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Building local capacity to protect public health and promote social justice with stigmatized populations disproportionately at risk of HIV infection is difficult regardless of context. The purpose of this paper is to document an international collaboration's approaches to integrate sexual rights and community legal education into two HIV online peer outreach and prevention (OPOP) programs in Chiang Mai, Thailand.

This paper documents an international collaboration's approaches to integrate sexual rights and community legal education into two HIV online outreach and prevention programs (OPOP) in Chiang Mai, Thailand. The project's goal was to increase access to justice alongside HIV prevention and education.

The paper illustrates how a clinical legal education (CLE) externship clinic can provide an opportunity for law students and advocates for justice to make an authentic contribution to assisting others, very different from themselves, in overcoming legal injustices in Thailand.

The paper argues that the CLE externship clinic provides a productive framework for designing e‐democracy initiatives with future lawyers and advocates for justice to achieve a greater understanding of and synergy with the dynamic relationships between academic knowledge and its practical application to the legal and justice issues that will arise in the diverse communities they may work in the future. Furthermore, the paper also argues, that to improve e‐democracy, equity and social justice, practitioners now need to acknowledge that technology is part of a suite of resources when it comes to HIV prevention and promoting human, legal and sexual rights, it is not simply the solution.

A paucity of literature considers a growing trend within the retail space whereby franchise companies and their franchisees market and sell products and services across multiple channels, including company‐owned retail stores. This case study aims to explore the processes used to support the customer experience, the control mechanisms that are in place, and the channels by which these customer‐company interactions occur.

A qualitative approach employing an adaptation of the grounded theory method for data collection, coding, and analysis was used and this study specifically focused on an international van‐based service franchise during the integration of the franchise company's service into the retail brick‐and‐mortar locations of the parent company. Participants included retail employees of the parent company, franchise company support staff, franchisees, and third‐party call center agents working for the parent company.

Findings suggest a relationship exists between the alignment of the internal factors of the customer relationship management (CRM) experience (e.g. people, processes, and technology) and the relative strength or weakness of each external factor (e.g. customer, company, and competition). Moreover, it is postulated that weaker customer‐centric service results in greater misalignment of internal factors and leads to larger service variability, or sub‐optimized CRM.

The unique contribution of this research is the juxtaposition of the disparate marketing approaches of the parent company and franchisees and the subsequent impact on CRM efforts of the company. A conceptual model of internal and external factors of the CRM experience is presented.