CStore Decisions October 2025 by WTWH Media LLC

CStoreDecisions

INSIDE CASEY’S GROWING FOOTPRINT

Fresh off its CEFCO acquisition, Casey’s is driving strategic growth through its three pillars: growing stores, accelerating fresh food and enhancing operational efficiency. p. 32

Ena Williams, chief operating officer for Casey’s, has been instrumental in driving Casey’s efforts to enhance its operational efficiency.

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the CSD Group

EDITORIAL

VP EDITORIAL — FOOD, RETAIL & HOSPITALITY

Danny Klein dklein@wtwhmedia.com

EDITOR-IN-CHIEF

Erin Del Conte edelconte@wtwhmedia.com

SENIOR EDITOR

Emily Boes eboes@wtwhmedia.com

ASSOCIATE EDITOR Kevin McIntyre kmcintyre@wtwhmedia.com

EDITOR EMERITUS John Lofstock

CONTRIBUTING EDITORS

Anne Baye Ericksen Marilyn Odesser-Torpey

COLUMNIST

Bruce Reinstein

CONTENT STUDIO

VP, CONTENT STUDIO

Peggy Carouthers pcarouthers@wtwhmedia.com

WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com

WRITER, CONTENT STUDIO Drew Filipski dfilipski@wtwhmedia.com

SALES TEAM

SENIOR VP OF SALES & STRATEGY

Matt Waddell

mwaddell@wtwhmedia.com (774) 871-0067

KEY ACCOUNT MANAGER John Petersen jpetersen@wtwhmedia.com (216) 346-8790

SALES DIRECTOR Patrick McIntyre pmcintyre@wtwhmedia.com (216) 372-8112

SALES DIRECTOR Mike Peck mpeck@wtwhmedia.com (917) 941-1883

MARKETING MANAGER Jane Cooper jcooper@wtwhmedia.com

CUSTOMER SERVICE

REPRESENTATIVE Annie Paoletta apaoletta@wtwhmedia.com

CREATIVE SERVICES VP, CREATIVE DIRECTOR Matthew Claney mclaney@wtwhmedia.com

CREATIVE DIRECTOR Erin Canetta ecanetta@wtwhmedia.com

LEADERSHIP

CHIEF EXECUTIVE OFFICER Matt Logan mlogan@wtwhmedia.com

CHIEF OPERATING OFFICER George Yedinak gyedinak@wtwhmedia.com

CHIEF REVENUE OFFICER Scott Kelliher skelliher@wtwhmedia.com

VP OF OPERATIONS

Virginia Goulding vgoulding@wtwhmedia.com

SENIOR VP, AUDIENCE GROWTH Greg Sanders gsanders@wtwhmedia.com

EVENTS VP, EVENTS Deena Rubin drubin@wtwhmedia.com

DIRECTOR OF EVENTS

Jen Osborne josborne@wtwhmedia.com

EVENTS MANAGER Brittany Belko bbelko@wtwhmedia.com

EVENTS MANAGER

Jeannette Hummitsch jhummitsch@wtwhmedia.com

EVENTS COMMUNICATIONS COORDINATOR Emma Paul epaul@wtwhmedia.com

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

EDITORIAL ADVISORY BOARD

Nate Brazier, CEO

Stinker Stores • Boise, Idaho

Robert Buhler, President and CEO

Open Pantry Food Marts • Pleasant Prairie, Wis.

Herb Hargraves, Chief Operating Officer

Sprint Mart • Ridgeland, Miss.

Bill Kent, Chairman and CEO

The Kent Cos. Inc. • Midland, Texas

Nick Triantafellou, Director of Marketing & Merchandising

Weigel’s Inc. • Knoxville, Tenn.

Dyson Williams, Vice President

Dandy Mini Marts. • Sayre, Pa.

NATIONAL ADVISORY GROUP (NAG) BOARD (RETAILERS)

Greg Ehrlich, (Board Chairman) President

Beck Suppliers Inc. • Fremont, Ohio

Joy Almekies, Senior Director of Food Services

Global Partners • Waltham, Mass.

Jeff Carpenter, Director of Education and Training

Cliff’s Local Market • Marcy, N.Y.

Richard Cashion, Chief Operating Officer

Curby’s Express Market • Lubbock, Texas

Megan Chmura, Director of Center Store

GetGo • Pittsburgh

Ryan Faville, Director of Purchasing

Stewart’s Shops Corp. • Saratoga Springs, N.Y.

Cole Fountain, Director of Merchandise

Gate Petroleum Co. • Jacksonville, Fla.

Kalen Frese, Director of Merchandising

Warrenton Oil Inc. • Warrenton, Mo.

Joe Hamza, Chief Operating Officer

Nouria Energy Corp. • Worcester, Mass.

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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.

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Copyright© 2025 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.

Beth Hoffer, Vice President

Weigel’s • Powell, Tenn.

David Land II, Director of Marketing

The Kent Cos. Inc. • Midland, Texas

Brent Mouton, President and CEO

Hit-N-Run Food Stores • Lafayette, La.

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

CStoreDecisions

Unlocking Opportunities

AT THIS YEAR’S NACS SHOW, convenience store retailers will have the chance to consider the latest products, technology and services that can help take their c-store business to the next level.

As competition mounts in the c-store industry, it’s crucial for retailers to identify opportunities to elevate their offerings, operate more efficiently and differentiate themselves in a crowded market.

RETAILERS MAKING STRIDES

In this month’s issue, we hear from Casey’s Chief Operating Officer Ena Williams, who explains how Casey’s is leaning into its third pillar of enhancing operational efficiency while simultaneously growing its footprint and accelerating its fresh food offering. Williams shares the inside scoop on the chain’s recent acquisition of CEFCO convenience stores and outlines Casey’s growth strategy as it looks ahead.

But Casey’s isn’t the only chain raising the bar this year. After detailing five emerging chains to watch with fewer than 70 units in our August issue, CStore Decisions is highlighting five established Chains to Watch with more than 70 units, beginning on page 12. These chains exemplify the way established chains are pushing the envelope as they look to expand, from major acquisitions to the development of internal programs that give them an edge.

TRACKING TRENDS

Digging deeper, our Senior Editor Emily Boes investigated the regional trends shaping c-stores in the article “Coast to Coast: Regional Trends Unpacked.” After surveying numerous c-store retailers about the unique trends shaping their regions, Boes highlights how local market dynamics are influencing strategies and uncovering opportunities worth watching across the industry.

Speaking of trends, this issue also dives into the selfcheckout debate in “Is Self-Checkout Worth the Hype?” and this month’s foodservice section covers the growth of grab-and-go food at c-stores and the rising demand for customization from today’s customers.

Plus, we cover the latest in tobacco legislation, seasonal snack trends and more.

I hope this issue can help you walk into this year’s NACS Show armed with insights that help you spot key trends, identify relevant innovations, ask informed questions and make strategic connections that drive your convenience store business forward.

Erin Del Conte

WARNING: This product contains nicotine. Nicotine is an addictive chemical.

QUICKBITES

AUTUMN SHOPPING TRENDS

With a change in season comes a shift in purchasing behavior, product preferences and daily routines. Consumers look to holidays, the fall sports season and more as they consider their spending habits.

FALL FLAVORS

Apple and caramel look to be top fall flavor contenders, according to DoorDash data. Pecan, however, is the fastest-growing fall flavor — DoorDash orders are up 28% year over year.

Source: DoorDash, “Falling for Fall Flavors: The Cozy and Craveable Trends of the Season,” August 2025

TAKEOUT AND DELIVERY FAVORITES

When asked what type of food they’re likely to order for takeout or delivery when planning to follow a sports broadcast, according to CivicScience, respondents noted pizza; chicken wings; and sandwiches, hoagies, heroes and subs as top contenders.

Source: CivicScience, “New NFL Season Kicks Off With Streaming, RedZone and Game Day Dining in the Spotlight,” September 2025

FOOD-FORWARD COMMITMENT

A devotion to menu innovation, including smart limited-time offers and seasonal flavors, convenient grab-and-go formats, and high-quality food options, helps explain why food-forward c-stores have sustained traffic momentum into and likely throughout the second half of 2025 ... even outpacing traditional quick-service restaurants in some cases.

Source: Circana, “U.S. C -Store Landscape Q2 2025: Retail Thought Leadership,” August 2025

GAME DAY BITES

The fall season brings back football tailgating. When asked, “What items do you or your household typically purchase when you are going to or hosting a football watch party, going to a tailgate, or watching football in general?” respondents indicated four staples: Chips • Dips • Soda • Alcohol

Source: 84.51º and Kroger Precision Marketing, “Consumer Digest Issue 8: 2025,” Real Time Insights Survey, August 2025

HALLOWEEN CANDY POPULARITY

Shoppers plan to buy Halloween candy 3.6 weeks in advance on average, according to a Mars report. Gen Z and millennials are more likely than Gen X and baby boomers to buy gummies and fruity and sour candy. On average, the type of candy typically purchased is: • 80% chocolate • 37% gummies • 36% peanut butter • 31% fruity • 28% sour • 50% Halloween-specific candy

Source: Mars, “Mars Tricks, Treats and Trends,” April 2025

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Established Chains to Watch

CStore Decisions spotlights five established chains with 70-plus units that are poised for growth.

Erin Del Conte • Editor-in-Chief

CSTORE DECISIONS HAS IDENTIFIED five established and growing convenience store Chains to Watch in the year ahead. Each highlighted chain operates more than 70 locations and is focused on expanding its footprint while driving internal growth through innovations in technology, foodservice and beyond. Far from resting on their laurels, these proven c-store players are building for the future — fortifying their founda tions, sharpening their competitive edge and evolving to meet changing customer expectations.

Parker’s Kitchen

Parker’s Kitchen got its start in 1976 when Founder and Executive Chairman Greg Parker opened his first c-store in Midway, Ga. Today, Parker’s Kitchen operates 103 c-stores across Georgia and South Carolina.

“… And we’re just getting started,” confirmed Brandon Hofmann, CEO of Parker’s Kitchen.

Over the next five years, Parker’s is “committed to one of the most ambitious growth plans in our industry,” Hofmann said.

That includes opening 100 new Parker’s Kitchen stores.

“Our expansion will strengthen our roots in Savannah, Charleston and Augusta while pushing into vibrant new markets like Myrtle Beach, Columbia and Jacksonville,” he said.

Hofmann took the helm as CEO in March 2025 after Parker, who served as CEO for the past 50 years, transitioned into the executive chairman position.

Brandon Hofmann, CEO of Parker’s Kitchen, took on the role in March following Founder Greg Parker’s shift to executive chairman. Hofmann began his journey with Parker’s as a third-shift clerk, and his leadership is rooted in his experience.

