C-STORE CONNECT c o n v e n i e n c e
r e t a i l
m a g a z i n e
APRIL 2025
The Business of Convenience Achieving Work-Life Balance as a C-Store Owner
Fostering a Supportive Community of Professionals
Navigating
Mergers & Acquisitions THE POWER OF COLLEC TIVE
C-STORE CONNET MAGAZINE
CONTENTS
6
THE BUSINESS OF CONVENIENCE
3
LETTER FROM THE EDITOR
6
THE BUSINESS OF CONVENIENCE
12
THC IN CONVENIENCE STORES
16
ADAPTING TO REGULATORY CHANGES IN TOBACCO SALES
20
THE ROLE OF FINANCIALS IN C-STORE SUCCESS
28
FOSTERING A SUPPORTIVE COMMUNITY OF PROFESSIONALS
36
EV CHARGING: PLUGGING INTO THE FUTURE
42
NAVIGATING MERGERS & ACQUISITIONS IN THE C-STORE SPACE
48
WORK/LIFE BALANCE
48
WORK / LIFE BALANCE
28 FOSTERING COMMUNITY 42
FROM OUR EDITOR Dear Readers, In the ever-evolving world of convenience retail, success isn’t just about stocking the right products or having a great location—it’s about building a business on solid ground. That’s why this month, we’re focusing on “The Business of Convenience: Strengthening Foundations for Long-Term Success.” In this issue, we explore what it really takes to create lasting success as an independent convenience store owner. From mastering your financials and adapting to regulatory change, to navigating industry consolidation and staying ahead of emerging trends like THC products and mobile commerce—this edition is packed with practical insights and forward-looking strategies.
MERGERS & ACQUISITIONS
We’re especially excited to share a closer look at major merger activity in the industry and what it means for independent operators. As chains grow larger and more competitive, understanding the landscape—and where you fit in—has never been more important. Also in this issue, we take a thoughtful turn toward personal growth and connection, highlighting the value of building a professional support network and maintaining a healthy work-life balance. Because a strong business starts with a strong owner. No matter where you are in your journey—whether you’re running your first store or expanding your footprint—our goal is to give you the tools and perspectives you need to thrive.
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THC IN CONVENIENCE STORES
Here’s to building smarter, stronger, and more sustainable businesses. Warm regards, Editor-in-Chief, C-Store Connect Magazine
THE POWER OF COLLEC TIVE
COVERING THE SO We are one of the fastest growing convenience store retail associations, representing thousands of retailers and an ever increasing number of major vendors. Our members get exclusive access to discounts, incentives, and rebates while our vendors get an opportunity to build brand equity and loyalty. Store owners gain the power of a group with a single representative that communicates on their behalf. Our members put more money in their pockets! Become a member and utilize the collective bargaining power of our HRA family.
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Why Choose Us Our focus is your success! Ensure you are operating with the highest gross profit possible by partnering with us. If you don’t save, we don’t earn. Operate your business with a robust partnership giving you access to savings, services, and a team helping you operate a more profitable and seamless c-store. Through our partnership with vendors you gain access to the power of collective bargaining! Amazing pricing and deals are no longer only for large chains.
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The Business of CONVENIENCE Owning and operating a convenience store isn’t just about selling products—it’s about running a business that touches every aspect of life. There’s no clear divide between the professional and personal when you pour your time, energy, and resources into something as demanding as a c-store. It’s why every decision you make—whether it’s about financial planning, adapting to regulations, or choosing whether to grow—doesn’t just affect your business, but your future, your family, and your peace of mind. Long-term success in this industry isn’t about quick wins or short-term gains; it’s about creating something sustainable. And that takes more than just working hard. It takes financial literacy, adaptability, strong professional relationships, and a willingness to think ahead—even when the daily grind tries to pull you into the here and now. A convenience store is a business first, which means numbers matter. Profit margins, cash flow, and inventory management are more than just buzzwords; they are the backbone of stability. If you don’t have a firm grip on your financials, it’s easy to feel 6
C-STORE CONNECT MAGAZINE
Success is built on community... it’s about people, decisions, and the ability to adapt and grow.”
Convenience stores operate in an ever-changing landscape. Whether it’s new tobacco regulations, evolving consumer preferences, or emerging product categories like THC, staying informed and adaptable is key. Change can feel overwhelming, but the most successful c-store owners see it as an opportunity rather than a burden. Take the ongoing shifts in tobacco regulations, for example. They might present challenges, but they also force innovation—whether that’s expanding into alternative products or restructuring how you approach compliance. And the rise of THC products? For some, it’s an exciting growth opportunity; for others, it’s a regulatory puzzle to navigate. Either way, the ability to adjust and pivot is what sets thriving stores apart from those that struggle. For some, success means expanding—acquiring new stores, increasing revenue, and taking on bigger challenges. For others, success is about stability—building a strong foundation, optimizing operations, and ensuring longevity in a single location. No matter which path you’re on, growth isn’t just about size—it’s about sustainability.
like you’re just running in place—working hard but never quite getting ahead. Financial literacy doesn’t mean becoming an accountant overnight, but it does mean understanding what’s coming in, what’s going out, and how to make that work in your favor. It’s about smart decision-making: When should you reinvest in the store? When is it time to cut costs? How do you prepare for unexpected expenses? These aren’t just business questions—they’re personal ones, too. Financial security in your business leads to financial security in your life.
The industry is seeing more consolidation than ever, with mergers and acquisitions reshaping the landscape. Some independent owners are choosing to sell, while others are seizing the chance to grow. Understanding where you fit into that picture—whether it’s staying competitive or preparing for an eventual sale— means looking at the big picture. Running a convenience store isn’t a solo venture, even if you own your store outright. Success is built on community— your employees, your customers, and the network of professionals who understand the ins and outs of this business. Fostering a supportive professional circle isn’t
just beneficial—it’s essential. Whether it’s learning from fellow store owners, engaging with industry groups, or simply sharing experiences, having people in your corner makes the journey easier. Running a convenience store isn’t a solo venture, even if you own your store outright. Success is built on community— your employees, your customers, and the network of professionals who understand the ins and outs of this business. Fostering a supportive professional circle isn’t just beneficial—it’s essential. Whether it’s learning from fellow store owners, engaging with industry groups, or simply sharing experiences, having people in your corner makes the journey easier. And let’s not forget about balance. C-store owners are known for their work ethic, but burnout is real. It’s easy to prioritize the business above all else, but in the long run, that’s not sustainable. Finding ways to maintain a work-life balance—whether it’s setting boundaries, delegating responsibilities, or simply taking a step back when needed—ensures that success in business doesn’t come at the cost of personal well-being. The business of convenience is about more than transactions—it’s about people, decisions, and the ability to adapt and grow. Strengthening your foundation today—whether through financial literacy, regulatory awareness, or strategic growth—sets you up for a more secure, rewarding future. This month’s issue dives into the details—offering insights on mergers and acquisitions, navigating regulations, and understanding financials. But at the heart of it all is a simple truth: success in this industry isn’t just about the store you run; it’s about the life you build. Because in the end, business is never just business—it’s personal. And that’s what makes it worth it. C-STORE CONNECT MAGAZINE
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HRA EVENTS 2025
Get ready for an incredible year with HRA as we bring together community, industry, and philanthropy through a series of dynamic events in 2025! Kicking off the excitement, the HRA Foundation Golf Tournament will tee off on April 25 at the stunning Mirror Lake Golf Club, uniting players and supporters to raise funds for CURE Childhood Cancer. Golf enthusiasts and philanthropists alike won’t want to miss this chance to make a difference while enjoying a day on the greens. As the summer heats up, so does the anticipation for the 4th Annual *C-Store Connect Trade Show* on August 28 at the Cobb Galleria Center. Set to be our largest and most impactful event yet, this trade show will bring together industry leaders, innovative vendors, and convenience store professionals from across the country for a day of networking, education, and exploration of the latest trends shaping the industry. Mark your calendars, because this flagship event is one you won’t want to miss! Then, lace up your sneakers for the *HRA Foundation 5K Walk/Run* on September 20 at Sweetwater Brewing in Atlanta. This lively event promises a mix of fitness, fun, and philanthropy, all in support of Camp Twin Lakes. Whether you’re racing to the finish line or enjoying a casual walk with friends, you’ll be part of a community-driven effort to make a lasting impact.
