Consumers are embracing innovation and seeking bold new candy experiences.
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CONSISTENT LOYALTY ID (CID) PROMOTIONAL FUND
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SCAN DATA MAINTENANCE INCENTIVE
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ONTENTS
NACS / OCTOBER 2025
FEATURES
48
Because You Deserve Better From a Foodservice Solution
This article is brought to you by Krispy Krunchy Chicken.
With the right foodservice program in place, retailers can maximize their customer reach and profit.
52 Sweet Truths About America’s Sweet Tooth
The pandemic and the economy have changed candy consumers’ preferences, and retailers and manufacturers have made the most of it.
60 Get Ready for the Next Generation
What do today’s students want from their convenience store? Campus stores hold some clues.
70
5 Social Media Myths Debunked
Don’t believe the hype when it comes to what you should and should not do with your social strategy.
82 From Storefronts to Front Lines
NACS Foundation First Responder of the Year honorees exemplify the difference c-stores make in their communities.
92
The Next Evolution of Nicotine
This Q&A is brought to you by JOEY.
What’s next for the nicotine pouch? According to JOEY, it’s long-lasting flavor.
104
Building Connections With Merch
Devoted fans collect logoed fashion—and more—to promote the convenience brands they love.
112
A Retailer’s Roadmap for Sunrise 2027
This Q&A is brought to you by GS1 US.
Here’s everything you need to know about the hardware and firmware required to reach the 2D barcode destination.
94
‘You
Join at the Kitchen Table’ Dealing with everything from generational differences to tough strategic conversations makes leading a family business challenging— and rewarding.
Subscribe to NACS Daily—an indispensable “quick read” of industry headlines and legislative and regulatory news, along with knowledge and resources from NACS, delivered to your inbox every weekday. Subscribe at www.convenience.org/NACSdaily
FEATURES
115 Round-the-Clock Rethink?
As shopper behavior evolves, retailers are assessing whether 24-hour operations still make financial sense.
120 Canopies Uncovered
Designing a unique look for the forecourt can capture motorists’ attention and drive store traffic.
As lines blur and innovative drinks cross boundaries of creativity, stores rethink old rules about how shelves are organized.
150 Tapping Into New Strategies for Beer
With beer sales softening in c-stores, suppliers and retailers collaborate to deliver innovations that resonate.
158 Say Hello to HiBird
This article is brought to you by the McLane Company.
Created with a little bit of edge, McLane Fresh’s latest program is designed to help c-stores stand out with a premium program to drive sales.
162 Mission Ready
In everything from building strong teams to serving their communities, veterans are applying military-tested skills to today’s c-stores.
NACS / OCTOBER 2025
168 From the Pump to the Register
Here’s what consumers say about why they go from the forecourt to the store.
180 Green Rush or Green Bust?
High hopes for cannabis-only retail outlets may have been pipe dreams, but seeds of hope remain.
188 Ahead of the Curve
This Q&A is brought to you by Monster Energy.
Monster Energy continues to drive growth in the energy category.
192 The Sports Marketing Playbook
Leaning into sports marketing can be a great way to build loyalty and connect with customers.
200 Q&A With Stephanie Sikorski
Stephanie Sikorski, vice president of strategic initiatives at NACS and CEO of TruAge, shares the latest on TruAge and other NACS initiatives that aim to boost the entire industry.
210 Breaking Into Better-For-You
This Q&A is brought to you by Rich Products.
Rich Products offers insights on how to add healthier options to menus.
3, 2, 1 … Launch!
C-stores can play a critical role in the introduction of CPG products thanks to impulse purchasing and destination shopping.
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Close-Up Changing economic and consumer conditions could translate to soft sales for the salty snacks category.
EDITORIAL
Jeff Lenard
VP of NACS Media & Strategic Communications (703) 518-4272 jlenard@convenience.org
Jennifer Nichols Leidich National Advertising Manager/Northeast (703) 518-4276 jleidich@convenience.org
Ted Asprooth
National Sales Manager/ Midwest, West (703) 518-4277 tasprooth@convenience.org
PUBLISHING
Nancy Pappas Marketing Director (703) 518-4290 npappas@convenience.org
Logan Dion
Digital Media and Ad Trafficker (703) 864-3600 ldion@convenience.org
NACS BOARD OF DIRECTORS
CHAIR: Brian Hannasch Alimentation Couche-Tard Inc.
TREASURER: Annie Gauthier, CFO/Co-CEO, St. Romain Oil Co. LLC
OFFICERS: Chris Bambury, Bambury Inc.; Varish Goyal, Loop Neighborhood Markets; Lonnie McQuirter, 36 Lyn Refuel Station; Charles McIlvaine, Coen Markets Inc.; Tony Miller, Retail Delek US
GENERAL COUNSEL: Doug Kantor, NACS
MEMBERS: Lisa Blalock, BP North America Inc.; Tom Brennan, Casey’s; Andrew Clyde, Murphy USA; Brian Donaldson, Maxol Limited; Terry Gallagher, Gasamat Oil Corp./Smoker Friendly; Erin Graziosi, Robinson Oil Corporation; Raymond Huff HJB Convenience Corp.
NACS SUPPLIER BOARD
SUPPLIER BOARD CHAIR: Vito Maurici, McLane Co. Inc.
CHAIR-ELECT: Bryan Morrow, Chobani & La Colombe
VICE CHAIRS: Mike Gilroy, Mars Wrigley; Jim Hughes, GALLO; Kevin LeMoyne, The Coca-Cola Co.
MEMBERS: Tony Battaglia; Ryan Calong, Pabst Brewing Co.; Jerry Cutler, InComm Payments; Jack Dickinson, Dover Fueling Solutions; Matt Domingo, Reynolds; Mark Falconi, Greenridge Naturals; Ramona Giderof, Diageo Beer; Danielle Holloway, Altria Group Distribution Co.; Kevin Kraft, Tropicana Brands; Jay Nelson,
dba Russell’s; Mark Jordan Refuel Operating Co.; Brian McCarthy, Blarney Castle Oil Co.; Natalie Morhaus, RaceTrac Inc.; Jigar Patel, Fastime; Robert Razowsky, Rmarts LLC; Stanley Reynolds, 7-Eleven Inc.; Kristin Seabrook, Global Partners LP; Travis Sheetz, Sheetz Inc.; Babir Sultan, Fav Trip; Doug Yawberry, Weigel’s Stores Inc.; Scott Zietlow, Kwik Trip Inc.
PAST CHAIRS: Victor Paterno, Philippine Seven Corp.; Don Rhoads, The Convenience Group LLC.
SUPPLIER BOARD
REPRESENTATIVES: Vito Maurici, McLane Co. Inc.; Brian Morrow, Chobani & La Colombe
Excel Tire Gauge LLC; Jordan Nicgorski, JUUL Labs; Nick Paich, TriggerPoint Media; Sarah Vilim, Keurig Dr Pepper; Derek Zahajko, CAF Inc.
GENERAL COUNSEL: Doug Kantor, NACS
STAFF LIAISON: Bob Hughes, NACS
RETAIL BOARD REPRESENTATIVES: Tom Brennan, Casey’s; Scott Hartman, Rutter’s; Kevin Smartt, TXB
PAST CHAIRS: David Charles, Cash Depot; Brent Cotten, The Hershey Co.; Kevin Farley
NACS Magazine (ISSN 1939-4780) is published monthly by the National Association of Convenience Stores (NACS), Alexandria, Virginia, USA.
Subscriptions are included in the dues paid by NACS member companies. Subscriptions are also available to qualified recipients. The publisher reserves the right to limit the number of free subscriptions and to set related qualifications criteria.
From the #1 Coconut Water SKU nationwide * to iconic Latin favorites like Malta, Aloe Vera, and tropical sodas, GOYA® Beverages deliver the authentic taste your shoppers crave. With broad appeal, trusted quality, and proven sales, GOYA® keeps your beverage set refreshing and fast-moving. Stock up and watch the demand grow.
It’s Show Time
If it’s October, it’s our NACS Show issue. It’s our most challenging issue of the year due to its sheer size. This year we’re at 240 pages, up eight pages from last year.
It’s also our most enjoyable issue to put together. Given how many articles we run in this issue, we can find some new angles and think about the industry in different ways.
For example:
• I love the article Melissa Vonder Haar wrote on the cannabis economy (page 180). There’s no question that in the long haul there will be retailers and suppliers who succeed selling THC in all its forms, but right now that channel looks more like fool’s gold than a gold rush. The article isn’t directly related to c-stores, but my guess is almost everyone reading it can find insights or takeaways for their own business.
• We’re celebrating veterans who transitioned from the armed services to the c-store industry (page 162). According to the Pew Research Center, veterans make up about 6% of the U.S. population. Is there anything your company can do differently to reach this pool of potential employees?
• Another article that I want to call attention to is the Q&A with Stephanie Sikorski, who leads
Next month is our post-NACS Show issue, and we’ll have an article on mascots—these fun characters are a serious part of a business.
TruAge® and other digital initiatives from NACS (page 200). During the NACS Show, be sure to check out the Future of Convenience booth (at the entrance to the North Building) for handson demonstrations of these tools, which are built for the industry by the industry.
Of course, there are plenty of articles that dive into c-store essentials as well, led by our cover story on candy (page 52) and articles on everything from forecourt canopies to college c-stores. Whatever you’re interested in, this issue has you covered. The same is true for the NACS Show itself. I’m super excited to be in Chicago this month, and hope to see you there.
Ben Nussbaum Editor-in-Chief
UP FRONT FACES OF THE INDUSTRY
Celebrating C-Stores In Store & Online
Longtime customers at Reeder’s in Tulsa, Oklahoma, recognize Mary Hatheway, marketing manager for the store. She grew up in the business that her grandfather started in 1961 and that her parents now own and operate. “I would sit on the counter as a kid and watch my mom check people out, so I’ve always been there,” she said.
But she’s also a familiar face to a new generation. She’s a local influencer with 130,000 followers on TikTok and over 79,000 on Instagram.
In addition to her own lifestyle content, most of which is focused on happenings in the Tulsa area, she uses her platform to promote Reeder’s—its events, fresh food and new products. “It’s kind of ended up making our store a TikTok gas station. I find products that are trending online, try them on TikTok and let people know we have them in the store. It’s really fun.”
She spoke with NACS about:
WHY SHE LOVES WORKING IN CONVENIENCE
I went to college and changed my major multiple times. I had no idea what I wanted to do. I wanted to explore what was out there and work for a different company other than my family’s, so I took an internship in college at a large corporation. It was great experience, but after growing up
in the store with that community of regulars … I knew working in a cube wasn’t for me. I love working in the convenience industry because you really get to know your customers by seeing them every day. I know people’s favorite orders, I know about their kids, the vacation they just went on or whatever else is going on in their life. I’ve built a community in this store.
WHAT SHE FINDS FULFILLING ABOUT HER JOB
I think the convenience industry is just really fun because we sell candy, novelty items and toys. I’m the one that buys most of that for our store and I try to jump on trends really fast. My favorite thing is when someone comes in and says, ‘Oh my gosh, I saw this online. I did not think I’d find it in Tulsa, but you guys already have it.’ That’s really fulfilling to me. I also am so satisfied when someone has a favorite candy and I can make sure it’s always in stock—that our store is reliable for our customers and can fulfill those expectations.
WHY SHE THINKS CONVENIENCE IS A GREAT JOB
It’s constantly changing. Convenience stores are usually the first to have a lot of new products, so you can recommend things to people. It’s a really fast-paced environment. I also love that you’re constantly interacting with people and are making connections and friends through those face-to-face interactions every day.
NACS Foundation Awards 12
$3,500 Scholarships
In August, the NACS Foundation awarded 12 Future Fund Scholarships of $3,500 each to convenience store employees and the children of employees to cover tuition costs for undergraduate or community college programs. Winners can use $1,750 for the Fall 2025 semester and $1,750 for the Spring 2026 semester.
UP FRONT NACS NEWS
The program received 25 applications, and the 12 winners this year are:
• Elijah Berry, Temple University, Sheetz
• Emily Fechner, University of Wisconsin - La Crosse, Kwik Trip
• Kate Fechner, University of Wisconsin - La Crosse, Kwik Trip
• Samuel Fernandez, The University of Central Florida, RaceTrac
• Natalie Gray, Georgia State University, RaceTrac
• Julia Miller, Wayne State College, Wilkinson Development
• Bella Morales, Fast Market
• Pete Peebles, Mississippi State University, Prince Oil
• Diyorahon Rakhimova, Georgia State University, RaceTrac
• Henry Raymundo, The University of North Carolina Charlotte, Sheetz
• Francisco Zenarolla, Old Dominion University, Coastal Investments
This year, instead of writing an essay, applicants were asked to submit a video that shared their story—including their background, interests, experiences, talents and how the scholarship would help them reach their college and career goals.
“This year’s applicant pool truly showcased the incredible diversity of talent within our industry, from recent high school graduates just beginning their college journey to seasoned convenience store professionals returning to school to advance or complete their education,” said Kevin O’Connell, executive director of the NACS Foundation. “Beyond financial support, the Future Fund is about opening doors at every stage of life and career. It connects recipients to industry leaders, potential employers and a national platform to be celebrated and inspired. It’s not just an award; it’s an experience that can change the trajectory of a student’s future. We’re proud to support such a dynamic group of individuals who represent the future of our communities and our industry.”
With support from Keurig Dr Pepper (KDP), NACS was able to award an additional $500 on top of the original $3,000 to each recipient this year.
“This expansion of the Future Fund allows us to honor the hardworking individuals who power the convenience store industry and invest in their potential to lead, innovate and transform our sector,” said O’Connell. “Thanks to Keurig Dr Pepper’s partnership, we’re proud to offer a larger program that can make a greater impact for employees, their families and the communities they serve.”
In addition to tuition support, each recipient receives a $500 travel stipend and a ticket to attend the 2025 NACS Show in Chicago, October 14-17. Recipients will be honored at a reception hosted at the KDP booth on Thursday, October 16, at 5:30 p.m.
Your Digital Footprint Matters
Consumers now look for things online first—97% of consumers conduct local online searches to find a business or service. A retailers’ digital presence—or lack thereof—can have a significant impact on success.
“Consumer search behavior has dramatically evolved over the past decade, shifting toward localized, intent-driven searches and an increasing reliance on mobile devices.
Businesses that fail to adapt risk losing high-intent customers to competitors who optimize for modern search patterns,” said Christina Scala, director of business development at NACS.
That’s why NACS developed THRIVR, powered by SOCi, a platform designed specifically for c-stores that integrates social media and reputation and listings management tools.
THRIVR helps retailers:
• Improve online reputation and manage reviews: THRIVR aggregates reviews from various platforms for retailers to respond to and makes the process more
efficient. One single negative review costs a business an average of $3,000 in lost revenue, which is why responding to them is critical. Plus, locations below 4.5 stars can miss out on search results with the word “best”— if a consumer searches “best snacks near me,” for example.
• Manage social media accounts: THRIVR centralizes social media accounts in a dashboard, offers scheduling tools for posts and helps streamline social media strategies.
• Improve search engine optimization (SEO) and visibility: Customers can’t come to your store if they can’t find you or don’t know what you offer. Improving SEO and making sure all product offerings, from fuel to foodservice to specific inventory, are listed helps your store show up if a consumer searches “fried chicken near me” or “ATM nearby” in a smartphone map, for example. The platform also helps streamline management of other business details, like keeping hours up to date across platforms.
UP FRONT NACS NEWS
It’s a tool designed specifically for the convenience industry to help manage reputation, online presence, online listings and reviews, and also to increase visibility in search.
“This is a tremendous opportunity for retailers—it’s a tool designed specifically for the convenience industry to help manage reputation, online presence, online listings and reviews, and also to increase visibility in search,” said Scala. “It’s especially pivotal for independent or smaller operators who might not have the time and resources to dedicate to these initiatives. This gives them a sense of ownership and will get them up to speed to be more competitive in their local market, and has the power of NACS and SOCi behind it.”
“As we plan to grow our business and open new stores, finding systems like THRIVR that streamline processes and make things easier has been a big part of supporting
that expansion,” said Hussein Yatim, vice president at Yatco Energy, a 17-store chain in New England and a NACS member. “Working for my family business, I wear many hats. Many organizations of our size don’t have a dedicated marketing resource or the ability to develop our own cutting-edge technology, so this is a tool we are leveraging a lot right now.”
For more information about THRIVR, reach out to Christina Scala at cscala@convenience.org and visit the NACS Future of Convenience booth (N002) at the 2025 NACS Show in Chicago. You can also learn more at convenience.org/THRIVR.
A Conversation With Frank Gleeson
On January 1, 2026, Frank Gleeson will take the helm as the new president and CEO of NACS, succeeding Henry Armour, who will lead the international efforts of NACS after 20 years as president and CEO.
Gleeson is the former president and CEO of Aramark Northern Europe and was the 2018-2019 NACS chairman of the board. He has held numerous retail roles and board positions throughout his career. He will be the fourth CEO in the 64-year history of NACS.
This summer, Gleeson visited the NACS Executive Leadership Program at Cornell University, where he spoke with NACS Media’s Lauren Shanesy.
YOU’VE BEEN IN THE RETAIL INDUSTRY YOUR WHOLE CAREER. WHAT HAVE YOU LEARNED ABOUT LEADERSHIP?
The key difference between management and leadership is people. Management skills are tactical, but leadership requires empathy, listening and the ability to bring the best out of others. As my career progressed, I learned that success comes less from giving direction and more from creating the conditions for others to succeed.
Mentorship has also been fundamental to my development. I’ve always sought guidance, whether from a peer, a boss or someone in the wider industry. Henry Armour has been an important mentor, not only to me personally but also to our entire industry. His strategic vision has positioned NACS where it is today, and I have also been fortunate to learn from other leaders who combine strong values with deep industry experience and a social conscience.
UP FRONT NACS NEWS
YOU’VE SAID THAT A MOTTO FOR YOU IS ‘IF YOU’RE NOT SERVING A CUSTOMER, YOU’RE SERVING SOMEONE WHO’S SERVING THE CUSTOMER.’ CAN YOU TALK ABOUT HOW THAT MENTALITY HAS GUIDED YOU?
I started my career on the frontline serving customers in my family’s retail business, and it gave me an appreciation for the importance of challenging work and customer loyalty. The frontline roles are the most critical in our industry as they are closest to our customers. Leaders exist to support them and create the culture and environment for success. When I visit sites and retail locations, I learn the most by speaking directly to frontline associates about their experiences, challenges and needs. Armed with that knowledge, you can make decisions and adjustments that make your business work better for your team and your customers.
Great culture can be built from those interactions and experiences. If we treat our people well, they will in turn deliver for customers. The culture of an organization is defined at the frontline, and leaders must never ever lose sight of that.
WHAT ARE SOME THINGS THAT ARE TOP OF MIND FOR YOU AS YOU STEP INTO THIS NEW ROLE?
NACS is a member-led and focused organization, so listening to members and aligning with industry needs will be central to everything we do.
Foodservice, in particular, is a significant repeat opportunity for our industry. Fuel demand is evolving, primarily driven by EVs and efficiency; however, foodservice offers multiple daily occasions to serve customers. I often say, ‘You fuel your car once a week, but you fuel your body three or four times a day.’ That creates enormous growth potential that our member retailers and suppliers can capitalize on. Executed well, foodservice in our industry can rival or surpass quick-service restaurants. Our industry has the advantage of location, value and trusted customer relationships. This will make foodservice a cornerstone of long-term sustainability and profitability of progressive c-store operators.
YOU HAVE A LONG BACKGROUND IN BOTH RETAIL AND FOODSERVICE. HOW SHOULD RETAILERS BE THINKING ABOUT THEIR FOODSERVICE STRATEGY AS THIS CATEGORY KEEPS GAINING MOMENTUM?
It always starts with the customer. What do they want, and what can we deliver brilliantly for them?
One permanent major trend is health. Younger customers, especially, want healthier options to support their lifestyle
Most progressive convenience retailers are experimenting, testing the latest ideas in design, product and digital, and pushing boundaries. Sometimes ideas work, sometimes they do not, and that’s okay.
choices, but that does not mean indulgence goes away. People still want comfort foods, familiar favorites and moments of treat. The winning strategy is offering both: indulgence when customers want it, healthier choices when they need it. That drives frequency, and frequency drives profitability.
WHAT’S BEEN CATCHING YOUR ATTENTION IN THE INDUSTRY LATELY?
The scale of change and the expansion of convenience. Stores that used to be 1,000 or 2,000 square feet are now between 6,000 and 10,000. The product mix across the key immediate consumption categories is expanding, especially in chilled drinks. Lots of tobacco alternatives, ready-todrink alcohol, cold-brew coffee. And foodservice is delivering restaurant-quality meals in a convenience setting across several of the most popular food concepts like chicken, pizza, Mexican and more.
What excites me most is the spirit of innovation, especially with the regional chains. Most progressive convenience retailers are experimenting, testing the latest ideas in design, product and digital, and pushing boundaries. Sometimes ideas work, sometimes they do not, and that’s okay. What matters is failing fast, pivoting quickly and building what’s profitable and scalable. That’s where the industry will continue to win.
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UP FRONT NACS NEWS
Member News
RETAILERS
Rutter’s appointed Ashley Donnelly as its director of marketing and communications. Donelly brings over 10 years of advertising agency experience and proven leadership.
Refuel Operating Company announced the promotions of Justin Mitchell to chief technology officer, Derek Leskovic to chief financial officer and Ian Bowers to general counsel.
Refuel said each of the individuals has demonstrated exceptional leadership, deep functional expertise and a strong commitment to Refuel’s mission. The appointments reflect Refuel’s “confidence in their ability to lead at scale—
and highlight our commitment to recognizing and advancing internal talent when aligned with the needs of the business.”
Brad Anderson was appointed president of retail at Pilot Company after previously serving as chief operating officer. Since late 2023, he has led the overall retail and food strategy for Pilot’s travel centers. In addition to those responsibilities, Anderson will now oversee the plans to bring the company’s brand, marketing and consumer insights team under the company’s retail umbrella.
SUPPLIERS
The Hershey Company’s board of directors appointed Kirk Tanner
to succeed Michele Buck as president and chief executive officer.
Tanner was previously president and chief executive officer of The Wendy’s Company.
Tanner spent over three decades at PepsiCo Inc., where he ultimately served as chief executive officer of PepsiCo Beverages North America.
Rovertown announced Megan Eakes has joined the company as head of finance. In her role, Eakes will lead all financial operations at Rovertown, with a focus on improving cross-team visibility, optimizing revenue operations and helping reinvest resources to drive the greatest impact for customers.
Thank You to Our Members
CREATED IN 1982, THE HUNTER CLUB is an elite category of supplier membership named in honor of NACS’ founding CEO: Harry C. Hunter. The club’s symbol commemorates Harry’s nickname: “The Silver Fox.” For their dauntless commitment and support in advancing convenience and fuel retailing, NACS celebrates and thanks its Hunter Club Member companies.
Gold Members
Advantage Solutions
Altria Group Distribution Company
Anheuser-Busch LLC
BIC Corporation
Cash Depot
The Coca-Cola Company*
Constellation Brands
Silver Members
Acosta Group
BeatBox Beverages
Bimbo Bakeries USA/Barcel USA
Barebells USA
Black Buffalo, Inc.
Bucked Up Built
C4 Energy
The Campbell’s Company
Celsius Holdings, Inc.
Chobani and La Colomb
Conagra Brands
Bronze Members
5-hour ENERGY
Acuity Brands Lighting
Al Capone/Inter-Continental
Cigar Corp.
AMCON Distributing Company
Amos Sweets
Anchor Packaging
Black Rifle Coffee Company
Blue Yonder*
BMO
BP North America, Inc.**^
Bruegmann
Buddy’s Kitchen, Inc.
Bunn-O-Matic Corporation
CAF Outdoor Cleaning
Cardlytics
Cargill, Inc
Cenex®^
Chester’s International
Chevron Corporation^
Chomps
CigarBros USA, Inc
Cimbali
CITGO Petroleum Corporation
CORD Financial Services, LLC
Crunch Pak
Crystal Geyser
CSN
Danone North America
Eagle Family Foods, LLC
Electric Era
Excel Tire Gauge, LLC
Core-Mark International
Ferrara
Ferrero USA
Gilbarco Veeder-Root**
The Hershey Company*
ITG Brands
Jack Link’s Protein Snacks
JTI LIGGETT
CROSSMARK
C-StoreMaster
DIAGEO
Dover Fueling Solutions
Ecolab*
Electrolit USA
Eternal Water
GALLO**
General Mills, Inc
Grabba Leaf
Haleon
Hunt Brothers® Pizza
Farmer Brothers Coffee Company
FBD Partnership, LP
Fiscal Systems
Flexeserve
Flowers Bakeries, LLC.
Franke Coffee Systems
Frazil
Freedom Electronics
Glory Global Solutions
good2grow
Greenridge Naturals
GSP
GSTV
H.T. Hackney Co.
Hussmann Corporation
The ICEE Company
Imbera US
Imperial Trading CompanySAS, Inc
InStore.ai
iSee Store Innovations
J & M Distributors, Inc.
Joey Opco, LLC
Kalibrate*
KeHE Distributors
Kellanova Away From Home
Kenvue
KIND Snacks
Lemon Perfect
Lil’ Drug Store Products, Inc.
Lindt & Sprungli USA
*NACS Global Supplier Council - Classic Members (9)
**NACS Global Supplier Council - Advantage Members (9)
^ Major Oil Company Members (8)
*As of September 2025
Keurig Dr Pepper
Krispy Krunchy Foods, LLC
Mars Wrigley*
McLane Company, Inc.
Molson Coors Beverage Company
Mondelez International
Monster Energy Company**
Ignite Retail Technology
InComm Payments
iRely
JM Smucker Company/ Hostess Brands
Juul Labs
Kraft Heinz
Lucky Beverage Co.
Mashgin, Inc.
Modisoft, Inc.
NielsenIQ**
OPIS, A Dow Jones Company
Liquid Barcodes, Inc.
Matrix Capital Markets Group, Inc
Max Distributing
McKee Foods Corporation
Middleby
Momentara
Motiva Enterprises^
MPACT
Nashville Wire Products
National Retail Solutions
NCR Voyix**
nData Services, Inc.
NRC Realty & Capital Advisors, LLC
NYSLIFE
OLIPOP
OWL Services
P97 Networks, LLC
PAR Technology
Patron Points
Paytronix
Perdue Foods
PFSbrands
Phillips 66 Company^
Raymond James & Associates, Inc.
Ready Training Online - RTO
REDCON1
Rich’s/f’real
Rovertown
Ruiz Foods, Inc.
Oberto Snacks Inc,.
PDI Technologies**
PepsiCo, Inc.*
PMI U.S.*
Primo Brands
Reynolds Marketing Services Company
Swisher International, Inc.
Pabst Brewing Company
Pace-O-Matic
Perfetti Van Melle USA, Inc.
Petrosoft LLC.
PIM Brands
PSR
Red Bull North America, Inc.**
SPYLT
Strategic Retail Partners – SRP
Verifone, Inc.
Vivid Impact
Sargento Foods, Inc.
Sazerac Company, Inc.
CJ Schwan’s
SEB Professional North America
Shell International Petroleum Company Limited**^
Shiftsmart
Simply Good
SOCi, Inc.
Strategy & Execution, Inc.
Streamline Group
Sunny Sky Products NA, Ltd.
Suntory Global Spirits
Surfside/Stateside Brands
Talking Rain/Sparkling Ice
Techniche*
Throne Sport Coffee
Titan Cloud Software
Trinchero Family Wine and Spirits
Tropicana Brands Group
Tyson Foods, Inc.
Ultimate Sales & Services
Upside
Valero Marketing & Supply^
Vita Coco Company
W. Capra
Wells Enterprises, Inc.
Wip Energy
Xcaliber International
Yerba Madre
UP FRONT NACS NEWS
New Members
NACS welcomes the following companies that joined the Association in July 2025. NACS membership is company-wide, so we encourage employees of member companies to create a username by visiting convenience.org/create-login. All members receive access to the NACS Online Membership directory and the latest industry news, information and resources. For more information about NACS membership, visit convenience.org/membership
NACS HUNTER CLUB
BRONZE
IDT / Boss Revolution / National Retail Solutions Newark, NJ www.sellbossrev.com
JOEY Las Vegas, NV
RETAILERS
Colville Fuels Nespelem, WA
Milo’s Market Muncie, IN
R & S Singh Inc. Altadena, CA
San Ildefonso Services Santa Fe, NM
Sporty’s Lafayette, LA
SUPPLIERS
ABL Wholesale Distributors Inc. Columbiana, OH
Amniscient LLC. Houston, TX www.amniscient.com
Brightstar Lottery Providence, RI www.brightstarlottery.com
Callzilla Miramar, FL www.callzilla.cx
Cocktail Crafters Unlimited Chesterfield, MO
Datassential Chicago, IL www.datassential.com
Global BioProtect LLC High Point, NC www.globalbioprotect.com
Hinderliter Construction Inc. Evansville, IN www.hinderliterconstruction.com
Jackson WWS Inc. www.jacksonwws.com
Kidsmania Inc. Irwindale, CA www.kidsmania.com
Legendary Foods LLC Pasadena, CA www.legendaryfoodsonline.com
Lincoln Foodservice Products Fort Wayne, IN www.lincolnfp.com
Mysa
St. John’s, Newfoundland and Labrador, Canada www.getmysa.com
One 11 Brands Palm Beach Gardens, FL www.drinkphx.com
SOLUS Technology Solutions Reno, NV
StreetLight Data San Francisco, CA
Synergy CHC Corp. Westbrook, ME www.synergychc.com
TDS Millwork Columbus, OH
TransactionTree Inc. Dunwoody, GA www.transactiontree.com
Trinity Fruit Company Fresno, CA www.trinityfruit.com
TruTemp Equipment Phoenix, AZ www.trutempinc.com
UFSO Watertown, NY www.ufso1.com
Wonderline International Zrt. Budapest, Hungary www.wonderline.eu
YumEarth Stamford, CT www.yumearth.com
Calendar of Events
OCTOBER
NACS Show October 14-17 | Chicago McCormick Place Chicago, Illinois
NOVEMBER
NACS Innovation Leadership Program at MIT November 02-07 | MIT Sloan School of Management Cambridge, Massachusetts
NACS Women’s Leadership Program at Yale November 09-14 | Yale School of Management, Yale University New Haven, Connecticut
2026
MARCH
NACS Human Resources Forum March 16-18 | Galt House Hotel Louisville, Kentucky
NACS Day on the Hill March 17-18 | Four Seasons Washington D.C. Washington, D.C.
APRIL
NACS State of the Industry Summit April 14-16 | Renaissance Schaumburg Convention Center Hotel Schaumburg, Illinois
For a full listing of events and information, visit www.convenience.org/events.
Parker’s Kitchen Donates $1 Million to New Resource Center
The company also pledged to host a series of round-up campaigns in the future.
Parker’s Kitchen donated $1 million to Union Mission, an organization serving the homeless population of Savannah, Georgia. The donation supports Union Mission’s new Resource Center, which will focus on providing strategic services and solutions.
Parker’s Kitchen founder and Executive Chairman Greg Parker also pledged that Parker’s Kitchen will host a series of round-up campaigns to support Union Mission in the future, with the convenience store company matching 25% of all customer donations.
Construction at Union Mission’s new Resource Center started in September, with the facility
opening to individuals experiencing homelessness in the spring of 2026.
The Resource Center will offer an expanded day center, supportive services and enrichment opportunities, and intake, assessment and housing program navigation.
Union Mission’s current day center, which provides a kitchen, dining space and laundry facilities, was built to serve 50 clients daily, but now averages 119 people daily, with a recent record of 167 individuals. Since opening the day center in 2023, Union Mission has served 1,551 unduplicated individuals with more than 48,000 total visits.
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CONVENIENCE CARES
In The Community
Every year, the convenience retail industry dedicates billions of dollars to advancing the futures of individuals and families in our communities. The NACS Foundation unifies and builds on NACS members’ charitable efforts to amplify their work in communities across America and to share these powerful stories.
Learn more at www.conveniencecares.org
1 YESWAY SUPPORTS
TEXAS FLOOD VICTIMS
In the wake of devastating floods this past July in Texas, Fort Worth, Texas-based Yesway said it is joining the effort to provide support and relief to those who need it most. Yesway pledged $100,000 to the Community Foundation of the Texas Hill Country’s Kerr County Flood Relief Fund. The retailer also invited Yesway and Allsup’s customers, employees and supplier partners to contribute through donations made at the checkout.
For the month of July, donations of $1, $5, $10 or more were made at the register in any Yesway or Allsup’s store.
2 EG AMERICA SUPPORTS AMERICAN CANCER SOCIETY
EG America teamed up with the American Cancer Society (ACS) to raise money for life-saving programs, research and services that will help patients and families.
Throughout July, guests at all EG America-operated convenience stores could donate $1, $5, or an amount of their choosing towards the American Cancer Society. Last year, EG America raised more than $645,000 through its in-store fundraiser.
3 RACETRAC SPONSORS BOYS & GIRLS CLUB
RaceTrac was a sponsor of the Boys & Girls Clubs of America’s (BCGA) Southeast Youth of the Year celebration, “where members of our team got to show their support of local standout teens being honored for their dedication to leadership, service and academic excellence,” the company said.
