Issuu

CStoreDecisions

Solutions for Convenience Retailers

PLUS

Craveable Marketing p. 28

Alcoholic Beverage Trends p. 32

FriendShip’s VP of Retail Kirk Matthews and President Greg Ehrlich share details on the company’s growth plans, FriendShip Famous Chicken and employee-stock ownership program.

The 2026 Fuel & EV Report p. 40

FRIENDSHIP KITCHEN:

HOMEGROWN, EMPLOYEE-OWNED Beck Suppliers is growing its modern FriendShip Kitchen brand in Ohio with a food-forward, people-first, locally engaged approach.

January 2026 • CStoreDecisions.com

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CStoreDecisions

Solutions for Convenience Retailers

PLUS

Craveable Marketing p. 28

Alcoholic Beverage Trends p. 32

FriendShip’s VP of Retail Kirk Matthews and President Greg Ehrlich share details on the company’s growth plans, FriendShip Famous Chicken and employee-stock ownership program.

The 2026 Fuel & EV Report p. 40

FRIENDSHIP KITCHEN:

HOMEGROWN, EMPLOYEE-OWNED Beck Suppliers is growing its modern FriendShip Kitchen brand in Ohio with a food-forward, people-first, locally engaged approach.

January 2026 • CStoreDecisions.com

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CStore Decisions (ISSN 1054-7797) USPS Publication #5978 is published monthly by WTWH Media, LLC., 1111 Superior Ave., Suite 1120, Cleveland, OH 44114, for petroleum company and convenience store operators, owners, managers. Periodicals postage paid at Cleveland, OH, and additional mailing offices. POSTMASTER: Send address changes to CStore Decisions, 1111 Superior Avenue, Suite 1120, Cleveland, OH 44114. GST #R126431964, Canadian Publication Sales Agreement No: #40026880. CSTORE DECISIONS does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2026 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.

CSTORE DECISIONS •

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January 2026

Lenny Smith, Vice President Crosby’s • Lockport, N.Y. Dyson Williams, Vice President Dandy Mini Marts • Sayre, Pa. Hussein Yatim, Vice President YATCO • Marlborough, Mass. Vernon Young, President and CEO Young Oil Co. • Piedmont, Ala. Supplier Members Kyle May, Director External Relations Reynolds Marketing Services Co. • Winston-Salem, N.C. Todd Verhoven, Vice President of Sales Hunt Brothers Pizza • Nashville, Tenn. Steve Yawn, Director of Sales McLane Company Inc. • Temple, Texas

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CONTENTS January 2026

•

Number 1 •

Volume 37

CStoreDecisions

FRONT END

8 Editor’s Memo: Ringing in 2026: Rising Costs, Continued Shifts, Fresh Ideas

10 Quick Bites: Financial Motives 12 NATO Update: Regulation on the Horizon FOODSERVICE

28 Craveable Marketing CATEGORY MANAGEMENT

32 Gen Z Seeks Bold, Unique Alcoholic Beverages OPERATIONS

36 Examining Economic Expectations 40 The Fuel Equation: Gas, Charging and Projections 46 Raising the Roof on C-Store Construction BACK END

49 Product Showcase / Ad Index 50 Industry Perspective: Loss Prevention: Back to Basics

COVER STORY 14 F riendShip Kitchen: Homegrown, Employee-Owned

Beck Suppliers is growing its modern FriendShip Kitchen brand in Ohio with a food-forward, people-first, locally engaged approach. 6

CSTORE DECISIONS •

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Editor’sMemo

Ringing in 2026:

Rising Costs, Continued Shifts, Fresh Ideas AS WE WELCOME ANOTHER YEAR, c-stores are facing rising inflation, potential state-level tobacco and nicotine restrictions, shifting alcoholic beverage trends, increasing construction costs and uncertainty around the electric vehicle (EV) charging landscape. Our January issue delves into each of these areas and more as we look to set you up for success in 2026.

the “EV mandate” established during the Biden administration. The shift has led to uncertainty for some retailers while others are continuing with EV charging plans. The industry is watching closely what’s happening with vehicle manufacturing technology as they consider the future. This month’s fuel and EV charging report, beginning on p. 40, shares retailer and expert insights on the state of fuel and alternative fuel trends heading into 2026.

NEW YEAR, HIGHER PRICES

At press time, we’re just about to enter the holiday season, and inflation has been on everyone’s mind. The annual inflation rate in the U.S. rose to 3% in September 2025, the most recent numbers available at press time due to the government shutdown. But the median 12-month consumer inflation expectation rose to 4.8%, according to The Conference Board’s Consumer Confidence Index. Despite rising costs, holiday spending was expected to rise this year — a marker of economic sentiment among consumers. Visa Business and Economic Insights’ annual U.S. holiday forecast predicted a 4.6% year-over-year increase in total U.S. retail sales, excluding automotive dealers, gas stations and restaurants, from Nov. 1 to Dec. 31, 2025. But real (inflation-adjusted) spending is expected to grow only 2.2%, down from 2.5% last year, showing that customers aren’t necessarily buying more — prices are just higher. C-stores report feeling the inflation pinch from all sides. “Even if the rate moderates, costs are not going backward — labor, food ingredients, supplies, maintenance, construction and insurance remain elevated,” Joe Hamza, chief operating officer for Nouria Energy, pointed out in this month’s economic outlook article on p. 36. C-stores are offering new items, focusing on successful categories and working with vendors on promotions to keep customers engaged despite ballooning costs. CHARGED UP ABOUT FUEL POLICY

Fuel policy saw major changes over the past year after the Trump administration signed an executive order eliminating

C-STORES IN ACTION

Despite continued changes to the c-store landscape, cstore retailers of all sizes are thriving. This month, we take a look at Beck Suppliers and its FriendShip Kitchen brand. The company celebrated 75 years and introduced an employee stock ownership plan in 2025. The chain is known for its FriendShip Famous Chicken, and it’s taking its peoplefirst culture seriously as it continues to grow its FriendShip Kitchen brand across Ohio. Learn more on p.14. MARK YOUR CALENDARS

As you begin to plan your year, I hope you will mark your calendars for this year’s CStore Connections conference, set for April 19-21 in Jacksonville, Fla. Our conference is unique because it is created by retailers for retailers. Our retailer board of directors identified the burning-issue topics they considered most crucial for their business this year. What’s more, we heard you. You want to learn directly from other retailers about how they’re handling today’s challenges and opportunities. That’s why we have more than 40 c-store retailer speakers and discussion leaders to help us delve into topics like how to implement artificial intelligence, managing foodservice costs, strategies in the face of changing competition, future-proofing your chain and so much more. Learn more at CStoreConnections.com/agenda. I can’t wait to see you there.

e t n o C l e D n i Er

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

CSTORE DECISIONS •

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January 2026

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QUICKBITES FINANCIAL MOTIVES

BUSINESS CHALLENGES

Macroeconomics and consumer sentiment will impact a business’ bottom line, and as prices and trends shift, retail leaders must always adjust to protect margins.

FINANCE OPTIMISM GROWS

Consumers’ stress levels regarding money are lower (-7.9%) in November 2025 compared to the same period last year. When asked, “How do you feel about your finances right now?” results (with the higher the value, the more optimistic people feel) showed:

Economic pressures are always at the top of a company’s list of concerns. Global factors can have real-world impacts on the price of goods. SNAC International conducts a quarterly survey to determine the status of the snack food industry, and according to its Q3 results:

• Trade uncertainties (e.g., actual or proposed tariffs, trade negotiation uncertainty) remained at the top of the list of business challenges, cited as an issue for 53% of respondents (compared to only 7% in the fourth quarter of 2024). • Concerns about inflationary pressures (53%) and raw materials costs (47%) round out the top business-related challenges. Source: SNAC International, "SNACtrac Industry Summary," December 2025

SNAP-CONSUMER POWER Source: WalletHub, “2025 WalletHub Economic Index,” December 2025

PRICE TRENDS

Center of Store

Center-store price increases were offset by improved produce and dairy prices, according to Circana. Product mix shifts reflected a recent deceleration, as well.

Perimeter

Households participating in the Supplemental Nutrition Assistance Program (SNAP) account for $336 billion in total consumer packaged goods (CPG) food and beverage spending. According to Circana:

• SNAP households make 29% more shopping trips compared to non-SNAP households. • SNAP households spend 23% more annually on CPG food and beverages than non-SNAP households. • 75% of SNAP food and beverage spending is on name brands. • Food retailers are gaining share of SNAP shoppers’ spending along with club stores and e-commerce. Source: Circana, “Circana Research Reveals SNAP Households Spend 23% More Annually on CPG Food and Beverages Than Non-SNAP Households,” December 2025

Source: Circana, “CPG Consumer Spend Tracker,” November 2025

FISCAL PRIORITIES As finance leaders prepare for the fiscal future of their business, top priorities include planning for external challenges and adopting new technological capabilities.

Source: Deloitte, “Finance Trends 2026: Navigating the expanded scope of finance,” October 2025

CSTORE DECISIONS •

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January 2026

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FRONT END / NATO UPDATE

Regulation on the Horizon As the Trump administration cracks down on illicit vapes, various state legislatures are set to consider excise taxes, flavor bans and vape registries. David Spross • NATO

AS WE TURN THE CALENDAR TO 2026, it is time to look at potential regulation for tobacco and nicotine products. In Washington, D.C., the change of administration in January 2025 meant not only increased commitment toward addressing the illicit nicotine market but also meaningful action from the federal government on product reviews. In recent years, illicit vapor products — mostly from China — have flooded the streets and store shelves. Because they have not applied for authorization or presented any science to the Food and Drug Administration (FDA), these products are being sold illegally. No small part of the marketplace, an estimated 85% of the vapes in this country today are illegal. In 2025, the Trump administration cracked down on this illicit market, and more enforcement against illicit products can be expected in 2026. In reality, FDA product reviews take years; the applications for many products filed at the original deadline for submission are still without resolution. Since 2009, applications for over 26 million tobacco and nicotine products have been filed, with FDA having only authorized fewer than 100 products, which include 39 vapor products and 20 nicotine pouch products. It is expected that in 2026 the FDA will issue more decisions through the premarket tobacco product application (PMTA) process, which manufacturers must go through to receive authorization to market and sell any new tobacco product in

the U.S. More action is expected in this area to help break the logjam at FDA and provide much-needed clarity to consumers and retailers about what can legally be sold on our store shelves. Last September, FDA launched a pilot program that aims to increase efficiency and streamline the review process for nicotine pouches. STATE-LEVEL OUTLOOK

On the state front, 46 states will hold legislative sessions in 2026. With uncertainty around state budgets, it is expected many states will likely consider tobacco excise tax increases to address shortfalls. Additionally, some states that currently do not tax vapor products or nicotine pouches could introduce legislation levying excise taxes on those categories. Approximately 15 states will likely consider some form of flavored tobacco and nicotine product ban. With California having a statewide flavor ban, neighboring states such as Oregon and Washington have considered bills and will likely do so again in 2026. Northeast states that surround Massachusetts, the first state to enact a flavor ban, will also likely consider proposals. Also expected to continue in 2026 is the emerging issue of creating state vapor product registries. The introduction of these bills is in response to the uncertainty around the FDA PMTA process and the proliferation of flavored disposable e-cigarettes on the market. The regulatory status of a sizeable number of products

CSTORE DECISIONS • January 2026

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remains unclear to retailers and the public, such as those products for which a PMTA was never filed, those for which a PMTA was timely filed and the application is awaiting an order, and those for which a PMTA was denied but the application remains pending for legal reasons. These state bills create a state-based directory that requires e-cigarette manufacturers to submit information to state tobacco regulators demonstrating that the sale of their e-cigarette products in the state complies with FDA regulations and guidance. In the past five years, local activity has increased dramatically as many major cities have implemented tobacco flavor bans. It is expected that this trend will likely continue in 2026. Additionally, the National Association of Tobacco Outlets (NATO) team is leading advocacy efforts with several Massachusetts towns opposing “nicotinefree generation” proposals that would ban the sale of tobacco and products to anyone born after a fixed date. In 2026, NATO will remain engaged in these and other regulatory issues and at all levels of government to help protect its retail members. NATO is proud to serve its retail members and to communicate to legislators and regulators how its members sell tobacco products responsibly and in compliance with all laws and regulations. David Spross is the executive director of the National Association of Tobacco Outlets, a national retail trade association that represents more than 66,000 stores throughout the country.

