A parent dies. The house has to be sold, accounts must be located, and siblings who thought they understood the family’s plans discover they had very different expectations. One person believes a promise was made years ago. Another questions the choice of executor. Even a modest inheritance can expose tensions that families have avoided discussing for decades.

Those are the problems trusts and estates attorney Don Ford, Managing Partner at Ford + Bergner LLP, has been warning families about for years. In March 2020, just before the pandemic, Ford spoke to roughly 300 Texas trusts and estates attorneys about the approaching transfer of Baby Boomer wealth. Six years later, the numbers have grown, but the everyday question is unchanged: are the people who will inherit prepared for the decisions, responsibilities and relationships that come with it?

Cerulli Associates projected in 2025 that approximately $124 trillion in U.S. household wealth will change hands through 2048, with about $108 trillion going directly to heirs. The same firm estimates that Generation X will receive roughly $1.4 trillion annually on average over the next decade, even as Millennials stand to inherit more over the longer term.

A separate UBS Global Wealth Report issued in June 2025 projected more than $83 trillion in transfers across the markets it studied over the next 20 to 25 years, including approximately $74 trillion between generations and $9 trillion between spouses. Its forecast includes more than $29 trillion in the United States. The UBS and Cerulli estimates use different populations and methods, so they are not competing measures of the same pool of wealth.

The figures are enormous. The family conversations behind them are often conspicuously small. Wells Fargo’s October 2026 Wealth Transfer Study surveyed 817 affluent Baby Boomer parents and 787 adult children from families with at least $1 million in investable assets. Sixty-one percent of the adult children reported negative family experiences involving inherited wealth, compared with 29% of parents. Such experiences included hurt feelings, disputes over fairness, estrangement and litigation. Nearly half of adult children, 49%, worried inheritance discussions could cause conflict, compared with 20% of parents. Yet just 21% of parents reported detailed estate-plan conversations with their children.

The knowledge gap was just as revealing. Although 93% of parents said they knew how much they expected to transfer, only 54% of adult children said their parents had told them how much they were likely to inherit. Twenty-two percent of adult children did not know whether they had been named an executor or trustee, or granted powers of attorney. Those numbers describe affluent families, not the entire country, but they expose a practical weakness that can surface at almost any wealth level.

Ford has seen how quickly a parent’s wishes can become a source of conflict when those wishes are not recorded clearly. In one estate dispute he describes, adult children who had grown up together became embroiled in litigation after their father’s death. The disagreement exposed a gap between what the parent had expected and what his estate documents actually established. The family’s wealth was substantial, but the underlying problem was familiar: relatives could not agree on what the deceased had intended.

“I did not know him personally, but every account of this man tells me that he was a truly kind, generous, hard-working, and well-intentioned man,” Ford wrote of the father. Good intentions, he argues, cannot resolve an inheritance dispute once family members begin interpreting them differently.

For ordinary households, the same questions arise over a longtime family home, sentimental possessions, retirement savings, life insurance proceeds and responsibility for an aging relative. A will may say who receives an asset, but families also need to know who has authority to act, how expenses will be paid, whether property must be sold and what happens if an heir objects. Beneficiary designations and jointly owned accounts can operate differently from a will, making a coordinated review especially important.

Misunderstandings are not confined to wealthy families. One child may expect to inherit the home because they helped care for a parent; another may expect an equal share of its sale proceeds. Without explicit instructions, both can feel betrayed. Ford’s emphasis is on identifying those expectations while the person making the estate plan can still address them.

Ford’s first recommendation begins before the legal paperwork: “Realistically and objectively consider your beneficiaries’ skills, talents, weaknesses, and relationships with each other.” An adult child who struggles with money may need a different inheritance structure from a financially experienced sibling. A family member who cannot cooperate with others may be a poor choice to administer an estate. Treating children fairly does not always require assigning them identical responsibilities.

His second recommendation is more demanding than leaving a folder of documents: “Teach the next generation! Do not cross your fingers and hope for the best when you are gone. Equip them over a long period of time with the knowledge and ability to successfully take the reins.” That education can start with practical matters: where important records are kept, how bills are paid, whom to contact, how a trust works and what tax or maintenance obligations accompany inherited property.

Research suggests families frequently stop short. In RBC Wealth Management’s May 2025 survey, 89% of Baby Boomers considered inheritance discussions important, but only 39% had given heirs guidance about their intentions. Just 17% said their heirs were very well informed about their level of wealth; only 54% of intended recipients felt very prepared to receive an inheritance.

Fidelity’s 2025 Family and Finance Study found that 30% of parents had not created a will and estate plan they felt confident about. In Bank of America Private Bank’s 2026 survey, only 36% of respondents with at least $25 million in investable assets believed their heirs were very prepared to inherit, and 61% worried family wealth could undermine heirs’ motivation to succeed. Among that same ultra-high-net-worth group, 79% involved advisers in estate-planning conversations with heirs, illustrating that access to professional advice does not automatically resolve every concern about readiness.

“Have difficult conversations,” Ford advises. “Having an honest conversation with your beneficiaries about choices that you’ve made (and not made) will reduce the likelihood of conflict once you are gone.” Parents need not announce every account balance over dinner. They can explain why one child will serve as executor, why a home may have to be sold, how personal possessions will be divided and what they expect if a beneficiary needs extra support.

Ford is equally direct about beneficiaries who cannot cooperate: “If your beneficiaries do not get along well, do not tie them together forever.” His recommendation is to consider an independent fiduciary when inherited assets would otherwise force feuding relatives into shared decision-making. Independence can reduce conflicts of interest, but the selection still demands scrutiny of expertise, fees, authority, removal provisions and the governing trust terms.

One more aspect of the transfer complicates the familiar story of parents leaving money to children. Cerulli reported in January 2025 that approximately $54 trillion is expected to pass to widows through 2048, with more than 95% going to women, before much of that wealth ultimately passes to younger generations. The surviving spouse may therefore be the first person who needs access, authority, financial education and a trusted advisory relationship.

“Surround yourself with a solid team of professionals who not only guide you in managing your wealth but who can also guide the next generation through the wealth transfer,” Ford recommends. For many families, that means an estate-planning attorney, a financial adviser and a tax professional who understand how the pieces fit together. It also means checking whether wills, trusts, account beneficiaries, powers of attorney and health care directives still reflect current circumstances.

Ford has spent nearly 30 years advising families on planning and disputes. His experience has left him with a broader definition of what parents should pass on. “While it may be impossible to perfectly prepare your beneficiaries, making intentional efforts to properly equip them to receive the wealth can be a greater legacy to your family than actually having created the wealth in the first place.”

A useful family test is simple: if someone died tomorrow, would the people closest to them know where to find the documents, who is authorized to act and what the person wanted? If those answers exist only in private conversations or assumptions, the family has more planning to do.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA, is a highly regarded brand strategist and analyst who reports on cultural shifts, trends, and notable industry leaders across both B2C and B2B sectors. Her work covers a broad range of categories, including field experts, thought leaders, brands, products, services, destinations, and events. As Founder, Executive Editor, and Producer of The Luxe List International News Syndicate, Merilee is a respected marketplace voice whose work reaches millions worldwide through broadcast TV (including her own shows and numerous others on which she appears) as well as a variety of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / Twitter www.Twitter.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Sources

https://www.cerulli.com/arc-newsletter-q1-2025

https://www.cerulli.com/press-releases/generation-x-represents-the-most-immediate-opportunity-for-wealth-managers

https://www.cerulli.com/press-releases/54-trillion-will-transfer-to-widows-through-2048-more-than-95-will-go-to-women

https://www.ubs.com/global/en/media/display-page-ndp/en-20250618-gwr-2025.html

https://newsroom.wf.com/news-releases/news-details/2026/Six-in-10-Adult-Children-Report-Family-Conflict-Brought-on-by-Inheritance-Wells-Fargo-Study-Finds/default.aspx

https://www.rbcwealthmanagement.com/en-us/newsroom/2025-05-08/rbc-wealth-management-survey-a-generational-look-at-the-great-wealth-transfer-shows-financial-advisors-to-play-a-pivotal-role-in-a-smooth-transition

https://clearingcustody.fidelity.com/insights/topics/working-with-clients/2025-family-and-finance-study

https://ustrustaem.fs.ml.com/articles/study-of-wealthy-americans.html

A slick kitchen floor from cooking splatter or spills, a dog startled by visiting children, a loose step that everyone in the family knows to avoid. At Thanksgiving, familiar household flaws can become serious hazards for people who have never set foot in the home. If someone gets hurt, the legal question is rarely as simple as who owns the property.

The scale of seasonal risk is substantial. In a November 2025 advisory, the U.S. Consumer Product Safety Commission reported an average of 1,400 cooking fires on Thanksgiving Day, more than three times the daily average. That number describes fires, not lawsuits, but it shows how quickly a busy holiday kitchen can turn dangerous.

Russell “Rusty” Reynolds, JD, Founding Partner of the Reynolds & Reynolds Law Firm, argues that hosts should think about preventable injuries before guests arrive, particularly when the house will be crowded or unfamiliar to visitors. “The question after a serious injury is often what the homeowner knew, what could reasonably have been done, and whether a guest was left exposed to a danger without warning” he says.

