October NACS Magazine by NACS Magazine

Advancing Convenience & Fuel Retailing

OCTOBER 2026 THE EV DRIVER Demographic shifts create opportunity HOMETOWN HEROES The industry honors first responders

FOOD FIGHT BURGER UPGRADES page 38

PIZZA EVOLVES page 51

LEARNING FROM QSRs page 62

C-stores go bite-for-bite with QSRs. convenience.org

Advancing Convenience & Fuel Retailing

OCTOBER 2026 THE EV DRIVER Demographic shifts create opportunity HOMETOWN HEROES The industry honors first responders

FOOD FIGHT BURGER UPGRADES page 38

WHAT IS YOUR FUEL BRAND DOING FOR YOUR BUSINESS? PIZZA

Cenex® helps retailers build stronger businesses EVOLVES through robust financial support, traffic-driving page 51 programs, and expert retail consultants. Learn how Cenex can transform your business:

LEARNING FROM QSRs page 62

C-stores go bite-for-bite with QSRs. convenience.org

Advancing Convenience & Fuel Retailing

OCTOBER 2026 THE EV DRIVER Demographic shifts create opportunity HOMETOWN HEROES The industry honors first responders

FOOD FIGHT BURGER UPGRADES page 38

PIZZA EVOLVES page 51

LEARNING FROM QSRs page 62

C-stores go bite-for-bite with QSRs. convenience.org

Offers a ﬂexible incentive structure

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Contact your Altria Group Distribution Company Representative to learn more about the Digital Trade Program

Y9 1-

ONTENTS NACS / OCTOBER 2026

34 Turn Your

Foodservice Into a Growth Driver

This article is brought to you by Krispy Krunchy Chicken. Adding foodservice can be simple—growing profits should be too.

38 Happiness is a Warm Bun

Retailers employ value, LTOs and customization to keep the burger business lucrative.

51 Pizza’s Next Chapter What makes a c-store a pizza destination?

73 Everyday

5 Lessons from the Foodservice Competition Steal these ideas from other retailers to make your store a place customers can’t pass up.

Convenience on Camera

Photographer Jeffrey Benson turns c-stores and gas stations into works of art.

82 Will They Wear It Well?

ZANNATUL - stock.adobe.com

Wearable technology could be widespread in a few years—here’s what you should know.

Inside NACS Q+As

Meet the people who are leading exciting initiatives across NACS.

Frank Gleeson, President & CEO

111

Kevin O’Connell, Executive Director, NACS Foundation

155

George Zheng, Director of NACS International Asia-Pacific

195

Stephanie Sikorski, VP of Strategic Initiatives & CEO of TruAge

214

Doug Kantor, SVP of Government Relations & General Counsel

STAY CONNECTED WITH NACS @nacsonline facebook.com/nacsonline instragram.com/nacs_online linkedin.com/company/nacs

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.

ONTENTS NACS / OCTOBER 2026

98 Setting Up the Sunrise

This article is brought to you by GS1 US. 2D barcodes are coming soon. Take these steps to prepare.

102 Q+A: Jigar “JP” Patel

The CEO of Fastime and co-founder of SAASOA explains how independents can achieve more when they work together.

118

The Case for Window Service What does it take to turn a drive-thru window into a workable operating model?

116 Signs of Success

Strategic instore displays and immersive experiences can drive stronger customer connections.

133 Driving the

Conversation

Highlights from the NACS Convenience Matters podcast show an industry worth talking about.

144 24/7 Excellence

The 2026 NACS Foundation First Responder of the Year winners bring help, safety and comfort to their communities.

2 OCTOBER 2026 convenience.org

160 Checking In on

184 The Landscape

The latest innovations in self-checkout combat shrink and keep a human touch.

Emerging brands and changing consumer tastes shift the leaderboard atop this critical beer category.

Checking Out

170 A Recipe for Foodservice Growth

This article is brought to you by McLane. What can be cooked up when you mix years of expertise with equal parts innovation?

174 Where Is Fuel

Demand Heading? The fundamentals indicate a gradual shift to a new reality.

of Lager

200 Sustained

Momentum

This Q&A is brought to you by Monster Energy. As the energy drink category continues to grow, Monster Energy uses innovation to stay at the forefront.

202 Big Wins in Las Vegas

After you hit the

jackpot with discovery and connections at the NACS Show, celebrate in the lively host city.

218 7 Signals in the Convenience Industry

Consultant Christian Warning visits a thousand stores around the world every year. These are the early indicators he sees.

228 The New

EV Driver

As used vehicles hit the market in bigger numbers, the demographics of EV drivers are changing.

Vector Hive - stock.adobe.com

This Q&A is brought to you by The Imagine Group.

Taste. Discover. Order. Visit the McLane booth to sample our newest items, including beer-battered cheese curds, Caesar salad wrap, and chicken alfredo penne pasta, and explore our high-margin private label candy and snack offerings. McLane customers can take advantage of exclusive show deals and order directly from the booth using McLane360, our new mobile app with instant deal ordering and real-time delivery tracking. Not a McLane customer? Discover how McLane can help grow your business with innovative foodservice solutions, margin-driving private brands, and easy-to-use technology.

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ONTENTS NACS / OCTOBER 2026 DEPARTMENTS 08

From the Editor

Faces of the Industry

NACS News

Convenience Cares

Inside Washington A de facto ban on hemp-derived products has been delayed until December— but there’s much work to do to keep these products on shelves.

260 Fuels and Energy

264 Gas Station Gourmet

266 Category Close-Up

280 By the Numbers

IT’S A FACT

$10,599 The average sales of salty snacks per store, per month in 2025. CATEGORY CLOSE-UP PAGE 266

PLEASE RECYCLE THIS MAGAZINE 4 OCTOBER 2026 convenience.org

The presence of an article in our magazine should not be permitted to constitute an expression of the association’s view.

CookShootsFood - stock.adobe.com

Center store categories like salty and alternative snacks are good indicators of consumer mindset.

THE EXCELLENCE YOUR CUSTOMERS EXPECT Value. TasTe. QualiTy. 10

SAT 0% GUARISFACTION ANTE ED

That’s the Premier Promise Make quality your priority while keeping value in mind. Premier Manufacturing, Inc. is owned by U.S. Tobacco Cooperative, a cooperative of U.S. farmers who grow the finest U.S. flue-cured tobacco to make high-quality, value-priced cigarette brands for adult consumers.

www.gopremier.com

/ OCTOBER 2026 EDITORIAL

NACS BOARD OF DIRECTORS

Jeff Lenard VP of NACS Media & Strategic Communications (703) 518-4272 jlenard@convenience.org

CHAIR: Annie Gauthier, CFO/Co-CEO, St. Romain Oil Co. LLC (dba Y-Not Stop)

Ben Nussbaum Publisher & Editor-in-Chief (703) 518-4248 bnussbaum@convenience.org

OFFICERS: Chris Bambury, Bambury Inc.; Tom Brennan, Casey’s; Varish Goyal, Loop Neighborhood Markets; Charles McIlvaine, Coen Markets Inc.; Natalie Morhaus, RaceTrac Inc.; Travis Sheetz, Sheetz Inc.

Michelle Cassidy Managing Editor mcassidy@convenience.org

Lauren Shanesy Editor/Writer lshanesy@convenience.org Noelle Riddle Editor/Writer nriddle@convenience.org

PAST CHAIRS: Victor Paterno, president and CEO of Philippine Seven Corp.; Don Rhoads, president and CEO of The Convenience Group LLC

Chrissy Blasinsky Digital & Content Strategist cblasinsky@convenience.org

SUPPLIER BOARD REPRESENTATIVES: Bryan Morrow, Chobani & La Colombe; Kevin LeMoyne, The Coca-Cola Co.

CONTRIBUTING WRITERS Amanda Baltazar, Kate Bernot, Aleza Freeman, Al Hebert, Steve Holtz, Pat Pape, Christian Warning

DESIGN Ji Ho Creative Director jho@convenience.org Lisa M. Zilka Senior Graphic Designer lzilka@convenience.org David Marvin Graphic Designer dmarvin@convenience.org

ADVERTISING Jennifer Leidich National Advertising Manager/ Northeast (703) 518-4276 jleidich@convenience.org Ted Asprooth National Sales Manager/ Midwest, West (703) 518-4277 tasprooth@convenience.org

Join us at conveniencecares.org

GENERAL COUNSEL: Doug Kantor, NACS MEMBERS: Lisa Blalock, BP North America Inc.; Brian Donaldson, Maxol Limited; Tony El-Nemr, Nouria Energy Corp.; Terry Gallagher, Gasamat Oil Corp./Smoker Friendly; Erin Graziosi, Robinson Oil Corp.; Raymond Huff, HJB Convenience Corp. (dba Russell’s); Mark Jordan, Refuel Operating Co.; Thomas Love, Love’s Travel Stops & Country Stores; Crystal Maggelet, Maverik Inc.; Rich Makin, Wawa Inc.; Brian McCarthy, Blarney Castle Oil Co.; Andrew Mitchell, Toot’n Totum Food Stores LLC; Jigar Patel, Fastime; Stanley Reynolds, 7-Eleven Inc.; Kristin Seabrook, Global Partners LP; Doug Yawberry, Weigel’s Stores Inc.; Scott Zietlow, Kwik Trip Inc.

Austin Fuller Senior Writer afuller@convenience.org

COME TOGETHER. DO MORE.

TREASURER: Lonnie McQuirter, Director of Operations, 36 Lyn Refuel Station

PUBLISHING Logan Dion Digital Media and Ad Trafficker (703) 864-3600 ldion@convenience.org Advertising production: production@convenience.org

NACS SUPPLIER BOARD SUPPLIER BOARD CHAIR: Bryan Morrow, Chobani & La Colombe CHAIR-ELECT: Kevin LeMoyne, The Coca-Cola Co. VICE CHAIRS: Mike Gilroy, Mars Wrigley; Jim Hughes, Liquid Death; Danielle Holloway, Altria Group Distribution Co. MEMBERS: Tony Battaglia, PMI U.S.; Ryan Calong, Tropicana Brands; Jerry Cutler, InComm Payments; Jack Dickinson, Dover Fueling Solutions; Matt Domingo, Reynolds; Mark Falconi, Greenridge Naturals; Ramona Giderof, Diageo Beer; Adam Gryzbek, BIC Corp.; Kevin Kraft, Olipop; Jay Nelson, Excel Tire Gauge LLC; Jordan Nicgorski, JUUL Labs; Nick Paich, TriggerPoint Media; Bria Troy, PepsiCo Inc.; Melissa Vonder Haar, iSEE Store Innovations LLC; Jason Zagaria, Primo Brands; 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: Vito Maurici, McLane Co. Inc.; David Charles, Cash Depot; Kevin Farley, InStore AI

Subscriptions and customer service: nacsmagazine@convenience.org 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. POSTMASTER: Send address changes to: NACS Magazine 1600 Duke Street, Alexandria, VA, 22314-2792 USA. Contents © 2026 by the National Association of Convenience Stores. Periodicals postage paid at Alexandria VA and additional mailing offices.

FROM THE EDITOR

Turn to page 28 0

Th e O c to of NAC ber 2026 issue S all-time Magazine set th N e the mos AC S record fo r t pag es and ove page co rall unt.

Teamwork Makes the Dream Work F

lip to the last page of this issue, and you’ll see, in the bottom left corner, the page number 280. That’s impressive, and it shows what a fantastic editorial team NACS has built. I want to call out some of the people involved. They did heavy lifting on this issue while keeping our digital content stream and newsletter in good shape and preparing for the NACS Show. A couple newcomers to NACS, Austin Fuller and Michelle Cassidy, underwent a baptism by fire. As a team they excelled at working on partner content, some of which appears in this issue and some of which you can find online. Michelle’s handiwork is visible in our NACS Show publications while Austin wrote two features for this issue, one on self-checkout (page 160) and the other on wearables (page 82). Lauren Shanesy and Noelle Riddle split their time between this publication and our digital stream. Check out Lauren’s Inside NACS interviews, which are spread throughout this issue. Noelle meticulously proofread every article in this issue and kept the entire proofing process on track. Our design team got in early and stayed late to keep the issue on schedule. Another newcomer, Lisa Zilka, has thoroughly upped our design game, while David Marvin contributed a number of layouts (my favorite of his designs in this issue is “The Landscape of Lager,” page 184). David also designed the cover. Logan Dion processed all the advertising (more

8 OCTOBER 2026 convenience.org

than 100 ads in this issue!) with great attention to detail and customer service, and with help from Bruk Belete.

That brings me to the NACS Media advertising team. It’s hard to imagine a better group. Ted Asprooth is an industry legend, while Jennifer Leidich continues to be an exceptional partner to suppliers. (Interested in advertising? Reach out to either of these individuals!) The last person to give a shoutout to is our longtime sales director at NACS, Stacey Dodge, who stayed through all the loose ends involved in this book but is now officially retired. It’s bittersweet to see her move on to a full-time focus on enjoying life. This book is a testament to everything she accomplished over 16 years at NACS. Of course, the invisible (but highly visible) partners in all this are the advertisers. Check out their ads— they wouldn’t advertise if they didn’t have a product worth paying attention to. Stop by their booths at NACS Show. If you’re not on site in Las Vegas, visit their websites. Let’s stay connected. Visit convenience.org to sign up for the NACS Daily newsletter. Ben Nussbaum Editor-in-Chief, NACS Media

WARNING: This product contains nicotine. Nicotine is an addictive chemical.

s. 7

FACES OF THE INDUSTRY

For the Good of the Team J

ulie Miller is a people person—a quality she has turned into a full-time role in the convenience industry. As the director of personnel for Fat Dogs Travel Centers in Nebraska, she says that “no two days are the same” at her job. “I have the opportunity to recruit, develop and coach many of our teammates in a number of different ways. I enjoy seeing folks grow into new roles and develop new skillsets,” Miller said. “I get to encourage potential hires on a daily basis to join our team in the convenience world. And it is easy to do so. We are passionate about what we do and who we serve.”

Julie Miller is the director of personnel for Fat Dogs Travel Centers in Nebraska.

I can’t think of anything more fulfilling in a workplace than to encourage and play a part in the development of people.

10 OCTOBER 2026 convenience.org

WHY SHE LOVES WORKING IN THE CONVENIENCE INDUSTRY We are a daily stop for many. But we are also a stop for folks on business trips, fun vacations and maybe trips that aren’t what they had planned. Our teammates get to be the friendly faces with whom our customers share their best days, along with their not-so-great days. We are honored to be a regular part of our customers’ lives. WHAT SHE FINDS MOST FULFILLING ABOUT HER JOB Helping teammates become a better version of themselves. When they arrive as a new hire, I get to share the vision. As they continue to grow with us, I get to highlight what being a good employee looks like and how we use our core values as a compass in our daily decision making. I get to be there to promote them to the next level of their careers and guide them in how to be the trusted leaders our teams are looking for. I can’t think of anything

more fulfilling in a workplace than to encourage and play a part in the development of people. A MEMORABLE MOMENT AT WORK I have had many, but a recent one was watching the teamwork and support that a teammate exemplified. We asked an associate in one of our convenience stores to help out in our food concept location 50 miles away while we worked to rebuild that team. He was excited to help and relocated for three weeks to do so. He was diligent in showing up, excited to be the support this location needed and never once complained when the lines were long or the work wasn’t easy. When his three weeks were up, there were tears from the manager, the teammates and this individual who went out of his way to help. It was so special to see this compassionate, human side of the business and it truly reminded me of why I do what I do.

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NACS NEWS

NACS Foundation Awards 15 Future Fund Scholarships This year’s winners receive $3,000 each toward their education. After receiving more than 100 applications, a record number, the NACS Foundation has awarded 15 recipients a 2026 Future Fund Scholarship. With the support of Keurig Dr Pepper (KDP) for the second year in a row, recipients will receive $3,000 each toward the cost of tuition at an undergraduate or community college. Scholarship recipients also receive complimentary registration for the 2026 NACS Show in Las Vegas, along with two nights of hotel accommodation and a $500 travel stipend to attend the event. They will be recognized at the NACS Show during an evening ceremony and given the first-hand opportunity to learn more about exciting career paths in the industry. The reception will be held on Wednesday, October 7, at 5:30 p.m. in the KDP booth. “Receiving over 100 applications demonstrates the depth of talent in this industry and the strong interest in building careers in convenience. These 15 scholars exemplify that potential,” said Kevin O’Connell, executive director of the NACS Foundation. “The Future Fund began as tuition support, but its broader aim is to create a pathway from entry-level positions in our stores to future leadership roles in the industry. We ap-

12 OCTOBER 2026 convenience.org

preciate Keurig Dr Pepper’s continued support of these students for the second consecutive year.” “Keurig Dr Pepper is proud to continue our partnership with the NACS Foundation for a second year, helping provide financial assistance to the next generation of convenience industry leaders,” said Kevin Martello, vice president of foodservice and industry relations at Keurig Dr Pepper. “We also greatly value the opportunity to connect directly with scholarship recipients at NACS and offer in-person mentorship to support the future of our industry.” The NACS Foundation Scholarship is open each program year to individuals who: • Are current employees at any level or position of a NACS retail member company and children/legal dependents of employees are eligible to apply. • Are enrolled, or planning to enroll, in an accredited university, trade school or certificate program for the program’s academic year. In addition, either the applicant or the parent/ guardian, if the applicant is a dependent, must remain actively employed by a NACS retail member company during the entire scholarship period. To learn more, visit conveniencecares.org/ scholarship.

THIS YEAR’S WINNERS

BAILEE BROCK Inland

EMILY DEPLATO Delta Sonic

AMBER GAMBINO Delta Sonic

LUCAS HARTWELL Casey’s

KAREN NICOLE MONTERDE 7-Eleven Philippines – Philippine Seven Corporation

MALLORY NIKKEL Casey’s

FRANCIS PASSARELLA Wawa

DALIANA PAZ ESCOBAR Delta Sonic

Not pictured: MADISON BROWN Casey’s AMAYA GAINER Sunstop Urban Market–College Town (Repeat Winner) TASHPIA KALAM G&M Oil Company DIYORAHON RAKHIMOVA RaceTrac (Repeat Winner)

DESIRE RODRIGUEZ G&M Oil Company

KYLIE ROSSMAN Kwik Trip

DANIELLA SPERANZA Delta Sonic

NACS OCTOBER 2026 13

NACS NEWS

Calendar of Events OCTOBER NACS Show October 6-9 | Las Vegas Convention Center Las Vegas, Nevada

Attend the First NACS Convenience Summit Middle East & Africa The inaugural event takes place November 16-18, 2026, in Riyadh, Saudi Arabia. This November, NACS is hosting the inaugural NACS Convenience Summit Middle East & Africa, an event for industry leaders to explore emerging trends, share innovative ideas and solutions and build connections that will shape the future of convenience across the region. The Middle East and Africa represent exciting growth opportunities in global convenience retail. As consumer expectations evolve and investments in mobility, foodservice and digital commerce accelerate, convenience retailers are expanding beyond traditional formats to deliver seamless, customer-centric experiences. What you’ll experience: Actionable insights: Discover innovative business models and practical solutions that help retailers adapt to changing consumer expectations and identify new growth opportunities across the region. Hear insights and research from global and regional experts on AI-powered retail, Gen Z and consumer behavior shifts, supply chain resilience and the future of food in convenience. Strategic relationships: Build strategic relationships with senior executives from more than 25 countries (85% from the Middle East and Africa). Exchange ideas and find solutions to today’s—and tomorrow’s—industry and business challenges. Immersive learning: Immerse yourself in the NACS Ideas 2 Go store tours featuring the Middle East’s iconic and innovative retailing experiences. Discover how digitization, automation and sustainability are redefining customer experiences. Awards gala and dinner: Celebrate convenience retail excellence and innovation across the Middle East and Africa. Join us for the NACS Convenience Retail Awards Middle East & Africa dinner on Wednesday, November 18, to honor excellence in four categories: Innovation, Convenience Cares, Store of the Year and Leadership. For more information, visit convenience.org/CSMEA.

14 OCTOBER 2026 convenience.org

NOVEMBER NACS Innovation Leadership Program at MIT November 1-5 | MIT Sloan School of Management Cambridge, Massachusetts NACS Women’s Leadership Program at Yale November 9-13 | Yale School of Management, Yale University New Haven, Connecticut DECEMBER NACS & TEI Future of Mobility Summit December 2-3 | Sheraton Charlotte Hotel Charlotte, North Carolina

2027 FEBRUARY NACS Leadership Forum February 16-18 | Ritz-Carlton Amelia Island Amelia Island, Florida

MARCH NACS Day on the Hill March 16-17 | Four Seasons Washington D.C. Washington, D.C. NACS Human Resources Forum March 22-24 | The Ballantyne Charlotte, North Carolina APRIL NACS State of the Industry Summit April 21-23 | Omni Hotel Fort Worth Fort Worth, Texas MAY NACS Leadership for Success May 10-14 | Hershey Lodge Hershey, Pennsylvania JULY NACS Financial Leadership Program at Wharton July 11-16 | The Wharton School University of Pennsylvania Philadelphia, Pennsylvania AUGUST NACS Loss Prevention and Safety Symposium August 24-25 | Washington Marriott at Metro Center Washington, D.C.

For a full listing of events and information visit www.convenience.org/events.

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NACS NEWS

Member News RETAILERS

SUPPLIERS

Seven & i Holdings Co. Ltd. announced the appointment of Mauricio Leyva as chief executive officer of 7-Eleven Inc. (“SEI”), its North American convenience store business. As CEO, Leyva will lead the company’s next phase of growth, working closely with SEI’s leadership team to elevate customer experience, strengthen the store network, advance operational excellence and innovation and drive sustainable, profitable growth. Leyva is a seasoned executive with more than two decades of experience in the consumer products industry. From 2020 to 2024, he served as group president of Keurig Dr Pepper, where he led the company through its post-merger transformation. During Leyva’s tenure, Dr Pepper grew to become the second-largest carbonated soft drink brand in the United States. Prior to Keurig Dr Pepper, Mauricio held senior leadership roles at Lala Mexico, AB InBev and SABMiller.

Ruiz Food Products Inc. announced the appointment of Mark Griffith as senior vice president of the foodservice business unit. Griffith joins Ruiz Foods from Phillip Morris International U.S., where he led strategic sales, marketing and corporate partnerships across chain and wholesale channels. At Ruiz Foods, Griffith will serve as the executive leader responsible for the overall performance and growth strategy of the foodservice business unit. In this role, he will guide the strategic direction of the portfolio by developing enterprisealigned sales and marketing strategies, managing full P&L accountability, and driving cross-functional execution across sales, marketing, R&D and supply chain.

16 OCTOBER 2026 convenience.org

Rovertown announced that Nick Hand has joined the company as platform success manager. In this newly created role, Hand serves as the liaison between Rovertown’s customers, its customer success team and its product team. He previously worked at Parker’s Kitchen, where he served as loyalty and brand manager and owned the brand’s mobile app experience, one of the top-performing apps on the Rovertown platform. A trained graphic designer with deep expertise in UI/

UX and customer experience, Hand is one of the top digital experience professionals in c-store technology. In this new role, he will develop and deliver training and resources that help Rovertown customers apply improvements to their own apps. Flexeserve has hired Lucky Spears as head of culinary for the Americas. He brings with him decades Jeremy Osterstock of hands-on experience and a lifelong passion for exceptional food. Based at Flexeserve’s U.S. HQ and culinary support center in Southlake (Dallas), Texas, Lucky Spears will work closely with their network of customers, distributors and rep partners to expand on their support for the Americas.

Keep NACS in the know— send your updates to news@convenience.org

NACS NEWS

New Members

NACS welcomes the following companies that joined the Association in July 2026. 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. RETAILERS Circle S Food Stores Inc. Paris, AR Elk Valley Tribal Fuel Mart Crescent City, CA Hilltop Station Boise, ID hilltopstation.com Knudson Management Inc. Brainerd, MN KWIK Inc. Tempe, AZ kwikstations.com Mt. View Mini Mart Mountain View, HI Ramdas Ji Hyrum LLC Hyrum, UT SM Bakery Campinas, São Paulo, Brazil Star Express Prince George, VA The University of Arizona Tucson, AZ SUPPLIERS ASG | Chute Gerdeman Westerville, OH chutegerdeman.com Astor Chocolate Lakewood, NJ astorchocolate.com

18 OCTOBER 2026 convenience.org

Atkinson Candy Company Lufkin, TX AVM Continuity Group Woodstock, GA avmcontinuity.com AVX Concessions Dover, DE BNSF Logistics Rogers, AR Chief Container Co. Inc. Acworth, GA Crisp Springdale, AR gocrisp.com

Nebraska Warehouse Company Omaha, NE nebraskawarehouse.com ScanApps ipnretail.com Spartan Health Science Kingsport, TN spartanhealthscience.com Stratas Foods LLC Memphis, TN Surfacequest Minnetonka, MN Triangle Global Sourcing Inc. Lakeland, FL

Gorilla USA Corp. Los Angeles, CA us.gorillaenergy.com

Unified Resources in Display Elmwood Park, NJ unifiedrid.com

Honorable Foods Upland, CA honorablefoods.com

Vision Group Network Austin, TX

Imperial Brady Jersey City, NJ imperialdade.com Lucky 7 Distribution Miami Lakes, FL Melville Candy Company Cos Cob, CT Mesmer Refrigeration & Equipment Solutions Buffalo, NY

Zephyr Solutions Avon, OH askzephyr.com

CONVENIENCE CARES

Wounded Warrior Project CEO Walt Piatt presented the Corporate Partner of the Year award to Greg Parker, founder of Parker’s Kitchen, and other employees at the store’s location in Port Wentworth, Georgia.

Parker’s Kitchen Honored for Supporting Veterans Over the past three years, the retailer has donated more than $1 million to Wounded Warrior Project.

n recognition of its ongoing commitment to helping veterans in need in Georgia and South Carolina, Parker’s Kitchen has been named Corporate Partner of the Year by Wounded Warrior Project (WWP). During the award ceremony, Parker’s Kitchen also presented WWP with a record donation of $375,000 from the company’s round-up campaign to support local veterans. From March to July, Parker’s Kitchen matched 25% of all customer round-up donations to amplify the impact—in May, it doubled the match to 50% in honor of National Military Appreciation Month. Over the past three years, the company has donated a total of $1,035,000 to support local veterans, their families and caregivers through

22 OCTOBER 2026 convenience.org

Wounded Warrior Project. Parker’s Kitchen said that WWP delivers life-changing programs and empowering services. The nonprofit’s programs focus on mental health, financial wellness, physical health and recovery, long-term rehabilitative care and connection with fellow veterans, all provided at no cost to the warriors and families who rely on them. “At Parker’s Kitchen, we share a deep commitment to making a transformative impact on the communities we serve and to helping local veterans who have bravely served our nation,” said Parker’s Kitchen founder and executive chairman Greg Parker. “We’re incredibly grateful for the remarkable generosity of our customers throughout our latest round-up campaign.”

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 conveniencecares.org.

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CONVENIENCE CARES STEWART’S SHOPS Stewart’s Shops teamed up with New York State Senator Jim Tedisco to kick off the 28th annual Safe Summer Bike Helmet Program. To celebrate the program, Stewart’s Shops scooped free ice cream at the Southern Saratoga YMCA Summer Camp in Clifton Park during an event on July 8. The program’s goal is to encourage children and families to wear their helmets when they are biking, rollerblading or riding a scooter. To support the efforts, Stewart’s Shops donated 3,000 single-scoop ice cream certificates that the Saratoga County Sheriff’s Department and a dozen other police departments can use to reward children who wear helmets.

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7-Eleven Inc. released its 2025 Impact Report, which highlighted the company’s continued efforts to advance its community impact, environmental stewardship and responsible consumption. In 2025, 7-Eleven Inc. donated more than $14 million to support 113 local children’s hospitals across the U.S. Fundraising efforts included events like the 34th Miracle Tournament and Celebration Dinner, as well as year-round fundraising at Speedway locations and seasonal fundraising at select 7-Eleven and Stripes stores.

To celebrate a ribbon-cutting ceremony at its new Twice Daily and White Bison Coffee convenience store in Ozark, Alabama, parent company Tri Star Energy presented a check for $2,500 to the Wiregrass Food Bank, a hunger relief agency serving Dale and surrounding counties in Alabama. “We are so excited to be partnering with Twice Daily to continue feeding the hungry in Ozark and the surrounding area through the work of the Wiregrass Area Food Bank,” said Julie Gonzalez, CEO of Wiregrass Food Bank.

Cliff’s Local Market supported the 49th Boilermaker Road Race in Utica, New York, on July 12. About 10 Cliff’s employees and their family members participated in the 5K and 15K races. “The support that was given by the community spurred our runners on and made it fun for everyone, even if they were previously non-runners. For years, Cliff’s has had a group of people participating in the Boilermaker. Watching the area come together to run, cheer and celebrate is why Cliff’s Local Market is proud to be a sponsor,” Cliff’s said.

CHOCTAW TRAVEL PLAZA Choctaw Travel Plaza raised $42,000 during the first round of fundraising for the Choctaw Travel Plaza Scholarship Fund, which launched in April. The retailer partnered with Coca-Cola to seed the fund, which will help send local Choctaw tribal students to college or trade school. Community members were able to participate in fundraising by purchasing a commemorative cup. Over the summer, travelers bought approximately 9,000 cups to help raise $21,000. The Chahta Foundation, Choctaw Nation’s nonprofit organization, matched the funds to bring the total to $42,000.

24 OCTOBER 2026 convenience.org

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INSIDE WASHINGTON

Hemp in a Holding Pattern

BY JON TAETS

he debate over hemp-derived products became an unexpected flashpoint in discussions on Capitol Hill late in the summer, particularly as related to the short-term government funding fight. Late in 2025, opponents of legal hemp products, led by Sen. Mitch McConnell (RKY) and Rep. Andy Harris (R-MD), were able to include language in the Agriculture Appropriations Bill for the 2026 fiscal year that would essentially ban nearly all

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hemp-derived products sold in convenience stores as of November 12, 2026. It redefines “industrial hemp”—products legalized under the 2018 Farm Bill as long as they contained less than 0.3% delta-9 THC on a dry weight basis. Under the new definition, only products containing less than 0.4 milligrams of THC derived from hemp would count. Sen. Rand Paul (R-KY) made an effort to strike that language by offering an amendment. Unfortunately, that effort

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A de facto ban on hempderived products that was scheduled to start November 12 has been delayed until December 11— but there’s much work to do to keep these products on shelves.

INSIDE WASHINGTON

threat, even with McConnell’s absence, by a group led by Sen. Ted Budd (R-NC). Budd and some allies were able to force a vote to remove that language from the bill during the Senate debate. During the debate, Budd gave an impassioned floor speech where he highlighted many of the types of products that proper regulation of this category—which is supported by NACS— would eliminate. This includes products that clearly make use of deceptive packaging and marketing tactics, some designed to entice children. NACS activated a call to action seeking opposition to that amendment, which resulted in around 1,200 messages being sent to senators in just a few hours. Ultimately, the Senate voted down consideration of the Budd amendment, and the language survived the process.

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Responsible retailing is the best avenue towards protecting against youth access.

fell short on the floor as senators chose in favor of avoiding a government shutdown. Since that time, the NACS government relations team and representatives of hemp product manufacturers have been working to at least delay that deadline, with the hope of being able to pass a federal regulatory framework that would keep these products on shelves under responsible federal regulation. Just before leaving town for the August recess, the Senate included language in the continuing resolution that funds the federal government through December 11, 2026, forestalling the hemp deadline until that date. The language included in the resolution does allow the ban to proceed as of the original November 12 date for any synthetic products. That language came under significant

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A few weeks later, when the House reconvened to consider the full continuing resolution, Harris posed another threat. The House brought the bill to the floor under “suspension of the rules,” a fasttrack process usually reserved for noncontroversial measures. It limits debate and bars amendments but requires a two-thirds majority for passage. Harris and several allies tried to pressure Republican leadership into holding a vote to remove the hemp language by threatening to oppose a procedural rule governing debate on other bills that leadership wanted to advance. If a rule vote fails, it can block the majority party from bringing priority legislation to the floor. Fortunately, House Republican

leadership proceeded with the continuing resolution under the fast-track process, without amendments. The bill passed the House overwhelmingly, helping avert a potential government shutdown at the end of September and extending the hemp deadline. For his part, Harris and a small group of Republican allies did vote against the subsequent rule. However, in a very unusual move, two Democrats voted in favor of the rule, allowing the House to continue with the rest of its business that week. Even with the deadline now extended to December 11, time is running short for Congress to pass a federal regulatory framework. As of this drafting in early September, three main House bills have been introduced that would create such a framework.

Reps. Morgan Griffith (R-VA) and Andy Barr (R-KY) have both introduced comprehensive bills that would establish regulations for nearly all hemp-derived product formats, including beverages and ingestible products such as CBD gummies. Rep. Beth Van Duyne (R-TX) has introduced a narrower bill focused only on a federal framework for hemp beverages. Additionally, Rep. James Comer (R-KY) is also working on what is being referred to as a regulatory bridge proposal. Such a bill would implement safety and consumer protection measures in return for keeping these products in commerce while Congress continues working on a larger regulatory framework bill. In the Senate, Sen. Tim Sheehy (R-MT) is also developing a comprehensive bill.

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Prohibition or overly restrictive regulation will not solve these problems. History has shown that bans only force products underground.

30 OCTOBER 2026 convenience.org

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The NACS government relations team has remained in close contact with all of these offices to help shape the bills and ensure the convenience industry can continue participating in this market. Many of the legislators opposed to hemp-derived products bemoan their availability to minors and cite products that use intentionally deceptive packaging and marketing, often made to look very similar to popular candy or soda products. NACS fully agrees with those concerns and is working to ensure that whatever regulatory pathway legislation Congress passes limits hemp-derived products to adults and prohibits the kinds of deceptive practices highlighted during the debate. Prohibition or overly restrictive regulation will not solve these problems. History has shown that bans only force products underground. In the underground market, deceptive practices would not only continue but would likely expand, resulting in more, not fewer, problematic products in circulation and easier access by minors. Responsible retailing is the best avenue towards protecting against youth access. The White House also has a vested interest in ensuring these products remain available. Earlier this year, the Center for Medicare and Medicaid Services (CMS) launched a pilot program to begin reimbursing enrollees in those programs for limited use of full-spectrum CBD products as part of medical therapies. The pending hemp ban will essentially end that program by making any such CBD products illegal. With that in mind, CMS director Dr. Mehmet Oz sent a letter to all senators ahead of their debate opposing Sen. Budd’s efforts. NACS will continue working on behalf of our industry to ensure that retailers have the ability to continue to sell these products, subject to responsible regulations. Jon Taets is a NACS director of government relations.

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NACSPAC DONORS 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 2026 are: Amy Ashley-Burke NACS Sean Colman The Boston Beer Company

John Peyton Gate Petroleum Company Kaitlyn Rowles Nittany Oil Company

Tim Connor NACS

Money Samra Samra & Sons

Linnea Fohlbrook Noka

Greg Scriver Kwik Trip

Rob Forsyth FKG Oil Company

Mohammad Taj NACS

Scott Hunt Hunt Brothers Pizza

Tom Taunton Gurley’s Foods

Robinson Hunt Hunt Brothers Pizza

Megan Terry NACS

Lance Klatt Minnesota Service Station Association

Nick Triantafellou Weigel’s Stores

Brandi Mauro NACS Pace McMullan NACS Molly Moore NACS Natalie Morhous RaceTrac

Katie Villalobos Conexxus Jason Zagaria Primo Brands Lisa Zilka NACS Paul Ziv NACS

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34 OCTOBER 2026 convenience.org

This article is brought to you by Krispy Krunchy Chicken, a NACS Hunter Club member.

KRISPY KRUNCHY CHICKEN

or convenience retailers, foodservice represents a significant opportunity to grow sales and profitability. In 2025, monthly foodservice sales accounted for 28.0% of in-store sales and generated $36,117 in gross profit per store, per month, according to the NACS State of the Industry Report® of 2025 Data. The category has the potential to drive dedicated trips, increase basket size and create stronger customer loyalty. But launching a program is only the beginning of tapping into the category’s profit potential. According to Dave Yarbrough, key account manager at Krispy Krunchy Chicken®®, the operators who achieve long-term success continually refine their programs, understand their numbers and create a culture that supports consistent execution. FINDING THE RIGHT PARTNER Some operators hesitate to add foodservice because they already have a lot on their plates. Between juggling tight staffing schedules, operational complexity across the business, space constraints and other day-to-day demands, adding prepared food can feel like one more thing to manage. But finding the right partner can help ease the operational burden of implementing foodservice. To get a foodservice program up and running, Yarbrough said Krispy Krunchy works with operators to tailor menus, product assortments, equipment and program scope to each location and its needs. “Foodservice success isn’t about building the perfect program on day one. It’s about finding a model that is simple to execute, supported by ongoing training and designed to adapt to the

the program has become too complicated,” Yarbrough added. Krispy Krunchy remains involved in the training process well past opening day. The team spends a full week on-site during opening, then returns regularly for coaching and store visits, and offers retraining sessions when employee turnover occurs. “We come back and follow up on a regular basis, typically monthly,” continued Yarbrough. “When a store gets new staff members, we can come in and host a retraining to keep the store on track and level set with the team.”