“At Parker’s Kitchen, I am deeply proud of the journey we’re on. From my own start as a third-shift clerk to now leading this incredible company, I’ve had the privilege of learning every aspect of what makes Parker’s Kitchen special,” Hofmann said. “My leadership is rooted in those experiences; in the lessons I’ve learned directly from our founder, Greg Parker; and in my belief that our people are the heart of our success.”

In September 2024, Parker’s debuted its largest-ever location in Kingsland, Ga., which Hofmann noted is “a store that stands as a symbol of what’s ahead.”

The Kingsland store features more space, additional offerings and enhanced convenience.

“This flagship location positions us for growth along I-95 and into Jacksonville, Fla. It’s not just a bigger store — it’s a bold step forward in redefining what a convenience store can be,” Hofmann said.

The chain’s vision centers on its Core 4 values: Building the best place to work on the planet, driving strong and sustainable store profitability, supporting ambitious new store growth, giving back generously to the communities it serves.

“Every decision we make — every innovation, every new store, every menu

SOUTHERN FLAVOR MADE EASY.

At House Autry we make serving southern flavor easy and quick. With more than 200 years of milling breadings, mixes and batters with southern spice blends, there’s no easier way to offer authentic southern-made fried chicken or seafood, biscuits, hushpuppies, pancakes and more.

addition — is guided by these values,” Hofmann said.

Parker’s was honored with a USA TODAY Top Workplaces USA 2024 award, which Hofmann noted is “a reflection of the culture we’ve built together: one that values people first and empowers every team member to grow their career while delighting our customers.”

ELEVATING FOOD & TECH

At Parker’s Kitchen, the foodservice team is committed to quality.

“Quality foodservice has always been at the heart of Parker’s Kitchen,” Hofmann said. “We don’t just serve meals, we are delivering on experiences rooted in freshness, flavor and Southern comfort.”

Menu items include the chain’s Huge Chicken Tenders, which are marinated and double breaded fresh every day, as well as its new Personal Pizza that launched earlier this year.

“Foodservice is what sets us apart — and it’s why more people are choosing

Parker’s Kitchen for both convenience and quality,” Hofmann said.

Parker’s is also investing in cuttingedge technology, from its Smart Kitchen system that uses historical data to predict demand to ensure fresh food is always available to its ordering kiosks, assisted checkout and mobile apps, which are redefining convenience for today’s customers. Behind the scenes, data-driven insights are helping the chain select the best sites, redefine its menu and remain ahead of customer demands.

“I believe technology should make life easier, not more complicated,” Hofmann said. “That’s why we invest in innovations that improve both the guest experience and our operations.”

“We are an organization that is driven by constant improvement and (we) work hard every day to figure out better ways to serve our customers,” he added.

A LASTING LEGACY

As Parker’s looks ahead to doubling its

store count, it’s also focused on its employees and the communities it serves.

“What makes me most proud is not only what we build, but what we give,” Hofmann said.

The chain has donated more than $30 million through the Parker’s Community Fund to nonprofits “supporting education, reducing childhood hunger, expanding access to healthcare and supporting our local heroes,” Hofmann said. “We don’t just want to grow stores. We want to grow stronger communities.”

“We have the absolute best team in the industry,” he added. “I am very lucky to be a part of this remarkable team. Together, we are an organization fueled by unstoppable drive, ignited by passion, grounded in purpose and powered by our people.”

As the company grows, Hofmann pointed out that it remains committed to the values that have helped it get to where it is today, including hard work, exceptional customer service, innovation in foodservice and technology, and a strong commitment to serving the community.

“The future is incredibly bright for the Parker’s Kitchen family,” Hofmann revealed. “We’re not just building stores — we’re building something extraordinary together.

Parker’s Kitchen serves food rooted in Southern comfort. One of the chain’s menu items is the Huge Chicken Tenders, which are marinated and double breaded fresh every day.

Nouria

Nouria Energy Corp. was founded in 1989 by CEO Tony El-Nemr. The family-owned and -operated business is headquartered in Worcester, Mass., and operates 319 c-stores and 90 car washes in Connecticut, Georgia, Maine, Massachusetts, North Carolina, New Hampshire, South Carolina and Rhode Island.

Nouria acquired Savannah, Ga.-based Enmarket in February 2025, adding 133 c-stores and 25 car washes and expanding its presence into the fast-growing Southeastern U.S., particularly Georgia and the Carolinas.

“This acquisition represents a significant step in our growth strategy, expanding our presence to the Southeast region and allowing us to serve more customers with the high-quality products and services Nouria is known for,” El-Nemr said at the time of the acquisition.

Nouria pointed out that its acquisition of Enmarket was “a highly strategic decision that strengthened the company’s

presence and competitiveness.” Enmarket was also an appealing acquisition because of its strong regional brand, loyal customer base and operational excellence, all of which were qualities that aligned closely with Nouria’s culture and standards.

The acquisition also offers a platform for Nouria to introduce its innovations — such as its My Nouria private-label products and its fresh food options — to new markets.

“Together, these factors reinforce Nouria’s long-term vision of building a multigenerational, service-driven

Tony El-Nemr, founder and CEO of Nouria Energy Corp., started the business in 1989. Headquartered in Massachusetts, the familyowned and -operated chain has 319 stores and 90 car washes.

company with a national reach,” the company told CStore Decisions.

Nouria has also been updating existing locations. In April, Nouria completed a raze and rebuild of its Raynham, Mass., store, where guests can find freshly made sandwiches, pizzas and pasta using handpicked ingredients, bakery-fresh bread and authentic flavors. In June, Nouria completed a raze and rebuild on

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THE ART OF MERCHANDISIN

THE ART OF MERCHANDISIN G ®

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THE ART OF MERCHANDISIN G ®

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Grab Pouches by the Scruff Pouch Hook

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Containers Well Contained Cooler Capable AMT®

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Create Your Own Merchandising Masterpiece with Trion Fixtures

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Unlimited Configuration Expandable Wire Tray™

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Product offerings come in different sizes, so it makes sense that displays should come in different sizes, too. That’s why Trion created the WonderBar ® Expandable Wire Tray System. We included every feature you would want if you created it yourself: powder-coated galvanized wire that stands up to harsh environments; adjustable width; easy custom configuration; rail mount and freestanding units; wire or clear acrylic product stops. EWT mounts on pegboard, slatwall, gondola shelf, table top and cooler.

Product offerings come in different sizes, so it makes sense that displays should come in different sizes, too. That’s why Trion created the WonderBar® Expandable Wire Tray System, aka EWT. We included every feature you would want if you created it yourself: powdercoated galvanized wire that stands up to harsh environments; adjustable width; easy custom configuration; rail mount and freestanding units; wire or clear acrylic product stops. EWT mounts on pegboard, slatwall, gondola shelf, table top and cooler.

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Make an Appearance Z ip Track ® Merchandiser

Finish the Job Base Deck Fencing

Bin there, organized that! Trion’s deck fencing helps you bin small, large, bulk or packaged items while keeping them accessible to customers. Customize your display to create closed-front or open-front compartments using straight or offset front fence, then add our convenient labeling systems to finish the job right.

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Use ZIP Track ® storewide for neat and tidy health, beauty and wellness displays. This is the most versatile system of its kind on the market. Easy to install, ZIP Track® components clip on a front rail allowing lanes to adjust quickly, even when full or to add additional facings. Use actual product to set lane width from 2" up to 3 3/4 " Slide product front-to-back to “ZIP” each track together. Custom spring tensions and lane depths are available to fit any and all shelf and product needs. Manufactured from durable, modern plastics, ZIP Track® provides an extended merchandising life.

Announce Product Presence

Containers Well Contained Cooler Capable AMT®

Extruded Sign Holders

Think of these extruded signs as a GPS for your retail setting. Quickly guide customers to the products they want and need with these versatile sign holders. Plan your customer’s routes, then slide in signs when you’re ready. Creative merchandisers might also use these sign holders for monthly or weekly specials, buy-one-get-one offers, specialized category definition (think gluten free, organic, fair trade, etc.), or promotion of in-store loyalty cards. A variety of mounting options are available including hooks, push pin, and foam tape. The opportunities for use are endless. Call 800-444-4665 | TrionOnline.com

Super Hooks! WonderBar® Hooks

Slatwall Hooks

Yeah, We’ve Got That Slatwall Hooks

Let’s review your wish list of slatwall hook features: flat back plate base? Trion’s got it. Even load distribution? Check. Customizable with Clear Scan Labels? Yep. Flip-front or metal plate Label Holder, gotcha. Like your varied products, Trion’s Slatwall Hooks are offered in a range of standard, medium, heavy, and extra heavy gauges. Our hooks fit all industry standard slatwall slots, and many work with slot inserts. Call for a sample to check the fit with your design.

reTail

THE ART OF MERCHANDISIN G

T he ART OF M

THE ART OF MERCHANDISIN G

THE ART OF MERCHANDISIN G ®

Create Your Own Merchandising Masterpiece with Trion Fixtures

THE ART OF MERCHANDISIN G ®

THE ART OF MERCHANDISIN

Create Your Own Merchandising Masterpiece with Trion Fixtures

Cold Front Forecast Air F low Baffle

Clean as a Whistle

Oversize? No Problem! WonderBar® EWTTM Large

Endless Baskets

The Problem Solver Endless Baskets

Z ip Track ® Merchandiser

the length and uses. Mount level or in gravity-feed mode from pegboard or slatwall, or place on shelves or table tops. Pair the baskets with hang tags, efficiently displaying both products and prices. Customize your baskets with handy dividers to create exactly the compartmentalization you need.

effectively, attractively merchandise in these baskets is, well, endless, as is the length and uses. Mount level or in gravity-feed mode from pegboard or slatwall, or place on shelves or table tops. Pair the baskets with hang tags, efficiently displaying both products and prices. Customize your baskets with handy dividers to create exactly the compartmentalization you need.