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COVER STORY / FRIENDSHIP KITCHEN

FRIENDSHIP KITCHEN:

HOMEGROWN, EMPLOYEE-OWNED Beck Suppliers is growing its modern FriendShip Kitchen brand in Ohio with a food-forward, people-first, locally engaged approach. Erin Del Conte • Editor-in-Chief 14

CSTORE DECISIONS • January 2026

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FRESH OFF ITS 75TH ANNIVERSARY and the launch of its employee stock ownership plan (ESOP), Beck Suppliers and its FriendShip Kitchen brand, which features 31 locations in Ohio, are poised for bold growth in 2026 and beyond. LAYING THE FOUNDATION Beck Suppliers can trace its roots to 1950 when Virgil Beck founded the company in Fremont, Ohio. The company originally provided fuel and lubricants to local farmers. Over the years, Beck Suppliers’ fuel business grew substantially, and the company expanded into new markets. In 1986, the convenience store side of the business was born when Brian Beck, a third-generation member of the family

business, led the conversion of a service station into a convenience store with fuel. “Brian Beck and his brothers, Doug and Dean, were very innovative,” said Greg Ehrlich, president of FriendShip Kitchen. “They were students of the business and built upon the learnings from their father, Bill, and uncle, Larry Beck. … By the early 2000s, FriendShip was building new-to-industry (NTI), large-format stores with proprietary kitchens and Subway restaurants.” To enhance its management structure, Beck Suppliers formally created divisions in 2018. In addition to the FriendShip c-store division, these included Beck Branded Fuels (fuel supply and logistics to independent gas stations), Beck

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Propane and Fuels (propane and fuel oil delivery), Beck Fuel Systems (fuel system construction and maintenance) and Beck Car Wash Systems (car wash equipment, supplies and maintenance). Brian and Doug “aggressively grew each of the key business units and were forward thinking when it came to FriendShip,” Ehrlich said. Ehrlich joined as chief operating officer in 2017, bringing an extensive background in convenience retailing. “I grew up in a family petroleum and convenience store business, so this industry has been part of my life for more than 30 years,” he said. “I learned it as a kid, worked in it professionally and eventually built my career around it.” January 2026 • CSTORE DECISIONS

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After beginning his career in the family business, Ehrlich spent a brief period as a management consultant before returning to the c-store industry to lead two large regional chains in Ohio, eventually finding a home at Beck Suppliers. Ehrlich went on to assume the role of president of Beck Suppliers following the passing of Doug Beck, who had held the role from 2000 to 2018.

Doug Beck passed away in 2018 after serving as president of Beck Suppliers for 18 years. The FriendShip Kitchen in Fremont, Ohio, is dedicated to him. 16

Back Row (Left to Right): Lilly Deleon, loyalty and marketing manager; Morgan Beckley, assistant general manager; Kirk Matthews, VP of retail; Mary Priddy, senior district manager; Misti Anderson, general manager; Jaime Nemitz, field manager; Haley Guthrie, assistant category manager. Front Row (Left to Right): Jarrod Demski, senior category manager; Adam Miller, social media and brand design

“Doug was a true visionary who believed FriendShip could become a strong regional brand,” Ehrlich said. “In 2017, we worked together on what we called Project Genesis, which ultimately became the foundation for FriendShip Kitchen.” In 2018, with 24 traditional FriendShip stores in operation, the company introduced the FriendShip Kitchen and FriendShip-branded fuel initiative. “At that time, the brand was primarily a c-store chain with branded fuels. We set out to elevate the guest experience by creating a new large-format store model with proprietary kitchens, our own fuel brand and a more modern design,” said Kirk Matthews, VP of retail, Beck Suppliers. Matthews joined the FriendShip team in March 2020 as VP of foodservice and marketing, bringing more than 23 years of experience in a Fortune 500 company where he held multiple leadership positions across retail operations, marketing and foodservice. Today, Matthews’ role encompasses all aspects of retail operations for the chain. Matthews explained the company first piloted the FriendShip Kitchen concept by

CSTORE DECISIONS • January 2026

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remodeling an existing location, wanting to test and refine every element of the model before rolling it out chainwide. “Once the model proved successful, we moved quickly,” Matthews said. “Since 2018, we have built 10 new ground-up FriendShip Kitchen stores and remodeled and rebranded 16 others. Today, 26 of our 31 locations operate as full FriendShip Kitchens.” In 2017, Beck Suppliers introduced FriendShip Car Washes to further enhance the customer experience at its stores. The company offers two tunnel car washes with unlimited membership programs and pay stations, along with one upgraded and rebranded rollover wash. FOOTPRINT EXPANSION Today, Beck Suppliers is focused on the continued expansion of its FriendShip Kitchen concept. In 2024, it opened two NTI FriendShip Kitchen locations, and in 2025, it razed and rebuilt an existing site to open the first FriendShip Kitchen in its hometown of Fremont. Beck Suppliers dedicated the Fremont store in memory of former Beck Suppliers President Doug Beck, who helped shape

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The FriendShip Famous Chicken sets the tone for everything else on the chain’s menu, including the Savory Crust Pizza.

the FriendShip Kitchen brand and was a lifelong Fremont resident and passionate community supporter. “We expect to continue to grow at a similar pace as we have over the past decade. Our objective has never changed — it’s not to be the biggest, but to be the best at executing our business model,” Ehrlich said. In the past year, FriendShip also remodeled and rebranded three stores to the FriendShip Kitchen model. “We are nearly complete with our remodeling plan and moving forward will focus on NTI stores with targeted strategic acquisitions that can support the FriendShip Kitchen business model,” Ehrlich said. FriendShip Kitchen stores range from 4,500 to 5,500 square feet. The chain honors its roots by bringing a touch of the lake into every store it operates. “Newer FriendShip Kitchen stores pay homage to our start along the shores of Lake Erie with entrance door handles shaped like a ship’s wheel and subtle nautical hints throughout the store and forecourt,” Ehrlich said. Its flagship store on East Perry Street in Port Clinton, Ohio, in particular, goes all out to honor the company’s “shoreline heritage.”

“Driving up to the store, you will see a 50-foot-tall lighthouse, while inside you will find displays of lake-related collectibles, murals depicting lake life, and plenty of other nods to our lake-living tradition,” Ehrlich said. Today, most FriendShip convenience stores feature FriendShip-branded fuel, although the chain continues to offer Sunoco, Marathon, bp and Shell fuel at a limited number of sites. “… We also supply and deliver these same major brands to hundreds of independent dealers throughout Ohio and neighboring states through our Beck Branded Fuels division,” Ehrlich said. “We utilize our own fleet of Beck Branded Fuels tankers and trailers, and our talented professional drivers, to deliver the majority of our network fuel demand.” BECOMING AN ESOP In July, Beck Suppliers made headlines when it became a 100% employeeowned company through the establishment of an ESOP. “As businesses grow, as ours has over the past decade, it’s important to periodically assess whether family ownership remains in the best interest of the family and the organization in the long run,” Ehrlich said. “We explored a range

CSTORE DECISIONS • January 2026

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of ownership and succession models and ultimately found that an ESOP was the structure that best aligned with our culture, our Ohio-centric strategy, and our long-standing commitment to investing in our employees and communities.” The company spent 18 months studying the benefits of an ESOP before deciding to move forward with the transition. “We happened to choose a 100% ESOP, but if you elect a minimum of 30% ESOP, it will still provide partial tax advantages for the owners and the employees,” said Bob Carnicom, chief financial officer, Beck Suppliers, and ESOP board member. “It took us quite some time to understand how an ESOP works, its benefits and drawbacks and what conditions make a company a good candidate for an employee-based exit strategy. We regularly read about family businesses selling to larger competitors in our industry, but rarely do we hear about smaller chains like FriendShip converting to an ESOP,” Ehrlich said. “We think this is a win-win situation for owners and employees when the right conditions exist and experienced advisors lead the process.” Selecting an ESOP model allowed the Beck family to continue to support two stakeholder groups it cares deeply about: employees and the Ohio communities it serves. “They wanted to ensure all the efforts and investments we make in the success of our team members and our communities will last for generations to come. Selling to a larger company may get you a greater sales price and paid faster, but the tax advantages to the sellers can make an ESOP strategy very attractive as well,” Ehrlich said. Because Beck Suppliers is a 100% ESOP, it is now exempt from both federal and state income taxes. “This enables the company to pay

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12/9/25 11:24 AM

COVER STORY / FRIENDSHIP

FriendShip Kitchen follows a standard called FREDDY that guides the chain to deliver food that is always Fresh, Delicious and Ready.

