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Young people in rural areas often face barriers when accessing participation opportunities in their municipalities. This affects their voices being heard and their ability to create change. Even though almost half the world’s population lives in rural areas, rural young people’s activism is often overlooked in the literature. In addition, when young people’s activism is explored in empirical research, conceptualisations of activism and methods are often not tailored to rural areas. This chapter, thus, adds to our understanding of young people’s activism in rural municipalities by drawing on a mixed methods case study including thirteen focus groups (FGs; n = 35) and a questionnaire (n = 106) with young people aged 13–17, and semi-structured interviews (n = 11) with teachers from one secondary school in a rural municipality in Germany. Five of the FGs were conducted and analysed by Year 10 students, adding unique insights into participants’ experience of activism. In this chapter, activism is conceptualised as one of the multiple dimensions of citizenship. Activism includes demanding systemic change, individually or collectively, which may include refusing to do things, aiming to prevent laws, raising awareness, and making consumer choices. Rather than being full-time activists, the young people in this study were engaged in only a few forms of activism, often carried out ad-hoc, part-time and in connection with other citizenship activities such as volunteering. Spaces for activism included online, the local municipality, everyday spaces such as the supermarket, and school. Participants experienced multiple barriers when engaging in activism including narratives of non-activist young people, age restrictions, power imbalances and few opportunities for creating change, particularly at participants’ school and in their municipalities.

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.

Escalation in the number of online food ordering platforms, along with extensive junk food marketing, lucrative offers and discounts, innovation in food flavors, and doorstep delivery of food, have triggered the consumption of high-calorie and unhealthy food products which pose serious threats to the health and future well-being of individuals by making them more obese. To date, several public policy frameworks have been developed to confront obesity; however, their efficacy seems debatable. Directionally, the objective of this study is to highlight the potential influence of “digital nudging” which aims at steering individuals in desired directions, at the same time delimiting their freedom of choice. The study also establishes the effectiveness of digital nudges promoting a healthy lifestyle by steering individuals toward healthier food choices. The author strongly believes that this conceptual perusal will offer immense inputs to healthy food marketers and researchers alike in addressing the matters of obesity. Addressing the menace of obesity calls for joint efforts of the government, the public, researchers, and more specifically food product manufacturers/marketers who should incorporate healthier food options into their portfolios. E-tailers are also urged to adopt such practices in virtual markets and promote healthier food options to effectively tackle obesity.

This chapter will develop an understanding of what the logical conclusion of having English football clubs primarily existing as businesses: namely, those instances where clubs are treated not as community institutions but as any other business with set assets that can be disposed of at a profit. There is an unfortunate history of clubs being owned based on the value of the assets they possess (such as their stadium or training), a trend that has only seemed to accelerate in recent decades. The various forms asset stripping takes can be explored by examining what happened to clubs like Blackpool FC and Wimbledon FC, as well as many others. This chapter is an exploration of what happens when the entity that fans assume is something more than a business is dismantled for profit, the harshest of reality checks, and a reminder that football clubs in these contexts are little more than business assets.