Foodservice success isn’t about building the perfect program on day one. realities of the store,” said Yarbrough. “Our business model is closely aligned with providing a very high level of ongoing support to our operators. We want to make sure they’re maximizing their sales, increasing profit and doing it in a way that makes it a seamless part of their operation.” One of the first ways it does that is through training. High turnover and staffing constraints are a reality in convenience, so fast onboarding is critical. “If it takes more than a few days to get your team up to speed on how to implement and execute the program,

ALWAYS BE OPTIMIZING Successful foodservice programs are built on more than expansion alone—they depend on continuous improvement, refinement and optimization. Yarbrough said one of the biggest mistakes operators make is assuming that growth comes from adding more to their programs. In his experience, the opposite is true: Well-executed fundamentals drive growth. “Streamlining the menu is a great example of this. The Krispy Krunchy menu has been pared back to focus on the items that provide the most profitability and the highest desirability,” Yarbrough said. “And you also don’t want to tie up the kitchen staff’s time with ancillary items that might not be major contributors to the overall gross profit.” Another key to running a successful foodservice program is to treat it like a business within the business. Yarbrough said operators should have a firm understanding of sales, margins and profitability metrics to maximize results. NACS OCTOBER 2026 35

TODAY’S EFFORT, TOMORROW’S SALES Consumers today have more meal options than ever, so grocery stores, quick-service restaurants and delivery services are all competing for food dollars. According to the 2025 NACS Convenience Voices survey, 33.7% of consumers who planned to buy food elsewhere within 30 minutes of their visit (known as foodservice leakage) said they did so because the store did not offer the item they wanted. Nationally, 21.4% of foodservice leakage last year was to fried chicken, creating an opportunity for convenience retailers to recapture those sales. Retailers that can capture this segment of consumers through their foodservice program can build baskets and attract new customers to the store. All of that leads to increased sales and profit for operators. “Keeping an eye on your financials is important, but you’d better keep a closer eye on your hot food case(s) if you want those numbers to look good. Keep it full, fresh, and sparkling clean. We like to say, “If it looks great, they’ll

36 OCTOBER 2026 convenience.org

You train your team how to play the game correctly so they’re competent on the field, incentivize top performance and you always keep score. Otherwise, it’s just practice.

buy. If it tastes great, they’ll keep coming back for more.” Customers also need confidence that they’ll receive the same experience every time they visit the store, said Yarbrough. He believes that starts with people. “Beyond well-executed operations, employee engagement plays a critical role in sustained foodservice success,” he said. Employees are more likely to make sound decisions when they understand how their actions affect performance. “We empower employees and help them understand how the business works. In sports, you always have a scoreboard. You train your team how to play the game correctly so they’re competent on the field, incentivize top performance and you always keep score. Otherwise, it’s just practice,” Yarbrough continued. “The same approach applies to the foodservice

business. We help our store operators train and coach their teams so they understand how the program works and how their decisions impact the business. We also encourage store leaders to post results against their goals so the team always knows whether they’re winning or losing. This is a proven strategy that drives employee engagement.” Krispy Krunchy is the coach focused on helping its operators win. The goal is not simply to ensure procedures are followed, but to help retailers continuously improve their programs, sales and business. “Some foodservice models might have someone come in once a quarter to conduct a compliance audit,” Yarbrough said. “Our goal is to be much more focused on coaching, collaboration and what it will take to build the business together.” For retailers looking to take foodservice to the next level, the path to growth doesn’t require dramatic changes, said Yarbrough. More often, it comes from continuously improving the fundamentals: understanding profitability, merchandising products effectively, engaging employees, maintaining consistent execution and partnering with organizations that provide ongoing support. According to Yarbrough, the retailers that approach foodservice as a long-term growth strategy rather than a one-time installation are best positioned to increase traffic, improve margins and create a sustainable competitive advantage.

KRISPY KRUNCHY CHICKEN

“Oftentimes, we’ll visit stores and ask those questions, and operators may not know exactly where they stand on sales and profitability. As the saying goes, ‘If you don’t measure it, you can’t manage it,’” Yarbrough said. Monitoring key metrics such as food costs, waste and sales performance can help operators identify areas for improvement. “Our support teams help operators dig into these metrics, understand them and then provide feedback and guidance on how to optimize their program and maximize sales.” This process reveals the small details that matter and how much of a difference they can make. “It may seem insignificant, but something as simple as giving away a dipping cup can result in a 5%+ loss in gross profit on a particular menu item,” said Yarbrough. “We identify these issues through regular store visits and sales/ inventory analysis, helping correct ‘little’ mistakes before they become huge losses over time.”

Weigel’s

38 OCTOBER 2026 convenience.org

Happiness IS A

Retailers employ value, LTOs and customization to keep the burger business lucrative.

Warm Bun BY AMANDA BALTAZAR

IT’S HARD TO THINK of a more crowd-pleasing meal than the American hamburger. “Burgers continue to be one of the strongest-performing foodservice categories in convenience retail because they check all the boxes customers are looking for today. They’re familiar, craveable, portable and offer strong value,” said Farley Kaiser, vice president of retail foodservice for wholesaler McLane Co. Burgers are also very adaptable, said Lizzy Freier, senior director of menu research and insights for market research company Technomic. “Even if you’re an operator who doesn’t specialize in burgers, there are always ways to make a burger align with your specific menu and positioning,” she said. “Burgers are a great item to offer, and if you want to be taken seriously for your food, you need to have them to compete against chains like McDonald’s or Five Guys,” said Micah Rupprecht, director of category management for foodservice for Kwik Trip, La Crosse, Wisconsin.

NACS OCTOBER 2026 39

“When we first got into food in the early 2000s, burgers were one of the first things we put on our menu because of the ease of operation and the adaptability,” Rupprecht said. “And they’re easy for customers to eat when they’re driving.” KEEPING IT SIMPLE Burgers are simple to execute “because they’re consistent and easy to cook and assemble,” Rupprecht said. Execution is an important part of any foodservice strategy, and it’s the key to the success of Bobby’s Burgers, a 12-unit fast casual that began in 2021 and now has units in airports and casinos. Founded by celebrity chef Bobby Flay, the restaurant offers only seven kinds of burgers, plus fries and milkshakes. But that’s key, said Patric Knapp, vice president of operations. The brand wanted to feature only items that truly belong on its menu. Having a simple offering helps build and scale the brand

efficiently and effectively, and the concept doesn’t need to be everything to everybody. It’s best, he said to “focus on what we want to do and do it well.” Having a simple menu means employees can memorize each burger and the order in which its ingredients are assembled. It also reduces the number of items to be purchased and stored. That means the restaurants use ingredients quickly, so they’re always fresh. “Items go into multiple recipes, multiple builds, so you don’t have one item that’s specialized,” Knapp said. SERVING UP VALUE Offering a good value has always been a mainstay of successful foodservice programs. In the past few years, such items have been pushing new or limited-time offers (LTOs) down the list of retailer priorities. “Value or discount offerings have steadily increased every year since [2023], and innovation has been trailing off,” said Freier.

Catering to the GLP-1 Customer According to Gallup, around 11% of Americans are taking GLP-1 medications. Bobby’s Burgers hasn’t seen much demand for smaller burgers, but it does have a reduced-size bun it uses for its kids meals. However, the company is testing a smaller four-ounce burger (the usual is six ounces) at a couple of locations. “We’re talking about whether we want to look at a smaller size as well for that group, [but] we’re not seeing significant trade-down,” said Patric Knapp, vice president of operations. “Ultimately, when you go for burgers, fries and shakes, you’re expecting that to be indulgent.” Conversely, he said, when people order the smaller burger, they’re often ordering more sides.

40 OCTOBER 2026 convenience.org

McLane

McLane offers a cheeseburger on Texas toast as part of its Central Eats program. "Burgers continue to be one of the strongestperforming foodservice categories in convenience retail," said Farley Kaiser, the company's vice president of retail foodservice.

A two-pack of sliders— which may appeal to GLP-1 users—is doing well at Huck’s Market in Carmi, Illinois, said Dave Grimes, vice president of foodservice. But that product serves a different customer, and it hasn’t affected sales of other burgers, he said.

Checkers and Rally’s signature offer, the Big Buford, is a double cheeseburger loaded with toppings.

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customers come to the restaurants for an indulgent meal, so it’s important to have attractive offers at both ends of the menu. Kwik Trip offers a variety of burgers and makes use of daily specials. Mondays feature a quarter-pound bacon cheeseburger, mushroom Swiss burger or quarter-pound cheeseburger on a pretzel bun for $3.89; on Wednesdays, a cheeseburger is $1.99; and on Thursdays, a quarter-pound cheeseburger is $3.69. This summer, Huck’s Market, based in Carmi, Illinois, capitalized on value by offering a free burger to its

loyalty members. The 136-store retailer introduced the Knuckle Sandwich (a double bacon cheeseburger) on July 1, and “redemption was huge,” said Dave Grimes, vice president of foodservice. “It’s an $8 ring, so pretty expensive, but in terms of getting new customers, they can just sign up for the loyalty program to get a free burger,” said Grimes. “Sometimes we throw something crazy out there.” CREATING EXCITEMENT Weigel’s last year introduced a $6 smashburger (made with 85% lean beef), a fresh, never-frozen product that’s cooked to order, and it’s doing well, the company reports. “We see it as a statement of quality, a differentiator,” said Blevins. “There’s no other c-store in our market doing a smashburger or a made-to-order burger.” The smashburger helps Weigel’s compete directly with nearby QSRs.

Checkers

Weigel’s, based in Powell, Tennessee, sells a value burger ($2.99) out of its grab-and-go case. The retailer uses a frozen precooked patty, “and we sell a ton because of the price on them,” said Ryan Blevins, director of food and beverage innovation. Checkers and Rally’s is known for its burgers, and the QSR is leaning into value. It offers $5 value meals with a burger, fries and beverage, with a choice of two burgers (mushroom Swiss burger or cheese double). It also offers “Choose Two and Save,” with a choice of burgers and other sandwiches. But it’s not only about value, said Marc Warsetsky, senior director of culinary innovation for Checkers and Rally’s. Lots of

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To test the smashburger, Weigel’s ran a pilot at three stores, and it’s been rolled out to five. All new stores will have the equipment to make them. The busiest smashburger location sells 75 to 80 per day. The smashburger, said Blevins, “is a fun platform to showcase quality and to have fun with burgers.” He launched the burger program with four smashburgers, including the W Burger (patty, cheese, signature sauce, pickle) and a breakfast burger with an egg. The signature sauce is a

Weigel’s new smashburger comes with what the retailer calls W Sauce. One variation is a breakfast burger with an egg on top.

44 OCTOBER 2026 convenience.org

so it’s for the customer who’s willing to wait, Blevins said, which on other days could be the same customer who wants the value burger. “But if you’re willing to pause for a minute, it’s a great burger,” he said. Both burgers have strong margins, “but you’re taking more dollars to the bank with the smashburger,” said Blevins. Amanda and Jimmie Mire in 2013 took over Mire’s Grocery, a convenience store in Vatican, Louisiana. Burgers have been the best-selling prepared food since day one. The store sells around 450 burgers a week. Each one is made from scratch, from pork and beef, with a signature blend of seasonings. “We grind the burgers fresh daily and hand-pat them,” said Amanda Mire. The store creates excitement every weekend with a special barbecue burger with homemade sauce. It sells so many of these that some are cooked in advance. During the week, burgers are made to order and take 10 to 15 minutes.

Weigel’s

Having a simple menu means employees can memorize each burger and the order in which its ingredients are assembled.

Thousand Island dressing that Weigel’s calls W Sauce. And there’s more to come. Seven or eight variations that haven’t rolled out yet will be a bit more adventurous. “We’re using unique, high-quality ingredients and unexpected combinations, blending flavors customers already know and enjoy but may not have experienced on a burger before,” Blevins said. He’s also planning to offer the smashburger “chopped.” “We would chop the burger and its toppings together on the griddle, similar to a chopped cheese (a New York hoagie sandwich), then serve it on a hoagie roll with lettuce, tomato, mayonnaise and ketchup,” he said. “It gives customers another fun, customizable way to experience the smashburger menu.” While the smashburgers are doing well, he said, they’re only about 30% of Weigel’s burger sales because “most of our food is graband-go, and our customers are trained for that.” Once ordered, the smashburger takes five to eight minutes to cook,

Even if you’re an operator who doesn’t specialize in burgers, there are always ways to make a burger align with your specific menu and Huck’s Market debuted the Knuckle Sandwich (a double bacon cheeseburger) this year and offered it as a free item to loyalty members. positioning.

MAKING IT YOUR OWN Mire’s Grocery has a slew of sides to go with its burgers. While regular fries with a signature seasoning are the best seller, onion rings, fried jalapenos and fried mushrooms are also popular. “If we can fry it, we’ll fry it for them,” said Amanda Mire. Huck’s burgers are all graband-go, with simply the burger and cheese on a bun. “If you start

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putting condiments and vegetables on it, you don’t have any hold time because it all soaks into the bun,” said Grimes. Customers can add their own sauces or can ask foodservice staff to add lettuce, tomato and onion. Kwik Trip sells its burgers untopped from a hot holding case (after they’re cooked in a highspeed oven) and has a self-serve condiment bar. The most popular toppings are the basics: pickles, lettuce, tomato, mayo and ketchup. Customers can see the condiment bar from the entrance, which shows their meal will be quick. “We like to say we’re the fastest lunch option around,” said Rupprecht. Knapp would prefer that customers at Bobby’s Burgers order the burgers exactly as they are on the menu “because Bobby [Flay] understands flavors and textures. We always hope guests

try them the way Bobby intended them,” he said. However, “there is a good amount of customization on our menu, and it tends to be more customers subtracting ingredients than adding them.” Customization continues to be a major trend, said Farley of McLane. Along with traditional toppings— lettuce, tomato, onion, pickles, bacon and American cheese— customers increasingly want premium toppings such as avocado, fried eggs and caramelized onions. This reflects a desire for burgers “that feel both familiar and a little elevated,” she said. SERVING UP LTOS LTOs work well for Bobby’s Burgers. “If people see things they don’t expect on a burger, it might activate them to come in, and then they turn into a repeat guest,” Knapp said.

Hucks

Specialty burgers during the week are also popular. They include the Cowboy burger (pepper jack cheese, Mire’s homemade barbecue sauce, bacon, two fried onion rings); the Classic Western burger (grilled onions, pepper jack and bacon); and a chicken burger. Mire’s grinds up chicken thighs with seasonings, then pats the meat into half-pound burgers. They’re served with bacon, pepper jack and ranch dressing, and 10 or 12 are sold per day.

novelty, to create a buzz and drive traffic and sales; to test social media trends; or to test ingredients and flavor profiles, said Freier. EQUIPPING FOR THE TASK The only equipment Weigel’s needs for its burger programs are high-speed ovens and a hot holding cabinet for the grab-and-go burgers, and a flat-top griddle for the smashburgers. Underneath the griddle is a refrigerated space to hold the uncooked burgers, cheese, eggs and other ingredients, “so when you’re standing in front of the griddle, you don’t have to reach. You’re self-contained, and it’s easier for the chef,” Blevins said. The flat-tops were the impetus for launching the smashburger program, he said. Several stores had them, but they were underused. To make a smashburger, which comes as a 3.5-ounce puck, Weigel’s chefs put it on the grill and—well, they smash it. “We like it as thin and as wide as possible so it has those side crunchy bits and it looks good on a brioche bun,” said Blevins. Bobby’s Burgers uses a clamshell grill and a fryer that filters its own oil, which was a key selling point, Knapp said. If oil isn’t filtered, it

degrades and adds an unpleasant flavor to foods, including fries. The fryer Bobby’s uses monitors oil quality and lets employees know when it’s time to press a button and start the filtering process, which takes around five minutes, including bringing the oil back up to temperature. Because the restaurants have quad fryers, only one is ever down at a time, so service is not slowed. When oil is regularly filtered, it extends the life of the oil and the fryer, which can lead to significant savings, said Knapp. Checkers and Rally’s cooks its burgers on a flat-top grill, “which sears in that flavor,” Warsetsky said. Signature seasoning is added onto the burgers before grilling them. Some of the grills have a refrigerated area underneath; others have it in a line leading toward the guest, so once the burger is off the grill, employees add the bun and toppings. “This is important for executional efficiency so we can get the burgers out hot and fresh to our guests,” Warsetsky said. Amanda Baltazar is a journalist who covers operations, design, marketing and trends for B2B publications.

Kwik Trip sells its burgers without toppings, but a condiment bar both offers customization and advertises the burger program.

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Kwik Trip

Bobby’s Burgers offers four burger LTOs a year, accompanied by a milkshake LTO, timed with the seasons. This past summer, it served a Greektown burger with Greek yogurt dressing, feta, and tomato-cucumber relish, which leaned a little more healthful and was “fresh and focused for the summer,” he said. This fall, there’ll be a wild mushroom bacon burger with cremini mushrooms cooked with garlic and butter, a red wine barbecue sauce, American cheese and bacon, which is “a bit more indulgent and a bit more hearty for the fall.” Checkers and Rally’s runs five or six LTOs a year. “That’s where we can be innovative and bring out a new bold or exciting sauce, topping or even a new bread carrier,” said Warsetsky. “That drives a lot of interest with guests.” And while the brand sends information to loyalty members, it also gets the word out with social media campaigns and TV campaigns. “We like to hit multiple streams,” Warsetsky said. “We want to bring in a broader audience and give people a reason to come in.” Technomic sees operators using LTOs for different reasons: for

info@akcrust.com akcrust.com

CUSTOM PIZZA. PROVEN PERFORMANCE.

r in e d a or f e l s y r m t dus a progra s. n i e Th or izz t p a r m e custo nience op conve

Pizza’s Next Chapter BY PAT PAPE

mericans love pizza, the Italian invention that became a U.S. phenomenon. The National Association of Pizzeria Operators reports that Americans consume a total of three billion pizzas annually. But pizza’s long-held delivery advantage has largely disappeared as third-party delivery platforms have made most restaurant food equally accessible. The category is also facing increasing competition from other foodservice options. QSR pizza sales were high during the pandemic, but they experienced a 0.3% year-over-year decline in 2025, following a small gain of 0.6% in 2024, according to Technomic. Asian cuisine grew 7.8% in 2025, while Mexican increased 4.7%. Chicken also continued its strong momentum, with sales rising 5.3% in 2025 after a 9.1% jump in 2024, Technomic data shows.

Staying on top of trends and listening to what customers want can make a c-store a pizza destination.

panadesignteam - stock.adobe.com

THE BIG CHEESE When it comes to producing and selling c-store pizza, the hands-down winner is Casey’s, based in Ankeny, Iowa, which moved nearly 50 million pizzas in whole-pie equivalents in its most recent fiscal year. Based on recent company filings and industry rankings, Casey’s is the nation’s fifth-largest pizza outlet by sales, behind only the traditional giants: Domino’s, Pizza Hut, Little Caesars and Papa John’s. Casey’s introduced pizza to its locations in 1984.

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“If you have an oven, pizza is an easy thing to bring into your store.”

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VARIETY IS THE SLICE OF LIFE Pizza’s versatility makes it easy to offer different varieties for different customers. Will Welch, director of foodservice for La Crosse, Wisconsin-based Kwik Trip, details its four different pizza styles: “We have the traditional take-and-bake, and take-and-bake with a thin crust. We have versions of a high-quality frozen pizza with better ingredients, and we have a basic frozen pizza, the kind a college student wants.” In addition to selling whole thawed and frozen pies to go, stores cook the take-and-bake pizzas in a high-heat oven to sell by the slice from a hot box. A typical pizza cooks in about 10 minutes, but a thawed thin-crust pizza is ready

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Today, it’s still made by hand with made-from-scratch dough and high-quality ingredients, including 100% whole milk mozzarella cheese. Both grab-and-go slices and madeto-order pies are available in most of Casey’s 3,000 locations. “We operate like a restaurant,” said Brad Haga, senior vice president of prepared food and dispensed beverages at Casey’s. “Our foodservice program is central to who we are and a core driver of our guest experience, not just an add-on to our fuel and convenience offerings.” Andrew Kintigh, executive chef and culinary director for Casey’s, is supported by culinary experts, food scientists, operators and team members in every kitchen.“Chef Andrew’s team works in close collaboration with our category managers and business owners,” said Haga.

Casey’s gathers feedback from testing specialty items, new flavors and new platforms, and through in-store interaction with customers. “What’s been consistent is that people are looking for variety, quality and value,” said Haga. “And that’s why they keep coming back to Casey’s. We believe that any good idea can make it onto the menu, and our creative innovations are a big part of the experience and why people choose Casey’s.”

Visit us at our NACS Show booth #C4622

Since 1991, Hunt Brothers® Pizza has provided a turnkey pizza program that helps c-store owners make more dough. Today, our family-owned business is still focused on feeding the success of our store partners as they serve their communities and customers with pride. Call (800) 453-3675 or visit HuntBrothersPizza.com/Families.

35 YEARS

of Tri Star Energy’s slice sales happen before

2 p.m.

“We pay close attention to food trends, gather feedback from our guests and store teams and spend a lot of time testing new ideas before anything reaches our menu.”

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innovation at Nashville-based Tri Star Energy, operator of Twice Daily and Sudden Service c-stores. “We pay close attention to food trends, gather feedback from our guests and store teams and spend a lot of time testing new ideas before anything reaches our menu,” said Saddler, who has a culinary degree and has trained as a professional chef. “We also keep an eye on what successful pizza brands are doing. They’ve spent years learning what customers love.” Convenience and daypart play a big role in pizza purchases. Sixty-seven percent of Tri Star Energy’s slice sales happen before 2 p.m., with 44% of all slice purchases at lunch. Whole pizzas follow a different pattern. “They’re strongest during the dinner daypart, and we’ve even seen overnight whole-pizza sales outperform breakfast,” Saddler said. “That tells us guests are increasingly viewing convenience stores as a destination for dinner and late-night meals, not just a quick stop for a slice.” READY-MADE PIZZA Not every c-store retailer can add a full-time chef to its staff or build a proprietary commissary. That’s why operators choose turnkey programs to offer the foods customers want without the challenges of starting from scratch. “The primary benefit of a turnkey, branded program like Hunt Brothers Pizza is that it gives convenience store operators a proven foodservice offering without requiring the space, staffing or operational complexity of a traditional restaurant,” said Dee Cleveland, head of marketing for Nashville-based Hunt Brothers Pizza. Available in 11,000 outlets, the program provides each retailer with a dedicated account manager to assist

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67%

in half that time. Every Kwik Trip pizza is made at the company’s commissary in La Crosse. “I don’t think many competitors can say they’re producing all the pizzas they sell in the store,” said Welch. Kwik Trip offers four to six LTOs each season, most of which are creations of the foodservice team. “We’ve had a jalapeño popper pizza and jalapeño popper [combo] takehome meal,” said Jeremy Haack, director of foodservice. “We’ve had Buffalo chicken, and we have a Mediterranean pizza for Lent.” Cheese curds aren’t simply a Midwest snack; they’re iconic treats. “We introduced a sausage and cheese curds pizza that was so popular that it’s now a permanent menu item,” Haack said. Sales are steady, Welch said, but the pizza market is crowded. “We aren’t losing units of pizza, but are we growing as fast as we want? Probably not,” he said. “I think there are a lot of pizza places out there focusing on good-quality ingredients, and that’s what people are looking for these days.” Developing a pizza program requires a lot of “listening, tasting and research,” said Rachel Saddler, director of foodservice

Rich’s has also created a proteinpowered pizza crust in response to evolving consumer demands.

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with setup, training, direct-store delivery, inventory management and marketing support. The concept can fit in as small as 59 square feet and be operated by an existing employee. “The program works well for independent c-store operators across a variety of markets, including rural communities where convenient foodservice options may be limited,” Cleveland said. Hunt Brothers still sees strong demand for favorites including pepperoni and sausage, but customers want LTOs and new flavor experiences, too. To that end, the company is collaborating with Mike’s Hot Honey on a pepperoni pizza with

a twist, Cleveland said. Buffalo, New York-based Rich Products Corp. recently introduced new offerings in the company’s turnkey pizza program, including flatbreads, gluten-free options and a pizza crust targeted at healthconscious pizza lovers. Earlier this year, Rich’s acquired the Great Kitchens Food Company, North America’s largest manufacturer of private-label, take-and-bake pizzas and home of the Uno Foods brand. The acquisition expands Rich’s topped-pizza offerings, including a Chicago-style deep-dish pizza and several handheld products with Great Kitchens’ premium toppings.

Suman - stock.adobe.com; DZ - stock.adobe.com; martialred - stock.adobe.com

Hunt Brothers Pizza is collaborating with Mike’s Hot Honey on a pepperoni pizza with a twist.

Pizza’s long-held delivery advantage has largely disappeared as thirdparty delivery platforms have made most restaurant food equally accessible.

oven, freezer storage and a standard hot-hold merchandiser; multiple equipment packages are available. The frozen pizza is baked in under four minutes and requires minimal labor and training. The concept’s biggest benefit is operational flexibility, Kaiser added: “Retailers can offer multiple pizza varieties in the same warmer space while significantly reducing shrink. … Consumers are more likely to encounter hot, freshly baked pizza rather than slices that have been sitting under a warmer.” Current Duo Slice varieties are pepperoni, gourmet cheese and meat lover’s, which combines pepperoni, Italian sausage, ham and bacon. But “the program also supports future flavor innovation and limited-time offerings as consumer tastes evolve,” said Kaiser. “Consumers love pizza,” she continued. “Quality toppings matter. Consumers consistently rank toppings as one of the most important elements of a great pizza experience. Premium proteins and differentiated flavor profiles continue to drive engagement. Ultimately, success comes from balancing quality, operational simplicity, freshness and value, not sacrificing one to achieve another.” C-store operators hesitating to add pizza to their menus because their territory already has a plethora of pizza providers might want to look at the situation differently. “That means the people in your town really like pizza,” Welch of Kwik Trip said. “If you have an oven, pizza is an easy thing to bring into your store.” Pat Pape is a writer who worked in the convenience store industry for more than 20 years.

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Suman - stock.adobe.com; Maria - stock.adobe.com

Developing a pizza program requires a lot of “listening, tasting and research.”

Rich’s has also created a proteinpowered pizza crust in response to evolving consumer demands, “but without sacrificing taste,” said Donna Reeves-Collins, senior vice president, pizza, breads and handhelds, at Rich Products. This option gives foodservice operators a way to add functional benefits to their menus, she said. Prendisimo Duo Slice, McLane’s turnkey pizza program, was developed with c-stores in mind and rethinks the traditional whole-pie merchandising model. It offers the flexibility of preparing two slices instead of a whole pizza, which leads to less waste and fresher pizza, said Farley Kaiser, vice president of retail foodservice at McLane Co., based in Temple, Texas. The program requires a rapid-cook

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When Pies Fly

the hub to manage more than 10 drone deliveries simultaneously.

The next evolution of pizza delivery may be getting a lift from Little Caesars and Flytrex, a provider of on-demand, dronebased delivery services.

As with other delivery options, Flytrex provides real-time tracking for every order and an estimated time of arrival. The drone flies as high as 230 feet and can maneuver around obstacles such as telephone poles and tall buildings. Upon arriving at the customer’s home, the drone slowly lowers the package to the ground. Once the order is accepted, the empty drone returns to the

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hub for recharging. Travel time from a Little Caesars location to the customer’s location is less than five minutes, and insulated containers ensure food arrives at the ideal serving temperature, said Amit Regev, CEO and cofounder of Flytrex.

Pizza buyers pay $2 per drone delivery, and Little Caesars pays a small fee per order. Flytrex is focused on the rapidly growing Dallas-Fort Worth area and plans to have 60 delivery hubs operating there by mid-2027, making airborne pizzas and other products available to about five million residents.

The company said a Sky2 drone can carry up to 8.8 pounds and easily manage two large pizzas and a pair of sodas with zero spills. “That’s the largest carrying capacity of any food delivery drone available today,” said Regev.

“Drones are good for delivering food,” said Regev. “Customers love the service. No stranger is knocking on your front door, it’s 30% to 40% faster than traditional delivery and it’s more affordable.”

Unlike hobby drones that are remotely controlled by an operator on the ground, Sky2 drones rely on a fully autonomous GPS-guided delivery platform that allows a single employee at

Other drone delivery companies include Wing, which serves Walmart; Zipline, which works with Walmart and Panera Bread; and Amazon, using its own Prime Air drones.

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Since April, Flytrex’s Sky2 drones have been transporting Little Caesars pizzas to suburban homes in the Dallas-Fort Worth area. Sky2 is integrated with Little Caesars’ ordering system. When a customer orders from a designated Little Caesars location, a drone from a nearby Flytrex hub zips to the store to pick up the package.

“The wind can be a challenge at times, especially in Texas,” Regev said. “If winds exceed 27 miles per hour, we arrange for traditional delivery through another company [such as DoorDash].”

5 LESSONS FROM THE

FOODSERVICE

COMPETITION Steal these ideas from other retailers to make your store a place customers can’t pass up.

BY AMANDA BALTAZAR s the saying goes, no one wants to be a jackof-all-trades and master of none. Finding a niche in foodservice can be a tall order, but with consumers having more choices than ever, it’s critical to be known for something. QSRs and fast casuals have become much more intentional, said Huy Do, research and insights manager at Datassential, Chicago. Rather than trying to be everything to everyone, they’re offering signature food because they know what their foodservice identities are. Convenience stores can learn from that. “The opportunity is to make c-store food feel less like an afterthought and more like a destination,” Do said. In general, focused menus tend to perform well in limitedservice environments “because they are easier for consumers to understand and easier for operators to execute,” Do said. “Brands that are famous for a few things often have stronger identities, better consistency and clearer consumer associations.” One c-store retailer following that path is Ankeny, Iowa-based Casey’s General Stores. It has become the fifth-largest pizza chain in the United States thanks to its made-to-order pizza

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program. Casey’s stores are sometimes the only place in some of the small towns where they operate to offer pizza. The limited-service restaurants that are succeeding, said Mike Kostyo, vice president of foodservice consultancy Menu Matters, Arlington, Vermont, are those that “choose a lane and stick to it.” “Too many brands try to be everything to everyone, which means they don’t have a clear value proposition that stands out in a crowded content landscape,” Kostyo said. “In general, focused quality is better than mediocre breadth.” He pointed to Raising Cane’s, which offers high-quality chicken fingers and almost nothing else. Here’s a look at some other retailers that are trying new things, improving their loyalty programs and offering craveable items.

following suit with huge investments into cold beverages, Henkes said. This provides a great opportunity for c-stores. Cold drinks are an affordable experience in a location consumers already associate with beverages. And convenience stores can do it in their own way: Starbucks may be making the drinks by hand, but c-stores can provide the equipment for customers to create their own. “The key part is customization, creating almost unlimited options for consumers,” Henkes said. To offer those unlimited options, a store needs to have a few base drinks and lots of syrups and other additions. And convenience stores don’t have to go whole hog on this, either. They can push boundaries and innovate, but less so than a QSR, and still be on-trend, Henkes said.

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COLD DRINKS = COLD, HARD CASH Cold and frozen coffee beverages are projected to grow at three times the rate of hot and specialty coffee through 2028, according to Chicago-based Technomic. Cold beverages have been outperforming everything else in the quick-service and fast casual industries, said David Henkes, senior principal and head of strategic partnerships for Technomic. The category encompasses cold coffees, refreshers, teas, lemonades, energy drinks, dirty sodas and combinations thereof. Their performance is driven partly by economics, Henkes said. Customers might be dining out less, “but they’re still looking for that indulgent experience and something they can’t easily make at home,” he said. Cold beverages now constitute 75% of Starbucks’ global sales, and QSRs are

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Customers don’t want to do math or a logic puzzle to figure out what they’re getting.

technology to improve employee scheduling and help with food prep. Owners Maggie and Kyle Gordon use Sling, a digital scheduling platform that takes into account employees’ shift preferences and schedules them in the most cost-effective way, based on how busy it expects a restaurant to be. “It aligns on availability, and it spreads out the labor and makes it more efficient,” Maggie Gordon said. “Operators tend to put their favorite people on shift more often, but they might be the most expensive.” Dillas also uses PreciTaste, an AI tool that predicts how much product a store needs to prep on a specific day. It figures in weather, holidays and current events that could affect the stores. “It takes this burden away from the hourly workers and makes their job so much easier,” Maggie Gordon said. Once the program has run in a store for a while, the Gordons assess its accuracy and then tweak it as necessary. She described the tool as 80 to 90% accurate, and human predictions as 60 to 70% accurate. TanyaFox - stock.adobe.com

MAKE AI AND OTHER TECH WORK FOR YOU Urban Egg, a breakfast, brunch and lunch restaurant, had a loyalty program that may have been doing a lot for customers, but there was no way to know. The EGGsperience program limited the company’s ability to engage with guests outside the restaurant and didn’t integrate with its POS or digital side, “so we had no view into what was driving visits,” said Cassie Pinckney, vice president of marketing. So Urban Egg turned to an AI tool to create a persona of its target customer. Then it used that persona to determine what would resonate most with customers. “It was important to create a program that was less about points and more about recognition, exclusivity and creating meaningful conversations,” Pinckney said. Through the new program guests earn “yolks,” which they can redeem for drinks, entrees, exclusive merchandise and even benefits such as skipping the wait line. Dillas Quesadillas—which pretty much just sells quesadillas—has been optimizing AI and

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with an easy “add A and B for $X.” “Simplicity wins,” said Willard. “The fewer bundles you offer, the more likely each one is to sell; too many choices, and guests start to feel overwhelmed.” Photography on menu boards can drive sales by 30% or more, but images work best used sparingly. The more photos on a board, the less each one earns, said Willard. “Reserve them for the items you most want to push.” And make sure your photography is professional. A poor photo can do more harm than no photo at all, because guests expect the dish to match the picture. Dynamic pictures—for example, a soup with steam coming off it or a drink with trickling condensation—boost sales the most. Photography can change frequently on the menu board, but the menu shouldn’t. “When the menu selections rotate, a guest can be reading and watch the slide change, and now they’re waiting [to see it again],” Willard said. “That’s frustrating and off-putting.” Don’t forget to make use of special sections on the board. Bob’s on the Rocks saw poutine sales increase by six or seven times by putting it in its own section with a description.

Brands that are famous for a few things often have stronger identities, better consistency and clearer consumer associations. 66 OCTOBER 2026 convenience.org

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OPTIMIZE YOUR MENU BOARD How you design your menu board matters. If you’re not using it to increase sales, you’re leaving money on the table. When customers look at a menu board, they look at the top first, so put items with the highest profit margins there, said menu engineer Sean Willard. If customers come in mostly for a sandwich, put those further down the board. And for easy menu navigation, offer as many subcategories as you can. Break things up with subcategories by protein, base or flavor profile, because “they match how a guest is already deciding what they’re in the mood for,” Willard said. Subcategories shouldn’t have more than seven items. Bundle items as much as you can to encourage customers to order up. Seafood restaurant Bob’s on the Rocks in Prince Rupert, British Columbia, lets customers upgrade from fries to the Canadian specialty poutine, and customers tend to go for the upgrade more if they see it next to the item it’s upgrading. Upgrade suggestions from employees or at the point of sale “can lift upgrade sales 15 to 30% or more,” Willard said. Bundle options should be easy to understand. They should either be ordered by number or

Think Smaller Ordering kiosks are helping some retailers save money through smaller footprints and making room for customer favorites. Bubble tea retailer Gong Cha has reduced its locations from 800 square feet to as small as 200 square feet by introducing ordering kiosks. They work especially well for this brand, said Rebecca Kahn, senior director of North America master franchise operations, because Gong Cha attracts a young customer who is comfortable with the technology, doesn’t particularly want to speak to a person and enjoys the experiential aspect of a kiosk.

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Ordering through a kiosk means a customer has “over 200,000 ways to customize a Gong Cha beverage,” and additions boost profits, Kahn said. Guests ordering at kiosks typically order more, too. The kiosk shows pictures to help guests decide, especially for toppings they might not be familiar with, such as basil seeds. “They can actually see them in the picture, so they’re encouraged to take more risks and try something new,” she said. Gong Cha stores each have one to three kiosks. At some stores, 90% of transactions happen at a kiosk, Kahn said. Chicken fast-casual Bojangles is taking advantage of kiosks, too. Its in-store “biscuit theater” (watching the biscuits being made) is a big draw, and including a kiosk allows smaller stores to feature the theater instead of eliminating it.

Focused quality is better than mediocre breadth.

TanyaFox - stock.adobe.com

GET ON THE GLP-1 BANDWAGON According to Statista, 12% of Americans are taking GLP-1 medications such as Ozempic and Wegovy, which reduce appetite. Customers taking the drugs also want lots of protein to boost their muscle mass. Mahana Fresh, a better-for-you fast-casual concept based in Idaho Falls, Idaho, introduced a GLP-1-friendly menu earlier this year. After researching consumers taking the medications, Mahana Fresh introduced a threeitem menu. It was so successful that this past summer, it added three more GLP-1-friendly options. “We did a deep dive into what the GLP-1 guest is looking for, and it’s nutrient-dense and proteinpacked, and they don’t want to pay for a portion they’re not going to consume,” said COO Dave Baer. The GLP-1 meals cost around $2 less than most of Mahana Fresh’s entrees. They include significantly less food—they are somewhere between a kids meal and a regular entrée, said Baer. A lot of people feel guilty if they don’t finish their food, and some don’t like leftovers or don’t want to carry them around, he said, so this menu checks multiple boxes. Other chains are also targeting this consumer. Chipotle rolled out Chipotle High Protein Meals, geared to GLP-1 dietary advice; Smoothie King launched a GLP-1 support menu with items high in protein and fiber and sugar-free; and Popeyes debuted snack-sized chicken wraps.

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Sweatt said. “They want to know if they’re saving $5 or 20%. They want to jump through as few hoops as possible.” When Wings and Rings has run a value offer without explaining what the savings are, “it’s been a dud,” Sweatt said. Offering a free side of fries—which costs $3 to $5— has much less success than offering 10% off an order over $10. The redemption rates for the latter “are through the roof,” he said. “It’s a clear, simple offer that potentially gives us the leg up on our competition.” Wings and Rings offers daily value meals such as 40% off wings on Tuesdays. Kids eat free on Fridays, and happy hour happens daily. Value is especially important at dinner, Sweatt said, because people almost expect to get a value for lunch. “Dinner is the time when you go out with your family, and that’s when money starts to compound,” he said. Amanda Baltazar is a journalist who covers operations, design, marketing and trends for B2B publications.

The value message should be simple, bold and comparable to QSR pricing. 70 OCTOBER 2026 convenience.org

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ADVERTISE YOUR VALUE LOUD AND CLEAR Amid high prices on everything from groceries to gas, value is a leading driver of loyalty in convenience stores. And that message to consumers should be explicit. According to Datassential, 63% of consumers say prepared food from a c-store or grocery is cheaper than fast food, and 53% say they get more food for the money. More than half (57%) of dissatisfied QSR guests cite price as the biggest detractor. “To capitalize, c-stores should make value more visible: meal deals, beverage bundles, breakfast combos, family meals, fuellinked rewards and app-based foodservice discounts,” Do of Datassential said. “The value message should be simple, bold and comparable to QSR pricing.” “Value is king right now,” said Dan Sweatt, senior marketing manager for sports-focused restaurant Wings and Rings. Foodservice providers need to offer deals that are clear and easy to understand and have significant value. But that value needs to be obvious. “Customers don’t want to do math or a logic puzzle to figure out what they’re getting,”

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Congratulations to the 2026 NACS Leadership for Success Class!

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Funding for this program is provided in part by The Hershey Company.

Convenience on Camera Jeffrey Benson turns our industry into a work of art. BY CHRISSY BLASINSKY AND PHOTOGRAPHY BY JEFFREY BENSON

Chevron McCamey, Texas “I just really like the minimalism of this shot. Also as I was waiting for the sun to set, a family of coyotes strolled right on past, stopped and looked for a second and continued on.”

