CStore Decisions April 2020

CStoreDecisions

®

Solutions for Convenience Retailers

C-Stores Conquer New HR Challenges

The 12th annual CSD/Humetrics HR Benchmarking Survey outlines how c-stores are responding to today’s human resources challenges, as COVID-19 presents never-before-seen obstacles.

INSIDE

HR Awards ...............................18 Best of Pizza & Roller Grill ........50 Efficiency Clocks In .................58

SPECIAL Report:

A Business’s Financial Guide to Virus Survival ....38

April 2020

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CStoreDecisions.com

The future of our industry is about innovation, products with the potential to reduce harm and adult consumer choice. Through our companies and strategic partners, we’ve invested in the most compelling portfolio of non-combustible products. We strive to give adult consumers the choices they want today — and invest and develop products for tomorrow.

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CONTENTS April 2020

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Number 4

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Volume 31

CStoreDecisions ®

EDITOR’S MEMO

8 Our Commitment to You

FRONT END

10 Quick Bites: Mastering Store Sanitation 12 The ABCs of FDA Tobacco Product Review Applications 16 Executive Corner: Tanner Krause Talks Adjusting Regulations for Today’s Workforce

18 HR Awards: Doliveira Cultivates Sheetz DNA 22 HR Awards: Whitlock Steers Culture at Tiger Fuel SPECIAL REPORT

38 A Business’s Financial Guide to Virus Survival

26

CATEGORY MANAGEMENT

42 Smokeless Eyes Flavor Forecasts, Pouch Potential 46 Springing Into Dispensed Sales

COVER STORY 26 C-Stores Conquer

FOODSERVICE

50 Foodservice Awards: Best of Pizza 54 Foodservice Awards: Best of Roller Grill

New HR Challenges

The 12th annual CSD/Humetrics HR Benchmarking Survey outlines how c-stores are responding to today’s human resources challenges, as COVID-19 presents never-before-seen obstacles.

TECHNOLOGY

58 Efficiency Clocks In

50

BACK END 64 Product Showcase 73 Ad Index 74 Industry Perspective: An Opportunity to Be Significant SPECIAL ANNOUNCEMENT:

Due to COVID-19, the Young Executives Conference (YEO) — formerly scheduled for May — will run in conjunction with the 2020 National Advisory Group (NAG) Conference, set for Sept. 13-16 in Charlotte, N.C. 4

CSTORE DECISIONS •

April 2020

cstoredecisions.com

the CSD Group www.cstoredecisions.com

CStoreDecisions .com CStoreDecisions CStoreDecisions

CStore Decisions

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Convenience Store Decisions • EDITORIAL

CREATIVE SERVICES

VICE PRESIDENT, EDITOR-IN-CHIEF John Lofstock jlofstock@wtwhmedia.com

VICE PRESIDENT, CREATIVE SERVICES Mark Rook mrook@wtwhmedia.com

EXECUTIVE EDITOR Erin Del Conte edelconte@wtwhmedia.com

CREATIVE DIRECTOR Erin Canetta ecanetta@wtwhmedia.com

SENIOR EDITOR Thomas Mulloy tmulloy@wtwhmedia.com

ART DIRECTOR Matthew Claney mclaney@wtwhmedia.com

ASSOCIATE EDITOR Isabelle Gustafson igustafson@wtwhmedia.com ASSOCIATE EDITOR Marilyn Odesser-Torpey CONTRIBUTING EDITORS Mark Battersby Anne Baye Ericksen COLUMNIST Tom Briant

ADVERTISING VICE PRESIDENT, GROUP PUBLISHER Tom McIntyre tmcintyre@wtwhmedia.com

(216) 533-9186

PUBLISHER John Petersen jpetersen@wtwhmedia.com

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VICE PRESIDENT, SALES Tony Bolla tbolla@wtwhmedia.com

(773) 859-1107

REGIONAL SALES MANAGER Ashley Burk aburk@wtwhmedia.com

(737) 615-8452

REGIONAL SALES MANAGER Patrick McIntyre pmcintyre@wtwhmedia.com (216) 372-8112 REGIONAL SALES MANAGER Jake Bechtel jbechtel@wtwhmedia.com (216) 299-2281

DIRECTOR, AUDIENCE DEVELOPMENT Bruce Sprague bsprague@wtwhmedia.com

CUSTOMER SERVICE CUSTOMER SERVICE MANAGER Stephanie Hulett shulett@wtwhmedia.com CUSTOMER SERVICE REPRESENTATIVE Jane Cooper jcooper@wtwhmedia.com

DIGITAL MEDIA/ WEB DEVELOPMENT VICE PRESIDENT, DIGITAL MARKETING Virginia Goulding vgoulding@wtwhmedia.com DEVELOPMENT MANAGER Dave Miyares dmiyares@wtwhmedia.com SR. DIGITAL MEDIA MANAGER Pat Curran pcurran@wtwhmedia.com EVENT MARKETING SPECIALIST Olivia Zemanek ozemanek@wtwhmedia.com DIGITAL PRODUCTION MANAGER Reggie Hall rhall@wtwhmedia.com DIGITAL PRODUCTION SPECIALIST Nicole Lender nlender@wtwhmedia.com

EVENTS EVENTS MANAGER Jen Osborne josborne@wtwhmedia.com

SOFTWARE ENGINEER DJ Bozentka dbozentka@wtwhmedia.com

VIDEO SERVICES

WEBINAR COORDINATOR Halle Kirsh hkirsh@wtwhmedia.com

VIDEOGRAPHER Derek Little dlittle@wtwhmedia.com

CStore Decisions is a three-time winner of the Neal Award, the American Business Press’s highest recognition of editorial excellence.

EDITORIAL ADVISORY BOARD Robert Buhler, President and CEO Open Pantry Food Marts • Pleasant Prairie, Wis.

DIGITAL PRODUCTION/ MARKETING DESIGNER Samantha King sking@wtwhmedia.com

VIDEOGRAPHER Bradley Voyten bvoyten@wtwhmedia.com

Leading Through Innovation

Lisa Dell Alba, President and CEO Square One Markets • Bethlehem, Pa. Raymond Huff, President HJB Convenience Corp. • Lakewood, Colo.

Bill Kent, President and CEO The Kent Cos. Inc. • Midland, Texas Patrick Lewis, Managing Partner Oasis Stop ‘N Go • Twin Falls, Idaho Reilly Robinson Musser, VP, Marketing & Merchandising Robinson Oil Corp. • Santa Clara, Calif.

Bill Weigel, CEO Weigel’s Inc. • Knoxville, Tenn.

WEBINAR COORDINATOR Kim Dorsey kdorsey@wtwhmedia.com

NATIONAL ADVISORY GROUP (NAG) BOARD Doug Galli, Board Chairman Reid Stores Inc./Crosby’s • Brockport, N.Y. Mary Banmiller, Director of Retail Operations Warrenton Oil Inc. • Truesdale, Mo. reg hrli h hie perating fi er Beck Suppliers Inc. • Fremont, Ohio Derek Gaskins, Senior VP, Merchandising/Procurement Yesway • Des Moines, Iowa

FINANCE

oe amza hie perating fi er Nouria Energy Corp • Worcester, Mass.

CONTROLLER Brian Korsberg bkorsberg@wtwhmedia.com

Brent Mouton, President and CEO Hit-N-Run Food Stores • Lafayette, La. Peter Tamburro, General Manager Clifford Fuel Co. • Marcy, N.Y.

ACCOUNTS RECEIVABLE SPECIALIST Jamila Milton jmilton@wtwhmedia.com

Vernon Young, President and CEO Young Oil Co. • Piedmont, Ala.

YOUNG EXECUTIVES ORGANIZATION (YEO) BOARD Jeremie Myhren, Board Chairman Road Ranger • Rockford, Ill.

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aret ishop hie inan ial fi er BFS Cos. • Morgantown, W.Va. 2011 - 2019

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Caroline Filchak, Director, Wholesale Ops Clipper Petroleum • Flowery Branch, Ga. Kalen Frese, Food Service Director Warrenton Oil Inc. • Warrenton, Mo. Alex Garoutte, Director of Marketing The Kent Cos. Inc. • Midland, Texas Sharif Jamal, Corporate Brand Manager Chestnut Petroleum Inc. • New Paltz, N.Y.

Copyright 2020, WTWH Media, LLC CStore Decisions (ISSN 1054-7797) is published monthly by WTWH Media, LLC., 1111 Superior Ave., Suite 2600, Cleveland, OH 44114, for petroleum company and convenience store operators, owners, managers. Qualified U.S. subscribers receive CStore Decisions at no charge. For others, the cost is $80 a year in the U.S. and Possessions, $95 in Canada, and $150 in all other countries. Single copies are available at $9 each in the U.S. and Possessions, $10 each in Canada and $13 in all other countries. Periodicals postage paid at Cleveland, OH, and additional mailing offices. POSTMASTER: Send address changes to CStore Decisions, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. GST #R126431964, Canadian Publication Sales Agreement No: #40026880.

Lindsay Lyden, Vice President, Development True North Energy • Brecksville, Ohio Stacey Davis, Manager of Marketing Clifford Fuel Co. Inc. • Marcy, N.Y.

CSTORE DECISIONS does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2020 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher. Circulation audited by Business Publications Audit of Circulation, Inc.

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cstoredecisions.com

Editor’s Memo

For any questions about this issue or suggestions for future issues, please contact me at jlofstock@wtwhmedia.com.

Our Commitment to You It is safe to say these past weeks have been among the most difficult and emotional that any of us can remember in our lifetimes. The impact of the coronavirus outbreak has been felt by individuals and families, companies and communities, across the country and around the world.

All of us at CStore Decisions, the National Advisory Group (NAG) and the Young Executives Organization (YEO) are struggling with the COVID-19 pandemic like you, both personally and professionally. These are challenging times, but there are also reasons to stay positive.

The convenience store industry has been a beacon of hope these past two months for millions of Americans concerned about access to essential items like gasoline, milk, bread and fresh food. Your convenience stores, in some cases, have been the only stores in town where the lights are still on. That brings tremendous comfort to the customers you serve.

It’s times like these where your corporate culture and your core values carry your business. I am so proud to read all of the stories about c-store chains stepping up to protect and pay employees on the front line in an effort to maintain some sense of normalcy for the community, which includes police, firefighters and the rest of our nation’s first responders.

In all my calls with retailers, the common theme was their special concern for their people, and that doesn’t surprise me as the convenience retail industry has always

been a people-first business. hether it’s a natural disaster or a global pandemic, the convenience store industry always rises to the occasion, and this COVID-19 virus is no exception. The important thing to remember is that we will all get through this together.

