CStoreDecisions
THE NEXT ERA OF C-STORE TECH
C-stores are embracing AI, data analysis and mobile loyalty programs as they enhance customer engagement, streamline operations and drive personalized experiences. p. 16
Sorin Hilgen, group chief digital officer & U.S. CIO, EG America, is leading a shift toward integrated, cohesive systems.
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Stinker Stores • Boise, Idaho
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Open Pantry Food Marts • Pleasant Prairie, Wis.
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The Kent Cos. Inc. • Midland, Texas
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GetGo • Pittsburgh
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Stewart’s Shops Corp. • Saratoga Springs, N.Y.
Cole Fountain, Director of Merchandise
Gate Petroleum Co. • Jacksonville, Fla.
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Warrenton Oil Inc. • Warrenton, Mo.
Derek Gaskins, Chief Marketing Officer
Yesway • Des Moines, Iowa
Joe Hamza, Chief Operating Officer
Nouria Energy Corp. • Worcester, Mass.
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Weigel’s • Powell, Tenn.
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Innovation in Aisle One
Five years ago, Chicago was in lockdown, and we were a couple months into the COVID-19 pandemic and the “new normal.” As someone who had always worked from a home office, my day-to-day routine remained largely unchanged — but my husband was suiting up in layers of personal protective equipment to report to his job in the medical field. At the same time, the c-store industry was hitting fast-forward on major tech initiatives, rolling out mobile apps, delivery services, contactless payment and more — almost overnight. For many brands, it was a crash course in digital transformation. Since then, the pace of technological evolution has only accelerated, and with the rise of artificial intelligence (AI), it’s poised to make another leap into hyperdrive.
This month’s cover story, “The Next Era of C-Store Tech,” explores how retailers are shifting from siloed tools to integrated solutions that enable system interoperability. They’re embracing AI-driven technologies and harnessing the power of data to enhance the customer experience, streamline manual tasks, empower employees and deliver greater personalization. From retail media to mobile loyalty programs that offer more personalization than ever before to self-checkout kiosks and improved automation, c-stores are embracing tech across many fronts.
AWARDING INNOVATION
In this month’s Tech Innovation Awards, we see that AI solutions aren’t just the domain of large c-store chains. Thirty-five-store Cubby’s is standing out for its use of AI as a small chain and its focus on tech-driven solutions in general. Meanwhile, Casey’s, with 2,900 locations, demonstrates how AI chatbots can bring personality and fun to the customer experience while highlighting and educating on key offerings.
“We partnered with our creative agency to leverage the latest in technology to create Darn-ell, an AI chatbot that
served up personalized, playful roasts and coffee recommendations to help guests have some fun and learn about our new Darn Good Coffee lineup,” Katie Petru, director of communications and community, Casey’s, shared with CStore Decisions.
TIME TO ACT
What’s certain is that c-store chains of all sizes need to be paying attention to the latest tech trends or risk getting left in the dust.
AI stands out as the most transformative opportunity. In some cases, your supplier partners may already be adding AI-based solutions to the products and programs you are already employing. But savvy retailers are also taking matters into their own hands. Experts agree that the key is to identify a problem you need to solve and then figure out how AI can help you solve it.
What retailers must understand is AI is no longer some futuristic concept. It’s here and already reshaping customer expectations and the operational efficiency of your competitors. From streamlining inventory and optimizing pricing to enhancing personalization and customer engagement, AI is driving smarter, faster decisions across the board.
Traditionally, convenience stores have been cautious adopters of new trends and technologies, often opting to observe how innovations play out in other industries before jumping in. But that mindset has shifted dramatically since 2020. Today, many c-store chains are emerging as early adopters of AI, leading the charge in transforming operations and customer experiences. C-store retailers should be asking themselves, “How is my chain preparing to keep pace with this next era in tech?” Editor’sMemo
Erin Del Conte
QUICKBITES
TRACKING TECH TRENDS
C-store retailers can take advantage of technology to boost sales and the customer experience, focusing on elements such as loyalty, artificial intelligence and social media.
AI INVESTMENT
Retailers are digging into artificial intelligence (AI) to improve store operations and insights. There are multiple avenues in which retailers have already deployed or are planning to deploy the technology.
Source: Everseen, “Everseen Insights: The Future of AI in Retail: 2025 Survey of Retailers and Consumers,” February 2025
USING SOCIAL MEDIA
Social media is a great tool to increase brand awareness, connect with consumers and advertise new deals. Based on GWI data:
• Instagram, Facebook, TikTok and Pinterest have the highest share of users logging on to find product information.
• Brands should start prioritizing other metrics over follower count when paying to promote videos, such as watch time, video completion rates and number of actions.
• Social media scrollers are generally more receptive to video-based marketing than text-based equivalents.
• Brands should build a strong presence across two to three video-based apps.
Source: Moran, Shauna and Ashe, Tyler; GWI; “The 2025 Social Media Report;” 2025
DEVOTION TO RETAIL MEDIA
Retail media is a growing avenue for c-store retailers. Consumer product brands, manufacturers and agencies were asked, “How would you describe the results retail media has driven for your organization in 2024?”
Source: Skai & Path to Purchase Institute, “The State of Retail Media Report: The Complete Results,” February 2025
ADVANTAGE OF ONLINE ORDERING
Online ordering has taken a significant jump forward in the c-store digital landscape over the last decade. According to Paytronix, there are three key trends reshaping the future of c-store online ordering:
• C-stores are moving away from relying on third-party platforms to first-party online ordering, where customers spend 35% more per check.
• Mobile apps account for 34% of digital orders, and app users have a 45% higher lifetime value than web users.
• With first-person online ordering linked to loyalty programs, c-stores are capitalizing on pump-to-store conversions.
Source: Paytronix, “2025 Trend Predictions Report,” January 2025
LEVERAGING LOYALTY
Having an established loyalty program is great for customer retention. Three themes shaping the future of c-store loyalty, according to Paytronix, are:
• Gamification Drives Engagement and Loyalty
• Data-Powered Personalization Is Essential
• Loyalty Tied to Everyday Convenience
Source: Paytronix, “2025 Trend Predictions Report,” January 2025
2025 State Legislative Update
From
tobacco taxes to state registries and nicotine-free legislation, retailers are battling state-level regulatory hurdles.
David Spross • NATO
State legislatures are in full swing, with many states holding hearings to consider legislation that would impact the tobacco and nicotine industry.
In 2025, tobacco tax increase legislation is being considered in approximately 30 states. This uptick is a change from the last few years when only a handful of states have considered increased tobacco taxes. Governors in Ohio, Michigan, Delaware, New Jersey, Rhode Island, Massachusetts and Maine have included these tax hikes in their state budget programs. Additionally, the North Dakota Senate passed legislation that boosts taxes on both cigarettes and cigars and implements a new tax on vapor products and nicotine pouches. The bill failed in the House. Other serious tax increases were pending in Indiana, Hawaii and Washington.
Banning tobacco and nicotine flavors continues to be considered by state legislatures. States surrounding California and Massachusetts, the two states that have enacted flavor bans on all tobacco products, have introduced similar legislation. On the West Coast, flavor ban bills are pending in Oregon, Washington and Hawaii. In the Northeast, Connecticut has introduced flavor ban legislation, and New York is looking to add to its existing law that bans flavored vapor products by including a ban on all other flavored tobacco products, such as menthol cigarettes and flavored nicotine pouches.
