CSN June 2025 by ensembleiq

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REASONS RETAILERS LOVE FRAZIL

• Frazil is the #1 slush program across the U.S.

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WHAT’S NEXT IN CONVENIENCE AND FUEL RETAILING

UNDER PRESSURE

THE INDUSTRY’S IN-STORE SALES GROWTH HITS ITS LOWEST POINT IN THE PAST SIX YEARS

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The Power of People

With the industry’s labor pains subsiding, now is the time to assess and improve

IN THIS MONTH’S ISSUE, we reveal the findings of the 2025 Convenience Store News Industry Report, the longest-running annual analysis of U.S. c-store industry performance.

As the cover of this issue proclaims, the industry is “Under Pressure.” Total U.S. convenience store sales declined for a second consecutive year in 2024, however the decrease was less than in 2023, and in-store sales growth hit its lowest point in the past six years.

The findings are not all doom and gloom, though. Labor costs, the industry’s No. 1 operating expense, saw some improvement, rising just 4.7% year over year, compared to 6.6% in 2023 and 11.2% in 2022 as the industry struggled to hire and retain employees. Moreover, the 2024 turnover rate for store associates dropped to 146%, down from 158% in 2023 and 163% in 2022 — a signal that the industry’s labor pains are finally subsiding.

Of course, we should take a moment to celebrate this — 1 Mississippi, 2 Mississippi — but as the old saying goes, there’s no rest for the weary. Coming out of triage mode, convenience retailers should now assess their system for retaining new hires long-term.

An increasingly important factor in retention is

EDITORIAL EXCELLENCE AWARDS (2016-2025)

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

advancement potential, especially among the younger generations who tend to be impatient and are often thinking about what’s next. At Convenience Store News’ recent Convenience Foodservice Exchange event, two Kwik Trip Inc. executives spoke about the La Crosse, Wis.-based company’s culture and how they were able to progress in their careers because of the retailer’s care for its people.

Once hired, Kwik Trip coworkers have numerous opportunities to advance within the company and are treated as family members, not numbers. “When I think of how fast you can grow with the company, if it’s something you really want to do, the growth is there,” said Selia Kleine, who started working for Kwik Trip in high school and is now a director of foodservice.

Convenience retailers must root out any deficiencies in their retention strategy, so those labor pains stay in the past. Engaged and motivated store associates mean less turnover, more productivity and ultimately a better experience for customers, which is especially important in these challenging economic times when consumers are watching every cent.

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

2024 Eddie Award, Folio: magazine

Winner, Business to Business, Retail, Single Article, May 2024

Honorable Mention, Business to Business, Magazine Section, October 2024

2023 Eddie Award Honorable Mention, Folio: magazine

Business to Business, Retail, Full Issue, September 2022

Business to Business, Retail, Single Article, March 2023

2022 Eddie Award, Folio: magazine

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: magazine

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

2018 Eddie Award Honorable Mention, Folio: magazine

Business to Business, Retail, Website

Business to Business, Retail, Full Issue, October 2017

Business to Business, Editorial Use of Data, June 2017

2017 Eddie Award, Folio: magazine

Winner, Business to Business, Retail, Single/Series of Articles, May 2017

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

2016 Eddie Award Honorable Mention, Folio: magazine

Business to Business, Retail, Full Issue, October 2015

Business to Business, Retail, Single/Series of Articles, August 2015

EDITORIAL ADVISORY BOARD

Laura Aufleger OnCue Express

Richard Cashion Curby’s Express Market

Billy Colemire Majors Management

Robert Falciani ExtraMile Convenience Stores

Jim Hachtel Core-Mark

Chris Hartman Rutter’s

Jonathan Polonsky Plaid Pantries Inc.

Greg Scriver Kwik Trip Inc.

Roy Strasburger StrasGlobal

Standing Still Is Not an Option

M&A frenzy signals the high-stakes future of convenience retail

Whether you’re making moves or being moved upon, transformation is the only constant.

IF IT FEELS LIKE convenience store industry news lately has read more like the business section of The Wall Street Journal, you’re not wrong. In just the past few weeks, we’ve seen a remarkable flurry of merger and acquisition (M&A) news — deals large and small, domestic and international — all underscoring the accelerating pace of consolidation across the channel.

Among the most significant M&A headlines are Sunoco LP’s planned $9.1 billion acquisition of Parkland Corp., and reports that Shell is working with advisers on a potential takeover of bp’s assets. Meanwhile, Alimentation Couche-Tard Inc. and Seven & i Holdings Co. Ltd. are moving closer toward a potential tie-up that could reshape the global convenience landscape. And on a more local level, Circle K is picking up two stores in North Dakota, Nouria Energy is taking full ownership of Enmarket’s operations and Stinker Stores is divesting 13 Colorado sites.

The message behind all this activity is clear: scale matters more than ever.

As operating costs rise, regulatory burdens increase and consumer expectations for technology, foodservice and sustainability continue to grow, c-store operators need size and efficiency to stay competitive. Larger chains can leverage buying power, improve supply chain logistics and invest in the kind of tech — artificial intelligence-driven loyalty programs, mobile checkout, electric vehicle charging — that today’s customers increasingly demand.

But consolidation isn’t just about survival. It’s also about opportunity. Private equity and multinational oil giants alike see the U.S. convenience channel as a growth engine. And why wouldn’t they? Even in the face of inflation and economic headwinds, the c-store sector continues to demonstrate resilience, adaptability and a deep understanding of its core shopper.

Still, as we see longstanding regional players exit the channel and small chains get absorbed into larger portfolios, it’s worth asking: What gets lost in the shuffle? Local flavor, entrepreneurial spirit and the intimate customer relationships that smaller chains cultivate are not easily replaced by algorithms and national branding.

The coming months will likely bring more shakeups. For operators large or small, the imperative is clear: define your unique value proposition, invest in your core strengths and prepare for a future where the lines between fuel, food and frictionless commerce continue to blur.

Because in today’s c-store landscape, standing still isn’t an option. Whether you’re making moves or being moved upon, transformation is the only constant.

For comments, please contact

Don Longo, Editorial Director Emeritus

, at dlongo@ensembleiq.com.

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FEATURES

COVER STORY

28 Under Pressure

The industry’s in-store sales growth hits its lowest point in the past six years.

70 A Counterattack on Crime

From surveillance systems to strategic store layout, convenience retailers are taking a layered approach to keeping their customers and employees safe.

DEPARTMENTS

E DITOR’S NOTE

4 The Power of People

With the industry’s labor pains subsiding, now is the time to assess and improve.

VIEWPOINT

6 Standing Still Is Not an Option M&A frenzy signals the high-stakes future of convenience retail.

12 CSNews Online

19 New Products

SMALL OPERATOR

22 Engaging Environments

Small operators on a budget can still captivate customers with effective store design.

TWIC TALK

76 G Marks the Spot

A women-led company transforms 25 properties from bankruptcy to community hubs.

STORE SPOTLIGHT

98 Onvo Breaks New Ground in Pennsylvania

COVER STORY - PAGE 28

FIJI Water is committed to sustainability and is proud to have launched its 330mL and 500mL bottles made from 100% recycled plastic* in 2022. This change replaces nearly 70% of FIJI Water’s plastic bottles in the U.S.**

FIJI Water is available direct. Contact your FIJI Water representative at 888.426.3454 or at FIJIWater.com .

CATEGORY MANAGEMENT

FOODSERVICE

54 Cooking Up a Successful Collaboration Branded foodservice partnerships offer unique advantages to convenience retailers.

SNACKS

58 Meeting the Needs of the GLP-1 Consumer Snacking is changing, with a new focus on high protein, low sodium and smaller portions.

62 Charging Up the Forecourt

Adoption of EV charging is growing in the c-store space, although challenges remain.

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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

ADVERTISING SALES & BUSINESS

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

ASSOCIATE BRAND DIRECTOR Ron Lowy - (330) 840-9557 - rlowy@ensembleiq.com

SENIOR ACCOUNT EXECUTIVE Griffin Randall - (404) 702-6931 - grandall@ensembleiq.com

ACCOUNT EXECUTIVE & CLASSIFIED ADVERTISING Terry Kanganis - (917) 634-7471 - tkanganis@ensembleiq.com

DESIGN/PRODUCTION/MARKETING

ART DIRECTOR Cristian Bejarano Rojas crojas@ensembleiq.com

PRODUCTION DIRECTOR Pat Wisser pwisser@ensembleiq.com

MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com

MARKETING COORDINATOR Mateo Rosas mrosas@ensembleiq.com

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1

Convenience Store News Unveils the 2025 Top Women in Convenience

This year’s class includes 39 Senior-Level Leaders, 45 Rising Stars and 10 Mentors from across the industry’s retailer, distributor and supplier communities. Additionally, for the first time ever, a record six Women of the Year will be celebrated during the 2025 event.

Seven & i Holdings & Couche-Tard Take Another Step Toward Possible Deal

New Initiative Aims to Boost Supplier Diversity in the Convenience Channel

The companies moved closer to a potential acquisition by signing a nondisclosure agreement (NDA) with confidential retail terms in early May. The NDA facilitates information-sharing beyond the information already being provided to potential divestiture package buyers.

3 Circle K Teams With McLane to Enhance Supply Chain Optimization

The retailer embarked on a new third-party logistics partnership with McLane, positioning both companies for optimized supply chain performance and strategic growth. The distributor will provide extensive logistics expertise to support warehouse and distribution services.

4 EG America’s Parent Company Taps New CEO

Current EG Group Chief Financial Officer Russell Colaco has been appointed the new CEO, replacing cofounder Mohsin Issa. Colaco has extensive U.S. and international experience, both in the wider consumer retail sector and investment banking.

5 2 OUT & ABOUT

ExxonMobil Joins Walmart+ Week Promotions

During Walmart+ Week from April 28 through May 4, members received 50 cents off each gallon of fuel they purchased at participating Exxon and Mobil stations. One Walmart+ member who filled up between April 28 and May 31 also got the chance to buy a new truck for just 50 cents.

Permissible Indulgence Takes Center Stage at 2025 Sweets & Snacks Expo

Despite economic pressures, U.S. consumers continue to prioritize snacking. Nearly half of Americans (48.8%) snack three or more times a day, a 2.7% increase year over year, with younger demographics (aged 18-44) leading the charge, Sally Lyons Wyatt, global executive vice president and chief advisor — consumer goods and foodservice insights for Circana, shared during the 2025 Sweets & Snacks Expo. Factors such as health, flavor, innovation and broader macroeconomic trends are transforming American consumers’ snack cravings.

Convenience Store News is teaming up with online product discovery platform RangeMe to help convenience store operators more efficiently find and source diverse-owned and emerging brands across multiple product categories. The CSN Supplier Showcase: Diverse & Emerging Brands collection on RangeMe consists of a curated group of products from hundreds of emerging and diverse-owned brands that meet specific criteria based on input from CSNews’ Supplier Diversity Committee. The collection features items across food, beverage, general merchandise, and health and beauty care categories.