back the Beck family more quickly, but moreso will lead us to a point in about a decade where we can be debt free and tax free, supporting an unprecedented level of growth for the company and our employee-owners,” Carnicom said. He pointed out that the ESOP model also helps the company’s team members fund their retirement at no cost to themselves. “Each year a team member (who) works at least 1,000 hours and remains an active employee at the end of the year will receive ESOP shares and a year toward vesting. Full-time employee-owners, even at the entry level, are expected to accumulate meaningful value in their ESOP account when they work for us for the next 20-plus years,” Carnicom said. Ehrlich added that, “The Beck Family not only gifted the company to their employees, but also to all the Ohio communities for which we raise and donate about $1 million each year.” While the leadership team itself did not change in the transition, what is evolving is the way the company will be governed. Beck Suppliers is establishing a board of directors, which is set to include a combination of internal and external board members. The company is also more focused on management succession planning so it can ensure a smooth transition in the future leadership and direction of the company. “To that end, we will begin a search for a chief operating officer in 2026,” Ehrlich noted. MARKET DIFFERENTIATION FriendShip works to differentiate itself first and foremost through local community involvement. “Our entire approach is Ohio-centric — from our volunteer efforts and local giving to our ESOP structure that ensures the company remains homegrown and employee owned,” Matthews said. “That

sense of community pride is also reflected in our marketing, which celebrates Ohio values and positions FriendShip as a true regional brand.” Building on that commitment, FriendShip debuted a new tagline after converting to an ESOP: “All Yours, Ohio!” The tagline “reflects who we are, what we value, and why our guests can trust us to operate with a level of pride and care that big national chains simply cannot match,” Ehrlich said. The chain’s latest marketing campaign further emphasizes this identity: “Homegrown, Employee-Owned, All Yours, Ohio.” FriendShip also sets itself apart through its foodservice program and instore experience. When it comes to foodservice, the chain’s FriendShip Famous Chicken is the star of its menu and “has become a credible Ohio favorite, and this hero product has aided the expansion of FriendShip Kitchen stores — elevating the brand even further,” Matthews said. The chicken is double hand-breaded, seasoned with a proprietary blend and cooked in small batches throughout the day. The chicken features a signature juicy bite that customers drive out of their way to buy. The chain’s family meals with chicken, Jo-Jos and sides have also become go-to dinner solutions for customers. “From there, the full food experience

CSTORE DECISIONS • January 2026

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comes to life in our FriendShip Kitchen stores,” Matthews said. “Our large-format kitchens, proprietary menu and focus on quality give guests something they cannot get at most convenience stores, and our rapid expansion of this model has reshaped the entire chain.” Now that the majority of the chain’s stores have been rebuilt or remodeled into FriendShip Kitchen locations, the company is able to deliver a “true foodservice destination in nearly every community we serve,” Matthews said. The team follows a standard known as FREDDY that guides them to deliver food that is always Fresh, Delicious and Ready. Beyond its popular chicken offering, FriendShip Kitchen provides a complete lineup of freshly prepared options, including breakfast sandwiches and burritos, Savory Crust Pizza, wraps, salads, Good-to-Go items, sides, and a full beverage program. “In short, FriendShip Kitchen is where our entire food experience comes together — all built around the standard set by FriendShip Famous Chicken. Its quality, consistency and the care we put into preparing it fresh in-store sets the tone for everything else on the menu,” Matthews said. “Once you combine our community focus with our food leadership, the third differentiator becomes clear — our investment in people,” Matthews said. “That is the real secret sauce.”

cstoredecisions.com

12/15/25 1:16 PM

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11/7/25 5:06 PM

FriendShip debuted its mobile app in 2015 and relaunched it in 2019 with a more streamlined experience.

FriendShip prides itself on being a people-first company, backed by programs that make a meaningful difference for its team members. In 2018, FriendShip launched its Great Place to Work team, which is led today by Retail Accounting Administrator Carly LaBeau, a former CStore Decisions 40 Under 40 honoree. “The program is rooted in the principles of ‘The Value Profit Chain,’ which teaches that employee loyalty and satisfaction are the foundation of customer loyalty,” Matthews explained. “During the high-turnover period of 2023, this philosophy led us to the ideas in ‘The Good Jobs Strategy,’ which inspired Project Beck-cellence — our retail transformation model that ties higher compensation directly to operational excellence.” FriendShip introduced Project Beckcellence, which Matthews called “a turning point in our journey,” in May 2024. Thanks to Project Beck-cellence, turnover is at a record low for the chain, sales are strong and the retail team has been able to allocate more time for merchandising, marketing and coaching store-level improvements. “In short, our difference comes from three connected strengths — being deeply rooted in Ohio, delivering a food-forward store experience, and investing in our employees in ways that genuinely improve their careers and lives,” Matthews said. “Together, those create a brand competitors cannot easily replicate.”

INNOVATION IN ACTION At FriendShip, tech innovation is a top priority. The chain first debuted its mobile app in 2015, “built to make every visit easier and more rewarding,” Matthews explained. The modern version of its FriendShip Rewards app relaunched in 2019, providing a more streamlined, user-friendly experience. “The app’s core value is simple: earn points on your everyday purchases and redeem them for in-store items you love,” Matthews said. FriendShip Rewards members gain special member pricing on fuel and can opt into dedicated club programs via the app for beverages, FriendShip Savory Crust Pizza and Hostess Snack Cakes. “These clubs give frequent buyers extra benefits and added savings, making each purchase go even further,” Matthews said. The app provides exclusive sales, freebies, member-only deals and a storelocation finder with built-in directions, so customers can easily find a FriendShip Kitchen when on the road. “Beyond rewards and savings, the app keeps guests connected to the brand. It offers quick links to our hiring opportunities and direct access to our social media channels, giving users an effortless way to stay informed, get involved, and be part of the FriendShip community,” Matthews added. “The FriendShip Rewards app brings value, savings and convenience together in one place.” While the chain hasn’t yet finalized

CSTORE DECISIONS • January 2026

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plans to offer order ahead or delivery through the app, Matthews noted he expects both will be incorporated in the future. “When we make operational changes like these, we are very methodical in our approach, as we want to make sure the new service provides a net improvement in guest satisfaction and brand equity,” he said. In-store FriendShip features selfcheckout kisoks “designed to be faster and more user-friendly than traditional c-store systems,” Matthews said. FriendShip Rewards are fully synced with the self-checkout, making it easy to redeem points and offers. The chain also features Apple Pay and Google Pay at all registers, self-checkouts and fuel dispensers. Its kitchens feature modern digital menu boards. “Behind the scenes, we’re equipped with systems designed to handle high demand, including dual fryer setups that help maintain speed and consistency during peak hours,” Matthews said. The coffee bar offers bean-to-cup machines for a freshly ground premium coffee experience every time. In the forecourt, state-of-the-art fuel dispensers support fast, secure, contactless payments. Sites are equipped with the latest tank gauge technology, Matthews pointed out, “providing continuous 24-hour monitoring for safety, accuracy, compliance and environmental protection. This ensures the integrity of our fuel systems and allows us to respond proactively to any potential issue.”

cstoredecisions.com

12/12/25 8:42 AM

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12/10/24 11:56 AM

COVER STORY / FRIENDSHIP KITCHEN

FriendShip’s employee-owners now have a direct stake in the company’s success, creating pride which is felt from the speed of service to the friendly atmosphere.

FriendShip is also keeping an eye on electric vehicle (EV) charging trends. Two FriendShip stores feature high-speed EV chargers, and the company continues to monitor their impact. “The business case for adding highspeed EV chargers at more locations does not exist in our markets, but we will continue to monitor and adopt newer technologies as needed,” Matthews said. “Every technology we implement inside the store, at the pump and behind the scenes is chosen to improve speed, safety, convenience and overall guest satisfaction,” Matthews said. “FriendShip Kitchen is committed to staying ahead of the curve and investing in systems that elevate the entire experience.” CULTURE AT WORK Over the past nine years, Beck Suppliers has invested millions annually toward its team member experience to enhance compensation and benefits, workplace design, and training and development. Friendship is now actively restructuring its human resources (HR) department to align fully with its people-first philosophy. Leading the charge is the chain’s new VP of HR Julie Claypool, who brings extensive experience from multinational chains, specializing in employee engagement, development, total rewards and succession planning. The move is expected to further strengthen the culture FriendShip

has worked hard to build. “Her work is helping us create an environment where our team members feel invested in, supported and equipped to deliver best-in-class guest service across all our business units and departments,” Ehrlich said. After all, FriendShip’s brand is rooted “in people and community as much as it is in food and fuel,” he continued. “When guests walk through our doors, we want it to feel like visiting a neighbor, with friendly faces, personal service and stores that are clean, bright and welcoming. Our customers are hardworking and family focused, so every interaction is designed to be fast, consistent and dependable, whether they are grabbing a coffee, enjoying a meal or fueling up before a busy day,” he added. FriendShip’s brand promise is, “We take care of our guests the way a true Ohio neighbor would.” Ehrlich noted the promise resonates with customers because the chain is homegrown, employee owned and genuinely connected to the communities it serves. FriendShip is also deepening its neighborhood connections through local outreach and community events “that bring people together around our food,” he added. LOOKING AHEAD As it looks toward the future, Beck

CSTORE DECISIONS • January 2026

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Suppliers plans to grow the FriendShip Kitchen brand through new real estate and construction. “More importantly, our overarching goal is to continue to evolve the FriendShip Kitchen guest offer and experience in meaningful ways that separate us from our competitors. Everything we build — from our food to our stores to our culture — is designed to position FriendShip Kitchen as the No. 1 c-store of choice in Ohio,” Ehrlich said. He pointed out that the chain’s employee-owners now have a direct stake in the company’s success, creating “pride, accountability and a genuine sense of connection to both the brand and the community,” which is felt from the speed of service to the quality of the foodservice to the friendly greetings and atmosphere in the stores. “… Our objective is to build a great company, and as we continue in this direction, everyone involved should share in the value we create,” Ehrlich said. He added, “Our vision to become an award-winning great place to work is a motivator that drives us each and every day. As legendary management guru Peter Drucker famously said, ‘Culture eats strategy for breakfast.’ We believe that wholeheartedly and also believe that we win when our guests eat FriendShip Famous Chicken for lunch and dinner, too.” CSD

cstoredecisions.com

12/15/25 1:16 PM

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12/8/25 11:35 AM

W H E R E

C O N V E N I E N C E

M E E T S

C O L L A B O R A T I O N

april 19-21, 2026

conference agenda

For full session descriptions, speaker bios, and more, please visit CStoreConnections.com

meet the keynote speaker Nate Brazier is a dynamic and people-first executive with over 20 years of experience in the retail and convenience store industry. Known for his ability to inspire and mobilize high-performing teams, Nate is passionate about creating exceptional experiences for both employees and customers. His leadership style blends strategic clarity with a deep commitment to culture, empowerment, and operational excellence. Nate currently serves as President and CEO of Stinker Stores, where he leads with a purpose-driven mindset: to make the world a better place—one employee, one customer, and one community at a time. Under his leadership, Stinker operates 105 stores across Idaho, Colorado, and Wyoming, serving thousands of customers daily and standing out as a “Bright Spot” in the lives it touches.

S U N D AY, APRIL 19 12:00pm – 6:30pm Registration 1:00pm – 4:00pm Store Tours 5:00pm – 6:30pm Welcome Reception 8:30pm – 10:30pm Social Networking

M O N D AY, APRIL 20 8:00am – 9:00am Breakfast 9:00am – 9:45am GENERAL SESSION #1 AI at Work: Transforming the Future of the Convenience Store Artificial Intelligence is no longer a futuristic concept—it’s here and already reshaping the convenience retail landscape. In this eyeopening session, discover how AI is being used by forward-thinking c-store operators to enhance foodservice operations, streamline labor management, and solve everyday business challenges. You’ll learn the steps you should be taking now to lay the groundwork for tomorrow.