At the event, 16 teens shared their inspiring stories. Two were named the Southeast Youth of the Year and the Southeast Military Youth of the Year, and each earned a $20,000 scholarship.
4 BP BRANDS SUPPORT FEEDING AMERICA
Thorntons and ampm, two retail brands under the BP banner, expanded their partnership with Feeding America to help end hunger via food donations to local food banks and pantries.
“Working with Feeding America allows us to directly support the communities we serve, ensuring
fewer families face hunger,” said Lisa Blalock, VP of U.S. convenience and mobility at BP.
5 ONCUE RAISES MONEY FOR FOLDS OF HONOR
OnCue partnered with Folds of Honor from April to June of this year to “provide educational scholarships to families of America’s fallen or disabled military and first responders. With every charitable cup purchased, OnCue donated 50 cents to this cause,” the retailer said. The retailer raised $15,000 for Folds of Honor through the cup sales.
OnCue’s partnership with Folds of Honor benefits military and first responder families by funding education through private schooling, tutoring, college education and technical or trade school programs.
6 CUBBY’S SUPPORTS A LOCAL SCHOOL
Cubby’s Raise Some Dough program, which supports educational and athletic programs across Nebraska, Iowa and South Dakota through funds raised from pizza purchases in stores, recently presented a Raise Some Dough check to Gothenburg Junior and Senior High School in Nebraska.
Cubby’s said the contribution helps enhance quarterly student celebrations through the school’s Renaissance program, “making room for moments of encouragement, motivation and school spirit that go beyond the traditional classroom experience.”
WARNING: This product contains nicotine. Nicotine is an addictive chemical.
One, Big, Beautiful Bill Full of Relief for the Industry
The convenience retail industry’s ongoing engagement in Washington, D.C., remains critical.
BY JON TAETS
When the President signed the One, Big, Beautiful Bill (OBBB) into law on July 4, it locked in significant tax relief that the convenience retailing industry had been pushing for since last year. The biggest impact of the tax reform section will be felt by those businesses organized as pass-through entities. Those make up the majority of the family businesses in this industry. However, the tax section of the bill includes meaningful tax reform for all businesses, regardless of how they are organized.
The vast majority of convenience store companies in the United States are small family businesses that pay their business income taxes via their owner’s personal income tax filings. The income passes through the owner, hence the pass-through moniker. Those types of businesses, also referred to as s-corporations, faced a massive tax increase at the end of 2025 if Congress had failed to act. That is because provisions of the 2017 Tax Cuts and Jobs Act tax law that lowered the individual rates and created the 199A Qualified Business Income Tax Deduction were scheduled to expire. The result would have seen most of these businesses paying a rate north of 39% on their business income. This would have been doubly problematic as it would have put
pass-through entities at a significant competitive disadvantage to their corporate competitors whose lower (21%) tax rate does not expire.
The OBBB forestalls that tax cliff by making the 199A deduction and the lower individual rates permanent, meaning that pass-through entities now have the certainty of near-parity with their corporate competitors and can plan accordingly. Additionally, the OBBB included many other important tax provisions that benefit all companies regardless of how they are organized. Notably, the 100% bonus depreciation, which allowed companies to fully expense many capital improvements in the year in which they make them, had already started phasing down and was set to expire at the end of the year as well. The OBBB returns bonus depreciation to 100% retroactive to any qualified purchases made after January 19, 2025. And, that bonus depreciation
does not expire, which gives businesses more certainty when they plan future investments.
Other provisions important to our industry that were made permanent under the OBBB include increasing the threshold for when the estate tax kicks in to $15 million—with future increases indexed to inflation. This will help many family businesses protect their business as they look to pass it from one generation to the next. The bill also increases the thresholds for purchases that qualify for full expensing under section 179 of the tax code. These include things like larger refrigeration equipment that may not qualify for bonus depreciation. The bill also returns depreciation and amortization costs to the calculation of business income for the purposes of the business interest deduction. That will allow businesses to deduct a larger amount of business interest from their income taxes.
Our industry’s successes in the tax title of the administration’s signature legislation would not have been possible without … grassroots efforts.
INSIDE WASHINGTON
Our industry’s successes in the tax title of the administration’s signature legislation would not have been possible without the grassroots efforts from our industry and the work of the NACS government relations department. Early last year, the NACS board of directors gave the government relations department instructions on which tax provisions to focus efforts on as Congress began work on what would become the OBBB. The board recognized section 199A and Bonus Depreciation as the top priorities and also flagged the individual rates and ensuring that the corporate rate of 21% remained in place. Using information provided by our members, the GR department engaged with legislators on the relevant tax writing committees in Congress to tell your story about how the pending tax increases would harm your businesses.
In April 2024, Raymond Huff, President of HJB Convenience and a member of the NACS board of directors, was invited by the House Small Business Committee to come to Washington to testify on why extending section 199A and Bonus Depreciation was so important to our industry and to small businesses everywhere. In fact Huff’s testimony was so well received that after the bill was signed he was invited by the Ways and Means Committee to testify in July about how the OBBB is good for small businesses. As the House Ways
A Voice of the Industry
When President Trump signed legislation overturning state electric vehicle mandates earlier this summer, the moment marked a significant policy victory for the convenience and fuel retailing industry—and a powerful example of political engagement in action. Among the few invited to speak at the White House bill signing ceremony was NACS legislative committee member Bill Kent, president of The Kent Companies, based in West Texas. His remarks underscored the realworld impact of burdensome EV mandates and highlighted the importance of preserving consumer choice in the transportation energy market.
Kent’s presence at the event was no coincidence. A longtime advocate for the industry, he has been deeply engaged with candidates and elected officials to ensure the voice of convenience retailers is heard. His invitation to the White House was a testament not only to his personal commitment but also to the strength of the NACS advocacy
network. “This was a significant win for our industry and for the millions of customers we serve every day,” Kent told NACS Magazine following the event. “It shows what we can accomplish when we speak up and stay engaged with our lawmakers.”
INSIDE WASHINGTON
NACSPAC LIST
NACSPAC was created in 1979 by NACS as the entity through which the association can legally contribute funds to political candidates supportive of our industry’s issues. For more information about NACSPAC and how political action committees (PACs) work, go to www.convenience.org/nacspac . NACSPAC donors who made contributions in August 2025 are:
Tom Brennan Casey's General Stores Inc.
Paul Cantrell Hyginix
Angela Gearhart Nittany Oil Company dba Minitmart
Darlene Hall Nittany Oil Company dba Minitmart
Scott Hunt Hunt Brothers Pizza
As always, NACS encourages all convenience store operators to continue building on their relationships with their local, state and federal elected officials.
Tom Jamieson Jaco Oil Company | Fastrip Food Stores | WFI Transportation
Joe Juliano United Pacific
Katrina Lindsey Casey's General Stores Inc.
Vito Maurici McLane Company Inc.
Gilbert Moyle Moyle Petroleum Company
Kaitlyn Rowles Nittany Oil Company dba Minitmart
Greg Scriver Kwik Trip Inc.
Louie Sheetz Sheetz Inc.
and Means Committee and the Senate Finance Committee began formal work on the tax title of the OBBB, convenience store operators from around the country responded to grassroots solicitations and contacted their representatives on those committees to share their stories. The ultimate result of all of these cumulative efforts was legislation that accomplished all of our industry’s priority goals in the tax title, and more.
As always, NACS encourages all convenience store operators to continue building on their relationships with their local, state and federal elected officials. The recent advocacy successes highlighted above may not have been as effective without the strong reputation our industry has earned on Capitol Hill. That reputation exists because of the consistent efforts of retailers and their employees engaging with their legislators throughout the year. But like
Mark Stinde Casey's General Stores Inc.
Wes Stone Ultimate Sales and Services
Nick Triantafellou Weigel's Stores Inc.
David Tucker NCR Voyix
Ena Williams Casey's General Stores Inc.
any relationship, it requires ongoing attention and action. The NACS GR team encourages you to take proactive steps: Schedule meetings with your elected officials, introduce them to your business and the industry and position yourself as a trusted resource when they have questions about how a proposal may impact local businesses. Investing time in these relationships can pay significant dividends when the industry needs their support on one topic or another. If you have questions on how to connect with lawmakers and maximize your advocacy impact, please visit www.convenience. org/advocacy or reach out to our team directly—we’re here to help.
Jon Taets is a NACS director of government relations. He can be reached at jtaets@ convenience.org.
Name of company:
The Roseville Station
Date founded: 2006
# of stores: 1
All In on an App
The
owner of The Roseville
Station created an online program to help his employees to stay on task.
BY SARAH HAMAKER
As with any business, convenience retail comes with a lot of paperwork, which annoyed Robert Robinson, owner and operator of The Roseville Station in Roseville, California. It took him away from what he loved doing—serving customers. The frustration of having to track down paperwork to show inspectors the store’s compliance with state and local codes spurred him to create an app that would handle recordkeeping for him.
“Three and a half years ago, I designed an app for employees to stay on task as well as enter when they did certain things, like clean the bathroom,” he said. “The app tracks everything we used to note on paper, and I can easily pull the reports whenever we have an inspection.”
The QuickTask app also contains instructions on how to do tasks as well as how to scan NFC tags and take photos for verification that a task is completed. “The app really puts us a step ahead of our competitors because it acts like an assistant manager who never clocks out,” Robinson said.
IDEAS 2 GO
He even connected the app to a TV screen in the store that shows updates. “The customers seem to appreciate seeing how hard our employees work to keep the store clean and inviting,” Robinson said.
With the app, he’s able to spend more time doing what he enjoys—interacting with customers at the store he purchased in May 2006.
LIVING THE DREAM
For Robinson, the store offered a second career. “I was about to retire from engineering and wanted something closer to my home,” he said. “This site, built in 1998, didn’t seem to be doing well, so I asked the owner about buying the property outright.”
Soon Robinson found himself its owner. The store sat on about two acres of land, along with an attached Burger King and a car wash. “When I bought it, the store was only about six or seven years old, but it looked twenty years old because it wasn’t being maintained,” he said.
He began its transformation by reorganizing the store floor into two rows of gondolas, each measuring about fifteen feet long, to make it easier for
customers to navigate. A dozen cooler doors, along with a walk-in freezer with bagged ice, microwavable foods and ice cream now line the back wall, while the back corner houses the coffee station. Drop-down lights illuminate the exposed duct work and shed more light onto the polished concrete floor. Removing a wall opened up space for the cashier to see the entire layout.
Robinson’s attention to the store’s merchandise is one of the key reasons for its success. “We’re constantly trying to figure out better products to bring in and we spend time getting to know our customers and what they are looking for,” he said. “When we notice a trend, we jump on it as soon as we can. Then we monitor the sales and as soon as it starts to slow down, we phase the product out again.”
He also competitively prices his products. “I’m in the business of selling stuff, not inventorying, so I’m okay with lower margins to sell things,” Robinson said. Customers frequently tell him that his prices are cheaper than other stores, something he relishes hearing. “These are my neighbors, so of course, I’m going to make sure I’m giving them the best price I can,” he said.
PERSONAL TOUCH
One of the ways he tries to differentiate from his competitors is with his staff. In the beginning, his employees wore bright pink shirts to spark conversations with customers. “We went from seven workers to 15 employees, which allows us to stay open for 24 hours,” Robinson said.
When he hires someone, he walks the site with them on their first day to see if they can spot what areas might need some TLC. “I also train them to walk a customer over to the section to find what they’re looking for instead of yelling or pointing,” he said.
For both employees and customers, he offers a KickBack loyalty card (a
BRIGHT
IDEAS
Robert Robinson, owner and operator of The Roseville Station in Roseville, California, has some simple advice for other retailers looking to improve their customers’ experience—walk the site with open eyes. At the request of his fuel partner, he regularly takes newbie operators on a walk around their sites.
“There are certain things you should be aware of as an operator to be a good steward of the brand you’re with,” he said. “It’s surprising how many people don’t think about the little issues like weeds in the forecourt or dirty kickplates on the gondolas, but those are the things your customers will notice, so you need to keep it clean and neat,” Robinson said.
program from 76, the company’s fuel partner) for free drinks and other perks. “They call me Mr. KickBack because I pass out more of these loyalty cards from our store than the next ten stores near us,” Robinson said. He gives new employees a loyalty card loaded with $10 as well as double points when they use it at the store. “This is another way to help our employees feel part of our team,” he said.
In the end, Robinson wants his customers to feel like he and his employees care about them. “We want them to feel welcome and valued,” he said.
Sarah Hamaker is a freelance writer, NACS Magazine contributor and award-winning romantic suspense author based in Fairfax, Virginia. Visit her online at sarahhamakerfiction.com.
NACS Ideas 2 Go showcases how retailers today are operating the convenience store of tomorrow. To see videos of the c-stores we profiled in 2024 and earlier, go to www.convenience.org/Ideas2Go
Robert Robinson
Name of company: Aberdeen Pit Stop
Date founded: 2012 # of stores: 1
Website: facebook.com/aberdeenpitstop/
Making the Community Feel
The Aberdeen Pit Stop values a friendly, open atmosphere and serves
BY SARAH HAMAKER
At first glance, the Aberdeen Pit Stop in Aberdeen, South Dakota, might not seem like a gathering place of the community, but the store has become just that. Dave Wisdom, the majority owner, had a vision that the store could become a welcome addition to the northeastern part of Aberdeen, as manufacturing plants and other businesses pushed the town’s growth in that direction. “The location of the store was key to our purchase of it,” said Joe Hoffert, one of Aberdeen Pit Stop’s six owners. The Aberdeen location is one of a handful of Pit Stops in the area.
The store used to be a service station called Louie’s, and many of the locals still call it that even though 70% to 80% of the store has been remodeled, said Hoffert.
Debi Stoltman and Joe Hoffert
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IDEAS 2 GO
The community has embraced the store, which was remodeled in 2017. “They love it,” Hoffert said. “The reception has been great by the locals.” To foster that connection, the owners encourage the managers to serve on community boards and committees. “We want the area to know we care about them and what they care about,” he said.
SERVING APPRECIATION
The heart of a convenience store is often its foodservice, and the Aberdeen Pit Stop is no exception. The fresh food is run by the local Hot Stuff Pizza brand and includes pizza, breakfast sandwiches and burritos, sandwiches and appetizers like mozzarella sticks, chicken nuggets, onion rings and wings. “We mix the Hot Stuff menu with some salads, parfaits and fresh fruit we get from another vendor for our grab-and-go case,” Hoffert said.
To accommodate the demand from customers, the owners added an addition with around 20 to 25 seats as part of the remodel. “We saw a lot of people standing around eating,” Hoffert said. The dining area has proven to be a good investment, as a constant flow of people use the seating area. “We wanted to develop a place for people to come sit and have lunch,” added Debi Stoltman, another owner.
BRIGHT IDEAS
The Aberdeen Pit Stop has something most convenience stores don’t—a separate video lottery room. “When we bought the store, we added space for the lottery because people come here to play in South Dakota,” said Debi Stoltman, one of the six owners of the store.
Mixing video lottery with convenience stores makes a lot of sense, said Joe Hoffert, another owner of the store. “The video lottery has a history dating back to 1989 in South Dakota,” he said. Because of the percentages a retailer and operator can make from hosting the lottery, “a high percentage of convenience stores have video lottery as a partner because the lottery profits can really take a store into the black.”
The store has a small coffee and fountain drink area, plus 11 cooler doors with packaged drinks. “That [section] has seen an explosion of growth, making it a huge challenge to carry all the topselling items because everyone wants space [in the cooler],” Hoffert said. “It’s taken our category management to a whole new level to make sure we stock the items customers are looking for.”
Hoffert said they rely on their vendor partners to help. “We pay attention to the inventory sales and turn reports,” he said. “I push the turn reports to our managers to show how many of an item we have on hand and when that product will completely turn. We have limited space and we want that space to go to items that are turning over and bringing people inside our store.”
Cashiers are trained to ask each customer if they found what they were looking for to make sure the inventory is meeting customer needs. “We pride
ourselves on being very responsive to customer requests,” Hoffert said.
The Aberdeen Pit Stop also carries local items. “We’re in the convenience business, and if we can make it more convenient for our customers to pick up custom deli and processed meat products at our store, then we’re going to stock those items,” Hoffert said.
EMPLOYEE GROWTH
Beyond the merchandise, what makes Aberdeen Pit Stop memorable is the staff. “The biggest piece of advice I can give any retailer is to have the right employees—those who are engaged, friendly and go the extra mile for the customers,” Hoffert said. “Your company is only as good as your staff.”
While the store struggles with the same issues as other retail locations in finding and retaining employees, he pointed out that treating every employee with respect helps make good people stick around for longer. “We also try to offer growth opportunities, since we do operate more than one store,” Hoffert said. “We work with them on creating as flexible of a schedule as possible, offer HR classes through a seminar group partner and have competitive wages, as well as try to increase our benefits packages.”
Hoffert and Stoltman both said the focus on the customer is the key to their success. “We have a friendly staff and a clean place,” Hoffert said. “We try 100% of the time for our customers to have a great experience, find the items they’re looking for and enjoy our clean, neat and organized store—what more could we ask for?”
Sarah Hamaker is a freelance writer, NACS Magazine contributor and award-winning romantic suspense author based in Fairfax, Virginia. Visit her online at sarahhamakerfiction.com.
NACS Ideas 2 Go showcases how retailers today are operating the convenience store of tomorrow. To see videos of the c-stores we profiled in 2024 and earlier, go to www.convenience.org/Ideas2Go
BECAUSE YOU DESERVE
FROM A FOODSERVICE SOLUTION
With the right program in place, retailers can maximize their customer reach and increase profit.
to
Convenience stores are one of the fastest-growing foodservice channels, with foodservice accounting for 27.7% of in-store sales and 38.6% of in-store gross margin, according to the NACS State of the Industry Report® of 2024 Data.
“Foodservice is becoming more and more relevant for c-store operators. We’ve seen increasing competition between QSRs and c-stores for customers—in fact, a recent study found that an estimated 50% of QSR customers now have convenience stores in their consideration set for hot prepared foods,” said Alice Crowder, chief marketing officer at Krispy Krunchy Chicken, citing the Intouch Insights Convenience Store Trends Report for 2024. “That’s a huge leap from even a few years ago, and it’s directly attributable to convenience stores really upping their game and resetting expectations of what their customers can get.”
Offering foodservice is a great way for convenience retailers to increase sales. Additionally, partnering with third-party foodservice providers can help retailers widen that net and attract more consumers through brand recognition, on-demand products that respond to their preferences and online ordering—all in a way that can be less resource-intensive for the operator.
“Today’s customers expect c-stores to have high-quality freshly made foods, but creating a foodservice program isn’t just a lever to pull and say, ‘We’re adding food now.’ Retailers need to have a menu they can execute, and price and merchandise appropriately,” said Crowder, adding, “That’s where a turnkey program like Krispy Krunchy Chicken can help. We’ve figured out all of those things for retailers.”
NEW MENU ADDITION DELIVERS MORE CHOICE
Earlier this year, Krispy Krunchy launched chicken nuggets, made with whole-muscle white meat chicken breasts that are marinated in a proprietary blend of seasonings, coated in a special breading and fried in small batches.
“The recipe has a slightly tangy dill marinade and each nugget is coated in our
crazy-good Krispy Krunchy coating so that you get that initial crunch and then that juicy meat,” said Crowder. “It’s also a really large nugget, especially for the price. We put so much research and consumer testing into the development of this product to make sure we were delivering the best for our c-store operators.”
Crowder added that they’re also a great grab-and-go option. “It’s easy to eat in your car, which is increasingly important in today’s environment. And it’s great for add-ons—you can order nuggets as a meal by itself or in addition to other meal orders. It’s also great for kids, which is a segment we didn’t cater to before,” she said.
“Based on our menu research, TURF analysis and other analytic-based insights, we found that nuggets would be accretive to operator profitability if we added them,” explained Crowder.
Customers who choose Krispy Krunchy do so for three reasons: high quality, strong value and overall craveability.
Locations that have added nuggets are purchasing an average of 7.8% more poultry than stores without nuggets, according to Krispy Krunchy’s data. “Sometimes, restauranteurs add an item that’s cannibalistic to the others—you might sell 100 new units of that item but lose 100 units elsewhere. However, in the case of our nuggets, that’s not the case. We are seeing incremental sales from those stores carrying our nuggets, whether it be from new customers who are only interested in nuggets and now have that option, or people purchasing nuggets as an add-on to their existing order,” Crowder said.
And for consumers and operators alike who are focused on value, chicken nuggets can provide the most bang for your buck. “The size of the nuggets for the cost to our
This interview is brought
you by Krispy Krunchy Chicken, a NACS Hunter Club member.
“Operators who add Krispy Krunchy Chicken see foot traffic increase 10-12%, and merchandise sales increase 15-20%.”
operators is almost double than some of our direct competitors,” said Joe Gordon, chief supply chain and technology officer at Krispy Krunchy. “From a profitability perspective, we see that nuggets are an incremental increase—but the penny profit is exceptional and is higher than the typical industry gross margin targets.”
GOING DIGITAL HELPS DRIVE EFFICIENCIES
Over a year ago, Krispy Krunchy launched a third-party delivery program through Olo that has increased average sales for participating operators. Over 750 of its locations are on the platform.
“Online ordering and delivery are basically a way to open another store without opening another store,” said Crowder. “It’s a way to reach new customers, many of whom may have never been to your store in person or might not even know about it, but will discover you through a delivery app.”
The company is in the process of rolling out a first-party program on its website, which Crowder said allows Krispy Krunchy to capture customer data. “Third-party delivery is great for attracting new guests and introducing them to the brand. First-party programs has higher profit for operators, and we can build a better relationship with customers by knowing their preferences.”
Online ordering also generates higher check averages. The average c-store basket value was $7.17 per store, per month in 2024, according to the NACS State of the Industry Report of 2024 Data.
“For us, the average check size is about $25 for third-party delivery and a little bit more for first-party sales, at around $30,” said Crowder. “As we get to know our customers better and can target them more effectively, we see that check average increase for our operators.”
Delivery can also help boost sales during the dinnertime daypart, said Crowder. “With delivery, people are ordering in the evenings and on weekends—traditionally slower times for c-stores,” she said.
A PROFITABLE PARTNERSHIP
The foodservice provider that convenience retailers choose to partner with can help increase their relevancy with customers.
“Based on our research, customers who choose Krispy Krunchy do so for three reasons: high quality, strong value and overall craveability,” said Crowder. “In other words, customers are going out of their way to purchase food at stores that offer Krispy Krunchy. They’ll drive past other locations for this chicken.”
“Quality, value and craveability are as important to our operators as they are to their guests,” said Gordon. “It’s critical to be able to say to both audiences, ‘We’ve got you. We understand what you need, and we’ll make sure you have it.’”
For Krispy Krunchy, that means streamlining its product offerings and supply chain to ensure that operators are able to sell high-quality food reliably and consistently.
“We standardized our recipes so that all our products taste the same every time, whether you’re in Maine or Los Angeles,” said Gordon. “When it comes to our supply chain, we focus on delivering fresh product to our operators on a consistent basis. We work to protect our operators from anything going wrong in the supply chain, such as supply not being available or deliveries falling through.”
Gordon said that partnering with Krispy Krunchy is the “easy button” for operators looking to offer a foodservice program. “We design our products to be simple to execute in a c-store, while also being top of the line, gold standard products that can compete with any restaurant out there,” said Gordon.
“We were born in convenience stores and understand the business. We design our program and products with an understanding for the environment where they’ll be made and sold,” Crowder added.
TRUTHS
TOOTH America’
The pandemic and the economy have changed candy consumers’ preferences, and retailers and manufacturers have pivoted
to make the most of it.
BY STEVE HOLTZ
Similar to the performance of many other product categories, unit sales of candy in convenience stores are increasingly declining (see charts later in this article). At the same time, dollar sales of chocolate, candy, gum and mints hit a record-breaking $54 billion across all channels in 2024, according to the National Confectioners Association’s (NCA’s) “State of Treating 2025” report.
“It’s clear that people continue to enjoy treating themselves and those around them to chocolate and candy—98% of consumers reported that they made a confectionery purchase at some point in 2024,” the association said. “And while consumers remain concerned about the price of groceries, they are leaving room in their budgets for chocolate and candy, whether it’s to mark a special occasion or make everyday moments a little sweeter.”
And while interest in sweets remains strong, the types of candy products and where consumers are shopping for them have changed dramatically in recent years.
“Consumer interest in candy has evolved over the past five years,” said Allie Castillo, senior product development manager at 7-Eleven Inc. “At 7-Eleven Inc., we’ve seen firsthand how these changes are reshaping the category.”
candy consumption—and food consumption overall—is the growing use of glucagon-like peptide-1, or GLP-1, medications. A hormone that helps regulate blood sugar and appetite, it is found in popular prescription medications such as Ozempic, Wegovy and Mounjaro. These drugs have been used by about 13% of U.S. adults and are regularly used by nearly 3%— more than 10 million people— which is significantly affecting eating behaviors.
The rise of GLP-1 drugs, said Jacob Jordan, category insights manager for Temple, Texas-based McLane Co., is starting to affect confectionery consumption.
“GLP-1 users show slightly lower purchase frequency, buy rate and spend per trip on food and beverage items at convenience stores compared to nonusers,” he said. “While the shift is still emerging, it suggests a potential reduction in impulse-driven snacking behaviors among this growing consumer segment.”
The opportunity, she and other experts said, lies in understanding consumer motivations and getting customers in the door with corresponding innovation,
EMBRACING INNOVATION
Despite the challenging sales data for c-stores, there’s no doubt consumer interest in sweet treats remains strong.
“Shopping patterns have shifted. Consumers are consolidating trips and increasingly favoring largeformat stores for value,” said Jacob Jordan, category insights manager for McLane Co., Temple, Texas. “However, c-stores still play a critical role, particularly for impulse and immediate need-based indulgence.”
Understanding how consumers view a c-store shopping trip can go a long way in developing a modern strategy for confectionery in the channel.
“C-stores are seen as a destination for small personal treats, something convenient, quick and just for them,” Jordan said. “While value-driven items may be purchased elsewhere, the emotional pull of c-store indulgences remains strong.”
Having a variety of product types can help drive an increase in purchases and return visits.
“Compared to five years ago, purchases are more impulsive and emotionally driven rather than strictly functional,” said Jordan. He cites the pandemic as one major influence on current consumer behavior.
“With routines disrupted and emotional stress heightened, shoppers began to view indulgent items like candy as personal rituals or quick escapes,” he said. “These products became part of coping mechanisms, something to ground them, share with others or simply look forward to during uncertain times.”
Consumers are also combining indulgent treats with healthier snacks, reflecting a desire for balance, Jordan said. He calls it “little-treat culture,” in which candy is used to create small moments of joy or self-care.
Candy maker The Hershey Co. is seeing this yin and yang, too.
“When consumers are looking to treat themselves, they are still largely leaning into traditionally indulgent
products like chocolate candy and ice cream,” said Erica Norton, senior director of consumer insights for the Hershey, Pennsylvania-based company. “However, with an increasing number of more ‘permissible’ treats on the market, consumers have more options to choose from to treat themselves and stay within their health and wellness goals.”
Increasingly, that means a demand for low- and no-sugar candies and products with “clean labels,” she said. Since 2020, Hershey’s Zero Sugar business has had a compound annual growth rate of 38%. Further, Norton said, Hershey has responded to consumer demand by introducing a variety of products in recent years, including Reese’s Plant Based Oat Chocolate Confection & Peanut Butter Cups and Hershey’s Plant Based Oat Chocolate Confection Almond & Sea Salt Candy Bar.
MEDIA MOTIVATION
Social media is another driving force in innovation.
“This shift [in consumer preferences] is fueled by social media influence and a culture in which consumers seek fulfillment through small choices throughout the day,” Jordan said. “Within this landscape, the sugar and nonchocolate categories are seeing notable growth, driven by variety, portability and perceived permissibility— making them well-suited for these spur-of-the-moment indulgences.”
Castillo agreed, specifically saying social media platforms Instagram and TikTok “have given Gen Z a stage to spotlight bold, unexpected and visually fun candy.”
“Viral trends have created a demand for flavors and textures that are shareable and sensational, from extreme sour profiles to inventive taste profiles like freeze-dried candy,” Castillo said.
VARIETY AND DIFFERENTIATION
At the retail level, innovation is about variety and standing out from the crowd, Castillo said.
“Today’s candy consumer is more advent urous and intentional,” she said. “[Consumers are] seeking out bold flavors, new textures and exciting formats that go beyond the traditional chocolate bar.”
Candy Unit Sales in C-Stores
Source: NIQ Total U.S. Convenience, full calendar year
That trend has given license to 7-Eleven and other retailers to build a private label strategy that makes the retailer stand out for unique products and underscores value in its stores.
“We’re continuously refreshing our assortment to reflect evolving tastes, emerging trends and the desire for both indulgence and balance,” Castillo said.
As of 2024, the retailer maintained a selection of more than 200 private label CPG products, primarily under the 7-Select and 24/7 Life brands. It set a goal of achieving a 26% proprietary product mix of in-store sales to include its fresh food, proprietary beverages (Big Gulp and Slurpee) and private brands. In its fourth-quarter 2024 earnings call, it reported profit margins of 51.3% on private label goods.
“The result [of our focus on private brands] has been measurable growth and stronger customer loyalty,”
What’s
Driving Consumer Behavior
Castillo said. “The growth of our private brand business reflects how closely our strategy aligns with what today’s consumers want: quality, value and convenience, often through exclusive products.”
Insights from 7-Eleven’s four-year-old Brainfreeze Collective, a 300,000member consumer research panel, help the chain to “fine-tune our assortment and bring relevance to every shelf.”
“As shoppers increasingly look for value, innovation and intentional choices in the candy aisle, our private brands are designed to meet them exactly where they are,” Castillo said.
“Our 7-Select line delivers craveable options that rival or exceed national brands in quality, at a better price.”
Today, 7-Eleven’s private label candy lineup includes a variety of gummy candies, chocolates, cookie bites, holiday selections, novelties and
NielsenIQ’s “Snackonomics 3.0” report amassed results of multiple NIQ surveys and data to examine consumers’ economic concerns and address how those concerns are affecting behavior.
87%
The percentage of consumers surveyed this spring who said they believe prices are higher than they were a year ago, with 44% saying prices are much higher and 43% saying they are slightly higher
1/2
The amount (51%) who said they are looking for sales and deals more often when shopping; 45% said they are cutting back on nonessentials
80%
The share of consumers who said they believe the quality of private label brands is the same as (52%) or better than (28%) name brands
Convenience Candy Sales
Candy is a driving force behind impulse sales in convenience. That said, over the last five years, the number of candy buyers that purchased something on impulse has decreased, according to data from NACS Convenience Voices survey. In 2020, 37.2% of people who purchased candy in a c-store said it was on impulse. In 2024, that number was 34.6%. The likely cause is that many shoppers are trying to rationalize their spending as financial pressures and cost increases have put more stress on their finances.
WHAT MAKES UP THE CANDY CATEGORY?
The last few years have also seen a shift in what candy shoppers are buying. Bagged or repacked peg candy sales increased from 20.9% of overall candy sales at c-stores in 2019 to 26.0% in 2024. As peg candy sales increase, this subcategory has taken some share from chocolate bars/packs, which decreased from 41.8% of candy sales in 2019 to 38.9% in 2024.
Source: NACS CSX Database; NACS State of the Industry Report
An Inside Look at What’s Next in Candy
“Looking at 2025, we are still living in the wake of the meteoric success of Nerds Gummy Clusters, which inspires innovation and a lot of confidence in the gummy space. Everyone’s trying to do their own multi-textural gummies,” said Jason Liebig, brand history expert and an on-camera expert on the History Channel’s The Food That Built America. Liebig posts on social media under the collectingcandy handle and was a speaker at the 2025 NACS Leadership Forum. “That’s a great expression of innovation; people are trying to have fun within that space. Multi-textural has become a buzzword in the industry.”
Liebig, a
Looking forward to 2026, Liebig thinks spices will be a big trend in the market. “I think there's an opportunity to bring more international spice into the candy space. Right now, we're getting a lot of spice flavor from south of the border. I think next, we might see spice from India, from Southeast Asia, and see how that fits into the candy space,” Liebig said.
Liebig also thinks freeze dried candy has not yet hit its pinnacle of popularity. “I think there is still a lot to come for freeze dried. It’s everywhere now, but I think you’re going to see just about every brand try a freeze-dried iteration of their hit products.”
And while the snack sector has already seen a burst of proteinfilled products hit shelves, Liebig said it’s only a matter of time before manufacturers launch protein candy. Gen Z will be particularly interested in protein candy, predicts Liebig.
“Gen Z knows more about what they put into their bodies than any generation before. They're very informed. They have new insights but at the same time they also have agency. I say that because for candy specifically, candy is not a meal, candy is an indulgence. I see growth based on those things, those concerns,” he said.