9TH ANNUAL CHARITY GOLF TOURNAMENT
APRIL 25, 2025
HRA is excited to host its 9th Annual Charity Golf Tournament at the beautiful Mirror Lake Golf Course, bringing together our valued members, partner vendors, and supporters for a day of camaraderie, competition, and community impact. This highly anticipated event isn’t just about great golf—it’s about making a difference. Once again, all proceeds will go toward CURE Childhood Cancer, a nonprofit dedicated to funding research and providing support for children and families affected by cancer. Over the years, this event has grown into a meaningful tradition, uniting the industry for a cause that truly matters. Participants can look forward to an unforgettable experience on the course, with exciting prizes, awards, and a delicious lunch to cap off the day. Whether you’re a seasoned golfer or just out to enjoy the fresh air and friendly competition, there’s something for everyone. The tournament format ensures a fun and engaging experience for all skill levels, while opportunities to network and connect with industry peers make it even more rewarding. The event is a perfect blend of business and pleasure, strengthening relationships while supporting an incredible mission. Thanks to the generous support of HRA members and partner vendors, this tournament continues to make a lasting impact. Each year, the event raises crucial funds to help CURE Childhood Cancer in its mission to advance research and provide direct assistance to families in need. The contributions from participants, sponsors, and donors demonstrate the power of the convenience store industry coming together for a shared purpose. Every swing, every putt, and every sponsorship plays a role in bringing hope to children battling cancer.
Throughout the year, HRA will also host a series of regional trade shows in the Carolinas, Alabama, Virginia, and Florida. These smaller, localized events provide valuable opportunities for businesses to connect, share insights, and strengthen ties within their regional markets. 2025 is shaping up to be an extraordinary year of connection, collaboration, and community impact. Join us at these exciting events as we come together to celebrate the heart of HRA and make a difference in the lives of many! 8
C-STORE CONNECT MAGAZINE
REGIONAL SHOWS HRA is thrilled to announce its expansion into the Carolinas, Virginia, and Florida, marking an exciting new chapter in its mission to serve the convenience retail community across the Southeast. With over a decade of growth and success, HRA is now bringing its expertise and resources to these vibrant regions by hosting a series of smaller industry trade shows throughout the year. These events are designed to foster connections, share valuable insights, and showcase innovative products and services, all tailored to help convenience store owners thrive. As HRA continues to grow, it remains committed to supporting c-store owners on a larger scale, empowering them to achieve greater success in the years to come. This expansion is a testament to HRA’s dedication to its members and the dynamic industry it proudly serves.
C-STORE CONNECT TRADE SHOW AUGUST 28, 2025
Mark your calendars for the premier convenience store event of the year—the C-Store Connect Trade Show! On August 28, 2025, the industry will converge at the Cobb Galleria Center for the fourth annual trade show, and this year promises to be the most spectacular yet. This isn’t just an event; it’s the epicenter of innovation, opportunity, and excitement for convenience store professionals. With more vendors, more members, a larger show floor, and countless new products, this is your chance to be at the forefront of what’s shaping the future of the industry. Step into a dynamic showcase featuring cutting-edge products and services, fresh ideas, and game-changing strategies tailored to
help you elevate your business. This year’s expanded show floor will host an unparalleled array of vendors, offering everything from the latest technology solutions to hot new snack trends that are destined to fly off your shelves. Whether you’re looking to discover the next big thing or connect with industry peers, the C-Store Connect Trade Show is the place to be. And that’s not all—attendees will have the chance to win exciting prizes throughout the event, adding even more energy to an already electric atmosphere. With new products, innovative concepts, and a vibrant community of professionals, this is your opportunity to gain the insights and connections you need to stay ahead in the ever-evolving convenience store industry. Get the edge—join us on August 28 at the Cobb Galleria Center and experience the event everyone will be talking about. Your business deserves it, and we can’t wait to see you there!
5K WALK/RUN SEPTEMBER 20, 2025
Happening on September 20, 2025, at the iconic Sweetwater Brewing in Atlanta, this year’s event promises to be bigger, better, and cooler—literally. With its later date, participants can enjoy more comfortable weather as they walk, run, or jog to support the incredible work of Camp Twin Lakes. The fun doesn’t stop at the finish line, either! Stick around for an after-party gathering at Sweetwater Brewing, complete with great vibes, refreshing brews, and exciting raffle prizes—all while helping to create life-changing experiences for children with serious illnesses and challenges. Don’t miss this chance to make a difference and have a blast doing it! C-STORE CONNECT MAGAZINE
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THC In Convenience Stores
Trends, Challenges, and Opportunities For years, the idea of selling THC products in convenience stores would have been unthinkable. Cannabis was strictly illegal, and any mention of THC—the psychoactive component of marijuana—was tied to underground markets and legal battles. But times have changed. Across the country, laws around cannabis have been shifting, public perception has softened, and the demand for THC-infused products has skyrocketed. Now, in 2025, conveni12
C-STORE CONNECT MAGAZINE
ence stores are finding themselves at a crossroads. There’s a growing opportunity to tap into this booming market, but with it comes a web of legal considerations, potential risks, and a rapidly evolving landscape that requires careful navigation. For c-store owners in the Southeast, where THC laws remain stricter than in other parts of the country, understanding the nuances of this market is the first step to determining whether—
and how—THC products can fit into their business model. In the past decade, the legalization of cannabis in states like Colorado, California, and Illinois set off a domino effect across the U.S. More states followed suit, either fully legalizing recreational use or expanding medical cannabis programs. However, federal law never budged. Marijuana remains a Schedule I controlled substance, making it illegal at the national level. The result has been a patchwork of state laws that vary widely, creating confusion for both consumers and business owners. While dispensaries became the go-to source for legal THC products, convenience stores and other traditional retailers were left out of the equation. That all changed with the 2018 Farm Bill, which inadvertently opened the door for a new category of products: hemp-derived THC. Unlike traditional marijuana, hemp is legal at the federal level, as long as it contains no more than 0.3% THC. This legal loophole has led to a surge in products that extract and modify THC from hemp, creating substances like Delta-8 and Delta-10 THC that can produce similar psychoactive effects to traditional cannabis. These products have exploded in popularity, appearing in gas stations, vape shops, and convenience stores in states where marijuana remains illegal. For independent c-store owners, this presents a unique opportunity—offering THC products legally, without needing a cannabis license or dealing with dispensary-style regulations.
But it also comes with challenges. While technically legal under federal law, hemp-derived THC is still a gray area in many states. Some, like Colorado, have already banned it outright due to concerns over safety and lack of regulation, while others are tightening restrictions on packaging and sales. The Southeast, in particular, has been slower to embrace cannabis reform, but that doesn’t mean THC products aren’t in demand. In fact, they’re more popular than ever. With recreational cannabis still illegal in most of the region, consumers are turning to alternatives like Delta-8 THC, THC-infused seltzers, and gummies that promise a similar experience without breaking the law. Many c-store owners are already seeing an increase in customer demand for these products, and some are beginning to stock them, despite the regulatory uncertainty. The question for those on the fence is whether the potential profit is worth the risk. For those willing to dive into the THC market, the financial rewards can be significant. Industry analysts predict that hemp-derived cannabis beverages alone could reach nearly $750 million in sales by 2029. Unlike traditional tobacco or alcohol, THC-infused drinks offer a fresh category with minimal competition—especially in areas where dispensaries are scarce or non-existent. Customers looking for an alternative to beer or hard seltzers are increasingly turning to cannabis drinks as a way to relax without the hangover. Even in states where THC restrictions are tight, CBD-infused beverages have already paved the way, showing that
consumers are open to the idea of cannabis-related products being sold in mainstream retail. But while the demand is there, retailers still need to be careful about how they enter this space. The biggest challenge is ensuring compliance with both federal and state regulations, which are constantly shifting. The last thing a small c-store owner wants is to invest in a product line only to find out a month later that new state laws have made it illegal. Staying informed about local legislation is key, as is working with reputable suppliers who can provide proper documentation, lab testing, and clear labeling. There’s also the issue of age verification. While most states require customers to be 21 to purchase THC products, enforcement can be inconsistent, and retailers need to make sure their staff is well-trained to avoid fines or losing their ability to sell other age-restricted products like tobacco and alcohol. Beyond compliance, the key to making THC products a successful part of a c-store business is smart marketing and product placement. Simply throwing a few THC-infused beverages into the cooler or stuffing a few gummies on the shelf next to the energy drinks won’t be enough. Customers need education and guidance, especially in areas where these products are still new and unfamiliar. That means clear signage, knowledgeable staff, and a focus on transparency. Many successful retailers who have introduced THC products have done so with small
in-store promotions, offering sample days (where legal) or partnering with suppliers to provide literature on the effects, dosage, and responsible consumption. Another effective strategy is bundling THC products with other complementary items—offering discounts when customers purchase a THC beverage along with a snack or convenience food. Looking ahead, the future of THC in convenience stores is still uncertain, but the trajectory is clear. With increasing public acceptance and the potential for federal cannabis reform, it’s likely that more states—including some in the Southeast—will begin to open up access to regulated THC products. For c-store owners, that means staying ahead of the curve, keeping an eye on legislation, and being ready to pivot when opportunities arise. Whether that means stocking up on hemp-derived THC now or preparing for a time when traditional cannabis-infused products become more widely available, the key is being informed and adaptable. The stores that can navigate the complexities of this market early will be the ones best positioned to reap the rewards as the industry continues to evolve.