Nate Brazier President and CEO Stinker Stores

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9:45am – 10:30am GENERAL SESSION #2 Optimizing the Kitchen: Boosting Foodservice Profitability While Managing Costs In a competitive convenience retail landscape, a profitable foodservice program can be a game-changer — but only if costs are kept in check. This session dives into practical, high-impact strategies to manage and reduce foodservice expenses without sacrificing quality or customer satisfaction. Join us as we explore strategies for keeping costs down. This session will touch on effective pricing, efficient inventory management, commissary and self-distribution models, and maximizing labor efficiency. Learn how reducing food waste, leveraging local sourcing and integrating the right technology solutions can drive bottom-line results. Jac Moskalik (moderator) | Global Partners Jeremy Haack | Kwik Trip Mario Spina | Parent Petroleum Inc. Beth Hoffer | Weigel’s

10:30am – 11:00am Networking Break 11:00am – 12:00pm Burning Issues Exchange - Round #1 Choose from

• Balancing Tech With Customer Experiences • Investing in Food Programs • Labor Crisis Strategies: Hiring, Retention & Workforce Optimization • What’s Your Strategy for CBD, THC and Functional Beverages 12:00pm – 1:00pm Lunch 1:00pm – 1:45pm Breakouts - Round #1 Choose from

• Merchandising Mastery: Elevate Your InStore Experience • Loyalty Reimagined • Leadership in a Changing Retail Landscape

12/15/25 10:16 AM

2:00pm – 3:00pm Burning Issues Exchange - Round #2 Choose from

• Balancing Tech With Customer Experiences • Investing in Food Programs • Labor Crisis Strategies: Hiring, Retention & Workforce Optimization 3:00pm – 3:30pm Networking Break 3:30pm – 4:15pm Retail Leaders Exchange All retail attendees are pre-assigned to a discussion group with non-competing chains.. No sponsors are permitted to attend.

4:30pm – 5:15pm KEYNOTE SESSION Owning Your Culture: Why Great Companies Don’t Leave It To Chance Nate Brazier, CEO of Stinker Stores, CStore Decisions’ 2025 Chain of the Year award winner, shares an inspiring keynote on the power of company culture. Discover how a strong, values-driven culture can drive performance, attract top talent and foster innovation — and learn firsthand how Brazier has strategically shaped a thriving culture at Stinker Stores, a 105-store chain with locations in Idaho, Wyoming and Colorado, in a relatively short time. Every organization has a culture — whether it’s intentionally developed or passively formed. If you’re not actively investing in it, you’re relinquishing control over what it becomes. In this keynote, Brazier shares why culture isn’t just a “nice to have” — it’s a strategic advantage — and how leaders can create a thriving, engaged organization from the inside out. Nate Brazier | Stinker Stores

T U E S D AY, APRIL 21 8:00am – 9:00am Breakfast 9:00am – 9:45am GENERAL SESSION #4 CStore Strategies in the Face of Changing Competition As top-quartile chains expand outside their traditional operating areas, small and midsized regional chains are having to adapt to heightened competition. Retailers discuss how they’re staying competitive, from maximizing store profitability and leaning into the advantages that come with being mid-sized to adding vertical integration. Erin Del Conte (moderator) | CStore Decisions David Barkett | Triumph Energy Glennie Cox Bench | Southwest Georgia Oil Company, Inc. Joe Hamza | Nouria Energy Corp.

9:45am – 10:30am GENERAL SESSION #5 The Future of Convenience & How to Future-Proof Your Chain Change is coming fast — and the most successful convenience store operators will be those who prepare for it now. In this forward-looking session, we’ll explore the key trends, technologies, and consumer behaviors reshaping the convenience retail landscape — and how you can adapt to stay ahead. Greg Ehrlich (moderator) | Beck Suppliers Inc. Jared Scheeler | The Hub Convenience Stores Brian Unrue | Clark’s Pump-n-Shop Pervez Pir | Loop Neighborhood

5:15pm – 6:00pm Cocktail Reception

1:00pm – 1:45pm Breakouts - Round #2 Choose from

• Strengthening Teams: Talent Retention & Leadership Development • Serving Up Success: Marketing Strategies for Foodservice Growth • The Power of Private Label 2:00pm – 3:00pm Burning Issues Exchange - Round #4 Choose from

• Order Ahead, Delivery & Data: Driving Foodservice Growth in the Digital Age • Navigating M&A: Integration Challenges, Culture Building • Succession Planning for Leadership Teams • Mentorship Matters: How to Find — and Become — a Great Mentor 3:00pm – 3:30pm Networking Break 3:30pm – 4:00pm GENERAL SESSION #6 Taking It Home: Lessons, Takeaways & Next Steps In this closing session, participants will come together for an open group discussion to reflect on the key insights, experiences and lessons learned throughout the week. This is a chance to share personal takeaways, exchange ideas with peers and identify actionable steps to bring back home. Whether it’s a new strategy, a shift in mindset or a fresh connection, this session will help translate learning into meaningful action. Let’s talk about what’s resonated most — and how you plan to put it into practice. Erin Del Conte (moderator) | CStore Decisions Greg Ehrlich (moderator) | Beck Suppliers Inc.

4:15pm – 5:00pm Board Meeting 10:30am – 11:00am Networking Break 11:00am – 12:00pm Burning Issues Exchange - Round #3

6:00pm – 8:00pm Closing Reception & 40 Under 40 Celebration

Choose from

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12/15/25 10:16 11:07 AM

FOODSERVICE / COFFEE

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12/12/25 8:50 AM

Craveable Marketing “GAS STATION FOOD” has historically been seen as a last resort by many, but the foodservice concepts in today’s convenience stores have grown to make these retailers quality meal destinations. While select chains have become widely recognized for their food, others still need to stay ahead of a perspective that no longer holds true. This is why effective marketing for foodservice is crucial to its success. For Englefield Oil’s 116 Duchess stores in Ohio and West Viriginia, food is one of the most important items in the industry. “Other than your brand, it is the largest differentiator that you have over your competitors. It can set you apart as well as give a true one-stop shop for your customers, replacing the normal stop at a coffee house or quick-service restaurant (QSR),” said Jeff Dutcher, director of food service, Duchess Convenience Stores. The c-store chain offers free trials on food through its Duchess Crown Card loyalty program. The loyalty program is also utilized for email marketing, club programs for hot and cold drinks, and offering cents off fuel for strategic items and timeframes. This is combined with social media and in-store marketing, which includes limited-time offers, a formalized sampling program and bundled offers supported by signage, to keep customers aware of and interested in the food the chain sells. Duchess maintains a consistent message with its foodservice marketing across all sites for every promotional period, but it utilizes local store marketing to push site and area-specific programs. “This could be menu-specific items based on religious dietary restrictions in an area or daypart focused with sites cstoredecisions.com

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that have a large overnight workforce nearby,” Dutcher explained. In December, Duchess launched a product collaboration pairing a new spicy chicken sandwich on a King’s Hawaiian bun alongside its existing chicken sandwich, offered as a standalone or as part of a combo meal. In January, the chain is leaning into the healthier habits of customers and adding two offerings to its low-carb, high-protein Eggwich offering: a jalapeño egg patty option and a new Powerstack that adds additional protein varieties to the existing sandwich. With many people choosing to partake in healthier options at the start of the new year, this is the time to indulge them with lower-carb options. Still, it takes time to build a successful food program and marketing plan. “We stayed too safe for too long,”

C-stores tap into promotional offers, loyalty programs and competitive pricing strategies to successfully sell their foodservice programs. Emily Boes — Senior Editor

Dutcher said. “We worried about what the sites could easily handle operationally without challenging them, and that resulted in some menu items that were plain and not imaginative. This kept us from some trends that were hot and put us in a new-item holding pattern.” Now, however, Duchess has created a successful platform. For instance, recently, it overhauled its pizza program. New toppings were introduced, the pizza was made in-store vs. frozen and larger slices were debuted. The marketing team also partnered with Pepsi on a slice and 20-ounce combo at a low price point to promote sales in non-peak times as well as to customers that might have just wanted one of the items. “This really pushed new consumer purchases of not only our new pizza but new limited-time-offer (LTO) Pepsi flavors, as well,” said Dutcher.

Duchess markets items such as its breakfast bowl and breakfast burrito through email marketing, social media strategies, free trials on food and more. January 2026 • CSTORE DECISIONS

12/12/25 8:50 AM

FOODSERVICE / MARKETING

MacFood Mart’s Food Court Club program has a digital punch card-style feature, rewarding customers with a free food item after 10 purchases. Loyalty members are automatically enrolled and can redeem club perks.

CLUB PROGRAMS & LOCAL TASTES

In Indiana, four-store MacFood Mart markets its food program primarily through cross-selling with consumer packaged goods, targeted digital and local advertising, and integrating foodservice into its loyalty program. “Our loyalty program is a major aspect of how we effectively promote our foodservice programs,” said Jessica Bardon, marketing and public relations manager for the chain. Special offers rotate monthly to highlight LTOs or specialty items, and MacFood Mart’s Food Court Club program has a digital punch card-style feature, rewarding customers with a free food item after 10 purchases. Customers don’t even have to enroll in the program specifically, as loyalty members automatically join and can redeem club perks. MacFood Mart serves a single market area, but the chain curated a foodservice program individually for each location based on each store’s local community and their tastes. “MacFood Mart’s interior and exterior digital signage is structured to display

foodservice promotions relevant to the date and time of day to highlight current available offers. We also use our social media platforms to push geotargeted ads based on where our stores are located to promote specific foodservice programs,” said Bardon. Recently, the chain reignited its 12 Days of Savings with MacFood Mart Rewards campaign. From Dec. 13-24, dayonly deals for rewards members were offered ranging from free coffee with any purchase to earning triple the points to specialty foodservice discounts. MacFood Mart also ran a digital signage campaign to elevate the breakfast daypart, featuring the chain’s two-for-$5 breakfast sandwiches across interior and exterior signage. Bardon noted the campaign has driven a considerable yearover-year increase in breakfast sandwich sales and is one of the top-performing promotions, “showing a take rate comparable to our vendor-supported multibuy promotions.” The chain began its marketing campaigns by focusing on attracting new customers to the stores. Eventually, it shifted toward highlighting and elevating the image of its foodservice program to existing customers, and it saw steadier growth with the program over a longer period. “Our foodservice programs play a major role in building brand loyalty with our customers and driving consistent customer traffic to our stores. While most packaged snacks and fuel are of similar cost and quality throughout the market, our in-house foodservice

CSTORE DECISIONS • January 2026

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program differentiates us from other cstores in our area,” said Bardon. BATTLING QSRS