That distinction matters because premises liability is not automatic liability. State law determines the duty a property owner owes to a visitor. For example, in Texas, where Reynolds practices, social guests are generally treated as licensees, a category different from paying customers. The homeowner’s actual knowledge of a concealed, unreasonably dangerous condition can be central to the claim. Other states classify visitors differently, and separate rules can apply to children, animals and certain activities.

Consider a rug that bunches up at the front door. A first-time slip on an otherwise ordinary rug may present a very different case from a rug that has caused repeated near-falls and was left unsecured despite the homeowner’s awareness. A homeowner who knows a stair railing is loose should not assume guests will notice it. “You cannot prevent every accident, but you can address the dangers you already know about,” Reynolds advises. “A warning is useful when a hazard cannot be fixed immediately. Repairing or removing the hazard is usually the better starting point.”

Older guests deserve particular attention. The Centers for Disease Control and Prevention reports that more than 14 million Americans ages 65 and older fall each year. That is a nationwide measure across settings, not a count of holiday injuries. It nevertheless makes a practical case for checking lighting, bathroom mats, thresholds and stairs before elderly relatives arrive.

A different problem may be waiting under the dinner table. Insurance Information Institute and State Farm data released in April 2026 show 28,450 dog-bite and other dog-related injury claims during 2025. Insurers paid approximately $1.86 billion, with an average claim cost of $65,450. Those figures cover the entire year, but a house full of unfamiliar people, noise and food can create conditions in which even a usually gentle dog becomes stressed.

“Your dog may be comfortable with your family and still react badly when a toddler grabs its collar or a visitor reaches toward its food,’ Reynolds says. “If you have any reason to question how your pet will respond, separate it from guests. Hoping for the best is not a safety plan.”

Reynolds recommends a deliberate pre-guest walkthrough rather than a quick cosmetic cleanup:

• Walk the route guests will actually use, from driveway and front steps to bathrooms and outdoor seating. Check lighting, handrails, cords and uneven surfaces.
• Treat spills and loose mats as immediate problems. Assign someone to monitor high-traffic areas once guests arrive.
• Create a no-guest zone around ovens, hot pans, fryers and carving stations, especially when children are present.
• Secure pets before the doorbell starts ringing; do not rely on guests to manage animal interactions.
• Lock or supervise access to pools and spas, and designate an adult to watch children without distractions.
• Check homeowners or renters liability limits, medical-payments provisions and exclusions involving dogs, pools or alcohol-related incidents.

Alcohol requires a separate conversation. “Social-host liability varies considerably by state, especially when minors are served,” Reynolds says. “A host should not assume that collecting car keys or offering a ride erases legal exposure. “If someone is visibly impaired, the responsible response is to stop serving them and help them get home safely. The legal rules differ, but the preventable risk is obvious.”

If an injury occurs, Reynolds recommends getting appropriate medical assistance first, then preserving the facts: photograph the condition before it changes, identify witnesses, keep relevant messages and maintenance records, and promptly notify the insurer. Avoid speculating about fault or pressuring an injured guest to minimize what happened. An insurer may provide a legal defense and pay covered damages, but policy terms and limits control the protection available.