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he urge to create is mysterious. Sometimes it transpires out of left field, and sometimes it manifests when the odds seem stacked against you. As Jeffrey Benson explains, he “carried a creative pull” that he didn’t know how to express following a cancer diagnosis in 2019, which “added urgency, stripped away fear and served as a clear reminder that time doesn’t wait.” His creative outlet became his photography, which he describes as his way of “slowing down and listening.” The subjects he’s passionate about capturing are unmistakable: convenience stores and gas stations. During his nearly 30-year career in the convenience industry—Exxon, Mobil, Chevron and Texaco—Benson developed deep connections and relationships with his customers. He also developed a deep respect for the hard work it takes to operate a c-store and for the people who make it happen.

Hodges Marathon Hodges, South Carolina

“I really like this because it shows that you don’t have to have a great big store with bright lights to create something special.”

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Through his images, Benson “tells the story” of what retailers built. “Whether you’re building, upgrading, maintaining or supporting a network of stores, your work shows up in steel, concrete, glass and light,” he said. This creative drive to photograph convenience stores began as a gift to a longtime customer, the Panjwanis family. “I wanted to give a ‘thank you’ gift to the Panjwanis and noticed they didn’t have any pictures of their [Star Stop] stores in their office,” Benson explained. “I took some pictures of their stations and they liked them. I thought, well, maybe other people will like them.” He continued building his portfolio. Contractors, real estate firms and canopy manufacturers were among those requesting images. Today, social media is the main driver for his photography business. “It’s all inbound people reaching out to me,” Benson said.

Star Stop Valero Houston, Texas

“One of the very first gas stations that I shot. This was part of the gift package for the Panjwanis [a family Benson worked with] that got me started.”

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Jones Petroleum Marathon LaGrange, GA

“This is one of the first ones I did where I stacked a lot of photos together, then used layer masks to get rid of most of the cars.”

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CHANGING THE LENS I’ve taken plenty of pictures over the years of c-stores, but none come anywhere close to the caliber of the photos Benson reaches. I put my head on swivel, find a spot on the forecourt free from traffic and quickly take a photo— more so to remember which store I visited and when. I asked him, why convenience stores? Is he trying to change the old ‘dirty gas station’ stigma? “I don’t have a dog in that,” he said. “I like the transformation. I’m trying to make people look at them differently—taking something perceived as ‘ugly’ and make it into something worthwhile,” he said.

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“My first real time shooting the interior.”

Most of his images are exterior shots that showcase the evolution of store design: the details, material choices and how everything works to draw customers in. Customers are now more aware of the brands and locations they choose to shop at and stores are well-lit with bright canopies—they feel safe and inviting. “What I always tell people is, it’s like ‘Cheers’ … where you feel welcome.” With the modern convenience store, it’s less about the gas and “it’s more about the service and the food,” he said. For Benson, his longtime career in the c-store industry has transformed what was a hobby into

a creative and professional outlet. “There’s not many out there who are taking pictures at gas stations. There’s a small percentage but no one who’s specializing in it, at least that I’ve seen. It’s easier to be a big fish in a small pond,” he said. Benson showcases the c-stores he photographs on LinkedIn, with each post describing the store and including his personal thoughts. Each post also ends with a perfect summary: “I’m Jeff Benson and I transform gas stations into art.” Chrissy Blasinsky is the NACS digital and content strategist.

Where to find: Jeffrey Benson LinkedIn: jeffrey-benson-2746a669 Email: bensonjeff815@gmail.com Mobile: 608-332-4140

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Will They Wear It Well

Wearable technology might—or might not—be widespread in stores in a few years. Here are the considerations to start to think about. BY AUSTIN FULLER

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s an employee inside one of Kwik Trip’s two Wisconsin distribution centers loads pallets, an automated voice inside a headset helps guide the work. “It’ll direct them to an aisle and it’ll direct them to a slot,” said Joe Vike, senior director of distribution centers for La Crosse, Wisconsin-based Kwik Trip. The company has been using voice-automated headsets to guide warehouse work for more than two decades, Vike said. This practical use case shows that wearables aren’t science fiction. But they also aren’t yet a standard part of most c-store employees day-to-day, although wearable technology such as Meta’s smart glasses grab headlines and broad attention. The retail industry is still in the early stages of adopting wearable technology, said Sky Canaves, a principal analyst at EMARKETER who covers retail and e-commerce. A future convenience store employee wearing smart glasses might one day just have to look at a shelf—and then the glasses do the work of telling the employee what needs to be restocked. Another employee preparing food might have an AI-powered headset walking them through the steps of preparing a new LTO.

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or employees’ knowledge.” Optimized value for wearable devices comes when they seamlessly connect to the broader retail ecosystem, said Yevgeni Tsirulnik, senior vice president of portfolio management for Toshiba Global Commerce Solutions. The company’s ELERA platform can connect wearable devices with cameras, sensors and store equipment. “As AI, edge computing and connected store technologies continue to evolve, the most valuable wearable solutions will be those that integrate naturally into existing workflows, including inventory, product information, pricing, promotions, transactions, store conditions and customer preferences,” Tsirulnik said. “Through [Internet of Things] platforms like ELERA, wearable devices can become part of a broader retail environment that helps employees operate more effectively while giving shoppers a more informed, convenient and personalized experience.” One prominent QSR has already gained attention for testing wearable tech. The Associated Press reported in February that

inspiring.team - stock.adobe.com

“So where’s the wearable going to show up on that list in terms of priority? Probably a little further down, because there’s just too many other things to get done.”

WHAT WEARABLE TECH CAN DO FOR RETAILERS Adoption could increase as the cost of wearable technology goes down, Canaves said, but other factors could delay a rollout to retailers. “[Cost is] the key barrier for deployment more broadly in retail settings,” she said. “Retailers are grappling with the need to digitize and modernize and enable more AI technologies in their stores, but they have so many different competing priorities that they really have to figure out where the spending makes the most sense.” QSR employees already use headsets, but the goal of more advanced technology is to connect to the wider business, Canaves said. That could mean planning inventory, improving customer service through coaching employees or answering customer questions when an employee doesn’t know the answer. “This is especially valuable in retail or restaurant environments where you have a lot of staff turnover,” she said. “There is a constant need for training and refreshing the associates’

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multiple toppings could get a recipe prompt in their ear, Sebastian said. Wearable tech has the potential to solve problems around labor pressure, training consistency and operational complexity, he said. Just don’t expect widespread adoption anytime soon. “How many priorities are there for a convenience store to drive efficiency and customer experience? There are endless [priorities],” Sebastian said. “So where’s the wearable going to show up on that list in terms of priority? Probably a little further down, because there’s just too many other things to get done.” ANTICIPATING CUSTOMERS’ REACTIONS In October 2025, Amazon said it was developing smart glasses that help delivery drivers with walking directions and capture proof of delivery. The glasses provide information in the worker’s field of vision after the driver has parked. “We anticipate future versions of the glasses will provide real-time defect detection, where the glasses can help notify drivers if they’ve

inspiring.team - stock.adobe.com

“There could be privacy concerns around customer interactions and how much is recorded and stored.”

Burger King was testing headsets equipped with an AI agent called Patty in 500 stores. In one example, the headset could notify an employee if the soda fountain was close to running out of a syrup. Coaching staff on customer service was another possibility for the device, as the AP reported that the headsets could help managers know when workers use expressions such as “thank you.” “I think something like this is really helpful because it can help employees both in their customer-facing work and in their back-end operations,” Canaves said. Another potential use for smart glasses is restocking, she said. “[Employees] would be able to just look at a shelf, for example, and get the inventory information or be able to assess what needs to be replenished without necessarily manually counting items,” Canaves said. Accessing foodservice preparation guidelines and recipes is another use for wearable technology, said Art Sebastian, founder and CEO of convenience advisory firm NexChapter. For example, an employee making a pizza with

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having a headset on can change the conversational dynamic with a customer, said Jenny Fu, a Cornell University doctoral student whose research focuses on the effects of AI-mediated communication tools on emotional and social well-being. “You see that there’s a layer on me that I’m not talking to you with,” Fu said. “Or I’m accessing other information that you have no idea [about].” Another factor is how much the customer should know about the wearable technology, Fu said. An interaction with a call center, for instance, usually includes a mention that the call is being recorded. “From the employee perspective … having a headset and knowing that they’re being measured or they have this access to information … can increase people’s cognitive load a lot,” Fu said. Fu compared robots moving from the warehouse to customer-facing roles such as baristas to how voice-automated wearables in warehouses might one day move from the distribution center to the store.

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“There seems to be this emerging pattern of existing technology that is moving from the back end to the front end.”

mistakenly dropped a package at a customer doorstep that does not correspond with the house or apartment number on the package, detect hazards like low light and adjust the lenses, notify that there’s a pet in the yard, and more,” Amazon said in an online post. Canaves foresees one potential issue with in-store adoption of such glasses: Consumers could react negatively. “There could be privacy concerns around customer interactions and how much is recorded and stored,” she said. “That’s somewhere where retailers will have to tread very carefully.” She drew a parallel to the expanded use of electronic shelf labels in the United States. “There is a public backlash to electronic shelf labels and how they might be used to deploy surge pricing against consumers,” Canaves said. “So I think retailers will have to prepare for similar concerns around privacy and recording if things like smart glasses were to become more prevalent.” An employee simply

The Dynamics of Wearable Tech A convenience retailer considering deploying a headset to cashiers for customer relationship management should ask a handful of questions, said Jenny Fu, a Cornell University doctoral student researching the effects of AI communication tools on a person’s well-being.

inspiring.team - stock.adobe.com

“There seems to be this emerging pattern of existing technology that is moving from the back end to the front end,” Fu said. BACK INSIDE THE KWIK TRIP WAREHOUSE … Vike of Kwik Trip gave an example of how an employee at the Kwik Trip warehouse could build an order for a store with guidance coming from a headset equipped with an automated voice. The voice in the headset could direct the worker to get six cases of 16.8ounce water bottles. “[The employee] confirms where they’re at. They grab the six cases, repeat back six to the voice, build that base layer on that pallet,” Vike said. “Then they’re sent to our very fast-moving Celsius [energy drinks].” The store order would continue through the staffer’s headset as the employee drives a forklift through the warehouse.

“They make a serpentine turn to the next aisle,” Vike said. “As they’re driving down, [the headset] calls the next slot.” For Kwik Trip, it’s about completing the task in the shortest distance, Vike said. “Because that’s going to allow for efficiencies. You want to be able to create a pick path that [means] coworkers are efficient in their steps, because anytime we’re adding steps, we are inefficient.” The headsets serve a great purpose for Kwik Trip, Vike said, but eventual advances in technology might lead to more innovation inside distribution centers. “It’s a tool, and you need to constantly evolve with the tool and ensure that you’re setting up your team for success,” Vike said. Austin Fuller is a senior writer at NACS. He can be reached at afuller@convenience.org.

First, operators should observe the existing dynamic and relationship patterns before introducing an AI device, she said. “Is this a local neighborhood— people know each other, and it’s very interpersonal?” Fu said. “Interview and talk to the cashiers and people.” This step would “allow the manager and cashier to understand why we’re doing this and how it will help with smoothing out [the] existing workflow.” Next, understand the capabilities of the device that staff would be wearing, Fu said. “If you ask a question, how long do you have to wait for the AI to respond to you?” she said. “What are some usual questions that this AI can answer?” Then inform the customer about the use of the device, Fu said. “Maybe they wouldn’t notice it. Maybe some of them notice it,” Fu said. “Do they have the option of opting out? How do you handle this? Because for the cashiers, this will be the question that they will be receiving.” What to do with data the wearable devices collect, Fu said, is an important consideration. “How are we going to use the data?” Fu asked. “That really circles back to the first question, which is: What does the system do to help us?”

NACS OCTOBER 2026 89

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INSIDE NACS

Focused on the Future

Frank Gleeson President and CEO, NACS

rank Gleeson has spent his first year as NACS president and CEO listening, learning and building a roadmap for the industry’s future. Gleeson has made it a priority to get out into the field and better understand the opportunities and challenges shaping convenience retail.

YOU’VE BEEN PRESIDENT AND CEO OF NACS FOR ALMOST ONE YEAR. WHAT HAVE YOU BEEN UP TO SO FAR IN 2026? My first year has really been about understanding where we are today and where we want to go as both an association and as an industry in the future. We’re looking at how we can be more effective in how we represent and support our members. A big part of that process has been getting out and talking with retailers, suppliers and

industry leaders to get a pulse on where things stand. Our job at NACS is to think ahead and consider how we can improve our industry. I’ve spent a lot of time on the road this year—I’ve pretty much been traveling every single week to a different state or a different event. A big part of my role is about being where our members are, understanding their challenges and identifying opportunities where NACS can make an impact.

Frank Gleeson will be speaking at the 2026 NACS Show in Las Vegas—hear him during the “What’s Convenient Now? Gen Z & Gen Alpha Weigh In” Education Session on Wednesday, October 7, at 8:00 a.m. and on the main stage at the Thursday, October 8, General Session at 10:15 a.m., where he’ll look at the opportunities and threats facing the industry, as well as key industry victories.

NACS OCTOBER 2026 93

“I’m looking forward to walking the halls at the 2026 NACS Show, strengthening my relationships with existing friends and meeting new people, and attending the meetings and amazing Education Sessions that are planned.”

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WHAT ARE YOUR CURRENT TOP PRIORITIES? Advocacy is top of mind for me. We have a highly effective and talented government relations team, and they’re working on big-ticket items for the industry. The Credit Card Competition Act (CCCA) is our primary focus. There is a lot of momentum and we’re doing everything we can to get that across the finish line. We are also focused on changes to the nicotine category and the illicit products in the market. We’re fighting to make sure that we have a level playing field and that our retail members can capture the sales they should legitimately be getting from other tobacco products. Another big issue is the discontinuation of the penny, and our team has worked to get legislation for rounding cash transactions. That has been a cost to our members, who are seeing that impact in their P&Ls. NACS has been at the forefront of that from day one, and we see the finish line in sight. Of course, there are plenty of other issues we are advocating for our members on, such as SNAP legislation or hemp product sales. Turn to Page 214 to learn more about NACS advocacy.

I really do need to call out the NACS government relations team. They have been unbelievable. They are considered a significant and strong lobbying force in Washington D.C., so much so that they’ve been called out by certain opponents for how effective they are. I was thrilled to hear that! Of course, they are also supported by our members, and we have seen how impactful events like Day on the Hill or grassroots mobilizations have been in making a difference in Congress.

WHAT STRATEGIC INITIATIVES IS NACS WORKING ON FOR THE INDUSTRY? I’m quite excited about some of the initiatives we’re working on. They’re ones that will have impact for many years to come and will put our industry in a very strong spot. TruAge is one of those initiatives. It’s a very important technology in our fight against illicit products and in continuing to cement our position as the best place in the market to sell age-restricted products. TruAge is fit for purpose now and for the future, for whatever new age-restricted products come to market. It’s a product developed by NACS, one that NACS is scaling and is built as a global standard for all retail. Turn to Page 195 to read more about TruAge and other NACS strategic initiatives.

There are a couple of others I’m excited about too: New events: We really considered what the unmet needs of our members were to develop new events and education for the industry. We’re hosting a new Future of Mobility event in December, which was developed from member feedback. They told us that topic was a gap in terms of available industry events, so we stepped right up to the plate. We also plan to grow and expand our current Food Safety Forum, which is already a fantastic event, into a broader foodservice event in 2027. Foodservice is a really critical, growing category and we want to provide more thought leadership around it and strengthen education for the industry. NACS Foundation: Seeing some of the activations organized by the NACS Foundation, like 24/7 Day to recognize first responders, and the wide adoption of so much of our industry giving back has been extraordinary. To me, that is really at the heart of what we do and what our consumers care about. It’s what this industry is all about. Turn to Page 111 to read more about the NACS Foundation.

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“Advocacy is top of mind for me. We have a highly effective and talented government relations team, and they’re working on big-ticket items for the industry.”

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NACS International: I’m really excited about our global reach. We’re based in Alexandria, Virginia, in the United States, but we are a global organization with member companies from more than 50 countries, and our international team is highly effective in what they do. People in our industry have a lot of choice in where they spend their time and their money, and some of the biggest retailers in the world are members of NACS and benefit from the value we bring. To me, that shows how effective we’ve been at capturing the global industry value proposition. Turn to Page 155 to read more about NACS International.

WHAT NOTABLE DEVELOPMENTS ARE YOU SEEING FROM RETAILERS AND IN THE INDUSTRY? We’re seeing a lot of investment from retailers in their companies and the industry. A lot of our member companies are building, renovating or investing in their stores and the customer experience. There’s also a lot of investment going into loyalty and digital capabilities, which creates a lot of stickiness. It’s quite a dynamic industry, and there’s a lot of

change. I see all of that as positive change for the convenience channel. The elephant in the room is that fuel volumes have been down this year due to the cost of gas. The only industry that wins when gas prices are high is the credit card industry, which is one of many reasons we need to get CCCA passed. The lower fuel volumes have hurt trips inside the store a bit, and the reality is that consumers have to make tradeoffs right now in the current economy. With transactions down, every extra item in the basket counts. It’s a game of pennies. I’m impressed by how retailers’ stores are becoming destinations for products and services other than fuel—foodservice being a great example of that. We are an utterly different industry than we were 20 or even 10 years ago, and consumers now know they can get great food at c-stores for a great price. We are already positioned to meet that moment. AS YOU THINK ABOUT THE REST OF THE YEAR, WHAT ARE YOU EXCITED ABOUT? I couldn’t be more excited to be in Las Vegas this month for my first NACS Show as president and CEO. It’s going to be a fantastic Show—there’s nothing better than seeing 25,000-plus of our supplier and retail members in one spot. I’m looking forward to walking the halls, strengthening my relationships with existing friends and meeting new people, and attending the meetings and amazing Education Sessions that are planned. And on a personal level, as I reflect on the past year, I have really enjoyed the move to Washington, D.C. from Ireland. Living in America has far exceeded my expectations. The entrepreneurial spirit and the way people approach things has been a truly refreshing thing for me. I couldn’t be more motivated or excited about having come to the United States.

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SETTING UP THE SUNRISE

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2D barcodes are coming—soon. Take these steps to prepare.

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This article is brought to you by GS1 US.

new kind of barcode showing up on packaging has the potential to benefit retailers and consumers through one big factor: data. Capable of holding significantly more information than traditional UPC barcodes, 2D barcodes are becoming a common feature on product packaging. While consumers may not know them by name, most are already familiar with one type of 2D barcode: the QR code. Retailers are already talking to payments solutions provider Verifone about the 2D barcodes. The barcodes’ ability to hold more information can be helpful to operators, letting them know which items need to be removed during a recall or when an item is expiring, according to Anil Bhat, head of product for the petroleum group at Verifone. “They’re definitely very excited about both of these,” Bhat said.

But before retailers can run with these new capabilities, the convenience industry needs to finish walking through the transition. “Our industry is, to some extent, notorious for procrastinating until the last minute,” Bhat said. So why is putting off this particular transition not a good idea? “One is the capital investment, if they have to make it,” he said. “And as these barcodes become more common, you may run the risk of some products transitioning away from traditional UPC-only labeling sooner rather than later.” GS1 US is the not-for-profit leading Sunrise 2027, an industry initiative to prepare retail systems to scan 2D barcodes at the point of sale by the end of 2027. GS1 US and Verifone are connected through their partnership with Conexxus, the industry’s technology standards group. “We work very closely with Conexxus to ensure that they understand and interpret our standards for Sunrise 2027 and are properly implementing that in line with what their industry needs,” said Lindsay Hillman, director of global standards at GS1 US. A number of products on the market today already carry 2D barcodes, primarily in the health and beauty space, Hillman said. “We are starting to see more consumer packaged goods, more food brands, more c-store related products adopting 2D barcodes powered by GS1,” she said. While working with retailers, the organization often points out that being ready for Sunrise 2027 helps the brands that are putting the 2D barcodes on packaging. “Retailer readiness can help create the confidence brands need to move forward with packaging changes and 2D barcode adoption,” Hillman said. “By configuring point of sale systems now, you’re able to support a brand through testing the newly implemented 2D barcodes building a clear partnership since you sell those products every day, it’s a good way to support brands through their adoption process. Another benefit to that support is understanding what information they are including in their 2D barcode enabling you to utilize all the information that they’re providing earlier.” For now, the 2D barcodes are expected to be co-located on packaging with the UPC barcode until retailer readiness to read 2D barcodes reaches about 90% to 95%. “This is a sunrise, not a sunset; we do not anticipate the UPC to disappear overnight,” Hillman said. Retailers can prepare for the transition to 2D barcodes with these five steps: NACS OCTOBER 2026 99

REVIEW ALL SCANNERS Retailers should make sure they have optical scanners capable of reading 2D barcodes across all their locations and throughout the whole store. That means not only the scanners at the cash register, but also those used at self-checkout and for inventory management, Bhat said. “The scanner can be at multiple points of interaction at a store,” Bhat said. “The same rules apply, meaning the hardware has to be capable and the software needs to be programmed.” Point-of-sale (POS) hardware and software also need to be evaluated to ensure they can process the data contained in 2D barcodes, he added.

REPLACE HARDWARE After evaluating their current hardware, retailers that don’t already have the optical scanners necessary to process the 2D barcodes will need to acquire them. “Ideally, retailers would go to their local vendor or distributor who handles POS equipment and be able to request one,” Bhat said. “Most major manufacturers will have information for retailers wanting to double-check if the scanners they’re buying are Sunrise 2027 capable,” Bhat said. “We believe that scanners that have been deployed in the last four years, if not longer, should all be capable, just requiring a configuration update.” “If a retailer does need to update its equipment, it’s better to start planning for those investments now than wait until the last minute, when other retailers might be doing the same thing,” Bhat said. “Retailers are going to rely on the servicer or distributor to get equipment and get installation done,” Bhat said. Businesses that put off those investments “may be facing the rush with those folks and not necessarily getting the right attention or time.”

UPDATE PROGRAMMING Even if a scanner is capable of reading 2D barcodes, it may still need to be programmed to ensure it can actually process the format as intended, Bhat said. This is usually a “fairly easy step,” according to Bhat. “Typically the programming guides provided by the manufacturer have that,” Bhat said. “We provide for our scanner, ‘Hey, here’s what you need to do.’ … It is just a set of steps or codes they have to incorporate into the scanner.”

TEST BEFORE FLIPPING THE SWITCH GS1 US offers a 2D barcode test suite that retailers can use with their systems, Hillman said. It includes several different setups of 2D barcodes to confirm that scanners are capable of

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reading whatever combination of data carriers and information comes their way. She recommends testing in phases, starting with a sample product outside of an actual store if possible. “You’re not just flipping on all of your store landscapes without some testing in a lab environment,” Hillman said. Then retailers can test products that they carry in their stores in this environment before moving to a small in-store pilot, Hillman said. “The test suite gives retailers a holistic approach to testing different combinations of data carriers, linear barcodes co-located with the 2D barcode, all of the different syntaxes available to test across different scan modes that you would be utilized in a retail environment,” Hillman said.

LOOK TO FUTURE FEATURES Beyond simply identifying products, 2D barcodes can carry a range of additional data. But retailers will have to program decision points around some of the data 2D barcodes contain, such as expiration dates, Bhat said. “Do you want to prompt and say, ‘Do you want to continue to sell this?’ … Or do you want to give a discount to the customer?” Bhat said. “Conexxus is working on an industry standard for that, and we’re an active participant in shaping it.” The same is true with manufacturer codes being part of the 2D barcodes, according to Bhat. “If you have a manufacturer code that’s been recalled, how is that information communicated back from a price book? Or how is that information programmed into the POS?” Bhat said. “Those are the things that we’re trying to define and work through.”

Q + A | JIGAR “JP” PATEL

SHARED

SUCCESS

Built on the belief that when one retailer wins, the industry wins, SAASOA has grown to over 7,200 members by helping independents achieve more together than they could alone. BY MICHELLE CASSIDY AND LAUREN SHANESY

ifteen years ago, Jigar “JP” Patel, who runs the threestore convenience chain Fastime, and three of his friends were “just a few guys sitting around the table” one night, talking about how hard it was to be an independent operator in the convenience industry. “It was hard to compete, given that the large chains and corporations had really figured out the science behind this business,” he said. “They had scale, so it was hard as an independent operator to provide the same level of service to our customers.” The four retailers decided to pool their resources, combining their stores to form a buying group. “We wanted to create some sort of cost advantage to compete better in the industry,” Patel said. That buying group became the Strategic Alliance of Affiliated Store Owners of America (SAASOA), a nonprofit organization created to give independent operators the buying power, knowledge and advocacy they needed to compete. The group started with about 25 stores and grew close to 60 by the end of the first year. It now has more than 7,200 members across more than 17 states. “We were like, ok this is a lot of stores… so we needed to have a framework around it to work for the benefit of everybody,” Patel said. “That’s how SAASOA got started.”

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This platform gives independent operators a voice, and that is very important for us. THAT WAS ALMOST 15 YEARS AGO. HOW HAS THE ORGANIZATION EVOLVED SINCE ITS INCEPTION AS A BUYING GROUP? The whole idea at first was to give vendors a dedicated order volume so that we could get better pricing. The main focus was creating a cost advantage. But we realized that a cost advantage alone was not going to raise the level of customer service, the standard of operations or the offerings in our members’ sites. You can have a good price on something, but if the

customer experience is not on par, customers are not coming back. So we decided to invest in education, and that is when the trade show came to be. The trade show has education sessions and keynote speakers in addition to the expo. Because most independent operators are family-run businesses, we also have some family-oriented events as well. We’ve also leaned into the legislative side at both the state and federal levels. The more educated our members are, the more active and compliant they are.

Jigar “JP” Patel In addition to being CEO of Fastime and Vice President of SAASOA, Patel serves on the NACS Board of Directors, the NACS Legislative Committee and is Chair of the NACS Political Engagement Committee.

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When all the stores are on the same level of excellence, everything is better for the customer.

Through his involvement, Patel has built relationships with retailers across the industry. Here he is pictured with former NACS Chair (2022-23) Don Rhoads and current NACS Chair (2025-26) Annie Gauthier.

IF A RETAILER IS A MEMBER OF SAASOA, WHAT DOES THAT LOOK LIKE? There is the buying side, which is our base offering and gives retailers more buying power. We’ve also invested a lot in technology. We created member and vendor platforms so that there is uniformity between the data that is being shared. It ensures people know exactly what they’re buying, at what price and what the sale price should be. We are living in a technological age and our members need to be able to adopt new things that are coming to the market. They are going to get left behind if they don’t, so we equip them with tools that can make their businesses more efficient. For example, we have a planogram software that we built for them. They can plug their sets in and see exactly what they can do with the space in their cold vault, in their center store and their backbar, without having to do guesswork. We also educate our members about how to get into foodservice if they’re not already doing it, how to get on scan data programs, or how to move up the tiers of their loyalty, among other things. We educate them on things that will move the needle. If all convenience store operators, especially on the independent side, run their business well, the whole industry is going to benefit and customers will enjoy their experience more.

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INDEPENDENT OPERATORS ARE THE LARGEST SEGMENT OF THE INDUSTRY. HOW ARE YOU EMPOWERING THEM TO BE BETTER IN THEIR BUSINESSES, AND WHAT IMPACT DOES THAT HAVE ON THE INDUSTRY AS A WHOLE? Here’s the thing: the effort that goes into running a good convenience store and a great convenience store is almost the same. There is a very small difference. The challenge is keeping yourself updated on what is happening in the industry. What are the new trends? What are customers looking for? What are the new items? And as an independent operator, it’s hard because you wear multiple hats, and don’t always have the time or ability to step outside of your store and learn something new. We always tell our members: Go to every trade show, meet new people, share best practices … and you will bring back new things into your store. From attending events and taking international trips, I’ve seen firsthand that when all the stores are on the same level of excellence, everything is better for the customer. It is all of our jobs to pitch in to make this industry better. And we are just playing our part as much as we can. WHY IS TECHNOLOGY ONE OF SAASOA’S TOP PRIORITIES RIGHT NOW? With AI now in the mix, this is the right time to bring new tools and offerings to our members

When Convenience Matters, Kretek Delivers Every Time Contact your Kretek representative today for details Email: KretekSales@kretek.com Call: 1-800-358-8100 Online: Kretek.com SURGEON GENERAL’S WARNING: Smoking Causes Lung Cancer, Heart Disease, Emphysema, and May Complicate Pregnancy. WARNING: This product can expose you to chemicals including tobacco smoke, which is known to the State of California to cause cancer and birth defects or other reproductive harm. For more information go to www.P65Warnivngs.ca.gov. WARNING: Cigars contain many of the same carcinogens found in cigarettes, and cigars are not a safe substitute for smoking cigarettes.

If all convenience store operators, especially on the independent side, run their business well, the whole industry is going to benefit. Patel is CEO of Fastime, a three-store chain located in Alabama. He’s pictured here at the flagship location in Daphne.

so that they can run their businesses more efficiently. Independents wear multiple hats day to day, so we want these tools and technologies to give them time back so that they can invest in their education. The struggle for independent operators is that the majority of their time is dedicated within the four walls of their convenience store, and the time required for additional learning is very scarce. But events and gatherings are where most of their learning happens. It’s not just within the four walls of your convenience store. That’s where you go to prove all the ideas and concepts that you’ve learned elsewhere. YOU RECENTLY PARTNERED WITH THE AMERICAN PETROLEUM AND CONVENIENCE STORE ASSOCIATION (APCA). HOW ARE YOUR TWO GROUPS STRENGTHENING INDEPENDENTS? We are very excited about this partnership. It has been a long time coming. They have built an amazing presence at the state level in California, not only as an organization, but as a legislative team. All of their members have come together to fight any legislation that has been bad for the industry. That is something that we hope to learn from and incorporate in our own culture at SAASOA.

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In turn, we bring our technological foundation to APCA and bring their members in California more buying power, more education and more offerings. We want to give them all the offerings that our SAASOA members in the Southeast and the Midwest benefit from. AS CHAIR OF THE NACS POLITICAL ENGAGEMENT COMMITTEE, WHAT ARE YOU FOCUSED ON WHEN IT COMES TO INDUSTRY LEGISLATION? We are already strong at the state level, at the federal level, groups like SAASOA and APCA can make an impact by bringing all of our members into the mix to fight for bills like the Credit Card Competition Act (CCCA). Swipe fees are brutal. I can’t tell you how many times I’ve heard from a retailer that they pay more in swipe fees than they do for the rent or the mortgage on their businesses, which is crazy. If CCCA were implemented, it would create one of the biggest cash flows for independents and be a big boon to this group, considering how much they currently pay on a monthly basis. We have also been heavily involved in SNAP legislation and are currently working to bring more clarity to our retailers regarding illicit vapes, since there is not much coming from the FDA.

WHAT’S NEXT FOR SAASOA? WHAT ARE YOU HOPING TO ACCOMPLISH MOVING FORWARD? In the next two years, I would like to see at least 20,000 members on the SAASOA platform. I would like to see much stronger technological adaptation within our membership and see our members using AI tools to run their businesses more efficiently. By doing so, they’ll have more time in their day, whether that’s to spend with their families or attend industry events. I would also like to see our members be more involved legislatively, both at the state and federal level. I want them at the tables where decisions are made. YOU’RE AN INDEPENDENT OPERATOR YOURSELF. HOW HAVE THESE ASSOCIATIONS HELPED YOU IN YOUR OWN BUSINESS? When the SAASOA and APCA alliance became official, it made my store part of one of the biggest groups in the industry. With both groups combined, we’re at about 7,500 stores. That would put us in the top five convenience store chains in the industry. So right there, vendors look at us differently. That is one of the biggest benefits that I have as an independent operator, that vendors don’t just see me as a one- or five-store operator, but see me as a member of this large group. That’s the whole point. This platform gives independent operators a voice, and that is very important for us. WHAT STRENGTHS HAVE YOU GAINED PERSONALLY FROM WORKING CLOSELY WITH OTHER SMALL BUSINESSES? When you’re doing things with the right intention, you learn a lot. When I first started this 15 years ago, I didn’t know much about the industry. But by attending events and meeting people one-on-one, I’ve learned so much about what problems people are facing and how they’re attacking them. I’ve learned that sometimes they’re not getting any help from their local, state or federal government.

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You can give back in a way that uplifts all the independent operators in the industry.

One great thing we have always incorporated in our culture at SAASOA is that we don’t think that we need to bring down our competition to compete with them. My communication has gotten better. I’ve been able to understand what the industry pain points are and communicate those to groups I’m part of, like NACS. I have become a bridge to share what is happening on the ground level with those groups and bring light to finding solutions. Independent operators don’t always have the time or the ability to go represent themselves, so I feel very privileged that I have the ability to do that on the industry’s behalf. And I’ve grown a lot personally. I’ve learned to be more humble and more giving. Anybody who has even a little bit of desire to do something more for others should be part of this movement.

WHAT ARE YOU MOST PROUD OF IN YOUR CAREER? I have learned so much by being active in the industry and its organizations— NACS especially—and sitting at tables with the industry’s leaders, hearing how they think and approach problems. I’ve brought all of that back and become a better businessman because of that. It’s been a very fruitful journey, and I want to bring our members on that same journey. I believe that independent operators are the backbone of this industry. My whole family was involved when we first started the business until we could scale into more stores, so we know firsthand that when they call it a mom-and-pop operation, it literally is. One great thing we have always incorporated in our culture at SAASOA is that we don’t think that we need to bring down our competition to compete with them. That mindset is a loss for the whole industry. We have always viewed it as building ourselves up to be better competitors. We uplift our members so that they can be well equipped to fight for their own fair share in the competitive landscape. We are creating a win-win situation for our members, our vendors and our consumers. This is the right time for the industry to come together and uplift the independent side of the business so that the entire industry benefits. I am very happy that SAASOA is on the forefront of that charge and that we are making such an impact on the independent side of the industry. We have amazing representation, and the future ahead is very positive for all of us. Michelle Cassidy is the managing editor at NACS. She can be reached at mcassidy@ convenience.org. Lauren Shanesy is a writer and editor at NACS.

INSIDE NACS

The Heart of the Industry Kevin O’Connell Executive Director, NACS Foundation

hrough programs that support first responders, address food insecurity and invest in future leaders, the NACS Foundation continues to expand its reach and impact. As executive director of the NACS Foundation, Kevin O’Connell works closely with industry partners to make a difference in communities across the United States.

WHAT ARE SOME OF THE BIGGEST INITIATIVES THE NACS FOUNDATION IS FOCUSED ON RIGHT NOW? On the programming side, all three of our major pillars—Future Fund, Response Relief and Neighborhood Nourish—are seeing record participation and engagement. Future Fund had a record number of scholarship applications this year with more than 100 applicants; 24/7 Day had participation from retailers in all 50 states

for the first time; and we received more than 600 First Responder of the Year nominations. We’re continuing to see strong momentum behind Neighborhood Nourish with activations like meal packing and food recovery events, including a successful June meal packing event in Raleigh, North Carolina, that put together more than 2,000 nutritious meal bags. There’s a real appetite throughout the industry to make a positive difference in communities.

The NACS Foundation is built to support and highlight how the industry gives back. Its signature event, 24/7 Day, resulted in 1.6 billion media impressions in 2026 and puts a spotlight on the critical role convenience stores play in the lives of first responders. The NACS Foundation is led by a board with executives from retailer and supplier companies. For more information, visit conveniencecares.org.

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“Impact isn’t always measured in dollars or statistics.”

Join NACS Foundation Executive Director Kevin O’Connell during the 2026 NACS Show Education Session “More Heart Than Means— Community Engagement Behind the Scenes” on Tuesday, October 6, at 2:45 p.m. or visit the NACS Foundation booth (C200). Learn more about the foundation at conveniencecares.org.

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LOOKING BACK ON THE YEAR SO FAR, WHAT ACCOMPLISHMENTS ARE YOU MOST PROUD OF? What excites me most and makes me proud of this work is seeing the real, tangible impact the NACS Foundation makes. We’re helping convenience store employees and their dependents access educational opportunities through the Future Fund scholarship—for some, that is their first rung of the ladder to furthering their education. We’re feeding children and their families through Neighborhood Nourish. We’re recognizing first responders who do critical work every day in our communities through 24/7 Day. Those aren’t just numbers on a report—they’re real people in communities across the country benefiting from the industry’s support. I’m also proud that we’re helping shine a spotlight on places that often don’t receive national attention. Sometimes the most meaningful stories happen in the smallest towns. Those areas rely on their convenience stores, and it’s rewarding to see the industry recognized for the role it plays in connecting and serving customers. Another thing I’m really proud of is that we are making an impact across multiple areas simultaneously. When I look at other association foundations, many focus on a single area. We have three core pillars and we’re activating across all of them exceedingly well. We’re punching above our weight class across all of our workstreams. Part of this is thanks to the level of support we’ve received from across the industry, which I am very grateful to have. Retailers and suppliers have truly stepped up and embraced the NACS Foundation’s vision, and they continue to invest their time, expertise, dollars and resources into helping us grow. The volunteer support has also been incredible. We have board members, committee members and advisors throughout the industry contributing hours of their personal and professional time, as well as their knowledge, because

they believe in what we’re building and want to amplify the industry’s philanthropic efforts. WHY IS IT IMPORTANT FOR RETAILERS TO BE INVOLVED IN THEIR COMMUNITIES? Retailers know their communities better than anyone else. One of the things we’ve learned through programs like 24/7 Day is that every community is different. Retailers know which first responders deserve recognition. They know which local organizations need support. They know what challenges their community is facing. What I’ve loved seeing is how retailers make these events their own. Some bring in local bands, food trucks or civic organizations. Others use the opportunity to support additional community groups with donations or partner with other small businesses in the area. They take a national initiative like 24/7 Day and make it incredibly personal and local. The same thing applies to Neighborhood Nourish. Every community has different needs around where food will make the most impact or who needs the most help. Some retailers work with schools. Some work with food pantries. Others work with youth organizations. Our role is to provide a framework that allows retailers to make a difference where it matters most. NEIGHBORHOOD NOURISH HAS GROWN SIGNIFICANTLY. WHAT’S NEXT FOR THAT PROGRAM? We’re really excited about the future of Neighborhood Nourish. In the short term, we are primarily focused on feeding children. We know there are so many populations out there that need food support, such as veterans or senior citizens, but children are the primary group we are supporting right now. One of our goals is to continue expanding meal-packing events around the country. Those events are locally focused, so volunteers feel a connection to the work and the impact is felt at home. What makes those events special is that retailers and suppliers come together, roll up their sleeves and work side by side for a common cause. It’s not a business meeting. It’s

people coming together to do something good, no matter what logo is on your shirt. We’re also looking closely at food insecurity and food recovery. We know there is an opportunity for the industry to play a larger role in helping feed families and reducing waste. Over the next several years, we’d like to provide more resources, tools and guidance that help retailers navigate those opportunities. At the end of the day, food is one of the most important ways convenience retailers serve their communities, and we want to help amplify that impact.