When Visibility is Your Goal Clear Acrylic Dividers

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Use ZIP Track® storewide to organize various types of cleaning products, insect repellent and various other household items. It is the most versatile system of its kind on the market. Easy to install, ZIP Track® components clip on a front rail allowing lanes to adjust quickly, even when full or to add additional facings. Use actual product to set lane width from 2" up to 3 3/4 " Slide product front-to-back to “ZIP” offers a wide range of adjustability for

The number of products you can effectively, attractively merchandise in these baskets is, well, endless, as is the length and uses. Mount level or in gravity-feed mode from pegboard or slatwall, or place on shelves or table tops. Pair the baskets with hang tags, efficiently displaying both products and prices. Customize your baskets with handy dividers to create exactly the

Call 800-444-4665 | TrionOnline.com

Containers Well Contained Cooler Capable AMT®

Fast and Easy Attached-Back HooksTM

When Visibility is Your Goal Clear Acrylic Dividers

customers can spot and browse neatly displayed, upscale merchandise. Adjustable, multi-functional dividers allow you to customize depth and change the width of displays just as fast as new products are delivered. Sturdy, clear presentation keeps products looking their best, highlighting the colors, options, sizes, quality, and billboarding brands. Trion’s Clear Acrylic Divider Systems are among the best looking and adaptable merchandising systems. Call 800-444-4665 | TrionOnline.com

Call 800-444-4665 | TrionOnline.com

The way to profits is clear when customers can spot and browse neatly displayed, upscale merchandise. Adjustable, multi-functional dividers allow you to customize depth and change the width of displays just as fast as new products are delivered. Sturdy, clear presentation keeps products looking their best, highlighting the colors, options, sizes, quality, and billboarding brands. Trion’s Clear Acrylic Divider Systems are among the best looking and adaptable merchandising systems. Call 800-444-4665 | TrionOnline.com

Super Hooks! WonderBar® Hooks

Fast and Easy Attached-Back HooksTM

assembled – a dream come true for speeding labor intensive projects. Because the hooks are already assembled, you can display merchandise as quickly as you can say “profits.” Once installed, these hooks come apart easily, making merchandising changes in tight displays fast and easy. Reinforced to host even heavy items, these hooks are available in standard, medium and heavy gauge frontwires with engineering grade plastic backplates to provide durable and attractive ways to keep your merchandise accessible.

straight-entry hooks arrive already assembled – a dream come true for speeding labor intensive projects. Because the hooks are already assembled, you can display merchandise as quickly as you can say “profits.” Once installed, these hooks come apart easily, making merchandising changes in tight displays fast and easy. Reinforced to host even heavy items, these hooks are available in standard, medium and heavy gauge frontwires with engineering grade plastic backplates to provide durable and attractive ways to keep your merchandise accessible.

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You read that right. These two-piece straight-entry hooks arrive already assembled – a dream come true for speeding labor intensive projects. Because the hooks are already assembled, you can display merchandise as quickly as you can say “profits.” Once installed, these hooks come apart easily, making merchandising changes in tight displays fast and easy. Reinforced to host even heavy items, these hooks are available in standard, medium and heavy gauge frontwires with engineering grade plastic backplates to provide durable and attractive ways to keep your merchandise accessible. Call 800-444-4665 | TrionOnline.com

Call 800-444-4665 | TrionOnline.com

Pegboard Extenders

Extend Your Revenue Pegboard Extenders

pegboard extenders. Use them to layer display surfaces so you can simultaneously show tall and short items. Commonly used to merchandise mops, brooms, long handled tools and more, with cross sells and accessories directly in front. Pegboard extenders extend your merchandising reach.

layer display surfaces so you can simultaneously show tall and short items. Commonly used to merchandise mops, brooms, long handled tools and more, with cross sells and accessories directly in front. Pegboard extenders extend your merchandising reach.

Extend your opportunities to increase revenue with Trion’s pegboard extenders. Use them to layer display surfaces so you can simultaneously show tall and short items. Commonly used to merchandise mops, brooms, long handled tools and more, with cross sells and accessories directly in front. Pegboard extenders extend your merchandising reach.

reTail

THE ART OF MERCHANDISIN G

T he ART OF M erchandising

THE ART OF MERCHANDISIN G ®

THE ART OF MERCHANDISIN G

Create Your Own Merchandising Masterpiece with Trion Fixtures

Trion Fixtures

Create Your Own Merchandising Masterpiece with Trion Fixtures

Air F low Baffle

Cold Front Forecast Air F low Baffle

Oversize? No Problem!

Cold Front Forecast Air F low Baffle

WonderBar® EWTTM Large

WonderBar EWT Large

Air F low Baffle

Oversize? No Problem! WonderBar® EWTTM Large

Call 800-444-4665 | TrionOnline.com

WonderBar Hooks

Cooler Capable AMT®

Containers Well Contained Cooler Capable AMT®

Call 800-444-4665 | TrionOnline.com

WonderBar® Hooks

Super Hooks! WonderBar® Hooks

WonderBar Hooks

Containers Well Contained

Cooler Capable AMT®

Call 800-444-4665 | TrionOnline.com

reTail

T he ART OF M erchandising ®

THE ART OF MERCHANDISIN G ®

Create Your Own Merchandising Masterpiece with Trion® Fixtures

Cold Front Forecast Air F low Baffle

Think Beyond the Obvious Literature Holder

Paint the Town Red Z ip Track ® Merchandiser

Literature Holder

Clear Dividers & Stops

Oversize? No Problem! WonderBar® EWTTM Large

For Base Deck and More Clear Dividers & Stops

Don’t judge a literature holder by its cover these coated-wire multi-taskers can be used to accommodate anything that is best displayed upright. Rather than stacking that merchandise flat on shelves, show off features and benefits where customers can fully view the entire item. Creatively deploy these to sell almost anything, including games, mirrors, frames, clocks, puzzles, life vests, baking sheets, and — for traditionalists —even product literature. Call 800-444-4665 | TrionOnline.com

For Base Deck and More Clear Dividers & Stops

Dividers & Stops

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Use ZIP Track ® storewide for a wellorganized display of spray paint cans, and other craft items. Works well with caulking tubes in hardware too. This is the most versatile system of its kind on the market. Easy to install, ZIP Track® components clip on a front rail allowing lanes to adjust quickly, even when full or to add additional facings. Use actual product to set lane width from 2" up to 3 3/4 ". Slide product front-to-back to “ZIP” each offers a wide range of adjustability for changing

Containers Well Contained

Strips

Cooler Capable AMT®

Best Selection Guaranteed Holders & Strips on Hooks

You’ll be hooked on these Clear Scan® Label Holders when you see how easily they accommodate drop-in plain paper labels. Promote product and price or features and benefits so customers can choose easily .. . and so can you! Make your selection of Clear Scan Label Holders from a variety of profiles, colors and lengths, then add them to hooks with flip-front or FISH-TipTM mounts. Skip the mess of sticky adhesive labels and trade up to easy-to-use plain paper label holder systems.

Truth or dare? The truth is that Trion’s ShelfWorks® Clear Dividers and Product Stops are up to any dare. Choose straight, reversible, or interlocking-front clear dividers to align, stack, divide, and organize almost any product you want to sell. Another truth is Trion’s products are durable, high-quality items that will work as hard as you do. Try to find better merchandising solutions. We double-dog dare you.

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Inventory Control

Super Hooks! WonderBar® Hooks

ICC’s and Shams

Best Selection Guaranteed Holders & Strips on Hooks

ICC’s and Shams Inventory Control

Inventory Control

ICC’s and Shams Inventory Control

You’ll be hooked on these Clear Scan® Label Holders when you see how easily they accommodate drop-in plain paper labels. Promote product and price or features and benefits so customers can choose easily and so can you! Make your selection of Clear Scan Label Holders from a variety of profiles, colors and lengths, then add them to hooks with flip-front or FISH-TipTM mounts. Skip the mess of sticky adhesive labels and trade up to easy-to-use plain paper label holder systems.

Call 800-444-4665 | TrionOnline.com

You’ll be hooked on these Clear Scan® Label Holders when you see how easily they accommodate drop-in plain paper labels. Promote product and price or features and benefits so customers can choose easily and so can you! Make your selection of Clear Scan Label Holders from a variety of profiles, colors and lengths, then add them to hooks with flip-front or FISH-TipTM mounts. Skip the mess of sticky adhesive labels and trade up to easy-to-use plain paper label holder systems.

Call 800-444-4665 | TrionOnline.com

Keep those carded products tidy and easy to see when you add inventory control clips (ICCs) to your standard, medium, heavy or extra heavy wire hook displays. These handy clips keep merchandise faced and double as a marker to let you know when it’s time to reorder or re-stock products. Available in Rabbit Ear ICC and circular Sham configurations. Or order with half-moon ATICC Inventory control clips already pre-mounted on the hook for you.

Call 800-444-4665 | TrionOnline.com

The ART OF Merchandising

Merchandising is more than fitout and fixtures. It’s the art of creating an attractive, well-organized retail presentation. As with any artistic composition, a wide variety of tools may be used to create your masterpiece. In retail Visual Merchandising, a gondola, pegboard, slatwall or shelf is your blank canvas. When combined with tools such as display hooks, label and sign holders, bar merchandisers, tray systems, and merchandising accessories, there are endless ways to effectively display all kinds of products and inspire your target audience to make a purchase. As one of the world’s top retail fixture manufacturers, Trion offers a generous palette of over 25,000 components with 60 years of experience using them to execute precise planogram solutions, store designs and retail displays. Call us to turn your vision into an inspired retail masterpiece.

Zip Track ® Merchandising sYsTeM

displaY & scan hOOks

label hOlder sYsTeMs

securiTY & anTi-TheFT FixTures

DIVIDer & Pusher sysTeMs

bar Merchandising sYsTeMs

cOOler Merchandising sYsTeMs

its Webster, Mass., location., which is designed to cater to residents and travelers and features a diverse array of products and services.

GROWING FORWARD

Looking ahead, Nouria has ambitious growth plans, including a 10-year goal to quadruple the size of the company. It’s already halfway toward achieving that milestone. The chain plans to expand its footprint through both organic new store development and via strategic acquisitions.

Nouria is also strengthening its foodservice program, expanding its privatelabel offerings under the My Nouria brand and working to scale its car wash network, all while investing in digital loyalty, mobile payments and operational innovations that make the chain more efficient and help to deepen its connection with the customers it serves.

In addition to creating a “multigenerational, service-driven company with national reach,” the chain aspires to “strong regional leadership and a reputation for delivering the ultimate guest experience with every interaction.”

FOOD & TECH INNOVATION

Nouria operates three major foodservice concepts in the Northeast. The chain’s approach to the market is unique compared to other c-store chains. At the heart of each store is Nouria’s Kitchen, which Nouria treats as a central feature. It also partners with third-party brands Amato’s and Krispy Krunchy Chicken to further diversify its offerings.

As the chain continues to get to know its customer base in the Southeast, it plans to evolve its food strategy to focus on freshness and exceptional customer experience while also encouraging strong engagement from its team members.

Nouria sees technology as a driving force behind how it enhances the customer experience at its stores while also improving operational efficiency and store security. In 2025, it’s leading the way with several innovations. The chain has introduced dynamic videowalls in select locations to elevate in-store engagement. The videowalls offer high-resolution displays where the company will feature promotions, community messages and updates in real

time, creating a “vibrant and immersive environment” for customers.

The c-store chain has also added nextgeneration video security, investing in artificial intelligence-powered video analytics to help it reduce shrink and protect the bottom line without disrupting the customer experience.

Additionally, Nouria is investing in selfcheckout innovation, which allows for fast and secure transactions while minimizing false alerts and ensuring a smooth experience for guests.

“What makes Nouria a chain to watch is that we pair family values and care for our guests with cutting-edge innovation — growing fast, serving fresh and staying true to our people-first culture,” said Joe Hamza, chief operating officer, Nouria.

