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W H AT ’ S N E X T I N C O N V E N I E N C E A N D F U E L R E TA I L I N G

THE INNOVATION ROADMAP FIVE STRATEGIC AVENUES ARE REDEFINING CONVENIENCE RETAIL TODAY

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EDITOR’S NOTE

Destination: A Better C-store Industry Don’t fear innovation; it’s really just a fancy word for improvement personalized guest experience by scaling hospitality to every customer, every day, at every touchpoint.

WELCOME TO OUR 2024 INNOVATION ISSUE!

Each year, Convenience Store News sets aside one issue as our “Innovation Issue” to spotlight the transformation and advancement taking place throughout the convenience store industry. Truth be told, though, there’s so much innovation happening right now that my fellow editors and I had a tough time narrowing down and deciding what we should focus on this year.

4. Data-Driven Decision Making — There are so many sources of data available to c-store operators these days, both internal and external. Savvy retailers are using this information to do much more than see what is selling in their stores; they are forecasting for the future.

Eventually, we settled on this month’s special report entitled “The Innovation Roadmap,” which explores five strategic avenues that are redefining convenience retail today and poised to continue driving the industry in the years ahead:

5. Workforce Optimization — A happy and engaged workforce is key to delivering outstanding results.

However, workers today are not afraid to change jobs, and they put a lot more value on their time and experiences, so employers must provide worth.

1. The Store Experience — Creating an inviting and memorable store experience for customers is top of mind for today’s convenience retailers, who are using store design, branding, products, amenities and services to captivate customers and keep them coming back.

Where the Innovation Roadmap leads — its destination — is a better convenience store industry for both operators and customers. Changing the status quo certainly can be intimidating but, in its simplest form, innovation is really just a fancy word for improvement.

2. Foodservice Innovation — While the stigma of “gas station food” still affects the industry, there are many convenience store operators who are putting in the work to change that stereotype once and for all. The best retailers find ways to make their offerings stand out.

Perhaps your team is not ready to tackle the entire roadmap today, and that’s OK. Start small — think of one change you could make to improve the experience of your employees or a change you could make to improve the experience of your customers. As they say, a journey of a thousand miles begins with a single step.

3. Customer Engagement — Today’s c-store shoppers expect and want retailers to build a relationship with them. Technology is at the center of delivering a

For comments, please contact Linda Lisanti, Editor-in-Chief, at llisanti@ensembleiq.com.

EDITORIAL EXCELLENCE AWARDS (2016-2024)

EDITORIAL ADVISORY BOARD Laura Aufleger OnCue Express

2021 Jesse H. Neal National Business Journalism Award Finalist, Best Infographics, June 2021

2018 Jesse H. Neal National Business Journalism Award Finalist, Best Editorial Use of Data, June 2017

2023 American Society of Business Press Editors, National Azbee Awards Silver, Data Journalism, January/April/June 2022

2023 American Society of Business Press Editors, Upper Midwest Regional Azbee Awards Gold, Data Journalism, January/April/June 2022 Bronze, Diversity, Equity and Inclusion, March 2022

2016 American Society of Business Press Editors, National Azbee Awards Gold, Best How-To Article, March 2015 Bronze, Best Original Research, June 2015

2016 American Society of Business Press Editors, Midwest Regional Azbee Awards Gold, Best How-To Article, March 2015 Silver, Best Original Research, June 2015

2020 Trade Association Business Publications Intl. Tabbie Awards Honorable Mention, Best Single Issue, September 2019

2016 Trade Association Business Publications Intl. Tabbie Awards

2023 Eddie Award Honorable Mention, Folio: magazine

Richard Cashion Curby’s Express Market

Business to Business, Retail, Full Issue, September 2022

2022 Eddie Award, Folio: magazine

Billy Colemire Stinker Stores

Winner, Business to Business, Retail, Single Article, March 2022 Winner, Business to Business, Food & Beverage, Series of Articles, October 2021 Honorable Mention, Business to Business, Retail, Single Article, September 2021

Robert Falciani ExtraMile Convenience Stores

Business to Business, Retail, Single Article, March 2023

2020 Eddie Award, Folio: magazine Business to Business, Retail, Series of Articles, September 2019

2018 Eddie Award Honorable Mention, Folio: magazine Business to Business, Retail, Website Business to Business, Retail, Full Issue, October 2017 Business to Business, Editorial Use of Data, June 2017

Jim Hachtel Core-Mark Chris Hartman Rutter’s

Faheem Jamal CPD Energy Corp./ Chestnut Markets Ruth Ann Lilly GPM Investments LLC Vito Maurici McLane Co. Inc. Jonathan Polonsky Plaid Pantries Inc. Greg Scriver Kwik Trip Inc. Roy Strasburger StrasGlobal

2017 Eddie Award, Folio: magazine Winner, Business to Business, Retail, Single/Series of Articles, May 2017 Honorable Mention, Business to Business, Retail, Single/Series of Articles, June 2016

2016 Eddie Award Honorable Mention, Folio: magazine Business to Business, Retail, Full Issue, October 2015 Business to Business, Retail, Single/Series of Articles, August 2015

Silver, Front Cover Illustration, June 2015

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VIEWPOINT

Couche-Tard: The Ultimate Industry Consolidator Seven & i takeover attempt likely to have long-term impact on the industry AS THE CONVENIENCE STORE industry converges on Las Vegas for the annual NACS Show this month, the hottest topic on the convention floor is likely going to be Alimentation Couche-Tard Inc.’s bid to acquire 7-Eleven Inc.’s Japan-based parent company, Seven & i Holdings Co.

Although the Seven & i board of directors last month rejected the Canadianbased retailer’s “friendly” offer, I don’t think we’ve heard the last of this potential blockbuster deal, which would combine the No. 1 c-store chain in the United States — 7-Eleven (12,000-plus U.S. stores) — with No. 2 Couche-Tard (5,851 U.S. locations).

If the merger doesn’t happen, watch for Couche-Tard to turn its attention to any number of other large, modern c-store chains.

As reported by CSNews.com, Couche-Tard, parent company of the Circle K brand of convenience stores, said it remains “highly focused on consummating a transaction with Seven & i that is in the best interests of all constituencies … and ensuring that the combined entity continues to be the leader and provider of premier offerings in the markets we both serve.”

Couche-Tard can be persistent. I remember back in 2010, Couche-Tard’s effort to purchase Casey’s General Stores Inc. — which at the time would have resulted in the merger of two of the largest c-store chains in the country — turned into a hostile takeover that was only thwarted when Casey’s enacted a series of poison pill defenses.

Analysts interviewed by Convenience Store News appear to suggest that even if the deal doesn’t go down now, there’s a good possibility of the merger being consummated sometime over the next 12 months. There’s even some sentiment among merger and acquisition experts that this union would be good for the industry overall. They opine that a combined 7-Eleven/Circle K national chain would bring consistency to the highly fragmented convenience channel that is comprised mostly of independents and single-store owners.

“It’s going to help the consumer because they’ll have some consistency,” Terry Monroe of American Business Brokers & Advisors, told CSNews, adding that if Couche-Tard pulls off the deal, it will bring consistency with a national offer.

I’m not convinced of that. Almost every market in the country already has a superior c-store brand at which to shop, whether it’s Wawa, Sheetz, Rutter’s, Parker’s, Kwik Trip, QT, ampm or RaceTrac, among many others. By those analysts’ line of thinking, Walmart’s growth was a boon to the mom-and-pop retail segment and Walgreens’ expansion was good for the neighborhood drugstore business.

I can’t pretend to know how this deal will shake out. There are, of course, huge antitrust hurdles in the U.S. to be overcome. One thing I can predict is that if the merger doesn’t happen, watch for Couche-Tard to turn its attention to any number of other large, modern c-store chains. After all, it has the cash and if history is any indication, the retailer embarked on a series of acquisitions following its failed takeover attempt of Casey’s 14 years ago.

Whatever happens, Couche-Tard will be an aggressive industry consolidator.

For comments, please contact Don Longo, Editorial Director Emeritus, at dlongo@ensembleiq.com.

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CONTENTS OCTOBER 24

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93 114 FEATURES

DEPARTMENTS

COVER STORY

EDITOR’S NOTE

26 The Innovation Roadmap Five strategic avenues are redefining convenience retail today.

F E AT U R E

50 No Compromise This year’s Best New Products Awards winners focus on providing value without sacrificing taste.

4 Destination: A Better C-store Industry Don’t fear innovation; it’s really just a fancy word for improvement.

VIEWPOINT

6 Couche-Tard: The Ultimate Industry Consolidator Seven & i takeover attempt likely to have long-term impact on the industry.

12 CSNews Online 22 New Products T W I C TA L K

93 Climbing Past the ‘Broken Rung’ Women should focus on four key areas to advocate for themselves in the workplace.

INSIDE THE CONSUMER MIND

114 The Health of CBD Increasing awareness and appeal could improve the category’s wellbeing.

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Give Your Customers the Snacks They Love

© Mondelēz International group

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8550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 WWW.CSNEWS.COM BRAND MANAGEMENT SENIOR VICE PRESIDENT/GROUP PUBLISHER, CONVENIENCE NORTH AMERICA Sandra Parente sparente@ensembleiq.com EDITORIAL EDITOR-IN-CHIEF Linda Lisanti llisanti@ensembleiq.com EXECUTIVE EDITOR Melissa Kress mkress@ensembleiq.com SENIOR EDITOR Angela Hanson ahanson@ensembleiq.com MANAGING EDITOR Danielle Romano dromano@ensembleiq.com

ASSOCIATE EDITOR Amanda Koprowski akoprowski@ensembleiq.com EDITORIAL DIRECTOR EMERITUS Don Longo dlongo@ensembleiq.com

INDUSTRY ROUNDUP

CATEGORY MANAGEMENT

CONTRIBUTING EDITORS Renée M. Covino, Tammy Mastroberte

ADVERTISING SALES & BUSINESS

14 Foxtrot Makes a Comeback

TOBACCO

16 Fast Facts

74 Opportunity in Oral Nicotine The category is growing fast, but still faces a perception issue with adult consumers.

18 Eye on Growth

FOODSERVICE

19 Retailer Tidbits 20 Supplier Tidbits

80 Raising the Bar Wawa headlines the largest-ever class of Foodservice Innovators Awards winners.

ASSOCIATE BRAND DIRECTOR & NORTHEAST SALES MANAGER Rachel McGaffigan - (774) 212-6455 rmcgaffigan@ensembleiq.com ASSOCIATE BRAND DIRECTOR & WESTERN SALES MANAGER Ron Lowy - (330) 840-9557 - rlowy@ensembleiq.com ACCOUNT EXECUTIVE & CLASSIFIED ADVERTISING Terry Kanganis - (917) 634-7471 - tkanganis@ensembleiq.com

DESIGN/PRODUCTION/MARKETING ART DIRECTOR Lauren DiMeo ldimeo@ensembleiq.com PRODUCTION DIRECTOR Pat Wisser pwisser@ensembleiq.com

TECHNOLOGY 86 Optimizing the Customer Experience C-stores are prioritizing consumer-facing technology to boost the quality of every visit.

MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com MARKETING COORDINATOR Mateo Rosas mrosas@ensembleiq.com

SUBSCRIPTION SERVICES LIST RENTAL mbriganti@anteriad.com SUBSCRIPTION QUESTIONS contact@csnews.com

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CORPORATE OFFICERS CHIEF EXECUTIVE OFFICER

Jennifer Litterick

CHIEF FINANCIAL OFFICER

Jane Volland

CHIEF PEOPLE OFFICER

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CHIEF OPERATING OFFICER

Derek Estey

CONVENIENCE STORE NEWS AFFILIATIONS Premier Trade Press Exhibitor

The contents of this publication may not be reproduced in whole or in part without the consent of the publisher. The publisher is not responsible for product claims and representations.

Convenience Store News (ISSN 0194-8733; USPS 515-950) is published 12 times per year, monthly, by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631. Subscription rates: Subscription rate in the United States: $150 one year; $276 two year; $14 single issue copy; Canada and Mexico: $204 one year; $390 two year; $17 single issue copy; Foreign: $204 one year; $390 two year; $20.40 single issue copy; Digital One year, digital $87; two year, $161. Periodical postage paid at Chicago, IL 60631, and additional mailing addresses. Copyright 2024

by EnsembleIQ. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher. POSTMASTER: send address changes to Convenience Store News, 8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631.

10 Convenience Store News C S N E W S . c o m

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CSNEWS ONLINE

ONLINE EXCLUSIVE

TOP VIEWED STORIES

1

Wawa’s First Travel Center Begins to Take Shape

A prototype store designed to serve both professional drivers and regular travelers is under construction in Hope Mills, N.C. The 8,400-square-foot store is expected to open by mid-2025 and will feature both indoor and outdoor seating areas.

Three C-store Operators Rank Among

Best Workplaces in Retail for 2024 2 the Fortune and Great Place to Work’s annual list ranked Sheetz Inc. as No. 2 and The Spinx Co. as No. 9 in the large business category.

The Wills Group, parent company of Dash In convenience stores, ranked No. 9 in the small/medium business category.

FDA Finalizes Minimum Age Requirements

Tobacco Sales 3 for The rule raises the minimum age for certain restrictions on tobacco product sales to 21, in line with previously passed federal legislation. As of Sept. 30, retailers must verify with photo identification the age of anyone under the age of 30 who tries to purchase certain products, such as e-cigarettes.

Casey’s Spices Up Its Pizza Menu

retailer’s new Jalapeño Popper Pizza turns a favorite 4 The gameday appetizer into a full entrée. The subtly spicy specialty pie features Philadelphia Whipped Cream Cheese, cheddar and mozzarella cheeses, smoky bacon, mild pickled jalapeños and a drizzle of Mike’s Hot Honey.

McLane Expo Looks at the Future of Convenience

5 The annual McLane Engage tradeshow and conference featured a two-part education session focused on real-world application of artificial intelligence and the trends shaping next-generation convenience stores. Culinary expert and “Top Chef” personality Padma Lakshmi served as the event’s keynote speaker.

EXPERT VIEWPOINT

Leveraging the Shifting Perception of Convenience Stores How consumers perceive convenience is a major area of change, according to Intouch Insight’s “2024 Convenience Store Trends Report.” Perception of new technologies is a notable shift retailers should pay attention to, according to Intouch Insight President and CEO Cameron Watt, who discussed key insights of the report with Convenience Store News. The rising view of convenience stores as quality meal destinations is another key shift, he said, and demonstrates the need for retailers to elevate both offerings and environment.

For more exclusive stories, visit the Special Features section of CSNews.com.

MOST VIEWED NEW PRODUCT

Coca-Cola & Oreo ‘Besties’ Limited-Time Offerings Coca‑Cola and Oreo, two “bestie” brands, team up to offer fans a pair of limited-time products. The Oreo Coca‑Cola Sandwich Cookie includes two signature chocolate base cakes paired with a Coca‑Cola taste, embossed with Coca‑Cola designs, and featuring a smooth white-colored creme studded with red edible glitter. Coca‑Cola Oreo Zero Sugar features a refreshing Coca‑Cola taste with flavorful, Oreo cookie-inspired hints. A frozen variation of Coca‑Cola Oreo Zero Sugar will be available at participating 7-Eleven Inc. locations in select markets.

Competing With Restaurants: How C-stores Can Innovate Their Menus To stay competitive with traditional restaurants and drive foot traffic, c-stores must develop unique and enticing menus that offer more than just convenience, writes Rich Products Corp.’s Amy Shipshock, culinary manager and team leader, and Tim Wiesner, culinary manager. Standing out with distinctive food choices is crucial, while adding innovative twists on core foods already available in their kitchens can create offerings that are unfamiliar yet approachable. Other key strategies include customization and limited-time offers.

The Coca-Cola Co. Atlanta coca-cola.com

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INDUSTRY ROUNDUP

Foxtrot Makes a Comeback

The retailer’s cofounders plan to reopen stores in Chicago and Dallas through 2025

By Amanda Koprowski NEARLY FIVE MONTHS after unexpectedly

closing all its locations this spring, Foxtrot Café & Market made a return to the convenience channel in September.

Its comeback began with the Sept. 5 reopening of a store at 23 West Maple on Chicago’s Gold Coast, followed by a Sept. 19 reopening at 1562 North Wells in Chicago’s Old Town.

Foxtrot shuttered its 33 locations on April 23 under former parent company Outfox Hospitality, shocking the industry, its employees and its customers. Just a few months earlier, the company had looked like it was solidifying its place in the retail sector. Foxtrot completed an acquisition of Dom’s Kitchen & Market in late 2023, creating a new umbrella entity to operate both sides of the business. Placer.ai subsequently named Foxtrot one of its top 10 brands to watch in 2024.

Behind the scenes, however, things were not quite so rosy. Foxtrot/Outfox went through two CEOs in less than a year, with Liz Williams serving in the position for eight months before leaving shortly after the Dom’s merger, and Rob Twyman only coming onboard in the last two months before the abrupt closures.

According to Mike LaVitola, Foxtrot cofounder and chairman, an investor was able to enter in the wake of the bankruptcy and pick up several of

the retailer’s assets, including intellectual property and physical locations. “[The investor] wanted to reboot it, but there was a lot of thinking to be done, such as conversations with former employees and vendors to gauge how they were feeling about everything and their … appetite for coming back,” he told Convenience Store News. “And despite how things ended … Foxtrot was a company that was willing to take risks on new brands and give them a shot. And I think that reputation ultimately gave us the opportunity to have a second chance.”

