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EDITOR’S NOTE

A Land Where C-store Hot Dogs Are Revered Iceland’s convenience stores embody what the U.S. industry is currently chasing FOR YEARS, people have

mocked convenience store food. I can’t tell you how many times I’ve told someone I work at Convenience Store News and they’ve proceeded to joke about the shriveled-up hot dog on the roller grill that’s been there since the Reagan Administration.

So, imagine my surprise when I discovered a country where convenience store hot dogs are not only respected, but revered. My fiancé Ryan and I recently returned from an eight-day road trip around Iceland.

The country is often referred to as the “Land of Fire and Ice.” But as I quickly came to realize, it’s also the land of the Icelandic hot dog, known locally as pylsa.

Made primarily from lamb blended with pork and beef, a fully dressed pylsa includes both raw and crispy fried onions, sweet brown mustard, ketchup and remoulade. The Icelandic hot dog is the unofficial national dish, and the country’s convenience stores are its primary guardians.

Stopping for a pylsa and a “Kókómjólk” (chocolate milk) is a deeply ingrained part of Icelandic road trip culture, so of course we had to partake in tradition.

And it was delicious! In fact, we enjoyed pylsa on multiple occasions as we frequently relied on Iceland’s c-stores to fuel us during our travels. It’s not uncommon to drive for hours without seeing a restaurant.

Iceland is living the future that the U.S. convenience store industry is trying to reach.

With ample seating and food-forward layouts, the country’s c-stores serve up high-quality, affordable meals in a place where dining out is famously expensive. And they’ve certainly cracked the code on creating an in-demand signature item with a cult-like following.

In the U.S., we have some examples of this: Casey’s pizza, Wawa’s hoagies, Allsup’s burritos, 7-Eleven’s Slurpee, and Kwik Trip’s Glazers Donuts. But considering all the c-stores out there that are investing heavily in foodservice, I feel like the example pool should be wider.

If you have a signature item, I’d love to hear about it.

Drop me a line. And if you ever find yourself in the Land of Fire and Ice, grab yourself a pylsa. You’ll be glad you did.

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

EDITORIAL EXCELLENCE AWARDS (2016-2026)

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 Silver, Front Cover Illustration, June 2015

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

2025 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Full Issue, September 2024 Business to Business, Magazine Section

2024 Eddie Award, Folio:

Winner, Business to Business, Retail, Single Article, May 2024 Honorable Mention, Business to Business, Magazine Section

2023 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Full Issue, September 2022 Business to Business, Retail, Single Article, March 2023

2022 Eddie Award, Folio:

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

2020 Eddie Award, Folio:

Business to Business, Retail, Series of Articles, September 2019

2018 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Website Business to Business, Retail, Full Issue, October 2017 Business to Business, Editorial Use of Data, June 2017

2017 Eddie Award, Folio:

Winner, Business to Business, Retail, Single/Series of Articles, May 2017 Honorable Mention, Business to Business, Retail, Single/Series of Articles, June 2016

Faheem Jamal CPD Energy Corp./ Chestnut Markets

Richard Cashion Curby’s Express Market

Vito Maurici McLane Co. Inc.

Billy Colemire Majors Management

Jonathan Polonsky Plaid Pantries Inc.

Robert Falciani ExtraMile Convenience Stores

Greg Scriver Kwik Trip Inc.

Jim Hachtel Core-Mark Chris Hartman Rutter’s

Roy Strasburger StrasGlobal

Beverage Problem Nudges Quality Mart to Whole-Store Makeover Q&A with Quality Mart’s Mike Roscoe on Scaling Remodel Success with ImageWorks Display Q: Mike, how did ImageWorks first enter the picture at Quality Mart?

A: We started with ImageWorks’ Impact Back Bar tobacco displays. I still consider it the gold standard in convenience. What expanded the relationship was the quality, engineering, and execution behind everything they build.

Q: What challenge were you trying to solve?

A: Beverage. The perimeter beverage footprint had become increasingly vendor-driven and cluttered. It created shopper confusion and made inventory placement harder to manage.

We knew beverage was phase one, but we also anticipated a multi-phase remodel—center store and the cold vault—so we needed a partner who could think beyond a single fixture.

Q: What made ImageWorks different from other options you explored?

A: A lot of companies can sell a component.

Fewer can deliver an integrated system with the durability and timelines we needed.

With ImageWorks, the equipment is visually impactful, but it’s also operationally practical—built for the realities of store teams and day-to-day wear.

Q: What solutions did you implement?

A: The partnership grew naturally. ImageWorks helped develop a Bev Racking approach that streamlined the perimeter and improved shopability. Then we expanded into Chill Racking for the cold vault and Core/Tech

gondola systems for center store. We’ve outfitted multiple remodel locations with complete ImageWorks equipment packages throughout the store.

Q: What results have you seen?

A: We continue to see positive sales results after implementation—especially in beverage.

After installing Chill Racking, we experienced double-digit growth across several beverage categories. Better organization, expanded carrying capacity, and cleaner merchandising created a much stronger beverage environment.

Q: Tobacco and nicotine are evolving quickly.

How has Impact Back Bar held up?

A: The flexibility is one of its biggest strengths.

As nicotine pouch and modern oral grow, the system lets us adapt layouts efficiently while keeping the back bar clean and organized.

Q: Bottom line—why has this partnership worked?

A: It’s a solutions partnership, not a vendor relationship. We’re excited to keep building on it as we continue evolving our stores.

Reserve your complimentary Client Collaboration Center session today.

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ADVERTORIAL

VIEWPOINT

A Modest Proposal for New York’s Grocery & C-store Problem Surely, Mayor Mandami’s solution is a return to basics strategy

AT LAST, NEW YORK CITY may have found the cure for one of its most persistent problems:

too many functioning food retailers.

For too long, our city’s grocery landscape has been plagued by a chaotic, inefficient patchwork of privately owned bodegas, family-run markets and independent grocers — each stubbornly competing, adapting and somehow managing to stock their shelves without the guiding hand of government. It’s been a messy, market-driven system.

Enter Mayor Zohran Mandami’s elegant solution: government-run grocery stores.

But surely, the real goal isn’t profitability, it’s performative.

I say, why limit this vision to groceries? If we’re serious, the next logical step is obvious: government-run convenience stores. After all, why should private operators continue to dominate late-night snacks, beverages and grab-and-go meals when the public sector could bring its unique brand of efficiency to the roller grill?

Imagine the possibilities. Coffee programs calibrated not by customer preference, but by committee. Pricing that reflects not market conditions, but policy priorities.

Remember in 2012 when former Mayor Mike Bloomberg passed a measure limiting the size of sugary soft drinks in the city? Perhaps most exciting, a government-run convenience store could bring an end to that exhausting wall of beverage choices — because nothing says progress like reducing 20 cooler doors to a carefully curated selection of three.

Hours of operation could finally align with government norms. Need a bottle of water at 9 p.m.? Sorry, you missed your one-hour window for that.

Of course, critics will point to the cost. Early estimates already suggest these stores will require substantial taxpayer investment to open and operate. But surely, the real goal isn’t profitability, it’s performative. Why allow independent operators to succeed on thin margins when the city can operate at a loss indefinitely?

And what of the bodegas, the lifeblood of so many neighborhoods? The ones that know their customers by name and somehow stay open through blackouts, pandemics and highcrime chaos. Clearly, they’ve had an unfair advantage for far too long. It’s only reasonable that they now compete with an entity that sets the rules … and writes the checks.

Some have even raised comparisons to state-run food systems of the past — those Soviet-era stores with empty shelves, long lines and limited supply. But let’s not dwell on history. Think of it instead as a lifestyle reset. Fewer choices. Occasional shortages. A return to the basics. It’s character-building, really.

And why stop at New York? If this model proves successful — and by “successful,” I mean operational — it could serve as a blueprint for cities nationwide. Imagine a network of government-run grocery and convenience stores stretching coast to coast, bringing consistency, uniformity and just the right amount of scarcity to every community.

In an industry that has long thrived on speed, flexibility and razor-thin margins, it’s refreshing to consider an alternative built on deliberation, bureaucracy and guaranteed funding.

So yes, let’s embrace this moment. Let’s rethink not just grocery, but convenience itself.

Because if there’s one thing the convenience channel has been missing all these years, it’s a little less convenience.

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

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

T H E

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HOOKS | SHELF MERCHANDISING | LABELING

®

CONTENTS JUNE 26

VO LU M E 6 2 N UMB ER 6

COVER STORY COVER STORY - PAGE 28

28 Nourishing the Industry In an otherwise lackluster year, foodservice emerges as a notable exception.

FEATURES 62 Curbing Crime

in Real Time

Convenience retailers are finding new ways to deter and discover internal and external loss.

68 From Classrooms to

Checkout Lines

Partnerships with local universities drive traffic and create brand loyalty for c-stores.

2025

DEPARTMENTS

62

EDITO R’ S N OT E

4 A Land Where C-store

Hot Dogs Are Revered

Iceland’s convenience stores embody what the U.S. industry is currently chasing.

VIEWP O IN T

6 A Modest Proposal

for New York’s Grocery & C-store Problem

21

Surely, Mayor Mandami’s solution is a return to basics strategy.

12 CSNews Online 21 New Products SMA LL O P ERATO R

22 Authentic, by Design

Small operators are leaning into more genuine, simple strategies to stand out.

IN SIDE T HE CO N SU MER MIND

90 Are C-stores Healthy

Enough?

22 8 Convenience Store News C S N E W S . c o m

The channel has been expanding its better-for-you offerings, but there’s still untapped potential.

888.426.3454 FIJIWater.com

© 2026 FIJI Water Company LLC. All Rights Reserved. FIJI, EARTH’S FINEST, EARTH’S FINEST WATER, the Trade Dress, and accompanying logos are trademarks of FIJI Water Company LLC or its affiliates. FW260429-25

CONTENTS JUNE 26

VO LU M E 6 2 N UMB ER 6

52

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 MANAGING EDITOR Danielle Romano dromano@ensembleiq.com SENIOR EDITOR Angela Hanson ahanson@ensembleiq.com EDITORIAL DIRECTOR EMERITUS Don Longo dlongo@ensembleiq.com CONTRIBUTING EDITORS Renée M. Covino, Tammy Mastroberte

INDUSTRY ROUNDUP 14 Next-Generation Network Strategy Unveiled for 7-Eleven 16 Retailers Face Stricter SNAP Stocking Requirements

CATEGORY MANAGEMENT

ADVERTISING SALES & BUSINESS ASSOCIATE BRAND DIRECTOR Rachel McGaffigan - (774) 212-6455 rmcgaffigan@ensembleiq.com

FO O DS E RV I C E

52 Winning the Battle of the Bean C-stores can capitalize on coffee by combining a strong foundation with innovative efforts.

ASSOCIATE BRAND DIRECTOR Ron Lowy - (330) 840-9557 - rlowy@ensembleiq.com ACCOUNT EXECUTIVE & CLASSIFIED ADVERTISING Terry Kanganis - (917) 634-7471 - tkanganis@ensembleiq.com DESIGN/PRODUCTION/MARKETING

18 Fast Facts 18 Eye on Growth 19 Retailer Tidbits 19 Supplier Tidbits 20 Top Women in Convenience Events Now Part of Official NACS Show Program

A LCO H O LI C BE V E R AGES

56 Modernizing the Mix Changes in consumer demand prompt convenience retailers to recalibrate their coolers.

ART DIRECTOR Cristian Bejarano Rojas crojas@ensembleiq.com PRODUCTION DIRECTOR Pat Wisser pwisser@ensembleiq.com MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com SUBSCRIPTION SERVICES

TECHNOLOGY

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

60 Smoothing the Path to Success Technology helps convenience retailers pinpoint and solve operational challenges.

60

CORPORATE OFFICERS CHIEF EXECUTIVE OFFICER

Jennifer Litterick

CHIEF FINANCIAL OFFICER

Jane Volland

CHIEF PEOPLE OFFICER

Ann Jadown

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 11 times per year, monthly, by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 200, Chicago, IL 60631. Subscription rates: Subscription rate in the United States: $148 one year; $273 two year; $18.40 single issue copy; Canada and Mexico: $202 one year; $386 two year; $22.00 single issue copy; Foreign: $202 one year; $386 two year; $22.00 single issue copy; Digital One year, digital $87; two year, $160. Periodical postage paid at Chicago, IL 60631, and additional mailing addresses. Copyright 2026

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. 200, Chicago, IL 60631.

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

CSNEWS ONLINE

TOP VIEWED STORIES

1

Casey’s Rolls Out All-American Menu Additions

The retailer paired the return of its most-requested limited-time offer, the Bacon Cheeseburger Pizza, with the debut of the ultimate sidekick, Casey’s new Crispy Fries. The pizza will be available through Sept. 8, while the fries are a permanent item.