And while the market has seen an influx of low-sugar candy options, Liebig doesn’t think full sugar candies are going anywhere. “Consumers understand that they can have a full sugar gummy treat as long as they're doing everything else they're supposed to be doing, like staying active. Candy is not going to die, and it shouldn't. Flavors never pop better than when you have full sugar. I just think having both options is great. And I think people will express their own agency in their choices. They understand their bodies, they understand their sugar intake, and so they're very aware. They know what they're putting into their body. Sugar-based candy is going to stick around,” Liebig said
customer loyalty, Castillo said.
“Ultimately, this approach has strengthened 7-Eleven’s reputation as a destination for both everyday essentials and surprising new finds,” she said. “By investing in innovation and listening closely to our customers, we’re driving meaningful top-line growth while deepening trust and loyalty with every visit.”
Similarly, McLane and other distributors to convenience stores are investing in private brand innovation to bring value to their customers. McLane markets the proprietary YumBees brand of hard, gummy and chocolate candies, among other exclusive products, to its customers.
“Consumers are increasingly budgetconscious and open to alternatives that provide value without sacrificing quality,” Jordan said. “The general rise in private label sales—outpacing national brands—suggests that trust and interest in store brands is expanding. As long as private label options meet taste expectations and offer a sense of indulgence, they are well-positioned to grow.”
While economic uncertainty has caused many shoppers to reduce discretionary spending, they continue to seek small indulgences, said NCA. Retailers can capitalize on that.
“Brands and products that deliver emotional rewards at reasonable prices are seeing success,” NCA said.
Steve Holtz is a veteran c-store journalist with more than 20 years in the industry. He is currently president of Holtz Media Consulting and host of the Convenience Weekly podcast on Spotify. Reach him at Steve@HoltzMC.com.
Jason
brand history expert, said multi-textural has become a buzzword in candy.
Get Ready for the
What do today’s students want from their convenience store? Campus stores hold some clues.
BY AMANDA BALTAZAR
esearch by foodservice contractor Sodexo reveals that 70% of college students visit convenience stores at least a few times a month.
The customers at campus convenience stores today will be shopping at traditional convenience stores tomorrow, if they’re not already. What do these students want from their convenience store? When do they visit? Why?
Colorado State University in Fort Collins has three convenience stores, all in food deserts. These micromarkets are unmanned and each cost about $28,000 to build, including everything from shelving to security cameras. Two of the three stores are more established and make $700,000 to $1 million during the 28 weeks of the school year, said Patrick St. Clair, senior associate director, residential dining services. Contractor Sodexo has its own convenience stores, which operate under the Food Hive brand. These are modular, scalable convenience stores. The contractor developed them specifically for the post-Covid world and did a deep dive into what students wanted. Because the stores are modular, campuses can quickly add one and include their own branding on it.
Xpress Lane Market at Virginia Tech
“Our insights broadly told us they want a retail experience that’s really convenient,” said Christina LeMin, director of offer development, Sodexo campus. “Students need it to be quick and seamless.” Sodexo learned that students were going off campus for basics such as milk and produce and wanted to take back that market share.
Two years ago, Virginia Tech in Blacksburg opened Xpress Lane Market, an 8,000-square-foot convenience store. “In 2019, we had a huge enrollment surge—1,500 extra students—and wondered how we’d feed all of them,” said John Barrett, associate director of dining services. Thus, Xpress Lane was born. It includes Future Bites, which offers mostly hot subs, and build-your-own breakfast bowls on the weekends.
BUSY AND BUSIER
By and large, students are night owls, and as a result, convenience stores often become very busy late at night, when other foodservice options are closed.
At Towson University in Maryland, Tiger Express is open 24/7, and 56% of transactions occur between 6 p.m. and midnight; 26% from noon to 6 a.m.; and the remaining 18% split evenly between midnight to 6 a.m. and 6 a.m. to noon, said Robert Dolan, vice president, convenience retail, Aramark.
At Colorado State, at least 33% of sales occur between 8 p.m. and midnight. Having a convenience store that can be accessed during off-hours also helps students get the most out of their meal plans, St. Clair said. The school used to have a higher missed-meal rate; at the end of the week, students often hadn’t used all their meal credits. “But once we added these concepts, that dropped,” he said.
The University of Indianapolis (UIndy) extended the hours of its Greyhound Express store this year to midnight because it was seeing a lot of sales just before 10 p.m., said Amy
Dugan, resident district manager, Quest Food Management Services. The store also sees strong business between meal periods when other facilities are closed, she said.
There are two c-stores at the University of Pittsburgh, which see high volumes of traffic between 11 p.m. and 2 a.m., especially The Market at Sutherland, which offers fresh pizzas and sandwiches on its hot line. That store is open from 7 a.m. to 1 a.m. and the second store, The Market at Towers, is open 24/7. Sunday evenings are also busy, said Tony Loukas, director of operations for foodservice contractor Compass Group, “because the students are all coming back from the weekend and getting milk, bread and peanut butter.”
Xpress Lane at Virginia Tech is open from 7 a.m. to 2 a.m., with 19% of business happening between 9 and 10 p.m., and Future Bites now stays open until 10 p.m. (after previously closing at 8 p.m.) due to popularity.
FOOD AND DRINK OPTIONS
Sodexo’s research reveals a little about what students are looking for from their convenience store. It showed that 57% said variety is highly important, and 47% of respondents look for healthy options.
What’s popular depends on where the store is located. A store near classrooms and a student union offers different items compared with one near dorms.
But in general, heavy hitters include packaged snacks and beverages (especially energy or natural energy drinks). It’s important to meet dietary needs for gluten-free, halal and vegan students, said LeMin.
It’s also important to keep offering something new and different, such as Bobabam kits and Kodiak bars. LeMin brings in snacks as LTOs to keep things exciting and merchandises those by the register so they’re very visible. The LTOs give students a reason to keep coming back, she said:
Xpress Lane Market at Virginia Tech
The top SKUs at Xpress Market at Virginia Tech (this page and facing page) are beverages, ice cream and mac and cheese, followed by chips. It is open from 7:00 a.m. to 2:00 p.m. and busiest between 9:00 and 10:00 at night.
“Students want whatever’s trending. We make sure we offer staples and things that are new and different.”
Food Hive stores offer hot and cold foods, including breakfast sandwiches, grain bowls and wings. But Sodexo also brings in some fun items “to surprise and delight,” said LeMin. This might include Solato gelato machines or f’real milkshake machines.
Greyhound Express serves hot food made in-house, such as breakfast sandwiches, burgers and pizzas. The store grew its SKU count from 70 to 250 items two years ago, and the majority of sales are from the freezer, followed by chips and beverages, said Philip Zernia, UIndy’s director of operations. The frozen meals are made in-house, and external brands and ice cream is also a favorite.
The store has very wide, spacious aisles. “We don’t have the store overly maxed-out, and we want the students to have space,” Dugan said. Shelving is low so customers can see over it, and the checkout area is spread out to allow for multiple queues. The placement of hanging items behind the checkout counter maximizes the space and encourages impulse buys. These might be items such as toothbrushes, mouthwash and new items “so we can gauge the students’ interest, and it’s really in their line of sight,” she said.
Impulse items that sell well here include laundry detergent, personal care items, snack mixes and fun products such as a local popcorn brand.
The Colorado State micromarkets offer about 350 SKUs, and sushi sales are huge at one of the c-stores. Also popular are fresh foods such as items from the halal cart, an overstuffed peanut butter and jelly sandwich, overnight oats and ice cream. Monster beverages are the best-selling drinks.
The university also uses the c-stores to test new entrees and baked goods because they attract a diverse group of students. If something proves popular, it will be launched at other locations.
The University of Pittsburgh’s The Market at Sutherland carries about 2,000 SKUs, and pizza and hot sandwiches are available from an impinger oven. At The Market at Towers, bestsellers are grab-and-go items, snacks, energy drinks, bottled water and personal care items such as shampoo, bandages and batteries.
The top SKUs at Xpress Market at Virginia Tech are beverages, ice cream and mac and cheese, followed by chips. It also sells a lot of produce. Higher-priced items are typically placed near the registers for two reasons: impulse sales and the staff’s ability to monitor them for theft.
At Market NXT at the University of Miami, which opened last year, protein bars, protein drinks and energy drinks are popular. Early in the morning, students like kombucha, yogurt and yogurt bars, said Jennifer Villa, assistant director of retail for Chartwells, a division of Compass Group. Trays with nuts, cheese and salami also sell well. “Students are coming in to grab snacks on their way to class and to eat between,” she said.
Tiger Express has found that students want different types of better-for-you products: high-protein, low-carb,
low-sugar, or plant-based items; those containing clean ingredients or probiotics; and functional energy bars and drinks. But, added Dolan, “fun and indulgence is still important as students look to add excitement to their daily diet with tried-and-true favorites.” This includes items such as gummies and Pop-Tarts, he said.
STAYING IN THE KNOW
Dugan keeps her eye on what’s trending on social media. She also relies heavily on her vendors and listens to student feedback on what they’d like to see in the store. The students also communicate via email.
“Sometimes only one person will be vocal, but then the whole population says they’re thrilled when we introduce something,” she added.
It can be challenging to keep up with the trends, Loukas said. He’s always looking for what’s new “and usually when something is recommended by a student, it flies off the shelves.” His team also tries to stay on top of social media trends “to boost that student engagement to meet them where they are,” he said.
Some students feature day-in-the-life posts, and if they mention foodservice, Loukas and his team might mention it or share it on their own social media pages. And the school has five student ambassadors who are responsible for getting feedback from other students about what they’re looking for.
“Ensuring we have the right products at the right time in enough quantity is the key formula for us,” said Faye Marcus, director of marketing and guest experience at the University of Miami. She also uses social media, which “gives us a lot of information,” such as which brands are partnering with social media influencers. Or she looks at the big content creators on campuses. “We look for that engagement, and on our dining account we try to interact with anything and repost it,” she said.
TO STAFF OR NOT TO STAFF?
Greyhound Express is staffed with employees to add a personal touch. “The human interaction piece is working really well,” said Zernia. Having employees in the store means they can report on the performance of items requested by students.
Food Hive stores are self-checkout, so store hours can be flexible, said LeMin. But cashier-free doesn’t mean personfree; there’s someone in there to help people find things, to fill mobile orders and to greet people. Mobile orders haven’t had much traction yet, she said, because students tend to come into the stores on their way to somewhere. Most transactions deduct money from the students’ meal plans or are cash, she
At Market NXT at the University of Miami, protein bars, protein drinks and energy drinks are popular.
Early in the morning, students like kombucha, yogurt and yogurt bars. The store uses Just Walk Out technology.
At Greyhound Express at the University of Indianapolis, frozen meals are popular, with the majority of sales coming from the freezer. It sees strong sales late at night and between meals, when dining facilities are closed.
pointed out. Students at the University of Pittsburgh are about evenly split on whether they prefer to check themselves out or have a cashier check them out, said Loukas. “Some like to build a relationship with the staff,” he said.
The Market at Towers features Amazon’s Just Walk Out technology. “Students love that technology, [though] it takes a little bit to get them used to it,” Loukas said.
Market NXT at the University of Miami also features Just Walk Out technology.
Students get into the market by using a QR code from the Grubhub app or by using mobile pay. A $25 temporary hold is placed on their payment method to ensure they have enough for their purchase, which allows entry. Only what they purchase is charged to their account. Students pay with mobile pay such as Apple, Google or Grubhub, or they can use dining dollars.
It didn’t take students long to master the technology, Villa said, and the university has “giant marketing materials” explaining how to use it. Because this store is unmanned, labor costs are less.
Other c-stores at the University of Miami have cashiers, and both models have their strengths, said Villa. “Students have their days where they’re rushing between classes and NXT might be their best option, but we do see them make nice connections and they do like that face-to-face interaction,” she said.
CONTROLLING THEFT
Unmanned convenience stores have two big negatives: theft and a lack of hospitality. According to Capital One Shopping, theft is 65% more at self-checkout compared with a traditional checkout. In fact, it’s estimated that 20 million Americans have stolen from these payment terminals.
“The best way to prevent theft is to have an associate present,” said Dolan of Aramark. “However, if a location is unmanned, theft can be deterred by having a store layout
and design that is open and well-lit, with high-theft items in highly visible areas. Mirrors, cameras and swipe card access can also help.”
At Virginia Tech, the store was designed to angle the shelving “so the cashier can always see down those aisles” and monitor for theft, said Barrett.
Colorado State initially had big issues with theft. Soon after opening, it moved its camera to a very visible location and added signage to let students know it was there. At first, theft was as high as 20% of the items on shelves, but now it’s down to around 5%. St. Clair said some inspirational signage—such as “Rams Don’t Steal From Rams”—was also helpful.
The best placement for cameras is where they’re most obvious, said St. Clair. And he upgraded the cameras for the c-stores so one camera now has four lenses for four different angles. They are motion-activated, so they can follow people and see into every corner. They cost about $2,500 per camera “which is inexpensive given what you get from them,” he said.
Today’s students are vocal and want whatever’s trending. They want c-stores to be in convenient locations with convenient hours. Get ready for this demographic, because they’ll be hitting up your stores—maybe at 2 a.m.—very soon.
Amanda Baltazar writes about retail, food and restaurants from an island in the soggy Pacific Northwest. She covers operations, design, marketing and trends for B2B publications.
Social Media Myths
DEBUNKED
BY CHRISSY BLASINSKY
Don’t believe the hype when it comes to what you should and should not do with your social strategy.
NICOTINE POUCHES
Encompassing everything from celebrities acting “just like us” to global brand launches to cats terrified of aluminum foil and Members of Congress communicating with their constituents, social media is media. And the use cases are seemingly endless.
By some estimates, roughly three-quarters of the U.S. population is in some way, shape or form an active social media user. For these individuals, there’s a decent chance that a social media platform is their go-to source for news; health, beauty and fitness trends; how-to’s; shopping; and entertainment.
Social media showcases the ways retailers value their teams, community and customers.
In the convenience business, social media helps retailers engage with their customers, both the loyalists and the newcomers. It’s where companies can say we’re fun and inviting, we’re here for you, and we have what you need to refuel, refresh and hydrate. Social media also showcases the ways retailers value their teams, community and customers.
Many convenience retailers have done an exceptional job with their social strategy, starting with humble BOGO offers posted on Twitter during the early rise of social media and continuing up to today’s marketing campaigns across multiple platforms.
We’ve learned a lot along the way, including what works, what doesn’t and how to bust through some of the myths. Here’s what we found.
1YOU NEED TO POST ALL DAY, EVERY DAY
The frequency of posting on social media varies by platform and the type of content being posted. If you’d like a hand, there are many (free!) resources online that offer guidelines for posting by channel and frequency. Platforms such as HubSpot answer these questions as well as offer free tools such as content calendars to help manage social posts and strategy. Nick Triantafellou, director of marketing and merchandising at Powell, Tennessee-based Weigel’s, agreed that posting nonstop is not necessary, but posting often—with purpose—is.
“Frequency matters, but only if the content adds value. The goal isn’t to flood feeds—it’s to become a regular part of your audience’s day,” Triantafellou said.
“When you post consistently about more than just promotions—think humor, storytelling, behind the scenes or celebrating your team— you build trust and community,” he said. “If the content is strong and varied, more posts will equal more opportunities to connect.”
Carisah Lee, social media and brand content manager at Ankeny, Iowabased Casey’s, said the quality of social posts is more important than the quantity. “However, it is essential to review your posts daily to evaluate their performance,” she said.
YOU NEED TO BE ON EVERY PLATFORM
Some may find that they have very little traction beyond Facebook and Instagram, while others may find that YouTube and TikTok are their sweet spots.
The reality is that trying to be everywhere for everyone, all the time, is not a good social strategy, nor is it sustainable. The last thing you want your social presence to do is create noise.
“It’s important to focus on the platforms that best align with your brand and where your target audience is most active and devote your time and resources to those specific platforms,” said Lee.
She also raised a good point about futureproofing your social strategy. You may not be on certain platforms now, but you could find value with them down the road. “Simply claim your handle and monitor activity, but avoid investing too much time or effort in them,” she said. “Since Gen Z is Casey’s target audience, we primarily focus on Instagram and TikTok, as we know those are the platforms where this audience is most engaged.”
Triantafellou agreed. “Spreading yourself thin just to check a box leads to diluted, ineffective content,” he said. Weigel’s focuses its social strategy on three platforms that generate strong engagement and the most loyal followers: Facebook, Instagram and X.
“It’s not about being everywhere—it’s about being excellent somewhere. Be where your customers are and where you can show up well,” he said.
YOU SHOULD INVEST IN A THIRDPARTY MANAGEMENT PLATFORM
This is more truth than a myth, although many third-party platforms offer free trials to get you started.
Tools such as Hootsuite, Buffer, Canva and Sprout Social offer a range of features, including scheduling posts, tracking performance through analytics, social listening tools, managing multiple social accounts and creating visually appealing content.
The Meta Business Suite is robust and offers ample capabilities to help you manage and grow your social strategy on Facebook and Instagram. If your budget is limited or nonexistent, the price is right for Meta Business Suite: It’s free!
“Native tools like Meta’s Business Suite or TikTok’s Creator Tools can go a long way with the right strategy behind them,” said Triantafellou.
Lee agreed that some larger software tools can be impressive and improve efficiency, but if you’re working with a modest budget, it’s not always necessary to use them.
“Many platforms offer great free tools for scheduling and analytics,” she said. “It’s a good idea to test different options to find what best suits your business needs and, if you have the budget to do so, invest in one.”
“Third-party management platforms can enhance visibility and efficiency, providing valuable support for your daily workload,” she added. “Ultimately, the best social media results come from creativity and consistency rather than the most advanced tools.”
4
MORE FOLLOWERS MEANS YOUR SOCIAL STRATEGY IS WORKING
For many businesses, engagement is the true measurement of social success. Genuine engagement from a powerful few, compared with an indifferent majority, speaks volumes.
“Don’t chase numbers—chase connection,” Triantafellou said. “If you’re getting 20 likes on a post, think about what 20 people in a room looks like. That’s a big meeting! Appreciate every single person who engages with your brand—relish them, reply to them and keep giving them reasons to come back. A small, loyal following that actually cares is infinitely more powerful than a massive one that scrolls by.”
Although more followers can be a sign of healthy growth for a social account, Lee said, “what truly matters is how your followers engage with your content.” And engagement is the key to success.
“An increase in engagement indicates that a brand is building genuine relationships with its audience, leading to support for its initiatives,” she said. “Focus on creating content that resonates with your audience and you’ll naturally attract more followers.”
In
the first quarter of 2025, Facebook had 3.07 billion monthly active users, according to DemandSage. Facebook is the most popular social media platform globally, according to Shopify.
The Rise of Social Shopping
Social commerce is a competitive channel within the retail landscape, with 55% of consumers making purchases via social media or livestream platforms, particularly TikTok.
Jennie Bell, managing director of U.S. global clients at NIQ, shared insights on social media’s influence on the traditional path to purchase at the 2025 Sweets & Snacks Expo.
What’s making platforms such as TikTok Shop so popular is the ease of impulse purchasing; the livestream shopping environment gives consumers the immediate ability to see a product, its concept and its claims.
“It is a very easy path to purchase. … Social selling will completely change the path to purchase that we’re all used to,” Bell said.
TikTok has roughly 1.6 billion monthly active users worldwide, according to DataReportal. By comparison, X has 611 million users worldwide, per DemandSage.
YOUNGER STAFF ARE BEST SUITED TO MANAGING SOCIAL MEDIA
Oof. Definitely a myth. It’s not about age. As with all content creation, social media should align with your brand.
“Social media requires brand understanding, not just trend fluency,” said Triantafellou. “Being fluent in TikTok dances doesn’t mean you should run brand strategy. Social is a voice for your business and it needs to be aligned with your values, tone and long-term vision. In our case, it’s also one of the most visible brand storytelling tools we have.”
Lee agreed that age doesn’t matter with social media management. Instead, what really matters is “having someone who understands your brand and your audience, and has a well-defined strategy to achieve your company’s goals,” she said.
For example, to understand its Gen Z audience, Casey’s will ask for feedback from its own internal team members on the trends and content they enjoy on social media, and then create content that reflects those trends.
And finally, one of the biggest myths of all: Influencers should be “famous” people.
“The best influencers might be behind your counter,” said Lee. “If you don’t have a budget for influencers, consider leveraging the people your customers interact with daily to create authentic content. Your store teams consist of your brand’s best ambassadors, who can truly bring your brand to life.”
At NACS, our biggest influencers are our colleagues here at 1600 Duke Street, as well as the convenience retailers and suppliers who love this industry as much as we do.
Chrissy Blasinsky is the digital and content strategist at NACS. She can be reached at cblasinsky@convenience.org.
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FRONT LINES From Storefronts to
NACS Foundation First Responder of the Year honorees exemplify the difference c-stores make in their communities.
BY JOE BEETON
Emergencies don’t follow a shift schedule. But when crisis strikes—whether it’s a natural disaster, a tragic accident or a public-safety emergency—two groups are always on the clock for their community: convenience store workers and first responders.
The connection is more than just symbolic. Convenience stores are essential for first responders when nothing else in town is open, and when responders stop in to recharge, they often quietly check on the safety of the staff.
That shared spirit of unwavering service is what the NACS Foundation aims to spotlight every July 24 with its 24/7 Day initiative, which in its seventh year included more than 100 retail brands and more than 30,000 convenience store locations offering deals to first responders—all united in recognition of the tireless individuals who collectively show up at all hours of the day, every day.
They run toward danger while others evacuate, simply because they want to help.
“We know that first responders and hometown heroes don’t do it for the recognition,” said Kevin O’Connell, executive director of the NACS Foundation. “They run toward danger while others evacuate, simply because they want to help—often working a full-time job and using vacation days to respond to tornadoes, wildfires and floods. This year’s 24/7 Day theme, ‘We See You, We Thank You,’ was chosen to let them know that our industry sees the sacrifice, courage and commitment they show daily, whether in quiet moments or in the face of disaster.”
This year, the NACS Foundation gave the industry the opportunity to bring national recognition to the local first responders who make a difference in their daily lives with its inaugural First Responder of the Year award. The Foundation reviewed more than 70 nominations from across the country—ranging from a canine partner to a grandmother still on call and every fearless community servant in between—and narrowed them down to three recipients.
The grand prize 2025 First Responder of the Year award went to Charles “Carl” Biery Sr., a 79-year-old American Red Cross volunteer from the greater Cincinnati area who for 55 years has been “a presence,” as his son puts it, in the aftermath of more than 4,500 emergencies. He will receive free gas for a year courtesy of GSTV and free Keurig Dr Pepper products for a year. Angela “Angie” Ryan, a manager at a Casey’s in Indiana who has been there for her community not only as a volunteer firefighter when a helicopter crashed or an infant almost drowned but also as a calming, capable force who twice saved customers’ lives at the store, and Kevin Umscheid, a full-time fuel driver for Dara’s Corner Market in Kansas who also volunteers as fire chief for his city and its seven surrounding townships, also received First Responder of the Year recognitions. Both will receive free Keurig Dr Pepper products for a year.
NACS got to know this year’s three honorees through deeply personal nomination letters and conversations with their families, friends and colleagues, who were often the ones most eager to share details that the recipients themselves were too humble to tell. Humility was a common characteristic of each winner, all three of whom spoke more about their team, family or the neighbors they serve than their own achievements.
But they were all put in the spotlight on July 24, when company representatives, nominators, a Member of Congress and even news crews, in some cases, surprised honorees at their local store with balloons, certificates and gifts. Customers and coworkers got to join in, transforming routine workdays into moments of pride, reflection and gratitude.
A LIFETIME OF SHOWING UP: CARL BIERY SR.
Carl Biery Sr. has spent more than half a century walking headfirst into scenes most of us can barely imagine—and staying to comfort those affected long after. Since joining the American Red Cross as a volunteer in 1969, Biery has responded to everything from local house fires and winter storms to national tragedies such as 9/11 with calmness, order and compassion through carrying supplies, comforting families or coordinating with federal investigators.
The list of incidents he has responded to reads like a ledger of some of the most tragic events in America’s recent past. He was among the first responders at the 1977 Beverly Hills Supper Club fire in Southgate, Kentucky, the seconddeadliest nightclub fire in U.S. history. With smoke still in the air, he assisted in transporting the deceased to a makeshift morgue at the Fort Thomas Armory and calmly provided comfort to victims’ families. When a crowd surge at a Cincinnati The Who concert in 1979 claimed the lives of 11 concertgoers,
many of whom were teenagers, he comforted grieving families. At the 1988 Carrollton, Kentucky, bus crash, the deadliest drunk-driving accident in U.S. history, Biery helped devastated families identify the remains of their loved ones. He has braved blizzards, navigated earthquake responses and worked through floods, tornadoes and several fatal plane crashes.
“I nominated him because for 55 years, he has shown up … not just as a first responder but as a calming, compassionate and unshakable force in moments of chaos, from natural disasters to the deeply personal tragedies that never make the news,” said David Biery, Carl Biery’s son, who manages a Hop Shops in Kentucky. “And he’s done it without asking for recognition.”
In the wake of Hurricane Katrina in 2005, his son said Biery did not wait for orders. “He mobilized his local chapter, rallied volunteers, organized supply chains and then personally deployed to Montgomery, Alabama, where in the stifling Southern heat and overwhelming heartbreak, he served in shelters and relief operations, helping families who had lost everything find their footing again,” David Biery said.
“I’m really thrilled,” Carl Biery Sr.
[Carl Biery Sr.] has never accepted a paycheck, and he has never sought a title or recognition. He simply answers the call, every single time.
said of the award. “It’s the hugs and the heartfelt displays of thanks that make it all worthwhile. And I have got to say, there are a lot of first responders out there who are even more deserving than myself.”
Even now, retired from his career as an accountant and in his late 70s, Biery rises early, ready to lead his 25-person team’s responses across six counties and more than 1,200 square miles. “He has never accepted a paycheck, and he has never sought a title or recognition,” his son said. “He simply answers the call, every single time.”
“I’ll do it as long as my health holds out,” Biery said. “I joke that I’ll only stop when the Red Cross starts giving out volunteer pensions.”
PILLAR OF THE COMMUNITY: ANGIE RYAN
For Angie Ryan, being store manager of a Casey’s in Rockville, Indiana, is more than running a multimillion-dollar operation—it’s a chance for her to be on the front line for her community in the quiet moments of everyday life.
Trained as a first responder since 2017, Ryan has been called to fiery scenes where chaos has broken out and people are desperate. But her nominators call attention to the simple, lifesaving interventions she has made while on the clock.
“Please, don’t leave me,” Ryan remembers a customer imploring her in the moments after she identified that he was having a heart attack in her store. “I told him I wouldn’t, and
Red Cross volunteer Carl Biery Sr. (center) received his award at a Hop Shops store.
To be able to put Angie [Ryan] in the spotlight at a national level is absolutely the recognition that she deserves.
Angie Ryan’s team surprised her in store with the First Responder of the Year award on 24/7 Day, and Casey’s donated $1,000 to her local fire station.
I didn’t. I stayed by his side until the ambulance I had called got there.” The hospital he arrived at later emailed Casey’s corporate office, saying the man probably wouldn’t have lived if Ryan hadn’t been there.
“Angie is humble, hungry and smart,” said Nicole Lieber, a Casey’s district manager and Ryan’s nominator. “Not only is she a pillar of the community—volunteering and supporting everything from the fire department to 4-H to the schools—but she’s also a businesswoman. Casey’s is a big business with a very small-town brand, and Angie knows that when we show up for our communities every day because it’s the right thing to do, word gets around and people respond with great ROI for us by shopping with us. Of all the managers I oversee, I would say that Angie is the most involved in her community.”
Ryan was coincidentally being recertified as a store training manager on 24/7 Day, so Casey’s took the opportunity to surprise her with the news of the award and celebrate the honor at her store. Lieber and Region Director Wesley Smith were on-site to present Ryan with a certificate and $500 check from Keurig Dr Pepper, and her colleagues from the fire department fire department received a $1,000 donation from Casey’s in her name. “$1,000 for a fire department this small means a lot to them,” Ryan said.
The accolades have gone beyond NACS, Lieber said, with Ryan’s Member of Congress, Mark Messmer, recognizing Ryan directly and local news crews coming to the store to interview her on
video. “Don’t get me wrong—balloons and gift cards and hugs are always great to share with the team,” Lieber said. “But to be able to put Angie in the spotlight at a national level is absolutely the recognition that she deserves.”
As for Ryan, she pointed to all the other men and women she serves with, including many of her immediate family members—her husband is the local assistant fire chief and her fatherin-law is the fire chief. “It’s an honor, I never thought I would get an award for something that I just enjoy doing. Every [first responder] deserves the recognition at some point for what they do because it’s not always easy,” she said.
‘NEIGHBORS HELPING
NEIGHBORS’: KEVIN UMSCHEID Nominations rolled in from colleagues across the Pottawatomie County fire department that Kevin Umscheid, a fuel driver for Dara’s Corner Market in St. George, Kansas, helms, sketching a portrait of a chief who leads from the front line.
Umscheid said he’s not inclined to talk about himself. He simply described his path to volunteer service as personal, beginning with inspiration he drew from his parents, who he said “were always big on helping neighbors and doing the right thing.” He began volunteering in 2000, when he felt a need to give back in lieu of serving in the military—a choice that 9/11 only deepened.
His colleague Alex Kinderknecht, Pottawatomie County assistant fire supervisor, described two back-to-back April 2024 emergencies that tested
No matter the time of day or day of the week, whether a holiday or weekend, Kevin [Umscheid] drops everything when people need him.
First Responder of the Year recipient Kevin Umscheid balances jobs as the local fire chief and a fuel driver for Dara’s Corner Market in Kansas.
Umscheid’s leadership: a wildland blaze that grew to more than 8,000 acres spanning three counties, and an EF-3 tornado that struck the city of Westmoreland, damaging more than 20 homes and killing one person. “Kevin was an integral part of the command structure during [the wildfire],” and his readiness helped the department execute a quick, coordinated searchand-rescue response after the tornado, Kinderknecht said.
Pottawatomie County Assistant Emergency Manager DeAun Bailey said Umscheid not only leads his department but also cares for his neighbors. “No matter the time of day or day of the week, whether a holiday or weekend, Kevin drops everything when people need him,” Bailey said. “He truly cares about the citizens he serves, the men and women of his department and the people of Pottawatomie County. He has the heart of a servant.” Pottawatomie County Fire Supervisor Jared Barnes said Umscheid is one of the best people he knows, both professionally and personally.
Umscheid cites teamwork and mutual aid as the backbone of his success, especially considering that he serves as chief of two departments: the city of Westmoreland and the seven surrounding townships that share a
station. Balancing the departments’ responsibilities with full-time work at Dara’s is hard, he admits. “The people who pay for it the most is your family.” He thanked his wife, children and wider support network for making it possible. And Dara’s, for being so understanding of his duty to serve.
SEE THEM, THANK THEM, NOMINATE THEM
Though one day on the calendar seems fleeting, the work to make 24/7 Day meaningful is year-round, O’Connell said. And the dedication it honors simply never stops.
As the NACS Foundation continues to honor these heroes, it underscores a fundamental truth: The convenience store industry thrives because of people who care deeply about not only their customers but also the communities they call home.
Whether a first responder wears an EMS uniform every day or just goes above and beyond in their daily life, the recognition is open to anyone who has demonstrated extraordinary service to their community during a crisis.
Joe Beeton is a contributor for NACS. His media career has focused on real estate development with an emphasis on retail.
THE NEXT EVOLUTION of Nicotine
What’s next for the nicotine pouch? According to JOEY ™ , it’s long-lasting flavor.
NICOTINE POUCHES ARE BECOMING A MORE IMPORTANT PART OF THE BACKBAR MIX. WHY ARE THEY RESONATING WITH CUSTOMERS?
It’s the evolution of nicotine. When e-cigarettes hit the market, it was about ‘How do I get the feeling I got from cigarettes?’ It was about the nicotine factor and how it hits the body, which is why vapes did so well.
The next evolution was the white powder nicotine pouch, and a lot of that is because the laws surrounding vapes were changed to where it became just like smoking. You can’t vape in the building,
TONY GAINES chief sales officer, JOEY
you can’t vape on an airplane, you can’t vape in a stadium at a baseball game. So, the evolution was, ‘Okay, how do I get my nicotine and not break the rules?’ That’s where you see the big shift to pouches. With pouches, consumers may be able to get their nicotine while sitting at their desk working or while sitting at a game. With JOEY pouches, there is no spitting required; and it can be used anywhere.
That’s what has led to the growth of nicotine pouches. And they’re growing at a 30% CAGR.
WHAT DIFFERENTIATES JOEY FROM OTHER SYNTHETIC NICOTINE POUCHES ON THE MARKET?
We offer a new technology in synthetic nicotine pouches. Our products have what we call flavorbeads technology. We take the nicotine and flavoring and put them into little orbs, which are designed to slowly release the flavor, with some consumers reporting that it may last anywhere from 45 minutes to an hour. At the same time, consumers will still feel the nicotine within the first five minutes, like other pouches.
This is opposed to a white powder pouch that goes in your mouth, dry or
moist, and just sits there. After five, 10 minutes, the flavor goes away. Consumers struggle with this a little bit. They want longer flavor. The benefit of using a JOEY pouch is that a consumer can get the lasting flavor without the need for multiple products.