Given this opportunity, LaVitola wanted to bring the company back to its roots. Additionally, both its cofounder and the company’s former head of operations came onboard to usher in the new Foxtrot alongside numerous other company veterans.

New offerings at the reopened stores include a ramped-up café experience with an expanded, full-day menu featuring breakfast, lunch and afternoon offerings. Foxtrot’s original breakfast tacos will remain a staple, while new foodservice options include made-fresh-daily panini sandwiches, salads and bowls for lunch, as well as an assortment of freshly baked cookies.

The reopened stores will also reintroduce customer favorites, along with a highly curated market featuring products from small and local makers, alongside innovative brands specializing in consumer packaged goods. The company is also working on a back-to-basics approach when it comes to grocery offerings and a return to storytelling as a key selling point.

Foxtrot plans to reopen more locations in Chicago and Dallas through 2025.

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INDUSTRY ROUNDUP

FAST FACTS

81%

81% of evening meals are sourced from the comfort of home and consumed with others.

— Circana

39% 80%

Popular weekly snack choices include chips (39%), confectionery items such candy and chocolate (38%), and crackers (38%).

Nearly 80% of electric vehicle drivers report that they would go out of their way to use a public charger located in a safe environment.

— YouGov

— Vontier

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SAVE THE DATE

MAY 8-9, 2025

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REQUEST YOUR INVITATION This registration is open to qualified retailers only.

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INDUSTRY ROUNDUP

Eye on Growth

The transaction, which does not include Wagner’s wholesale fuel business, closed in September.

marketing assets from Wagner Shell Co. and its affiliates in the Green Bay, Wis., market.

Maverik — Adventure’s First Stop broke ground on its first two stores in Kansas.

Upon the stores’ expected opening date of mid-2025, the chain will operate in 14 states.

7-Eleven Inc. opened four new stores and two rebranded locations in July. The stores are located in California, Connecticut, Florida, North Carolina, Pennsylvania and Texas.

Royal Farms marked a major milestone with the grand opening of its 300th store.

Located in Millersville, Md., the new site offers the chain’s popular fried chicken and fresh, made-to-order meals, and features a modern car wash.

TravelCenters of America added four new sites to its 300-plus network: two travel centers under the TA banner, a TA Express and a Petro Travel Center. Two of the sites are in Nevada, while the others are in Cowpe, S.C., and Coburg, Ore.

Fischer’s Neighborhood Markets is acquiring all Mini Mart locations in Texas. The sale is expected to be finalized by the end of October. No announcement has been made yet on rebranding post-merger.

Oneida Nation broke ground on a $3 million Oneida One Stop gas station and convenience store in Oneida, Wis. The store will replace the existing Oneida One Stop at the same intersection, and construction will take approximately one year.

True North Energy LLC picked up 15 feeowned convenience retailing and petroleum

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Retailer Tidbits Parkland expects to complete this divestiture within the next 12 to 18 months.

Parkland Corp. plans to divest its retail and commercial businesses in Florida.

The operation includes roughly 100 retail sites, nine cardlock facilities, and four bulk storage plants and warehouses.

7-Eleven Hawaii went live with a new mobile app, which offers mobile checkout, 7Rewards and 7NOW delivery. 7Rewards is available at all the chain’s 67 stores across O’ahu, Maui, Kaua’i and Hawai’i Island.

Rutter’s partnered with Uber Technologies Inc. to launch an on-demand delivery service for its Rutter’s Rewards customers. The service allows members to order food and products for delivery through the chain’s mobile app.

Love’s Travel Stops is offering a 10% discount to road-tripping customers at all its RV locations through Feb. 9, 2025. Love’s currently operates 70 RV locations with more than 1,300 reservable spaces across the country.

Dash In rolled out a connected retail strategy across its network. SymphonyAI will assist the retailer with optimizing shelf management and providing a consistent shopping experience.

7-Eleven Inc. strengthened its commitment to bringing sustainably grown produce to its California stores. A venture with Plenty Unlimited Inc. includes high-quality, locally grown produce.

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INDUSTRY ROUNDUP

Supplier Tidbits

JT Group entered into a definitive agreement to acquire Vector Group Ltd., the fourth largest tobacco company in the United States. The agreement has a total equity value of approximately $2.4 billion.

in a case that centers on a patent infringement complaint JUUL Labs Inc. filed against NJOY.

This year’s program will award $200,000 in grants to 20 women entrepreneurs.

Conagra Brands Inc. is adding to its betterfor-you snacking portfolio with the acquisition of Sweetwood Smoke & Co., maker of FATTY Smoked Meat Sticks. The deal was announced Aug. 9. Financial terms were not disclosed.

PepsiCo Inc. kicked off year three of its signature Jefa-Owned (owned by a Latina boss) program, which aims to provide business-building resources, enhance business visibility and build community for Latina entrepreneurs.

Altria Group Inc. and its operating company NJOY will dispute the initial findings of the U.S. International Trade Commission

Swisher International Inc. rebranded its smokeless tobacco portfolio under the historic Helme Tobacco Co. name. The smokeless division previously fell under the Fat Lip Brands umbrella and included 24 individual brands.

McLane Co. Inc. received the Service Provider of the Year award from the National Coalition of Associations of 7-Eleven Franchisees for the second consecutive year. The distributor completes almost 800,000 deliveries to 7-Eleven locations each year.

ACTIONABLE INSIGHTS & CONNECTIONS POWERING BUSINESS GROWTH EnsembleIQ is the premier resource of actionable insights and connections powering business growth throughout the path to purchase. We help retail, technology, consumer goods, healthcare and hospitality professionals make informed decisions and gain a competitive advantage.

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NEW PRODUCTS

La Colombe Draft Latte Cans Chobani continues its partnership with La Colombe Coffee Roasters with the national launch of 11-ounce Draft Latte cans.

Billed by the company as the “World’s Frothiest Draft Latte,” the new offering comes in Double, Triple, Mocha, Vanilla and Caramel flavors, and has the same creamy texture and smooth taste as the Draft Lattes on tap in La Colombe cafés. Made with highquality ingredients such as single-origin Colombian bean coffee that has been carefully selected, roasted and cold brewed, plus locally sourced, fresh milk, the product boasts 50% less sugar than typical ready-to-drink flavored coffee beverages and has a suggested retail price of $3.29.

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Tyson Foodservice Chicken Offerings Building on the legacy of its popular Honey Stung Bone-In Chicken products, Tyson Foodservice introduces boneless tenderloins in two new flavor profiles: Original Honey and Hot Honey. Made with real honey, crispy breading and whole muscle chicken, the new offerings allow operators to serve customers without creating a sticky mess in the kitchen or on the plate. Tyson Foodservice is also introducing a new Fully Cooked Chicken Breakfast Sausage under its Jimmy Dean brand, as well as Red Label Fully Cooked Authentically Crispy Bone-In Chicken Wing Sections, both of which are designed to save cooking time.

TYSON FOODSERVICE • SPRINGDALE, ARK. • TYSONFOODSERVICE.COM

SweeTARTS Mega Rope Ferrara Candy Co.’s SweeTARTS brand offers a new take on its soft and chewy SweeTARTS Rope with the launch of SweeTARTS Mega Rope. Filled with “mega” amounts of tart filling surrounded by a sweet and smooth licorice, the candy rope comes in Twisted Rainbow Punch flavor and features unique packaging. The new product is a permanent addition to SweeTARTS’ existing line of candies and is now available nationwide. SweeTARTS Mega Rope comes in a 1.32-ounce pack for a suggested retail price of between $1.49 and $1.99.

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Jack Daniels Country Cocktails Hard Tea Jack Daniel Beverage Co. adds to its line of malt beverages with Country Cocktails Hard Tea. A nod to the company’s southern heritage, the hard teas debut in 12-ounce cans in four flavors: Original, Peach, Raspberry and Blackberry. Twelve-packs of all four flavors launched this spring in 13 test markets and are rolling out nationwide this fall. Additionally, the Original and Peach varieties are being offered in 16-ounce and 23.5-ounce single-serve cans nationwide.

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Interface Systems Intelligent Voice-Down Solution New from Interface Systems, its enhanced Intelligent Voice-Down Solution is intended to integrate with its Interactive Security Operations Center (iSOC).

The new solution can proactively detect individuals and vehicles loitering or behaving suspiciously by leveraging artificial intelligence enabled cameras. It then uses customizable audio messages, auxiliary lighting and sirens to alert potential troublemakers to the security presence. Should the threat persist, the system will escalate the issue to remote intervention specialists at iSOC, who can then use live video and audio feeds to assess the situation and take appropriate action.

INTERFACE SYSTEMS • ST. LOUIS • INTERFACESYSTEMS.COM 22 Convenience Store News C S N E W S . c o m

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NEW PRODUCTS

ONE Brands Reese’s Peanut Butter Protein Bar ONE Brands, a part of The Hershey Co., is bringing “everyone’s favorite peanut butter” to the protein bar aisle with the debut of its Reese’s Peanut Butter Lovers flavor inspired protein bar. The better-for-you offering has 18 grams of protein and just 3 grams of sugar. ONE Brands is also introducing a Hershey’s Cookies ‘n’ Crème flavor inspired protein bar made with “the delightful crunch” of real Hershey’s Cookies ‘n’ Crème bits. Both new bars are now available at retailers nationwide. ONE Brands is part of Hershey’s Better-For-You strategy, which aims to ensure that consumers are met wherever they are in their journey, every single day.

THE HERSHEY CO. • HERSHEY, PA. • ONE1BRANDS.COM

Jamba Fruit Flavored Snacks Inspired by the namesake brand’s signature smoothies, Jamba Fruit Flavored Snacks were created to appeal to convenience store shoppers looking for a fun and flavorful snack to eat on the go, according to the maker. Available in two varieties, Strawberry Surf Rider and Mango A Go-Go, each 4.2-ounce bag is 100 calories and includes five different fruit flavored snacks that can be mixed and matched. The pieces are made from real juice and provide a source of vitamin C. The offering ships in three sleeves of 12 units per case and comes with a suggested retail price of $2.89.

GENERAL MILLS CONVENIENCE • MINNEAPOLIS • GENERALMILLSCONVENIENCE.COM

Countryside Pop Pocket Lighters BIC refreshes the Special Edition Countryside Pop Series of its Maxi Pocket Lighters. Featuring a wide variety of designs inspired by a rural lifestyle, this series is perfect for consumers who enjoy a touch of relaxing countryside simplicity in their everyday routine, according to the company. The refreshed designs are available now with a suggested retail price of $2.39 per lighter.

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BIC USA INC. • SHELTON, CONN. • US.BIC.COM

Baby Bottle Pop Twisters Bazooka Candy Brands debuts Baby Bottle Pop Twisters, a new offering in its Baby Bottle Pop portfolio. Available in four flavors — Strawberry, Watermelon, Blue Raspberry and Berry Blast — consumers can enjoy the experience of twisting, flipping and shaking out the candy from the refillable and reusable bottles. The multitextured candy comes with a crunchy outer shell that surrounds sweet, chewy candy and a pop of sour powder at the core. Baby Bottle Pop Twisters will be available for retail in spring 2025.

BAZOOKA CANDY BRANDS • INDIANAPOLIS • BAZOOKACANDYBRANDS.COM

Dencar Right-Height Pay Station Dencar Technology presents the Right-Height Pay Station, a car wash pay station that uses face-identification technology to read the driver’s location and automatically adjust up or down for a comfortable transaction. Whether customers are in a high truck or a low-to-the-ground sports car, the pay station will adjust to ensure drivers of pickups, vans and large SUVs won’t need to stretch halfway out the window to reach low buttons, while drivers of lower-profile vehicles won’t need to reach over their heads, according to the company. The Right-Height Pay Station also includes a middle “standard” setting for drivers not at either extreme.

DENCAR TECHNOLOGY • AKRON, OHIO • DENCARTECHNOLOGY.COM 24 Convenience Store News C S N E W S . c o m

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COVER STORY

FIVE STRATEGIC AVENUES ARE REDEFINING CONVENIENCE RETAIL TODAY

BY MELISSA KRESS, DANIELLE ROMANO & TAMMY MASTROBERTE

THE COVID-19 PANDEMIC set off an innovation race in the U.S.

convenience store industry, and the pace of innovation has not hit the brakes yet. The speed of change in the industry continues to accelerate as c-stores must keep up with evolving customer needs and wants.

Falling behind can be especially detrimental in the convenience channel because c-store shoppers make a habit of visiting their preferred store. One of the findings of the 2024 Convenience Store News Realities of the Aisle Study, which surveyed 1,500 consumers who shop a c-store at least once a month, is that 84% typically shop at the same location for every c-store visit.

While the innovation roadmap may be slightly different for each convenience store operator depending on their resources, customer base, operating area and competition, there are common mileposts along the journey to becoming a preferred destination for c-store shoppers.

In this special report, Convenience Store News explores five strategic avenues that are redefining convenience retail today and poised to continue driving the industry in the years ahead: 1. The Store Experience 2. Foodservice Innovation 3. Customer Engagement 4. Data-Driven Decision Making 5. Workforce Optimization

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OCT OB E R

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The customer journey begins from the minute a shopper pulls into the parking lot.

1 THE STORE EXPERIENCE Captivate and keep customers coming back with engaging environments CREATING AN INVITING and memorable store experience

for customers is top of mind for today’s convenience retailers, who are competing not just with each another, but also against quick-service restaurants, coffeehouses, drugstores, big-box locations and more. C-store retailers are using store design, branding, products, amenities and services to captivate customers and keep them coming back.

“The retail landscape has become so competitive these days that customer expectations have reached new highs when it comes to in-store experiences,” said Joseph Bona, president of Bona Design Lab Inc., based in New York. “This has created opportunities for retailers to add personality and storytelling to the store environments to personalize their brands and connect with consumers on a more emotional level.”

Depending on what a retailer wants to highlight or focus on, they can use branding and design to tell that story and differentiate themselves from their competition.

While most operators compete on price and speed of service, design can separate them from others, according to Bona.

Branding & Design

At Global Partners LP, which operates nearly 300 company-owned convenience stores, including the Alltown and Alltown Fresh brands, building a new location, or renovating or refreshing a store, starts with understanding the customer’s journey through the store from the minute they pull into the parking lot, according to Laura Derba, senior vice president of retail operations at the Waltham, Mass.-based company.

“We look at what they see, what it says to them and what they can be excited about,” she said. “We want it to feel comfortable and easy to navigate, and when they walk into the store, it’s about what they see, what the look is, how they will feel and if the flow makes sense.”

The store experience will differ depending on the location and the customers who frequent it. A site with a lot of commuters who want to get in and out requires a different experience than a suburban site with a lot of dinner traffic where customers tend to have more time. Knowing this allows Global

“A running shoe is a running shoe until you add a swoosh or three stripes and then it becomes a Nike or Adidas,” he explained. “Such is the same in retail. A set of cooler doors are a set of cooler doors, but once you cross the threshold and enter the store, storytelling through design is how great retailers change the focus from impulse behavior to becoming a mission-driven destination.”

28 Convenience Store News C S N E W S . c o m

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Each Alltown Fresh store experience is designed according to that location’s customer base.

Partners to draw out footprints and design each store experience to meet the customer’s expectations, noted Derba.

that lends to the brand and store experience, including digital menuboards, kiosks and self-checkout,” Linder said.

“It’s never only about what fixtures are used, what color the walls are painted or the style of graphics that deliver the marketing messages,” echoed Bona.

“It’s how the store environment comes together in a seamless experience that feels authentic and relevant to the target audience.”

The Offer

No matter the location, Global Partners makes sure there are easily identifiable brand elements, coupled with things that reflect the different customer and community. “There are elements that show up as familiar even if the interior layout is different,” said Derba.

“You get the same look, feel and welcoming when you walk in the door.”

For example, there will be the same fixturing and small touches such as signage, color palettes and “soft touches” that convey the brand no matter what size the store is or where it’s located, according to Joanna Linder, vice president of marketing at Global Partners.

“Also, the role of technology and how we incorporate

The products, services and amenities a convenience store offers also lend to the overall experience and can be used to convey the overarching message of a brand.

“Our offerings vary not only by the type of store — whether commuter, suburban or urban — but also the size of the store,” Derba pointed out. “The highest category customers look for is fresh, so we have made-to-order food, and the bigger stores have seasonal components, supplies from local farmers, and the foodservice concept is focused on local.”

The bigger the store, the more Global Partners is able to highlight fresh and local, including perishables and small service bakery where team members bake fresh products in the morning. In fact, the retailer plans to venture more into perishables in 2025, including dairy, produce and even flowers — with the goal of supporting local businesses in the community.

30 Convenience Store News C S N E W S . c o m

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COVER STORY

“A running shoe is a running shoe until you add a swoosh or three stripes and then it becomes a Nike or Adidas. Such is the same in retail.”

— Joseph Bona, Bona Design Lab Inc.

Global Partners operates on four pillars: hospitality, local, fresh and community.

“Leaning into 2025, the goal is to make our stores a place that is fun,” she said. “The stores often look the same 365 days a year and don’t have a lot of seasonality. We want to bring our stores to life with a personality that is fun and brings people a smile when they see something unexpected to enjoy.”

Foodservice and beverages continue to dominate the c-store space and design is often used to elevate expectations, Bona noted. These areas of the store are becoming even more prominent, whether through enhanced visibility with open kitchens or adding drive-thrus.