C-stores aren’t just competing with other convenience stores’ foodservice programs. For a quick meal, QSRs have long been kings. However, the birth of quality c-store foodservice is starting to allow c-stores to take considerable share of stomach. The right marketing schemes will increase this percentage in the years ahead. “For many, the days of reliably getting out of the drive-through in under five minutes are gone,” said Bardon. “Our graband-go foodservice allows customers to select from a variety of ready-to-eat items to save time and reduce friction. Customers can grab a meal along with any other essentials they need, all at one stop.” And for MacFood Mart, as a small business, it can cater to customers on a higher level that’s tougher for larger QSR chains. “For example, with unique order customizations and competitive meal-deal pricing, we’re able to offer guests an efficient and low-cost option for their lunch break,” Bardon said. Arnold noted Duchess has been able to take advantage of the hit QSRs have taken in the last few years due to their pricing strategies. Many items at Duchess are priced accordingly to gain new trials from customers that might not have treated c-stores as foodservice destinations in the past. “We also have a much quicker tomarket mentality and will work to get any new trends into our sites before the national QSR chains do,” he said. CSD

FAST FACTS: • Savvy chains are using their loyalty programs to market their foodservice items. • Highlighting competitive meal-deal pricing can help pull business from QSRs. • Geotargeted ads, social media marketing and leveraging limited-time offers are among strategies c-stores are using to entice shoppers with food.

cstoredecisions.com

12/15/25 1:17 PM

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12/8/25 11:36 AM

CATEGORY MANAGEMENT / ADULT BEVERAGES

Gen Z Seeks Bold, Unique Alcoholic Beverages The 2026 alcohol consumer is demanding higher ABVs, increased variety and non-traditional offerings, with ready-to-drink options leading the charge. Kevin McIntyre • Associate Editor

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12/12/25 8:47 AM

THE GEN Z CUSTOMER VARIES in many ways to previous consumer generations, especially when it comes to alcoholic beverage purchases. Over these past few years, c-store retailers have faced difficulty finding innovative beverages that meet and exceed the growing expectations of Gen Z, however there is certainly untapped potential in this market. While Gen Z may not be buying as much beer and wine as the previous generations, their tastes have shifted to adjacent segments, which provide operators with the opportunity to capitalize on up-and-coming trends. Beer and wine sales were down slightly this year, according to the latest 52-week data from research firm Circana, while spirits notched a notable uptick of 12.5%. “Gen Z shops alcohol differently — they’re value conscious, selective and more likely to explore non-alcoholic or premium items based on occasion,” said Madison Everett, director of category management, packaged beverage and alcohol for EG America (EGA), which operates 1,500 retail locations across the U.S. “While Gen Z purchases less alcohol overall, they’re shaping how we merchandise, promote and communicate value in the category.”

At Idaho Falls, Idaho-based Good2Go Stores, which operates more than 80 locations across the U.S. Mountain West region, Senior Category Manager Sam Dearden has also seen decreased alcohol purchases from Gen Z, however the rate of purchasing varies depending on state and approach. “I will say this, though — it is important to keep up with trends, market research, etc.,” said Dearden. “Consumers will say something, then do something else. Monitoring your company’s own sales data and regional data should help guide you through where your consumers are ‘trendy’ and where they are not.” EGA’s alcohol strategy is based around the idea of variety, largely dependent on each store’s licensing and state regulations. Today, nearly 1,000 EGA locations sell alcohol. “Over time, our offering has evolved as consumer preferences and category trends have shifted, whether through expanding premium and flavor-forward options, adding new innovation or adjusting pack sizes to meet changing occasions and value expectations,” said Everett. At Good2Go, Dearden noted, the cstore chain shares a similar philosophy, doubling down on product assortment and diversity.

“Overall, Good2Go is known for our beverage assortment,” he said. “Our key focus recently has been protecting days of supply on key items within the (beer) cave, while maintaining assortment and options in the single space. We offer a strong mix-and-match across all singles and are seeing strong lifts within the single space.” While variety remains absolutely vital for retailers looking to draw in new and repeat customers, the value proposition has never been more important as consumers’ wallets are being stretched thin by inflation and rising costs. To combat this, EGA is increasing its focus on loyalty and in-store promotions. “With ongoing economic pressure on consumers, we’re focused on ensuring our loyal shoppers get the best value when purchasing alcoholic beverages at EG America convenience stores,” Everett continued. “... Our goal is to be our customers’ first choice by providing great value, meaningful promotions and exceptional service.” Looking ahead in 2026, she said, EGA is looking to leverage its recent full integration with Swiftly, a c-store loyalty platform, which will allow the retailer to offer more personalized alcohol offers through its SmartRewards loyalty app.

RTD SHINES AMID ALCOHOL STRUGGLES

Ready-to-drink cocktails continue to dominate the category, leading with a 57% increase in dollar sales and a 65.8% uptick in case sales.

Product

Dollar Sales

Case Sales

Price Per Case

Current

1-Year % Change

Current

1-Year % Change

Current

1-Year % Change

Premixed Cocktails

$1.09 B

57.0%

12.5 M

65.8%

$87.69

-5.3%

Whiskey

$1.03 B

-2.5%

4.27 M

-2.4%

$240.09

-0.2%

Vodka

$631 M

3.0%

3.89 M

1.0%

$161.93

2.0%

Spirits Seltzer Centric

$264 M

4.5%

4.28 M

4.3%

$61.62

0.2%

Tequila

$264 M

11.8%

643,161

10.1%

$409.87

1.6%

Cordials

$207 M

4.4%

987,171

4.6%

$210.08

-0.2%

Rum

$113 M

-10.3%

597,633

-11.2%

$188.81

1.0%

Brandy/Cognac

$112 M

-6.2%

333,253

0.5%

$336.06

-6.7%

Gin

$21.5 M

-2.4%

99,395

-8.5%

$216.11

6.6%

Non-Alcoholic Mixers

$11.5 M

-3.0%

161,981

-8.2%

$70.70

5.7%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Nov. 2, 2025 cstoredecisions.com

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January 2026 • CSTORE DECISIONS

12/12/25 8:47 AM

CATEGORY MANAGEMENT / ADULT BEVERAGES

TRADITIONAL OFFERINGS DIP, NA THRIVES Total domestic beer dollar sales were down more than 3%, whereas NA sales notched a significant 29.5% uptick. Dollar Sales

Product

Case Sales

Price Per Case

Current

1-Year % Change

Current

1-Year % Change

Current

1-Year % Change

Total Domestic Beer

$13.3 B

-3.3%

475 M

-5.2%

$27.97

1.9%

Domestic Premium

$5.99 B

-6.3%

216 M

-7.8%

$27.67

1.6%

Domestic Super Premium

$2.51 B

2.6%

75.4 M

2.0%

$33.36

0.6%

Domestic Sub-Premium

$3.17 B

-3.1%

150 M

-5.1%

$21.19

2.2%

Craft

$1.60 B

-0.7%

32.9 M

-2.6%

$48.41

1.9%

Import

$6.89 B

-1.8%

170 M

-3.4%

$40.62

1.7%

Beer Seltzer Centric

$1.63 B

-0.7%

36.6 M

-3.6%

$44.61

3.0%

Flavored Malt Beverages

$3.08 B

-1.6%

70.7 M

-4.2%

$43.54

2.7%

Cider

$153 M

4.8%

2.95 M

3.3%

$51.90

1.4%

Non-Alcoholic

$69.2 M

29.5%

2.08 M

44.5%

$33.31

-10.4%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Nov. 2, 2025

ALCOHOL TRENDS Today’s alcohol consumer is discerning, often seeking out new and unique flavors in addition to higher-alcohol-by-volume (ABV) offerings, non-alcoholic (NA) products and spirits. Another trend that has been seen across multiple c-store categories, including alcohol, is the growth of the health-conscious consumer. “Flavor portfolios continue to evolve, and therefore, the demand for better taste does too,” said Dearden. “Higher ABV continues to be a growth spot for the categories. There is a premiumization that is happening as well; consumers care about what they put in their body, so when they do drink, a perceived higherquality alcohol or drinking experience continues to grow.” At EGA, Everett sees similar results, while noting that lifestyle choices affect purchasing decisions and basket sizes. “Moderation is gaining momentum, with non-alcoholic beer showing notable growth,” she said. “At the same time, we’re seeing consumers lean into the opposite end of the spectrum — higher-ABV, more premium offerings that deliver bolder experiences. And although tetrahydrocannabinol (THC)

products are not part of the alcohol category, they fall within age-restricted retail and have become increasingly popular in select states.” EXPANDING DRINKSCAPE As for the segments driving growth in the alcohol category, both Everett and Dearden are seeing success with nontraditional offerings. As beer continues to lose market share, segments like readyto-drink (RTD) cocktails and NA offerings are more important than ever. Still, the NA segment, while growing rapidly, makes up a small portion of the overall category. “RTD canned cocktails continue to be a major trend and are driving much of our growth,” noted Everett. “Overall, if it’s got strong ABV and good flavor, we are seeing strong growth,” said Dearden. “NA continues to grow well, especially looking at year-overyear percentage only, but it’s still a small part of the overall alcohol business.” Looking ahead, Dearden expects to see a “refinement of prior trends” in the alcohol space. He envisions this as a combination of higher ABV, better flavors, single sales growth and a general

CSTORE DECISIONS • January 2026

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premiumization. “I believe there are some interesting new entries to the alcohol category, one of which is THC beverages that will be interesting to monitor,” he continued. “Some can already play in this space, while most are blocked due to legalities.” EGA’s Everett expects the RTD segment to see the most success in 2026, driven by consumers’ demand for higher-than-beer ABVs and innovative flavor profiles. “The RTD segment is shaping up to be the strongest trend heading into 2026,” she said. “Much like seltzers a few years ago and teas more recently, RTDs are seeing widespread adoption across the industry. Alongside this, higher-ABV beverages — catering to consumers looking for maximum ‘bang for their buck’ in single-serve options — are trends likely to define the market in 2026.” Above all, c-store retailers will need to keep a close eye on customer feedback, purchasing behavior and flavor trends to stay on top of a highly discerning and temperamental customer base. As operators are aware, this behavior needs to be monitored on a store-by-store basis, as no two communities will demand the exact same product assortment. CSD

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12/12/25 8:47 AM

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OPERATIONS / ECONOMIC OUTLOOK

Examining Economic

Expectations

Tariffs, inflation and shifting consumer patterns ring in the new year for c-stores. What do economic indicators suggest is ahead for convenience stores in 2026? Anne Baye Ericksen • Contributing Editor

THE PAST FIVE YEARS have tested economists’ long-held theories about how the economy is supposed to perform. First COVID-19 upended commerce on many fronts. Then inflation spikes threatened a recession that never fully emerged. And throughout 2025, uncertainty around tariffs kept retailers of all sizes and types on edge figuring out which products would be included, at what rates and when the tariffs would kick in.