Our role here at CStore Decisions is to be a connector to information and positive stories to keep you informed, motivated and focused on the great work you are doing.

In late March, we hosted a webinar on what to do if your store is contaminated by the coronavirus.

I was expecting a good response, but nearly 400 people registered to participate in ust the first few hours. That reinforces to me that we need to stay proactive with information to help you get through this crisis. It is our mission and my commitment to you, and all of us here take it very seriously.

Please let me know if there is any way we can be of assistance. The next few months will continue to see new challenges, but we will persevere if we stay smart, diligent and minimize risks. I have no doubt our great industry will rise back stronger than ever. Please be safe.

k c o t s f o L n h o J

YEO and CBD Conferences Postponed

Over the past few weeks, it has become clear that it is in the best interest of our members and long-term public safety to reduce large gatherings. As such, we have made the decision to postpone the YEO Conference and the CBD Conference scheduled for May 4-7 in Nashville.

The CBD Conference will transition to a two-part webinar series with the same agenda on May 6 and May 7 at 2 p.m. EST daily. The YEO Conference will be rolled into the annual National Advisory Group (NAG) Conference Sept. 13-16 in Charlotte, N.C. I want you to know that we understand the enormous pressure you are under to continue operating your businesses and looking after your employees and families. Our thoughts and prayers go o t to yo as e na igate these di fi lt times together

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cstoredecisions.com

For trade purposes only. ©2019 Swedish Match North America LLC

CONTACT YOUR SWEDISH MATCH REPRESENTATIVE OR CALL 800-367-3677 FOR ADDITIONAL DETAILS

quickBites MASTERING STORE SANITATION In the midst of COVID-19, ensuring a thoroughly sanitized store is more important than ever. C-store retailers should visit the Centers for Disease Control and Prevention (CDC) website for the most up-to-date best practices on employee hygiene and store sanitation guidelines.

THE DINING MINEFIELD % who believe it would INCREASE their likelihood to contract the coronavirus.

78% Touching Door Handles 77% Self-Serve Food (salad bar, buffet) 74% Public Restrooms 68% Self-Serve Drinks (fountain, coffee, etc.)

64% Sharing Condiments (ketchup bottles, etc.)

PROTECTING YOUR ENVIRONMENT

DURING

Source: Datassential, “COVID-19: Coronavirus & the Impact on Eating,” March 2020

The CDC recommends the following among its advice for businesses as of March 21, 2020.

MAKE THE RESTROOM THE BEST ROOM

Consider improving engineering controls using the building ventilation system, such as increasing ventilation rates and/or the percentage of outdoor air that circulates into the system.

Provide tissues and no-touch disposal receptacles.

Provide soap and water.

Place hand sanitizers in multiple locations to encourage hand hygiene.

62%

ill definitely or probably spend more $$ in response to clean restrooms

3/4 … make it a point to visit a business

because they know it has nice restrooms

76% ... report having had a particularly bad public restroom encounter

Source: Bradley Corp., “Healthy Hand Washing Survey,” 2020

Place posters that encourage hand hygiene at entrances and other areas where they are likely to be seen.

Discourage handshaking — encourage other noncontact methods of greeting.

Direct employees to visit the coughing and sneezing etiquette and clean hands webpage on CDC.gov for more information.

If surfaces are dirty, they should be cleaned using a detergent or soap and water prior to disinfection.

For disinfection, most common EPA-registered household disinfectants should be effective.

Source: https://www.cdc.gov/coronavirus/

MOST COMMON AGGRAVATIONS IN PUBLIC RESTROOMS 85% Clogged or unflushed toilets 83% Toilet paper dispenser empty or jammed 78% Partition doors don’t latch closed 74% Old, dirty or unkempt overall appearance 71% Paper towel dispenser empty or jammed 62% Water on floors Source: Bradley Corp., “Healthy Hand Washing Survey,” 2020

EMPLOYERS: LEND A HELPING (AND CLEAN) HAND Implement a Hand Hygiene Program: Hand-washing can reduce the number of respiratory illnesses by 16-21%.

Source: Cintas Corp.

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Thoroughly Clean and Disinfect “Hot Spots” Daily: Door handles, desks, elevators, light switches and other high-touch surfaces should be wiped down and disinfected daily.

Remind Sick Employees to Stay Home: Employees who have symptoms of coronavirus, i.e.: fever, cough or shortness of breath, should notify their supervisors and stay home (per the CDC).

Keep Supplies Well-Stocked: Hand hygiene products, toilet tissues, trash bags, disinfectants and microfiber cleaning cloths. cstoredecisions.com

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FRONT END Tobacco Update

The ABCs of FDA Tobacco Product Review Applications Manufacturers must submit market authorization applications for deemed tobacco products by May 12, or some products now on the market may no longer be authorized for sale.

Thomas Briant • NATO Executive Director

In 2009, the Family Smoking Prevention and Tobacco Control Act a thorized the ood and r g dministration to reg late cigarettes, smokeless tobacco and roll-your-own (RYO) tobacco.

This federal law required cigarettes, smokeless and RYO tobacco first introd ed into the mar etpla e or modified a ter eb to re ei e mar eting a thorization rom the prior to being o ered or sale his same mar eting a thorization re irement was later extended by the FDA to cigars, pipe tobacco, electronic cigarettes, vapor products, hookah and alternative nicotine products — referred to as “deemed” products — effective Aug. 8, 2016.

In the coming months, FDA will require manufacturers of deemed tobacco products (that is, all products other than cigarettes, smokeless tobacco and RYO) to file mar eting a thorization requests by May 12, 2020, or be subject to FDA enforcement.

The FDA is very limited in what information it can disclose regarding application status. Some manufacturers have already sent out communications to their retail and wholesale customers indicating that they are complying with the mar et a thorization filing requirements for their particular family of products. These comm ni ations an ser e as onfirmation that those products may remain on the market during the FDA review process. In the absence of a communication from a manufacturer, retailers and 12

CSTORE DECISIONS • April 2020

wholesalers should consider contacting manufacturers directly and inquiring whether market applications ha e been or ill be filed or the company’s products.

FDA’s requirements for market a thorization appli ations depends on various factors, including date of product availability in the marketplace.

MARKETING AUTHORIZATION SUBMISSIONS ll toba o prod ts first introduced into the market or modified a ter eb m st re ei e a thorization Manufacturers satisfy the marketing a thorization re irement primarily through one of two prod t a thorization path ays he first type o mar eting a thorization s bmission is no n as a Substantial Equivalence

(SE) report. In this pathway, a manufacturer must demonstrate that a new product has the same characteristics as a “predicate” product (either a grandfathered product that was already on the mar et as o eb or a product that has previously received an SE marketing authorization or that the ne prod t does not raise different questions of public health.

This approach is most common with changes to existing combustible or moist smokeless tobacco products.

• The second kind of marketing a thorization s bmission is alled a Pre-Market Tobacco Product Application (PMTA). The FDA’s PMTA review, among other things, evaluates the product’s risk to the individual user and possible impact to the population, considering both tobacco users and non-users. A product will be granted a PMTA mar eting a thorization order by the i the agen y finds that marketing of the new product would be “appropriate for the protection of the public health.”

A PMTA will be most common among new product categories such as electronic cigarettes, evapor, hookah, nicotine gels and novel oral alternative nicotine tobacco products. cstoredecisions.com

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FRONT END Tobacco Update PMTA CONTENT AND REVIEW PROCESS A PMTA is an extensive submission that the FDA subjects to a thorough review process. To be complete, a PMTA needs to include, among other things, the following information and documentation: • A full statement of the ingredients, additives and properties of the tobacco product; • Published reports from studies and investigations that show the health risks of the tobacco product and whether the tobacco product presents less risk than other tobacco products; • Clinical human study outcomes based on the use of the tobacco product; and • A full description of the methods used in, and the facilities and controls used for, the manufacturing, processing and packing of the tobacco product.

In general, the FDA follows a three-step PMTA review process. At each juncture, the agency can reject a PMTA. MARKET AUTHORIZATION ENFORCEMENT FDA enforcement of the marketing authorization requirement varies based on product type and date of market availability. In general: • All tobacco products on the market on or before Feb. 15, 2007, are “grandfathered” and exempt from the premarket authorization requirement. Manufacturers are not required to submit SE or PMTA applications for grandfathered products to remain on the market, but the products must comply with all other FDA tobacco regulations.

• New cigarettes, smokeless and RYO products introduced between Feb. 15, 2007, and March 22, 2011, ere re ired to file mar eting authorization submissions by March 22, 2011. Products that did so are referred to as “provisional” and may 14

CSTORE DECISIONS • April 2020

continue to be marketed unless FDA issues an order otherwise.

• New cigarette, smokeless and RYO products introduced after March 22, 2011, must receive a marketing order from the FDA prior to being offered for sale.

• The FDA previously extended timelines to submit tobacco product review applications for “deemed” products, including cigars, pipe tobacco, electronic cigarettes, vapor products, hookah, alternative nicotine products, and heated tobacco products introduced between Feb. 15, 2007, and Aug. 8, 2016.

A federal judge recently ordered the FDA to impose an accelerated application deadline. Manufacturers o these prod ts m st no file S or PMTA marketing authorization requests by May 12, 2020. FDA may allow these products to remain on the market for up to one year, or potentially even longer, during the application review period.

To be clear: The May 12, 2020 deadline applies to all new (nongrandfathered) deemed tobacco products introduced after Feb. 15, 2007, including cigars, pipe tobacco, electronic cigarettes, vapor products, hookah products, nicotine gels and alternative nicotine products.

This can be achieved through either the SE or PMTA pathway. In fact, many brands of cigars, pipe tobacco and some of the other deemed tobacco products are likely to be substantially similar to a tobacco product that was already on the market as of Feb. 15, 2007. In those ases man a t rers an file SEs with the FDA by May 12, 2020.

At the same time, there were no electronic cigarette, vapor or alternative nicotine products on the market as of Feb. 15, 2007, which means that there is no substantially similar prod t to rely on to file a S or all of those products, manufacturers are re ired to file s ith the by the May 12 deadline.

It is important to know that one SE or PMTA application is required per product SKU or per brand family, which is why such a high number of pre-market applications will likely be filed • “Deemed” products including cigars, pipe tobacco, electronic cigarettes, vapor products, hookah, alternative nicotine products and heated tobacco products introduced to the market after Aug. 8, 2016, must receive a marketing order from the FDA prior to being offered for sale.

UNDERSTANDING STATUS OF PRODUCT APPLICATIONS Some products currently on the market may not be authorized to be sold post May 12 if the manufacturers of those new, deemed products do not submit a market authorization application.