“We will ground ourselves with local, artisan products and small producers in the communities we serve,” Derba said. “Hospitality is another big piece of our stores because we want customers to feel engaged and excited about the opportunities through customer service. That could be suggesting new items that are in season or something they have not seen.”

Global Partners has four pillars they operate on — hospitality, local, fresh and community — and the retailer uses branding, design and offerings to convey these pillars throughout each store. Customers have come to expect these pillars from the brand, but the goal is to also surprise and delight them, according to Derba.

“When trying to emphasize foodservice, it starts with layout and design, and knowing the customer journey to see where to place it in the store and elevate it,” he said. “If you are focused on fresh ingredients and prepared onsite, you might have an open kitchen. If you are more about efficiency, you might have digital menuboards or touchscreen ordering.”

While some customers make a habit of stopping at their local c-store often, there are many who stop unexpectedly because they need or forgot something.

While it’s important to get them in and out quickly, it’s also important to provide an experience that brings them joy so they return, said Linder, Global Partners’ marketing lead.

“We want to put a smile on their face and give them something different and memorable where they think, ‘I would go back there if I need something next time,’” she said.

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Cliff’s Local Market puts the focus on its foodservice program.

2 FOODSERVICE INNOVATION Successful foodservice programs are not exclusive to larger chains WHILE THE STIGMA of “gas station food” still affects the industry, there are many convenience store operators who are putting in the work to change that stereotype once and for all.

The best retailers are focused on quality ingredients and made-to-order options that always give the customer just what they want, according to Jessica Williams, founder and CEO of Food Forward Thinking LLC, who previously led fresh food product development at Thorntons Inc. When thinking about those in the convenience channel that do foodservice well, images of Media, Pa.-based Wawa Inc.’s hoagies, Ankeny, Iowa-based Casey’s General Stores Inc.’s pizza, and Irving, Texas-based 7-Eleven Inc.’s dispensed beverage program spring to mind. However, successful foodservice programs are not exclusive to larger chains.

“Strong foodservice is perhaps more attainable for a chain with fewer stores than larger chains, actually.

My advice is to pick one thing — whether it’s burritos, pizza, chicken, pies, cookies, a local favorite — but just one. And do it very, very well,” Williams said.

Derek Thurston, director of foodservice operations, told Convenience Store News, explaining that the category breaks out into three main segments. “Our beverage bar offers a variety of fresh brewed coffees, teas, lemonades, cold brew and slushies. We also offer our full-service deli, which has made-to-order subs, wraps and melts, and we have our pizza areas where we do pizza slices as well as whole pies.”

Cliff’s Local Market traces its roots back to Nice N Easy Grocery Shoppes, which went through a series of changes when it was acquired by San Antoniobased CST Brands Inc. in 2014 and again when Laval, Quebec-based Alimentation Couche-Tard Inc. acquired CST three years later.

“When I joined the company nine years ago, we branched out to become Cliff’s Local Market,” Thurston recalled. “I feel like we still have some of that Nice N Easy DNA in our brand. We’re doing our own thing now, but Nice N Easy had such a great program to build off. We’ve established such a strong brand on our own, but occasionally you’ll hear someone go, ‘Oh, my God, they’ve got Nice N Easy food.’”

Case in point is Marcy, N.Y.-based Clifford Fuel Co. and the company’s Cliff’s Local Market chain. With 22 convenience stores, the small operator thinks big when it comes to its food offer.

“We have a robust, full-scale foodservice program,” 34 Convenience Store News C S N E W S . c o m

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COVER STORY

Not only is foodservice part of the chain’s roots, but it also plays a key role in its future.

“When we build a new store, it is very food-focused.

Our design is to really have a strong foodservice presence, so we build out our pizza area, our deli area and our beverage bar,” Thurston added. “I work closely with the design team, and we set it up to be operationally efficient. Everything flows perfectly through right up to the front register where customers get cashed out.”

Serving Up Opportunities

Innovation in foodservice comes in many forms, from dayparts to flavors to limited-time items.

Cliff’s Local Market introduces limited-time offers once a quarter.

Limited-time offers (LTOs) are proving to be a big hit with customers at Cliff’s Local Market stores in upstate New York. Currently, the c-store chain is embracing all things pumpkin with pumpkin parfait, pumpkin muffins, pumpkin coffee and pumpkin cappuccino among its seasonal offers.

candied walnuts, blueberries and strawberries that did well. This year, it performed great, so it will return next year.

“We’re very LTO-focused, and we do them once a quarter,” Thurston said. “Most of them work, but at times you have things that fall flat. … You’re going to have misses if you try it.”

In 2025, Thurston plans to bring brisket-style smoked turkey to the menu — a product he is very excited about given the popularity of turkey in the chain’s operating area.

For instance, the retailer paired a stuffed churro with a chorizo burrito with mixed results. The chorizo burrito did great, but the stuffed churro did “just OK,” he said.

“We’re in the Northeast and probably 30% of every sandwich that goes out the door has turkey in it,” he shared. “Turkey is very, very popular in our region and this was probably the first time I’ve seen some kind of innovation in turkey.”

On the other hand, its Three-Meat French Stack, which consisted of two slices of French toast, American cheese and ham, bacon and sausage, performed extremely well. “We did awesome. … That was one of my best LTOs,” Thurston reported.

Cliff’s Local Market brings back LTOs that resonate with its customers. For example, the chain last year tested a summer salad with spinach, goat cheese,

With the rise of made-to-order food, made-to-order beverages are also coming along at the same time, Williams pointed out. This is a new platform for many convenience retailers.

“Beverages, in fact, primarily drive the decision to purchase food in many cases, so wherever there is made-to-order food, watch for made-to-order espresso and energy beverages,” she said.

Additionally, when made-to-order is not the best fit for a retailer, self-service beverage areas can offer some of the same customizable ingredients and upsell opportunities, such as cold brew, flavored syrups and creamers, she advised.

Some other foodservice innovation recommendations from Williams are: • Brainstorm ways to make your unique platform stand apart.

• Look for cooking and holding equipment that results in the very best version of your unique item.

• Be sure to consider how to make the packaging work well for your product and for the customer carrying it away.

• As the majority of dispensed beverages are now sold cold, look for iced and frozen options to dominate when it comes to beverages.

36 Convenience Store News C S N E W S . c o m

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Rutter’s aims to deliver a quality and consistent experience across its network of 80-plus stores.

3 CUSTOMER ENGAGEMENT Technology has created multiple paths to build a relationship with customers IN THE CONVENIENCE CHANNEL, everything begins and

ends with the customer experience.

Elements of a shopping experience that might have once been considered “nice-to-haves” have evolved into “must-haves.” This means a quality and consistent shopping experience through both physical and digital touchpoints.

“Convenience retail leaders have advanced their engagement capabilities significantly in recent years,” remarked Mike Templeton, vice president of digital strategy for NexChapter Inc., an Iowa-based convenience store strategic advisory firm. “Loyalty programs have opened up customer understanding, customer data has enabled targeted messaging, and mobile apps have wrapped all these capabilities into a package that customers prefer. The path to building a relationship with customers has never been more clear.”

Today’s c-store shoppers are not only open to interacting with retailers digitally but, in many cases, they expect it. Technology continues to be at the center of delivering a personalized guest experience by scaling hospitality to every customer, every day, at every touchpoint.

served as head of digital at Casey’s General Stores.

“Years ago, few retailers were investing in rewarding their customers, so consumers took advantage of the value they could find. Today, there are many choices to consider with compelling value propositions, leading to a much more discerning shopper.”

York, Pa.-based Rutter’s, which operates convenience stores in Pennsylvania, Maryland and West Virginia, always wants to know the customers it is trying to reach. Shoppers in many different need states visit Rutter’s more than 80 c-stores at any given time, so the necessity to understand those consumers and tailor communication accordingly is paramount.

“Utilizing loyalty data is a great way to improve interactions and have the best chance for success, which is something we’ve focused on in recent years,” said Chris Hartman, vice president of fuels, advertising and development at Rutter’s. “For example, trying to sell a coffee drinker a noncaffeinated drink in the morning will likely fall flat, but a deal that pairs that coffee with a breakfast item gives us the opportunity for growing the basket in the short- and long-term through trial and habit adoption.”

“Based on the prevalence of loyalty programs at retail and the resulting information being shared by participants, customers are demanding relevance from the value exchange,” said Templeton, who previously 38 Convenience Store News C S N E W S . c o m

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posed. “We believe in giving customers the best options to get the products they need to get throughout their day. Partnering with Uber is another way for them to enjoy our wide variety of options by ordering directly through our mobile app.”

Limitless Possibilities

The way Hartman sees it, innovation is the ability to think differently and challenge the status quo with the intention of creating new opportunities for sustained growth. He said Rutter’s embraces the challenge to innovate and diversify outside of traditional c-store categories.

“Utilizing loyalty data is a great way to improve interactions and have the best chance for success, which is something we’ve focused on in recent years.”

— Chris Hartman, Rutter’s

Rutter’s directs specific offers to specific consumers.

Better personalized interactions have become a customer expectation, and technology has become a huge part of providing a personalized guest experience. Loyalty programs have given retailers the data needed to provide that personal touch.

“We’re now able to direct specific offers to specific consumers, which improves the redemption rate significantly,” Hartman pointed out.

Successful customer engagement also means engaging customers on their terms. Last spring, Rutter’s heeded the call for online ordering, rolling out the service to Rutter’s VIP Rewards members, who can now order food online or through the updated Rutter’s mobile app, and then skip the line in-store.

Last month, the convenience retailer amplified the Rutter’s VIP Rewards program by launching ondemand delivery through a partnership with Uber Technologies Inc. The program enables members to order food and products for delivery via Rutter’s app.

“Our business is convenience, and what’s more convenient than having your favorite Rutter’s items delivered right to your front door or office?” Hartman

“Whether it’s through alcohol, gaming or food, we’re always trying to be at the forefront,” he commented.

“I believe there is a desire throughout the industry to innovate, too. The biggest mistake I see is fear of failure. However, those who embrace trial and error in the right way will continue to lead the pack.”

The convenience store industry has been built on the back of innovation, according to Templeton, who points to innovation keeping customers engaged and keeping retailers relevant.

“What I’m excited to see today is the nearly limitless ability to bring new and creative ideas to life. Some of my favorite innovations are when someone borrows a concept from another industry and then applies it to their own business in a way that’s unique to their customers,” he said. “If a retailer can dream it, the tools are now available to enable them to do it.”

The NexChapter executive sees artificial intelligence (AI) playing an important role in advancing the automation necessary for scaling digital customer engagement.

“AI should help marketers do the things they’ve always done — present compelling messaging and relevant offers — but do it much faster, with greater accuracy and fewer interventions required,” Templeton said.

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4

DATA-DRIVEN DECISION MAKING

Loop Neighborhood Market uses data in many ways.

Combining internal and external data helps retailers boost the bottom line WITH YEARS OF SCAN DATA, coupled with loyalty program

data and all the other sources convenience retailers have of collecting and accessing data — including vendors and research companies — making profitable decisions is easier now than ever before. It’s also more necessary than ever before in order to stay competitive in today’s market.

“Today, data is king,” said Ed Burcher, a partner with Business Accelerator Team, a convenience retailing consultancy based in Phoenix. “The availability and use of data is needed today at all levels of retail, including operations, promotions, category management, and support departments such as real estate and finance.”

Gone are the days of making decisions based on “a gut feel and observations,” he said. Those who have embraced data to improve operations continue to thrive and grow faster.

There are so many sources of data for c-store operators today, both internal and external. Pointof-sale (POS) systems, backoffice systems, loyalty programs, fuel pumps and more provide a tremendous amount of data to help retailers make decisions around sales, labor, product assortment, promotions, planogramming, etc. Most retailers combine their internal data with external sources, such as vendor data and research companies like IRI and Nielsen.

Along with gathering data, c-store operators must

decide how they want to use the information and then find ways to interpret what they collect. On a basic level, most companies are using transactional data to understand sales and predict what to reorder, as well as to schedule labor depending on sales, daypart and more, according to Burcher.

“It is important to know what questions you want answered, as this drives how you will organize and use this information,” he explained. “I’ve helped companies design and implement dashboards, scorecards, KPIs and benchmark reporting that not only helps in day-to-day operations, but can also be used at the strategic level, including new markets, new offers and businesses to enter and exit.”

Gathering & Using Data

“I don’t think I recall data ever not being important because it’s always been the key before we make a move, but data is a lot more enhanced now than what we were used to in the past,” observed Pervez Pir, president of retail at Loop Neighborhood Market, the Freemont, Calif.based operator of 135 convenience stores.

“Our POS and pumps are collecting data,

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COVER STORY

so we know every transaction and then, our loyalty program through our app is capturing data, including how long they stay on a page and what they are clicking,” he explained. “The key things are retail dollars — but you are looking at units because that justifies if you are really moving the needle — as well as basket size and frequency.”

Loop also prioritizes loyalty data because it “really lets you look at behavior patterns, and we look at it on a granular level such as frequency, basket size, what customers are buying, when they shop, and to understand the promotions to offer them,” Pir said.

“The availability and use of data is needed today at all levels of retail, including operations, promotions, category management, and support departments such as real estate and finance.”

— Ed Burcher, Business Accelerator Team Before loyalty data, retailers were basing marketing on POS and pump data, creating generalized offers on energy drinks, soda and other popular items. Now, with the inclusion of loyalty, he said they can drill down into data to see what each person is buying and target products to them.

“We are doing that right now with a campaign where we have five offers available and when a loyalty member punches in their phone number, they get a targeted message for either an energy drink, water or one of the other options based on what they purchased,” he said.

The retailer also looks at data on promotions to measure success, along with “affinity products” to see what items are purchased together, so they can make decisions on new possible promotions. “We look to see what program worked and what didn’t based on units, as well as affinity and frequency,” Pir explained.

Loop, like many other retailers, looks at external data as well. The chain uses IRI, Nielsen and vendor data, especially for merchandising. They look at the portfolio for vendors to see how each category is doing as a whole and how their stores are performing compared to the competition. This data is reviewed at least quarterly, if not every two months.

“This could highlight an opportunity where there are things we are not taking advantage of, [where we]

should be testing things, as well as if an item is not selling with us, but is selling well with others,” Pir added.

Data also can be used for labor scheduling, and in predictive ways for product launches, seasonal events and promotions, according to Burcher. “Data can help with product-test analysis to know what is working and what is not to maximize results across an organization,” he said.

Taking Data to the Next Level

Technology continues to advance when it comes to analyzing the mountains of data convenience store companies are able to collect these days. Proprietary and vendor-based solutions can help to organize and collate the data so that information can be pulled out and implemented to drive profit, whether for new items, promotions, events or restocking.

Savvy c-store retailers are using data to do much more than see what is selling in their stores. They are forecasting for the future and using AI to take learning to the next level.

“There are many ways that using predictive data and analysis can help a company,” said Burcher. “In a tactical way, it can help with scheduling promotions, events, seasonality and other factors. It’s most valuable when the data and the insights gleaned from it can be used to anticipate behavior.”

In addition, predictive data and analysis can be used strategically to understand customer behavior and enhance customer experience. For instance, Loop created a proprietary tool called Right Sense that is based on trends and patterns. The retailer uses it to predict sales at current stores, as well as to predict sales in site selection, according to Pir. “Right now, we started with food to predict based on sales and waste to see what would happen the following week and how much to order based on trends and patterns,” he explained.

When it comes to AI, the industry is just beginning to scratch the surface of what’s doable.

Loop currently utilizes AI at the operational level. For foodservice, the company might look at which store had the largest waste the day before, or what is the best-performing store for chicken wings. The chain mostly uses internal, proprietary technology, but also leverages tools such as Microsoft Power BI and Tableau business intelligence software.

“How we process the data has changed completely.

Before, you used to pull reports by data and parameter and now, there is more live data being streamed so we can see something within two or three minutes of it happening rather than waiting for the day to close,” Pir said. “Now, we can make changes throughout the day if we are not hitting our numbers. We didn’t have that level of data 15 or 20 years ago.”

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COVER STORY

Nouria’s objective is to have a happy and engaged workforce.

5 WORKFORCE OPTIMIZATION Valuing employees goes a long way in delivering a superior customer experience WHEN ONE THINKS of workforce optimization, the first thing that comes to mind is likely technology.

From self-checkout to artificial intelligence, there are many tech-driven solutions retailers can utilize to operate a convenience store efficiently in a challenging labor market.

“If you never ran a register for five minutes, let alone eight hours, it’s pretty taxing,” said Peter Rasmussen, founder and CEO of Convenience and Energy Advisors, a consulting firm based in St. Petersburg, Fla. For this reason and others, he is a proponent of self-checkout.

From a customer perspective and an employee perspective, self-checkout offers a better experience all around — if done correctly, according to Rasmussen.

Giving an employee the ability to help the customers who want to be helped and then do other things instead of standing behind a register saying the same thing over and over all day long “has a measurable impact on turnover,” he pointed out. “I think that’s really huge when you think about workplace experience.”

they want to do and are more empowered.”

Casey’s did a systemwide rollout of AVA (Automated Voice Assistant), a conversational AI voice ordering system powered by SYNQ3 Restaurant Solutions’ SYNQ Voice technology. AVA enhances the ordering experience for customers by answering every call, providing convenient reorder options and processing new orders in a natural conversational interaction.

“I think any investment and innovation where you can just take out jobs that other people don’t want to do can be really magical,” Rasmussen said.

Nouria Energy Corp., the Worcester, Mass.-based operator of approximately 170 convenience stores, also believes in being a company that truly cares for its employees and invests in making their workplace experience the best it can be.

