Digging Ourselves Out Of This Retail Rut
Mastering The Moonlight
The 7-Eleven Supply Chain
Practical Steps To Lower Insurance Costs
Digital Detox: Taking A Break From The Buzz
Winning In A Competitive Landscape
Insurance Audits Explained
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Sukhi Sandhu, NCASEF Chairman
Nick Bhullar, NCASEF Executive Vice Chair
Teeto Shirajee, NCASEF Vice Chair
By Michelle Niccoli, NCASEF Vice Chair
Raj Singh, NCASEF Treasurer
John Wales, Program Manager, AON
CSP’s 2025 Top 202 list reaffirms 7-Eleven’s dominance as the largest convenience-store chain in the U.S., with an unmatched footprint of 12,600 locations. The ranking—based on in-depth research and direct outreach to top retailers—positions 7-Eleven ahead of Alimentation Couche-Tard’s Circle K (7,107 stores) and Casey’s General Stores (2,890), maintaining its lead despite intensifying competition and aggressive expansion tactics across the sector. As mid-sized and emerging players shake up the ranks, CSP highlights 7-Eleven’s role not just in scale but in shaping industry benchmarks amid ongoing store acquisitions and new builds. With the U.S. hosting over 152,000 c-stores, most operated by small chains, 7-Eleven’s prominence remains a key marker of brand recognition, distribution reach, and strategic agility in a rapidly evolving market.
Rounding out the top 10 on CSP’s 2025 list are a mix of fuel-aligned operators and regional powerhouses steadily expanding their footprints. Murphy USA ranks fourth with 1,757 stores, followed closely by bp America (1,566) and EG America
(1,464), each leveraging fuel networks to grow convenience retail. GPM Investments lands seventh with 1,389 locations, while ExtraMile Convenience Stores (1,123) and QuikTrip (1,117) sit just ahead of Wawa, which secures the tenth spot with 1,100 stores.
Canadian convenience store
giant Alimentation Couche-Tard has officially pulled its $47 billion acquisition bid for Japan’s Seven & i Holdings, citing a lack of constructive engagement from the Tokyo-based parent of 7-Eleven, reported Reuters. Despite raising its offer from an initial $38.5 billion and agreeing to concessions such as partial ownership and regulatorymitigating store sales, Couche-Tard claimed that attempts to deepen negotiations were stifled by limited access to financial disclosures and tightly constrained meetings.
This marks the end of a year-long pursuit to form a global convenience store leader, following the collapse of a competing $58 billion whiteknight bid by Seven & i’s founding family. Couche-Tard’s final proposal included acquiring all non-Japanese
continued on page 12
The strength of an independent trade association lies in its ability to promote, protect and advance the best interests of its members, something no single member or advisory group can achieve. The independent trade association can create a better understanding between its members and those with whom it deals. National Coalition offices are located in Ceres, California.
3645 Mitchell Road Suite B Ceres, CA 95307
855-444-7711 nationaloffice@ncasef.com
NATIONAL OFFICERS & STAFF
Sukhi Sandhu NATIONAL CHAIRMAN 855-444-7711 sukhi.sandhu@ncasef.com
Nick Bhullar EXECUTIVE VICE CHAIR 626-255-8555 bhullar711@yahoo.com
Teeto Shirajee VICE CHAIR 954-242-8595 teeto.shirajee@yahoo.com
Michelle Niccoli VICE CHAIR 719-661-1048 nicco711@yahoo.com
Khalid Asad VICE CHAIR 913-488-3014 Khalid.asad@aol.com
Rajneesh Singh TREASURER 214-208-6116 rjn_singh@yahoo.com
Shawn Howard OFFICE & VENDOR RELATIONS MANAGER 855-444-7711 shawnh@ncasef.com
Eric H. Karp, Esq. GENERAL COUNSEL 617-512-9004 ekarp@wfrllp.com
John Riggio MEETING/TRADE SHOW COORDINATOR 262-394-5518 johnr@jrplanners.com
John Santiago MANAGING EDITOR 267-994-4144 avantimag@ncasef.com
April J. Key GRAPHIC DESIGNER lirpayek@gmail.com
The Voice of 7-Eleven Franchisees 2025 ISSUE 3 ©2025 National Coalition of Associations of 7-Eleven Franchisees
Avanti
The San Diego FOA hosted its 32nd Annual Charity Golf Tournament on June 11, 2025, at the beautiful Rancho Bernardo Inn, bringing together 144 golfers and numerous vendors to raise funds for Rady Children’s Hospital San Diego. Franchisees from several FOAs—including Greater Los Angeles, Southern California, Joe Saraceno, West Coast, Las Vegas, and Sacramento Valley—joined in the day of camaraderie and giving back. At the evening banquet, a check was proudly presented to Ashley Holmes (Dawson), Associate Director of Philanthropy at the Rady Children’s Hospital Foundation.
Participants enjoyed a lively day on the green, fueled by a delicious breakfast of Sabor burritos sponsored by Fairlife and a crowd-pleasing taco cart from Sabor Mexican Grill, courtesy of Anheuser-Busch. The festivities continued after the rounds with a banquet dinner and exciting raffle prizes, closing the event on a high note. With strong vendor support and enthusiastic participation from franchisees across the region, the tournament was another huge success in making a difference for local kids and their families.
assets and only 40 percent of Japanese operations, reflecting Japan’s unique dependence on convenience stores as emergency infrastructure. In a letter to its board, the company expressed frustration over “negligible” due diligence permitted under a non-disclosure agreement and noted having “no visibility” on further information from Seven & i leadership.
“Couche-Tard has officially pulled its $47 billion acquisition bid for Seven & i Holdings, citing a lack of constructive engagement from the company.”
More than 80 percent of convenience store visitors are primarily drawn in by beverage purchases, outpacing snacks and fuel as the leading drivers of foot traffic, according to a new study by Westrock Coffee Company highlights. The report reveals that habit heavily influences buying decisions—more than half of shoppers enter stores already knowing which drink they’ll purchase. The findings reflect growing consumer expectations for fast, reliable access to high-quality coffee, tea, and other beverages. Flavor variety, product freshness, and convenience are top purchase motivators, positioning beverages
Better informed.
Better advised.
Better protected.
as both a core traffic driver and a strategic opportunity for retailers. The report also explores how evolving preferences for customization and quality are shaping the future of c-store coffee offerings. Demand for made-toorder, premium options is rising, narrowing the gap between convenience stores and quickservice restaurants. Westrock Coffee suggests that offering elevated beverage experiences can foster repeat visits and brand loyalty.
Over 800,000 workers across the U.S. experienced minimum wage increases on July 1 as new
rates took effect in 15 states, cities, and counties, reported Newsweek. Alaska raised its minimum wage by $1.09 to $13.00 per hour, following a ballot measure, impacting 6.3 percent of its workforce. In Oregon, inflation adjustments pushed the wage to $15.05, affecting 9.4 percent of workers. Washington, D.C. also implemented an inflationlinked increase to $17.95. These three jurisdictions alone accounted for hundreds of millions in additional annual wages, with fulltime workers gaining between $420 and $925 more annually. Meanwhile, 12 localities— including 10 in California—rolled out hikes ranging from 45 to 59 cents an hour. Emeryville stood out with one of the nation’s highest
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local minimum wages, nearing $20 per hour. Other California cities like San Francisco and Berkeley reached $19.18, while Los Angeles and surrounding areas hovered just under $18. Outside the state, Chicago raised its wage to $16.60 and Montgomery County, Maryland, climbed to $17.65. The Economic Policy Institute noted that 58 percent of those benefiting were women, with Black and Hispanic workers seeing disproportionate gains—further fueling calls to lift the federal wage, which remained unchanged at $7.25 since 2009.
U.S. inflation climbed to 2.7
percent in June—the highest since February—largely driven by President Trump’s sweeping import tariffs, which raised costs across furniture, clothing, groceries, and appliances, reported the Associated Press. Core inflation, excluding food and energy, rose 2.9 percent, signaling deeper economic effects beyond volatile categories. While the White House defended the policy, noting some price drops like automobiles, economists pointed to rising prices of imported goods, including orange juice and sporting equipment, as signs of “tariff inflation” taking hold. Businesses such as Walmart, Mitsubishi, and Nike have begun passing these costs to consumers, complicating the Federal Reserve’s interest rate continued on page 45
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Over the past year or so, one challenge has weighed on my mind more than anything else: flat sales and declining foot traffic in our stores. As franchisees, we’ve all felt it. Fewer people are walking through our doors, customers are watching their spending, and some of the excitement that used to fill our stores has faded.
“I want you to know that your national and local franchisee leaders see you, we hear you, and we are working hard every day to find solutions.”
I want you to know that your national and local franchisee leaders see you, we hear you, and we are working hard every day to find solutions. This is not a challenge we can ignore, and it’s not one we can solve overnight. But I truly believe that together— franchisees, SEI, vendors, and distributors—we will find a way to turn things around.
For months now, the NCASEF officers, Board of Directors and I have brought this issue to every meeting we’ve had with SEI. We’ve pushed hard to make sure the company understands how serious this is and how much it impacts us at the store level. We’ve shared your stories, your numbers, and your frustrations directly with senior leadership. And I can tell you that SEI knows this is a problem, too. They see the same numbers we see, and they want to help fix it.
BY SUKHI SANDHU NCASEF Chairman
in higher margins and gives customers a reason to choose 7-Eleven over other options. We’ve also been discussing improvements to 7Now, as more customers turn to delivery apps instead of visiting in person.
Another idea we’ve been working on with vendors is stronger, more creative promotions. We know that customers respond to deals and discounts—but they need to be meaningful, not just a few cents off here and there. We’ve asked SEI and vendors to come up with promotions that grab attention and bring customers into the store. We’ve also talked about testing regional and seasonal promotions tailored to what people in your neighborhoods actually want, rather than just broad national programs.
“But I truly believe that together—franchisees, SEI, vendors, and distributors—we will find a way to turn things around.”
Our distributors play an essential role in this effort, too. By collaborating with distributors, we’re making sure stores have what customers want when they want it, and we’re able to test new items more quickly. Their support has been a big part of our conversations about improving the customer experience and driving more traffic, and I’m confident they will continue to be an important part of the solution moving forward.
We’ve even explored ways to improve the shopping experience itself. SEI has shared plans to upgrade the technology in our stores to make transactions faster and to use data more effectively. They’re also looking at how to improve store layouts and product placement to make the experience more appealing to customers.
One of the main areas we’ve been exploring is foodservice. During the last few Board meetings, SEI has presented new foodservice initiatives focused on drawing customers back into stores. We’ve talked about expanding the fresh food menu, adding more hot foods, and making our food options competitive with quick-serve restaurants and other c-store chains. This is a great opportunity because foodservice brings
“While none of these ideas on their own have been a home run yet, they are steps in the right direction. And the most important thing is that we are at the table, speaking up, and making sure our voices are heard.”
While none of these ideas on their own have been a home run yet, they are steps in the right direction. And
“Your
work, your pride in your business, and your commitment to excellence inspire me and the entire Board to keep fighting for you. Let’s stay strong, stay united, and keep moving forward.”
the most important thing is that we are at the table, speaking up, and making sure our voices are heard. I know it’s frustrating to feel like progress is slow. I feel the same way. But I also know that these challenges didn’t appear overnight, and they won’t go away overnight either.
I want to take a moment to thank every franchisee who has shared their feedback, attended meetings, and contributed ideas. Every time you speak up, it helps us make a stronger case to SEI and vendors. It shows them that we care deeply about our businesses and our customers, and that we’re willing to work together to find solutions.
I also want to remind you that this is not just about waiting for SEI or vendors to solve the problem for us. As franchisees, we can take small steps in our own stores to help bring customers back. Whether it’s keeping your store spotless, being friendly and welcoming, or trying out a new display, these little things can make a big difference. Customers remember when they feel valued, and they’re more likely to come back when they have a good experience.
In the coming months, we will continue pushing SEI and vendors for better programs, smarter promotions, and stronger support for franchisees. We won’t stop until we find real, lasting solutions. I promise to keep you updated on every step we take and every idea we bring to the table.