“The most useful question a host can ask is not whether somebody might sue; It is whether a person walking into this house for the first time will encounter a danger the family has learned to ignore,” Reynolds notes. “That is a more useful Thanksgiving checklist than waiting until an ambulance arrives to discover which repairs should have happened last week.”

~~~

 Entrepreneur Leadership Network member Merilee Kern, MBA, is a highly regarded brand strategist and analyst who reports on cultural shifts, trends, and notable industry leaders across both B2C and B2B sectors. Her work covers a broad range of categories, including field experts, thought leaders, brands, products, services, destinations, and events. As Founder, Executive Editor, and Producer of The Luxe List International News Syndicate, Merilee is a respected marketplace voice whose work reaches millions worldwide through broadcast TV (including her own shows and numerous others on which she appears) as well as a variety of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / Twitter www.Twitter.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Sources

https://www.cpsc.gov/Newsroom/News-Releases/2026/Put-Safety-on-the-Menu-Consumer-Product-Safety-Commission-Offers-Safe-Cooking-Tips-for-a-Joyful-Holiday-Season

https://www.cdc.gov/falls/data-research/

https://www.iii.org/blog/dog-related-injury-claims-on-the-rise-in-2025

Land Occupier’s Liability Guide

The economic stakes of America’s data center backlash are no longer theoretical. An October 2026 analysis by Heatmap Pro estimated that at least $260 billion in planned data center investment was canceled in 2026 after sustained local opposition. The research also found roughly $1 trillion in proposed investment facing some form of sustained or meaningful local opposition, with about $130 billion of the cancellations coming in the third quarter alone. Heatmap built the figures from a continuing survey of public officials, regulatory filings and local media, and says they are likely an undercount because only about 60% of projects disclose their planned investment.

The industry’s expanding electricity requirements are adding urgency to those concerns. According to the International Energy Agency, data centers consumed approximately 415 terawatt-hours of electricity worldwide in 2024, with demand projected to more than double to approximately 945 terawatt-hours by 2030. In the United States, Lawrence Berkeley National Laboratory’s June 2026 report estimates that data centers could account for 9.5% to 15.3% of national electricity consumption by 2030, with a central estimate of 11.8%. The same report puts data centers at approximately 4.7% of U.S. electricity consumption in 2024.

Although future consumption will depend on equipment deployment, efficiency improvements and other variables, the projections illustrate the scale of the infrastructure challenge confronting utilities, policymakers and communities.

A separate project-level tracker from Programs.com, updated November 4, 2026, lists 69 large U.S. data center projects (generally at least 100 megawatts or $1 billion) that were withdrawn, denied or otherwise abandoned since January 2024. Together they represent at least $165 billion in announced investment. That dollar total covers the 32 projects that disclosed an amount, while the broader count includes projects that did not. The tracker cites local opposition in 33 of the 69 cancellations. It uses a different methodology and reporting period than Heatmap Pro, so the two estimates should not be compared directly. Both datasets document substantial disruption to proposed developments, with local opposition among several contributing factors.

The November 2026 midterm elections brought these tensions directly to voters. According to Ballotpedia’s pre-election analysis, 41 local ballot measures across 10 states addressed data center development, including 28 proposals that would impose restrictions such as construction bans, zoning requirements or moratoriums. The measures demonstrated how decisions about AI infrastructure have moved beyond planning commissions and into electoral politics. Communities are weighing the potential economic value of new facilities against concerns about electricity costs, water consumption, noise and the long-term consequences of industrial development near residential neighborhoods.

The political debate raises a financial question that conventional development agreements do not necessarily resolve: who should receive the economic benefits when technology companies build large-scale infrastructure near existing homes? Tax revenue and public amenities can benefit an entire municipality without delivering direct financial returns to the households closest to a facility. At the same time, payments to individual residents cannot eliminate legitimate environmental concerns or substitute for responsible land-use decisions. Developers increasingly face pressure to demonstrate how their projects will affect surrounding communities and what tangible benefits those communities can expect.

Among those advocating a different approach is Janine Yorio, Founder & CEO of Community Digital Technologies — a technology platform that distributes economic benefits to the people who live near data centers — who argues that residents should have a more direct economic stake in the AI buildout. Her company seeks to organize verified households near data centers and facilitate economic benefits negotiated with developers, an emerging model whose broader effectiveness has yet to be established. In the following interview, Yorio examines the growing resistance to data center development, the limitations of conventional community benefits and the financial arrangements she believes developers should consider as communities demand a greater share of the economic gains.

Q: What do recent election results tell you about public attitudes toward data centers?

JY: The story is not that Americans hate data centers. The story is that everyday Americans are getting a raw deal. Asked to accept that raw deal, people voted no. That is understandable. Data centers have become a symbol of all that is inequitable about the AI economy, in that they make every day Americans feel like they are being left behind. That is why the neighbors have become the biggest risk to data centers. They are angry. They feel they have gotten a raw deal.

Q: How does that opposition change the outlook for developers?

JY: The neighbors have become the biggest risk to data centers. Tuesday proved they have leverage and that they will use it. What comes next for the industry is making the neighbors partners in the AI economy. Developers who want to build in the next five years will have to directly enrich the wallets of the people who live near data centers with things like lower utility bills, an ownership stake or shares of stock in AI companies.

Q: Do you expect the political response to focus on moratoriums and restrictions?

JY: Expect elected officials in both parties to go after data centers, because it is one of the few issues where voters across the spectrum agree. Democrats have been the most vocal, but a growing number of Republicans now support pauses too. A moratorium does not give a single neighbor a dollar. The solution will not come from government. Zoning boards and community benefits agreements were designed to approve shopping malls and high rise apartments, not multi-acre hyperscale data centers.

Q: Why do tax revenues and community projects fail to resolve some neighborhood objections?

JY: People have figured out that tax revenue is not the same as money in their pocket. Loudoun County, Virginia collected about $895 million in real and personal property taxes from data centers in 2025, and the county has cut its residential property tax rate for roughly a decade. In Richland Parish, Louisiana, a local sales tax that jumped during construction of Meta’s data center helped fund teacher bonuses of more than $50,000 this year. Those are two of the best outcomes in the country, and neither one is a payment to the family across the street from the building. Voters have noticed.

Q: What kinds of direct benefits would you like to see?

JY: The data centers that get built in the years ahead will be the ones that put the AI economy directly into their neighbors’ wallets with economic benefits like a lower utility bill, a recurring payment stream and shares of stock or ownership in the project. For starters, why doesn’t everyone who lives near a data center get a free ChatGPT and Claude subscription? And free Amazon Prime? Perks like those would be small next to the more than $800 billion the largest technology companies are expected to spend this year on data centers and AI.

Q: Are technology companies beginning to recognize the demand for a different arrangement?

JY: Even the companies know things have gone too far, and are admitting they need to share the wealth. Anthropic committed 5% of its shares to a public benefit fund, subject to stockholder approval. That fund is aimed at the public broadly, not at data center neighbors. Amazon committed more than $1 billion over five years to the communities that host its data centers. Obviously that is not enough, but it is a sign of things to come.

Q: Are data centers responsible for rising household electricity bills?

JY: The honest answer is: it depends on where you live. In the PJM grid region, which serves more than 65 million people across the Midwest and mid-Atlantic, data centers have pushed up capacity costs, and households in places like Ohio and western Maryland are paying more. Across most of the rest of the country, data centers are not the main reason your bill went up, though researchers warn that today’s much larger facilities could change that. One thing that households near data centers can do is to figure out if they are eligible to receive economic benefits from nearby data centers by joining Community Digital where they can check their eligibility. Benefits can include various different things ranging from cash payments to utility bill rebates and credits.

Q: What is the practical role of Community Digital Technologies in these negotiations?

JY: America needs a new model for this new era, and there is one. Someone has to get economic benefits directly to the neighbors. Community Digital Technologies is the technology platform that distributes them.

The proposal raises practical questions that developers and residents will have to settle project by project. Who qualifies as a neighbor? How are benefits valued, funded and administered? What happens when some households oppose construction even after an offer? Community Digital says it verifies identities and addresses, organizes nearby households and administers benefits if an agreement is reached. The company describes itself as early stage, says its process is a plan that may change, and says no benefits or payments are guaranteed.

A payment or ownership offer cannot substitute for environmental review, grid planning or public oversight. It can, however, change the economic terms residents are asked to consider. The industry’s next test may be whether it can produce enforceable, transparent agreements that people living closest to these facilities actually consider worthwhile.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA, is a highly regarded brand strategist and analyst who reports on cultural shifts, trends, and notable industry leaders across both B2C and B2B sectors. Her work covers a broad range of categories, including field experts, thought leaders, brands, products, services, destinations, and events. As Founder, Executive Editor, and Producer of The Luxe List International News Syndicate, Merilee is a respected marketplace voice whose work reaches millions worldwide through broadcast TV (including her own shows and numerous others on which she appears) as well as a variety of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / Twitter www.Twitter.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Sources

• https://heatmap.news/daily/260-billion-data-center-opposition
• https://programs.com/resources/data-center-project-tracker/
• https://www.iea.org/reports/energy-and-ai/executive-summary
• https://datacenters.lbl.gov/publications/united-states-data-center-energy-2025
• https://news.ballotpedia.org/2026/11/03/voters-in-ten-states-will-vote-on-data-center-related-ballot-measures-november-3/
• https://www.loudoun.gov/6409/Tax-Revenues-County-Budget
• https://www.loudoun.gov/6408/Data-Centers-The-Loudoun-Story
• https://about.fb.com/news/2026/07/teachers-local-businesses-win-as-meta-expands-louisiana-data-center/
• https://www.opb.org/article/2026/10/02/amazon-to-invest-dollar1b-into-data-center-communities-amid-backlash-against-data-center-rollouts/
• https://www.anthropic.com/news/public-benefit-fund
• https://www.factcheck.org/2026/10/data-centers-and-electricity-prices-its-not-as-simple-as-voters-may-think/

A shopper finds the right vehicle online, asks a dealership chatbot for the final price and receives a reassuring answer. The trade-in estimate looks reasonable. The financing terms seem manageable. By the time the shopper drives to the dealership, the transaction feels largely settled. Then the salesperson produces different numbers.

That disagreement can have expensive consequences. An online price may exclude mandatory charges or depend on incentives the buyer cannot claim. A trade-in figure may assume a vehicle condition that no one has inspected. A financing payment may depend on a loan term, credit qualification or down payment the chatbot never made clear. A conversational answer that sounds authoritative can leave the consumer with little idea who actually approved the offer.

The distinction matters as more consumers bring artificial intelligence into the purchase process. Cox Automotive’s 2025 Car Buyer Journey Study, based on a survey of 2,300 recent vehicle buyers, found that 19% of all buyers and 25% of new-vehicle buyers used AI websites or AI-generated search overviews while shopping. The same research found that 37% wanted to finalize the purchase price online, but only 19% actually did so. The gap between digital convenience and a completed deal remains substantial.

The technology itself is not the problem. An accurate chatbot can answer inventory questions quickly and help a shopper compare options without spending an afternoon at the dealership. Trouble begins when a system speaks with the confidence of an authorized salesperson but lacks the authority, current data or complete terms needed to make a reliable offer.