Nouria operates three major foodservice concepts in the Northeast: Nouria’s Kitchen (a central feature and the heart of each store) and third-party brands Amato’s and Krispy Krunchy Chicken.

Nouria offers its Barbecue Boom Boom Pizza through its Nouria’s Kitchen concept. The chain plans to focus on freshness as it evolves its food strategy, as well as expand its private-label offerings under the My Nouria brand.

Weigel’s

Weigel’s has been serving the East Tennessee Community since 1931 when it began as a dairy. Today, the Powell, Tenn.-based chain operates 85 convenience stores across east Tennessee, with plans to reach 89 locations by the end of 2025.

“By end of year we will have built seven new stores (in 2025),” said Nick Triantafellou, director of marketing & merchandising for Weigel’s. And, Weigel’s has an additional eight new stores on the docket for 2026. The chain’s Generation 4 store, which is its latest model, places the kitchen at the center of the store while providing ample space to accommodate guest traffic.

“In 2025, we also launched our first Weigel’s Auto Spa, with more slated to follow,” Triantafellou said. “All of our stores have been ground-up builds, reflecting our commitment to investing in the communities we serve.”

In March, Weigel’s debuted its 110,000-square-foot Harvest Station Foods Commissary. Triantafellou noted the commissary is “capable of producing

Doug Yawberry, CEO of Weigel’s, has helped the Tennessee chain grow to 85 stores. By the end of 2025, the goal is to reach 89 locations. For 2026, Weigel’s currently has eight new stores on the docket.

at scale with unmatched efficiency.”

For example, the commissary can produce 40 pizzas per minute.

“This represents a pivotal shift for Weigel’s, giving us greater control over quality, consistency and innovation,” he said. “It also lays the foundation for vertical integration where possible, ensuring our foodservice programs remain fresh, distinctive and scalable.”

DIPPIN’ CHICKEN

Weigel’s foodservice program includes made-in-store pizza and its never-frozen hand-breaded Dippin’ Chicken, as well as traditional c-store fare, including roller grill offerings, sandwiches, corn dogs and stuffed biscuits in the morning.

“The commissary strengthens our ability to deliver programs like this consistently, with the flexibility to innovate

across the menu,” Triantafellou said.

Weigel’s is currently focused on the recent launch of its Knoxville Hot Dippin’ Chicken, “a major brand innovation that blends sweet flavor with a fiery kick,”

Triantafellou said. “First, you’ll taste the sweet crunch, then the fire hits — that surprise is what makes it fun. We’re not following trends here, we’re setting them.”

Weigel’s commitment to foodservice quality and innovation has paid off. It was recognized earlier this year in USA Today’s 10Best series where it was voted one of the Top 10 Best Gas Stations for Food. Weigel’s scored the No. 6 spot.

RETAIL MEDIA NETWORK

When it comes to technology, “our biggest push in 2025 is the continued buildout of our in-store retail media network, designed to unlock new revenue streams, deepen vendor collaboration and deliver more personalized experiences to our guests,” Triantafellou said. “This platform positions us at the leading edge of digital innovation within the convenience channel.”

FORWARD MOMENTUM

As it looks ahead, Weigel’s aims to expand its store base by 10% annually via new builds while also expanding its Auto Spa platform, Triantafellou explained. “At the same time, we will leverage the

commissary to fuel proprietary food growth and long-term brand differentiation.”

Weigel’s name, image and likeness objectives have helped to market the chain’s offerings, including the new Knoxville

to the

When asked what makes Weigel’s a Chain to Watch, Triantafellou pointed to the way Weigel’s combines 94 years of heritage with a forward-looking vision. “We trailblaze and set the standard in food, loyalty and technology, powered by a team that is deeply passionate about serving our guests,” he said. “From investing in a state-of-the-art com missary to launching Auto Spas and our own retail media network, we’re not just evolving with the industry — we’re help ing define its future.”

Hot Dippin’ Chicken,

east Tennessee community.

Weigel’s new Knoxville Hot Dippin’ Chicken is a new innovation on its never-frozen, hand-breaded Dippin’ Chicken. The flavor blends sweetness with a fiery kick.

Power Market

CEO Sal Hassan founded H&S Energy in 1996 when he opened his first gas station in Cyprus, Calif. Today, H&S Energy operates more than 260 locations in California, Oregon and Nevada, including 181 Power Markets and Pinnacle 365 by Power Market. It is also an ExtraMile franchisee (80 sites).

H&S Energy is a family-run company. Sal’s brother Victor Hassan is the chief operating officer, and his brother Moe Hassan acts as chief financial officer. Sal’s son, Amir Hassan, is president of operations; Sal’s daughter Hana Hassan serves as director of marketing and public relations, while his daughter Laila Hassan acts as a marketing coordinator. Victor’s daughter, Reem Hassan, is also a marketing coordinator.

In March 2024, H&S Energy acquired Andretti Petroleum Group’s convenience

retail, fuels distribution, cardlock, fleet card, commercial fueling, car wash, lubricants and transportation businesses. The acquisition expanded H&S Energy’s presence in the Pacific Northwest and on the West Coast; added 100 c-stores under the Pinnacle 365 banner, as well as dealer accounts and cardlocks; and marked the largest acquisition in the company’s history.

The acquisition also helped the chain expand into new verticals, as it became a distributor and wholesaler for fuel with different oil brands and a distributor and marketer of lubricants. The company is also now transporting its own fuel. The newly acquired sites are being remodeled and rebranded to Power Market. The remodels are modernizing the interior and exterior designs, which includes refreshes to layouts and displays. As part

Sal Hassan, CEO of H&S Energy, founded the company in 1996 with the opening of his first gas station in California. Now, the company operates over 260 locations in California, Oregon and Nevada.

of the revamp, stores are receiving hot food, dispensed beverage programs and coffee programs that match Power Market’s offering.

“All interior remodels (have been) done in the past two years with completion set for end of 2026,” said Hana Hassan.

And the chain is still growing.

“We are continuing to look for acquisition opportunities and have plans to build three to five new stores by the end of 2026,” Hassan said.

FOOD & TECH INNOVATION

H&S Energy operates proprietary Papa Sal’s delis — named as an homage to CEO and father Sal — which offer madeto-order sandwiches, salads, fresh baked bread and fried chicken.

“Stores without the delis offer a wide variety of hot dogs, tornados and proprietary Papa Sal’s Pizza,” Hassan said. “We are also looking at expanding our fried chicken offering to our stores without full kitchens with the investment into air fryer combie ovens.”

The chain is innovating on the tech front, as well.

“We are always looking to be on the forefront of technology,” Hassan said.

The chain features the Power Market

Amir Hassan, son of Sal

is president of operations at H&S Energy. He works alongside his sisters, uncles and cousin as part of the second generation of the family business.

is the director of marketing and public relations for H&S Energy. Along with her brother, sister and cousin, she is a second-generation member of the family business.

app, which includes the Power Market Rewards program, in-store deals, interactive games and a store locator map.

H&S Energy also operates about 70 car washes under the name PM Auto Spa. In June 2024, it launched a car wash subscription program, which offers a monthly

subscription called PM Plus.

“We recently tested out electronic shelf labels and will be rolling that out at more stores,” Hassan said. “We also invested in temperature sensors for all coolers and hot food equipment, so we get realtime data on any equipment repairs that are needed. Also, we went completely digital with our task management. …”

The company offers its own white-label Power Market delivery program for all products within the store, including the full menu. The convenience chain also partners with DoorDash, Grubhub and Uber Eats drivers.

As it looks ahead, the company aspires to expand in multiple areas, including in retail, wholesale and as a marketer.

When asked what makes Power Market a Chain to Watch, Hassan noted, “Power Market is not your average c-store; we have everything you need right around the corner. We offer wide varieties of snacks and drinks but also have proprietary coffee beans for our bean-to-cup machines, groceries you can pick up for your Sunday barbecue and much more. Power Market is looking to make gas station food a staple on the West Coast with its Papa Sal’s offering, as we see this as a major opportunity on the West Coast.”

Hana Hassan

Hassan,

Chestnut Market

Chestnut Petroleum Distributors (CPD) was founded around 1980 by Mickey Jamal. The company began as a single-site Mobil dealer in New Paltz, N.Y.

Mickey’s brothers — Sal Jamal, Sam Jamal and Cal Jamal — joined the business shortly thereafter. Today, Mickey leads the company as CEO. Sal acts as president, while Sam serves as chief operating officer and Cal serves as secretary. The second generation of the family is also active within the company. Second-generation members include Faheem Jamal, who acts as director of c-store operations; Faheem’s cousin AJ Jamal, who serves as northeast director of wholesale fuels; and Faheem’s cousin Sharif Jamal, director of real estate and

brand development. Faheem’s brother, Farris Jamal, acts as merchandising manager and is also involved in the growth and development of Chestnut’s foodservice programs.

In 2020, CPD officially rolled out the Chestnut Market banner across its fleet of stores. Today, Chestnut Market operates approximately 75 company-operated convenience stores in New York, New Jersey and Connecticut, and it’s also a major distributor for Exxon Mobil, Shell, bp, Gulf and Irving, supplying fuel to about 230 locations in the Tri-State area.

Now, it plans to expand its footprint in the Tri-State area with help from the chain’s in-house construction company.

In 2024, Chestnut Market debuted a

new site — which it calls “The Hutch” — on the Hutchinson River Parkway in New York. The new location is a ground-up remodel that features a glass-front exterior and mixes historic charm with modern convenience. Chestnut was also busy completing several remodels in 2024. The store was a winner of CStore Decisions’ 2025 Best Store Design Awards.

In 2025, the chain completed significant remodels at its Mt. Vernon, N.Y., location and Yonkers, N.Y., site. In New York, the chain is retrofitting beer caves into its latest remodels.

It also plans to open two new-toindustry stores in 2026, one in the greater Westchester County area in New York and one in the Hartford, Conn., area.

Photography by Laszlo Regos

FOODSERVICE EVOLUTION

Chestnut Market is bringing a higher level of foodservice into its newer locations, moving from a strictly commissarydriven program with cold sandwiches and salads to a broader menu that also incorporates hot foods.

“We’re extremely happy with the foodservice that we just launched in our Hutchinson River Parkway location,” Faheem Jamal said.

The chain is offering chicken sandwiches prepared on-site, including Hot Honey Chicken on a Waffle, a Spicy Chicken Sandwich and a Classic Chicken Sandwich. Additionally, empanadas are a specialty for Chestnut. “We offer empanadas at high, high volume, and it’s a great grab-and-go snack,” Jamal said. “People were asking when we reopened (the Hutchinson River Parkway location) if we were going to have empanadas again. It was kind of a signature for that location, and we are, and now we’re expanding that empanada program across our portfolio.”