FDA Review Takes Nearly 30 Cigarette

2 Products Off the Backbar

The U.S. Food and Drug Administration issued Not Substantially Equivalent orders for 28 cigarette products manufactured by Seneca Manufacturing Co. The agency said retailers should discuss disposal options for remaining inventory with the product manufacturer or supplier.

Royal Farms Enters South Carolina

Baltimore-based chain opened its first location in the 3 The state at 391 Fantasy Harbour Blvd. in Myrtle Beach on May

18. Ahead of the opening, Royal Farms hosted a special ticketed, two-day “Get Ready to ROFO” soft opening event.

4

Six C-store Chains Land Among ‘Most Trustworthy Companies’

OUT & ABOUT

NRA Show Highlights the Long-Term Effects of Leadership Development As the United States prepares to celebrate its 250th birthday, it is also a good time to recognize the industries that shape communities and help Americans form their strongest skills, National Restaurant Association (NRA) President and CEO Michelle Korsmo said during her keynote address at the 2026 NRA Show, held May 16-19 in Chicago.

Two in three working U.S. adults have worked at restaurants in the past.

“Restaurants are America’s training ground for working leadership. No one has as much influence over leadership skill development and the wider workforce than restaurants,” Korsmo stated.

She encouraged showgoers to start thinking of leadership development in their teams as nonnegotiable.

QuikTrip Corp., Casey’s General Stores Inc., Wawa Inc., RaceTrac Inc., Murphy USA and Love’s Travel Stops were named to Newsweek’s Top 100 Most Trustworthy Companies in America list for 2026. Determined through a survey, the ranking is based on customer and employee trust, and sentiment toward the brand.

FDA Authorizes First Flavored

5 Vapor Products

The agency gave the marketing greenlight to four Glas electronic nicotine delivery systems (ENDS) through its premarket tobacco product application pathway. This action marked the FDA’s first authorization of nontobacco and nonmenthol ENDS products.

EXPERT VIEWPOINT

Why AI Can’t Replace the Human in Convenience Retail Design Branding or designing a convenience store isn’t a graphic design exercise. It’s the work of understanding people: who they are, where they’re coming from, what they need at 7 a.m. vs. what they want at 2 p.m., and how a space can make them feel something beyond transactional. That’s a deeply human problem and it requires human empathy to solve, writes John McCauley, partner and director of brand design at Paragon Solutions. AI doesn’t understand the difference between a brand that earns loyalty and one that is just transactional.

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

For more exclusive content, visit the Events & Webcasts section of CSNews.com.

MOST VIEWED NEW PRODUCT

McLane Central Eats Expansion McLane is growing its Central Eats offering with new, ready-to-heat meals designed for today’s busy consumers that provide convenient options for lunch, dinner or snacking. Made with premium ingredients and chef-inspired recipes, the meals deliver quality and flavor in safe, simple microwaveable packaging. The initial lineup includes Chicken Parmesan with Spaghetti, Penne Alfredo with Chicken, Chicken Enchiladas with Cilantro Lime Rice, and Firecracker Chicken with Vegetable Fried Rice.

McLane Co. Inc. Temple, Texas mclaneco.com

INDUSTRY ROUNDUP

Next-Generation Network Strategy Unveiled for 7-Eleven

Its parent company wants more than 7,000 remodels completed by 2030

By Angela Hanson SEVEN & I HOLDINGS CO. LTD., the Tokyo-based parent

company of 7-Eleven Inc., will focus on a series of core priorities to improve its North American network, the company shared in a presentation during its Spring 2026 Investor Relations Day. The company’s value drivers include strengthening the fundamentals through a modern store network, with modernized stores serving as the foundation for scaling product assortment and customer experience; and scaling the future through a leading product assortment, best customer experience, fuel vertical integration, and cost leadership.

Seven & i has set a goal of more than 7,000 remodels by 2030 — more than half of the 13,000 7-Eleven stores in the United States and Canada — based on the premise that elevating customer experience requires fundamentally improving existing stores first.

Its new and targeted approach to remodels calls for: • Clean, modernized stores, signaling to customers that 7-Eleven has made an investment prior to them entering the property; • Key interior improvements, including program rollouts customized for each store’s customer base; and • Better customer experience through store simplification and optimization programs.

7-Eleven’s modern store network also will include 1,300 “new standard” stores, which outperform existing stores in both traffic and sales, according to Seven & i. “New 14 Convenience Store News C S N E W S . c o m

standard stores have created a scalable template for growth over the next decade,” the company said.

Inside the stores, the parent company seeks to reach $1 billion in incremental fresh food sales and 1,100 new restaurants by 2030, building customer loyalty and brand trust.

To grow fresh food sales, Seven & i plans to accelerate hot foods, expand the roller grill, reinvent the open air case, and become a flavor destination, all while investing in fresh-food quality and innovation to improve perception. Focus areas for its restaurant brands — Laredo Taco Company, Raise the Roost and Speedy Café — include broadening menu appeal, building new stores and concepts, and boosting operations with an optimized value chain.

Finally, Seven & i seeks to double its private brand business to approximately $2.6 billion in sales by 2030, leveraging high-growth categories such as nuts/seeds, protein, and items that appeal to Hispanic consumers.

“Our North Star unites us around elevating customer experience, with a shared commitment to delivering a consistent, exceptional experience — no matter where or how customers engage with us,” the company explained.

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INDUSTRY ROUNDUP

Retailers Face Stricter SNAP Stocking Requirements

USDA changes that place an emphasis on “real food first” will go into effect this fall RETAILERS WILL SOON be required to provide

a broader variety of nutritious food options to Supplemental Nutrition Assistance Program (SNAP) recipients across the country.

A new rule regarding stocking standards for participating retailers was published by the U.S. Department of Agriculture (USDA) in May. Specifically, retailers authorized to accept SNAP benefits must now carry seven varieties of items across four categories of staple foods: protein, grains, dairy, and fruits and vegetables.

The change more than doubles the current requirement, emphasizes more whole foods, increases the perishable food requirements, and eliminates loopholes that previously allowed retailers to count certain snack foods toward their staple food requirements.

The agency plan to issue additional guidance in the coming weeks. The rule takes effect this fall.

“To turn the tide on our nation’s health

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

crisis, we need to ensure our nutrition assistance programs emphasize real food first, and that’s exactly what these updates to SNAP retailer requirements will do,” said U.S. Secretary of Agriculture Brooke L. Rollins. “SNAP authorized retailers accept over $90 billion a year, or $236 million a day, in taxpayer dollars — USDA is making sure they’re actually in the business of selling food. And for those retailers who are the only food outpost for miles, I know you will be so excited to serve your customers and communities healthy food.”

In addition to ensuring that vulnerable families in need have more nutritious options wherever they shop, the rule demands more accountability from those retailers that have stocked the bare minimum and seen the most program violations, according to the USDA. “This rule puts real food back at the center of SNAP,” U.S. Department of Health and Human Services Secretary Robert F. Kennedy Jr. said. “I thank [Rollins] for her leadership in advancing these commonsense reforms. It demands more from retailers and delivers better options for the families who depend on this program. This administration is committed to working across government to improve nutrition, strengthen accountability, and drive better health outcomes nationwide. This is how we Make America Healthy Again.”

INDUSTRY ROUNDUP

FAST FACTS

48%

45%

54%

of retailers are seeing promotional activity pick up in the nonalcoholic beverage space.

of Generation Z and millennials using GLP-1 drugs are dining out more.

— Numerator

— Goldman Sachs

— Acosta Group

of drivers are saving money on gas by using gas station loyalty programs or apps.

Eye on Growth

Legacy Markets acquired 10 PowerTrac convenience and liquor stores in South Carolina. With this transaction, Legacy Markets brings its total portfolio to 20 stores in North Carolina and South Carolina.

During the first quarter of 2026, ARKO Corp. opened two retail stores and one new-to-industry (NTI) cardlock location. It remains on track to open three new Dunkin’ locations, one NTI retail store and approximately 20 NTI cardlock sites in 2026.

ARKO also plans to complete roughly 25 remodels this year.

Madison Capital Group expanded the Fresh Stop brand across Texas with the acquisition of four locations. The real estate investment firm raised $13.2 million for the deal through a regulation D private placement offering, Fresh Stop Texas DST.

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

Murphy USA Inc. is on track to open between 45 and 55 new c-stores this year.

Six stores opened as of early May and 18 stores are currently under construction.

Colonial Oil Industries Inc., a division of Colonial Group Inc., acquired Atkinson Oil Co. LLC, an affiliate of Jet Food Stores of Georgia Inc. The deal is expected to strengthen Colonial Oil Industries’ presence across the Southeast.

Tulsa International Airport, in collaboration with TNP Fuels, cut the ribbon on Fuel & Fly Mart, marking the debut of the airport’s first onsite convenience store.

The site will serve travelers, rideshare drivers and airport employees.

Retailer Tidbits

The Freshies convenience store chain, operated by R.H. Foster Energy LLC, debuted a reimagined flagship store in Bangor, Maine. The design features a refined visual identity, new proprietary branded foodservice programs and an enhanced coffee program.

The company partnered with Paragon Solutions for the Freshies 2.0 concept.

7-Eleven Inc. introduced new kids’ meals at participating 7-Eleven, Speedway and Stripes locations. Starting at a price point of $3.99, each meal includes an entrée, side and drink paired with a toy.

Onvo kicked off a search for its first-ever chief hot dog officer (CHO). The CHO will sample Onvo hot dogs all summer long, creating recipes inspired by favorite bites and sharing the experience with fans.

QuickChek and Upside teamed up to bring cash back fuel offers to 70 QuickChek locations in New Jersey. The retailer is the first in the Garden State to go live with the digital marketplace’s new fuel offer model.

Kwik Trip Inc. is tapping Eagle Eye to bring AI-powered personalized promotions to its customers. The technology platform will deliver individualized and gamified offers to the 5.25 million loyalty members.

Chestnut Market is partnering with Lula Commerce to launch third-party digital ordering and delivery across its network of 80 stores. The collaboration represents the next step in the retailer’s broader digital strategy.

Supplier Tidbits

Molson Coors completed its purchase of Atomic Brands Inc., maker of Monaco Cocktails. This acquisition establishes Molson Coors as a top five supplier in the fast-growing ready-to-drink cocktail segment.

Welch’s Fruit Snacks are now made with colors from natural sources and contain no artificial dyes, such as Red 40 or Blue 1. This milestone reflects a longstanding commitment by PIM Brands to offer better choices for families.

Morinaga & Co. Ltd inked a deal for My/Mochi Ice Cream. This growth move builds upon Morinaga’s plans to expand HI-CHEW production capacity in the United States with the opening of a second factory in 2027.

The companies began their supervised autonomy pilot in 2023.

McLane Co. Inc., in partnership with Aurora Innovation Inc., is expanding a driverless haul pilot program across Texas. McLane will service the state with the Aurora Driver, an SAE L4 self-driving system.

Black Buffalo signed on as the Official Dip of Major League Fishing. The partnership designates Black Buffalo as the official dip across the Bass Pro Tour, Fishing Clash Team Series, Tackle Warehouse Pro Circuit, Toyota Series, and Phoenix Bass Fishing League.

Royal Cup Coffee and Tea is acquiring Farmer Brothers Coffee Co. As part of the transaction, Royal Cup will purchase all outstanding shares of Farmer Brothers stock in an all-cash transaction for approximately $28 million.

J UNE

2026

Convenience Store News

19

INDUSTRY ROUNDUP

Top Women in Convenience Events Now Part of Official NACS Show Program

The arrangement will enable showgoers to attend the TWIC Awards Gala and new TWIC Connections luncheon without conflicts Convenience Store News and NACS formed a new arrangement that will see the Top Women in Convenience (TWIC) Awards Gala and this year’s new TWIC Connections luncheon added to the official NACS Show program.

The 2026 NACS Show takes places Oct. 6-9 in Las Vegas. On Thursday, Oct. 8, CSNews will host its inaugural Top Women in Convenience Connections luncheon from noon to 2 p.m., bringing together the 2026 class of TWIC honorees and TWIC alumni from past years for professional development and networking. The TWIC Awards Gala will now take place on the evening of Oct. 8 at the Westgate Las Vegas Resort & Casino.

“NACS and Convenience Store News are bringing one of the industry’s most

prestigious awards programs into the NACS Show agenda, ensuring our audience can experience the new TWIC luncheon and the Top Women in Convenience Awards Gala without logistical conflicts,” said Bob Hughes, NACS’ vice president of supplier relations, expositions and meetings.

“Moving TWIC to Thursday, Oct. 8, not only solves industry scheduling conflicts, but also allows us to introduce new programming during the inaugural TWIC luncheon, further building on the energy of the NACS Show,” added Sandra Parente, senior vice president of Convenience North America at EnsembleIQ, the parent company of CSNews.

Now in its 13th year, TWIC is the industry’s first and still only awards program that recognizes the integral role women play in convenience retailing and honors female leaders who are making outstanding contributions to their companies and the convenience store industry at large. To date, nearly 800 women have been welcomed into the TWIC family.