Thank you for everything you do every day to keep your stores running and to serve your customers. Your hard work, your pride in your business, and your commitment to excellence inspire me and the entire Board to keep fighting for you. Let’s stay strong, stay united, and keep moving forward.
“None of us is as great as all of us together”
The best way to stay informed of the latest changes and challenges to our 7-Eleven system-and the convenience industry, in general-is to join your local Franchise Owner’s Association. FOAs help franchisees share ideas and concerns, and allow us to approach our franchisor and vendor partners with a unified voice. Becoming an FOA member also makes you a member of the National Coalition, which consists of all 41 FOAs nationwide.
To join your local organization, contact the FOA president closest to you, or follow the instructions below to fill out an online membership form. If you cannot find the FOA closest to you, contact nationaloffice@ncasef. com for more information. We welcome your participation!
1. Log in to 7Help using 7Hub (secured) instore or using this link https:/7elevenna. service-now.com/from any external device.
2. In the search bar type “FOA.”
3. Select the popup suggestion “FOA/ PAC:FRANCHISE OWNERS ASSOCIATION.”
4. Type “NONE” in the “Current FOA” box if you are joining an FOA for the first time or you are not a member of any other FOA.
5. Type in the full name of the FOA that you wish to join (No abbreviation) in the “Future FOA” box.
6. Type in the amount of monthly dues as instructed per local FOA.
7. Type “Please enroll (store number) as a member of (name of the local) FOA.”
8. Repeat Step 7.
9. Press the green submit icon.
NCASEF Chairman Sukhi Sandhu and Greater Oregon FOA President Naeem Khan, who also chairs the NCASEF Charity Golf Committee, recently attended the Play Yellow Experience at the Memorial Tournament presented by Workday in Dublin, Ohio. The event brought together supporters of Children’s Miracle Network Hospitals and the Play Yellow movement to enjoy world-class golf while connecting with fellow advocates, partners, and donors. Sukhi and Naeem had a fantastic time cheering on PGA players, meeting other dedicated supporters, and showing their commitment to improving children’s healthcare through the Play Yellow cause.
The Play Yellow Experience celebrated an incredible milestone this year, with the golf community raising $130 million for children’s hospitals since the program began in 2019. The Memorial Tournament honored Barbara Nicklaus for her and Jack Nicklaus’s tireless efforts to help kids, and Yellow Out Sunday turned the course into a sea of yellow in solidarity.
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The glow of the iconic 7-Eleven sign is a beacon in the night, a promise of convenience and comfort for countless Americans. Yet, for many franchisees, the hours between dusk and dawn can feel like a frontier—challenging, often overlooked, and brimming with untapped potential. While the day shift bustles with consistent traffic, the night shift, with its unique rhythm and demands, often holds the key to unlocking significant gains in profitability, operational efficiency, and customer satisfaction.
“While
the day shift bustles with consistent traffic, the night shift often holds the key to unlocking significant gains in profitability, operational efficiency, and customer satisfaction.”
It’s no secret that the night shift has historically presented its own set of hurdles. From staffing complexities to inventory management and loss prevention, these hours can test even the most seasoned operator. However, recent developments and a renewed focus on these crucial periods are transforming the landscape, offering a clear path to turn perceived weaknesses into undeniable strengths.
BY NICK BHULLAR NCASEF Executive Vice Chair
techniques is paramount. Don’t assume they know; verify and reinforce.
• Leverage Technology: Utilize your POS system and inventory management tools to flag expiring items. Consider implementing a clear visual system (e.g., colored tags) that quickly identifies products nearing their expiration.
• Communication is Key: Establish clear communication channels between day and night shifts regarding anticipated sales, leftover fresh food, and any special promotions that might impact inventory.
• Proactive Planning: Encourage your night team to perform a thorough fresh food check at the start of their shift and again before peak morning hours. This proactive approach can drastically reduce waste.
Cleanliness That Shines: A Welcoming Environment 24/7
A clean store, regardless of the hour, speaks volumes about your commitment to your customers. While day shifts focus on quick tidy-ups, the night shift often provides the opportune time for deeper cleaning and maintenance.
• Dedicated Cleaning Schedules: Implement a clear, detailed cleaning checklist specifically for the night shift. This should include tasks like floor scrubbing, restroom sanitization, equipment cleaning (coffee machines, hot dog rollers), and dusting.
• Proper Equipment and Supplies: Ensure your night team has access to the necessary cleaning supplies and functioning equipment. A broken mop bucket or an empty spray bottle can quickly derail cleaning efforts.
Let’s address a prevailing misconception: the night shift employee is often unfairly relegated to the “least trained” or “least critical” role. This mindset is a significant impediment to success. In reality, your night team are the custodians of your store during its most vulnerable hours. They are the frontline against theft, the guardians of fresh food integrity, and the crucial link in your supply chain. Investing in their training, empowerment, and recognition is not merely a cost; it’s a strategic investment in your bottom line.
After Dark: The Battle Against Expiration
One of the most common challenges is ensuring the freshness of products in the fresh food case. With peak production often occurring during the day, night staff are tasked with managing the tail end of daily sales and preparing for the next morning rush. Expired product is not just a loss of revenue, it’s a blow to your brand reputation.
• Empower Your Night Team with Knowledge:
Comprehensive training on product rotation (FIFO - First In, First Out), expiration date checks, and proper display
• Regular Inspections: As a franchisee, conduct unannounced night visits to assess cleanliness and provide constructive feedback. This demonstrates your commitment and accountability.
“Unfortunately, the night shift can be a target for opportunistic theft. Proactive measures and a welltrained staff are your best defenses.”
Discouraging Theft: Vigilance in the Moonlight Unfortunately, the night shift can be a target for opportunistic theft. Proactive measures and a well-trained staff are your best defenses.
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• Enhanced Lighting: Ensure your parking lot and store interior are brightly lit, eliminating dark corners that can conceal nefarious activity.
• Visible Security Measures: Prominently display security cameras and signs indicating surveillance. This acts as a powerful deterrent.
• Staff Training on De-escalation and Observation: Train your night associates on how to observe suspicious behavior, make eye contact with every customer, and deescalate potentially volatile situations. Emphasize that their safety is paramount.
• Limit Cash on Hand: Implement regular cash drops to minimize the amount of money in the register.
• “Greet Every Customer”: Even at night, a friendly greeting can make a potential thief feel “seen” and less likely to act.
One of the most significant advancements in recent times has been the improved process for night deliveries, particularly from key partners like the CDC. The days of drivers simply offloading product and leaving are (thankfully) fading.
• Embrace the New Delivery Protocol: Encourage your night staff to fully engage with the new system. The driver waiting while the sales associate scans the delivery and meticulously notes shortages is a monumental step forward. This process directly impacts your profitability by accurately accounting for received goods and crediting shortages.
• Thorough Scanning and Counting: Emphasize the importance of scanning every item received and physically counting high-value or easily misplaced items.
• Photographing Deliveries: The practice of drivers taking pictures of their deliveries before leaving provides invaluable documentation in case of discrepancies. Educate your staff on the importance of this visual record.
• Clear Communication on Shortages: Establish a clear protocol for reporting and verifying shortages. This ensures that credits are received promptly and accurately.
• Regular Inventory Spot Checks: Beyond deliveries, encourage your night team to conduct small, targeted inventory spot checks throughout their shift. This helps identify discrepancies early and reinforces a culture of accuracy.
The instances of stores closing at night at the discretion of the night employee are not just policy violations, they are a
direct assault on your business’s reputation and profitability. 7-Eleven’s core promise is 24/7 convenience.
• Reinforce Policy Firmly: Clearly communicate and consistently enforce the policy regarding operating hours. There should be zero tolerance for unauthorized closures.
• Address Root Causes: If an employee is closing the store, understand why. Is it a safety concern they feel unequipped to handle? Are they overwhelmed? Addressing the underlying issue is crucial to preventing recurrence.
• Provide Support and Resources: Ensure your night staff know who to contact in emergencies and have clear protocols for dealing with challenging situations.
“A well-stocked, clean, and welcoming store, staffed by trained and engaged employees, will naturally attract more customers, especially during the oftenquieter night hours.”
By addressing these challenges head-on and proactively focusing on the night shift, franchisees can unlock significant opportunities:
• Increased Sales: A well-stocked, clean, and welcoming store, staffed by trained and engaged employees, will naturally attract more customers, especially during the often-quieter night hours.
• Reduced Waste and Shrink: Improved inventory management, accurate deliveries, and effective loss prevention directly translate into reduced product waste and shrinkage, boosting your profit margins.
• Enhanced Customer Loyalty: A consistently positive experience, regardless of the time of day, builds customer loyalty and differentiates your store in a competitive market.
• Improved Employee Morale: When your night staff feel valued, trained, and supported, their morale will soar, leading to a more positive work environment and reduced turnover. The night shift is not merely about keeping the lights on, it’s about illuminating new possibilities for your 7-Eleven franchise. By focusing on robust training, embracing new operational protocols, fostering a culture of accountability, and genuinely valuing your night team, you can transform these overlooked hours into a powerful engine for growth, ensuring your store continues to be a beacon of convenience and success, day and night. It’s time to wake up our night shift— and with it, our potential.
BY ERIC H. KARP General Counsel to NCASEF
to a Recommended Vendor, but SEI retains sole discretion to determine whether a Bona Fide Supplier meets its requirements to become a Recommended Vendor.
“The franchisees are subject to relatively straightforward requirements found in section 15(g) in the franchise agreement.”
The franchisor is obligated to make a commercially reasonable effort to obtain the lowest cost for products and services on a Market Basket Basis identifying all available discounts allowances and other opportunities for price adjustments. It is universally known in franchising that vendors often offer franchisors inducements to become approved vendors in a franchise system.
This franchise agreement contains unusual provisions stating that if SEI decides to accept an allowance from a vendor, it must first ask the vendor to lower its price instead of providing the allowance to the franchisor. If the vendor refuses to lower the cost of the product, then SEI must follow the steps below:
If the vendor offers cooperative advertising allowances and refuses to lower the cost of its products and services in lieu of providing that allowance, then SEI may accept the cooperative advertising allowance.
If there are other allowances available from the vendor and it declines to lower the cost of its products and services in lieu of providing such allowance, then SEI must request that the vendor provide such allowance as
If the vendor declines to provide the allowance as cooperative advertising, then SEI may accept and use the allowance as designated by the vendor.
SEI must request written confirmation from the vendor that it will not lower the cost of its products and services in lieu of providing any available allowances.
Under paragraph 15(k) and Exhibit J. the oversight of these provisions is delegated to the Franchisee Selection Committee, which has the power to retain an independent third party to conduct a review
“Outside the highly confidential Franchisee Selection Committee process, there is no public available window into the payments or allowances that SEI may receive from vendors.”
of SEI’s compliance with these provisions. Outside the highly confidential Franchisee Selection Committee process, there is no public available window into the payments or allowances that SEI may receive
from vendors. They are not separately accounted for in the financial statements which accompany its Franchise Disclosure Documents or in the securities filings of its parent company. The Summary of Significant Accounting Policies which accompanied the 2024 Audited Financial Statements say that all such allowances are recorded as a reduction to merchandise cost of goods sold. The note explaining that policy is set out in the Appendix. Because your franchise agreement is unusual in that it has many defined terms that are found in an exhibit to the franchise agreement rather than in the agreement itself, I’m including in the exhibit the definitions of the capitalized terms in this article.
I hope you find this article informative.
(n) Allowances
The Company receives various types of allowances and credits from vendors that primarily include cigarette and tobacco buy-downs, display allowances, and scanback and billback allowances. These allowances are recorded in the period in which they are earned as a reduction to merchandise cost of goods sold. Additionally, the Company receives vendor cooperative advertising allowances, which are offset against advertising expense in OSG&A as incurred. The Company also receives fuel branding and volume-based incentives related to our fuel supply contracts. Volume-based incentives are recognized in the period in which the underlying fuel sales occur, whereas unearned fuel branding incentives are deferred and amortized as earned over the term of the respective agreement. Both types of fuel incentives are reflected as a reduction to fuel cost of goods sold.