The process will also continue to unfold. As outlined above, some products for which an application is submitted may receive “Refuse to Accept,” “Refuse to File” or “No Marketing Order” determinations. If at any point the applicant receives one of these negative determinations, the product becomes unlawful and it cannot be legally sold.

Under federal law, the FDA is, in general, prohibited from disclosing information about pending market authorization applications or disclosing for which products applications have been submitted. Indeed, the FDA has already indicated it will not publish a list of those SE or PMTA applications that have been accepted for review by the agency or status updates on a product’s review progress.

This means that retailers and wholesalers will need to rely on manufacturers to inform them of whether they have submitted timely applications or have received a negative decision at any point in the process. cstoredecisions.com

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This is

Front End | Executive Corner

Tanner Krause Talks

Adjusting Regulations for Today’s Workforce Kum & Go sees success with eliminating random drug testing and relaxing dress code rules for employees.

Erin Del Conte • Executive Editor

In today’s labor market, many convenience store chains are re-evaluating and loosening old rules — from random drug testing to tattoo bans or hair color requirements — to ensure they’re not dis o nting ality employees ho might other ise be an ideal fit CStore Decisions caught up with Tanner Krause, president of Des Moines, Iowa-based Kum & Go, which operates 400 c-stores in 11 states, to learn more about how the chain has adapted policies to accommodate a new generation of employees.

CStore Decisions (CSD): You tweeted last year that one of your first moves as a senior leader was to end drug testing. When did you end drug testing for employees, and why do you think this decision was important?

Tanner Krause (TK): Kum & Go stopped its random and proactive drug-testing program in 2017, shortly after I took over as the leader of our Grow People (HR) Department. We still reserve the right to drug test our associates with proper cause, but what we want is to build a culture around trust and empowerment.

Performing your job, internalizing 16

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April 2020

our core values of passion, integrity, teamwork, caring and excellence is what’s important to us — and that’s how we select, train and develop our talent.

make for great conversation starters.

Plus, it’s important that our associates reflect our customer base so that all feel welcome in our convenience stores.

CSD: How does ending drug testing help create a more trusting work culture?

TK: We hire associates to bring Kum & Go’s purpose to life. By trusting and empowering them to make the right decisions, we believe we can get a workforce that is happier, more engaged and more committed to that purpose.

CSD: Why is creating a more trusting work culture important, and how does it benefit Kum & Go? What have you seen improve since working to create a more trusting work culture?

TK: We were shooting ourselves in the foot when it came to turnover.

We had good associates get randomly selected for testing, only to have them fail and be forced out of the company.

If our people show up to work under the influence of any substance, or if they bring narcotic activity to our stores, those are mistakes that will have serious consequences.

However, we believe in trusting our associates. And so far, that decision has really paid off.

CSD: Are you doing anything to relax dress code rules, allow tattoos, piercings or purple hair? Why or why not?

TK: Connecting with people is an important part of our culture. Interesting hairstyles or body art are quick and easy ways for our associates to make connections with our customers. They

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Front End | HR Awards

Doliveira

Cultivates Sheetz DNA

Stephanie Doliveira plays a key role in helping Sheetz

live by its core values, or Sheetz DNA, while growing programs — like maternity leave — to better invest in employees.

Erin Del Conte • Executive Editor

As vice president of human resources (HR) at Altoona, Pa.based Sheetz, Stephanie Doliveira has been instrumental in driving employee engagement, developing the brand’s core values, boosting employee benefits and retention and helping Sheetz earn a spot on Fortune’s ‘100 Best Companies to Work For’ list in 2020.

CStore Decisions is recognizing Doliveira as part of our HR awards for her strategic planning and execution of employee-related initiatives, from talent development and succession planning to employee relations and engagement.

An HR veteran, Doliveira graduated from Penn State University with a Bachelor of Science in labor and industrial relations and continued on to law school, receiving a Juris Doctor from Widener University. She started out as an attorney, focusing her practice on labor and employment law. Nineteen years ago, she joined Sheetz as a human resources manager, and seven years later, she became the vice president of HR. What she loves most about her current role is her ability to make a difference in employees’ lives at Sheetz, which operates 600 stores in six states.

“I also love our annual employee recognition event, SheetzFest, where we honor our hard-working employees on their milestone anniversaries with Sheetz. Our employees are our most valuable asset, and it’s important we take time to celebrate them and their contributions to the company,” Doliveira said.

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Front End | HR Awards

Sheetz’s commitment to investing in its people earned it a spot on Fortune’s ‘100 Best Companies to Work For’ list for the fifth year in a row.

SHEETZ DNA

Doliveira was part of a team that introduced Sheetz DNA, an initiative that has formed a lasting impact on Sheetz’s culture by outlining seven characteristics that make up Sheetz’s values.

“These seven values are at the core of what we do: Driven to Win, Connected, High Energy, Pioneering, Dependable, Real and, at the heart of it all, Respect. We show respect for our customers and for each other,” Doliveira said. “The entire Sheetz organization embraced the declaration of these A markers to help define our culture. These values guide us every day in the way we approach our work, our interaction with customers, our product offerings and store design, the attitude we display, our community involvement and all the ways we excel with our growth strategy and as an industry leader.”

Doliveira played a key role in Sheetz’s recent initiative to ensure eligible new mothers receive 12 weeks of maternity leave at 100% pay from the day their child is born. “As a mother, I know how hard it is to balance work and parenthood,” she said. “This is one step to help our employees to balance it all. We are currently evaluating other paid leave programs for fathers, adoptive parents and for other family circumstances.”

20

CSTORE DECISIONS •

April 2020

From an HR perspective, Sheetz is committed to investing in its people, providing competitive wages and substantial benefits, fle ible schedules, tuition reimbursement, quarterly bonuses, vacation time and career growth opportunities. That commitment earned it a spot on Fortune’s ‘100 est ompanies to ork or’ list for the fifth year in a row in 2020.

Sheetz doubled down on its commitment to employees by investing $16.8 million in store employee wages last fall.

“As a family-owned and operated business, it’s important at Sheetz to ensure we are providing not just competitive wages but building a culture where employees feel valued. It’s also important to us to make employment at Sheetz not just a job but a career,” Doliveira said.

Sheetz’s investment in wages also coincided with a move to shift more store employees from parttime to full-time work. While this makes Sheetz an outlier in a retail industry known for relying mainly on part-time frontline employees, Sheetz believes full-time employees are more engaged.

“By working more hours, employees earn more and gain full benefits, which are given to those who put in 30 or more hours a week,” Doliveira said. “This also allows for better scheduling opportunities to support a strong work-life balance. This move is a win for both employees and customers.” cstoredecisions.com

Front End | HR Awards

Whitlock

steeRs culture at Tiger Fuel At Tiger Fuel, Ryan Whitlock spearheads strategies to enhance training, beef up benefits, reduce turnover and improve communication.

Erin Del Conte • Executive Editor

As the director of human resources (HR) for Charlottesville, Va.based Tiger Fuel Co., Ryan Whitlock helms HR for the entire organization, including its nine The Market convenience stores, fuel distribution, propane and wholesale distribution and All-American Car Wash, which has been rebranded the TigerWash.

CStore Decisions is recognizing Whitlock with an HR award for his role in driving culture, enhancing employee benefits, reducing turnover and acting as an employee advocate across the organization.

“There isn’t anyone that doesn’t feel comfortable in asking a question or working through something. I feel that’s just a critical component of a true human resources business partner,” Whitlock said.

Whitlock has always been interested in “the people aspect” of business. n hitlock’s first ob at a local ed obster in ochester Hills, Mich., he had the opportunity to create training programs for the host department such as phone etiquette and its mystery shopper program. “I knew pretty soon, pretty quickly that was a career path I was interested in taking,” he said.

While attending college at Michigan State University in East ansing, ich., hitlock embarked on a 4-year career at Applebee’s when he was offered a staffing specialist position. e went on to hold roles as a regional training manager in the Washington, D.C., area and regional manager of HR for Virginia.

22

CSTORE DECISIONS •

April 2020

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Front End | HR Awards

Whitlock began working at Tiger Fuel Co. in March 2016 as its director of HR. “I was lucky enough to run into the opportunity here at Tiger Fuel in what I feel to be the most effective recruitment method that we have today — through networking and through a referral,” Whitlock said. He was visiting a community pool with family when he was introduced to Tiger‘s president Gordon Sutton.

BETTERING BENEFITS

In February 2019, Whitlock spearheaded Tiger Fuel’s rollout of its iger ife are health benefit program, through a partnership with CareTeam Health that assists area employers in joining to open a private membership health center for employees. Preventative visits are free, and all other visits require a $25 copay. Tiger also introduced pet insurance and revamped its paid time off program to be more robust and reward employees with a long tenure.

In March 2019, Tiger Fuel Co. ranked No. 3 on C-BIZ magazine’s list of 15 best employers in Charlottesville, Va. Whitlock has also been instrumental in developing inclusive, well-rounded formal training programs, growing employee wages and reducing turnover. Tiger committed to investing more than $300,000 more per year on wages, giving 170 employees at The Market and Tiger Fuel an 11% wage increase in November.

“We took time to really look at our market and used our data tools to see where we fell,” Whitlock said. “Even though we were above the parity wage numbers at the time, we know the folks that really drive our business are the cus24

CSTORE DECISIONS •

April 2020

Tiger Fuel committed to investing more than $300,000 more per year on wages, giving 170 employees at The Market and Tiger Fuel an 11% wage increase in November.

tomer service oriented folks, and we wanted to be able to not only just lead (in terms of wages), we wanted to be at the top.”

Since the November wage boost, Tiger cut its turnover in half across the organization. “(As of March 2020) we’re sitting at about 10% turnover for the whole group. It’s about 40% in our retail c-store division,” he said.

“So that’s pretty amazing and pretty quick.”

Above all, Whitlock has cultivated a positive perception of HR at Tiger Fuel Co. “I make it my role to ensure that we’re making our employees’ lives easier, that the money they earn from working hard and doing a great job is kept in their pockets as much as possible through better benefit lineups, through the ability to make decisions easier or to change little things (to make) balancing their busy lives easier.”

Whitlock said he looks forward to spending the rest of his career at Tiger Fuel. “I have found a career, a company, a culture, leaders and a family that make this decision a no-brainer.” cstoredecisions.com

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2020 HR Benchmarking Report

C-STORES CONQUER

NEW HR CHALLENGES The 12th annual CSD/Humetrics HR Benchmarking Survey outlines

how c-stores are responding to today’s human resources challenges, as COVID-19 presents never-before-seen obstacles.