26_002757_Convenience_Store_News_JUN Mod: April 3, 2026 3:25 PM Print: 04/23/26 page 1 v2.5

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Sunny Sky Products is partnering with AriZona to bring AriZona Fountain Beverages to retail and on-premises channels. Designed for consistency and ease, these dispensed beverages allow operators to serve a trusted brand while maximizing speed, reducing labor and optimizing menu space. Available flavors include Arnold Palmer, Green Tea, Mucho Mango, Watermelon, Fruit Punch, Sweet Tea, and Unsweet Tea. Packaged in a three-gallon bag-in-box, each product yields 192 12-ounce servings per case with a 12-month shelf life from pack date. AriZona Fountain Beverages are now available through Sunny Sky Products.

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Prairie City Bakery Cinnamon Crumble Pound Cake

Building on the success of its Coffee House Pound Cake line, Prairie City Bakery introduces the Cinnamon Crumble Pound Cake. The new flavor features a rich, moist pound cake that’s swirled with warm cinnamon, topped with a buttery crumble streusel and finished with a drizzle of sweet white icing. The Coffee House Pound Cake line is part of the brand’s thaw-and-sell program. Retailers can simply thaw, stock and sell, ensuring consistent quality with minimal labor. Cinnamon Crumble Pound Cake is available now and stocked in DOT Foods for convenient distribution.

PRAIRIE CITY BAKERY • VERNON HILLS, ILL. • PCBAKERY.COM

Johnsonville Ultimate Southern Recipe Sausage Slices

Fully cooked and seasoned with sage and cracked black pepper, Johnsonville Ultimate Southern Recipe Sausage Slices are grilled for depth of flavor before being cut into quarter-inch bias slices for flexibility across applications. Designed for today’s most popular menu builds, the comfort-driven flavor can help operators add versatility to breakfast burritos, lunchtime bowls, dinner pizzas and more. Additionally, compared to sausage crumbles, Ultimate Southern Recipe Sausage Slices provide improved visual appeal, a richer flavor experience and more substantial value for operators, according to the company.

JOHNSONVILLE LLC • SHEBOYGAN FALLS, WIS. • FOODSERVICE.JOHNSONVILLE.COM

Sour Patch Kids Glow Ups Hearts & Besties

The Sour Patch Kids brand spreads the sour gummy love with two mouthpuckering product drops: Sour Patch Kids Glow Ups Hearts and Sour Patch Kids Besties. Glow Ups Hearts is the latest addition to the Glow Ups line following its 2025 debut. Available in Strawberry Watermelon and Cherry flavors, the red and pink, soft chewy hearts glow under a blacklight. Besties features classic flavors (Redberry+Blue Raspberry and Watermelon+Lime) in one piece, connected by four kids holding hands. Glow Ups Hearts come in an 8.4-ounce standup bag for $3.99, while Besties are available in a 3.1-ounce peg bag for $1.25 or a 7.37-ounce peg bag for $3.29.

MONDELĒZ INTERNATIONAL • HANOVER, N.J. • THESOURPATCHKIDS.COM

DFS 4Court Media

New from Dover Fueling Solutions (DFS), 4Court Media is a retail media network designed to connect brands with consumers at the pump. It gives endemic and nonendemic advertisers access to a broad range of fueling retailers, including thousands of independent operators that are traditionally harder to reach through national media buys. This retail media network primarily operates on Wayne Ovation fuel dispenser screens, including its 27-inch and 12-inch high-definition displays, to deliver vivid, multimedia content that captures the attention of consumers during their fueling experience. For retailers, 4Court Media provides a turnkey, fully managed media service that delivers an engaging forecourt experience while generating incremental revenue through ad sales.

DOVER FUELING SOLUTIONS • AUSTIN, TEXAS • DOVERFUELINGSOLUTIONS.COM

J UNE

2 0 2 6 Convenience Store News

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SMALL OPERATOR

Authentic, by Design

Small operators are leaning into more genuine, simple strategies to stand out

By Renée M. Covino THE CONVENIENCE STORE industry is a

competitive market, making it important to attract the attention of customers.

Some small operators are winning by differentiating in design — on their own merit, rather than trying to compete with big-chain prototypes.

“We’re seeing more small operators finally stop trying to look like the big chains and start using one of their top advantages over the majors — namely, the freedom to be specific about who they are and what they’re about,” relayed Byron Anderson, managing partner of retail design firm BDL Partners, based in New York.

He cited two examples of small operators that are doing a great job of brand positioning, one rooted in Southern hospitality and the other a bistro-type destination with a laser focus on the customer experience.

“Small operators can be genuinely, specifically local,” Anderson said. “Not in the superficial way and not with a mural of the skyline or a hashtag about community, but with the product mix, the food offer and a store design that feels like it was built for the street it sits on.”

His advice to clients of a smaller scale is to be bold about your specific story and simple in how you tell it. You don’t need an expensive concept to have a clear identity.

Trend Watch

“The biggest shift we’re seeing is the 22 Convenience Store News C S N E W S . c o m

move from transactional to experiential,” John McCauley, a partner and director of brand design at Fort Worth, Texas-based Paragon Solutions, told Convenience Store News. “Small operators are investing in spaces that feel intentional, not assembled.”

Authenticity-driven branding is leading the charge. There is a realization that customers are drawn to stores that feel rooted in something real, whether that’s a local food heritage, a community identity or a family story. “When the design reflects honestly, it resonates in ways that generic store sets simply can’t,” he explained.

This means customers should be able to understand a store within seconds of walking in. In smaller footprints, clutter and over-merchandising can create confusion and reduce sales.

“One of the biggest shifts we’re seeing is toward simplicity,” offered Margaret Sotrop, executive vice president of retail growth for GSP Retail, a retail solutions provider based in Clearwater, Fla. “If a customer walks in and can’t immediately understand the space, you’ve already lost them. Sightlines, flow and clarity are everything in a smaller footprint.”

Small operators benefit from truly understanding their shoppers and the communities they serve, said Elizabeth Lafontaine, director of research at Placer.ai, a Santa Cruz, Calif.-based food traffic analytics platform. “Understanding local preference can inform merchandising and design decisions unique to each location; for example, one location might benefit from a broader selection of drinks and fewer snacks,” she said. “Design should reflect local traffic patterns and tastes.”

Another top trend defining c-store design right now is foodservice as the centerpiece. The coffee bar, the

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SMALL OPERATOR

with a focused, phased approach.”

She and Barnhart recommend small operators define their brand first by asking: • What do we want to be known for?

• What brings customers inside from the pumps?

• What makes our store memorable?

Then, start with the basics. Fix sightlines and remove clutter. “Too many vendor displays and overstocked fixtures block visibility and hurt navigation,” Barnhart said.

Foodservice as the centerpiece is a top trend defining c-store design.

grab-and-go case and the fresh prepared food section are moving from the back wall to the heart of the store, according to industry design experts, who say that when a retailer designs around its best offer, the whole space performs better.

Heidi Barnhart, retail environment account director for GSP Retail, calls this designing around “hero zones” or destination categories. “Whether it’s coffee, grab-and-go or beer caves, successful stores create impact within the key categories they want to be known for,” she said.

One other design stance that’s worthy of small operators’ attention is to pull every aspect together.

“One of the top trends we’re seeing in small retail today is the importance of establishing a cohesive brand look and feel across every touchpoint, from your online store and app to your marketing, PR and social media, all the way through to the in-store experience itself,” said Cindi Kato, principal at Arcadis, a global design and consultancy firm.

She echoed that small operators have an advantage larger chains don’t: the ability to be totally brand forward.

“They can create a space that stands out and tells their own story on their own terms,” she stated.

Laying the First Stone

So, where should small operators start when looking to remodel?

“The biggest mistake we see is trying to do too much at once,” GSP Retail’s Sotrop pointed out. “Instead, start

“Small operators are investing in spaces that feel intentional, not assembled.”

— John McCauley, Paragon Solutions 24 Convenience Store News C S N E W S . c o m

The entry zone is key, according to Paragon Solutions’ McCauley. “First impressions matter,” he said, urging operators to think about what customers see in the first 10 feet. “Make that space clean, uncluttered and welcoming. It sets expectations for everything else.”

BDL Partners’ Anderson likewise recommends cleaning up sightlines. “Make sure the first thing a customer sees is what you want them to buy. Most stores get this fundamentally wrong and then wonder why basket size is flat,” he observed.

Operators don’t need a big-move remodel to make a big impact, he added. “You need a clear point of view and the discipline to act on it,” Anderson said. “A surprising number of operators have neither and that’s the real problem — not the budget.”

He believes small stores should put their design focus on lighting. “If you only do one thing, do this,” he maintained. “Warm, focused light over food and beverage changes how the entire store feels without touching a single fixture. Operators consistently underspend here, and I genuinely don’t understand why.”

McCauley agrees that nothing transforms a store faster or more affordably than updated lighting. “Swap out flat fluorescents for layered, warmer LED systems,” he said. “Highlight your foodservice area and your fresh offer. Lighting tells customers where to look and what matters.”

Small operators shouldn’t overlook a color and materials refresh, too. Sometimes, a new wall color, updated shelving endcaps and consistent branded touchpoints can do more than a full renovation at a fraction of the cost, according to McCauley.

Warm, residential-influenced materials are replacing the cold, hard surfaces that have defined convenience retail for decades.

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“Think natural wood tones, warm lighting, textured wall surfaces and softer color palettes,” he suggested. “These choices slow customers down in the best possible way and signal that this is a place worth lingering in.”

Stores should create a roadmap before investing, Barnhart advised. “We often recommend building a virtual prototype store first, so operators can ‘try it before they buy it’ and plan phased investments,” she explained.

And Sotrop added, “If you’re not ready for a full rebrand, start by creating a clean, simplified ‘white space’ that sets the stage for future upgrades.”

“Sightlines, flow and clarity are everything in a smaller footprint.”

Sustainable, Not Solar

Should sustainability factor into the design equation if you’re not a big chain?

“It plays in more than most small operators realize, and it doesn’t have to mean solar panels and living walls,” McCauley said, adding that sustainability in design starts with durability.

Sustainability is best framed as longevity, in Anderson’s view. “Design decisions that last a decade are more economically and environmentally sustainable than cosmetic updates every three years. Durable materials cost more upfront and considerably less over time,” he reasoned.

To design with longevity in mind, small operators should aim for things such as LED lighting, high-efficiency equipment, and fewer fixtures that are built better.

— Margaret Sotrop, GSP Retail Designing for ease of maintenance is another “green” tactic. Sustainable operations are the ones that can actually be sustained, according to Anderson. He advocates for sourcing local materials, suppliers and food programs where possible. “Communicate the story, but let the quality of the environment make the argument,” he said.

“When you reduce operating cost, you reduce environmental impact and simultaneously improve store environment,” Anderson said.

This is an area where small operators can get ahead of their larger competitors. It’s all in the storytelling, per McCauley. “Customers notice when a store makes genuine sustainability commitments, and a smaller operator can communicate that story authentically in ways that feel personal rather than corporate,” he told CSNews.

Practical, cost-effective decisions that can be easily executed are what small operators should focus on. “Flexible systems like fabric and cleat mounted signage reduce waste, allow easy updates and have great impact,” Barnhart asserted. “Energy-efficient lighting with LED upgrades often come with rebates or tax credits.”

But Anderson pointed out an important “don’t” to consider. “The mistake operators make is treating sustainability as a brand position,” he cautioned.

“Customers, especially younger customers, sniff out inauthenticity instantly. Do the work and let the environment speak for itself.” CSN

More Mileage for Your Money Which areas of the store will provide the most bang for the least buck? Here, Convenience Store News offers a punch list from our contributing design experts: • Windows — They should provide real visibility into the store.

• Front of the Store — Right as you walk through the door, look at this area as a revolving showcase to deliver an element of surprise.

• Lighting — There is no more efficient design investment available.

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

• Foodservice Area — Hands down, it is where margin lives and where loyalty is built.

• Beverages — Stellar beverage destinations can create a 20% to 30% sales lift.

• Restrooms — Consistently clean restrooms are a competitive differentiator, particularly for road travelers and families.

• Checkout — In terms of impulse purchases, two or three curated, high-relevance items will outperform a crowded rack every time.

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E H T G N I H Y S R I T R S

IN D

NO U

COVER STORY

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

U

IN AN OTHERWISE LACKLUSTER YEAR, FOODSERVICE EMERGES AS A NOTABLE EXCEPTION

By Angela Hanson & Linda Lisanti

WHILE TOTAL U.S. convenience store sales

declined for a third consecutive year in 2025, and many of the major product categories struggled to post growth, there were a handful of notable exceptions — the most prominent being the foodservice category.

Average foodservice sales per store increased 4.2%, leading the category’s share of in-store sales to hit a five-year high of 23.29%, according to the 2026 Convenience Store News Industry Report, the longest-running annual analysis of U.S. c-store industry performance.