“We look at simplifying the jobs at the store level, making sure the task, the project, anything our people do, is well thought out before we implement it in the

Rasmussen pointed to Casey’s General Stores as a convenience retailer that has done a good job of enhancing its employee experience. The chain has reduced same-store labor hours for eight quarters in a row. “You think it must be taxing for the employees. No, the turnover has gone down and their Gallup engagement scores are going up,” he said. “They attribute it to pulling out jobs from the store that people don’t want to do. Employees can do more things that 46 Convenience Store News C S N E W S . c o m

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stores,” said Chief Operating Officer Joe Hamza.

“There are ways to make anything more efficient, whether by using more technology or by just making sure that you thought through whatever program you’re trying to execute.”

Nouria does have self-checkout in its stores, and the objective is to “enhance the convenience of our customers and improve the work conditions for our people,” Hamza said. “With self-checkout, our people now have more slack to do other things that are either customer service-oriented or learning and trainingoriented tasks that could actually lead to higher productivity than transacting with somebody at the register. … Payroll is very expensive these days and it would be nice to cut back on payroll, but that’s really not the objective.”

Rethinking Value

At Nouria, value is more than just what the retailer can offer its customers; it is a key part of the company’s employee proposition as well.

“Our company really prides itself on being a place where employees feel valued, respected and empowered to do the best job they can. The culture is built around the foundation of mutual respect and open communication with us and with our team members,” Hamza explained. “We have a philosophy — and I’m sure many companies feel the same way — [that] a happy and engaged workforce is really key to delivering outstanding results. Everything that we plan, that we put in place is based on that philosophy and based on those foundations in terms of workforce innovation.”

One avenue for keeping employees engaged is through town hall meetings hosted by Nouria’s Founder and CEO Tony El-Nemr. In addition to addressing new employee programs, these meetings offer team members the opportunity to ask El-Nemr questions on anything from wages to issues and challenges.

“We believe the basis of any good engagement is communication, having that open communication and consistent communication with who we call frontline heroes,” Hamza said.

The convenience retailer also offers its team members discounts and free products through a dedicated employee mobile app, which keeps them updated on new programs and offers.

“There are also things we do on a store-by-store basis.

For example, store managers have things like a pizza party or a luncheon in their stores,” Hamza said. “Our people are No. 1. We want people to have fun in what they do, but also we want them to feel that they belong to a company that really cares for them and wants them to succeed.”

Today, people put a lot more value on their time and their experiences, Rasmussen observed, so employers must find ways to provide that worth.

Nouria offers discounts to team members through a dedicated employee mobile app.

“Our company really prides itself on being a place where employees feel valued, respected and empowered to do the best job they can.”

— Joe Hamza, Nouria Energy Corp.

“Gone are the days when someone works for General Electric for 40 years and gets a gold watch. People change jobs now. That used to be called job jumping, but now it’s the pursuit of happiness, or if I’m not going to get promoted, let me work somewhere else, or maybe I can have more flexibility somewhere else,” he explained.

At the end of the day, a convenience store’s operating model has become more expensive — wages are higher and costs have increased — making it harder for retailers to make the multiple they need to reach to be successful, according to Rasmussen.

“It’s not about cutting hours, but it’s about having the right people paid their worth, and [they] can do more things they want to do and don’t have to do taxing things that may make them think, ‘Maybe I should just work somewhere else,’” he said. CSN OCT OBE R

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We Card Campaign Zeroes in on Social Sourcing of Age-Restricted Products A 17-year-old hangs outside the local convenience store waiting for an older adult to agree to buy him cigarettes.

When a shopper with an expired ID was denied a purchase, she turned to her 21-yearold friend to buy her oral nicotine pouch.

A 20-year-old pressures his buddy, a cashier at a busy store, to sell him cigars and a sixpack of beer.

These real-world scenarios, where legal-age adults purchase age-restricted items for minors, are all too common in retail stores.

To address this growing concern, The We Card Program launched a campaign in 2022 focusing on the issue of social sourcing. The social sourcing efforts continue to be at the forefront of We Card’s efforts.

“We’ve come a long way since we launched,” says Doug Anderson, president of The We Card Program. “We shipped 30,000 of our free kits to retailers across the country. We’ve reached a good part of the market, but we see even greater potential. One illegal sale is one too many, and the same goes for social sourcing.”

We Card offers two impactful retail store awareness kits to address this issue. The first campaign, “Be A Real Influencer,” asks young adults aged 21-plus to be “a real influencer” by confidently saying “no” when asked by someone underage to purchase tobacco or vaping products.

The second campaign, “We Card We Care,” emphasizes that retailers care and offers straightforward wording: “If they’re under 21: NO Bumming. NO Borrowing. And NO Buying for Them.”

Both campaigns include a variety of in-store signage with a QR code call-to-action to learn more and demonstrate support for the campaign.

We Card’s Social Sourcing initiative mirrors the signage and educational materials that helped retailers curb the underage sales rate of tobacco products from 40% in 1997 to 10% today.

In addition to the kit, We Card provides training on how frontline employees should deny purchase attempts where minors ask those over 21 to buy tobacco or other agerestricted products for them.

The social sourcing campaign is not a replacement for the existing We Card program, but rather an add-on to help retailers address the growing issue.

“Our efforts have helped retailers reduce underage commercial access, but social access is a growing problem,” says Anderson. The introduction of new nicotine products like e-cigarettes and pouches makes addressing the social sourcing issue of greater importance.

According to a 2021 Youth Risk Behavior Study, 80% of minors who obtained electronic vapor products did so through social sources—almost 55% from a friend, family member, or someone else.

Beyond reducing illegal sales to minors, store patrons appreciate retailer efforts to take leadership roles in their communities. “And retailers appreciate our efforts to help them train their employees on how to responsibly sell agerestricted products. We are excited that retailers are stepping up to address social sourcing, and we will continue to provide impactful tools to help,” Anderson adds.

Both Social Sourcing campaigns are available now, and retailers are encouraged to sign up and participate throughout 2024 and beyond.

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FEATURE

NO COMPROMISE

This year’s Best New Products Awards winners focus on providing value without sacrificing taste

By Susan Durtschi, Past Times Marketing THE NUMBER OF ENTRIES in the annual Convenience Store

News Best New Products Awards program exploded this year. The categories of foodservice, packaged beverages and packaged sweet snacks had a record number of submissions, so competition was fierce. Foodservice entries tripled, with handheld options dominating the submissions. Functional beverages with multiple benefits, such as hydration, natural energy and new flavors, were also in abundance.

Products brought to the market between June 2, 2023 and June 1, 2024 were eligible for entry. A panel of consumers judged the submitted products on value, convenience, appearance and packaging, along with attributes such as taste and ingredients for edible items.

Judging was supervised by Past Times Marketing, a New York-based consumer research and producttesting firm.

It was apparent that food and beverage product innovation in the convenience channel this past year focused on providing value without sacrificing taste. Value pricing was mentioned in many of the entries as inflation has played a part in recent product development. At the same time, flavor is trending, with hot honey, hot pepper/ Cajun spices, caramel and peach being the top profiles.

Calorie-conscious products were down this year in most categories with the exception of packaged beverages, where low-calorie was a prominent feature of the entries, as well as energy and caffeine. A top trend in alcoholic beverages was high alcohol content.

Overall, the 28th annual Best New Products Awards program recognizes 45 consumer-selected, innovative products introduced into the convenience channel in the past year.

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FEATURE

The 2024 Best New Products Awards winners are: ALCOHOLIC BEVERAGES: BEER

Busch Light Peach, Anheuser-Busch

In a year when sales in the value beer segment were forecast to remain relatively even, the June 2023 launch of limited-edition Busch Light Peach brought excitement to the cooler.

The crisp, refreshing, peach-flavored lager has a touch of sweet peach on the front end and the clean beer finish of Busch Light on the back end. Flavor is especially important to younger legal drinking age consumers, who cultivated these preferences from their favorite nonalcoholic beverages. The 25-ounce value size of Busch Light Peach speaks to them as well.

from the tea itself. Four flavors are available: Original, Lemon, Raspberry and Peach. Lemon was the favorite among our testers.

ALCOHOLIC BEVERAGES: FLAVORED MALT

el Jimador Spiked Bebidas, Pabst Brewing Co.

This highly recognizable tequila brand from Mexico appeals to the large Generation Z and millennial Hispanic base in America, and delivers a unique, sophisticated and quality cocktail experience in a can with this product. Half of el Jimador’s legal drinking age consumers are under the age of 34. el Jimador Spiked Bebidas are made with 100% blue agave and no artificial sweeteners. The Orange Sunrise variety has a bright, citrusy taste and tangy flavor that our panelists liked.

ALCOHOLIC BEVERAGES: HIGH ABV SELTZER

Truly Unruly, The Boston Beer Co.

ALCOHOLIC BEVERAGES: SELTZER

High Noon Vodka Iced Tea, E&J Gallo Winery

E&J Gallo Winery built on the consumer shift to ready-todrink iced tea with High Noon Vodka Iced Tea. Made with only real vodka and real iced tea, these noncarbonated beverages have 90 calories, with no added sugar. Each drink has a small amount of caffeine (approximately 10 milligrams per serving), which is naturally derived

Truly Unruly breaks the rules of what a high-alcohol seltzer can taste like with four “turned up” flavors: Tropical Twist, Berry Blast, Citrus Crush and Strawberry Smash. The 8% alcohol by volume (ABV) beverages deliver a refreshing, tasty and crisp experience compared to other harsher-tasting high ABV beverages. Citrus Crush crushed it among our panelists. According to a study by The Boston Beer Co., drinkers see the higher alcohol content of Truly Unruly as new and different, and a means to get more bang for their buck.

ALTERNATIVE SNACKS

Double Eagle Beef Jerky, Old Trapper Smoked Products

Old Trapper is the second-largest beef jerky brand in the nation and the leader in the large bag jerky category. Its

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new 21-ounce Double Eagle Beef Jerky comes in the top four flavors of jerky meat snacks and uses premium beef in a value-size option — an excellent value per ounce to compete against the high price of traditional meat snacks.

The clear bag packaging is designed to attract jerky users to make an impulse purchase. The Hot n Spicy flavor was the favorite of our panel.

gum and candy fans alike. According to Mars Wrigley, this innovation is a response to brand fans connecting Hubba Bubba to nostalgia. Panelists especially liked the container, which they said is eye-catching and fun.

CANDY: NONCHOCOLATE

Skittles Littles, Mars Wrigley

CANDY: CHOCOLATE

Reese’s Big Cup Milk Chocolate Peanut Butter Cups with Caramel, The Hershey Co.

Reese’s is the No. 1 brand in confection and in the convenience channel, and its dedicated base of fans consistently delivers high trial and repeat sales. Reese’s Big Cup Milk Chocolate Peanut Butter Cups with Caramel are a salty and sweet indulgence. The product brings a new textural experience to Reese’s fans with an indulgent caramel layer that perfectly complements the iconic peanut butter and chocolate combination. The caramel inclusion was the most consumer-requested for Reese’s Big Cups, according to The Hershey Co. CANDY: GUM

Hubba Bubba Mini Gum, Mars Wrigley

Hubba Bubba Mini Gum offers a soft and chewy gum experience that features a mix of fan-favorite Skittles Original flavors, including lemon, strawberry, grape, orange and lime. The product delivers a new Skittles crossover to fans that brings more variety to the brand and aims to inspire moments of everyday happiness for

Mars Wrigley is expanding its snacking portfolio with new formats and mini product offerings to attract core consumers and new audiences. Its latest innovation, Skittles Littles, puts a tiny twist on the classic chewy candy.

Skittles Littles deliver the iconic five fruity flavors of Skittles Original, but now in a smaller, more poppable experience that makes it even easier to enjoy the candy on the go. Skittles Littles come in reusable mini tubes that are less messy for on-the-go treating, as well as resealable graband-go pouches.

CANDY: OVERALL

Kinder Chocolate Share Pack, Kinder Chocolate Last fall, Kinder Chocolate joined the brand’s existing U.S. portfolio of Kinder Joy, Kinder Bueno

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FEATURE

taste preferences. Transparent, resealable packaging showcases the quality of the 10-ounce fully cooked paninis, which are ready to enjoy in minutes. and Kinder Seasonal. The Kinder Chocolate Share Pack is a delicious, sharable treat that contains four small, individually wrapped chocolate bars that are the perfect size for snacking on the go. Kinder Chocolate features an outer layer of smooth milk chocolate with a creamy milky filling. According to the company, the Kinder Chocolate Share Pack is a top five best-selling new item year to date in 2024 in the convenience channel.

CBD

Buzz Me’Up, The Buzz Brands LLC

As cannabis legalization spreads, there is a growing market for THCinfused beverages. The Buzz Brands LLC (formerly J and A Consumable Products) taps into this trend with Buzz Me’Up, which offers a novel way for consumers to enjoy THC. Combining the stimulating effects of caffeine with the potential relaxation and euphoria benefits of 5 milligrams of pure Delta THC, Buzz Me’Up fits into the functional beverage category, which is increasingly popular among health-conscious consumers. Unlike traditional energy drinks that are often high in sugar and artificial ingredients, Buzz Me’Up is marketed as a more natural alternative.

FOODSERVICE: BAKERY

Whole Grain Double Chocolate Filled Donut Bites, Rich Products Corp.

Rich’s Whole Grain Double Chocolate Filled Donut Bites are bite-sized chocolate cake doughnuts made with premium ingredients and stuffed with an indulgent and gooey chocolate filling. This retail-ready menu item arrives frozen, ready to thaw and serve or heat and serve.

The product offers endless opportunities for decorating and frosting before presenting to the consumer. According to the company, Rich’s Whole Grain Double Chocolate Filled Donut Bites fulfill three growing trends: doughnuts, grab-and-go and indulgence.

DELI PRODUCTS

MamaMancini’s Flame Grilled Paninis, Mama’s Creations Inc.

MamaMancini’s Flame Grilled Paninis fill a gap in the market for more differentiated, superior heat-and-eat meals that cater to modern lifestyle needs. The flamegrilled bread provides a distinctive smoky flavor and crispy texture, while premium white meat chicken ensures a juicy, flavorful bite. The variety of flavors available — including Chicken Bacon Ranch and globally inspired options such as Greek Chicken — cater to diverse 56 Convenience Store News C S N E W S . c o m

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Research from Datassential shows that mousse is a delicacy that appeals to most consumers. This decadent dessert features a cheesecake mousse on a bed of chocolate crumbs, topped with a layer of caramel, and sprinkled with chocolate chips and pecans in a generous cup. The turnkey solution arrives frozen, fully finished and retail ready. The shelf life is 365 days frozen or eight days refrigerated.

FOODSERVICE: BREAKFAST

Hillshire Farm Stuffed Croissants, Tyson Foodservice A croissant is the most likely to be ordered breakfast sandwich bread type. While croissant sandwiches typically lean toward breakfast, the meats and cheeses in Hillshire Farm Stuffed Croissants stretch the craveability from brunch to lunch to dinner. The product comes in three varieties: Pepperoni and Mozzarella Cheese; Ham and Cheddar Cheese; and Chicken Breast, Colby Jack Cheese and Bacon. These gourmet stuffed croissants require minimal prep, so there’s no high labor cost for the operator; just a quality, protein-filled, grab-and-go snack for customers.

FOODSERVICE: CONDIMENT

Sue Bee Infusions Hot Honey, Sioux Honey Association Co-op

FOODSERVICE: DINNER/HOME MEAL REPLACEMENT

Cajun Chicken Sandwich, Krispy Krunchy Chicken

Unveiled in January 2024, the revamped Cajun Chicken Sandwich from Krispy Krunchy Chicken features a larger, all-white meat chicken breast filet marinated in the brand’s proprietary blend of mild Cajun spices, coated in

With the current popularity of sweet and spicy flavors, hot honey has taken over the taste buds of American consumers in a major way. Sue Bee Infusions Hot Honey 5-pound bottles offer the convenience channel a high-quality product for c-store hot food bars to be used on items such as chicken tenders, sandwiches, pizza and more. The flip-top cap makes dispensing easy. As the convenience channel becomes increasingly important for meal options, c-store retailers must offer the condiments that restaurants offer, so they can stay competitive in the market.

FOODSERVICE: DESSERT

Our Specialty Treat Shop Turtle Cheesecake Mousse Parfait, Rich Products Corp.

Rich’s introduced Our Specialty Treat Shop Turtle Cheesecake Mousse Parfait to meet the increasing demand for grab-and-go dessert options in c-stores.

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FEATURE

its famous breading, topped with honey sauce and two crispy pickles, and served on a generously sized warm brioche bun. Within the first four months of the launch, sales increased by 93% over the previous version.

“Convenience,” “flavor” and “value priced” were among the attributes cited by our panelists.

FOODSERVICE: FROZEN DISPENSED BEVERAGES

Café Tango Frozen Coffee, Freezing Point LLC

Café Tango fills a niche in the convenience store market by providing a quality, frozen coffee slush that caters to coffee enthusiasts looking for a premium experience in a quick and accessible format. Unlike traditional coffee offerings in c-stores, Café Tango delivers a gourmet taste that rivals specialty coffee shops, but at a fraction of the cost. Flavors such as French Vanilla, Mocha and Caramel Macchiato impressed our testers.

Seasonal offerings like Pumpkin Spice are being added to keep the product line fresh and aligned with current consumer trends.