“Bona Fide Suppliers” means persons or entities regularly conducting the business of supplying or distributing merchandise, supplies or services to retail businesses and performing all of the functions normally associated with such activities; provided that, unless you obtain our prior written consent, neither you, your Affiliate, nor any other 7-Eleven franchisee may be a Bona Fide Supplier.
“Market Basket Basis” means a vendor’s standard product mix that meets our Stores’ purchase needs (excluding Proprietary Products) and is sold under terms that include a balanced comparison of payment terms and methods, instore services, product mix, service area, frequency of delivery and delivery windows.
“Recommended Vendor(s)” are those Bona Fide Suppliers described in Paragraph 15(h) and which are listed on the 7-Eleven Intranet. The list of Recommended Vendors may be changed from time to time.
For 7-Eleven franchisees, general liability insurance is a necessary part of doing business—but that doesn’t mean we have to be stuck paying sky-high premiums. By taking
“By taking a proactive approach to managing risk, we can significantly reduce costs while also creating a safer environment for our customers and employees.”
a proactive approach to managing risk, we can significantly reduce costs while also creating a safer environment for our customers and employees. Whether you’re operating a highvolume urban store or a quieter suburban location, there are concrete steps you can take to better control your insurance expenses without sacrificing coverage.
Start by conducting a thorough risk assessment of your store. Identify any common hazards—like uneven flooring, poor lighting, or high-theft areas—and address them through regular maintenance and safety checks. Implementing a strong safety and loss control program, including employee training on proper cash handling, de-escalation techniques, and slip-and-fall prevention, can go a long way toward reducing incidents. Surveillance cameras and alarm systems not only deter crime, but they also demonstrate to insurers that you’re serious about protecting your business.
Another way to control premiums is to take a close look at your claims history. Identify any patterns in past incidents and take corrective action to prevent them from recurring. Keeping detailed records of all incidents and claims makes it easier to work with your insurance provider and helps build a track record of responsibility. Consider increasing your deductible if it makes sense financially—this often results in lower premiums, but be sure your store can afford the out-ofpocket cost if a claim arises.
You should also think about bundling policies—such as general liability, workers’ comp, and property coverage— under a single provider. This can often lead to discounts and streamline communication. Additionally, don’t just set it and forget it—review your policy limits periodically to ensure they align with your store’s actual exposure. Over-insuring can mean you’re paying for coverage you don’t need, while
BY TEETO SHIRAJEE NCASEF Vice Chair
under-insuring could leave you vulnerable.
Even if you’re using captive insurance, it’s wise to shop around from time to time or request quotes from outside insurers. Doing so gives you leverage in negotiations and helps validate your current rates. Engage with your captive insurance managers regularly—they can offer guidance on ways to improve your safety protocols and ultimately drive down costs. Tools like data analytics can also be incredibly useful. Use them to track incidents, claims, and safety trends over time so you can make more informed decisions about your store operations.
Don’t overlook the importance of legal compliance. Make sure your store meets all local, state, and federal regulations—being out of compliance not only increases your risk but can also drive up insurance costs. Clean, wellmaintained stores with documented safety practices are simply less expensive to insure. Encourage customers to share feedback about safety and service issues so you can catch problems before they escalate into costly claims.
“Smart risk management helps improve store operations, protect your bottom line, and support long-term success.”
Further, consider whether an umbrella policy makes sense for your store. These policies provide additional protection beyond your general liability limits and are often surprisingly affordable. As the convenience store industry evolves, keep an eye on emerging liability trends—what worked five years ago might not be enough today. Reevaluate your insurance strategy regularly, and work closely with your insurance advisor to tailor your coverage to your store’s specific needs.
Smart risk management helps improve store operations, protect your bottom line, and support long-term success. Taking the time to assess your coverage, invest in prevention, and work closely with your insurance advisor can lead to real savings and fewer disruptions. With the right strategies in place, you’ll be better equipped to handle challenges and keep your store running smoothly.
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Running a 7-Eleven store means being connected almost 24/7—responding to employee texts, managing online inventory, reading emails, engaging on social media, and staying on top of news. I’ve been there: checking messages late into the night, scrolling through emails first thing in the morning, and feeling like I can never truly clock out. But how is this constant connectivity affecting our mental health, and what can we do about it?
“The idea of a digital detox has been gaining traction for a reason. It is not just about taking a break from your phone—it is about reclaiming control over your well-being.”
The idea of a digital detox has been gaining traction for a reason. It is not just about taking a break from your phone—it is about reclaiming control over your well-being. In this article, I’ll discuss how tech overload can impact our mental well-being and share a few tips on how to step back, reset, and recharge— especially important when you’re running a busy store.
The Mental Health Toll of Constant Connectivity
BY MICHELLE NICCOLI NCASEF Vice Chair
isolating. I’ve spent hours engaging online, only to realize I was missing real-life moments with family, friends, or even customers. Face-to-face interactions—whether with employees, vendors, or loved ones—create the kind of connection screens can’t replicate.
The good news is that stepping away from technology, even just a little, can lead to major mental health benefits. It might sound difficult at first, especially when you’re running a store, but taking small breaks from screens can make you feel more grounded and focused.
• Better Sleep: Creating boundaries around screen time— like turning off your phone an hour before bed—can help reset your body’s natural rhythms. I started sleeping better and waking up more refreshed once I gave myself space to unwind without devices.
“As franchisees, we’re expected to be reachable at all times, and over time, that takes a toll.”
Technology helps us stay organized, track store performance, and communicate quickly— but too much of it can leave us drained and distracted. As franchisees, we’re expected to be reachable at all times, and over time, that takes a toll.
• Stress and Anxiety: The pressure to always be “on” can seriously spike stress levels. I used to feel like I had to reply instantly to every message and email, even if it was not urgent. That expectation creates tension. Research shows constant tech engagement keeps our brains in a “fight or flight” mode, leading to heightened anxiety.
• Sleep Disruption: How many of us fall asleep while checking emails, social media, or scrolling through reports on our phones? The blue light from screens interferes with melatonin production, making restful sleep harder to achieve. Poor sleep makes you groggy and affects your mood, decision-making, and patience when dealing with staff or customers.
• Disconnection Despite Being “Connected”: Even though we’re constantly communicating through screens, it can feel
• Reduced Anxiety: Letting go of the need to constantly check messages gave me some muchneeded breathing room. My anxiety started to ease, and I found myself focusing more clearly on what really matters, without the pressure of staying up to date on everything.
• Deeper Connections: Reducing screen time has helped me be more present. Whether I’m having a conversation with an employee or friend or family member, I’ve learned to put the phone away and engage more meaningfully. That simple shift has strengthened my relationships and helped me feel more connected in real life.
If you’re ready to take a break from the constant buzz of notifications, here are a few strategies that have helped me (and many others) disconnect without missing a beat at work.
1. Set Boundaries: Try not to check emails or messages the moment you wake up. Set tech-use hours for your day and stick to them. Use “Do Not Disturb” mode during your downtime, and let your team know when you’re off the clock.
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2. Create Tech-Free Zones: Designate certain spaces as nodevice zones—like your bedroom or dining room. These areas can become a refuge from store-related stress, helping you mentally separate work from rest.
3. Plan Offline Activities: Whether it’s taking a walk, enjoying a hobby, or even just drinking your morning coffee without a screen, carve out time for simple, tech-free moments. You’ll be surprised how refreshed you feel.
4. Engage in Real-World Conversations: Make time for in-person connections, whether that’s chatting with your employees without distractions or catching up with a friend over lunch. Phone-free interactions build stronger bonds—and help you feel more grounded.
Reclaiming Your Mental Health Technology is a powerful tool, but only if we use it wisely. If
you’re feeling overwhelmed or burned out, a digital detox might be the reset you need. Even a few small changes can reduce stress, improve sleep, and help you reconnect with what truly matters.
So if the nonstop pace of store life has you feeling like you’re always “on,” give yourself permission to disconnect. You’ll come back more focused, more balanced, and better equipped to lead your store and your life.
The San Francisco/Monterey Bay FOA hosted its Charity Golf Tournament on June 17, 2025, at the scenic Cinnabar Golf Course in San Jose, California. Franchisees and vendors came together for a fun and meaningful day on the green, strengthening relationships and supporting the FOA’s ongoing efforts to build a stronger community.
The following day, the FOA held its Annual Trade Show at the Paradise Ballrooms in Fremont, highlighted by a
ribbon-cutting ceremony attended by Fremont Mayor Dr. Raj Salwan. In his remarks, the mayor praised small businesses as the backbone of the economy and applauded the spirit of collaboration at the event. NCASEF Chairman Sukhi Sandhu, Executive Vice Chair Nick Bhullar, and leaders from Southern and Northern California FOAs joined franchisees and vendors to celebrate teamwork and place orders on excellent deals.
To succeed in a competitive retail environment, every 7-Eleven franchisee must understand their market, offer a unique value proposition, and prioritize customer service. Success isn’t about doing one thing right—it’s about doing many things consistently well. That includes analyzing your competitors, focusing on customer needs, and continually innovating to build a distinct brand identity and loyal customer base.
One of the most important steps to long-term success is building a strong infrastructure. Just like a building, if your foundation is solid, you can expand and grow with confidence. When your infrastructure is strong, you can own and manage as many businesses as you’re capable of handling. It all starts with hiring the right people. Train and coach your team, empower them to perform at their best, and create an environment where success is shared.
“Success isn’t about doing one thing right—it’s about doing many things consistently well.”
BY RAJ SINGH NCASEF Treasurer
competition is another crucial component. Start with a thorough competitor analysis. Look into their strengths and weaknesses, who they serve, and how they market their business. Keep an eye on customer behavior, industry trends, and emerging technologies. These insights will help you stay ahead.
Conduct a SWOT analysis—evaluate your own Strengths, Weaknesses, Opportunities, and Threats. This can help you identify where you stand in the market and what you need to work on.
Offering a unique value proposition is essential. Use 7-Eleven’s fully funded promotions and the 7Rewards loyalty program to differentiate yourself from the competition. Go beyond just selling basic products. Add value with bundled deals, limited-time offers, or exclusive products that make your store the preferred destination.
“When your infrastructure is strong, you can own and manage as many businesses as you’re capable of handling.”
Next, make sure you’re executing the basics. This means maintaining a clean store, keeping shelves well-stocked, presenting products attractively, offering high-quality food and beverages, and providing excellent customer service. These elements are fundamental and non-negotiable if you want customers to return.
We also need to make full use of the powerful tools and systems available to us. 7-Eleven provides one of the best retail systems in the industry, but it’s up to franchisees to take advantage of it. Don’t leave any opportunity on the table.
Key tools include:
• 7-BOSS: Use it to manage your ordering and assortment effectively. Remember the formula: F+M-I=O.
• Cycle Counts: Regular cycle counts ensure inventory accuracy, help detect theft, and prevent out-of-stocks.
• Shelf Sequences and Schematic Sales Reports: These tools help you understand how your merchandising decisions impact sales, so you can make smart adjustments.
Understanding your market and knowing your
Customer service is the heart of long-term success. Make every customer interaction count. Deliver exceptional service to build loyalty. Personalized service, streamlined transactions, and friendly support can make the difference between a one-time customer and a regular. Ensure that any issues are resolved quickly and efficiently—a happy customer is a returning customer.
“Customer service is the heart of long-term success. Make every customer interaction count.”
Innovation and adaptability will also keep your business competitive. Don’t be afraid to experiment with new ideas and products. Use the Weekly Merchandising Cycle to bring fresh items into your store. Monitor their performance and rotate as needed. Expand high-potential categories like modern nicotine products and energy drinks to capitalize on fast-growing segments. Stay flexible, listen to customer feedback, and adjust your strategies accordingly.
Strong branding also plays a key role. Take advantage of platforms like 7NOW and 7-Eleven private brands to build a unique identity for your store. Cultivate a strong online reputation by encouraging positive reviews and engaging with your community online.