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Tobacco has long been a staple of convenience store sales, making up a significant portion of revenue for many independent operators. But if there’s one thing that’s constant in the tobacco industry, it’s change—especially when it comes to regulations. Over the past few years, lawmakers at both the federal and state levels have continued to tighten restrictions, making it increasingly difficult for retailers to sell tobacco products without jumping through more hoops. While the goal of these regulations is to reduce smoking rates and curb youth access, the reality for convenience store owners—especially those operating one to five stores—is that these changes often come with added costs, compliance headaches, and potential hits to their bottom line. The key to surviving these shifts is staying informed, staying ahead, and finding new ways to maintain strong, stable revenue streams even as the rules evolve. 16
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ADAPTING TO REGULATORY CHANGES IN
TOBACCO SALES One of the biggest proposed changes on the horizon is the FDA’s plan to reduce nicotine levels in cigarettes and other combustible tobacco products. If this regulation moves forward, it could fundamentally change the tobacco industry by forcing manufacturers to alter their products. That means customers who smoke traditional cigarettes may not get the same nicotine satisfaction, which could lead them to seek alternatives— whether it’s vaping, nicotine pouches, or even illicit, unregulated tobacco products. For convenience stores, that presents a serious challenge. If customers no longer find value in the products they’ve relied on for years, tobacco sales could decline sharply. The concern isn’t just for small retailers; even large chains will have to grapple with shifting consumer behaviors and potentially declining sales in one of their most consistent product categories.
legal teams, lobbying power, or financial buffers as major chains.
On top of the nicotine reduction proposal, the FDA has also raised the age threshold for ID checks. Now, instead of only verifying customers under 27, stores are required to ID anyone under 30. While that might seem like a minor change, it increases the burden on store clerks and could slow down transactions during busy hours. In states like California and Massachusetts, even more aggressive restrictions have been introduced, such as outright bans on flavored tobacco products, including menthol cigarettes. If similar measures gain traction in the Southeastern U.S., convenience store owners will need to find ways to adjust quickly. The reality is that every new regulation adds another layer of complexity to tobacco sales, and small operators often feel the impact the most because they don’t have the same
But compliance alone isn’t enough. Over the long term, convenience store owners need to start thinking about how to offset potential losses from declining tobacco sales. One solution is to diversify product offerings, particularly with emerging alternatives that are still legally available. As cigarette restrictions increase, many smokers are turning to nicotine pouches, heated tobacco products, and vape alternatives. While these products come with their own evolving regulations, they still present a growing market that independent c-store owners can tap into. Stocking up on legal alternatives and educating customers about their options can help retain business from tobacco consumers who are looking for something new.
With all these changes in play, the question for independent c-store owners isn’t if they need to adapt, but how. In the short term, the most important step is making sure that all staff are trained on the new regulations and that compliance procedures are airtight. Something as simple as failing to check an ID or stocking a non-compliant product can lead to hefty fines or even the loss of a tobacco license. Making sure employees are clear on the new ID policies and investing in reliable ID verification technology can prevent mistakes that could cost thousands of dollars. Similarly, understanding upcoming state-level regulations ahead of time—rather than scrambling to adjust once they’re in effect—can help store owners stay ahead of the curve.
to other high-margin products. Foodservice is a great example. More and more convenience stores are finding success by expanding their grab-and-go meal options, offering fresh snacks, and even introducing gourmet coffee programs. A strong foodservice selection not only attracts repeat customers but also increases basket size—something that’s especially valuable as tobacco sales fluctuate. Additionally, leveraging loyalty programs and digital marketing to encourage non-tobacco purchases can help offset any losses that come from customers cutting back on cigarettes. Perhaps the most important thing for independent c-store owners to remember is that regulatory changes aren’t a death sentence for business. They’re a signal that it’s time to evolve. While major corporations have the advantage of size and resources, independent stores have the flexibility to pivot more quickly. Whether that means shifting to alternative nicotine products, expanding foodservice, or doubling down on customer loyalty programs, the stores that adapt early will be the ones that thrive. The key is to treat these changes not as roadblocks, but as opportunities to build a more resilient, future-proof business.
Another way to counteract the potential drop in tobacco sales is to shift the focus C-STORE CONNECT MAGAZINE
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28OZ GATORADE MASHUPS #2 130 Index
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Cool Blue, Fruit Punch, Lemon Lime & Orange Are The Top 4 Flavors By Sales Amongst All 28oz GTQ Flavors!3 Launching In Differentiated Graphics From Base GTQ Showcasing Collision Of Flavors To Help Drive Trial And Stand Out In Cold Vault & Gondola!
Timing:
P4W3 2025 04/07/2025
Flavors:
Cool Blue x Fruit Punch Lemon Lime x Orange
Source 1: Circana Panel L52 w/e 02.25.2024, Total US – All Outlets Source 2: Zappi Concept Testing Source 3: Circana L52 Weeks WE 09-29-24
Size:
28oz SS 1/15 CT
GATORADE IS THE SPORTS DRINK LEADER Consistantly delivering multi-million dollar innovation. Retailers Who Expand Assortment Grow Share vs ROM.
The Role of Financials in C-Store Success Running a convenience store isn’t just about keeping the shelves stocked and the doors open—it’s about making sure the numbers add up in a way that leads to long-term success. Every store owner knows that cash flow, profit margins, and smart budgeting can mean the difference between thriving and barely staying afloat. But financial management isn’t as simple as tallying up what’s in the register at the end of the night. It requires strategy, adaptability, and a firm understanding of the economic forces that shape the industry. With more than 148,000 convenience stores in the U.S. generating over $860 billion in sales annually, the industry remains highly lucrative, yet also intensely competitive. The difference between a profitable store and one that struggles often comes down to how well an owner understands and manages their financials. More than 60% of all convenience store revenue comes from in-store sales, with the remainder coming from fuel, but profit margins are much slimmer than they might appear. If a store generates $1 million in revenue but operates with only a 3% net profit margin, that’s just $30,000 in actual profit—a number that can easily be wiped out by unexpected expenses, poor financial planning, or changes in the economy. Cash flow remains one of the biggest challenges, even for stores with strong sales. It’s easy for a business to look profitable on paper while still struggling to pay suppliers, utilities, and payroll because of poor cash flow timing. The 20
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Cash flow remains one of the biggest challenges...” reality is that convenience stores are cash-heavy businesses, with large amounts of money coming in and going out daily. However, without a proper system in place to manage those flows, a store can quickly find itself in trouble. A well-managed convenience store doesn’t just react to what’s happening in the moment—it anticipates fluctuations. Seasonal shifts, for example, are critical to account for. In many markets, fuel sales dip during certain months, while snack and beverage sales tend to spike in the summer. A store that isn’t prepared for these natural ebbs and flows may struggle to cover expenses during slow months, leading to
short-term borrowing or missed payments. Nearly 29% of small businesses in the U.S. have less than a month’s worth of cash reserves, meaning a single unexpected dip in sales or a large unplanned expense can send them scrambling for financial relief. The smartest store owners track their numbers closely, ensuring they have enough liquidity to manage the lean periods without taking on costly short-term debt. Technology has changed the way c-store owners handle financials, and those who aren’t leveraging modern tools are often leaving money on the table. Years ago, financial tracking was largely a manual process, requiring hours of bookkeeping and best guesses about product performance. Now, modern POS systems do much of the heavy lifting, providing real-time sales data, inventory tracking, and even customer behavior analytics. These systems can reveal which products are high performers and which ones are just taking up valuable shelf space. By using this data to optimize inventory, store owners can ensure that every square foot of their store is working to its full potential. Many POS systems also integrate with accounting software, making tax preparation and financial reporting easier. Despite these advancements, some store owners still rely on outdated systems, unaware that a simple software upgrade could save them thousands in lost revenue. Businesses that implement real-time tracking technology typically see an average 20% reduction in inventory waste, which translates to substantial savings
over time. By automating key aspects of financial tracking, store owners free up more time to focus on running their business rather than constantly chasing down numbers. Profit margins in the convenience store industry are notoriously tight, leaving little room for error. In the Southeastern U.S., the average gross profit margin for merchandise hovers around 23%, slightly below the national average of 27%. That difference may seem small, but in a business with such slim margins, every percentage point matters. If a store generates $1 million in annual sales, just a 1% increase in profit margin translates to an