Chestnut is also beginning to add pizza options to its foodservice menu.

RETAIL IS DETAIL

One of the keys to Chestnut Market’s success in ensuring consistent quality of service, well-stocked products and clean stores is the chain’s Retail Is Detail/Walk the Store program, which was started by Sal about a decade ago. Under Faheem’s

leadership, the program has flourished and incorporated technology to increase accountability and efficiency.

LOYALTY LAUNCH

Chestnut Market rolled out its loyalty program and mobile app starting in March of 2025, with the program live at all locations by April.

The chain brought in Abigail Cerra, the former senior manager of innovation

and brand marketing at Charleston, S.C.based Refuel Operating Co. LLC, to be Chestnut’s director of marketing, loyalty & communications and help spearhead the rollout of the program.

Within the first five months of the program, Chestnut reached 70,000 loyalty members with an average chainwide scan rate of 10%, Cerra pointed out. “We have some best-in-class stores performing at close to a 20% scan rate already,” she added.

Chestnut has also been testing selfcheckout technology, having introduced Mashgin self-checkout kiosks in its “The Hutch” location and its Old Lyme, Conn., site, with more locations set to roll out the technology.

The chain also plans to fully integrate its support systems across one integrated package by the end of 2025.

GROWING FORWARD

As it looks ahead, Chestnut has its sights set on expanding from the 75 stores it has now to 100 sites.

“Chestnut Market is a chain to watch for its bold growth strategy, commitment to innovation in foodservice and digital engagement, and a people-first culture that reflects the communities it serves,” said Sal Jamal.

From left, the Jamal brothers: Sal Jamal, president; Mickey Jamal, CEO; Sam Jamal, chief operating officer; Cal Jamal, secretary.

In 2020, Chestnut Petroleum Distributors officially rolled out the Chestnut Market banner across its fleet of stores. Today, Chestnut Market operates approximately 75 company-operated c-stores in New York, New Jersey and Connecticut.

Protect your business, prevent underage access to tobacco products, and help ensure that retail remains the most trusted place to buy tobacco products with Age Validation Technology (AVT).

AVT reduces the likelihood of selling tobacco products to underage individuals. It’s simpler for associates to execute rather than manually entering in date of birth.

Tobacco Product Scanned Prompt to Scan for Age Validation

The AVT system saves on transaction times. AVT protects the future/viability of innovative products and harm reduction.

Verify and Scan I.D.

POS System Validates Transaction Continues

Inside Casey’s Growing Footprint

Fresh off its CEFCO acquisition, Casey’s is driving strategic growth through its three pillars: growing stores, accelerating fresh food and enhancing operational efficiency.

Erin Del Conte • Editor-in-Chief

ANKENY, IOWA-BASED CASEY’S, with 2,900 stores in 19 Midwestern and Southern states, is rapidly growing today through internal innovation as well as external expansion — most notably through its November 2024 acquisition of CEFCO that expanded the chain’s footprint into two new states.

Casey’s centers its strategy on three pillars: 1.) growing stores, 2.) accelerating fresh prepared food and 3.) enhancing operational efficiency.

Ena Williams, chief operating officer for Casey’s, has been instrumental in driving the c-store chain’s efforts to strengthen its third pillar. “The first two pillars depend on the third. You can’t execute those very well if you’re not operating efficiently,” Williams explained.

Williams joined Casey’s in 2020, bringing years of c-store industry experience to her role.

She spent 17 years at ExxonMobil and Mobil Oil Corp., where her roles spanned merchandising, engineering, transportation, supply, banking, treasury, operations management, as well as heading the company’s West and Midwest divisions. Williams went on to serve for 10 years at 7-Eleven, first as senior VP, where she ran the Western half of the U.S. and all of Canada.

“Then I had the opportunity to go international, which is something I really wanted to do. And when I left 7-Eleven I was the head of international,” which included all international business except for Japan.

After her tenure at 7-Eleven, Williams served as CEO of National HME, a medical equipment company. But then the c-store industry called her back.

“The c-store industry is in my blood,” Williams said. “It really is. I love this industry. I love everything about it: How resilient it is, how we serve the community and the guests, how every convenience store chain is different, and how regional it can be. And so, with the help of CEO Darren Rebelez, I was called back into the fold, into the c-store family, and that’s how I came to Casey’s.”

Williams knew Rebelez, who had taken the helm as CEO of Casey’s a year earlier in 2019, from her days at Exxon, where they had worked in merchandising together.

“I knew his leadership style, and he is really grounded in culture and bringing all of the team members along … and having a very inclusive mindset that represents the community. …” Williams said. “I knew taking that chance and starting all over and coming to — not just a new company — but a new place in the country, Iowa, after living in big cities on both coasts and living in Dallas, was taking a leap, but it was his leadership that made me feel confident that this was a great place to be, and my instinct wasn’t wrong.”

Casey’s bakery includes options such as cookies and doughnuts. Often, stores will decorate these with the colors of the high school teams that are playing that Friday night in an effort to support the communities

Williams was also drawn to Casey’s strong company culture, which is rooted in supporting families, welcoming guests and serving communities.

ENHANCING OPERATIONAL EFFICIENCY

Casey’s began the journey of strengthening its third pillar of operational efficiency about three-and-a-half years ago toward the end of the chain’s first strategic plan under Rebelez, Williams explained. Casey’s is now in the second year of its second three-year strategic plan, and its efforts are paying off.

Casey’s first developed a continuous improvement team and brought in a leader certified in Lean Six Sigma, a method for disciplined quality improvement.

“We really made the effort to focus on simplifying store operations and taking complexity out of the store,” Williams said. “Casey’s is not a just a normal convenience store. It’s complicated to be

a Casey’s team member because of our made-from-scratch kitchens,” so Casey’s set out to simplify processes.

It streamlined operations by removing time-consuming tasks from store managers and team members. For example, Casey’s replaced bank trips with armored car services and smart safes that can make change and complete end-of-day counts, which cut about two hours from managers’ daily workload.

It outsourced laundry for uniforms and towels, eliminating in-store washing. In the kitchens, it introduced digital production planners and handheld devices to replace manual notetaking, improving accuracy and efficiency while guiding team members on the food to make based on sales data.

“It takes the guesswork out of it,” Williams said. “It takes regular, hard data from our guests, based in sales, and (tells team members), ‘This is what you should make by hour for each product

throughout the daypart.’”

A connected label maker further simplified food prep for the team by instantly generating labels.

“Before, in our warehouses, we had rolls of labels for every product we made,” Williams said. “You can imagine, with every food item, you had to label it with the product and with the ingredients, so we had labels for all of that. Think about the amount of time it took to pick up all of those labels from the warehouse, and how much space it took in the warehouse, on the truck and in the stores. We took all of that away and put in a label maker.”

Now, when team members put the quantity they make into their handheld device, the labels are instantly printed.

Many of these changes came not only from the continuous improvement team but directly from the company’s Frontline Advisory Board (FAB) of store managers, who help identify which processes to

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During fiscal year 2025, Casey’s has grown by 270 sites. However, based on the chain’s strategic plan for fiscal 2024-2026, Casey’s expects to open approximately 500 stores during the three-year period through a combination of new builds and acquisitions.

stop or improve.

“There’s a rotating group of store managers, and they come to our store support center every quarter, and the first thing that we asked them when we stood this up three years ago, was, ‘Please tell us what we should stop doing. What are you doing in the store that you should not be doing?’ And it’s amazing. If you want an answer to anything that’s complex, just ask the store,” Williams said.

The FAB team also helps pressure test new initiatives to ensure Casey’s is targeting the right executional items.

As Casey’s has removed complexity, it has also reduced labor hours year on year. Casey’s was not only able to free up team member time so they could spend more time on the floor attending to guests, but

“some of these hours were meaningful in that we could actually … reduce the labor hours and the operations costs,” Williams said. “And when folks first hear that, they think, ‘Oh my gosh, that must really be upsetting for a store manager to lose hours.’ But it wasn’t. We measure engagement every year at Casey’s, and our engagement scores have steadily been going up in the field because our team members are happier.”

“It’s fun to make products now because it takes less steps and less time, and they’re not running from here to there,” Williams added. “Our turnover has gone down double digits because our team members, since they’re happier, are not leaving, and since they’re not leaving, we have more tenured team

members who are making better products because they’re more experienced.”

Lower turnover has reduced costs by cutting uniform expenses and training time, thanks to greater consistency and less frequent onboarding.

“It has compounded our efficiency,” she said. And that efficiency is helping to fuel Casey’s growth plans.

ACQUIRING CEFCO

Casey’s made headlines in November 2024 when it snapped up 198 CEFCO stores from Fikes Wholesale in a landmark deal for more than $1.1 billion. The acquisition included 148 stores in Texas, greatly expanding its reach in the Lone Star State, where prior to the acquisition, the chain operated 22 stores in the

northern part of the state. It also marked Casey’s entry into Alabama and Florida with the addition of 40 stores across those states. (It also included some Mississippi stores that were then divested).

Casey’s found that CEFCO’s culture was a good fit with its own.

“They were people-first, guest-first and community centric, and so it felt like a family atmosphere there. Also, they were food forward like Casey’s …and so that combination really made it a great fit for Casey’s,” Williams said. “And if you think about Texas … Texas is ‘Casey’s Country.’ When people think of Texas, they think of the big cities like Houston, Austin, Dallas, but most of Texas is (made up of) small rural towns, just like Iowa and Illinois and Missouri, the (type of) places

where Casey’s loves to operate.”

Over time, the CEFCO stores will be converted to the Casey’s banner. For now, Casey’s has converted three CEFCO stores with kitchens into proof-of-concept Casey’s stores.

“We took the best of both. We took their chicken program and their burrito and bowl program, and we layered in our made-from-scratch pizza,” she said.

Casey’s set out to evaluate whether it could execute a kitchen with multiple items while remaining focused on removing complexity and whether the new menu would resonate in Texas.

“Texas is new, and the tastes are new. The flavors are new. Could we operate in the market with our food products on top of what CEFCO has? I’m pleased to report

that yes, we can,” she said. “It’s going to be branded Casey’s, but the offer is going to resonate with the guests in Texas.”

Right now, Casey’s is evaluating potential reverse synergies, such as examining whether some of CEFCO’s menu items might also work in Arkansas or Oklahoma, where similar flavors are popular.

GROWING STORES

As Williams pointed out, Casey’s is known for its reach in rural communities. Founder Don Lamberti opened Casey’s first store in 1968 in a small town called Boone, Iowa. The chain went on to open stores in small towns across Iowa, and today, approximately two-thirds of Casey’s stores are still found in communities with populations of 20,000 or fewer.