REGISTRIES & PMTA
A continuing emerging issue in the states is the creation of state vapor product registries. After last year’s state sessions, 10 states have implemented or are in the process of creating state vapor registries, and currently 17 additional states are considering this legislation. The introduction of these bills is in response to the uncertainty around the Food and Drug Administration (FDA) Pre-Market Tobacco Product Application (PMTA) process and the proliferation of flavored disposable
“Banning tobacco and nicotine flavors continues to be considered by state legislatures.”
e-cigarettes on the market. The FDA has not completed processing applications for thousands of e-cigarettes and other nicotine products. The FDA has only approved the marketing of a few dozen products, making it unclear to retailers and the public of the regulatory status of a large number of products, such as those 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 bills create a state-based directory that requires e-cigarette manufacturers to submit information to state tobacco regulators demonstrating that any e-cigarette being sold in the state is in compliance with FDA Regulations and Guidance.
NICOTINE-FREE LEGISLATION
Massachusetts and Nevada have state bills pending that would create a “nicotine-free generation.” This issue first appeared in several Massachusetts towns that ban the sale of tobacco and products to anyone born after a certain date. The National Association of Tobacco Outlets (NATO) has been leading engagement efforts to inform stakeholders that these misinformed policies are not about youth; they instead target adults 21 years of age and older, who should have the right to choose which legal products they purchase and use.
The “rubber will meet the road” over the next few months, as most states will wrap their legislative session by the end of June. NATO works with its retail members and other stakeholders in all 50 states to protect the business interests of the tobacco industry.
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.
■ Increased facings from 99 to 121, a 22% increase*.
■ Automatically billboards and faces product.
■ Reduces losses from bag hook tearout.
■ Cuts over 1 hour/day labor for restocking.
■ Allows rear restocking and proper date rotation.
■ Dramatically increases sales in the same space.
■ Adjusts to accommodate various package widths.
■ Increased facings from 70 to 90, a 29% increase*.
■ Automatically billboards and faces product.
■ Reduces losses from bag hook tearout.
■ Cuts over 1 hour/day labor for restocking.
■ Allows rear restocking and proper date rotation.
■ Dramatically increases sales in the same space.
■ Adjusts to accommodate various package widths. *
The Next Era of C-Store Tech
C-stores are embracing AI, data analysis and mobile loyalty programs as they enhance customer engagement, streamline operations and drive personalized experiences.
Erin Del Conte • Editor-in-Chief
IN THE PAST YEAR, EG America (EGA) has made a conscious shift in how it approaches technology, deciding to move away from traditional, siloed tools and point solutions to building integrated, cohesive systems.
“This integration-over-fragmentation strategy will help boost efficiency,” explained Sorin Hilgen, group chief digital officer & U.S. CIO for EGA, which has more than 1,500 stores across 30 states. “It’ll help improve maintainability and increase the speed to market. This is seen in being able to roll out artificial intelligence (AI)-powered capabilities; modernize internal systems; focus on building more robust, scalable platforms that can adapt quickly and really make sure that it aligns with ever-changing business needs.”
This push for integration reflects a broader trend across the industry. As technology evolves at an unprecedented pace, interoperability between systems is becoming not just a nice-to-have, but a business imperative.
“Most retailers want to be marketers, not technologists. If systems are talking to each other natively or through simplified integrations, marketers can spend
more time growing the business versus troubleshooting technology,” noted Mike Templeton, partner with c-store advisory firm NexChapter.
To support its digital transformation, EGA is aligning technology investments to three foundational pillars: enhancing the customer experience, enabling employees and unlocking the power of data.
“Our customer is at the heart of everything we do, so the goal is to meet them wherever they are and deliver frictionless, personalized experiences across all of those touch points,” Hilgen said.
In operations, EGA is giving its teams intuitive tools and automation to help them focus on higher-value tasks. Meanwhile, its comprehensive data strategy is aiding better decision-making and setting the stage for more advanced initiatives like AI enablement of predictive analytics.
“I think this holistic approach ensures our technology roadmap really delivers meaningful value to our business, our employees and, most importantly, our customers,” Hilgen said.
Other chains are embracing similar technology-forward strategies, each tailored to their unique business goals.
RaceTrac, for example, is taking a
Sorin Hilgen, group chief digital officer & U.S. CIO, EG America, noted the chain is aligning tech investments to three pillars: embracing the customer experience, enabling employees and unlockng the power of data.
“mobility-first approach.” This is adding more flexibility into its store operations and allowing store teams to perform critical functions while out on the sales floor servicing guests, explained Tyler Grubbs, executive director of digital & store technology for RaceTrac, which operates 592 RaceTrac and 241 RaceWay sites in 14 states, as well as 1,066 Gulf locations.
14Mobile also remains a major area of focus for Parker’s Kitchen heading into this year.
“Beyond mobile, I’m hearing increased conversations about new point-of-sale (POS) solutions and the next generation of customer engagement and store experiences,” said Scott Smith, VP of IT, Parker’s Kitchen, which operates 100 c-stores in Georgia and South Carolina. “At times, we’ve been overly focused on software or technology itself, rather than
the service it supports. We’re shifting our perspective to prioritize service first, using technology as a powerful enabler.”
At H&S Energy Group, the top tech priority is integrating data from all systems into a single data warehouse — a move designed to elevate decisionmaking across departments.
“This unified platform allows us to conduct comprehensive cross-analyses between cost centers, profit centers and operational departments,” explained Fidaa Mohrez, senior director of operational systems, H&S Energy Group, which operates 287 c-stores in California, Nevada and Oregon under the Power Market, Pinnacle 365 and ExtraMile banners. “The goal is to provide real-time, high-level insights that are accessible to decision-makers and operational teams alike, from store managers up to executive VPs.”
Mohrez noted that the initiative is a game changer that provides better visibility into operations and has created a more engaged, data-driven decisionmaking process.
But a technology initiative doesn’t need to be large-scale or high-profile to drive meaningful results. Even small or targeted initiatives, especially around the aforementioned interoperability trend, can significantly impact the bottom line.
Last year, for example, H&S Energy installed temperature-monitoring sensors in its coolers, warmers and freezers across its footprint. “These sensors provide real-time temperature readings and historical data, feeding into our maintenance system. This setup automates alerts and triggers work orders for technicians, eliminating the need for manual temperature logging by staff,” Mohrez said.
The initiative helped the chain avoid potential losses of inventory and sales, improved the customer experience, and offered savings in terms of labor hours.
Similarly, RaceTrac has been working with providers to stream data from key
RaceTrac launched its revamped loyalty mobile app in 2024 with the goal of offering a more personalized and frictionless experience. The chain has seen substantial growth in new loyalty members and monthly active users since the launch.
Scott Smith, VP of IT, Parker’s Kitchen, said the chain is focused on mobile and point-of-sale solutions as well as the next generation of customer engagement and store experiences.
technology, kitchen equipment, HVAC/ refrigeration and fuel pumps in near real time into its data lake.
“From there, we are applying business logic and rules to determine where there may be a maintenance issue and proactively alerting the appropriate team to take action,” said Grubbs.