Independent, consumer-focused AI tools offer a different advantage, helping shoppers research market prices, compare competing dealership offers and negotiate with greater confidence before committing to a purchase.

Dealership systems also have to share information across online and in-store operations. In Cox Automotive’s 2025 Digitization of Automotive Retail Study, 83% of dealers acknowledged that customers often repeat steps in the showroom because online data does not carry through consistently. That finding points to a practical risk: even a well-intentioned digital conversation can fall apart when pricing, financing and customer records do not match the information the dealership uses to complete a sale.

Automotive retail analyst Ray Shefska, co-founder of CarEdge, a consumer-focused automotive platform offering pricing information and car-buying assistance, advises buyers to treat an AI exchange as a starting point until a dealership confirms the terms. His guidance below addresses three points where consumers are especially vulnerable: the authority behind an offer, the evidence needed when terms change and the limits of automated shopping assistance.

1. What should consumers look for to determine whether a dealership chatbot’s price quote or trade-in offer has actually been authorized by the dealership?

Consumers should never assume that a price generated by a dealership’s AI chatbot is an actual offer the dealership will honor. There’s a difference between a chatbot providing information and a dealership making a firm commitment. Before relying on any quoted price, shoppers should ask for a written, itemized out-the-door price that includes the vehicle’s selling price, dealer fees, taxes, registration costs, add-ons and any applicable incentives. They should also confirm the vehicle identification number, or VIN, and whether the quote requires financing through the dealership or meeting other conditions.

The same goes for trade-ins. An AI-generated estimate is not necessarily a guaranteed purchase offer. Shoppers should ask whether the trade-in value is subject to an in-person inspection, how long the offer is valid and who at the dealership has approved it. At CarEdge, we emphasize price transparency because the advertised price, the chatbot’s quote and the amount a customer is ultimately asked to pay can be three very different numbers. Until a dealership representative confirms the terms in writing, consumers should treat chatbot-generated figures as preliminary.

2. What information should shoppers save or request in writing if an AI chatbot provides a price or offer that the dealership later changes?

Document everything before you ever set foot in the showroom. Save screenshots of the entire chatbot conversation, including the dealership’s name, date, time, quoted price, vehicle details, VIN and any conditions or promises the chatbot communicated. Also preserve the original vehicle advertisement, any emailed quotes, trade-in valuations and financing terms. If the dealership changes its position, ask for a written explanation identifying exactly what changed and why.

I encourage shoppers to compare complete out-the-door quotes rather than advertised prices or monthly payments alone. An itemized quote creates a much clearer record of what was represented and makes it easier to identify added fees, missing discounts or changes to the negotiated selling price. Consumers should also request confirmation from an authorized dealership representative rather than relying exclusively on an automated exchange.

If the dealership refuses to honor a chatbot-generated quote, that doesn’t automatically establish a legal violation. The exact language, disclosures and circumstances matter. But preserving the evidence gives consumers a stronger basis for challenging discrepancies, escalating the issue to dealership management or filing a complaint with the appropriate consumer protection agency.

3. What practical steps can families take to protect themselves when using AI tools to compare vehicles, negotiate prices, or discuss financing?

AI can be a tremendous advantage for car buyers, but consumers need to understand that not all AI tools are working in their best interests. A dealership’s chatbot may be designed to generate leads and sell inventory, while an independent consumer-focused tool can help shoppers evaluate competing offers and negotiate more effectively. At CarEdge, our AI Buying Agent contacts dealerships on behalf of consumers, requests out-the-door pricing and negotiates fees and terms across multiple dealers. The buyer reviews the numbers before deciding whether to proceed.

My advice to families is to use AI to become better-informed buyers, not to surrender their judgment. Start by researching fair market prices and comparing vehicles based on actual transaction costs rather than advertised discounts. CarEdge’s Dealer Transparency Index grades dealerships using verified pricing information, including documentation fees, mandatory add-ons and discrepancies between advertised and quoted prices. That helps consumers identify dealerships with more transparent pricing practices before entering negotiations.

For trade-ins, establish an independent valuation before discussing numbers with a dealership. CarEdge’s vehicle valuation tool provides market-based estimates that shoppers can use as a comparison point. For financing, secure a preapproval from a bank or credit union, compare annual percentage rates and total loan costs, and never negotiate solely around a monthly payment. Be cautious about sharing Social Security numbers, financial account details or other sensitive information through an unfamiliar chatbot.

The biggest protection is maintaining control of the transaction. Verify every AI-generated claim, insist on written pricing, compare multiple dealerships and review the final purchase and financing documents before signing. AI should give consumers more negotiating power, not create another layer of confusion between the advertised price and the actual deal.

Beyond Shefska’s recommendations above, the practical question for consumers is how to turn these precautions into action.

A written quote offers a way to test whether the dealership’s digital promises survive contact with the people who actually approve a sale. Buyers can send the chatbot’s figures to the sales manager and ask for confirmation of the vehicle, total selling price, mandatory fees, trade-in assumptions and financing conditions. If the response changes, they can compare the two versions before committing to a visit or sharing more personal information.

The same discipline applies when an AI assistant appears to offer a favorable monthly payment. A payment alone reveals little about the total cost. A longer loan can lower the monthly figure even as it increases the amount paid over time. Buyers need the annual percentage rate, loan term, amount financed, down payment and any optional products to understand what they are agreeing to.

Dealerships have a stake in getting this right, too. A chatbot that accurately reflects current inventory, approved pricing and offer conditions can spare staff repeated questions and reduce confusion. One that invents or oversimplifies terms can consume hours of follow-up and damage trust before the customer reaches the showroom. The practical standard is straightforward: the dealership should be able to identify who authorized a quoted offer and reproduce its terms in writing.

For shoppers, the greatest advantage of AI lies in its ability to make the car-buying process more transparent, competitive and efficient. Independent AI-powered tools can help consumers evaluate multiple offers, identify pricing discrepancies and negotiate from a stronger position. When shoppers combine that technology with written verification and informed decision-making, they gain greater control over one of their most significant purchases.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on cultural shifts and trends as well as noteworthy industry change makers, movers, shakers and innovators across all categories, both B2C and B2B. This includes field experts and thought leaders, brands, products, services, destinations and events. As Founder, Executive Editor and Producer of “The Luxe List,” Merilee is a prolific business, lifestyle, travel, dining and leisure industry voice of authority and tastemaker. She keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme. Her work reaches multi-millions worldwide via broadcast TV (her own shows and copious others on which she appears) as well as a myriad of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / X http://www.X.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Sources

https://www.coxautoinc.com/insights/cox-automotive-car-buyer-journey-study-finds-efficiency-digital-tools-and-ai-drive-record-satisfaction/

https://www.prnewswire.com/news-releases/cox-automotive-study-finds-digital-retailing-external-partnerships-and-ai-key-to-dealer-success-and-profitability-302490042.html

As AI agents begin to research purchases, compare offers and negotiate on consumers’ behalf, a basic question is coming into focus: Will businesses deal fairly with a buyer who sends software to the negotiating table instead of showing up personally?

The reported debate surrounding Anthropic’s exploration of the legal and ethical boundaries of AI negotiation has largely centered on what an autonomous agent should be permitted to do. Yet consumers face a parallel concern.

For example, a car retailer or dealership may control the prices it discloses, the channels through which it communicates and the conditions attached to an offer. If a business can restrict an independent shopping agent’s access to that information, the consumer may remain at a disadvantage despite having more capable technology.

To examine the practical implications, I connected with Zach Shefska, CEO of CarEdge — an automotive consumer advocacy and technology platform that uses agentic AI-powered tools, pricing intelligence and automated negotiation to help car buyers compare offers, navigate dealership transactions and secure more competitive vehicle pricing. Below are his thoughts about AI representation, differential treatment of shoppers, negotiation ethics and accountability.

1. Should businesses be permitted to refuse negotiations with consumers’ independent AI agents?

Consumers should have the freedom to choose how they shop and who or what represents their interests in a transaction. We’ve accepted this principle in other areas of commerce for decades. People use real estate agents to negotiate home purchases, attorneys to negotiate contracts and financial advisors to help make major financial decisions. AI agents are a technological extension of that same concept. They allow consumers to delegate research, comparison shopping and negotiation to a system that can work on their behalf.

I don’t believe every business should be legally required to negotiate with every AI agent under every circumstance. Businesses have legitimate reasons to verify that an agent is authorized, that its requests are authentic and that the transaction complies with applicable requirements. But there’s an important distinction between reasonable verification and refusing to engage simply because a consumer has become better equipped to negotiate.

In automotive retail, consumers have traditionally faced an information disadvantage. A dealership negotiates vehicle transactions every day. The average consumer purchases a vehicle only occasionally. An independent AI agent can help close that experience gap by gathering written quotes, comparing fees and identifying differences between advertised and actual pricing.

The larger question is whether businesses should be able to preserve an informational advantage by limiting consumers’ access to tools that make comparison shopping more effective. I believe businesses should compete on price, service, product availability and customer experience, rather than on their ability to control how a buyer obtains information.

If a dealership is willing to provide a written price to a human shopper, there should be a compelling operational or security reason for withholding that same information from an authorized agent acting on the shopper’s behalf.

2. Could businesses identify AI-assisted shoppers and offer them different prices, terms, or access?

I believe we’re heading toward a marketplace where AI agents openly identify themselves and businesses actively welcome them. The question will increasingly be whether companies recognize the commercial opportunity of serving customers who prefer to shop through independent AI representatives.

We’re already seeing the foundations of that future. Sierra and Meta recently announced an initiative to develop the Personal Agent Protocol, which would allow businesses to recognize authorized AI agents and interact with them through secure, standardized connections. Walmart is also developing infrastructure that enables approved shopping agents to access its inventory and facilitate purchases. These developments suggest that agent identification could become a normal part of commerce rather than something businesses try to detect or prevent.

We’re already seeing the foundations of that future. Sierra and Meta recently announced an initiative to develop the Personal Agent Protocol, which would allow businesses to recognize authorized AI agents and interact with them through secure, standardized connections. Walmart is also developing infrastructure that enables approved shopping agents to access its inventory and facilitate purchases. To bridge this gap in the automotive sector, CarEdge is actively building Model Context Protocol (MCP) infrastructure for dealerships. Rather than requiring human sales staff to manually process automated inquiries or throw up friction-heavy roadblocks, this backend framework allows personal shopping agents to securely access real-time inventory and pricing data instantly. This makes the entire transaction pipeline faster and more efficient for both sides. These developments suggest that agent identification and standardized machine-to-machine communication will become a normal part of commerce rather than something businesses try to detect or prevent.