“If you take a look at that footprint, we are usually the only game in town,” Williams said. “We are the gas station with a grocery store and a restaurant, and not only do we bring those offers to the guests in those small towns, but we support those communities. We support them through donations to their schools. We support their local high school teams. It’s so much fun to go to our stores and see our cookie and doughnut maker decorate doughnuts and cookies with the colors of the teams that are playing that Friday night. The community is the heart of Casey’s.”

Casey’s isn’t exclusively focused on rural locations. The chain also operates outside of Dallas; Kansas City, Mo.; and Oklahoma City, for example. “But rural is really where we, I think, we have the most impact,” she added.

About half of Casey’s future growth is expected to come from new stores,

not just in new geographies like Texas, Florida and Alabama, but also within the chain’s existing footprint.

The chain’s second pillar, which focuses on store growth, is built on a “two-prong approach” that includes new builds and acquisitions.

New-to-industry (NTI) stores are a key element in Casey’s store growth model, and in the last three fiscal years, more than 100 new Casey’s locations were introduced. Based on the chain’s strategic plan for fiscal 2024-2026, Casey’s expects to open approximately 500 stores during the three-year period through a combination of new builds and acquisitions. In fiscal 2025, Casey’s acquired 37 stores and built 35 NTI sites, in addition to the CEFCO acquisition, bringing its total new store count to 270 for the fiscal year.

“We have a lot of space within our existing footprint to grow,” Williams said. “There are plenty of small towns that

would love to have a Casey’s and that we consider Casey’s Country. So that’s the first part of the growth. And we’ll do that through either acquisition or through NTI stores.”

Casey’s uses a “network planning process” that it updates twice a year to determine the ideal amount of Casey’s locations in a given area. “There’s a science around growing new stores and acquisitions,” Williams said.

The second half of Casey’s growth is expected to come from its legacy locations, where Casey’s expects to drive instore sales and transaction counts. Center store is one such growth area, where the chain is evaluating package sizes, product mix and adjacencies, as well as where limited-time offers and foodservice line extensions might be needed.

“We’re constantly evolving and looking at ways that we can bring new and exciting items to our guests. We do a lot

Casey’s is the fifth-largest pizza retailer in the U.S. It has 40 years of pizza experience under its belt and sells 45 million pizzas each year.

Casey’s best-selling pizza is pepperoni, while breakfast pizza is its bestselling specialty pizza.

In June 2023, the chain launched thin-crust pizza.

of this through our guest insights team. They help us understand what the guest is looking for,” she said.

ACCELERATING FRESH FOOD

Fresh, delicious food is one thing customers are definitely looking for today, and Casey’s is well positioned to meet that demand. Casey’s is not only the third-largest c-store chain in the country; it’s also the fifth-largest pizza retailer in the U.S. and the 46th-largest restaurant chain.

“I don’t know if many people know that we’re in the top 50 of restaurant chains,” Williams said.

Casey’s has 40 years of pizza experience under its belt and sells 45 million pizzas each year. The chain’s best-selling pizza is pepperoni, while breakfast pizza is its best-selling specialty pizza. In the last fiscal year, Casey’s sold nearly 14 million pizzas before noon, more than half of which were breakfast pizzas.

The chain continues to innovate across its pizza menu. Notably, it launched thincrust pizza in June 2023, which has been a hit with its guests.

In addition to its robust pizza business, Casey’s continues to integrate new offerings onto its menu. It expanded into hot sandwiches in spring of 2024 and piloted made-to-order boneless and bone-in wings with five flavored sauce options, as well as fries, at select stores in the Des Moines, Iowa, area in January 2025.

As Casey’s focused on simplifying the kitchen as part of its Pillar 3 initiative, it employed Lean Six Sigma’s 5S — a foundational methodology for organizing a workplace. “5S is really about organization,” Williams said. That included ensuring all the items in the kitchen were placed in the right area to reduce steps and increase speed.

“You can have a refrigerator or freezer item, and you have to walk all the way

to the end to pick up that item to take it back and put it in the fryer,” she explained. “Well, we put a small refrigerator right below the fryer, and so there are less steps.”

Instead of storing pizza boxes in a back room, Casey’s had them pre-folded above the pizza oven, further increasing efficiency for team members.

TECH FORWARD

Casey’s places a strong emphasis on technology, from digital production planners to handheld devices that allow team members to manage everything from delivery check-in and direct-store-delivery orders to production planning.

The chain is known for its Casey’s Rewards mobile app and loyalty program, which boasts more than 9 million members and allows customers to earn points on Casey’s purchases instore, online or at the pump. Members

enjoy flexible ways to redeem rewards, whether that’s via Casey’s Cash or fuel discounts, or they can use their rewards to donate to a local school. Casey’s loyalty program is known for its highly personalized approach. It relies on the power of data to tailor experiences for its rewards members.

Now, Casey’s is leaning into artificial intelligence (AI). Not only is Casey’s using AI to assist with writing contracts and policies, but “we’re going a step further and really looking at it for demand planning and supply chain and to make it easier for stores. The AI tool — based on sales, based on weather, based on special events that could be happening — will forecast the order for our stores, and then all our team members have to do is review it and perform exception management,” Williams said.

That initiative isn’t limited to store ordering, however.

“It goes upstream to our demand planning group, who orders for our warehouse. We are self-distributed and have three warehouses across our footprint, and it’s up to us to make sure those warehouses are stocked with the right amount of product at the right time to get to the stores. We’re looking at AI

to help us with that,” she added.

Casey’s is also accelerating its push into electric vehicle (EV) charging. It installed its first EV charging stations in 2019 and currently has 230 EV chargers across 47 locations. In 2024, the chain surpassed 500,000 EV charging sessions.

LIVING CULTURE

Looking ahead, Casey’s will continue to lean on its three guiding pillars as it plans for the coming year and maps out its next three years of growth, but the ways in which it executes on each pillar will continue to evolve. Team members remain at the heart of that execution, ensuring the strategy comes to life in stores and communities every day.

At the foundation of it all is the chain’s culture, which is shaped and strengthened by Casey’s team. In 2022, Casey’s established its chain’s values — known as Casey’s CARES, which stands for Commitment, Authenticity, Respect, Evolving and Service, which are exhibited every day by the chain’s 49,000 team members.

“We built the values by listening to our team. We had town halls, we had focus groups, then together, we came up with the Casey’s CARES values, and that’s why they’re so embraced,” Williams said.

Casey’s handheld devices allow its team members to manage everything from delivery check-in and direct-store-delivery orders to production planning.

Casey’s emphasizes a strong team member value proposition by investing heavily in development and coaching. It provides clear career paths at every level, from store team member to district manager and encourages cross-functional growth across departments.

Employees are supported in pursuing their interests and strengths — for example, a district manager with an IT background has advanced to now work in data analytics. The culture ensures team members aren’t pigeonholed but have opportunities to grow and build careers within the organization.

The c-store chain also has three giving pillars, which include supporting veterans, supporting the education system and schools, and fighting food insecurity and hunger.

“In this last fiscal year, we’ve donated $6 million to those causes,” Williams said. “We’ve been able to supply 8 million meals to folks last year, and to us, that’s extremely important.”

Not only do Casey’s team members and guests donate to roundup campaigns, but Casey’s team members get two paid days off per year to volunteer because supporting the community is baked into Casey’s culture.

“Our culture is really focused on making sure our team members are engaged and happy,” Williams said, “because when we’re happy, our guests are ecstatic, right? And I really love that about Casey’s culture.” CSD

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Spicing Up FallWith Seasonal Snacks and LTOs

Retailers are tapping into fall flavors and social media trends to drive seasonal sales, all while balancing health-conscious demand.

Kevin McIntyre • Associate Editor

WITH TEMPERATURES DROPPING and conve nience store retailers introducing their iterations of pumpkin-spiced offerings, one thing is clear — fall is upon us, and operators who are not leveraging products that match the season may be missing out on a crucial opportunity.

C-stores have long been known as hotspots for seasonal snacks, often the first stop for customers looking for a quick bite. The change in seasons, how ever, brings new consumer preferences, and retailers need to pay close attention to their data to ensure they are offering seasonal products that satisfy con sumers’ cravings.

“Fall represents a few different shifts,” said Richard Perry, category manager at Worcester, Mass.-based Nouria, which operates 319 c-stores following its re cent acquisition of Enmarket. “Changing seasons and cooler weather drive people to hot drinks or comfort snacks like chocolate and pastries.”

SALTY SNACKS STRUGGLE

Dollar and unit sales fell across the salty snack category, except for corn snacks, which were up 5.4% in dollar sales and 2.9% in unit sales for the 52 weeks ending Aug. 10, 2025.

Source: Circana, total U.S. convenience data for the 52 weeks ending Aug. 10, 2025

Perry also noted that Halloween is a significant sales driver, especially with regards to confection, as well as the football season, which drives snacking and foodservice purchases.

CASHING IN ON LTOS

To capitalize on this growing audience, Nouria has doubled down on its seasonal snacking efforts, largely within its My Nouria private-label pastry lines.

“We are just finishing up with our My Nouria blueberry coffee cake, which was a big hit with our guests,” said Perry. “We are very excited about the launch of our My Nouria pumpkin cinnamon bun, which we expect to be our biggest limited-time-only (LTO) launch yet.”

Nouria also has a Christmas-themed LTO slated for the end of the year.

For many of its LTOs, the chain works with its manufacturer partners to identify and shelve relevant products, such as

pumpkin spice frozen dispensed beverages with Frazil and a pumpkin spice protein bar with Barebells.

Carmi, Ill.-based Huck’s, with 133 stores across Illinois, Indiana, Kentucky, Missouri and Tennessee, is also leveraging its relationships with manufacturers to introduce seasonal snacks.

Randy Adams, category manager/buyer for Martin & Bayley Inc., operator of Huck’s, noted that he has seen success from holiday items from Hershey, Mars and Mondelez but has scaled back the purchasing of seasonal products in recent years.

“I will always jump on Mondelez LTO Oreos. I will probably also do some LTOs around the World Cup,” said Adams.

Also on the seasonal front, Huck’s actively pursues LTOs that have been popularized through social media — a practice that has proven to be crucial for c-store retailers looking to attract a younger, more active consumer base.

“With the ‘Ozempic effect’ happening in the country right now, I think we’re all scrambling, looking for that next big thing,” Adams continued. “Dubai (chocolate) has been great, but that’s probably winding down.”

The aforementioned “Ozempic effect” refers to the growing number of health-conscious consumers who are

seeking out nutritional snacks as opposed to indulgent ones, which is a trend that, while gaining steam and stealing some sales from c-stores, should not discourage retailers from stocking traditional favorites.

According to data from research firm Circana, sales of nutritional health value bars increased 9.5% compared to last year, while snacks like potato chips, cheese snacks, popcorn and crackers all took a slight dip, showing that customers are increasingly seeking out these healthier products from their local c-store.

Dry fruit snack sales, for example, notched a 2.5% increase in sales last year, while the historically popular tortilla chip segment saw a 1.5% dip.

