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The Economist Group Announces Online International Franchise Fair

The Economist Group Announces Online Franchise Fair

The Economist Group recently announced plans for an online international franchise fair, slated to run March 24 & 25, to connect prospective entrepreneurs with franchise opportunities in the U.S. and abroad. Organized by the famous magazine publisher's new Online Fairs division, the virtual franchise convention will showcase major brands from across the $700 billion franchise industry.

According to event organizers, currently confirmed franchise concepts include (but are not limited to):

Simulating a traditional franchise convention, the web-based event will be presented through a series of virtual booths, allowing attendees to chat directly with franchise representatives, attend information sessions, watch live webinars, and network with fellow participants in real time. The emphasis is on convenience and access: prospective franchisees will be able to log in at any time during the event, target the most relevant information, and quickly connect with the franchise concepts that pique their interest.

“This fair is an essential event for those looking to invest in a franchise or expand their current ownership,” explains Isaac Showman, Vice-President and Head of Online Fairs for The Economist. “It provides a unique opportunity for attendees to communicate directly with franchisers, and to explore their options all in one place.”

The concept of a virtual franchise show isn't entirely novel -- there are organizations that run several such events each year -- but marrying the online trade show model with an international business brand of The Economist's stature presents a potent and compelling combination. It's no shock to see the quality of the franchise systems taking part, and we anticipate a heavy turnout of attendees to match.

Participants may learn more and register for the event, free of charge, by visiting The Economist's International Franchise Fair sign-up page.

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These are difficult decisions. The solutions are not clear cut from a business or from a legal perspective. It is critical that a company in this position work with qualified counsel to identify an alternative that will have a reasonable basis for an exemption and still make sense from a strategic perspective. The balance of this chapter will look at the many alternatives currently being tested by many U.S. and oversees companies. As you can see, the lines of demarcation are not always clear. The differences between many of these alternatives may in fact be in name only. Some of these concepts are truly innovative and have not been truly tested by the courts or the regulators. In these borderline cases, a regulatory “no-action” letter procedure is strongly recommended. Other concepts are not very innovative at all and merely borrow from long-recognized and analogous legal relationships such as chapter affiliation agreements in the non-profit arena or network affiliation agreements in radio and television broadcasting.