For automotive dealerships, I see a compelling economic argument for embracing this transition. An AI buying agent represents a real consumer with purchasing intent. That consumer may have already researched vehicles, established a budget, identified preferred models and authorized the agent to negotiate. Instead of requiring salespeople to spend hours answering preliminary questions, following up with prospects and exchanging multiple rounds of pricing information, dealerships could interact with AI agents that efficiently communicate what their customers want.

That has the potential to lower customer acquisition and sales-processing costs while connecting dealerships with more qualified buyers. A dealership that makes its inventory, pricing and purchase terms accessible to independent agents could attract customers who might otherwise never discover or consider that business.

There’s also a competitive advantage. If one dealership welcomes authorized AI agents and provides accurate, timely quotes while another refuses to engage, the accessible dealership has a better opportunity to win that customer’s business. Over time, consumers may increasingly favor businesses that accommodate their preferred shopping methods.

Of course, dealerships should retain appropriate safeguards. They need to verify that an agent is authorized, protect customer information and establish clear rules around transactions. They should also remain free to negotiate legitimate commercial terms. But recognizing an AI agent shouldn’t automatically mean treating the consumer behind it less favorably.

I think the larger risk for businesses is overlooking how consumer behavior is changing. If people increasingly delegate comparison shopping and negotiations to AI, refusing to participate could mean becoming invisible to a growing segment of potential customers.

The dealerships that embrace agentic commerce could gain two advantages simultaneously: access to more buyers and a lower cost of serving them. That’s a powerful business incentive, and I believe it will ultimately do more to accelerate adoption than regulation alone.

3. Should consumer AI agents prioritize their buyers’ interests, or should technology companies impose limits on how aggressively they negotiate?

An AI agent working for a consumer should absolutely prioritize that consumer’s interests. Otherwise, what is the point of having an independent representative? When someone hires an attorney, real estate agent or professional negotiator, they expect that person to advocate for them within the boundaries of the law. I don’t see why an AI agent should operate under a fundamentally different principle.

There’s a difference between negotiating aggressively and negotiating unethically. An AI agent should be able to request competing offers, challenge unnecessary fees, identify better financing terms and walk away from an unfavorable deal. It shouldn’t fabricate competing bids, misrepresent a buyer’s qualifications, impersonate someone without authorization or make commitments the consumer hasn’t approved.

What concerns me is the possibility that technology companies could impose artificial limits on consumer negotiating agents in the name of fairness while businesses continue using sophisticated pricing systems, customer data and professional sales teams to maximize their own returns.

Fairness cannot mean requiring the consumer’s representative to negotiate less effectively than the business across the table.

At CarEdge, our approach is to use AI to obtain written out-the-door prices, compare competing offers and negotiate on the buyer’s behalf, while leaving the ultimate purchase decision with the consumer. That distinction matters. The technology can handle repetitive negotiations and information gathering without taking away the buyer’s authority to accept or reject a transaction.

I also think aggressive, transparent negotiation can benefit honest dealerships. When consumers can compare real offers efficiently, businesses that provide competitive prices and straightforward terms have a better opportunity to earn their business.

The standard should be truthful representation, consumer authorization and compliance with applicable laws, not an arbitrary restriction on how much money an AI agent is allowed to save its user.

4. Who establishes enforceable rules when businesses refuse to honor AI-negotiated terms or withhold material pricing information?

We need to separate two issues: what existing consumer protection laws already require and what new standards may be necessary as AI agents become more common.

Businesses already have obligations concerning truthful advertising and deceptive pricing. In September 2026, the Federal Trade Commission reiterated that advertised vehicle prices must include dealer-required charges, excluding government-required fees. Those principles apply across advertising channels. The FTC has also pursued enforcement actions involving allegations of undisclosed mandatory charges and misleading vehicle prices.

The fact that a consumer uses AI to obtain or compare pricing information shouldn’t diminish those protections.

At the same time, an AI-generated quote isn’t automatically an enforceable contract. Whether a particular offer is binding depends on its terms, the authority of the person or system making it, applicable law and the circumstances of the transaction. That’s why documentation and clear authorization are so important.

I believe we need practical standards addressing several questions. Was the AI agent authorized to represent the buyer? Did the business provide a complete, itemized quote? Were the vehicle, fees, incentives and financing conditions clearly identified? Was the offer preliminary or formally approved? Can both parties retrieve an accurate record of what was communicated?

Our own pricing experiments illustrate the relevancy. When CarEdge sent AI negotiators to dealerships requesting comparable written offers, more than half of the dealerships contacted refused to provide pricing through email or text. We also found substantial variation in the quotes that were provided, including dealer-controlled price spreads of $9,221 for a Toyota RAV4 Hybrid XSE and $13,871 in out-the-door prices for a Ford F-150 XLT. These were specific experiments, not a statistically representative survey of every dealership, but they demonstrate the challenges consumers can encounter when seeking comparable pricing.

The responsibility should be shared. Regulators should enforce existing consumer protection laws and clarify how they apply to agentic transactions. Businesses should establish reliable processes for verifying authorized representatives and communicating accurate terms. AI developers should preserve records, accurately represent their capabilities and require consumer approval before creating binding commitments.

The objective shouldn’t be to force businesses to accept every negotiated proposal. It should be to ensure that consumers can obtain truthful information, understand when an offer is binding and have meaningful recourse when a business makes misleading representations.

5. Will independent AI agents rebalance commercial power, or will businesses develop new ways to preserve their negotiating advantage?

I believe independent AI agents have the potential to fundamentally change the balance of power between consumers and businesses, but that outcome isn’t guaranteed.

For decades, car buying has been an example of information asymmetry. Dealerships know their inventory, pricing flexibility, financing arrangements and sales objectives. Consumers generally have far less information, and obtaining competing offers can require hours of phone calls, emails and dealership visits.

AI changes the economics of that process. An independent agent can contact multiple businesses, request comparable written prices, examine fees, follow up on discrepancies and negotiate without the same time constraints that limit an individual shopper.

That’s a meaningful shift. The consumer no longer has to rely entirely on the information provided by a single seller or spend days gathering the data necessary to make an informed decision.

But businesses will adapt. Some may invest in their own AI agents, improve pricing transparency and compete more effectively for informed buyers. Others may experiment with limiting automated inquiries, steering consumers into less transparent sales channels or making it more difficult for independent agents to obtain comparable information.

The important question is which behaviors the marketplace rewards.

Our research offers a useful illustration. In CarEdge’s published pricing experiments, 37% of verified quotes included add-on products the buyer hadn’t requested, and documentation fees ranged from zero to $1,094. Those differences become much easier to evaluate when consumers have technology capable of collecting and comparing written offers systematically.

That transparency can benefit dealerships, too. A business offering competitive pricing and a straightforward buying experience should want consumers to recognize those advantages. Independent AI agents can help direct informed shoppers toward businesses that provide reliable information and fair terms.

I don’t believe the future should be defined by consumer AI fighting dealership AI in an endless automated negotiation. The more important opportunity is creating a marketplace where pricing is easier to verify, offers are easier to compare and businesses compete on the actual value they deliver.

Ultimately, the success of agentic commerce shouldn’t be measured by how many negotiations AI can conduct or how sophisticated the technology becomes. It should be measured by whether consumers gain more meaningful choices, better information and greater control over their financial decisions.

AI should make the marketplace more competitive, not simply automate the same information disadvantages that consumers have faced for generations.

…

Building on Zach Shefska’s insights above, I see considerable potential for this technology to improve the shopping experience, strengthen consumer confidence and encourage more transparent, competitive business practices. The opportunity extends beyond making transactions faster or easier. It offers a chance to reconsider how consumers access information, evaluate competing offers and exercise greater control over their purchasing decisions.

An independent agent may help you find prices that were previously difficult to compare. But access to more quotes does not guarantee that those quotes are complete, consistent or binding. A consumer still needs to know who authorized an offer, what conditions apply and whether the seller will honor it. The same scrutiny should apply when a company’s own automated system produces a price or promise.

Businesses have legitimate reasons to authenticate agents and protect customer data. Those safeguards should be distinguishable from practices that simply make comparison shopping harder. The test for this emerging market will be practical: Can a buyer using an authorized AI representative obtain the same material information, on understandable terms, as a buyer dealing directly with a salesperson? Until that question has a dependable answer, more automation alone will not resolve the consumer protection problem.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA, is an internationally regarded communications strategist, brand analyst, author, and media personality. With more than two decades of experience and a client roster that includes Fortune 500 companies and Inc. 5000 businesses, Kern advises CEOs, C-suite executives, business leaders, and both business and personal/executive brands on elevating visibility, refining messaging, curating the desired image and strengthening marketplace authority. Kern is also a prolific media contributor and author, with editorial bylines and expert insights published across more than 450 media outlets, including Forbes, Fast Company, Newsweek, Entrepreneur and Rolling Stone. In television, Kern is the creator, executive producer, and host of multiple shows and appears frequently as a branding, business, lifestyle and consumer trends expert on major network, major market broadcast programs nationwide. Through her multi-channel global platform The Luxe List International News Syndicate, she spotlights industry innovators and executives, standout products and services, and noteworthy destinations and events. Merilee holds an MBA with a marketing specialty and a Bachelor of Science degree from Nova Southeastern University. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / Twitter www.Twitter.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Sources:

https://www.ftc.gov/news-events/news/press-releases/2026/10/ftc-secures-settlement-auto-dealership-group-price-transparency-win-consumers?utm_source=chatgpt.com

https://search.ftc.gov/business-guidance/resources/automobile-industry-pricing-transparency-faqs?utm_source=chatgpt.com

Photo of Zach Shefska Copyright Ilde Cook – More Than Cars 

Fort Lauderdale has long claimed the title Yachting Capital of the World, but the strongest argument for visiting this fall comes with a date: October 28 through November 1. The 67th Fort Lauderdale International Boat Show (FLIBS) will spread across six waterfront locations, bringing more than 50 anticipated boat debuts, enormous explorer yachts, new propulsion technology and a few unexpected diversions. The world’s largest in-water boat show is a serious marketplace, yet its 2026 additions give travelers who have no intention of buying a yacht plenty of reasons to go. Here are ten worth considering.

1. A 305-foot vessel offers a different view of superyacht life. Oceanco’s Draak, delivered in 2014 and subsequently adapted for scientific research and marine exploration, is among this year’s most compelling arrivals. A companion yacht to Leviathan, it carries equipment-handling facilities, a dive center, medical treatment area and hyperbaric chamber. Its purpose is strikingly different from the conventional image of a superyacht built primarily for leisure. Visitors interested in ocean exploration, engineering and the practical realities of extended voyages will find Draak particularly intriguing, even if access aboard individual vessels varies.