Now that the calendar has flipped to a new year, it’s time to ponder what economic conditions will come about in 2026 and how convenience store retailers can respond. MACRO OVERVIEW

Before looking ahead, however, it pays to look back at where 2025 landed. The following Conference Board indices are the most recent available at the time this issue went to print:

CSTORE DECISIONS • January 2026

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• The Consumer Confidence Index — a standard for measuring optimism and pessimism about the current economy as well as the state of personal finances — fell nearly 7 points in November, the lowest since April. • The Expectations Index gauges consumers’ short-term outlook on income, business and labor conditions, and it also dropped by 8.6 points. While some of the downturn can be attributed to the 43-day government

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OPERATIONS / ECONOMIC OUTLOOK

MEASURING THE AMERICAN MINDSET According to the Conference Board, people’s perspective of the national economy and personal finances weakened by mid-November. • Consumer Confidence Index: -6.8 points • Present Situation Index: -4.3 points • Expectations Index: -8.6 points Additional findings: • 20.1% of consumers assessed business conditions as “good,” down from 20.7% in October. • 16.9% categorized business conditions were “bad,” up from 14.5%. Source: The Conference Board, “US Consumer Confidence Fell Sharply in November,” updated Nov. 25, 2025

shutdown last fall, on a whole, 2025 was filled with both gains and setbacks. The S&P 500, for example, posted a 16% increase by mid-November. Conversely, economists expected the 2025 gross domestic product to settle at 1.7%, significantly lower than the 2.8% recorded for 2024, and per the National Retail Foundation, the number of shipping containers arriving with consumer goods dropped approximately 3%. Inflation is the most immediately applicable figure. In September, the annual inflation rate rose to 3%. With October data unavailable due to the shutdown and November not yet released at press time, the median 12-month consumer inflation expectation rose to 4.8%. “Even if the rate moderates, costs are not going backward — labor, food ingredients, supplies, maintenance, construction and insurance remain elevated. This affects both our margins and our customers’ discretionary spending,” said Joe Hamza, chief operating officer for Nouria Energy. Headquartered in Worcester, Mass., the company grew its retail footprint last year to more than 300 convenience stores and 89 car washes by acquiring Georgia-based Enmarket.

KeyBank’s annual Financial Mobility Survey confirms people are feeling the pinch. More than two-thirds of respondents admitted experiencing financial stress in 2025, a jump from 50% the previous year. Additionally, groceries (55%), housing costs (35%) and credit card debt (26%) topped the list of most-concerning cost-of-living increases. “Consumers aren’t spending less — they’re spending smarter, shifting toward value, promotions and everyday essentials,” observed Todd Badgley, president of MotoMart Convenience Stores. Owned by FKG Oil Co., the chain operates 84 stores throughout six Midwest states. “Sales dollars are up, but units and customer counts are down,” added Reilly Musser, VP of marketing and merchandising for Robinson Oil Corp., which includes 39 Rotten Robbie convenience stores and car washes in California. “Customers may only have enough to buy one king-sized candy at $3.39 instead of two king-sized candies for $6.” Hamza also has noticed a cost-consciousness among customers. “Guests are trading down within categories, choosing private-label, smaller pack sizes or promotional items over pre-

CSTORE DECISIONS • January 2026

36-38_Operations_Economic Outlook _V3EB.indd 38

mium SKUs. At the same time, we’ve seen strength in affordable indulgences — certain beverages, grab-and-go foods and coffee — categories that feel like small treats without a big spend,” he explained. MICRO MANAGEMENT

Of course, economic conditions also affect business operations and growth. Higher interest rates mean loans cost more, which could stymie plans to invest in technology upgrades, launch new construction or acquire other entities. “Even small fluctuations in Q1/Q2 can affect timing of major investments,” noted Hamza. Plus, stores always have to account for labor. “Turnover and rising wage costs remain front and center, even as hiring conditions improve,” said Badgley. As of Jan. 1, minimum wage climbed in 19 states and 49 cities and counties, per the National Employment Law Project. California is one of the states issuing a bump this month. “Our starting wage is above minimum wage already,” said Musser. “(However,) our starting wage will likely go up when the minimum wage increases; but our stores do not require large crews to run, so overall I do not think the increase in the minimum wage will have a big impact.” FUTURE FOCUS

Although 2025 is officially in the books, these executives are keen to see what effects will roll over into the new year. NielsenIQ projected that in 2026, consumers will continue to be more discerning with their purchasing power. Data indicates 44% of consumers now plan spending in advance of shopping and 37% compare prices between brands before making basket choices. That places the onus on c-stores to find more effective means to capture customers through targeted promotions, loyalty deals and greater emphasis on convenience. “I think there will continue to be price increases, and it will be tough to continue to attract customers with higher prices. We are going to focus on expanding growing categories, pulling back on declining categories and working with vendors to optimize their promotional funding,” said Musser. CSD

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12/10/25 8:58 AM

OPERATIONS / FUEL AND EV OUTLOOK

The Fuel Equation: Gas, Charging and Projections Traditional gasoline and alternatives vie for position in the national fuel market, with federal regulations, costs and infrastructure playing a role in the sector’s overall outlook. Emily Boes • Senior Editor

CSTORE DECISIONS • January 2026

40-45_Oper_fuel ev outlook_V1EC (1).indd 40

FUEL POLICY UNDERWENT A MAJOR SHIFT beginning in January 2025 when the Trump administration signed an executive order eliminating the “electric vehicle (EV) mandate” established during the Biden administration. The mandate included initiatives such as helping fund public charging networks through the National EV Infrastructure (NEVI) program and investing in EV manufacturing and tax credits with a goal that half of new vehicles sold in 2030 would be zero emission. While this may have caused uncertainty for some retailers already hesitating on EV, others forged on with their EV charging plans. Pilot Co., for instance, launched a robust EV charging program across its nationwide network in 2022 in partnership with General Motors and EVgo, with fast-chargers installed at more than 200 locations across 40-plus states to date. “We continuously engage with federal and state programs to ensure our network remains ideal for partnership funding; however, we are committed to the rollout of our alternative fuel offerings regardless of policy changes,” said Shannon Sturgil, senior VP of alternative fuels for Pilot. The most impactful regulatory shifts the company anticipates going forward are not federal, but state-level renewable fuel standards, which, according to Sturgil, drive demand for lower-carbon fuels and incentivize innovation. State-level initiatives, such as those in California, adopted a greater role in fuel standards during the first Trump administration, noted John Eichberger, president of the Transportation Energy Institute (TEI).

cstoredecisions.com

12/12/25 11:08 AM

“Then Biden came in, recentralized (fuel policy), but the states didn’t let go. And now what Trump is doing with his actions through the Congressional Review Act in Congress is trying to basically rule California’s EV mandate unlawful. And Congress did that. We’ll see what the courts rule to see if that was legit,” he said. California’s mandate stipulates that all new light-duty vehicles sold in the state must be zero emission by 2035. Despite what may occur in the federal courts, many companies are still committed to net-zero emissions pledges. “The interest in mitigating climate change and reducing carbon emissions I still think exists, and it will continue to persist. It’s just going to take a different level,” Eichberger said. “So anybody who thinks that Trump’s reversal of focus on environment is permanent and long term I think is misguided. I think it is inspiring a recalibration and a rebalancing of (future world health and existence today).” SELLING EV

The c-store industry is watching the evolution of vehicle manufacturing technology. “I think what you saw with the automakers for years is they were forcing vehicles to the market to satisfy public relations, government relations objectives, and the customers just said, ‘We don’t want this.’ And I think they overextended what they were trying to do, and now they’re coming back saying, ‘Okay, we know what the customers want to buy. Let’s develop that,’” said Eichberger. Automakers have been granted room to continue producing efficient combustion vehicles, he noted, or perhaps bring in hybrid technology more aggressively as had started 1.5 years ago. And still, automakers can develop EVs for the EV customer. The first eight months of 2025 saw more EV sales than the whole year in 2024, with sales spiking in September before the tax credit disappeared. October, however, saw a drop, and Eichberger predicted a “dismal” fourth quarter. Meanwhile, internal combustion engine vehicle sales have seen slight declines since Q1 2025, according to TEI, and hybrid vehicle sales have increased since Q1 2024 before declining in Q3 2025, perhaps due in part to the last-minute surge in EV sales. “Maybe the EV customer population grows, and we’ll grow with it, but we’re not going to assume everybody’s going to jump onto the electrification bandwagon like we were saying they were going to do

cstoredecisions.com

40-45_Oper_fuel ev outlook_V1EC (1).indd 41

January 2026 • CSTORE DECISIONS

12/12/25 11:08 AM

OPERATIONS / FUEL AND EV OUTLOOK

a couple years ago. And I think that’s a good thing for the overall mobility market, because it gives us an opportunity to actually make progress on better vehicles that the customers actually want to buy. …” Eichberger said. Alex Harris, president of Reid Petroleum Corp., which operates 84 Crosby’s c-stores in New York and Pennsylvania and offers a variety of fuel at its stores, bought an EV for himself in 2024. “(It was) for that silent torque tsunami and full self-driving wizardry; it was like strapping a rocket to my daily commute, and I wanted to speak from experience,” he said. The appeal didn’t last for Harris during Upstate New York winters, however, and

he now operates a diesel 3.0 General Motors powertrain, “and I’m seeing 35 miles per gallon out of a diesel on the highway and no more anxiety.” “A lesson learned? EVs are clever, but hybrids are a realistic approach to integration for transport. Until the grid and batteries catch up to what is being painted as feasible, I don’t see it yet for those that drive distances or have variables in life,” he continued. EVs could claim 15% of Crosby’s fuel sales by 2035, but adoption and battery tech don’t currently support success in the sector for the chain. In fact, Harris believes two to three times today’s utilization of direct-current fast chargers (DCFC) is needed to shift EV charging to

CSTORE DECISIONS • January 2026

40-45_Oper_fuel ev outlook_V1EC (1).indd 42

a profit center at scale. “I don’t think we will see it before 2035 in our market,” he said. Still, the chain writes specifications for oversized conduits for future builds early, with buried conduits to future proof and modular consideration at new builds. Crosby’s is also waiting to see the results of DCFC power storage and a standardization of plugs. For Major Oil, which operates two traditional c-stores and is in the process of securing space for portable c-stores with aboveground storage tanks, EV charging is in the cards for locations where the numbers on a retail site analysis make sense. Already, the chain has a few sites that are viable for EV chargers. “I’m of the opinion that (taking a lot of the subsidies away) is probably a good thing for the market,” said Major Itule, CEO of the company, “because now we get to see EV stand on its own.” As Pilot scales its EV charging network, it’s focusing on critical travel corridors using a model built on strategic partnerships and integration. The collaborations have also allowed the company to leverage best-in-class technology and operational expertise. Infrastructure is one of the hurdles the company faces, however, since utility upgrades require long lead times. Therefore, Pilot works closely with utility providers from the earliest planning stages

cstoredecisions.com

12/12/25 11:08 AM

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OPERATIONS / FUEL AND EV OUTLOOK

to resolve grid limitations. Pilot is also actively planning for the infrastructure needed to support highcapacity electric truck charging as the market for fleet electrification matures. In time, the chain is additionally planning for strategic deployment of heavy-duty hydrogen refueling. So far, the chain has received great feedback on its charging experience. “Most of our chargers are centrally located, so EV drivers don’t need to park in the back of a poorly lit parking lot like they do at many retail locations. We have leveraged Pilot’s all-around experience to EVers, and they have expressed their appreciation,” said Sturgil. Pilot is investing to provide a consistent experience for its EV drivers, such as free Wi-Fi; a variety of quality, fresh food; onsite dining; well-lit areas; and canopies. “We’re working to convert that down-

time into an opportunity to truly show the EV guest they matter just as much as everyone else on the road,” said Sturgil. Installing EV chargers could bring in customers that a c-store wouldn’t typically see, added Harris. Although he believes engaging these customers through their smartphones is key to reeling in EV drivers, since many will choose to wait in their car during a charge. This could mean providing a mobile app or personalized digital messaging when a driver pulls into the lot. “Very rarely when at charging stations did I see anyone get out of their car to do anything. They just doom scrolled and avoided eye contact with you. Like being at an e-urinal. Even people parked a few stalls down,” Harris said. HYBRID COMPROMISE