WHO
IS YOUR TARGET DEMOGRAPHIC? WHAT WILL BRING THEM TO THE JOEY BRAND?
We’re not targeted, if you will, towards the male consumer. We’re targeted towards the adult nicotine consumer.
Part of that nicotine consumer base is women. A common complaint from women consumers is ‘I don’t like the heavy mint. What am I going to use?’
With JOEY, we have 36 different flavors, all available in the 3 mg, 6 mg and 9 mg strengths. Our flavor profiles are all tailored for different palates—we have salty pineapple, we have orange sea salt and we have a latte flavor. We aren’t just differentiated with the flavorbeads technology. It’s the actual flavors as well.
WHAT IS THE STATUS OF YOUR PRODUCTS WITH THE FDA?
All of our 108 SKUs are part of a PMTA submission timely filed in May 2022.
WHEN CAN RETAILERS EXPECT JOEY TO COME TO THE MARKET?
We will be launching widely in the December/January timeframe, so we’ll start shipping to wholesale in late November, early December. We will launch with what we call the “Core 20” flavors to start with, but we’ll have availability for other flavors in the months following the initial launch.
WHAT WILL MERCHANDISING LOOK LIKE? HOW WILL JOEY DRAW IN NEW CONSUMERS IN A REGION OF THE STORE THAT HAS HISTORICALLY BEEN FILLED WITH BRAND LOYALISTS?
First, we have an adjustable display case that can go on the counter to highlight the variety of the portfolio. We’re also working with retailers to create the typical point of sale, window, signs, pull banners and then loyalty programs. Then, we will start off with heavy promotions to get trial, so the consumer looking for the product, willing to switch, will have that opportunity to buy the product at a discounted price in the beginning.
We aren’t just differentiated with the flavorbeads technology. It’s the actual flavors as well.
WARNING: THIS PRODUCT CONTAINS NICOTINE. NICOTINE IS AN ADDICTIVE CHEMICAL.
‘Yo u Jo in at the Kitchen Table’
BY STEVE HOLTZ
Dealing with everything from generational differences to tough strategic conversations makes leading a family business challenging—and rewarding. Longtime retailers talk about how they got involved and how they’re planning for the future.
Craig Stephenson represents generational change in business leadership, both literally and figuratively. As CEO of COC Properties, he was the first member of the second generation of the Stephenson family to join and eventually lead the parent company of Cary Oil and the Breeze Thru Markets convenience store chain. As such, he’s a textbook example of a leader who worked his way up through the ranks of the family business, from part-time work during summers in high school to the lead role of the company.
At the same time, he represents a generation who had to bridge the gap between firstgeneration leadership—a father, Harry Stephenson, who very much led with his gut—and modern progeny who study and understand the language of business and employment.
AUTHOR
“[My father] would make the decisions, and it was not a particularly collaborative style,” Craig Stephenson said. “Not that it was combative, but he was going to make the decisions, as is typical of most founders and entrepreneurs. [Founders] are not people generally wracked by doubt and uncertainty.”
Such leadership by declaration is largely frowned upon today. As part of the generation who lived through that evolution, Stephenson has led the company through the transition, one that focuses on company culture, a succession plan and training in every step of advancement for both family members and others.
“As in many family businesses, you join at the kitchen table. And that was true for me,” Stephenson said. “I was the first ‘gen two’ family member to come back. ... You [would] learn by observing and watching and making mistakes. No one would sit me down and say, ‘OK, son, this is what you do. This is how you act.’”
Today, the modernization of business strategy requires a willingness to learn and adapt to remain relevant. Operators who have lived through the challenges of managing a family business firsthand offer best practices that can make it work—generation after generation.
EARN YOUR SPOT
This summer, Nikki Earp advanced from chief financial officer to CEO of Good Oil Co. when her father, Don Good, retired to a chairmanship role.
Earp’s grandfather, Don Sr., started the company in 1941 as a bulk petroleum supplier to farmhouses in Winamac, Indiana. The company opened its first c-store 30 years later. Today, it owns and operates 20 Good To Go stores in three states.
“From an early age, my dad knew that I was very interested in the business,” Earp said. “It’s always been what I wanted to do. I never wanted to be a teacher or a doctor.”
She and a cousin, Wyatt Good, who also showed interest, structured their college educations around
For Those About to Sell ...
Thinking about exiting the convenience retail business? It’s best to start preparing early, according to former retailer and W. Capra partner Tony Miller. He’s well-versed in the process of selling retail locations, having overseen the sale of both MAPCO Express and Delek US’s DK stores.
“Achieving a successful exit and maximizing the value of [an owner’s] life’s work requires careful planning and preparation, ideally starting months or even years in advance,” Miller said.
To smooth the sell-off process and get the highest return for the business, he recommends identifying and eliminating “lost profit opportunities” (LPOs).
“These are areas where hidden inefficiencies or outdated practices could be silently eroding profitability and, consequently, the company’s valuation,” he said. “Take the time to gather your leadership team and honestly assess various aspects of your business.”
Questions to answer:
• Are you capturing every possible basis point of margin on fuel and inside sales through smart pricing strategies?
• Are you fully leveraging technology to create the most efficient back-office processes?
• Is your labor model optimized to provide an excellent customer experience while carefully managing expenses?
• Have you meticulously reviewed all your routine and recurring expenses to identify potential savings?
• Are you effectively using data to minimize waste and maximize profitability in areas such as inventory and potentially foodservice operations?
• Are you leveraging technology and implementing strong protocols to minimize losses from theft and errors?
Eliminating LPOs can increase a chain’s EBITDA by $10,000 per store, which could mean an increase in valuations of $70,000 to $100,000 per store, Miller said.
“Thinking about your business’s future isn’t just about an eventual exit; it’s about maximizing the return on your dedication and ensuring a smooth transition when the time is right for you,” he said. “Proactive preparation, started months or even years ahead, puts you in control, allowing you to secure the best possible outcome for the business you’ve poured everything into.”
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preparing for succession planning and taking over the business. Today, Wyatt Good is vice president of the company’s transportation arm, Good Transportation LLC.
The Goods’ efforts while growing up illustrate a constant among the operators interviewed for this report: The younger generation couldn’t assume they would be allowed to take on leadership roles without getting an appropriate education, putting in hard work and proving themselves ready and able through hands-on experience.
“There is no free ride,” said Gus Olympidis, who founded Family Express in the mid-1970s. Today, his three sons hold leadership roles in the Valparaiso, Indiana-based chain of more than 80 stores. “This wasn’t handed to them. They truly earned it over time.”
Roy Strasburger had no expectation of joining his family’s business, until he did. His great-grandfather got into the grocery business in the late 1800s. Strasburger’s father would eventually take over the business and transition it to convenience stores in the 1960s. At its peak, Strasburger Enterprises operated 150 c-stores in Texas and was responsible for almost 6,000 stores in 33 countries as a third-party operator.
“When I was in high school, my father told all of his children that we would not work in the family business,” Strasburger said.
After Strasburger earned a law degree and relocated to the U.K. to start a publishing business, his father, Tommy Strasburger (who died in April at age 92), rethought that decision.
“I was always interested in the company but didn’t think I was going to be a part of it,” Strasburger said. “It wasn’t until the business started to expand internationally that I was asked to join the company. My father thought that my legal training and interest in international travel were a big advantage.”
He joined as general counsel. A brother and brother-in-law also eventually joined, with the three
becoming the fourth generation in the family business. Strasburger negotiated international agreements and eventually took over international operations. “I became responsible for all retail operations of the company,” he said.
And as with the other retailers, familiar surnames did not guarantee upward mobility in the company.
“There was no timeline for the position changes,” Strasburger said. “It depended upon when I was ready for promotion or change in position, and an opportunity opened up either through a new business development or attrition as someone retired. My father was very much in control of the company and advanced us within the organization according to our talents.”
“When I was in high school, my father told all of his children that we would not work in the family business.”
Strasburger, who is now CEO of retail management company StrasGlobal, said his father instilled in him “a deep sense of responsibility and duty for taking care of our employees and their families.”
“We had to work hard to make sure the business was a success, not just for the owners’ sake but because hundreds of people relied on us for their livelihood. That felt like a huge responsibility,” he said. “If we were having a lean year, it was family members’ salaries that were cut or [there were] no bonuses taken by us [because] we had ‘sweat equity,’ rather than our employees.”
Craig Stephenson, Cary Oil
Nikki Earp, Good Oil Co.
Roy Strasburger, StrasGlobal
“It’s nice to be able to feel comfortable having the discussions you need to have that you might feel uncomfortable about if you weren’t family.”
Strasburger also felt a need to prove himself, not just to his father but also the entire company.
“I felt that I had to be seen doing more than my share so as to not be seen as a ‘nepo baby,’ a term that was not in existence at the time,” he said. “I worked long hours and traveled constantly, internationally as well as domestically, sometimes being away from home for up to three weeks at a time. And family gatherings often resulted in work sessions—some fun, as we bandied ideas and strategies around, but other less so if you were exhausted and needed a break from work.”
Earp said her family goes out of its way to separate work and home life.
“We try not to talk business at the table. Business stays business,” she said. “At the dinner table, let’s enjoy each
other’s company, and when we go back to the office the next day, we’ll pick up where business left off.”
She also cites distinct advantages of working with family.
“It’s nice to be able to feel comfortable having the discussions you need to have that you might feel uncomfortable about if you weren’t family,” Earp said. “My father, my uncle, my cousin, they’re going to be OK with me if our opinions differ. At the end of the day, we’re still family.”
PLAN FOR SUCCESSION
Nearly 50 years after opening their first c-store—and about 25 years since Roy Strasburger joined the family business— he and his father concluded in 2012 that it was time to sell the retail assets of the company and focus on its other
Best Practices for Running a Family Business
Maybe Craig Stephenson of Cary Oil put it best: “Running the business is the easy part. Running the family is the hard part.” Here are some best practices from our retailer panel that can make both a little more manageable:
• Stay up to date on day-to-day operations.
• Build opportunities for family members—and others—to advance.
• Be willing to bring in a third party to navigate generational differences or an eventual exit for the company.
• Create a training curriculum to help employees advance.
• Recognize if a family member is not cut out for your business or not yet ready to get involved.
• In challenging financial times, be prepared to personally take the brunt of cutbacks to maintain staffing and company morale.
• Create a succession plan, including a Plan B should the next generation of family not show an interest in the company.
• Be up front and transparent about that succession plan.
business arms, including third-party c-store operation, c-store design, travel, agribusiness and banking.
“The sale allows us to focus on the provision of our convenience management services to property owners,” Straburger said at the time.
But the other reason to sell came down to a common problem in family businesses. “The next generation was not interested in continuing with the business,” he said, “and we received a good offer.”
The lack of an interested heir echoes through family business sell-offs. However, the decision to sell COC Properties’ retail business was based on strategy and finances, Stephenson said.
“Like a lot of distributorships, you’ve got different parts and different pieces, and they’ve grown at different paces. They’ve been capitalized at different amounts over the years,” he said. “And so just in the process of thinking about where we’re going to be in the future, where we had particular passion and creativity, where we wanted to deploy capital, it was a fairly quick decision to think more carefully about a strategic decision around our convenience stores.”
Today, there are two thirdgeneration Stephenson family members in the company, one of whom will move from the convenience side into the oil business. Craig Stephenson, meanwhile, is planning his exit from management of the company; he intends to transition to a role of governance as a board member by fall. He said it’s bittersweet to say goodbye to convenience retailing.
“It’s a marvelous business. ... It’s a very difficult business. It’s operationsintensive. It’s labor-intensive,” he said. “I can say I certainly will miss the people side. Being able to provide meaningful work to folks and watch them grow and thrive and take on new positions of leadership is something that I will miss. [That] was very instrumental in our decision, our principal decision for how to sell and to whom to sell.”
COC Properties sold its 15 Breeze Thru Market c-stores to SampsonBladen Oil in June.
“We’ve known them for years,” Stephenson said, “and I’m very excited about their management of these assets and these people.”
STILL GROWING
Back over at Good Oil, Earp said the company is not selling but growing. In May, the company acquired five Big Mike’s Gas N Go convenience stores in Ohio, expanding to 20 locations in central Indiana, Illinois and now Ohio. It plans additional growth across the Midwest.
The company also appears to be set for at least one more generation of the Good family, Earp said. Her oldest daughter “has wanted to join
the business since she was probably in kindergarten,” she said. “She would play a game with us called ‘Interview Me,’ where she liked to be interviewed like she was going to be hired onto the job.”
Now in high school, the fourthgeneration daughter got her first taste of the job this summer.
“She gets to start where I started, [on the] paint crew,” Earp said. “She gets to paint curbs just like I did.”
Steve Holtz is a veteran c-store journalist with more than 20 years in the industry. He is currently president of Holtz Media Consulting and host of the Convenience Weekly podcast on Spotify. Reach him at Steve@HoltzMC.com.
Top Reasons Family Businesses Fail
A family business is a business in which majority ownership and control reside with members of a single family. In practice, two or more family members are always involved in the management or operation of the business, according to a report from Steeple Global, a U.K.-based consulting firm to retail and online businesses. “The family’s values, traditions, and relationships can play a significant role in shaping the culture, decision-making processes and long-term goals of the business,” the report says.
Here are the top 10 reasons family businesses fail, according to the report:
1. No clear vision.
2. Lack of professionalism.
3. Poor mentorship and communication.
4. Poor mixing of family and business relationships.
5. Family conflicts.
6. Financial mismanagement.
7. Depending solely on family members for key roles.
8. Resistance to change.
9. Unclear succession planning.
10. Inability to separate emotions from business decisions.
BUILDING CONNECTIONS
Devoted fans collect logoed fashion—and more—to promote the convenience brands they love.
BY PAT PAPE
Every retail operation wants to promote its brand to the public, but promotion is expensive. Wouldn’t it be a better world if devoted customers paid the retailer for permission to do the promoting on the brand’s behalf? That’s what happens every time a convenience brand sells a t-shirt, hoodie or other item featuring the chain’s identifying logo.
Often described as simply “merch,” logoed merchandise turns customers into walking billboards for a retail operation while making the wearer feel more connected to the brand and exposing others to the company.
For a year, Kwik Trip stores teased fans on social media with the promise of offering logoed merchandise. The program eventually launched with a pair of Kwik Trip underwear, and “the hype hasn’t slowed down since,” said Hayden Knoll, influencer and merch specialist for Kwik Trip.
Kwik Trip’s current collection includes traditional items, such as shirts, socks and caps, as well as swimwear and intentionally “ugly” holiday sweaters. Customers can also order accompanying accessories, such as pickleball paddles, tumblers in various sizes, beach towels, cooler bags, toddler attire and umbrellas.
“One of our consistent bestsellers is our banana boxers,” said Knoll. “They’re a little outside the box, but that’s what makes them a hit. We’ve found that unique, trendy and humorous pieces tend to sell the best.”
We followed up [our golf drop] with … a custom golf bag made in partnership with Sunday Golf, which retailed for $224 and completely sold out in presale.
Kwik Trip produces two merchandise drops annually, one for spring/summer and another for winter. “Our program is truly a team effort,” Knoll said. “When we’re brainstorming ideas, we ask, ‘Is this something I’d want to wear?’ Our goal is to create merch that tells a story or starts a conversation for our brand.”
Once new-product decisions are finalized, the chain’s design team brings the ideas to life with custom graphics. A third-party vendor handles warehousing and order fulfillment. Each season’s merchandise is available while supplies last, “but when an item is popular or frequently requested, there’s a good chance it’ll make a return,” she said. “Our top-selling product to date is the official Kwik Trip crewneck.”
Guests can purchase Kwik Trip merchandise from an online catalog (kwiktripmerch.com), which features photos of actual Kwik Trip employees modeling the goods. Earlier this year, several locations began offering a few products in-store. “It’s a great way to bring the fun personality of our brand directly into the stores our guests know and love,” said Knoll. “We see the program as a positive way to share some fun with the Kwik Trip communities we serve, and it’s a great way to highlight our Midwest roots in a lighthearted way.”
DINOS, SLURPEES AND SWEATSHIRTS
When 7-Eleven announced its partnership with Universal Pictures and Amblin Entertainment to promote the July release
of “Jurassic World: Rebirth,” the company was quick to add movie-themed apparel to 7Collection, the company’s online merch store. 7Collection (7collection.com) was created in 2022 because “people were asking for merch, so we gave them what they wanted,” said Alex Crawford, senior marketing specialist at 7-Eleven, Irving, Texas. “What started as logoed merch featuring iconic products like Slurpee and Big Gulp quickly evolved into seasonal drops, brand collaborations and capsule collections that extended in-store programs and helped us show up in new spaces, from car culture to streetwear.”
“Since the program’s inception, more than 100,000 units have been sold, and in the first half of 2024 alone, we saw 32% growth in sales,” she continued. From 2023 to 2024, 7Collection saw a 6.5% increase in total sales, with consistent year-over-year growth. “And that’s just looking at the July-September window, not the full year.”
“That kind of momentum, paired with the organic visibility from people wearing and sharing our gear, shows us this is more than just a trend or moment,” Crawford
7-Eleven’s Reel Convenience merch line aims to meet the fashion requirements of anglers by offering colorful fishing hats, graphic tees and even a custom cooler bag.
said. “It’s helping build real affinity and giving our customers a way to connect with the brand beyond the store. As the convenience culture increasingly intersects with streetwear, nostalgia and content, 7Collection is in position to lead—not just follow—where the industry is going.”
Insights from 7Collection’s online sales performance, social engagement and targeted campaign response give the marketing team a picture of who’s connecting with the brand.
“Our core customers, especially those with a deep affinity for iconic products like Slurpee and Big Gulp, see merch as a way to extend that relationship and express loyalty in a tangible, cultural way,” Crawford said. “We’ve built strong traction with younger consumers drawn to the brand’s
unexpected playfulness. These fans often engage with our launches in real time, sharing and generating buzz that helps us quickly gauge what’s working.”
7-Eleven designs merchandise products aimed at the chain’s various markets. “We work closely with social teams to track sentiment, engagement and emerging trends so we keep evolving with our audience,” she said.
Company employees are some of the chain’s most enthusiastic merch customers. “We get a lot of great feedback and ideas from them, and it’s always fun to see how excited our store teams, franchisees and corporate employees get about new drops,” Crawford said. “Of course, we do have uniform guidelines in place for stores to keep things consistent and professional while serving customers. But we love seeing the 7Collection pride, whether it’s worn on a day off or shared on social.”
Craftwork Design Co. manages the merchandise and operations for 7Collection, while the chain’s marketing team focuses on the creative and promotional aspects. The fulfillment side of the program is a hybrid model, with some items being produced on demand and others created in advance and held in inventory, an arrangement that allows for more flexibility.
“Our most popular product to date has been the retro 7-Eleven woven button-up from our first golf-themed collection,” Crawford said. “We sold over 3,000 units of that shirt alone, and the response was so strong that we brought golf back for a second year. We followed up with a second drop that included a custom golf bag made in partnership with Sunday Golf, which retailed for $224 and completely sold out in presale. Golf has quickly become one of our fastest-growing categories.”
Another sporty line, Reel Convenience, aims to meet the fashion requirements of anglers by offering colorful fishing hats, graphic tees and even a custom cooler bag.
Currently, 7Collection is shipped only within the continental United States. Orders have been received in all 48 lower
When we’re brainstorming ideas, we ask, ‘Is this something I’d want to wear?’ Our goal is to create merch that tells a story or starts a conversation for our brand.
states, even from areas without a nearby 7-Eleven store. “We’ve also shared designs with our Australian team, and they’ve used select pieces for social giveaways,” Crawford said. “That’s been a fun way to see the brand resonate internationally, even without direct shipping.”
PIZZA AND T-SHIRTS
Ankeny, Iowa-based Casey’s began selling logoed merchandise several years ago for special occasions, such as the “Casey’s Pizza Since 1985” t-shirt that celebrated four decades of the chain’s famous pizza.
“We recognized that our dedicated fans wanted more than just pizza, fuel and friendly service. They wanted to express their love for Casey’s brand in a more tangible way,” said a company spokesperson. Traditional logoed clothing, drinkware and even enhancedvisibility jackets with reflective taping can be purchased at caseys.ccbrands.com.
“By offering a variety of logoed merchandise, we have empowered guests to demonstrate their passion for Casey’s Country,” the spokesperson said. “We are thrilled to see guests across our footprint sporting our merch, turning every outing into an opportunity to proudly show their love for Casey’s.”
Other convenience chains have enjoyed success with logoed merchandise programs. Love’s Travel Centers (lovesbrandstore. merchorders.com) lets fans purchase long- and short-sleeve t-shirts in a wide range of colors or a camouflage print, and polos, jackets, hats and mugs with the familiar red heart logo.
Sheetzshop.com, the online merch outlet for Sheetz paraphernalia, features clothes, caps and socks, along with sunglasses, totes, backpacks, ice chests and pickleball paddles. Last year, the chain introduced a limitededition garment collection in partnership with Dickies workwear.
Quiktripshop.com offers apparel, baby clothes, and golf accessories, plus even a doggie bandana, plush toy and food bowl with logos and in QuikTrip’s bright-red color.
Hoagie lovers can stock up on Wawa shirts, hats, visors and collectibles at gear.wawa.com.
For Kwik Trip, “unique, trendy and humorous pieces tend to sell the best,” and these boxer shorts are a consistent bestseller.
“We’ve grown 7Collection with intention, using real-time feedback, cultural signals and community interest to shape what comes next,” said Crawford. “It’s become a creative and strategic extension of the brand, one that builds affinity, drives relevance and gives people a fresh way to connect with 7-Eleven beyond the store.”
While a sideline merch biz can be profitable, offering logoed merchandise is less about making money and more about “delivering unexpected goodness to our guests,” the Casey’s spokesperson said. “It’s a way for customers to take a piece of Casey’s with them wherever they go.”
Pat Pape worked in the convenience store industry for more than 20 years before becoming a full-time writer. See more of her articles at patpape.wordpress.com.
A RETAILER’S ROADMAP FOR SUNRISE 2027
Here’s everything you need to know about the hardware and firmware required to reach the 2D barcode destination.
One-dimensional barcodes are transitioning to 2D barcodes, like QR codes, and retailers need to be ready for the change by the end of 2027. GS1 US®, the not-for-profit behind the Sunrise 2027 initiative, is leading the charge and helping both retailers and suppliers prepare for the next dimension of barcodes.
WHAT HARDWARE UPGRADES DO RETAILERS NEED FOR THEIR TECHNOLOGY TO BE READY FOR 2D BARCODES?
One of the first steps is to take inventory of your existing equipment. An optical scanner is a necessity for reading 2D barcodes, and most current POS scanners include that. But the scanner also needs to be Sunrise capable—what I mean by that is that it needs to be set up to recognize the
various barcode types and the syntaxes that will be part of the 2D barcode.
The syntax is the way the information is constructed in a barcode. There are two different ways to do this that the scanner could see. First is the element string, which is a string of numbers with application identifiers that tell you what a particular product is. And then there is what we call the GS1 Digital Link syntax, which is web resolvable. The scanner has to be able to see the
potentially two different syntaxes, recognize the application identifiers that are presented, and then pull out the data and feed it to the POS system.
WHAT ABOUT FIRMWARE UPDATES TO READ THESE TWO DIFFERENT SYNTAXES?
Upgrades might be required to make sure the scanner can read the barcode, see the proper syntax and feed the right information to the POS. Every system is different and built with different principles over time, so each business’ process might look different. You should have clear requirements before figuring out your configuration components for firmware updates. Those will vary based on where you’re starting and where you plan to go—in other words, what data you want to leverage from the 2D barcodes and what you want to use them for. The top scanner manufacturers are preparing the right firmware upgrades for Sunrise 2027, and all of their new scanners can read those syntaxes. Those upgrades are going to continue as retailers begin to have more direct engagement with their customers, loyalty program integrations and build more marketing and personalization strategies. POS firmware upgrades are an important part of that story to help enable those capabilities and can be built into the retailer’s IT project roadmaps to unlock those use cases.
WHAT ARE THE USE CASES FOR 2D BARCODES THAT RETAILERS CAN CONSIDER FOR THE FUTURE? WHAT MIGHT THEY HAVE ON THEIR ROADMAP IN THE NEXT FEW YEARS?
There is a lot of data that can be stored in the 2D barcodes, especially if they are web resolvable. Retailers need to decide for themselves what they want to do with it and how much data they want to leverage to reap the benefits. 2D barcodes could include just the product identifier to complete the sale, or they could include expiration dates and batch and lot numbers. From there, they could link that to recall information to quickly identify products that shouldn’t
be sold or to generate dynamic pricing for items that may be near expiration, for example. Retailers that produce private label or fresh foodservice in store could load the barcode with information such as net weight, sell-by dates or the sales price. Product information could also be integrated into loyalty apps for personalization, deals or promotions. What retailers need to do on the backend will depend on which business cases they will want to implement with the barcodes.
HOW CAN RETAILERS ENSURE THEIR SYSTEMS ARE SET UP TO HANDLE FUTURE CAPABILITIES OR APPLICATIONS FOR
2D BARCODES?
Future-proofing in this case is really about ensuring that you have the capability to process the data from these codes and leverage it for advanced use cases. In addition to the hardware and firmware updates to become Sunrise 2027 capable, you’ll want to make sure you have the storage for additional data and the management of it. Ask yourself: What are we going to do with all of this data? Are we going to store it? Are we going to use it one time and then delete it? Do we keep a different record for every potential serialized instance or product? So, there’s a little bit of a data governance and management process to think through. It’s really great for retailers to have a long-term vision, and operators can set themselves up well for these future use cases as they configure their hardware and firmware. At the same time, we think of the Sunrise 2027 transition in crawl, walk and run phases. The run phase is long term—you have to learn to walk first. The first step is ensuring that you are prepared for Sunrise 2027, that you have an optical scanner and POS that can process 2D barcodes and that you can complete a sale at checkout. The system just needs to recognize the product and go beep once much like it does today. Plan for what the future might look like for your business so that you’re not boxing yourself in down the line, but it doesn’t mean you have to unlock all the capabilities today.
NED MEARS senior director, global standards at GS1 US
Future-proofing in this case is really about ensuring that you have the capability to process the data from these codes and leverage it for advanced use cases.
ROUNDTHE-CLOCK RETHINK?
BY RENEE PAS
BY RENEE PAS
As shopper behavior evolves, retailers are assessing whether 24-hour operations still make financial sense.
One of the earliest tales of a c-store moving toward 24/7 operating hours comes by way of a 7-Eleven store in 1963, according to Jeff Lenard, vice president of NACS media and strategic communications. While the move was less of a corporate directive than an opportunity in the moment, Lenard said the store was so busy following a football game in Austin, Texas, that instead of closing, it just stayed open to accommodate the crowd.
“And all of a sudden, it was morning—that’s how the story goes, anyway,” said Lenard.
Since then, c-stores have been synonymous with round-the-clock operations. “It was first popular near factories and hospitals— anywhere there was a third-shift operation,” said Lenard. “After that, it just extended out.”
Lenard points to two key reasons for stores to remain open 24/7 today. From a crime perspective, he said, stores open “nearly” 24/7 can present security concerns. “Let’s say a store closes at 2 a.m. and opens at 5 a.m. That means there are two points during every day when money is moving within the store—at open and close. It’s something that could be attractive to robbers,” he said.
Second, with more c-stores selling prepared food at all hours, a deep clean can be done when the store is less busy instead of when it’s closed, Lenard pointed out: “If the store is being cleaned, why not also be available to customers?”
NACS continues to work toward accentuating the positives of 24/7 operations, which has led to initiatives such as the NACS
Foundation’s 24/7 Day and working with anti-human-trafficking groups and National Safe Place Network. “We are there for us when people need us, whether for products or services or for help,” said Lenard.
That said, 24-hour operations appear to be in decline overall. The pandemic drove a huge change that is still lingering—or spreading.
Walmart is one retailer that no longer keeps its stores open overnight, a change that dates back to the pandemic. Denny’s is another example: The restaurant chain was famous for being open 24/7 and initially was working to return to round-the-clock operations after the pandemic, but has now embraced the idea of locking up overnight in the wake of franchisee requests. Smaller businesses aren’t immune. CNN reported that the number of restaurants open overnight declined 18% from 2020 to 2024. Los Angeles alone lost 35% of its aroundthe-clock eating establishments.
More recently, a 76-store Hardee’s franchise operator, Paradigm Investment Group—without consent from parent company CKE—closed its stores during the dinner segment. The dispute is now part an ongoing legal battle. The operator said longer hours were negatively affecting profits, and that reduced hours helped with staff retention. The complaint states, “The franchisee and Hardee’s would lose money if Paradigm was forced to comply with the minimum hours.”
The 24-hour conversation also is showing up in c-store trends outside the United States. A 2024 survey conducted by Tokyo-based Kyodo News showed several major convenience retailers had shortened business hours and are no longer operating around the clock. The story noted that Seicomart, one of the largest c-store operators in northern Japan, cut business hours at 87% of its stores. Kyodo News cited concerns about overwork and labor issues as primary reasons for shifts in operating hours.
And similar to the Hardee’s lawsuit, a 7-Eleven franchisee in Japan made headlines when he lost a legal battle over control of the store after he ceased 24-hour operations. The explanation was that the owner was
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Convenience operations are perfect for the fourth or fifth meal, but do consumers know what is available during late nights?
exhausted, labor was unaffordable and “he had decided that the revenue from staying open into the wee hours did not justify the costs,” according to The New York Times.
Strategist Marc Friedman of retail consulting firm McMillan Doolittle said he can understand why it may not make financial sense to remain open 24 hours in today’s operating environment. “What’s important is finding your niche where you can grow,” he said. “A change in store hours is more of a reflection of a longer-term trend of understanding there are different ways people shop now.”
Friedman said brick-and-mortar retailers overall are “are all trying to hold the line” as customers shift behavior to online shopping and food delivery alternatives. “Everyone is trying to focus on what they can control to keep going,” he said.
Today’s c-store executives are focused on efficiency, said Jed Brewer, CEO of Study Groups, which oversees industry peer groups. “Periods of uncertainty make for more conservative operating procedures,” he said. Among the operators he works with, more efficient ways of operating certainly take precedence over store hours. “Relooking at strategy and tactics related to convenience, which includes hours and assortment, is prudent,” he said.
“The more you earn on other income sources, such as food or lottery sales, for example, the less dependent you are on fuel to be profitable,” Brewer said. “While the industry has been making progress, we’ve actually become more dependent on fuel margins today than five years ago because of rising costs.”
“How do we control those costs? We have to look at every angle, and store hours are another lever to pull,” he continued. “It’s one more thing to examine as operators look for every tiny thing they can shave off.”
Store hours may prove one part of the equation in what is definitely a more difficult operating environment, said Kay Segal, founder of Business Accelerator Team. “The consumer has a lot more options, and their journey has changed,” she said.
As a consultant focused on profitability, Segal views assessing store hours as part of understanding an operation’s ROI.
“It’s never a bad idea to conduct an individual analysis of each location,” Segal said. “But the real headline is that you cannot save your way to profitability. Are you reducing hours because you don’t have enough sales? The right offer? Did you exhaust every opportunity? It would have to be a case-bycase basis and assessed in relation to the overall brand positioning.”
Segal said the larger convenience store operators she works with continue to operate as 24-hour locations. Considering mass merchandisers, grocers and restaurants seem to be steering away from that, Segal wonders if the opportunity is ripe for c-stores to lean into 24-hour positioning: “Convenience operations are perfect for the fourth or fifth meal, but do consumers know what is available during late nights?”
One plus-sized operator bucking the odds of labor being a reason not to remain open around the clock is Buc-ee’s. Its stores are largely located on interstates and hightraffic corridors, which generate significant overnight traffic, Brewer said.
So where does that leave the discussion of store hours? The lack of a perfect formula could mean site-specific equations will play a larger role in determining operating hours.
Renee Pas’ writing draws from both her c-store background and her more than 20 years writing about various retail channels. reneepas4@gmail.com
CANOPIES UNCOVERED
Designing a unique look for the forecourt can capture motorists’ attention and drive store traffic.
BY STEVE HOLTZ
Across Spain, unusual structures that look like clusters of overlapping umbrellas rise over the landscape, serving as eye-catching identifiers of the country’s largest gas station brand. Energy company Repsol commissioned the architects at London’s Foster + Partners Ltd. to design its brightly colored fuel canopies as a visual accent for its new chain of Sprint convenience stores.
“The challenge was to update its roadside identity while delivering an innovative yet highly flexible solution capable of being easily constructed at 200 sites planned across Spain,” a spokesperson for Foster + Partners said. “Alongside these canopies, the associated shop unit, car wash, petrol pumps and signage elements belong to a related family of pure, box-like forms. Together, they provide maximum flexibility in planning and accommodating numerous variations in site configuration.”
After offering this heady description of the project, the spokesperson summed up the project in plain English: “On the road, the stations are clearly identifiable from a distance and vivid and inviting when approached.”
Therein lies the ultimate goal of any fuel canopy design.
“Canopies can become the most important piece of brand communication a company has to distinguish [itself] in ways that elevate the customer experience,” said Joe Bona, president of Bona Design Lab, New York. “The question being considered as fueling has mostly become a commodity purchase is how we can elevate the customer experience by using the canopy as a major element in the design of future roadside retail facilities.”