Mel Kleiman, Humetrics, and Erin Del Conte • Executive Editor

CStore Decisions’ and Humetrics’ 12th annual Human Resources (HR) Benchmarking Survey polled c-store retailers — between Jan. 5 and March 2, 2020 — on top HR challenges and evolving practices. Already, some c-store retailers saw COVID-19 as a possible headwind.

Asked about challenges ahead, one respondent pointed to “disruption due to the coronavirus; not just from a customer or employee perspective, but we have concerns about our various supply chain partners — food, ingredients, etc. — who may be impacted. Not to mention, if we have to shut down a store or our other facilities.”

In the days since our survey concluded, the COVID-19 pandemic became global headline news, with the U.S. and other countries declaring national emergencies. Shoppers rushed to stockpile food and toilet paper ahead of selfquarantine measures, as schools, restaurants and bars were ordered to close in several states to help slow the spread of the virus and give hospitals a chance to cope.

26

CSTORE DECISIONS •

April 2020

Unsurprisingly, convenience stores could be seen leading by example on the HR front.

On March 13, Altoona, Pa.-based Sheetz announced that, while all employees already receive paid time off, given COVID-19, it is providing up to an additional two weeks paid time off to employees who contract the virus or are subject to quarantine. Employees with preexisting health conditions or compromised immune systems are eligible for leave without fear of losing their jobs. On March 25, Sheetz said it would pay store employees $3 more per hour from March 13 through April 23 for their efforts during COVID-19.

“Respect is at the core of Sheetz DNA, and it is that respect for our ecosystem of employees, customers and communities that is driving our

cstoredecisions.com

Foodservice Report

Charlottesville, Va.-based Tiger Fuel Co. saw its turnover drop by 50% from November 2019 to March 2020 after it raised employee wages by 11% in November.

c-store employment. f you’re in a hiring mode, promote your ability to offer stable, steady employment. his is also a great time to make sure you have only team players on your payroll. lay up the idea “ e’re all in this together owners, managers, employees and customers. onsider: ow might you turn this crisis into an opportunity THE HR BENCHMARKING SURVEY

efforts during this difficult time, ravis heet , president and chief operating officer said in a statement. he chain, which operates 6 stores in si states, also announced it was implementing new cleaning procedures, adding hours in the daily schedule dedicated to cleaning and saniti ing stores. um Go is covering the costs of - testing for employees. “ f an associate finds themselves needing to self- uarantine for the mandated 4 days, their employment will not be in eopardy. hey will also be compensated for their normally worked schedules, yle rause, um Go chairman and E said in a letter on arch 6. At press time it had also raised wages for all store associates by an hour through ay . he disruptions to “business as usual have already taken a tremendous toll on the economy. umetrics predicts we’ll see retailers across industries taking one of two approaches to this arring new reality. . espond to it as a ma or threat and go into survival mode laying off staff, cutting services. . ee it as an opportunity to e plore how their organi ation might benefit from the situation in the long run. hile ma or business disruptions are inevitable, opportunity e ists for positive growth, customer retention, employee involvement, as well as positive for your company and the industry. hile it has been discredited of late, the idea that the hinese symbol for “danger also means “opportunity has not been dislodged because it does make sense. or e ample, is there something you can offer to support parents while their children are not in school an you offer delivery services or curbside pickup f you’re out of hand saniti er, find a recipe online and hand out copies to your customers. umetrics does not e pect to see ma or cuts in 28

CSTORE DECISIONS •

April 2020

he results of the th annual enchmarking survey are based on the respondents’ recent e periences and e pectations through arch and provide industrywide insight and useful benchmarks. A few findings of interest: • As seen in the chart below, and as has been the case every year since this survey’s inception in , staffing issues continue to be the most concerning industrywide challenge, by a wide margin.

• eported employee turnover rates spiked as high as % this year, but results suggest a slightly improving trend overall. ast year, more than half of the respondents e perienced turnover rates of % or more, while, this year, 6% reported rates of % or more and a group average turnover rate of %.

• ew uestions were added this year about the use of scheduling technologies. his year’s survey asked 4 uestions. espondents’ organi ations ranged in si e from or fewer employees % with less than million in annual revenues . % to more than employees .4% and more than million in annual revenues cstoredecisions.com

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2020 HR Benchmarking Report

(12.6%). The preponderance of respondents (58.4%) fell in the 101 - <500 employee range, while almost half (49.3%) reported revenues between $1 million and $50 million ($1 million - $10 million at 23.9% and 25.4% at $10 million - $50 million).

About 23% of respondents were corporate HR personnel; another 31% were “corporate other,” while store managers accounted for another 24%. “Others” comprised owners, general managers and assistant managers.

STAFFING CHALLENGES

As for the specifics of the staffing challenges, 64% cited both employee selection and retention as equally concerning. As shown below, they were followed by employee recruiting at 54%.

which is up 23% year over year.”

• “We have a very narrow candidate selection.

Oftentimes we are competing for cents on an hourly rate with our competition, and competition is not solely c-stores; we are having to compete with grocery stores, fast food, etc.”

• “Rate of pay is why most employees leave.”

EMPLOYEE RECRUITING

When asked about the effectiveness of the most widely used recruiting tools, from most to least effective, they ranked: Employee referrals, in-store ads/ signage, social media, rehires, internet job boards, company website, job fairs, local newspaper and Craigslist. Here’s a snapshot of how perceptions about these tools’ effectiveness have changed over the last three years:

biggest staffing challenges

On average, about 28% of all applicants did not accept the job when offered, and about 30% of those who accepted never showed up.

As mentioned previously, average employee turnover was 78%. When asked, “Approximately what percentage of 2019 new hires quit within the following time frames?” an average of 57% quit within 30 days, 18% within 60 days, and 17% within 90. Only about 36% of all quits gave notice.

Some interesting observations respondents shared about staffing challenges include: • “Past 90 days of employment, retention rate is dramatically increased.”

• “We feel we are competitive compared to other c-stores and continue to make investments in compensation for associates. However, we are struggling in terms of size and scope (margins) compared to larger companies who are offering higher minimum wages (Walmart, Target, Amazon).”

• “Great progress on increasing applicant flow, 30

CSTORE DECISIONS •

April 2020

most effective recruiting tools 2018

2019

2020

1.

In-store ads/outdoor signage

Internet job boards

Employee referrels

2.

Internet job boards

Social media

In-store ads/outdoor signage

3.

Employee referrels

Employee referrels

Social media

4.

Social media

In-store ads/outdoor signage

Rehiring former employees

5.

Company website & rehiring former employees

Company website

Internet job boards

It’s interesting to note that internet job boards fell from No. 1 in 2019 to No. 5 this year and that ‘company website’ is no longer among the top five.

are you actively recruiting any of the following populations?

cstoredecisions.com

2020 HR Benchmarking Report

Many respondents are actively recruiting from often overlooked populations as shown in the chart on the bottom of p. 30.

“I make a strong effort to work with each of these groups or agencies that represent each of them to give as many sources of employee recruits possible employment offers,” one respondent noted. Another pointed out, “About one in five applicants have criminal backgrounds, and we’ve made a concerted effort to widen our net of what is and what is not acceptable.”

Other steps retailers are taking to recruit applicants include low-cost ads in high school newspapers; paying for transport to work and parking; increasing pay funding financial literacy training and using business cards with a QR code for easy applying, among others.

Fifty-two percent use an hourly employee recruiting bonus incentive or referral reward program.

Finally, in order to appeal to younger Gen Z workers, many respondents are relaxing rules about tattoos (60%), piercings (47%) and hair color 46% , offering fle ible scheduling 6 % , communicating with employees via mobile apps (53%) and using digital scheduling programs (36%).

32

CSTORE DECISIONS •

April 2020

EMPLOYEE SCREENING & SELECTION

When asked to choose the top three (most important) attributes respondents look for in hourly employees, the most often cited were attitude (75%), shift availability 6 % and personality 6 % . n spite of the fact that attitude is reported to be the “most important” attribute, only about one-fourth of respondents use attitude testing as a screening tool.

Screening tools in use

cstoredecisions.com

Seventy-six percent of those responding reported those conducting interviews have been trained in best-practice interview techniques, and 73% use a standardized interview question set (up markedly from just 59% last year). Many are also checking the applicants’ social media posts.

EMPLOYEE RETENTION

Some 74% conduct performance reviews, most often after 90 days and annually thereafter.

On the subject of raises: To improve retention, retailers reported leveraging an annual employee

when are new, hourly hires eligible for their first raise?

cstoredecisions.com

engagement survey; moving to an automated scheduling software; putting together a task force to identify root causes of turnover and recommend improvements; building employee relations and better training; adding competitive wages and benefits; promoting from within; creating healthy, respectful relationships by building trust, compassion and understanding; scheduling consecutive days off; improving interviewing skills; coaching; timely feedback; posting schedules two weeks in advance and paid time off; open-door policy for grievances; additional training including leadership training for managers; and greater employee recognition are just a few of the responses.

One respondent said their company is “trying to change the culture to think of this as a career. We have ways to move up in the company and into different departments, if the will and desire is there to succeed and be a permanent person for the company.”

Twenty-four percent of this group expect to increase hourly employee benefits this year and,

April 2020 •

CSTORE DECISIONS

33

2020 HR Benchmarking Report

employee hiring and retention tools

when asked to describe their organization’s culture, the most frequent responses were “family-friendly, teamwork, and respect/fairness.”

When asked: “What are the reasons your great employees stay with your organization?” it’s interesting to note that “best pay” comes in last.

EMPLOYING TECHNOLOGY

This year, only 5% responded “yes” to the question: “Have you or do you plan to add robotics, selfcheckout or any other tools or technology to reduce labor costs or increase efficiency ost of that 5% are researching or testing self-checkout.

When asked: “What are you doing differently with schedule management today compared to two years ago?” respondents pointed to implementing a mobile scheduling app; adding more automation; using sales data to show when additional staff is necessary; predictive scheduling tied to sales and gallons; communicating via technology; reducing hours scheduled; requiring more time from salaried employees and reducing the variety of low-volume offerings that require labor to prepare; using workforce management software, among others.

34

CSTORE DECISIONS •

April 2020

When asked: “How are you using technology when it comes to scheduling and shift changes?” respondents noted using mobile apps, texting within a group, HR management systems, electronic scheduling systems or scheduling through a payroll system; allowing employees to access a portal to schedule themselves or allowing all staff to use technology to change or request schedules; while others said they were not using technology at all.

One respondent listed biometric timeclocks.

Another respondent noted their c-store chain is

WHY EMPLOYEES STAY WITH YOUR COMPANY

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2020 HR Benchmarking Report

At press time, COVID-19 had introduced uncertainty into the market. As essential businesses, c-stores were quick to respond. Some like Circle K, Kum & Go and Sheetz raised the wages of frontline employees. Several also offered paid leave for sick employees. Many chains were busy hiring as they moved to offer delivery and curbside pickup options.