additional $10,000 in profit—money that can be reinvested in the business, saved for future expansion, or used to reduce financial stress. Finding ways to increase profitability often means looking beyond simple cost-cutting measures. One of the most effective strategies is shifting toward higher-margin items. While packaged beverages typically yield around a 40% profit margin, fresh food offerings can push that number above 50%. Major c-store chains have invested heavily in fresh and prepared food sales, and independent operators who follow suit often see strong returns. Even small pricing adjustments can have a major impact. Raising the price of a popular item by just
10 cents may seem insignificant, but if that product sells thousands of units per year, it adds up to meaningful additional revenue without increasing costs. Debt can either be a useful tool or a dangerous trap, and knowing the difference is crucial. Many store owners take on debt to expand, renovate, or stock up on high-demand inventory, but too much of the wrong kind of debt can strangle a business. Some debt is strategic—an SBA loan with a low interest rate used for expansion can lead to future profitability—but high-interest credit card debt or payday loans can quickly become a financial burden. Right now, about 17% C-STORE CONNECT MAGAZINE
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The Role of Financials in C-Store Success, Continued... of small and midsize businesses in the U.S. carry debt in the range of $100,000 to $250,000, while nearly 30% are completely debt-free. The key difference between those who thrive and those who struggle isn’t just the amount of debt they have—it’s how they manage it. Many store owners fall into the trap of relying on business credit cards, which often carry interest rates of 15% to 25%. A $50,000 balance at a 20% interest rate results in an additional $10,000 per year in interest payments alone—money that could be put to far better use elsewhere. Instead, store owners should explore lower-cost borrowing options like SBA loans, vendor financing, or business lines of credit with better terms. One of the biggest financial drains on c-stores isn’t always obvious—it’s the small inefficiencies that add up over time. Shrinkage, which includes theft, spoilage, and administrative errors, quietly erodes profits. According to NACS, the 24
C-STORE CONNECT MAGAZINE
average convenience store loses about 1.5% of total revenue to shrinkage. For a store making $1 million in revenue, that’s $15,000 lost every year. While some level of shrinkage is unavoidable, tightening up inventory tracking, training employees on loss prevention, and investing in security measures can dramatically reduce these losses. Another overlooked expense is credit card processing fees, which many owners assume are just part of doing business. However, these fees can often be negotiated with providers or offset by encouraging cash transactions. Some stores offer small cash discounts to reduce processing costs, a move that can lead to thousands in annual savings. Even renegotiating vendor contracts can have a major impact. If a supplier raises prices by 5%, store owners should push back and explore alternative vendors or consider bulk purchasing discounts. Ultimately, financial success in the convenience store industry isn’t about
one big move—it’s about consistency. It’s about tracking the numbers daily, understanding where the money is going, and making small but impactful adjustments. The most successful c-store owners don’t leave their financials to chance; they take an active role in reviewing sales reports, analyzing costs, and identifying areas for improvement. Those who take the time to truly understand their financials, leverage modern tools, and make strategic decisions will always have an edge over those who run their stores on gut instinct alone. For store owners looking to go deeper, resources like the NACS State of the Industry Report, the SBA Small Business Finance Guide, and books like Profit First by Mike Michalowicz offer valuable insights into turning financial management into a powerful advantage. Running a profitable convenience store doesn’t have to feel like a gamble. With the right financial mindset, strategy, and attention to detail, success isn’t just possible—it’s within reach.
THE ONLY ICE POPGTUHMAT'S SOFTF,ROZENMi & CONTACT YOUR LOCAL BLUE BUNNY DISTRIBUTOR: Ice Cream Distributors of Florida Florida Bryan Gutierrez 786-357-0812 Ice Cream Warehouse Alabama, Georgia, Tennessee 866-476-6604 Glacier Point Enterprises North & South Carolina Judy Briggs 704-372-2144 Ext. 23
sou swe r & et
TROLLI GUMMI POP SINGLE SERVE ®
Brand Facts: • 92% Brand awareness with Gen Z1 • Top 10 Favorite Gen Z Brand2 • +10.2% 3YR CAGR3
1 Trolli Q4 2023 Ipsos Brand Equity Tracker. 2 Morning Conult, Top Ten Favorite Brands Gen Z 2022, https://morningconsult.com/gen-z-favorite-brands-2022/ 3 IRI, Trolli NCC, Total U..S. MULO, Latest 52Wks Ending 1-28-24. 4 Source: 3rd Party Trolli Gummy Pops CLT, March 2024
TROLLI® is a trademark of Ferrara Candy Company. Used under license. ©2025 Wells Enterprises, Inc. All rights reserved. 2/25
2-inU-R1 SFLOAVORS
Fostering a Supportive Community of Professionals 28
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Running a convenience store can feel like a never-ending job. You’re the one making sure shelves are stocked, employees show up, vendors deliver on time, and customers keep coming through the door. Every day brings a new challenge, and some days, it can feel like you’re carrying the entire weight of the business on your shoulders. But here’s the truth—trying to do everything alone will burn you out faster than anything else. No matter how experienced you are, how many hours you put in, or how much effort you give, running a successful business is easier when you have a strong network of people who understand what you’re going through. The convenience store industry is changing constantly. Consumer habits shift, new competitors enter the market, regulations tighten, and costs rise. You can try to keep up with all of it by yourself, but staying informed and making smart business decisions is a lot easier when you have other store owners to talk to. Maybe someone in your network has already tested a new product and can tell you whether it’s worth adding to your shelves. Maybe another store owner has found a way to cut costs with a new vendor, and they’re willing to share their experience. Or maybe you’re dealing with a staffing issue and could use advice from someone who’s already been through it. Having other business owners to turn to for insight isn’t just helpful—it’s necessary. Beyond the business side of things, staying connected with other professionals is just as important for your own well-being. Owning a c-store is exhausting, and if you don’t have people to talk to who truly understand what it’s like, stress can build up fast. There’s a reason so many business owners struggle with burnout. When all of your time and energy go into keeping the business running, it’s easy to feel isolated. Talking with other store owners—whether it’s in person, through an industry group, or in an online forum—helps remind you that you’re not alone in this. There’s value in being able to vent to someone who knows exactly what you’re dealing with,
but there’s also value in simply hearing how others are handling the same challenges. Sometimes, just knowing you’re not the only one dealing with an issue can help you find a better way to move forward. Industry associations are one of the best ways to build those connections. Organizations like HRA and national-level convenience store groups give you access to people who are just as invested in this industry as you are. Whether it’s through events, local meetups, or even online discussions, these groups connect you with store owners who are facing the same regulations, market conditions, and challenges as you. Being part of these associations also means getting early access to important industry research, updates on new laws that could impact your business, and advocacy efforts that fight for the interests of independent store owners like you. If joining an industry association isn’t something you’ve considered before, there are plenty of other ways to build your network. Social media and online communities have made it easier than ever to connect with other store owners, even if they’re not in your immediate area. There are Facebook groups, Reddit threads, and LinkedIn discussions full of business owners asking the same questions you have, sharing what’s working in their stores, and offering advice. These online spaces are great for quick insights and problem-solving, but the key is engaging—asking questions, sharing your own experiences, and participating in discussions instead of just scrolling through posts. The more you put into these conversations, the more you’ll get out of them. While online networking is useful, faceto-face connections are still some of the most valuable. Meeting other store owners at trade shows, supplier events, or even just through casual local business meetups often leads to some of the best business advice you’ll ever get. Conversations over coffee or lunch with another c-store owner can spark new
ideas, introduce you to suppliers you hadn’t considered, or give you a fresh perspective on a challenge you’ve been stuck on. These relationships don’t have to be formal business partnerships— sometimes, just having a few trusted people you can call for advice can make all the difference in how you run your store. If networking hasn’t been a priority for you, it’s worth asking yourself why. Is it because you feel like you don’t have time? Or because you’re not sure where to start? Either way, consider how much
time you’ve spent trying to figure something out on your own that someone else might already have an answer to. How many business decisions have you made without having a second opinion from someone who understands your industry? Building a network of professionals isn’t just about having people to talk to—it’s about running your store more efficiently, staying ahead of industry changes, and making sure you’re not missing opportunities that could help your business grow. You don’t have to run your store alone. The more connections you build, the stronger your business will be. C-STORE CONNECT MAGAZINE
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VIKING BERRY
FLAVOR
INNOVATION Inspired by Wild Nordic berries and Scandinavian fruit, Viking Berry blends real fruit juices and exotic flavors for a whole new taste experience. Loaded with our world-famous Monster energy blend to power you through your next adventure.
WHITE HAZE
FLAVOR
INNOVATION Light and easy drinking, White Haze has a refreshing citrus flavor of orange, lemon, lime and grapefruit. Coenzyme Q10 is required for the proper function of many organs and biochemical reactions in the body and helps provide energy to cells.
9th Annual
CHARITY
THE POWER OF COLLEC TIVE
Friday
April 25 Register Online
Mirror Lake Golf Course 1000 Canongate Pkwy, Villa Rica, GA
www.hraga.com/events
Registration Fee Includes: cart, green fees, driving range, lunch, t-shirt, beverages
HRA Members FREE | Non-Member $150 Deadline: April 18th Due to your amazing past support, registration is limited and the deadline is firm.