John McCauley, director of brand design for Paragon Solutions, Fort Worth, Texas,
said the fuel canopy is often a motorist’s first impression of a fuel or retail brand.
“It’s about putting the best face on that [first impression]. Communicating something about the style, the tone or the personality is an opportunity,” McCauley said. “It’s a chance to say, ‘We’re not your typical convenience store,’ and hopefully that piques interest about what’s inside of the store. It can be a brand statement.”
That’s exactly the goal representatives from fuel brand Cenex had in mind when adopting its current Cenex Halo canopy design.
“There is a great deal of value in making a canopy design stand out from the typical
Repsol’s brightly colored, overlapping umbrella-like canopies create a strong 3D image and clearly break the mold of the established service station forecourt.
Photograph by Nigel Young, shared courtesy of Foster + Partners
BREAKING THE MOLD
THE FIRST LEED GAS STATION
BP commissioned this kiosk gas station, dubbed the Helios House, in Los Angeles to foster discussion about environmental stewardship. “This was a highly charged, iconographic project,” architect Nader Tehrani, founder of NADAAA, told NACS Magazine. “It was a big corporation branding exercise.”
Opened in 2007, the site has a geodesic design built with solar panels, a green roof of native plants and a full complement of geothermal recycling tech; it is now branded Speedway. It was the first gas station in the world to earn LEED certification.
Photographs by Eric Staudenmaier, shared courtesy of NADAAA
look,” said Shannon Moseman, retail image and equipment manager for Cenex, the energy brand of CHS Inc., Inver Grove Heights, Minnesota. “In an evolving industry where it is increasingly difficult to get customers to turn left, any opportunity to catch a consumer’s attention is an opportunity to gain a new customer.”
Moseman said paying attention to lighting is one of the most significant trends in canopy design today.
“Lighting is truly the fastest way to capture consumer attention and stand out,” she said. “A well-lit canopy not only attracts travelers’ attention from a greater distance but also provides a safe environment to fuel up and get them back on the road. Independent research shows that consumers rank quality of the forecourt not only as a basic requirement but as a primary way to enhance the experience.”
“Illumination can act as a beacon to get you noticed,” McCauley agreed. He pointed
Nouria built the canopy over the fuel island at its convenience store near Boston’s Logan International Airport with angled support beams to reflect the sloped roof of the store. Both “give the feeling of takeoff and flight, a nod to the nearby airport,” according to architectural design studio Pure + FreeForm, which supplied the high-performance aluminum for the site.
TOP OFF BEFORE TAKE OFF
Photograph by Joseph Ferraro, shared courtesy of Paragon Solutions
In developing its current fuel canopy design, Cenex was focused on elevating the appearance of its existing locations “while still capitalizing on the brand recognition we already had,” said Shannon Moseman, retail image and equipment manager for
“Our primary goal was to modernize the existing canopy image to keep the Cenex
The result was the Cenex Halo image, which includes improvements to the canopy, forecourt and main ID sign, including a 360-degree LED band on the canopy, new
As the branded fuel partner to its many independent retailer clients across 19 states, Cenex also included flexibility to allow for personalization of the canopies
“While Cenex canopies all carry the same basic elements of red fascia with the red LED light bar and illuminated Cenex logo signs, we do customize each location to ensure we are maximizing the attributes of each location,” Moseman said. “With help from our retailers, we look at traffic flow and store positioning to determine
“We feel [the Halo image] is very inviting for people,” Renae Greenfield told NACS Magazine in 2023. Greenfield at the time was director of retail and operations for Sioux Valley Coop, Watertown, South Dakota. “They can see it from far away, and they’re able to notice that it’s a Cenex-branded store. We hope that will make them
Shannon Moseman, retail image and equipment manager for Cenex, said there is “a great deal of value in making a canopy design stand out.” Cenex’s Halo canopy design includes a 360-degree LED band and backlit 3D blue arches.
Photograph courtesy of Cenex
to Rutter’s 2016 canopy design—still used today—that features not only an unexpected curve across the forecourt but also technology that highlights stripes in the retailer’s corporate colors of red and yellow and transitions to a dramatic black canvas for thinner stripes.
“The canopy is one of the first things a customer sees when they’re driving by a c-store,” said Chris Hartman, vice president of fuels, advertising and development for York, Pennsylvania-based Rutter’s, “so having it catch their eye is a good marketing tool to drive traffic.”
Steve Holtz is a veteran c-store journalist with more than 20 years in the industry. He is currently president of Holtz Media Consulting and host of the Convenience Weekly podcast on Spotify. Reach him at Steve@HoltzMC.com. TWO-FOR-ONE LIGHTING
When Sheetz erected the fuel canopy at a store in Tyrone, Pennsylvania, it included a message to those above. “At Sheetz, we’re the ultimate one-stop shop, whether you’re from Earth or just visiting. When alien chatter lit up social media last December, we saw the perfect opportunity to let the galaxy know that aliens are welcome to stop by, grab a bite and use our free Wi-Fi to ‘phone home,’” said Public Affairs Manager Nick Ruffner.
Photograph courtesy of Sheetz
“A well-lit canopy not only attracts travelers’ attention from a greater distance but also provides a safe environment to fuel up and get them back on the road.”
Rutter’s fuel canopy changes color as it goes from day to night. Its dramatic curve around the c-store allows for an unexpected lot layout. “It was critical that the design had the desired effect of drawing customers in while also fitting the look of our locations,” said Chris Hartman, vice president of fuels, advertising and development.
As lines blur and innovative drinks push the boundaries of creativity, stores rethink old rules about how shelves are organized.
BY KATE BERNOT
When Americans want to find their next favorite adult beverage, they head to convenience stores.
Increasingly, these stores are places of discovery and delight, offering consumers new brands, new flavors and new experiences that go beyond the standard categories of wine, beer and liquor. In 2025, many of the fastest-growing alcohol brands don’t fit neatly into those traditional boxes: They’re flavor-forward, conveniently packaged and may not immediately be classifiable by their base fermentable.
This so-called “fourth category” comprises products such as wine-based cocktails, ready-todrink (RTD) cocktails, hard seltzers, flavored malt beverages (FMBs), flavored ciders, flavored wines and malt-based versions of existing spirits brands. Sometimes known as progressive adult beverages or alternative adult beverages, these category-bending, innovative drinks are some of the hottest brands on shelves today. NielsenIQ (NIQ) data shows that
Organize shelves to reflect groupings such as ‘refreshment,’ ‘weeknight unwind’ or ‘party-ready.’ If this sounds like a radical departure from how shelves were stocked just a decade ago, that’s because it is.
among the 30 fastest-growing adult beverages in chain retail, 60% are RTDs and non-alcoholic brands. Together, fourth-category beverages represent roughly 12% of all beverage-alcohol sales and are second only to imported beer in off-premises dollar sales.
Breaking it down further, NIQ data from 2024 shows that unit sales of prepared cocktails increased 25.3%, RTD cocktails increased 20.8% and non-alcoholic-beverage units increased compared with 2023. From January to June 2025, those same categories increased unit sales by 5.7%, 27.0% and 102.7%, respectively.
“Convenience stores are where you find the newest beverages,” said Brad Schultz, co-founder and chief marketing officer at BeatBox Beverages, which produces wine- and malt-based cocktails sold in Tetra Paks and marketed as “party punch.” BeatBox was named 7-Eleven’s Alcohol Supplier of the Year in March.
“C-stores have done such a great job of meeting how fast culture is moving and how fast consumers are exposed to new things,” Schultz said. “C-stores have done a great job bringing in products that the larger retailers have slept on and taken too long to bring in.”
Of the eight emerging “brands to watch” spotlighted in PDI Technologies’ C-Store Shopper Insights Report for CPG Brands earlier this year, two were alcoholic beverages. Happy Dad hard seltzer and Hard Mtn Dew flavored malt beverage, which both fall outside of the traditional-beer category, generated average annual store revenue of more than $100,000, according to the report.
But this new wave of fourth-category beverages isn’t without its challenges for stores, particularly when it comes to organizing shelves and making space for new formats and brands. Should a spiked coconut water be shelved alongside hard seltzers or hard teas?
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Should a hard kombucha be near seltzers or RTD cocktails? And if a store is bringing in a new fourthcategory product, what should cede shelf space to that new item?
Michelle Abdollah, category manager of alcoholic beverages and private label development at Pleasanton, California-based ExtraMile Convenience Stores, said there’s still no consensus on where some of these more novel products should land on the shelf, floor or cold box.
“There’s no go-to,” Abdollah said. “One retailer could be merchandising a product one way, and then another in a different way. And consumers aren’t really clear on where to find a certain brand, or if those items even exist, and they’re not willing to search the shelves for 10 minutes. They’re making quick decisions.”
Indeed, today’s young, legal-drinking-age convenience store alcohol shopper doesn’t necessarily have the same brand or even category loyalty as prior generations did. The days of someone drinking the same beer every night are in the rearview mirror, replaced by customers who are making selections based more on their mood and consumption occasion than any particular loyalties. If a beverage matches their current vibe and flavor preferences, category is much less important to them. Abdollah said it makes sense to merchandise a product such as BeatBox near single-serves of full-flavored malt cocktails such as mai tais and margaritas, even though they might be made with two different alcohol bases. Why?
“It’s the same type of consumer,” Abdollah said. How can store shelves be organized to better serve this occasion-driven customer? Joe Sepka, co-founder and director of client success at data analytics firm 3 Tier Beverages, said c-stores need to shake off the old “beer goes here, wine goes there, spirits go in the back” mindset in favor of highlighting occasions: Organize shelves to reflect groupings such as “refreshment,” “weeknight unwind” or “party-ready.” If this sounds like a radical departure from how shelves were stocked just a decade ago, that’s because it is. But c-stores, with limited square footage, need to be at the forefront of how the modern consumer shops.
“Today’s drinker is brand-curious and categoryfluid. Give colorful, flavorful, premium drinks eye-level space to compete,” Sepka said.
MAKING SPACE FOR TRIAL
Of course, every beverage company would love to have its drink shelved at eye level in the cold box. But space is finite, and it can be risky to swap a known brand for a relatively untested new one, especially if it’s in a novel category.
“There are some newer types of brands and items that are emerging [for which] we haven’t yet figured out where to carve out that space,” Abdollah said.
She uses hard kombucha as an example. A small convenience store likely doesn’t have square footage to carry six hard kombucha brands; perhaps it takes a chance on the top-selling one. Where should it be shelved? Place it with hard seltzers and FMBs and it might get lost among more recognizable brands. But giving it its own shelf or endcap might be ceding valuable real estate to a brand that hasn’t fully proven itself. Abdollah recalled attending a trade show and being intrigued by a brand of hard tepache (a traditional Mexican fermented pineapple wine) but also having concerns about where it would go on store shelves and whether the right shoppers would be able to find it.
Luckily, convenience stores have a popular cooler that shoppers are already drawn to: the single-serve doors. Abdollah said that area is a natural place to shelve one or two SKUs of a new fourth-category beverage that doesn’t yet merit its own cold-box allocation. Door hangers and suction-cup racks are also a useful way to display novel items, particularly
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package shape. The single-serve section offers brands a place to prove themselves and for stores to track velocity and revenue. But they also meet a critical consumer desire: low-stakes trial.
At last year’s NIQ Consumer 360 conference, a panel of c-store experts emphasized that the convenience retail channel is the top destination for shoppers seeking innovation in food and beverage flavor. Single-serve drinks offer a low-cost, loweffort opportunity to immediately try an intriguing fourth-category beverage without committing to an entire variety pack. The average c-store shopper visits the store three times per week, making it a space of both routine and discovery. Customers may visit the store at different times of day for different occasions, so offering a diverse set of products, flavors and formats is key to capturing them across these multiple need states. The industry’s 160 million daily visits offer massive opportunities for new brands to convert customers—one package at a time.
POS THAT POPS
Attracting eyeballs to fourth-category beverages is more critical than it is for traditional beer, wine and liquor brands, which benefit from decades of consumer familiarity. As with Abdollah’s examples of hard kombucha or hard tepache, shoppers may not even be aware that certain new types of drinks exist until they see a display in their favorite store.
The single-serve shelf of the cold box is a prime area from which to reach them, but stores may not be ready to commit even that space to an emerging brand in an unproven category. BeatBox faced this challenge early on, further hampered by select category captains who didn’t want to cede refrigerated space occupied by competing products. Schultz said BeatBox had to be realistic about the slim chances of slotting straight into coolers. Instead, the brand offered stores narrow, stand-alone shippers in bright, eye-catching colors.
“That’s like Malibu beachfront property. So as a new brand, to go to a store and say, ‘Hey, put this new brand into your most valuable space,’ it’s tough,” Schultz said. “So we created the shippers to make incremental space for the retailer. We’re acknowledging that you have such little space. This takes up one tile in your store and generates hundreds if not thousands of dollars of profit for you every turn and every month.”
Eventually, BeatBox proved itself through standalone displays and, in many chains, is moving into the cold box with multiple SKUs. (The brand sees, on average, a 181% sales lift when a store refrigerates it compared to when it is displayed warm.)
Still, its warm shippers continue to be an important tool for catching shoppers’ eyes and alerting them to new flavors and promotions, including music
Years of brand and SKU proliferation has finally slowed, with NIQ data showing that UPC counts leveled off last year at about 7,500 RTD products.
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festival sponsorships and partnerships with basketball star Shaquille O’Neal and musician Avril Lavigne.
Abdollah said combining pop-up displays, shipper displays and small-format floor stacks with promotional rebates really moved the needle for new fourth-category brands such as wine- and malt-based Fireball. As customers become more price-sensitive, combining eye-catching displays with a rebate can help convert them from initial curiosity to trial.
“These newer players have gotten pretty aggressive with the promotional rebates that they’re offering our customers,” Abdollah said. “Customers think, ‘Hey, this is an amazing deal, and this drink seems pretty interesting. Let me try it.’”
KNOW THE COMPETITION
Despite clear evidence that fourth-category beverages are some of the fastest-growing in alcohol right now, that doesn’t mean stores should automatically swap proven brands for shiny upstarts. Years of brand and SKU proliferation has finally slowed, with NIQ data showing that UPC counts leveled off last year at about 7,500 RTD products. In a 2024 midyear report, NIQ predicted that a “shakeout” would occur among long-tail brands as consumers and stores focus on proven winners.
Thinking too rigidly in terms of beer, wine and spirits categories isn’t how alcohol shoppers approach the shelf—and it can even lead to misleading internal data.
This creates a push-pull for c-store operators who need to keep shelves fresh while not sacrificing stalwart brands shoppers expect.
“You’re not going to get space on my shelf until you give me an educated response in terms of what and where you’re supposed to be placed,” Abdollah said.
This is another retailer concern BeatBox has tried to get ahead of. An initial spatial target for the brand in c-stores was on the refrigerated shelves of 750 ml wine bottles. BeatBox was often able to persuade stores that this cold-box space could be more productive if it were stocked with an RTD product such as BeatBox and the white wines were moved to a warm shelf. Schultz said the argument cited the consumer’s mindset: An RTD needs to be cold for immediate consumption, while a bottle of wine is something most shoppers are willing to buy and then refrigerate at home before consuming it at a party later that day or even later that weekend. Most stores, Schultz said, saw a “massive” lift from making the swap. However stores classify and merchandise fourth-category products, Abdollah urges them to keep the consumer perspective in mind. Thinking too rigidly in terms of beer, wine and spirits categories isn’t how alcohol shoppers approach the shelf—and it can even lead to misleading internal data. For example, if a store operator sees a big boost in malt-based margaritas, it shouldn’t assume that necessitates much more floor space for traditional beer, even if the former is classified as beer internally. In fact, from the drinker’s point of view, those malt-based margaritas have more in common with RTDs and FMBs than they do with, say, domestic lagers. Understanding how, when and why Americans are visiting c-stores’ alcohol aisles can help retailers ensure the product mix and merchandising stays fresh, no matter what beverage trends lie ahead.
Kate Bernot is a beverage alcohol reporter who writes for Sightlines and Craft Beer & Brewing Magazine; she is the past director of the North American Guild of Beer Writers.
3, 2, 1 …
Launch!
BY TERRI ALLAN
C-stores can play a critical role in the introduction of CPG products thanks to impulse purchasing and destination shopping.
High traffic, quick product turnover and a propensity for impulse sales make convenience stores the perfect emporium for CPG introductions. With its shoppers often on the hunt for new products, the channel is a showcase for supplier innovation.
“C-stores are often the first place consumers look for new products,” said Keri Weekley, senior category manager at Brunswick, Maine-based Rusty Lantern Markets, which has more than two dozen stores in New England. “We provide real-world trial opportunities and immediate consumer feedback.”
Marketers couldn’t agree more. According to Jim Dodge, vice president of convenience, specialty and unattended retail for Mars, a whopping 71% of adult consumers say they find new products and brands in c-stores, making them ideal for launching unexpected products.
Yvette Fossum, vice president of sales, convenience stores, for Ferrero, said the channel’s emphasis on single-serve packages makes it a key player in a brand introduction. “There’s a strong tendency for consumers to purchase a small or single-serve package of a new product over a larger pack size,” she said. “That’s why it’s super important to start in a c-store when launching an item to get a good understanding of what a reach it’s going to be and how successful a larger pack might be.”
While c-stores compete fiercely with other trade channels on metrics such as product assortment, pricing and promotional support, convenience retailers have the edge when it comes to new products. Farris Jamal, director of merchandising at New Paltz, New
York-based Chestnut Market, which has more than 70 stores in New York, New Jersey and Connecticut, pointed to the “visibility” c-stores provide new offerings.
“You can walk down the aisles of a grocery store every day and still not see every product,” Jamal said. In c-stores, which have far fewer SKUs, new brands can be easy to highlight.
“C-stores have a major advantage because they’re more intimate with the customer,” agreed Roy Strasburger, CEO of StrasGlobal and president of Compliance Safe. “They have a more limited selection and fewer distractions than [grocery stores],” which allows customers to focus more keenly on the selection.
That plays well for products such as new packaged beverages in the cold vault. Liz Sizemore, senior director of channel strategy and operations, convenience retail, at The Coca-Cola Co. North America, said c-store consumers’ shopping habits mean the stores play a crucial role in the introduction of new Coke products, such as the recent Coca-Cola Orange Cream.
“Shoppers visit c-stores primarily for speed, simplicity and immediate satisfaction, completing trips typically in under four minutes,” Sizemore said. “This immediacy aligns with introducing innovative products that cater to quick-consumption needs.”
FORGING SUCCESSFUL PARTNERSHIPS
CPG marketers recognize convenience stores’ value in the introduction of new brands or line extensions.
“With over 150,000 locations, c-stores offer incredible reach,” said Nick Dewitt, customer vice president, convenience channel, at General Mills. “Plus, the impulse-driven nature of c-store shopping provides a prime opportunity to trial new formats and flavors, particularly singleserve sizes.” Moreover, c-stores make for effective testing grounds during early trial of new products. “It’s a great channel to test and learn before launching products more broadly across our retail organization or launching into new categories.”
Fossum of Ferrero said partnering with c-stores on new products allows manufacturers to get a granular look at
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consumer response to the items. C-store introductions generally provide “insight on what shoppers are looking for, what they need, what they want,” she said. Suppliers can also more easily measure affinities between certain products with a c-store product launch. Those affinities—such as the purchase of a doughnut with a candy bar—and shopper behaviors are “important in helping manufacturers understand what we can produce that will have a strong reach going forward,” she said.
Of course, new products benefit convenience retailers as well. Jamal of Chestnut Market said the recent introduction of pricey Dubai chocolate bars at his stores led to higher basket rings. Due to the larger size of the bars, “we couldn’t put them in the
planogram or on the candy shelves,” he said. “So we put them at the register. Thanks to social media buzz for Dubai chocolate, we saw a lot of impulse buys.”
“An innovative launch can position c-stores as trend-forward, helping them compete with QSRs and other retail formats,” Sizemore of Coca-Cola said. “New product launches create excitement, attract repeat customers and provide consumers with reasons to visit more frequently amid declining overall trips.”
Strasburger, who is also a founder of the Vision Group Network—a group of virtual forums that explore retail topics—agrees.
“One of the benefits of featuring new products is that you’re offering the customer something new and different,” he said. “It can be a competitive advantage if you have it and somebody else doesn’t. And if the product is successful, you become the location where people come to pick it up.”
FACING SPACE CONSTRAINTS
Retailers and suppliers agree that the biggest challenge in launching new products in c-stores are the shops’ tight footprint.
“Shelf space is limited, so we have to be strategic about what we bring in and ensure it aligns with who we are as a company and customer demand,” said Weekley of Rusty Lantern. The concern is similar at Chestnut Market. “We operate small stores,” Jamal said. “We don’t have the space for every flavor of Mountain Dew or M&M’s.”
Time is also a factor. “A consumer can spend between 45 to 90 seconds in a c-store, whereas in grocery, the average visit is 20 to 30 minutes,” Fossum of Ferrero said. With such a small window in which to attract customers’ attention to new products, c-stores must employ “really good display vehicles, strong e-commerce and reward program support” when introducing new products, she said.
Small c-store operators can be more challenged with new products than larger operators. Because of the channel’s “fragmented nature,” Dewitt of General Mills said, “Achieving sufficient scale to meet supply chain minimums for unique c-store formats is crucial.”
Supply is yet another concern for independent c-stores, Strasburger said. “If a product is successful, can the retailer
continue to get supply?” If not, “it could work to a store’s disadvantage. Consistency of supply is a big deal.”
New products don’t stand a chance of succeeding in c-stores if retailers, marketers and their representatives don’t work together to drive trial and repeat sales and understand the role the items play in their early days on the market. Ferrero, for example, recently partnered with Casey’s on the LTO Salted Caramel Butterfinger, which had a tie-in to the store’s foodservice program. “There hasn’t been a lot of new news on Butterfinger for a while,” said Stacy O’Day, director of channel marketing for Ferrero. “Salted caramel helped give the whole brand a boost.”
Dodge of Mars said the company collaborates with c-stores on new products through a joint planning process, covering “everything from shopper insights and display recommendations to codeveloping merchandising plans.” And Mars’ Transaction Zone team helps retailers optimize the product mix, layout and signage at checkout to drive trial.
“Partnership is key,” Dewitt said. General Mills engages with customers on new-product acceptance and launch plans through key meetings; in some cases, it will partner with retailers on early launches or exclusives. “Proactive alignment between retailers and manufacturers is essential to identify and execute robust launch plans.”
ATTRACTING ATTENTION
Building brand awareness is more important for new entries than existing brands, so promotional and merchandising support in c-stores is critical. Weekley of Rusty Lantern said the stores rely on in-store signage, feature placement and bundling with other items for national brand introductions. New local items, meanwhile, are placed in the front of the store or in themed sections, such as the concept’s “Maine Made for You” areas.
“New products perform best when placed in high-traffic areas like front-of-store coolers or endcap displays or near checkout counters,” said Sizemore, noting that the recent launches of Coca-Cola Orange Cream and Sprite + Tea received in-store sampling and cross-promotional bundling support.
New-Product Considerations
Presented with numerous new-product opportunities each year, c-store operators have learned to be savvy when giving the nod to new entries. Farris Jamal, director of merchandising at Chestnut Market stores in the Northeastern United States, said that due to limited shelf space, he generally looks for “previous success” from the supplier when considering a new brand. But that doesn’t mean he won’t take a chance on an upstart. Jamal cited the recent addition of David protein bars to the retailer’s alternative-snack offerings, saying the product has quickly found success with the stores’ clean-eating, proteinfocused customers.
Marketing support from the vendor also plays into the decision to add the brand. “With some new products, suppliers will partner with us on promotions,” Jamal said. “We’ve had particular success with promos on new products that tie into our customer loyalty app.”
Similarly, marketing support is one of about a half-dozen attributes that Keri Weekley, senior category manager at Rusty Lantern Markets in New England, weighs when bringing in a new offering. National launches, she said, “often come with strong brand recognition and marketing support, helping to drive volume and foot traffic.” Customer demand is a top concern, she said, as is “product differentiation,” whether that be in terms of flavor or packaging.
Pure business metrics also figure into the consideration. Weekley cited profit margins and sales potential, along with shelf life and distribution reliability, as factors she considers. But perhaps most important in deciding on a new brand, she said, is “whether the product supports our brand identity and will add variety to the current mix of products.” As a result, the retailer pursues local brands in addition to national offerings when setting its shelves.
“Local products deepen our connection to the community,” Weekley said, “and differentiate our stores.”
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A Lost Opportunity?
While CPG marketers and convenience store operators alike tout the significant role the channel plays in the testing and introduction of a new brand, there also appears to be some lost opportunity.
“C-stores don’t play enough of a role in the successful introduction of new products,” said Roy Strasburger, CEO of StrasGlobal and president of Compliance Safe. Not enough tools are in place for all convenience operators to leverage the benefits that come with new-product entries, he said, so suppliers and retailers need to work more closely to “establish the right expectations that each party brings to the trial.”
Vendors and retailers both need to maximize the opportunity, Strasburger said. On one hand, many c-stores may shy away from adding new brands, concerned about giving shelf space to products that may not succeed. On the other hand, many suppliers don’t actively seek to partner with all manner of c-stores on new-product intros. “Space on the counter, shelf and endcap are very valuable pieces of property, so many stores don’t want to place a dud product there,” he said. But even if they did, “there isn’t a good system in place for manufacturers to work with small retailers.”
“If you consider that 80% of all c-stores are small independents, there’s a lot of space for new-product introductions if there were ways to ensure that everybody benefits,” he said. While large c-store operators have the tools to measure the performance of new products—and for that reason, suppliers are quick to partner with them— independents often do not. The absence of appropriate sales tracking tools can often be compounded by the fact that many c-stores purchase goods from the likes of Costco or Sam’s Club, rather than a supplier representative, thereby giving up any opportunity to directly partner with the vendor on a product launch and subsequent analysis.
Excluding small c-stores from a new-product introduction can be a disservice to the brand, Strasburger said, because suppliers may not get an accurate read on a brand’s early performance. He cites a general disparity in customer demographics at independent stores versus larger operators, pointing out that the latter’s locations are often on major thoroughfares and in urban areas; independents may be located in more ethnically and economically diverse neighborhoods.
“By not using small retailers as a test bed, manufacturers are missing out on a different demographic than that of a large chain,” Strasburger said.
An innovative launch can position c-stores as trendforward, helping them compete with QSRs and other retail formats.
Stacey Urbaniak, director of commercial strategy at Kellanova Away from Home, which recently introduced Pringles Mingles, advised c-stores to secure secondary displays for new offerings that are “disruptive, engaging and eye-catching” to attract attention. For stores that can manage it, Strasburger suggests on-site demonstrations of new products in concert with vendors, even if they have to use parking lot space. Looking ahead, CPG marketers and observers say c-stores will continue to play a big—if not bigger—role in the introduction of new brands. Urbaniak and Sizemore point to the growing importance of younger consumers to the future of the channel and the cohort’s already proven appetite for quick, convenient and exploratory shopping experiences.
Citing the likelihood that fuel volume will decline in the coming years and that it will become increasingly challenging for c-stores to attract customers, Strasburger believes new-product offerings can be a big part of the solution. “New products are going to be key for convenience retailing to stay competitive in the future,” he said.
Terri Allan is a New Jerseybased freelance writer, specializing in consumer products and retail channels. She can be reached at terri4beer@aol.com.
But beer has been ceding its historically dominant ground in convenience stores to other categories, with both wine and spirits increasing their share of alcohol dollars compared with a year ago. Beer dollar sales fell nearly 1.5% in convenience stores in the first quarter of 2025 compared with the year prior, per NIQ data, while wine and spirits have grown by 11.9% and 8.6%, respectively. This mirrors broader sales struggles for beer, which has been losing share of alcohol servings to other categories for decades.
Don’t count beer out, though. Yes, drinker preferences are evolving along with greater variety in the cooler, but beer is dynamic, too. The new reality requires a strategic, intentional approach from both retailers and suppliers. Operators are increasingly curating their beer selections to be more focused on high performers versus long-tail. Brewers are responding to those demands, in some cases with channel-specific innovations. On both sides of the relationship, the beer section of c-stores has become a highly competitive space that necessitates a distinct approach.
“Even in a declining category, there are winners,” said David Knospe, vice president of marketing for New Belgium Brewing.
Thanks to sales of its Voodoo Ranger line of Imperial IPAs, convenience stores generate a larger share of sales for New Belgium than all other retail channels combined. Knospe said the brewery now begins with the specific needs of c-store shoppers in mind when developing new products for that space, rather than trying to shoehorn in an existing portfolio.
“Retailers are extremely sophisticated in this,” Knospe said. “Rather than asking whether they should be taking on another craft 19.2 [ounce can], they’re asking, ‘What is the productivity level of that craft 19.2, and what can it add to my store?’”
It’s an acknowledgment of how crucial convenience stores are to beer—a feeling that’s largely mutual. Beer
volume in these stores may be down, but shoppers expect to be able to find their favorite brands, as well as discover what’s new in beer, at their familiar locations.
“Beer will continue to play an important role in driving traffic and sales inside the c-store channel,” said Chris Stewart, vice president of merchandising for Ankeny, Iowa-based Casey’s. “While we are seeing sales and volume trends return to pre-Covid levels, this is a critical category that impacts total store performance.”
IMPORTS BEYOND MEXICO
While the mainstream segments of domestic premium and below-premium beer are driving the largest overall dollar declines in c-stores, imported beer—particularly Mexican beer—has been on a tear for years. Led by Constellation Brands’ portfolio, which includes Modelo Especial and Corona, Mexican beers have become simply “beer” for today’s drinkers.
Yet there’s evidence that some of this momentum is cooling. According to NIQ data analyzed by 3 Tier Beverages, Mexican imports are essentially flat— down 0.2% this year in c-stores. Still, five of the top 10 growth beer brands for the channel are Mexican imports, with Pacifico and Corona Familiar the top two growth brands. Notably, beers imported from Guatemala, particularly Famosa, are surging, too, up 81% in distribution points so far this year. Danelle Kosmal, a consultant with 3 Tier, said retailers should consider stocking brands that reflect the Hispanic population in their local areas.
“Hispanic populations in particular have been a core shopper segment for convenience stores, and bringing in brands that are familiar or resonate greatly with the Hispanic beer drinker is a big opportunity,”
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While some retailers remain hesitant, consumer demand is rising, and the NA category will only become more relevant in the years ahead.
Kosmal said. “Across total off-premises outlets, we are also seeing growth in beer brands from other Central American countries and the Caribbean, all of which offer new opportunities for convenience stores.”
Japanese brands also show promise. In recent years, Japanese beer makers have targeted the United States for greater expansion, with Asahi acquiring a large manufacturing facility in Wisconsin last year and Sapporo moving all its brewing for the U.S. market to domestic plants. The increased attention has paid off for those brands, with Japanese beer up 7% in c-stores through mid-July. Single-serve cans offer more runway for these beers, Kosmal said.
CRAFT’S NARROWED FOCUS
The profusion of craft breweries over the past decade has stabilized, and so have many c-stores’ craft selections. Today, retailers are looking for proven winners and are concentrating their assortments on known brands with strong velocities.
“Those exploratory days of having seven different IPAs on the shelf that are all kind of shades of the same idea seem to be contracting a bit,” said Knospe. “Stores are trimming the long tail across everything, not just craft beer.”
In response, craft brands are presenting a more narrow slate of innovation to the channel. New Belgium didn’t release a new product for c-stores in 2025, the first time in years that it hadn’t done so. Instead, it chose to prioritize support for brands such as Voodoo Ranger Imperial IPA and Voodoo Ranger Juice Force IPA, which are top 30 brands in c-stores nationally. Knospe said only 45% of convenience stores stock the Imperial IPA or Juice Force, indicating that there is room to grow points of distribution for those reliable brands, rather than asking retailers to get behind a less-proven new product.
This isn’t to say New Belgium won’t innovate for the channel, but Knospe said a new product can’t be only for existing beer shoppers—it must be a “really thoughtful, choiceful innovation that feels like it’s tailored to bring in a new customer here.” To that end, he teases a new, c-store-specific Voodoo Ranger product that will launch in February 2026.
Sierra Nevada, another leading national craft supplier, is also putting weight behind core, proven brands. This summer, the brewery rolled out a reformulated version of its Big Little Thing IPA that was intended to compete more successfully in the crowded Imperial IPA space. The new Big Little Thing boasts a higher ABV—9.5%— and what Sierra Nevada Chief Commercial Officer Ellie Preslar calls a “little bit juicer, more approachable” flavor. The effect was positive, with the brand turning toward positive volume, dollars and depletions.
NEW FRONTIERS IN SINGLE-SERVE
There’s no denying the power of singles with c-store shoppers. Singles account for 24% of beer dollars in c-stores; among all packages, they were the largest contributors to dollar growth (up 1.8% through mid-July, compared with the year prior), according to NIQ data.
Singles represent an important, relatively low-cost trial opportunity not only to try new brands but also to add an incremental purchase. Casey’s has tracked a growing trend of so-called “and” purchases—in which guests are buying beer, RTDs or flavored malt beverages alongside a secondary alcohol product tailored to specific occasions.