Foodservice growth, albeit slower than in previous years, helped the industry eke out a 1% increase in total in-store sales for the year. This wasn’t enough, however, to offset a 5.5% drop in motor fuel sales, largely driven by another year of lower gas prices. As a result, overall industry sales declined 3%, going from $755.2 billion to $732.5 billion.

Still, the convenience store industry’s sales mix for 2025 remained weighted more toward motor fuels, though in-store sales did again attain a bigger slice of the pie than the prior year. Fuel comprised 59.6%, down from 61.2% in 2024. In-store comprised 40.4%, up from 38.8%.

The industry’s gross profit dollar mix, on the other hand, skewed more toward in-store, which accounted for 61.2%, while fuel accounted for 38.8%. In total, industry gross profits rose just 0.8% last year to $129.43 billion. This marked the lowest rate of growth in the past five years.

On the plus side, inflation continued to cool in 2025 — the average annual rate was 2.7%, compared to 2.9% in 2024 and 4.1% in 2023. Nevertheless, it appears c-store customers scaled back visits to the channel, but kept their in-store spend per visit stable. Year over year, fuel transactions per week dropped 1.4% and in-store transactions dropped 3.6%. The average in-store transaction totaled $12.78, up a slight 0.6%.

2025

OPERATIONS RESULTS Continuing a welcome trend that began in 2024, convenience retailers enjoyed a little more relief in terms of operating expenses last year. Direct store operating expenses

J UNE

2026

Convenience Store News

29

COVER STORY

2025

TOTAL CONVENIENCE STORE SALES (in billions)

• 2025

2024

2023

2022

2021

TOTAL

•

MOTOR FUELS

•

STORE GROWTH ANALYSIS

•

IN-STORE

TOTAL STORE COUNT

$732.5 -3.0% $436.5 -5.5% $296.0 +1.0%

2025

$755.2 -2.6% $462.0 -5.3% $293.2 +1.9%

2024

$775.5 -4.7% $487.8 -9.4% $287.7 +4.5%

2023

$814.0 +22.7% $538.7 +32.9% $275.3 +6.6%

2022

•

•

CHAINS

SINGLE STORES

151,975 39.9% 60.1% 152,255 39.8% 60.2% 152,396 39.8% 60.2% 150,174 39.8% 60.2% 148,026

$663.5 +24.5% $405.3 +39.9% $258.2 +6.2%

2021

39.6% 60.4%

MOTOR FUEL VOLUME

2025

2024

2023

2022

2021

139.0

137.9

136.9

135.0

132.9

0.8% change

0.7% change

1.4% change

1.6% change

7.8% change

Gallons (billions)

Gallons (billions)

Gallons (billions)

rose only 5.7% per store compared to 7.9% in 2024 and 11.3% in 2023. The impact was observed across most line items with the exception of health insurance.

Labor, including wages, payroll taxes, workers compensation, health insurance and other benefits, accounted for the largest share of operating expenses at $664,028 per store, up 4% vs. the prior year. This is also a continuation of a downward trend that began in 2024, as labor costs had increased by 6.6% in 2023 and 11.2% in 2022 as the 30 Convenience Store News C S N E W S . c o m

Gallons (billions)

Gallons (billions)

industry struggled to hire and retain employees.

Also in the win column, there’s continued improvement in the industry’s turnover rates. The 2025 turnover rate for store associates was 140%, down from 146% in 2024 and 158% in 2023. Last year also saw the turnover rate for store managers experience a turnaround.

MOTOR FUELS Retail gasoline prices saw their third year of decline in

COVER STORY

2025

2025, with the weighted average price of all grades of gasoline and diesel fuel falling 6.3% to $3.14 per gallon, the second-lowest average price in the last five years. As such, the industry’s fuel dollar sales fell, declining 5.5%, while gallons saw a small uptick from a year ago, increasing just 0.8%. The average gross margin slipped 1.8% to 27.8 cents per gallon.

The percentage of convenience stores selling motor fuels held steady, increasing less than one percentage point to 80.7%.

Approximately 122,620 c-stores across the United States offered motor fuels last year.

Industrywide, total dollar sales of motor fuels reached $436.5 billion in 2025, down from $462 billion the previous year and the second-lowest figure in the last five years.

Conversely, total gallons sold reached 139 billion, up from 137.9 billion, marking a new five-year high.

CIGARETTES The decline of cigarette sales at c-stores continued in 2025 but at a slower pace, falling 1.7% to $383,422 in average sales per store. This drop, however, marked an

INDUSTRY SALES MIX

•

IN-STORE

•

•

MOTOR FUELS

40.4%

2025

38.8%

2024

37.1%

2023

GROSS PROFIT DOLLAR MIX

38.8%

61.2%

2024

39.3%

62.9%

2023

39.7%

2022

40.8%

2021

41.4%

62.1%

61.2% 60.7% 60.3% 59.2% 58.6%

FIVE-YEAR TREND: WAGES (dollars per store)

INDUSTRY GROSS PROFIT 2025 $ BILLIONS

2024 $ BILLIONS

In-Store

$79.28

$77.91

Motor Fuels

$50.16

$50.46

TOTAL

$129.43

$128.37

MOTOR FUELS

2025

66.2%

38.9%

2021

•

59.6%

33.8%

2022

IN-STORE

2025

$561,659

2024

$541,620

2023

$518,297

2022

$487,121

2021

$435,708

DIRECT STORE OPERATING EXPENSES (dollars per store) 2025

2024

% change

Wages

$561,659

$541,620

3.7%

Payroll taxes

$21,656

$20,763

4.3%

Workers’ compensation

$21,160

$20,346

4.0%

Health insurance

$51,776

$48,164

7.5%

Other benefits

$7,777

$7,393

5.2%

Labor subtotal

$664,028

$638,286

4.0%

Credit card fees

$247,729

$226,030

9.6%

All other direct store operating expenses

$330,131

$311,151

6.1%

TOTAL

$1,241,888

$1,175,467

5.7%

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

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COVER STORY

2025

improvement from the 4.8% decline of the previous year.

Economy/value cigarettes were again the only notable area of growth at an 11.2% increase, up from 8.2% in 2024. While it remains the smallest segment in terms of actual dollar sales, this indicates consumers are increasingly interested in ways to save money on cigarette purchases. Premium/ super premium was the top cigarette segment by a significant margin, though average sales per store declined 3.3%. Midlevel cigarette sales were flat at 0.2%.

Total industry dollar sales of cigarettes also saw a slower rate of decline in 2025, falling 1.8% from the prior year. Total industry unit volume decreased 6.9%, marking the lowest rate of volume decline since 2021.

The category’s share of in-store sales fell less than one percentage point to 19.59%, hitting a five-year low. This also marked the first instance of sub-20% share for the category during the five-year period.

EMPLOYEE TURNOVER

2025

2024

2023

Store associates

140%

146%

158%

Store managers

85%

92%

90%

2025

2024

% change

In-store transactions per week

3,198

3,317

-3.6%

Motor fuel transactions per week

1,905

1,932

-1.4%

Average in-store transaction

$12.78

$12.70

0.6%

Average motor fuel transaction

$34.04

$35.91

-5.2%

Average gallons per transaction

10.7

10.61

0.8%

TRANSACTIONS

C-STORE SQUARE FOOTAGE

OTHER TOBACCO PRODUCTS Other tobacco products (OTP) had a better year than cigarettes despite mixed segment results. Average sales per store in 2025 increased 3.7% to $160,804, up from 2.7% growth the previous year. Still, most OTP segments posted flat to declining per-store sales.

2025

2024

2023

Sales area

2,685

2,675

2,650

Nonsales area

842

845

830

Total store size

3,527

3,520

3,480

Total property size

30,890

30,875

30,800

Papers and smokeless tobacco alternatives were the only subcategories to see growth, with average sales per store rising 10.6% and 35.5%, respectively. The sharp increase for smokeless tobacco alternatives was enough to move this segment ahead of cigars and vaping products, even as its growth slowed from a 59.6% increase in 2024.

IN-STORE SALES PER STORE

Total industry sales of OTP increased

Sales

2025

$1,956,972

% change 1.0%

2024

$1,937,377

1.7%

2023

$1,905,839

3.0%

2022

$1,851,187

6.0%

2021

$1,746,649

7.9%

TOTAL MERCHANDISE & FOODSERVICE SALES (in billions)

SALES

% CHANGE

Total

Merchandise

Foodservice

Total

Merchandise

Foodservice

2025

$296.0

$227.1

$68.9

1.0%

0.0%

4.1%

2024

$293.2

$227.0

$66.2

1.9%

-0.9%

12.9%

2023

$287.7

$229.0

$58.7

4.5%

2.4%

13.5%

2022

$275.3

$223.6

$51.7

6.6%

4.0%

19.5%

2021

$258.2

$214.9

$43.2

4.3%

3.7%

20.5%

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

COVER STORY

2025

MOTOR FUEL SALES & MARGINS

2025

2024

% change

Dollar sales (in billions)

$436.5

$462.0

-5.5%

Gallons sold (in billions)

139.0

137.9

0.8%

Gross margin cents per gallon

27.8

28.3

-1.8%

Average sales price per gallon*

$3.14

$3.35

-6.3%

Prepared food once again led all foodservice segments in both growth and dollar sales, with per-store sales increasing 5.5%. Cold dispensed beverages and frozen dispensed beverages also posted gains, though growth slowed to 2.4% and 2.8%, respectively. Hot dispensed beverages was the only segment to decline, with per-store sales slipping 1.7% after growing 12.2% in 2024.

*Weighted average, all grades and diesel

Total industry sales of foodservice increased 4.1% in 2025, the lowest growth rate of the last five years and a significant drop from 12.9% growth in 2024. Despite slower growth, though, the category’s share of in-store sales hit a five-year high, rising to 23.29%.

RETAIL GASOLINE PRICES (per gallon)

Price

% change

2025

$3.14

-6.3%

2024

$3.35

-5.9%

2023

$3.56

-10.7%

2022

$3.99

30.8%

2021

$3.05

33.8%

PACKAGED BEVERAGES The cold vault’s overall performance improved in 2025 even as most packaged beverage segments struggled.

Average packaged beverage sales per store increased 3% to $278,353, up from a negligible 0.1% bump in 2024.

Price includes dollars per gallon for all grades, all formulations

FIVE-YEAR TREND: MOTOR FUELS 2025

2024

2023

2022

2021

Dollar sales (in billions)

$436.5

$462.0

$487.8

$538.7

$405.3

Gallons sold (in billions)

139.0

137.9

136.9

135.0

132.9

STORES SELLING MOTOR FUELS

2025

80.7%

2024

80.0%

2023

78.8%

2022

79.0%

2021

78.8%

3.8% last year, up from 2.9% in 2024. Total industry unit volume fell 0.5%, an improvement over the previous two years of volume declines. Year over year, OTP’s share of in-store sales saw a slight uptick to 8.24%.

FOODSERVICE The foodservice category continued to grow in 2025 albeit at a more moderate pace, marking the first time in five years that its growth fell below double digits.

Average sales per store increased 4.2% to $455,925, compared to 12.9% growth in 2024.

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

For the second consecutive year, only a handful of beverage segments posted dollar sales growth. Energy and alternative drinks led the way with perstore sales of the top-selling segment rising 10%, while juice and juice drinks increased 4%. Carbonated soft drinks remained relatively flat with per-store sales inching up 0.3%, but the category continued to hold a comfortable No. 2 spot in total dollar sales. All other segments recorded declines. Ready-to-drink coffee saw the steepest drop at 7%, while bottled water fell 2.5%, moving this segment behind enhanced water.

Total industry sales of packaged beverages picked up from the previous year, increasing 2.9% from a relatively flat 2024. Total unit volume decreased 0.9%, slowing from the previous year’s 3.2% volume decline. Packaged beverages’ share of in-store sales grew less than one point to 14.22%, marking a new five-year high for the category.

BEER & MALT BEVERAGES The beer and malt beverages category saw worse results than the rest of the cold vault in 2025 due to mixed segment results. Average sales per store decreased 2.4% to $164,496, building on the 1.1% decline of 2024.