“We have three core pillars and are activating across all of them exceedingly well.”

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IS THERE A MOMENT FROM THIS YEAR THAT REALLY CAPTURED THE NACS FOUNDATION’S IMPACT FOR YOU? A moment that stayed with me was attending a 24/7 Day event in Charlottesville, Virginia, where we recognized a K-9 officer and his dog, Dembe, as one of our 2026 First Responders of the Year. In addition to a recognition ceremony with colleagues and family, and receiving a $500 gift card and some favorite c-store treats, we gave the dog a personalized collar that said First Responder of the Year. Turn to Page 144 to read more about Sgt. Ryan Sheridan and Dembe.

What really struck me was thinking about what that recognition will mean years from now. There will come a day when that officer and his family are looking through photographs and keepsakes from his career. They will be sitting around a Thanksgiving table talking about this time and this recognition, and they will still have those momentos, those physical reminders that their community appreciated what they did and the service they gave. That’s what I love about the NACS Foundation’s work. We help create moments where people feel seen and appreciated. No one had to recognize

this officer and his effort, but we did. The convenience industry cared about him. We make it personal. Impact isn’t always measured in dollars or statistics. It’s measured by knowing someone took the time to recognize another person, and in this case, in a field where there is no expectation of a thank you at the end of the day. You could see the emotion on the officer’s face, and how much it meant to hear that he was doing a great job. HOW CAN RETAILERS AND SUPPLIERS GET MORE INVOLVED WITH THE NACS FOUNDATION? There are many ways to participate. You can join one of our committees. You can volunteer for programs like 24/7 Day, which is a great place to start, or host an event in your local community with Neighborhood Nourish. Some people support fundraising efforts or contribute resources and expertise. The NACS Foundation is really powered by people who want to give back to the industry and their communities. If a retailer or supplier has an idea or feels inspired to get involved with their community or simply wants to learn more, we want to have that conversation. We have toolkits, resources and programs that can help companies make an impact regardless of their size. We can dream up the possibilities together. LOOKING AHEAD, WHAT EXCITES YOU MOST ABOUT THE FUTURE OF THE NACS FOUNDATION? I think we’re just getting started. The opportunity to expand Neighborhood Nourish, continue growing Future Fund and build on the success of 24/7 Day is tremendous. But more than that, I’m excited about the industry coming together for a shared purpose. NACS has a lot of impact on the industry in a lot of ways. The government relations team, for example, is the voting arm of the industry. The NACS Foundation is the heart of the industry. If we can continue helping retailers and suppliers make a difference in their communities while strengthening the reputation of convenience retail, that’s a future I’m incredibly excited about.

MOST AWARDED WINE BRAND Now In Mini Box

SIGNS OF

SUCCESS

Strategic in-store displays and immersive experiences can drive stronger customer connections.

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The Imagine Group helped transform three stores to celebrate the release of "Jurassic World Rebirth."

Xxxxxxxxxxxxxx

IN A MODERN CONVENIENCE STORE ENVIRONMENT, WHAT MAKES SIGNAGE EFFECTIVE? Andy House: Signage starts outside the store. Before a customer ever walks through the door, you have opportunities to tell them what’s worth stopping for, whether that’s at the pump, on the windows or along the road. Think about where you’re catching the most attention and use that to tell a story. Consumers have more choices than ever. Retailers need to quickly communicate why their store is worth the stop. We see a lot of success when stores use signage to highlight food, value and limited-time offers, especially when those messages change throughout the day. A breakfast message in the morning shouldn’t be the same message customers see at lunchtime. Once customers are inside, the role of signage changes. It becomes less about driving a transaction and more about creating a connection with your consumer. Convenience stores have evolved—signage helps tell that story. The stores that stand out are the ones that make customers feel like they’re getting more than a transaction.

This interview is brought to you by The Imagine Group.

HOW CAN RETAILERS USE INSTORE DISPLAYS TO BETTER CONNECT WITH CUSTOMERS? Food is driving a lot of decisions right now, so it’s a huge opportunity. We’re seeing retailers invest heavily in foodservice, and impactful displays help bring those offerings to life. We have helped retailers create in-store experiences through graphics, lit-décor and signage, wayfinding and environmental branding. In some stores, that might mean using custom iconography to help customers navigate the space. In others, it might be highlighting food with illuminated signage or wall graphics. We’ve seen retailers experimenting with merchandise and product rotation to create a sense of discovery. When customers encounter something new, it gives them another reason to come back. Signage plays an important role in drawing attention to those changes. WHAT ARE SOME BEST PRACTICES FOR IN-STORE DISPLAYS AND SIGNAGE? One of the biggest mistakes retailers make is trying to put messaging everywhere. Too much messaging can create clutter and make it harder for customers to focus on what’s important. We encourage retailers to be strategic about where they place displays, because intentional placements will get the most engagement. The best locations are often areas where shoppers naturally pause or look while moving through the store. We build display strategy around the idea of “see, feel, believe.” First, shoppers need to understand where they are and where they’re going through wayfinding or directional signage (the “see”). Then you create an emotional connection with compelling imagery and promotional messages, right at

their eyeline where it’s most impactful (the “feel”). Finally, you help them make a purchase decision with product information and pricing at the shelf (the “believe”). When those elements work together, the entire shopping experience feels more seamless.

original timeline. It’s a great example of how physical retail experiences can generate both in-store traffic and online buzz.

GEN Z CONSUMERS SHOP DIFFERENTLY—WHAT SHOULD RETAILERS KNOW ABOUT YOUNGER AUDIENCES? THE IMAGINE GROUP HAS Gen Z has become one of the most DESIGNED LARGE-SCALE important customer groups in conveACTIVATIONS. HOW DO nience retail with the largest growing THOSE DRIVE CUSTOMER wallet share. They’re less loyal to ENGAGEMENT? specific brands than We’ve worked on older consumers and store takeovers where much more willing to an entire location is try something new if it transformed around catches their eye or feels a campaign or event. relevant to them. Those are some of What they value is the most fun projects personalization. Our because they turn a research shows 85% of convenience store Gen Z is interested in into a 360-degree receiving personalized experience. offers from merchants. One example was They want experiences, a “Jurassic World products and offers ANDY HOUSE Rebirth” activation that feel tailored to Vice President, where three convethem rather than broad, Imagine Studio Agency nience stores were The Imagine Group one-size-fits-all promocompletely transtions. Convenience is formed around the movie release. still important, but they’re also looking Every signage opportunity was for authenticity and discovery. reimagined and at one location we These generations are a driving force even fabricated and installed large in food purchases. Gen Z consumers dinosaur sculptures. The goal was to are interested in trying new flavors, build anticipation and give people a different cultural influences and new reason to visit. products that feel unique. What makes these activations so We’re also seeing growing interest powerful is that the impact extends in local products and local stories. beyond the store. Customers post Customers increasingly want to know photos, influencers get involved and where products come from and how organic media coverage builds leading they’re connected to the communities up to the actual pop-up, creating hype where they live. Eighty percent of Gen and anticipation. Z customers are willing to pay for more In the case of the “Jurassic World” locally sourced goods than non-local takeover, engagement was so strong items. Retailers that can communicate that the activation ended up being those stories have an opportunity to extended two weeks beyond its stand out. NACS OCTOBER 2026 117

The Case for

WINDOW SERVICE

For c-store operators, the question is no longer whether a drive-thru can work. It is whether the store, the site, the menu and the labor model are built to make it work.

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BY STEVE HOLTZ

KG Oil Co. has been including drive-thru windows in its new-build MotoMart stores since 2018. It is a small store set at this point—only six of the retailer’s 84 sites across the Midwest— but FKG remains bullish on the future of its drive-thru strategy. “Drive-thrus have this amazing benefit. If you can train the delivery drivers to use it to pick up orders, there’s this really nice synergy there,” said Ian Forsyth, director of operations for the retailer. There’s a major catch to MotoMart’s commitment to drive-thru. “We have drive-thrus installed at several locations, but we only really are actively maintaining and driving business through one,” Forsyth said. Such is the status of drive-thru concepts across the convenience-store industry—and indeed, even restaurants—as new reports show drivethru traffic under pressure throughout the channel. But that doesn’t mean opportunity doesn’t remain for retailers who can appropriately manage the design, menu and labor model for such a strategy. Here’s what it takes to turn a window into a workable operating model.

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Q: Which of the following would you use a convenience store drive-thru for? Select all that apply. 71%

Coffee or fountain drinks

61%

Prepared food or meals

50%

Picking up an online or app order

43%

Everyday essentials (milk, snacks)

28%

Package pickup or returns

26%

Lottery tickets Cigarettes, tobacco or vape None of the above

15% 12% Source: Intouch Insights’ What Consumers Want From a C-Store Drive-Thru

THE CUSTOMER SAYS YES The consumer case for c-store drive-thru is surprisingly strong. In a survey of 893 consumers this summer by Intouch Insight, 74% said they would use a convenience store drive-thru that serves made-to-order food. The important nuance: Most would not use it instead of a fast-food restaurant. Rather, 58% said they would use it in addition to a fast-food restaurant, while only 16% said they would use it as a replacement. That distinction matters. It suggests the c-store lane is not simply a QSR copycat play. It may be a different occasion: a coffee stop with a gallon of milk,

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a made-to-order meal with a bag of chips, products ordered ahead via an app or a delivery driver collecting an order without having to exit the vehicle. Half of consumers in the Intouch c-store survey said a drive-thru that combines a meal and everyday essentials in one stop is more appealing than one that sells food only. Sixty-four percent said they would be likely to use the lane for a non-food item if the drive-thru could sell almost anything in the store. And 65% saw positive value in a 24-hour c-store drive-thru, potentially giving operators a point of difference during hours when many QSR lanes are closed.

WHY SOME WINDOWS GO DARK MotoMart’s experience shows that the economics can get complicated quickly. FKG’s newer stores were designed with drive-thru as part of a larger foodservice strategy. Its first nextgeneration store opened in 2018, when the company was introducing a dedicated proprietary foodservice platform called Crave Counter. The premise was a made-to-order program that would operate like a restaurant within the store, including a separate staff focused only on food. “It was so expensive because we had to double up on labor, essentially. And the volumes didn’t match the amount of cost that we had

“

The QSR Benchmark Customers expect that exact same level of service [as QSRs]. If you can’t provide that as a convenience store, then I would not recommend doing it.

in labor,” Forsyth said. The company pivoted, shifting to a cross-training labor model and adopting franchise food offers from Hunt Brothers Pizza and Krispy Krunchy Chicken. That improved foodservice profitability, Forsyth said, but left less capacity to manage a drive-thru lane. Further, drive-thrus require “more capital investment and labor than you might expect,” he said. The concrete work, menu boards, pressure plates, vestibule, headset systems, separate point of sale and duplicate fountain equipment all add cost. Then comes the operating reality: associates already stocking coolers, running registers and handling kitchen tasks now have to monitor a lane that initially will not generate meaningful sales. That creates a prioritization problem. If the drivethru represents a fraction of sales, the manager may reasonably choose to fill the

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cooler rather than staff the window. But the customer does not care about the store’s internal tradeoffs. If a driver pulls up and no one answers, the experience has taught that customer not to try it again. “As soon as you mess with that consistency of the offering, nobody’s ever going to [use] your drive-thru,” Forsyth said. DESIGNING AROUND THE LANE John McCauley of c-store design firm Paragon Solutions acknowledges all of these challenges. Still, the firm’s director of brand design stands as a strong supporter of drive-thru strategies—if it’s done right. “A drive-thru cannot be an afterthought,” McCauley said. “It has to be baked into the site design, the store layout and the operations strategy from day one.” And increasingly, he said, retailers are seeing the difference. “Operators

C-store operators building a drive-thru strategy have to remember who sets the benchmark. Quick-service restaurants are standard bearers. Consumers may not even expect drive-thru at a convenience store, but once they pull into the lane, they compare the experience with the restaurant brands that trained them. “You’re not competing with other c-stores; you’re competing with a QSR drive-thru,” said Ian Forsyth of FKG Oil Co, dba MotoMart. “If you look at a Starbucks, they have really in-depth analytics and KPIs on exactly how long it’s taking you to get through the drivethru. Customers expect that exact same level of service. If you can’t provide that as a convenience store, then I would not recommend doing it.” In a consumer study, Intouch Insight reports the drive-thru is unforgiving. The research firm’s 25th annual Drive-Thru Study draws on mystery shops at 13 QSR brands across the United States in June and July 2025. It reports the overall average total time in a drive-thru lane is 5 minutes, 35 seconds. Order accuracy averages 87%. Overall satisfaction averages 91%. Food quality scored high at 97%, but the operational levers behind the visit—speed, accuracy, friendliness and suggestive selling—is where the differences emerged. Two simple execution points carried outsized weight. Good speaker clarity made interactions 54 seconds faster on average, and customers who did not have to repeat their orders saved an average of 1 minute, 25 seconds. Friendliness was even more powerful. When service was rated friendly, overall satisfaction was 97%, order accuracy was 89%, and total time averaged 5 minutes, 23 seconds. When service was not friendly, satisfaction fell to 22%, order accuracy to 70% and total time stretched to 6 minutes, 57 seconds.

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Consumer Check In July, Intouch Insights put a series of questions about drive-thru in c-stores to a panel of 893 consumers. Topline results:

74% 65% 50% 27%

Of consumers said they would use a convenience store drive-thru that offers made-to-order food. See positive value in a 24-hour c-store drive-thru. Said a drive-thru that bundles a meal with everyday essentials is more appealing than food alone. Expect a drive-thru from a modern c-store.

Source: Intouch Insights’ What Consumers Want From a C-Store Drive-Thru

aren’t asking ‘Should we add a window?’ They’re asking ‘How do we design the whole site around it?’ That’s the right question, because the single biggest predictor of success is commitment.” That starts before the building is placed on the site. Outside, visibility also matters. The drive-thru lane should be positioned somewhere obvious to customers as they approach the site. If it is not, signage and wayfinding clues have to do the work. Further, clear menu boards can both explain the offer and advertise the breadth of what is available through the window. Inside the store, McCauley said, the most common

124 OCTOBER 2026 convenience.org

drive-thru items should be reachable without forcing an associate to walk the sales floor. That can mean duplicated fixtures, a second coffee or fountain station, a dedicated cooler and top-selling SKUs within a few feet of the window. Otherwise, every add-on order becomes a servicetime penalty. Some operators also turn wait time into merchandising time by placing the queue where drivers can see into the drive-thru offer—cooler sets, pastry cases or promotional displays. The point is to make the lane feel like a c-store experience, not merely a restaurant window pasted onto a fuel site.

FOODSERVICE FIT Foodservice is often the reason operators consider drive-thru in the first place. It can also be the reason the lane struggles. Forsyth said some menus are better suited to the volatility of drive-thru demand than others. A burger or boneless chicken program can often batch, hold and move product quickly. Pizza can work if customers understand the timing and if order-ahead is part of the occasion. Bone-in fried chicken, however, is harder to flex on demand because of cook time, fryer capacity and food-safety requirements. “A fried chicken concept or a more elaborate madeto-order concept really doesn’t vibe or mesh well with a drive-thru,” he said. “It needs something really simple that can be prepared in bulk and quickly.” That does not mean complex foodservice and drive-thru cannot coexist. It means the order path has to match the menu. A customer who orders at the speaker and expects immediate fulfillment creates one operating challenge. A mobile-order customer or third-party delivery driver who arrives after the product has been staged creates another—and potentially better—fit. That is why MotoMart still sees upside. FKG is developing a new mobile app with delivery-service connections, and Forsyth believes order-ahead could make its pizza and chicken

“

Some operators also turn wait time into merchandising time by placing the queue where drivers can see into the drive-thru offer— cooler sets, pastry cases or promotional displays.

offers more workable through the lane by giving the store advance notice of what to prepare and when the customer or driver will arrive. “That may allow us to capture a lot more volume from delivery drivers and from customers that are going to let us know ahead of time when they’re going to come pick the product up,” he said. THE FULFILLMENT SPECTRUM The drive-thru question has become bigger than window service, according to McCauley. It now sits inside a broader conversation about last-mile fulfillment solutions: drive-thru, curbside, lockers, mobile pickup, in-store pickup and

third-party delivery. Wawa offers a useful example. The retailer tested two standalone drive-thru-only stores following the pandemic. Both were closed within four years. But the company has not walked away from car-based convenience. Instead, it has been adding “Fly Thru” mobile-order pickup windows at select stores, allowing customers to order through the Wawa app and pick up from a store window without leaving the car. Wawa President Brian Schaller even described the mobile pickup window as the future of convenience during the retailer’s Wawa Day anniversary celebration in April.

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Things to Consider When Developing a Drive-Thru Strategy Start with the occasion. Is the lane for made-to-order food, everyday essentials, mobile pickup, delivery drivers, accessibility or all of the above? A broad offer creates basket potential, but it also adds complexity. Design the site around it. Drive-thru affects building placement, traffic flow, forecourt design, parking and pedestrian safety. If it is not planned early, retrofitting may be impractical. Match the menu to the lane. Simple, batchable, high-volume items fit better than complex items with long cook times or heavy customization. Order-ahead can make more complex foodservice workable. Resource it like a QSR. Customers expect speed, accuracy and consistency. If no one answers the speaker, they may not come back. Put products within reach. Duplicate key equipment or fixtures where needed: coffee, fountain, cooler sets, pickup shelving and high-volume SKUs. Use mobile ordering as the connective tissue. App-based pickup can reduce ordertaking friction and give the kitchen time to prepare. Plan for compliance. Tobacco, alcohol and lottery may involve ID checks and local restrictions that shape the menu and workflow. Measure the basics. Track total time, order accuracy, repeat-order rates, friendliness, sales mix and labor impact. The lane has to earn its place in the operating model.

“

Wawa offers a useful example. The retailer tested two standalone drive-thru-only stores following the pandemic. Both were closed within four years. But the company has not walked away from car-based convenience.”

McCauley’s read: It’s a pivot from a high-complexity restaurant-style lane to a fulfillment method that better fits Wawa’s broad, customizable menu and economics. “Different tool, same underlying goal,” he said. “The fulfillment method is just the last few feet.” That framing could be helpful for c-store operators because it creates a practical decision tree. Drive-thru is the highest-commitment option. It requires site engineering, dedicated workflow, training and capital. Curbside and lockers are lighter-touch and easier to pilot. Mobile pickup windows can reduce order-taking complexity by shifting the transaction upstream into the app. Third-party delivery can extend reach but brings margin and control questions. The strongest operators are not chasing a pandemic-era trend. They are choosing the fulfillment method that fits the site, customer base, food program and technology

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stack, McCauley said. The macro backdrop is not all tailwind. Placer.ai’s May 2026 Dining Index found that quick-service restaurant visits declined 4.4% year over year, while short visits under 10 minutes—typically associated with drive-thru, pickup and delivery—fell 6.8%. Fast-casual short visits also declined, even as total fast-casual traffic stayed slightly positive. Placer.ai tied the weakness to economic pressure, value sensitivity and elevated fuel costs. For c-stores, that creates a paradox. Higher fuel prices can discourage discretionary drive-thru occasions, but c-stores own the fuel trip. If the operator can attach foodservice, beverages or essential items to a trip the customer is already making, the lane may still have a role. The challenge is making the offer obvious and reliable enough to change behavior. THE STORE THAT WORKS Meanwhile, Forsyth said MotoMart continues to include drive-thru capability

in new builds in part because retrofitting later may be impossible. The building must be offset to allow a lane. The forecourt has to work around it. Traffic patterns, parking, fuel movement, delivery access and pedestrian safety all have to be considered. Ironically, MotoMart’s operational drive-thru site is not the company’s new-format store. It is a retrofit store in the Appleton, Wisconsin, area with an atypical customer base and deep local buy-in. Forsyth said the location serves customers who may have difficulty getting out of their cars and walking into the store. For them, the drive-thru is not a novelty. It is a practical access point. The store team understands that and treats the lane as core to the business. The manager wears a headset to set an example, employees are cross trained, and with a steady stream of cars, the team takes pride in serving those customers. That may be the clearest lesson. A drive-thru can work when it has a defined

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

Core-Mark International Ferrara Ferrero North America Gilbarco Veeder-Root* The Hershey Company** ITG Brands Jack Link’s Protein Snacks JTI Liggett LLC

Keurig Dr Pepper Krispy Krunchy Foods, LLC Mars Snacking** McLane Company, Inc. Molson Coors Beverage Company Mondelez International Monster Energy Company*

Oberto Snacks Inc. PDI Technologies* PepsiCo, Inc.** PMI US** Primo Brands Reynolds Swisher International, Inc. Verifone, Inc.

DIAGEO Dover Fueling Solutions Ecolab** Electrify America Electrolit® Eternal Water GALLO*** General Mills, Inc. Grabba Leaf LLC Haleon Hunt Brothers® Pizza Ignite Retail Technology InComm Payments

iRely The JM Smucker Company Juul Labs The Kraft Heinz Company Lucky Beverage Co Mashgin Modisoft, Inc. NielsenIQ* OLIPOP OPIS, A Dow Jones Company Pabst Brewing Company Pace-O-Matic Perfetti Van Melle USA, Inc.

Petrosoft LLC PIM Brands Red Bull North America, Inc.* SEB Professional North America SPYLT Strategic Retail Partners — SRP Toast Toshiba Global Commerce Solutions, Inc. VitaminWell USA/Barebells Vivid Impact Wip Woodbolt Distribution LLC dba Nutrabolt (C4)

Encore Technologies, LLC Excel Tire Gauge, LLC FBD Partnership, LP Fiscal Systems Flexeserve, Inc. Flowers Bakeries, LLC. Franke Coffee Systems Frazil Freedom Electronics LLC Glory Global Solutions good2grow Greatful Brands Greenridge Naturals GSP GSTV The H.T. Hackney Co. Hussmann Corporation Imperial Trading Company — S. Abraham & Sons, Inc InStore.ai iSee Store Innovations ITW Food Equipment Group J & M Distributors, Inc. J&J Snack Foods Joey Op Co. JOYRIDE Kalibrate** Kellanova Away From Home Lil’ Drug Store Products, Inc. Lindt & Sprungli, USA Liquid Barcodes, Inc. Lockton Insurance Brokers

LottoShield Matrix Capital Markets Group, a division of Citizens Max Distributing McKee Foods Corporation Middleby Momentara Nashville Display National Retail Solutions NCR Voyix** nData Services, Inc NRC Realty & Capital Advisors, LLC NYSLIFE OptiSigns OWL Services PAR Technology Patron Points, Inc. Paytronix Perdue Foods PFSbrands ProAmpac Proximo Spirits Raymond James & Associates, Inc. REDCON1 Rich Products / f’real Rosscor Brands Rovertown Ruiz Foodservice Sargento Foods Inc. Sazerac Company, Inc.

Schwan’s Sales Co., Inc. Simply Good Sparkling Ice Spindrift Beverage Co., Inc. Stateside brands: Surfside, Stateside vodka sodas and Super Lyte Strategy & Execution, Inc. Streamline Group Sunny Sky Products Suntory Global Spirits Tater Kegs Throne SPORT COFFEE Titan Cloud Software Tootsie Roll Industries, Inc. Triggerpoint Media Trinchero Family Estates/Sutter Home Winery Tropicana Brands Group Tyson Foods, Inc. Ultimate Sales and Services Upside Services Velocity Logic Group The Vita Coco Company VIVAZEN® W. Capra Consulting Group Wells Enterprises, Inc. Xcaliber International Yerba Madre

Silver Members Acosta Group BeatBox Beverages Bimbo Bakeries USA/ Barcel USA Black Buffalo Inc. Bucked Up Built Brands, LLC Celsius Holdings Inc. Chobani and La Colombe Chomps Conagra Brands CROSSMARK C-StoreMaster

Bronze Members 360training.com 5-Hour ENERGY Acuity Brands Lighting AeriTek Al Capone / Inter-Continental Cigar Corp. AMCON Distributing Company Amos Sweets Inc. Anchor Packaging Armor Safe Technologies, LLC AT&T Black Rifle Coffee Company LLC BMO Capital Markets Bruegmann BUNN CAF Outdoor Cleaning Cargill, Inc. Chester’s International CigarBros USA, Inc Cimbali USA CORD Financial Services, LLC Crystal Geyser Alpine Spring Water CSN DBI Distribution/Candy Dynamics Danone USA Public Benefit Corporation (Danone USA PBC) Dauphinais Eagle Family Foods LLC Electric Era

*NACS Global Supplier Council - Diamond (6) **NACS Global Supplier Council - Ruby (7) ***NACS Global Supplier Council - Loyalist (1) *As of September 2026

“

Ideally the drive-thru is visible as the customer approaches the site,” said John McCauley of Paragon Solutions, which provided these examples. “When it isn’t, strong signage and wayfinding can help overcome that, and clear drive-thru menu boards do double duty by advertising what’s available.”

customer, a repeatable offer, a committed team and enough volume to earn management attention. For the industry, the moment calls for less hype and more specificity. A drive-thru is not easy. It is a fulfillment strategy that works best when it is integrated with foodservice, mobile ordering, loyalty, labor planning and site design. The c-store advantage is the basket: food plus coffee, beverages, tobacco where legal, snacks, milk, household items and, increasingly, digital pickup

occasions. The c-store challenge is the same basket: Every additional category adds complexity, steps and potential friction. The operators that win will not be the ones that simply install a window. They will be the ones that decide what the window is for and build the business around that answer. Steve Holtz is a c-store journalist with more than 20 years in the industry and president of Holtz Media Consulting.

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Three Examples of Drive-Thru Placement

Fireside Market’s window is in the rear of the store, so it added clear signage and direction on the front.

Hutch’s window is highlighted with signage and a brightly painted steel frame.

Pak A Sak’s drive-thru lane begins its queue around the back of the store, while the window is visible to one side of the building.

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CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS DRIVING THE CONVERSATION MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS

EPS. 535 | Convenience Ma

HOW TO CULTIVA SUPERFANS AT YOUR STORES

Convenience Matters

Highlights from the NACS Convenience Matters podcast show an industry worth talking about.

THE YEAR so far has seen $4 gas, the growth of artificial intelli-

gence and a K-shaped economy. Guests on the NACS Convenience Matters podcast, hosted by Vice President of NACS Media & Strategic Communications Jeff Lenard, have helped listeners understand and navigate those headlines. But that’s not all. The industry’s longest-running podcast also explored superfans and how to get them—an important concept for convenience stores to generate business no matter the larger global trends.

VISIT THE NACS CONVENIENCE MATTERS HOMEPAGE TO LISTEN TO HUNDREDS OF CONVERSATIONS.

EPS. 549 | Convenience Ma

NACS OCTOBER 2026 133

CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS MATTERS CONVENIENCE CONVENIENCE MATTERS

EPS. 538 | Convenience Mat

EPS. 526 | What Retailers Need to Know About SNAP Food Restriction Waivers A HOT topic at the beginning of the year was states across the coun-

try requesting waivers from the U.S. Department of Agriculture to restrict certain items being bought with SNAP. Margaret Mannion, NACS director of government relations, joined the podcast to discuss how states were targeting products like soft drinks, soda, energy drinks and candy. A convenience store found out of compliance with the new restrictions would face a two-strikes-you’re-out rule, receiving a warning letter the first time and then an involuntary withdrawal from the program the second time, according to Mannion. This would mean that the location wouldn’t be able to accept SNAP. Retailers could appeal the decision with USDA or reapply, Mannion said. She warned of the consequences of convenience stores being pushed out of the program. “We are that critical food access point in communities where there are no grocery stores or where folks are working a second or third shift and they need to go to a store in the middle of the night to buy milk,” Mannion said. “You can come to a convenience store to do that because we’re 24/7. If we see retailers being pushed out of the program, especially if the retailers are doing their best to comply with these restrictions, you’re going to see a huge food-access issue across the country. That has never been the case before.” NACS has also been pushing for an education campaign for SNAP customers about the changes, Mannion said. “It’s not the governor who’s going to be behind the counter explaining why we’ve done this,” Mannion said. “It’s that 19, 20-year-old convenience store employee and that’s a real challenge.” The situation continued to develop throughout the year after the January podcast. In June, U.S. District Judge Amy Berman Jackson struck down SNAP food restriction waivers in Colorado, Iowa, Nebraska, Tennessee and West Virginia. The ruling didn’t affect the other 18 states with waivers and the USDA may appeal the decision.

$4 GAS IS HERE. WHAT’S NEXT?

EPS. 478 | Convenience Mat

WHAT’S ON TAP FOR BEER IN 2025

EPS. 447 | Convenience Mat

QSRS ARE COMPET YOUR BUSINESS

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SUPERFANS CAN help bring in more customers because of how much they like a brand. They become fierce

advocates, helping to push the success of the businesses they love. That was one of the messages from Brittany Hodak, author of “Creating Superfans: How to Turn Your Customers Info Lifelong Advocates,” when she visited the NACS Convenience Matters podcast. So what is a superfan? Hodak defines a superfan as a customer or stakeholder who is so delighted by their experience that they become an enthusiastic advocate. Convenience retailers looking to gain their own superfans should have relationships with customers that are a two-way street. “If you want your fans to love you, you have to love them back,” Hodak said. “You’ve got to invite them into the story because superfans are created at the intersection of your story and theirs.” This is true whether talking about convenience store brands or famous musicians, which Hodak knows something about, having worked with artists like Dolly Parton and Kiss to understand their fan bases. Hodak saw a great example of brand building inside a Buc-ee’s when a customer asked if there was a restroom and the cashier helped the customer without being snide about the fact that Buc-ee’s is known for its restrooms. “It doesn’t matter how famous you are, like there’s always going to be somebody at a concert that’s like, I’ve not heard any of these songs, or I’ve heard one song on the radio because I’m here with a friend,” Hodak said. “What the great brands do, whether it’s a personal brand like an artist or a brand with thousands of locations that’s in the convenience industry, you’ve got to care individually about every customer to meet them where they’re at and leave them better than you found them.”

EPS. 537 | What’s Next For Convenience?

AFTER STARTING as NACS president and CEO on January 1, Frank Gleeson joined the podcast to talk about his

first 90 days at the helm. Gleeson focused his first months at NACS on listening and observing how NACS operates and is perceived within the industry. Long term, he sees both the industry and NACS evolving rapidly. “We’re going to see tremendous change in the industry the next five and 10 years,” Gleeson said. “We need to be willing and able to adapt. We need to be nimble and agile in our thinking and in our execution because that’s what we need from our organization.” Gleeson also emphasized the importance of foodservice. “If you’re not in foodservice in some way, you should start,” he said. “If you’re in it in a meaningful way, you’re probably doing very well. If you’re in it in a serious way, you’re absolutely doing well and you’re going to capture more market share from your trading area.” Gleeson said the industry is the only one that can be described as a word: convenience. “I think watch out QSRs, watch out casual dining,” he said. “We’re coming for your dollars because our industry can take more share, I believe, because we are close to the customer. We are convenient.” He also highlighted the importance of TruAge, the age-verification system from NACS: “You can scan quickly and get in and get out without giving your private information away,” he said. Gleeson also highlighted the importance of making sure retailers’ voices are heard, particularly around the big issue of credit card swipe fees. “Your voice matters, right?” Gleeson said. “It matters because if it’s not heard politicians or legislators will not know what you want or what you need to create a business environment, to create jobs and prosperous businesses.”

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EPS. 526 | Convenience Mat

EPS. 538 | $4 Gas Is Here. What’s Next?

GLOBAL EVENTS can affect the corner store, particularly when gas

prices reached $4 earlier this year. As prices reached that high-water mark, something only done before in 2008 and 2022, John Eichberger, executive director of the Transportation Energy Institute, said on the podcast that the story has not actually evolved that much over the years. Oil is drilled in certain parts of the world and shipped to other parts of the world, he said. “We are a global market,” Eichberger said. When shipping lanes become compromised, he said, some markets aren’t going to get the needed oil. “When you’re dealing with a commodity like oil that’s so critical to economic operations throughout the world, it’s traded on the open market, and those who are trading contracts are looking at this situation in the Middle East,” Eichberger said. “They’re saying, ‘We are not confident that supply is going to be available in two weeks, in four weeks. So we’re going to bid up the price in order to make sure we’re getting the contracts we need.’” Eichberger also cautioned about gas tax holidays, noting that retailers have been losing money as prices went up. If prices at the pump don’t immediately come down with the tax waiver, allegations of profiteering can surface. “Market manipulation is bad, even when it’s the government doing it,” Eichberger said. “It’s disruptive. It’s deceptive. It doesn’t do any good. Yeah, it might make them feel good. It might make consumers say, ‘Hey, at least I saved 15 cents a gallon’ or something like that, but in terms of the long-term impact on the market, it’s really dangerous.” He added that when prices go up the impact on consumer’s mindsets about the economy is significant. Most driving isn’t optional and for most people, miles driven can’t go down when prices go up. “When you are forced into that purchase, and the price goes up, you hate it,” Eichberger said. “When it gets too expensive it really affects the rest of your life.” He said fixes to avoid are initiatives motivated by politics or optics that don’t fix the fundamental problem.

WHAT RETAILERS KNOW ABOUT SNA RESTRICTION WAI

EPS. 539 | Convenience Matt

A LOOK AT FUELBUYING BEHAVIOR

EPS. 541 | Convenience Matt

KEY SIGNALS SHAP THE U.S. ECONOMY

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EPS. 456 | Convenience Mat

EPS. 541 | Key Signals Shaping the U.S. Economy

FROM CONSUMER spending to the effects of artificial intelligence,

there were some big narratives about the economy this year. Narrative economics takes in both statistics measuring the economy and the idea that human beings are driven by compelling stories, according to Thomas Weinandy, principal research economist at Upside. “We’re influencing our lives through storytelling,” Weinandy said on the Convenience Matters podcast. “So it’s about combining those fundamentals, combining those economic statistics with narratives that are driving key economic growth as well.” Weinandy delved into some of the big narratives about the economy. Consumer spending was still supporting the economy, despite low sentiments. “Consumer spending is stronger than what a lot of people are feeling about the economy,” he said. But a K-shaped economy, where higher income consumers are spending more and lower income consumers are spending less, is an unhealthy sign. “Ideally, the best economic growth is if everyone is spending more because they all have more money and everyone’s sharing in the growth,” Weinandy said. Across incomes, consumers still want to save. They also still want convenience when making purchases, Weinandy said. “There’s still opportunity for retailers to be able to reach all customers in more personalized senses,” he said. As for the narratives around AI, Weinandy said that AI, like any transformative technology, will affect jobs but not erase them. “One example I like to give is in 1900, 41% of U.S. workers worked on farms,” he said. “Then by the year 2000, it went from 41% to 1.6% and yet at that same time there wasn’t this massive unemployment in the year 2000 because there were so many fewer farm jobs. There were just all these new jobs that opened up in other areas that allowed workers to be able to become productive in other ways.”

A FRESH FOCUS O C-STORE DESIGN

EPS. 537 | Convenience Matt

WHAT’S NEXT FOR CONVENIENCE?

EPS. 494 | Convenience Mat

CELEBRATING YOU COMMUNITY HERO IS EASY

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At PMI U.S., we believe legal age nicotine consumers (21+) who use traditional tobacco products should have access to better alternatives, like nicotine pouches. Our products are intended only for adults 21 and older, and we are committed to supporting retailers in preventing sales to anyone under 21. We take this responsibility very seriously by:

Reinforcing to our retail partners that federal law prohibits the sale of tobacco and nicotine products to anyone under 21 and requires age veriﬁcation for purchasers under 30.

Providing educational resources and point-of-sale signage to help retailers communicate their commitment to underage access prevention.

Supporting efforts that help retailers identify warning signs and prevent social sourcing.

How You Can Help •

Always ask for ID and age-verify purchasers of tobacco and nicotine products. Use technology to support consistent compliance and simplify the age-veriﬁcation process.

•

Provide employees with ongoing training. Support employees with clear policies and readily available resources to help them recognize the warning signs of social sourcing.

•

Make prevention visible. Prominently display signage informing customers that sales to underage persons, and sales suspected of being for underage persons, will be denied.

Responsible retail practices help ensure tobacco and nicotine products remain available to adults 21+, while preventing access to underage persons. Together, our actions add up. Learn more about PMI U.S.’s 10-point approach to underage access prevention at uspmi.com/21-plus.

References to “PMI” mean the Philip Morris International family of companies. “PMI U.S.,” “we,” “our,” and “us” refer to one or more PMI U.S. businesses. For Trade Only. Not for Distribution to Consumers.

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Carl Nielsen (right)

Karen Shepherd

ou might know one of those people who run toward danger. You know—the ones who don’t give a thought to themselves. They just go. If you’re really lucky, one of them might have come to your rescue. We’re all lucky that these real-life superheroes, three of whom are the NACS Foundation’s 2026 First Responder of the Year winners, are members of our communities. The NACS Foundation’s 24/7 Day and the awards acknowledge the efforts of these brave, tireless individuals. Convenience stores and first responders are intertwined. They’re both there when you need them, no matter the time of day or the situation. 24/7 Day was created eight years ago to recognize this relationship. “First responders are one of our main customer groups in the small hours. Our 24/7 operations at convenience stores allow them to be used as safe spaces for customers, especially first responders, to get a healthy snack, caffeinate or connect with others,” said Kevin O’Connell, executive director of the NACS Foundation. “In disaster or emergency scenarios, they are also often a home base for teams to set up operations, host blood drives or be a place to find or bring donations.”

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Along with local celebrations on 24/7 Day, each of the three finalists were given special award packages. Karen got a year of free gas from GSTV, plus a $500 gift card from InComm Payments and a c-store gift basket. Carl and Ryan also got $500 InComm gift cards and gift baskets. All three are going to this year’s NACS Show in Las Vegas, where they’ll be recognized in a special ceremony and given donations for their local station or volunteer team.

C Susan Kalergis/NACS; NACS

For the second year, the NACS Foundation took nominations for the awards from convenience retailers and their customers. The response was staggering: The number of nominations— more than 600, coming from every state in the union—increased almost tenfold from 2025. More than 110 retailers representing at least 33,000 stores participated. On 24/7 Day (July 24), the three winners were lauded by their communities, local media and convenience retailers for their dedication, courage and unwavering service. The 2026 First Responder of the Year is Karen Shepherd, an EMT-B with the Pattonsburg, Missouri, Volunteer Fire & Rescue Protection District who knows— and has helped, in some way—just about everyone in her small town. Runner-up Carl Nielsen, fire chief of the Fremont (Nebraska) Rural Fire Department, successfully led a multifaceted response to a local explosion. And runner-up Sgt. Ryan Sheridan and his K-9 partner, Dembe, of the Albemarle County Police Department in Charlottesville, Virginia, were recognized by their department for overall excellence and dedication.