Shotgun Start | Scramble Format 9:00 AM 10:00 AM 2:00 PM 3:00pm
Registration & Breakfast Tournament Begins Lunch: The Queso Truck Awards & Raffle
Over 20 great prizes up for grabs! 1st | 2nd | 3rd Place
Closest to Pin
Longest Drive
Caddy Service by: The Caddy Girls $200
Established in 1975, CURE Childhood Cancer is dedicated to conquering childhood cancer through funding targeted research while supporting patients and their families. When CURE was founded, survival rates for children with cancer were just 20%. Thanks to continued research, survival rates have improved to over 80% today. Still, 1 in 5 do not survive. And even when effective, current treatments are harsh and often leave survivors with life long physical, emotional, and cognitive scars. Research is the key to unlocking breakthroughs that will save the lives of children with cancer. In the past 12 years, CURE has invested $38 million in the most promising research aimed at solving childhood cancers. Our highest priority is precision medicine, treatment targeted at tumor driving genes, which is already yielding significant results for children with recurrent and hard to treat cancers. At CURE, we are also focused on supporting families devastated by a childhood cancer diagnosis through programs designed to meet a family’s emotional, practical, and financial needs. CURE serves meals in the hospital, provides emergency financial support to ease burdens, and offers professional counseling to patients and family members. We also offer bereavement support for families who must deal with unimaginable loss. These are only a few of the ways we serve childhood cancer patients and their families. CURE’s support encompasses dozens of services designed to lighten the load of the families and make sure they know they aren’t alone. CUREchildhoodcancer.org
17,000 More than 17,000 children are diagnosed with cancer in the United States each year.
90% Cancer is the leading cause of death by disease in children in the United States. One in five children diagnosed will not survive.
BENEFITING
All player fees and raffle ticket proceeds benefit CURE Childhood Cancer.
For 14 consecutive years, CURE has received a 4-star rating, the highest possible, from Charity Navigator
of all CURE donations go to research or patient and family support.
THANK YOU TO ALL
OUR SPONSORS Title Sponsor Platinum Sponsor Diamond Sponsor Gold Sponsors
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Launching
P4
Period Priority
P5
Introducing…
Lipton Fusions!
DELIVERS ON AFH BEVERAGE TRENDS AT A Iced Tea + Lemonade + Natural Fruit Flavor T2B purchase intent among CSD
73% Decliners1 77% Strawberry Lemonade Pineapple Mango Iced Tea Lemonade Iced Tea
Retail Activation
of CSD decliners rated Lipton Fusions a distinctive proposition vs. RTD tea set1
Top 2
Flavor preferences among CSD Decliners2
<$2
Better price point vs. AFH options Source: 1. Nielsen BASES Quick Predict, July 2024; 2. LIT Fusions Flavor TURF Results, June 2024
Retail Activation!
INTRODUCING FRAPPUCCINO® LITE DRINK
NEW
Timing Launching P3W4 March 17, 2025 P4 National Period Priority March 24, 2025
Delicious
Permissible
Flavors Creamy Vanilla Gelato
Desirable1
Double Chocolate Gelato
Sea Salt Caramel Gelato
Affordable
Packs/ Suggested Pricing*
25% Incremental2
9.5 fl oz SS C&G: $3.79; Promo 2/$5.00 GROC: $2.99; Promo B2G1 *Pricing is at the sole discretion of the Bottler/Retailer
Targeting Light & Lapsed Frappuccino® Drinkers & non-triers. They don't want to sacrifice the taste they love, but they're calorie conscious & expect options that fit into their lifestyles.3 Predominately Millennial/Gen X Female
Value seekers without strong brand loyalty
Primary occasion/motivat or is a convenient start to their day
Source: 1 Zappi ActivateIt!, (July 2024) 2Frappuccino® Oatmilk FY24 and Frappuccino® Mini FY22 performance 3NACP Brand Growth Strategy & Audience Targets
EV CHARGING: Plugging Into The Future Getting Started with EV Charging Stations As the convenience store industry evolves, embracing trends like electric vehicle (EV) charging is becoming a strategic move for forward-thinking retailers. In the first article of this series, we explored why EV chargers are a game-changer, highlighting the growing adoption of electric vehicles, the benefits of attracting a new customer base, and how charging stations can create an additional revenue stream for stores. Now, we’re digging into the nuts and bolts of getting started—from deciding between leasing or owning to understanding your electrical capacity, choosing providers, and exploring the massive growth in EV charging infrastructure nationwide. We’ll also look at customer behavior and the range of financial incentives that can make your investment much more affordable.
Leasing vs. Owning Charging Stations One of the first decisions you’ll need to make is whether to lease or own your EV charging equipment. Each path offers advantages depending on your business size, goals, and financial strategy. For many small or independent store owners, leasing is an attractive entry point. It generally comes with lower upfront costs, and the charging provider often handles installation, maintenance, and software updates. In many cases, the provider may also assume some risk by sharing revenue or offering a fixed monthly lease. This can be a great way to test the waters, particularly if you’re unsure how quickly your customer base will adopt EVs or how much usage you can expect. 36
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Owning the equipment, on the other hand, gives you full control. That means you keep all the revenue generated by the charger, can choose the technology or network that best fits your needs, and potentially earn more over time. Ownership does involve higher upfront costs, but it also opens the door to tax credits and long-term profitability. If you’re confident about growing local EV adoption or already located along a high-traffic route, owning might be the smarter long game. For many retailers, leasing is a good starting point—with the option to buy down the line once the ROI becomes more clear.
term upside can easily justify the initial investment.
Understanding Space and Electrical Requirements
Partnering with EV Charging Providers
Before making any commitments, it’s essential to assess whether your store has the right physical and electrical setup to support EV charging. From a physical standpoint, EV charging stations need dedicated parking spots with good visibility and signage. Ideally, the spaces should be close to the storefront, easily accessible for all vehicle types, and available during all hours of operation. If you operate a location with a large lot, this can be an easy adjustment. But for stores with limited space, creative solutions—like converting underused spots or reworking drive paths—may be necessary. Electrical capacity is another big piece of the puzzle. Level 2 chargers, and especially DC fast chargers, require significant power—often more than a traditional retail building was designed to deliver. You’ll need to consult with a licensed electrician or engineer to evaluate whether your current infrastructure can support the chargers or if upgrades are required. Fortunately, many EV charging providers include site assessments as part of their installation package, giving you a clear roadmap before work begins. Even if your site needs electrical upgrades, that shouldn’t be a dealbreaker. There are often incentives available (which we’ll cover shortly), and the long-
When it comes time to install chargers, working with a reliable EV charging provider can make all the difference. There’s a growing number of providers that offer full-service packages for convenience store settings, ranging from hardware to software, installation, maintenance, and data reporting. Providers like ChargePoint, EVgo, Blink, and Electrify America all offer different approaches and pricing models. Some specialize in high-speed urban hubs, while others focus on rural or highway corridor locations. Many will handle permitting and help you navigate local zoning rules or utility coordination. Others offer insights into customer usage data, helping you understand who’s charging, how often, and what revenue you’re generating. The key is to find a partner who understands the convenience store business— not just the EV space. A provider who’s done installations for fuel retailers or c-stores before will know how to balance charging speed with parking turnover, signage placement, and in-store engagement opportunities.
EV Charging Growth Across the Country One of the biggest reasons to start looking at EV charging now is simple: it’s growing—fast. As of early 2025, there
are more than 204,000 charging ports across the United States. That number is up dramatically from just a few years ago and shows no signs of slowing down. Public investment is playing a huge role. The federal government, through the Bipartisan Infrastructure Law, is aiming to fund a national network of 500,000 chargers by 2030. The National Electric Vehicle Infrastructure (NEVI) program alone is contributing billions of dollars toward this goal, targeting major travel corridors and underserved areas alike. Private growth is accelerating too. Major charging providers and fuel retailers are racing to expand their footprints. In just the first quarter of 2024, nearly 600 new public fast-charging stations were added nationwide, bringing the total to more than 8,000. To put that into perspective, the U.S. now has one fast-charging station for every 15 gas stations—and that gap is closing fast. The traditional fuel sector is getting involved as well. Shell announced plans to shut down 1,000 gas stations globally by 2030 to make room for EV infrastructure. In the U.S., Pilot and Flying J have partnered with GM and EVgo to build 2,000 fast chargers across 500 travel centers, covering 25 states. These moves aren’t just about going green—they’re about adapting to a shift in how Americans refuel. If major oil brands and truck stop chains are betting on EVs, there’s a strong case for c-store operators to get ahead of the C-STORE CONNECT MAGAZINE
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Scaling Our Sustainable Impact We have only one planet; it’s up to all of us to come together to help protect it for the long term. In FY2024, we advanced key sustainability initiatives and expanded our impact on a larger scale. Our FY2024 Sustainability Report showcases many stories of progress, with these standout highlights across our One Planet One Table pillars:
Products
People
Planet
Growing Our Portfolio of Sustainable Items
Living Our Purpose to Do Global Good
Decarbonizing Our Operations
Our One Planet One Table assortment represents the U.S. foodservice industry’s most extensive offering of products backed by best-in-class sustainability certifications, standards and programs.