FOODSERVICE: PACKAGING

Safe-T-Chef, Inline Plastics

Safe-T-Chef is the first patented, tamper-evident, tamper-resistant, all-clear polypropylene product line designed for hot food applications, offering consumers a 360-degree view of the contents inside. Inline Plastics recently expanded Safe-T-Chef to include a new nondomed, flat lid option for 5x5 and 9x6 packaging. In addition, anti-fog is now included on all vented Safe-TChef SKUs. This feature reduces the moisture formation that can obscure the view of hot packed foods. Benefits include improved visibility and appeal of the food, increased sales and reduced food waste.

FOODSERVICE: LUNCH

Johnsonville Chipotle Cheddar Sausage, Johnsonville Foodservice

C-store customers are increasingly seeking diverse and exciting flavor options to satisfy their cravings for protein.

The Johnsonville Chipotle Cheddar Sausage combines the smoky heat of chipotle with the creamy richness of Wisconsin cheddar cheese, creating a unique taste experience that stands out in the roller grill lineup. This product especially appeals to the younger demographic (ages 18-35) that prefer adventurous and spicy flavor profiles. Additionally, its gluten-free status and absence of MSG cater to health-conscious consumers.

FOODSERVICE: SNACKS

Ultimate Beef Nachos Tornados, Ruiz Foods Inc.

Consumers are increasingly drawn to Mexican-inspired flavors and innovative snack formats. Ultimate Beef Nachos Tornados transform the beloved experience of stadium nachos into a convenient, portable snack.

This innovative product features seasoned ground beef, slightly spicy jalapeños and gooey, melty nacho cheese in crispy, handheld Tornados that cater to the modern consumer’s desire for both flavor and convenience. Ultimate Beef Nachos Tornados stand out for their unique ability to deliver an authentic nacho experience without the mess and hassle typically associated with traditional nachos.

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corn syrup. The Chocolate Fudge Cookie variety was the favorite among our testers, with the Chocolate Chip Cookie variety a close second.

FROZEN FOODS

Naked Tamales, Authentic Taste LLC

Crafted with premium, natural and fresh ingredients, Naked Tamales redefine traditional tamale flavor in a groundbreaking husk-less design. The product line eliminates the mess and hassle of traditional tamales, making preparation and consumption effortless. These healthy, gluten-free naked tamales come frozen in Original, Poblano and Cheese, and Veggie varieties.

The 7-ounce tamales are offered in a value priced twopack, compactly packaged in 3x4-inch packages.

The maker notes that prepackaged tamales grew 15% in grocery stores last year, so they are poised for growth in the convenience channel.

GENERAL MERCHANDISE

LifeMade Fiber Cooler, LifeMade Products LLC

Convenience stores sell more than 40% of all disposable coolers. The LifeMade Fiber Cooler is made from 100% USDA certified biobased content and is widely recyclable, as certified by How2Recycle. The party size cooler can hold up to 20 12-ounce cans plus ice, has molded handles for easy grip and carrying, and four cupholders on the lid. With many local and state regulations now limiting the sale of foam coolers, this product is not made of traditional foam and meets most regulations, according to the maker.

HEALTH & BEAUTY CARE

The Morning After Pill, Cadence OTC

Women who don’t have easy access to emergency contraceptives can now get them when traditional drugstores are not nearby or closed. Through a partnership between Cadence OTC and Lil’ Drug Store Products, c-stores can now offer The Morning After Pill. The packaging and pricing were designed for the convenience channel, with the manufacturer’s suggested retail price half the price of emergency contraceptives found in other channels.

The industry is looking for products that can drive visits, attract new customers and deliver high margins — the Morning After Pill does all three.

FROZEN NOVELTIES

Premium Ice Cream Cookie Sandwiches, Prairie Farms

Prairie Farms’ Premium Ice Cream Cookie Sandwiches are perfect for both ice cream and cookie lovers looking for an on-the-go sweet treat. Weighing in at 6 ounces and measuring one-and-a-quarter-inch thick, they deliver smooth and creamy indulgence at a value price. Cream and milk top the ingredient list, and the sandwiches are made without artificial flavors, colors or high fructose 64 Convenience Store News C S N E W S . c o m

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HEALTHY SNACKS

PB&J’s, Bobo’s

Bobo’s PB&J’s are a unique take on the classic peanut butter and jelly sandwich. They’re a soft-baked peanut buttery oat crust with either strawberry or grape jam filling. Made with simple and wholesome ingredients, including 17 grams of 100% whole grain oats, the PB&J’s are nutritious and convenient. Additionally, they’re plantbased, non-GMO certified, vegan and gluten free, thus catering to a variety of dietary preferences. The shelfstable nature of the product ensures it has a long shelf life, reducing waste and maximizing product turnover.

NONEDIBLE GROCERY

Cosmo’s Snack Shack Peanut Butter Pup Cups, Treat Planet LLC

Pet treats are a growing category. Made with real peanut butter, Cosmo’s Snack Shack Peanut Butter Pups are a natural and wholesome option for dogs, appealing to pet owners who prioritize their pets’ health and wellbeing.

The number of Americans owning a dog is upwards of 68%, and more than half travel with them. The Peanut Butter Pup Cups are designed for impulse buys from the spontaneous dog parent, attractively packaged to catch the eye of pet owners.

OTHER TOBACCO PRODUCTS: CIGARS

Game Leaf Black Russian, Swedish Match

Game Leaf Black Russian offers consumers a new take on a dark rolled leaf cigar using Swedish Match’s highestquality Connecticut broadleaf. This is the fourth release from the Game Leaf Reserve Series of limited-edition rolled leaf cigars. These leaves have been hand-picked and then specially aged to be stored in reserve and used on limited-edition offers for an expertly crafted smoking experience. As the mass market cigar category shifts toward natural leaf, rolled leaf has consistently been one of the fastest-growing segments in the category.

OTHER TOBACCO PRODUCTS: SMOKELESS

NIC-S, Premier Manufacturing

There is growing demand for products that provide nicotine without the combustion, smoke or tar of traditional cigarettes. NIC-S pouches address this demand by offering a cleaner and potentially safer option for nicotine consumption. Developed in Sweden, NIC-S revolutionizes nicotine enjoyment by using only pharmaceutical-grade, nontobacco synthetic nicotine, meticulously crafted to isolate S-type molecules. The result is consistent and premium quality in flavor and nicotine experience with every pouch. The product comes in Mint, Orange, Berry, Cinnamon, Wintergreen and Flavor Free varieties.

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PACKAGED BEVERAGES: BOTTLED WATER

Saratoga 100% rPET Still &Sparkling Water, Blue Triton Brands

Premium brands are driving growth in the bottled water category.

Saratoga Spring Water has been a tastemaker for more than 150 years.

In January 2024, the brand introduced 100% rPET Still and Sparkling Water to appeal to the on-the-go shopper. The sustainable packaging solution aligns with increasing consumer demand for environmentally friendly products, along with meeting the needs of retailers. Saratoga 100% rPET fills the niche for retailers and consumers who prioritize premium water and environmental responsibility.

PACKAGED BEVERAGES: CARBONATED SOFT DRINKS

Sprite Chill, The Coca-Cola Co.

Sprite Chill intensifies the fan-favorite Sprite experience by elevating traditional consumption and leaving a cool mouthfeel. Sprite Chill’s proprietary cooling technology goes beyond traditional soft drink offerings to deliver a refreshing sensation without relying on mint flavors, a first for the sparkling soft drink (SSD) category. The cooling sensation intensifies with every sip. Sprite Chill also leverages its cherry-lime flavor — the No. 1 flavor among those who enjoy SSDs — to appeal to consumers, drive sales and provide next-level refreshment.

of-a-kind energy drink that provides energy and hydration with electrolytes, 5 grams of amino acids, zero grams of added sugar and just 5 calories. Berry Burst is the newest AMIN.O Energy Sparkling flavor and is one of the only products in the convenience channel that has 100 milligrams of caffeine, making it perfect to buy in two-plus increments, which is important for basket building in c-stores, according to the maker.

PACKAGED BEVERAGES: ENHANCED WATER

Topo Chico Sabores, The Coca-Cola Co.

As sparkling flavored water is anticipated to outpace total nonalcoholic ready-to-drink beverages through 2024, Topo Chico Sabores stands out due to its innovative approach in the premium flavored water segment. Crafted with real fruit juice, herbal extracts and Topo Chico’s signature minerality, each variety — Lime with Mint Extract, Blueberry with Hibiscus Extract, and Tangerine with Ginger Extract — offers a sophisticated taste experience that combines unexpected flavor combinations with exceptional effervescence. The Blueberry with Hibiscus Extract variety was the most liked among our panelists.

PACKAGED BEVERAGES: ENERGY DRINKS

AMIN.O Energy Sparkling Hydration Drink, Glanbia Performance Nutrition Inc.

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PACKAGED BEVERAGES: RTD COFFEE

Barista Style Iced Coffee, Prairie Farms

Inspired by the success of its iced coffee, which has been sold in half-gallon cartons since 2013, and growth in the ready-to-drink (RTD) coffee category, which has seen a 94% sales increase since 2019, Prairie Farms introduced single-serve Barista Style Iced Coffee. Available in Mocha and Caramel flavors, the coffee drinks come in 14-ounce containers. The Caramel variety was our panel’s favorite. Prairie Farms beats coffeehouses on price, and its in-store retail is up to 60% lower than the familiar coffeehouse brand drink sold in 13.7-ounce glass bottles.

PACKAGED BEVERAGES: RTD TEA

Berry Lemonade, Guayakí Yerba Mate

Guayakí Yerba Mate, a leader in yerba mate beverages, aligns with the rising demand in convenience stores for healthier, functional and sustainably sourced beverages that taste good. This year, Guayakí introduced Berry Lemonade, a low-sugar, low-calorie alternative with the functional benefits of yerba mate, known for delivering a smooth energy boost and improved focus. With just 20 calories and 2 grams of sugar per can, Berry Lemonade appeals to consumers seeking functional options that offer more than just hydration or energy. It achieved No. 1 RTD tea brand status at ampm within four weeks, with only half of stores fully onboarded.

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PACKAGED SWEET SNACKS: OVERALL

Hostess Meltamors, ​​The J.M. Smucker Co.

Knowing that convenience store shoppers are increasingly interested in multitextured, hearty, handheld sweets, Hostess set out to create a portable snack that satisfies their cravings. Introduced in March 2024, Meltamors are inspired by warm restaurant “lava cake” desserts. They feature soft, fluffy mini-cakes with a chocolatey or caramel-flavored melting center that flows like lava when warmed for only five seconds in the microwave. This innovative snack also can be enjoyed immediately out of the package. Our panelists especially liked the Chocolate Creamy Caramel variety.

PACKAGED BEVERAGES: SPORTS DRINKS

Throne Sport Coffee, Stamford Sport Brands LLC

Throne Sport Coffee is designed to give active adults and athletes a better on-the-go coffee solution vs. the “coffee milkshakes” currently on the market that are loaded with sugar, calories and artificial ingredients.

Throne Sport Coffee combines natural ingredients (natural caffeine, natural flavors and natural sweeteners) with functional ingredients (vitamins, electrolytes and BCAAs) in a smooth, naturally sweetened, dairyfree formula. Four varieties are available: Black, Mocha Java, French Vanilla and Salted Caramel, which was our testers’ pick.

SALTY SNACKS: POTATO CHIPS

Mike’s Hot Honey Potato Chips, Utz Brands Inc.

Mike’s Hot Honey Potato Chips, the first potato chip flavor combination of its kind, offers snacking fans a craveable new taste. The product brings together the sweet heat of America’s No. 1 hot honey brand, Mike’s Hot Honey, with the crisp saltiness of Utz potato chips.

A pioneer in the “swicy” (sweet and spicy) trend, Mike’s Hot Honey Potato Chips initially launched as a limitedtime offer, but was added to the permanent lineup because of its popularity.

PACKAGED SWEET SNACKS: SNACK CAKES

Coffee House Pound Cakes, Prairie City Bakery

Coffee House Pound Cakes offer a high-quality, gourmet snack option that stands out from standard snack offerings, appealing to consumers seeking indulgence and quality. These individually wrapped pound cakes are moist, have a fresh taste, and come in transparent packaging that enhances their shelf appeal.

With three indulgent flavors — Banana Chocolate Chip, Chocolate Iced Chocolate and Iced Lemon — the thawand-sell product caters to diverse consumer tastes.

Among our testers, Iced Lemon was the winner for its texture and flavor.

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segment that has experienced double-digit growth in recent years. The new variety, which combines jalapeño pepper, sea salt and a tangy twist of lime, joins other innovative flavors in the brand’s No Shells lineup, which has outpaced category growth since launching in 2019.

Wonderful Pistachios are one of the highest-protein snack nuts with 6 grams of protein per serving.

SALTY SNACKS: MIXED

Chex Mix Remix Buffalo Sandwich, General Mills Convenience

Chex Mix Remix Buffalo Sandwich adds another craveable flavor to the popular snack mix line. Each 4.25-ounce bag features seasoned pieces of Chex cereal, toasted bread sticks and ranch-flavored wing puffs for a complex and intense flavor-packed snack.

Buffalo Sandwich, a top trending flavor, is unique in the salty set to pique consumer interest and create buzz.

This product helps convenience retailers surprise and delight customers by offering a new twist on the Chex Mix they know and love.

SALTY SNACKS: PUFFED SNACKS

Flavor Blast! Blazin’ Hot Puffs, Hippeas

Hippeas’ Flavor Blast! Blazin’ Hot Puffs is a new and innovative product that diversifies the salty snack selection with its bold spicy flavor, eye-catching packaging and satisfying crunch. The primary ingredient is plant-based chickpea flour, appealing to gluten-free customers as well as the shopper wanting a highquality and nutritious salty snack. Building on Hippeas’ reputation for high-quality, fun and nutritious snacks, the Flavor Blast! Blazin’ Hot Puffs meet current trends for spicy and better-for-you snacks.

SALTY SNACKS: PRETZELS

Zapp’s Spicy Cajun Sinfully Seasoned Pretzel Stix, Utz Brands Inc.

SALTY SNACKS: NUTS & SEEDS

Wonderful Pistachios No Shells Jalapeño Lime, The Wonderful Co.

Wonderful Pistachios No Shells Jalapeño Lime is a bold, differentiated flavor that capitalizes on the demand for spicy (but not too spicy) flavored snack nuts — a

Zapp’s dedicates itself to big, bold flavors and crunch that embody the tastes, sights and sounds of New Orleans. The brand’s new Spicy Cajun Sinfully Seasoned Pretzel Stix features signature

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Cajun seasoning that delivers the flavors of a crawfish boil all in one bite with a spicy, smoky kick. The product targets snack enthusiasts seeking something more adventurous. In a market saturated with ordinary options, Zapp’s Spicy Cajun Sinfully Seasoned Pretzel Stix provides a vibrant and off-beat alternative, driving repeat purchases and brand loyalty.

SALTY SNACKS: READY-TO-EAT POPCORN

Netflix Cult Classic Cheddar Kettle, ​​ Eagle Family Foods LLC Netflix is now popping corn with Eagle Family Foods. Combining the top two flavors in readyto-eat popcorn — cheese and kettle corn — Netflix Cult Classic Cheddar Kettle is a perfect combination of sweet and savory. Cheese and kettle corn account for 50% dollar share of the ready-to-eat popcorn segment. Created to be a bingeworthy snack, Netflix Cult Classic Cheddar Kettle comes in on-the-go bags that enable consumers to watch their favorite shows and eat their favorite snack even while traveling.

WINE

BuzzBallz Chillers, BuzzBallz ​​ LLC/ Southern Champion

BuzzBallz Chillers are premixed, wine-based, ready-todrink cocktails that come in eye-catching 187-milliliter PET plastic ball containers with a pop top. With unique flavors and packaging, and a competitive 15% ABV,

BuzzBallz Chillers provide a unique option for c-store shoppers amidst traditional beer and wine picks. Being a single-serve cocktail, the customer can buy an amount entirely based on the situation they’re purchasing for, and mix and match flavors if they choose. The new Peach Chiller flavor was preferred by our consumer judges.

OVERALL INNOVATION

Stuft Tots, Crispy Filled Inc.

Innovation in foodservice is crucial today. Designed for the c-store hot case, Stuft Tots are an easy-to-serve quick meal or snack. The bites are gluten free, 60 calories or less, and can be enjoyed as meat filled or only cheese filled. The delectable combination of crispy hash browns and gooey cheese comes in three varieties: Melty 3 Cheese, Ham & Cheese, and Ham, Cheese & Jalapeño. Unlike many traditional snacks, Stuft Tots offer a more substantial and satisfying option, bridging the gap between lighter snacks and more filling meal choices. CSN

A panel of consumers judged submitted products on value, convenience, appearance and packaging, along with attributes such as taste and ingredients for edible items. Judging was supervised and tallied by Past Times Marketing, a New York-based consumer research and product-testing firm.

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Opportunity in Oral Nicotine

The category is growing fast, but still faces a perception issue with adult consumers

By Renée M. Covino ORAL NICOTINE has become the darling of the backbar.

Goldman Sachs reports that retailers are allocating the most incremental space on the backbar this year to oral nicotine pouch brands, increasing it by 4.9% on average as of the second quarter of 2024. Top brands include ZYN, on!, Velo, Rogue and ZoneX. “Oral nicotine is the fastest-growing category of the three we cover globally — nicotine pouches, heated tobacco and vape,” said Tim Phillips, managing director of market research firm Tamarind Intelligence. “In the U.S., it is currently growing at five times the rate of vape. I think it has a big headroom to continue to grow in the U.S.” Rapid growth in the oral nicotine pouch segment is likewise confirmed by Lillian Ortega, regulatory consultant with Chemular Inc., a Hudson, Mich.-based consulting firm founded by experts in nicotine and U.S. Food and Drug Administration (FDA) regulatory compliance.