“For example, a guest might pick up a case of beer and a small-format spirit like Fireball for a social or celebratory event,” Stewart said. “This evolving behavior underscores the importance of offering a well-curated assortment that supports both everyday and occasion-based consumption.”
For beer, single-serve has historically meant 16- or 19.2-ounce cans. And while the 19.2 is still most stores’ bread and butter, new formats are making inroads. This year, New Belgium debuted 7.5-ounce cans, dubbed Mini Rippers, of Voodoo Ranger Juice Force and Tropic Force IPAs. They launched in eight-packs, but it quickly became clear that stores were breaking apart those packs to sell them as singles in dump bins or can racks.
“When you think of what’s happening in the next cooler door over, with shots and BuzzBalls and all that—the quick-consumption products that are so popular in c-stores—it kind of brings beer into that moment,” Knospe said of Mini Rippers.
New Belgium has learned a similar lesson from Lightstrike, a “hard refresher” in resealable 16.9-ounce sports bottles. It launched in January, primarily in four-packs at grocery stores. As with Mini Rippers, some stores began selling Lightstrike as singles, which encouraged New Belgium to move them into loose packs designed to sell one at a time. Velocity picked up “considerably” after they were introduced, Knospe said.
Individual packages are particularly important in emerging categories, such as hard refreshers, in which consumers may not feel confident they’ll like the product. A lower-cost, single-serve option requires less spend (and fridge space at home), which can increase trial.
NA BEER’S BIG GROWTH FROM A SMALL BASE
Nonalcoholic (NA) beer has been a welcome bright spot for the beer industry. It’s one of the fastestgrowing subsegments of beer in total retail, but its adoption in c-stores has been slower than in grocery or other channels. NA beer sales in convenience stores (up 24%) are outpacing dollar growth in grocery (up 19.7%). However, those sales are growing on a much smaller base—NA beer makes up just 0.3% of beer dollars in convenience—compared with its share in grocery, which is 3.4%.
“With this smaller presence in c-stores, non-alc beer has a lot more room to grow in beer’s biggest channel,” said Kosmal. “In recent years, many leaders in the non-alc space prioritized grocery and liquor stores for their initial distribution expansion, which was the
Stores are trimming the long tail across everything, not just craft beer.
right strategic move at the time. As non-alc beer is becoming more mainstream and seamless in the total beverage landscape, convenience stores are the next logical market for distribution expansion.”
That’s exactly the playbook that dedicated NA beer producer Athletic Brewing Co. is following. Chris Furnari, Athletic’s senior communications manager, said the brand is looking to replicate its success in grocery (its top-distributed SKU has 59% category-weighted distribution) in the convenience channel. The company introduced 19.2-ounce cans last year to better serve convenience stores and on-premises venues.
“We believe there’s an opportunity to expand into upwards of 50,000 c-store doors in the coming years,” Furnari said. “While some retailers remain hesitant, consumer demand is rising, and the NA category will only become more relevant in the years ahead.”
Furnari said Athletic was the top volume-gaining supplier in all of beer in first-quarter 2025, and despite being the No. 1 brand in NA beer overall, it still has less than 4% category-weighted distribution in those stores. In general, NA beer is the fastest-growing category in convenience, up 27% year over year in the 13 weeks ending in late July, per Circana data. Furnari and Kosmal see plenty of runway for NA brands—if they’re in the right stores at the right price. Crucially, NA beer often costs as much or more than standard beer, which can give some shoppers pause.
“The ease of stopping at a c-store to pick up a six-pack of their favorite non-alc IPA or lager is worth a slightly higher price point. This, of course, differs by market, c-store chain or even neighborhood,” Kosmal said. “There are a lot of tools out there that can help retailers and brewers prioritize and target stores that are the best fit for these types of beers.”
This level of specificity and strategy is characteristic of how successful brands and retailers are approaching the beer cooler today. With the category soft overall, retailers need to ensure that their product mix and merchandising are targeted to the preferences of their shoppers. Brands are responding by creating dedicated products and packaging that meet the needs of the c-store shopper specifically. If brands can continue to deliver on that dedication, beer will retain its place as the crown jewel of convenience stores’ alcohol assortment.
Kate Bernot is a beverage alcohol reporter who writes for Sightlines and Craft Beer & Brewing Magazine; she is the past director of the North American Guild of Beer Writers.
BY LEAH ASH
Each HiBird sandwich is made with a whole muscle 4 oz chicken filet with a brioche bun, pickles and HiBird secret sauce.
Foodservice is a growing c-store category. NACS State of the Industry data shows that foodservice has more than doubled from 11.9% of in-store sales in c-stores in 2004 to 27.7% in 2024.
Amid this growth, there is also stiff competition. The national foodservice leakage rate—shoppers who plan to purchase food from a QSR within 30 minutes of their c-store visit—rose 1.2 percentage points to 28.7% in 2024, according to NACS data. Ultimately, this results in customers—and revenue opportunities—shifting toward QSRs, with the majority of that movement going to burger chains (41.5%) and fried chicken chains (18.4%).
FINDING SUCCESS WITH FRIED CHICKEN
Fried chicken is an opportunity for convenience retailers to win customers, said Farley Kaiser, senior director, culinary and innovation, McLane Company. “Fried chicken is sought after and easily accepted. Consumers are familiar with fried chicken— and willing to experiment with it by trying new flavors and combinations.”
“McLane took time to create our chicken program, investing in research and finding the right partners,” said Jon Cox, vice president of retail foodservice for McLane. He added that now is the right time for fried chicken. “The competition for retailers is high, but so is consumer demand. We set out to offer a better chicken sandwich.”
From there, McLane created its fried chicken program HiBird—a brand built around extensive market research across several platforms and channels. The company brought brand concepts to hundreds of consumers who shop at a convenience store at least weekly and who recently purchased foodservice from a c-store to find out what these consumers want in a chicken brand. When developing the HiBird brand, McLane tested multiple different concepts with consumers, looking for what consumers want, said Michelle Patterson, vice president This interview is brought
of marketing and communications, McLane. “Our research revealed a strong desire for a brand that embodies a cool factor and edge— something that feels fresh and bold.”
Patterson noted that this desire for edginess speaks to the consumers in the convenience space, especially with younger shoppers who are looking for a brand to generate loyalty with. “We anticipated the market research would show that c-store customers wanted a more traditional route given what’s in market today. But, we were very pleased with the branding consumers preferred.”
BUILDING THE HIBIRD BRAND
With HiBird, “We’re saying it’s okay to be a little fun, it’s okay to be a little out there, but we can also back it up because the product is good,” Cox said.
The HiBird brand naturally engages customers, Patterson said. The packaging and marketing featuring the HiBird mascot speaking to customers with phrases like “Chick it Out” and “Talk Birdy to Me,” creates opportunities to engage customers with the product.
Consumer feedback showed that consumers liked the HiBird mascot, saying “He’s cool, he’s edgy, he’s funny and he’s somebody they can interact with.”
The focus groups considered HiBird an equal to national chicken brands in terms of quality, freshness and taste, all from the hand-drawn logo alone. “A great brand and
Our research revealed a strong desire for a brand that embodies a cool factor and edge—something that feels fresh and bold. “
We set out to offer a better chicken sandwich. “
marketing can only go so far—it must be backed with a quality product and that’s exactly what HiBird is. This will drive repeat customers and brand loyalty for retailers,” Patterson said.
McLane’s research also found that the quality of the chicken is considered on par with QSRs.
“This program really has an opportunity to help retailers, not just in foodservice but in overall sales because the consumer is likely to put other items in their basket, like a cold dispensed beverage or a sweet treat for dessert,” said Cox.
PUTTING CHICKEN ON THE MENU
When it comes to foodservice, Kaiser noted that consumers are looking for two things: consistency and comfort. “Consumers want consistency. They want to know that when they go to a store, they’re going to get a product that they’re expecting because they got it that way last time,” Kaiser said. “They’re also looking for comfort. Fried chicken is comforting and delicious.”
Because fried chicken is a hot item in foodservice, it was an easy call to add it to the McLane Fresh program lineup. A greater question for the company was “What should accompany it?”
Consumer data led McLane to its white cheddar mac and cheese and potato wedges. “We knew that we needed accompaniments and sides that made sense, not only operationally, but consumer driven, delicious and that we could combo well from a retail perspective,” Kaiser explained. These sides were the top two items that met all of those needs, she added.
To develop those programs, McLane worked with its partners, tasting the products and reformulating them. Kaiser also noted that they made sure the products were the right pack sizes for operations and would hold up over time in a warmer. “When a consumer grabs potato wedges that have been in a warmer for 30 minutes, they can still have the same experience as when it just came out of the fryer or oven,” she said.
Also included on the HiBird menu is the HiBird “secret sauce,” which Cox said the McLane Fresh team spent months developing, along with other traditional
sauces like spicy Buffalo, BBQ, honey mustard, ranch and LTOs like Korean BBQ, which was created in partnership with Kraft Heinz.
ADDRESSING LABOR CHALLENGES
The McLane team noted that HiBird products are designed for ease of execution. The chicken comes fully cooked and can be prepared either in a fryer or in a rapid-cook oven. “It’s a labor model that’s helpful to the bottom line,” Kaiser said.
She noted that with HiBird, retailers have fewer SKUs than if they were to bread in house; there’s less spoilage because retailers cook as they need it; and it takes less time to train employees to use the equipment and build the program because “it’s pushbutton mechanics.”
The program is built to be flexible for retailers, especially in labor and equipment. “We made sure to build a program that works whether you have a fryer or an oven, plus a warmer to hold everything hot. If your program is not made to order, your teams can assemble the chicken sandwich, put it in the warmer and sell it,” Cox explained.
An important benefit of the HiBird program model is that “part of its operational ease is also a reduced risk for food safety issues,” Kaiser noted. Employees aren’t handling raw chicken, which reduces the risk of a foodborne illness.
McLane also put a lot of research into packaging. “We’re looking at both form and function in our branded HiBird packaging. We have a bag for our chicken sandwiches that can maintain optimal product integrity and go into a hot hold but still shows the product. Packaging is key for product performance and to attract the attention of the shopper and I believe we accomplish both with our fun and effective HiBird packaging,” Patterson said.
With its bold branding, operational flexibility and consumer-driven product offerings, HiBird is more than just a fried chicken program—it’s a strategic solution designed to elevate convenience foodservice. By combining quality, operational ease, and personality, McLane Fresh helps retailers deliver craveable experiences that drive loyalty and boost basket size.
the bird
Say “Hi” to HiBird, an exciting new offering from McLane Fresh that delivers a delicious and comprehensive chicken program for any size C-store. While the main attractions are the flavorful chicken strips, chicken sandwiches, and signature HiBird Sauce, we also have creamy mac and cheese and thick, fluffy potato wedges. Even better, our chicken doesn’t require a fryer and comes with all the equipment and merchandising you need to hit the ground clucking.
Learn more at mclaneco.com/hibird
MISSION READY
In everything from building strong teams to serving their communities, veterans are applying military-tested skills to today’s c-stores.
BY JOE BEETON
For many veterans, leaving the military means leaving behind a sense of purpose, camaraderie and servant leadership. But for some former service members, those same qualities are being put to use in convenience store roles. Here’s a look at four veterans who are serving the industry after serving the country.
CAMARADERIE IN COMBAT AND COMMUNITY CONNECTIONS
WILLIAM DOMKO
William Domko’s shift at the Parkside Urban Value Corner Store in McKinney, Texas, starts like most others—with familiar faces. Residents from the apartments above stop in for an energy drink or a snack and linger to talk about their days. He knows their names, their routines and often their challenges. Some days, he said, it feels less like being a retail employee and more like being a bartender or a barber—someone who listens, remembers and connects.
That openness to getting to know people comes in part from his years in the service.
stocking shelves—he’s fronting and facing,” he said. “He’s just super involved, getting his hands dirty with everybody else.”
Urban Value’s unique setup in apartment complexes results in daily interaction with residents and a chance to become part of the fabric of the community.
That connection to people rekindled something from Domko’s Army days: the satisfaction of serving others. Now, Domko is preparing for his next mission: earning a degree in clinical social work with the goal of helping veterans access the benefits and services they’ve earned.
“It’s almost natural that when a veteran employee comes in, it’s like they are automatically looking to serve.”
“A big thing in the Army is that you build those interpersonal connections with your fellow soldiers,” Domko told NACS. “It’s an essential part of the servant-first mentality that ‘the team is greater than I.’”
Having grown up in a military family, Domko has an instinct to serve that runs deep. His father served 25 years and his brother 10, and Domko followed the tradition with a decade in the Army. He became a staff sergeant and sniper section leader, deploying first to Iraq out of Fort Carson, Colorado, and then to Afghanistan. An injury in Afghanistan curtailed his military career, but his discipline in setting routines stuck with him.
Looking back, Domko said the environment at Urban Value mirrors what many veterans miss after leaving the military: a sense of purpose, strong leadership and being valued as part of a team.
LEADING ZELMO’S SHIFT TOWARD SERVANT LEADERSHIP TERRY HOFFMAN
When Domko left the service, he was searching for a new sense of purpose while working through his recovery. His wife, who was already working at Urban Value, spoke highly of the company’s mission—improving the experience for residents of the building that the store was attached to—and of how its leadership invested in her development. Curious, Domko met with Urban Value Founder and CEO Steve McKinley. In the interview, they connected over the idea of servant leadership, in which a leader’s role is to support their team so that each person can succeed. McKinley advised Domko to start as an associate and learn Urban Value’s business model of convenience as an amenity.
Less than two months later, a management position opened at Urban Value’s flagship location and Domko was offered the role. McKinley himself sets the standard, Domko said, reinforcing the servant leadership values paramount to military training. “[McKinley] is the kind of owner that will come in and talk to you for a few minutes, and then he’s
During his father’s more than 23 years in the Air Force, Terry Hoffman grew up immersed in military life and lived everywhere from Anchorage, Alaska to Tehran. Hoffman enlisted after high school and served one tour as an airman first class supply specialist stationed in the Azores. The military’s focus on discipline, teamwork and meeting strict standards shaped Hoffman’s core values early on and have carried him through 50 years of work, he said.
After his service, Hoffman spent 25 years in retail, including running several of his own businesses. “Everybody had a job to do, but everybody also had to do everybody else’s job, too,” he said. “That’s the whole motto with any kind of military service. It’s the ‘I got your six’ mentality.” The mindset prepared him for his eventual role at Columbus, Georgia-based Zelmo’s Zip In convenience stores, where he became the company’s first dedicated human resources employee in more than 20 years.
Hoffman’s entry into Zelmo’s—part of Whatley Convenience Stores—was somewhat serendipitous. His wife, a longtime employee who became director of operations, wanted to ensure her store was in good hands before accepting a promotion she’d been offered. Hoffman had already retired by then. “Guess who was sitting at home with nothing to do and 20 years of retail experience?” Hoffman said with a laugh.
William Domko
Terry Hoffman
In his current role as people operations leader, Hoffman draws heavily on military strategies—structure, clear communication and adaptability—to transform Zelmo’s management strategy into a servant leadership model. He helped introduce formal onboarding, employee handbooks, SOPs and technology tools. “I started tracking every matrix I could think of to promote and advance people,” he said. “It reminded me of what I used to do in the military.”
Central to Hoffman’s approach is the belief that effective leaders must be willing to serve alongside their teams and relay their mission statement. “The tenet of servant leadership is, ‘To lead is to serve.’ If you’re not willing to serve, you can’t lead people,” he said. Whether it’s running a register or grabbing a mop, Hoffman leads by example, fostering a culture of empathy and recognition. “Instead of ‘You’re late; here’s a write-up,’ we ask, ‘Why were you late today?’”
With most Zelmo’s stores located near Fort Benning, Georgia, about 70% of its customer base is affiliated with the military. Hoffman makes a point to thank uniformed customers personally and the stores offer military specials. The location makes for a good hiring
pipeline for Zelmo’s, too: Hoffman believes veterans bring an innate service mindset to their roles, quickly adapting to customer service and operational demands. “It’s almost natural that when a veteran employee comes in, it’s like they are automatically looking to serve,” he said.
SKILLS FOR SUCCESS
MATTHEW STERWERF
For 20 years, Matthew Sterwerf served in the Kentucky National Guard, based in Lexington. He began his career in field artillery, but his focus shifted after deploying to Iraq in 2006. Stationed at Camp Taji, his unit provided convoy security for a year—a mission that demanded precision, adaptability and trust among team members.
After returning home, Sterwerf continued in field artillery and advanced to warrant officer. His assignments took him to Germany and other locations for large-scale exercises before his retirement in 2018 as a chief warrant officer 2, he said.
That same year, Sterwerf began a new chapter at CAF Outdoor Cleaning, an industrial cleaning products company that supports convenience stores nationwide.
7-Eleven Supports Veterans Through Franchising
The inspiration behind 7-Eleven’s Veterans Franchise Program “stems from a deep appreciation for the values veterans bring to the business world,” a company spokesperson told NACS. Veterans “are represented at every level of our organization, from the c-suite to mid-management to entry-level positions in stores and the field, and their contributions continue to shape our culture.”
Launched in 2009, the program was designed “to create meaningful franchise opportunities for transitioning service members.” It began with fee discounts and veteran-focused recruiting, and has since expanded into “a full suite of support, from personalized training and mentorship to internal recognition programs and community events.”
CEO Joe DePinto, a U.S. Army veteran, has been “one of the driving forces behind our commitment to veterans,” helping set the tone for veteran engagement across the brand.
Support is both financial and personal. “Qualified veterans receive a franchise fee discount to help lower the cost of ownership and make entrepreneurship more accessible.” A recruiting team made up entirely of veterans “guides candidates through every step of the process.”
The challenges of leaving the service aren’t limited to veterans alone. “Spouses and families are also impacted,” 7-Eleven acknowledged. To ease that shift, the program combines financial incentives, a proven business model and ongoing field support “so franchisees don’t have to start from scratch.”
Today, hundreds of veteran-owned 7-Eleven stores operate nationwide, with the most growth in Texas, Florida and California, the company said. Veterans, 7-Eleven said, “bring a missionfirst mindset, a strong sense of service and a deep commitment to their neighborhoods,” values that strengthen both the business and the communities they serve.
Matthew Sterwerf
“Camaraderie in the convenience store world, among people from every walk of life, makes it the only place that’s like the military.”
“They’ve been absolutely phenomenal in helping me transition from the military and supporting me with everything that I’ve been trying to do in my recovery,” he said. “Just integrating into civilian life after you come back from war is definitely difficult.”
Sterwerf said CAF’s human resources department has been “extremely understanding” in giving him the space and freedom to manage the transition back to civilian life.
Sterwerf sees clear and constant parallels between military service and convenience stores. “Work here is very structured like the military in that you have a small team,” he said. “You have to be close-knit; you have to work together. And if you don’t, you’re going to struggle as a team.”
Even the demanding hours feel familiar. “The other day, I started my day at 7 a.m. and I got home at 5 a.m. the next day … and the military really helped me to prepare for that sort of thing.”
Sterwerf believes the convenience store industry could tap even more into the skills veterans bring. “From Day 1, the military builds leadership. A lot of times, those skills aren’t fully employed when veterans transition,” he said. “The amount of management skills that come with individuals who have been in the military … is astronomical.” If convenience stores did a better job understanding what veterans have to offer, he said, the industry would “absolutely have a phenomenal pipeline of vets.”
For Sterwerf, both the military and the convenience industry share one standout quality: people. “Camaraderie in the convenience store world, among people from every walk of life, makes it the only place that’s like the military,” he said.
Erick Parsons
FROM ‘TOP GUN’ AT SEA TO AI TECHNOLOGY
ERICK PARSONS
Erick Parsons enlisted in the military in 2017, originally aiming to become a Navy SEAL. “It kicked my ass a little bit,” he said with a laugh. So after boot camp, he shifted to become an independent public affairs officer—a mass communications specialist who documents Navy operations.
That role brought him a standout assignment during Exercise Northern Edge aboard the USS Theodore Roosevelt. “The
Navy got paid to shoot ‘Top [Gun: Maverick]’ scenes on an aircraft carrier,” Parsons said. His job was to escort the civilian film crew—actors, plus the hair and makeup teams—around the ship while they shot scenes in Alaska. “For two weeks, it was taking them around the ship, making sure that they had all that they needed, taking them to work out, hanging out with them at dinner and things like that.”
Amid the disruptions of Covid, Parsons’ deployment shifted from the South China Sea to counter-narcotics operations in South America. “We teamed up with the Coast Guard and I essentially documented all the photojournalism plans for how we cover drug busts,” he said.
Parsons then earned aircrew qualifications while learning how to survive underwater in the event of a helicopter crash. He also spent time with security forces handling weapons and standing watch on ships and bases. Later, while stationed at the Naval hospital in Norfolk, Virginia, he focused on medical procedure photography.
After nearly six years of service, Parsons transitioned to civilian life. He describes the process as rife with “What if?” thinking. “Where do I live next? Do I want to stay here? Things like that.”
During this transition, Mashgin, a company that offers AI-assisted checkout technology, reached out with a client success specialist role. “Mashgin met me halfway in terms of getting me on-site and proving that I had some technical skills,” he said. “They really opened up a lot of doors for someone like me, who was iffy about which way I wanted to go. They kind of gave me a light to follow.”
Attention to detail is paramount for Parsons. “With all the different failure points among all the moving parts that our product pilots and integrations come with, I have to make sure that I’m paying attention to even the smallest things,” he said. “If I lose track of the small things, then the bigger things will never be solved, and having that drilled into me from the military world from the get-go set me up really well for success at Mashgin.”
Joe Beeton is a contributor for NACS. His media career has focused on real estate development with an emphasis on retail.
PUMP From the REG to the
BY JEFF LENARD AND ADAM ROSENBLATT
Here’s what consumers say about why they go from the forecourt to
the store.
ISTER
Approximately 30 million Americans fill up their vehicles at a convenience store every day. How do you encourage as many as possible to go from filling up at your forecourt to shopping inside your store? In the second part of this three-part series examining exclusive NACS consumer data, we look at what consumers say they want inside the store and what could get them to come inside.
Fueling transactions account for 28% of total transactions at the average convenience store, according to NACS State of the Industry Report ® of 2024 Data. But unlike customers who park on your lot to go into the store, customers who are fueling up may not come inside. And there is no guarantee that they will even come back to your location, especially if the reason they’re filling up is because of that day’s gas price.
This lack of certainty makes it even more important to get those customers who are filling up to go inside your store—where you can turn them into even more frequent, and loyal, customers.
What do drivers say they’re looking for, and how can you meet their needs when they’re on the forecourt?
What Gets Them to the Store?
Most drivers (52%) say the main reason they last went to a convenience store was to buy gas. That figure is similar to those of previous years and is expected, even though there are far more transactions inside the store than at the pump. This survey was designed to learn about the behavior of consumers who purchase gas, so the responses tend to reflect that angle.
WHAT WAS THE MAIN REASON YOU LAST WENT TO A C-STORE?
To buy gas
To buy a beverage
To buy food/meal/gum/snacks
To use the bathroom/ATM
Other (e.g., “buy tobacco”)
There are some interesting preferences among subgroups. First, buying gas is a priority for all drivers, regardless of how often they make in-store purchases: 52% of frequent c-store consumers—those who patronize c-stores at least multiple times a week—say purchasing gas is the main reason for their visit, nearly identical to infrequent (52%) and rare (55%) shoppers. The bigger
64% of drivers also went inside the store the last time they purchased gas
differences lie in how often consumers purchase gas. Daily commuters, who require more frequent fill-ups, primarily cite gas as the main reason to stop at a c-store (62%), compared to only 47% of part-time commuters and 53% of remote workers.
Among the least likely to cite gas as the main reason for their stop at a c-store are drivers who typically buy fuel at a big-box retailer that sells fuel (48%). Because
these drivers are more likely to wait to purchase gas at a big-box retailer known for low prices but perhaps inconveniently located, they may consider c-stores fill-in stops for gas—but there may be opportunities to make them more regular customers.
For one, they are most likely to say the main reason for their stop was to use the bathroom (12%, compared to 5% overall). A clean, well-maintained bathroom could help create positive impressions that extend to more in-store purchases; over time, that may reduce their desire to seek out the best gas price at a big-box store. Or the solution could be a strong loyalty program that links in-store purchases to gas discounts. Indeed, 37% of consumers say they consider such loyalty programs a more important consideration than in the past when choosing to shop at convenience stores. For buyers of big-box gas, this number jumps to 42%.
After all, 82% of consumers say they will drive five minutes out of their way to go to the convenience store they like. So it stands to reason that a more conveniently located store could attract someone who usually purchases fuels at a big-box retailer—if you can make it a store they like more than the big box.
About the Consumer Survey
Charts and insights are based on a national survey of 1,203 consumers conducted May 19-21, 2025, for NACS by national public opinion research firm Bold Decision (bold-decision.com). This article references data subsets that may not be included in the accompanying charts. Year-to-year comparisons are based on results from the 2024 NACS consumer survey, conducted March 8-12, 2024.
31% of drivers say they used the bathroom the last time they went inside a convenience store
Because more drivers are filling up and going inside the store during the same stop, there certainly are more opportunities to encourage customers to purchase items. A record 64% of drivers who filled up said they also went inside the store, the highest percentage recorded since NACS first conducted its Consumer Fuels Survey in 2007— and a 6-point jump from last year.
THE LAST TIME YOU PURCHASED GAS, DID YOU ALSO GO INSIDE THE STORE?
was no store associated with the station
The drivers filling up who are also most likely to go inside the store are those ages 35-49 (75%) and daily commuters (72%). Those least likely to go inside are drivers over 65 (35%).
So now that we know what got them to the store and why they might go inside, let’s look at what they do once they’re inside.
57%
of Americans say they make purchases inside c-stores at least weekly
What Do They Do Inside the Store?
According to data from NACS research, an estimated 160 million transactions are conducted at convenience stores every day across the United States. With the U.S. population now at 340 million, that equates to nearly half of all Americans completing a transaction at a c-store every day. Of course, that doesn’t mean half of Americans shop at a c-store every day. But just about everyone who drives stops at a c-store at least once a week to fill up, given that the average vehicle is filled up every seven days and 80% of those fill-ups happen at a c-store.
Let’s look inside the store specifically. Most Americans (57%) say they make purchases in c-stores at least weekly. And some of them are in stores much more frequently. One in 11 Americans (9%) say they are in convenience stores every day—and some of these frequent customers may come in multiple times a day.
Daily commuters are particularly frequent c-store customers. One in seven daily commuters are also daily c-store shoppers (14%), and nearly three in four daily commuters (72%) are in a c-store at least weekly.
HOW OFTEN DO YOU MAKE PURCHASES AT A C-STORE?
Why Do So Many People Pay for Gas Inside the Store?
Year after year, paying for gas is the second-most-common reason drivers go into the store during a fueling stop. Why such a high percentage? For one, cash is still the preferred payment method for 18% of gas customers and 24% of frequent customers. (Frequent customers are also most likely to use the ATM: 18% did so the last time they went to a c-store, 5 points higher than the average.) And then there is the matter of how people buy gas. A 2024 NACS consumer survey found that most people go inside the store first and then buy gas second (57%)—and they are likely to ring up the gas purchase in the same transaction that they use to make their in-store purchase (“… and give me $30 on pump 4”).
Fan favorites
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Snacks vs. Meals
Not surprisingly, frequent customers and daily commuters are more likely to purchase sandwiches or meals at c-stores: For each group, 27% purchased one the last time they went to a c-store, 6 percentage points higher than average.
Meanwhile, snacks are most preferred by consumers ages 18-34: 49% purchased a snack on their last visit, 10 percentage points higher than average. And those working from home but who commute occasionally (though not daily) are more likely to purchase a snack (49%, 10 points higher than average) or gum/mints (20%, 11 percentage points higher than average). It’s possible that these hybrid workers are interested in an excuse to get out of the house for a few minutes for a change of scenery—and grab a small treat while doing so.
It seems that the industry’s focus on foodservice, which now constitutes 27.7% of in-store sales dollars, is resonating with a greater segment of the population. It wasn’t too long ago that convenience store meals were a punchline. Today, more than half of all Americans have purchased a sandwich or meal at a c-store in the past year—and that is consistent across demographics. The only population subsets below 50% were age-based: those ages 50-64 (47%) and those over 65 (34%).
HAVE YOU PURCHASED A SANDWICH OR MEAL AT A C-STORE IN THE PAST 12 MONTHS?
Overall Frequent customer Daily commuter Men Women
The majority of people who walk inside a convenience store leave with a beverage in their hands (52%), and that has been the most popular purchase in stores for as long as NACS has conducted consumer surveys.
WHAT DID YOU DO WHEN YOU WERE INSIDE THE STORE? (asked among the 64% of gas customers who went inside the store)
Healthier Eating Is More Top of Mind
Roughly half of all Americans (47%) say they seek out healthier products at least “very often.” Those in rural areas (37%) are the least likely to say they seek out healthier products at least very often.
WHEN BUYING FOOD, HOW OFTEN DO YOU SELECT HEALTHIER PRODUCTS?
8% Always
39% Very often
40% Once in a while
10% Seldom
3% Never
Meanwhile, about one in three Americans (32%) say they could eat better, and that percentage is remarkably consistent across all demographics, whether frequent c-store customers (32%), consumers ages 18-34 (33%) or daily commuters (31%). This interest in eating better could present an opportunity for retailers to highlight healthier options inside their stores.
HOW DO YOU FEEL ABOUT YOUR EATING HABITS?
15% I have great habits
52% Pretty good overall but room for improvement
32% Could be better
*Total adds up to 99% due to rounding
Consumer interest in finding healthier items and eating better is consistent across all demographics, but that doesn’t mean all customers want the same thing all the time. One in five (19%) say they tend to seek out healthier items earlier in the week. They probably have great intentions to be healthy after enjoying the weekend, but perhaps those intentions fall away as the work week drags on. A higher percentage of some subgroups—frequent c-store customers (27%), commuters (28%) and consumers ages 18-34 (29%)—say they seek out healthier items early in the week.
Retailers may want to consider their own limited-time offers—let’s call them “limited-day offers”—that are perfectly timed to their customers’ moods. For Monday or Tuesday: “Start a great healthy routine today!” For Thursday or Friday: “Yeah, it’s been a week—reward yourself!”
WHICH BEST DESCRIBES YOUR MONDAY-FRIDAY EATING HABITS?
19% I tend to seek more healthier items earlier in the week.
11% I tend to seek more healthier items later in the week.
70% I tend to have the same eating habits throughout the week.
No matter if—and when—consumers are seeking healthier items, they have mixed thoughts on whether c-stores provide enough healthy options. Roughly two in five (39%) consumers say healthier items are at least “somewhat plentiful” in stores. Frequent c-store customers are much more likely than rare customers (those who shop inside c-stores only a few times a month) to say healthier options are at least somewhat plentiful (50% for frequent vs. 21% for rare), indicating that those who actually shop at c-stores are finding healthier items.
HOW WOULD YOU DESCRIBE THE SELECTION OF HEALTHY FOODS AT C-STORES?
Part three of our three-part series will focus on consumer preferences and perceptions related to convenience and will appear in the November issue of NACS Magazine.
Jeff Lenard is the vice president of NACS media and strategic communications. He can be reached at jlenard@convenience.org.
Adam Rosenblatt is the founding partner of Bold Decision and has been leading NACS consumer surveys since 2009. He can be reached at adam@bold-decision.com.
Thank you to the NACS Global Supplier Council for their support of the industry’s international activities.
Membership in the NACS Global Supplier Council (GSC) provides rich and unique benefits to NACS supplier members who conduct business on a global scale in the international convenience and fuel retailing industry.
For more information about becoming a Global Supplier Council member, contact:
Bob Hughes | +1 (703) 518-4270 bhughes@convenience.org
It’s amazing the things you can learn over a great cup of coffee. Stop at NACS Show Booth S6153 and meet the Royston Group team. Sample our coffee bar and explore a wide range of American-made cabinetry, cases, fixtures and signage solutions. Relax, energize your devices and tell us your story. We’ll help you refuel, recharge and finish first in the race.
Green Rush or Green Bust?
BY MELISSA VONDER HAAR
High hopes for cannabisonly retail outlets may have been pipe dreams, but seeds of hope remain.
When adult-use cannabis markets began rolling out in the early 2010s, the cannabis industry was heralded as the next great opportunity for savvy investors.
Andrew Lowitz, a fractional adviser in the cannabis space and co-founder of the New York Cannabis Collective, spent the early part of his career in tech. He saw cannabis as “the last start-up frontier of my working lifetime.”
“I was originally interested in cannabis because I felt like it was an emerging market and an emerging economy,” echoed Tim Seymour, chief investment officer of Seymour Asset Management and subadviser/portfolio manager of multiple cannabis ETFs.
Some convenience retailers were also curious about whether cannabis could become a new profit center for them, and a few invested in the industry. Others watched with curiosity from the sidelines.
Fast forward to 2025: While total U.S. cannabis sales hit $38 billion to $40 billion last year, publicly traded cannabis companies’ sales are largely down—both quarter over quarter and year over year. And it’s not just among public players. The narrative across the cannabis space is increasingly bleak, with news of receiverships and bankruptcies and widespread reports of unprofitability.