During our inaugural global Purpose Month, colleagues from over 125 Sysco sites volunteered their time and talents, making meaningful contributions toward Sysco’s Global Good Goal of donating $500 million worth of goods by the end of 2025.
To reduce operational emissions, we expanded our industry-leading electric vehicle (EV) fleets, began sourcing renewable diesel and increased renewable electricity at our sites.
3.5K+
500+
131
One Planet One Table items available across the U.S. Broadline
company-sponsored Purpose Month events
EVs deployed throughout our global fleets to date, with 110 delivered in FY2024
20+
~17K
4.3M
leading sustainability certifications and standards represented
74%
of One Planet One Table items are Sysco Brand
volunteer hours recorded by Sysco colleagues during our global Purpose Month
125+
Sysco locations engaged in the U.S., Canada, Sri Lanka, Ireland and the U.K.
1
gallons of renewable diesel sourced by our sites each year, the equivalent of removing 10K cars from the road 2
~294K
megawatt-hours of renewable energy per year through a new power purchase agreement signed in FY2024, covering ~40% of our annual electricity needs by 2027
There’s more to the story. To learn more about these initiatives and our sustainability approach, please visit our website and view our FY2024 Sustainability Report. You can also learn more about our ongoing commitment to creating a more inclusive workplace in our FY2024 DEI Report. 1 2
This number is based on actual fuel purchases confirmed by Sysco fuel vendors for FY2024. Calculated using the Global Logistics Emissions Council Framework based on average greenhouse gas emissions from a typical passenger vehicle, as estimated by the U.S. Environmental Protection Agency.
curve now rather than playing catch-up later.
Turning EV Chargins Into a Competitive Advantage Adding EV chargers to your store does more than help you keep pace—it creates a unique selling point. With the right strategy, chargers can turn your location into a destination, driving foot traffic and increasing customer dwell time. EV drivers tend to stay on-site much longer than traditional fuel customers, especially when using Level 2 chargers. That means they have time to shop, relax, and engage with your store. While a customer might only spend three minutes pumping gas, EV drivers might spend 20 to 40 minutes waiting for a charge. That creates a golden opportunity to boost in-store sales. Customers charging their vehicles often browse aisles, buy snacks, grab drinks, or even linger over coffee. Studies show that the average EV customer spends about $1 per minute in-store during a charge—translating to $20 to $40 per visit. Many of these customers also fall into higher-income brackets and are more likely to seek out stores with amenities like Wi-Fi, clean restrooms, and eco-friendly branding. By advertising your charging capabilities on EV charging apps and local directories—and offering subtle promotions or loyalty perks for charging customers—you can attract a whole new type of shopper and build long-term relationships. Incentives and Funding Opportunities Despite the appeal, installing EV charging infrastructure isn’t cheap. The good news is that there are plenty of incentives to help offset costs. At the federal level, businesses can tap into the Alternative Fuel Vehicle Refueling Property Credit. This program offers a tax credit of up to 30% of the cost of installing EV charging equipment, up to $100,000 per charger. Eligibility depends on location and whether you meet specif-
ic wage and apprenticeship requirements during installation. If your site qualifies, this credit alone can cut a substantial chunk off your total investment. Federal funding through the NEVI program also helps cover up to 80% of total project costs, including hardware, labor, utility work, and software. While this funding is often directed toward highway corridors, regional programs tied to NEVI funds may be open to convenience stores in high-traffic areas or underserved communities. On the state level, many governments offer rebates or tax credits to encourage EV infrastructure development. In Georgia, for instance, store owners may receive an extra 10% back on installation costs, with a cap of $2,500. In California and New York, programs can provide rebates or grants of tens of thousands of dollars—depending on location and charger type. Utility companies are also key players. Many electric utilities offer their own incentive programs, which can include per-connector rebates, load-sharing assistance, or even full project support for infrastructure upgrades. Partnering with your utility early in the planning process can uncover hidden resources and reduce the risk of unexpected costs. For many store owners, combining these incentives—federal, state, and utility—can make EV charging far more affordable than it might appear on paper.
Understanding EV Customer Behavior Understanding your customers is always good business—and EV drivers behave in ways that convenience store owners can really benefit from. Unlike gas customers, who typically stop, fuel up, and leave within minutes, EV drivers tend to linger. Charging sessions can take anywhere from 15 minutes to an hour, depending on the charger and how much charge the driver needs. During that time, they’re often looking for
something to do—and that usually means stepping inside the store. This extended dwell time has been linked to higher spending. Retailers with EV chargers have reported significant increases in basket size, with EV customers spending as much as $30 to $40 per visit. That’s not just because they’re waiting—they’re often more affluent, more brand-conscious, and more likely to respond to promotions or in-store experiences. To make the most of that behavior, stores can offer Wi-Fi, clean and accessible restrooms, coffee lounges, or even simple seating areas near large windows. Small touches go a long way. You can also tailor your marketing—for example, offering in-store discounts tied to a charging session or running app-based loyalty rewards that encourage return visits. What’s clear is that EV drivers don’t just represent a growing slice of the driving population—they represent a golden opportunity to build long-term, high-value customer relationships.
Looking Ahead EV adoption is accelerating, and the infrastructure to support it is growing just as fast. For convenience store owners, this presents both a challenge and a unique opportunity. Whether you choose to lease or own your chargers, upgrade your electrical capacity, or take advantage of the wide array of available incentives, integrating EV charging into your store is a smart, future-ready move. As the landscape shifts, stores that act now will be well-positioned to serve the next generation of drivers—while increasing foot traffic, building customer loyalty, and staying ahead of the competition. Stay tuned for the next article in this series, where we’ll explore how to **maximize the return on your EV charging investment**—from pricing models to marketing strategies and data-driven operations. C-STORE CONNECT MAGAZINE
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COMFORT & CRAVE-WORTHY CLASSIC SANDWICHES, NEW TAKES.
TAKE IT UP A NOTCH
EASY ORDER
Convenience and taste often feel like a trade-off. C-stores can bridge that gap by offering hot sandwiches that are both familiar and delicious. The Hot Take Sandwich line capitalizes on the enduring popularity of classic sandwiches while offering exciting new twists to keep customers coming back for more.
BRING THE HEAT
SPICY CHICKEN SANDWICH
HEAT N’ SERVE
ELEVATE THE CLASSICS WARMER & COOLER SELLING
FLAVOR & GRAB N’ GO APPEAL
SAUSAGE, EGG & PANCAKE SANDWICH
TIMELESS COMFORT TRIED & TRUE CHEESEBURGER
MEETING THE MOMENT The landscape of eating habits is shifting, convenience is key and snacking has emerged as a popular alternative against traditional meals.
60% of consumers see convenience stores as food destinations.
42% of consumers ages 18-34 report an increase in snacking over full meals
71% of adult consumers find new products and brands in convenience stores.
- NACS
-Technomic Q1 2024 C-Store Consumer Market Brief
-Meeting 2024’s Consumer, Placer.ai
As the trend towards snacking continues to gain momentum, C-stores have a prime opportunity to capture this market by providing a variety of sandwich choices that cater to a hearty meal or a satisfying snack. By ensuring their sandwich offerings are robust and varied, C-stores can solidify their position as go-to destinations for convenient, delicious fare.
SHORTCUT TO SATISFACTION Product Nt Wt
Case UPC
3.3oz
10806795612605
Bacon, Egg & Cheese Bagel
3.0oz
10806795612612
269589
Ham, Egg & Cheese Croissant
3.5oz
10806795612629
528136
269597
Sausage, Egg & Cheese Biscuit
4.0oz
10806795612636
528137
269605
Sausage, Egg & Cheese Croissant
3.9oz
10806795612643
528138
269613
3.9oz
10806795612650
528130
269506
Sausage & Egg Pancake Sandwich
3.9oz
10806795612575
528131
269571
Chorizo & Egg Ciabatta Sandwich
4.6oz
10806795612599
528141
288993
Southern Chicken & Biscuit Sandwich
3.7oz
10806795612681
528144
288969
Ham & Cheese on Pretzel Croissant
4.4oz
10806795612711
528143
288977
Bacon Cheeseburger on Pretzel Bun
6.2oz
10806795612704
528142
288985
Cheesebuger
4.1oz
10806795612698
528139
269621
Chicken & Cheese Sandwich
4.4oz
10806795612667
528140
269639
Spicy Chicken & Cheese Sandwich
5.4oz
10806795612674
CM#
CMN
528132
269514
528134
269522
528135
Product Description
Navigating Mergers & Acquisitions in the C-Store Landscape 42
C-STORE CONNECT MAGAZINE
The convenience store industry has always
is unfolding is critical. It’s not only about
its acquisition of GetGo, a 270-store chain
been dynamic, but in recent years, it has
staying competitive but also about spotting
previously owned by Giant Eagle. This
been experiencing a steady and impactful
opportunities, finding leverage, and making
move significantly expanded Circle K’s
wave of mergers and acquisitions that is
strategic decisions in the face of disrup-
footprint across Pennsylvania and further
fundamentally reshaping the competitive
tion.