“implementing a new automated scheduling software in Q2, which will auto-generate store schedules, incorporate transaction data to optimize the schedule, allow associates to access their schedule via an app, allow associates to swap shifts as well as take on extra shifts electronically. Also, our schedules will now be (available) two weeks in advance.”

PROGNOSIS FOR THE YEAR AHEAD

scales to account for geographical differentials.

To cope with the increases, some are absorbing the costs while many reported increasing prices of products to preserve margins and seeking new streams of revenue, such as through foodservice, private labels sales and enhanced loyalty programs.

Other responses included implementing performance reviews; scheduling fewer hours; increasing benefits, vacation days and uarterly bonuses depending on late/absent records; controlling overtime; and comparing their rates against the competition.

As of March 2, the majority of retailers were positive about the future. The chart below compares how retailers say business fared in 2019 by percent and how they expect it to fare in 2020.

Time will tell how disruption from COVID-19 affects outcomes for the year ahead.

Uncertainties about the year ahead include COVID-19. Already on March 2, respondents anticipated coronavirus would impact the company, the economy and the c-store industry.

Other concerns included uncertainty about the economy, declining gasoline sales due to fuel-efficient or ero-emission 2019 vehicles; Trump tax cuts; regulations Much Better The Worse Much including on tobacco and e-cigaBetter Same Worse rettes; EMV, minimum wage requireOur company 17.7% 43.0% 29.1% 7.0% 0% ments and other local ordinances; and a worsening political divide.

Our industry 12.6% 46.8% 30.3% 6.3% 1.2% When asked: “How is your orgaU.S. economy 23.1% 34.6% 28.2% 14.1% 0% nization dealing with the pressure 2020 to increase hourly wages?” many respondents noted they are increasing Our company 22.1% 48.0% 23.4% 2.6% 2.6% wages — either annually or gradually Our industry 10.4% 40.5% 35.1% 9.1% 2.6% with time at the company.

U.S. economy 10.5% 35.5% 34.2% 15.8% 2.6% Other retailers noted they are taking a ‘wait and see’ approach, implementing increases on a perforThanks to all those who took time out of their mance basis or creating different pay busy schedules to participate in the survey. CSD 36

CSTORE DECISIONS •

April 2020

Don’t Know 1.2% 2.5% 0% 1.3% 2.6% 1.3%

cstoredecisions.com

Special Report | COVID-19

A BUSINESS’S FINANCIAL GUIDE TO

VIRUS

SURVIVAL Financial safety nets from tax credits to loans to business insurance can aid c-stores during this uncertain time.

Mark Battersby • Contributing Editor

COVID-19 started to make U.S. headlines in early March, causing an upheaval for employers as state lockdowns began across the country to limit the spread of the virus and give hospitals a chance to cope. Convenience stores, considered “essential businesses,” remain open even in states with shelter-in-place restrictions, but all stores are facing a new normal.

38

CSTORE DECISIONS •

April 2020

COVID-19 is caused by a member of the coronavirus family called SARS-CoV-2. COVID is short for coronavirus disease.

As the virus spreads across the U.S., lawmakers are drafting measures to blunt the economic fallout from COVID-19, and savvy c-stores are looking to tax credits and more to help them through this time.

The newly passed Coronavirus Aid, Relief and Economic Security (CARES) Act contains provisions to help c-stores weather the impending crunch, providing zero-interest loans, tax breaks and other subsidies. It gives one-time direct cstoredecisions.com

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Special Report | COVID-19

This illustration, created at the Centers for Disease Control and Prevention (CDC), reveals ultrastructural morphology exhibited by coronaviruses. Note the spikes that adorn the outer surface of the virus, which impart the look of a corona surrounding the virion, as viewed through an electron microscope. A novel coronavirus, named e ere te es ir tor n ro e oron ir s o s i entifie s the se of n o t re k of res ir tor illness first ete te in W h n hin in 2019. The virus causes the illness now named coronavirus disease 2019 (COVID-19).

payments to Americans of $1,200 per adult with income below $75,000, $2,400 per married couple and $500 per child. Above the ceiling, payments will be gradually reduced until the $100,000 cutoff for individuals.

An employee retention tax credit estimated to provide $50 billion to businesses that retain employees on payroll and cover 50% of workers’ paychecks up to $10,000 is included. Businesses can now defer payment of the 6.2% Social Security payroll tax for up to two years.

The bill also earmarks $349 billion for loans to small businesses — with funds to be spent on rent, payroll and utilities treated as a grant that does not have to be repaid. Also in the bill are business tax cuts that include an increase in the deductions for interest paid by a business from the 39% level created by the Tax Cuts and Jobs Act to 50%.

Plus, the Family First Coronavirus Response Act (FFCR), which became law earlier in March, and the ongoing programs created by the Trump administration, along with current rules, can help every convenience store survive the COVID-19 pandemic.

The earlier FFCR includes a short-term expansion of paid sick leave. Employers have long been able to claim a tax credit — a percentage of the worker’s wages — for providing paid family and medical leave to employees.

Today, a new provision requires certain employers to pay sick leave to specified employees, while receiving a compensating 100% tax credit. Plus, there’s a requirement that family-leave wages be paid to certain employees with a temporary 100% tax credit and similar tax credits for selfemployed persons.

FINANCIAL TOOLKIT

NOL: Still in the tax arena, a Net Operating Loss (NOL) occurs when a c-store business has more tax deductions than taxable income. Unfortunately, the rules governing

fast facts:

• “Lost income” isn’t a legitimate tax deduction, but other items in the ta ode o ld benefit stores • A new provision requires certain employers to pay si lea e to spe ifi employees hile re ei ing a ta redit

40

CSTORE DECISIONS •

April 2020

NOL write-offs no longer offer the “carryback” option that formerly provided an infusion of badly needed cash refunds of previously paid taxes. Today, most NOLs arising in tax years after 2017 can only be carried forward — with a limited deduction of 80% of income.

Business Interruption Insurance: C-stores should already have this strategy in place. This insurance replaces business income lost in a disaster. It’s not sold as a separate policy but is either added to a property/casualty policy or included in a comprehensive package policy as an addon or rider. overed are profits, usually based on earlier performance, operating expenses, temporary re-location of the operation and reimbursement for reasonable expenses that allow the business to continue operating while getting back on its feet. Employee wages, taxes and loan payments are usually covered.

Inventory Considerations: Inventory that can’t be turned over may have to be evaluated for “impairment.”

Changes in prices and reduction in demand must also be considered. The result: inventory costs being written off other than as “cost of goods sold.”

Credit Options: A pre-established line of credit allows c-stores to borrow in increments as needed, repay it and borrow again as long as the credit line remains open.

Loans & Adjustments: The U.S. Small Business Administration (SBA) already has the authority — and available funding — to make over $7 billion in loans to qualifying small businesses to assist economic recovery. More recently, the government will be providing $50 billion to the A to aid small firms struggling because of supply disruptions or lower sales because of the virus.

Keeping in mind that “lost income” is not a legitimate tax deduction, other provisions in these tax laws may help c-store operators recover financially. or e ample, because estimated taxes are usually based on projected income early in the tax year, adjustments may be in order.

As the ever-evolving fight against - continues to emerge, attention must be paid to new developments.

And, as always, the ever-changing response to the pandemic and the complexity of the rules when dealing with its economic impact make professional assistance advisable. CSD cstoredecisions.com

LONG-LASTING PROTECTION

Free product rack while supplies last. Contact your P&G or Acosta sales rep. ©2020 PROCTER & GAMBLE

Category Management | Smokeless

Smokeless Eyes Flavor

Forecasts, Pouch Potential

The smokeless tobacco market prospers in the face of regulatory instability, as nicotine-on-demand products uplift the category.

Anne Baye Ericksen â&#x20AC;˘ Contributing Editor

If you thought that once the Food and Drug Administration A issued its ban on most flavored vaping products in anuary, that would be the end of new federal tobacco regulations, think again. ne month later, the . . ouse of epresentatives passed the rotecting American ungs and eversing the outh obacco Epidemic Act of . . . Among the numerous restrictions contained within the legislation is a ban on all tobacco flavors including menthol.

42

CSTORE DECISIONS â&#x20AC;˘

April 2020

cstoredecisions.com

Category Management | Smokeless

The bill passed in the U.S. House despite stringent opposition from the convenience store industry. In addition to the nearly 1,400 retailers who sent letters to their representatives expressing concerns, a letter from the National Association of Convenience Stores (NACS) was entered into the record stating, “It is unreasonable to assume that consumers will simply transition away from these flavored products to unflavored tobacco alternatives. Instead, a ban on menthol cigarettes, flavored smokeless tobacco and flavored cigars will undoubtedly lead to a black market for these products because of the broad consumer base that exists among adult users.”

The c-store industry’s reaction to the expanded restrictions stems from basic economics. Not only do tobacco products account for nearly 40% of inside sales, per NACS research, but menthol and flavors represent a large percentage. “ enthol makes up % of the cigarette market, and flavored other tobacco products (OTPs) is around 80%. It is unrealistic to think this demand will immediately go away. his bill is a stimulus package for illicit trade, said yle eckwith, NACS senior vice president, government relations.

In good news for c-stores, the legislation is not expected to become law. As of mid-March, no companion bill had been introduced in the U.S. Senate, which prevents the House version from progressing. States, on the other hand, continue to push for flavor and menthol bans. ince ecember, sales of flavored tobacco products in assachusetts have been prohibited, and starting June 1, menthol joins the list. “ e’re already seeing - % off of business, said arek Yatim, CEO of Yatco Energy. The family business based in Northborough, Mass., operates gasoline distribution services along with 22 retail sites. “We’re expecting that’s what we’re going to see in June, too.”

This month, New Jersey c-stores prepare to adjust to a ban on flavored vaping products signed into law in anuary. y

fast facts: • Nearly 1,400 retailers sent letters to Congress in opposition of . . , which would ban tobacco flavors including menthol. he bill passed in the . . ouse but is unlikely to be introduced into the Senate.

• tates continue to push flavored tobacco bans.

• Nicotine-on-demand pouches offer an opportunity for retailers.

April , all flavored e-cigarettes and vaping items except menthol, mint and wintergreen must be pulled. This ban includes self-contained disposable e-cigarettes along with open vaping systems, which were e empted by the A. A second measure also taking effect bars the use of coupons or rebates for tobacco products.