In addition to all of the above, monitoring your store’s performance through regular report reviews is critical. The 7-Report system offers a variety of daily, weekly, and monthly reports that provide insights into your business operations, inventory, and financials. Franchisees should make it a habit to review these reports to identify areas for improvement.
• DMR (Daily Merchandise Report): Shows daily purchases, beginning and ending inventory level of DMR date, audit adjustments, past invoices, price overrides, markups and markdowns, write-offs, Daily Inventory Sales, and very importantly—MTD GP% of purchase during the month.
• POR (Price Override and Markup/Markdown Report): Summarizes price overrides, markups/ markdowns, Retail Adjustment and Retail Adjustment Amounts associated with the Sales Transactions of items within a business day. Please note that the POR report is a summary of Inventoried Item Transactions ONLY.
• NIS (Non-Inventoried Sales): Tracks sales of proprietary beverages, SBT, and commission items.
• PSR (Promo Sales Report): Breaks down the performance of store-level promotions and discounts.
• APD (Accounts Payable Report): Details maintenance charges, Draw Portal withdrawals, and other businessrelated expenses paid on your behalf by SEI.
• ERI (Extended Retail Invoice): Shows invoice pricing and how retail prices were calculated (SRP, CRP, FCTR).
• Provides Daily Invoices Detail information on the purchases that are reported on the DMR for DSD, and how their retail was calculated—i.e. Suggested Retail Price (SRP), Custom Retail Price (CRP), and Factored (FCTR).
• WDR (Wholesaler Detail Report): This daily report provides very vital and useful information on your purchases and needs to be reviewed to ensure the accuracy of your invoice. (Invoice Unit Cost and Retail, Selling Unit Retail Price, Invoice Quantity, Extended Cost and Retail.)
Weekly Report
• IMR (Inventory Management Report): Helps identify irregular ordering patterns and trends.
Monthly Reports
• AP9 (Accounts Payable Summary): Summarizes
maintenance charges and other miscellaneous amounts paid by SEI on your behalf.
• 11A (Detailed General Ledger): Breaks down every charge listed on your 48A and shows your store’s net activity for the month, as well as the beginning balance of all the charges, including your purchases during the month.
• 48A (Franchise Financial Summary): Includes your profit or loss statement, open account balances, and minimum net worth status.
The above reports are very basic, but they allow you to understand your business and finances.
Additional reports that franchisees should review:
Daily Report
• RA1D (Daily bank Activity): Tracks daily bank deposits and withdrawals.
• BRS: Final Billback/Scanback Report that verifies the accuracy of scanback amounts listed on the 48A.
• CCE: Credit Card Fees Expense Report that helps validate the credit card fee charges on the 48A.
• MAP (Product Margin Report): Provides valuable information and includes both current period and yearto-date comparisons (PSA Category, Cost, Retail, % to the Retail, % to the Purchase Margin and % Purchase Margin Contribution, Ending Inventory, Non-Inventoried Sales, Inventoried Sales, Inventory Turn, Gasoline Sales, Transaction Count, Average Daily Transaction Count, Average Sales).
“With the right foundation, a sharp eye on the numbers and a passion for great service, long-term success is within reach for every 7-Eleven franchisee.”
Understanding your reports is essential to running a healthy business. They show you where you’re excelling, where you’re leaking profit, and where there’s opportunity. Don’t overlook them—they’re some of your most valuable tools. By implementing these strategies and using the tools available, you can increase your chances of winning in a highly competitive market. It takes commitment, discipline, and a willingness to evolve. But with the right foundation, a sharp eye on the numbers and a passion for great service, long-term success is within reach for every 7-Eleven franchisee.
BY JOHN WALES Program Manager AON
Insurance audits don’t need to be stressful—just accurate. Let’s break it down.
“Insurance audits don’t need to be stressful—just accurate.”
An insurance audit is a review conducted by your insurance carrier to confirm the accuracy of the information used to calculate your premium. Because most business insurance policies—especially workers’ compensation—are based on initial estimates, audits help reconcile those estimates with your actual business activity over the policy term.
“To ensure a smooth insurance audit, review your payroll regularly, update your insurer mid-year, maintain clean records, and don’t miss mid-policy reviews.”
• Update your insurer mid-year
• Maintain clean records
• Stay in contact with your provider
DON’T
• Wait until year-end to report changes
• Assume estimates remain accurate
Nature of your business
Business location
Number of employees
Total payroll
Whether officers are included in coverage (varies by state for workers’ compensation)
Changes in these variables can mean additional charges—or refunds.
Let’s say you start your workers’ compensation policy with an estimated payroll of $100,000. Your premium is calculated accordingly.
By year-end, however, your actual payroll is $150,000. That means the insurer will charge an additional premium to reflect your higher risk exposure. If your payroll had been lower than estimated, you would typically receive a credit.
DO
• Review payroll regularly
• Ignore classification changes
• Miss mid-policy reviews
Keeping your estimates up to date helps you:
• Avoid surprise premium bills
• Ensure you’re not over- or under-insured
• Make budgeting more predictable
• Simplify annual renewals
“I encourage clients to check in with their insurance provider twice a year. It helps keep policies aligned with business realities.”
I encourage clients to check in with their insurance provider twice a year. It helps keep policies aligned with business realities.
If there’s an insurance topic you would like covered— or you would like to schedule a Q&A session with your FOA—reach out anytime. You may contact me at John. Wales@aon.com.
Vendors looking to build stronger ties with 7-Eleven franchisees are invited to become Affiliate Members of the National Coalition of Associations of 7-Eleven Franchisees (NCASEF). This program is designed for companies that want more than just visibility— it’s a direct path to forging lasting partnerships and increasing your footprint within the 7-Eleven franchise network.
As an Affiliate Member, you’ll be part of three exclusive meetings each year—hosted in the late winter, spring, and fall—that bring together NCASEF’s national Board consisting of leaders from 38 Franchise Owners Associations (FOAs) representing over 7,300 stores. These gatherings feature expert presentations, targeted discussions, and social events that create powerful, face-to-face
networking opportunities. You’ll also receive up-todate contact lists for NCASEF’s executive officers and FOA leadership, putting you in touch with the decision-makers who matter most.
Affiliate Members enjoy valuable benefits, including complimentary directory listings in Avanti Magazine, sponsorship and speaking opportunities at Board meetings, and the chance to present your products and services directly to franchisee leadership. Whether you’re launching a new product or deepening existing relationships, the NCASEF Affiliate Member Program is your gateway to greater engagement and stronger results. Ready to get started? Visit www.NCASEF.com to join today and take your vendor-franchisee relationships to the next level.
Call or email the representatives below if you have questions or want to speak to a representative from their company.
1440 Foods
Julie Crow
500 7th Avenue
New York NY 70018
303-921-4580
julie.crow@1440foods.com
2 Towns Ciderhouse
Amity Worden
33930 SE Eastgate Cir. Suite E Corvallis OR 97333
503-298-3306
a.worden@2townsciderhouse.com
Aaron Choate
Consulting, LLC
Aaron Choate
403 Wellington Court Southlake TX 76092
817-404-7600
aaronchoate@proton.me
Accel Entertainment
Peyton Shaughnessy 140 Tower Drive
Burr Ridge IL 60527
815-999-7847
peytons@accelentertainment.com
Acosta
Jeremy Bennett
926 Vista Lane
Desoto TX 75115
972-515-0805
jdbennett@acosta.com
Insurance
John Barbot
9001 Grossmont Blvd #711
La Mesa CA 91941
619-337-0290
619-609-1882
619-337-2703
JCBarbot@Acrisure.com
Advantage Solutions
Matthew Ledoux
15310 Barranca Parkway, Suite 100 Irvine CA 92618
707-302-9404
matthew.ledoux@youradv.com
Group Distribution
Ryan Woods 6601 W Broad St Richmond VA 23230
559-213-1867
ryan.a.woods@altria.com
Anheuser-Busch
John Crerand
225 E. John Carpenter Fwy Irving TX 75062
908-930-9674
john.crerand@anheuser- busch.com
Aon Risk Services
John Wales
5005 LBJ Freeway, Suite 1400 Dallas TX 75244
847-629-4711
760-221-8656
john.wales@coverwallet.com
AriZona Beverages
TJ Del Duca
60 Crossways Park Drive West, Ste 400 Woodbury NY 11797 908-309-4645 TDelduca@drinkarizona.com
Awake Chocolate
Meredith Blackburn 2795 Peachtree Road Northeast Atlanta GA 30305 404-680-1740 meredith.blackburn@ awakechocolate.com
Bad Mermaid
Dan Dixon
943 White Cloud Drive Morgan Hill CA 95037 408-427-2043 dan@badmermaid.com
Bazooka Candy Brands
Shauna Crusa 10746 E. Palladium Drive Mesa AZ 85212 570-335-1744
scrusa@bazooka-inc.com
BBI Team
Lori Davis 5851 Johnson Street Hollywood FL 33021
337-326-1114
ldavis@bbiteam.com
BeatBox Beverages
Craig Ritcheson 1023 Springdale Rd #14 Austin TX 78721
805-823-5959
craig@beatboxbeverages.com
BIC USA
Ryan Gallimore
One Bic Way, Suite 1
Shelton CT 06484
Ryan.Gallimore@bicworld.com
Big Ideas Marketing
Marc Segal 2235 Sisson St
Baltimore MD 21211
410-654-8786
443-277-0223
410-654-8792
marc@bigideasmarketing.com
Bimbo Bakeries
Ryan Barrios
11407 N. Weidner Rd San Antonio TX 78233
210-452-6258
Ryan.Barrios@grupobimbo.com
Body Armor
Sports Nutrition
Bryce Yancey 1611 Hennington Terrace Henrico VA 23228
804-573-8084
byancey@drinkbodyarmor.com
Bon Appetit
Mike Kawas
4820 E 50th Street Vernon CA 90058
913-708-5526
m.kawas@bonappetitbakery.com
Bridgford Foods
Richard Mueller
1415 W 44th Street Chicago IL 60609
312-733-0300
312-520-8311
rmueller@bridgford.com
Bug Juice International
Greg Meyerott
9836 Richmond Calvry Dr St Louis MO 63123
314-660-4907
gregm@bugjuice.com
CAB Ent. - Electrolit
Kaitlin Pierce
2700 Post Oak Blvd. Floor 21 Houston TX 77056
817-333-4196
kaitlinopierce@outlook.com
Calico Brands
Aristeo Acosta
2055 S. Haven Avenue Ontario CA 91761
909-930-5000
909-214-1961
aacosta@calicobrands.com
Campbell Snacks
Sabrina Crum
1617 Funny Cide Drive Waxhaw NC 28173
704-748-3530
sabrina_crum@campbells.com
Campbell Soup Company
Mike Ventimiglia
1 Campbell Place Camden NJ 08103
720-869-4834
mike_ventimiglia@campbells. com
Caravella
Tim Turner
600 N. Brand Blvd., Suite 530 Glendale CA 91203
turneradultbeverageconsulting@gmail
Celsius
Samantha Shea
2424 N. Federal Hwy. Suite 208 Boca Raton FL 33431
954-621-8739
sshea@celsius.com
Chobani
Aaron Steinbach
669 County Road 25 New Berlin NY 13411
402-250-9985
aaron.steinbach@chobani.com
CIB Security
Peter Chen 1190 Miraloma Way Sunnyvale CA 94085 408-219-7382 sales@cibsecurity.com
Coca-Cola
Myrna Hawkins
5800 Granite Pkwy, Suite #900 Plano TX 75024
214-244-9485 mbarronhawkins@coca-cola.com
Coca-Cola Consolidated
Katy McCarthy 4100 Coca-Cola Plaza Charlotte NC 28211 757-651-8129
katy.mccarthy@ cokeconsolidated.com
Congo Brands
Dan Zacka 7003 Brunswick Circle Boynton Beach FL 33472 561-351-7171 dzacka@congobrands.com
Convenience
Cheryl Tucker 1921 E State Hwy 121 Lewisville TX 75056 469-814-1508 972-803-9630
cheryl.tucker@crossmark.com
Danone North America
Rachel Federico 12002 Airport Way Broomfield CO 80021 303-550-7815 rachel.federico@danone.com
Delicato Family Wines
Christie Roberts 12001 South Highway 99 Manteca CA 95336 832-532-7541 281-546-0170 christie.roberts@delicato.com
Diageo Beer Company
Brittany Palmer 4034 Rawlins St. #202 Dallas TX 75219 714-414-2527 972-922-3882 brittany.palmer@diageo.com
Dippin Dots
Matthew Stark 5101 Charter Oak Dr Peducah KY 42001 270-443-8994 615-584-9477 matsta@dippindots.com
Ecolab
Jennifer Green
2750 Blue Water Road, Ste 225 Eagan MN 55121 612-366-6836
jennifer.greene@ecolab.com
Energizer
Robert Elkes 8235 Forsyth Blvd, Suite 100 Clayton MO 63105 630-803-8358
robert.elkes@energizer.com
Fairlife
Jason Tomlinson 1001 W. Adams Street Chicago IL 60607 740-403-0885 jasont@fairlife.com
Ferrara Candy
Shannon Rutherford 404 W. Harrison St., Suite 650 Chicago IL 60607 630-518-2218
shannon.rutherford@ferrara.com
Ferrero
Erin King 7 Sylvan Way
Parsippany NJ 07054
732-639-3479
erin.king@Ferrero.com
Fiji Water
Patrick Haas
11444 W. Olympic Blvd. Suite 210
Los Angeles CA 90064 856-426-2775
patrick.haas@fijiwater.com
Firestone Walker
Brewing Co.