into the Midwest. The acquisition came on
landscape. While major corporations
the heels of Couche-Tard’s earlier attempt
consolidate their power and expand their
Industry consolidation isn’t just a passing
to purchase Japan’s Seven & i Holdings,
reach, small and independent operators
phase—it’s a deliberate strategy that the
the owner of 7-Eleven. Though that deal
are left to navigate an industry that feels
largest c-store chains are pursuing with
ultimately didn’t close, it sent a strong mes-
increasingly tilted toward big players. For
serious momentum. Alimentation Couche-
sage to the industry: the largest conveni-
store owners running one to five locations,
Tard, the parent company of Circle K, has
ence store brands are hungry for growth,
these changes can feel overwhelming—but
continued its aggressive expansion. In
and they’re aiming to gain it through acqui-
understanding how industry consolidation
2024, the company made headlines with
sition rather than organic development. C-STORE CONNECT MAGAZINE
43
Casey’s General Stores made one of the year’s largest moves by acquiring Fikes Wholesale Inc., the parent company of CEFCO, for over a billion dollars in cash. That deal added nearly 200 stores to Casey’s network and allowed it to deepen its presence in Texas while also reaching new markets in Florida, Alabama, and Mississippi. It was a calculated move to broaden their geographic footprint and achieve further economies of scale. Meanwhile, BP made a significant entrance into the U.S. convenience retailing space by acquiring TravelCenters of America. The $1.3 billion acquisition brought the TA, Petro Stopping Centers, and TA Express brands under BP’s control, further signaling that traditional energy companies see retail as a key component of their long-term strategy. Similarly, Shell acquired Brewer Oil’s 45 convenience stores earlier in 2024, continuing its push into retail through strategic, market-focused acquisitions. These aren’t isolated incidents. They’re part of a larger, sustained pattern of consolidation that’s redrawing the c-store map across the country. Even regional players are joining in. Stewart’s Shops, a New York-based chain known for its loyal customer base and vertically integrated model, acquired Jolley Associates in late 2024. That deal brought 45 additional stores into Stewart’s portfolio and represented one of the more significant regional acquisitions of the year. However, it also prompted some regulatory pushback—Stewart’s ultimately agreed to divest five stores to comply with Federal Trade Commission concerns about local competition. This is a reminder that even mid-sized acquisitions can have ripple effects, especially in markets with limited competition. All of this adds up to one thing: the big are getting bigger. But that doesn’t mean smaller operators are out of the game. In fact, independent convenience store owners still have plenty of advantages—if they understand the landscape and are willing to evolve. 44
C-STORE CONNECT MAGAZINE
One of the most immediate challenges smaller operators face in this new environment is competition from newly acquired and rebranded chain stores. These locations often come with fresh signage, updated technology, optimized supply chains, and corporate-level marketing campaigns. They benefit from bulk purchasing power, allowing them to undercut pricing on fuel, snacks, beverages, and even prepared food. The margin pressure this creates for independent stores is real—and it’s not going away. But here’s the thing: size isn’t everything. The same scale that gives national chains pricing advantages can also become a limitation when it comes to local relevance. Independent stores, by contrast, can be nimble. They understand their communities, their customers, and their neighborhoods in a way that national brands simply can’t replicate. That sense of familiarity and authenticity can go a long way in building loyalty. When store owners know their regulars by name, stock products that reflect local tastes, and participate in community events or youth sports sponsorships, they’re doing
more than running a business—they’re becoming part of people’s daily lives. And no algorithm or purchasing department in a distant headquarters can replace that. Independent store owners who want to stay competitive need to lean into this advantage. Community connections matter. So does the store experience. But in addition to that personal touch, there are other ways to strengthen your footing in a rapidly consolidating market. Diversification has become essential. With tobacco sales facing tighter regulations and fuel consumption habits shifting due to electric vehicle adoption and fuel efficiency, depending too heavily on traditional revenue drivers is risky. That’s why many small operators are exploring new categories like fresh food, local or regional products, and even THC-infused beverages and snacks where regulations allow. These aren’t fringe trends—they’re areas where customer interest is growing fast, especially among younger demographics. Expanding your store’s product mix isn’t just about keeping up—it’s about meeting your customers where they are today and where they’re going tomorrow. Operational efficiency also plays a critical role. While big chains have teams of analysts working to streamline supply chains and reduce overhead, independent operators can still achieve efficiency by taking a closer look at expenses, negotiating better vendor contracts, and using smarter inventory practices. It doesn’t take a major investment to start seeing results—just discipline and a willingness to track the numbers. Technology is another area where independent stores can close the gap with larger competitors. A modern point-ofsale system doesn’t just make transactions faster—it can also track inventory, monitor trends, and support customer loyalty programs. Adding mobile payment options, curbside pickup, or even a basic app can create meaningful convenience for customers who are increasingly looking for digital solutions. While it’s
$24 Billion+
Estimated total value of c-store M&A deals in the U.S. between 2021 and 2023. (Source: CSP Daily News, industry reports)
3,000+ Stores
Changed ownership due to M&A activity in just the last 24 months.
Top 10 Chains = 34% understandable that some store owners hesitate to invest in tech due to costs, even modest upgrades can offer significant returns. And in today’s competitive environment, not embracing technology isn’t just a missed opportunity—it can be a real disadvantage. There’s another important factor to consider: industry demographics are changing. Many family-owned c-stores are facing generational transitions, and in a growing number of cases, the next generation isn’t interested in taking over. That’s part of what’s fueling the M&A boom—larger companies are eager to acquire these stores, often because they’re well-located and profitable but simply in need of new leadership. For some owners, this creates an opportunity to exit on favorable terms. For others, it’s a sign that succession planning and long-term strategy are more important than ever. Interestingly, while the high-profile, billion-dollar acquisitions grab the headlines, much of the real M&A activity in the c-store industry today is happening on a smaller scale. Many of the deals involve groups of 10, 20, or 40 stores being folded into regional brands or investment portfolios. These bolt-on acquisitions are quieter, but they’re more frequent—and they represent a steady, methodical effort by larger players to fill in geographic gaps and grow incremen-
tally. The momentum is steady, and the pressure on smaller operators is growing, but that doesn’t mean independents are being pushed out. In fact, many of them are thriving by focusing on what they do best. In this environment, the independent convenience store is far from obsolete. But it is under pressure. Staying relevant means being adaptable, strategic, and willing to embrace change. That might mean bringing in a new product line, upgrading a checkout system, training staff to offer a better customer experience, or simply stepping back and evaluating what makes your store unique. The c-store business has always been built on hustle, resilience, and knowing your customers. Those fundamentals haven’t changed—but the tools available to succeed have expanded, and it’s up to each operator to decide how to use them. Looking ahead, consolidation will likely continue—especially as private equity and international brands continue to eye the U.S. market. But the future of the industry doesn’t belong exclusively to big corporations. There’s still room for independent stores that know their markets, serve their communities, and evolve with the times. In fact, in a world where convenience is increasingly commoditized, it’s the stores with personality, purpose, and people-first values that have the power to stand out.
The top 10 convenience store chains now account for over 34% of the U.S. c-store market, driven by acquisitions.
55% of Owners
Say succession planning is a key reason they’re considering selling. (Source: NACS State of the Industry)
#1 Buyer Strategy
Most acquiring chains cite “expansion into new regional markets” as the top M&A motivation.
Private Equity Involvement: Up 40%
The number of c-store M&A deals involving private equity increased significantly between 2020 and 2023.
Valuation Multiples:
Typical EBITDA multiples range from 5x to 10x, depending on store size, fuel volume, and inside sales performance. C-STORE CONNECT MAGAZINE
45
Company Profile
Edward Don & Company is the nation’s leading distributor of foodservice equipment and supplies.
• 2024 Annual Sales $1.4 Billion
Since 1921, DON has combined dedication to service excellence with its extensive inventory, technology investments and industry knowledge to get you what you need when you need it.
• Fully integrated operating platform (SAP) - SKU commonality across all DCs
Providing “Everything But the Food” is our business and our focus. We service everything from independent restaurants to national chains, healthcare, hotels, hospitality, country clubs, schools, government institutions, foodservice management facilities and much more.
• 1,300+ trained associates
• 7 nationwide full-service distribution centers - over 1.3M square feet
• 12,000+ in stock products • 300+ experienced and tenured sales professionals • 24/7 online ordering (don.com) • Data rich reporting capabilities • Globally-sourced product selection from the industry’s leading suppliers • Scheduled transportation network - DON fleet and contracted Last Mile Agents
Seattle
• Value Added Services Team for new store openings and rollouts Chicago
Philadelphia
Corporate HQ
Los Angeles
We not only supply, but we also care about your business. That’s why it’s our mission to provide you with industry leading products you can rely on, outstanding service you deserve and solutions that work for you.