2. The explorer-yacht category brings serious range and personality. The 223-foot Feadship Lady Christine accommodates up to ten guests and offers an approximately 7,600-nautical-mile cruising range, with naval architecture and exterior design by De Voogt and interiors by Rodney Black Design Studios. The 209-foot Hakvoort Scout takes a different approach, combining ice-class construction, commercial-inspired styling, a helideck and an observation lounge. Its reported range reaches approximately 4,800 nautical miles. These are vessels designed around very different ideas of long-distance travel, and seeing them in the same show makes those choices tangible.

3. Hybrid propulsion gets a high-profile debut. Pearl Yachts’ new 100-foot Pearl 100 Hybrid, the builder’s largest model yet, brings hybrid propulsion into its fleet for the first time. Five staterooms and substantial exterior living areas keep the emphasis on comfortable cruising, but the powertrain is the headline. The Delta 72 offers another approach to efficiency through lightweight carbon-fiber construction developed with Mannerfelt Design, intended to lower fuel use and extend range. For visitors following how yacht builders balance performance, comfort and resource consumption, these are useful models to examine closely.

4. The premiere calendar is unusually busy. Viking Yacht Company and Valhalla Boatworks plan four world introductions: the second-generation Viking 70 Convertible, Viking 64 Sport Coupe, Viking 50 Sport Coupe and Valhalla 46 Sport Yacht. Together they cover tournament-oriented fishing and owner-operated cruising. Elsewhere, the Prestige M8 EVO power catamaran makes its U.S. debut after a September world premiere, featuring an enlarged galley and bar, full-beam flybridge and private main-deck access to the owner’s suite. The Absolute Navetta 66 also arrives for its U.S. debut, with generous glazing, a sheltered cockpit terrace and adaptable flybridge furnishings.

5. Smaller boats bring fresh ideas within reach. The new Galeon 570 SKY hides a functional upper helm beneath a sporty profile, with optional fold-down balconies that expand its waterside footprint. Princess introduces the 49-foot C48, its first model offering outboard power, in Open and Deck Saloon versions. The 35-foot Aquila 35 Sport, making its Americas debut, squeezes five entertainment zones into a compact power catamaran and uses movable seating to change how the space functions. These introductions help make the show relevant to visitors whose boating ambitions are closer to weekend outings than transoceanic passages.

6. A floating pickleball court gives Las Olas Marina a new attraction. The sport’s appearance at a boat show sounds improbable until you consider how much yacht life revolves around crews, recreation and marina communities. This year’s floating court will host a dedicated tournament for registered yacht crew members, giving spectators something different to watch between visits to brokerage yachts. Las Olas Marina also features vessels ranging from roughly 60 to 200 feet, so the court becomes an entertaining detour rather than the main event. It is one of the clearest genuinely new experiences in the 2026 program.

7. The VIP experience has changed locations and expanded its appeal. The Windward VIP Lounge remains at Superyacht Village, offering gourmet food, a premium open bar, private restrooms and early access through that venue’s entrance. The Windward VIP Cabana Club moves to Bahia Mar Marina, placing a more intimate waterfront retreat near the show’s busy docks. Both venues will feature culinary talent from Ryan O’Sullivan of Hell’s Kitchen and Dave White of Below Deck and Chopped. At $459 for a one-day VIP ticket, this is a significant upgrade over general admission, best suited to travelers who intend to spend much of their day enjoying the hospitality as well as the boats.

8. Families have a practical reason to make the trip. The Broward County Convention Center will again host The Blue Wild’s hands-on exhibits, a Kids Corner with crafts and face painting, and Don Dingman’s Hook the Future fishing clinics. Those clinics run Saturday and Sunday at noon and 2 p.m., and participating children receive a rod and reel. Fishing boats, personal watercraft, diving equipment and marine accessories fill out the venue. For parents, that combination matters: the outing can include actual activities for children instead of hours spent asking them to admire expensive vessels from a dock.

9. The show is also a window into South Florida’s working marine economy. The Marine Industries Association of South Florida, which owns FLIBS, attributes more than $1.79 billion in annual economic impact and over 100,000 regional jobs to the show. The association separately describes a regional marine sector supporting 142,000 jobs and $18.5 billion in economic output. These are organizer-reported figures, but they explain why this event matters well beyond luxury travel. “Year after year, FLIBS attracts some of the most remarkable vessels from around the world, and this year’s lineup is no exception,” said MIASF president and CEO Phil Purcell. “The vessels coming to Fort Lauderdale reflect the innovation and craftsmanship driving the marine industry forward.”

10. Six locations make this a genuine waterfront itinerary. Bahia Mar, Hall of Fame Marina, Las Olas Marina, Pier Sixty-Six Marina, Superyacht Village and the Convention Center offer different experiences, from dockside yacht browsing to educational seminars on design, technology, charter and boating. “What makes FLIBS unique is the incredible range of boats attendees can experience in one place,” said Andrew Doole, president of U.S. Boat Shows at Informa Markets. “Few places offer that kind of access, whether you’re actively looking for your next boat or simply want to see what builders are bringing to the market.” Doole has also emphasized the show’s continuing attractions and 2026 enhancements, while Purcell has described its role as both a regional economic anchor and an international industry gathering. That breadth makes two days a sensible choice for visitors who want to see more than one marina.

For five days, October 28 through November 1, the 2026 Fort Lauderdale International Boat Show will turn South Florida’s waterfront into a sprawling celebration of luxury, leisure and life on the water. With six show locations, more than 50 anticipated vessel debuts, extraordinary superyachts and an expanded lineup of entertainment and experiences, this year’s event offers plenty of reasons to make Fort Lauderdale your next fall getaway.

Getting there is part of the adventure. Brightline offers convenient rail service into Fort Lauderdale, while Water Taxi transportation lets visitors experience the city’s famous waterways as they travel between destinations. For those planning an extended stay, the show’s official hotel partner, onPeak, offers access to accommodations near the action.

Whether you’re seriously shopping for your next yacht, curious about the latest marine innovations or simply looking for an unforgettable waterfront weekend, FLIBS 2026 makes a compelling case for getting out on the docks.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on cultural shifts and trends as well as noteworthy industry change makers, movers, shakers and innovators across all categories, both B2C and B2B. This includes field experts and thought leaders, brands, products, services, destinations and events. As Founder, Executive Editor and Producer of “The Luxe List,” Merilee is a prolific business, lifestyle, travel, dining and leisure industry voice of authority and tastemaker. She keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme. Her work reaches multi-millions worldwide via broadcast TV (her own shows and copious others on which she appears) as well as a myriad of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / X http://www.X.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

***Some or all of the accommodations(s), experience(s), item(s) and/or service(s) detailed above may have been provided or arranged at no cost to accommodate if this is review editorial, but all opinions expressed are entirely those of Merilee Kern and have not been influenced in any way.***

Miami in October has its own culinary marker, and this year it arrives with more reasons to plan a trip around it. The 14th Annual South Beach Seafood Festival returns October 21 through 24, opening South Florida’s hospitality season and coinciding with the start of Florida stone crab season. Rather than concentrating the experience into a single crowded day, the festival stretches across four distinct events, moving from intimate chef-driven dinners to live culinary competition and, finally, an all-inclusive Saturday celebration on the sand. For travelers who prefer to build a getaway around food, the 2026 edition offers a particularly strong case for putting Miami Beach on the calendar.

The biggest change comes immediately. Wednesday introduces Made in Miami, a new collaborative dinner at Phuc Yea that gathers six chefs whose work reflects different chapters of South Florida’s dining culture. Co-hosts Cesar Zapata and Jose Mendin join GOYA Foods’ Fernando Desa, Michael Beltran of Ariete and Chugs, Eduardo Lara of Wolf of Tacos and Eileen Andrade of FINKA for a four-course experience with curated Herradura Tequila pairings. The format matters. Instead of six separate showcases, the chefs collaborate across the courses, giving diners a one-night snapshot of the relationships and influences behind Miami’s restaurant community. Surprise entertainment and celebratory toasts follow dinner.

Thursday shifts the focus to two established Miami Beach dining rooms for An Evening in Miami Beach. Rao’s Miami Beach hosts a multi-course dinner paired with Glenfiddich Single Malt Scotch Whisky, while Macchialina brings Chef Michael Pirolo’s handmade-pasta-driven Italian cooking together with Jack Daniel’s cocktails and selections from the restaurant’s wine program. It is the quieter night of the festival, and arguably the one that best suits visitors who want the event experience without giving up the intimacy of a destination restaurant.

Friday changes the pace completely. The Tequila Herradura VIP Chef Showdown, presented by GOYA Foods, takes over the GOYA Culinary Village at Lummus Park with 18 chefs facing off in nine seafood-centered battles. Two categories are new for 2026: Battle Burger and Battle Fish Sandwich, the latter built around grouper. They join Seafood Pasta, Surf n’ Turf, Shrimp, Taco, Tuna, Salmon and Ceviche. Guests taste the competing dishes, vote for favorites and then watch the chefs go head-to-head on the Jack Daniel’s LIVE Stage as a culinary judging panel selects the battle champions. Bartenders get their own spotlight through the returning Tequila Herradura and Pacifico competitions, adding cocktails and live mystery-ingredient challenges to an evening that already includes unlimited seafood bites, full bars and a DJ.

Saturday’s Seafood Slam is the festival at full scale. From 1 to 5 p.m., Lummus Park becomes a four-block beachfront tasting event with unlimited food and beverage sampling and dozens of participating South Florida restaurants and culinary partners. Current names span Aguasal, American Social, Area 31, Baia Beach Club at the Mondrian South Beach, Cafe Bernie, Doma Restaurant, Jarana, Meat Market Boca, Old Lisbon, Orilla Bar & Grill, Pubbelly, The Citadel and The Social Club, with more additions expected. Guests can vote in Best of the Fest, while the day layers in live entertainment, beverage activations, Milam’s Marketplace and Wild Fork live-fire grilling experiences.

One of Saturday’s most watchable new additions should be Fresh From Florida’s inaugural “Shuck’n the Sunshine State” oyster shucking competition. Fifteen chefs race through timed rounds to shuck 20 oysters, with finalists ultimately facing Ryan Norris and Nick Frame of Florida’s Indian River Oyster Company. The Milam’s Markets Home Chef Competition also returns for its second year, giving South Florida home cooks a live stage for their signature seafood recipes. Those participatory elements help distinguish the festival from a conventional tasting event. You are not simply moving from booth to booth. There is something unfolding around you.

“What has always made the South Beach Seafood Festival special is the incredible community of chefs, restaurants and hospitality professionals who come together each October,” said Valerie Roy, Director of Marketing and Client Strategy at CI Management. “This year’s programming captures everything we love about South Florida’s dining scene, from legendary chefs and longtime favorites to rising talent, one-of-a-kind collaborations and sponsor experiences guests simply can’t find anywhere else. Whether you’re joining us for an intimate dinner, cheering on your favorite chefs and bartenders during the showdowns or spending Saturday tasting your way across the beach, every event celebrates the abundance of talent, energy and hospitality that make South Florida one of the country’s most exciting culinary destinations.”

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The festival has previously been named among USA Today’s “Top 5 Specialty Festivals in the Country,” Forbes’ “Top 5 Things to Do This Fall” and the Travel Channel’s “Best Seafood Festival in the U.S.” Its local purpose extends beyond the ticketed experience. Festival materials say a portion of proceeds supports the CI Foundation’s EAT SMART program, which provides healthy meals and nutritional education to Florida youth through programs in Miami-Dade County public schools.

For those planning to partake as a family, Saturday welcomes all ages, with children under 10 admitted free. However, the Wednesday through Friday events are 21 and older. With its new opening-night collaboration, expanded competitions and a Saturday program designed to keep you tasting and watching for four hours straight, the 2026 festival feels less like a single event and more like a compact culinary itinerary.

If Miami is on your fall travel list, October 21 through 24 gives you a very specific reason to time the trip. The South Beach Seafood Festival ultimately works because it gives you more than a reason to eat well. It offers a concentrated look at the chefs, restaurants and personalities shaping South Florida’s culinary identity right now, set against one of Miami Beach’s most recognizable backdrops. This year’s expanded programming makes that experience broader, more interactive and decidedly more ambitious, while still keeping local talent at its center. Come for one dinner or make a weekend of it. Either way, October 21 through 24 offers a compelling opportunity to experience Miami through the people who know how to serve it best.