Karen Shepherd

“She would literally drop everything, no matter what she is doing, to come serve you, help you, in any way.”

AFTER GOING ON ABOUT 4,000 CALLS

as a member of the Volunteer Fire & Rescue Protection District, Karen Shepherd is stitched into the fabric of the town of Pattonsburg, Missouri, population 350. “Anyone who lives in Pattonsburg has known her [for] all of their lives,” said Kristen Nalle, The Gas Spot’s Missouri district manager and someone who has firsthand knowledge of Karen’s importance in the community. “It’s always Karen. ... She’s just here, she’s here. And that’s who you call.” Karen got that call—not an official one through the fire district, but a personal call— when Kristen’s son was in a critical ATV accident with his twin. Karen was there before the team dispatched through 911 could arrive at the scene. She stabilized the boy, who was critically injured, before he was airlifted to a pediatric trauma center in Kansas City. “We got a sense of security after [Karen] showed up,” said the boy’s dad, Brad Nalle. Answering the call when someone’s in need is Karen’s MO. You could say it’s in her blood: Her dad was fire chief, and her brother was a firefighter for 25 years. She’s been a volunteer for 26 years, 23 of those as an EMT-B. Her kids

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have joined in, too: One is a firefighter, another is fire chief, and a third is a firefighter and EMT. Karen received 25 nominations for First Responder of the Year, and it took 10 hours one day at The Gas Spot to collect everyone’s testimonials. The accolades were consistent: “There’s not one person that doesn’t know who she is and what she does, so everybody loves her.” “As long as I’ve known her, she just does what’s right.” “She has an amazing heart and will do whatever she can to help someone.” “The question is, what hasn’t she done for the community?” Tiffany Fraley, CEO of InConvenience Inc., operator of The Gas Spot, underscored the importance of Karen’s actions and her presence in the community. “We don’t just operate in these communities. We’re part of them,” Fraley said. “Karen stepped in during one of the scariest moments imaginable and helped save our team member’s child. That kind of service and compassion leaves a lasting impact, and we loved seeing her recognized for the 26 years she’s dedicated to the Pattonsburg community.” Karen is grateful for all the recognition, but “I’ve always just been one to help,” she insists. One facet of her role not mentioned in the nominations is the fact that she amplifies women’s voices. Sometimes women aren’t believed when they say they need to go to the hospital, she said; she makes sure they get the care they need. Kristen Nalle, whose son Karen helped to save, knows Karen will do that for anyone. “She would literally drop everything, no matter what she is doing, to come serve you, help you, in any way,” she said. “It’s just the way the community works,” Karen said. “If you see someone on the side of the road, you have to ask them if they need any help.”

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Carl Nielsen

There When Needed The day he got the call about the explosion, he happened to be in a meeting with his boss. “I told him I had to go.”

in July 2025 rocked the local community of Fremont, Nebraska, and made national news. The response, which involved multiple local and state firefighting teams, demanded an experienced, organized first responder as its head of incident command. That person was Carl Nielsen. Carl, fire chief of the Fremont (Nebraska) Rural Volunteer Fire Department since 2020, marked 30 years with the department in 2025. He became a firefighter at age 18. Like Karen Shepherd, being a first responder is in Carl’s blood: He’s a fifth-generation firefighter, following in the footsteps of his dad and grandfathers. He grew up two blocks from the firehouse. He’s also an operations manager with travel center operator Sapp Bros. When Carl joined the company in 2018, he alerted his coworkers about his other job. The day Carl got the call about the explosion, he happened to be in a meeting with his boss. “I told him I had to go,” he said. “I’d warned him such a thing could happen.” Upon arriving at the scene, which he called “mass chaos,” the first thing Carl had to do was get things under control. He formed a unified command, leading eight local fire departments, multiple law enforcement agencies, the county

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emergency management and the FEMAfunded Nebraska Task Force 1. He also kept the mayor informed about progress at the site. A critical point in the response came during the first day, when the command was focused on fire suppression. The explosion had been caused by a dust fire, and it needed to be contained with a constant stream of water. However, the trucks pumping the water would need to leave the site to refuel. Carl averted that break in the response by calling his coworkers at Sapp Bros. and asking them to send fuel trucks to the site. Carl was at the scene for almost two days straight, going home only to sleep for a few hours. It’s an example of how Carl “leads by example, consistently putting the needs of others before his own,” said his wife, Becky, in her nomination form. “Everyone in that command deserves a piece of this award,” Carl said of all the departments and teams that responded to the explosion. While he acknowledges that the award is proof that people recognize the importance of first responders, being one of the winners was still a surprise. “I didn’t in a million years dream this [award] would happen,” he said. “But I didn’t dream of a call like that, either.”

NACS

THE EXPLOSION OF HORIZON BIOFUELS

Ryan Sheridan & K-9 Dembe

“Dogs don’t get as long of a career as we do, so I want to spotlight him as much as possible.”

EVER HEAR OF “OFFICER FRIENDLY”?

Talk to Sgt. Ryan Sheridan for a few minutes, and you’ll realize you just met him. The congenial, humble sergeant has been in law enforcement for two decades. He joined the Albemarle County Police Department in Charlottesville, Virginia, after transferring from Newport News, Virginia, in 2011. He’s been partnered with Dembe, a Belgian Malinois, since 2022. Dembe is his second K-9 partner. Ryan was nominated by his own department for, among many other things, his “extraordinary dedication and professionalism” and an impressive 373 responses to calls for service in 2025. Many of those calls involved urgent support to other officers. He also seized sizable amounts of methamphetamine and cocaine (sniffed out by Dembe), assisted in the apprehension of nine violent offenders and recovered multiple firearms. Ryan is also a natural at forming partnerships that benefit his department and his community. His work with the U.S. Marshals Service and the Virginia State Police led to “the successful resolution of numerous complex investigations,” his nomination said. Ryan and Dembe were

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presented with their award on 24/7 Day at The Market at Mill Creek in Charlottesville. Along with being recognized as First Responder of the Year, Ryan and Dembe were named 2025 Officer of the Year by their department. “To be recognized, with people seeing your work, and seeing it all on paper myself—it’s humbling,” Ryan said. “I’m very fortunate.” He shifts much of the credit for his efforts and awards to Dembe and his fellow officers. “I’m just doing my job,” he said. “I’m glad to put the dog and the department in the light.” Having a K-9 partner means being assigned to a special unit. As part of that, Ryan and Dembe went through training together to solidify their partnership, and Dembe lives with him. “It’s really nice having him at home,” Ryan said. As for the “Officer Friendly” designation, Ryan might say that title should go to Dembe, who he called “a happy dog.” “Dogs don’t get as long of a career as we do, so I want to spotlight him as much as possible,” he said. For Ryan, becoming a police officer wasn’t the result of a family history in law enforcement. It came from somewhere else entirely: Watching Clint Eastwood films and old episodes of “Gunsmoke,” featuring James Arness’s Marshal Dillon. “I grew up watching cowboy movies! I wanted to be a cowboy since I was 8 or 9 years old,” Ryan said. Being a police officer was about as close as he could get to that. It seems to have worked out for him—and the communities he serves—just fine. Jennifer Bulat is an editor and writer who has covered the convenience industry for more than two decades. Reach her at jenniferbulat@gmail.com.

C Susan Kalergis/NACS

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INSIDE NACS

Connecting Convenience Retail Worldwide

George Zheng Director, NACS International Asia-Pacific

irector of NACS International Asia-Pacific George Zheng has a front-row seat to the innovative developments shaping convenience retail around the world. His goal is to bring retailers together to share insights, learn from each other and connect across international borders.

WHY IS IT IMPORTANT FOR CONVENIENCE RETAILERS TO THINK GLOBALLY AND PAY ATTENTION TO OTHER MARKETS? There is no single retail model that is flawless or universally applicable. That is the first and most important reason convenience retailers should look beyond their own borders and learn from their international peers. As Henry Armour, NACS chairman emeritus and CEO international, has

often pointed out, every country’s convenience retail sector follows its own life cycle. What is emerging in one market today may become mainstream in another tomorrow. That is what makes thinking globally so valuable— retailers who look beyond their own markets can identify trends earlier and prepare for what’s ahead. We’re seeing innovation take many forms. In Japan, retailers are experimenting with new store concepts that challenge traditional definitions

NACS International hosts regional Convenience Summits, as well as other events and meetings around the world throughout the year. Visit convenience.org/ international for a full list of events.

NACS OCTOBER 2026 155

of convenience retail. In China, AI is being used to improve pricing, inventory management, energy efficiency and store operations. Across Asia, retailers are responding to changing consumer expectations around delivery, foodservice and convenience. The goal is not to copy what someone else is doing. The goal is to learn, adapt and apply ideas in ways that make sense for your own business.

“The goal is to learn, adapt and apply ideas in ways that make sense for your own business.”

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WHAT ARE SOME INTERESTING RETAIL TRENDS YOU’RE SEEING IN ASIA? There are three major trends I’m seeing across Asia—and particularly in China, where I’m based—that I believe every retailer should be paying close attention to: The EV Revolution: China is ground zero for the electric vehicle transformation. New energy vehicle (NEV) adoption has accelerated much faster than many people expected—half of new cars sold in China in 2025 were electric, and the Chinese government is calling for 40 million chargers by 2030. The question is no longer if your business model needs to change, but how fast can you adapt? The winners will be those who treat this as an opportunity to reimagine the forecourt, not as a threat to defend against. Coffee: Across Asia, convenience retailers are doubling down on coffee and treating it as a serious foodservice business rather than a side category.

And they’re doing so in creative ways that are getting consumers’ attention. From in-store partnerships between c-stores and coffee roasters to dedicated café concepts and expanded seating areas, retailers are using coffee to drive foot traffic, increase basket size and build customer loyalty. The retailers winning in this space are treating coffee as a strategic category. Car Wash: As fuel demand declines in some markets, car wash is emerging as an effective way to capture revenue. Across China, fuel retailers are increasingly using discounted or bundled car wash services to attract customers and differentiate their sites. It’s becoming a critical traffic-builder, particularly for EV drivers who may not be purchasing fuel but still need a reason to visit the forecourt. Car wash is about creating a reason for customers to choose your site and then converting that visit into a convenience store transaction. WHAT IMPORTANT INITIATIVES IS YOUR TEAM IS WORKING ON THIS YEAR? The first is the launch of the inaugural NACS Convenience Summit Middle East & Africa, which will take place in Riyadh, Saudi Arabia, in November 2026. This represents an important milestone because it will be the first time NACS has brought a full-scale summit to the region. We’re working closely with Saudi Aramco and expecting senior leaders from many of the region’s leading retailers and fuel operators to participate. We also have a full and expanding event calendar for 2027, including NACS Convenience Summit Asia in Kuala Lumpur, Malaysia. The second is continuing to scale and strengthen the NACS Global Supplier Council to create more opportunities for meaningful collaboration between retailers and suppliers. We’re also seeing strong momentum in the exhibition components

As a result of that broader outreach, we saw strong growth in participation and exhibitor interest at NACS Convenience Summit Asia. To me, that’s proof that retailers around the world see value in learning from one another and being part of a global convenience community.

of our events. Across our summits, we’re creating more opportunities for retailers to discover new ideas and learn from suppliers in a focused, high-quality environment. Ultimately, we’re building a more connected and accessible global platform for convenience and fuel retail.

“Across Asia, retailers are responding to changing consumer expectations around delivery, foodservice and convenience.”

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WHAT RECENT ACCOMPLISHMENTS ARE YOU MOST PROUD OF IN THE INTERNATIONAL EFFORTS OF NACS? One accomplishment I’m particularly proud of is expanding the visibility and influence of NACS across Asia-Pacific. As someone who deeply understands Asian culture and business traditions, I take great pride in advancing NACS International’s mission across the region— building connections, sharing knowledge and championing advocacy in ways that resonate locally. In 2026, we strengthened relationships with several retail associations throughout the region and helped organize a Chinese convenience store delegation to the NACS Show. We also facilitated leadership visits to markets such as Vietnam and Malaysia and signed a memorandum of understanding with the Association of Vietnam Retailers. Those efforts helped create stronger relationships and increased engagement with NACS throughout Asia.

HOW IS NACS HELPING STRENGTHEN RELATIONSHIPS BETWEEN RETAILERS AROUND THE WORLD? At the heart of NACS International is a simple belief: The best ideas in convenience and fuel retail do not stay in one market for long. A foodservice innovation in Japan inspires a retailer in Germany. A loyalty strategy from Brazil influences operators in the U.S. Our job is to help those ideas move and connect the people behind them. NACS strengthens relationships and helps ideas be exchanged through a combination of global events, executive exchanges, industry councils and strategic partnerships. We have members in more than 50 countries, supported by regional committees and an international board of directors. That structure gives retailers opportunities to share challenges, compare strategies and learn from one another regardless of geography. Through NACS’s global platforms, retailers can observe how peers in different markets are responding to emerging consumer needs, new technologies and the rise of quick commerce. By learning from the successes and failures of others, retailers can better prepare for what lies ahead—not by copying, but by adapting. LOOKING AHEAD, WHAT EXCITES YOU MOST ABOUT THE FUTURE OF NACS INTERNATIONAL? It’s the opportunity to continue bringing the global convenience community closer together. The industry is evolving faster than ever. Retailers are facing new technologies, changing consumer expectations and new forms of competition. No single market has all the answers. Those who stay within their own borders risk being left behind, while those who look outward, learn continuously and act decisively will shape the future of the industry.

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Checking In on Checking Out The latest innovations in selfcheckout combat shrink and keep a human touch. BY AUSTIN FULLER

ustomers come to True North convenience stores across Ohio, Illinois, Wisconsin and Michigan for the experience, said fourth-generation owner Colleen Lyden. “They come because they’re clean. They come because we have beautiful stores,” said Lyden, who works on special projects and whose family started the business in 1919. “They come to have that interaction.” As True North’s 185 company-owned-and-operated stores grew more sophisticated and the business wanted to shorten the time customers spent in line, the retailer wanted a selfcheckout solution that maintained that guest experience, explained Colleen Lyden and fellow family owner Bailey Lyden, who is vice president of retail.

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‘WHAT PROBLEMS THEY’RE SOLVING’ Suppliers need to communicate to convenience store operators the additional value their product creates, according to Frank Beard, principal at Konbini Strategy, a

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Last year, True North started deploying a self-checkout solution, but the Lydens prefer the term “assisted checkout” for their setup that still allows staff to interact with and assist customers even as the device, made by Mashgin, identifies the goods customers put down on it to purchase. “We have a lot of local stores with local people that come in every single day and they want that experience,” Colleen Lyden said. “They see the same person behind the counter. They become friends.” Companies like Mashgin, Diebold Nixdorf, Toshiba, Deligo and many others are offering solutions for self-checkout. With advances in AI and AI vision, in particular, the options retailers have will only increase in number and complexity. Meanwhile, the human touch remains essential.

marketing and public relations firm working with technology companies that serve the fuel and convenience industry. “With any of this new technology, vendors have to be crystal clear about what problems they’re solving, because you don’t want to be a solution that’s in search of a problem,” Beard said. One limit self-checkout technology must consider for convenience stores is dealing with age-restricted products like alcohol or those in the backbar, Beard said. Beard thinks an ideal setup for convenience store self-checkout would be having two or three devices at the counter just off to the side of one or two cash registers that can still be staffed. “That way, even if someone is using the self-checkout machine and they decide they want a pack of cigarettes, you have someone behind the counter who is able to quickly assist with that, get them what they need, check their ID and make sure that everything is staying compliant,” Beard said. Mashgin’s Power Counter model can sit on the store’s checkout counter and doesn’t have a closed back separating it from cashiers or the store’s backbar. The setup creates a bartender mode for “augmented” checkout, where staff can help customers with age-restricted items and other needs, said Jack Hogan, senior vice president of sales and partnerships at Mashgin. “Most people are really excited to go visit their favorite bartender,” Hogan said. “By opening this up and making it so the cashier is not staring down at the counter, grabbing items, scanning items … it allows the cashier a much bigger chance to actually look at the customer to talk to them. They’re also able to flow and help multiple customers at once.” Another newer feature Mashgin is deploying is an ability to automatically notify the customer about promotions, Hogan said. “Because our system rings things up so quickly, it gives an opportunity to flash up, ‘Hey, you put two Red Bulls down. Are you aware that there’s a three for $5 Red Bull deal?’” Hogan said. “We’re trying to do it in a really tasteful way.” Other technology can help with age restricted items.

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With any of this new technology, vendors have to be crystal clear about what problems they’re solving.

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Employees never store, see or worry about a customer’s personal information, while retailers get a reporting trail as proof. REDUCING SHRINK A weakpoint of the traditional self-checkout experience is shrink, whether intentional or unintentional, and the awkward safeguards that are put in place to reduce shrink. With Deligo’s solution, customers place their items down and the Deligo device instantly identifies the products through visual recognition. The Europe-based business is rolling out into convenience stores in the United States, according to Deligo CEO and co-founder Istvan Haidekker. The company’s Deligo Air was designed for over-the-counter convenience store transactions, allowing staff to hand customers age-restricted items or freshly prepared food that the store operator doesn’t want to have out in a self-serve area, according to Haidekker. “Our objective is to create a great experience, is to maintain that great experience more precisely, and bring speed and efficiency at the same time,” Haidekker said. “And do it in a way that doesn’t have a negative impact on the vibe, the experience, and ultimately the shrink.” AI-powered computer vision at selfcheckout has helped resolve missed scans and other issues related to shrink, according to Yeshai Bouskila, executive director of solutions and innovation at Toshiba Global Commerce Solutions. Bouskila sees self-checkout trending towards vision-based machines like Toshiba’s MxP Vision Kiosk that identify all a customer’s purchases when they are put down. “Think about just coming, placing three, four items on the platter. Vision identifies the items correctly,” he said. “You don’t have to rely on a customer to scan the right items or pick the right size for an item. … I think that this is where the industry will go to in the next couple of years as we see the adoption there.” The vision-based machines use weight, shape and more for loss prevention and validation, he added. Bouskila said this technology can also help in situations that aren’t theft but that could affect inventory, such as a customer scanning one bottle of soda four times when

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“You don’t have to go and search that I’m buying bananas or I’m buying a watermelon or a papaya,” Singh Malhotra said. Appriss Retail’s platform, meanwhile, analyzes data and identifies patterns that indicate fraud, human error or process gaps that contribute to shrink, said senior vice president of strategic alliances Pedro Ramos. Transaction patterns that signal selfcheckout shrink are consistent and detectable, showing up in ways like repeated scan-and-void activity on the same machine during the same shift or when high-value product categories show shrink clustered around specific windows of time or machines, Ramos said. He added that AI identifies these signals faster and more accurately than humans going through raw transaction data. “Over time, our conversations with convenience retailers have shifted to making the data tell retailers where to look,” Ramos said. “The biggest challenge for the convenience vertical is that many operators still treat self-checkout shrink as an unavoidable cost of doing business rather than a pattern that can be detected, investigated and addressed in the transaction data.” CUSTOMIZED CHECKOUT Modern platforms allow retailers to tailor selfcheckout hardware and software to the needs of each location, Bouskila said.

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the customer is buying two sodas and two diet sodas that are all the same price. Diebold Nixdorf’s Vynamic Smart Vision shrink reduction technology, meanwhile, can not only integrate with a self-checkout machine but also with other existing cameras in a store, said Diebold Nixdorf’s Harkawal Singh Malhotra, the director of fuel and convenience QSR channel operations for North America. For example, the system could flag a customer in a store aisle who put a bottle of wine in a backpack and then did not scan it at self-checkout. “So if they do that, that tagged person would be followed with the software all the way to the checkout, whether they go to the cashier or self-checkout,” Singh Malhotra said. “Then if they don’t scan that item, they will be politely nudged.” This year, Diebold Nixdorf has also rolled out Smart Vision systems for “unstructured” environments that can distinguish between shoppers in front of a self-checkout machine and assign them to the appropriate transaction, said senior manager of media relations Matthias Wowtscherk. The technology can also determine if items in a customer’s hands are products that need to be scanned or are items like a phone or wallet. “Our objective is not to embarrass or make it difficult for either the retailer or the consumer, but to try to give them an opportunity to correct the behavior if it was done intentionally,” said Singh Malhotra. “So that they can complete the transaction, honestly, and not skip some items. So that is where we have built our platform, which integrates with different products.” Diebold Nixdorf’s Vynamic Smart Vision can also identify items like fresh fruit and vegetables that don’t have a barcode. If a retailer sells two or three kinds of oranges, the self-checkout screen will prompt customers to select the kind of orange being purchased, according to Singh Malhotra.

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Toshiba calls its personalized selfcheckout hardware option the MxP Modular eXpansion Platform. “Redesigning a front end is a significant investment. Giving retailers the flexibility to adapt the hardware, software and customer journey without rebuilding the entire checkout area fundamentally changes how they can evolve their stores,” Bouskila said. In one example, Bouskila pointed to the benefits of dual-lane kiosk solutions, which allow a lane to transition between assisted checkout and self-checkout as store demand changes. “During slower periods, retailers often have checkout capacity that’s underutilized. A convertible lane lets the same associate switch between assisted checkout and self-checkout, improving utilization without adding more front-end equipment,” Bouskila said. Toshiba analyzes factors such as cash versus card usage, basket size, age-restricted purchases, staffing patterns and customer traffic before recommending a checkout configuration, Bouskila said. “Our goal is to work with the customer to understand what’s their budget, what’s their pain points, what are they trying to achieve,” Bouskila said

At stores where self-checkout is deployed, the retailer averages about 37% of the transactions going through self-checkout, Colleen Lyden said. Adding self-checkout isn’t about reducing labor, but reallocating labor, Bailey Lyden said. “If your main motivation is reducing labor, you know, that’s a tough, tall task, especially with our stores getting bigger, more sophisticated, especially with foodservice,” Bailey Lyden said. “That’s just not the order of the day.” The business is putting the technology into new locations as well as stores that undergo a raze and rebuild, said Colleen Lyden. “We have some smaller footprint stores that probably will not be able to handle the Mashgin [checkouts],” said Colleen Lyden. “We have some stores demographically that we may not put them in.” True North has given its self-checkout setup a nostalgic name after the first store the family opened in 1919: Fast Check. “We wanted to brand that experience within the store as something outside of just Mashgin,” Bailey Lyden said. “It’s an old family brand that we had. It’s kind of cool to bring it back.” Austin Fuller is a senior writer at NACS. He can be reached at afuller@convenience.org.

Most people are really excited to go visit their favorite bartender.

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‘MORE SOPHISTICATED’ STORES At True North, the retailer has added self-checkout to 17 stores, eight of which have the Mashgin Power Counter setup while the other nine have an older kiosk style.

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A RECIPE FOR FOODSERVICE GROWTH

“F

ood is one of the most significant growth drivers for the future of c-stores,” said Farley Kaiser, vice president of retail foodservice at McLane. “Yet the reality is that foodservice is one of the most complex and operationally demanding parts of the business. Operators are balancing countless priorities every day, which is why solutions that simplify execution and delivery quality, and consistent products are so critical.” Foodservice made up 28.0% of in-store sales in 2025 and contributed 38.3% of in-store gross profit, according to the NACS State of the Industry Report® of 2025 Data. But retailers looking to heat up some of those sales and profits for their own stores could face challenges when building a food program.

This article is brought to you by McLane, a NACS Hunter Club member.

“McLane does more than distribute food and retail items,” Kaiser said. “We support retailers on the journey to build and operate successful foodservice programs.” LABOR AND KITCHEN SPACE One of the biggest barriers that retailers face is labor constraints, according to Kaiser. Foodservice can be a revenue driver for c-stores, but it requires employees who know how to work with food. In 2025, the average cost to hire a part-time associate was $1,057 and the average cost to train them was $1,038, according to the NACS State of the Industry Talent Insights Dashboard. With wages rising in recent years—2025 was the first year NACS recorded an average full-time hourly wage above $15—those expenses can add up. Rather than cutting hours in the kitchen, McLane looks for ways to make the work more efficient, Kaiser said. “We evaluate labor through the lens of automation, asking whether a machine can perform the task more consistently and efficiently. If anyone can push a button and achieve the same food-safe, highquality result every time, that’s the direction we want to go,” Kaiser said. Packaging can also play a role in helping with labor constraints, according to Anne Hughes, McLane’s director of retail foodservice. She pointed to McLane’s Central Eats hot breakfast and lunch sandwiches, which arrive prepackaged and can be heated in their bags with either a microwave or rapid-cook oven. “It reduces a lot of the labor of hand-building the sandwich in the back of the house, but

When you have only a few seconds to win over a potential shopper, how food is packaged and displayed in the store can make a world of difference. One important task is figuring out exactly what should go on the menu. Do you start with sandwiches or bank on breakfast foods? Operators also have to figure out cooking equipment, food packaging, space constraints and a slew of logistics, from labor to food waste. The Innovation Kitchen at McLane’s headquarters in Temple, Texas, provides a space for operators to get hands-on with equipment and products as they learn.

it also streamlines the handling of the product,” Hughes said. Limited space is another challenge for retailers, according to Hughes. “The majority of [convenience retailers] do not have cookie cutter operations,” said Jeremy Reinicke, corporate executive chef at McLane. Multilocation retailers have kitchens of different sizes and different configurations—and many operate in space-constrained environments. He said that McLane’s Innovation Kitchen can be a place to open retailers’ eyes to what is possible. The full-scale replica of a convenience store allows retailers to test equipment and products in an immersive environment. For example, retailers can see precisely what a 6-by-8-foot section dedicated to foodservice would look like, said Reinicke. “You might have a worktop freezer with an oven on top, a packaging rack overhead and a prep station with a cutting board alongside the oven,” he said. “It shows operators how to maximize every inch of available space.” SELL FOOD FOR LONGER When it comes to fresh food, hold time is on everyone’s mind, according to Reinicke. “The longer that a product holds its integrity and its quality, the longer an opportunity the retailer has to sell it,” he said. “If something has a two-hour window to sell, it’s not as valuable as something that has a three-hour or a four-hour window.” A number of factors go into determining a product’s hold time, including how it is packaged and what equipment is used to store it. McLane helps retailers learn more about choosing the hot holding equipment and packaging that meet their needs. “The packaging strategy depends on the product,” Reinicke said. “If retaining moisture is important, we may recommend a sleeve, bag or box without vents. If excess moisture

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could impact quality, we’ll opt for vented packaging to allow it to escape and help maintain product integrity.” It’s also important that the packaging has a window so customers can see the food that they are buying, he added. When you have only a few seconds to win over a potential shopper, how food is packaged and displayed in the store can make a world of difference. Entry-level hot holding equipment that uses hot surfaces needs to be at the appropriate setting so that the food doesn’t continue to cook, Reinicke said. Higher-end hot hold equipment that circulates hot air might carry a higher price tag, but it also helps extend the hold time of hot foods, he added. “I almost always show customers food that’s been held for a few hours,” Reinicke said. “I prepare it in advance, package it appropriately and hold it under the same conditions a retailer would. After they’ve tasted it, I tell them what they just ate was cooked 2.5 hours ago.” SOLVING CHICKEN CHALLENGES AND PIZZA PROBLEMS McLane Fresh takes a consultative approach to working with retailers. In one example, the company worked

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with a retailer looking to build a chicken program, Hughes said. The retailer visited the Innovation Kitchen to test products and walk through the oven and hot hold equipment. McLane staff then traveled to one of the retailer’s locations to train store managers. The training was very hands-on and included everything from setting up the cooking line efficiently to safely cooking the chicken up to the proper temperature, Hughes said. She said the training also covered suggested packaging, hold times and merchandising best practices. McLane worked alongside store teams to set up point-of-purchase materials, signage and branding elements throughout the store to help create a cohesive customer experience and drive awareness of the new program. “Then we actually built out what that merchandising looked like in their hot hold,” Hughes said. “How many chicken strips would you want to have for lunch? How many sandwiches do you want to have for lunch? How many sides?” Retailers dealing with shrink can also struggle with pizza. While it’s a popular menu item for c-stores, offering it typically requires staff to cook a whole pie of six to eight pieces just to sell pizza by the slice, Reinicke said.

The challenge becomes selling that whole pie before the quality degrades. McLane helps address that barrier with its Prendisimo Duo Slice pizza, Reinicke said. The Duo Slice is an angled rectangle-shaped pizza that is cut crosswise into the same wedge shape that would come from a full pie, but allows operators to bake two slices at a time. “The consumer doesn’t know the difference whether an operator cooks two slices or eight at a time. It merchandises the same,” Reinicke said. Helping a retailer with hands-on support for starting a chicken program or offering pizza that reduces shrink are just a couple examples of how McLane helps retailers solve the entire foodservice equation, according to Kaiser. McLane’s goal is to be a strategic partner that helps operators solve complex challenges and maximize opportunities. “At our core, we are a team of operators,” Kaiser said. And that operational background is backed up by McLane’s extensive history, experience and partnerships. “We have been behind the lines recognizing what works and what doesn’t work and how to launch and scale successful programs.”

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AucArtStudio - stock.adobe.com; Sunday Stock - stock.adobe.com

Where Is Fuel Demand Heading? The fundamentals indicate a gradual shift to a new reality. BY JOHN EICHBERGER

ig Thunder Mountain Railroad, a popular roller coaster at Disneyland and Disney World, starts off with the warning to remove hats and glasses because “this here is the wildest ride in the wilderness.” Perhaps that recording should have been played to the entire transportation market at the beginning of 2026. Yet, while there is significant uncertainty surrounding certain elements of the market, there are fundamentals that can help provide some indication of where the market might be heading in the next several years. It is upon these fundamentals that retailers should base their strategies.

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FIGURE 1: Daily Change in Spot Price for WTI Crude Oil $15 $10 $5 $0 -$5 -$10 -$15

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FIGURE 2: Daily Change in Spot Price for CBOT and USD (Gulf Coast) $0.60

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Source: U.S. Energy Information Administration

A WILD 2026 A roller coaster launched on February 28 when hostilities began with Iran, resulting in the disruption to the Strait of Hormuz. That sent global oil markets

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into a sustained period of turmoil, punctuated by volatile announcements and headlines heralding the reopening of the Strait one day and then a return to violence the next.

Take a look at the spot markets from the first six months of 2026. Figure 1 and Figure 2 show the volatility in the daily change in spot prices for oil and wholesale refined products. What these charts don’t show are peaks and valleys within a single day. Retailers reported that they incurred swings in diesel wholesale costs of more than $1.00 in a single day. OUTLOOK FOR DEMAND The volatility of the fuel market and higher retail prices have been pointed to as a causal factor in shortterm demand destruction. Pundits like to claim that customers drive less when prices are high, but the data does not support that theory. And while some

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analysts have reported that same store sales have been down quite a bit, data for the market as a whole does not indicate that prices have driven consumption down. The U.S. Energy Information Administration (EIA) publishes data tracking the volume of finished gasoline delivered to the market every week as a proxy for consumption (see Figure 3). When looking at week-to-week comparisons over the past several years, there does not seem to be any significant short-term erosion in demand. Since 2022, the average barrels delivered each week during the first six months of the year have not really changed, with the delta between low and high only 1.6% over the time period. The data for 2026

does not indicate that prices have deterred consumers from driving— although prices have elevated the degree to which they complain. While some dismiss EIA data as not reflecting what is happening at the retail pump, it at least provides an indicator of where the market is heading. Yes, demand is slipping. That’s not because of price sensitivity, but because the fuel efficiency of vehicles continues to improve. Real-world fuel efficiency of the vehicles in operation (not new vehicle sales) has improved 63% for cars and 49% for trucks since 2000. Even just since 2022, fuel efficiency is up from 33.3 to 36.6 mpg for cars and 23.0 to 25.0 for trucks (Figure 4).

TRAJECTORY OF THE VEHICLE MARKET The primary factor driving the recent boost in fuel efficiency is improved internal combustion engine vehicles (ICEVs). While the growth in alternative powertrains, like hybrid electric vehicles (HEVs) and pure battery electric vehicles (BEVs), does contribute to a more efficient fleet, that impact is more directly felt when just looking at the new vehicles entering the market. EIA reports that at the beginning of 2026 there were 273 million light duty vehicles in operation in the United States (Figure 5). Of these, 252 million (92.3%) were exclusively powered by gasoline or diesel fuel. From 2022 through June 2026, Americans purchased 4.8 million BEVs, 1.1 million

FIGURE 3: Finished Gasoline Supplied 10,000

Thousand Barrels per Day

9,500 9,000 8,500 8,000 2022 2023 2024 2025 2026

7,500 7,000 6,500 6,000 2

Week of the Year Source: U.S. Energy Information Administration

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FIGURE 4: Real World Fuel Efficiency 40 35

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FIGURE 5: Powertrains in Operation (2026)

Diesel

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2.6% PHEV Gasoline

91.8%

0.8% Other

4.2%

Source: U.S. Energy Information Administration

plug-in hybrid electric vehicles (PHEVs) and 6.8 million HEVs. Together, these account for 18.3% of new vehicles sold. However, despite growth in these markets, they still account for less than 8% of vehicles in operation. That said, the sales mix has evolved over the past few years. In 2022, ICEVs accounted for 87.8% of sales.

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Through the first half of 2026, that market share dropped to 77.8%. The bigger story is HEVs (5.6% in 2022 and 15.3% in 2026). The volume of HEV sales and the significantly higher fuel efficiency of most of those vehicles will have an impact on the fleet’s overall fuel efficiency in the coming years. Consequently, the 1.6% drop in gasoline supplied

between 2022 and 2026 is likely to accelerate. Although BEV sales have taken a hit recently due to the loss of the federal purchase incentive, manufacturers are retooling their strategies with a goal of delivering options that customers actually might want to buy. The market is poised to grow. The used vehicle market for BEVs is particularly worth watching. When BEVs entered the market, there were a lot of questions about their durability and viability in the used vehicle market. Now, with hundreds of thousands of these vehicles coming off of leases and entering used vehicle sales lots, the data indicates that the batteries are much more resilient than early testing suggested. Last year, Americans purchased around 360,000 used EVs from dealer lots, which are

FIGURE 6: Monthly Sales of BEVs 200,000 180,000

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estimated to account for about 70% of used EV sales (data from private transactions are not available), and are on pace this year to purchase around 450,000 (Figure 6). What this means for fuel retailers is that demand for public charging stations will continue to grow. The price of buying a used EV is significantly lower than buying a new one, which means that many consumers who were previously priced out of the EV market now have the opportunity to participate. These consumers may represent a very different demographic profile than the original EV customer and may not have access to a place to charge their vehicles at home. The number of fast chargers in the U.S. grew by 25% during the first half of 2026. One might expect this would negatively affect utilization, but that was not the case. According to the TEI Charging Analytics

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Program (CAP), utilization remained steady despite the expansion of locations and chargers. This means there remain opportunities for new public chargers in this market to be successful. OUTLOOK FOR RETAIL The future for fuel and energy retailing remains bright. Traditional powertrains relying on liquid fuel will dominate the market for the next several decades, ensuring that the forecourt investments made by the industry will continue delivering customers and revenue. However, per capita fuel consumption is going down, so the focus should shift from selling gallons to generating trips. At the same time, the market for EVs will continue to grow. Demand for public charging will grow with it, but so will the availability of chargers at non-fueling facilities. EVs introduce a

new level of competition— no longer are convenience retailers battling only each other for the transportation customer, they are going up against restaurants, grocers, shopping centers and any other location with a parking lot. Differentiating the overall site offer will be essential to winning the EV customer, and it will enhance the draw to the fueling dispensers as well. Convenience retail has been the dominant retail format for transportation energy for decades. There is no reason to believe this will not continue for decades to come, but the manner in which retailers go to market must evolve to enhance the value of the trip beyond acquisition of gallons. John Eichberger is the executive director of the Transportation Energy Institute.

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The Landscape

of Lager BY KATE BERNOT

Image generated with OpenAI

Emerging brands and changing consumer tastes shift the leaderboard atop this critical beer category.

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sk a person, anywhere on earth to describe “beer,” and you’re likely to get a remarkably similar answer: Beer is light, bubbly, pale in color and relatively low in alcohol. For almost the entire world, pale lager is beer, no matter the brand. Of course this is also true in the United States, where lagers make up 77% of off-premise beer volumes, according to NIQ data. Essentially half of that volume, 34%, is in light lager, with full-strength American lager close behind. No one knows better than convenience store operators how critical these beers are to the bottom line—for retailers, distributors and suppliers alike. This massive chunk of the country’s alcohol business has for decades been dominated by the same large domestic and international players. It’s one of the most entrenched categories across beverage alcohol. But the mainstream lager landscape today is far from static. Since the Covid pandemic, this category has seen major shifts at the top and bottom alike. Bud Light ceded its crown as the top-selling packaged beer in America; Mexican imports caught fire and then cooled; Michelob Ultra became Anheuser-Busch InBev’s shining star; and emerging brands from new producers proved that they can offer something fresh, at scale. Together, these developments have shifted billions of dollars in sales. The untrained eye might think the mainstream lager section of the beer cooler is the same as it’s ever been, but in fact, it’s undergoing significant changes with huge implications for the entire beer category. They’re a response to shifting consumer demographics, current economic conditions and a slate of new suppliers who see the opportunity to grab share from established titans. Even flavor is driving gains in a category that, historically, hasn’t innovated much in that space. All this choice is energizing for consumers—and requires operators to return to the beer cooler with fresh eyes. “We’re seeing relatively new brands playing with different levers—flavors, attributes, price—for the chance to not just convert existing consumers, but get new people into more traditional beer through trial,” said Dave Williams, president of Bump Williams Consulting, a beverage-alcohol analytics and consulting firm. “Lagers remain a massive foundation to the beer category.”

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Just two years later, the tides had turned again: Michelob Ultra, brewed by ABI, overtook Modelo for the top sales spot, where it remains today. Ultra first debuted nearly 25 years ago, in 2002, and it’s made a slow and steady rise to the top since then. At just 95 calories and 2.6 grams of carbs, it’s often understood as an example of shoppers’ desire for premium and “better-for-you” options in the beer cooler. But that’s only part of the story. (Miller Lite contains just one more calorie than Michelob Ultra, a fact that Miller’s parent company, Molson Coors, has highlighted in advertisements.) Rather, Michelob Ultra has successfully become a lifestyle brand, spinning off hard seltzer and non-alcoholic versions that convey a premium, active vibe. Williams notes that while Ultra dominates the super-premium lager tier, it’s a beer that’s frequently promoted and discounted, keeping it “aspirational but still affordable.” Year to date through May, Ultra posted +4% increase in sales while overall lagers were down -2.7%. “It’s not just the [calorie and carb] attributes,” Williams said. “The brand does a great job of bringing image and prestige to whoever’s holding it. It’s perceived as a quality product and people are willing to spend a little more for that.”