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

MOST VIEWED NEW PRODUCT

Digital commerce platform Vroom Delivery, in partnership with Fresh KDS, a kitchen display system (KDS) that expedites order fulfillment through modern touchscreens, introduces an Omnichannel Kitchen Management System. Powered by the same centralized automation that runs Vroom’s other products, retailers can simply enable a new sales channel, such as kiosks, and Vroom’s Automated Menu Management systems will immediately propagate the menus, pull pricebook and inventory data from the back office, and ingest orders into the retailer transaction logs. Orders can be segmented to different parts of the store based on the items in customer baskets. Vroom Delivery Omnichannel Kitchen Management System

Sunoco Inks $9.1B Deal for Parkland

The merger is slated to close in the second half of 2025

SUNOCO LP STRUCK A DEAL to acquire all outstanding shares of Parkland Corp. in a cash and equity transaction valued at approximately $9.1 billion, including assumed debt.

The agreement has been unanimously approved by the board of directors for both Dallas-based Sunoco and Calgary, Alberta-based Parkland. The merger is expected to close during the second half of 2025 upon satisfaction of the closing conditions, including approval by Parkland’s shareholders and customary regulatory and stock exchange listing approvals.

“This strategic combination is a compelling outcome for Parkland shareholders,” said Michael Jennings, executive chairman of Parkland. “The board unanimously recommends the proposed transaction, recognizing Sunoco’s commitment to safeguarding Canadian jobs, retaining the Calgary head office and further investing in Canada. This partnership creates significant financial benefits for shareholders and would position the combined company as the largest independent fuel distributor in the Americas.”

As part of the transaction, Sunoco plans to form a new publicly traded Delaware limited liability company named SUNCorp LLC. The new entity will hold limited partnership units of Sunoco that are economically equivalent to Sunoco’s publicly traded common units on the basis of one Sunoco common unit for each outstanding SUNCorp unit.

“Today marks a significant milestone,” said Bob Espey, president and CEO of Parkland. “This transaction delivers immediate value for shareholders, including an attractive

25% premium. Sunoco shares our commitment to growth, customer service, operational excellence and ongoing investment in Canada, making our combined business stronger and better positioned for sustained success.”

This deal emerged roughly three weeks after Espey announced his intent to step down from his position by the end of the year and two months after Parkland launched a strategic review process with a special committee exploring a variety of value-maximizing alternatives, including a potential sale of the company.

Sunoco and Parkland cited compelling financial benefits, strong industrial logic in the form of complementary assets that enable advantaged fuel supply and diversification of Sunoco’s portfolio and footprint, and accelerated accretive growth that will increase cash flow generation for reinvestment and distribution as strategic rationale for the deal.

Post-acquisition, Sunoco intends to maintain a Canadian headquarters in Calgary, as well as significant employment levels in Canada; will continue to invest in Parkland’s Burnaby Refinery; will continue to support Parkland’s plan to expand its Canadian transportation energy infrastructure; and will use its expanded free cash flow to provide additional resources for reinvestment in Canada, the Caribbean and the United States in support of existing and new opportunities.

Eye on Growth

QuikTrip Corp. is now officially in Indiana. The retailer celebrated the opening of its new travel center in Daleville on April 18. The site includes a full-service QT Kitchens featuring freshly prepared grab-and-go items and custom-made menu items.

Wawa Inc. also marked its entrance into Indiana with the opening of three stores in May. The inaugural locations are in Daleville, Noblesville and Clarksville. Wawa plans to open up to 10 Indiana stores this year, followed by eight to 12 stores there annually.

Good Oil Co. Inc. is adding five convenience stores in the Dayton and Cincinnati, Ohio, areas to its portfolio. These additions follow the company’s acquisition of the convenience retail assets of Big Mike’s Gas N Go LLC.

Retailer

Tidbits

Hy-Vee Inc. is teaming up with Iowa Corn and Growth Energy to update the branding for Unleaded 88 at its Hy-Vee Fast & Fresh convenience stores across the Midwest. The retailer will hold special events this summer to educate drivers on the fuel option.

Equilon Enterprises LLC dba Shell Oil Products US wrapped up its acquisition of the Fuel Rewards loyalty program from PDI Technologies and Excentus Corp. The program is available at more than 12,000 participating Shell locations.

Global Partners LP partnered with Helpsy, a clothing collection and recycling company, to place textile collection bins across its network. As of late April, Global Partners’ sustainability initiative, “Global for Good,” had placed collection bins at 32 of its c-stores and fueling stations.

Love’s is rebranding Trillium to Love’s Alternative Energy.

Trillium Energy Solutions, part of the Love’s Family of Companies, completed its acquisition of U.S. Energy’s compressed natural gas dispensing network on April 25. Terms of the deal were not disclosed.

ARKO Corp. began construction on a pilot store that will debut a new branded foodservice program called Fas Craves. A Fas Mart in Richmond, Va., is the first of seven pilot stores the company plans to build as part of its transformation strategy.

Foxtrot opened its first new-to-industry location since it unexpectedly shut down in late April 2024 and reemerged on the convenience scene in September. The retailer’s new build is in the Lincoln Park neighborhood of Chicago.

Pilot kicked off a hiring initiative to add more than 7,500 people to its employee count. The travel center operator is looking to fill positions across its owned and operated travel center brands, onsite restaurants and tanker fleet.

7-Eleven Inc. will add ATM units to more than 4,000 stores across the United States through a new partnership between NCR Atleos Corp. and FCTI Inc. FCTI will enable Atleos’ Allpoint Network surcharge-free cash withdrawals and cash deposits at 7-Eleven stores.

EG America recently launched a retail media network. By joining the Axonet network, the retailer will generate brand awareness and drive in-store conversions through digital signage at its more than 1,500 locations.

Hy-Vee currently has more than 50 Midwest locations that offer Unleaded 88.

Supplier Tidbits

GK Software, a commerce solutions provider, acquired Nomitri GmbH, a deep-tech startup for computer vision. Germany-based Nomitri will continue to exist as a wholly owned subsidiary of the GK Software Group.

NRS Petro is partnering with Fiscal Systems to streamline fuel dispenser integration and improve payment processing. The collaboration is designed to enable gas station owners to manage their entire business from a single platform.

SPINS is teaming up with Stackline to equip brands with an integrated view of online and in-store market measurement. The partnership will deliver a more comprehensive view of product and attribute performance.

Modernwash introduced new Virtual Walk + Thru software. Clients can now explore their future building in detail via computer or virtual reality headset, ensuring confidence in design choices before construction begins.

Fiserv acquired CCV, a payment solutions provider in the Netherlands, Belgium and Germany. The purchase will enable Fiserv to accelerate the deployment of its Clover platform and operating system across Europe.

The J.M. Smucker Co. rolled out a new marketing campaign for the Hostess brand. It will include animated online videos, social media, radio, a strategic Spotify partnership and big cultural activations.

The campaign aims to turn Hostess treats into a language of their own.

Coca-Cola Orange Cream

Nostalgia meets novelty with the launch of Coca-Cola Orange Cream. The offering, which is also available in a zero sugar variety, infuses the timeless taste of Coca-Cola with a burst of refreshing orange and smooth, creamy vanilla flavors. Coca-Cola Orange Cream and Coca-Cola Zero Sugar Orange Cream will be available through early 2026, an intentional move by The Coca-Cola Co. to continually refresh its flavor portfolio based on evolving consumer preferences. Both beverages come in 12-ounce and 7.5-ounce cans, 20-ounce single-serve bottles and multipacks.

THE COCA-COLA CO. • ATLANTA • COCA-COLACOMPANY.COM

Pop’ums Pretzel Snacks

Snack Factory’s Pop’ums blend the “munchability” of popcorn and the crispy crunch of pretzels into a fun-to-eat snack, according to the company. With millennials looking for new types of salty snacks and unique textures in snacking on the rise, Snack Factory was inspired to create its most distinctive product to date. The premium baked snack was inspired by the shape of popcorn and designed to hold flavor. Pop’ums come in three varieties: White Cheddar, Golden Mustard BBQ and Sea Salt. They are available nationwide for a suggested retail price (SRP) of $5.49 per 9-ounce bag.

SNACK FACTORY • CAMDEN, N.J. • SNACKFACTORY.COM

Kush Kube Legal THC Gummies

New from King B Distribution, Kush Kube is a line of legal THC gummies crafted with a full-plant profile, combining 15 milligrams of Delta 9 THC and 15 milligrams of CBD for a balanced, enjoyable effect, the company said. The gummies are third-party lab tested to ensure quality, compliance and transparency. The product is geared toward consumers aged 21 and older, and is available in eight flavors: Sour Watermelon, Sour Grape, Pineapple Strawberry, Fruit Punch, Cotton Candy, Pina Kolada, Orange Kream and Apple Berry. KING B DISTRIBUTION • SALT LAKE CITY • KINGBDISTRIBUTION.COM

Lula Operators

Trolli Gummi Pops

Trolli disrupts the frozen aisle with the nationwide debut of Trolli Gummi Pops. The one-of-a-kind frozen treat, available in two unique sour flavor combinations, features Trolli’s signature soft and chewy gummi texture. Each pop has dual-tone neon colors and two-in-one flavor combinations — Cherry Lemon and Grape Strawberry — delivering a unique sensory experience, the company noted. Trolli Gummi Pops are available in two formats: multipack boxes containing 10 Trolli Gummi Pops for a SRP of $5.99 and a one-count for a $2.99 SRP.

WELLS ENTERPRISES INC. • LE MARS, IOWA • TROLLIGUMMIPOPS.COM

Lula Commerce launches Lula Operators, a suite of artificial intelligence (AI) agents designed to automate critical e-commerce operations for retail stores. Lula’s AI-powered agents tackle small-box retailer challenges such as rising labor costs and overtasked staff head-on, and efficiently automate critical tasks behind the scenes as an extension of the retail teams, according to the company. Lula Operators are now available in four essential categories: Operational Uptime Agent; Ratings & Feedback Agent; Refunds & Disputes Agent; and Financial Auditing & Reconciliation Agent. The company plans to further expand the suite with more Lula Operators.

LULA COMMERCE • PHILADELPHIA • LULACOMMERCE.COM

Capri Sun Single-Serve Bottles

Cheez-It Pizza Offerings

Cheez-It is bringing the pizzeria experience to consumers with the debut of two pizza-inspired flavors. Cheez-It Snap’d Extra Crunchy Margherita Pizza is made with “the 100% real cheese taste” of Cheez-It Snap’d, coated in margherita pizza seasoning and bursting with the sweetness of tangy tomato, the bright notes of basil and olive oil, and the creaminess of mozzarella, according to the brand.

Cheez-It Duoz Pesto + Mozzarella features a pesto cracker with a blend of green herbs, olive oil and savory Italian cheeses balanced with a hint of garlic, as well as a mozzarella cracker that is creamy and mild to complement the pesto.

KELLANOVA • CHICAGO • KELLANOVA.COM

For the first time, Capri Sun is now available in resealable bottles. The juice brand, known for its iconic pouches, introduces 12-ounce bottles — the equivalent of two pouches — in the brand’s most popular flavors: Fruit Punch, Pacific Cooler and Strawberry Kiwi. Made with all-natural ingredients, no artificial dyes and no artificial sweeteners, the new format is a reflection of the brand’s commitment to meeting the evolving needs of today’s families. With this move, Capri Sun will enter new retail categories such as convenience stores.