“Over the last few years, these products have secured a prominent place in retail outlets,” she told Convenience Store News. “This shift is supported by data showing increased sales, and a growing adult consumer base looking for smokefree alternatives, and reduction in traditional smokeless tobacco products.”

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Ortega believes this trend will continue as more adult consumers become educated about the reduced risk of oral nicotine pouches compared to combustible tobacco products, and as regulatory frameworks become clearer and more supportive of harm reduction strategies.

Phillips noted that the category is currently being utilized by adult vapers in circumstances where they cannot vape, such as at work or while using public transportation. “At first, we saw this category converting adult consumers who were using traditional oral tobacco products — chew/dip in the U.S., snus in Europe — but we have seen many new adult customers now who have no previous experience with oral products,” he said.

Consumer research conducted by Black Buffalo, a modern oral nicotine product that mimics moist smokeless tobacco but without the tobacco leaf, indicates that “we are at the front end of what is seemingly a generational shift by adult consumers into the modern oral nicotine category,” according to Matthew Hanson, the Chicago-based company’s chief financial officer/chief growth officer. “These adult consumers are primarily seeking convenience, discretion, affordability and potential harm reduction.”

Hanson added that adult consumer preferences are driving category innovation, including various product forms (such as alternative long cut, pouches, lozenges

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and gum), flavors (primarily replicating traditional product flavors such as wintergreen, mint and straight), and nicotine strengths (again, primarily replicating traditional product strengths).

Mitigating Misconception

Despite the good news on growth, industry experts like Ortega believe there is a perception issue that oral nicotine products must overcome to reach a new acceptance level.

“Many adult consumers associate nicotine products with the same negative health impacts of cigarette tobacco use,” she explained. “This confusion can be mitigated by regulatory agencies and through public education campaigns focusing on the reduced risk of oral nicotine products using evidence-based research.”

Her expectation is that once the FDA completes its review of the premarket tobacco product applications (PMTAs) for the category and determines that an oral nicotine pouch is appropriate for the protection of public health, consumers will have confidence the product has successfully met the FDA public health standard.

Chris Howard, executive vice president of external affairs and new product compliance at Swisher, the parent company of Rogue Holdings, agrees that the perception issue is a result of adult consumers not receiving objective, accurate information regarding the benefits of reduced-risk products from regulatory authorities and other groups.

“The industry is limited in its ability to make marketing claims that any nicotine products are reduced risk,” he said, encouraging that “manufacturers should continue to advocate with FDA and other regulatory authorities to increase public education campaigns on this topic.”

Along the same lines, Hanson believes there are three action pillars for addressing the category’s perception issue: 76 Convenience Store News C S N E W S . c o m

• Education/regulatory advocacy/collaboration • Product quality/standards • Consumer transparency “From an educational perspective, we can ensure that campaigns inform adult consumers about the differences between traditional tobacco products and alternatives,” said Hanson. “While health messaging is not permissible per the FDA, encouraging advocacy and proactive collaboration with regulators demonstrates good corporate citizenship and can build consumer confidence and trust.”

Encouraging high-quality manufacturing standards and rigorous production discipline with certification from reputable third-party organizations can validate product safety and increase standards, according to Hanson.

And in regard to consumer transparency, he said engaging and actively cultivating transparent communication with adult consumers in areas such as product ingredients will foster trust.

“No one wants ‘bathtub gin,’ especially in this market where we see unscrupulous manufacturers importing illegal products with alarming frequency. Implementing these three strategies can lessen confusion and improve perceptions,” he concluded.

More Pain Points

Hanson worries that certain oral nicotine “bad actors” will taint the industry for adult consumers and for regulators by not abiding by the FDA’s strict regulations around marketing, nicotine warnings, packaging and PMTA application status.

“We see shades of 2018-2019 vaping-style bad behavior starting to appear in some of the corners of the modern oral nicotine industry,” he observed.

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Taking that concern a step further, Phillips fears a ban — or “an effective ban” — if the FDA does not approve PMTAs and start to ramp up enforcement.

“The biggest threat to the growth of the category is regulatory,” Phillips said. “It is unknown how the FDA will treat flavored nicotine pouch products — most are still waiting for PMTA approval — and it is politically difficult for the FDA to approve flavored nicotine pouch products while not approving flavored vape.”

He also sees a potential threat coming from outside the U.S. “There is a risk that the European Union will ban nicotine pouches because they will include it in a ban currently in place for snus. This may have repercussions for the U.S. market,” he added.

At the local level, Howard is bothered by “arbitrary state flavor bans,” which limit adult smokers’ access to oral nicotine and new nicotine products. “These bans are detrimental to adult smokers seeking alternatives to cigarettes,” he stated.

Further worsening the potential for less harmful alternatives is the proliferation of negative media, according to Howard. “Sensationalized reports of youth usage of oral nicotine and new nicotine products, despite clear survey evidence to the contrary, could result in smokers refusing to consider these reduced-risk products as an alternative to harmful cigarette smoking,” he explained.

Top of mind for Ortega is the ongoing need for scientific research to fully understand the health implications of these products and how effective they are in moving smokers away from cigarettes. She cautioned that “the industry must remain vigilant in preventing youth access and ensuring that marketing practices do not inadvertently target nonsmokers.”

She believes the potential for the category is great, but says future innovation can be hindered by regulatory hurdles, evidence of youth use, and public skepticism.

“Overcoming the challenges will require the industry to prioritize compliance with marketing restrictions and continued investment in scientific research to support the reduced risk and overall benefits of these products,” she advised.

The Future Is Now

Tamarind Intelligence reports that the entire “new nicotine” product market — made up mostly of modern oral nicotine currently — is worth $65 billion globally.

“This has grown from almost zero when we started our data business 10 years ago,” stated Phillips. “So, despite very tough regulatory barriers, the sector has continued to grow, and our belief is that it will exceed combustible tobacco eventually.”

Market trends show that the adoption of modern oral nicotine and smokeless tobacco alternative categories are “single-handedly leading the growth of the top 20 brand families in tobacco and nicotine,” Hanson cited.

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“The future is now,” he declared.

To be effective in continuing to grow the category responsibly, he urges both manufacturers and retailers to work to provide: trade and staff education; trial offers to active adult consumers of tobacco products; compet-itive prices; and informative signage. He also recommends digital integration to provide dynamic content that can enhance engagement and awareness among adult consumers.

Positioning and merchandising modern oral nicotine brands together is key to driving incremental sales and adult consumer engagement with the category, Howard advises.

“Many adult consumers associate nicotine products with the same negative health impacts of cigarette tobacco use.”

— Lillian Ortega, Chemular Inc.

“We know that modern oral nicotine consumers are driving trips to c-stores, so ensuring the category and the top three to four brands are visible to them as they approach the backbar will enhance the adult consumer experience and drive sales,” he said. “Merchandising the category in a prominent way and making it clear that it is separate from moist smokeless tobacco is also key to increasing shopability and general awareness among adult consumers.”

While nicotine pouches are driving the category, other delivery forms such as gum and lozenges offer different usage occasions that adult nicotine consumers are searching for, added Howard. “We believe there is an opportunity to further engage with adult consumers on their preferences with respect to these additional applications,” he noted.

Adult consumers are clearly seeking nicotine and non-nicotine alternatives that provide diverse delivery methods beyond traditional cigarettes and moist smokeless tobacco, Hanson summarized. “While the path forward regarding communication of risk and providing a continuum of risk will be challenging, the market growth and acceptance of these alternative products underscore the industry’s role in responsibly promoting choices that can contribute to positive health outcomes,” he said. CSN

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Raising the Bar Wawa headlines the largest-ever class of Foodservice Innovators Awards winners

By Angela Hanson SUCCEEDING IN CONVENIENCE store foodservice requires operators to understand the always-evolving wants and needs of their customers, consistently offer a quality experience, and identify their “secret sauce” — the special factor that differentiates them from the competition and makes them a true dining destination that consumers actively seek out.

Food-forward c-store retailers have done an excellent job of cooking up their secret sauce in recent years — so much so that for the first time ever, the 2024 Foodservice Innovators Awards program honors both gold and silver medal winners in every category. In this annual recognition program, Convenience Store News celebrates convenience retailers that demonstrate the highest levels of quality, service and inventiveness in the foodservice category.

Winners are chosen by the CSNews Foodservice Advisory Council, a panel of foodservice experts from the retailer, supplier, wholesaler, research and consulting fields. This year’s 13th annual class was celebrated earlier this year amongst peers at the 2024 Convenience Foodservice Exchange event hosted by CSNews in Tampa, Fla. FOODSERVICE INNOVATOR OF THE YEAR

Gold Medal: Wawa Inc. Wawa three-peated its win of the top honor, having previously been named Foodservice Innovator of the Year in 2013 and 2017. The Media, Pa.-based chain received high marks for its consistency, with judges commenting that Wawa “continues to have the best coffee program in the industry.” The retailer also was lauded for creativity in its foodservice marketing, which featured tie-ins with the Philadelphia Phillies in Wawa’s local market.

As Wawa expands its network into new markets, the chain continues to offer high-quality menu items and

Wawa was previously the Foodservice Innovator of the Year in 2013 and 2017.

foodservice initiatives that connect with people — all the result of many passionate and motivated minds coming together. At Wawa, “it’s all about team effort,” according to Mendy Meriweather, the company’s director of fresh food and beverage.

“Our biggest innovations really come from our associates, our internal and external partners, and our customers,” she said. “There’s a ton of collaboration across the board to include really all of our partners who are incredibly passionate about taking service to the customer to the next level — and that’s what makes us great. Everything we do is rooted in feedback. It’s never about who has the best idea but more, can we come together and make it work or make it better.”

FOODSERVICE INNOVATOR OF THE YEAR

Silver Medal: GetGo Café+Market GetGo, the c-store arm of Pittsburgh-based Giant Eagle Inc., is finding success by pairing better food and beverage options with offers and customer service that meet its high standards. “They are making the commitment

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FOODSERVICE

to bring more small-format thinking to their stores and offer. The backing of a dominant grocer helps, and they are truly moving to address the convenience guest,” one judge observed.

GetGo last year debuted a fresh-made, bean-to-cup coffee program with an exclusive signature roast made in partnership with a local coffee roaster and then launched Free Coffee Mondays, Summer Coffee Fridays and a 99-cent fall promotion to drive awareness. On the food side, GetGo relaunched a burger program that uses the same high-quality ingredients customers can find in its parent company’s supermarkets.

GetGo, which reached a definitive agreement in August to be acquired by Laval, Quebec-based Alimentation Couche-Tard Inc., is also taking steps to add food to stores that lack a full kitchen and open stores better able to feature food and beverages, such as its first drivethru store in Mentor, Ohio. This is part of the company’s “food-first approach,” according to Brandon Daniels, the retailer’s public relations manager. He added that “one look inside our kitchens and you’ll see that we take our role as a restaurant seriously.”

Twice Daily added customizable wraps earlier this year.

“The addition of made-to-order food is a huge undertaking and deserves recognition,” said one judge. “The investment is a critical step for those in our industry moving forward.”

Twice Daily’s proprietary foodservice offering is designed to be a focused differentiator. In addition to its upgraded in-store food experience, Twice Daily and its parent company Tri-Star Energy added a mobile ordering feature to its app in partnership with Paytronix, which resulted in major increases to sales dollars, unique customers and monthly lift in orders.

PREPARED FOODS INNOVATOR OF THE YEAR

Silver Medal: Rutter’s

GetGo benefits from the backing of a dominant grocer.

Rutter’s took a trio of steps to boost the quality and convenience of its prepared food offering over the last year. The biggest upgrade was the introduction of online and mobile ordering, which made it easier to enjoy the retailer’s award-winning menu and improved in-store service. “This changed the game for Rutter’s by improving customer wait time and opening up the menu to a new group of customers,” noted one judge.

PREPARED FOODS INNOVATOR OF THE YEAR

Gold Medal: Twice Daily Already known for its premium grab-and-go selections and White Bison Coffee brand, Nashville, Tenn.-based Twice Daily took a big leap in 2023 by adding a new Made to Order prepared food program that lets customers “get exactly what you want, when you want it.” The major rollout paid off in both consumer response and accolades from industry experts.

The York, Pa.-based chain also launched a line of innovative, limited-time offers (LTOs) that inspire trial by rotating every quarter. LTO items, such as the Kickin’ Chicken and Waffles, Mexican Pizza and Loaded Pierogies, maintain customer interest and engagement while instilling a sense of urgency that compels guests to enjoy the latest specials before they vanish.

Rutter's line of innovative limited-time offers rotate every quarter.

Twice Daily’s Made to Order program features customizable hot food options for breakfast, lunch and everything in between, ranging from egg preparation for breakfast sandwiches, to burger toppings, to something as simple as a warm pretzel with or without salt.

Following a successful chainwide rollout, Twice Daily added customizable, made-to-order wraps earlier this year. Customers can order precisely what they want at in-store kiosks and have it prepared on the spot.

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Rutter’s additionally invested in its foodservice team leadership by hiring Phil Santini, whose background includes helping world-renowned chef Jean-Georges Vongerichten launch a quick-service program in New York City’s famed Tin Building.

“Overall, it’s been a banner year for Rutter’s in the foodservice area,” one judge praised.

7-Eleven regularly rolls out new beverage flavors and LTOs based on seasonal events and brand collaborations.

DISPENSED BEVERAGES INNOVATOR OF THE YEAR

Gold Medal: Curby’s Express Market Curby’s Express Market leaned into the strong potential of hot, cold and frozen dispensed beverages soon after the opening of its first location in Lubbock, Texas, nearly three years ago and has been “crushing it” in the beverage segment ever since.

One of the standouts in Curby’s offer is its tea bar. Forty different varieties of tea in flavors such as ginger, hibiscus, blueberry pomegranate, apple pie and classic — all available in sweetened or unsweetened versions — have turned the retailer into a tea destination.

Even more eye-catching is its line of made-to-order Zoomies energy drinks, which feature layered colors and flavors like the pink and orange Sunny’s Set or the tricolored Sparky. The stacked-color beverages are not only popular with customers, but they’re also a perfect fit for social media-centric marketing. The signature drinks generate the most buzz for the brand by a significant margin, according to the company. Zoomies are complemented by Red Bull Refreshers energy drinks, which give customers the option of a quicker serve.

Curby’s also partners with a third-party coffee brewer to offer a more upscale experience, and serves Twisters craft soda concoctions that pair popular beverages such as Dr Pepper and Coca-Cola with Torani syrups and fruit purees. Regardless of what kind of beverage a thirsty customer is in the mood for, the retailer offers something unique and tasty they can’t find elsewhere.

DISPENSED BEVERAGES INNOVATOR OF THE YEAR

Silver Medal: 7-Eleven Inc. 7-Eleven has an iconic beverage in the Slurpee, but the Irving, Texas-based convenience giant is never content to coast on name recognition. The retailer regularly rolls out new flavors and LTOs based on seasonal events and brand collaborations, ensuring that customers always have a reason to stop in. Recent Slurpee innovations include the Peach Candy Lemonade Slurpee; Mtn Dew Infinite Swirl and Mtn Dew Freedom Fusion, offered through a partnership with PepsiCo Inc.; and the unique fall season offering of a Pumpkin Spice Slurpee.

“They continue to innovate with flavors, varieties and promotions,” said one judge. “Having THE frozen brand of Slurpee gives them a great platform to continue leadership that few have in beverages.”

Daily coffee drinkers also have plenty of reasons to visit 7-Eleven stores to try new and inventive flavors. Recent hot beverage rollouts have included seasonal specials, such as holiday lineups with caramel, peppermint and gingerbread flavors; and an anniversary team-up with punk band Green Day’s coffee brand, Punk Bunny Coffee.

Plus, there’s a variety of cold brew lattes for those who prefer their java on the cool side.

7-Eleven continues to prove that although its beverages are worth making part of one’s daily routine, they are never just the same old thing.

BEST USE OF TECHNOLOGY IN FOODSERVICE OPERATIONS

Gold Medal: Casey’s General Stores Inc. Some brands find success by investing in a particular aspect of foodservice technology, while others achieve excellence by investing in as many areas as possible.

Ankeny, Iowa-based Casey’s received high marks for choosing the latter path, committing to new solutions that streamline its in-store foodservice operations and building an omnichannel marketing program to support its pizza sales and other prepared food and beverage items.

“Casey’s continues to build their digital platform both for the guest [and] for the staff,” said one judge. “They use the mobile app very well, linked to rewards, messages and offers. And their new labeling system brings ease of use and execution for the staff.”

Curby's is a tea destination, offering 40 different varieties.

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FOODSERVICE

is safe or not. Temperature checks are uploaded to the cloud for record keeping. Additionally, the company’s refrigerators and freezers utilize sensors that monitor and digitally log temperatures at all times, prompting associates to investigate operational or maintenance issues if something goes wrong.

Customers can place food and beverage orders via Casey's mobile app and website, or through third-party delivery services.

The retailer has teamed up with expert technology partners on multiple fronts, including Punchh for the Casey’s Rewards program, Salesforce for customer relationship management, and RELEX Solutions for space planning and supply chain optimization. According to the company, the goal is to acquire guests through marketing, engage and retain them, and move them to become a “best guest” who interacts with the brand in multiple ways.