Additionally, salted snacks and readyto-eat popcorn decreased by 6.6% and 10.2%, respectively, signaling a shift in customer expectations and preferences.

However, salty snacks alone still account for $7.86 billion in sales throughout the convenience industry, whereas healthier items like health bars currently hover around $670 million.

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While nuts, seeds and bars fell overall in unit sales, nutritional/intrinsic health value bars proved a bright spot, up 9.5% in dollar sales and 6% in unit sales for the 52 weeks ending Aug. 10, 2025.

Source: Circana, total U.S. convenience data for the 52 weeks ending Aug. 10, 2025

“Seasonality surrounding pumpkin or apple flavors drives a lot of LTOs in the industry.”

- Richard Perry, category manager at Worcester, Mass.-based Nouria

it comes to autumn, apple and pumpkin remain the winning flavor profiles.

“Seasonality surrounding pumpkin or apple flavors drives a lot of LTOs in the industry,” said Perry. “Just look at the pumpkin spice profile that pops up everywhere or apple cider doughnuts. Reese’s or Snickers pumpkins are also always a big hit.”

With a winning lineup in place, then comes the question of marketing — how are you going to get customers into your stores to try your new products?

At Nouria, that’s where its loyalty program and social media accounts come into play.

“We are planning some fun posts teasing future flavors and products,” Perry continued. “We will often feature LTOs through our Freebie Friday program to give our guests a chance to try the

newest flavor, get hooked on it and give them a reason to stop by again.”

Looking to the future, convenience store retailers can capitalize on seasonal trends by experimenting with new flavor profiles, monitoring their performance and making actionable plans that benefit the people in the communities in which they operate.

Extending this philosophy across all of the product segments will lead to not only a more satisfied customer base but also a greater return on investment for the retailer.

Nouria, for example, is already planning its seasonal offerings for the coming year.

“We plan on expanding this into other lines next year, including chocolate, mints and potentially salty snacks. We already have some flavor profiles in mind

for spring, summer, fall and winter,” said Perry. “For example, the blueberry flavor resonated well this summer, so next year we may look to do something again or look at another similar flavor.”

Additionally, the chain is looking to take advantage of secondary holidays like Valentine’s Day, Mother’s Day, National Candy Day and more.

“There are some great products out there that we don’t normally see in cstore that we may take a swing at,” Perry concluded. CSD

FAST FACTS:

• Pumpkin and apple remain the reigning flavor profiles of the fall.

• Health-conscious consumption continues to rise but still makes up a minority of c-store snacking sales.

• Seasonal limited-time offerings can help to inform convenience retailers about customer demand and provide insight into what they may desire in the future.

Local Pressures Tighten Tobacco Backbar

While tobacco category managers watch federal regulation, it’s the state and local rules posing tricky hurdles as retailers navigate compliance in multiple markets.

Emily Boes • Senior Editor

FROM THE NATIONAL REGULATION LEVIED by the Food and Drug Administration (FDA) to the differing state and local proposals, tobacco legislation has seen significant impact in 2025.

One of the first acts the Trump administration completed while in office this year was withdrawing the potential menthol cigarette and flavored cigar bans that were first proposed by the FDA in 2022. Local communities have enacted

their own bans, but on a national level, it will likely be some time before retailers need to worry about a revival.

Additionally, in January, tobacco merchants were alerted to the proposed product standard that would establish a maximum nicotine level in cigarettes. The comment period for this ended only recently on Sept. 15. Presently, any final rule enacted is expected not to go into effect until two years after publication.

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In 2024, the 3-pack was the only Rolled Leaf format to show volume growth, along with a 5.7% increase in share of the market.

While all other Rolled Leaf formats showed velocity declines in 2024, the velocity for 3-packs rose by 15%.

Rolled Leaf 3-packs were added to shelves in over 9,700 c-stores in 2024, an 11% increase in store count over 2023.

3 REASONS TO GO WITH GAME LEAF

Game Leaf is able to build on the tremendous brand equity of Game, the #1 selling Natural Leaf cigar in the US.

Game Leaf’s commitment to quality and stringent quality standards—from broadleaf crop selection through manufacturing—ensure the best quality Rolled Leaf cigar available.

Consumers equate the Game Leaf brand with the Garcia y Vega tradition of quality and craftsmanship, as Garcia y Vega has been making Natural Leaf cigars since 1882.

Notably, January also saw the marketing authorization of 20 ZYN products.

Many tobacco products remain unauthorized, however.

“The FDA Center for Tobacco Products has done an alright job on handling age enforcement but very lackluster job on handling illicit products. I think this will improve dramatically with the Trump

administration. Which is a good thing for law-abiding retailers,” said Mary Szarmach, senior VP government and external affairs, Smoker Friendly, which operates 341 c-stores in 13 states.

Very recently, the FDA and Customs and Border Protection (CBP) together have seized 4.7 million units of unauthorized e-cigarette products.

In total, the FDA and CBP stopped unauthorized e-cigarettes worth over $120 million (more than 6 million units) from entering the U.S. so far this year, according to the FDA.

For a tobacco product to gain authorization, a premarket tobacco product application (PMTA) must first be submitted and approved. Not many products pass this process.

“On the vapor side, the FDA’s ongoing PMTA process and the regulation of synthetic nicotine are removing many products from the market, often with little notice, creating the need for rapid substitutions and strong supplier relationships,” said James Jacko, director of category management, Coen Markets, which operates over 60 c-stores in Ohio, West Virginia and Pennsylvania.

Overall, FDA enforcement feels like “whiplash” to Jacko, “aggressive in pulling products one week then hamstrung by

PAST-YEAR TOBACCO SALES

Spitless tobacco, chewing tobacco alternatives, cigar accessories and matches gained positive unit sales growth over the last year.

Source: Circana, total U.S. convenience data for the 52 weeks ending Sept. 7, 2025

layoffs the next — leaving retailers caught between sudden product removals, shifting rules and court cases that seem to change the playbook every few months.”

STATE/LOCAL TRENDS

While the national proposed flavored cigar ban has been stalled, individual states and municipalities are pushing for flavor bans.

Ohio, for instance, issued a ruling in July upholding a previous ruling that allowed local governments to ban the sale of flavored tobacco products.

The Ohio Energy & Convenience Association (OECA), however, has been fighting against this.

“Our position as an association has been, whatever the policy is, it should be a statewide policy that should apply

equally to all businesses, and that’s really the core issue for us,” said Alex Boehnke, executive director for the OECA. “We think the state should set the framework from a regulatory perspective that our members have some certainty and are able to operate under that framework, whether they’re in Cleveland, Columbus or Pataskala.”

OECA presented this position at the

state level, also working with the current administration to address the concern of illegal products.

“Now, the attorney general will have to consider appealing that, which we think will probably happen; the state will probably appeal that ruling. And the next step would be, potentially, it being considered by the Supreme Court of Ohio,” said Boehnke.

Jacko has been monitoring the outcome of this case, as well, as it affects Coen’s Ohio locations.

The current ability of Ohio municipalities to enforce their own sales restrictions that differ from neighboring communities may make it necessary to create market-specific planograms and track compliance store by store, even in Coen’s geographically dense footprint, he said.

“In West Virginia, recent adjustments

to vapor product taxes have increased costs, impacting retail pricing and prompting some customers to shift toward alternative nicotine formats. Pennsylvania has also expanded its enforcement focus on vape excise taxes, including synthetic nicotine products. Together, these state and local changes are driving us to maintain flexible merchandising strategies, deepen regulatory tracking and strengthen supplier partnerships so we can adjust quickly when products are restricted, taxed differently or removed from the market,” Jacko continued.

State taxation of tobacco products has begun to target nicotine pouches.

Rhode Island raised the nicotine pouch excise tax to 80% of the wholesale cost, which was, at press time, scheduled to take effect Oct. 1.

On Jan. 1, 2026, Nebraska is scheduled to implement a tax on nicotine

Lawmakers underestimate the intricacy of tobacco retailing, he continued. “They often view it solely as a public health issue, overlooking the operational, regulatory and customer-service challenges that stores face every day.

- James Jacko, director of category management, Coen Markets

pouches at 20% of the retail price, and Washington is scheduled to impose a 95% tax on nicotine pouches.

States are still seeing cigarette tax hikes, too.

In Indiana, the cigarette tax rate rose to just under $3 per pack on July 1.

“We beat three different legislative bills during the session on taxation of different tobacco products (in Indiana),” said Szarmach. “On the third-to-last day of session, the House and Senate sent a bill to the governor with no public comment to raise all tobacco taxes, buried in a large budget bill. We set up call stations in our 87 stores and bombarded the governor’s office with consumers calling to express their dissatisfaction with the bill, and in less than 48 hours, I had a call from the governor’s office begging us to take down the signs and not have our customers call. I told them they are taxpaying citizens and have the right to express their feeling to elected officials that work for them. He signed anyway, but it’s always nice to know that grassroots efforts still make an impact.”

LOOKING AHEAD

Peering into the future, Jacko sees an increasingly localized and fragmented legislative environment. “(It’s) requiring retailers to be nimbler than ever in merchandising, compliance and customer communication.”

Taxation, he noted, is being applied to vapes and nicotine pouches based sometimes on milliliter or weight, influencing pricing strategies. The steady tightening of regulations is affecting “nearly every aspect of operations.”

Despite other areas such as foodservice and energy drinks gaining traction, tobacco is still a prominent category for c-stores, and these regulations must be monitored. It’s an ongoing and daily task for tobacco category managers to oversee the backbar.

For Coen, specifically in its heritage locations without prevalent foodservice, tobacco is significant to overall business, and traffic count and the repeat business it generates directly ties into how well the company does chainwide. “The tobacco consumer is still very important to our business model,” said Jacko.

Lawmakers underestimate the intricacy

of tobacco retailing, he continued. “They often view it solely as a public health issue, overlooking the operational, regulatory and customer-service challenges that stores face every day. … Lawmakers also rarely account for how these rules impact consumer choice, category performance or small-business margins, assuming that compliance is simple when, in reality, it requires constant monitoring, staff training and supplier coordination.”

Szarmach believes lawmakers also don’t fully realize “what an excellent job tobacco retailers do in not selling to youth. The other thing that gets mucky is they don’t understand the distribution channels and the layering of taxes on the products.”

Her primary concern for the future of

tobacco regulation is the challenge of local regulation. She noted the city councils “think they have every right to put you out of business.”

For Jacko, pace and unpredictability are concerns.

“The uncertainty makes long-term planning difficult, forces rapid adjustments to planograms and inventory, and increases the risk of non-compliance despite best efforts. Ultimately, the concern isn’t just the regulations themselves, but the operational strain they place on retailers trying to serve customers responsibly while staying within the law,” he said.