~~~

Entrepreneur Leadership Network member Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on cultural shifts and trends as well as noteworthy industry change makers, movers, shakers and innovators across all categories, both B2C and B2B. This includes field experts and thought leaders, brands, products, services, destinations and events. As Founder, Executive Editor and Producer of “The Luxe List,” Merilee is a prolific business, lifestyle, travel, dining and leisure industry voice of authority and tastemaker. She keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme. Her work reaches multi-millions worldwide via broadcast TV (her own shows and copious others on which she appears) as well as a myriad of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / X http://www.X.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

***Some or all of the accommodations(s), experience(s), item(s) and/or service(s) detailed above may have been provided or arranged at no cost to accommodate if this is review editorial, but all opinions expressed are entirely those of Merilee Kern and have not been influenced in any way.***

Artwork Courtesy of / Provided by CI Management / South Beach Seafood Festival and/or copyright The Louis Collection

Yet beneath all those metrics sits a surprisingly basic question: Which investments are actually generating qualified opportunities, customers and revenue? For many businesses, the answer is far less clear than the dashboards suggest.

Marketing and business growth strategist Deborah Dodson, founder and managing director of Strategic Alliance Marketing Group, sees a widening disconnect between marketing activity and business performance. With more than 20 years of experience spanning marketing, business development and growth strategy, Dodson works with organizations to scrutinize vendor performance, challenge recommendations and determine whether individual investments actually function as part of a coherent growth strategy.

“We’ve created an environment where nearly every marketing channel can produce numbers showing that it is working,” Dodson says. “The harder question is whether those numbers demonstrate that the business itself is benefiting.”

When Everything Is Working, What Is Actually Working?

The problem often develops gradually. A company hires an SEO agency. Later it adds paid advertising. Someone else takes over social media. PR operates independently. A new website launches. The company pays for directories, sponsorships, memberships and marketing technology. Eventually, what began as individual solutions becomes a sprawling marketing ecosystem in which multiple vendors have different objectives, reporting systems and definitions of success.

Dodson describes this as a kind of marketing stack creep. Businesses accumulate agencies, platforms, subscriptions and campaigns until it becomes difficult to see where responsibilities overlap, where money is being duplicated and whether all those activities still serve the company’s objectives.

“One agency reports that rankings are improving. Another points to clicks. Social media shows engagement. PR demonstrates visibility,” Dodson says. “Those can all be legitimate measures, but if nobody is looking across the entire operation and connecting those activities to business outcomes, you can end up with a lot of apparent success without knowing what is actually producing growth.”

That distinction is becoming increasingly important because activity is relatively easy to measure. Business impact is not. A campaign can increase traffic without improving the quality of prospects. Search rankings can rise without materially affecting revenue. Content production can increase without generating meaningful engagement. Multiple vendors can potentially claim influence over the same conversion. An impressive dashboard, in other words, does not necessarily mean an impressive return.

AI Is Making Attribution Even Messier

Artificial intelligence is adding urgency to the issue because it is changing where and how customers discover businesses. The customer journey was already fragmented. Now a prospect might encounter a company through Google, an AI-generated answer, LinkedIn, a map listing, online reviews, an industry directory, media coverage or another third-party source before ever visiting the company’s website.

According to Dodson, that does not mean traditional SEO is dead. It means businesses need a broader understanding of visibility. “SEO still matters, but discovery is no longer confined to a conventional search-results page,” she says. “Businesses need to think about the authority and credibility they are establishing across their entire digital footprint. The question isn’t simply, ‘Where do we rank?’ It’s increasingly, ‘Where are we being found, what does a prospective customer find when they encounter us, and does that visibility ultimately contribute to the business?’”

That encompasses websites and search performance, but also reviews, credible backlinks, media mentions, social presence, business profiles, directories and other signals that help establish authority across the web.

AI therefore presents businesses with a potential trap. In the rush to embrace the newest form of optimization, companies can simply add another vendor, platform or tactic to an already fragmented marketing operation.

Dodson believes the more useful question is not merely how much to spend on AI search optimization. It is whether the entire marketing budget needs to be reconsidered for an era in which discovery happens across so many different environments.

Seven Marketing Mistakes That Can Quietly Drain the Budget

According to Dodson, seven recurring mistakes deserve particular scrutiny because they can allow marketing spending to grow without a corresponding increase in meaningful business results.

1. Treating marketing as a collection of unrelated projects. Companies approve websites, advertising campaigns, SEO programs, social media initiatives and PR efforts independently, without a unified strategy connecting each investment to specific business objectives.

2. Paying multiple vendors for overlapping services. Agencies and consultants may duplicate work, pursue conflicting strategies or operate without understanding what other marketing partners are doing.

3. Mistaking activity for results. Rankings, impressions, clicks, followers and content volume can look impressive in a report while saying relatively little about qualified leads, sales opportunities or revenue.

4. Following an outdated SEO playbook. Search fundamentals remain important, but customers increasingly discover and evaluate businesses through AI search, maps, reviews, social platforms and third-party sources. Search strategy needs to reflect that broader reality.

5. Ignoring the broader digital footprint. A polished website cannot fully compensate for inconsistent business information, weak reviews, limited executive visibility or outdated profiles elsewhere online.

6. Buying visibility without questioning its value. Awards, directories, sponsorships, memberships and other paid opportunities can strengthen credibility when they reach the right audience. Others can become recurring expenses that survive year after year without anyone asking what they actually contribute.

7. Allowing vendors to grade their own work. When the company selling a marketing service also determines which metrics constitute success, Dodson cautions that an underperforming program can continue much longer than it otherwise might.

That final point exposes a larger accountability issue. “There is nothing inherently wrong with a vendor reporting its own performance. They should,” Dodson says. “But businesses also need an objective way to determine whether the metrics being reported are the metrics that matter to them. The measurement should follow the business objective, not the other way around.”

What If Every Marketing Expense Had to Earn Its Place Again?

One way to expose weak spots is to borrow a concept from zero-based budgeting and apply it to marketing. Instead of beginning with last year’s agencies, platforms, subscriptions, sponsorships and campaigns and deciding what to add, Dodson suggests periodically examining recurring expenditures as though they had to be approved again today.

Would the company still hire this vendor? Would it still purchase that directory listing? Does that platform serve a distinct purpose? Are two agencies performing overlapping functions? Is the organization measuring a channel because the metric matters, or simply because the platform makes it easy to report?