To understand why the cannabis economy is struggling, it’s important to recognize the many types of businesses within the industry.
“In terms of the types of companies we look at, we talk about single-state operators and multistate operators as well as ancillary businesses,” said AnnaRae Grabstein, founder and CEO of cannabis advisory firm Wolf Meyer. “But within each of those categories are a lot of different types of businesses.”
The plant-touching side includes cultivators (growers), manufacturers (product producers), retailers and distributors. Non-plant-touching, or ancillary, businesses include legal and financial companies, tech service providers and more. Vertically integrated companies (where allowed by law) cultivate, manufacture and sell cannabis products under one business.
The bad news? Nearly all of the types of cannabis businesses are struggling.
“There is not one part of the supply chain I can point to and say, ‘That is the profitable part,’” Grabstein said. “Aside from maybe the lawyers and the accountants.”
Others have an even more sobering perspective.
“In Washington state, it is an absolute bloodbath right now,” said Ryan Sevigny, a longtime cannabis consultant who works with multiple growers and cultivators. “We’re 10 years into it and I can’t see light at the end of the tunnel.”
So what happened to the optimism of the early days? Why is it so difficult to turn a profit in a space that generates tens of billions in annual sales? And more important, what can be done to fix it?
“It’s such a complex question: Why is it so hard to be profitable?” said Grabstein.
Here’s what industry experts had to say.
THE GREEN BOOM
Lowitz, who advised one of Oregon’s early license holders, recalled “The Green Rush” era as the period when adult-use markets opened in states such as Colorado, Washington, Oregon and California, as well as Canada.
“You had a finite number of businesses that were investible and operational, and
there was so much money rushing into those businesses,” he said.
But, much like the tech bubble of the early 2000s, many of those early investments were overly optimistic.
“The valuations were blown way out of proportion,” Lowitz said. “And those valuations have never come anywhere close to coming true.”
Beyond inflated valuations, many early cannabis companies made questionable strategic decisions.
“I think that companies that did have access to capital felt that it was important to scale really quickly,” said Grabstein. “That served some companies and didn’t serve others.”
“There was overinvestment everywhere,” Lowitz added. “Too many licenses, too many manufacturing facilities, too many farms, too many stores.”
This overexpansion strained operations and diluted brand strength. Many companies attempted to be vertically integrated from the outset, without first mastering a core competency.
That ended poorly.
THE GREEN BUST
The investment surge continued through early 2021, aided by cannabis’s designation as an essential business during the Covid pandemic.
Then the market turned.
“We took a nosedive in Q1 2021,” Lowitz said. “It’s never recovered.”
Investor focus shifted. Gone was the “growth at all costs” mindset, replaced by pressure to become profitable.
“The narrative switched to building profitable companies,” said Grabstein. “These companies needed to go from growth mode to being cash-making machines. That was a lot easier said than done.”
The result? A sharp contraction in venture capital activity.
“I don’t see any new investment capital that’s come into the industry in the last three or four years,” Seymour said. “The investment flow has been a reversal—not a trickle, but an all-out reversal.”
What funding remains is largely in the form of debt—and it’s expensive.
“Nobody spends nearly as much time thinking about M&A or how to grow their business. They’re just trying to keep the lights on.”
“It’s reflective of a different chapter in the way that people look at the cannabis space,” Grabstein said. She noted that venture capital typically seeks 10-20x returns via growth and profitability, while lenders simply want to ensure debt repayment (albeit often at higher-than-market interest rates).
This has created a more cautious environment. Cash flow management, an afterthought during the flush early years, has become the central focus. Hiring freezes, vendor renegotiations and geographic contraction have become the new norm.
“Everyone’s business is a lot smaller,” Lowitz said. “Nobody spends nearly as much time thinking about M&A or how to grow their business. They’re just trying to keep the lights on.”
WHY PROFITABILITY REMAINS ELUSIVE
The current financial struggles in cannabis are about more than just dried-up investment. Experts identified three core challenges:
1. Oversupply
When a state produces more cannabis than it can sell, the results
can be devastating. Cannabis is a perishable product that degrades over time. With federal law still prohibiting interstate commerce, there’s no outlet for excess supply.
“It’s not like in grocery or convenience, [where] you have discount grocers that you can offload excess supply to at a discount,” said Grabstein. “That has created this terrible, endless price compression cycle that has driven prices down to the consumer level.”
Sevigny sees the effects firsthand in Washington.
“I walked into a store yesterday, and the whole store is 40% off on a random Monday,” he said.
Over time, those low prices become the standard for consumers. Even when supply stabilizes, consumers expect discounts, which leaves cultivators, manufacturers and retailers with razor-thin or nonexistent margins.
2. Taxes
High state excise taxes, on top of standard sales tax, compound the margin problem. While some states cap excise taxes at 10%, mature markets such as Colorado and California impose 15%, Oregon charges 17% and Washington tops the list at 37%.
“In Washington state, basically half of your purchase is all taxes,” Sevigny said.
Then there’s the issue of federal taxes. While there’s no federal excise tax on cannabis, Section 280E of the tax code prevents companies that “traffic” in Schedule I or II substances from deducting standard business expenses.
“The 280E dynamic means traditional accounting for determining profitability goes out the window,” Seymour said. “It is something that makes it almost technically impossible for companies that have strong retail exposure to cannabis to be profitable.”
The lack of deductibility means companies are often paying effective tax rates far higher than traditional businesses, sometimes upward of 70% to 80%.
3. Illicit Market Competition
Despite legal oversupply and downward price pressure, the illicit
Source: Cannabis Business Times 2024 market projections
market remains a dominant force— primarily because it avoids taxes and regulatory costs.
A report from Whitney Economics estimated that 75% of U.S. cannabis sales still occur on the black market. This is unsurprising, given that roughly half the country lacks access to legal adult-use cannabis.
More alarming: The illicit market is thriving even in mature markets.
“Of cannabis purchases in Washington, 51% are legal and 49% are illicit,” said Sevigny. “Ten years in, and we’re going backward.”
WHAT COULD HELP?
One of the most beneficial actions would be the elimination of the 280E tax burden.
“If retailers were able to write off some of their cost of goods, hopefully that would get passed down to other parts of the supply chain,” Sevigny said.
Rescheduling cannabis as a Schedule III substance, as proposed by the Biden administration, would solve this. Despite the recent political transition, Seymour remains hopeful.
“Ultimately, cannabis is the great American industry,” he said, pointing
“The investment flow has been a reversal—not a trickle, but an all-out reversal.”
out that it is grown, manufactured and sold entirely in the United States.
“This should be an issue that this administration cares about.”
In the absence of federal action, many are focused on state-level reform. Sevigny said advocacy groups in Washington are pushing to allow direct sales by cultivators—similar to winery or brewery tasting rooms—and to shift excise taxes from a percentage of sales to a per-milligram model.
Grabstein also suggested companies explore employee stock ownership plans (ESOPs) as a strategic exit and tax solution. Once an ESOP is in place, 280E no longer applies.
“It’s complex, and it’s not for all companies,” she said. “But for those companies with clean balance sheets, simplified ownership structures and low debt, they do have an opportunity.”
ESOPs can also help with employee retention, giving workers a tangible stake in the company’s success.
For companies for which that isn’t viable, success increasingly depends on tightening operations and focusing on core strengths.
“Everyone’s
who they want to be when they grow up,” Lowitz said. “Not everyone’s going to be good at retail and brands and cultivation and manufacturing. Everybody’s trying to pick their lane.”
IS THERE STILL HOPE?
So is it a green rush ... or a green bust?
While the financial picture remains grim, experts still see a future.
“Because there are companies operating profitably, I remain really optimistic that those are the companies that are going to drive the future of the industry,” Grabstein said.
There’s also long-term potential in the broader cannabinoid market, which legalization has only begun to unlock.
“When I was first investing in cannabis, one of the credos that still makes a lot of sense today is that cannabis is effective,” Seymour said. “That’s the exciting part.”
“Cannabis is good for society,” Sevigny said. “And we need society to realize that quicker.”
The momentum of hemp-derived THC beverages is also fueling mainstream acceptance—and showing consumers’ growing appetite for
“You can make a strong argument that this is a $100 billion market right now, [among] the adult-use market, medical market, illicit market and hemp-derived THC,” Seymour said. “That’s exciting and that’s really big.”
And while profitability remains elusive for many operators today, consumer demand continues to grow year over year.
“There is enormous consumer demand for cannabinoid products,” Grabstein said. “And that demand is only going to keep growing.”
Follow her on X at @ iSeeMelissaV.
“There was overinvestment everywhere: too many licenses, too many manufacturing facilities, too many farms, too many stores.”
Melissa Vonder Haar is the managing director of TradeWorks from iSEE Store Innovations.
Monster Energy continues to drive growth in the energy category.
TRENTO Chief Customer Officer, Monster Energy
MIKE
WITH THE ENERGY CATEGORY CONTINUING TO EXPLODE, HOW IS MONSTER STAYING AHEAD OF THE COMPETITION AND NEW ENTRANTS?
The energy drink category has experienced remarkable growth in recent years, driven by product functionality and lifestyle positioning, diverse offerings that appeal to an increasingly broad and loyal base, and affordable value offerings in addition to premium offerings. Monster Energy Company (MEC) has been at the forefront of the category’s emergence and we remain focused on working with our retail partners to expand awareness and penetration and to drive profitable growth.
INNOVATION IS A KEY DRIVER OF MONSTER’S GROWTH. WHAT IS THE BRAND DOING DIFFERENTLY TO KEEP AND GAIN NEW CONSUMERS IN CONVENIENCE STORES?
Convenience stores remain a vital channel for Monster, and we are committed to driving traffic, increasing basket size and supporting retailers with a diverse portfolio that resonates with today’s evolving consumer base. MEC incorporates category insights to identify emerging trends, such as the increasing popularity of zero sugar and functional offerings. Monster’s Ultra family meets many of these evolving
needs and is outperforming the category through a combination of legacy offerings and new innovations. Our flagship Monster Zero Ultra White remains one of our faster growing products, while the recently introduced Monster Ultra Vice Guava and Monster Ultra Blue Hawaiian have meaningfully contributed to the Ultra brand family growth. Relatedly, we are excited about the fourth quarter launch of Monster Ultra Wild Passion.
WHAT IS THE SECRET TO MONSTER’S CONNECTION WITH CONSUMERS, AND HOW DOES THE BRAND CONTINUE TO ATTRACT NEW FANS TO THE CATEGORY?
Since its launch in 2001, Monster has built an identity deeply rooted in
culture, lifestyle and passion points. From extreme sports and motorsports to music and UFC, the brand has authentically aligned itself with the communities that inspire its consumers. The iconic “M-claw” has become a global symbol—it is tattooed on fans, featured on apparel and is instantly recognizable across markets. This cultural relevance, combined with bold marketing, great taste and consistent brand authenticity, deepens loyalty with its existing customer base while also attracting new consumers.
WHERE DO YOU
SEE THE ENERGY CATEGORY HEADING IN THE NEXT 3–5 YEARS, AND HOW WILL MONSTER CONTINUE TO BE
A LEADER?
The runway for energy category growth remains robust. Retailers are dedicating more space to this high-performing segment, underscoring strong consumer demand and profitable growth. Looking ahead, innovation will remain key as Monster balances strengthening its core business with expanding into new formats and product lines. Supported by the Coca-Cola distribution network, Monster is well-positioned to execute effectively in the market, drive innovation and capture the next wave of category growth. The future of energy is bright.
Monster-sponsored BMX athlete Jordan Godwin won a gold medal on the first day of the X Games, held over the summer in Salt Lake City.
NASCAR driver Riley Herbst raced the No. 35 Monster Energy Toyota Camry in the Richmond Raceway Cup Series in August.
THANK YOU!
the SPORTS MARKETING PLAYBOOK
Leaning into sports marketing can be a great way to build loyalty and connect with consumers.
BY LEAH ASH
The Super Bowl, March Madness, even the term “Friday night lights”: It would be difficult to find a person in the United States who doesn’t know what these are. Sports are truly a cultural pillar—and a great way to connect with customers.
With the right partnerships, sports loyalty can transfer to other brands. For companies that implement sports marketing strategies, the ultimate goal is loyalty—same as with sports teams, said Nick Triantafellou, director of marketing and merchandising at Weigel’s.
“Fandom is so ultimate, right? For example, being someone that is a huge Philadelphia Eagles fan, and my family being from Philadelphia, I have never once in my life had a friend who was a fan of the Dallas Cowboys,” Triantafellou said. “It just won’t happen, because that’s fandom. And we want … to have that connection with our customers. It’s all about fandom and meeting our customers where they are, and this is what they care about.”
LEARNING FROM A LEADER
Powell, Tennessee-based Weigel’s signed its first name, image and likeness (NIL) deal in 2022 with Evan Russell, a University of Tennessee baseball player. The company has continued to lean into NIL deals, expanding from just a couple of athletes at the university to 46 athletes from schools across Tennessee.
Over the years, Weigel’s NIL strategy has shifted. At first, the program was led by social media posts from the athletes, as well as promotional signage in stores. “Now we run full-scale marketing campaigns with TV commercials and loyalty program incentives,” said Triantafellou.
As the strategy evolved, the company tried multiple different integrations with the athletes, including LTO meals named after an athlete. But, Triantafellou noted, it just didn’t work for Weigel’s and its customers.
What has worked for Weigel’s is gamifying its partnered athletes’ performance in-app with rewards. “It’s not the traditional gamification that people think about, like scratch games or an arcade, like we have in our app,” Triantafellou said. “It’s the gamification of [the athlete’s] game back into our loyalty and social media. It drives massive app engagement, and it definitely drives our social media engagement.”
In 2025, MyWeigel’s Rewards has given away more than 185,000 bottles of 24-ounce Coca-Cola, tied directly to the performance of the baseball and softball teams. As the teams kept winning and moving forward in the postseason, more customers got free Cokes.
Weigel’s loyalty program, built with these NIL activations, in May won the platinum Creative Campaigns and Communications award from Loyalty360, the association for customer loyalty.
THINKING LOCAL, LOCAL, LOCAL
Charlottesville, Virginia-based Tiger Fuel, operator of The Market by Tiger Fuel stores, has multiple stores located near the University of Virginia. The company itself is owned by two University of Virginia alumni, and the c-store company is “entrenched in the UVA community,” according to Maurice Lamarche, vice president of retail operations for The Market stores. The Market at Bellair, Tiger Fuels’ original flagship location, began cultivating a relationship with the university when the store opened in 1991. Today, it makes catering deliveries almost daily to
the UVA campus and other businesses that surround or support the college—even when school is out of session.
Student athletes became regular customers, and soon enough the teams were reaching out to The Market for its meals. “We built up a pretty regular system of feeding UVA teams, and that has kind of morphed into visiting teams reaching out to us too,” said Lamarche. “Often we’ll be feeding the visiting women’s lacrosse team or the swim team.”
It goes beyond food deliveries. The Market stores partner with UVA across multiple sports in their marketing. Some of it is more traditional, such as signage on scoreboards and on LED screens, but it also does some more creative promotions on campus. “For example, during football games, we rent golf carts, and we roll through the stadium lots … promoting our catering,” said Sara Belkowitz, marketing director at Tiger Fuel. “We toss teeny-tiny footballs to people who always stop by and say hi. We give them coupons.”
A new promotion this year will give one local kid a behind-the-scenes tour of all UVA basketball logistics and tickets to a game.
“IT’S ALL ABOUT FANDOM AND MEETING OUR CUSTOMERS WHERE THEY ARE, AND THIS IS WHAT THEY CARE ABOUT.”
At University of Virginia basketball games, The Market by Tiger Fuel logo is featured on the dance cam.
“THE ORGANIC
SOCIAL MEDIA EXPOSURE THAT
WE GET FROM THOSE [BETWEEN INNING] SPOTS HAS JUST BEEN TREMENDOUS.”
Other innovative sports marketing from The Market stores includes:
• The Market’s logo is featured on the dance cam at UVA basketball games.
• “Three Up, Three Down.” The Market stores will give away free sandwiches if the UVA pitcher strikes out or retires the first three batters at the bottom of the third inning.
• Riding in golf carts, employees from Tiger Fuel celebrated football tailgaters and gave away prizes “for whoever was having an awesome tailgate. We took pictures, and the crew that won Best Tailgate got free catering for their next tailgate event from The Market,” said Lamarche.
Last year, Tiger Fuel signed its first NIL deal with UVA student athlete Kymora Johnson, who grew up in the area. And the company has worked with Johnson on quite a few projects. It offered an LTO combo on the menu, handed out an “exam cram” box for students during winter finals, had Johnson host a basketball clinic for middle-school-age girls playing basketball and had her judge a kid’s dunk contest at a basketball game. The Kymora Johnson “Exam Cram” box was filled with water, energy drinks, candy and snacks—everything a student would need in preparing for exams. The boxes were given away at some stores, and Johnson also handed out the boxes in an on-campus event during exam week.
SPONSOR A TEAM—OR AN ORGANIZATION
This past spring, Circle K and Minor League Baseball (MiLB) announced a new national partnership, with Circle K named
as the Official Convenience Store of Minor League Baseball. Throughout the 2025 season, the Circle K brand was integrated into the in-stadium experience at most MiLB ballparks.
Before the national partnership with MiLB, Circle K’s franchise division sponsored nine individual teams for the back half of last year with Diamond Baseball Holdings, which operates more than 40 minor-league teams.
The reception to the national partnership has been extremely positive. “We have local park activations between innings that are very, very well received, and the organic social media exposure that we get from those spots has just been tremendous,” said Greg Dean, director of franchise marketing for Circle K.
Circle K business units worked closely with the individual teams to figure out what between-inning activations would work best, including those that have worked in the past. “It really helps to give that localized feel, rather than feeling very stale,” Dean said. “They could be anything from a Polar Pop drinking contest to a ‘freeze cam’ with our Froster frozen beverage to whatever crazy things these teams come up with.”
Circle K also is the official sponsor of the Baseball Traveler, Ben Hill. Hill travels around the country visiting different MiLB
As fans celebrate a hit from the Charlotte Knights, they also see Circle K signage around the park, creating a positive association for the brand.
stadiums, collecting stories about the games, the food and the history of the stadium. “He doesn’t necessarily focus on the games. He focuses on the activities in the parks, the cool things, the different kinds of food,” said Dean. “He actually has food tasters that he recruits from fans attending the games. When they go to the park, they try the food for him, and then he comments on it. He posts these on social media. … He also has appearances on the Major League Baseball network, which really allows the Circle K brand to get national exposure.”
ALL ABOUT COMMUNITY
C-stores are community stores. Sports marketing is, essentially, another way to reach out and connect to the local community.
The relationship between Tiger Fuel and UVA began first with the owners, proud UVA alumni raised by proud UVA alumni. “Even more so than that, we’re a smaller town, and UVA is a big part of the community,” Lamarche said. “Being locally rooted and then being able to support something that’s also locally rooted just feels really good. It feels right from a partnership perspective.”
For its first NIL deal, Tiger Fuel chose Johnson because she grew up in the area. Regardless of her performance on the basketball court (she had a record-breaking year), customers are excited when they see photos and signage of her in a store, Belkowitz said.
“It’s been a delight to partner with her and see the community reaction to that,” she said. “We’ll be at an event and have her
FINDING NEW OPPORTUNITIES
One way Circle K engages with local communities is through local league sponsorships, facilitated by a company called Play VS. With Play VS, Circle K is sponsoring two rec league baseball teams in California and two in Florida, providing uniforms for the players and the coaches, said Greg Dean, director of franchise marketing for Circle K.
This past year, Dean said, Play VS approached Circle K with a new proposal for high school and middle school teams: esports, which is competitive video gaming. Large professional esports leagues that are televised or are on social media actually draw more people than the Super Bowl, Dean said. Why? Because it’s a global sport. And colleges are starting to offer esports scholarships to students.
“BEING LOCALLY ROOTED AND THEN BEING ABLE TO SUPPORT SOMETHING THAT’S ALSO LOCALLY ROOTED JUST FEELS REALLY GOOD. IT FEELS RIGHT FROM A PARTNERSHIP PERSPECTIVE.”
Circle K sponsored 40 Play VSenrolled schools from Orange County Public Schools in Florida. The c-store was also named the official sponsor of the Florida Esports State Championship. “It was very successful,” Dean said. “There were 80 schools that participated and over 2,000 students. And for the winners, we’re going to be sending them to a local Minor League Baseball game, all expenses paid, with their family and coaches.”
posters there, and we’ll see people light up because they know her. When we took her LTO combo off the menu, we had people reach out and ask where it’s gone.”
“We really want to partner with athletes from here who … instead of going to a different market, have decided to stay local and play for the hometown team,” she said.
Lamarche said the customer response to these promotions is indicative of how genuine the relationship between Tiger Fuel and the community is. “We’re the local team. We’re the hometown team,” he said. “And we’ll go to a basketball game, a baseball game or a football game, and … we’ll see our presence there—not only in the assets that we have up there but in the crowd. We’ll see folks wearing Market hats or Tiger Fuel hats.”
For Circle K, the MiLB partnership has allowed the brand to connect with consumers in smaller communities at the ballpark and in-store. “In the past, we’ve never been able to merchandise or to market in some of these areas because we didn’t have enough site count,” Dean said. “You could have an area that has two or three stores, with a minor league team that’s close, but we were never able to do billboards or traditional advertising. But this MiLB relationship gives us a way to engage and connect with customers in these communities through a pro sports experience at a fraction of the cost.”
While at a Circle K in Spartanburg, South Carolina, Dean said he watched “customers
walk into our store and get so excited just about spinning a wheel to win a prize. It could be a Polar Pop. It could be a t-shirt. They just get so excited about that local activation.” He said that’s what Circle K wanted to focus on with this partnership: getting down to the local level and making sure it is fully engaged with local communities.
Weigel’s NIL deals also help the company give back. At Christmastime, the athletes come out and support the community with the annual Weigel’s Family Christmas event. “Seeing the kids’ faces light up when they meet our NIL athletes is amazing to see,” Triantafellou said. The athletes and other volunteers take more than 250 children from local communities—kids that otherwise wouldn’t have a Christmas—on a shopping trip to pick out gifts for themselves.
When the University of Tennessee baseball team won the national title last year, Weigel’s worked with 10 vendors in addition to Coca-Cola to create a giveaway program. There was tremendous traffic in stores, Triantafellou said, but there were also “hundreds of comments from people just saying, ‘No one else is doing this like you guys are; you actually care about what we care about.’”
Leah Ash is a writer and editor at NACS. She can be reached at lash@convenience.org.
This year, Weigel’s signed a record-breaking number of NIL deals with athletes. The University of Tennessee’s women’s volleyball team is one team on its lineup.
Stephanie Sikorski, vice president of strategic initiatives at NACS and CEO of TruAge, shares the latest on TruAge and other NACS initiatives that aim to boost the entire industry.
BY LAUREN SHANESY
TruAge is a secure digital tool for age verification that ensures accuracy, helps protect retailers from risk and reduces privacy concerns for consumers when compared to manual carding.
Stephanie Sikorski, vice president of strategic initiatives at NACS and CEO of TruAge
NACS exists to advance convenience and fuel retailing. That could mean advocating for the industry on Capitol Hill, providing data-driven insights or hosting the global convenience community at the NACS Show. And often it means thinking ahead—peering around corners and preparing for what’s next in convenience.
“For more than 60 years, NACS hasn’t just studied and anticipated change, it’s helped retailers lead it. It’s our role to ensure c-stores are well-positioned for the future and our industry remains competitive,” said Stephanie Sikorski, vice president of strategic initiatives at NACS and CEO of TruAge.
“Recently, we’ve focused on exploring strategic initiatives that would protect our stores from risk while also maximizing opportunities to grow businesses and evolve digitally,” she said. “Over the last six years, we’ve created a digital product suite. Its four current solutions were purpose-built for the industry, by the industry by NACS and Conexxus. Each solution is designed to address key industry challenges. And whether they’re used alone or together, they’re designed to reduce risk while increasing traffic, digital presence and revenue.”
The four products are:
• TruAge®: a free, privacy-first digital ageverification tool that allows consumers to securely show proof of age when purchasing age-restricted products. TruAge unlocks a
better experience at checkout, reducing risk for retailers and making the carding process faster and easier.
• THRIVR : an integrated social media, reputation and listings-management solution designed specifically for c-stores. THRIVR helps retailers show up in local searches, increase brand visibility, build bigger baskets and gain new customers.
• PROSPR : a digital coupon and promotion platform that simplifies offer distribution and redemption. PROSPR ensures a smoother experience at checkout while eliminating fraud and inefficiencies.
• Charging Analytics Program (CAP): a database that provides aggregated EV market and charging deployment data across the U.S. and Canada, plus insights on when, where and how EV chargers are being used. CAP helps retailers determine ROI for installing and operating electric vehicle charging stations.
“Any of these solutions can be used individually, but there is also a lot of power in using them together,” said Sikorski.
“Let’s use THRIVR as an example. It helps retailers better manage their social media, online presence and reputation in one platform without having to manually go into dozens of different social accounts and web listings. A retailer can send out a digital promotion or coupon through that same platform, which
A traditional ID scan processes more than 33 pieces of information about a customer, while TruAge’s technology only uses four data points to verify age.
now means they are engaging with our latest solution, PROSPR. Maybe that customer found the store through THRIVR, came in because of the digital coupon that was made possible by PROSPR, and then also used a single scan with TruAge to get age-verified for a purchase. All of this might have happened because the customer was looking for a place to charge their EV—which brings in CAP,” she explained.
“These solutions are intended to help retailers drive impact where it matters to them today and tomorrow. Every company and brand is different, so how they use one tool, a combination of tools or all four tools will look different.”
WHY WERE THESE INITIATIVES CHOSEN FOR NACS TO DEVELOP?
Every single one of these products is a futureforward solution built for the moment we’re in and the future we’re heading toward. NACS, Conexxus, retail leaders and the supplier community worked together. We determined what problem we are trying to solve for and how we can prepare for future problems that we can foresee down the road.
From a technology perspective, we didn’t want to get caught flat-footed or left behind as an industry. TruAge is a great example of this because you can use it today by scanning a traditional driver’s license, but we’re also readying the industry for mobile driver’s licenses and a more prominent digital wallet ecosystem in the future.
For me personally, these initiatives are about doing something for the greater good and helping to advance the industry and what it offers. It’s also about shifting us to being more proactive versus reactive—creating smart, responsible solutions that are both accessible and scalable. I wake up every day viewing my job as an opportunity to accelerate innovative solutions to significant issues and opportunities in our industry.
At NACS, we started to shift our own thinking and explore our role with a new lens. It was a paradigm shift—as the largest global trade association for convenience and fuel retailing, what if NACS could help the industry start to think of itself as a 152,000-store chain (the total number of convenience stores in the United States). Imagine the voice and influence that size company would have. Imagine the resources it would have, its ability to shape and drive the future. But it’s not just about influence, it’s about impact; especially given our role in communities across the U.S. and around the globe. The power of that shift in thinking helps lift everyone, whether you have one store or 1,000 stores, and supports the whole industry to do well, as responsible business owners and manufacturers.
TRUAGE IS A GREAT EXAMPLE OF THIS FORWARD-THINKING SOLUTION MINDSET. TELL US MORE ABOUT IT. TruAge is a perfect example of not just anticipating what a trend might be, but in a way, creating it.
Convenience stores are the single-largest channel for age-restricted product sales. Protecting this core part of our baseline business is essential.
When we set out to develop TruAge, we had to go in eyes wide open about both the risks and the opportunities facing our industry. On the risk side, there was concern that youth use of products like vapes was on the rise, regulators were tightening product restrictions and the social license for convenience stores to sell age-restricted products was at stake. We also knew current systems weren’t built for a digital-first future and that costly mandatory age-verification regulation was looming.
At the same time, we saw tremendous opportunity. By creating a responsible, notfor-profit, industry-led solution, we could help future-proof the channel for emerging
The convenience industry processes an average of 54 million age-restricted transactions every day— more than any other industry.
products like cannabis, intoxicating hemp beverages and OTC pharmaceuticals, lead in terms of the adoption of mobile driver’s licenses and digital wallets, deliver a frictionless consumer experience without sacrificing privacy and protect retailers from a new swipe fee-type charge on age verification. NACS has been battling swipe fees for decades, and we didn’t want age verification to become a similar situation.
The convenience industry is traditionally really good at playing defense. But TruAge was an opportunity to play offense. What would it look like if we leaned into combating the misinformed narratives and headlines and took the initiative to show exactly what it looks like to sell legal, age-restricted products responsibly—with the data to back it up.
We are not only doing the right thing by helping prevent youth access to age-restricted products by carding responsibly, but the beauty of TruAge is that it helps balance safety and speed. TruAge not only verifies age, but it also detects fake IDs and checks volume limits, cutting checkout time and reducing the retailer’s risk so front-line team members can get back to what our core focus should be, and that’s our customers.
SPEAKING OF THE CUSTOMER, YOU DID A LOT OF CONSUMER RESEARCH TO DEVELOP TRUAGE. WHAT DID YOU LEARN ABOUT WHAT THEY’RE LOOKING FOR, AND HOW WILL THESE TOOLS HELP RETAILERS BETTER SERVE THE CUSTOMER?
A product is only as good as the consumers’ willingness to adopt it, so we really did our due diligence before launching TruAge. We
found three big things—consumers wanted ubiquity, privacy and speed of transactions. There is a big move from consumers towards everything being digital, including their wallets. Think about it: It probably takes 10 minutes to realize you lost your phone, but 24 hours to realize you lost your ID. Everything is becoming more mobilefocused. TruAge can accept traditional driver’s licenses today but it’s also built—and ready— to be part of a future frictionless checkout experience.
Consumers also want to be age verified privately. When you scan an ID, it contains more than 33 pieces of information, including name, address and other information a customer might not want to share and that isn’t necessary for age verification. TruAge only uses four data points: date of birth, expiration date, state of issuance and license number. This was a big factor for women in particular, but really for anyone who feels uncomfortable giving over personally identifiable information to make a purchase. A cashier needs to know you are of legal age to buy a product—not your identity or where you live.
WHY SHOULD RETAILERS ADOPT TRUAGE NOW?
As of now, we have the ability to activate twothirds of the industry on existing point of sale platforms, which is really as easy as flipping a switch for them. We have partnered with Verifone, Invenco by GVR, Clover and more, so there’s no incremental coding, hardware or extra training—we built it to flow the exact same way they’re used to. TruAge is 100%
NACS has been battling swipe fees for decades, and we didn’t want age verification to become a similar situation.
free for all convenience retailers. This means you never pay per-scan, per-store or pertransaction costs. We like to say it’s just more protection on both sides of the counter. If we can develop a product that works in convenience, then it can pretty much work anywhere considering the sheer number of pressure tests we have daily in our channel alone. The product has been vetted by the Department of Homeland Security and the technology was recently named the de facto global standard for digital age verification by the World Wide Web Consortium (W3C). That’s something the industry should be proud of—this incredible solution can work for so many businesses and industries around the globe, and it came out of convenience.
YOU’VE BEEN WORKING ON THE NACS DIGITAL ECOSYSTEM FOR A WHILE AND BECAME THE CEO OF TRUAGE IN 2024. WHAT’S BEEN A PROUD MOMENT FOR YOU SINCE YOU TOOK ON THAT ROLE?
The first time we had TruAge live in a store, which happened in 2022, it was absolutely not perfect. We learned a lot during the process of that first concept test. It’s a huge kudos to our industry for their willingness to test and learn and refine the product with us.
Right after NACS Show last year, we were given the opportunity to showcase TruAge as the official age-verification system at a large Formula One-related event in Austin—with only one week’s notice. At the event, we had a line of about 600 people wrapped around the block to get in, and two police officers standing behind our team to ensure we were age verifying properly. And it went flawlessly.
There were no glitches. Everything went off without a hitch. We caught some expired IDs, and the police officers were like, ‘This product is so cool.’
At one point, the event management team actually asked us to slow down. It was a really proud moment. We spend so much time working heads down, but it’s important to pause and relish those types of moments where we really see what we have been able to accomplish.
HOW DO YOU HOPE THESE TOOLS EVOLVE IN THE FUTURE? WHAT’S NEXT?
I always come back to what convenience really means. In everything that we do, we should be asking ourselves: Are we building things and serving our customers in the way that they want? Is our solution convenient? By that I mean, is it easy? That’s the real test, right? And how do we continue to cut out things that are points of frustration for our guests? Bonus points if it allows us time to get back to our roots as community stores. I want to see us remove as much friction as we can at the first mile and the last mile with the tools that we’re creating. Change can be scary, but we have the opportunity as an industry to embrace smarter ways to deliver on convenience. To make it easier … which will help us focus on what matters most: our employees, our customers and the communities we serve 24/7/365.
Lauren Shanesy is a writer and editor at NACS and has worked in business journalism for a decade. She can be reached at lshanesy@ convenience.org.
Visit the NACS Future of Convenience booth (N002) at the NACS Show in Chicago, October 14-17
See all four solutions live in a store-like format. “Being able to test these tools in a real scenario will bring them to life—you’ll be able to see exactly how you might use them in your store,” said Stephanie Sikorski, vice president of strategic initiatives at NACS and CEO of TruAge. “We have all the solutions available and can demonstrate them on multiple POS systems, and will walk you through exactly what they look like from both the retailer and the customer side.” Representatives from each of the products will be on site for demos and questions.