NOD OPPORTUNITY

Although the new law limits smokeless tobacco flavor options, it’s created an opportunity. ames cElroy, senior category manager for uick hek, plans to buff up the nicotine-on-demand pouch section of the tobacco back bar. ntil this month, he only carried E in the company’s more than 6 stores in ew ork and ew ersey. “ he A ban removed a lot of s in the vape category, and by the end of April, that will go even further. It’s opening space for me to add, and I’ll be adding ZYN,” he said.

Greg Moore, a buyer for the Army & Air Force Exchange Service, is reevaluating his inventory, too.

“Customer response to ZYN has been positive. At this time, the product is in limited Exchanges, but due to its Growth of spitless tobacco sales surpassed that of electronic smoking devices, even success, we are looking to introduce though it still finished behind total sales of chew in the U.S. convenience store channel it into more stores during the next for the 52 weeks ending Feb. 23, 2020. planogram update,” he said.

Current In fact, there may be no better time Unit 1-Year % 1-Year % Dollar to highlight pouches as the Change Sales Change Sales segment continues to post notable Smokeless Tobacco $7.86 B 7.1% 1.43 B 2.1% gains — Swedish Match announced ZYN fourth quarter sales increased by Chewing Tobacco/SNUFF $7.17 B 3.8% 1.3 B -1.3% % in a year-to-year comparison. nder Spitless Tobacco $691 M 58.7% 133 M 54.3% the burden of changing regulations, such impressive growth confirms Electronic Smoking $4.87 B 51.2% 344 M 48.2% Devices c-stores can count on their ongoing Source: IRI, a Chicago-based market research firm; total U.S. Convenience, 52 weeks ending Feb. 23, 2020, retrieved March 6, 2020 consumer appeal. CSD

A New Favorite

44

CSTORE DECISIONS •

April 2020

cstoredecisions.com

Category Management | Dispensed Beverages

Springing INTO

DISPENSED

SALES

As spring arrives, c-stores are upgrading their dispensed equipment and enticing customers with natural sweeteners, new flavors and limitedtime offers and promotions.

Marilyn Odesser-Torpey • Associate Editor

Variety is the spice of life, and some c-store retailers believe it’s also the spark that ignites sales of cold and frozen dispensed beverages.

With spring in full bloom, they are refreshing and expanding product lines and flavors to uench customers’ thirst for something different.

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CSTORE DECISIONS •

April 2020

cstoredecisions.com

Category Management | Dispensed Beverages

To its cold dispensed selections, Clark’s Pump-NShop, which has 68 stores in Kentucky, West Virginia, Ohio and Florida, added Teazzers fresh-brewed iced tea in sweet and peach tea flavors about two months ago. The teas are flavored with cane sugar, an important selling point for customers who prefer a natural sweetener, said Jessica Russell, the chain’s food service director.

In new Pump-N-Shop stores and moving forward as units are replaced, the company is installing 12-head cold dispensed or Coke Freestyle units instead of the eight-head units in the original stores. The former eight-head dispensers offered only Pepsi. The new ones offer both Coca-Cola and Pepsi.

Aside from the national players, a regional brand, Ale-8, is also included among the dispensed selections.

“The new dispensers are in about 25% of our stores right now,” Russell said.

Going forward, Pump-N-Shop is planning to add iced coffee to its cold dispensed category.

On the frozen front, the stores feature between four and nine flavors of slush beverages. ump- - hop switched from its original supplier to Slush Puppie last year because, as ussell e plained, “they have a ton of flavors, including a lot of limited-time flavors. he limited-time only (LTO) offering changes about once a quarter.

“Since the introduction of the Slush Puppie brand, frozen sales have increased, she said. “ e’re going to focus on our fro en beverages beginning on une by promoting the LTOs in all our stores to hopefully grab the attention of customers.

In four locations, the company added Fresh Blend fro en beverages late last year. A fifth installation is in

fast facts: •

imited-time offers and new flavors add excitement to the category.

• Today’s ingredient-conscious customers like natural sweeteners.

• Promoting bundle deals that pair dispensed beverages with food can boost sales.

48

CSTORE DECISIONS •

April 2020

the works. Fresh Blend custom-dispenses lemonade and mixes up smoothies, frappes and milkshakes.

“The smoothies appeal to our more health-conscious customers,” Russell said. undling dispensed beverages with food is an effective suggestive selling strategy for ump- - hop. ouria Energy’s ouria convenience stores are adding fro en beverage dispensers to stores that have the space. In stores with the space to handle more than one two-head unit, the number of heads is being increased from two to four to accommodate innovations and encourage flavor e citement, said hauna eidenberg, category manager for the chain, which has 120 stores in Massachusetts, Maine, New Hampshire, Rhode Island and Connecticut. “ ur customers look for more flavors and options in all spaces, from packaged goods to beverages, Seidenberg said.

She explained that both cold and frozen dispensed beverages even lemonade have seen upticks in sales over the past couple of months, “even when it’s been cold and wintry. he selection of non-carbonated beverages increased in the cold dispensed units, and in the fro en realm, novelty flavors like sour apple do well.

Customers also like to create their own combinations by mi ing flavors and layers of colors, she said. ouria stores feature ra il fro en beverages, which are made with real sugar.

“It’s an indulgent, fun product, but our customers don’t seem to be shying away from indulgent,” she said. “They also like the fact that the products contain real sugar.” o promote its fro en dispensed beverages, ouria allows loyalty card members to buy six and get one free. or its cold beverages, the stores offer bundles with sandwiches and pizza. CSD cstoredecisions.com

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Foodservice | Foodservice Awards

BEST OF PIZZA:

Kwik Trip

Kwik Trip creates high-quality pizzas with on-trend toppings via its central commissary and is waiving delivery fees through April as it continues to serve customers during COVID-19.

Isabelle Gustafson • Associate Editor

Whether topped with pepperoni or chicken, ranch dressing or mac and cheese, pizza is a foodservice favorite across the board. CStore Decisions is awarding Kwik Trip a “Best of Pizza” recognition for its pizza program’s quality, consistency and innovation.

“We just keep selling a lot of pizza,” said Kwik Trip Foodservice Director Paul Servais.

And for good reason. La Crosse, Wis.-based Kwik Trip, which operates more than 700 locations throughout Wisconsin, Minnesota and Iowa, sells delicious, high-quality pizzas from its central commissary, with a popular limited-time offer (LTO) program, in-store sampling and now, in select markets, delivery. wik rip first partnered with isconsin-based delivery company EatStreet in August 2019 and, thanks to a “very positive” response, is now working 50

CSTORE DECISIONS •

April 2020

to expand the program to all the markets where EatStreet operates.

“Wherever EatStreet is and Kwik Trip is, we deliver,” said Servais.

Although delivery has been trending all year, it’s especially valuable during the COVID-19 pandemic.

On March 17, Kwik Trip announced that it would waive all delivery fees through April so customers could more easily order food from the comfort and safety of their homes.

DRIVING SALES

LTOs are a great way to try out new trends and drive sales. If a pizza is really popular, Kwik Trip will bring it back again for a limited time or add it as a permanent menu item — which is what happened with its Mac and Cheese pizza, for example. cstoredecisions.com

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Foodservice | Foodservice Awards

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April 2020

Kwik Trip’s next limited-time offer pizza, set to debut in late April, is the Chicken Cordon Bleu, featuring chicken, ham and bacon on ranch sauce with mozzarella and provolone cheese.

The current LTO is Four Cheese Margherita; it’s meatfree for the ent season and comes on a wood-fired crust first introduced last year. “ ou get a little bit of that charcoal-y wood flavor and a little thinner crust, said ervais, adding that this crust is e clusive to the our heese argherita pi a. “ he other ones are ust on traditional pi a crust, nothing fancy, he said. “ know there’s still a lot trending out there with wheat-free or gluten-free crusts and things like that. ut we haven’t dabbled in that yet. n an ideal world, he said, the our heese argherita will be out of stock by the end of April. “ ince we control the production, we produce our own products in our commissary, we pick a number and say, et’s make , ,’ said ervais. “And when they’re gone, they’re gone. e t up, in late April, wik rip will introduce a brandnew pi a: hicken ordon leu, featuring chicken, ham and bacon on a ranch sauce with mo arella and provolone cheese. ast s include the eaty talian and the irehouse i a, which is topped with spicy talian sausage over a layer of pepper ack cheese and roasted red peppers, esty sauce and crushed red pepper flakes. “ picy keeps growing, or anything hot, because the younger, discerning palates, that’s what they like, said ervais. “ o anything you can do to get a little spice or a little heat into the product, people like that. o showcase new offers and s, as well as demonstrate overall uality, wik rip does a lot of in-store sampling. n fact, the c-store chain hires people whose sole responsibility is to sample products. Allowing customers to try before they buy builds trust and, for wik rip, has led to increased sales. CSD cstoredecisions.com

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Foodservice | Foodservice Awards

BEST OF ROLLER GRILL:

RaceTrac

RaceTrac’s roller grill program entices customers with highquality products, bold flavors and customization options as well as limitedtime offerings and ongoing promotions.

Isabelle Gustafson Associate Editor

The roller grill is a c-store staple that plays an important role in any c-store foodservice program. he first step in any successful roller grill program is uality products, but it takes more than that to drive traffic and e citement for this foodservice category. CStore Decisions is recognizing RaceTrac for its high- uality roller grill program that keeps things fresh with new flavors, condiments, limitedtime offerings (LTOs) and more.

At Atlanta-based ace rac, which operates more than stores in Georgia, lorida, ouisiana, e as and ennessee, classic roller grill styles are featured alongside trending flavors. And roller grill’s price point means customers don’t have to choose one or the other, said ace rac irector of ood and 54

CSTORE DECISIONS •

April 2020

Dispensed Beverages Tiffany Plemmons. “ ur guests today are looking for both a tried-andtrue offer as well as something innovative, she said. hile hot dogs are the most popular item overall, ace rac sells a lot of ta uitos, sausages and chicken roller bites, too. o offer a greater level of customi ation, ace rac’s roller grill is typically accompanied by a fresh condiment program, which includes fresh tomatoes, onions, pickles, banana peppers and more. “ ith our fresh buns and condiment station, they’re able to customi e products ust the way they like them, said lemmons. owever, at press time, fresh condiments were temporarily removed due to the pandemic. cstoredecisions.com

Foodservice | Foodservice Awards

Among its roller grill promotions, RaceTrac typically r ns three or fo r li ite ti e offers to ri e tr ffi and excitement for the category.

LIMITED-TIME OFFERS

Plemmons said RaceTrac will typically offer three or four s on the roller grill to drive traffic and excitement for the program. “ he grill is a great place to test new flavor trends, she said. “ n the past year, we sold a ashville ot Chicken Taquito in celebration of our entrance into the greater ashville market, as well as a bacon cheddar hot dog. n ebruary, ace rac launched the illshire arms heddarwurst ausage, which lemmons said resonates especially well with RaceTrac’s core customers.