13 out of 20 of the top lager growth brands in chain retail in the first half of the year are characterized as better-foryou, flavored or new to market. NIQ data analyzed by Bump Williams Consulting.

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Image generated with OpenAI

SO, WHO’S WINNING? The title of America’s best-selling beer has been a bit of a jump ball over the past half decade. Just three years ago, Bud Light was still America’s top-selling beer by dollar sales, a title it had enjoyed for more than two decades. But in mid-2023, Mexican import Modelo Especial made headlines by dethroning this long-standing king. It marked a changing of the guard not just at a brand level, but a supplier level. Modelo was just one beer in a strong portfolio of Mexican imports sold in the U.S. by Constellation Brands, a portfolio that also includes Corona, Victoria and Pacifico. (Elsewhere in the world, Grupo Modelo is owned by Anheuser-Busch InBev, but the U.S. Justice Department forced ABI to divest of those brands in 2013.) For years, Modelo had been building significant momentum, which finally reached an apex as Bud Light’s sales footing faltered.

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STANDING OUT IN A SEA OF SAME All lager brands argue their product has superior flavor. What the most successful lager brands today all share is a point of a differentiation they can hang their hats on: an elevator pitch, essentially, that distinguishes their brand from the next one in the cold box.

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Operators can’t afford to assume that what’s always worked in the beer cooler will continue to connect with consumers. Trends are changing fast, not just in the overall lager category, but even in its subsections.

Image generated with OpenAI

Consumers had, for years, also proven willing to spend more on Mexican imports, with brands including Modelo and Corona quickly overtaking domestic brands atop the leaderboard. The U.S. Latino population doubled between 2000 and 2024, which partially explained the trajectory for Mexican imports; but as Modelo and Corona proved, they have appeal to shoppers of all demographics. The growth for imports has since reversed, and the subcategory is down -2% in chain retail sales through May. Constellation CEO Bill Newlands has said that Hispanic consumers, who account for half of the company’s beer purchases, are “pressured”—a reference to economic realities as well as immigration actions. Still, pockets of imports show strong growth, particularly Pacifico and Victoria, which both grew dollar sales double digits in the first half of the year. A final area of growth has come from what some are referring to as “New American” lager brands. These are new to market in the last few years, aren’t owned by the multinational brewing companies, but aren’t positioned as craft. Brands include Tivoli Brewing’s Outlaw Light, Wilding Brands’ Howdy Beer, Gallo’s Montucky Cold Snacks, and the juggernaut of them all, Garage Beer, which is co-owned by Travis and Jason Kelce. Such brands are attempting to compete with domestic brands on price while offering a more compelling brand story. Many are succeeding: Chain retail sales of Outlaw, Garage Beer, and Montucky Cold Snacks are all up between 20 and 35% through May. “We look at Howdy as a lifestyle brand,” said Wilding Brands’ VP of marketing Corey Dickinson. “It straddles this line as a compelling alternative, and we try to price it as competitively as we can [with macro brands]. But it also lives in the craft world because it’s got independent origins.”

What the most successful lager brands today all share is a point of a differentiation they can hang their hats on: an elevator pitch, essentially, that distinguishes their brand from the next one in the cold box.

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brand awareness than in, say, a Total Wine, where you just have shoppers shopping as opposed to buyers buying,” said Mark Hellendrung, president of Rhode Island’s Narragansett Brewing Company, which distributes its flagship lager in 27 states. Narragansett’s quick pitch is its 136-year history in New England, coupled with its relative affordability compared to other craft brands. “Craft breweries, when they brew IPAs or hefeweizens, they’re running into white space, whereas when you come into the lager category, you’re coming into major domestics and major imports that are fighting less on liquid and more on just brand. That’s a big difference,” Hellendrung said. “Today, consumers are rediscovering trusted brands at a good price that are drinkable.” Competing on price is a tough game, particularly for new or independent brands that aren’t associated with multinational companies. But some are making a go of it. Howdy Beer 12-packs generally come in around $13.99-$14.99, while Outlaw 12-packs can be found on the shelf for an eye-catching $9.99. The pricing strategy has connected with consumers, pushing Outlaw to major chain placements, sales in all 50 states and an ambitious goal to sell three million cases by the end of the year. CEO Ari Opsahl told the Business of Drinks podcast that he saw the lager category as having a “brand and price problem,” where newer or craft options cost so much as to be prohibitive to many consumers. Early returns indicate some shoppers are embracing Outlaw’s straightforward proposition: a new, cool brand priced at or near familiar domestics.

Image generated with OpenAI

These points of differentiation are straightforward but vary from brand to brand. Some, like Michelob Ultra and Yuengling Flight, compete on “better-for-you” attributes like low calories and carbs. Others put flavor front and center, including the runaway hit Busch Light Apple (which birthed competitors like Keystone Light Apple) and chelada lines from Bud Light, Modelo and Dos Equis. Some make an appeal to regional roots, including Narragansett, Lone Star and Rainier. Still others tout celebrity backing, including Garage’s tie-in with the Kelce brothers and Troy Aikman’s founding role at Eight Elite. In convenience stores where customers’ time is limited, brands with clear positioning win. Of the top 20 lager growth brands in chain retail in the first half of the year, 13 are characterized as better-for-you, flavored or new to market, according to NIQ data analyzed by Bump Williams Consulting. “To succeed in the convenience store, you have to have a much bigger brand and better

WHAT TO WATCH Operators can’t afford to assume that what’s always worked in the beer cooler will continue to connect with consumers. Trends are changing fast, not just in the overall lager category, but even in its subsections. Take imports: While growth rates have slowed for Corona and Modelo’s flagship products, other, smaller import brands have gained momentum, including Famosa (a Guatemalan brand), Tona (a Nicaraguan brand) and Sapporo (a Japanese brand). Or take domestic brands, whose flavored products like Busch Light Apple and Bud Light Lime often eclipse growth rates of their original flavors. “Extending through flavor can increase trial because it’s something new and exciting from a brand you weren’t a core consumer of, or it’s an impulse buy from core consumers,” said Williams. These flavored brands are also critical for inviting drinkers into the beer category, even if they think they don’t like the taste of traditional beer. “A lot of feedback we hear about traditional beer is that it’s bitter, it’s not really my favorite. … But flavor helps lower those objections to trial. If you like apple, citrus, lime, maybe you’ll give it a try.” It’s also critical to keep an eye on pack architecture as shoppers’ wallets tighten.

Single-serve cans have long been a stalwart in the lager section, and promotions on those products continue to play a critical sales role. But as shoppers see their wallets squeezed, they’re also doing the math on how volume—18 or 24 packs—can help deliver value. From flavor to better-for-you attributes to pack architecture, nearly every lever is in play for lager brands as they chase today’s fast-evolving consumer. That’s helping shift the narrative of a static beer cooler where the same legacy brands and packages always dominate; this space is evolving rapidly as drinkers prove they’re ready for what’s next. All tiers of the beer industry need to keep up or risk losing drinkers’ attention. “There’s just been so much more largescale adoption to convenience stores by a broader audience, so we expect to continue to see growth there,” said Dickinson. “Convenience offers such a unique opportunity for product innovation. … There are a lot of [non-beer] brands that play in convenience that are doing some really weird and fun things, and I hope more traditional beer producers can take some lessons from them and use convenience as an outlet to take risks.”

-2% Import lagers are down 2% in chain retail sales through May on a yearover-year basis. NIQ data analyzed by Bump Williams Consulting.

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Image generated with OpenAI

Kate Bernot is a beverage alcohol reporter for Sightlines and Craft Beer & Brewing Magazine and the past director of the North American Guild of Beer Writers.

INSIDE NACS

Designing the Industry’s Digital Ecosystem Stephanie Sikorski Vice President, Strategic Initiatives at NACS, CEO of TruAge

s vice president of strategic initiatives at NACS and CEO of TruAge, Stephanie Sikorski is zeroed in on initiatives and technologies to advance the industry. From age verification to payments, loyalty, and the future of retail commerce, Sikorski and her team are focused on helping convenience retailers navigate emerging technologies and prepare for the future.

WHAT TECHNOLOGY SHIFTS ARE HAVING THE BIGGEST IMPACT ON CONVENIENCE RETAIL TODAY? Retailers are really trying to meet consumers where they are and engage with consumers on their terms. That can mean everything from a loyalty app that lets you pay and order ahead to interactions through a phone, a

smart dashboard or another connected device. It could also mean they want to use their mobile driver’s license for age verification of an age-restricted item at checkout or pay with a digital wallet. Consumers increasingly expect experiences to be seamless. The future of technology is also that everything is moving toward your digital device. Your device isn’t

The NACS strategic initiatives group advances convenience and fuel retailing by identifying new technologies and business opportunities that benefit convenience operators. The team develops and scales industry-focused solutions designed to help retailers do business better, stay competitive, and be ready for the future.

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evolve outside of the industry. Whether it’s a restaurant, a sports stadium or a c-store, you’re able to leverage standardized technology. The larger vision is creating an ecosystem where technologies can work together. Whether that’s loyalty, digital coupons, age verification, payments or other future capabilities, retailers should be able to leverage those tools without having to completely rebuild their technology stack every time something new comes along. The goal of the NACS ecosystem is to level the playing field for small, medium and large retailers and standardize the technology needed for the activities that they perform.

“Our goal is to help create more connectivity and more common standards so those digital experiences and interactions become easier for both retailers and customers.”

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necessarily always in your hand—it could be the dashboard of your car, which many think will be the future of ordering for pick up. What’s great about NACS is that we are looking ahead to those future possibilities and designing solutions for them with programs like THRIVR. The challenge is that retail technology is often fragmented. Different retailers have different systems, different loyalty platforms and different technology providers. Our goal is to help create more connectivity and more common standards so those digital experiences and interactions become easier for both retailers and customers. HOW DOES THE NACS DIGITAL ECOSYSTEM FIT INTO THAT VISION? We think about convenience as making things easy. That’s the name of our game. Not every retailer needs the same solution. The vision is twofold. One, the ecosystem is portable and modular. Retailers should be able to choose the tools that work best for them while still benefiting from common standards and connectivity. That’s why we have designed products like TruAge to be compatible, not competitive. You could use all of our solutions individually or together, but the goal is that they integrate with your existing system. Two, we are creating a technology standard so that these technologies can evolve in the future and

TRUAGE HAS BEEN ONE OF THE MOST VISIBLE INITIATIVES. WHERE DOES IT STAND NOW? We’ve reached a really exciting point with TruAge. One of the biggest developments is that we’ve established integration pathways with all major point-of-sale providers and have ramped up our activations this year. This is creating a consistent experience across much of the industry. That’s important because it allows retailers to implement TruAge without being tied to a single system or vendor. We now have a pathway for a retailer, no matter which system they are using, to use TruAge and the experience is consistent for them, their teams and employees. And if they decide to switch vendors, TruAge is not tied to that system. We’re also seeing strong momentum from consumers around wanting a privacyforward digital identity. Consumers are increasingly concerned about where their data goes and how it’s used. TruAge was designed with that in mind from the beginning and we have always been privacy-forward. TruAge only uses four pieces of data to age-verify a consumer without revealing their personal details. The way we think about it is simple: If a retailer only needs to know whether someone is of legal age, they shouldn’t need access to every other piece of information contained in an ID. Our goal is to share only the information necessary for that specific transaction. The platform allows consumers to remain anonymous

“You have to ageverify and you have to do it right. TruAge ensures you do that.”

You can see the NACS digital ecosystem in action and meet with the leadership team in the Future of Convenience booth at the 2026 NACS Show in Las Vegas. In addition, Education Sessions will be held in the booth on Tuesday, Wednesday and Thursday. Check out NACSShow.com for a full schedule.

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throughout the transaction while still providing retailers with the protections they need. We talk about clean bathrooms being a baseline in the convenience industry. I think TruAge is that baseline for age verification. You have to age-verify and you have to do it right. TruAge ensures you do that. WHAT ARE YOUR BIGGEST PRIORITIES OVER THE NEXT YEAR? A major priority is adoption. We’re at a point where we can support a significant portion of the industry, and now it’s about helping retailers onboard and benefit from these capabilities. The faster retailers can take advantage of modern software and connected technologies, the more value they’ll be able to realize and that will be a huge win for everyone. Our goal is to try to make it as frictionless as possible, and we are working with both the industry-known POS vendors as well as cloud-enabled POS environments to create that. We’re also focused on extending compatibility. That includes things like mobile driver’s licenses, digital wallets, passports and other trusted credentials. We want to meet consumers wherever they already are, rather than requiring them to adopt an entirely new flow. LONG TERM, WHAT DOES SUCCESS LOOK LIKE? Success is when these technologies become

so easy that people stop thinking about them. Whether someone is using a loyalty app, a digital wallet, a mobile driver’s license or another platform that hasn’t been invented yet, the experience should feel seamless. It should simply work. That’s really what we’re trying to accomplish across all of our strategic initiatives: Reduce friction, create interoperability and help retailers provide a better experience for consumers, no matter what platform, app, POS, device or environment it’s being used in. For me, I want TruAge to become synonymous with age verification, the way you say Kleenex instead of a tissue or ask for a Band-Aid for a cut. I want it to be so adopted and seamless that customers are asking “Do you accept TruAge?” as that step. WHAT DO YOU WANT RETAILERS TO KNOW ABOUT THE STRATEGIC INITIATIVE WORK NACS IS DOING FOR THE INDUSTRY? Our NACS brand tagline is “advancing convenience and fuel retailing.” It doesn’t just say “advance” and then we are done. These initiatives are always in motion. We’re always looking for that next thing. Our goal is to help retailers provide today’s convenience and tomorrow’s convenience. When we look at the areas where we can make the biggest impact and consider what’s going to enable retailers to move faster, provide more value to their communities or their customers, and reduce the cost of doing things, each of our digital ecosystem components is intended to do that. They don’t pick winners and losers—a tool isn’t just good for a 500-plus chain or a single site. They don’t favor one POS or one loyalty app. Yes, NACS has the greatest trade show in convenience. Yes, we have industry data and advocacy. But we’re also working to innovate on behalf of the industry and remove roadblocks that make it harder for retailers to operate and grow. The goal is to help retailers move faster, create value for customers and prepare for what’s next. We’re constantly looking around corners and asking where NACS can help make the biggest difference for the industry.

WARNING: This product contains nicotine. Nicotine is an addictive chemical.

Vapor Done Right

Right: Fabio Quartararo (aka “El Diablo”) is a rider on the Monster Energy MotoGP roster and France's firstever MotoGP World Champion. Below: In August, Justin Gaethje claimed victory with a fourth-round TKO at the UFC Freedom 250 on the White House South Lawn.

SUSTAINED MOMENTUM As the energy drink category continues to grow, Monster Energy uses innovation to stay at the forefront.

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This interview is brought to you by Monster Energy, a NACS Hunter Club member.

HOW HAVE YOU SEEN THE ENERGY DRINK CATEGORY EVOLVE OVER THE PAST FEW YEARS, AND HOW HAS MONSTER HELPED DRIVE SOME OF THIS GROWTH? Mike Trento: The U.S. energy drink category has grown at a high-single-digit rate over the last five years, reaching retail sales of $26.9 billion in 2025 (off-trade and per GlobalData). Strong growth is notable, as the energy drink category has been around for a while now. For example, Monster Energy, our Original Green, will have its 25th anniversary in 2027. We believe that household penetration continues to increase in the category, and that Monster has introduced a diverse portfolio of products that appeal to a board range of consumers. WHAT ARE TODAY’S ENERGY DRINK CONSUMERS LOOKING FOR, AND HOW IS MONSTER ANSWERING THE DEMAND? Trento: We believe that drivers of growth in the energy drink category include product functionality, lifestyle positioning, value proposition, functionality, the need state for energy and usage across more of the day. Innovation is a key focus for Monster. We have a diverse portfolio across fullsugar and zero-sugar offerings, which is the fastest-growing part of the category. Notably, our Ultra brand family would be the third-largest brand by value if it were a stand-alone energy drink brand. INNOVATION IS A HUGE PART OF MONSTER’S STORY—HOW IS THE BRAND EVOLVING ITS PRODUCTS TO STAY AHEAD OF THE MARKET? Trento: We use innovation to elevate our core offerings. We are constantly looking at consumer trends to shape our innovation. We had a very strong new product lineup in 2026, and we have a full innovation calendar for fall 2026 and spring of 2027. Many products will be shown at the NACS Show. Notably, in 2026, we had several

LTOs across our Ultra, Juice Monster, Bang and Reign brand families helping celebrate America’s 250th anniversary. HOW DOES MONSTER WORK WITH RETAILERS TO DRIVE GROWTH IN THE ENERGY DRINK SEGMENT? Trento: Partnering directly with our bottlers, distributors, and retailers, we tailor our branding, packaging and in-store execution to each outlet and back it with increased marketing investment to drive profitable growth at the point of sale. We are also proud of our relationship with the Coca-Cola system, which we believe is the best distribution system in the world. This allows us to reach a broad base of retail customers across the globe. MONSTER IS EXPANDING GLOBALLY. WHAT’S BEHIND THIS GROWTH AND HOW DOES IT IMPACT YOUR RETAIL PARTNERS? Trento: We’re very proud of our international expansion. In fact, in the most recent quarter, international sales accounted for 46% of total company sales. We think category drivers outside the U.S. are similar to those in the U.S., including a strong value proposition combined with brand image and category functionality, which are making the energy drink category all day multi-occasion beverages with a wide appeal across age group. We also offer a portfolio of affordable brands in select markets outside the U.S. that appeal to consumers that want an energy drink but cannot absorb the cost of a more premium offering like Monster.

MIKE TRENTO

Chief Customer Officer Monster Energy

We are constantly looking at consumer trends to shape our innovation.

WHAT’S NEXT FOR THE ENERGY DRINK CATEGORY? Trento: The energy drink category continues to grow. The category’s dynamism attracts heathy competition. And while we respect our competitors, Monster has proven it can compete and win. We believe in the energy drink category and are excited about the future.

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Wins

After you hit the jackpot with discovery and connections at the NACS Show, celebrate in lively Las Vegas. f your barking dogs have recovered from their time on the NACS Show Expo floor, use your last night in town for an adventure—or even stick around for a few more days. Las Vegas has no shortage of attractions and fun for all kinds, ages and interests. SHOWS AND ENTERTAINMENT Las Vegas has all sorts of shows, from comedy magic to cutting-edge spectacles,

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plus concert venues with A-list acts. You’ll also find live music in hotel lounges, strolling singers in the Grand Canal Shoppes at the Venetian and a free concert series at the Fremont Street Experience. The buzziest entertainment venue in town is the $2.3 billion Las Vegas Sphere, which is currently showing a 4D version of “The Wizard of Oz” with 360-degree views, falling apples and a hyper-realistic

twister. Avoid booking seats in the area with an obscured view. Though cheaper, the section is blocked from the entire top half of the screen, seriously hampering the Sphere experience. Cirque du Soleil is synonymous with the Strip and has several jaw-dropping shows, from long-running “Mystère” at Treasure Island to the newest, “Mad Apple,” at New York-New York. Both are solid choices, but “O” at the Bellagio is

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BY ALEZA FREEMAN

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absolutely breathtaking. The emotional story takes place on a stage with an enormous pool of water. In addition to acrobats, aerialists, knife dancers, singers and swimmers, it has an entire underwater crew you never see. Part adult cabaret, part circus, “Absinthe” is an intimate, offbeat alternative to Cirque du Soleil from the production company behind “Superfrico” and the “Atomic Saloon Show.” The irreverent variety show mixes comedy, vaudeville and burlesque in a tent in front of Caesars Palace. The show is acclaimed, but the risqué and raunchy humor isn’t kid-friendly.

Plan Ahead

The NACS Show is in “Awakening” at Wynn is another Cirque alternative, and it’s good for all ages. It’s like an all-encompassing video game, with aerialists, acrobats and large-scale puppetry in a technologically advanced theater-in-the-round. If you prefer an afternoon show, head to the Miracle Mile Shops at Planet Hollywood for the Popovich Comedy Pet Theater, a variety show with furry and feathered friends performing unbelievable

Atlanta in 2027 and then heads to Chicago in 2028 and 2029. If you’ve gotten used to the NACS Show being in Las Vegas every other year, the hiccup in 2028 is caused by construction plans for the Las Vegas Convention Center—so if you want a night on the town, this year is the time to do it.

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tricks. All the animals were saved from shelters and are now living their best life in the spotlight. ACTIVITIES FOR ALL AGES The pumpkin lattes are flowing, but October is still pool season in Las Vegas (weather permitting). You can easily spend at least a couple of hours soaking up sun at your hotel pool. If hanging poolside with three or more people, consider splurging for a cabana. The added cost pays off in shade, extra privacy and a dedicated food and drink server. For a popular photo op, visit the iconic Welcome to Fabulous Las Vegas sign. It’s busy, but the long line moves quickly. Be aware that the loitering Elvis impersonators, showgirls or other costumed characters expect a tip for photos. Vegas street performers hang out all over the Strip and downtown. They’re

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equipped with portable card readers. The Shark Reef Aquarium at Mandalay Bay Resort and Casino is immersive and impressive, with more than a dozen types of sharks, sea turtles and a rare Komodo dragon. The entrance is a brisk 10-minute walk from the casino. Book tickets in advance so you don’t make the trek only to find it’s sold out. Tucked between New York-New York and Park MGM, T-Mobile Arena is headquarters for Sin City’s NHL team, the Vegas Golden Knights. Home games (October 8, 10 and 15) are huge spectacles with an electric vibe and pregame entertainment, including a parade, medieval sword fighting and special effects. Go Knights Go! If you stop by the Linq Promenade, home to the High Roller Observation Wheel (more on that below), be sure to pop into the Flamingo Las Vegas to see Chilean flamingos and other waterfowl in the free Flamingo Wildlife Habitat. Keep your eyes open for an

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Lionfish at Shark Reef Aquarium at Mandalay Bay Resort and Casino

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The Mob Museum

inconspicuous stone memorial to the Flamingo’s founder, notorious mobster Benjamin “Bugsy” Siegel. Explore the city’s history of organized crime more thoroughly at The Mob Museum in Downtown Las Vegas. After posing for a personal mug shot, adults can grab moonshine made on-site in the museum’s Prohibitionera Underground, which includes The Speakeasy and The Distillery. The clown-themed Circus Circus Casino Hotel has seen better days, but it offers free circus acts on its midway and five acres of rides and games in the pink glass-enclosed Adventuredome amusement park. If that sounds like fun, there’s also a rollercoaster in front of New York-New York with upsidedown loops. If you pick only one thrill ride, however, make it the Big Shot on top of the Strat Hotel, Casino &

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Area15

Tower. While off-Strip entertainment complex Area15 has a similar ride, the Big Shot provides a rush and a view from 1,081 feet in the air. Located near Chinatown Vegas, Area15 houses the world’s largest all-you-can-eat ice cream buffet at the new Museum of Ice Cream. Don’t let the name fool you: It’s not a museum with historical or informational exhibits. It’s an interactive funhouse for kids and adults, including slides and a sprinkle pool. Meow Wolf’s surreal and satirical Omega Mart is another enigmatic attraction in Area15. It’s not for everyone but it has enthusiastic fans. Before you dive into its hidden world of passageways, slides and conspiracy theories, don’t forget to browse the grocery store facade, where you can ask an employee for a Boop Card to enhance your “shopping” trip.

BARS AND NIGHTLIFE Tourists commonly wander around to see where the night leads. If you prefer a more intimate experience, plan your night and opt for small lounges and restaurants. You won’t have to visit multiple venues. Instead, hit up a few spots within walking distance or connected by a tram, keeping in mind that Las Vegas resorts are like mini-cities, and they’re farther apart than they seem. Wynn Las Vegas and the Cosmopolitan of Las Vegas are particularly renowned for their creative cocktail programs. At Wynn, try the Aft Cocktail Deck overlooking the Lake of Dreams, a multimedia water show that runs every 30 minutes. The Cosmopolitan takes you down a rabbit hole with secret menus—such as the Verbena at the three-story Chandelier bar—and secret venues. Ghost Donkey

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Big Shot at The Strat Hotel

Every Guest. Every Preference.

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is a tequila and mezcal bar hidden on the second floor. Hint: Look for a door adorned with a donkey. Sunsets in the Mojave Desert are truly spectacular, and they’re best enjoyed from rooftop bars and venues. If you time it just right, you’ll have the rare opportunity to watch from 550 feet above the Strip on the world’s largest observation wheel, the High Roller. Skip the Happy Half Hour package and buy a drink from the bar near the boarding area. Hop in your pod when the sun starts setting (check a weather app for the time). You’ll reach the peak as the Strip lights up and the sun ducks behind the Spring Mountains. Arrive early in the evening to score a sunken fireside booth under a mirrored ceiling at the retro Peppermill Restaurant and Fireside Lounge. A beloved institution since 1972 (ancient

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Slotzilla Zipline

by Las Vegas standards), this throwback diner, across from Resorts World, is open 24 hours a day, ideal for a hairof-the-dog breakfast. (During the NACS Show, it’s packed with industry people—and the vibe is right if you want a relatively easy, in-and-out meal. Just get reservations.) In Downtown Las Vegas, you’ll find crowds and a party atmosphere at the Fremont Street Experience. The open-air pedestrian mall has five blocks of casinos, restaurants, the Slotzilla Zipline and flowing booze, all beneath the world’s largest LED video screen. Because Halloween will be right around the corner, you’ll also likely encounter a few haunted houses. Escape the commotion by walking a few blocks to the Fremont East Entertainment District or the Las Vegas 18b Arts District. Both are

trendy neighborhoods with street art and murals, locally owned shops and hip hangouts. It’s busy here but more low-key. Before trying your luck in a casino, sign up for a free players club card to earn points for free play, discounts and dining perks. Almost all the casinos have them, and many work at multiple properties. There are a few downtown, but SlotsA-Fun at Circus Circus is the only Strip casino with coin-operated machines, plus old-school prices, including $2 drinks. WORLD-CLASS DINING NEW HIGH-END ENTRANTS Among the newest culinary hits are the tandoori-grilled specialties of London’s two-Michelin-starred Gymkhana at Aria and upscale

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High Roller Observation Wheel

CONVENIENCE

FIND

BIG IDEAS

BOLDER BUSINESS

See what’s NEW at NACS Show 2026.

C4959 OTH O B N

R SA P L E S M

SCA

Customers looking for bold, loud, NEW Mexican flavors just need to look for our portfolio of burritos, taquitos, mini tacos, guacamole, salsas and more. MegaMex Convenience is cranking up the innovation so you can crank up the volume on your sales.

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Fountains of Bellagio

OLD-SCHOOL BUFFETS When Wicked Spoon opened at the Cosmopolitan, it changed the buffet game, offering individual portions of creative, high-end dishes on small plates rather than in chafing dishes. The lauded Bacchanal Buffet at Caesars Palace takes a similar approach on a much larger scale, with 10 kitchens, nine chef-attended action stations and hundreds of food items, including crab legs, lobster claws and classic Vegas shrimp cocktails. Many Vegas buffets faded into obscurity after the Covid pandemic, but Garden Court buffet at Main Street Station downtown is an old-school buffet at a budget-friendly price. For a unique glimpse at world history, check out the men’s casino bathroom. The urinals are attached to a large slab of the former Berlin Wall. 210 OCTOBER 2026 convenience.org

ELEVATED FOOD COURTS Block 16 Urban Food Hall at the Cosmopolitan was the first to equip its food court with popular cafés by celebrity chefs rather than chains. The newest is Via Via Food Hall, near the lobby at The Venetian. While the cafés and food counters at Italian marketplace Eataly at Park MGM often offer food samples and cooking demonstrations, Bar Ito in the Promenade Food Court at Fontainebleau Las Vegas makes five-star cuisine accessible to a larger audience. It’s a sister restaurant to Michelin-starred Chef Masa Ito’s Ito, an exclusive sushi bar with only 12 seats, on the Fontainebleau’s top floor. CHINATOWN The Chinatown cultural district is frequently commended for its burgeoning food scene, including Shanghainese classics at ShangHai Taste, sushi at Kame Omakase and allyou-can-eat selections at 888 Korean BBQ. Cafes, bakeries, coffee shops and bars are tucked into strip malls and plazas spanning several blocks, with

traditional Chinese architecture along Spring Mountain Road. DINNER AND A SHOW Offering views of the iconic Fountains of Bellagio, The Mayfair Supper Club pairs gourmet cuisine with cabaretstyle entertainment. Other high-end Bellagio restaurants have the fountains as a backdrop, but this one stands out for its live musical performances and glamorous atmosphere. Tournament of Kings at the Excalibur Hotel & Casino is a familyfriendly medieval feast and show in a large arena setting filled with jousting, horses and knights. Arrive early or stay after to explore the Fun Dungeon, an enormous arcade filled with more than 200 games and a carnival midway, just beyond the arena doors. FOOD TOUR For a taste of all Vegas has to offer, sign up for a Lip Smacking Foodie Tour. Guests on these curated Strip, Downtown or Chinatown tours receive VIP treatment, preferential seating and popular dishes at some of the city’s most celebrated restaurants.

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Afro-Caribbean steakhouse Maroon by Kwame Onwuachi at the Sahara Las Vegas. Recently named one of Time Magazine’s 100 Most Influential People, Onwuachi is a James Beard Award-winning chef from Jamaica.

Zoox

Vegas Loop

The Deuce

HOW TO GET AROUND FREE TRAMS A free tram runs between Mandalay Bay, Luxor and Excalibur. Another free tram runs between Park MGM, the Aria campus and Bellagio.

locations, including multiple Strip resorts and the airport. Rides from Las Vegas Convention Center stations are free for convention attendees. Other stations cost $5-$12.

LAS VEGAS MONORAIL Running between MGM Grand and Sahara Las Vegas, with stops at several hotels and the Las Vegas Convention Center, the monorail provides a convenient Strip commute. A one-day pass costs $15, with discounts available if you pay online.

ZOOX This fully autonomous alternative to rideshares makes designated stops on and around the Strip. There’s no driver or steering wheel, just a touchscreen interface for controlling the temperature and music. Download the app, order your ride and hop in. Cost varies.

VEGAS LOOP The Vegas Loop is an underground tunnel system of human-driven Tesla EVs that connects a network of public

THE DEUCE A city-run double-decker bus, The Deuce provides a round trip between the Strip and Fremont Street

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Experience, with stops along the way, 24 hours a day, seven days a week. Cost is $8 for a 24-hour pass. CAR RENTAL Renting a car provides flexibility, but it has its own challenges. If you’re not a hotel guest, which often includes complimentary parking, free parking is scarce; only a handful of resorts offer it. Also, navigating Strip traffic along Las Vegas Boulevard is a huge pain. Avoid driving on the Strip as much as possible. Instead, find a central place to park and walk from there. Many parking garages have entrances off frontage roads behind the hotels. You’ll almost always find the best parking spots and best views on the top level of the garage.

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Las Vegas Monorail

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INSIDE NACS

Fighting for the Industry Doug Kantor Vice President, Government Relations & General Counsel

The NACS government relations team advocates on behalf of the convenience and fuel retailing industry before Congress, federal agencies and in the courts, working to advance policies that support your business and protect it from rules and regulations that can have a negative impact.

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he convenience industry faces of a host of issues that impact its businesses—burdensome swipe fees, complicated SNAP requirements, illicit nicotine products … and did we mention swipe fees? Few people have a better view of the policy issues affecting the industry than Doug Kantor. WHAT ARE THE BIGGEST ISSUES THE NACS GOVERNMENT RELATIONS TEAM IS FOCUSED ON RIGHT NOW? The Credit Card Competition Act (CCCA) has been our top priority for years and remains our top priority. Swipe fees continue to be one of the largest expenses convenience retailers face, and it’s an issue that impacts every retailer regardless of size. Creating more competition in the

payments system would save retailers money and create a fairer marketplace. We’re also spending a significant amount of time on nicotine regulation and enforcement. The illicit market for vapes and pouches continues to grow— it’s now a majority of the market and the regulatory scheme has failed this category. Retailers that follow the rules should not be put at a disadvantage. We need better, clearer regulation and more enforcement. We’re also heavily involved in issues

around emerging age-restricted products including hemp and cannabis, and are advocating for a responsible regulatory framework around those products. We want retailers to have clarity about what they can sell and for consumers to be able to purchase the products they want. There are also a lot of things our industry sells that are constantly under threat. We focus on a broad range of issues, but they all come back to the same goal of making sure convenience retailers can serve customers effectively while operating on a level playing field. WHAT RECENT ACCOMPLISHMENTS ARE YOU MOST PROUD OF? Our biggest success of the past couple of years has been on taxes. The passing of the One Big Beautiful Bill last year was fantastic for our industry. We got almost everything we wanted for our industry in there, including the family business pass through deduction, bonus depreciation, estate tax and more. One area where we’ve seen real progress is allowing retailers to round change from transactions due to the lack of pennies. We’ve worked for a long time to bring attention to that issue and help policymakers understand the practical impacts on businesses. The Common Cents Act would establish a federal framework allowing businesses to round cash transaction totals to the nearest five cents. The House passed its version of the bill in July and is now expected to pass the Senate version in order for the legislation to become law (as of this publication date in August). WHAT EXCITES YOU MOST ABOUT THE YEAR AHEAD? Right now, there is genuine opportunity to make progress on some issues that have been priorities for years. We feel that there is a huge opportunity for momentum on CCCA this year and we are making a big push to get it done. In August, President Trump endorsed the bill again after endorsing it earlier this year, and it gained three new co-sponsors in the Senate. We’re very proud of that development, because it’s a huge step in

getting this passed. We also see potential to get things done on illicit nicotine, hemp products, SNAP and fuels issues. The industry touches so many areas, and we are always actively engaged. The reality is that most issues are longterm ones. I’ve been representing this industry for 25 and a half years now, and most of the issues we were working on 25 years ago are still similar issues that we’re working on today. They’re in a different place now than they were then, and we’ve made a lot of progress and had a lot of wins, but the overall topics don’t change that often. It’s the specifics that change with the times. AI is a good example. The discussion of using AI for pricing feels new, but we’ve had investigations around retail pricing for decades. The basic question of “What are you doing on pricing?” has always been there. The issues evolve, but many of the underlying questions remain the same.

“Right now, there is genuine opportunity to make progress on some issues that have been priorities for years.”

WHY IS GOVERNMENT RELATIONS SUCH AN IMPORTANT PART OF WHAT NACS DOES? Our members have to run their businesses every day. One thing they can’t control is bad policy from the government. When bad policy happens, it becomes much more difficult to run a business successfully. One of the big reasons we’re there is to make sure policymakers think about our industry when they’re making decisions. The good thing about this industry is that when markets are generally free, fair and open, our industry does great. Our industry has a lot of businesses, we’re highly competitive and entrepreneurs are constantly adapting and adjusting. The government relations team plays both offense and defense on their behalf. There are times when something is broken and needs to be fixed. That’s when we may need to play offense to get it changed. On defense, NACS is there reminding policymakers not to create unintended problems for our industry. Policymakers deal with a huge number of issues and there’s no reason they should be thinking about convenience retail unless we’re there talking to them and explaining how a proposal might affect our members.

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SEVEN SIGNALS

Where is the industry going? Christian Warning makes a thousand store visits a year around the world—and shares the early indicators he’s detected.

ost of my working life is spent inside other people’s stores. Around 1,000 a year, across more than 20 countries on three continents—forecourts in Scandinavia, city-center concepts in Poland, travel centers in Texas, kiosks in Switzerland, motorway sites in Germany, where I started on the fuel side and never quite left. The question I get asked never varies: Which country has the best convenience stores? I’ve become convinced it s the wrong question. The best store anywhere is only the best answer to one customer, in one

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place, at one moment. The store doesn’t travel. The thinking behind it does. So instead of another trend list, seven signals— things I keep noticing that don’t yet feel settled enough to call trends. A trend implies certainty; a signal is something emerging, for thoughtful operators to interpret themselves. Underneath all seven sits one conviction: The coming decade won’t be won by the companies with the biggest stores, the newest technology or even the best coffee. It will be won by those who understand why the customer left home in the first place.

CONVENIENCE NO LONGER COMPETES WITH CONVENIENCE

Twenty-five years ago, running non-fuel retail for a major oil company, our competitive set fit onto a single slide: the network across the street, and the one after that. We watched their pump prices, their car wash promotions, their sandwich deal. That world has gone. The same customer now chooses between our store, the drive-thru, the bakery chain, the supermarket’s grab-and-go wall, the delivery app, the office kitchen and the rather good coffee machine on their own countertop since the pandemic. Increasingly the choice is between our store and not stopping at all—the trip consolidated, ordered ahead or simply skipped. The operators who impress me most have stopped asking who their competitor is. They ask something harder: Which mission are we trying to win? The morning fuel-and-caffeine run. The 8 a.m. reward. The lunch that has to happen in 11 minutes. The evening rescue mission, when dinner isn’t happening at home. Each carries a different competitive set, a different price tolerance, a different definition of speed. Organize around missions rather than competitors and everything downstream shifts: what you carry, where you place it, what your menu board leads with. Category management asks what sells. Mission management asks what job the customer hired you to do. The second question is the uncomfortable one, because sometimes the honest answer is that nobody is hiring you at all.

Younger customers buy identity before ingredients. That isn’t vanity, it’s efficiency.