Patrick Butler
1400 Ramada Drive Paso Robles CA 93446 631-965-1939 patrick.butler@ firestonewalker.com
Geloso Beverage Group
Sydni Vaught 1662 Manitou Road Rochester NY 14626 817-492-1200 svaught@gelosobev.com
Gondola Skate
Shawn McCoy
9941 Prospect Avenue Santee CA 92071
619-222-6487 817-929-8597 619-222-6413 smccoy@gondolaskate.com
good2grow
Elaine Rodriquez
400 Galleria Parkway, Suite 1700 Atlanta GA 30339 678-718-2000 646-457-7549 elaine.rodriquez@ good2grow.com
Gorilla Mind
Chuck Karnes
5008 Randolph Ave NE Otsego MN 55374 859-492-4455 chuck.karnes@gorillaenergy.com
Haribo
Meredith Blackburn
9500 Bryn Mawr Ave Ste 700 Rosemont IL 60018 224-229-7581 meredith.blackburn@haribo.com
Hershey Company
Scott Conlin
19 East Chocolate Ave Hershey PA 17033
810-956-8433
shconlin@hersheys.com
Hestia Tobacco
Justin Finn
12600 Hill Country Blvd., Suite R- 275 Bee Hive TX 78738
609-903-3678
justin@hestiatobacco.com
Hostess Brands
Jackie Lawing 9030 County Road 2432
Terrell TX 75160
940-368-4413 972-638-7523
jlawing@hostessbrands.com
Jenji Boba Tea
Kane Diamond
377 Swift Ave
South San Francisco CA 94080
650-616-7777 #222 734-747-1983 kanediamond@alodrink.com
JUUL Labs
Lisa Lee 560 20th Street San Francisco CA 94123
908-399-3061 lisa.lee@juul.com
Kellanova
Joseph Cross
One Kellogg Square Battle Creek MI 49016 832-771-3556
joseph.cross@kellanova.com
Keurig Dr Pepper
Todd Doan 5301 Legacy Drive Plano TX 75024
972-822-7270 todd.doan@kdrp.com
Lindt & Sprungli
Emma Henry One Fine Chocolate Stratham NH 03885 929-790-3745
ehenry@lindt.com
Liquid Death
Alex Rountree 3898 Van Ness Lane Dallas TX 75220 214-293-0276 a.rountree@liquiddeath.com
Lucy Goods
TJ Signa 110 New York Avenue, Apt 2D Halesite NY 11743
516-319-9824 tj@lucy.com
Mark Anthony Brands
Hector Mayer
167 N. Green Street, Suite 600A Chicago IL 60607 619-955-4911
hmayer@markanthony.com
Marsh
Kalli Hoben 12421 Meredith Drive Urbandale IA 50323 319-899-4349 kalli.hoben01@marsh.com
Mars Wrigley
George Dugan 11404 Maggiore Drive Austin TX 78739 713-299-1235 george.dugan@effem.com
McLane Company
Nick Bullard 4747 McLane Parkway Temple TX 76504 414-704-9392 nick.bullard@mclaneco.com
MegaMex Foods/ Hormel-Don Miguel
Todd Ginley
333 S Anita Dr, Suite 1000 Orange TX 92868 972-670-8875
twginley@mmxfoods.com
Mela Water
Marisa Mancuso 217 Hampton Drive, Office B Venice CA 90291 631-767-7064
marisa@melawater.com
Mini Melts Ice Cream
William Allison 2540 Metropolitan Drive Trevose PA 19053
860-889-7300
267-975-0262
860-887-1033
bill@minimelts.com
Molson Coors
Ben Vallowe
7800 North Dallas Parkway, Ste 400 Plano TX 75024
504-920-9114
ben.vallowe@molsoncoors.com
Mondelez International
Christopher Arns 1711 St. James Place Placentia CA 92870 714-924-0316
christopher.arns@mdlz.com
MONSTER Brewing Co.
Kathryn Kelley 1 Monster Way Corona CA 92879
667-304-1510
kathryn.kelley@monsterbrewing.com
MONSTER Energy Co.
Michael Pineiro 1 Monster Way Corona CA 92879
951-316-8635
michael.pineiro@monsterenergy.com
Muddy Bites
Ann Leahy
500 West Madison Street, Suite 100
Chicago IL 60661 415-816-1902 ann@muddybites.com
Nature’s Way
Adrian Sherrod 100 N. 6th St. Minneapolis MN 55403 619-820-1365
adrian.sherrod@naturesway.com
Nepa Wholesale
Zahid Anwar 8445 NW 62nd Place Parkland FL 33367 954-465-6896 zahid711@gmail.com
Noka
Linnea Fohlbrook 5190 Shaw Lane Denton TX 76208 214-843-7012
linnea@nokaorganics.com
Nowadays
Chris Wheatley
150 Progress, Suite 220 Irvine CA 92618
812-598-9210
cwheatley@trynowadays.com
Pabst Brewing Co.
Diego Ayala
110 E. Houston St. San Antonio TX 78205
210-868-4629
832-397-7652
dayala@pabst.com
Paradox
Tori Lasiter
6330 E Thomas Rd #200 Scottsdale AZ 85251
406-459-6743
404-368-6742
tori.lasiter@paradox.ai
Morgan Bunker
2152 E Copper Ave, #105 Fresno CA 93730
702-807-5267
mbunker@payrollpeople.com
PepsiCo, Inc.
Chris Quinn 7701 Legacy Drive Plano TX 75024 479-616-0636
chris.m.quinn@pepsico.com
Perfetti Van Melle
Scott Swanson 3645 Turfway Road Erlanger KY 41018 918-231-0119
scott.swanson@perfettivanmelle.com
Poppi
Scott Linke
31 Navasota St Austin TX 78702
815-341-4845
scott.linke@drinkpoppi.com
Primo Brands
Rene Chumbley
1322 Crestside Drive, Ste 100 Coppel TX 75109 817-475-4710
rene.chumbley@ primobrands.com
Procter & Gamble
Colleen Camiller 464 Lincoln Street Coopersville MI 49404 161-443-7906 camiller.cr@pg.com
PSR Brands
Frank Guagenti
3 Riverway Dr Suite 500 Houston TX 77056
561-592-8595 frank@psrbrands.com
Ranch Fuel
Carly Barrick 133 Dylan Drive Prosper TX 75078 760-851-5513 carly@ranchfuel.com
Real American Beer
DeeDon Bates 1365 SR 209 Clovis NM 88101 806-433-1352 deedon@therealamerican.com
Red Bull North America
AJ Quahliero 325 Marshall Heights Drive Pittsburgh PA 15090 215-519-0215 aj.quahliero@redbull.com
Redline Distribution
8075 NW 68th Street Miami FL 33166
Republic Amusements
Jerry Marfut
868 Sandbox Dr Aubrey TX 76227 214-980-6308 214-970-8350 jerry@republicamusements.com
Republic Brands
Steve Wegert 2301 Ravine Way Glenview IL 60025 224-374-6239 swegert@republicbrands.com
Republic National
Distributing
Edwin Pierce 8045 Northcut Road Houston TX 77040 713-875-9358 edwin.piece@rndc-usa.com
RJ Reynolds
Tom Bunting
401 N Main Street Winston Salem NC 27101 630-310-4028 buntint@rjrt.com
Shankman & Associates
Jenny Shriver 1840 Airport Exchange Blvd, Ste 240 Erlanger KY 41018 630-730-9410
jshriver@shankmanandassociates.com
SRP Companies
Jerid Moses 85 Rio Grande Dr Castle Rock CO 80104 303-656-1491
jerid.moses@srpcompanies.com
Storck USA
Tony Harper
325 North LaSalle St., Ste 400 Chicago IL 60654 312-494-5912
312-256-3745
tony.harper@us.storck.com
Suntory RTD
Kristie Adamson 11 Madison Ave New York NY 10010 917-691-9406
kristie.adamson@ beamsuntory.com
Swedish Match North America
James Duke 1021 E. Cary Street, Suite 1600 Richmond VA 23219
804-877-6948
james.duke@smpmi.com
Swisher International
Travis Zikias
4354 E. Kentbrook Dr. Springfield MO 65802 904-402-9221
tzikias@swisher.com
T-Mobile
Farouk Latif
3560 Dallas Parkway Frisco TX 75034
469-345-0037
farouk.latif1@t-mobile.com
Tootsie Roll Industries
Colt Bearden 6375 Lansdale Rd Fort Worth TX 76116 817-538-8693 michael.bearden@tootsie-roll.com
Trinchero Family Estates
Courtney Thompson 6227 Llano Ave Dallas TX 75214 214-293-1165 cnthompson@tfewines.com
George Cooper
610 Tall Oaks Court Centerton AR 72719
479-224-9763
gcooper@tpbi.com
Tweaker Energy Drink
Haider Khan
13757 North Stemmons Freeway Farmers Branch TX 75234
469-878-8805 hr@tweakershot.com
Sales & Services
Tyler Coates 2611 Salcedo Ave Savannah GA 31406 513-889-7323
tcoates@ultimate-sales.com
Veesion
Richard Mortimer
121 West 36th Street #237 New York NY 10018
929-357-1552
richard.mortimer@veesion.com
Vita Coco
Tom Puntoompoti
250 Park Ave South, 7th Floor, at 20th St New York NY 10003
718-614-8592 tpuntoompoti@vitacoco.com Vixxo Corporation
Regina Coleman
7000 E Shea Blvd Ste H1970 Scottsdale AZ 85254 925-756-7075 916-217-5130 regina.coleman@vixxo.com
VNM
Stephanie Ritcheson 1602 Westmeadow Trl Round Rock TX 78665 805-416-6764 ritchesonenterprises@gmail.com
WEI - Blue Bunny Laura Sprague
1 Blue Bunny Drive Le Mars IA 51031
712-251-6549 llsprague@bluebunny.com
Wild Planet Foods
Todd Keech 1585 Heartwood Drive, Suite F McKinnleyville CA 95519 516-443-3853
tkeech@wildplanetfoods.com
Wip Energy
Mike Sweeney 165 Avenue Road, 6th Floor Toronto ON M5R3S4 416-720-0803
479-586-5200
mike.sweeney@wip.com
Wonderful Pistachios & Almonds
Holly Hines 1063 Enchanted Rock Drive Allen TX 75013 214-701-5282 holly.hines@wonderful.com
Zest Universe
Adam Ford 5172 Le Tourneau Circle Tampa FL 33610
609-234-2778
adam@zeouniverse.com
McLane Company recently launched a National Commissary program under its McLane Fresh banner, expanding its cold-chain capabilities to deliver fresh, never-frozen, grab-and-go foods with a seven-day shelf life to convenience stores nationwide. • 7-Eleven Japan has introduced “Japan’s longest roll of toilet paper,” a quirky product measuring 356 meters—7.11 times longer than the standard roll—as a nod to its brand name and a response to consumer frustration over frequent roll replacement, reported Sora News 24. The ultra-condensed, tubeless roll has a budget-friendly price of 298 yen (US$2). • The U.S. Treasury Department announced it will halt penny production by early 2026, following its final order of penny blanks and citing manufacturing costs that far exceed the coin’s face value—3.7 cents per penny in 2024. The decision is expected to save $56 million annually and marks a symbolic end to one of the earliest minted coins in U.S. history. • Dollar Tree is quietly raising prices on select $1.25 items to $1.50, with red stickers covering old price tags in stores and sparking shopper reactions on social media, reported Business Insider. The move follows a $70 million tariff hit and signals a more “strategic” pricing shift, as the retailer navigates rising import costs without a blanket increase. • Most U.S. shoppers still aren’t ready to hand over the checkout process to AI, according to a new Omnisend survey, with 66 percent saying they wouldn’t trust AI to make purchases for them—even if it meant better deals. Concerns around data privacy, upselling, and transparency are driving the hesitation. • In a major enforcement sweep, the FDA and U.S. Customs and Border Protection recently seized nearly two million units of unauthorized e-cigarette products in Chicago—valued at $33.8 million—most of which were falsely labeled to evade detection and originated from China. •
strategy amid mounting pressure from the Trump administration. Fed Chair Jerome Powell, facing political heat, warned that tariffs could both increase prices and slow growth—creating a precarious balancing act for future monetary decisions.