CSTORE DECISIONS • January 2026

40-45_Oper_fuel ev outlook_V1EC (1).indd 44

As of Q3 2025, hybrid vehicle sales hit

nearly 500,000, according to TEI, peaking at almost 550,000 in Q2 2025. Fully electric sales sat at over 400,000 in Q3 2025, increasing dramatically from Q2’s 300,000 sales. With the tax credits eliminated, it will be interesting to see where EV sales settle during 2026. In the meantime, hybrid vehicles look to be a solid bridge technology. Hybrids outselling EVs isn’t “some green utopia,” said Harris, but a practical alternative, especially in places with heavy winters where “cold snaps can slash EV range by 30-40% and turn rural chargers into frozen relics with zero shelter or grid muscle to back them up.” Harris noted the combination of tariffs, inventory gluts, and high EV price tags vs. the average cost of a hybrid “are keeping adoption in the slow lane outside coastal bubbles.” “My crystal ball’s got a hybrid haze now,” he continued. “But I’m cautious looking at consumer delinquency and spending, as it’s really high. I think these COVID-(era) car payments are going to lead us to what I have coined as ‘The Great Repo.’ These ‘normal’ $700-$1,000 car payments are not sustainable with the rate we are seeing jobs downsize.” GASOLINE’S STAYING POWER

While electrified vehicle sales have shown a steady overall increase and internal combustion engine (ICE) vehicles have experienced a slight decline, ICE vehicles still take around 80% of lightduty sales. “The gas station business is not going anywhere,” said Itule. Crosby’s currently offers 87, 89, 93 octane e-gasoline, 90 non-ethanol and clean containment diesel. The chain has plans to make changes to this list, but its focus in the sector has been reliable pure fuel at competitive prices. “Looking ahead a decade? Traditional liquid fuels won’t vanish, but they’ll shrink volume. With hybrids and new ICE gobbling up efficiency gains (hello, 50-plus mile-per-gallon norms), we project a compounding year-over-year dip in gasoline/diesel volume per site,” Harris said. Biofuels are another alternative fuel option to traditional gasoline. Pilot offers traditional gasoline and

cstoredecisions.com

12/12/25 11:08 AM

diesel, and it’s “one of North America’s largest providers of biodiesel and renewable fuels,” said Sturgil. In March 2025, Pilot became the first travel center network to offer B99 biodiesel for fleets, which it now has at three locations. “Looking over the next decade, our trajectory is one of diversification, not replacement,” she continued. Biofuels are an opportunity for retailers to reduce carbon emissions, and according to TEI, alternative fuel stations increased in number from January 2024 to October 2025. Fuel ethanol consumption increased from Q2 2024 at 934,000 barrels per day to 947,000 barrels per day in Q2 2025, per TEI. Biodiesel and renewable diesel, however, took a downturn in consumption during this time. This is likely due in part to the loss of tax credits for imported biodiesel and renewable diesel. Still, Eichberger sees the opportunity for biofuels, especially as the composition of liquid fuels becomes lower carbon in the long run. “(If) fuel retail is looking at new equipment, buy the highest-compatible rated equipment you can, because it’s cheaper now, and it gives you the option to bring in a new fuel blend when it becomes available, rather than having to replace tanks and dispensers later,” he recommended. He also noted a further economic consideration to make regarding biofuels — ethanol is cheaper than gasoline, and higher blends lead to reduced costs. The federal renewable fuel standard gives blenders of record renewable identification number credits that can be sold to generate extra revenue. This allows them to offer customers lower costs, increasing volume and boosting margins. “We’ve always said, since we founded the Institute, whatever your solution is, if it’s not affordable, we’ll fail. Retailers will invest in anything that’ll make them money. And I do believe there’s an opportunity for lower-emission fuels to make more money, in which case, that opens up a huge opportunity,” Eichberger said. Itule, on the other hand, is more hesitant about offering biofuels with his operation. The right market would need to be present to support the investment,

and the risk of losing possible government subsidies would require a chain’s biofuel options to be more self-sufficient. Regardless of the viability of biofuels, traditional gasoline stabilized at 8.9 million barrels per day in Q3 2025. “Gas still pays the rent,” Harris said. Itule and Sturgil agreed that traditional

cstoredecisions.com

40-45_Oper_fuel ev outlook_V1EC (1).indd 45

fuels will stay the primary energy source for now. “The fuel infrastructure that’s been built in the U.S. will continue to be here. It’s strong, and it’s going to continue to stay strong and keep America moving. And I’m excited to be a part of it,” said Itule. CSD January 2026 • CSTORE DECISIONS

12/12/25 11:08 AM

OPERATIONS / CONSTRUCTION TRENDS

Raising the Roof on C-Store Construction Bigger stores, bolder menus, higher costs: the new reality of c-store construction. Erin Del Conte • Editor-in-Chief

CSTORE DECISIONS • January 2026

46-48_Oper_CStore Construction Trends _V1EC.indd 46

IN 2026, MORE RETAILERS ARE SET TO BUILD NEW SITES or remodel existing locations as they look to modernize their fleet of stores. One of the biggest trends impacting c-store construction is the shift toward building full retail and foodservice destinations as opposed to the traditional c-stores of yesteryear. “Operators are prioritizing high-quality interiors, modern lighting and better customer flow to create a more personable experience rather than pure efficiency,” explained Katherine Paniagua, project coordinator for Houston-based Movement Stores, which has six locations. At press time, Movement Fuels was under construction on four new builds with plans to begin construction on another four sites in Q1 of 2026. Most recently, it opened a new store in late 2024 — “Movement #07” — which features five fueling stations, high-speed diesel lanes and its deli brand TacoTas. The rise of foodservice is impacting how c-stores build their locations. “Kitchens, coffee, grab-and-go programs are becoming the standard, which means our projects now require more sophisticated mechanical heating, ventilation and air conditioning (HVAC); plumbing; larger kitchens; and more thought-out backend buildouts than in the past,” Paniagua said. When it comes to store construction, “bigger seems to be better these days,” noted Matt White, VP of operations, The Dutch Group, who oversees construction projects for Sprint Mart, which operates 94 stores across Mississippi, Alabama and Louisiana. “Construction costs have created a situation where larger volumes are needed to maximize return on investment (ROI), so scaling is now necessary once a decision is made to build. The days of squeezing small stores with four multiproduct dispensers onto a quarteracre lot and expecting a good ROI are behind us.” He noted that today’s customers appreciate increased space for new items, fresh food, large-scale restrooms, dog parks, overflow parking, electric vehicle (EV) chargers and more. “All these amenities require space. Creating an environment that allows for high customer traffic without congestion or delay is the challenge that we are committed to (solving) at Sprint Mart,” he said. Most recently, Sprint Mart razed and rebuilt one of its highest-grossing locations of the past 25 years, opening the newly built store on Sept. 9 in Fulton, Miss. “Through joining property acquisition, we were able to vastly expand the footprint of the property,” White explained. The site marks Sprint Mart’s largest c-store to date at approxiRefuel opened nine new-toindustry stores in 2025, mately 14,000 square feet, comfinished 40 remodels and plete with 37 fueling positions rebrands, and has continued that include 32 forecourt positions growth on the horizon in 2026. and five ultra-high flow truck lanes with diesel exhaust fluid. Sprint Mart, aware that tired or dated c-stores aren’t welcoming to customers, has moved away from trendy c-store looks over the past five years, embracing a more timeless design that employs long-lasting materials, such as “classic brick for building exteriors, neutral color schemes for floors and walls, high ceilings, and robust finishes that resist wear,” White explained. “We build our stores to last and commit to a

cstoredecisions.com

12/12/25 8:53 AM

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Cheyenne International has long set the standard for excellence in convenience retailing. Our focus is simple: provide retailers with the tobacco products, support, and partnerships they need to succeed in a competitive marketplace. With a portfolio of trusted brands – including the nation’s leading filtered cigar brand, Cheyenne Cigars, and established cigarette lines – we deliver products that consumers know, recognize, and return for, ensuring strong performance on every shelf. Our leadership comes from our commitment to our retail partners. Cheyenne International provides comprehensive support, from merchandising solutions to in-store marketing materials, making it easy for stores to maximize visibility and sales. Our distribution network ensures retailers receive reliable, timely deliveries, keeping shelves stocked and customers satisfied. We understand the unique challenges of convenience retailing, from turnover and shelf space, to changing consumer preferences and seasonal demand. That knowledge allows us to provide practical solutions that help our retail partners operate efficiently and profitably. Cheyenne International’s brands are more than products – they’re trusted revenue drivers that retailers can count on. By focusing on consistent quality, dependable supply, and unparalleled support, we help our retail partners increase sales, retain customers, and grow their businesses. For convenience retailers looking for reliability, strongperforming products, and a true partnership, Cheyenne International stands out as the clear leader in the category.