Imported beer claimed the top-selling segment seat in 2025, overtaking

COVER STORY

2025

IN-STORE SALES BY CATEGORY PERCENT OF IN-STORE SALES

SALES PER STORE

TOTAL INDUSTRY SALES (in millions)

2025

2024

2025

% change

2025

% change

Cigarettes

19.59%

20.14%

$383,422

-1.7%

$57,983

-1.8%

Packaged beverages

14.22%

13.96%

$278,353

3.0%

$42,095

2.9%

Beer/malt beverages

8.40%

8.70%

$164,496

-2.4%

$24,877

-2.5%

Other tobacco products

8.24%

8.01%

$160,804

3.7%

$24,390

3.8%

Edible grocery

5.37%

5.55%

$105,167

-2.1%

$15,904

-2.2%

Candy

3.49%

3.49%

$68,266

1.0%

$10,323

0.9%

Salty snacks

2.98%

3.08%

$58,241

-2.3%

$8,807

-2.4%

General merchandise

2.91%

2.99%

$56,981

-1.6%

$8,616

-1.7%

Wine & liquor

2.35%

2.21%

$45,977

7.3%

$6,953

7.2%

Nonedible grocery

1.52%

1.60%

$29,817

-3.8%

$4,509

-3.8%

Alternative snacks

1.11%

1.10%

$21,709

1.6%

$3,283

1.5%

Fluid milk products

0.99%

1.07%

$19,355

-6.4%

$2,927

-6.5%

Ice cream & frozen novelties

0.89%

0.92%

$17,405

-2.2%

$2,632

-2.3%

Health & beauty care

0.66%

0.66%

$12,822

0.3%

$1,939

0.2%

Ice

0.59%

0.60%

$11,559

-0.8%

$1,748

-0.9%

Packaged sweet snacks

0.28%

0.29%

$5,446

-3.8%

$824

-3.9%

All other merchandise

3.13%

3.05%

$61,227

3.4%

$9,259

3.3%

Merchandise Subtotal

76.71%

77.42%

$1,501,047

0.1%

$227,069

0.0%

Prepared food (prepared onsite or offsite)

17.85%

17.09%

$349,459

5.5%

$52,847

5.5%

Hot dispensed beverages

3.17%

3.25%

$61,991

-1.7%

$9,375

-1.8%

Cold dispensed beverages

1.52%

1.50%

$29,826

2.4%

$4,510

2.3%

Frozen dispensed beverages

0.75%

0.74%

$14,649

2.8%

$2,215

2.7%

Foodservice Subtotal

23.29%

22.58%

$455,925

4.2%

$68,947

4.1%

TOTAL IN-STORE

100%

100%

$1,956,972

1.0%

$296,016

1.0%

MERCHANDISE

FOODSERVICE

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

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COVER STORY

2025

CATEGORY ANALYSIS:

CATEGORY ANALYSIS:

OTHER TOBACCO PRODUCTS

CIGARETTES SALES PER STORE

SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

Premium/ super premium

$299,913

-3.3%

$45,354

-3.4%

Mid-level

$50,765

0.2%

$7,677

0.2%

Economy/ value

$32,744

11.2%

$4,952

11.1%

TOTAL

$383,422

-1.7%

% change

$57,983

-1.8%

2025

% change

2025

% change

Smokeless

$51,303

-2.8%

$7,758

-2.6%

Smokeless tobacco alternatives

$38,555

35.5%

$5,830

35.7%

Vaping products

$37,600

-8.0%

$5,686

-7.8%

Cigars

$28,991

-0.3%

$4,384

-0.1%

Papers

$3,291

10.6%

$498

10.8%

Pipe/cigarette tobacco

$1,439

-0.1%

$218

0.3%

Other tobacco nicotine products

$109

-5.1%

$16

-2.9%

$160,804

3.7%

$24,390

3.8%

TOTAL

FIVE-YEAR TREND: CIGARETTES 2025

2024

2023

INDUSTRY TOTAL (in millions)

FIVE-YEAR TREND: OTHER TOBACCO PRODUCTS 2022

2021

2025

2024

2023

2022

2021

0.3%

Percent change in total sales

3.8%

2.9%

3.9%

4.6%

8.1%

-7.6%

-6.0%

Percent change in total unit volume

-0.5%

-2.6%

-3.3%

-0.5%

-1.4%

23.49%

25.90%

Share of in-store sales

8.24%

8.01%

7.93%

7.98%

8.14%

Percent change in total sales

-1.8%

-4.6%

-4.3%

-3.3%

Percent change in total unit volume

-6.9%

-9.1%

-7.4%

Share of in-store sales

19.59%

20.14%

21.51%

premium beer, which posted its second consecutive year of steep declines. Average perstore sales of premium beer fell 5.9%, while imported beer saw a smaller decrease at 1.8%. A few segments posted per-store sales growth, including premium plus/super premium beer, alcoholic seltzers, cheladas, alcoholic cider, and nonalcoholic beer. Nonalcoholic beer delivered the strongest percentage increase at 24.3%, though it remained the smallest segment in total dollar sales.

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The percentage of convenience stores selling beer and malt beverages remained relatively steady in 2025, inching up less than one percentage point to 82.1%. However, total industry dollar sales for the category declined 2.5%, worsening from a 0.8% decrease in 2024. Total unit volume also continued to slide, falling 2.4%, following a 1.5% decline the previous year.

As a result, the category’s share of in-store sales dipped to 8.4%, its lowest level in the past five years.

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COVER STORY

2025

LIQUOR A newly added category to the Industry Report this year, c-store liquor sales grew in 2025, buoyed by strong gains in several segments. Average sales per store increased 5.5% to $30,248.

Ready-to-drink cocktails, the category’s No. 2 segment, delivered the strongest performance with per-store sales jumping 33.8%. Prepared cocktails also posted robust growth of 22.3%, though this segment remains relatively small in total dollar sales. Distilled spirits comfortably retained its standing as the category’s top segment, though sales were essentially flat, rising just 0.8%.

Industrywide, total liquor sales increased 5.4% in 2025, slightly below the 6.1% growth posted by the category in 2024. Unit volume growth also moderated, rising

CATEGORY ANALYSIS: PACKAGED BEVERAGES SALES PER STORE

CATEGORY ANALYSIS: FOODSERVICE SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Prepared food (prepared onsite or offsite)

$349,459

5.5%

$52,847

5.5%

Hot dispensed beverages

$61,991

-1.7%

$9,375

-1.8%

Cold dispensed beverages

$29,826

2.4%

$4,510

2.3%

Frozen dispensed beverages

$14,649

2.8%

$2,215

2.7%

TOTAL

$455,925

4.2%

$68,947

4.1%

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Energy/alternative drinks

$97,668

10.0%

$14,770

9.9%

Carbonated soft drinks

$73,802

0.3%

$11,161

0.3%

Sports drinks

$29,905

-0.8%

$4,522

-0.9%

Enhanced water

$18,396

-0.9%

$2,745

-1.0%

Bottled water

$18,149

-2.5%

$2,577

-2.5%

Juice/juice drinks

$17,039

4.0%

$2,782

3.9%

Iced tea (ready-to-drink)

$10,499

-2.5%

$1,588

-2.5%

Coffee (ready-to-drink)

$8,688

-7.0%

$1,314

-7.1%

All other packaged beverages

$4,207

-2.5%

$636

-2.6%

TOTAL

$278,353

3.0%

$42,095

2.9%

FIVE-YEAR TREND: PACKAGED BEVERAGES FIVE-YEAR TREND: FOODSERVICE

2025

2024

2023

2022

2021

2025

2024

2023

2022

2021

Percent change in total sales

2.9%

0.4%

7.9%

7.8%

10.9%

Percent change in total sales

4.1%

12.9%

13.5%

19.5%

20.5%

Percent change in total unit volume

-0.9%

-3.2%

0%

-1.1%

5.2%

Share of in-store sales

23.29%

22.58%

20.40%

18.77%

16.75%

Share of in-store sales

14.22%

13.97%

14.17%

13.72%

13.57%

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

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COVER STORY

2025

CATEGORY ANALYSIS:

4.7% compared to 6.5% the previous year. The category’s share of in-store sales edged up to 1.56%.

BEER/MALT BEVERAGES SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Imported

$42,226

-1.8%

$6,386

-1.9%

Premium

$40,490

-5.9%

$6,123

-6.0%

Budget/value

$20,593

-2.7%

$3,114

-2.8%

Flavored malt beverage

$19,696

-2.5%

$2,979

-2.6%

Premium plus/super premium

$13,243

2.2%

$2,003

2.1%

Alcoholic seltzer

$10,085

1.3%

$1,525

1.3%

Microbrews/craft

$9,566

-2.1%

$1,447

-2.2%

Cheladas

$5,160

0.9%

$780

0.8%

Malt liquor (unflavored)

$1,879

-5.6%

$284

-5.6%

Alcoholic cider

$1,051

4.9%

$159

4.8%

Nonalcoholic beer

$507

24.3%

$77

24.2%

$164,496

-2.4%

$24,877

-2.5%

TOTAL

FIVE-YEAR TREND: BEER/MALT BEVERAGES 2025

2024

2023

2022

2021

Percent change in total sales

-2.5%

-0.8%

3.1%

4.1%

-2.8%

Percent change in total unit volume

-2.4%

-1.5%

0.6%

0.1%

-5.0%

Share of in-store sales

8.40%

8.70%

8.94%

9.07%

9.29%

CANDY After posting negative results in 2024, the candy category rebounded modestly in 2025, with average sales per store rising 1% to $68,266.

Chocolate bars/packs, the category’s top-selling segment, led growth with a 5.4% increase in per-store sales. Gum, candy rolls/mints/drops and novelties also posted gains. Conversely, bagged/repackaged peg candy, nonchocolate bars/packs and seasonal candy saw declines.

Total industry sales of candy increased 0.9% in 2025, improving from the category’s 2.5% decline in 2024.

Still, growth remained well below the levels seen the previous three years. Total unit volume fell 5.6%, indicating price increases in the category were prevalent.

Candy’s share of in-store sales held steady at 3.49%.

CATEGORY ANALYSIS: LIQUOR

SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Distilled spirits

$19,722

0.8%

$2,982

0.8%

Ready-to-drink cocktails

$5,273

33.8%

$797

33.7%

Liqueurs & cordials

$4,548

-0.7%

$688

-0.8%

Prepared cocktails

$554

22.3%

$84

22.2%

Cocktail mixes

$150

8.5%

$23

8.4%

Other liquor

$1

-10.3%

$0

-10.4%

$30,248

5.5%

$4,574

5.4%

TOTAL

STORES SELLING BEER 2025

2024

2023

Percent of stores selling beer

82.1%

81.5%

80.7%

Percent of in-store sales

8.40%

8.70%

8.94%

FOR STORES SELLING BEER: Average sales per store

$200,361

$205,627

$211,222

Percent of in-store sales

10.24%

10.63%

11.08%

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

TWO-YEAR TREND: LIQUOR 2025

2024

Percent change in total sales

5.4%

6.1%

Percent change in total unit volume

4.7%

6.5%

Share of in-store sales

1.56%

1.48%

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COVER STORY

2025

SNACKS Salty snacks endured another challenging year in 2025, with most segments posting sales declines. Average sales per store fell 2.3% to $58,241, building on a 1.1% decrease in 2024. Alternative snacks performed better year over year, returning to growth in 2025. Average sales per store increased 1.6% to $21,709, compared to a 4.2% decrease the previous year.

In salty snacks, potato chips remained the top-selling segment, but recorded a 4.7% decline in per-store sales, second only to ready-to-eat popcorn, which fell 5%.

Nearly all other segments also declined, with the exception of pretzels, which posted the largest gain at 3.2%; mixed salty snacks at 2.3% growth; and puffed cheese snacks, which edged up 0.6%.