“U.S. inflation climbed to 2.7 percent in June largely driven by President Trump’s sweeping import tariffs.”
Intouch Insight’s 2025 Convenience Store Trends Report reveals a dramatic evolution in shopper expectations, with convenience stores now rivaling quick-service restaurants (QSRs) in perceived value. Nearly threequarters (72 percent) of U.S. shoppers view c-stores as legitimate QSR alternatives, up from 56 percent last year—driven by a rise in made-to-order adoption (85 percent) and hot-meal purchases (35 percent, up from 29 percent). Cleanliness emerged as a key trust factor, with 70 percent of customers equating store hygiene with food freshness. Loyalty programs remain a high-impact opportunity: while 72 percent are already enrolled, a striking 85 percent would join if perks were personalized, signaling strong demand for targeted digital engagement.
year’s number—and over a third made purchases based on them. EV charging availability is another driver of incremental visits, especially among Millennials aged 25–34, 45 percent of whom select c-stores based on charging access.
Organized retail crime (ORC) is escalating across the U.S., with coordinated theft rings now targeting not just storefronts, but entire supply chains, reported the National Retail Federation (NRF). These groups operate across state and international lines and are often linked to other criminal enterprises like drug trafficking and money laundering. The article highlights how thefts from railcars and trucks disrupt commerce on a broader scale—stealing everything from electronics to pharmaceuticals. Beyond store shelves, ORC is also driving online fraud, gift card tampering, and phone scams, prompting Homeland Security Investigations to launch Project Red Hook to warn retailers and consumers about international criminal activity. The surge in violence, economic disruption, and product unavailability has led law enforcement and retailers to call for comprehensive federal intervention. In response, 38 state attorneys general signed a letter in February urging Congress to take swift action. Their concerns are echoed in the bipartisan Combating Organized Retail Crime Act of 2025, which proposes a new federal coordination center to centralize data-sharing $1.50
Beyond foodservice, retail media and energy amenities are reshaping how c-stores attract and retain visitors. In-store digital ads caught the attention of 47 percent of shoppers—nearly double last
“Organized retail crime is escalating across the U.S., with coordinated theft rings now targeting entire supply chains.” and investigations, and enhance penalties for supply chain-related crimes. Retailers are also stepping up their efforts, but rising losses and heightened employee risk continue to strain resources. The NRF states that ORC is no longer a localized nuisance—it’s a nationwide threat to consumer access, public safety, and economic stability. With 77 congressional supporters already on board in the new session, momentum is building to treat organized retail crime with the seriousness and coordination it demands.
The Trump administration’s decision to double steel import tariffs to 50 percent is causing concern across the canned food industry, where tin-coated sheet steel—mostly sourced from abroad—is critical for packaging, reported The Wall Street Journal. U.S. producers have reduced their capacity, forcing can manufacturers to rely heavily on imports, with roughly 75 percent of tin-plate coming from countries like Canada and Europe. As a result, the Consumer Brands Association estimates that canned goods could see price increases of 9 percent to 15 percent, translating to 18 to 30 cents more per can of vegetables, potentially pushing consumers away from shelf-stable food staples. Can Corp. of America, which makes
over a billion cans annually, noted that domestic sourcing accounts for only 12 percent of its tin-plate purchases, reinforcing the industry’s dependence on foreign supply.
Convenience store retailers entered 2024 on edge, facing weary consumers, lower foot traffic, and rising operational costs—all of which contributed to the second consecutive year of declining overall sales, according to the 2025 Convenience Store News Industry Report. Total U.S. c-store sales fell 2.6 percent, from $775.5 billion to $755.2 billion, largely due to reduced fuel revenues despite a slight uptick in gallon volume. Lower gas prices pushed fuel revenue down by 5.3 percent to $462 billion, even as fuel made up 61.2 percent of the industry’s sales mix. Interestingly, in-store sales hit a record $293.2 billion, with their share rising to 38.8 percent. Yet the growth rate slowed considerably to just 1.9 percent—the lowest in six years—indicating that inflation, margin pressure, and cost sensitivity continue to weigh on consumer spending.
Gross profits tell a more balanced story. While overall industry gross profits edged up just 1.2 percent to $128.37 billion, the breakdown shows that in-store offerings remain the stronger contributor to profitability. In-store sales accounted for 60.7 percent of gross profit dollars, compared to 39.3 percent for fuel, reinforcing the importance of food, beverage, and general
merchandise in driving margins.
Sticker prices are climbing across the U.S. retail landscape as tariffs—particularly on Chinese imports—drive up costs, prompting re-ticketing across distribution centers, reported CNBC. The president of ITS Logistics said he is seeing product markups between 8 percent and 15 percent on items like apparel and consumer goods, with even online platforms reflecting these adjustments. Footwear retailers expect prices to rise 6 percent to 10 percent due to the trade war’s effects. Inventory levels are simultaneously shrinking, with clients importing fewer stockkeeping units and maintaining leaner supplies amid ongoing economic uncertainty and a 0.5 percent drop in GDP during Q1 2025. The last time this scale of re-ticketing was seen was during the pandemic, though price increases then were even more widespread.
Major retailers like Walmart, Costco, and Dollar General are increasingly investing in gas station infrastructure, challenging the assumption that electric vehicles would soon dominate, reported Quartz. Walmart plans to open 45 new fuel stations in 2025, reaching over 450 total locations across 34 states, while Costco is extending operating hours for its membersonly fuel centers. Dollar General,
continued from page 47 though still in the pilot phase, has grown its fuel offerings to 40+ stores in the South. Experts say the EV infrastructure is still too underdeveloped to replace gas, and retailers see fuel services as a way to build customer loyalty, increase foot traffic, and offset losses from inflation and tariffs. Walmart’s stations, unlike Costco’s, are open to the general public, potentially widening its customer base as it navigates economic pressures.
“Major retailers like Walmart, Costco, and Dollar General are increasingly investing in gas station infrastructure.”
Dollar and discount chains are emerging as unlikely winners in 2025, outperforming other non-discretionary sectors thanks to renewed consumer focus on affordability, according to a recent Placer.ai report. While the category struggled in 2024 due to market saturation and tightened lowerincome spending, chains like Dollar Tree, Dollar General, and Five Below have surged ahead with increased store visits—collectively up 3 percent year-over-year. This rebound stems from macroeconomic pressures and from strategic expansion into new communities, offering value-driven alternatives beyond traditional superstores. As consumers brace for potential financial headwinds, the shift toward value-based shopping is reshaping retail priorities.
Loyalty is also driving success: Dollar General reports that 36
percent of its shoppers visit three times or more each month. Brands are capitalizing on this loyalty by expanding assortments—especially in grocery—to maintain relevance against warehouse clubs and superstores. However, analysts caution that even budget-conscious shoppers are becoming more selective, pushing dollar chains to innovate beyond price alone. With economic uncertainty lingering, the sector remains well-positioned provided it keeps pace with evolving consumer expectations and retail competition.
Private label beer is gaining traction among retailers and convenience stores as shifting consumer priorities and excess brewing capacity create ideal conditions for innovation, reported C-Store Dive. While beer has historically resisted private label penetration due to strong brand loyalty and cheap national options, current demand for value-driven, quality brews has opened the door. Retailers like Costco and Walmart are moving aggressively: Costco revived its Kirkland beer line with new Deschutes Brewery offerings, and Walmart appears poised
Mountain Brew lager in partnership with New York-based Paradox Brewery after a five-year hiatus, and the reception has exceeded expectations, with sales more than doubling initial forecasts. Priced at $2.19 per 19.2-ounce can, Mountain Brew appeals to cost-conscious consumers while offering improved quality and local flair.
Despite promising momentum, private label beer still faces hurdles. Creating brand awareness and competing with mainstream beer giants—backed by massive marketing budgets—remains difficult. Successful launches hinge on clear product positioning, clever branding, and finding brewers capable of meeting scale demands.
Alimentation Couche-Tard recently completed its $1.6 billion acquisition of GetGo Café + Market, adding 270 convenience stores across Pennsylvania, Ohio, West Virginia, Maryland, and Indiana to its U.S. network, reported C-Store Dive. The acquisition makes Couche-Tard the second-largest c-store operator in the country. To satisfy FTC requirements, 35 stores were sold to Majors Management ahead of the deal’s close. GetGo now operates as a standalone business unit led and its popular myPerks loyalty program—shared with Giant Eagle—continues uninterrupted. Couche-Tard said it plans to invest in GetGo’s foodservice strengths, including its made-to-order menu and drive-thru capabilities.
Casey’s General Stores plans to open 80 new convenience stores during fiscal 2026—marking a significant step toward its revised goal of 500 openings, which was expanded after last year’s acquisition of 198 CEFCO stores. The retailer will invest roughly $600 million in property and equipment, with growth driven by a mix of acquisitions and new builds. • Yesway appears to be in advanced talks to sell its Iowa and Kansas convenience stores to MegaSaver, reported C-Store Dive. If the deal closes, it would nearly double MegaSaver’s store count, extend the Nebraska-based chain into Kansas, and significantly expand its presence across Iowa. • Applegreen will invest $750 million to renovate and operate 18 Massachusetts travel plazas under a 35-year lease with the state, beginning construction on six sites in early 2026 with designs tailored to their regional settings. The overhaul—selected over bids from major chains like 7-Eleven and Love’s— will include expanded public space, revamped layouts to increase dwell time, and a minimum annual revenue share of $28.4 million to the state. • The FDA has officially authorized Juul Labs to continue selling its e-cigarettes in the U.S., concluding a five-year review that found the products’ benefits to adult smokers outweighed their potential risks to public health, reported The Wall Street Journal. • Target is testing smartphone-controlled digital locks on store shelves to combat theft and streamline operations, allowing staff—and potentially Shipt shoppers and paid members—to unlock cases more efficiently than with manual keys, reported Bloomberg. • Ground beef prices reached a record $5.98 per pound in May—up 16.2 percent from a year earlier—driven by shrinking herd sizes and supply chain disruptions, reported The New York Times. To stabilize pricing and continued on page 50
Convenience stores are increasingly recognized as essential infrastructure during national emergencies, offering vital support when larger systems fail, reported Forbes. With over 150,000 dispersed across the U.S., their proximity to residential areas and operational flexibility allow them to remain open during crises, providing water, food, fuel, and other essentials. Equipped with generators and alternate supply chains, many stores transform into mini-relief centers—especially in hard-hit or underserved communities—bridging the gap when roads are impassable or centralized retailers are inaccessible. Their role during Hurricane Milton and similar events highlighted their capacity to deliver comfort and sustenance, with generator-powered stores offering cold drinks and hot meals amid widespread outages.
