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Alain Bouchard was born in 1949. He bought his first convenience store in 1978, when he was almost 30 years old. By then, he already had nearly 10 years of experience in the sector. He had already been involved in the start-up of more than 200 convenience stores. He understood that if he was to transform his newly acquired store into a chain and build something big, he needed to set up a team of people with complementary skills to help him make acquisitions.

In 2023, there are roughly 15,000 convenience stores operating under the Circle K/Ingo/Couche-Tard banners, employing 130,000 people in more than 30 countries. Annual sales are more than US$60 billion. Alain Bouchard officially retired from his position as President and CEO in 2014 and became Founder and Executive Chairman of the Board. He continues to be a major shareholder. He is still actively involved in strategic orientations and in identifying potential acquisitions. He has become a ‘Chief Culture Officer’ involved in executive leadership mentoring. He has never stopped communicating the importance of innovative, creative and intrapreneurial behaviour at all levels of the enterprise.

This case study presents Alain Bouchard, the man and the entrepreneur. It shows how he learned and mastered the craft of starting, acquiring, managing and developing convenience stores. It looks at how he encouraged the people around him to act as facilitators and intrapreneurs. It describes his values, how he works and learned to live with risk.

In conventional discourses on sustainability, the relationship between economics and ecology is central. A number of nations' economies benefited from responsible tourism following these conferences. By supporting local businesses and attractions, ‘green’ tourism helps communities achieve their natural and cultural objectives while also preserving their limited resources. In terms of sustainable travel, Kerala was an early leader. This study looks at RT initiatives in various stages, with an emphasis on green tourism's sustainable responsible travel practises. The green economic development bottom line method was used for this descriptive research. These results highlight the difficulties inherent with RT implementation. Our review of secondary data shows that the first rollout of RT was unsuccessful, but that subsequent stages showed great promise. In order to create sustainable tourism on a worldwide scale, the study also highlights the necessity for more research in other culturally distant places.

Since the end of the twentieth century a movement has been observed, both in geography of tourism and in fashion, spreading to districts located on the outskirts of cities. This is the case of Château Rouge, located in the 18th arrondissement of Paris. For years considered as a “no-go-zone,” the district is now experiencing parallel phenomena of “off-the-beaten-tracks” tourism and fashion development. This chapter analyzes the processes and actors behind the expansion of the tourism perimeter and the diversification of fashion venues, as well as the implications of these developments for the city of Paris.

Involving residents in planning for sustainable tourism can help gain their support. This chapter examines residents' support for tourism development in Al-Juhfa Village, Saudi Arabia. It identifies three ways to gain residents' support. The first is inclusion of residents' heritage and agricultural activities in tourism planning, the second is development of infrastructure and tourism facilities that benefit locals, and third the empowerment of destination residents. Inclusion of these in the masterplan will strengthen resident support for tourism development. Recommendations for policymakers and destination managers on developing local attractions and strategies for empowering resident are provided.