The improvement in alternative snacks was driven largely by health and energy bars, which posted a 9.5% increase in per-store sales. Meat snacks, the category’s

CATEGORY ANALYSIS: SALTY SNACKS SALES PER STORE

CATEGORY ANALYSIS:

2025

% change

2025

% change

Potato chips

$13,820

-4.7%

$2,090

-4.7%

Tortilla/corn chips

$12,079

-2.7%

$1,827

-2.8%

Puffed cheese

$6,494

0.6%

$982

0.5%

Nuts/seeds

$5,643

-1.0%

$853

-1.1%

Mixed

$2,718

2.3%

$411

2.2%

Popcorn (ready-to-eat)

$2,599

3.2%

$393

3.2%

Pretzels

$2,416

-5.0%

$365

-5.1%

Crackers

$2,321

-2.4%

$351

-2.5%

Other salty snacks

$10,151

-2.8%

$1,535

-2.8%

TOTAL

$58,241

-2.3%

$8,807

-2.4%

CANDY SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Chocolate bars/packs

$28,778

5.4%

$4,352

5.3%

Bagged/repackaged peg candy

$16,512

-2.2%

$2,497

-2.2%

Nonchocolate bars/ packs

$10,017

-6.0%

$1,515

-6.1%

Gum

$9,293

2.2%

$1,405

2.1%

Candy rolls, mints, drops

$2,248

4.2%

$340

4.1%

Seasonal

$1,193

-5.8%

$180

-5.9%

Novelties

$225

2.3%

$34

2.2%

TOTAL

$68,266

1.0%

$10,323

0.9%

INDUSTRY TOTAL (in millions)

FIVE-YEAR TREND: SALTY SNACKS

FIVE-YEAR TREND: CANDY

2025

2024

2023

2022

2021

Percent change in total sales

-2.4%

-0.9%

10.2%

15.7%

10.2%

5.5%

Percent change in total unit volume

-3.7%

-5.9%

-1.2%

2.8%

4.1%

3.35%

Share of in-store sales

2.98%

3.08%

3.16%

3.00%

2.82%

2025

2024

2023

2022

2021

Percent change in total sales

0.9%

-2.5%

9.6%

12.7%

11.9%

Percent change in total unit volume

-5.6%

-6.8%

-4.4%

-1.0%

Share of in-store sales

3.49%

3.49%

3.65%

3.48%

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

COVER STORY

CATEGORY ANALYSIS:

CATEGORY ANALYSIS:

ALTERNATIVE SNACKS

EDIBLE GROCERY

SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Meat snacks

$13,073

-0.7%

$1,977

-0.8%

Health/energy bars

$6,163

9.5%

$932

Granola/yogurt bars

$1,904

-2.5%

Other alternative snacks

$569

TOTAL

$21,709

SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Other dairy/deli products

$45,337

0.6%

$6,856

0.5%

9.4%

Frozen foods

$13,994

-3.5%

$2,116

-3.6%

$288

-2.6%

Condiments

$9,114

-4.0%

$1,378

-4.0%

-7.2%

$86

-7.3%

Packaged bread

$6,716

-9.9%

$1,016

-9.9%

1.6%

$3,283

1.5%

Breakfast cereal

$3,008

-12.9%

$455

-12.9%

Packaged coffee, tea

$2,546

3.5%

$385

3.4%

Other edible grocery

$24,452

-2.3%

$3,698

-2.4%

TOTAL

$105,167

-2.1%

$15,904

-2.2%

FIVE-YEAR TREND: ALTERNATIVE SNACKS 2025

2024

2023

2022

2021

Percent change in total sales

1.5%

-4.0%

2.4%

4.0%

18.7%

Percent change in total unit volume

-3.1%

-7.2%

-5.2%

-3.7%

8.7%

Share of in-store sales

1.11%

1.10%

1.17%

1.19%

1.22%

top-selling segment, slipped 0.7%. Granola/yogurt bars and other alternative snacks posted declines as well.

Total industry sales of salty snacks decreased 2.4%, worsening from a 0.9% decrease the previous year, while total unit volume fell 3.7%. Alternative snack sales industrywide rose 1.5%, rebounding from a 4% drop in 2024. Total unit volume, however, continued its multiyear decline, falling 3.1%. Salty snacks’ share of in-store sales was essentially flat at 2.98%, and alternative snacks’ share remained steady at 1.11%.

GROCERY Edible grocery sales turned negative in 2025, with average sales per store declining 2.1% to $105,167, after posting 2.7% growth the previous year. Nonedible grocery, meanwhile, saw another year of decline with average sales per store last year down 3.8% to $29,817, following a 0.6% decrease in 2024.

Packaged coffee/tea — the smallest segment in edible grocery — delivered the strongest gain, with per-store sales rising 3.5%. Meanwhile, other dairy/deli products, the category’s top-selling segment, posted modest growth of 0.6%. All other edible grocery segments recorded declines, led once again by breakfast cereal, down 12.9%, and packaged bread, down 9.9%.

In nonedible grocery, every segment posted lower dollar

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

FIVE-YEAR TREND: EDIBLE GROCERY 2025

2024

2023

2022

2021

Percent change in total sales

-2.2%

2.8%

5.7%

15.5%

3.6%

Percent change in total unit volume

-4.4%

0.4%

-1.4%

8.2%

1.1%

Share of in-store sales

5.37%

5.55%

5.50%

5.43%

5.02%

2025

FIVE-YEAR TREND: NONEDIBLE GROCERY

CATEGORY ANALYSIS: NONEDIBLE GROCERY SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Paper, plastic, foil products

$10,619

-4.2%

$1,606

-4.3%

Pet care

$7,484

-4.5%

$1,132

-4.6%

Household care

$5,746

-3.8%

$869

-3.9%

Laundry care

$4,994

-1.5%

$755

-1.5%

Dish care

$914

-3.3%

$138

-3.3%

Other nonedible grocery

$60

-12.5%

$9

-8.7%

TOTAL

$29,817

-3.8%

$4,509

-3.8%

2025

2024

2023

2022

2021

Percent change in total sales

-3.8%

-0.4%

3.9%

8.9%

-4.1%

Percent change in total unit volume

-8.3%

-0.8%

-2.8%

3.6%

-6.6%

Share of in-store sales

1.52%

1.60%

1.64%

1.65%

1.61%

CATEGORY ANALYSIS: GENERAL MERCHANDISE sales year over year. The two largest segments in the category — paper/plastic/foil products and pet care — experienced per-store sales decreases of 4.2% and 4.5%, respectively.

Industrywide, edible grocery sales fell 2.2%, marking the category’s first decline in five years. Total unit volume dropped 4.4%, the steepest decline during the same period. Nonedible grocery sales industrywide fell 3.8%, compared to a 0.4% decline the previous year.

Total unit volume dropped sharply, falling 8.3%, which was the category’s largest decline in the past five years.

Edible grocery’s share of in-store sales slipped to 5.37% and nonedible grocery’s share edged down to 1.52%.

GENERAL MERCHANDISE The general merchandise category posted its third consecutive year of sales declines in 2025, with nearly every segment reporting negative results. Average sales per store fell 1.6% to $56,981. This was an improvement from the 2.7% decline recorded the previous year.

Only three segments posted per-store sales gains: seasonal products, school and office supplies, and the all other general merchandise segment. The remaining segments declined, with batteries seeing the steepest drop at 7%, and automotive products — the category’s largest segment — experiencing the smallest decline at 0.9%.

Total industry sales of general merchandise decreased 1.7% in 2025, compared to a 2.5% decline the year before. Total unit volume fell 2.2%, marking the category’s smallest volume decline in the past five years.

General merchandise accounted for 2.91% of in-store sales, remaining relatively stable year over year.

SALES PER STORE

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Automotive products

$25,327

-0.9%

$3,830

-1.0%

Smoking accessories

$11,493

-3.7%

$1,738

-3.8%

Hardware, tools, housewares

$5,616

-1.3%

$849

-1.4%

Seasonal

$4,965

3.2%

$751

3.1%

Telecommunications hardware

$4,315

-4.2%

$652

-4.3%

Batteries

$2,488

-7.0%

$376

-7.1%

School & office supplies

$1,607

1.8%

$243

1.7%

All other general merchandise

$1,170

0.6%

$177

0.6%

TOTAL

$56,981

-1.6%

$8,616

-1.7%

FIVE-YEAR TREND: GENERAL MERCHANDISE 2025

2024

2023

2022

2021

Percent change in total sales

-1.7%

-2.5%

-1.0%

2.2%

3.6%

Percent change in total unit volume

-2.2%

-4.8%

-5.0%

-3.3%

-2.7%

Share of in-store sales

2.91%

2.99%

3.12%

3.30%

3.44%

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COVER STORY

2025

CATEGORY ANALYSIS: HEALTH & BEAUTY CARE SALES PER STORE

HEALTH & BEAUTY CARE Health and beauty care (HBC) sales were essentially flat in 2025 as mixed segment performance limited overall category growth. Average sales per store increased 0.3% to $12,822, down from 1.9% growth in 2024.

Vitamins and supplements — the category’s largest segment — led growth with a 6.7% increase in per-store sales. Grooming aids and family planning products also posted gains. All other segments declined, with liquid vitamins/supplements/energy shots posting the biggest drop at 6%.

Total industry sales of the HBC category edged up 0.2% in 2025, down from 2.2% growth the previous year. Total unit volume declined 3.3%, nearly matching the prior year’s decrease. The category’s share of in-store sales held steady at 0.66%. CSN

INDUSTRY TOTAL (in millions)

2025

% change

2025

% change

Vitamins, supplements

$4,457

6.7%

$674

6.6%

Liquid vitamins, supplements, energy shots

$2,314

-6.0%

$350

-6.2%

Analgesics

$1,408

-3.8%

$213

-3.7%

Cold, cough remedies

$1,177

-3.6%

$178

-3.8%

Grooming aids

$883

2.6%

$134

2.8%

Stomach remedies

$557

-1.7%

$84

-2.1%

Family planning

$550

2.8%

$83

2.6%

Other health & beauty care

$1,476

-1.7%

$223

-1.7%

TOTAL

$12,822

0.3%

$1,939

0.2%

FIVE-YEAR TREND: HEALTH & BEAUTY CARE 2025

2024

2023

2022

2021

Percent change in total sales

0.2%

2.2%

5.0%

6.6%

4.1%

Percent change in total unit volume

-3.3%

-3.1%

-0.7%

-0.5%

2.8%

Share of in-store sales

0.66%

0.66%

0.66%

0.65%

0.66%

METHODOLOGY The Convenience Store News Industry Report features data from a variety of sources in order to provide a complete picture of the financial health of the convenience store industry. Store census data was provided by TDLinx, which maintains a national count of c-store locations based on NACS’ definition of a convenience store. Sales data for most categories was provided by NIQ from its Convenience Track retail measurement service, which is based on UPC sales and other methods that are counted through the use of point-of-sale scan data, as well as from data captured via electronic invoice and sales audits. Additionally, non-UPC coded merchandise, including prepared food and hot, cold and frozen dispensed beverages, was provided by a retailer survey conducted by Convenience Store News. Government sources include the Census Bureau of Labor Statistics, Department of Energy and Federal Tax Administration.

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FOODSERVICE

Winning the Battle of the Bean

C-stores can capitalize on coffee by combining a strong foundation with innovative efforts

By Angela Hanson WHETHER BREWED in a large classic urn, dispensed on

demand as bean-to-cup or made to order by a barista, it’s a given that any convenience retailer looking to offer a solid dispensed beverage lineup will include a coffee offering.

Coffee is ubiquitous among c-store operators of all sizes: 100% of the retailers surveyed in the 2026 Convenience Store News Foodservice Study offer hot dispensed beverages, with hot coffee being the top beverage offered overall and hot cappuccino/latte/espresso landing at No. 3.

Nevertheless, a reliably convenient cup of java does not guarantee segment dominance. The convenience channel faces increasingly heavy competition from coffeehouses, quick-service restaurants, and the proliferation of kioskbased coffee chains that combine the specialization of coffeehouses with the convenience of drive-thrus. To come out on top, convenience retailers need to focus on what they already do well — and what consumers want them to do well.

“Nobody does plain black coffee better than the convenience industry,” proclaimed Paul Servais, director of foodservice at La Crosse, Wis.-based Kwik Trip Inc., a chain of 900-plus stores across the Midwest. “That being said, less and less people are looking for plain black coffee. Specialty coffee has exploded the last few years and it is a battle to keep up with the trends.”

He pointed to sugar, flavor and “exotic mixes” as consumers’ top coffee priorities currently. “It is less about the quality of the coffee and more about alternative milk/cream, lots of sugar and lots of flavor,” he said. “Iced coffee has changed the coffee business.”

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

At Waltham, Mass-based Global Partners LP, which operates Alltown Fresh, Honey Farms and XtraMart stores among others, quality is still important. But so is value, according to Jac Moskalik, vice president and head of food, innovation and strategy.

“Consumers want a great-tasting, fresh, consistent cup that feels comparable to coffeehouse quality but at a convenience price and speed. Cleanliness, freshness cues and reliability are now baseline expectations,” she said. “Origin visibility and local roasting create additional differentiation within convenience, as well as coffeehouse, for your coffee offering.”

Operators must be mindful of whether they are meeting today’s consumer preferences.

Doing so while staying strong on the basics ensures a solid competitive foundation.

“As competition grows from the increasing number of drive-thru coffee shops, c-stores should focus on convenience, quality and consistency to drive their strategy,” advised Rich Schaafsma, president of Paramount Coffee Co., based in Lansing, Mich. “Investment in equipment (e.g., bean-to-cup systems) and expanded coffee offerings will deliver higher quality that competes with coffee-focused concepts.”

Even in this period of greater competition,

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FOODSERVICE

c-stores are elevating coffee quality and intensifying pressure on other coffee segments, he observed.

Brewing a Better Offer

Beyond the basics, industry experts encourage convenience retailers to embrace customization and innovation in their coffee program. While stocking only the most commonly used creamers and sweeteners might be sufficient, customers do appreciate having a variety of choices in dairy alternatives, flavored syrups and toppings.

“It is all about customization for the younger generations,” Servais said.

“Stand at a coffee bar and watch guests make their drinks. It is worth it to have many condiments for their drinks. You can’t have enough.”

“Premium cold coffee is the next major mainstream area.”

— Jac Moskalik, Global Partners LP

Ensuring that the condiment area is clean and well-stocked also matters for the customer experience, Moskalik noted. And she said when it comes to embracing the next big thing, c-store operators should prepare to turn the temperature down.

“Premium cold coffee is the next major

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EVERY mainstream area — cold brew, iced coffee and specialty iced beverages that replicate coffeehouse experiences,” she said. “Cold platforms continue to grow faster than hot and are becoming expected rather than differentiating.”