“We are actively sourcing our 2021 roller grill items in our upcoming innovation sessions with suppliers, said lemmons, later adding some s and promotions may be delayed or changed due to the impact of COVID-19. n addition to s, ace rac often runs roller grill promotions, creating bundle meal deals with items like

bottled and fountain beverages, chips and energy drinks.

While creative graphics and animations on RaceTrac’s social media posts help to draw customers in and encourage engagement, promotions overall are a great way to showcase new products and provide greater value to the customer.

“RaceTrac’s roller grill customers come to us because they know we will always offer a high-quality product at an affordable retail, lemmons said. “ hether you are looking for a pairing with coffee to get the morning started, stopping in for lunch or picking up an afternoon snack, our grill’s got something for everyone. CSD

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Technology | HR Management

EFFICIENCY CLOCKS IN

Unified tech platforms are streamlining functions throughout the human resources spectrum.

Thomas Mulloy • Senior Editor 58

CSTORE DECISIONS •

April 2020

While adapting to new technology can be daunting, c-store operators who embrace it can see enormous dividends — for both the company and its workers. cstoredecisions.com

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“About three years ago, “We’re driving everything through that mobile we went all in with technol- device now,” said McKinney. ogy,” said Chris McKinney, print art’s unified system has allowed it to make director of human resourcscheduling fully digital — great for managers, but es at Ridgeland, Miss.even better for employees. Schedules post 10 days based Sprint Mart, which ahead of time, and employees can shift, swap or operates 90 stores in Missisrequest time off with their smartphones.

“We’re driving everything sippi, Alabama and Louisiana. “ hey have more transparency and fle ibility to be through that mobile “We were at a place where we able to manage that work schedule than they ever had device now.” – Chris could analyze from top to botin the past,” McKinney said.

McKinney, director of HR tom what we would want our for Sprint Mart. (human resources) operations EMPLOYEE RESPONSE to look like if technology were more or better woven But what about pushback from workers having to in, more effectively woven in.” use their personal devices for workplace tasks?

Sprint Mart built a new human resources (HR) plat“If anything, it’s the opposite,” said Tony Lee, vice form around one unified solution to put everything in president of editorial with the Society for Human one place that now includes timekeeping, payroll, HR, Resource Management. “Employees say the current leave, benefits and everything else related to it. systems are antiquated. Why can’t we come up with a Judging by the growth of digital human resource more fle ible system, a faster system And they may management (HRM) systems, Sprint Mart isn’t alone. not be saying, ‘I want technology,’ they’re just saying, According to the “Human Resource Management ‘I want an easier solution.’ But that means technology, Market Size, Share & Trends Analysis Report” released better technology.” last month by business analyst firm esearch and arMcKinney echoed that notion. At Sprint Mart, there kets, the global market for such systems is projected was little worry about younger workers embracing the to reach $38.7 billion by 2027. tech-centered HR platform. That younger demo has This improved technology is also allowing smaller been online doing banking, buying and connecting businesses, like c-stores, access to those money-savusing hand-held tech their entire lives. But Sprint Mart ing, worker-pleasing systems. was prepared for resistance from older, less tech-savvy “The use of cloud technology enables various Small workers. Those fears proved to be unfounded. and Medium Enterprises (SMEs) to adopt modern “After the first few months or so, said c inney, HRM solutions at reasonable prices without the need “when those who were reluctant to embrace the for constant upgrades or replacements of systems,” the report said.

Many of what are now being termed “human capital management” systems are highly comprehensive, making tasks easier for everything from recruitment to compensation packaging to formulating staffing payroll models for an entire company.

McKinney said that Sprint Mart’s system even lets new employees complete new-hire paperwork via their hand-held devices.

Those employees can also access onboarding trainings via the HR platform.

Sprint Mart drives nearly all of its human resources functions through its hand-held device app. Employees can access onboarding paperwork, training, scheduling, time off and an array of other functions through their smartphones.

60

CSTORE DECISIONS •

April 2020

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Technology | HR Management

technology got a sense for how we had configured it and tried to make it as easy as possible and how much work it saved everybody in the long run, they got on board, and we haven’t looked back. etailers should resist the temptation to think of a digital platform as simply a scheduling app. ee said newer platforms are doing so much more. “ here are a number of companies now that have adopted virtual technology for screening candidates, interviewing candidates, even testing candidates, he said. hat also includes the introduction of artificial intelligence, in the form of chatbots or what ee termed “A for that are taking the load off officers by answering workers’ basic in uiries. “ hey don’t really need to tie up the time of an person asking their uestion, getting their answer verbally, said ee. “ f the company inserts the chatbot, the employee can type in a uestion, and the bot is able to give back an answer based on the keywords. ou’re starting to see that used more broadly . ut the use of tech in is dovetailing with managing worker tasks, as well. hat includes making payroll easier for all parties involved. hether through direct

fast facts: nified h man reso r es systems in rease e ibility

management

and held de i es o er a nat ral

a ess point

deposit or a with a cash card, technology has cut costs for employers while making pay more readily available to staffers. or print art’s , employees, that means the return of something that pretty much disappeared decades ago the weekly payday. he new system, c inney said, makes it possible. “ here’s no huge significant cost factor to us running a weekly payroll now, he said. echnology helps everybody win. hat’s something worth embracing. CSD

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EC Charging Windshield Service Center Valet Consider installing the MasonWays Electric Car (EC) Charging Windshield Service Center Valet to keep any site clean of refuse with custom branded units. Advertise to your waiting customers. Electric car drivers make purchases while charging. Generate income from consumer product companies by displaying their ads on video screens or posters mounted on units. Drive sales in-store, and develop additional revenue with MasonWays EC Charging Windshield Service Center Valets. Separate gallon trash liner b ilt in paper to el dispenser and asher id bucket. Optional video screen or poster ad frame.

Soft Pretzel Fries Sna oods orp s S So t retzel ries are the ne est addition to the S brand ithin the foodservice segment. Tired of the same old french fries on the menu? Soft pretzel fries are the perfect way to mix it up and can be enjoyed as a side or delicious appetizer dipped in your favorite sauces.

And as an added bonus, it’s vegan and baked, not fried. Try J&J Snack Foods ne S So t retzel ries to create fun, innovative recipes that add a new pick-me-up to your menu.

J&J Snack Foods Corp. www.jjsnack.com

MasonWays

www.masonways.com

Naturally Smoked Beef Jerky Wenzel’s Farm introduces Wenzel’s Farm Beef Jerky. Consistent with its pop lar sna sti line enzel s arm ee er y has no artifi ial olors nitrates, nitrites, MSG or gluten. The new beef jerky contains 10 grams of protein per serving and only 90 calories. Wenzel’s Beef Jerky is available in three a ors riginal eriya i and eppered and an be p r hased in three-ounce or 10-ounce packages. Wenzel’s takes great pride in crafting some of the finest protein pa ed and naturally hardwood-smoked meat products available, and the new beef jerky is no exception.

Wenzel’s Farm

www.wenzelsfarm.com

Berries and Cream Cigarillo hite l os is a brand ne on ept in a or deli ering a series of perfectly-paired combinations, designed to double the smoking satis a tion hite l os ontains t o di erent igarillo a ors or ing together to reate a ni ely ne e perien e he first edi tion for White Owl Duos will be Berries and Cream. Together, these two cigarillos combine for the perfect mixture of sweet and creamy, for a smoking experience unlike any other. White Owl Duos First Edition: Berries and Cream will arrive in stores nationwide in early April and is available in a ‘2 for 99 cents’ format, ‘2 for $1.49’ and a Sa e on pa age that allo s or retail pri ing e ibility

Swedish Match

www.swedishmatch.com 64

CSTORE DECISIONS •

April 2020

cstoredecisions.com

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PRODUCTShowcase

Bold Sparkling Water Flavors o a ola orth meri a adds more spar le and e en a little a einated pi me p to its ast gro ing ater line p ith the la n h o ight bold a or sions pair idely appealing r it a ors ith trend ing but less expected ones. The calorie-free, sodium-free offerings hit stores in multi-packs of 12-ounce cans and in o n e indi id al ans he team started ith an initial list o potential a ors be ore testing ombinations and ltimately landing on the final line p o eight a ors

The Coca-Cola Co.

www.coca-colacompany.com

Pretzel Rounds Snyder’s of Hanover Pretzel Rounds: available in Sea Salt or Butter, these mini pretzel balls are mess-free and great for on-the-go snacking. The Butter Rounds deliver a subtle, buttery bite, while the Sea Salt Rounds are sprinkled with sea salt that will satisfy any salty craving.

Snyder’s of Hanover Pretzel Rounds are light and airy in texture, bringing a whole new dimension to snack time.

Available nationwide at a suggested retail price (SRP) of $3.69.

Snyder’s of Hanover

www.snydersofhanover.com

Bold Sausage Flavors Home Market Foods makes it easy to add the unique taste experiences your customers want from your roller grill. From the mild heat of its fanfavorite German Recipe to hot-trending alape o heddar these ra eable sa sages bring bold a or thrills to any meal occasion or daypart.

Home Market Foods

CSTORE DECISIONS •

After 25 years, Werner’s has refreshed its look with updated packaging. This ne brand re e ts the al es and attributes on which the company (still family owned) was built, while highlighting a ifi orth est roots with iconic graphics and bright pops o olor a h pa age o ll at ral jerky pairs well with everything from midnight snacks to midday escapes. erner s ll at ral bee er y prod ucts are minimally processed with no artifi ial ingredients and are gl ten free. There are no added nitrites, nitrates or MSG.

Werner Gourmet Meat Snacks Inc. (800) 459-6420

www.wernerjerky.com

www.hmffoodservice.com

66

All-Natural Beef Jerky

April 2020

cstoredecisions.com

May 6-7, 2020

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PRODUCTShowcase

Healthy, On-the-Go Meals

Pocket Lighter Designs Calico Brands Inc. introduces two new series to its Scripto UItima Designer pocket lighter line: Runway and Geometric 2. Available in a 50-count display-a-tray and two-pack open stock, the lighters have a suggested retail price (SRP) of $1.69 per lighter in a displaya-tray and $3.49 per two-pack.

Scripto Ultima has up to 3,000 lights on full-size lighters, high fuel capacity, a sparkwheel design, visible fuel supply, ad stable ame and is made with polycarbonate material.

All Scripto lighters feature a patented child resistant mechanism that exceeds Consumer Product Safety Commission (CPSC) requirements and yet is still easy for adults to operate.