For more information, visit the booth or get in touch with Sikorski (ssikorski@convenience.org) about any of the NACS strategic initiatives.
$2M
Patron Points will process over $2 Million in P+ Discounts in 2025. 2 Years
Patron Points has over 2 years of P+ experience.
Breaking Into BETTERFOR-YOU
Rich Products offers insights on how to add healthier options to menus.
ELIZABETH SOMMER customer marketing manager, Rich Products
WHAT ARE CONSUMERS CURRENTLY LOOKING FOR WHEN THEY MAKE THEIR FOOD CHOICES?
From what we have seen since the NACS Show 2024, a clear trend has emerged across the convenience retail landscape—functionality is a driver in food and beverage innovation. From protein-enriched drinks to caffeinated bars, energy bites and tablets, convenience store offerings are evolving to meet consumers’ growing demand for additional benefits.
Today’s shoppers are seeking more than just sustenance—they’re looking for products that support immunity,
gut health, hydration, energy and relaxation. Ingredients like vitamins, probiotics and adaptogens are becoming mainstream as consumers increasingly prioritize wellness in their everyday food choices.
At Rich’s, we’ve developed products that meet this demand for functional benefits. Our self-serve f’real Blue Raspberry and Strawberry Watermelon Energy Freezes are designed to refresh and energize—containing the caffeine equivalent of a cup of coffee. Additionally, our hickory smoked bar-b-que pulled pork is both delicious and packed with protein.
HOW DOES THAT DESIRE FOR BETTER-FOR-YOU TRANSLATE INTO THE C-STORE?
This shift has prompted c-stores to expand their offerings to include items with functional benefits for a wider range of options, such as gluten-free, plant-based or even added vegetables.
Rich’s offers a gluten-free cauliflower pizza crust, which hits multiple better-for-you categories. Additionally, we offer our Happy Orchard Banana Chocolate Chip Muffin Loaf, Chocolate Fudge Brownie and Chocolate Chip Cookie,
which have fruits and vegetables baked into them.
Many consumers are still satisfying their cravings with classic potato chips and bagged candy, but both Gen Z and Gen A are strongly indicating that healthier options often enter their consideration set. They look for clean-label, pronounceable and familiar ingredients, and often have a list of ingredients they prefer to avoid, like artificial colors.
IS THERE A CERTAIN TIME OF DAY WHEN CONSUMERS ARE MORE INCLINED TO GO FOR BETTER-FOR-YOU FOODS RATHER THAN MORE INDULGENT FOODS?
Consumer interest in betterfor-you foods doesn’t follow a strict schedule—actually, it often overlaps
Rich
Products’ Happy Orchard Banana Chocolate Chip Muffin Loaf, Chocolate Fudge Brownie and Chocolate Chip Cookie have fruits and vegetables baked into them, appealing to consumers who are looking for healthier options.
with moments of indulgence. Mornings and mid-afternoons tend to be peak times for functional choices like protein drinks, energy bars or items with added vitamins and probiotics, but these selections are frequently paired with more traditional or indulgent items. For example, it’s not uncommon for a shopper to grab an energy drink alongside a muffin or breakfast sandwich.
This reflects the broader trend that consumers want balance. They want products that can satisfy a craving while also delivering added value, whether that’s energy, satiety or nutritional support. C-stores should consider curating assortments that allow for both, offering functional benefits without compromising on flavor or comfort. The key is
WHAT ARE SOME WAYS THAT C-STORE OPERATORS CAN BRING THOSE BETTER-FOR-YOU BENEFITS INTO THEIR FOODSERVICE MENU?
There are a couple of actionable steps that operators can take. First, they can incorporate functional ingredients into their menus and core offerings. This includes ingredients like lean proteins, whole grains, probiotics, adaptogens and This interview is brought to
Consumers want balance. They want products that can satisfy a craving while also delivering added value, whether that’s energy, satiety or nutritional support.
plant-based alternatives. Think proteinpacked breakfast wraps, whole grain or gluten-free pizza crusts, sandwiches with high-protein fillings or smoothies with added vitamins or collagen.
Second, offer customization. Allow customers to personalize their meals by choosing a high-protein base, adding nutrient-rich toppings or selecting low-sugar sauces. This not only supports dietary preferences but also enhances perceived value.
HOW CAN A C-STORE OFFER
HIGH-QUALITY PRODUCTS AND COMPETE WITH QSRS WITH A LIMITED STAFF TO DEVOTE TO FOODSERVICE?
The key to delivering QSR-quality food lies in smart operational strategies. Operators can invest in high-efficiency equipment, streamline the menu and partner with suppliers to source high-quality, preportioned or ready-toassemble ingredients.
Rich’s offers multiple fully finished meal options that come frozen and just need to be cooked, like its fully topped cheese pizza or its fully topped flatbreads. Other options are thaw and serve, like Rich’s fully finished cinnamon rolls and donuts. These options reduce labor and help a retailer ensure consistency across products and locations.
Another way to achieve a high level of quality in foodservice without a lot of labor is to focus on grab-and-go. Rich’s offers a variety of grab-and-go options from sweet indulgent snacks, like its chocolate mousse parfait, to full meals, like Rich’s fully topped flatbreads which customers can easily heat and eat at home. By combining operational efficiency with quality and innovation from a supplier partner like Rich’s, c-stores can meet rising consumer expectations while keeping labor costs in check.
Cool New Products Guide
This advertorial-style guide of services and packaging appears monthly and is an information-packed tour of ideas and approaches that can change how consumers view your store or choose your brand. It spotlights the newest thinking in convenience and fuel retailing and gives you an advance look at ways of staying in front of industry trends. Products are categorized the same way we organize the Cool New Products Preview Room at the NACS Show each year in October— New Design, New to the Industry, New Flavors, Health & Wellness, Green (EcoFriendly), New Services and New Technology Products are considered “new” this year if they’ve been introduced since October 2024. The products featured here also can be seen in the Cool New Products Discovery Center at www.convenience.org/coolnewproducts
MONSTER ENERGY COMPANY
ULTRA WILD PASSION
ZERO SUGAR FLAVOR UNLEASHED
Living with passion and chasing dreams is all we’ve ever known. Making it happen all day gets exhausting though. To help us charge-on comes Ultra Wild Passion. Fully loaded with our legendary energy blend allowing you to focus on what inspires you and lifts you up. Zero sugar, Wild passion pairs the sweet & tart flavor of passionfruit with a twist, creating a new taste sensation. It’s a light, refreshing, super easy drinking pick-me-up you won’t want to put down.
NEW FLAVORS
Dieffenbach’s Snacks
Uglies Hot Honey SWEETS! and Spicy BBQ SWEETS!
Uglies® Introduces Two New Sweet Potato Kettle Chip Flavors!
Imperfect By Nature, Delicious By Design™, Uglies® Kettle Chips are crafted from potatoes with minor cosmetic imperfections (inconsistent shapes, sizes, or colors…). Uglies are rescued from becoming food waste and turned into beautifully delicious small-batch kettle chips to help farmers, reduce food waste and give back to charity! And now Uglies offers two new flavors of Sweet Potato Kettle Chips. The new Hot Honey flavor has everyone buzzing over savory sweet potato chips stung with a touch of habanero, and the new Spicy BBQ flavor transports fans to a smoky backyard cookout with each zesty bite! Savor all 9 delicious flavors of Uglies Kettle Chips, and feel great knowing that you’re helping the world, too! Visit www. UgliesSnacks.com to learn more!
Trion Industries, Inc.
American Made Quality & Dependability
Visit Trion at Booth N624
NEW TECHNOLOGY
McKee Foods Corporation
Little Debbie Single Serve Premium Products
Delicious Upgrade in Single Serve
Boost profits with the WonderBar & ZipTrack Merchandising Systems. Designed for storewide use, Trion’s pusher systems keep your product organized & fronted at the shelf edge, promoting shopability & increasing sales. The driving force behind Sell More in the Same Space, WonderBar increases your facings upward of 35%. ZipTrack features adjustable lane widths allowing you to size each lane to match your merchandise & the auto-feed pusher eliminates the headache of gravity feed systems & keep your product at the shelf edge. Visit Trion at NACS Show, Booth N624 to learn more. TrionOnline.com
Little Debbie is proud to unveil a premium line of single-serve pastries that blend indulgent flavor, on-the-go convenience, and high-quality presentation. Designed to stand out in the marketplace, these new offerings aim to elevate the snacking experience for consumers. This premium line features five enticing treats, each crafted to satisfy the growing demand for upscale, individually wrapped snacks. Whether for a quick breakfast, an afternoon treat, or a sweet finish to the day, these selections are sure to appeal to a broad audience.
Welch’s Zero Sugar Juice
Zero Sugar. Full Flavor.
Zero Sugar. Full Flavor. You Gotta Sip It To Get It.
HIPPEAS is a fast-growing, plant-based snack brand on a mission to change snacking for the better. Known for our delicious chickpea-based snack, including Puffs and Tortilla Chips, we are passionate about delivering tasty, nutritious, and sustainable products to consumers around the globe. For more information, give us a shout at sales@hippeas.com.
Anchor Packaging NEW TO THE INDUSTRY
One part is both the base & lid!
Introducing Invertibles™ a game changing package for designed for convenience. This innovative new design eliminates base/lid mismatches, simplifies training, and cut storage needs in half. One-hand closure snaps securely and speeds up prep. Available in 16oz and 24oz options, and safe for 230°, Invertibles are perfect for hot or cold grab-and-go. Microwave and dishwasher-safe, made in the USA.
Welch’s
Invertibles™
HIPPEAS NEW FLAVORS
Chili Crunch Ramen Snapdragon
Warning: May Cause Noodle Addiction.
NEW RAMEN, SAME OLD PROBLEM: YOU’LL DEFINITELY WANT TWO BOWLS.
New Cibo Vita LLC
Nature’s Garden Probiotic Yoggies
Yogurt Covered Fruit Bites
NEW FLAVORS
Primo Brands
Regional Spring Water 25 fl oz Aluminum Bottles
NEW TO THE INDUSTRY
Yoggies are made with real fruits, coated in smooth, creamy yogurt, and packed with billions of live probiotics plus fiber for digestive wellness. With no artificial flavors or colors, these treats are also gluten free and non-GMO, making them a better-for-you choice the whole family can enjoy.
Buyer Contact: burcu@cibovita.com
PR Contact: renee@maximumexposurepr.com
Six Trusted Brands in Aluminum.
Today’s shoppers expect more than hydration - they want recyclable, premium, on-the-go options. Primo Brands delivers with regional spring water in sleek aluminum bottles, available across six trusted names: Arrowhead®, Deer Park®, Ice Mountain®, Ozarka® (1/1/26), Poland Spring®, and Zephyrhills®.
Plus, as partners of 1% for the Planet, every purchase gives back locally. Stock your cold vault with better-for-you hydration in aluminum.
Surfside expands with 19.2oz cans of its vodka-based Iced Teas & Lemonades. These new offerings provide consumers with a right-sized, value-driven format for c-stores. Surfside is the #1 dollar growth driver across beer and RTD spirits in 2025*, fueling category growth nationwide. (*Source: NIQ Retail Measurement B/W/A |TUS All Off-Premise Outlets| YTD 2025 W/E 08/02/2025)
Made by Pros for Pros
NEW TO THE INDUSTRY
The PRO Snack Stick is a protein packed (16 grams) meat snack for every person that is a PRO in whatever it is that they do and need protein to fuel them through the day. The four varieties of the PRO Snack Stick include Original, Teriyaki, Jalapeno Cheddar and Pepperoni, with each flavor coming in a single serve 1.9 oz package and will have an MSRP of $2.69.To see the PRO Snack Stick, and all of the high quality, hand crafted, small batch meat snacks from Wenzel’s Farm, visit www.wenzelsfarm.com.
Djeep Lighters NEW DESIGN
Djeep Elegant and Djeep Bold
Visit Djeep and BIC at NACS Show Booth S6513
Djeep Lighters bring you shoppers long-lasting, reliable quality in a variety of premium designs and textures. So they have the freedom to express their unique style, spirit and Passion... whenever the mood strikes.
Pabst Brewing Company
Jack Daniel’s Country Cocktails Southern Lemonade | Jack Daniel’s Country Cocktails Bolder | KICK’D by Colt 45
BOLD FLAVORS FOR THE COLD CASE
Southern Lemonade: A refresh on a classic. Fresh lemon flavor with the perfect balance of tart and sweet.
Bolder: Now in 8% ABV 12oz 12pk featuring four classics: Strawberry Punch, Downhome Punch, Watermelon Punch, and Southern Peach.
KICK’D: A 10% ABV FMB from Colt 45, in Watermelon Lemonade and Blue Raspberry.
CJ Schwan’s Foodservice
bibigo™ Chicken & Vegetable Steamed Dumplings
Need on-trend K-flavor? bibigo™ for it.
NEW TO THE INDUSTRY
Bring the #1 frozen Asian snacks brand to your cold case or freezer door and draw some serious attention. bibigo™ Chicken & Vegetable Steamed Dumplings are a great fit for individual meal needs—with a 10 day shelf life once thawed, perfectly portioned size and simple prep instructions. Now it’s remarkably easy to meet consumer trends demanding more global flavor at your c-store. Get started by contacting us at SchwansFoodService.com or 888-554-7421.
Kumi 6 Scenic
Kumi 6 Scenic
Kumi 6 Scenic
KUMI Six Scenic Vape is engineered for extended use with an impressive 50,000 puffs and a rechargeable 850mAh battery. Its premium triple mesh coil delivers consistent, smooth flavor that customers will return for. A digital screen and visible e-liquid system add convenience by keeping users informed and in control. With 22ml total capacity (7ml prefilled + 15ml tank) and 5% SFN nicotine, it balances strength, flavor, and endurance. NC, AR, TX, KY Compliant
Brooklyn Cured NEW TO THE
Smoked Beef & Gouda Snack Pack
A Premium and Pork-Free Twist on Grab-and-Go Convenience
Everyone should be able to snack on the go! Now, with Brooklyn Cured’s pork-free Snack Packs, everyone can! Top-selling beef charcuterie pairs with unique cheese flavors, making these some of the only pork-free packs in the snacking category. Smoked Beef Salami & Gouda is just one of four new convenient and protein-packed SKUs. Other flavor forward products in the lineup include, Tuscan Red Wine Beef Salami & Rosemary Gouda, Bresaola & Gouda, and Bresaola & Truffle Gouda. Paired with unique flavor profiles, newly designed branded display trays guarantee that these will stand out on shelves. Featuring key messaging that’s important to your customers, like protein content, as well as lifestyle images that reflect on the go use cases, these merchandising solutions will give you an edge in selling more Snack Packs! For product inquiries, contact scott@brooklyncured.com, 914-282-2221.
The Vita Coco Company
Vita Coco Treats
Introducing Vita Coco Treats
Vita Coco Treats is a refreshing line of coconutmilk-based drinks that scream nostalgia—available in Strawberries & Creme and Orange & Creme, both creamy, sweet, and bursting with flavor. Go ahead and treat yourself, you deserve it—and with 61% of Treats shoppers new to Vita Coco, now’s the perfect time to join the fun!
Sunny Sky Products
Cinnabon® Cold Brew
NEW Cinnabon® Cold Brew!
A smooth, refreshing coffee experience featuring premium cold brew coffee blended with Cinnabon® cinnamon roll and signature cream cheese frosting flavors.
Pabst Brewing Company
Pabst Light
The Lighter Side of Pabst
NEW TO THE INDUSTRY
Pabst Light is a crisp & refreshing, light lager brewed for lowkey legends, sandlot heroes, and anyone else who wants to join the party with good vibes and zero pretense. At just 96 calories, 3.5g carbs, and 4.2% ABV, it’s the full-flavored beer with the never-full feeling you crave. Whether you’re grilling out, chilling out, or just hanging out — Pabst Light is the beer that gets along with everybody. It’s the People’s Light Beer. It’s America’s Quality Light Beer. But we just call it, “Pabst Light.”
Primo Brands
Splash Refresher Sparkling 16 fl oz
It’s Like Water, But Good®
NEW TO THE INDUSTRY
NEW TO THE INDUSTRY
The beverage landscape is shifting fast - and convenience store shoppers are leading the charge. They want better-for-you options without giving up bold flavor or the fun of sparkling refreshment. Splash Refresher Sparkling 16 fl oz is built for this moment, delivering zero sugar and zero calories in craveable flavors designed to excite. With Rocket Freeze, Kiwi Watermelon, Blood Orange, and Açaí Grape (launching early 2026) flavors, Splash Refresher offers a lineup that grabs attention in the cold vault and keeps shoppers coming back for more.
Hudson-Leramo Beverage Group
WARHEADS® Dispensed Beverages
Extreme flavor with a sour kick!
WARHEADS® Extreme Sour has been attacking tastebuds for decades - with fans around the world. Unleash the power of WARHEADS where iconic sour candy meets refreshing frozen & non-carbonated dispensed beverages! This category disruptor has a 93% brand awareness & is known as the MOST-SOUR brand, driving exceptional foot traffic while delivering impressive margins. Nostalgic adults and adventure-seeking teens can’t resist coming back for more. Contact a beverage specialist for more information: sales@hlbeverage.com. Stop by NACS Show, booth #S7349 for a taste!
Stone Gate Foods
Tater Kegs
THE TATER THAT’S GREATER
Introducing our new flavor: Kandied Sweet Potato Tater Kegs - This tater features delicious sweet potatoes, marshmallows and maple sugar! Other amazing Tater Keg flavors include Bacon Cheddar Chive, Cheese Bomb, Bacon Jalapeno, Buffalo Chicken, Crab Feast, Breakfast Skillet & The Reuben. Tater Kegs are shredded potato mixed with delicious flavors. All the best parts of a baked potato in the perfect handheld package. From the freezer, to the fryer, to the customer. Serve them in a variety of different ways and in many different applications. Great for to-go. Tater Kegs have a hold time of up to 3 hours under heat lamps. Visit our booth at the NACS Show or request samples today at www.taterkegs.com!
Foods, Inc.
GOYA Sugar-Free & Organic Aloe Vera Drinks
Refreshing. Soothing. Delicious.
Enjoy the delicious flavor of GOYA Sugar-Free and GOYA Organic Aloe Vera Drinks! The Aloe Vera Drinks category is quickly growing*, and consumer demand for BFY plant-based beverages is only strengthening. Take advantage of this opportunity by offering your shoppers the full line of refreshing GOYA Aloe Vera Drinks. Contact your GOYA representative or email salesinfo@goya.com GoyaTrade.com
*Source: Circana, Total US - MULOC, Time: Latest 52 Weeks Ending 06-15-25
Hot Honey and Philly Cheese Sausage
We know how your customers roll. That’s why we’ve added bold, on-trend flavors like Ultimate Hot Honey and Ultimate Philly Cheese—crafted to turn your roller grill into the go-to stop for snacks and meals. Load up with the #1 sausage brand in America* and keep customers coming back again and again. Which, last time we checked, is pretty good for sales. *IRI 1/7/25 Visit us at the 2025 NACS Show – Booth #S6149
Goya
Barefoot Adds 200mL Mini Tetras to Portfolio!
America’s most loved wine brand is making wine easier to enjoy with their new 200mL mini size. This new format combines premium quality with a great price point, delivering a win-win for both retailers and shoppers. They are intended to encourage trial & target shoppers who may be hesitant to try wine. In an effort to combat shrinkflation, these 200mL mini Tetras provide 7% more wine than a 187mL bottle without breaking the bank. Available in four different flavors, sold as both singles and 4-packs. Merchandise cold to capture the grab & go consumer.
Introducing Gallo Family 200mL Mini Size!
Gallo is expanding the wine category and pioneering innovation with a brand new 200mL Tetra Pak format. Tetra is the fastest growing format in the wine category. This format attracts new drinkers, elevates experiences, and expands wine occasions. These 200mL tetras contain 7% more wine than the previous 187ml bottle, providing a greater value to consumers! Available in 4-packs. Merchandise cold to capture the grab & go consumer.
Gallo Family 200ml
GALLO
Barefoot 200ml
GALLO
Ricos Products
Ricositos
Ricositos: The Ultimate On-the-Go Hot Cheese Snack!
Snack lovers, get ready for a bold new experience! Ricositos combines the crave-worthy crunch of hot cheese curls with the smooth, savory goodness of Ricos nacho cheese sauce, all in one convenient, ready-to-enjoy package. Whether you’re at work, on the road, or just looking for a quick and flavorful trreat, Ricositos delivers the perfect balance of heat, cheese, and CRUNCH in every bite! Ricositos are perfect for those who crave spicy, cheesy snacks with a fun twist. For more information, visit us online at www.ricos.com or stop by our NACS Show booth (N2619) to learn more!
Spirits of Virtue - S8579
Non-Alcoholic Spirit Alternatives
Zero-Proof
Discovery: Trial to Trade-Up
Scottish pioneers in zero-proof beverages, Spirits of Virtue is disrupting the convenience channel with new Discovery Pouches. Retailing at $2.99, these made-to-mix 2oz single-serve pouches come in six top-selling spirit alternatives — whisky, gin, vodka, bourbon, rum, and tequila — giving c-store buyers a low-risk entry into the non-alc market. Designed for impulse sales, trial, and basket-building, they’re big on flavor, high-margin, and built to move quickly. But the opportunity doesn’t stop there: Discovery Pouches also introduce shoppers to our full portfolio of multi-award-winning, full-size bottles, delivering lasting category growth and repeat sales. Together, they’re a complete solution for retailers looking to tap into the exploding zero-proof space. Come see us in our kilts at stand S8579, or for samples and ordering info, email mike@spiritsofvirtue.com +447774630876
Energy Pouches
A New Era of Energy Has Arrived
Wip is creating a new energy category with its pioneering caffeine pouches. Made with natural caffeine, essential vitamins and minerals, and zero sugar, Wip packs big energy and next-level taste in a convenient, pocket-sized pouch. Designed to meet the demands of today’s on-the-go energy consumers who expect more from their energy products. Bold flavors. Two caffeine strengths (100mg and 200mg). Two formats (10 pouch cans, 3 pouch packets). Anytime convenience. By combining the energy consumers seek in a format that has seen explosive growth in the past few years, Wip is unlocking new demand and driving incremental growth in energy. Join us in building the future of energy. Contact us at sales@wip.com.
NACS State of the Industry Report® of 2024 Data NACS Research
The NACS State of the Industry Report® is your essential guide to navigating a competitive and dynamic market. Packed with the industry’s most current financial and operational benchmarks, plus performance data across merchandise, foodservice, and fuel, this report gives you the insights you need to plan with confidence. With national, regional, and store-size breakouts, you can benchmark against peers, uncover growth opportunities, and make smarter, data-driven decisions to keep your business profitable. Available in digital license for instant access or hard copy for your reference library. www.convenience.org/SOIReport/
NACS
Wip
Wip
A white-glove survey any time of year commissionable to your stores • Custom-designed to your business questions by NACS Research • Expert analysis and unlimited follow-ups to inform your business strategy with first-party data
32.0%
Bracing for Impact
Changing economic and consumer conditions could translate to soft sales for the salty snacks category.
BY TERRI ALLAN
$4,275
The average gross profit dollar contribution from salty snacks per store, per month.
NACS
While sales of salty snack sales in convenience stores increased modestly last year, retailers and marketers are expecting a softer performance in 2025 as inflation, economic uncertainty and even consumer eating habits begin to weigh on the category. To best battle the headwinds, c-store operators should place a renewed focus on stocking the products and variety their customers are searching for, merchandise with an eye toward impulse purchases and building larger baskets, and remain aware of the role salty snacks play in driving trips and margins for the channel.
Salty snacks generated sales of $10,473 per store, per month in 2024, a 5.0% increase from 2023, according to the NACS State of the Industry Report® of 2024 Data (SOI). Because the rate of gain surpassed that of NACS’ convenience consumer price index (CPI) inflation metric, the category experienced “true growth” last year, said Emma Tainter,
NACS research manager, analytics and programs. (Translation: Sales dollars didn’t rise only because of inflation.) Gross profit dollars, meanwhile, increased 4.8% to $4,275, up from $4,079 in 2023.
The salty snacks category consists of nine subcategories. Potato chips account for nearly 32.7% of category sales, followed by other salty snacks at 25.7% and tortilla/corn chips at 13.1%. With the exception of other salty snacks and popcorn, all subcategories beat the CPI metric in 2024, Tainter said.
Consumer demographics likely contributed to last year’s performance because Gen Z and female consumers overindex on salty snack purchases, Tainter said. Moreover, the category continues to benefit from its propensity for impulse sales. “About one-third of all salty snack purchases are made on impulse,” she said, citing NACS Convenience Voices survey findings.
Matt Vickers, chief commercial officer for Plano, Texas-based PepsiCo Foods US, parent of Frito-Lay, pointed to a “shift in shopper behavior” last year that likely contributed to the increased dollar sales of salty snacks in c-stores: a movement from single-serve to takehome formats, which subsequently
4.6%
4.7%
$9,973
$10,473
4.94%
4.93%
Source: NACS State of the Industry Report® of 2024 Data
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drove higher basket rings.
“The take-home value and premium segments are leading the growth, suggesting that c-store shoppers are planning more and looking for either a better deal or a more flavorful experience,” Vickers said. “Core offerings have remained relatively stable, but we’re seeing momentum where assortment and merchandising match this evolving consumer dynamic.”
BELT-TIGHTENING TREND
Despite positive numbers in 2024, the category may not fare as well over the course of 2025, with signs indicating that economic conditions are affecting buying patterns. According to CSX data, sales of salty snacks through the first quarter of 2025 were trending below 2024 and 2023 figures. Tainter
surmised that with rising concerns about the economy, consumers may be pulling back on impulse purchases. Vickers concurred. “Consumer sentiment slowed across industries and categories in Q1, influenced by inflation, changing government policies and broader economic uncertainty,” he said. Ryan Wesley, data and analytics lead for Minneapolis-based General Mills Convenience, marketer of brands such as Chex Mix, Bugles and Gardetto’s, said that while salty snacks’ performance may be lower, “it’s in line with a decline in foot traffic into the store.”
C-store operators also report an inflation-induced slowing in sales of salty snacks. With single-serve packages of some chips priced at $2.69, “we’re seeing some trading down,” said Chris Kerber, owner of CD’s Quik Mart in Hopkins, Michigan. He pointed
Inflation has led consumers to seek value in their snack purchases.
CATEGORY CLOSE-UP SALTY SNACKS
to movement toward products from companies such as Motown Snack Foods, which has brands generally priced below those of bigger labels.
Similarly, at Greg’s Market, which has two stores in West Virginia, customers still spring for leading salty snacks priced as high as $6.59. Owner Greg Cassis said he’s also seeing sales of lower-priced items, such as those from supplier Walnut Creek Foods, “starting to pick up.”
At Pilot Flying J, “inflation has led consumers to seek value in their snack purchases,” said Jason Wakley, director of merchandising—grocery. “While some have turned to larger, resealable pack sizes, others prefer smaller, more affordable options.”
A rising consumer focus on health and wellness continues to affect categories such as salty snacks. Looking ahead, it could play an even bigger role.
“There’s a renewed focus on health and wellness as people embrace healthier routines but still want convenience and snacks that fit into their daily lives,”
The take-home value and premium segments are leading the growth, suggesting that c-store shoppers are planning more and looking for either a better deal or a more flavorful experience.
Vickers said. “We’re seeing growth in permissible options as people look to treat themselves while still feeling good about what they’re eating.” Brands such as Simply, PopCorners and SunChips are among PepsiCo’s fastest-growing brands, and the company is committed to “providing more positive, greattasting choices that fit how people live and snack today,” he said.
Protein-enriched snacks remain in high demand. “Protein continues to be the No. 1 sought-after nutritional benefit in healthy snacks among consumers,” a trend that benefits the nuts subcategory, said Diana Salsa, vice president of marketing at Wonderful Pistachios, Los Angeles. “Pistachios are a smart snack option and a good source of protein, fiber and better-for-you unsaturated fats.” The company incorporates protein-related messaging on its packaging and marketing materials.
CPG marketers have been keeping a close eye on the effect that increasing use of GLP-1 medications is having on snack foods. So far, the diabetes
and weight-loss drugs haven’t affected the core category shopper substantially, Wesley said—“but with time, that impact may become larger.” Tainter of NACS said that with prices of the medications coming down, 2025 is “when we really see the impact of GLP-1.”
INTENSE AND UNIQUE FLAVORS
Unique flavors continue to drive customer interest in the salty snacks category. “The popular flavors that are trending in the salty category revolve around intense flavor profiles and unique flavor combinations,” said Wesley, pointing to bold and spicy products such as Chex Mix Spicy Dill, Chex Mix Hot & Spicy and Tabasco Bugles. Spicy versions of the Pringles brand also have been well-received, including Pringles x Hot Ones in Los Calientes Rojo and Los Calientes Verde flavors and Pringles Hot Honey, said Stacey Urbaniak, director of commercial strategy at Kellanova Away From Home.
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CATEGORY
CLOSE-UP SALTY SNACKS
Salty Snacks Subcategory Data
Same-Firm Sample, Per Store, Per Month
Source: NACS State of the Industry Report® of 2024 Data
The popular flavors that are trending in the salty category revolve around intense flavor profiles and unique flavor combinations.
The brand partnered with Pilot Flying J on exclusive “first in market” Sweet Chili Sauce and Bourbon BBQ flavors last year. Wakley said the LTO products “generated significant excitement among our guests.”
Vickers said PepsiCo’s 2025 flavor innovations, including Doritos Golden Sriracha, are “off to a hot start.”
C-store operators report that demand for spicy salty snacks varies by market. “The hot and spicy trend was slow to take off in West Virginia,” but in recent months it’s showing signs of surfacing, Cassis said.
Kerber said his Michigan customers aren’t big fans of bold and spicy salty snacks. “We must have 25 SKUs of hot
products that can easily reach their expiration date,” he said. But the Takis brand is an exception. “I’m amazed at all the elementary school kids that go for Takis.”
Pickle flavors continue to infiltrate the category. “I started to get requests for Planters pickle-flavored nuts, so I ordered them,” said a manager at a Frazier’s store in Georgia. “Now my box is empty.” Salsa is seeing something similar with Wonderful’s new dill-pickled-flavored pistachios, saying they were performing “exceptionally well.”
Flavor combinations are another significant trend within salty snacks. Kerber said products such as Planters
CATEGORY CLOSE-UP SALTY SNACKS
Nut Duos and Dot’s Cinnamon Sugar Seasoned Pretzel Twists are generating interest among his customers.
Strategic
merchandising can go a long way in prompting impulse sales.
Kellanova recently introduced Pringles Mingles puffed snacks, which are packaged in peg bags rather than the brand’s iconic cans. Introduced in two flavor combinations— cheddar and sour cream, and sharp white cheddar and ranch—the products’ early performance “has exceeded expectations, both in distribution and velocity,” said Dan DeMeyer, senior director of Kellanova Away From Home.
New salty snack flavors can be an overall sales driver for the category. “Shoppers are looking for excitement in their snacking experiences, and the bold, unique flavors at convenience stores are helping drive trial and repeat purchases,” Salsa said. The new innovations not only attract new consumers to the category but also “encourage existing customers to experiment with something new,” she said.
EXECUTIONAL FUNDAMENTALS
With salty snacks being such an important in-store category, convenience retailers pay special attention to effective merchandising tactics. Greg’s Markets, for example, feature a spinner rack of new flavors adjacent to the sandwich case. CD’s Quik Mart offers a meal bundle of two slices of pizza, a bag of chips and a 32-ounce fountain drink for $8.99. And Frazier’s in Georgia promotes salty snacks at its stores through its rewards program.
Marketers of salty snacks say strategic merchandising can go a long way in prompting impulse
sales. “Retailers that are merchandising their aisles in the eyes of shoppers are best in class,” said Alizmarie Alvarez, c-store, drug and dollar category strategist at Hershey, Pennsylvaniabased Hershey, marketer of snack brands such as SkinnyPop popcorn and Dot’s Homestyle Pretzels. “This includes creating distinctions in the aisle to separate usage occasions and product types.” She added that vertical brand and category merchandising can lead to “improved stopping power and conversion.” Wesley of General Mills and Vickers of PepsiCo agree that crossmerchandising salty snacks with other products, such as cold beverages, is a winning strategy.
A focused approach to the salty snacks category is more important than ever. “While the c-store channel has faced traffic headwinds—driven largely by inflation and shifting consumer habits—there is plenty of opportunity in executing the fundamentals well,” said Urbaniak of Kellanova. With shoppers increasingly value-conscious, assortment, pricing and promotions must all work together. “C-stores that optimize planograms, maintain compelling promotional pricing and highlight what’s new are best positioned for success,” she said.
DeMeyer said critical and balanced attention to salty snacks will serve c-store operators well. “By staying focused on executional fundamentals and strong collaboration, we can overcome headwinds and unlock meaningful growth in 2026 and beyond,” he said.
Terri Allan is a New Jersey-based freelance writer, specializing in consumer products and retail channels. She can be reached at terri4beer@aol.com.
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