Casey’s customers can place food and beverage orders via a proprietary mobile app, website or through thirdparty delivery services. These investments put Casey’s “crown jewel” pizza program in a position to flourish as the chain has made prepared food acceleration one of the primary pillars of its new three-year strategic plan for growth.

According to the retailer, its Digital Food Safety program allows the company to leverage technology to improve quality, consistency and confidence with customers, to improve sales and profitability, and to make the lives of store associates easier in providing safe, quality food for customers. These long-term digital investments build Circle K’s reputation as a reliably safe food destination, while also easing the labor burden and increasing accuracy of records.

FOODSERVICE INNOVATOR TO WATCH

Gold Medal: Murphy USA Inc./QuickChek Murphy USA/QuickChek claimed the top spot in this category not only because of its recent foodservice achievements, but also because of how quickly the retailer has improved its innovation efforts. Just three years after the merging of the two convenience store brands, the company is consistently and effectively raising the bar.

BEST USE OF TECHNOLOGY IN FOODSERVICE OPERATIONS

Silver Medal: Alimentation Couche-Tard Inc./Circle K Important foodservice technology isn’t always customerfacing. Couche-Tard, the parent company of Circle K, advanced its foodservice program by investing in a digital product temperature tracking and compliance system, which is tailored to meet the retailer’s “Fresh Food, Fast” program food safety standard operating procedures.

Store associates are able to use a Bluetooth thermometer to check temperatures on freshly made hot products and receive digital alerts via tablet or mobile device, letting them know immediately whether an item

QuickChek's marketing as the Official Sub of the New York Giants showcases the appeal of its sandwich ingredients.

“Significant sales and margin increases [are] a result of the QuickChek acquisition and effective integration,” observed one judge. “M&As [mergers and acquisitions] don’t usually go so smoothly and take a longer time to reap the benefits.”

As the two halves of El Dorado, Ark.-based Murphy USA’s foodservice team share key learnings and best practices, the company continues to enhance its made-to-order and grab-and-go menus while investing in tools to assist in demand planning and enhanced suggested selling.

When in doubt, the retailer will turn to its customer base for guidance, according to Shawn Barnes, former director of foodservice. “We’ve got a great, loyal customer base who’s not afraid to tell us and we’re not afraid to ask them,” he said.

Circle K's Digital Food Safety program leverages technology to improve quality, consistency and confidence with customers.

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Judges also praised QuickChek’s savvy marketing as the Official Sub of the New York Giants, which positively boosted sales while showcasing the mouthwatering appeal of its sandwich ingredients and sauces.

The rollout of a summer value menu established QuickChek as a destination for new flavors and fresh, customizable entrees.

OnCue's flagship, The Grill, is being included in all new builds.

FOODSERVICE INNOVATOR TO WATCH

Silver Medal: OnCue For several years, OnCue has been making significant investments in both made-to-order food and packaged items that are now yielding impressive results. Its foodservice program, which was once just a deli counter, has grown into multiple concepts including The Grill flagship.

Last year, OnCue’s bakery and distribution programs doubled in size, allowing all of the company’s locations to receive fresh items daily directly from the production facility, ensuring higher quality and better cost control.

The retailer also replaced several franchise foodservice locations with a proprietary OC Fresh Sandwiches and Salads concept, which leverages OnCue’s ownership of a local bakery and restaurant in its hometown of Clearwater, Okla.

While it continues to test made-to-order concepts, OnCue is adding The Grill to more stores through renovations and including it in all new builds, offering a customized menu at each store based on the location and customer preferences. After adding The Grill to existing stores, OnCue observed an average in-store increase of 30% in overall sales — not just food sales.

OnCue is also quick to adopt new technology that accommodates recipes designed to be made fresh yet user friendly. Additionally, the retailer has partnered with an expanding, local online ordering service while building out digital promotion through geofencing, digital ads, social media, in-store radio, unique store offers in its mobile app and more. CSN

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Optimizing the Customer Experience

C-stores are prioritizing consumer-facing technology to boost the quality of every visit

By Angela Hanson FROM FUEL TO PACKAGED snacks to prepared

food and beyond, convenience store categories no longer stand alone. In a retail space that features an increasing number of digital connections, technology plays a vital role today in how c-store operators craft their brand identity, market their various product offerings and ready plans for the future.

Convenience retailers are incorporating technology into multiple aspects of their operations, particularly those that will make a positive difference in the eyes of their customers, according to the findings of the 2024 Convenience Store News Technology Study.

C-store operators report that the most important aspect of retail technology for them is what it can do for customers, and they are prioritizing both general tech goals and specific objectives to improve in this area. Nearly seven in 10 study participants cited providing a better customer experience as a major business opportunity that will drive their investment in customer-facing technology in the coming year, while 54% cited securing customer loyalty.

overall customer experience is a top priority for their tech investments because it is foundational to the entire customer-brand relationship.

“Everything starts and ends with the customer experience,” one participant remarked.

“Experience-based shopping is the next frontier in our industry. Having name brands and promos is not even the minimum anymore. In order to be competitive, you have to create your retail environment,” another respondent commented.

Using technology to improve customer satisfaction can lead to more visits and increase basket size, which in turn leads to higher profits, retailers pointed out. Compelling customers from the pump into the store also contributes to better bottom-line numbers.

“We believe that having a customer at the pump is half the battle won. Every additional dollar spent inside the store significantly increases the margins and bottom line,” one retailer noted.

Technology Today & Tomorrow

Other top opportunities include optimizing signage and menuboards (cited by 54% of surveyed retailers), which reflects the growing importance of foodservice, and compelling customers from the pump to the store (52%) followed by personalized marketing (51%).

The most common customer-facing technologies currently implemented by c-store retailers are those shoppers will most easily encounter, with social media (used by 78% of study participants) and consumer-facing websites (64%) leading the way, along with digital loyalty programs (64%), which rose 19 points over the last two years.

According to respondents, providing a better

More than half of surveyed retailers offer in-store

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digital monitors with ads, mobile apps, email marketing and Wi-Fi for customer use. Text messaging to customers is used by just 42% of retailers, but this option saw a significant jump from 36% in last year’s study and 23% in 2022.

Ads/coupons at the pump (used by 49% of respondents) and digital monitors at the pump (48%) are the most common customer-facing technologies on the forecourt, with just 9% of c-stores offering at-pump merchandise/ foodservice ordering.

Unsurprisingly, large operators are significantly more likely than small operators to already offer most forms of customer-facing tech, with the biggest gaps seen for mobile apps (used by 92% of large operators vs. 25% of small operators), push notifications (89% vs. 13%, respectively) and text messaging (70% vs. 21%, respectively).

In the future, convenience retailers are looking to invest in a wide range of customer-facing technologies, with options that help them connect with shoppers being the most popular. Just under a third of study participants (32%) plan to add GPS/geolocation alerts to better target consumers who are in the right place at the right time, while 29% plan to add a retail media network and 28% say they will add text messaging to customers.

Top Business Opportunities in Customer-Facing Technology 69%

Providing a better customer experience Securing customer loyalty

54%

Optimizing signage & menuboards

54%

Compel customers from pump into store

52%

Personalized marketing

51%

Providing better product/service info

46%

Mobile app technology

46%

Improving brand awareness & trial

46%

Improving customer ordering options

44%

Replacing aging POS technology

34%

Increasing customer payment options

34%

Self-checkout technology

31%

Electric vehicle charging

29% 14%

Implementing Wi-Fi in all stores

Customer-Facing Technology: Currently Offer 2024

2023

2022

Social media

68%

Consumer-facing website

54%

Digital loyalty program Digital monitors with ads in-store

56%

41%

Mobile app

46% 45%

Email marketing

44% 45%

61%

54% 54%

46%

Push notifications* Text messaging to customers

36%

23%

Retail media network*

42%

34%

Touchscreen monitors for ordering in-store

24% 23% 26%

GPS/geolocation alerts

23%

EV charging stations*

29%

30%

26%

*New response option added in 2024

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64%

53%

Customer Wi-Fi*

"Just walk out" stores*

64% 62% 60%

45%

78% 78%

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TECHNOLOGY

Customer-Facing Technology: Plan to Add 2024

2023

2022 30%

GPS/geolocation alerts

28%

Text messaging to customers Touchscreen monitors for ordering in-store

24%

EV charging stations*

20%

Digital loyalty program 18%

36% 24% 24%

Email marketing

38% 30%

17%

Customer Wi-Fi*

16%

"Just walk out" stores*

15% 14%

Digital monitors with ads in-store 6% 6%

30%

14% 20% 11% 21%

*New response option added in 2024

Customer Ordering via Website

34%

No plans to offer

37%

Offer website ordering

29%

Plan to offer

Customer Ordering via App

Foodservice, Ordering & Delivery

The importance of foodservice in the convenience channel is prompting c-store operators to invest in a variety of tech options that support this critical category.

Website ordering is currently offered by 37% of study participants — up 23 points from 2023 — while 29% plan to add it in the future. Just over a third of retailers (34%) say they have no plans to add online ordering.

34%

22%

20%

On the forecourt, 25% of retailers plan to add merchandise/foodservice ordering at the pump, 19% plan to add digital monitors and 13% plan to implement ads/coupons.

43%

27%

25%

Mobile app

Additionally, at least a quarter of surveyed retailers say they will add touchscreen monitors for ordering in-store, electric vehicle charging stations and push notifications. The percentage of operators who expect to add digital loyalty programs declined 4 points from last year, but this may be the result of previously planned implementations having been completed.

30%

27%

Push notifications*

Social media

36%

29%

Retail media network*

Consumer-facing website

32%

27%

No plans to offer

44%

Offer app ordering

29%

Plan to offer

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TECHNOLOGY

Customer Delivery An even bigger year-over-year jump occurred for app ordering as operators are taking steps to meet the expectations of customers who are accustomed to being able to place an order from wherever they are. Forty-four percent of respondents now offer ordering via app — up from 16% last year — and 29% plan to add it in the future.

46%

36%

No plans to offer

Offer delivery

18%

Large operators are significantly more likely than small operators to currently offer both website ordering (49% vs. 27%, respectively) and app ordering (73% vs.

21%, respectively).

When it comes to how customers get their orders, in-store pickup remains dominant, offered by 94% of surveyed retailers. This includes 56% that offer only this method of order pickup, and 38% that offer both in-store pickup and at least one other method.

“Everything starts and ends with the customer experience.”

— Study participant Of the alternative pickup methods, curbside pickup is the most common, offered by 31% of respondents. This option declined in availability in 2023 as c-stores increasingly moved away from pandemic-prompted services, but has since bounced back to a degree — though its availability remains less than two years ago. Additionally, 15% of c-stores have drive-thru pickup, and just 6% offer pickup at the pump.

Convenience retailers are split on customer delivery. Forty-six percent of surveyed retailers report no plans to offer delivery, while 18% plan to add it in the future — a significant drop from 2022, when 41% said they would eventually add delivery.

However, this decline is likely another case of previous plans reaching fruition as the percentage of retailers that currently offer delivery jumped to 36%, up 13 points from two years ago.

DoorDash, Uber Eats and Instacart are the third-party delivery partners most frequently named by retailers who currently or plan to offer customer delivery.

Plan to offer

Loyalty Program Features

Mobile app

Both

Physical card

44%

40%

16%

Mobile app: 84%

Loyalty, Apps & Payment Tech

Loyalty programs, which strongly benefit foodservice and other c-store categories, continue to trend upward in availability. Nearly three-quarters of surveyed retailers have some kind of loyalty program, up 6 points from a year ago. These programs are nearly universal among large operators (offered by 97%), compared to more than half of small operators (56%).

Among existing loyalty programs, 79% are proprietary, while 19% are operated with a third party such as Upside or GasBuddy, and 18% are tied to a major oil brand. Nearly two-thirds of loyalty programs (65%) are solely point/reward-based, while an additional 30% include both points/rewards and a credit card or other payment option.

For the most part, c-store loyalty programs are embracing the digital age, but not excluding those who prefer to use a physical card over

Large operators are significantly more likely than small operators to utilize: • Mobile apps — 92% vs. 25%, respectively • Push notifications — 89% vs. 13%, respectively • Text messaging — 70% vs. 21%, respectively

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TECHNOLOGY

pulling out their cellphone. Mobile app-only programs are slightly more common at 44%, but four in 10 loyalty programs can be used through a mobile app or by using a physical card. Just 16% of loyalty programs use only a physical card.

In-Store Payment Technology: Currently Implemented 100%

Credit/debit

87%

Third-party mobile payment

The prevalence of mobile apps, with or without an integrated loyalty program, has held steady over the last two years, with more than half of study participants reporting they currently offer an app. This is primarily driven by large operators — more than nine in 10 say they have one.

The average c-store mobile app includes 9.1 features, ranging from practical offerings to those designed to boost traffic and purchases. A store locator (available in 89% of c-store apps) and loyalty program tie-ins (87%) are the most common. Other popular features include limited-time specials, vendor coupons, customer feedback, fuel prices and personalized/targeted offers.

Also in the marketing realm, social media remains a cornerstone of brand promotion, with 81% of study participants reporting they currently utilize it in their marketing plans. Facebook is the No. 1 social media app used by c-stores at 93%, followed

by Instagram at 78%. The most common content provided by c-stores that use social media for marketing is promotions (88%), followed by events (80%), contests (73%) and new vendor products (70%).

As c-store operators work to keep up with customer demand, they’re also exploring new forms of payment technology to embrace the greater payment flexibility desired by shoppers.

Offering credit/debit card payment is virtually universal. Acceptance of thirdparty mobile payment held steady from last year’s study, but is significantly higher in availability compared to two years ago (87% in 2024 vs. 70% in 2022). Approximately two-thirds of respondents accept electronic benefits transfer (EBT). The biggest year-over-year increases were seen in acceptance of prepaid cards (71% now vs.

46% in 2023) and RFID (36% vs. 18%).

The most common methods of at-pump payment technology currently offered are credit/debit cards (80%), third-party mobile payment (60%, up from 32% two years ago) and prepaid cards (58%).

Large operators are more likely than small operators to accept prepaid cards, EBT, self-checkout using kiosks, self-checkout

71%

Prepaid card

67%

Electronic benefits transfer (EBT) RFID

36%

Proprietary mobile payment in app

36%

Electronic check verification

36%

Self-checkout using kiosk

36%

Self-checkout using AI/sensors

14%

Self-checkout using app

14%

Biometric payment technology

12%

In-Store Payment Technology: Plan to Add 38%

Proprietary mobile payment in app

33%

Self-checkout using app RFID

21%

Biometric payment technology

21%

Self-checkout using AI/sensors

16%

Self-checkout using kiosk

16%

Electronic benefits transfer (EBT)

14%

Prepaid card

13%

Third-party mobile payment

9%

Electronic check verification

9%

Credit/debit

0%

using AI/sensors and self-checkout using an app, and more likely to accept credit/debit cards, prepaid cards and proprietary mobile payment at the pump.

Looking ahead, convenience retailers are most likely to have plans to add in-store payment tech such as proprietary mobile payment in app (cited by 38% of participants), self-checkout using app (33%) or RFID (21%).

However, the rise of self-checkout stations for added convenience may be coming to a halt as plans to add self-checkout using AI/sensors and self-checkout using kiosks dropped significantly from previous years.

Proprietary mobile payment in app (22%), in-car payment systems (21%) and RFID are the top planned at-pump payment options. CSN

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TWIC TALK

Climbing Past the ‘Broken Rung’

Women should focus on four key areas to advocate for themselves in the workplace

By Angela Hanson WOMEN PLAY A KEY ROLE in the convenience store industry

today, but many still struggle with workplaces that systematically disadvantage them. By investing in themselves, building beneficial relationships and selfadvocating, women can establish themselves as leaders and advance in their careers.

Kelly Roehm, career strategist and founder of The Resume Realist, shared insights and advice on how female c-store professionals can make all of this happen during a recent webinar, “TWIC Talk: Paving Your Own Way to Career Advancement,” presented by Convenience Store News and Altria Group Distribution Co. The webinar was offered as part of CSNews’ Top Women in Convenience (TWIC) program and The Convenience Inclusion Initiative, a CSNews platform that champions a modernday convenience store industry where current and emerging leaders foster an inclusive work culture that celebrates differences.

It’s common for women to “hit a wall” at some point in their careers, according to Roehm — regardless of industry, career level or title. Data from the “2023 Women at Work Survey” conducted by CNBC and SurveyMonkey found that although 88% of women say they are ambitious, only 20% say their career advanced in the past year.

“We’re overlooked for a promotion, but we get feedback that we’re not strategic enough. We run circles around everyone else around us, but somehow we’re still paid the least. We do the most work on a project, we bring it over the finish line, and then we’re told that we’re too good, that we can’t afford to be lost on the team,” Roehm said.

Rather than a glass ceiling, she described a “glass

block” — something that feels thick and unbreakable, and is so opaque that one can’t get a view through it or a sense of how to get around it. Yet that doesn’t mean the glass block is actually impassable.

Getting Unstuck

Too often, Roehm said, it can feel like the next step is impossible to achieve, and nothing that does happen in one’s career is happening intentionally. This can feel particularly true when women encounter “the broken rung” — a time when it feels like her career is moving forward until it hits a spot she just can’t get past, which is exacerbated by data that indicates women advance at rates less than their male peers.