THE KRAFT HEINZ CO. • CHICAGO • CAPRI-SUN.COM

Prairie City Bakery Sprinkle-Topped Doughnuts

Prairie City Bakery is adding a burst of color and flavor to its extensive bulk doughnut lineup with the launch of two varieties: Chocolate Iced Sprinkle Yeast Donut and White Iced Sprinkle Yeast Donut. Designed for maximum convenience, Prairie City Bakery’s thaw-and-sell bulk doughnut program allows retailers to offer fresh, high-quality doughnuts with minimal effort — simply thaw, merchandise and serve. The new varieties are aimed at meeting the increasing demand for visually exciting and indulgent bakery items.

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

Lipton Hard Iced Tea Citrus Green Tea 12-Pack

Lipton Hard Iced Tea drinkers can now enjoy Lipton Hard Iced Tea Citrus Green Tea in 12-packs for easy sharing or stocking up. Citrus Green Tea has been a hit for Lipton Hard Iced Tea since its debut as adventurous consumers are always looking for bold, refreshing flavors, the brand noted. Noncarbonated and with a 5% ABV, Lipton Hard Iced Tea Citrus Green Tea is made with real brewed Lipton Green Tea, natural flavors and a triple-filtered, premium malt base.

LIPTON HARD ICED TEA • ROCHESTER, N.Y. • LIPTONHARDTEA.COM

Inline Plastics Four-Compartment Platter

Inline Plastics’ latest Essentials platter design features four compartments: two generously sized compartments and two standard sections, letting operators customize portions exactly how they want them. One platter holds 38 ounces of product while maintaining a sleek profile, with the perfect space ratio for optimal food options, the company stated. The four-compartment platter is made with 10% post-consumer recycled content with an exceptionally clear presentation. The secure lid keeps contents fresh and perfectly arranged during transport, while the platter’s architecture allows for easy stacking. INLINE PLASTICS • SHELTON, CONN. • INLINEPLASTICS.COM/PRODUCT/PLQ38C4

Engaging Environments

Small operators on a budget can still captivate customers with effective store design

By Renée M. Covino

ARE YOU OPERATING your convenience store with design in mind? You should be.

In today’s competitive retail environment, thoughtful store design serves as a strategic differentiator rather than merely an aesthetic consideration. For small operators in the convenience channel, effective design has the potential to create immersive environments that transform routine transactions into memorable interactions that foster customer loyalty.

“While national chains rely on standardized experiences, independent retailers can leverage design to visually communicate their unique value proposition and authentic local character,” explained John McCauley, director of brand design for Fort Worth, Texas-based Paragon Solutions, a retail design and brand strategy firm. “Modern consumers increasingly evaluate retailers on experience quality alongside traditional product and price considerations — making well-designed environments a critical business investment rather than an optional expense.”

Granted, design is just one element of the overall retail proposition, but it plays a critical role in shaping how customers perceive one store over another, according to Joseph

Bona, executive director of BDL Partners, a New Yorkbased retail design firm.

“That said, customers aren’t fooled by great design alone. They’ll quickly call out poor service, underwhelming offers or a lack of differentiation. Ultimately, it’s what stands behind the design — clarity of purpose, operational excellence and a compelling offer — that determines lasting impact,” he told Convenience Store News.

Analyze the Customer Journey

Before investing a single dollar in any physical renovations or other design changes, industry experts stress that each operator should conduct a comprehensive customer journey analysis to identify the critical improvement opportunities for their store(s).

“Walk through your entire property with fresh eyes, from the moment a vehicle approaches your location to the final interaction at checkout,” McCauley advised. “Document each touchpoint where design may influence perception and behavior.”

He suggests prioritizing changes based on their maximum impact potential, such as:

• Exterior presence and approach visibility: These crucial first impressions determine whether more discerning demographics, such as women, younger generations and higher-income customers, even consider entering your store.

• Forecourt-to-store transition areas: Strategic design elements here can dramatically increase the conversion rate from fuel-only to in-store purchases.

• High-visibility zones: These are areas within the store that naturally draw customer attention and create opportunities for impulse sales.

• Operational bottlenecks: Consider areas where design improvements could simultaneously enhance customer experience and staff efficiency.

• Customer pain points: Identify these through direct feedback and observation, particularly areas that create friction or negative impressions.

Regarding the latter, deferred maintenance issues are among the most visible and telltale signs customers use to judge a retail environment, noted BDL Managing Partner Byron Anderson. Dirty vents, stained ceiling tiles, broken lights and outdated restrooms will create negative first impressions and cast doubt on the business’ overall quality of service and the offer. A fresh coat of paint and addressing the basics can dramatically uplift any space.

“To truly evaluate your store, think about all the mission trips your customers make throughout the day — grabbing coffee, picking up a cold beverage, ordering breakfast or reaching for a snack — and then, literally, walk their path,” Anderson said.

Questions to ask include: Is the product clearly visible? Is the surrounding area clean? Are items grouped logically to show breadth of choice, not scattered throughout the store?

Thinking about high-visibility zones, smaller operators can easily, and inexpensively, reinvent their stores as a gifting destination — a miniature remodel of sorts that can pay for other improvements, according to

Steve Dekker, managing director for the Americas at Blackhawk Network, a global payments provider.

“Well-run gift card programs can be a lucrative year-round revenue stream with a small in-store footprint,” he relayed. “A gift card mall in-store can expand your assortment of shoppable items, and allows you to drive additional spend beyond the card’s value and encourage return visits that deepen brand engagement.”

The company’s research has found that most U.S. consumers (88%) pair a gift card with another gift item, with greeting cards, chocolate and wine being the top three.

Make Experience-Focused Tweaks

Modern convenience stores are using smart lighting, open layouts and attractive product displays to create spaces customers genuinely enjoy visiting — what design experts like McCauley call “experience-focused design.” The concept is a fit for independents.

“Small operators have a distinct advantage here. Their ultimate knowledge of local preferences allows them to create personalized, community-specific environments that larger chains with standardized designs simply cannot replicate,” said McCauley.

Adaptive display systems can replace static gondolas with modular fixture solutions, which elevate merchandise presentation while enabling reconfiguration for seasonal promotions, emerging categories or shifting consumer preferences, creating “retail theater” that transforms ordinary products into compelling visual stores within a limited footprint.

Distinctive category zones are another modern idea for the small operator to adopt. Creating mini-destinations within the store using simple design changes like special lighting, different flooring and unique fixtures can go a long way. Coffee stations, fresh food areas and local product displays work especially well with this approach, according to McCauley.

“Small operators can excel here by creating memorable category experiences that feel personally curated for their specific community, something cookie-cutter chain stores struggle to achieve with their standardized designs,” he said.

BDL Partners is a strong believer in what Anderson calls the “atmospherics” of

Small operators have an advantage in being able to create personalized, community-specific environments.

Bold Flavor

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design — using lighting to create intentional highlights and contrasts rather than relying on flat, even illuminated systems. “Light should draw attention to the right zones and moments within the store,” he said. “Color palettes should lean toward neutral tones and textures that create warmth and longevity, while graphics should play a supportive, not dominant, role. The days of oversized ice cube images above the cooler are behind us.”

Additionally, Anderson pointed out that today, visual language within a store needs to feel refined and purposeful. “Resist clutter by removing outdated posters, dusty signs and tape remnants that make your store feel tired and neglected,” he urged. “Commit to a quarterly signage reset. A clean, visually calm store communicates professionalism, attention to detail and respect for your customers.”

The Future of C-store Design

Curious as to what might shape store design in the future?

The way Bona sees it, technology will continue to play an increasingly important role, streamlining everything from order fulfillment, stocking and training to enabling faster, more convenient ways for customers to shop, pay and be rewarded for their loyalty.

“The real opportunity lies in seamlessly integrating technology into the store design, so it enhances the experience without drawing attention to itself,” he said. “When done right, tech becomes invisible, working in the background to make every interaction feel smarter, faster and more personalized.”

McCauley echoes that integrated technology will accelerate, even for smaller operators, with the continued evolution of frictionless checkout systems, personalized digital touchpoints and smart shelving. He also envisions more store layouts and fixture systems that can quickly adapt to changing consumer preferences, seasonal opportunities and emerging product categories without costly renovations.

“This built-in adaptability gives independents crucial speed advantages over rigid chain competitors when responding to market shifts or local trends,” he noted.

Community-centered design will also gain prominence as small operators leverage their local connections as an advantage against larger competitors, creating spaces that “serve as neighborhood hubs rather than just transaction points,” McCauley added. CSN

The Most Bang for the Least Buck

Primary Signage — This is your 24/7 brand ambassador. Investing in quality primary signage will create crucial first impressions and communicate your standards before customers even enter the property.

Exterior Building Refreshes — Strategic façade improvements can deliver transformative impact at a modest cost. Consider simple upgrades such as contemporary awnings, modernized storefront windows, and updated cladding materials and signage

Exterior Maintenance — While not a design element per se, well-maintained exterior spaces function as a powerful brand asset. Consider fresh parking striping, clean concrete and tended landscaping, all of which create subconscious quality associations that influence purchase decisions before customers walk through the door.

Lighting — Implementation of modern LED lighting can both reduce operational costs and dramatically transform space perception inside and out, encouraging longer visits.

Strategic Color Application — Simply applying fresh paint to the outside and inside of a store can perhaps yield the highest return-on-investment improvement, instantly modernizing spaces and reinforcing brand unity and identity.

Flooring — Targeted flooring updates in high-visibility areas can create the perception of a full renovation, but without the comprehensive replacement costs.

Profit Center Enhancements — Creating visual distinction around foodservice, beverage stations and other high-margin areas of the store will draw customer attention to your most profitable offerings. Think strategically placed lighting, signage and finishes.

Restroom Upgrades — Consistently clean, well-maintained restrooms have evolved from being a pleasant surprise to a baseline expectation. Modest investment here can eliminate a common reason that consumers, especially females, may avoid your store.

A clean, visually calm store communicates professionalism.

UNDER PRESSURE

THE INDUSTRY’S IN-STORE SALES GROWTH HITS ITS LOWEST POINT IN THE PAST SIX YEARS

By Angela Hanson & Linda Lisanti

WEARY CONSUMERS, declining foot traffic and rising operational costs had convenience store retailers apprehensive heading into 2024. Indeed, some of their concerns were warranted.

After hitting record-high sales in 2022, total U.S. convenience store sales declined for a second consecutive year in 2024, though the decrease was less than in 2023. Sales dropped from $775.5 billion to $755.2 billion, a decline of 2.6%, according to the 2025 Convenience Store News Industry Report, the longest-running annual analysis of U.S. c-store industry performance.

The chief contributor to the overall sales decline was motor fuels. Fuel volume was largely flat, with gallons up just 0.7% for the year. However, lower gas prices drove the industry’s 2024 fuel revenue to decrease by 5.3%, going from $487.8 billion to $462 billion.

Meanwhile, in-store sales at U.S. convenience stores hit a new high of $293.2 billion last year, but the rate of growth was the lowest seen in the past six years. In-store sales increased by just 1.9% year over year, compared to 4.5% in 2023, 6.6% in 2022 and 6.2% in 2021.

Consequently, the convenience store industry’s sales mix for 2024 still skewed more toward motor fuels, though in-store sales captured a larger slice of the pie than a year ago. In-store comprised 38.8%, up from 37.1% in 2023. Fuel comprised 61.2%, down from 62.9%.