12/10/25 2:31 PM

OPERATIONS / CONSTRUCTION TRENDS

large maintenance budget to keep them in top condition year after year.” While Sprint Mart isn’t focused on energy efficiency, it has been part of the discussion. “I will say that our concern for customer satisfaction trumps energy savings in most design discussions,” he explained. “Sustainability, on the other hand, is a key talking point within our leadership team.” Sustainability and efficiency, meanwhile, have been top of mind for North Charleston, S.C.-based Refuel. The company has broken ground on its first AEGB (Austin Energy Green Building) LEED (Leadership in Energy and Environmental Design) Silver-certified site in Austin, Texas, which incorporates “proven green building strategies that support the city’s ambitious environmental initiatives,” said Colleen Barrett, VP, development & construction, Refuel. “This project has been an invaluable learning experience and an exciting milestone for the Refuel development and construction teams.” Refuel has been on a roll when it comes to opening new-to-industry (NTI) stores. In 2025 alone it opened nine NTI stores, and at press time it had two more sites scheduled to open before year-end. The chain has also completed a whopping 40 remodels and rebrands. “Looking ahead, the company is poised for continued growth in 2026 and beyond, expanding on its current network of 242 stores with a focus on increasing the Refuel fuel brand, innovation, sustainability and community impact,” Barrett said. While Barrett noted she’s seen construction trends ebb and flow in the c-store industry, Refuel has centered its recent construction efforts on developing “multiple store design prototypes that cater to a wide range of customers from segregated diesel users to families seeking more comfortable amenities, including expanded restroom facilities and hot grab-and-go food offerings.” HANDLING HURDLES

Retailers pointed to rising costs as the No. 1 challenge impacting c-store construction today. “Cost is king in the construction world,” White said. “Understanding what drives high build costs and how to prioritize

when and where to spend takes much more time and energy than in years past.” The challenge becomes determining where to cut build costs while maintaining industry-best quality. White noted that finding the right talent and key partnerships are increasingly important. Paniagua pointed to both rising costs and ongoing material price volatility impacting the industry. “Supply chain delays, particularly with steel and underground storage tanks, continue to create uncertainty in project timelines,” she added. “The bigger challenge is finding cost-effective solutions without compromising the quality or long-term return of the project.” “While inflation in building materials continues to present budget challenges, particularly across development timelines that often exceed a year, Refuel remains proactive in its approach to early-stage utility and department of transportation planning, ensuring efficiency, minimal budget impacts and project success,” Barrett noted. MODULAR CONSTRUCTION

Modular c-store construction is an emerging trend. Valparaiso, Ind.-based Family Express, for example, opened its first modularized concept in Ligonier, Ind., this past October. The chain is still monitoring the results. Major Oil introduced Joltz, an autonomous, modular convenience store portable above ground station (CPAG) that can be constructed in only three days. The materials arrive on three flatbed trucks, are removed by cranes and constructed “like Legos” allowing for fast construction and a low-cost build. Major Oil currently operates two traditional c-stores and has nine CPAGs and four truck stops under development across multiple states throughout the Southeast Conference, a couple of which are on track to open in Q1 of 2026. “Throughout this year, the most persistent barrier to progress has been the regulatory and permitting bottleneck,” noted Major Itule, CEO of Major Oil. “The permitting landscape, the regulator or a department’s backlog can delay site plan reviews and/or construction phases for months at a time. … This gridlock will

CSTORE DECISIONS • January 2026

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become the defining challenge of modern c-store construction.” He predicted construction complexity will intensify in 2026. “Today’s stores are no longer simple fuel-and-snack locations — they now carry the complexity of quickservice restaurants, food-prep centers, digital retail hubs and energy-intensive HVAC and power systems. Subcontractor shortages, material volatility and overlapping scopes between trades will likely drive cost overruns that require constant management. Even a single oversight in drainage grading or electrical panel capacity can cascade into substantial delays or rework,” he said. “Against this backdrop, our commitment to the modular CPAG model remains one of our strongest strategic advantages,” he said. Being able to construct the units off-site in a controlled environment provides speed, cost control, weather-proof construction “and consistent quality advantages traditional builds simply cannot match in today’s permitting environment.” The CPAGs provide flexibility to expand as market conditions evolve, he added. “They minimize disruption, accelerate revenue, and give us a scalable tool to outmaneuver an industry weighed down by regulatory lag.” Today, Major Oil has 21 projects under development, set to open once approvals are confirmed. “Looking toward 2026, I am seeing the entire industry shift,” he said. “C-store design is becoming more technologically advanced, more customer-centric, and more operationally efficient. Retailers are focusing on improved customer flow, cleaner and more modern interiors, and the integration of self-checkout, contactless systems, mobile ordering and datadriven back-office platforms.” He sees sustainability requirements rising sharply, pushing stores toward energyefficient materials, improved HVAC systems and greener operational practices. “In short, the modern c-store is being engineered for digital convenience, environmental responsibility and long-term flexibility, and while our CPAG model positions us directly inside these emerging trends, our ability to scale will drive us into the forefront soon.” He added, “Our modular approach is ahead of its time.” CSD

cstoredecisions.com

12/12/25 8:53 AM

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PIM Brands Inc. www.welchsfruitsnacks.com

PRODUCTShowcase

Classifieds/Ad Index ADD Systems

Altria Group Distribution/Marlboro

Chester’s Chicken

Cheyenne International

Flex Forward

Hunt Brothers Pizza

JJ SnackFoods Corp.

JTI Liggett

Liggett Group

Loomis

NorthAB, LLC

NRS Petro

Premier Manufacturing, Inc.

Royston Group

800-922-0972 / addsys.com 877.968.5323

205.949.4690 / www.chesterschicken.com https://cheyenneintl.com

Dips and Spreads Hillshire Snacking Dips and Spreads is a bold, chef-curated snacking experience designed for today’s busy, flavor-seeking consumers. Each single-serve snack pairs premium pepperoni with rich, creamy spreads and crunchy toasted rounds for a gourmet bite any time, anywhere. With three flavor combinations — savory Pepperoni, Garlic & Herb; classic Pepperoni, Mozzarella & Tomato; and bold Pepperoni, Red Pepper Flakes & Italian Herbs — these snacks deliver variety. Plus, with six grams of protein per serving, they’re as functional as they are flavorful. Convenient, indulgent and crafted for quality, Hillshire Snacking Dips and Spreads help foodservice operators drive traffic and maximize snack sales.

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Agua Fresca Juice Blend smoodi launched its first Agua Fresca — a blend of cucumber, mint, lime and agave. This juice blend is 16 ounces and just 80 calories. It’s a refreshing juice for any hot summer day. The Cucumber Refresher is created with a self-serve smart blender, which is also self cleaning. Customers can choose the Cucumber Refresher cup, scan the label and place it in the blender before enjoying.

Swedish Match

800.367.3677 / customer.service@smna.com www.zyn.com www.gamecigars.com www.whiteowlcigar.com

9 17 35

Swisher International

Texas Pete

Trion Industries, Inc

January 2026 • CSTORE DECISIONS

800.874.9720 / customerservice@swisher.com

TexasPeteFoodservice.com

8 00.444.4665 / info@triononline.com w ww.TrionOnline.com

smoodi www.getsmoodi.com

cstoredecisions.com

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12/12/25 8:56 AM

{ Industry Perspective }

Loss Prevention: Back to Basics While new tech is available, retailers shouldn’t forget the simpler methods that protect against shrink. Kristy Clement, loss prevention manager, WaltersDimmick Petroleum

Emily Boes • Senior Editor

AS RETAILERS CONSIDER THEIR MERCHANDISING strategies for the new year, so, too, are they reviewing loss prevention measures. To determine prime tactics for reducing shrink, CStore Decisions reached out to WaltersDimmick Petroleum Loss Prevention Manager Kristy Clement. The company operates 66 Johnny’s Markets in Michigan and Indiana. {CStore Decisions (CSD)} What are the biggest sources of shrink at convenience stores today? {Kristy Clement (KC)} Lately, the trends seem to be in snacks and candy, and I think that’s probably true across the industry, but it’s definitely (true) for us — little things that can go in your pockets. … And then general merchandise is always a big shortage, and it’s partly just because there’s so much stuff in that category: ice, protein and things that are sold outside, as well as toys and cell phone chargers and things like that. It’s really easy to add up little thefts in that category, as well. {CSD} Which loss prevention strategies deliver the highest return on investment? {KC} I can only speak for our company, and there’s so many different security devices and cameras, but honestly, for us, I think it’s organization and customer service. It sounds so basic, but I’ve really pushed our stores to make their back rooms so organized, because if you think about it, if a case of something goes hidden and isn’t counted, that’s automatically (in the case of a shipper) $100

CSTORE DECISIONS • January 2026

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of shortage or more. It’s making sure everything is in sight and completely organized, or stocking the shelves as much as possible. Anything that’s in back stock is all sorted by price point and barely visible. It’s hard to get to that point, but we’ve done a pretty good job, and our shrink has really been reduced just by that. And then if your store is clean and organized, it has the environment of being a nicer place, and it is less likely for people to feel comfortable stealing. {CSD} What are the most common internal and external red flags to watch for theft? {KC} Employees usually, if they’re stealing, cause some other kind of trouble, too, or they have an attitude. So there’s that, just the personality, if it’s an internal theft. For external theft, there are a million red flags: trying to distract your employees, walking around a lot, obviously baggy clothes, carrying a bag. We’ve had people steal the smaller propane — four propane tanks in their purse. Going back to internal theft, I would say a cluttered counter. It’s an old-school thing, but it still holds true. If they’ve got paper clips or coins on the side or something small, let’s say they’re refunding money, they can keep track of the money that way, without actually pulling it out of the drawer. And then they can pull it out of the drawer later when they’re not being watched. So I always try to keep really strict rules about clean counters and no paper clips or anything like that around the registers. {CSD} How do you evaluate new tech

coming into the market? {KC} It’s so tough because everything is so shiny and fancy and exciting … but (my mindset is) the least amount of tech you can use to fulfill your actual goal. We always do a pilot before we go and spread (new tech) out to the whole company. I know for us, integration is better than another app, another device, another type of camera. We always try to use something that will integrate with what we have existing or what’s already working for us. It has to fit into our process, not the other way around. … {CSD} What’s the most important piece of advice that you would give another c-store retailer who’s looking to reduce shrink quickly? {KC} … Control. Instead of worrying about the customer that looks suspicious … what we can really control is checking in our orders, making sure they’re organized, stocking our shelves full. The store (associates), they’re the ones that touch the inventory as soon as it comes in. They have the control to say, “No, this does not match my invoice. Vendor, you owe me something.” They’re the ones that can see it, not the home office. That’s the first point of contact with that merchandise, making sure it comes in correctly into the books, and if you start with a wrong number, that’s never going to help you with your strengths. So just the basics — staying organized, checking in orders, doing book work correctly, writing off merchandise correctly — all those things that we can control on a daily basis, making sure that’s very accurate, goes a long, long way.

cstoredecisions.com

12/12/25 8:57 AM

Trion Security ®

Anti-Theft Products

ScanLock Hook Lock ®

Cut Theft, Boost Profits

Trust the hook-makers at Trion to invent creative solutions to prevent individual item theft as well as mass “sweeping” of merchandise. Easy-to-use, ScanLock® is an inexpensive key-lock system that secures most common scan hooks — and even retrofits existing hooks in place! ■ Install locks alone to retrofit your existing hooks

in-store, or full lock-and-hook combinations in your choice of hook and label holder styles. ■ Secures scan hooks up to 1/4" diameter, with 1" wire spacing. ■ Secure all items or display some unlocked. Display 1 or 2 items unlocked for easy customer access while balance of stock is locked and held secure. ■ Simple swing-aside access. No need to remove the lock to access & sell items. ■ User-friendly design re-locks without a key. Open several hooks for hands-on selling to customers, replace items and re-lock in an instant without fumbling for the key. ■ Optional Security Plate secures hook to pegboard to provide additional theft deterrence. Proudly Made in the U.S.A.

Keyed Locking System

Part of the Trion® Security

Flip Scan® Label Holder Option on

Anti-Theft Line of Products.

Trion Industries, Inc. 297 Laird St., Wilkes-Barre, PA 18702 ph 570-824-1000 l fx 570-823-4080 Toll-Free In U.S.A. 800-444-4665 www.TrionOnline.com ©2014 Trion Industries, Inc. Patents and patents pending. Note: Product photography is a simulation of a retail environment and is not meant to imply endorsement by or for any brand or manufacturer.

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12/6/24 2:40 PM

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11/17/25

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12/8/25 11:37 AM