The chain’s goal is to alert teams and solve issues before guests are even aware of them.
On equipment it’s monitoring, “we are now seeing the vast majority of issues being logged automatically on behalf of the stores without them having to take any action,” Grubbs said.
Fidaa Mohrez, senior director of operational systems, H&S Energy Group, noted the company’s top tech priority is integrating data from all systems into a single data warehouse.
operations and helping decision-makers rely more on data-driven strategies,” noted Mohrez.
Echoing that sentiment, Hilgen pointed to the expanding role of AI across nearly every area of c-store operations.
EMERGING TRENDS
On the trend front, retailers agreed that 2025 appears to be a pivotal year for the rise of AI and, particularly, AI-powered data analysis in the c-store channel.
analytics will help us better understand the quality of the interactions in real time so that we can basically understand, not just how we’re presenting ourselves to our customers, but also understand the needs that our customers are bringing to our teams that are in the front lines.”
“This trend is providing deeper insights into category performance, store
“I would say that one of the most exciting shifts in c-store tech is the integration of AI across nearly every facet of the business, from things like customer engagement … to inventory and to operations,” Hilgen said. “As an industry, we’ve moved beyond the niche applications and are now looking at things like leveraging computer vision to map customer flows or to monitor product availability, while things like voice
AI is also helping convenience stores stay one step ahead when it comes to demand forecasting.
“I think predictive algorithms are also
something that will help us anticipate purchasing behaviors using factors like past purchases, location and even things like weather. … Obviously, the purchasing requirements are changing, and leveraging those algorithms will help us have a better understanding of the products that we need to ensure are in the stores,” Hilgen said.
But the true value of this evolution is in how these advancements can be implemented with the customer as the central focus, Hilgen pointed out. With AI able to “programmatically mine all the data” beyond the scope of what a human can do, it opens the door to more meaningful interactions and improved customer loyalty.
“I think crucially, technology should amplify the human element, not replace it,” Hilgen said. “The goal is to really equip our team members with the tools that just eliminate the mundane, repeatable tasks so they can focus on what truly matters, which is interacting and serving our customers.”
Alongside AI, retailers concurred that c-stores are also placing greater emphasis on improving the customer experience through visual and digital enhancements. Mohrez pointed to the growing use of “digital shelf tags and retail media,” as a key approach. Retail media, in particular, is gaining momentum. This form of advertising allows brands to
As c-stores place greater emphasis on improving the customer experience through visual and digital enhancements, H&S Energy has added digital shelf tags.
promote their products directly on the retailer’s digital platforms, such as at the pump, on in-store digital displays, in-app or on the website. Grubbs expects the retail media trend to continue to grow across the industry.
“Retail media is on the rise,” agreed Templeton, “but focus more on the retail,” he advised. “As retailers expand their digital platforms and can extend access to those audiences to their partners, it should ultimately help influence more purchases at the POS. Don’t get so lost in the media side of things that it prevents you from getting started.”
Another major tech trend that’s becoming foundational for operators is mobile.
“Retailers are all-in on apps,” Templeton said. “The appeal for retailers has been building in recent years. Now it is becoming the hub for the customer experience. If you’re courting your best customers, it all starts with your app.”
As retailers embrace trends in technology, Templeton advised them not to neglect the opportunities available in the forecourt. “Whether that’s using a QR code to prompt engagement with your mobile app or activating the screens on your fuel dispensers with dynamic marketing content, tapping into this customer segment that is yards away from your front door is a large opportunity,”
ACCESSING THE POWER OF AUTOMATION
Automation is a key growth initiative for many retailers in 2025 as c-stores look to elevate the shopper experience and identify efficiencies. Access the online article via the QR code to learn how chains are approaching automation today.
he said. “Driving a few more trips per day from the pump to the POS can have a real impact on the bottom line.”
ELEVATING LOYALTY
With prices on the rise and customers more value focused than ever, c-stores are increasingly turning to their loyalty programs as a key tool for customer promotions, shopper insights, engagement and retention. But there’s still work to be done.
“The average number of loyalty program memberships held by consumers continues to rise, yet the number of active memberships has barely budged,” Templeton pointed out. “This tells me customers are open to trying something new, but many offerings miss the mark.”
To best serve customers, Templeton encouraged c-store retailers to focus on gaining more insight about their current shopper base.
“Leveraging a loyalty program is the easiest path to identifying customers,” Templeton said. “When you know more about what’s making your business successful you can align all your other activities around that. Retailers who can balance their desire for depths of data with the ease of use and relevance of a program’s offering will be the ones who succeed in growing active customer relationships.”
EGA recently overhauled its loyalty program, keeping the customer at the center.
“We recognized that we needed to shift from what was primarily a fuel discount program to more of a holistic solution that engaged customers across
all of our offerings,” said Hilgen.
The chain evolved its SmartPay program into its revamped SmartRewards program. Expanding on the SmartPay framework allowed EGA to seamlessly transition its existing customers to the new program.
A big focus of the evolution was lowering the barrier to entry for loyalty members while ensuring the reward structure was also simple and easy to understand. Previously, its banking ACH-type model required upfront banking information. Now, customers just enter their phone number and they’re part of the program. Once registered, SmartRewards customers receive one point for every dollar they spend inside the store or for every fuel gallon purchased.
“Once they hit that 25-point mark, they can take the 25 points and convert them to $1 that they can use either in the store on whatever they want or at the pump. And, obviously, they can continue to earn those points and stack them to be able to get even more discounts and savings,” Hilgen said
EGA also works with suppliers and partners to offer accelerators for faster point accumulation. For example, when purchasing a particular product, customers might earn double points.
The company is also leveraging realtime data analytics and AI, which allows it to provide hyper-personalized offerings.
“It’s really understanding the behavior of the customer, understanding the preferences of the customer, and then providing those offers that are relevant to the customer themselves,” Hilgen said.
The company announced the relaunch at the end of March. “We’re seeing our signups right now are really surpassing our projections by a very large amount,” Hilgen said, adding that reward stacking is emerging as a key industry trend. “We’re looking at new ways to let customers stack even more.”
“SmartRewards is becoming central to how we build meaningful daily connections with our customers,” Hilgen added. “I think the biggest driver of impact will be that hyper personalization. We’ve moved beyond the generic promotions and broad segments to now deliver more tailored experiences …
EG America recently overhauled its loyalty program while keeping the customer at the center, removing barriers to entry, and ensuring the reward structure was simple and easy to understand. Now, customers just enter their phone number and they’re part of the program.
that feel individually crafted; whether it’s providing a favorite snack suggestion, a time-sensitive fuel discount or a custom reward based on those shopping habits, we want every interaction to feel relevant and valuable.”
EGA’s goal is to be part of customers’ routines in a way that makes them feel seen, understood and appreciated every day, he added.
Mobile can play a key role in that experience as the first touch point with a customer.
“It’s a way that allows us to communicate with them on a personal level and provide surprise-and-delight moments for them. It’s a way for us to meet them wherever they are,” Hilgen said.
Together, the app and loyalty program form what Hilgen calls EGA’s “digital
front door” — a gateway to a connected, consistent and personalized customer journey.
Other retailers are investing similarly.
“Loyalty and mobile apps are competitive areas, with most retailers offering them,” Mohrez said. Like EGA, H&S Energy is focused on boosting shopper engagement through continuous engagement and tailored offers.