Looking at the industry’s gross profit dollar mix, however, in-store accounted for 60.7%, while fuel accounted for 39.3%. Overall, industry gross profits rose just 1.2% last year to $128.37 billion. This rate of growth was the lowest since 2020.

While inflation lessened last year, the cost of goods remained elevated and c-store retailers had to approach price increases gingerly for fear of alienating weary

consumers. The Consumer Price Index for all items rose 2.9% from December 2023 to December 2024. Food prices overall increased 2.5%, consisting of a 1.8% increase in prices for food at home and a 3.6% increase in prices for food away from home.

In the good news column, both in-store and fuel transactions per week at U.S. convenience stores ticked up in 2024 after dropping in 2023. The average spend per transaction was down, though, indicating that customers were coming more frequently, but spending less. The average fuel spend was $35.91, down 6.1%, while the average in-store transaction was $12.70, down 0.5%.

OPERATIONS RESULTS

Following two years of double-digit increases in direct store operating expenses, convenience retailers got a little relief in 2024 as operating expenses rose 7.9% per store, totaling nearly $1.2 million. Credit card fees saw

the steepest increase, rising 19.6% year over year. However, this was a marked improvement from 2023 when these fees jumped 26.6%.

Labor, including wages, payroll taxes, workers compensation, health insurance and other benefits, accounted for the largest share

operating expenses at $638,286 per store, up 4.7% vs. the prior

year. This was also a change for the better as labor costs had increased by 6.6% in 2023 and 11.2% in 2022 as the industry struggled to hire and retain employees.

During the COVID-19 pandemic, c-store retailers raised their starting wages and offered retention bonuses to try to attract and keep store-level employees. These practices have continued despite the acute labor shortage subsiding. Pre-pandemic, 2019 wages per store totaled $354,271. In 2024, per-store wages reached $541,620.

MOTOR FUEL VOLUME

Improvement in the industry’s turnover rates indicates that retailers’ efforts are making an impact. The 2024 turnover rate for store associates was 146%, down from 158% in 2023 and 163% in 2022. The turnover rate for store managers stands at 92%.

MOTOR FUELS

Retail gasoline prices fell for the second straight year in 2024. The weighted average price of all grades of gasoline and diesel fuel declined 5.9% to $3.35 per gallon, down from $3.56 in 2023.

INDUSTRY SALES MIX

As such, the industry’s fuel dollar sales also fell, declining 5.3%, while gallons were flat, increasing just 0.7%. The average gross margin dipped 1.4% to 28.3 cents per gallon.

The percentage of convenience stores selling gasoline continued to hold steady, increasing less than one percentage point to 80%. Approximately 121,852 c-stores across the United States offered motor fuels last year.

Total dollar sales of motor fuels across the industry were $462 billion in 2024, down from $487.8 billion the previous year, but ahead of dollar sales from 2019 through 2021. The high point of the last five years was in

GROSS PROFIT DOLLAR MIX

EMPLOYEE TURNOVER

TRANSACTIONS

C-STORE SQUARE FOOTAGE

IN-STORE SALES PER STORE

2022 when fuel sales reached $538.7 billion. Last year, total gallons sold totaled 137.9 billion, the second-highest amount in the past five years.

CIGARETTES

Cigarette sales at c-stores shrank for the third straight year in 2024, declining 4.8% to $390,169 in average sales per store.

Economy/value cigarettes were again the sole area of growth, although that growth slowed compared to the prior year. The segment increased 8.2% in average sales per store, signaling customers’ ongoing interest in saving money on their cigarette purchases. However, this segment was again the smallest in terms of actual dollar sales.

Premium/super premium remains the top cigarette segment by a significant margin, though average sales per store

declined 5.3%. Mid-level cigarettes shrank even more, falling 8.7%.

Total industry dollar sales of cigarettes in 2024 saw practically no change from the previous rate of decline, falling 4.6% year over year, while total industry unit volume decreased 9.1% — the largest drop in the last five years. The category’s share of in-store sales also hit a new five-year low, going from 21.51% in 2023 to 20.16% in 2024.

OTHER TOBACCO PRODUCTS

In contrast to cigarettes, other tobacco products (OTP) had a better 2024 despite stagnant growth. Average sales per store increased 2.7% to $155,241, which was up less than a percentage point from the category’s growth in 2023.

Despite this, only one segment of OTP saw per-store dollar sales rise last year. Sales of smokeless tobacco alternatives jumped 59.6% to $28,378 per store. All other segments of OTP declined or were flat. Vaping products, the No. 2 segment in terms of sales, saw the biggest drop of 8.5%, while the top-selling smokeless segment declined 4.1%.

Total industry sales of OTP were up 2.9%, down from 3.9% growth the previous year. Total unit volume in the industry fell 2.6%, compared to a 3.3% drop in 2023. Year over year, OTP’s share of in-store sales saw a slight uptick to 8.02%.

FOODSERVICE

The foodservice category saw its fourth straight year of double-digit growth in 2024. Average sales per store increased 12.6% to $437,525, up from 11.9% growth in 2023.

The positive atmosphere persisted across the category. Prepared food led both in growth and actual dollar sales,

MOTOR FUEL SALES & MARGINS

RETAIL GASOLINE PRICES

FIVE-YEAR TREND: MOTOR FUELS

IN-STORE SALES BY CATEGORY

CATEGORY ANALYSIS: CATEGORY ANALYSIS:

FIVE-YEAR TREND: CIGARETTES

with average sales per store up 12.9%, while hot dispensed beverage sales increased 12.2% and cold dispensed beverage sales increased 11.7%. Frozen dispensed was the only segment not to see double-digit growth, but it came close with a 9.1% increase in average sales per store.

Although the foodservice category’s overall growth is still significantly slower than the post-pandemic boom years of 2021-2022, industry sales increased an impressive 12.9% in 2024, down less than a point from 2023. The category’s share of in-store sales jumped to 22.58%, up from 20.4% and setting a new high-water mark for the second straight year.

PACKAGED BEVERAGES

Cold vault sales were flat in 2024 thanks to a mix of segment growth and declines. Average sales per store increased just 0.1% to $270,368, down from 7.9% the previous year.

In a turnaround from 2023, when nearly all packaged beverage segments saw positive results, most segments saw sales decline last year. In the top two segments, energy/alternative drinks and carbonated soft drinks, per-store sales increased 2% and 1%, respectively. Enhanced water had the most growth

at 3.7%. All other segments saw decreases in average sales per store.

Total industry sales of packaged beverages were similarly flat at 0.4% growth, down from 7.9% in 2023. Total unit volume declined 3.2%. The category’s share of in-store sales slipped less than one point to 13.97% — still, its second-highest point in the last five years.

BEER & MALT BEVERAGES

The beer and malt beverages category also saw mixed results last year with segments split nearly evenly between growth and declines. Average sales per store fell 1.1% to $168,586, down from 1.6% growth the previous year.

The top-selling segment of premium beer had the largest sales decrease, falling 7.2% in average per-store sales and

PACKAGED BEVERAGES

FIVE-YEAR TREND: PACKAGED BEVERAGES

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Primo Water and BlueTriton Brands have merged to form Primo Brands, delivering an unparalleled assortment of options to grow water category sales.

CATEGORY ANALYSIS:

BEER/MALT BEVERAGES

barely edging out the No. 2 segment of imported beer, which grew 3.6%. Flavored malt beverages, premium plus/ super premium beer, cheladas and nonalcoholic beer saw per-store sales rise as well, while sales of budget/value beer, alcoholic seltzer, microbrews/craft, unflavored malt liquor and alcoholic cider shrank.

The percentage of c-stores that sold beer and malt beverages saw a slight uptick to 81.5% in 2024, up from 80.7% the previous year. However, total industry sales of the category dropped 0.8%, down from 3.1% growth in 2023, while total unit volume declined 1.5% after two years of flat transactions. The category’s share of in-store sales fell less than one point to 8.71%, its lowest point in the last five years.

CANDY

The candy category’s performance turned sour last year, with average sales per store falling 2.8% to $67,583, a significant turnaround from the 8% growth seen in 2023.

Nearly all segments declined in per-store sales, with only bagged/repackaged/peg candy posting growth of 1.9%. The segments with the biggest percentage drops were novelties, seasonal candy and nonchocolate bars/packs, respectively. The chocolate bars/packs segment remains the top-selling subcategory by a significant margin, yet declined 3.5% year over year.

FIVE-YEAR TREND: BEER/MALT BEVERAGES

STORES SELLING BEER

Total industry sales of candy fell 2.5% in 2024. Total unit volume saw an even bigger drop, declining 6.8% — its largest volume decline in the last five years. The category’s share of in-store sales dropped less than one point to 3.49%.

SNACKS

The performance of salty snacks also took a downturn in 2024, with most segments seeing low growth or falling into negative territory. Average sales per store of salty snacks fell 1.1% to $59,603, down from 8.6% growth the previous year.

Segment wise, nuts/seeds saw the most growth in per-store sales at 2.2%, but stayed fairly low in actual dollars. Potato chips remained the top-selling segment, though sales fell 2.2%. Tortilla/corn chips, the No. 2 segment, was flat. Puffed cheese, mixed salty snacks, ready-to-eat popcorn and pretzels all saw per-store sales decrease.

Total industry sales of salty snacks fell 0.9%, down

CATEGORY ANALYSIS:

CANDY SALTY SNACKS

TREND: CANDY

FIVE-YEAR TREND: SALTY SNACKS

CATEGORY ANALYSIS: CATEGORY ANALYSIS:

ALTERNATIVE SNACKS

FIVE-YEAR TREND: ALTERNATIVE SNACKS

EDIBLE GROCERY

FIVE-YEAR TREND: EDIBLE GROCERY

from 10.2% growth in 2023, while total unit volume fell 5.9%. Salty snacks’ share of in-store sales saw little change at 3.08%.

Alternative snacks had a worse year, with average sales per store declining 4.2% to $21,357, falling from 3.4% growth the previous year. The best-performing segment only managed to stay flat, with health/energy bars posting 0.1% growth in per-store sales. All other segments declined, with the top-selling meat snacks segment experiencing the biggest drop of 5.8%.

Total industry sales of alternative snacks decreased 4%, down from 2.4% growth in 2023, while total unit volume fell 7.2%, marking its third year in negative territory and its largest decline in the last five years. Alternative snacks’ share of in-store sales stayed steady at 1.1%.

GROCERY

Edible grocery sales slowed for the second year in a row, with average sales per store increasing 2.6% to $107,433, down from 5.7% growth in 2023.

The top-selling segment, other/dairy deli products, grew 6.9%. However, it was the frozen foods segment that

led the category in growth, increasing 11.1% in per-store sales. All other edible grocery segments declined, with breakfast cereal seeing the biggest drop of 13.6%.

Total industry sales of edible grocery rose 2.8%, the smallest increase in the last five years. Total unit volume was flat at 0.4% growth. The category’s share of in-store sales held steady at 5.55%.

Meanwhile, nonedible grocery sales were mostly flat to negative in 2024, with average sales per store falling 0.6% to $30,981, down from 2.4% growth the previous year.

Paper/plastic/foil products, pet care and other nonedible grocery items stayed in the green, with pet care seeing the most per-store sales growth at 4.3%. Sales of household care, laundry care and dish care items declined, with household care seeing the biggest drop of 8.7%.

