with the Sustainable Development Goals as well as NZ's current Pacific Reset Agenda, an agenda which aims to increase understanding, friendship, mutual benefit, collective ambition and sustainability (Ministry of Foreign Affairs and Trade, 2017). A Likert‐styled questionnaire, a 15‐category ranking exercise, semi‐structured interviews, analysis of relevant media and other sources, informal discussions and participant observation help to provide insights into how sport for diplomacy and development functions. The Game was viewed as providing an opportunity for income generation, most participants felt excited to have shared in the experience, and many were hopeful as to what this might mean for future NZ/Samoan relations. However, we argue that, overall, this event represented a missed opportunity. If sport diplomacy events are to authentically contribute to diplomatic and development goals, more needs to be done to create meaningful and enduring engagement. [ABSTRACT FROM AUTHOR]

The paper examines the value-generating strategies used in some of New Zealand's primary activities in a rapidly changing trading context in which the countries of East Asia increasingly figure. These strategies range from scaling up volume, with a consequent conspicuous impact on rural landscapes, to innovative value-enhancing relationships linking producers, processors and consumers in processes which value landscapes for the contribution they make to provenance stories. Our argument is that higher-value strategies are necessarily more intensely collaborative and involve a pursuit of engaged relationships, especially between onshore producers and manufacturers and consumers at a distance. We term this collaborative form of strategising as 'the relationships economy'. We illustrate our argument using two case studies, dairying and merino. While there are great differences in scale between them, and dairying focuses significantly on volume-generating capacity, there are players in dairying who are adopting higher-value relationships-based approaches similar to those developed in the merino industry. The common thread connecting the case studies is that of intentional enactment, which echoes earlier periods in New Zealand's trading history when considerable work was undertaken by industry participants to create new markets for primary products. [ABSTRACT FROM AUTHOR]