“We’ve seen a notable increase in engagement, and we’re leveraging this to give customers compelling reasons to visit our stores regularly,” Mohrez said. “Besides engagement, we’re also focusing on subscription and delivery services.”
H&S Energy operates 70 car washes, and its car wash subscription program has seen substantial growth.
“We’re working to integrate delivery
with our loyalty program, offering a seamless, all-in-one solution that ensures customer satisfaction and loyalty,” Mohrez said.
RaceTrac launched its revamped loyalty mobile app in 2024 “to create a more personalized experience and frictionless experience,” Grubbs said. “We have seen substantial growth in new loyalty members as well as monthly active users post launch.”
At Parker’s, Smith noted that an ongoing collaboration with the chain’s marketing team around loyalty has been “fantastic” and has helped him stretch beyond a tech focus. “They’re constantly pushing the boundaries of our existing programs, enhancing mobile features and integrating more gamification,” Smith said. “Importantly, they emphasize building emotional connections beyond just transactional rewards, deepening relationships with our customers and continually enhancing their overall experience.”
Looking ahead, Hilgen expects to see more loyalty partnerships modeled after those in the airline and hotel industries that create strategic value for the rewards members.
Templeton agreed he sees partnerships playing a bigger role in loyalty programs going forward. “If a retailer is going to have a program of choice amongst its customers, they must find opportunities to keep it top of mind,” he said. “Connecting a loyalty program with other consumer activities or linking to related and relevant programs is a great way to elevate the use and consideration of a retailer’s loyalty offering.”
EVALUATING SELF-CHECKOUT
Many c-stores are actively embracing and rolling out self-checkout kiosks while others are evaluating whether the technology is a fit for their business. Scan the QR code to read the online article on how retailers are engaging with the technology.
“AI enables us to make real-time adjustments based on demand patterns, competitor pricing and other factors to ensure that we remain competitive while maximizing profitability.”
-Sorin Hilgen, group chief digital officer & U.S. CIO for EGA
THE RISE OF AI
Of the tech trends impacting retail, AI stands out as the most transformative. Retailers who have not yet begun to explore its potential would be well advised to do so, as AI is poised to play a lasting and increasingly critical role in the industry.
“Retail in general is really undergoing a massive transformation,” Hilgen noted. “AI is really at the core of how we’re evolving.”
At EGA, this transition is focused on enhancing customer experiences and operational efficiencies.
“AI is no longer a future initiative — it’s actively driving real impact across multiple areas in our business from optimizing pricing and security to personalizing customer interactions,” he said. “AI is playing a critical role in how we all operate.”
EGA is in the early stages of implementing AI-powered demand forecasting and automated ordering.
“While we’ve built a strong foundation with modern space optimization systems, we’re now working to ensure all of those subsystems are providing
the necessary data for these AI-driven forecasting platforms,” Hilgen said. “The goal here, obviously, is to reduce waste, improve stock availability and create a more agile supply chain.”
EGA is also running AI-driven price optimization cycles for in-store products as well as for fuel.
“AI enables us to make real-time adjustments based on demand patterns, competitor pricing and other factors to ensure that we remain competitive while maximizing profitability,” Hilgen said.
The company is beginning to look at how it can leverage AI to optimize SKU mix, localization and ensuring stores are stocking the items most relevant to its customers. “Obviously this will help improve sales performance while reducing unnecessary inventory,” Hilgen said.
Hilgen also pointed to the aforementioned AI-driven aspects of its loyalty system as one of the most exciting initiatives.
“This allows us to hyper personalize offers and automate customer communication,” he said. “If I’m a tea drinker, don’t give me a coupon for a cup of coffee. …Give me a coupon for a cup of tea, right?”
In other words, AI is helping retailers move beyond a one-size-fits-all approach to deliver promotions that resonate with individual customers.
On the security front, AI is helping detect fraud and theft faster. EGA’s AIpowered resource protection platform allows for swift action — something it couldn’t do before because of the sheer volume of data, Hilgen explained.
EGA is also leveraging AI to drive efficiencies and store operations. AI can pinpoint areas that need attention at individual stores, soon supporting team
members with AI-powered chatbots that will streamline training and onboarding and assist in daily operations by providing instant relevant answers to employees.
For example, if a new employee needs to clean the coffee machine but forgets the process, the chatbot could provide the steps. EGA is still at the early stages of looking to leverage this technology, but Hilgen noted that the long-term vision would be to create a centralized knowledge base powered by AI.
Additionally, EGA is investing in AIdriven analytics, empowering teams to ask questions via chatbot about the data and get instant, meaningful insights. The goal is to provide relevant data to teams as quickly as possible.
EGA’s efforts reflect a growing trend across the industry as more retailers integrate AI into daily operations and long-term strategy.
RaceTrac is focused on making sure its
data is high quality and well managed, so it has a solid foundation to build on as it moves forward with AI use cases, and so they can be launched “timely, securely and with high quality,” Grubbs said. “We have enabled or POCed (proof of concepted) several AI solutions from chatbots to computer vision AI.”
He noted that RaceTrac plans to continue testing, learning and implementing high-value use cases when it comes to AI.
H&S Energy’s approach to AI in 2025 builds on early adoption and continuous innovation, Mohrez explained. “We extensively use AI for data analysis, which has significantly enhanced our ability to structure, plan and execute projects. AI plays a crucial role in increasing the quality of our team’s output by providing checks and balances and enabling us to avoid overlooking critical factors,” he said.
Mohrez has noticed many of its software and supplier partners integrating
AI elements into their programs as well. “(This) complements our efforts and creates a more cohesive, intelligent ecosystem for operations,” he said. “Overall, AI has become a fundamental part of our strategy, driving efficiency and innovation across the board.”
While the above convenience store retailers are embedding AI into core business functions, others are still experimenting with what Templeton calls “consumer-grade AI” like chat prompts and image generators.
“These are fun to play with but aren’t likely to have much impact on the business,” Templeton noted. “Retailers who identify real impact areas for AI are likely to be deploying off-the-shelf or embedded models within the business tools they are already using. When AI can speed up a process or eliminate manual tasks, that’s where the unlock will come from.” CSD
Variety Proves Vital for Candy, Snacks
Customers are increasingly seeking unique and innovative candy and snack options, looking at the categories for an experience rather than a quick bite.
Kevin McIntyre • Associate Editor
CANDY AND SNACKS ARE STAPLES of the c-store industry and key differentiators when competing against other channels like quick-service restaurants (QSRs). Consumer behavior and preferences, however, continue to evolve.
Historically, chocolate has reigned supreme in c-stores when it comes to the candy category. And while this is still true today, non-chocolate candy has been vying to dethrone the category king for the past few years.
C-store customers spent roughly $3.6 billion on chocolate, compared to about $3.4 billion on non-chocolate candy
products, for the 52 weeks ending March 23, according to Chicago-based market research firm Circana.
While most candy segments saw a slight downtick in 2024, seasonal and limited-time offerings (LTOs) increased considerably, further signifying consumers’ desire for unique and never-beforeseen products.
Yatco, which operates 15 stores and has six dealer-operated locations in Massachusetts, Connecticut and Rhode Island, is leaning into the trend.