Total industry sales of nonedible grocery declined 0.4%, down from 3.9% growth in 2023. Total unit volume declined 0.8%, an improvement from its 2.8% loss in 2023. The category’s share of in-store sales saw virtually no change, landing at 1.6%.

CATEGORY ANALYSIS:

NONEDIBLE GROCERY

TREND: NONEDIBLE GROCERY

CATEGORY ANALYSIS:

GENERAL MERCHANDISE

CATEGORY ANALYSIS:

HEALTH & BEAUTY CARE

FIVE-YEAR TREND: HEALTH & BEAUTY CARE

METHODOLOGY

GENERAL MERCHANDISE

General merchandise’s performance was largely negative last year as nearly all segments of the category declined. Average sales per store fell 2.7% to $57,907, close to the previous year’s 2.5% sales decrease.

The hardware/tools/housewares segment performed the best for the second year in a row, with 8.7% growth in per-store sales. All other segments saw sales decrease, with smoking accessories seeing the biggest drop of 6.4%. Sales of automotive products fell 3.3%, but this segment continues to generate the most actual dollars by a significant margin.

Total industry sales of general merchandise fell 2.5% in 2024, marking the second year of decline. Total unit volume fell 4.8%, close to the segment’s 5% volume drop the previous year. Still, the category’s share of in-store sales saw little change at 2.99%.

HEALTH & BEAUTY CARE

The health and beauty care category experienced sales decline for many segments in 2024, but ended the year with slight overall growth. Average sales per store increased 1.9% to $12,785, slowing from 3.5% growth the previous year.

The top-selling segment of vitamins/supplements saw the most growth, with per-store sales rising 13.2%. Sales of grooming aids also rose 2.4%. All other segments saw sales decline, with the No. 2 segment of liquid vitamins/supplements/energy shots experiencing the biggest drop of 7.8%.

Total industry sales of health and beauty care rose 2.2%, down from 5% growth in 2023. Total unit volume declined 3.1%, its second-largest negative change in the last five years. The category’s share of in-store sales saw no movement, staying at 0.66%. CSN

The 50th annual 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.

Cooking Up a Successful Collaboration

Branded foodservice partnerships offer unique advantages to convenience retailers

By Kathleen Furore

WITH CONSUMERS SEEKING more options for graband-go, away-from-home dining, convenience foodservice has emerged as an area ripe for growth. This is especially true for c-store operators willing to invest in upscaling their foodservice programs, as convenience store food is increasingly facing off against fast-casual, fast-food and grocery outlets.

When it comes to adding a foodservice program, convenience retailers have two options: work with a branded foodservice partner or create their own proprietary program.

The potential benefits of taking the partnership route are substantial, according to Van Ingram, vice president of franchise development for Jack in the Box, a San Diego-based quick-service restaurant (QSR) chain with more than 80 developed locations in c-stores and travel plazas.

“Choosing a franchise brand for your convenience store gives you access to a proven business model because it provides immediate access to a built-in customer base, brand recognition, training and operational playbooks, supply chain, menu management

and marketing — all without the trial and error that comes with creating a proprietary program,” Ingram said. “For most retailers, branded programs are a smarter, lower-risk way to drive foodservice profitability and guest traffic. The combination of fuel sales, inside sales and a branded QSR is paramount for success in today’s climate.”

Jim Norberg, CEO of Alexandria, La.-based Krispy Krunchy Chicken, a quick-service, store-in-store concept that closed out 2024 with 605 new store openings, shared a similar take on the pros of collaborating with a wellknown foodservice partner.

“This option is better than trying to build their own foodservice program from the ground up due to a variety of factors, but mainly because it is a proven model that enables c-store operators to get started quickly and to easily add a new revenue stream to their store,” he said.

Like Ingram, Norberg stressed that c-store operators that are not willing to adapt to

the new, foodservice-driven experience customers expect risk falling behind. “Customers now expect options that go beyond packaged goods, and fresh food offerings can drive both frequency and loyalty,” he noted. “Without a compelling foodservice program, stores may lose share to competitors who meet these evolving expectations.”

Jack in the Box offers a menu covering all dayparts, including breakfast items, burgers, chicken sandwiches, tacos, jumbo egg rolls and salads. The company’s CRAVED prototype can fit into most any footprint, according to Ingram.

“Our kitchen-only prototype requires approximately 1,350 square feet, and a drive-thru is a must-have at all c-store and travel plaza locations. If a dining room is included, we’ll need an additional 500 to 600 square feet,” he explained. “The c-store and QSR share the same facility, but require separate management. We typically look for convenience store operators with a minimum monthly gallonage of 125,000, access to major highways or intersections, and traffic counts of at least 20,000 vehicles per day.”

The company requires an experienced foodservice manager to complete Jack in the Box training and be responsible for daily management of the restaurant, Ingram added.

Krispy Krunchy Chicken’s menu includes hand-breaded, mild Cajun-spiced fried chicken, all white meat tenders and nuggets. There is no specific footprint required — all that’s needed is room for a hood, an 85-pound fryer and a hot food case, Norberg explained.

“…It is a proven model that enables c-store operators to get started quickly and to easily add a new revenue stream to their store.”

— Jim Norberg, Krispy Krunchy Chicken

When it comes to training, the company provides “clear, repeatable processes, enabling most locations to run foodservice with their existing staff and minimal additional labor,” he said. “To become a Krispy Krunchy Chicken licensee, convenience store operators must be open to operating our model as designed, be willing to add dedicated staff during peak periods, and be passionate about growing both their top and bottom lines.”

According to the company’s internal research, a branded foodservice program does more than add a revenue stream; stores also see an uptick in overall merchandise sales.

“The financial boost convenience stores can get by offering restaurant-quality food options is impressive,” Norberg said. “As an example, after opening a Krispy Krunchy Chicken, convenience stores increased foot traffic an average of 10% to 12%. Additionally, merchandise sales increased an average of 15% to 20%.”

Krispy Krunchy Chicken closed out 2024 with 605 new store openings.

Choosing a Partner

How should a store owner decide which option makes the most sense for their operation — a branded foodservice partnership or a proprietary program?

“Gauge the competitive climate. Who else is in the market?” Ingram advised. “If your competitors have national brands, it probably makes sense for you to do that also.”

Once an operator has decided to go the branded route and they’re considering potential partnerships with branded foodservice programs, it is crucial to approach this with a strategic mindset, Norberg stressed. “Operators should evaluate the brand's reputation in the market, as a strong, positive image is essential for a successful collaboration,” he said.

He also offered some additional pointers on how to select a foodservice partner:

• Seek clarity on the training and support the brand provides. Brands offering strong ongoing training and operations support beyond the launch phase can be

Jack in the Box offers a menu covering all dayparts.

“Gauge the competitive climate. Who else is in the market? If your competitors have national brands, it probably makes sense for you to do that also.”

— Van Ingram, Jack in the Box

integral in helping operators to be profitable long term.

• Assess how the brand adapts to market trends and incorporates feedback. Flexibility and responsiveness are hallmarks of a competitive partner.

• Understand the role of suppliers and distributors in the partnership and ask about quality control and pricing structure.

• Consider how this partnership will integrate with your existing operations. This can help ensure a seamless transition and ongoing success.

Along the same lines, Ingram said he advises operators to ask the following questions when evaluating prospective partners:

• Do my traffic counts and location dynamics match the brand’s success criteria?

• Does the required footprint fit within my available space and site layout?

• Am I set up to deliver a consistent guest experience, especially with drive-thru service?

• How well does the menu and daypart strategy complement what I already offer?

• Am I prepared to hire a dedicated foodservice manager to operate the franchise?

• Am I comfortable with the number of employees required to operate a national QSR?

• Do I want to include seating or be a drivethru-only concept?

“These aren’t just checkboxes — they’re proven indicators of success that help both parties avoid misalignment and maximize return on investment,” he said. CSN

Meeting the Needs of the GLP-1 Consumer

Snacking is changing, with a new focus on high protein, low sodium and smaller portions

By Tammy Mastroberte

WITH AN INCREASING NUMBER of U.S. consumers taking GLP-1 drugs, either for medical reasons or weight loss, the question of how this will impact the food and beverage industry has been on the minds of both retailers and manufacturers. In fact, several studies have popped up showing that these medications — which are known to curb hunger and cravings — have had an impact already and are something to continue watching as their popularity grows.

“The population to consider is more than just those who are on the drug today. We looked at those who are considering it, have taken it and come off, and those on it,” said Elizabeth Horvath, vice president of marketing, North America and Proactive Health at Kerry, a taste and nutrition partner for the food, beverage and pharmaceutical sectors.

The Beloit, Wis.-based company did a study of this consumer segment and found a 700% increase in the use of GLP-1s among American consumers without diabetes, with 6% planning to use them for life. Horvath noted that use of these drugs shows no signs of slowing down.

“Potentially a third of the population could be on these drugs at some point,” she pointed out. “Six months ago, we would not have thought that, but as access to the drugs expand and they are being approved to treat other things besides diabetes and weight loss, I think this is long-term and will have an impact on the food and beverage industry on a long-term basis.”

In fact, the number of people eligible for these drugs in the U.S. population currently stands at 52%, as the medications are being looked at for use with sleep apnea, heart disease and possibly addiction, according to Barb Stuckey, chief new product strategy officer at Mattson, a food product innovation specialist based in Foster City, Calif.

“It’s in the single digits now (6%) using them, but that still represents millions of people,” Stuckey said, noting that a study by Mattson found those on the medications did change their eating habits, including consuming products in smaller portions and with higher protein.

“I think every food and beverage category will be impacted, and [retailers and manufacturers] need to look at opportunities to serve these customers,” she said.

Where the Opportunities Are

Changes in eating habits are impacting some categories, like snacks, more than others. Taking GLP-1 drugs reduces a person’s appetite significantly, slowing down the emptying of the stomach and making them feel full longer. Those who overeat report feeling very uncomfortable. This means users are eating less often and in smaller portions.

“Where before, they had a full meal and a 16- or 20-ounce beverage, they can no longer stomach that amount of food, so people are slashing their portion sizes,” Stuckey said.

The study fielded by Kerry, which focused on people currently on the drugs, as well as those who have taken the drugs and stopped, found that 23% of respondents are eating less salty foods than before and 52% report wanting more savory snacks.

“Snack companies should be leaning into savory vs. salty now in their messaging, with flavors like herbs, chicken flavor and meaty flavor instead of salt and vinegar,” Horvath advised. “There is an opportunity in snacking

where these consumers may be looking at a snack as a meal replacement.”

Kerry segmented these consumers into five categories, including the Dynamic Dad (comprising 27%) who is looking for portable, protein-packed snacks. This segment is still shopping at convenience stores, but looking for meat snacks, protein bars and lower-sodium snacks.

“Lower sodium is a big opportunity, so reformulating snacks products with lower sodium and front-of-package labeling might come out in the next couple of years,” noted Horvath.

Other consumer segments Kerry identified include the Future-Focused Improver (27%), which is comprised of Generation X women who prioritize long-term health and aging, and are seeking variety in food and beverage to achieve it; and the Trailblazing Trendsetter (25%), which is comprised of people focused on wellness, mental clarity, energy and immunity.