Preparation is key: successful stores invest in infrastructure like permanent generators, multisupplier contracts, and structured playbooks. These protocols, paired with strategic inventory management and staff training, enable c-stores to adapt service levels and maintain operations across varying disaster intensities. Beyond commerce, they also support emergency teams with fuel access, offer communication
“Convenience stores are increasingly recognized as essential infrastructure during national emergencies.”
services like Wi-Fi and phone charging, and serve as information hubs.
Americans are increasingly switching to store-brand products, often without realizing it, reported NBC News. U.S. sales of privatelabel goods hit a record $271 billion last year, up nearly 4 percent, as retailers enhance packaging and branding to make these items indistinguishable from name brands. In a First Insight survey, 72 percent of consumers failed to correctly identify store-brand items when shown side by side with national products. Retailers are tapping into this confusion, using slick design and shelf appeal to present their brands as equal or better alternatives.
Beyond aesthetics, the shift underlines deeper changes in consumer priorities. Nearly half of shoppers said they tried a store brand as a “dupe,” and 84 percent now trust its quality just as much as legacy labels. This growing comfort with private labels reflects fading brand loyalty and a reprioritization of value, especially amid lingering price sensitivity. Name-brand giants are responding, with some now focusing on sales volume rather than premium pricing to stay competitive.
Costco recently opened its first-ever standalone gas station in Mission Viejo, California,
The Delaware Valley FOA held its meeting on June 18, 2025, bringing together franchisees, vendors, and SEI leadership for a productive exchange of ideas. Kevin Dath, Zone Accounting Leader from SEI, led an informative session on various accounting issues, including the 7Now financials and the H13 Report, as well as addressing concerns about lottery audit issues.
secure inventory, major retailers like Walmart and Costco are deepening their involvement in meat production and packaging. • Del Monte Foods recently filed for bankruptcy protection as shifting consumer preferences and economic pressures—such as inflation and tariffs—eroded demand for its canned products, reported the Associated Press. While its Joyba bubble tea and broth brands posted sales gains in fiscal 2024, these weren’t enough to offset declining interest in legacy items, prompting a court-supervised asset sale backed by $912.5 million in financing. • Circle K has partnered with retail tech firm Swiftly to launch an expansive alcohol cashback program offering instant digital rebates on beer, wine, and spirits for legal-age shoppers. The initiative streamlines rebate compliance across state
Vendors like Utz and If Foods & Beverages engaged members with product updates and promotions. The meeting featured a lively discussion between FOA members and presenting vendors, highlighting the teamwork and dedication to resolving challenges and strengthening business.
lines, enhances customer loyalty, and provides alcohol brands with targeted promotional tools and rich performance analytics. • Ferrero, the Italian confectionery giant behind Nutella, is acquiring American cereal maker WK Kellogg Co for $3.1 billion, bringing to-
gether iconic brands like Frosted Flakes and Froot Loops under its expanding U.S. portfolio. • U.S. consumers are gravitating toward cost-conscious living by spending more time at home and investing in essentials like small appliances, cookware, and home comfort items, which saw a 1 percent overall increase in demand during the first five
months of 2025, according to a new Circana study. • Amazon’s recent four-day Prime Day summer sales event surpassed expectations by generating $24.1 billion in U.S. online sales, marking a 30.3 percent year-over-year increase and setting a new benchmark for seasonal shopping, reported Forbes. • The U.S. convenience services industry—spanning vending, micro-markets, office coffee, and pantry services—now generates $40.04 billion in annual economic impact, supporting more than 165,000 jobs nationwide, according to a report from the Foundation of the National Automatic Merchandising Association • Wawa recently filed a lawsuit against Garfield, New Jersey, challenging a revised municipal ordinance that restricts retail businesses from operating between 10 p.m. and 6 a.m., re-
ported NJ.com. The suit alleges that Garfield’s updated definition of “retail business” unfairly targets Wawa, and notes that about 25 percent of store sales occur during the restricted hours, prompting a temporary court order to block enforcement while litigation proceeds. • Aldi has begun selling alcohol at over 30 of its New York City locations for the first time, introducing a curated lineup that includes beer, cider, and ready-to-drink beverages such as Lemon Radler and Margarita Variety Packs, reported Store Brands. • Amazon Fresh is leaning heavily into a low-price strategy, with store visits revealing aggressive signage and significantly discounted brand-name items compared to nearby competitors, reported Grocery Dive. The push is part of a longterm brand repositioning that includes updated store designs and a shift away from Just Walk Out technology in order to attract budget-conscious shoppers without requiring Prime membership. • By mid-2026, Generation Z is expected to lead all age groups in spending on private label brands, driven by a growing association of these products with affordability, innovation, and premium appeal, according to a new Numerator report. • AAA’s latest survey reveals waning consumer interest in electric vehicles, with only 16 percent of U.S. adults likely to purchase one—down to its lowest level since 2019—amid concerns over cost, charging infrastructure, and suitability for long-distance travel. • Walmart is enhancing career development with three new tools: an AI-powered interview coach that offers real-time feedback on candidate responses, a skills-matching tool, and a veteran-focused job simulator—all aimed at improving hiring outcomes and confidence.
converting a former Bed Bath & Beyond location into a 40-pump, members-only fueling site without a retail warehouse attached, reported Fox Business. The site marks a strategic expansion amid rising fuel demand and complements Costco’s extended gas station hours introduced earlier this year. The new location—just 2.5 miles from Costco’s Laguna Niguel store— offers competitive pricing, with regular unleaded listed at $4.35 per gallon, below the regional average of $4.61. Despite California’s push toward electrification, Costco continues investing in fuel infrastructure, reflecting sustained member usage and two recordsetting fuel volume weeks in April. Executives cite longer hours, more locations, and lower prices as catalysts, signaling a deepening commitment to the fuel segment even as broader market dynamics evolve.
“Costco
recently opened its first-ever standalone gas station.”
Uber Eats recently announced that it has significantly broadened its support for SNAP EBT payments by adding retailers like Wegmans, Gopuff, and Family Dollar to its growing network, allowing eligible users to order groceries and convenience items directly through the app. This partnership—with
payments powered by Forage— now includes access to tens of thousands of stores across the U.S., spanning national chains and local favorites, and looks to improve food security for communities lacking reliable transportation. As part of its ongoing commitment to accessibility, Uber said it is offering perks such as $0 delivery fees on initial SNAP orders and a limited-time free Uber One trial for EBT cardholders, while continuing to onboard new merchants and promote healthy food choices with greater convenience.
Mars’ $36 billion acquisition of Kellanova has been approved by U.S. antitrust authorities, who found no violations of American competition law, reported Reuters. The Federal Trade Commission recently concluded that the merger did not meet the threshold for being anticompetitive, effectively ending its review. This clears a major hurdle for Mars, which has now received all regulatory green lights except from the European Union. The deal, announced last August, would unite iconic brands including M&Ms, Snickers, Pringles, and Kellogg cereals under one corporate umbrella, capturing roughly 12 percent of the U.S. snacking and candy market. Despite previous concerns from consumer advocacy groups about potential price hikes, U.S. regulators said there was insufficient evidence that the merger would harm competition.
In June 2025, several states escalated their efforts to regulate tobacco products through tax hikes, product bans, and updated licensing laws, reported Convenience Store News. Indiana tripled its cigarette tax to $3 per pack, extending increases to cigars, e-cigarettes, and other tobacco items. Delaware
proposed sweeping changes including a $1.50 cigarette tax hike and a new 25-cent-per-milliliter vapor product tax, while also updating its tobacco licensing system. In Connecticut, new legislation created a Hemp and Cannabis Enforcement Taskforce
“SEVERAL STATES ESCALATED THEIR EFFORTS TO REGULATE TOBACCO PRODUCTS THROUGH TAX HIKES, PRODUCT BANS, AND UPDATED LICENSING LAWS.”
and cracked down on illegal cannabis and underage nicotine sales. California’s Mountain View took steps toward banning flavored tobacco and vape products, partnering with Santa Clara County to draft stricter ordinances. Meanwhile, Oregon passed a
Avanti Magazine was created in 1981 by franchisees, for franchisees. It represents your voice within the 7-Eleven universe and requires your participation to remain relevant to the ideas, information, and knowledge floating about the franchisee community. You can contribute to the success of Avanti Magazine by submitting any of the following:
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As former National Coalition Chairman Bill Schuessler famously said, “None of us is as great as all of us together, so let’s stay tightly knit together.”
new excise tax on oral nicotine products set to begin in 2026. New York and Maryland remain among the highest taxed states, each exceeding $5 per pack.
Bipartisan legislation reintroduced in Congress— known as the Ensuring FeeFree Benefits Transactions Act (EBT Act)—seeks to permanently ban processing fees on electronic benefits transfer (EBT) transactions under the Supplemental Nutrition Assistance Program (SNAP), reported NACS Daily. Cosponsored by Congresswoman Shontel Brown (D-OH) and Congressman Tony Wied (R-WI), the bill is designed to protect small and independent retailers
from rising operational costs, while preserving critical food access for SNAP participants in underserved areas. The measure builds on a five-year temporary ban established in the 2018 Farm Bill, which is set to expire this year, potentially opening the door to new fees that advocates argue could drive retailers away from the program and limit access for millions of Americans.
Supporters—including NACS—argue that imposing EBT processing fees would place an unfair financial burden on convenience stores, especially those in food deserts where they often serve as primary access points for nutrition assistance. Congressman Wied, drawing from his experience as a former c-store operator, highlighted the legislation’s “win-win” nature, emphasizing relief for small businesses and continued support for SNAP families.
On July 1, Illinois implemented a sweeping increase on nicotinerelated taxes, raising rates on vapes, nicotine pouches, cigars, and chewing tobacco to match the state’s 45 percent cigarette tax, reported CBS News. Cigarette taxes themselves also rose by $1 per pack. The policy, championed by State Senator Javier Loera Cervantes, was expected to generate nearly $30 million in revenue while discouraging tobacco use across all forms.
Cervantes, a former smoker, had framed the move as a dual effort to improve public health and fund state initiatives.
The measure faced mixed reactions. Swedish Match, the maker of Zyn, expressed concern that the higher cost might deter smokers from switching to less harmful alternatives. Public health advocates like the American Lung Association countered that products such as nicotine pouches were not FDA-approved cessation tools and still posed health risks. Meanwhile, the Illinois Fuel & Retail Association warned the tax hike could drive consumers to buy across state lines, hurting instate retailers.
“ILLINOIS RECENTLY IMPLEMENTED A SWEEPING INCREASE ON NICOTINE-RELATED TAXES TO MATCH THE STATE’S 45 PERCENT CIGARETTE TAX.”
In a pivotal legislative move, President Trump recently signed two Congressional Review Act (CRA) resolutions—H.J. Res. 87 and H.J. Res. 88—effectively overturning California’s ambitious electric vehicle (EV) mandate, reported NACS Daily. The original
state regulation sought to require 22 percent of new vehicles sold in California to be “zero emission” by model year 2025, with a longerterm goal of transitioning to 100 percent zero-emission vehicle sales. This mandate, framed as part of California’s broader climate agenda, was struck down on grounds that it restricted consumer choice and lacked appropriate federal approval. For such mandates to stand, states must receive a waiver from the Environmental Protection Agency based on state-specific air quality concerns. California’s waiver, however, was rooted in global climate change rather than localized air quality, which raised red flags and contributed to its withdrawal.
The overturning was backed by a bipartisan coalition in Congress and received vocal support from industry stakeholders like the National Association of Convenience Stores (NACS) and the California Fuels and Convenience Alliance. They cited potential economic burdens— including increased vehicle costs and strained infrastructure—as risks to working families and small businesses. In parallel, California’s rule is also being challenged in the courts, with the U.S. Supreme Court already granting review in related litigation. A final judicial decision is expected later in 2025, potentially shaping future regulatory boundaries between state and federal authority on vehicle emissions.