“In 2025, we are seeing trends from candy that encompass innovative flavors
and unique textures. Candy manufacturers are introducing new flavors and formats to attract adventurous consumers,” said Hussein Yatim, vice president at Yatco. “Mars Wrigley, for instance, expanded its M&M’s lineup with peanut butter and jelly-flavored chocolates and introduced Snickers Pecan, combining caramel, nougat, milk chocolate and pecans.”
Yatim noted that products offering a dynamic tasting experience have proven to be successful at Yatco, like flavor-changing Ice Breakers and NERDS Gummy Clusters, which Yatim described as “overwhelmingly popular.”
CHOCOLATE AND NON-CHOCOLATE SALES DIP, SEASONAL VARIETIES SHINE
Dollar sales and unit sales were slightly down across the board in 2024, while certain novelty and limited-time products saw success.
Source: Circana, Total U.S. C-Store data for the 52 weeks ending March 23, 2025
The retailer is also testing out glowin-the-dark Sour Patch and Swedish Fish offerings in an attempt to provide customers with candies that create an experience beyond their flavor profiles.
In terms of flavor profiles, Yatim said that Yatco customers are seeking the
following four options: fruity with a twist, flavor-shifting/layered flavors, nostalgic and familiar, and textural fusion.
“Exotic fruits are taking center stage — lychee, dragon fruit, yuzu, passionfruit and mango chili are being used in gummies and chews,” he said. “... Retro flavors are
also making a comeback — root beer, cotton candy, creamsicle, marshmallow and classic PB&J are popular in both new releases and rebranded classics.”
Corner Store, which operates four c-stores in Texas, is also seeing an increased demand for unique offerings.
SNACKS STRUGGLE TO FIND A FOOTHOLD
Salty and dried meat snacks saw downticks in dollar and unit sales for the 52 weeks ending March 23, 2025, per Circana.
Source: Circana, Total U.S. C-Store data for the 52 weeks ending March 23, 2025
Over the past few months, freeze-dried candy has been performing extraordinarily well, as well as gummies derived from already-popular candies like Skittles and Jolly Ranchers, said Judy Wall, director of operations, Corner Store.
“People will reach for anything ‘gummy’ — especially the Skittles gummies,” she said. “Large name brands have realized this as well, and they seem to be selling well at our locations.”
Corner Store has also seen more demand for its “family size” candy products, with Wall noting that most customers defer to the larger option when they have the choice. Gum, as well, has seen significant in-store improvement.
“Our candy, gum and snack sales are just getting better and better every year. Gum, especially — we can’t get enough of it,” said Wall.
Wall also mirrored Yatim’s sentiments on customer preference, noting that they are increasingly seeking bold flavors and multisensory candies, with NERDS Clusters again being a standout.
TACKLING SNACKS
On the snacking front, innovation is just as important. According to Circana
data, c-store consumers spent nearly $8 billion on salty snacks and $2 billion on dried meat snacks during the 52-week period ending March 23. Potato chips still hold the largest share of the market, with tortilla chips and cheese snacks following behind.
One trend that continues to rise is health-focused products, or offerings that have an explicit nutritional benefit.
“Consumers are increasingly seeking snacks that offer health benefits, such as high-protein content, plant-based ingredients and functional additives like probiotics and adaptogens,” said Yatim. “Items like protein bars, meat snacks and plant-based chips are gaining popularity, aligning with the growing wellness movement.”
Corner Store is seeing a similar trend, with protein bars and shakes “flying off the shelves,” according to Wall.
“It’s not the typical ones that taste like protein; it’s the ones that are flavored that do really well,” she said. “Cookies and cream, peanut butter — anything to kind of mask that protein taste — sells (really well).”
In similar fashion to the candy category, snacking customers are also seeking
unique flavors. There is a growing appetite for snacks featuring adventurous flavor combinations, said Yatim, reflecting the trend toward bold and diverse taste experiences.
For Yatco, some of these flavors include hot honey, chili lime, kimchi, gochujang and sriracha, in addition to tajín-dusted products. Corner Store is also seeing success with tajín and chamoy items. CSD
FAST FACTS:
• Chocolate candy dollar sales totaled $3.6 billion, with nonchocolate at $3.4 billion for the 52 weeks ending March 23, per Circana.
• Consumers are increasingly seeking snacks with health benefits, such as high-protein content, plant-based ingredients and functional additives.
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Smart Strategies for Less Waste
C-stores are cross-utilizing ingredients, improving forecasting and embracing social responsibility and sustainability as they work to balance sales growth with waste reduction.
Erin Del Conte • Editor-in-Chief
AS CONVENIENCE STORES GROW their foodservice offerings, finding the proper balance between minimizing foodservice waste while maintaining enough product to meet sales goals is essential. From making ingredients stretch across the menu to finding sustainable options to manage waste, retailers are implementing innovative strategies to boost efficiency, control costs and enhance overall operations.
At York, Pa.-based Rutter’s, the foodservice team actively cross-utilizes ingredients across multiple menu items to reduce spoilage and to help streamline the chain’s supply chain. That means that a single protein or sauce might be used in breakfast items, sandwiches, bowls and even salads.
“By designing our menu around versatile, high-usage ingredients, we not only reduce the risk of product expiration but also simplify ordering, storage and prep,” said Philip Santini, senior director
of advertising and food service for The Rutter’s Cos., which operates 89 stores in Pennsylvania, Maryland and West Virginia.
What’s more, by having a flexible core set of ingredients from proteins and cheeses to sauces and fresh produce that are used across multiple dayparts and menu categories, Rutter’s provides extensive customization for its foodservice customers without overextending its inventory, Santini explained.
The chain avoids specialty ingredients or low-turn items that are exclusive to a single dish, which simplifies inventory management and reduces the risk of spoilage. Meanwhile, customers still experience variety and personalization given the combinations of ingredients in stock.
“It’s a balance that supports both operational efficiency and a fresh, highquality food experience,” Santini said. “This strategy enables us to offer a broad menu with minimal waste, helping us strike a balance between operational
efficiency and customer choice.”
It also helps Rutter’s forecast more accurately, allowing the chain to confidently order larger volumes of core ingredients that serve multiple purposes across dayparts,” Santini said.
Like Rutter’s, La Crosse, Wis.-based Kwik Trip also cross-utilizes ingredients across multiple menu items, which helps prevent excess, noted Selia Kleine, director of foodservice for Kwik Trip, which operates 900 Kwik Trip and Kwik Star stores in Wisconsin, Minnesota, Iowa, Michigan, Illinois and South Dakota. Cheese, for example, is used on about 20 different items, she pointed out. A condiment bar allows guests to customize their order with the toppings they desire.
FORECASTING DEMAND
Foodservice operators at c-stores have the challenge of forecasting demand to prevent overproduction while still ensuring they have enough inventory to meet
customer needs and grow sales.
“Our strategy at this point has been to look at the weekly sales and waste report and adjust quantities based on the reports,” noted James Fry, food director for Dandy Mini Marts, which operates 63 stores in Pennsylvania and New York.
When it comes to critical food items, Dandy prefers that its stores have a week’s worth of inventory on hand in order to withstand any delivery interruptions, Fry explained.
Kwik Trip relies on an hourly sales-ondemand report to help it manage waste.