“There is a huge opportunity for c-stores to have snacks to meet these needs,” Horvath said. “I would imagine an endcap in the future dedicated to the GLP-1 consumer base looking for low-sodium and high-protein snacking options.”

Meanwhile, in Mattson’s research of approximately 100 participants either on or having previously used GLP-1 drugs, the company used proprietary artificial intelligence (AI) to generate food concepts to be evaluated by the participants to see what would be most appealing to them when purchasing in the snack category. Smaller portions held the most appeal.

Other high-scoring options amongst the dozens of food concepts evaluated

“I would imagine an endcap in the future dedicated to the GLP-1 consumer base looking for low-sodium and high protein snacking options.”

— Elizabeth Horvath,

Kerry

were pre-portioned grilled chicken strips, mini meal cups, electrolyte-enhanced fruit popsicles and small 2-ounce portions of Greek yogurt in pouches, according to Stuckey.

“A typical yogurt might be 8 ounces and that is too filling, so downsizing portions scored very well with consumers on GLP-1s,” she noted. “Also, a two-bite brownie packed with protein and low in sugar did well. … We also had a couple products focused on hydration, so a frozen hydration pop that had hydration salts scored well. We saw interest in anything with a hydration approach.”

On the manufacturing side, food and beverage companies are taking note of the change in eating habits among the GLP-1 consumer base and coming out with products to cater to them.

In September 2024, Nestlé launched Vital Pursuit, a line of foods “intended to be a companion for GLP-1 weight loss medication users,” a company spokesperson told Convenience Store News. The line includes “thoughtfully portioned meals, from bowls to pizza to pasta, delivering high protein, good sources of fiber and essential nutrients, all of which are the top-priority nutritional needs this new consumer segment consistently seeks.”

Nestlé also introduced a Boost Pre-Meal Hunger Support nutritional drink to help consumers manage hunger. The beverage is designed to be consumed between 10 and 30 minutes before a meal “to promote the body’s natural production of the hormone GLP-1 in response to a meal,” the company spokesperson explained, adding that Nestlé plans to continue adapting and expanding with more product formats this year to meet evolving needs. CSN

Charging Up the Forecourt

Adoption of EV charging is growing in the c-store space, although challenges remain

By Tammy Mastroberte

THE SALE OF ELECTRIC VEHICLES (EVs) in the United States continues to grow, with 1.7 million sold during 2024 — a 21% increase from 2023, according to MarketWatch — and so has the installation of EV charging stations, including in the convenience store market.

“There is a customer base out there that the c-store can capture, and you can obtain revenue on that charging experience either through the physical charging or getting them into the store. But if you don’t have an EV charger, then the EV customer won’t stop. That will be a reality in the business,” said Roy Strasburger, cofounder of the Vision Group Network, which has released multiple reports on EV adoption.

Over the past couple of years, EV charging stations have grown in the c-store space as retailers make them more of a priority. This includes making space, adding canopies and more.

“Larger chains, travel centers and independent operators are increasingly installing chargers, and we’re seeing a shift in how chargers are integrated into the site — more visibility, better lighting and more amenities nearby to improve the driver experience,” noted Chad Bass, director of product management, EV charging, at Austin, Texas-based Dover Fueling Solutions.

In some cases, retailers are working with EV charging companies on arrangements where the vendors are taking on the costs of installation and maintenance of the charging stations, eliminating the upfront investment costs for the retailer.

“Many retailers say if it wasn’t for third-party deals, it wouldn’t make any sense for them [to install EV],” Strasburger said. “The people who are doing it now are playing a long game and hoping the EV customer will buy more in their stores than the average gas customer.”

EV charging companies fronting the initial costs, along with government grants and incentives, have encouraged retailers to “get off the fence” and jump into EV, charging, according to Marcy Bauer, senior vice president

Driving Retail Sales, Inside & Out

CSN: Sales of EVs in the U.S. reached 1.3 million last year and continue an uphill trajectory. How are you overcoming some of the growing pains associated with the EV charging experience, such as lengthy charging times and unreliable or out-ofservice chargers?

from staying people focused. We show up with purpose, deliver with excellence, and let service lead the way.

Our gondolas, beer cave shelving, Q-Lines, and millwork are designed to move product and are backed by end-to-end execution. From design and warehousing to install and vendor coordination, we manage every detail to keep you on time and on budget.

CSN: Why is adding EV to your portfolio a game changer for the industry?

From Floor Set to Forecourt—We've

DC: Downtime is a major concern across the board—when chargers are offline, convenience stores lose foot traffic and revenue, and we lose revenue. That’s why our systems are built for reliability, with remote diagnostics and resolution capabilities. For the rare cases requiring on-site support, we have local technicians ready to respond quickly.

We also offer a 400-kilowatt charger—well beyond the standard Level 3. It’s effectively a Level 4, making it one of the fastest chargers available. And with Tesla now enabling battery pre-conditioning for third-party chargers, charging times are improving even further.

DC: We’re always looking ahead—seeking new ways to diversify and create value for our retail partners.

While our core business has traditionally focused on in-store experiences, the opportunity with Hyperfuel opens the door to engaging customers outside the store. Our goal is to drive consumers outside charging their vehicles inside your store, to sell more products. For retailers, this means reaching new customers, generating more profits and gleaning insights from transactions.

With Hyperfuel, RPS delivers ultra-fast EV charging and retail-integrated tech that turns charging time into shopping time. EV solutions that fuel customer visits.

The EV market is growing fast, but -infra structure hasn’t caught up. We’re working aggressively to close that gap and ensure our partners are positioned ahead of the curve.

Hyperfuel, Inc., RPS is stepping into the fast-growing electric vehicle (EV) charging market.

We offer a one-stop solution that brings everything together—from providing the fixtures including gondola, millwork and pushers, to fixture installation and planogram development to now, EV charging. Our integrated model streamlines the process, eliminating the need to juggle multiple vendors and creating a seamless experience.

In this exclusive Q&A with CSN, President Derek Cummings explains how this move allows RPS to help retailers turn EV charging time into in-store shopping—and unlock a dynamic new channel for growth. Want to

Powering the Next Phase of Convenience

Long known for delivering highquality fixtures and display solutions to convenience stores, Retail Product Solutions is now expanding beyond the four walls.

Through a strategic partnership with Hyperfuel, Inc., RPS is stepping into the fast-growing electric vehicle (EV) charging market.

CSN: What’s fueling Retail Product Solutions’

CSN: What’s fueling Retail Product Solutions’ growth momentum?

Derek Cummings: At Retail Product Solutions, our growth is driven by a culture rooted in gratitude, service, and true partnership. While we take pride in the quality of our products, we believe that lasting success comes from listening closely to our customers’ needs, understanding their pain points, and delivering tailored solutions that make their jobs easier.

We’ve built strong relationships by investing in our customers’ success—minimizing stress, removing obstacles, and showing up as a reliable partner at every stage of the process. Our comprehensive project management ensures efficiency, accountability, and consistent on-time delivery.

What sets us apart is the breadth of what we offer. We provide virtually everything in a store that’s not a sellable good—from custom cabinetry and gondolas to millwork and installation services—with the added advantage of zero lead times on our end.

Hyperfuel’s competitive advantage is that it offers more than just a network of fast EV chargers. It’s a tech-forward solution backed by a robust app and a strong SEO strategy. Everything is on the Hyperfuel app—from promotions to payments—and the digital wallet ties into retailers’ loyalty programs.

We offer tailored ways to get into the business, including hosting, owning or financing the equipment. It’s a unique model because you can have a low cost upfront, no cost at all or as much as you would like to have in each individual location.

At the end of the day, our momentum comes from staying people focused. We show up with purpose, deliver with excellence, and let service lead the way.

CSN: Why is adding EV to your portfolio a game changer for the industry?

DC: We’re always looking ahead—seeking new ways to diversify and create value for our retail partners.

The EV market is growing fast, but infrastructure hasn’t caught up. We’re working aggressively to close that gap and ensure our partners are positioned ahead of the curve.

of deployment at El Segundo, Calif-based EVgo. In the past, c-store operators were more hesitant to be the first to dive into EV charging as they were unsure where it was going and didn’t want to lose parking spaces. Over the years, this has changed.

“Now, we are hearing from people desperate to have it because they are seeing these vehicles at the grocery store, in parking lots and at the soccer field, along with survey data showing EV drivers will change their shopping behavior to go to a store that has EV chargers,” Bauer said. “The conversations today are very different than they were 10 years ago.”

Retailers that choose to work with charging companies — some of which will lease the equipment or space at the c-store — should be aware that some of these companies want more control over the customer experience and revenue potential, Bass cautioned.

“With EV drivers typically staying onsite longer than fuel customers, there’s real opportunity to drive higher in-store sales. Retailers who invest in owning or closely managing their charging infrastructure are setting themselves up for stronger returns as the EV market continues to expand,” he said.

Understanding the Challenges

Some of the biggest challenges in adopting EV charging at a convenience store are having the space for the chargers, access to the power needed to charge, and the overall cost of the process.

During the initial build of many locations, EV chargers were not part of the design, so those c-stores now need to find

space, often using existing parking spots, Bass pointed out.

“Access to the right electrical infrastructure is another hurdle, especially for DC fast charging, which in the U.S. requires 480-volt, three-phase power,” he added. “Upgrading a site to support that can take time and coordination with the local utility, which is why planning ahead is so important.”

Convenience retailers that are building new locations, doing construction or repaving should consider adding in the necessary conduits for the energy, even if they are not adding EV charging right now, because it can save both time and money when they do, Bass advised.

The process of planning and installing chargers at a site can be filled with delays and obstacles, starting with contacting and working with the utility companies to see if there is a transformer to meet the charging needs at that location and if not, dealing with a permitting process, noted Jeff Hove, vice president of the Transportation Energy Institute, based in Alexandria, Va.

There are more than 3,000 utility companies throughout the U.S. and they all have different rules and programs, including demand charges for the increase in use. However, there are groups and vendors that can assist with the design and permitting phase and will deal directly with these companies to speed up the process, he added.

“We partner with c-stores and other retailers to bring our expertise and experience, and have deep partnerships with all the utility companies where we deploy,” said EVgo’s Bauer. “We started an initiative we call Connect the Watts, where we met with these authorities, including utilities, property owners and more, to build out best practices a few years back and then incorporated it into building standard operating procedures.”

When it comes to the cost of entering the EV space, the loss of federal grants — specifically, the National Electric Vehicle Infrastructure (NEVI) program — is another challenge, as this program has been paused for reevaluation under the new presidential administration.

“Nobody is really holding their breath to get them to come back,” said Hove. “There are other funding options like partnerships

with utility companies and state grants, but this is forcing the industry to look at this and assume there are no grants.”

Because many retailers are relying on the profit from EV charging customers coming into the store, the federal grants were “offsetting the capital investment,” he continued. “There are other rewards programs being developed, but the idea that we are using this as a loss to get people into the store has to go away. This has to be looked at as a sustainable business offering.”

Driving EV Customers Into the Store

With EV charging customers often on the lot for 15 to 20 minutes, and studies showing they spend more money in the store than the average fuel customer, c-stores with chargers continue to focus on getting these customers into the store to make purchases.