Atlanta Dallas
7
nationwide full-service distribution centers
• DON BUILD - Equipment, Design and Build Team
Miami
Our Commitment is Your Success.
800.777.4DON | don.com 2023024 revised 022525
ULTIMATE
FLAVOR is the
ULTIMO! DIFFERENCE GREAT TASTE. GREAT VALUE. Elevate your frozen pizza offerings with Ultimo! the ultimate solution for taste, value, and profit.
GROW YOUR BUSINESS & PROFITS. With multiple large-scale convenience chains recently introducing value-priced pizza programs, don’t miss your opportunity to grow your business with Ultimo! This pre-priced inflation buster garners up to $2.40 gross profit per pizza.
4 servings Qer container Serving size 1/4 pizza {134g)
Total Fat 16g Saturated Fat 8g Trans FatOg Cholesterol 25mg
% Daily Value' The% Daily Value(OV)tells 14% youhow mucha 7% nutrient ina Dietary Fiber 2g --�-�---- servmgoffood Total Sugars 2g c ontr ibutestoa Includes lg Added Sugars 2% daily d iet. 2,000 caloriesa day is . Protein 14g used for general nutrijionad vic e.
21% Total Carbohydrate 38g
40%
8%
WHY IS ULTIMO! THE BEST CHOICE FOR YOUR BUSINESS?
Massive Market Potential: 94% of Americans eat pizza at least once a month. Inflation Fighter: Provide a premium product at a price your customers will appreciate. Exceptional Profitability: Make every sale a win to your bottom line with 35%-40% gross profit (up to $2.40 penny profit per pizza). Premium Quality - Best Value: Customers will love this premium quality frozen pizza at an inflation buster price point. CM#
CMN#
ITEM
WT.
QTY. PER CASE
COST PER CASE
UPC CODE
534437
326959
ULTIMO PIZZA CHEESE MEDIUM
18.2Z
12/Case
$43.10/Case
00806795622041
534439
326967
ULTIMO PIZZA PEPPERONI MEDIUM
18.9Z
12/Case
$43.10/Case
00806795622034
To learn more about our Ultimo Retail Pizza Program, contact your Core-Mark Sales Representative.
WORK / LIFE THE BALANCE You’ve heard it before—probably a thousand times. You need better work-life balance. It’s the go-to phrase people throw around when they see someone working long hours, pouring everything into their business, or staying late to fine-tune the details that no one else will notice but that you know matter. But let’s stop and question this for a second: what does “work-life balance” even mean? Who decided that work and life were two separate things, sitting on opposite sides of a scale that has to remain perfectly level at all times? The truth is, that’s not how it works. 48
C-STORE CONNECT MAGAZINE
Balance isn’t about dividing work and life into neat little compartments, making sure each one gets an equal share of your time and energy. Balance is personal. It’s about creating a life that aligns with your values, your ambitions, and what you find fulfilling. For some people, work is their passion. It energizes them, gives them purpose, and fuels their personal growth. These are the people who wake up thinking about their next business move, who feel alive when they’re problem-solving, expanding, creating. If that’s you, then why should you feel guilty for working long hours? Why should you be told that you need to “unplug” or “slow down”
just because someone else sees work
than it’s giving, if you’re missing impor-
as a burden instead of a joy?
tant moments with the people you love, or if you’re constantly overwhelmed—
For others, work is simply a means to an
then that’s when adjustments need to be
end. It’s a tool, a resource, something
made. But not because of some outside
that provides financial stability so they
expectation of what balance “should”
77% of workers have experienced burnout at their current job.
can focus on what they truly love—fam-
look like. The goal isn’t to work less.
(Source: Deloitte)
ily, hobbies, travel, or just the ability to
The goal is to be content with your daily
relax. That’s just as valid. There’s no
life, to realize a state of contributing
shame in doing your job well, making
and contentment. If that means setting
a solid income, and then completely
firmer boundaries so work doesn’t seep
disengaging when you leave for the day.
into every part of your life, do that. If it
If that’s what feels right for you, then that
means making changes in your business
is balance.
so you have more freedom, do that. And
Only 1 in 3 employees say they have a healthy work-life balance. (Source: Mental Health America)
the same version of it. It assumes that
People who talk about work-life balance
59% of small business owners report working 50+ hours a week, with many saying they “rarely unplug.”
work is always something that needs to
often picture a scale, as if work is sitting
(Source: Capital One Small Business
be reduced, managed, or held at arm’s
on one side and life is sitting on the oth-
Survey)
length so that “real life” can happen. But
er, and if one gets too heavy, everything
if you love what you do—if your business
tips over. But that’s not how fulfillment
is something that excites you, challenges
works. Meaningful work adds depth
you, and gives your life meaning—then
to life. It isn’t separate from it. If your
forcing yourself to work less because of
business is something you’ve built from
some idea that you “should” be balanc-
the ground up, something you take pride
ing things differently is actually working
in, something that challenges you and
against you. You’re chasing a version of
makes you better, then why would you
balance that isn’t yours.
try to do less of it? The idea that working
if it means working more because you’re The problem with the way most people
building something you believe in, do
talk about work-life balance is that it
that too.
assumes everyone should be striving for
“too much” automatically means you’re At its core, balance isn’t about work at
out of balance assumes that work has
all. It’s about feeling content with how
no meaning beyond a paycheck. And for
you spend your time, whether that’s
a lot of people, that just isn’t true.
70% of employees say flexibility is a key factor in job satisfaction. (Source: Gallup)
Work-life integration is rising: 43% of millennials say they prefer a blend of work and life over strict separation. (Source: PwC)
running your business, coaching your kid’s soccer team, traveling the world, or
Of course, the opposite is also true. If
working 80 hours a week because you
work is something you endure rather
love every second of it. If you’re content,
than something you enjoy, then finding
if you feel like your time is being spent
a way to do less of it might actually be
in ways that fulfill you, then there’s no
the right move. There’s no one-size-fits-
reason to change a thing. The only time
all answer. It’s not about making sure
balance becomes a problem is when
work and life are perfectly balanced—it’s
you start feeling drained, disconnect-
about making sure that you feel aligned
ed, or like you’re sacrificing something
in how you spend your time. Instead of
important to you without getting enough
forcing some external idea of balance
in return. That’s when it’s worth stepping
onto your life, the better question is: Are
back and asking, Is this working for me?
you fulfilled? If you are, then no adjust-
40% of U.S. adults say they don’t have enough time for themselves. (Source: Pew Research)
Only 21% of workers say they’re “very satisfied” with how they spend their time across work and life. (Source: American Time Use Survey)
ment is needed. If you’re not, then someIf you feel like your time is out of align-
thing has to shift. The answer to what
ment—if work is taking more from you
that shift looks like is yours to figure out. C-STORE CONNECT MAGAZINE
49
The HRA Foundation is proud to announce the continuation of its annual Scholarship Program in 2025, marking the third consecutive year of providing financial support to deserving college students. Designed to ease the financial burdens of higher education, this initiative underscores HRA’s commitment to supporting the families of its members while investing in the future of young leaders.
A Commitment to Education Since its inception, the HRA Foundation Scholarship Program has awarded over $45,000 to 21 outstanding students. In 2025, the Foundation will continue this legacy by offering $2,500 scholarships to 10 students, totaling $25,000 in new awards. These funds are available to any full-time student enrolled at a U.S. college or university for the 2025-2026 academic year, provided they are an immediate family member of an active HRA member.
Key Dates and Details The application process for the 2025 program opens in Spring 2025 and will remain open for submissions for several weeks. Winners will be selected based on a combination of criteria, including academic achievement, personal background, and their responses to an essay prompt. The scholarship funds will be disbursed to recipients by the end of Summer 2025, just in time to prepare for the upcoming academic year. 42
C-STORE CONNECT MAGAZINE
How to Apply Applying is straightforward. Applicants will need to provide: • Basic student and personal information • Details about their educational and life experiences • A thoughtful essay submission that reflects their aspirations and achievements By combining these elements, the HRA Foundation aims to identify students who not only excel academically but also demonstrate a commitment to personal growth and community impact.
A Look Ahead As the HRA Foundation’s Scholarship Program enters its third year, it continues to grow as a vital resource for HRA families. By the end of 2025, the Foundation will have invested $70,000 in scholarships since the program began, further cementing its role in fostering educational opportunities. For HRA members, this program is more than just financial aid—it’s a meaningful way to support the dreams and ambitions of their children and grandchildren. Stay tuned for the opening of the 2025 application window in February, and encourage eligible students to apply! Together, we can help shape a brighter future, one scholarship at a time. For more information about the HRA Foundation Scholarship Program, visit hrafoundation.com.
HRA Foundation enters its third year of providing financial support to college students through an annual scholarship program.”
C-STORE CONNECT MAGAZINE
43
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