Bean-to-cup coffee units are increasingly standard for food-forward c-stores, too, but can still be viewed as “an ongoing frontier for innovation and value creation,” Schaafsma said.

GREAT SLICE NEEDS

SLICES

“Equipment that reduces waste, sustains consistency and lowers labor can dramatically boost margins and reliability. The opportunity lies in accelerating speed of service while delivering beverages that match the quality and consistency of traditional brewers,” he explained.

Retailers that want to invest in their coffee programs will need to prepare for cost challenges and tight supplies for an indefinite period, Schaafsma cautioned.

“Tariffs have increased costs on a product that historically faced none, and rising global demand for coffee is adding volatility to supply and prices. This combination affects menu pricing, inventory planning and overall margins,” he said. “Tariffs have been relieved, but will take time to work through the supply chain.”

Looking ahead, c-stores can expect to face the toughest competition outside the channel.

“Competition is strongest from coffeehouses and fast-growing drive-thru/kiosk chains like Dutch Bros and 7 Brew,” Moskalik said. “They compete on speed, customization and brand loyalty.”

Kwik Trip is working to better compete against everywhere that serves coffee, with Servais noting that “if you would have told me 10 years ago that drive-thrus will open that just serve drinks, that would have been crazy talk. I give this industry credit — they found a model and made it work!”

The question that c-store industry executives now have to ask is: How do we grow our cups in this environment? “Enhance what we have, come up with something new, add baristas and drive-thrus? It is tough to know what the right move is,” Servais acknowledged.

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“One thing I do know is that clean still matters. So does value, friendly service and quality,” he said. “C-stores can deliver this better than our competition once we get guests in our doors.” CSN ©2026 Johnsonville, LLC

ALCOHOLIC BEVERAGES

Modernizing the Mix

Changes in consumer demand prompt convenience retailers to recalibrate their coolers

By Kathleen Furore “SHIFTS IN CONSUMER preferences are

reshaping beverage alcohol.” That assessment from the "2025 BevAl Year in Review" from NielsenIQ (NIQ) offers a snapshot of the off-premise landscape that convenience store operators should consider as they plan their beverage cooler sets.

“Consumers are moderating, premiumizing drinking, and seeking flavor in consumption,” Kaleigh Theriault, beverage alcohol thought leader for NIQ, recently told Convenience Store News. “When shopping, people are seeking convenient locations, cold products for same-day consumption, and the ease of quick in-and-out of the store. Many shoppers continue to be timestarved. That's where the convenience channel wins.”

Understanding these shifts can help c-store operators choose, merchandise and market the kinds of products that will fuel alcoholic beverage sales growth this year and beyond.

Category Highs & Lows

First, the sobering news about the category’s performance. According to NIQ, 2025 was a challenging year for the U.S. beverage alcohol industry overall.

Total off-premise dollar sales declined by 3.4% to $110 billion, “driven by broadbased volume softness across beer, wine and spirits,” NIQ reported. And it was an 56 Convenience Store News C S N E W S . c o m

across-the-board fall: all channels faced dollar declines across total alcohol in 2025.

There were, however, some bright spots on the convenience front. C-store dollar sales of total alcohol dipped just 1.4% year over year, outperforming declines in grocery (-3.6%), liquor open state (-4.3%) and mass (-4.8%).

In addition, while dollar sales of spirits were down 1.8%, convenience was up 5.6%, driven by ready-to-drink (RTD) spirits, NIQ data showed.

RTD beverages — now “permanent pillars of beverage alcohol, not disruptive outliers,” according to the market researcher — accounted for 12.4% of total alcohol dollar sales in 2025, with spirits-based RTDs offsetting declines in traditional spirits.

“Ready-to-drink products are especially important in the cold box, especially where spirits-based and winebased [products] can legally be sold,” Theriault stressed.

“If those aren't an option, shoppers will select from the RTD products that are available that have a malt-based option. Ready-to-drink products, regardless of alcohol base, are a must-have in the cold box.”

RTDs are playing a big role in the wine category as well, particularly in the convenience channel. While wine sales overall fell short throughout 2025, with off-premise sales down 4.9% vs. 2024, the segment was up 10.5% in convenience, driven by RTDs.

Small Sizes Equal Big Opportunity

No matter the segment, value has become a key consideration for consumers making alcoholic beverage purchases.

As NIQ’s 2025 BevAl Year in Review pointed out, “While

ALCOHOLIC BEVERAGES

for those seeking premiumization and lesser spend,” Theriault said.

This is a trend Cameron Baer, category manager at York, Pa.-based convenience store chain Rutter’s, is seeing on the front lines. Singles have become a hot commodity.

“The biggest shift we’re seeing right now is the demand for singles. Today’s shoppers are more cost-conscious, but they also want choice and flexibility, so singles are receiving more space in our sets to meet that desire,” Baer explained.

“…We’ve adjusted our assortment and space allocation to reflect how quickly the singles segment is growing.”

— Cameron Baer, Rutter’s

inflationary pressures eased versus prior years, consumers remained highly value-conscious, moderating consumption, and prioritizing fewer but more intentional purchase occasions.”

Even shoppers looking for premium products care about cost. Premiumization persists as a mindset across categories, and it does not apply only to large, high-priced products.

“Premium does not just mean big, expensive bottles anymore. Small sizes and single-serve options can win

“Singles continue to be our largest dollar-growth driver year over year.

Alongside strong case-pack sales, we’ve adjusted our assortment and space allocation to reflect how quickly the singles segment is growing in today’s alcohol beverage marketplace,” he continued.

Of course, with consumer preferences continually evolving, there’s no guarantee that what works today will work tomorrow. So then, what’s the bottom line for c-store retailers who want to reset their beverage coolers to capitalize on shifts in consumer demand?

“Follow the trends and do not be afraid to test and learn,” Theriault urged. “With so many new and similar products entering the beverage alcohol market, it's tough to determine what might be the winner, so testing out new products early and making a quick change when things aren't working is key.” CSN

Tap the Demand for THC Is THC legal in the states your stores operate in?

If so, consider adding THC beverages the next time you’re resetting your beverage sets.

multipacks, which had high price points and dissuaded trial purchasing. Savvy retailers have made space for these products in the cooler as singles and have seen an explosion of growth.”

That’s the advice from Jason Zelinski, vice president, beverage alcohol and tobacco, c-store at NielsenIQ, who cites “quickly growing demand” for this category of beverages.

In addition to exploring evolving regulations related to THC, Zelinsky stressed some other important considerations for operators interested in offering these beverages.

“Just like their alcoholic cousins, THC beverages are best consumed cold, and customers are looking for them in the cooler,” he said. “When THC first entered the market, the majority of sales were in warm

“Signage and education of staff are extremely important to ensure customers can find the product and do not mistake it for BevAl or other functioning drinks,” he said.

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

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NEW COLLABORATION AWAITS

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TECHNOLOGY

Smoothing the Path to Success

Technology helps convenience retailers pinpoint and solve operational challenges

By Melissa Kress CONSUMERS SHOP convenience stores for many reasons,

but it really boils down to three key factors: consistency, predictability and convenience. For those three factors to align, c-stores must run like well-oiled machines. But as any convenience retailer will tell you, that is easier said than done at times.

With nearly 17,300 stores globally, Alimentation CoucheTard Inc. is no stranger to store operations and the related challenges. Earlier this year, the Laval, Quebec-based parent company of Circle K took steps to streamline its operations by partnering with Quorso in the United States.

This followed a previous deployment across its European network in 2025.

Combining advanced technology with human-centric workflows, Quorso’s Intelligent Management Platform consolidates siloed solutions — such as tasks, surveys, performance analytics and exception reporting — into a comprehensive, action-focused and enhanced platform that drives store performance at every level.

Presenting at the 2026 Conexxus Annual Conference in late January, Blaine Leor, senior director of enterprise systems and acquisition integration at Circle K, discussed how the solution takes the retailer’s data lake feeds from all its transactions, monitors them on a store-by-store basis, and alerts the store manager if something seems off.

“It gives a heads-up to a store manager that says, ‘Hey, your Snickers bars that you were selling at 25 a day have dropped off to nothing,’” Leor explained. “Well, that’s a problem, so let’s go find out what’s going on with our Snicker bars.”

In general, the tool helps store managers save time, act on data-driven insights, and identify the opportunities that 60 Convenience Store News C S N E W S . c o m

will make the biggest difference for Circle K customers and the business overall.

Tackling Pain Points

At Midwest Petroleum Co., which operates 60 convenience stores in Missouri and Illinois, the retailer has faced issues with license management. To address this pain point, the company turned to tech and built a license management database customized to its specific needs, with notification intelligence built into the platform.

“It is working well for us and has stakeholder visibility built into the design. So far, we love it,” said Kristina Anderson, chief service officer at Midwest Petroleum.

Similarly, the Missouri-based company has dealt with its loyalty system going offline without team members noticing. To ensure employees are alerted of future problems, the retailer built a monitor that notifies the team if there has not been a loyalty transaction within a certain timeframe.

“We saw store loyalty usage increase in each location that was experiencing service interruption. It has been a valuable tool to help us ensure the store has a stable, available loyalty environment for our customers to tap into the best deals we have to offer,” Anderson said.

Coffee Meets Tech

Considering coffee is a staple in the convenience channel, it is not surprising that

“One of the biggest operational pain points in convenience retail has always been traditional drip coffee.”

— Farris Jamal, Chestnut Market this is also an area where c-store operators are looking to use technology to improve operations.

“One of the biggest operational pain points in convenience retail has always been traditional drip coffee. It sounds simple, but it is surprisingly labor intensive,” said Farris Jamal, director of merchandising at Chestnut Market, a regional chain operating in three states.

“Team members have to brew on a schedule, monitor hold times, replace pots, discard expired product and make sure the right blends are available throughout the day,” he explained. “During busy periods, this pulls them away from customers.

During slower dayparts, it often results in throwing away perfectly good coffee simply because it has timed out.”

To tackle issues such as inconsistency in freshness, unnecessary waste and labor inefficiencies that directly impact profitability, Chestnut Market decided to rethink the entire coffee-making process and implemented bean-to-cup coffee across its stores.

“With this technology, whole beans are ground and brewed for each individual cup at the moment of purchase. Every cup is fresh, every time. There is no holding period and no guessing how much to brew,” Jamal said, noting that the results have been meaningful.

The Poughkeepsie, N.Y.-based chain has significantly reduced product waste because it is no longer discarding unused coffee, and labor efficiency is improved. “…Our team members are not tied to brewing cycles and can focus on engaging customers and maintaining store standards,” Jamal pointed out. “At the same time, we are delivering a more premium coffee experience.”

A Better Workplace

Through talking with its customers, global

Chestnut Market's bean-to-cup coffee program reduces waste and improves labor efficiency.

retail technology firm Diebold Nixdorf has zeroed in on three main pain points that its retail customers often face: 1. Staff shortages and how to increase workplace attractiveness: All respondents face the same problem: achieving more with fewer resources, according to Carsten Brase, the company’s head of retail consultancy. Employees are overworked, and customers are dissatisfied due to the resulting poorer service in the store and at the checkout.

2. Shrink: This lingering issue involves visibility about where it is happening in the store, what type of shrink is occurring and how it can be addressed.

3. Checkout complexity: Outdated structures in the checkout area are causing IT problems, slowing down operational processes, and increasing shrink.

There are solutions available to ease the pain and create better workplaces. “Implementing self-service solutions, for example, enables [team members] to focus on providing great customer service and more value-add tasks in the store,” said Matthias Wowtscherk, senior manager of media relations, retail at Diebold Nixdorf. “Waiting behind a checkout for a customer isn’t enjoyable.”

Providing team members with a safe environment is also paramount and can be achieved through smart vision technology. Diebold Nixdorf’s Vynamic Smart Vision can serve different functions depending on the operation — for the benefit of both employees and customers.

“When deployed across the store, smart vision technology can also be used to detect slip, trip and fall hazards in the aisles, or even to recognize dangerous situations such as armed robberies,” Wowtscherk said. CSN

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FEATURE

CURBING CRIME IN REAL TIME

Convenience retailers are finding new ways to deter and discover internal and external loss

By Tammy Mastroberte INTERNAL THEFT, external theft, fraud,

vendor delivery errors and other losses all chip away at a convenience store’s bottom line and profit margins. However, thanks to continued advancements in technology, including the expansion of AI, c-store retailers are finding new ways to curb crime and loss — both in-store and digitally.

While employee theft remains the top offender when it comes to loss in all retail markets, there are other contributing factors such as inventory errors, operational inefficiencies and organized crime, according to the “2026 Total Retail Loss Benchmark Report” from Appriss Retail.

“Employee theft is the No. 1 contributor to c-store shrink, so good exception analytics to look at transactions and employee behavior comingled with inventory analytics can give a full picture,” said Pedro Ramos, chief revenue officer at Appriss Retail, a loss prevention vendor based in Irvine, Calif. “Retailers need to open the lens and look at the business in total when it comes to loss prevention, and then use analytics to pinpoint the top shrink opportunities and apply solutions to solve them.”