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Across Europe I now meet companies putting more capital into kitchens than into forecourts. Not foodservice bolted onto a store, but foodservice as the organizing logic of the business: the site laid out around production flow, staffing planned around dayparts, fuel reduced to one traffic driver among several. Valora—the European arm of Mexico s Femsa—is the clearest proof point I know. Its first Avec store with an integrated The Kitchen concept opened in May 2024 in Zurich, serving to-go dishes prepared fresh in an open kitchen Monday to Saturday. On Sundays the store runs entirely without staff: entry, shopping and payment handled through the Avec app. One site contains the whole shift: The kitchen sets the footprint, the labor model flexes with the daypart curve and when the kitchen goes dark the store switches into an autonomous format instead of closing. The Zurich flagship made Valora the first retailer from the Germanspeaking region to win NACS European Convenience Retailer of the Year. The structural

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FOODSERVICE STOPPED BEING A CATEGORY AND BECAME THE OPERATING SYSTEM

signal is louder still: Valora has merged its convenience retail and foodservice B2C divisions outright. Kitchen and shop are no longer two businesses sharing a roof. I call this Foodvenience, deliberately, because “foodservice” no longer describes what is happening. Foodservice is a category you add. Foodvenience is a business model you become: the point at which a company stops selling fuel with food attached and starts selling food with fuel attached, where hunger rather than the fuel gauge decides whether a customer turns in. The logic is simple. Fuel brings people to the site. Food brings them back. Good food creates frequency, frequency creates habit, habit creates loyalty—and loyalty is what the capital markets are actually paying for. Watch how investors have valued convenience assets recently: premiums flow to businesses that own occasions, not volume. Occasions recur whatever is in the tank. Volume does not. Europe offers a fascinating laboratory because the differences are so pronounced. In the Nordic

markets, roadside retail is estimated to capture 15 to 20% of the total out-of-home foodservice market. In Germany, its share remains closer to just 1 to 2%. The markets are only a short flight apart, and consumers have the same fundamental need for convenient, high-quality food on the move. The difference is not appetite— it is ambition and operational conviction. It comes down to kitchen capacity, staffing models, throughput, consistency and, ultimately, whether foodservice is treated as a strategic growth engine with real authority behind it—or merely as an add-on to the fuel business. Nobody drifts into Foodvenience. It gets chosen, usually by one person willing to defend a capital request the fuel P&L cannot justify. For U.S. operators, many well ahead of Europe here, the signal isn’t “do foodservice.” It is that the food business eventually stops being a department inside a fuel company and becomes the company—something most organizations work out years after their customers have.

Thank you to the NACS Global Supplier Council for their support of the industry’s international activities. Global Supplier Council Diamond

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THE WINNERS DON’T SELL PRODUCTS— THEY SELL SOMETHING WORTH BEING SEEN WITH One of my favorite examples comes from outside our industry. Walk past an Oakberry açaí counter in a European city center and watch what people do with the cup. Nobody pays a premium because frozen fruit is expensive. They pay because the product looks like the person they want to be that day:

modern, healthy, colorful, Instagramable. Younger customers buy identity before ingredients. That isn’t vanity, it’s efficiency. With nearinfinite options, the quickest way to choose is whatever fits your self-image. The implication runs well beyond social media. The presentation layer of your offer isn’t decoration—it is

part of the product. The cup. The wrap. The lighting over the bakery case. Whether the fresh food looks made or looks stored. I visit far too many stores where the food is genuinely good and the presentation quietly says otherwise. Customers rarely remember ingredients. They remember how the transaction made them feel about themselves.

They remember how the transaction made them feel about themselves.

THE SCOREBOARD IS SHIFTING FROM TRAFFIC ACQUISITION TO TIME MONETIZATION

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For decades our industry measured itself in counts: cars, transactions, gallons, footfall. Those metrics assume time on site is a constant. That assumption is breaking. Electric charging is the obvious accelerant—20 minutes is an eternity in a business engineered around 90 seconds—but not the only one. Parcel pickup, orderahead, seating, coworking corners and good restrooms

all extend the visit. The useful question is no longer how many customers came, but what happened while they stayed. If a customer is with you for 20 minutes, what have you given them to do, buy or enjoy in minutes 3-18? The operators getting this right are designing dwell rather than tolerating it. They aren’t processing transactions any more. They are hosting.

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5. 6.

AI WON’T REPLACE RETAILERS—IT WILL REPLACE AVERAGE RETAILERS

GLOBAL SCALE IS LEARNING TO SOUND LOCAL—AND LOCAL IS LEARNING TO RUN LIKE SCALE

Wherever I travel, AI dominates the conversation. Far less often does it dominate the P&L. The gap is consistent. The companies generating real advantage aren t the ones with the best AI narrative for investors. They are the ones quietly using it to strip friction out of unglamorous processes. Demand forecasting that cuts morning stockouts and evening waste. Labor scheduling matched to real dayparts instead of historical habit. Price optimization at site level rather than network level. Fresh food ordering a store manager trusts enough to stop overriding. None of that makes a keynote. All of it makes money. There is a second-order effect. These tools compress the distance between a well-run site and a brilliantly run one, because they encode good judgement and distribute it. What they cannot do is rescue a weak concept or a team that doesn’t care. AI raises the floor of execution and, in doing so, raises the price of being average. The technology is not the strategy. Execution has always been the strategy. AI simply makes execution measurable—and therefore harder to fake.

The observation from Europe that has surprised me most in two years: Several of the strongest-performing concepts are becoming less standardized, not more. Regional bakery partners instead of one central supplier. Local craft beverages beside the global brands. Menus that vary because regions genuinely eat differently. Store graphics referencing the neighborhood rather than the network. Meanwhile the independent operators I work with in Germany are professionalizing fast: proper data, category discipline, buying groups, shared technology, employer branding unthinkable a decade ago. Two curves are converging. Global players are buying local emotional relevance. Local players are buying global operational excellence. Whoever completes that arc first wins the next decade. The practical question for large networks is which decisions genuinely need to be central. Safety, systems, buying leverage, brand promise—yes. What goes into the bakery case in a town of 12,000 people—much less obviously. Standardization solved a control problem in an era of poor information. We no longer have poor information.

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THE MOST UNDER-TRADED ASSET IN OUR INDUSTRY IS FEMALE LEADERSHIP I’ve kept the most commercially interesting signal until last, because it is most often filed under the wrong heading. Everywhere I go I meet outstanding women running stores, regions, operations and marketing. The talent is already inside our companies. Then I look at the boardrooms and the CEO shortlists, and the pipeline narrows to a thread. The numbers make the mechanism visible. Russell Reynolds Associates 2024 analysis of the S&P 100 found women holding 9% of CEO roles. More revealing is what sits directly beneath: 8% of COO roles, 20% of CFO roles and 24% of P&L leadership positions—precisely the seats chief executives are chosen from. Meanwhile women held 72% of CHRO roles, a job almost nobody is promoted from into the top one. That is not a supply problem but a routing problem. Capable women are steered into functions that support the P&L rather than own it, then judged unready for a job they were never routed toward. Why does this belong in a commercial article rather than a diversity one? Because the performance data has stopped being ambiguous. McKinsey s study of more than 1,200 companies found firms in the top quartile for board-level gender diversity 27% more likely to outperform their peers financially than those in the bottom quartile; those in the bottom quartile for both gender and ethnic diversity were on average 66% less likely

to outperform, a penalty that has widened with each edition. This is correlation, not automatic causation. Now apply that to our industry. Half our customers are women. Our fastest-growing categories are food, health and freshness. Our future depends on hospitality instincts rather than fuel logistics. A leadership team drawing from half the talent pool isn’t making a values choice. It is accepting a handicap in exactly the capabilities it needs most. The fix is unglamorous and within our control. Put women into P&L roles early rather than late. Sponsor rather than mentor: Sponsorship costs the sponsor something, which is the point. Make succession lists visible. And run one audit this quarter: Count how many women in your company have ever carried a P&L. If the answer is uncomfortable, your pipeline problem isn t in recruitment. An industry that serves everyone should, eventually, be led by everyone. So, which country has the best stores? I still get asked—and still think it’s the wrong question. The better one: Which retailers understand their customers better than everyone else? Great convenience retail was never really about fuel, coffee or sandwiches. It has always been about making somebody’s day slightly easier than it would otherwise have been—true when I started, and true long after the fuel mix, the technology stack and store format have changed again. The fastest-growing companies I visit, on every continent, have worked out the same thing. They no longer try to sell people products. They are trying to become the most convenient part of someone’s day. Christian Warning is founder and managing partner of The Retail Marketeers and is the host of the annual NACS Convenience Leaders Exchange for the German-speaking markets in Hamburg, Germany.

Our future depends on hospitality instincts rather than fuel logistics.

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THE NEW EV BUYER With used vehicles hitting the market in bigger numbers, the demographics of the EV driver are changing. BY STEVE HOLTZ

or years, the electric vehicle customer was easy to picture: affluent, often male, usually college educated, likely living in a single-family home with a garage and a second vehicle in the driveway. He was the early adopter, the technology enthusiast, the driver who could pay a premium for a new vehicle and install a home charger without thinking too hard about it. That picture is changing. Not because new EV sales are suddenly taking over the U.S. fleet—not yet—but because the used EV market is beginning to do what used vehicles have always done for the gasoline-vehicle customer: Make a newer automobile technology affordable to more people. “We have definitely noticed that at our charging locations the average [EV] driver is in a more economical vehicle rather than the higher-end vehicles we were seeing in the past,” said Harman Aulakh, vice president of marketing at Onvo, based in Scranton, Pennsylvania. “I would say that this is indicative of a wider range of families and individuals making the decision to purchase an electric vehicle.”

NACS OCTOBER 2026 229

The numbers support what retailers are starting to see on their forecourts. Used EV sales more than doubled in the first quarter of 2026 compared with three years earlier, according to Marcy Bauer, senior vice president of network operations at EVgo. Bauer estimates there are roughly one million used EVs on U.S. roads today, out of about six million battery-electric vehicles overall. That figure, she added, could triple over the next three years as leases expire and those vehicles are resold. THE LEASE RELEASE This supply story starts with leasing. A large wave of leases were written for electric vehicles between 2023 and 2025, according to Alex Agne, account executive at Electric Era. Many automaker finance arms could capture the federal tax credit through leases and pass the benefit to customers, helping move more than 1.1 million EVs into lease contracts during that period. With those leases expiring, those cars are coming back on the market. “This year, they’re looking at about half of those hitting the used market, and then maybe even double that in 2027,” Agne said. That volume is arriving as affordability stands as a primary pressure point for U.S. drivers. Used EV prices rose 5.1% from January to June 2026, with the biggest gains at the lower end of the market, according to a report by Recurrent, a Seattle-based electric vehicle battery analytics firm. Those price increases include a 9.4% hike among vehicles priced under $20,000. In other words, demand is strong enough that many used EVs are appreciating—something used vehicles are not supposed to do. And that may be the most surprising part of this story: Used EVs were, not long ago, treated as a resale-risk category. The anxiety was simple: If the batteries degraded like those in a cellphone, as was originally anticipated, a used EV would be less a bargain than a liability. But real-world experience has proven much better than many expected.

230 OCTOBER 2026 convenience.org

“One of the biggest points of concern early on was battery health,” Agne said. “Are these things going to degrade? Am I not going to be able to get this range? And those fears have been very much overblown.” He said some EVs with 100,000 to 200,000 miles can still retain more than 90% of their range. For the EV market, this is a game changer, according to John Eichberger, executive director of the Transportation Energy Institute (TEI). Early forecasts assumed EV batteries would decay quickly, but, he said, the tests those early cars were put through were flawed. “When we tested the durability of the batteries, we put them through the ringer. And the decay algorithms made us think that within a couple years [they] are going to have lost a ton of capacity,” he said. “What we’re realizing is people don’t drive them the way we tested them.” “They drive them much more gently,” he said, “and these batteries are in really good shape. These vehicles

6% of all households report

owning at least one battery powered electric vehicle (BEV), while 15% of consumers who earn $100,000 or more per year say they own a BEV. Still, EVs (including hybrids) represent only about 2.5% of the light-duty vehicle fleet in the U.S. Source: TEI Consumer Survey: 2025 Driver Behavior

Are Motorists Losing Interest in Electric Vehicles? Some headlines suggest consumer interest in electric vehicles has cooled, and a simple trend line of vehicle sales in recent months bears this out. But industry watchers say the situation is more complicated than that. The federal government has offered purchase incentives for EVs, beginning with hybrid vehicles, since 2005. These grants saved first-time buyers up to $7,500 in tax credits. When it was announced in July 2025 that those grants would expire the following September, drivers went on a buying spree. “What we saw at the end of Q3 of 2025 was a big rush to lock in that $7,500 tax credit,” said Alex Agne of Electric Era. “That bumped overall share of market to something like 9.5% or 9.6%.” Since then, the market has bottomed out. “We’ve gone through the first bubble. Now we’re in the trough,” said John Eichberger of the Transportation Energy Institute. “We’ll have another bubble. That’s just the way new technology works.” He urges retailers to recognize that the EV market “is a very nascent industry.” “We’re still in the very early stages of development,” he said. “We’ve been talking about EVs nonstop for 10 years, but it really is just getting started.”

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Nearly 94% of EV drivers can charge at home and have a dedicated charger for their household. Plug In America expects public charging will be used more as the used-EV market grows. A majority say they rarely use public Level 2 or DC fast charging/Supercharger facilities. How often do you charge at the following locations?

DC fast charging/Supercharger

Monthly

21.6% Weekly

6.4%

Rarely

54.3%

Daily

0.3% Never

17.4%

Level 2 public charging Monthly

7.3% Weekly

Rarely

5.6%

58.3%

Daily

1.3% Never

27.5%

Source: Plug In America 2026 Annual EV Driver Survey

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are not the five-year-old iPhone-type capacity we thought they’d be. They’re actually very viable vehicles.” A NEW EV DRIVER This unexpected shift in the used-EV market is changing who is likely to drive an electric vehicle, in many cases to the benefit of convenience retailers who are investing in EV charging. TEI’s 2025 consumer research described the typical BEV (battery electric vehicle) owner as a middle-aged white man earning more than $100,000 annually, with a college degree or higher and unlikely to commute daily. Ownership remained lower among rural consumers, older motorists and households earning less than $50,000. But just a year later, as cheaper used EVs began to open the door to more varying drivers, Eichberger is seeing a difference. “They don’t always own their own home. They don’t necessarily have a place to charge at home,” he said. Those customers, he added, now have access to $25,000 and $30,000 used EVs that are in good shape. Agne calls out other identifying features: rideshare and delivery drivers, apartment dwellers and shoppers whose primary interest in EVs is lower fuel costs. “As you get purchase-price parity, then you’re locking in fuel price savings,” he said. That matters because charging behavior changes when the buyer changes. In 2022, roughly two-thirds of charging happened at home, according to Garrett Fitzgerald, senior director of transportation electrification at the Smart Electric Power Alliance. Speaking at an April 2025 Electric Vehicle Vision Group session, he added, “As the demographic of vehicle ownership changes and enters the mass market, it’s expected that some of that residential charging is going to shift to public. That’s in part because we’ll have more public infrastructure, but [also] we’ll have more owners who are living in multi-unit dwellings or residential locations that don’t have access to a dedicated charger.”

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He cited 2023 research from McKinsey that foresees the amount of EV charging done at home will decline to 50% by 2030, while public charging will grow to 30%.

apartment dweller or the driver stacking charging into other errands. Onvo’s experience underscores the point. “We’re seeing that our EV charging guests are primarily from beyond our core market, using our locations as a true connection point in their longer distance travels,” Aulakh said. “For us, this represents an opportunity because there is a higher likelihood that these individuals and their families will want to visit the store, stretch their legs, use the facilities and hopefully make a purchase inside the store.” (See “Catering to EV Drivers” in the August 2026 issue of NACS Magazine.) Eichberger frames the opportunity in dwell time. Chargers within 100 meters of convenience stores averaged 188 sessions per port, per month through the end of last year, he said, with customers spending about a half hour at the charger. “Every port you have generates close to a

THE C-STORE ADVANTAGE For convenience retailers, that shift may be the most important part of the used-EV story. The first wave of EV owners typically charged at home, from their garage or electrical panel, or at a charging unit installed in the home or garage. Agne said the next wave of EV owners, many of them renters lacking a garage or the funds to install a charger, will likely need public chargers along routes they already travel or at the locations they shop and take breaks. Agne is already seeing retailers take advantage of the shift. Highway retailers are targeting road trips, he said, while neighborhood stores are often well positioned for the

hundred hours of customers parked on your property,” he said. A four-port installation could mean roughly 400 hours of customer presence each month. That does not automatically create sales, but it creates an invitation. To make it more enticing, Eichberger said retailers need to note what consumers

3.1% While prices for new

electric vehicles dipped 4% year over year through May, used-EV prices increased 3.1%, per Cox Auto.

EV Sales by Year 2,500,000

2,000,000

1,500,000

1,000,000

500,000

Hybrid electric

Plug-in hybrid electric

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

Electric

Hybrid self-charging electric vehicles remain the largest and fastest-growing segment of the EV market. Source: U.S. Department of Transportation

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Used cars account for about 75% of gas-vehicle sales, while EVs show the opposite. Plug In America expects that as the EV market matures, used-EV sales will grow to match those gasoline-fueled cars.

Did you acquire your primary EV new or used?

Used

20.4%

New

79.6%

Source: Plug In America 2026 Annual EV Driver Survey

want from a charging location: safe, well-lit, 24-hour locations, with clean restrooms and food and snacks. “That’s the convenience store recipe,” he added. Agne further recommends that the retail experience needs to be built into the charger. Loyalty programs, promotions and in-store offers can be integrated into the charging experience, helping a retailer make the charging stop feel like part of the brand. “If they can keep that same experience, that retailer forms a pretty sticky habit around pairing an EV charging trip with a visit to a convenience store,” he said. CHALLENGES REMAIN Still, the used-EV opportunity does not erase the hard math of charging. The U.S. fleet changes slowly. Even as EV sales grow, the base of gasoline vehicles will remain dominant for years.

Retailers must solve for site-level economics. “I still don’t think you’re going to make money on selling electrons yet,” Eichberger said bluntly. The business case depends on utilization, customer conversion, local incentives, electricity costs, demand charges, installation costs and whether the charger brings incremental inside sales. Timing and market penetration matter as much as strategy. Eichberger advises retailers watch their local market—not just national sales charts. Are area dealers selling EVs locally? Are EVs showing up in parking lots? Are competitors installing chargers? Is the store on a travel corridor? If the answer is no, spending heavily too early can strand capital and leave hardware outdated before utilization arrives. Until then, the safer step may be preparing for the possible transition of

42,923 The number of used

EV sold in May 2026, according to Cox Automotive’s EV Market Monitor. That was up 5.5% month over month and 24.7% year over year, and compares with 84,746 new EVs. the vehicle fleet. “When you’re building a new store, you might as well run the high-capacity conduit,” Eichberger said. “That’s something we’ve been advising for a long time. You might as well install the power panel now, because it’s so much cheaper now than retrofitting.” Incentives and grants from utilities and public utility commissions also can help retailers build capacity before they install chargers. Whatever approach a retailer takes, the used-EV market presents a practical, rather than ideological, question for convenience retailers. The customer is changing. The vehicles are holding up better than expected. The price point is moving closer to the mainstream. And the drivers who can least rely on home charging may be the drivers most likely to look for a safe, clean, familiar place to recharge. That does not mean every site needs chargers today. It does mean that the next EV customer may be more likely to need the convenience channel to charge up, to take a break and to grab a snack. Steve Holtz is a c-store journalist with more than 20 years in the industry and president of Holtz Media Consulting.

NACS OCTOBER 2026 237

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 2025. The products featured here also can be seen in the Cool New Products Discovery Center at www.convenience.org/coolnewproducts.

NEW TO THE INDUSTRY

Aqua Star Grab & Go Cocktail Shrimp • Popcorn Shrimp • Tempura Shrimp • Coconut Shrimp • Panko Breaded Shrimp

Premium Quality Convenient Seafood

Introducing Aqua Star’s premium, responsibly sourced seafood line for the convenience channel. Developed and fully prepared for fast, easy preparation and customer satisfaction. Using prime seafood and the highest quality ingredients, our versatile products deliver convenience, value, a genuine “made from scratch” appearance, and most importantly - delicious taste. Chilled and hot case options, fast simple preparation, consistent sizing, and 100% yield, no waste. Grab & Go Cocktail Shrimp: Sweet, succulent shrimp with a zesty cocktail sauce. Fully cooked, ready to eat - self-serve convenient tray or cup for an easy “grab & go” healthy protein snack. Breaded & Battered Shrimp: Hand-breaded for a “made in-house” appearance. Fully prepared, just deep fry, air fry or bake in minutes. Extra crunchy breading stays crispy under heat popular any time of the day!

238 OCTOBER 2026 convenience.org

NEW DESIGN

Anchor Packaging Invertibles™

One part is both the base & lid!

Foodservice leaders know – as operations expand, space and labor are critical. Invertibles™ combines the base and lid into one innovative design, reducing SKUs, freeing up storage, and eliminating mismatched inventory. The easy-close, microwave-safe container keeps prep moving and is ideal for hot or cold grab-and-go. It’s a smarter way to simplify operations and do more with less!

NEW TO THE INDUSTRY

NEW FLAVORS

Minee Wipes

BUM Energy

Impossibly Compact Travel Flushable Wipes

BUM Energy

Credit-card-sized wipe pack

Less Caffeine. More Focus. Zero

Bulky wipes are over. Minee Wipes invented the credit-card-sized wipe pack. Full-size wipes, pocket format, impulse-priced for the front end. Amazon’s #1 travel wipes brand and travel essentials brand. Sold at Target and on Amazon. Five SKUs across flushable, hand, antibacterial, feminine, and makeup removers. The entire hygiene set on one peg. The #1 on-the-go solution for #2. Visit us at booth C3574.

Bum Energy is a clean, feel-good energy drink designed to boost focus, mood, and performance without the crash. Named after 6x Mr. Olympia Chris Bumstead—one of the brand’s owners and a major driver of its growing awareness—it features 112mg of natural caffeine for smooth, sustained energy and 250mg of Cognizin® to support brain function and mental clarity.

NACS OCTOBER 2026 239

NEW TO THE INDUSTRY

Bake’n Joy Bake’n Joy Originals Whoopie Pies

Bringing Back the Fun and the Flavor

The classic favorite is back! These individually wrapped treats, in chocolate or vanilla, will hit the sweet spot for those wishing for a bite of yesteryear. They offer incredible convenience and zero prep - simply thaw and sell. And with their exceptional ambient shelf life of 30 days, consistent quality, satisfying taste and unrivaled visual appeal, you’ll have a product that will attract eyeballs and delight taste buds. To learn more, visit bakenjoy.com

HEALTH WELLNESS

NEW TO THE INDUSTRY

Aonic

Primo Brands

Aonic Fuel Protein Shake

The Mountain Valley Spring Water

The New Standard in Protein.

An American Original

32g of lactose-free milk protein, 5g fiber, no artificial sweeteners, available in delicious Smooth Vanilla and Rich Chocolate. A ready-to-drink shake built for the grab-and-go set. Visit us at Booth Number C3478 at the NACS Show 2026 or send us an email to: max@aoniclife.com.

Go back to the source with The Mountain Valley Spring Water. Our water has naturally occurring minerals for a crisp, award-winning taste. Sourced deep within the Ouachita Mountains since 1871, The Mountain Valley Spring Water filters through ancient sandstone, shale and chert aquifers collecting refreshing goodness from the land. Our source is surrounded by 2,000 acres of forest, and we work to help conserve this unique spring source. Not only do our glass bottles look chic, they capture all of the spring water goodness.

240 OCTOBER 2026 convenience.org

NEW TO THE INDUSTRY

BESPOKE FOODS USA jelliwave™ Fruit Jellies

REAL Fruit Flavor. Melt-in-Your-Mouth Bite.

Meet jelliwave™ Fruit Jellies — a new, fruit-forward take on gummy candy with a uniquely soft, melt-in-your-mouth bite. Made with real fruit juice, no artificial colors, no HFCS, and vegan-friendly, jelliwave™ delivers vibrant fruit flavor in every bite. Available in three craveable varieties — Original Fruit Mix, Tropical Mix and Mixed Berry — in convenient 5 oz peggable bags with 8-count inner displays for easy merchandising. With bold packaging, standout texture and broad consumer appeal, jelliwave™ brings something refreshingly different to the gummy set.

NEW TO THE INDUSTRY

Brooklyn Cured Beef Pepperoni & Mozzarella Snack Pack

Pork-Free Protein. Premium Flavor. Grab-and-Go.

Meet the Brooklyn Cured Beef Pepperoni & Mozzarella Snack Pack—a bold, premium, protein-packed grab-and-go snack made with 100% beef salami and creamy mozzarella. No pork. No compromise. Just great flavor. Built for convenience. Perfect for coolers, checkout, and on-the-go shoppers looking for something more satisfying than the usual snack. And with more pork-free beef salami flavors in the line, there’s a Snack Pack for every craving. Upgrade your grab-and-go set with Brooklyn Cured. Visit Booth #N629 at NACS Show for more info.

NACS OCTOBER 2026 241

NEW SERVICE

NEW FLAVORS

Carl Buddig Snacking

BrainBox AI

Smoky Maple Bacon Yumbo

Cloud BMS for Light Commercial Buildings

Big Stick. Breakfast Twist.

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HEALTH WELLNESS

NEW TO THE INDUSTRY

aftergum

CIGTRUS

after [coffee/tea] oral care gum

Behavioral Habit Replacement for Smoking & Vaping

what comes after coffee?

Habit Replacement for Smoking

aftergum is a dentist formulated oral care chewing gum made for the moment after coffee and tea. Created by Dr. Nicole Ahdoot, DDS, each sugar free piece opens with a crisp mint liquid center, then settles into a long lasting flavor that leaves your mouth feeling just brushed. It helps mask coffee breath and may help reduce the risk of staining, so the last sip never has the last word. Register ready, in counter dispensers and pocket sized stick packs. Woman founded and family owned. Clean your smile with one piece at NACS Show, Booth C3775. aftergum.com | partners@aftergum.com

Cigtrus is a natural, nicotine-free inhaler designed to help satisfy the behavioral hand-to-mouth habit associated with smoking and vaping. Unlike traditional nicotine replacement products that focus on nicotine cravings, Cigtrus complements the smoking cessation category by addressing the physical routine many consumers continue to miss. Smoke-free, vapor-free, and non-electric can be used ANYTIME, ANYWHERE.

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NEW DESIGN

BIC Inc. BIC Lighters

Light Up Your Sales with Quality and Safety To order, visit newrequest.bic.com

NEW TO THE INDUSTRY

Protein Now! Protein Now! Protein Shots

Meet the New Way to Protein

Protein Now! revolutionizes the way you get in your daily protein with 21g of premium protein, 90 calories, zero sugar, and zero caffeine in a convenient ready-to-drink shot. Designed for life on the go, it delivers instant protein without the mixing, mess, or bulky shake. With deliciously refreshing flavors and a compact format, getting your protein has never been this easy.

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NEW FLAVORS

Calbee America Inc Harvest Snaps, Asian Style Chips

Calbee America’s Portfolio Built for Today’s Convenience Shopper

Calbee America brings variety, innovation, and great taste to the convenience channel with a portfolio built for today’s evolving consumer needs. The lineup includes Harvest Snaps Green Pea Crisps with 30% more free providing value, new Harvest Snaps Veggie Straws, and new Harvest Snaps Cheese Puffs, delivering craveable flavor with added fiber and protein benefits. The portfolio also features new Asian Style Chips with bold, globally inspired flavors in a convenience store size pack. These snacks offer options for every shopper, from better-for-you choices to flavorful indulgence. Calbee’s combination of established favorites and exciting new launches creates a trend-forward portfolio that drives trial, repeat purchase, and category growth. For inquiries, contact KBradley@Calbeeamerica.com.

NEW TO THE INDUSTRY

Carolina Ice Company, Inc. Chilly Water

WATER. BUT MAKE IT COOL.

We didn’t reinvent water. We just gave it a conscience. Finally, a canned water your soul can live with. Purified down to about 1 PPM. Yeah, we’re a little obsessive. No added electrolytes. Apparently, water is allowed to just be water. Aluminum cans. Because plastic had a good run. Finally, a cool can you can hand to your kids.

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NEW TO THE INDUSTRY

The Op Games Travel Ready Games: Tapple Mini, TACTA, TAP 4, Flip 7, Flip 7 Liquid Death

Grab & Go! Travel Ready Games to Play!

These games are compact and ready to travel with you for when you’re ready to play a game with friends and family! Small box filled with a ton of excitement and fun times, discover your new favorite game with these incredible games!

NEW TECHNOLOGY

TruAge Solutions Digital age verification technology built for the future of commerce

Prove Age. Protect Identity.

TruAge helps retailers verify age faster, strengthen compliance, and protect customer privacy—all without slowing down checkout. Built by NACS and Conexxus in partnership with leading retailers and manufacturers, TruAge is a mission-driven, not-for-profit solution designed around one goal: keeping age-restricted products out of the hands of minors. Free to all convenience store retailers and built into leading POS systems, TruAge makes age verification simple, secure, and seamless.

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NEW SERVICE

Coin Wrap, Inc. $88.88 Penny Offer - Delivery Charges Included

How Much is Penny Rounding Costing You? Eliminates Rounding Costs on 1,250+ Cash Transactions $50.00 (100 Penny Rolls) - Free Delivery Tracking 2-Day Delivery to Most Locations Nationwide Two-50 Roll Boxes of Standard Penny Rolls All Coin and Change Order Costs Included All Shipping & Handling Costs Included

NEW FLAVORS

Ferrara NERDS Gummy Clusters Cherry Lemonade & NERDS Rope Peach Strawberry

Try NERDS Latest Flavors!

NERDS Cherry Lemonade Gummy Clusters feature a delicious and unique combination of strawberry, cherry and lemonade tangy crunchy NERDS on the outside and a sweet gummy on the inside. The iconic NERDS Rope consumers know and love now in a bold Peach Strawberry flavor! The tangy & crunchy NERDS on the outside perfectly pair with the sweet & gummy inside to make a treat you can’t resist!

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NEW DESIGN

Franke Coffee Systems New A800 Fresh Brew

One Sip Away

A new standard in bean-to-cup coffee is coming. Be among the first to experience what’s next at the NACS Show in the Cool New Products section and at Booth #C5109.

NEW TO THE INDUSTRY

RITO MINTS LTD. STRONG MINTS

Want a Mint?

Rito has been making mints since 1957. Our newest peppermint and wintergreen mints are naturally colored and flavored with a soft texture. The mints are also nut free, gluten free and vegan. Now available in two tin sizes: a standard tin of 1.76oz and a perfect pocket size tin of 0.71 oz. Tins are also available in displays to meet your merchandising needs. Rito’s strong mints are great for freshening breath or a quick pick me up. Want a mint? Visit us at booth C3670 Contact Us Today! pgoldman@ritomints.com

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NEW FLAVORS

Krispy Krunchy Chicken® Krispy Krunchy Chicken® Mac & Cheese

Krispy Krunchy Chicken® Mac & Cheese

Our Mac & Cheese is comfort food done right. Tender macaroni is smothered in a rich, creamy cheese sauce for a smooth, savory side dish that tastes like home. Pair it with our hand-breaded chicken or tenders, or enjoy a bowl all on its own when you’re craving a little comfort by the spoonful. Whether it’s lunch, dinner, or just because, our Mac & Cheese delivers Southern Creamy Cheesy Goodness® in every bite.

NEW TO THE INDUSTRY

Global Snus (Lithuania) CAMO Energized - Energy Caffeine Pouches

CAMO didn’t just cross the Atlantic. It crossed America We met Matt at NAMA, gave him some CAMO to test for his micro markets and vending machines—and then he took it on the road: “Insane - I was down to my last puck, driving from California to Florida. Man, and survived on them..” Contact: Stela Donica our USA Wholesale Director stela@globalsnus.com WhatsApp +37066433008 www.camoenergized.com

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NEW FLAVORS

Gonnella Baking Co. NEW Individually Wrapped Brioche Hot Dog Bun

Brioche Elevated. Convenience Perfected.

Give your roller grill a premium upgrade with Gonnella’s NEW Individually Wrapped Brioche Hot Dog Bun. Made with a rich, buttery flavor and soft, tender texture, this bun delivers the elevated eating experience today’s convenience store consumers crave. Individual wrapping helps maintain freshness and quality, making it ideal for roller grill programs. Its premium appearance and indulgent texture elevate the everyday hot dog, creating a more satisfying foodservice experience without adding complexity for operators. Made by the leader in individually wrapped hot dog buns, the brioche bun is perfectly suited for hot dogs, sausages, and other roller grill favorites. Discover the NEW Individually Wrapped Brioche Hot Dog Bun from Gonnella at NACS Show, Booth C5609.

NEW FLAVORS

Goya Foods Inc. Plantain Chips

LIMITED DROP. UNLIMITED SABOR.

Introducing GOYA® Adobo-Inspired Plantain Chips and Tostones Chips, a limited time snack innovation combining crispy plantains with the bold, savory flavor of GOYA® Adobo. Seasoned with garlic and Latin spices, this”Limited Drop. Unlimited Sabor.” offering is built to drive excitement, trial, and incremental sales in the growing snack category. Available in 4 oz. Plantain Chips (12 units per case) and 7 oz. Tostones Chips (6 units per case), these craveable flavors help differentiate your assortment and boost merchandising opportunities across displays and impulse placements. Contact your GOYA representative or email salesinfo@goya.com | Trade.goya.com

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NEW TO THE INDUSTRY

Shark Eyes, Inc Realtree® & VP Racing® distributed by Shark Eyes!

Realtree® & VP Racing® Eyewear Products

Your Turnkey Eyewear Partner—Offering Licensed Brands, an Extensive Selection of Styles, and Competitive Pricing That Makes Shark Eyes Your #1 Distributor! NACS Show Booth #N251

NEW TECHNOLOGY

Red River Software Omni Retail

Announcing The Next Evolution of Back Office

Rooted in decades of service to c-store operators, Red River Software is entering a new chapter and unveiling the next evolution of back-office technology. With our new cutting-edge platform, Red River Omni Retail, operators get accessible, actionable data without app downloads or operating system constraints. From real-time sales data to AI-powered insights, Red River Omni Retail will empower you to manage your business on-the-go.

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NEW TO THE INDUSTRY

One 11 Brands PHX Hydration Energy

Energy That Hydrates

PHX Hydration Energy is a zero-sugar, electrolyte-loaded energy drink inspired by first responders and built for everyday athletes to be at their best. PHX proudly supports the Tunnel to Towers Foundation, donating $1 per 24 cans sold July 15 through September 30, giving retailers a powerful cause-marketing story at the point of sale. Backed by Dave Portnoy and Barstool Sports, PHX is currently available at select Circle K outlets and Cumberland Farms with growing Amazon velocity, strong repeat purchase rates, and a consumer base that buys on identity, not promotion. An energy brand your best customers will feel proud to reach for.

NEW FLAVORS

Joey Op Co Joey with Flavor Bead Technology

Meet JOEY, a category-changing, next generation nicotine pouch.

Meet JOEY, a next-generation nicotine pouch redefining flavor, function and form. Engineered with flavorbeads technology, JOEY delivers a quick kick of nicotine and a long-lasting flavor experience adult users can count on. With 108 SKUs across 36 flavors in 3mg, 6mg and 9mg strengths, JOEY brings unmatched variety and satisfaction—setting a new standard for a smokeless, discreet and functional category.

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NEW TECHNOLOGY

Pythia Scorecard Pythia Pro

Know which employees deliver service, shift by shift.

Two screens, one counter. Meet Pythia Pro, our new AI that sits at your POS and scores every customer interaction, audio and visual. See service levels by store, shift, and employee. Find your A players, coach the rest, and reward top performers before they walk. NACS Show, New Exhibitor Area, Booth C3373. pythiascorecard.com

NEW FLAVORS

CJ Schwan’s RED BARON® Breakfast Scrambles 5” – IW

Wake up: The pizza brand consumers love is ready for breakfast.

RED BARON® Deep Dish Breakfast Scrambles are bringing pizzeria taste to brand new dayparts. Individually wrapped and topped with 100% real cheese, gravy, scrambled egg and sausage in a flavorful 5” deep dish crust, each serving offers 17g of protein and is ready to microwave or oven bake in less than 4 minutes. Perfect in the freezer or your refrigerated case, they bring a proven, awesome pizza to all, any time of day.

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NEW FLAVORS

Electrolit® Pineapple Coconut

Introducing Pineapple Coconut

Pineapple Coconut adds a refreshing tropical twist to Electrolit’s already-loved lineup of flavors. Crafted to stand out in the isotonic category, this smooth, refreshing blend brings vacation energy to everyday hydration. Backed by science to deliver optimal results, Electrolit continues to raise the standard in hydration. Great for those who want hydration to taste as good as it works. Don’t miss the opportunity to stock this summer sensation early.

NEW FLAVORS

NACS

NACS: National Association of Convenience Stores

Joey Op Co

THRIVR

Joey Watermelon 6MG Pouch

Turn online searches to store visits

Meet JOEY, a next-generation

96% of consumers use the internet to find local services, and more than half choose a c-store because of its location. Make sure your stores are found, trusted and chosen with NACS THRIVR. Manage accurate listings, customer reviews and local social content across 150+ platforms, all from one place. You can find *us* at the NACS Show at C400.

Meet JOEY, a next-generation nicotine pouch redefining flavor, function and form. Engineered with flavorbeads technology, JOEY delivers a quick kick of nicotine and a long-lasting flavor experience adult users can count on. With 108 SKUs across 36 flavors in 3mg, 6mg and 9mg strengths, JOEY brings unmatched variety and satisfaction— setting a new standard for a smokeless, discreet and functional category.

Book a demo at convenience.org/talk-THRIVR and see how your customers find your stores... or don’t.

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NEW TO THE INDUSTRY

Primo Brands

Cibo Vita

Saratoga Collections

Nature’s Garden Probiotic Yoggies

Flavored For Your Vibe

America’s Newest Obsession

Brought to you by the Saratoga® brand that has been perfecting exceptional taste since 1872, Saratoga Collection™ flavored sparkling water cans are designed to add extraordinary taste wherever you may be. The crisp spring water taste, effervescent bubbles, and well-rounded flavors deliver a result that’s undeniably refreshing. Saratoga Collection™ contains no calories or sweeteners, making it the perfect flavored sparkling spring water. Now offering four signature flavors: Abstraction of Lime, Untitled Berry No. 3, Anatomy of a Peach, and Mango Dragon Fruit Perspectives.

Made with real fruit, coated in creamy yogurt with billions of probiotics

NEW DESIGN

Ovention Ovens Conveyor C1600

More Speed and Consistency in New Mid-Size Conveyor Oven

Made for small spaces without sacrificing performance, the Conveyor C1600 delivers fast, consistent cooking in a versatile mid-size footprint. Ideal for convenience stores, pizzerias, and other high-demand foodservice operations, it uses top and bottom hot air for even results. An adjustable conveyor belt, full-color touchscreen controls, and storage for over 30 recipes make it easy to increase throughput, maintain quality, and deliver consistent results cook after cook. Big performance in a smaller footprint.

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NEW TO THE INDUSTRY

Prairie City Bakery

Hudson-Leramo Beverage Group

Award-Winning Bulk Pretzels

Van Holten’s® Pickle Dispensed Beverages

One Pretzel, Endless Options

A Bold Drink Built for C-Stores!