To drive these in-store visits, convenience retailers should focus on creating an experience and unique offerings, according to Strasburger, who explained that this also gives the EV customer a reason to stop at

“EV retailers have to have something that will attract the EV driver to their location and it has to be more than a hot dog or a Coke — it has to be a destination. If you have great foodservice or products they can’t buy anywhere else, they will come.”

— Roy Strasburger, Vision Group Network

this location since c-stores are competing with home chargers, coffee shops, malls, grocery stores and even public parks.

“EV retailers have to have something that will attract the EV driver to their location and it has to be more than a hot dog or a Coke — it has to be a destination,” he noted. “If you have great foodservice or products they can’t buy anywhere else, they will come.”

A number of technologies are beginning to emerge to assist c-stores in driving EV customers into the store, including the possibility of white labeling a charger with the retailer’s branding.

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“We have worked with c-stores, who own the chargers, to white label it and have pricing set by them, but we still handle the setup, designing and permitting,” Bauer explained.

There are also companies now offering integration with a c-store’s loyalty program, such as Hyperfuel, which offers fast chargers with no upfront cost to the retailer and allows them to monetize kilowatts per hour.

“While the person is charging, the app is driving you into the store advertising a 99-cent soda or two bags of chips for $5 and it integrates with the c-store’s loyalty program, so they can promote what they want,” said Derek Cummings, president of Retail Product Solutions, who is an investor in the company. “Most chargers don’t drive me into the store. With this, as soon as the charging process starts, the specials they are running come up for the user.”

The Transportation Energy Institute has a Charging Analytics Program to help retailers in forecasting market readiness, identifying trends, and comparing the readiness and characteristics of different geographic areas. Plus, the program shares what is working for companies with charging.

For retailers already with EV charging, Hove recommends they talk to the EV customers at their sites. “Ask what their experience is with your site and start using that as real data internally for your chain and retail site,” he said. CSN

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A COUNTERATTACK ON CRIME

From surveillance systems to strategic store layout, convenience retailers are taking a layered approach to keeping their customers and employees safe

By Danielle Romano

THE CONVENIENCE CHANNEL has been plagued by rampant shoplifting and organized retail crime (ORC) for years. Over the last five years, chains such as Wawa Inc., Stewart’s Shops and QuikTrip Corp., to name a few, have even shuttered stores after surges in theft, robberies, and verbal and physical assaults created an unsafe environment for customers and employees, and an unsustainable business environment.

The problem is escalating. According to the National Retail Federation’s (NRF) 2024 “The Impact of Retail Theft and Violence” report, all retail sectors experienced a 93% increase in the average number of shoplifting incidents per year in 2023 vs. 2019, and a 90% increase in dollar loss to shoplifting during that same period. Additionally, 73% of retailers reported that shoplifters have become more aggressive and violent over the past year, with 84% expressing heightened concern about the violence occurring during theft incidents.

A myriad of factors point to why retail crime has risen in the last few years. Historically, shoplifting was known as an invisible crime whereby an individual or a few people stole specific goods by concealing merchandise and attempting to leave the store unnoticed. Many thefts were due to personal need: food, clothing or items to help individuals burdened

with personal hardships, afflictions or addictions. This is viewed as a crime of need, NRF explained.

In contrast, ORC — defined by NRF as largescale theft of retail merchandise or digital goods with the intent to distribute and sell the items for financial gain — has become a crime of greed these days.

Matthew Makarem, director of loss prevention and employee development for Fremont, Calif.-based Vintners Distributors/Loop Neighborhood Markets, noted that the uptick in internal or employee theft that occurred in 2022 and 2023 leveled down in 2024. However, retail theft continued to rise last year as difficult economic times coupled with lax governmental policies contribute to the problem.

“Factors like money problems, an increase in cost of living, economic hardship due to inflation, increased opportunity with poor security measures in stores, perceived low risk of being caught and/or the feeling of, ‘so what, it’s worth the risk even if I get caught [because] the punishment is just a simple slap on the wrist’ … These factors apply to both external as well as internal theft,” Makarem said.

For Westborough, Mass.-based EG America, operator of 1,500-plus convenience stores, some of the biggest vulnerabilities the chain faces are tied directly to the features that drive the business, such as tobacco inventory controls, fuel pump upgrades and the ongoing evolution of ORC.

“Low staffing during off-peak hours creates operational risks, and blind spots are often exploited. Additionally, restrooms are increasingly misused for vandalism or

• Cooler door delay timers and audible peg displays to alert team members of unusual activity, enabling nonconfrontational engagement.

• Reusable security devices to protect high-theft items like beverages, alcohol and tools, even in stores without traditional pedestal systems, helping manage shrink cost effectively.

• Loitering detection technology and internal messaging systems for team members to discreetly request assistance.

• Analytic tracking tools that are integrated with public view monitors, and advanced surveillance systems for remote monitoring.

• Mobile security units at high-risk stores, providing real-time visibility.

93%

The average number of shoplifting incidents per year in 2023 increased vs. 2019

Dollar loss to shoplifting between 2023 and 2019 increased 90%

A 2024 report released by the National Retail Federation revealed that: of retailers said shoplifters have become more aggressive and violent over the past year 73% of retailers expressed heightened concern about the violence occurring during theft incidents 84%

noncustomer activity, posing serious safety concerns,” the EG America Retail Asset Protection Team told Convenience Store News. “We continue to take a proactive approach by evaluating risks, adapting strategies and investing in solutions to safeguard our teams and customers.”

The team consists of Liz McMillen, senior manager, retail asset protection; Josh Nylander, manager of retail asset protection ORC and investigations; Courtney Trieger, manager of retail asset protection support; and Jeremy Allen, manager of retail asset protection process and systems.

A Multilayered Approach

Deterrence is the one aspect of crime prevention that c-store operators can directly influence and so, retailers are adopting multipronged strategies that combine technology, employee training, store design and community engagement to enhance safety and security.

At EG America, the company has adopted a multifaceted security approach, combining physical security enhancements, behavioral deterrents and data analytics. Examples include:

“This multilayered strategy empowers our teams, strengthens deterrence and protects our assets,” the Retail Asset Protection Team explained. “After deploying many of these technologies late in FY [fiscal year] 2023, our shrink metrics for FY 2024 show notable reductions in loss. The introduction of layered security tools has not only reduced shrink, but has also improved team member and guest safety. Our data analytics continue to validate the strong ROI of these investments, proving the effectiveness of our multifaceted approach.”

Additionally, cross-functional collaboration is key for EG America. The operations team routinely reviews product assortments to ensure they appeal to the right customers while driving strong sales, while the Retail Asset Protection Team partners closely with marketing and operations to help shape store layouts that protect both the brand image and gross profit.

Leveraging Technology to Stay Protected

From artificial intelligence (AI)-powered cameras to real-time data analytics, technology is transforming how convenience store retailers prevent and respond to theft and crime.

There are two main tools when it comes to curbing crime, according to Jodie Woodworth, head of marketing for Westminster, Colo.-based Envysion, a Motorola Solutions company and provider of enterprise video security and business analytics solutions. One is proper placement of security cameras, and the other is ancillary connected products such as sirens, alarms, panic buttons and safety sensors. Connecting the

ancillary products to AI-powered security cameras offers an extra layer of protection.

Managed video services, she explained, have the ability to power everyday cameras with AI capabilities. Plus, they offer professional video verification services, which allow immediate access to video footage, giving them the ability to contact authorities with the support of video evidence.

“C-stores using visible cameras and technology that offer immediate alerts tend to have a higher probability of scaring off intruders,” Woodworth said.

Loop Neighborhood Markets’ Makarem advocates for convenience retailers to invest in advanced CCTV systems, describing the technology as “one of the leading controls” and among the most effective tools for monitoring crime today.

Another application he recommends is the HALO Smart Sensor. Designed for camera-free privacy areas, HALO offers real-time safety, security and environmental monitoring to detect vaping, air quality issues and other disturbances such as abnormal noise levels.

“The HALO Smart Sensor connected to a managed video system is becoming a disrupter in the c-store industry,” Makarem pointed out. “The sensor is able to detect people that may be spending too much time in restrooms and sends an alert.”

A Balancing Act

Although it may seem obvious, security cameras are now a constant presence throughout the shopping experience, but striking the right balance of privacy, security and safety for both the employee and customer experience is an essential task.

At EG America, transparency is key. The retailer notifies customers and team members about the surveillance presence clearly and consistently. Its surveillance is focused on high-risk areas and is used ethically, ensuring the guest experience is not compromised.

“While perception of control aids in theft prevention, our primary goal is to support a safe environment for everyone entering our stores, connecting daily operations with corporate responsibility standards,” the Retail Asset Protection Team noted.

Loop’s Makarem has found that customers increasingly recognize and appreciate visible surveillance in convenience stores, viewing it as a reassuring measure that helps ensure a safer shopping environment. The retailer sees a positive response from customers when it comes to the retailer’s surveillance features, he shared.

“Our customers feel safer when they know we have ways to monitor our businesses. They view our surveillance systems as a way to not only protect our business and staff, but to also protect them, our customers,” he said. “Nevertheless, we try and hold visible yet discrete measures with our cameras when possible and not overexpose equipment.”

Employee Preparedness

Employee training plays a critical role in loss prevention and security. Employees should be aware of security procedures, know they are being recorded and know what steps to take if a threat presents itself.

“Comprehensive training programs that cover procedures, de-escalation techniques, emergency response protocols, and clear communication channels for reporting concerns are key parts in achieving safety goals and minimizing risk factors,” Makarem said. “And by doing so, employers ultimately create an internal culture of attentiveness and care where employees feel empowered to protect themselves, as well as the company assets, while feeling supported during potential threats.”

In 2024, EG America launched a customized Workplace Violence Awareness Program developed in partnership with a consultant. This training includes short, scenario-based videos featuring real EG America team members, covering situations like shoplifting de-escalation, handling suspected drug use and interacting respectfully with unhoused individuals. The modules are assigned

“The introduction of layered security tools has not only reduced shrink, but has also improved team member and guest safety.”

— EG America Retail Asset Protection Team

annually, embedded into onboarding and supported by ongoing store-level discussions.

The goal is to empower team members with practical, easy-to-remember tools, so they can respond confidently and appropriately in any high-risk situation.

Other Preventative Measures

There are several other proactive and preventative measures that retailers can implement alongside surveillance to strengthen their defense against retail crime.

For example, the Retail Asset Protection Team at EG America attends, sponsors and participates in working sessions and roundtables focused on security challenges

and innovations for convenience retail. The team is also active in regional ORC associations and retail research councils, allowing the convenience retailer to collaborate, share best practices and elevate security standards across the industry.

Loop’s Makarem offered these practical measures as well:

• Keep stores well organized, shelving low, and maintain clear and unobstructed windows and doors. Additionally, certain design elements like lighting and layout, proper landscaping and sensible access control such as entry systems, access codes and clear signage can make a shopping environment feel safe and inviting.

• Get involved with the community and attend local functions that discuss homelessness and other situations; find ways your business can support local efforts.

• Get to know your local policing agencies and build a direct relationship with them.

• Conduct ongoing inventory audits and take proper action when results are not within the company’s defined measures. CSN

G Marks the Spot

A women-led company transforms 25 properties from bankruptcy to community hubs

By Melissa Kress

SOME PEOPLE IN THE CONVENIENCE channel grow up in the industry, following in their relatives’ footsteps. Others enter the industry as a means to pay their way through school, buy their first car or just earn some gas money. Then, there are those like Tiffany Fraley, who wake up one day and find themselves operating convenience stores.