“It gives you a guideline of what to make every hour on the hour or what you’re selling on the hour, so you can see the ebbs and flows of the business,” said Kleine. “So, if normally, at noon, you sell 30 cheeseburgers, you know that at 12 p.m. - 12:30 p.m., you need to be ready to potentially sell 30 cheeseburgers.”
Kwik Trip also employs an inventory control sheet, which the stores use to
place their orders each day. “They set up a base number — (for example) a base number of two for, let’s say, cheeseburgers. So, when they go to do their orders, if they don’t have at least two on hand, then they know they need to order more.”
In addition, the chain uses focus day ordering/calculators.
“We do different specials on certain days of the week, and we have a focus day ordering guide,” said Kleine. If, for example, chicken sandwiches are on sale, “you go to this tab that has chicken sandwiches on it and you type in what your goal is, and it calculates out and tells you everything you need in the order codes to hit your goal. It’ll tell you that you need this many boxes of chicken patties, this many boxes of labels, this many boxes of cheese. It’ll
give you all the specifics on what you need to do to hit that goal.”
This largely prevents overordering or underordering, she added.
Predicting outside indicators that might impact traffic flow is also key.
Kwik Trip cross-utilizes ingredients. Cheese, for instance, is used on about 20 different items.
basketball game. Stores work with local agencies and know their community events, then make needed changes on production whether it’s increasing or decreasing dependent on traffic flow.”
At Rutter’s, demand forecasting “is rooted in understanding seasonal business patterns, like summer travel peaks or post-holiday slowdowns and adjusting prep and ordering accordingly,” Santini said. “Historical sales data guides our decisions, but it’s our consistent foodservice team training that truly brings it to life.”
To that end, Rutter’s trains its employees on business flow, food costs and the impact of spoilage, equipping team members to make smart, real-time decisions.
“For instance, during slower periods, our team knows to reduce perishable prep while staying ready for sudden traffic spikes,” Santini explained. “When staff understand why food waste matters, they naturally support the how, making a big difference in both waste reduction and operational efficiency.”
FOODSERVICE SUSTAINABILITY
More retailers today are embracing innovative sustainability practices to reduce waste and give back to their communities. One strategy is donating unsold yet still-safe-to-eat food to local food banks. By partnering with hunger relief organizations, c-stores can reduce landfill waste, support those in need and strengthen their brand’s commitment to social responsibility.
Kwik Trip partners with Feeding America. In-store items are pulled at least a day prior to their expiration date and moved
to an area where they are evaluated by the store leader.
“We have a list of items that we’re allowed to donate to Feeding America. Some of it we have to put into the cooler. And some of it we have to freeze right away. And then, depending on the area of where your store is located, they’ll come two to three times a week to pick the product up,” Kleine said.
The chain also makes future corrections based on leftover product amounts. “We have checks and balances on what we need to make for next time or if we overproduced,” Kleine said.
Using an app, the team tracks what sold. “Let’s say (hypothetically) we made six cheeseburgers, sold two and the other four were given to Feeding America. Then that way, this time next week we know we shouldn’t make so many. Maybe we cut it down to three because you only sold two last time.”
Kleine noted that Feeding America is a unique program that has allowed the chain to help communities while keeping items out of landfills. “It’s been a good partnership,” she said.
Dandy recently partnered with the Southern Tier Food Bank and its affiliates to pick up unsold food donations.
“We piloted one store back in September, and it went well,” Fry said.
The chain has since expanded the program to an additional four locations and plans to grow the program to more stores going forward.
“What amazed me after talking with the director of the food bank is how much Dandy’s donation is impacting our local communities in a positive way. I never realized how many people rely on the local food banks to make ends meet on a weekly basis or even just to sustain oneself,” Fry said. “I would also like to applaud those that are volunteering their time that make the operation seamless.” CSD
Dandy Mini Marts partners with the Southern Tier Food Bank and its affiliates to pick up unsold food donations. It piloted one store in September 2024 and has since expanded to four more locations.
Kwik Trip relies on an hourly sales-on-demand report to help it manage waste. It also employs an inventory control sheet and focus day ordering/calculators.
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Casey’s Coffee Chatbot Drives Engagement
Personalized artificial intelligence chatbot Darn-ell allowed customers to relate to and interact with the Casey’s brand while learning more about the chain’s offerings.
Emily Boes • Senior Editor
THE CONVERSATION IN THE CONVENIENCE store industry about technology implementation and experimentation inevitably leads to one hot-button phrase: artificial intelligence (AI). And c-stores nationwide are determining how they can best mold AI for their specific goals.
Casey’s, with 2,900 stores in 20 states, had two goals: educate customers on the chain’s new Darn Good Coffee lineup and increase interaction with and delight customers. Limited-time feature Darn-ell gave the Midwestern chain exactly that.
CStore Decisions is recognizing Casey’s with a Tech Innovation Award for
its originality with Darn-ell and success in digitally relating with customers while promoting a new launch.
DARN-ELL
“We partnered with our creative agency to leverage the latest in technology to create Darn-ell, an AI chatbot that served up personalized, playful roasts and coffee recommendations to help guests have some fun and learn about our new Darn Good Coffee lineup,” said Katie Petru, director of communications and community, Casey’s. “We wanted Darn-ell to have a humorous and charming personality that
mirrors the typical experience our guests have in-store.”
The idea for the chatbot came about through the Midwestern kindness of Casey’s local team members. Casey’s considered how AI could bring “unexpected goodness” to customers digitally.
“Our guests could interact with Darnell at darngoodroast.com and ask him to roast anyone in their lives — whether it was a friend, spouse, co-worker, even themselves,” said Petru.
Darn-ell’s roasts tied into the blends from the chain’s Darn Good Coffee lineup, which included flavors such as
the traditional Casey’s Country medium roast, the Rooster’s Call high-caffeine option and Salted Caramel Toffee.
This way, customers were able to learn more about the coffee in a unique, engaging way.
When Darn-ell generated the roast, customers could share it to social media.
Beyond this interaction, customers had the opportunity to snag rewards via Darn-ell. The chatbot randomly shared redemption codes for free coffee every day. Also, once customers entered their email address after generating a roast,
they were entered to win Darn Good Coffee for free for a year.
“Our team received an abundance of positive feedback about Darn-ell while also seeing stronger sales for our Darn Good Coffee,” Petru said. “Our team will continue to explore ways to use AI capabilities to bring Casey’s offerings to life.”
Of course, Darn-ell had to be educated first. A language model taught the AI chatbot about the Casey’s brand, tone and personality. It also needed to learn the new Darn Good Coffee options and tried-and-true Midwestern phrases.
Darn-ell needed to undergo multiple rounds of testing to ensure it would be an enjoyable and seamless experience for customers.
“Casey’s guests have a great sense of humor and take pride in the Midwestern charm that resonates across our footprint, so we wanted to program Darn-ell to match our guests’ personalities and personalize the Casey’s experience for them while finding a coffee blend that best meets their needs,” said Petru.
Darn-ell’s roasts touched on a number of subjects. Family roasts were most
popular at almost 1,000 entries, and colleague roasts came in second place. Many customers also asked Darn-ell to roast themselves.