The exercise is not necessarily about cutting the marketing budget. “Sometimes the right answer is to spend less, but sometimes it is to spend more,” Dodson says. “And sometimes you don’t need to change the total budget at all. You need to move the money from something that isn’t contributing enough to something that has greater potential.”

That distinction is important. Dodson’s argument is not that SEO, advertising, PR, social media, directories or emerging AI strategies are inherently poor investments. Rather, marketing channels should not become permanent budget line items simply because they have always been there or because each can produce a favorable-looking performance report.

From More Marketing to Better Marketing

For marketers and business owners, the proliferation of channels creates an understandable temptation to be everywhere. Every new platform can look like an opportunity, and every emerging technology can create anxiety about being left behind.

But adding more activity to an already fragmented system can compound the very problem businesses are trying to solve. Dodson’s approach is to return to a simpler discipline: What is the business trying to accomplish? Who is it trying to reach? What role is each marketing investment supposed to play? How does it interact with everything else? And what evidence would demonstrate that it is succeeding?

Her underlying premise is that marketing does not necessarily need to do more. It needs to become more intentional, integrated and accountable. The goal is not a cleaner dashboard or another impressive metric. It is to make sure that the growing machinery surrounding modern marketing remains connected to the reason businesses invest in it in the first place: to produce meaningful business growth.

As marketing becomes more sophisticated, accountability has to become more sophisticated with it. The businesses that navigate this next era most effectively may not be those that adopt every new platform, metric or AI capability first, but those disciplined enough to continually question what each investment is accomplishing and whether it still deserves a place in the strategy. In a marketplace overflowing with ways to spend, knowing what not to fund may become just as valuable as knowing where to invest next.

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Entrepreneur Leadership Network member Merilee Kern, MBA, is a highly regarded brand strategist and analyst who reports on cultural shifts, trends, and notable industry leaders across both B2C and B2B sectors. Her work covers a broad range of categories, including field experts, thought leaders, brands, products, services, destinations, and events. As Founder, Executive Editor, and Producer of The Luxe List International News Syndicate, Merilee is a respected voice in the business, lifestyle, travel, dining, and leisure industries. She stays attuned to the market, discovering innovative must-haves and unique experiences at all price points. Her work reaches millions worldwide through broadcast TV (including her own shows and numerous others on which she appears) as well as a variety of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / Twitter www.Twitter.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

Electric bikes have moved quickly from novelty to ordinary transportation. They are used for commuting, errands, recreation and delivery work in cities, suburbs and smaller communities. The injury picture has changed just as quickly. The harder question often arrives after the ambulance leaves: when an e-bike crash causes a traumatic brain injury, multiple fractures or another life-changing injury, what insurance is actually available to pay the victim?

The federal numbers explain why that question deserves attention. The U.S. Consumer Product Safety Commission’s April 2026 micromobility report estimates 155,200 emergency-department visits associated with e-bikes from 2017 through 2024. CPSC staff also identified 310 reported e-bike fatalities during that period, although the agency cautions that recent fatality counts remain incomplete because reporting can lag.

Those figures capture only part of the legal problem. A car crash usually begins with a familiar insurance framework. An e-bike collision may not. The device may belong to an adult, a teenager, an employer or a delivery worker. It may have been purchased as a bicycle but modified to travel faster. The collision may happen on a public road, a sidewalk, a private driveway or inside a residential community. Each fact can change where an injured person looks for compensation.

“People see two wheels and pedals and assume the insurance issues will look like a bicycle accident,” says personal injury attorney and legal analyst Rusty Reynolds, Founding Partner of the Reynolds & Reynolds Law Firm. “That assumption can be expensive. The first job after a serious injury is to identify every person, policy and entity that may have legal responsibility. You do not stop the investigation because there is no conventional auto policy attached to the e-bike.”

The insurance question starts with the facts

Potential coverage can depend on who owned the device, who was riding it, where the crash occurred, whether the rider was working and what the relevant policies actually exclude. Homeowners or renters liability coverage may warrant review in some cases. An umbrella policy could matter. A commercial policy may enter the analysis when the rider was working. Specialty coverage may exist for certain recreational vehicles. None of those possibilities should be assumed, and none applies automatically.

Reynolds says this is where injured people can make a costly mistake by accepting the first answer they receive. “If someone tells you, ‘There is no insurance because it was an e-bike,’ that should not necessarily end the inquiry,” he says. “Coverage is a contract question. Liability is a facts question. You need to know who owned the device, who controlled it, how it was being used, where the collision happened and what policies were in force before you can make a responsible assessment.”

The distinction matters because the injuries can be severe. CPSC’s 2024 special study found that 58 percent of estimated e-bike injuries occurred on paved roads and 24 percent were associated with motor-vehicle accidents. Fifteen percent of riders in the study were traveling at 20 mph or faster when the accident occurred. Those are not trivial speeds when a rider collides with a pedestrian, another cyclist or a vehicle.

High-powered devices complicate the liability analysis

The category itself has become less tidy. Federal consumer-product law defines a low-speed electric bicycle using specific equipment and performance criteria, including operable pedals, a motor under 750 watts and a maximum motor-powered speed below 20 mph under specified test conditions. Products sold and used in the real world do not always stay neatly inside those boundaries.

Some devices can be modified. Others may be marketed in ways that make them look like conventional e-bikes even though their power or speed places them in a different legal category under state or local law. That classification can affect traffic rules, permissible riding locations and the insurance analysis after a collision.

“Speed changes the injury potential, but it can also change the legal questions,” Reynolds says. “If a device has been altered to perform far beyond its original specifications, I want to know who made the modification, who knew about it and whether the vehicle was legally allowed to operate where the crash occurred. Those facts can become very important in a serious injury case.”

Parents face a separate set of questions

Youth use adds another layer. A parent may view an e-bike as a practical way for a teenager to get to school or visit friends. From a personal injury standpoint, the relevant questions include the child’s age, the power and speed of the device, local operating restrictions, the child’s experience and whether the adult who supplied the device understood how it would be used.

Claims involving minors can raise theories such as negligent entrustment or negligent supervision, depending on the jurisdiction and facts. State law varies, so there is no single national rule that makes a parent automatically liable whenever a child causes an e-bike collision.

Reynolds advises families to treat the purchase more seriously than they might treat a conventional bicycle. “Before you hand a young rider the controls, find out exactly what the device can do,” he says. “Check the age rules where you live. Check where it can legally be ridden. Then call your insurance agent and ask a very specific question: if my child injures someone while operating this exact e-bike, what coverage do I have? Get the answer before there is a claim.”

A crash investigation should follow the evidence

For an injured pedestrian or rider, early evidence can matter. Photos of the device may establish its make, model and modifications. App data, purchase records, video, witness information and delivery-platform records can help show how the vehicle was being used. In a hit-and-run, surveillance footage and prompt reporting may become especially important because identifying the rider can determine whether additional sources of recovery can be investigated.

The same discipline applies when a car hits an e-bike rider. CPSC found motor-vehicle accidents among the leading hazards associated with e-bike fatalities. An injured rider should not assume that riding an e-bike diminishes the duties owed by a negligent motorist. Fault still turns on the circumstances of the collision and the law of the jurisdiction.

“The label on the vehicle should never replace the investigation,” Reynolds says. “Was the driver speeding? Was the rider where the law allowed? Was there a visibility problem? Was the device modified? Was someone working at the time? Those details determine liability. The fact that an e-bike was involved is the beginning of the analysis, not the answer.”

As e-bikes become routine transportation, personal injury law is being forced to deal with crashes that do not always fit the insurance assumptions built around cars and traditional bicycles. For victims, that makes the first coverage search more important, not less. A serious injury can create years of medical costs and lost income. The responsible question is not whether the e-bike carried an auto insurance card. It is who may be legally responsible and what coverage, assets or other sources of recovery actually exist.

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Entrepreneur Leadership Network member Merilee Kern, MBA is an internationally-regarded brand strategist and analyst who reports on cultural shifts and trends as well as noteworthy industry change makers, movers, shakers and innovators across all categories, both B2C and B2B. This includes field experts and thought leaders, brands, products, services, destinations and events. As Founder, Executive Editor and Producer of “The Luxe List,” Merilee is a prolific business, lifestyle, travel, dining and leisure industry voice of authority and tastemaker. She keeps her finger on the pulse of the marketplace in search of new and innovative must-haves and exemplary experiences at all price points, from the affordable to the extreme. Her work reaches multi-millions worldwide via broadcast TV (her own shows and copious others on which she appears) as well as a myriad of print and online publications. Connect with her at www.TheLuxeList.com / Instagram www.Instagram.com/MerileeKern / X http://www.X.com/MerileeKern / Facebook www.Facebook.com/MerileeKernOfficial / LinkedIN www.LinkedIn.com/in/MerileeKern.

***Some or all of the accommodations(s), experience(s), item(s) and/or service(s) detailed above may have been provided or arranged at no cost to accommodate if this is review editorial, but all opinions expressed are entirely those of Merilee Kern and have not been influenced in any way.***

Source

• U.S. Consumer Product Safety Commission, Micromobility Products-Related Deaths, Injuries, and Hazard Patterns: 2017–2024