Japan’s Seven & i Holdings reported a 9.7 percent rise in operating profit for the March–May quarter, surpassing analyst expectations with ¥65.1 billion ($445 million) in earnings, driven largely by stronger performance in overseas convenience store operations, reported Reuters. While its U.S. business benefited from expanded proprietary products and optimized labor costs, domestic convenience store profit declined. Notably, net profit received a boost from the sale of Ito-Yokado assets. The company is currently navigating a competitive retail climate, and has been actively repurchasing shares—¥156 billion spent by June’s end—as part of strategic efforts that include divesting noncore assets and planning to list its North American unit.
Despite maintaining its fullyear forecast, Seven & i faces headwinds at home. U.S.
“Seven & i reported a 9.7 percent rise in operating profit for the March–May quarter, driven largely by stronger performance in overseas c-store operations.”
retail landscape as “tough,” underscoring a consumer demand shift toward budget-conscious purchases. To counteract that pressure, the brand is prioritizing value-driven offerings.
continued from page 51
• CVS is enhancing the packaging of nearly 3,000 private-label health and wellness products by the end of
7-Eleven President Stanley Reynolds described the American
SEI announced it raised over $3 million for Children’s Miracle Network Hospitals during its 34th annual Miracle Tournament & Celebration Dinner held in Dallas. The fundraising event brought together franchisees, vendor partners, and employees for a charitable golf tournament and evening celebration dedicated to supporting pediatric healthcare. The funds will benefit more than 90 nonprofit children’s
2026 in order to enhance shelf visibility and lure customers away from brand names, reported Fast Company. • CU, South Korea’s leading convenience store brand, is entering the U.S. market via a master franchise agreement with CU Hawaii LLC, with the first store slated to open in Hawaii this October, reported the Korea Herald., CU plans to appeal to the state’s diverse population and tourist base by blending Korean-style ready-to-eat meals like kimbap and ramen with local Hawaiian favorites such as poke and loco moco. • Circle K recently launched its first EV charging-only location in Europe featuring ten ultra-fast 400kW chargers and a modern 1,076-square-foot convenience store. Designed as a premium stop along Sweden’s busy E6 motorway, the site combines efficient EV charging with elevated amenities—fresh food, Wi-Fi, and seating—to position Circle K as the go-to destination for on-thego electric drivers. • Nebraska recently became the first state to receive USDA approval for a two-year pilot banning soda and energy drink purchases through SNAP benefits starting January 1, 2026. The change presents major implementation challenges for convenience retailers, including IT system updates and potential customer friction at checkout, while other states like Texas, Arkansas, and Colorado pursue similar waivers. • Operation Flagship—a recent threeday joint effort by the Secret Service, NYPD, and USDA—targeted illegal EBT skimming devices in New York City, uncovering clone machines and unlicensed card readers used to siphon funds meant for low-income indi-
hospitals across North America, helping to provide critical treatments, equipment, and services to children and families in need.
The company emphasized that moments like these reflect its ongoing commitment to building stronger communities through charitable giving. Over the course of its 34-year partnership with Children’s Miracle Network Hospitals, 7-Eleven has raised more than $200 million for the organization. Along with the Miracle Tournament & Celebration Dinner, fundraising efforts also include in-store campaigns at participating 7-Eleven, Speedway and Stripes stores.
7-Eleven is building one of the largest commercial radio
viduals, reported AMNY. With $18 billion in nationwide losses linked to transnational crime groups, agents seized 14 devices across Brooklyn and Staten Island. • Walmart is revamping its brand image and digital strategy to attract wealthier consumers, launching a bold marketing campaign called “Who knew?” that highlights unexpected items like accordions and saunas, paired with a refreshed logo and upgraded app experience, reported Modern Retail. • A study published in the Journal of Urban Eco-
networks in the country with Gulp Radio, a program that blends smart audio tech with targeted retail messaging, reported C-Store Dive. Partnering with Qsic,
“SEI reported significant community engagement
in 2024,
including
over
$17 million raised
through
fundraising efforts for Children’s Miracle Network Hospitals.”
7-Eleven has already activated the system in over 4,000 stores, with plans to reach 12,000 by the end of July—months ahead of schedule. The setup is streamlined for scalability: plug-and-play smart speakers connect via ethernet, and decibel-tracking sensors ensure optimal volume. Qsic’s tech can stream different
audio to different parts of the store, enabling highly localized and context-specific promotions, like beer ads near a cooler. With textto-voice AI driving ad creation, the platform offers both agility and granularity, and future updates promise to tap in-store transactional data for even sharper targeting. Early performance data points to strategic potential. Short, music-free ads—lasting just 7 to 12 seconds and front-loading the product name—are outperforming traditional 30-second formats, especially for impulse-driven purchases. The system allows 7-Eleven to promote both thirdparty brands and its own offerings like Slurpee drinks and Big Bite hot dogs through the same highimpact channels. Ads run on Gulp Radio have shown an average sales lift of 5–9 percent, with some promotions, like a recent Slurpee push, hitting 11 percent.
continued on page 56
nomics finds that traffic congestion significantly increases fast food visits, particularly during the evening rush hour, as drivers opt for quicker meal solutions over time-consuming grocery shopping. • DHL, UPS, FedEx, and Walmart are adopting robotic systems like Boston Dynamics’ “Stretch” to automate the grueling, injury-prone task of unloading trucks—an area long considered a logistical frontier, reported the Wall Street Journal. With sensors, AI algorithms, and flexible
grippers, these robots can nearly double human output, reduce labor costs, and address persistent staffing challenges. • Jones Soda Co. recently sold its cannabis beverage business, including the Mary Jones brand, to MJ Reg Disrupters LLC for $3 million. As part of the deal, Jones will collect potential licensing fees of $2.175 million over the next decade, allowing it to exit cannabis and refocus on its core soda, functional, and adult beverage offerings.
A car accident changed Will’s life forever, leaving him unable to walk. But with the support of Dell Children’s Medical Center, he found a new path. Therapists helped him regain strength and embrace life in a wheelchair. Today, Will is a wheelchair basketball national champion, proving that nothing can hold him back. His story shows the amazing impact of Children’s Miracle Network Hospitals® , Your donations can help more kids like Will thrive.
Thanks to donations, Dell Children’s Medical Center provided Will with essential therapies, empowering him to overcome adversity and pursue his dreams.
West Coast FOA
Annual Charity Fun
Shoot & Mini Trade Show
Mike Raahauge Shooting Enterprises
Corona, California
October 16, 2025
Phone: 718-820-6555 or 714-924-8000
Chicagoland FOA
Winter Expo
Venue TBD
November 13, 2025
Phone: 847-595-1596
Metro New
Jersey FOA
Annual Holiday Party
The Grand Marquis
Old Bridge, New Jersey
November 22, 2025
Phone: 732-910-8854
Midwest FOA
Holiday Show
Venue TBD
December 3, 2025
Phone: 847-971-9457
Michigan FOA
Holiday Party
Venue TBD
December 4, 2025
Phone: 517-219-5288
Northern California FOA
NorCal United
Holiday Party
(Central Valley FOA/ Greater Bay FOA/ Northern California FOA/ Sacramento Valley FOA)
Venue TBD
December 5, 2025
Phone: 707-344-6287
Central Florida FOA
Christmas Party
Venue TBD
December 5, 2025
Phone: 207-415-0924
Joe Saraceno FOA
Holiday Party
Venue TBD
December 6, 2025
Phone: 619-726-9016
Greater Los Angeles FOA
Holiday Party
Diamond Palace Cuisine of India
Diamond Bar, California
December 6, 2025
Phone: 562-567-1660
West Coast FOA
Holiday Party
Venue TBD
December 12, 2025
Phone: 718-820-6555 or 714-924-8000
Columbia Pacific FOA
Holiday Party
Venue TBD
December 12, 2025
Phone: 503-998-5941
Keystone FOA
Holiday Party
Venue TBD
December 13, 2025
Phone: 609-353-7872
Rocky Mountain FOA
Holiday Party
Gaylord Rockies Resort & Convention Center
Aurora, Colorado
December 13, 2025
Phone: 719-661-1048
San Diego FOA
Holiday Party
Royal India - Miramar
San Diego, California
December 20, 2025
Phone: 619-713-2411
Southern California FOA Trade Show
Pasadena Convention Center
Pasadena, California
March 31, 2026
Phone: 818-357-5985
Golf Tournament
Pacific Palms Resort
City of Industry, California
April 1, 2026
Phone: 818-357-5985
Joe Saraceno FOA
3rd Annual Golf Tournament
Brookside Golf Club
Pasadena, California
April 8, 2026
Phone: 619-726-9016
4th Annual Trade Show
Santa Anita Park
Arcadia, California
April 9, 2026
Phone: 619-726-9016
Baltimore FOA
3rd Annual Golf Tournament
TriState Trade Show
Venue TBD
April 22, 2026
Phone: 443-506-8380
Northern California FOA
NorCal United Trade Show
(Central Valley FOA/ Greater Bay FOA/ Northern California FOA/ Sacramento Valley FOA)
Venue TBD
April 22, 2026
Phone: 707-344-6287
Charity Golf
Venue TBD
April 23, 2026
Phone: 707-344-6287
South Nev/Las Vegas FOA
Golf Tournament
Revere Golf Club
Henderson, Nevada
May 6, 2026
Phone: 714-396-1003
Trade Show
Alexis Park
Las Vegas Nevada May 7, 2026
Phone: 714-396-1003
San Fran/Monterey Bay FOA
Golf Tournament
Venue TBD May 12, 2026
Phone: 510-289-4948
Trade Show
Venue TBD May 13, 2026
Phone: 510-289-4948
FOA Of Greater Los Angeles Trade Show
Ontario Convention Center
Ontario, California
May 20, 2026
Phone: 562-567-1660
Annual Golf Tournament
Black Gold Golf Club
Yorba Linda, California
May 21, 2026
Phone: 562-567-1660
NCASEF Board meetings are scheduled one per quarter. For information on Board Meeting sponsorship opportunities, please contact the National Office at 855444-7711 or nationaloffice@ncasef.com
National Coalition Affiliate Meeting
Hyatt Regency Miami Miami, Florida
November 11-12, 2025
National Coalition Board Of Directors Meeting
Hyatt Regency Miami Miami, Florida
November 13-14, 2025
Greater Oregon FOA Golf Tournament
Pumpkin Ridge Golf Course
North Plains, Oregon
August 4, 2025
Phone: 503-516-3483 Trade Show
Pumpkin Ridge Golf Course
North Plains, Oregon
August 5, 2025
Phone: 503-516-3483
San Diego FOA
Family Picnic/ Trade Show
Four Points by Sheraton (Pavilion)
San Diego, California
August 7, 2025
Phone: 619-713-2411
Keystone FOA Trade Show
Live! Casino and Hotel
Philadelphia, Pennsylvania
August 12, 2025
Phone: 609-353-7872
San Diego FOA Day At The Races
Del Mar Thoroughbred Club
Del Mar, California
August 22, 2025
Phone: 619-713-2411
Greater Northwest FOA
Annual Charity
Golf Tournament
Harbour Pointe Golf Club
Mukilteo, Washington
August 28, 2025
Phone: 206-276-0226
Michigan FOA Trade Show
Venue TBD
September 4, 2025
Phone: 517-219-5288
Metro New Jersey FOA
Vendors Golf Outing
Charleston Springs Golf Course
Millstone, New Jersey
September 16, 2025
Phone: 732-910-8854
Annual Tradeshow
Royal Albert’s Palace Fords, New Jersey
September 17, 2025
Phone: 732-910-8854
ORIGINAL TWINKIES® SLIN: 175407
CHOCOLATE TWINKIES® SLIN: 174934
CHERRY TWINKIES® LIMITED EDITION FLAVOR FOR SLURPEE® SLIN: PENDING