Husbands were roasted 46% more than wives, Petru revealed, with cats being roasted 11% more than dogs. Around 1,500 of the roasts featured coffee jokes, caffeine dependence often the subject.
Also, sports roasts were popular among entries, particularly Iowa Hawkeyes basketball.
“It’s one way we’re showing we’re not a typical gas station. We love delivering the friendly service, delicious products and sense of Midwestern humor we’re known for — even in a digital format,” said Petru.
FUTURE-FORWARD MINDSET
Darn-ell’s tone was created based on Casey’s “It’s Not Crazy, It’s Casey’s” brand platform, which was developed after several rounds of market research and insights gleaned through customer data.
The research was helpful because it allowed Casey’s to understand regulars and new customers as well as how the brand resonates with both audiences.
“It’s Not Crazy, It’s Casey’s” launched
in spring 2024, with the launch campaign running in 58 local markets across broadcast, digital, streaming, social and owned channels. It aimed to promote the chain’s food options as a differentiator while showcasing Casey’s product innovation, personalized guest experience and friendly service.
“The platform emphasizes Casey’s
accelerating food business. It also reinforces the surprising reality that consumers can get a delicious, freshly prepared meal along with the other daily products they love and need all while filling up their tank at a convenience store,” stated Petru.
Using the same method of gathering data-driven insights to spur future projects, Casey’s hopes to develop new digital proposals based on customer insights gathered from Darn-ell.
“While nothing is planned at the moment, we can promise future activations will continue to deliver unexpected goodness for all,” said Petru.
With Casey’s continuing to increase its footprint, the c-store chain will be able to gather further insights from customers in new regions. Last year, the chain expanded its Texas presence and entered three new states with the acquisition of CEFCO Convenience Stores: Alabama, Mississippi and Florida.
Undoubtedly, this growth will spur new ideas and creative uses for AI, bridging the Casey’s brand and a greater customer base through tech advancement.
Darn-ell delivered playful roasts and coffee recommendations to entertain guests and educate them on Casey’s Darn Good Coffee lineup.
Darn-ell’s voice was inspired by the Midwestern humor of the brand’s region. Casey’s wanted it to mirror the experience guests have in-store.
Cubby’s Adapts With AI Audio
Cubby’s uses artificial intelligence-backed audio equipment to improve store operations and solve problems.
Emily Boes • Senior Editor
TECHNOLOGY INNOVATION IS CONSTANT, allowing retailers new ways to better the customer and employee experience, create a smoother and more convenient interaction, and perform more efficiently.
Artificial intelligence (AI) has been the backbone to many of these new endeavors, and for 35-store chain Cubby’s, that’s no different.
Located in Iowa, Nebraska and South Dakota, Cubby’s installed InStore.ai’s audio solution in each of its stores, allowing the chain to record conversations between employees and customers to
better understand any issues and gain valuable customer insights.
CStore Decisions is acknowledging Cubby’s use of AI in the store and subsequent ability to take timely action with a Tech Innovation Award. Cubby’s is a testament to how even smaller chains can take big steps with technology.
THE AI
De Lone Wilson, president of Cubby’s, has found a new way to con nect with front-line employees.
“We don’t have an IT person,” Wilson had said.
Yet, although many of Cubby’s existing processes are manual, the chain has taken the leap into the AI world to test and work with a new voice analytics technology.
Cubby’s stores have microphones at the cash registers and foodservice area. Small devices are either connected to the chain’s WiFi or hardwired, and the microphones are attached. These are always recording, allowing the technology to
pick up conversations and pinpoint areas of concern.
Maintenance is the area in which Cubby’s primarily uses the software, although Wilson can now turn on his computer in the morning and hear, “Hello, De Lone,” from staff at the start of their shifts.
For maintenance usage, the chain receives alerts for issues before the stores report them, and Cubby’s is able to investigate where there might be a problem.
Cubby’s can access a dashboard where users view the triggers that prompt an alert for different categories.
“For instance, in terms of maintenance, everybody in the industry has a lot of problems with pin pads,” said Wilson. “So when you’re seeing multiple issues of people talking about having trouble at the pin pad with their card, or the cashier having to give them specific instructions on how to make the pin pad work, or, say, we’ve been having problems with that for the last couple of days, that triggers an alert.”
Cubby’s then recognizes the
issue and makes a decision on how best to solve it, such as resetting or replacing the pin pad to keep the process from slowing down, in this example.
The challenge, Wilson noted, is that issues that crop up a lot aren’t reported immediately, as a “That’s just the way things are” attitude tends to manifest.
The dashboard gives users a synopsis of conversations, and when multiple conversations appear throughout the day with similar problems, Cubby’s knows to investigate them. The chain proactively searches through the dashboard while also responding to alerts.
The synopses prevent Cubby’s from having to sit and listen to hours of recordings. Alerts will crop up every day.
Another area in which the chain uses the AI tech is employee greetings.
“We want the people behind the counter to greet the customers when they show up, when they walk in the door. We want them to thank them for their business. We want them to talk about our loyalty program,” said Wilson. “Right now, we’ve got a roundup campaign for the local food bank, or for a couple of different local food banks who are in our
Cubby’s accesses a dashboard that highlights alerts based on keywords from conversations, enabling users to proactively identify potential issues — often before stores report them — and make informed decisions to address them effectively.
Each Cubby’s store receives a daily score across different categories, such as maintenance or offensive language, providing a clear snapshot of its overall performance and alerting it to areas that need more attention.
footprint, and we’re asking (employees) to talk about it, and so we can actually see if that’s happening or not.”
Cubby’s has been using this technology for almost one year, and during that time, the software has improved and learned much.
Each of the chain’s stores receives a daily score that represents different categories, including maintenance, offensive language (which might pertain to employees, but more often than not pertains to customers) and more.
One of the bigger challenges Cubby’s encountered with the new technology was a small amount of pushback from store managers and employees, as there was concern that “we’re just sitting here at the office listening to their conversations, which we tried our best to assure them that that is absolutely not the case, that nobody has time just to sit around and listen to conversations,” said Wilson.
What’s helpful, Wilson maintained, is the AI’s ability to listen for keywords and send the alerts when issues crop up.
Cubby’s can also gain valuable insights about promotions or limited-time offers through its use of AI. Sales data provides information, but this technology allows the chain to hear what customers are saying about these.
It’s also been helpful at times when customers have mentioned out-of-stocks.
“If you’re getting an alert that tells you that there’s conversations going on in a certain store that they’re out of Diet Coke or Diet Mountain Dew, then we can go in and talk to our manager, talk to our
supplier, kind of figure out why we’re out of that,” Wilson said.
One other example of how this technology can be useful presented itself to Wilson through a different retailer. This retailer had a workman’s compensation claim at a store.
“There was an injury, and the person was saying this and that and that they were injured and wanted a financial settlement and all that. So they went back to the day of the incident and listened to the recordings and heard a conversation about the manager trying to get the person to go seek medical attention, and (this person told) the manager, ‘I’m fine. Nothing’s wrong.’ And so they were able to head off that workman’s comp claim,” Wilson said.
The information gleaned from this tech might not only be useful to retailers. Wilson noted there is the thought that some consumer product companies might be interested in paying for information from the system to hear what customers are saying about their products, although he noted that Cubby’s specifically might not be large enough to be involved in this type of project.