According to McKinsey’s “2023 Women in the Workplace Report,” for every 100 men that are promoted, 87 women are promoted, and the imbalance grows when including only women of color. This can be due to bias or other factors, such as taking time off to care for family and encountering challenges upon returning to the working world.

Breaking this cycle takes a combination of self-advocacy and grit. However, 73% of women express fear of how they might be perceived when they self-promote at work.

“You also may remember times in your career when you’ve been told you’re too much or you move too fast, you’re not moving at a pace that is right for everyone, or you’re too bold, too loud, too much of anything,” Roehm said. “And so, we throttle ourselves in our own momentum to make others feel comfortable in that moment. But if you don’t advocate for yourself, for your salary, for your role, for your title, who will?”

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SPECIAL ADVERTISING SECTION

2024

Convenience Store News

97

3/10/24 10:31 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

Car Wash Services

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3/10/24 10:32 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

Gourmet Pet Treats

OCTOB E R

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2024

Convenience Store News

99

3/10/24 10:32 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

Pet Treats

100 Convenience Store News C S N E W S . c o m

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3/10/24 10:32 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

Mints

OCTOB E R

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2024

Convenience Store News

101

3/10/24 10:32 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

Food Service Oils

General Merchandise

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HOT PRODUCTS

POS/Equipment/Supplies

SPECIAL ADVERTISING SECTION

HBC Supplements

OCTOB E R

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2024

Convenience Store News

103

3/10/24 10:33 AM

HOT PRODUCTS SPECIAL ADVERTISING SECTION

C-store Signs/Services

Age Verifier

Gas Pump Frames

GAS PUMP FRAMES

to sell more in your store

Eye level mini ads at pump to entice gas pumpers and passengers in the cars to buy in your stores. Easily changeable 5 x 7 and 81/2 x 11 size ads. gaspumpframes.com Introducing

TM

A modern engineered, patents pending, pivoting, pole or flat surface mounted banner system!

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62 second video

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Alpina Manufacturing ® Chicago, Illinois 1-800-915-2828 American Made sales@fastchangeframes.com • ban45.com • gaspumpframes.com

American Owned

104 Convenience Store News C S N E W S . c o m

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CLASSIFIEDS

Credit Card Processing / Merchant Services

OCTOBE R

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2024

Convenience Store News

105

3/10/24 10:33 AM

CLASSIFIEDS

Credit Card Processing / Merchant Services

106 Convenience Store News C S N E W S . c o m

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3/10/24 10:33 AM

CLASSIFIEDS

Credit Card Processing / Merchant Services

OCTOB E R

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2024

Convenience Store News

107

3/10/24 10:34 AM

CLASSIFIEDS

Services

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3/10/24 10:34 AM

CLASSIFIEDS

E-Cigs / E-Vapes Products

OCTOBE R

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2024

Convenience Store News

109

3/10/24 10:34 AM

CLASSIFIEDS

ATMs/POS/Equipment/Credit Card Processing

ATMs

FREE ATM!

**

**

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0%

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PROCESSING FEES

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110 Convenience Store News C S N E W S . c o m

CSN_Class_2024OCT.indd 110

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CLASSIFIEDS

Leak and Spill Solutions

LEAK & SPILL SOLUTIONS FOR EVERY AREA OF YOUR STORE – INSIDE AND OUT! CREATE SAFE WALKWAYS

PIG Grippy Floor Mats

CONTAIN & CAPTURE WATER

CATCH ROOF LEAKS

PIG Water Vacuum Barrier

PIG Leak Diverters

ELIMINATE OILY SHEEN PIG Microbial Oil Stain Remover

Visit newpig.com or call 1-800-HOT-HOGS . ®

(1-800-468-4647)

One Pork Avenue • Tipton, PA 16684 OCTOBE R

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2024

Convenience Store News

111

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11. Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities.

If none, check box --------> None Full Name

Complete Mailing Address

8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

EnsembleIQ

CLASSIFIEDS 12. Tax Status (For completion by nonprofit organizations authorized to mail at nonprofit rate) (Check one) The purpose, function, and nonprofit status of this organization and the exempt status for federal income tax purposes: x Has Not Changed During Preceding 12 Months o Has Changed During the Preceding 12 Months (Publisher must submit explanation of change with this statement) PS Form 3526, July 2014(Page 1 of 3 (Instructions Page 3)) PSN 7530-01-000-9931

PRIVACY NOTICE: See our privacy policy on www.usps.com

13. Publication Title

14. Issue Date for Circulation Data Below

Convenience Store News

United States Postal Service

15.

Statement of Ownership, Management, and Circulation (Requester Publications Only) 1. Publication Title

2. Publication Number

Convenience Store News 4. Issue Frequency

(12)

Monthly

7. Complete Mailing Address of Known Office of Publication (Not printer) (Street, city, county, state, and ZIP+4)

8. Complete Mailing Address of Headquarters or General Business Office of Publisher

10/1/2024 6. Annual Subscription Price

$150.00) Contact Person

EnsembleIQ 8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

Telephone

Annette Levee 1-877-687-7321

(Not printer)

EnsembleIQ 8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

(Do not leave blank)

76,741

63,519

53,855

0

0

0

0

b.

quests from recipient, paid subscriptions including nominal rate subscriptions,

Legitimate Paid

employer requests, advertiser's proof copies, and exchange copies.)

Paid and/Or

(2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541

Requested

(Include direct written request from recipient, telemarketing and Internet re-

Distribution

quests from recipient, paid subscriptions including nominal rate subscriptions,

(By Mail

employer requests, advertiser's proof copies, and exchange copies.)

and

(3) Sales Through Dealers and Carriers, Street Vendors, Counter

Outside

Sales, and Other Paid or Requested Distribution Outside USPS

the Mail)

(4) Requested Copies Distributed By Other Mail Classes Through the USPS

c.

Total Paid and/or Requested Distribution

0

0

63,519

53,855

15,501

21,213

0

0

(1) Outside County Nonrequested Copies as stated on PS Form 3541 (include Sample Copies, Requests Over 3 years old, Requests induced by a Premium Sales and Requests including Association Requests, Names

Nonrequested

obtained from Business Directories, Lists, and other sources)

Distribution

(2) In-County Nonrequested Copies as stated on PS Form 3541 (include

(By Mail and

Sample Copies, Requests Over 3 years old, Requests induced by a

Outside

Premium Sales and Requests including Association Requests, Names

the Mail)

(3) Nonrequested Copies Distributed Through the USPS by Other Classes of

obtained from Business Directories, Lists, and other sources) Mail (e.g. First-Class Mail, Nonrequester Copies mailed in excess of 10%

(Name and complete mailing address)

Limit mailed at Standard Mail or Package Services Rates)

Melissa Kress EnsembleIQ 8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

(4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources) e.

10. Owner (Do not leave blank. If the publication is owned by a corporation, give the name and address of the corporation immediately followed by the names and addresses of all stockholders owning or holding 1 percent or more of the total amount of stock. If not owned by a corporation, give the names and addresses of the individual owners. If owned by a partnership or other unincorporated firm, give its name and address as well as those of each individual owner. If the publication is published by a nonprofit organization, give its name and address.)

Complete Mailing Address

8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

EnsembleIQ

79,427

(Include direct written request from recipient, telemarketing and Internet re-

d.

Lisa Lisanti EnsembleIQ 8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

Full Name

Total Number of Copies (Net press run)

[Sum of 15b. (1), (2), (3), and (4)]

(Name and complete mailing address)

Managing Editor

Published Nearest to Filing Date

(1) Outside-County Paid/Requested Mail Subscriptions stated on PS Form 3541.

(Name and complete mailing address)

Paula Lashinksky EnsembleIQ 8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731 Editor

No. Copies of Single Issue

During Preceding 12 Months

(e.g. First-Class Mail)

9. Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor Publisher

3. Filing Date

0194-8733 5. Number of Issues Published Annually

Sep-24

Average No. Copies Each Issue

Extent and Nature of Circulation a.

Total Nonrequested Distribution (Sum of 15d (1), (2), (3), and (4))

f.

Total Distribution (Sum of 15c. And 15e.)

g.

Copies not Distributed (See Instructions to Publishers #4 (page #3))

h.

Total (Sum of 15f. And 15g.)

i.

Percent Paid and/or Requested (15c. Divided by 15f. times 100)

0

0

406

1,362

15,907

22,575

79,426

76,430

0

0

79,426

76,430

80.0%

70.5%

Average No. Copies Each Issue

No. Copies of Single Issue

During Preceding 12 Months

Published Nearest to Filing Date

PS Form 3526-R, July 2014 (Page 2 of 4)

11. Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities.

If none, check box --------> None Full Name

Electronic Copy Circulation

a.

Requested and Paid Electronic Copies

b.

Total Requested and Paid Print Copies (Line 15c) + Requested/Paid Electronic Copies (line 16a)

c.

Complete Mailing Address

Total Requested Copy Distribution (Line 15f) + Requested/Paid Electronic Copies (line 16a)

8550 W. Bryn Mawr Suite 225 Chicago, IL 60631-3731

EnsembleIQ

16

d.

Percent Paid and/or Requested Circulation (Both Print & Electronic Copies) (16b divided by 16c X 100)

x

0

0

63,519

53,855

79,426

76,430

80.0%

70.5%

I certify that 50% of all my distributed copies (electronic and print) are legitmate requests or paid copies.

17. Publication of Statement of Ownership Publication of the Statement of Ownership for a Requester Publication is required and will be printed in the

Oct-24

issue of this publication.

18. Signature and Title of Editor, Publisher, Business Manager, or Owner

12. Tax Status (For completion by nonprofit organizations authorized to mail at nonprofit rate) (Check one) The purpose, function, and nonprofit status of this organization and the exempt status for federal income tax purposes: x Has Not Changed During Preceding 12 Months o Has Changed During the Preceding 12 Months (Publisher must submit explanation of change with this statement) PS Form 3526, July 2014(Page 1 of 3 (Instructions Page 3)) PSN 7530-01-000-9931

PRIVACY NOTICE: See our privacy policy on www.usps.com

13. Publication Title

14. Issue Date for Circulation Data Below

Convenience Store News 15.

įƑôƱŗƈͯGƢƙôƈ

Sep-24

Average No. Copies Each Issue

No. Copies of Single Issue

Extent and Nature of Circulation

During Preceding 12 Months

Published Nearest to Filing Date

Total Number of Copies (Net press run)

79,427

76,741

63,519

53,855

0

0

0

0

a.

(1) Outside-County Paid/Requested Mail Subscriptions stated on PS Form 3541. quests from recipient, paid subscriptions including nominal rate subscriptions,

Legitimate Paid

employer requests, advertiser's proof copies, and exchange copies.)

Paid and/Or

(2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541

Requested

(Include direct written request from recipient, telemarketing and Internet re-

Distribution

quests from recipient, paid subscriptions including nominal rate subscriptions,

(By Mail

employer requests, advertiser's proof copies, and exchange copies.)

and

(3) Sales Through Dealers and Carriers, Street Vendors, Counter

Outside

Sales, and Other Paid or Requested Distribution Outside USPS

the Mail)

(4) Requested Copies Distributed By Other Mail Classes Through the USPS

c.

Total Paid and/or Requested Distribution

(e.g. First-Class Mail)

[Sum of 15b. (1), (2), (3), and (4)]

09/28/2024

I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).

PS Form 3526-R, July 2014 (Page 3 of 4)

Equipment/Supplies

(Include direct written request from recipient, telemarketing and Internet re-

b.

Date

0

0

63,519

53,855

15,501

21,213

0

0

(1) Outside County Nonrequested Copies as stated on PS Form 3541 (include Sample Copies, Requests Over 3 years old, Requests induced by a d.

Premium Sales and Requests including Association Requests, Names

Nonrequested

obtained from Business Directories, Lists, and other sources)

Distribution

(2) In-County Nonrequested Copies as stated on PS Form 3541 (include

(By Mail and

Sample Copies, Requests Over 3 years old, Requests induced by a

Outside

Premium Sales and Requests including Association Requests, Names

the Mail)

(3) Nonrequested Copies Distributed Through the USPS by Other Classes of

obtained from Business Directories, Lists, and other sources) Mail (e.g. First-Class Mail, Nonrequester Copies mailed in excess of 10% Limit mailed at Standard Mail or Package Services Rates) (4) Nonrequested Copies Distributed Outside the Mail (Include Pickup Stands, Trade Shows, Showrooms and Other Sources) e.

Total Nonrequested Distribution (Sum of 15d (1), (2), (3), and (4))

f.

Total Distribution (Sum of 15c. And 15e.)

g.

Copies not Distributed (See Instructions to Publishers #4 (page #3))

h.

Total (Sum of 15f. And 15g.)

i.

Percent Paid and/or Requested (15c. Divided by 15f. times 100)

0

0

406

1,362

15,907

22,575

79,426

76,430

0

0

79,426

76,430

80.0%

70.5%

Average No. Copies Each Issue

No. Copies of Single Issue

During Preceding 12 Months

Published Nearest to Filing Date

PS Form 3526-R, July 2014 (Page 2 of 4) 16

Electronic Copy Circulation

a.

Requested and Paid Electronic Copies

b.

Total Requested and Paid Print Copies (Line 15c) + Requested/Paid Electronic Copies (line 16a)

c.

Total Requested Copy Distribution (Line 15f) + Requested/Paid Electronic Copies (line 16a)

d.

Percent Paid and/or Requested Circulation (Both Print & Electronic Copies) (16b divided by 16c X 100)

x

0

0

63,519

53,855

79,426

76,430

80.0%

70.5%

I certify that 50% of all my distributed copies (electronic and print) are legitmate requests or paid copies.

17. Publication of Statement of Ownership Publication of the Statement of Ownership for a Requester Publication is required and will be printed in the

Oct-24

issue of this publication.

18. Signature and Title of Editor, Publisher, Business Manager, or Owner

įƑôƱŗƈͯGƢƙôƈ

Date

09/28/2024

I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).

PS Form 3526-R, July 2014 (Page 3 of 4)

112 Convenience Store News C S N E W S . c o m

CSN_Class_2024OCT.indd 112

3/10/24 10:35 AM

CLASSIFIEDS

Age Verifier

Sunglasses

Petroleum/Equipment

Wholesale Refrigeration

NEWPRODUCT IF YOU HAVE A

ADVERTISE IT H E R E !

TERRY KANGANIS 917-634-7471 OCTOBE R

CSN_Class_2024OCT.indd 113

2024

Convenience Store News

113

3/10/24 10:35 AM

INSIDE THE CONSUMER MIND

The Health of CBD Increasing awareness and appeal could improve the category’s wellbeing CBD, an active ingredient in cannabis that is derived from the hemp plant but does not have any psychoactive properties, has reported benefits for treating anxiety, insomnia, inflammation, pain and more. Knowledge of CBD, however, is lacking among convenience store shoppers, according to the 2024 Convenience Store News Realities of the Aisle Study, which surveyed 1,500 consumers who shop a c-store at least once a month. The study found that:

SIX IN 10 convenience store shoppers say they are at least somewhat familiar with CBD. The percentage who are not at all/not very familiar, however, rose 9 points year over year.

2024

2023

Not at all/not very familiar

38%

29%

Somewhat familiar

35%

35%

Extremely/very familiar

27%

36%

Have You Purchased Any CBD Products in the Past Month?

Among those who are at least somewhat familiar with CBD, 12% indicated that they purchased such products from a c-store in the past month. The highest purchase incidence was among Generation Z (23%), millennials (20%) and $100,000-plus households (20%).

12%

purchased CBD products at a convenience store

Most Purchased Types of CBD Products 1. Gummies (56%) 2. Vape cartridge (24%) 3. Topicals (23%) 4. Chocolate (23%) 5. Beverage (19%)

CBD topicals jumped into the No. 3 spot this year thanks to an 8 point increase.

Gummies are, by far, the most popular item among those who bought CBD products in the past month from any store type — and saw an increase of 10 points vs. a year ago.

20%

71%

purchased CBD products at a different store type

did not purchase CBD products

Among nonbuyers, the top reason cited for why they don’t purchase CBD is that these products are not appealing. Increasing awareness and appeal could lessen the lack of interest.

Other top reasons are: • Price is too high • Not comfortable using CBD • Concerned about side effects

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10/2/24 4:35 PM

NOVEMBER 13, 2024

HILTON DOWNTOWN DES MOINES

PRESENTED BY

ANNOUNCING...

From the most established brand in the convenience store retailer space comes one of the highest honors in the industry: the Convenience Store News Hall of Fame. This is a must-attend gala event with some of the most influential retailers and suppliers in the c-store industry in attendance, honoring some of the industry’s most admired retailer and supplier executives.

4 REASONS TO PARTICIPATE IN THE CSNEWS HALL OF FAME EVENT: • Strengthen and develop industry relationships • Be known as a leader in the industry • Gain visibility for your brand and products • Reach retail and supplier executives and key decision-makers

Hall of Fame is an intimate awards gala reception, dinner and award ceremony celebrating the induction of outstanding men and women who have exhibited exceptional leadership and provided significant contributions to the convenience store industry.

2024 HONOREES

RETAILER HALL OF FAME

SUPPLIER HALL OF FAME

RETAILER EXECUTIVE OF THE YEAR

Darren Rebelez

Kimberli Carroll

Chuck Maggelet

CEO Casey’s General Stores

CEO Ruiz Foods

CEO Maverik

For more sponsorship information please contact Paula Lashinsky, SVP/Group Publisher, plashinsky@ensembleiq.com

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