Warm, soft, and golden, with a pillowy center that gives shoppers something worth walking in for. Simply thaw, warm, and serve, then finish it your way: salted with nacho cheese for lunch and late night, or rolled in cinnamon sugar with icing for the morning coffee run and dessert. One item, sweet or savory, from the coffee rush to the last stop of the night. Winner of the 2026 CStore Decisions Hot New Products Award.

Pickle flavor is no longer a novelty, it’s a movement. Van Holten’s®, the iconic pickle brand consumers already know and love, is bringing its unmistakable taste to the frozen and iced beverage category through a new dispensed beverage program, developed in partnership with Hudson-Leramo Beverage Group. It’s a balanced blend of sweet & sour that stops customers at the machine and gives them something to talk about! Contact us: sales@hlbeverage.com

NEW FLAVORS

Stateside Brands

Vita Coco

Surfside Blueberry Lemonade

New Flavors

No Bubbles, No Troubles

Newest Refreshment All-Stars!

Surfside Blueberry Lemonade combines the crisp, refreshing flavor of lemonade with a burst of sweet hints of blueberry.

- Sports-Drink-Inspired Coconut Water Flavors - 3.5x the electrolytes vs. the leading sports drink - Taste profile designed to be light + chuggable - No artificial dyes or flavors - When? Hydrate on the go, post-workout recovery, everyday replenishment, team sports & outdoor activities

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HEALTH WELLNESS

Dynamo Wellness Dynamo Her Libido Lift & His Vitality Boost Gummies

Expand your adult wellness category beyond just condoms.

Tasty Sex Gummies! His & Hers contain a powerhouse blend of natural libido-boosting herbs, including horny goat weed, beets, Longjack root, Yohimbe, Ashwagandha, and L-arginine. More than just aphrodisiacs, these gummies balance hormones for better intimacy and health. Our gummies make it easy and enjoyable to reclaim your mojo. Increased desire, better mood, and quality time with your partner. Rekindle that flame and feel like your best self! Available in 12ct boxes, 2 servings per pouch. Email: Dan@momentum-management.com

NACS

NACS: National Association of Convenience Stores Convenience Voices

1 in 3 customers choose a location because of the loyalty program

Shopper insights aren’t just data; they’re your roadmap to staying ahead in a fast-changing market. Confidently position your business to meet customer needs by partnering directly with the NACS Director of Research & Development on a custom shopper insights study. With deep expertise in the convenience industry, the NACS Research team will deliver expert analysis and insights into your most pressing business issue within a month. Learn anything from what motivates purchase decisions – or deters them – to how to create experiences that drive loyalty and repeat visits. Book a consultation and discover how NACS Research can unlock your business challenges or go to convenience.org/KnowShoppers to learn more about the program.

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NEW DESIGN

Morrison Cup Solutions Custom Printed Cups

Leave an Impression

Make that first impression count with a custom printed design built around your brand — sharp, memorable, and made to stand out from every cup on the shelf. Morrison Cup Solutions makes launching and managing branded cup programs simple for convenience stores of every size, from low minimums to large-scale runs. Visit morrisoncup.com, call 800-888-1912, or visit our booth at NACS Show, C4869.

HEALTH WELLNESS

Monster Energy Company STORM

STORM Energy for Life

STORM sparks you to make an early morning sweat after a late night of fun. Because balance makes life, and the memories better. You’ll have the confidence to try new workouts and take on extra challenges. We don’t tip toe around our ingredients. We use them because they are effective. If you are ready to feel good and do good, then its time to crack open a STORM. We’re more than just an energy drink for a buzz… like we said, we are energy for life.

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NEW TO THE INDUSTRY

FITCRUNCH PUFF N’ CRUNCHY Protein Bar

NEW from FITCRUNCH! PUFF N’ CRUNCHY PROTEIN BAR Available in three delicious flavors

NEW TO THE INDUSTRY

NACS

NACS: National Association of Convenience Stores

Volpi Foods

State of the Industry Report® of 2025 Data

Charcuterie Snack Trays

What’s driving growth in-store?

Craveable, On-The-Go Charcuterie

Packaged beverages have overtaken cigarettes as the largest merchandise category, signaling changing consumer priorities. The NACS State of the Industry Report® of 2025 Data reveals the trends, benchmarks and category insights helping retailers make smarter business decisions. Explore the data at convenience.org/SOIReport

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Volpi Snack Trays offer a simple, delicious way to enjoy premium charcuterie on the go. Available in Prosciutto & Provolone and Genoa Salame & Mozzarella varieties, each tray pairs artisan-cured meats, cheese, and crackers for a satisfying, protein-packed snack. Made with responsibly raised pork and handcrafted by skilled artisans, Volpi Snack Trays deliver exceptional quality and craveable flavor in a convenient grab-and-go format.

Local mobile searches lead to offline purchases 78% of the time.

Visit us at Booth #C400 at the NACS Show!

If your store information online is wrong, missing, or reviews go unanswered, you’re invisible when it matters most. NACS THRIVR ensures you’re everywhere that customers are searching. Ensure information accuracy across 150+ platforms all from one tool.

Turn local searches into foot traffic

FUELS & ENERGY

BY JEFF LENARD

What can convenience retailers learn from the retailer’s growth?

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Dolores Harvey - stock.adobe.com

Costco’s Fuels Surge

he traditional fuels retailing mindset is to have a convenient location and to get your customers in and out quickly. Neither attribute describes Costco, yet the company is having a record-breaking year selling fuel. Two events from this February have played a big part in Costco’s surge in gasoline sales. In the beginning of that month, the company extended the hours of operation for its fuels centers from closing at 6:00 p.m. to closing at 9:00 or 10:00 p.m., depending upon location. Then on February 28, hostilities began between the United States and Iran, which greatly affected the global petroleum

By traditional definitions, Costco is not considered convenient for fueling. Obviously, price is a major consideration in driving traffic. But what else beyond that?

distribution system and led to average U.S. gasoline prices spiking at $4.56 per gallon on May 21. Costco’s focus on low fuel prices led to a continued surge in fuels sales from price-conscious members. In a call discussing Costco’s third quarter results, which concluded in May, CEO Ron Vachris said the last five weeks of the quarter were the five highest-volume weeks for fuel sales in the company’s history. NACS spoke to Mike Lopez, market research coordinator for EAI Inc. (also known as Energy Analysts International), an energy consulting and products firm, about what retailers can learn from Costco’s success. EAI Inc. tracks and analyzes the entire fuel chain, including sales across all retail segments.

Mike Lopez: Costco’s business model is unique. Most, if not all, of its profits are generated by revenue from its loyalty card annual fees, and it has card renewal rates higher than 90%. Costco’s unique business model is to price its in-store products at prices yielding razor-thin margins. But price is just one factor. Simplicity is another. The fueling stations have a simple, flexible layout of pumps that allows fueling from nearly any angle. There are also attendants who specialize in guiding motorists to open pumps to reduce wait times and maximize use. Similar to its in-store offerings, Costco has decided to limit fuel options, rarely including diesel and never more specialized ethanol blends. EAI Inc. conducted a consumer study for the company to evaluate potential interest in diesel sales at stores. The response was “not much at all.” It’s a simplification that works for them and their primary customer base, which is not diesel intensive. The convenience industry is probably best served by offering more options, but there can be the idea of too much in some cases—like smaller, less busy sites where it may become a “moreis-less” overhead situation.

MIKE LOPEZ Market Research Coordinator for EAI Inc.

In a call discussing Costco’s third quarter results, which concluded in May, CEO Ron Vachris said the last five weeks of the quarter were the five highest-volume weeks for fuel sales in the company’s history.

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FUELS & ENERGY

Lopez: Employees play a big role. Costco and others like QuikTrip seem to always have employees multitasking and able to flow to free up logjams in checkout lines and address other customer needs. Extra training to mold this kind of staffing is key. It also requires higher level benefits and upward mobility structures for staff retention. Costco often touts its high employee satisfaction within the workplace. (Editor’s note: Both Costco and QuikTrip are featured in Zeynep Ton’s book The Good Jobs Strategy. Professor Ton has been a featured speaker at multiple NACS events.) In June, Costco opened its first stand-alone gas station in Mission Viejo, California. What’s the broader concept behind a stand-alone store? Lopez: It expands Costco’s marketing umbrella and increases membership sales—and it addresses the issue of overly busy on-site fuel sites. More fuel-only sites can help address demand and shorten lines for fuel at its other stores. While this isn’t a realistic model for the c-store industry, it underlines the importance of making your most popular items convenient and available.

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Beyond fueling, what are lessons that c-stores can take away from Costco’s success? Lopez: First, be famous for something. Beyond its overall business model, Costco is known for its prepared foods. Costco’s rotisserie chicken is almost a given to wind up in shoppers’ baskets, whether it’s on the shopping list or not. It’s hard to pass up given its quality and fixed price offering. Its $1.50 hot dogs have a similar allure. In terms of layout, Costco leverages its size to guide the shopper through a couple hundred square feet of featured items— their treasure hunt area—before entering the vastness of the store. Convenience stores can adjust layouts for a smaller-scale adoption of this strategy. Finally, I want to go back to simplicity. While convenience stores can’t operate on the same model where a membership locks in the low street price, the simpler the loyalty program, the better. Avoid overly complex loyalty programs that may dissuade customers and negatively impact less tech-savvy ones. That simplicity also extends to products. One of Costco’s overall traits is that there are not tiers of brands or quality in the shopping experience. The same holds true at the pump. Jeff Lenard is NACS vice president of media and strategic communications.

Andriy Blokhin - stock.adobe.com

Other very large retailers have sold fuel—Walmart and The Home Depot come to mind, not to mention Sears in the 1970s— with varying degrees of success. What does Costco get right that they didn’t?

WARNING: This product contains nicotine. Nicotine is an addictive chemical.

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Learn about the latest news and releases coming to JUUL

Get hands-on with our interactive touchscreen vapor technology demonstration

PERSONALIZE Customize your own JUUL Device with on-site engraving

Designed for adult smokers. Not for sale to minors.

The sale of tobacco products to minors is prohibited by law. This is an age restricted product and age veriﬁcation is required at sale. CALIFORNIA PROPOSITION 65 WARNING: This product contains chemicals known to the State of California to cause cancer and birth defects or other reproductive harm. TM and © 2026 JUUL Labs, Inc. All rights reserved. COL03866

GAS STATION GOURMET

Bigger in Texas For its signature menu item, Expo Quik Stop went big. BY AL HEBERT

hat if a c-store had a menu item that everyone just had to have? That happened at Expo Quik Stop in Belton, Texas, located about 60 miles north of Austin. Here, it’s all about a Texas favorite: chicken-fried steak. Owner Ailehs Gaines explained that social media influencers have touted the extra-large menu item, with one recent Instagram post getting more than 6 million views. “I get calls from all over the country. I get calls from people all over the world—Bolivia, France, India and more. People from everywhere call and ask if we can ship it,” she said. Unfortunately, international shipping isn’t available; anyone who wants to try the famous chicken-fried steak must come to Belton. Expo Quik Stop’s signature menu item was even part of the town’s Fourth of July parade. “We had an employee in a chicken-fried steak costume,” Gaines said. Now that’s a commitment to a menu item. A family recipe gives the steak its

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flavor, but the idea to make it huge came from Gaines. “Nine years ago my Uncle Bob came to work for us. He said, ‘I make a mean chicken-fried steak,’” she said. “His main contribution was that he knew exactly the kind of meat to use. We started out with cube steak. We now use Black Angus beef.” Initially, the chicken-fried steak was available only on Thursdays. “I added it onto the Wednesday menu,” Gaines said. “Once I did that, things got really crazy. On Wednesday and Thursday, I make 300 to 500 steaks a day in the kitchen by myself,” she said, adding, “I never knew chicken-fried steak was so popular.” There’s a twist to this story—Gaines is a vegetarian. “I haven’t eaten meat in 18 years,” she said. “I can eye my seasoning. I taste my flour to make sure it’s perfection. I taught my Expo family how to do it like I do, so we’re always on the same page,” she said, adding, “We cut the steaks, we tenderize them and hand-batter them. There’s a secret to the batter and

everything here is made from love.” “I’ve always cooked. I grew up in the country with my grandmother’s country cooking. I can eye anything. My Expo family says I don’t miss a thing— it’s always perfect.” Expo Quick Stop is not just about the giant chicken-fried steak. Customers can find a Cajun favorites here, too. “People love our frog legs. We can’t keep them,” said Gaines. Alligator is another customer favorite. Gaines seasons it with a special blend that she calls swamp sauce. “It’s hard to get it right. I sit for hours making it. I don’t use a recipe,” Gaines said. All the beef products are Black Angus. “The meat is cut here in the store by our meat cutter/kitchen manager, DeShon Freeman,” Gaines said. “He taught me to cut meat. For a vegetarian, I do pretty well.” Al Hebert (GasStationGourmet. com) is the Gas Station Gourmet, showcasing America’s hidden culinary treasures.

I get calls from all over the country. I get calls from people all over the world— Bolivia, France, India and more.

Expo Quik Stop owner Ailehs Gaines

“We use a basic Styrofoam container to plate it up,” said owner Ailehs Gaines of her store’s famous chicken-fried steak. “It hangs over the sides. Some customers cut them in half. A lot of people eat it with their hands.”

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CATEGORY CLOSE-UP SALTY SNACKS AND ALTERNATIVE SNACKS

Crunch Time The performance of center store snacking categories like salty and alternative snacks is a good indicator of consumer mindset.

NACS Category Definition: Salty Snacks The salty snacks category has nine subcategories: potato chips, tortilla/corn chips, pretzels, nuts/seeds, packaged ready-to-eat popcorn, crackers, other salty snacks, puffed cheese and mixed.

Alternative Snacks The alternative snacks category has four subcategories: meat snacks, granola/ fruit snacks, health/energy bars and other alternative snacks, such as rice cakes, trail mix and more. (See convenience.org/categorydefinitions for the full guide.)

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baibaz - stock.adobe.com

BY CHRISSY BLASINSKY

he good news in 2025 was that the industry saw a 24-cent increase in basket value versus 2024, according to the NACS State of the Industry Report® of 2025 Data. The not-so-good news was that the average inside transactions per store, per month declined 1.6% year over year. Ultimately, the rising cost of goods sold and higher operating expenses outpaced in-store gross profit growth. And although the c-store industry saw record in-store sales in 2025 of $341.2 billion, the 1.7% year-over-year increase was the lowest since 2020. These numbers underscore the continued pressure that retailers face to boost in-store traffic, grow sales and protect margins in an increasingly challenging operating environment. At the NACS State of the Industry Summit in April, the message shared with retailers was to focus on in-store transaction counts and growing basket value. “If you’re not actively strategizing around traffic, you’re leaving your future to chance,” said Chris Rapanick, managing director of NACS research.

Salty Snacks Avg. sales per store, per month

$10,440 $10,599 2024

2025

Alternative Snacks Avg. sales per store, per month

$4,114 $4,387 2024

2025

Source: NACS State of the Industry Report® of 2025 Data

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CATEGORY CLOSE-UP SALTY SNACKS AND ALTERNATIVE SNACKS

Salty Snacks Snapshot Same-Firm Sample, Per Store, Per Month Percent of Sales

Avg. Sales/Store

Avg. GP/Store

Gross Margin %

2024

2025

2024

2025

2024

2025

2024

2025

Potato Chips

33.2%

32.1%

$3,452

$3,403

$1,275

$1,244

36.93%

36.55%

Other Salty Snacks

26.4%

28.1%

$2,756

$2,980

$1,274

$1,385

46.21%

46.47%

Tortilla/Corn Chips

12.8%

11.1%

$1,337

$1,179

$447

$387

33.45%

32.83%

Nuts/Seeds

8.7%

9.0%

$912

$959

$452

$487

49.53%

50.82%

Puffed Cheese

4.3%

5.0%

$452

$525

$134

$153

29.71%

29.07%

Pretzels

4.7%

5.0%

$492

$533

$209

$228

42.40%

42.79%

Crackers

4.1%

4.0%

$430

$422

$197

45.74%

46.60%

Packaged Ready-to-Eat Popcorn

3.0%

2.9%

$316

$303

$118

$112

37.28%

36.86%

Mixed

2.8%

$293

$295

$119

$120

40.75%

40.54%

TOTAL

100.0%

$10,440

$10,599

$4,224

$4,312

40.46%

40.68%

Source: NACS State of the Industry Report® of 2025 Data

The Power of CSX Data CSX, the engine behind category metrics and NACS State of the Industry data, provides current and customizable tools for financial and operational reporting and analysis in the convenience industry. Retailers can measure their company by any of the myriad metrics generated via our live database. Contact Chris Rapanick at (703) 518–4253 or crapanick@ convenience.org for a complimentary executive walkthrough.

268 OCTOBER 2026 convenience.org

Rapanick also noted that retailers don’t need to boil the ocean to build basket value—small changes can add up. “Think about your store teams upselling and running effective promotions. Basket profitability is a game of pennies, where adding one item to a basket can turn a loss into profit,” he said. IMPACT OF GLOBAL UNCERTAINTY Over a decade of NACS consumer surveys consistently show that economic uncertainty affects consumer sentiment, where high gas prices, inflation, recessions and global pandemics all play a role in discretionary spending at retail. For the second and third quarters of 2026, the cost of crude and gas prices remained elevated throughout the summer travel season with no clear end in sight as of this writing. And the U.S. Energy Information Administration has estimated that it could take until early 2027 before crude oil production and trade patterns return to where they were before the conflict with Iran.

CATEGORY CLOSE-UP SALTY SNACKS AND ALTERNATIVE SNACKS

Combined, salty snacks and alternative snacks contributed 6.6% of in-store sales and 7.1% of gross margin in 2025.

This year, c-stores have felt the impact of economic and geopolitical forces beyond their control. When fuel gallons and pump transactions are down, in-store spending can often suffer. Center store snacking categories like salty and alternative snacks are bellwethers for consumer mindset: Are people buying little treats or are they cutting back on discretionary spending? FIRST SIX MONTHS OUTLOOK Unit decline in the salty snacks category has been a continuation of 2024 (-5.5%) and 2025 (-4.8%), according to NielsenIQ (NIQ) data. From January through June of this year, units for the category were down 4.5%. Sales and gross profit dollars are also falling for the salty snacks category this year. They are down 11.5% and 8.7%, respectively, compared to the first half of 2025, according to NACS CSX data.

270 OCTOBER 2026 convenience.org

The salty snacks subcategory that performed well, with increases of 1.1% for sales and 1.9% for gross profit dollars, was mixed, which includes pre-mixed assortments of other salty snack subcategories sold in a single package. In the alternative snacks category, which has become synonymous with protein and better-for-you options, the story was similar: Units were down for the year and sales were down 1.8% from January to June 2026 compared to the same period in 2025. While sales for each of the alternative snack subcategories were down, health, energy and protein bars fared the best of the bunch, down 0.3%, per NACS CSX data—it was the only subcategory that showed positive gross profit dollar growth (1.1%). Granola and fruit snacks took the biggest hit, down 16.7% in sales. Sales for meat snacks, the alternative snacks category leader, were down 2.0%.

WHEN TO SNACK? According to PDI Insights Cloud data from July 2025 to July 2026, transaction counts for the salty and alternative snacks categories were down 2.7% and 5.8%, respectively, while the average dollar amounts per transaction were up 0.8% and 2.9%. PDI heat map data shows that the afternoon is the most popular time of day for salty snacks sales, with Friday being the most popular day for purchases. There is a slight uptick at midday, suggesting that customers purchase salty snacks with lunch, or possibly as a meal replacement. For alternative snacks, PDI heatmap data shows that sales are popular during the morning (7-8 a.m.) and the afternoon (3-5 p.m.)—combined, these hours account for nearly 27% of category sales throughout the week. Thursdays and Fridays are the most popular days of the week for alternative snacks during the morning and afternoon dayparts. Similarly to salty snacks, lunchtime also sees an uptick in alternative snacks sales and likely for similar reasons: to accompany a meal or serve as a meal replacement.

Prashant ZI - stock. adobe.com

Source: NACS State of the Industry Report® of 2025 Data

Salty Snack Sales by Daypart Heatmap Percentage of sales during each hour of each day Time of Day

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Total

12:00 AM

0.24%

0.14%

0.15%

0.16%

0.17%

0.23%

1.24%

1:00 AM

0.16%

0.09%

0.10%

0.11%

0.12%

0.15%

0.83%

2:00 AM

0.11%

0.07%

0.08%

0.09%

0.11%

0.59%

3:00 AM

0.08%

0.06%

0.07%

0.08%

0.48%

4:00 AM

0.06%

0.09%

0.10%

0.08%

0.62%

5:00 AM

0.07%

0.21%

0.23%

0.24%

0.25%

0.24%

0.13%

1.38%

6:00 AM

0.11%

0.40%

0.45%

0.47%

0.50%

0.48%

0.23%

2.65%

7:00 AM

0.17%

0.59%

0.67%

0.70%

0.74%

0.73%

0.33%

3.93%

8:00 AM

0.26%

0.52%

0.55%

0.57%

0.60%

0.42%

3.52%

9:00 AM

0.42%

0.51%

0.52%

0.54%

0.56%

0.58%

0.57%

3.70%

10:00 AM

0.63%

0.59%

0.61%

0.64%

0.69%

0.77%

4.51%

11:00 AM

0.82%

0.81%

0.83%

0.86%

0.89%

0.95%

5.97%

12:00 PM

1.00%

0.99%

1.02%

1.04%

1.08%

1.06%

7.19%

1:00 PM

1.04%

0.81%

0.78%

0.83%

0.85%

0.95%

1.05%

6.30%

2:00 PM

1.05%

0.86%

0.85%

0.90%

0.92%

1.04%

1.06%

6.68%

3:00 PM

1.05%

1.03%

1.05%

1.08%

1.13%

1.24%

1.08%

7.65%

4:00 PM

1.02%

1.06%

1.10%

1.13%

1.18%

1.30%

1.07%

7.86%

5:00 PM

0.96%

1.08%

1.13%

1.17%

1.23%

1.31%

1.04%

7.93%

6:00 PM

0.87%

0.90%

0.94%

1.00%

1.04%

1.16%

0.97%

6.87%

7:00 PM

0.76%

0.73%

0.75%

0.81%

0.85%

0.96%

0.87%

5.73%

8:00 PM

0.66%

0.63%

0.64%

0.70%

0.73%

0.85%

0.80%

5.01%

9:00 PM

0.54%

0.51%

0.53%

0.58%

0.60%

0.74%

0.72%

4.21%

10:00 PM

0.37%

0.38%

0.42%

0.44%

0.59%

0.58%

3.15%

11:00 PM

0.23%

0.24%

0.26%

0.28%

0.39%

2.01%

Total

12.66%

13.29%

13.65%

14.35%

14.94%

16.38%

14.74%

100.00%

Source: NACS State of the Industry Report® of 2025 Data

NACS OCTOBER 2026 271

CATEGORY CLOSE-UP SALTY SNACKS AND ALTERNATIVE SNACKS

Alternative Snack Sales by Daypart Heatmap Percentage of sales during each hour of each day Time of Day

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Total

12:00 AM

0.17%

0.11%

0.12%

0.13%

0.14%

0.18%

0.98%

1:00 AM

0.12%

0.08%

0.09%

0.10%

0.13%

0.68%

2:00 AM

0.09%

0.06%

0.07%

0.08%

0.09%

0.53%

3:00 AM

0.07%

0.06%

0.07%

0.08%

0.51%

4:00 AM

0.07%

0.13%

0.14%

0.15%

0.11%

0.89%

5:00 AM

0.11%

0.35%

0.38%

0.40%

0.42%

0.41%

0.21%

2.29%

6:00 AM

0.20%

0.64%

0.72%

0.76%

0.79%

0.77%

0.39%

4.28%

7:00 AM

0.31%

0.90%

1.01%

1.05%

1.10%

1.09%

0.58%

6.04%

8:00 AM

0.45%

0.82%

0.88%

0.92%

0.95%

0.96%

0.73%

5.71%

9:00 AM

0.64%

0.75%

0.77%

0.81%

0.85%

0.89%

5.62%

10:00 AM

0.82%

0.75%

0.78%

0.83%

0.91%

1.04%

5.87%

11:00 AM

0.90%

0.84%

0.83%

0.86%

0.91%

0.97%

1.09%

6.41%

12:00 PM

0.97%

0.95%

0.94%

0.97%

1.01%

1.08%

7.00%

1:00 PM

0.95%

0.81%

0.80%

0.84%

0.87%

0.99%

1.03%

6.28%

2:00 PM

0.91%

0.85%

0.86%

0.90%

0.94%

1.06%

0.99%

6.51%

3:00 PM

0.88%

0.96%

0.99%

1.02%

1.07%

1.19%

0.96%

7.05%

4:00 PM

0.82%

0.95%

0.99%

1.03%

1.08%

1.18%

0.90%

6.94%

5:00 PM

0.74%

0.90%

0.95%

0.99%

1.04%

1.11%

0.81%

6.54%

6:00 PM

0.63%

0.69%

0.72%

0.77%

0.80%

0.90%

0.70%

5.21%

7:00 PM

0.53%

0.54%

0.55%

0.59%

0.63%

0.72%

0.60%

4.16%

8:00 PM

0.47%

0.46%

0.48%

0.52%

0.55%

0.62%

0.55%

3.63%

9:00 PM

0.38%

0.40%

0.43%

0.46%

0.55%

0.49%

3.09%

10:00 PM

0.26%

0.27%

0.28%

0.31%

0.34%

0.43%

0.39%

2.29%

11:00 PM

0.17%

0.18%

0.20%

0.22%

0.28%

0.26%

1.49%

Total

11.67%

13.45%

13.92%

14.65%

15.38%

16.67%

14.27%

100.00%

Source: NACS State of the Industry Report® of 2025 Data

272 OCTOBER 2026 convenience.org

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CATEGORY CLOSE-UP SALTY SNACKS AND ALTERNATIVE SNACKS

Alternative Snacks Snapshot Same-Firm Sample, Per Store, Per Month Percent of Sales

Avg. Sales/Store

Avg. GP/Store

Gross Margin %

2024

2025

2024

2025

2024

2025

2024

2025

Meat Snacks

40.6%

40.0%

$1,668

$1,750

$767

$810

46.00%

46.29%

Health/Energy/ Protein Bars

28.4%

30.4%

$1,168

$1,335

$599

$693

51.31%

51.90%

Other Alternative Snacks

25.9%

25.4%

$1,065

$1,116

$433

$449

40.65%

40.21%

Granola/Fruit Snacks

5.1%

4.2%

$211

$185

$101

$94

47.64%

50.66%

100.0%

$4,114

$4,387

$1,901

$2,046

46.21%

46.63%

TOTAL

Source: NACS State of the Industry Report® of 2025 Data

TRIP DRIVER AND BASKET BUILDER NIQ data showed that in 2025, there were 258 new salty snacks items introduced to the c-store channel. The 2025 NACS Convenience Voices study found that shoppers who purchase salty snacks are likely to consume what they bought immediately or within one to two hours of purchase. Looking at the customers’ path to purchase, most typically make their decision to purchase a salty snack item while driving to the store. The Convenience Voices study also notes that salty snacks have high promotional engagement: 47.1% of salty snack shoppers noticed a promotion in the store, while 31.9% purchased an item that was on promotion. THE STATE OF SNACKING The 2026 State of Snacking report—a collaboration between Mondelēz International, Mintel and Black Swan Data—reveals a global consumer landscape where snacking has evolved beyond an in-between-meals occasion.

274 OCTOBER 2026 convenience.org

According to the report, 66% of adults in the U.S. snack at least once a day, 26% snack twice a day, 23% snack once a day and 17% snack three times a day or more. The study also found that nostalgia can be a draw: 52% of U.S. adults who eat salty snacks prefer products with nostalgic marketing or packaging styles and 46% of U.S. adults who buy snack, nutrition or performance bars prefer products with nostalgic marketing or packaging styles. Many of these consumers (69%) also agree that a bar can be a good replacement for a meal. And when it comes to bars specifically, 41% of U.S. consumers who buy these items purchase them for the high protein content, and 32% because of high fiber content. More and more, snacking isn’t being perceived as an indulgent occasion. According to the report, 43% of U.S. adults who eat salty snacks agree that with the right ingredients, salty snacks can be healthy. Meanwhile, what consumers say they want doesn’t always match what they do. There is interest in purchasing items

perceived as healthier options, but that’s not always the motivational factor. “To eat healthier” and “To get more protein or fiber” sit at the bottom of the report’s motivational list, while the top two motivations are “Because I’m hungry” and “To treat myself.” WHAT DOES THE FUTURE HOLD? By mid-August, NACS CSX data showed signs that the industry was bouncing back from lower fuel volume throughout the summer with an uptick in fuel gallons sold. This is positive news for inside sales, even though the average price per gallon was about a dollar more than a year ago. The message to retailers today is no different than it was in April: Building basket value doesn’t come from sweeping changes or expensive remodels—it comes from adding one item to every basket. Chrissy Blasinsky is the NACS digital and content strategist.

ADVERTISER INDEX Contact Information

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Thank you to these advertisers who have demonstrated their support of the convenience and fuel retailing industry by investing in NACS Magazine.

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1440 Foods ��258 1440foods.com

BrainBox AI US LLC ��242 brainboxai.com/en

Deschutes Brewery �� 189 drinkpartybomb.com

High Liner Foods ��43 highlinerfoodservice.com

aftergum, Inc. ��242 aftergum.com

Brooklyn Cured �� 241 brooklyncured.com

Dri-sump ��7 dri-sump.com

Hormel Foods �� 131 hormelfoodservice.com

AK Pizza �� 50 akcrust.com

BUM Energy ��239 getrawnutrition.com/collections/ bum-energy

Electrolit® ��90-91, 253 electrolit.com

Hudson-Leramo Beverage Group ��255 hlbeverage.com

Envysion ��157 envysion.com

Hunt Brothers® Pizza ��53 huntbrotherspizza.com

Ferrara �� 246 ferrara.com

ITG Brands ��87 866.328.2485 itgbrands.com

Alpina MFG ��23 1.800.915.2828 fastchangeframes.com

Calbee America Inc. ��244 calbeeamerica.com

Altria Group Distribution Company ��Inside Front Cover AGDCTradeRelations@Altria.com altria.com tobaccoissues.com

Calico Brands, Inc. �� 183 calicobrands.com

Ambition Power Brands ��239 powerbrands.us

Cash Depot ��25 cdlatm.com

American Coalition for Ethanol �� 194 flexfuelforward.com

Cheyenne International, LLC �� 41 1.866.254.6975 cheyennecigarettes.com

Amos Sweets Inc. �� 269 amossweets.com Anchor Packaging ��239, Inside Back Cover anchorpackaging.com Aonic Inc. �� 240 aoniclife.com/products/aonic-fuel Aqua Star ��238 aquastar.com asad wholesale �� 183 513.919.0666 facebook.com/asadwholesaleinc Bake’n Joy Foods, Inc. ��169, 240 bakenjoy.com Bay Cities �� 132 562.948.3751 bay-cities.com The Bazooka Companies, LLC. �� 121 bazookacandybrands.com Bespoke Foods USA �� 241, 275 bespokefoodsusa.com BIC Corporation �� 11, 243 us.bic.com/en_us The Boston Beer Company ��Back Cover bostonbeer.com

Carolina Ice Company ��244 carolinaice.com

CHS Inc. / Cenex �� Front-Cover-Note, 97 chsinc.com Chyl Brand LLC �� 216-217 404.642.4967 getchyl.com Cibo Vita Inc. �� 65, 254 cibovita.com Coin Wrap, Inc. �� 246 coinwrap.com Continental Refrigerator ��187 continentalrefrigerator.com Cookies United �� 149 1.800.645.9048 cakebites.com

Cool New Products Guide ��238-258 convenience.org/Media/ NACS-Magazine/Cool-New-Products

The Foreign Candy Company �� 19 foreigncandy.com Franke Coffee Systems �� 159, 247 franke.com Frontline International Inc. �� 213 877.776.1100 Frontlineii.com Gadre USA Inc �� 147 gadre-usa.com GALLO �� 115 gallo.com Global Snus ��248 camoenergized.com Gold Medal Products Company ��273 Gmpopcorn.com

Joey Op Co. ��61, 251, 253 buyjoey.com Johnsonville Sausage Co. �� 31 johnsonville.com JTI LIGGETT LLC ��57 jti.com Juul Labs ��263 juul.com Kretek International �� 105 1.800.358.8100 kretek.com Krispy Krunchy Foods, LLC �� 37, 113, 248 krispykrunchy.com Magical Industries Corp. (Importer of Cigtrus) ��107, 242 cigtrus.com

Gonnella ��249 gonnella.com

Mako Networks �� 135 800.851.4691 Makonetworks.com

Good Times USA LLC �� 47, 277 goodtimestobacco.com

Mark VII Equipment, Inc. �� 231 markvii.com

Goya Foods, Inc. ��137, 249 goya.com/en

Mars Snacking �� 125 mars.com

Grabba Leaf LLC ��67 grabbaleaf.com

McLane Company, Inc. �� 3, 110, 173, 279 254.771.7500 mclaneco.com

Core-Mark ��45 core-mark.com

GS1 US ��101 gs1us.org

Cummins & White �� 154 949.852.1800 cumminsandwhite.com

Heartland Food Products Group ��207 heartlandawayfromhome.com

DEEL Media ��235 deelmedia.com

276 OCTOBER 2026 convenience.org

FIJI Water �� 165 Fijiwater.com

HF Sinclair ��233 hfsinclair.com

MegaMex Foods �� 209 megamexconvenience.com Melting Forest �� 211 meltingforest.com Merrychef/Cleveland Range �� 69 merrychef.com

ADVERTISER INDEX Contact Information

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Mike’s Hot Honey ��55 mikeshothoney.com Modisoft, Inc. �� 197 866.216.8707 modisoft.com Momentum Management LLC �� 256 momentum-management.com Mondelez International ��27 mondelezinternational.com Monster Energy Company �� 181, 257 monsterenergy.com Morrison Cup Solutions ��257 morrisoncup.com NACS Convenience Voices �� 251 convenience.org/power-your-business/ business-intelligence-data-analytics/ convenience-voices NACS Future of Mobility Summit ��141 convenience.org/connect-learn/ future-of-mobility-summit NACS Global Supplier Council Membership �� 221. convenience.org/Membership/Supplier/ Global NACS Hunter Club Membership �� 129 convenience.org/Membership/Supplier/ HunterClub NACS Leadership for Success: Hershey ��72 convenience.org/connect-learn/leadership/ leadershipforsuccess NACS Membership ��223 convenience.org/Membership NACS Show 2027 ��92 nacsshow.com convenience.org/connect-learn/ calendarofevents NACS State of the Industry Report® ��258 convenience.org/Solutions/ Business-Intelligence-Data-Analytics/ NACS-State-of-the-Industry-Enterprise NACS State of the Industry® Talent Insights Dashboard �� 183 convenience.org/Research NACS THRIVR �� 253, 259 convenience.org/THRIVR

278 OCTOBER 2026 convenience.org

Thank you to these advertisers who have demonstrated their support of the convenience and fuel retailing industry by investing in NACS Magazine.

Contact Information

Nashville Wire Products dba Nashville Display �� 163 nashvillewire.com Ne-Mo’s Bakery, Inc. ��153 nemosbakery.com/ North American Bancard ��Outsert 866.481.4604 nynorth.com NutraBio Labs ��243 proteinnow.com Old Wisconsin/Carl Buddig �� Outsert, 242 oldwisconsin.com buddig.com One 11 Brands �� 251 one11brands.com The Op Games ��245 theop.games Ovention, Inc. ��254 oventionovens.com/ OWL Services ��227 owlservices.com Patco Brands ��109 patcobrands.com Patron Points, Inc. �� 123 patronpoints.com Perfetti Van Melle USA, Inc. �� 151 perfettivanmelleus.com PMI U.S. ��142-143 800.367.3677 wecard.org/free-kit uspmi.com/21-plus PMI U.S. (Game) �� 167 800.367.3677 uspmi.com PMI U.S. (White Owl) ��177 800.367.3677 uspmi.com PMI U.S. (ZYN) ��9 800.367.3677 smna.com Polar King International Inc. �� 20-21 (866) 576-7645 polarking.com

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Prairie City Bakery ��255 pcbakery.com

Tootsie Roll Industries, Inc. �� 139 tootsie.com

Premier Manufacturing �� 5, 205 636.537.6800 gopremier.com

Tote.ai �� 49 tote.ai

Primo Brands �� 240, 254 primobrands.com

TravelCenters of America ��29 ta-petro.com

Pythia Scorecard ��252 pythiascorecard.com

Trion Industries ��33, Insert (800) 444-4665 triononline.com

RDM Industrial Electronics �� 154 rdm.net

TruAge ��245 mytruage.org

Red River Software �� 250 redriversoftware.com

The Vita Coco Company �� 71, 255 vitacoco.com

Reynolds ��199 rjrvapor.com

Volpi Foods ��258 volpifoods.com

Rito Mints ��247 ritomints.com

Volt Plus LLC ��236 grabmojo.com

Rogue Holdings LLC ��225 roguenicotine.com

Vontier ��85 vontier.com

Ruiz Foodservice ��59 ruizfoodservice.com

The Wonderful Company �� 81 wonderful.com

Schwan’s ��79, 252 schwansfoodservice.com

Xcaliber International ��17 (888) 4-XCALIBER xcaliberinternational.com

Shark Eyes, Inc. �� 250 sharkeyes.com Source North America Corporation ��273 800.572.5578 sourcena.com Stateside Brands �� 193, 255 drinksurfside.com store.statesidevodka.com Stone Gate dba Tater Kegs ��25 taterkegs.com Stratas Foods LLC �� 127 stratasfoods.com Sunny Sky Products ��95 sunnyskyproducts.com Suntory Global Spirits ��191 minus196.com/en-us SuperSonic POS �� 179 shop.supersonicpos.com

BY THE NUMBERS

The U.S. Fleet Knowing your customer means knowing what people drive. While most of the attention is on the slow rise of electric vehicles, the ratio of cars to pickups to SUVs on your forecourt also matters. Car gas tanks typically hold 15 gallons of fuel or less, while pickup truck tanks can top out at over 30 gallons. The customer who takes twice as long to fuel up may be looking for a different forecourt experience.

The Kind of Vehicle Most Commonly Driven in the U.S. Van

Minivan

Pickup truck

Car

55% SUV/crossover

32%

70% of people in the 18-34 age range drive a car.

15% of men drive a pickup as their daily vehicle compared to 3% of women.

SUV/ crossovers overindex with older, more affluent consumers. 50% of people who make at least $100,000 annually drive an SUV or crossover.

Source: Transportation Energy Institute: Consumer Survey – 2025 Driver Behaviors and Perspectives

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