Still, this voice analytics technology has been helpful in the time Cubby’s has installed it, and the chain has every intention of keeping it in place for the future.
BEYOND AUDIO
The use of AI to record audio and break down the conversations into triggers, keywords, summaries and alerts is not Cubby’s only use of AI.
Cubby’s also installed AI-enabled security cameras in the stores last year, and it’s still in the process of outfitting each store.
Wilson noted this has been very helpful from a loss-prevention standpoint, and it has the potential to be an asset for defense from injuries and “slip and fall” allegations.
“(Another) big thing for us is just making sure that all our warmers are full of the right type of products at the right time, so we’re able to go in there and see that,” said Wilson.
Outside of AI, Cubby’s has plans to expand self-checkout.
“We’re about to remodel the interior of one of our larger stores, and once we do that, we’re going to greatly increase the number of self-checkouts in that store and do that on a go-forward basis,” said Wilson.
Although most of Cubby’s food is graband-go, and customers will be able to use self-checkout to pay for food, the chain will likely move to online ordering kiosks where applicable. It currently offers online ordering for its pizza, with 20% of these sales coming via this method.
Cubby’s has five Godfather’s Pizza restaurants, and in some other locations it offers its own Cubby’s Pizza.
While today Cubby’s experiments with self-checkout and AI, the possibilities for the future are numerous. “I’ve got to think (AI) is going to help us schedule labor better,” Wilson shared as an example. Time will tell what more Cubby’s can do with new tech and how the chain chooses to utilize it down the line. CSD
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Mini Candle Lighter
Classifieds/Ad Index
Calico Brands Inc. announced the latest addition to the Scripto Promotional Pocket Lighter line: the Scripto Mini Candle Lighter. Inspired by the popular Scripto Hybrid Lighter, the Scripto Mini Candle Lighter features a refillable tank, extended nozzle for safer lighting, an adult-friendly push button ignition and adjustable flame. This sleek and practical lighter is ideal for candle lovers, home decorators and everyday users, available in two stylish colors: blue and white. The Scripto Mini Candle Lighter is available in single and twin-pack options, including display vehicles like Open Stock and Clip Strip. The suggested retail price is $2.49 for a single pack and $4.73 for a twin pack.
Calico Brands Inc. www.calicobrands.com
wednesday, august 6
3:30 - 4:30 PM Registration
4:30 - 6:00 PM CStore Momentum Welcome Mixer
thursday, august 7
8:45 - 9:00 AM
Welcome to Weigel’s
Doug Yawberry | Weigel’s
9:00 - 10:00 AM
10:00 - 11:00 AM
11:15 - 12:15 PM
august 6-8, 2025
Knoxville, TN
Flavors of the Future: Innovating C-Store Cuisine
Ryan Blevins | Weigel’s
Game-Changing Marketing: NIL, Loyalty & the Weigel’s Playbook
Nick Triantafellou | Weigel’s
The Operational Edge: Best Practices from the Best in the Business
1:00 - 2:00 PM Burning Issues Exchanges: Round Table Discussions
2:30 - 4:00 PM It’s Your Business – Make it Extraordinary
David McClaskey | McClaskey Excellence Institute
4:30 - 6:00 PM Cocktail Reception
friday, august 8
9:00 - 1:30 PM Weigel’s Facility Tour and Lunch
REGISTER NOW
CStoreMomentum is an event tailored for young leaders in the dynamic world of convenience retail. This unique gathering is a transformative experience designed to propel emerging leaders to new heights of excellence. Immerse yourself in engaging sessions, interactive workshops, and networking opportunities that will not only expand your industry knowledge but also cultivate the skills needed to thrive in a fast-paced environment. CStoreMomentum is more than just an event; it’s a catalyst for personal and professional acceleration, where young leaders converge to shape the future of convenience retail.
Taking Data to the Next Level
C-store retailers must be diligent about measuring data-driven decisions and finding solutions to manage data in a way that effectively drives growth.
Scott Smith • Parker’s Kitchen
When I joined Parker’s Kitchen, data was clearly king, guiding key decisions at every level of the company. Like many growing organizations, we had systems producing data and teams generating reports, so we made a purposeful decision to split data management and reporting responsibilities between our business intelligence (BI) and IT departments.
This model has served us well over the years. IT “owns” the infrastructure, including the governing data architecture, security and integration across our systems. Our IT team ensures that we have clean data pipelines, real-time availability and scalable cloud solutions designed to support the velocity of our operations.
BI, on the other hand, is more closely aligned with our overall business functions. The BI team at Parker’s Kitchen partners directly with our operations, finance and marketing teams to translate business questions into analytical models and user-friendly dashboards. Ultimately, the BI team serves as interpreters, not just analysts. Delivering data stories that drive action and support core business decisions solidified our decision to split BI and IT.
This strategic separation of duties creates balance: IT ensures the data foundation is solid, and BI turns that foundation into business value.
A DATA-DRIVEN EXPERIENCE
To hold ourselves accountable and to ensure that we’re on the right track, we measure everything we deploy. Whether we’re rolling out a new point-of-sale feature, launching a mobile app update or enhancing loyalty enrollment, our first
“Everything we do with data at Parker’s Kitchen ladders up to support one singular mission: improving the customer experience.”
question isn’t just how it works; it’s how well it works. We put real emphasis on the feedback loop: define success, measure adoption, quantify the impact and refine quickly.
This process applies to internal customer service as well as our external guests. When we launch a digital campaign with loyalty or a new foodservice item, for example, we don’t just measure implementation. We measure labor efficiency, turnover impact and even how store managers perceived ease of use to track user experience feedback. Similarly, when we deploy new tech in-store — like assisted self-checkout or integrated pin pad loyalty enrollment — we monitor not only transaction time and throughput but also guest satisfaction scores and loyalty conversion rates.
Everything we do with data at Parker’s Kitchen ladders up to support one singular mission: improving the customer experience. In convenience, seconds matter. The speed of checkout, the personalization of an offer and the accuracy of inventory are all critical touch points that either build trust or break it. Data helps us see where we’re delivering on our brand promise and where we’re falling short so we can make strategic adjustments before small issues become
big problems.
The Parker’s Kitchen leadership team has consistently fostered and nurtured a culture of curiosity. Teams across the company have always been hungry for insight. They ask questions and challenge assumptions. They don’t want data just to validate decisions, they want it to guide them in making those decisions at every stage.
We’re not perfect, and there’s always more to build, fix and refine. At Parker’s Kitchen, we are laser focused on continuous improvement, so we see the data-driven experience as a journey we’ve purposefully created. Dividing traditional BI and IT roles, focusing on measurable impact, and making data part of every decision are all important steps along that journey.
We’ve moved beyond simply collecting data. Now, we’re using data to connect the dots, close gaps and ultimately elevate the way we serve our internal teams as well as our external customers.
And that’s what taking data to the next level really looks like for us.
Scott Smith is the VP of IT at Parker’s Kitchen. He has implemented streamlined processes and spearheaded the integration of innovative technologies to drive growth and improve operational efficiency.
And
A WRAP
Natural leaf wraps are the fastest-growing segment in the wrap category, with a 42.7% YOY growth, while 3-count packs have seen an amazing 2.9K% YOY jump*. There’s never been a better time to get in the wrap game, so stock up now!