Areas to consider include foodservice supplies, inventory, direct-store delivery, lottery, fuel pump manipulation, employee 62 Convenience Store News C S N E W S . c o m

theft and shoplifting. C-store operators should start with the data they have to uncover where they need to focus their attention most, he advised.

Thanks to AI, convenience and fuel retailers can take loss prevention to a whole new level with analytics, exception-based reporting, and AI cameras and software that are able to watch and flag incidents and alert the store manager in real time.

“It’s all about AI,” said Sud Bhatija, cofounder and CEO of San Francisco-based Spot.ai, an AI camera system and video surveillance platform. “The cameras were always there capturing information, but they often went unwatched unless someone went through all the footage.

Now, you can have an AI security guard watching with proactive, real-time alerts and active deterrents in the moment.”

Looking to maximize insights and create visibility on a minimal budget, today’s c-store owners are turning to automation, “whether that’s smart cameras, vision activated alarms, or software that can review your existing systems and create new value via data utilization,” said Kelsey Blackmon, vice president of marketing and technology at Blackmon Oil Co. in Glenwood, Ark., which operates nine Blackmon Convenience stores.

Next-Level Cameras

C-store retailers must start with good camera coverage in order to allow AI to monitor and catch everything happening both in the store and on the forecourt, including the back room, corner of the store, entrances, exits, parking lot and forecourt, said Bhatija.

FEATURE

“Camera systems are nothing new — but by utilizing AI layered into our legacy camera networks, we are able to have a real understanding of what’s going on at each location and use that information to make impactful decisions,” Blackmon shared.

AI enables the chain to “make their data actionable,” she said. The company is also using heat maps to identify high-traffic areas of the retail floor, as well as areas where loitering often takes place. The system allows its parking lots to be monitored 24/7 with “car and person detection filters in place to identify concerning behavior in real time,” she added.

“Now, you can have an AI security guard watching with proactive, real-time alerts and active deterrents in the moment.”

—Sud Bhatija, Spot.ai

Security cameras are not just capturing footage in today’s world, they are acting as a security guard for each location thanks to AI, whether it’s spotting crime or theft as it’s happening, setting off an alarm, or actually talking over a speaker in real time.

“We give AI eyes,” he said, explaining that Spot.ai’s AI Security Guard monitors all cameras to watch for cashier theft, vandalism in parking lots, shoplifting and more. “AI can act in real time like a person, talk over speakers, sound an alarm and lock down access, escalating as needed.”

Cameras and connected AI software also can monitor and analyze shopper behavior both in-store and at the forecourt, and be trained to identify good vs. bad behavior, such as someone taking extra time at the pump, meddling with it or walking around it, Bhatija explained.

“AI can come over the loudspeaker and say to a customer, ‘Can I help you with that product on Aisle 6?’ and can also identify people tampering with the fuel pumps to interfere with the flow meter where it says 5 gallons instead of 20,” said Appriss Retail’s Ramos.

AI agents can even call the police and dispatch first responders, noted Ryan Fenimore, an enterprise account executive at Envysion, a provider of AI cloud video security.

Blackmon Oil has used AI as a core part of its loss prevention strategy for the last year.

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

Because it’s important for retailers to ensure cameras and other security equipment are in good condition and up-to-date, Blackmon Oil utilizes frequent audits and spot reviews to ensure the technology is working when it’s needed most.

The Impact of Exception Analytics

Many c-store retailers are integrating cameras with their point-of-sale (POS), paired with AI software to analyze, identify and flag issues in real time and send detailed reports with all the data packaged together, whether it’s external, internal or vendor issues.

“Maximize the value of your camera feeds by utilizing some kind of ‘brain’ in the form of AI,” Blackmon said. “We primarily use Spot.ai for monitoring and evaluating our footage for insights, which has improved our data utilization exponentially. In 2026, a camera network without a brain behind it is like a cellphone with no service — technically working, but functionally useless.”

When it comes to internal or employee theft, combining camera footage with POS transactions can unearth zero level transactions to get cash out of the register or a refund processed with no customer at the counter. They can be flagged automatically and proof sent, Bhatija noted.

“For each incident, a store will get a timeline, the evidence and all the data they need to quickly solve the problem rather than having to go search for it themselves,” he said.

Envysion’s Fenimore agrees that connecting cameras to the POS has been a game-changer for many operators. They can set it up so they receive daily or weekly email notifications of flagged transactions, or they can even start each day with a dashboard report of risks.

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FEATURE

“In 2026, a camera network without a brain behind it is like a cellphone with no service — technically working, but functionally useless.”

— Kelsey Blackmon, Blackmon Oil Co.

“What’s been impactful in this space is the shift toward exception-based reporting. C-stores can’t manually audit every transaction, so the systems handle the heavy lifting by looking for shrink,” Fenimore explained.

Today’s systems can be trained in what to look for, such as refunds, lottery payouts over a certain amount, safe drops and more. AI programs can even be trained to analyze associate behavior and produce reports when exceptions are found.

“Historically, retailers would look for voids, below-average transactions per associate or number of cash transactions, and it required a lot of building and reverse engineering,” said Ramos. “Today’s AI models can identify issues and send a single report identifying the person, behaviors, transactions leading to why it was flagged, and the conclusion along with a proposed solution.”

These programs monitor associates via the cameras, combine that with POS transactions, analyze the actual behavior, and then feed that meta data into an exception-based reporting program to do things that would have taken hours manually. They provide a view of 66 Convenience Store News C S N E W S . c o m

the data in minutes “that was previously unavailable,” according to Ramos.

“AI can detect shrinkage patterns in your data much earlier than you might identify yourself, provided you are diligent in keeping a quality record,” Blackmon echoed.

In addition, she said a case-by-case footage review can be collected in moments where it would have previously taken hours or even days. For this, the retailer uses Spot.ai’s Smart Search feature with prompt-based filtering. Blackmon cited this as the company’s “most utilized function for practical applications of AI day to day.”

While AI-enabled search tools are currently focused on cars and humans, they will eventually be able to do a specific object search, according to Fenimore.

And while not all convenience retailers deal with digital fraud, such as multiple use of coupon codes or loyalty tampering, AI can assist in this area as well if needed.

“Account takeovers have been a problem in the digital space, and AI can drill down and track IP addresses of people opening multiple loyalty accounts to get rewards,” said Ramos.

Bottom line: AI-enabled solutions should not be intimidating to c-store retailers as they are “practical tools that act as autonomous loss prevention agents,” he said, likening it to having an assistant manager “that never blinks.” CSN

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FEATURE

FROM CLASSROOMS TO CHECKOUT LINES

Partnerships with local universities drive traffic and create brand loyalty for c-stores

By Renée M. Covino IT'S A MATCH made on campus: a neigh-

borhood convenience store and a local university. While not a brand-new idea, more c-store operators are leveraging multifaceted partnerships like this to turn new generations of students into devoted convenience fans.

Meridian, Idaho-based Jacksons Food Stores teamed up with four Boise State University (BSU) basketball players in a Name, Image and Likeness (NIL) partnership for the 2025-26 season. If the men's basketball team scored 75 points or more in any game (home or away), fans could visit any Treasure Valley Jacksons location two days following the game and pick up any-size fountain drink for just 75 cents 68 Convenience Store News C S N E W S . c o m

with the retailer's Let's Go Rewards program.

"A top benefit of partnering with a local university is that we have a shared community focus; we are invested in supporting the students, student athletes and customers where we live and work," Marketing Director Kelly Boyd told Convenience Store News.

"Jacksons Food Stores has been partners with Boise State University for over 20 years through a variety of sponsorships and retail promotions, and will continue into the foreseeable future," she continued, noting that the company has had a lot of fun with NIL partnerships over the last several years and is excited to keep growing the program.

Scranton, Pa.-based Onvo, meanwhile, kicked off year two as the Official Travel Plaza Sponsor of Penn State

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FEATURE

retailer has seen a noticeable increase in foot traffic from students, faculty and staff, according to Troy Calhoun, vice president of marketing and merchandising for the chain of roughly 90 stores across Georgia, Florida and Alabama.

"Local sports are a natural fit for us because they foster a strong sense of community and pride," he told CSNews.

"We've found that sponsoring local teams drives both traffic and loyalty. It's a great way to connect with families, students and younger audiences."

SunStop's engagement with Florida State University began in August 2018 with the opening of SunStop Urban Market in the university's CollegeTown district.

Parker's Kitchen launched its first-ever NIL partnership with Georgia Southern Athletics standout Davion "Chewy" Rhodes.

Athletics and launched a "Game Day Ritual" campaign to make the travel stop and convenience retail chain a muststop for Nittany Lions fans during the 2025-26 season.

The retailer also teamed up with Pepsi and Penn State for a cobranded travel mug and refill program.

Savannah, Ga.-based Parker's Kitchen also entered a four-year partnership with Georgia Southern Athletics that includes a newly branded student entrance for home football games, as well as high-profile stadium signage across all sports. Parker's Kitchen is recognized as The Official Convenience Store of Georgia Southern Athletics and launched its first-ever NIL partnership with football standout Davion "Chewy" Rhodes, who shares the same nickname as the c-store chain's iconic mascot.

And taking a slightly different approach, SunStop, the c-store subsidiary of Bainbridge, Ga.-based Southwest Georgia Oil Co., launched a Fresh Eats foodservice concept at Florida State University's Doak Campbell Stadium this past fall. The Fresh Eats offerings are available at two locations within the stadium: inside the main concourse and at the south endzone concession stand. Fresh subs from SunStop are also available at the university's softball, baseball and soccer concession stands.

SunStop believes a local university partnership enhances brand visibility and credibility within the community. The

"A top benefit of partnering with a local university is that we have a shared community focus.”

— Kelly Boyd, Jacksons Food Stores 70 Convenience Store News C S N E W S . c o m

"Since then, we've deepened our involvement by sponsoring fresh food at the concessions stand at various sporting events. On game day weekends, our store has become a go-to spot for college students — especially among fraternities and sororities — thanks to our special food and drink offerings," Calhoun explained.

Making the Grade

SunStop plans to continue evolving the partnership and get in front of new customers.

"As food continues to play a larger role in the convenience store industry, this partnership is a strategic way to showcase our offerings to a broader audience," Calhoun added.

Similarly, the retailer has made several adjustments at its SunStop Urban Market to better serve the university community. "For example, we've tailored our product mix to student preferences — more White Claw and less Bud Light, for example — and modified our operating hours during exam weeks and school breaks," he said. "These tweaks have allowed us to stay responsive to the evolving needs of our college demographic."

In the same way, Jacksons continues to tweak its partnership with BSU. "There are challenges with every partnership to ensure we both remain relevant to each other and to our customers, the BSU fans and students. We continually evaluate the partnership to ensure [it is] meeting our goals and [is] appealing," Boyd said.

Changing from branded tumbler cups to bobbleheads to trading cards is one example.

"The key is having a trusting relationship with the school and the student athletes we

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FEATURE

support," Boyd pointed out. "There has to be a willingness on all sides to pivot, try new ideas and move forward."

“…This partnership is a strategic way to showcase our offerings to a broader audience.”

Beyond Sports

A recent report highlighted how convenience retailers are exploring university partnerships beyond the sports angle, too. In September, the Convenience Leaders Vision Group released a report that examined how c-store retailers are leveraging university partnerships for innovation and talent development, among other key issues.

In the report, Jacksons Chief Information Officer Robert Hampton presented how universities can serve as engines of innovation and talent while creating structured collaboration opportunities through capstone projects and hackathons.

"Academic institutions can be a great source of out-of-the-box thinking and short-term resources for projects and problem-solving opportunities," he said.

Hampton explained that semester-long capstone projects can create structured

— Troy Calhoun, Southwest Georgia Oil Co. collaboration opportunities for retailers. He emphasized, though, that required formalities of such projects include having students sign nondisclosure agreements, license agreements and compensation for any intellectual property that was used. Weekly check-ins with students and faculty and clear requirements ensure alignment.

The end goal is to expose students to real business units and provide the retailer with new insights. In the case of Jacksons and Boise State, such projects have even resulted in several students being hired into the retailer's business intelligence team.

"It was a great way to introduce students to the industry and to help folks recognize that the convenience industry isn't just about selling beer and cigarettes at 2 a.m. We're doing a lot of really cool things," said Hampton. CSN

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INSIDE THE CONSUMER MIND

Are C-stores Healthy Enough?

The channel has been expanding its better-for-you offerings, but there’s still untapped potential More than half of convenience store shoppers say they seek out healthy products, but they are often turning to other retail channels when it comes to purchasing better-for-you items, according to the 2026 Convenience Store News Realities of the Aisle Study, which surveyed 1,500-plus consumers who shop a c-store at least once a month. The research revealed:

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38%

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42%

25%

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