Calico Brands Inc.

(800) 544-4837 marketing@calicobrands.com

www.calicobrands.com

Del Monte Fresh Produce N.A. Inc.’s Better Break products are based on fresh vegetables and contain 130 calories or less per serving. Flavorful snacking is just three minutes away, with microwave-safe BPA-free packaging allowing for a quick snack or small, healthy meal. Better Break offers both vegetarian and plant-based options, packed with four grams of protein per serving. The new, chef-inspired meals are available in varieties such as Spicy Pomodoro, Zesty Green Chile and Summer Corn. With a suggested retail price (SRP) of $3.99, the single-serve, seven-ounce offering will be available nationwide this summer.

Del Monte Fresh Produce N.A. Inc.

www.freshdelmonte.com

Birthday Cake Candy Bar irthday a e s la n h mar s the first time that a KIT KAT Bar includes sprinkles. This limited-edition bar is a celebration of delicious birthday a e a ored hite r me and the be loved crisp wafers we know and love, accented by a colorful assortment of sprinkles. This new KIT KAT Bar is available nationwide this month.

KIT KAT Birthday Cake comes in a standard 1.5-ounce bar for a suggested retail price (SRP) of $1.09.

The Hershey Co. www.hersheys.com

Cheesy Popcorn PepsiCo’s Frito-Lay North America has introduced Cheetos Popcorn, which combines the iconic Cheetos seasoning with popcorn, swapping the b tter and salt or the heesy and spi y a ors ans no and lo e The ready-to-eat bags are available in t o a ors heddar and amin hot. Cheetos Popcorn is available now for a suggested retail price (SRP) of $3.99 per seven-ounce heddar bags and o n e amin hot bags, and an SRP of $1.89 for two-ounce bags.

PepsiCo.

www.pepsico.com 68

CSTORE DECISIONS •

April 2020

cstoredecisions.com

CStoreDecisions.com is geared toward C-Store retailers, convenience store suppliers, and distributors looking to stay abreast of industry trends, new product offerings and category management best practices.

CStoreDecisions .com Making Connections that Drive Business

We use the latest media technology, delivering content the way you want it: print issues, digital issues, enewsletters, and videos.

Use CStoreDecisions.com to help you strengthen your peer network with social engagement through Twitter, LinkedIn, Facebook, YouTube, Pinterest, and Google+.

Browse, bookmark, share and interact with the most relevant industry content and people in the market.

Thank you to our Key Partners:

PRODUCTShowcase

Non-Dairy Frozen Dessert Bar Made with non-dairy Belgian chocolate and a vanilla base, Magnum Non-Dairy delivers the brand s first e er plant based ind lgen e bar ailable in t o a ors lassi and lmond and ertified egan by egan tion non dairy ans an no e perien e the signat re agn m ra ith ea h and e ery bite aster ho olatiers source cocoa beans from Rainforest Allian e ertified arms and pair it ith a anilla base made ith a blend o o on t oil and pea protein Magnum Non-Dairy bars are now available for a s ggested retail pri e S o

Unilever North America

www.unileverusa.com

Morning Combo Pack yson on enien e s ne immy ean orning ombos pair deli io s brea ast a ors in a ready to eat portable pa age a h ombo pa is ready to eat straight rom the pa age or an be heated in nder se onds or a arm and tasty morning sna la ors in l de ini aple an a es aple Sa sage ites and l eberry fin Sa sage ites immy ean orning ombos pro ide a portable yet classic breakfast fare with eight grams o protein per pa o ering ons mers a on enient option they an easily ta e to go

Tyson Foodservice

www.tysonfoodservice.com

Crunchy Cheese Snack a o ell s ne heddar risps are s re to sha e p sna ing ith the bold a o ell a ors ans no and lo e ade by ba ing real heese into ra eable risps and then seasoning ith a i o bold e i an spi es heddar risps are a a or l eto riendly gl ten ree ertified egetarian sna that o ers p a good so r e o protein ith no artifi ial a ors or olors he heddar risps are a ailable in three arieties and t o sizes all inspired by i oni a o ell a ors a ho ild Sa e and ire Sa e

Taco Bell Corp.

www.tacobell.com

Wine-Based Seltzer are oot is entering the pop lar hard seltzer ategory ith are oot ard Seltzer ade ith three main ingredients are oot ine seltzer ater and nat ral a or ea h milliliter an boasts alories t o grams o s gar and is gl ten ree are oot ard Seltzer deli ers a hint o nat ral a or and real ine in o r ibrant and re reshing a ors ineapple assion r it herry ranberry ea h e tarine and Stra berry a a

Barefoot

www.barefootwine.com 70

CSTORE DECISIONS â&#x20AC;˘

April 2020

cstoredecisions.com

Due to COVID-19, the Young Executives Organization (YEO) Conference — previously scheduled for May — will run in conjunction with the 2020 NAG Conference.

THE WESTIN

CHARLOTTE September 13-16 THE MOST AWAITED C-STORE EVENT OF THE YEAR!

2020

Classifieds/Ad Index 5-hour Energy

23

Hatco

57

The NAMA Show 2020

62

ADD Systems

59

72

39

2 19

North American Bancard

Apter Industries

Helix Innovations LLC Home Market Foods, Inc.

Prairie City Bakery

52

Brakebush Brothers, Inc.

51

41

www.5hourenergy.com/merchkit/ 800.922.0972 / www.go.addsys.com/build 412.672.9628 / 800.441.7146 www.apterindustries.com 800.933.2121 / makeitwithchicken.com

CB Distributors

888.824.3256 / www.global-widget.com

Click It

5, 7 61

www.clickitinc.com

Convenience Distribution Association 65 703.208.1649 / www.cdaweb.net

Crown Imports

21

Del Monte

53

E-Alternative Solutions

37

Franke Coffee Systems Americas

56

www.handfamilycompanies.com/crown-imports 800.950.3683 / www.freshdelmonte.com

877.373.0069 / www.Ealternativesolutions.com 800.310.5710 / www.coffee.franke.com

Gulfcoast

727.449.2296 / www.gulfcoast.com

Due to COVID-19, the Young Executives Organization (YEO) Conference — previously scheduled for May — will run in conjunction with the 2020 NAG Conference.

3

888.815.8460 / www.hatcocorp.com

800.367.8325 www.HMFfoodservice.com/Bahama-Mama

www.thenameshow.org

866.481.4604 / www.nynab.com www.pcbakery.com

Hoshizaki

47

Procter & Gamble

ITG Brands

45

Raybern’s

J&J Snack Foods Corp.

75

888-44-ENJOY (888-443-6569) http://rayberns.com/

JUUL

29

888.384.7333 / www.solarihemp.com

www.hoshizakiamerica.com www.itgbrands.com 800.989.953 / www.jjsnackfoodservice.com www.juul.com

Kooler Ice Vending Machines

800.858.3025 / koolerice.com8-3025

11

Krispy Krunchy

55

Last Call Vitamin Beverage

49

800.290.6097 / www.krispykrunchy.com lastcallbeverage.com

Liggett Vector Brands 877.415.4100

MasonWays Indestructible Plastics 800.837.2881 / www.masonways.com

31 73

www.pg.com

Solari Hemp

32-33 25

Swedish Match

800.367.3677 www.gamecigars.com www.gamecigars.com www.whiteowlcigar.com www.zyn.com

15 35 63 9

Swisher International

43, 76

800.874.9720 / www.swisher.com

Trion Industries, Inc

13

Tyson Convenience

17

800.444.4665 / www.TrionOnline.com

tysonfoodservice.com/your-channel/convenience

THE WESTIN

CHARLOTTE September 13-16 THE MOST AWAITED C-STORE EVENT OF THE YEAR!

2020 www.masonways.com 800-837-2881 cstoredecisions.com

April 2020 • CSTORE DECISIONS

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IndustryPerspective

An Opportunity to Be Significant Anticipatory companies are finding opportunities in the midst of COVID-19 uncertainty and leading disruption instead of merely reacting. Your convenience store can, too.

Erin Del Conte • Executive Editor

These are challenging times for convenience store owners, but disruptive innovation expert and global futurist Daniel Burrus said c-stores can position themselves to thrive in spite of the pandemic.

“While our worlds are in a period of indefinite stasis, people’s needs aren’t, said urrus, who is also the author of seven books, including “The Anticipatory Organization: Turn Disruption and Change into pportunity and Advantage.

“I want us all to become positive disruptors, creating the disruptions that need to happen to make the world a better place by being rooted in significance over success and helping others, urrus said. “ his pandemic has inadvertently leveled the playing field no one is safe from disruption, and this global disruption is happening a lot faster than digital disruption. e’re all in the same boat, so one major way to innovate is to find ways to help your customers using avenues that you might not have thought of before. hen chaos strikes, it’s a natural impulse to turn inward and worry about yourself, your business and 74

CSTORE DECISIONS •

April 2020

the bottom line, but savvy c-stores are doing the opposite they’re adapting to serve customers’ changing needs while considering nearfuture customers they can capture.

Burrus urged c-stores to focus on being significant rather than successful. “Why am I separating the word success’ from significance uccess is all about you. ignificance is what you do for others, urrus said. “ f you become a significant c-store versus a successful c-store, you’re going to be e tremely successful.

A NECESSITY STORE

art of being significant is becoming a necessity to customers by finding ways to become indispensable. “The pandemic will end and when it’s over, how will we be seen As ust a c-store again, or will they see us in a new light because we were there when others were not here’s an opportunity to elevate our brand at this point in time, urrus said. ow do we become significant convenience stores dentify new ways to help customers and hidden markets that have a need you can fill.

Burrus pointed to c-stores who were already being “anticipatory versus reactionary by rolling out mobile apps and ways of communicating

with their customer base. For those without a mobile app, it’s a good time to reach out to independent developers, who are seeing their own business drop and may be able to turn an app quickly and at a bargain.

Instead of viewing employees as ust a cost, redefine and reinvent what your c-store is and what those employees may be able to help you do. C-stores may even need to hire more staff to help bring products to customers’ cars or deliver products.

In China, when the lockdown occurred, home delivery was an asset. “ hat’s how people got food. hat’s how people got supplies. hat’s how a convenience store can thrive. here’s a giant opportunity in delivery , urrus said.

In these times of uncertainty, he urged leaders to focus on what they are certain about. For example, the pandemic will end. eople’s needs for supplies aren’t going away they’re increasing. onvenience stores offer basic supplies.

Burrus suggested to retailers: “What if we become not a convenience store, but a necessity store ell, what a shift. .

Daniel Burrus is considered one of the world’s leading futurist speakers on global trends and disruptive innovation. Learn more at https:// www.burrus.com. cstoredecisions.com

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