Fraley is CEO of Inconvenience Inc, the company behind The Goods Spot and The Gas Spot. The Chicago-based business formed in February 2024 following the bankruptcy-driven exit of two separate operators and quickly introduced its convenience and gas banners — collectively and playfully known as the G-Spot. Today, the portfolio comprises 25 locations: 15 in Iowa, five in Missouri and five in Arkansas. The Gas Spot brand adorns locations with gas, while The Goods Spot brand adorns the few locations that don’t sell gas.

Coming from a commercial real estate background, Fraley saw opportunity in the properties. She then recruited two executive team members who also had no experience in the industry: Alicia LaFollette, brand director, and Nicole Majkowicz, operations and fuel maintenance director. Majkowicz, who Fraley describes as “a sponge,” has experience as a property manager and LaFollette, who has experience in corporate brand identity,

environmental design and advertising, makes everything she touches “look infinitely better,” Fraley noted.

“We bought gas stations to put into a real estate fund. They are tax advantaged. They were run by other operators at the time,” she recalled. “Essentially, we saw it as a way to do something that we knew, which is triple net properties, but have a better return and a different, again, tax advantage product to sell to our investors.”

While others might have found the idea daunting considering the bankruptcy of the previous operators, “we were confident we couldn’t do worse,” Fraley told Convenience Store News.

“It was terrifying, but also a huge opportunity to do something, to learn something new, to build a company with a vision in mind, and to be able to handpick the people I wanted to build it with,” she added. “That in itself was cool.”

A Clear Vision

The lack of convenience store experience on their resumes is not the only thing that makes the executive team at Inconvenience Inc stand out — they are also a women-led company, a rarity in what has traditionally been a male-dominated industry.

With that in mind, the team knew they had to grab the industry’s attention.

“We are female-led and wanting to be memorable, wanting to stand out, wanting to do it with a sense of humility and humor is really where the G-Spot was born,” Fraley explained. “It’s not meant to offend or as I’ve said before,

make anyone clutch their pearls. It is meant for us to stand out. This is a very male-dominated industry still.”

The G-Spot’s stores have been designed to stand out as well. “If you walk into one of our locations, it is more boutiquey without being bougie. You get a sense of calm,” said Fraley. “It’s not overly tech filled. There’s no screens screaming at you.”

The way the executive team operates the business is also distinct. It’s convenience with conviction, LaFollette said, crediting Fraley with coining the phrase in the early days of the operation after the team faced roadblocks and frustrations.

“We take transparency and honesty really seriously,” she explained.

“To build a culture of acceptance, we do things differently and by different, I don’t mean anything that’s outrageous. It’s just, we are very upfront,” Fraley added. “We set the standard of how we like to operate. We ask that our vendors and our suppliers do the same.”

In the long run, LaFollette believes it is better than doing things like they’ve always been done. “I think we find small ways that are changing the people that we meet, the people that we work with, the vendors, the customers that we interact with, and then all the tangential people that this industry touches,” she said. “I think that’s really important to us. So, beyond our general mission of being a reliable partner for customers, that conviction I think is really important to us.”

“We set the standard of how we like to operate. We ask that our vendors and our suppliers do the same.”

— Tiffany Fraley, Inconvenience Inc

A Warm Reception

Bucking the status quo aside, the foundation of The Gas Spot and The Goods Spot is a desire to serve their communities, which have welcomed the banners to town.

“When these operators went out of business, they didn’t just go out of business, they left holes in communities where they have no other options. There was not another gas station, there is not a grocery store, there is not a quick-service restaurant. They left an empty building,” Fraley said.

As a result, residents had to change their habits and drive 20 miles to pick up items they used to get at the local c-store, and towns were left without the sales tax revenue. As the G-Spot team began remodeling the locations and reopening them, the residents were happy to be given back something that was taken from them, according to Fraley.

“We are also trying to change the stigma, and I’m guilty of it, of saying it’s just a gas station. So much goes into operating these stores that it is mind blowing. It is not just selling chips and Cokes,” she pointed out. “Everything has some type of license and regulation attached to it, which you have to make sure are renewed, currently paid, etc. — and this is just inside the store. Then, you’ve got the fuel side of things. There are so many different businesses inside that gas station, and I will never look at them the same way again.”

The fuel side of the business is something Majkowicz is becoming very familiar with. “Who knew there were so many different regulations for things that you can’t see? That was the biggest part when we took over, discovering most of these sites — 90% of them — were out of compliance,

At the G-Spot’s stores, customers can quickly grab the convenience items they need, or stay and connect with other community members.

forward to today, the way that we approach team members and hear from them has to change given that we’re at 642 locations and growing. So, as we think about that, one of the things that we devised is culture tours and it’s a different way that I can go out and visit with team members across the organization. It’s purely a means of having a little bit of a structured setting wherein they let me know, “Hey, here are some suggestions.” And really it’s a path forward so that everybody can think about ways to improve the business. These are the folks that are close to the customer, so naturally I think they’re the ones that would have ideas on how to make things better for the customer but also how to make the organization better.

CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?

either for not carrying the correct insurance or not getting the correct inspections done on an annual or three-year basis,” she said.

LOVE MEYER: In terms of I&D initiatives, we became more purposeful in hearing from groups within Love’s. We talked about the culture tours, but this is really standing up employee resource groups as a way to hear from groups that are traditionally called underrepresented. So, we have a women’s ERG, a Black ERG and a veteran’s ERG. We’re using these groups as a way to elevate the respect part of what we’re doing within Love’s. We’re excited about those, but know that’s one part of our I&D journey.

to know that they’re welcome. That if you’re in a hurry, grab what you need and go. But if you want to sit and have a cup of coffee and talk to whomever, we give you tables and the ability to do that,” Fraley said.

The stores also bring brand to the forefront. The G-Spot can be spotted throughout — think The Gathering Spot for where customers can sit and gather, and The Gulp Spot for beverages.

Now a year into the venture, the executive team admits they have encountered some challenges, but they think those challenges would have existed even if they were not all women.

Love’s aims to cultivate a culture of respect and taking care of each other.

Though she describes the process of operating fuel locations as a journey, Majkowicz brought it back to the team’s vision: “Convenience with conviction. Do it the right way.”

A Personal Touch

CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?

We also announced this spring the Love Family Women’s Center at Mercy Hospital Oklahoma City. The 200,000-square-foot facility is able to better serve more women and the multifaceted care they need. There’s two other things: one is our years-long partnership with Urban League of Oklahoma City, and then for our 60th anniversary [this year], we’re doing a special donation to DonorsChoose. We’re able to donate $60,000 to DonorsChoose and that’ll fund 188 school projects at Oklahoma City-area schools. I am so happy and thrilled to be able to do that.

Stepping inside the G-Spot’s stores, customers find traditional convenience store items but with a personal touch. For example, each store features a sign welcoming guests, like “Hello Pattonsburg” in its Pattonsburg, Mo., location.

CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?

LOVE MEYER: One that we announced earlier this spring is a partnership with Oklahoma Sooners Women’s Softball (OU). I’d say that OU softball is one of the winningest programs in softball history. … One of the things we got to know of the team is their way of operating both on and off the field, and the values alignment with Love’s, pardon the pun, was strikingly similar. That was one of the prime drivers of our decision to give the $12 million gift toward Love’s Field, one of the largest philanthropic gifts that’s been given to women’s sports. But also, the way that we’ve been able to elevate women’s athletics through this donation.

“When we’ve gone to conferences, these are challenges everybody faces. It’s not sex, gender or anything like that,” Fraley explained. “Why does nothing integrate easily? What’s the resolve? We’re still trying to find it. It seems like it’s an industry challenge.”

CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?

Love’s aims to cultivate a culture of respect and taking care of each other.

“We want it to be community-based. We want people

An industry that has been welcoming to the new kids on the block. “We have been very well received and it is an industry that wants to help. Mostly if they don’t know the answer, they know someone who does,” she added. “We are willing to say, ‘We don’t know things, please help us.’” CSN

LOVE MEYER: Yeah, it’s interesting. People talk about ROI a lot, rightly so. And I think what a lot of companies are realizing is that it’s hard to tie ROI directly to I&D. A lot of times people talk about metrics and numbers. And for us, we really think that it goes back to how we cultivate that culture statement of respecting and taking care of each other. Ultimately, we’re more focused on the outcome as opposed to the metrics that get us there and that’s helped us be successful for 60 years. I fully am optimistic and know that we’ll be able to get there and be able to be successful on our own journey, the same as we’ve done with other parts of the business. CSN

CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?

CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?

a Convenience Store News platform that champions a modern-day convenience store industry where current and emerging leaders foster an inclusive work culture that celebrates differences, allows team members to bring their whole selves to work, and enables companies to benefit from diversity of thought and background.

Inconvenience Inc maintains two brands: The Gas Spot and The Goods Spot.

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Onvo Breaks New Ground in Pennsylvania

ONVO’S NEW POTTSVILLE, PA., travel plaza marks several milestones for the chain. Not only is it the retailer’s largest location to date, at 9,961 square feet, but it also introduces Onvo’s first made-to-order food program and its first dog park.

Designed to be a welcome respite for truckers and travelers alike, Pottsville was chosen as the launch site for both these initiatives because the timing was right, Harman Aulakh, vice president of marketing for the Scranton, Pa.-based company, told Convenience Store News

“It was the next location that was up for development, so we were able to design the site around what we wanted: to see [it] from the customer experience perspective. We’ve remodeled a few sites in recent years and we didn’t want to try to shoehorn a kitchen into a site where it might not have worked, especially for our first go at it. We really wanted to just start from scratch,” he said.

The Food on the Fly program is centered around Onvo’s trademark Craverito, a toasted burrito that can be stuffed with all sorts of craveable fillings. The program was launched as a grab-and-go menu at one of its existing locations and then debuted as a made-to-order menu here.

Regarding the dog park — cleverly dubbed the “Barking Lot” — Aulakh said it’s something that has been talked about for a while and with the Pottsville property having quite a bit of acreage, the retailer had the space to make it work.

“I think as travel plazas, we’re really catering to folks who are in their vehicles for long stretches of time and just like how humans need their bathroom breaks, our four-legged friends need the same,” he said. “And quite a few truck drivers drive with pets and obviously families and passenger vehicles are constantly traveling with their pets. It just made sense as an extra amenity for our guests.”

Other amenities the new site boasts are:

• Handcrafted espresso drinks

• A full-size Burger King restaurant

• Three state-of-the-art showers

• Onsite laundry facilities

• Electric vehicle chargers

• A 111-room hotel (slated for opening in October)

When asked about plans to open more travel plazas with this footprint and design, Aulakh said at least two features will be standard going forward: the shower facilities and the Food on the Fly program. The other amenities will be “mix and match” depending on the site.

“So far, the feedback has been honestly amazing. … The community had never seen a facility like that in their area,” he said. “…I’m hearing truck drivers talk about how much they appreciate the thoughtfulness behind the design and really feeling like they’re a priority, which is important to us.”

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CSN June 2025

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CANDY

FIVE-YEAR TREND: BEER/MALT BEVERAGES

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SNACKS

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