With Q4 2025 underway, c-store operators who stay informed and engaged in advocacy can help shift regulatory change into a competitive edge. CSD

FAST FACTS:

• Excise taxes are on the rise in several states.

• Retailers are fighting tobacco legislation at the local level.

• In 2025 so far, the Food and Drug Administration and Customs and Border Protection have seized over 6 million units of unauthorized e-cigarette products.

Chester’s Chicken Introduces Chester’s 2.0 – Easier. Fresher. Better.

Chester’s Chicken is changing the game for its operators.

The gold standard in quick service, fried chicken, has unveiled Chester’s 2.0, a new model designed to solve operator challenges around labor and waste, while maintaining the craveable product quality Chester’s is known for. Drawing on 70 years of heritage, this innovation reﬂects Chester’s commitment to continual growth and improvement.

The Chester’s 2.0 model raises the bar, featuring an innovative merchandiser with extended hold times, a two-basket frying system for greater efficiency and a revamped packaging suite to help with sales and speed of service. Developed in partnership with Marshall Air, the Crispy Station merchandiser uses proprietary ThermoGlo™ technology to keep chicken hot, crispy and fresh for up to three times longer than other merchandisers. The extended hold time means less waste, fresher product and more time for operators to focus on guests.

The Crispy Station delivers a host of other operational advantages. At just 46 inches wide, it’s a nimble space saver that features food in the most appetizing way. There are no lightbulbs to change, meaning no downtime or poorly lit food. And cleanup? The merchandiser breaks down in a quarter of the time, so your staff can spend less time scrubbing and more time serving delicious food.

“Chester’s 2.0 is truly a gamechanger for our operators,” said Alexis Lobodocky, general manager and COO of Chester’s Chicken. “By listening to feedback and directly addressing their biggest challenges, we’re helping them run more efficient businesses while ensuring that guests enjoy the same crispy chicken they’ve loved for years. Chester’s 2.0 is designed to simplify operations without ever compromising the ﬂavor and quality our brand is known for.”

Chester’s 2.0 pairs the Crispy Station with a two-basket frying system, so operators can fry two items at once and fill their mer-

chandiser in half the time. Plus, new pre-packaged sides in heat-resistant cups and lids provide better product quality and faster service for the guests, while being more efficient for the operator.

Already known for its doublebreaded, freshly marinated chicken recipe, Chester’s has built its reputation as a hidden gem in over 1,200 convenience stores, truck stops and supermarkets across the U.S. The introduction of Chester’s 2.0 extends that same dedication to quality into the back-of-house, allowing operators to maintain consistency during high-volume periods and deliver a superior experience for every guest.

“Chester’s has always been about serving delicious food in surprising places,” added

Lobodocky. “With Chester’s 2.0, we’re also about empowering the people who serve it, providing them with the technology and support needed to succeed in today’s fast-paced, ever-changing quick-service environment.”

Now available to operators nationwide, the innovation will make its public debut at the NACS Show in Chicago, October 15–17, 2025, where attendees can experience the Crispy Station Merchandiser firsthand and see how it transforms operations.

- By Kevin McIntyre

Convenience stores are increasing sales with grab-and-go options built around customer-favorite made-to-order items.

Marilyn Odesser-Torpey • Contributing Editor

TODAY’S CONSUMERS ARE AS HUNGRY for extra time as they are for good food, and c-store grab-and-go offerings meet both needs with high-quality, ready-to-eat meals and snacks in their warmers and cold cases.

Inspired by the popularity of Kwik Stop Convenience Stores’ proprietary Kwik & Fresh Mexi made-to-order program, M. David May, director of food services, decided in July to try stocking one store’s Kwik & Fresh hot case with 10 grab-and-go burritos, along with the usual burgers, pizza, fried chicken, mozzarella sticks, mac and cheese bites, and jalapeño poppers.

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Stop decided to try stocking one store’s

with 10

“Fifteen minutes later, the burritos were gone, and the same thing happened with the next 10 I put in the case,” May reported.

After testing the grab-and-go burritos in two stores, burrito sales increased by an average of 20%. They also drastically reduced customer wait time and helped to manage labor costs, May explained.

Now, three varieties of burritos and peso potato rounds are the top graband-go sellers in the five stores that have the Mexi program.

The Kwik & Fresh hot and cold graband-go program is available in 12 of the chain’s 27 (soon to be 28) locations in Nebraska and Colorado. Cold case favorites such as breakfast burritos and biscuits and gravy are displayed beside deli sandwiches and salads, ready to warm in the microwave all day and night for customers who work late shifts or just crave a quick snack.

Because the stores can be as much as two hours apart, the grab-and-go foods are made in-store in all but six of them.

“We have found that 90% of the time, customers who purchase our graband-go foods also add a fountain drink or soft drink from the cooler.”

- M. David May, director of food service, Kwik Stop

Kwik Stop’s grab-and-go foods are made in-store in all but six stores. Many of the hot foods are packaged in heat-proof, clear, sixto 16-ounce containers that cost six cents apiece.

Kwik

Kwik & Fresh hot case

grab-and-go burritos, along with the usual burgers, pizza, fried chicken, mozzarella sticks, mac and cheese bites, and jalapeño poppers, in July, and they were gone in 15 minutes.

According to May, Kwik Stop has made “sizeable investments” in its cold cases, shifting from a sliding glass door format to flat, open-face cases that allow customers to see all of the food options immediately. Hot cases vary by store, ranging from fresh humidified impulse cabinets to merchandising warmers.

The cases are positioned near complementary products, such as juice in a cooler next to the breakfast burritos.

“We have found that 90% of the time, customers who purchase our grab-andgo foods also add a fountain drink or soft drink from the cooler,” he stated.

To retain their heat, burgers and other warm sandwiches are wrapped in foil,

while burritos are presented in three-ply deli wrap. Other hot foods are packaged in heat-proof (up to 250 degrees), clear, six- to 16-ounce containers that cost six cents apiece.

CURATED SELECTION

At Rutter’s convenience stores, which has 90 (92 by the end of the year) locations in Pennsylvania, West Virginia and Maryland, many of the hot grab-and-go items are also curated to reflect the most popular made-to-order kiosk options, said Philip Santini, senior director of food service & bar strategy, Rutter’s.

“If 90% of customers are ordering bacon, egg and cheese on croissant

Rutter’s curates its hot grab-and-go items to reflect the most-purchased made-to-order kiosk options, ensuring hot hold and cold case customers have quick access to fan-favorite items on demand. It also adds some exclusive items to its cold case offering.

sandwiches, we’ll stock items like that in our hot hold case to give them quicker access,” Santini explained. “Other snackable items, such as egg rolls, are also available in the case.”

The same goes for the cold case, where the turkey sandwich and Italian

At Rutter’s, the hot hold cases are located within the foodservice counters, and the cold cases are generally centrally located near the main checkout area. The positioning prompts customers to add basketbuilding sides, ready-made salads, giant pickles, prepackaged snacks and appetizers to their order.

“We also include a few other items exclusive to the cold case, the favorites being sweet bologna and cream cheese roll-ups and cubed meat and cheese cups.”

- Philip Santini, senior director of food service & bar strategy, Rutter’s

sub rule, he stated.

“We’ll do a classic or slightly different interpretation of our made-to-order kiosk top sellers,” he elaborated. “We also include a few other items exclusive to the cold case, the favorites being sweet bologna and cream cheese roll-ups and cubed meat and cheese cups.”

All foodservice offerings at Rutter’s are made in the stores, he emphasized.

Santini noted that the stores’ hot hold cases are located within the foodservice counters, “allowing consistency in placement and replenishment,” and the cold cases are generally centrally located near the main checkout area. This positioning, he continued, also helps prompt customers to add basket-building sides, readymade salads, giant pickles, prepackaged snacks and appetizers to their order.

For 2026, the plans are to add more “exotic” (new and different) and fun limited-time-offer items along with the

classics in the grab-and-go cases to attract customers of all ages, he said.

To reinforce the chain’s fresh food image, the stores package all sandwiches, subs and wraps in clear plastic. Meat and cheese cups come in clear, eight-ounce deli containers. A focus for 2026 is working to make the hot hold packaging more transparent. CSD

FAST FACTS:

• Filling the warmer with popular made-to-order items can help boost grab-and-go sales.

• Cross-merchandising grab-and-go products with beverage items can help grow baskets.

FOOD DESERVES PACKAGING THAT PERFORMS

CONVERT MORE CUSTOMERS With appealing entrees and sides

PROTECT FRESH-MADE QUALITY LONGER Increase satisfaction and extend shelf life

CREATE CONVENIENCE and keep shoppers coming back for more!

How One Turnkey Model Helps C-Stores Win More Stops

Operators see higher baskets, smoother execution, and national consistency.

WHEN KRISPY KRUNCHY CHICKEN (KKC) entered convenience retail nearly 36 years ago, the bar for “quality plus convenience” was low. Today, that’s the expectation—and exactly how the brand is built to help operators win.

“We offer premium, craveable food in a turnkey operation that makes the program easier and more profitable—not just for the chicken program, but for the entire c-store,” says Jim Norberg, CEO of Krispy Krunchy Foods.

KKC is a store-within-a-store model designed to grow traffic and baskets. Norberg points out that if four gas stations sit on the same corner, the one with a KKC inside often wins the stop. “People are gas agnostic now, unless there are loyalty points. They choose the location with a Krispy Krunchy,” he says. The draw comes from food that customers do not expect inside a convenience store until they taste it—freshly-made, hand-breaded bonein chicken and jumbo tenders, lightly

“Better quality, easy operation, more profitable. Better customer experience.”

marinated and finished with proprietary seasoned breading.

Norberg says operators who once hesitated about preparing fresh chicken quickly changed their minds after training. “The chicken arrives pre-marinaded, so it’s a simple process of battering and breading, then cooking it up,” Norberg says. “Once they see how easy it is, the quality speaks for itself.” The impact is measurable: stores that add KKC see an average of 10–12 percent lift in traffic and a 15–20 percent average increase in overall merchandise sales.

To protect consistency, KKC has streamlined the menu, simplified its operating procedures, and standardized equipment. Support is just as central as system design. Every new opening includes a full week of on-site training

and ongoing retraining is available at no cost, valuable in a high-turnover environment.

For added flexibility, operators can access a 24/7 learning management system with step-by-step videos to guide both new hires and experienced employees. Training is also available in multiple languages—including Spanish, Hindi, and Farsi.

KKC is expanding its footprint into nontraditional venues, building visibility that benefits nearby stores. The brand’s April debut at Fenway Park proved the impact: stores within 10 miles of the stadium saw sales climb more than 20 percent. “When fans have it at the stands in Fenway and then see the brand on the scoreboard, they know what KKC is and look for it outside the ballpark,” Norberg says.

From quality that travels well and holds up in the case, to hands-on training and multilingual retraining, to a model built for operator profitability, KKC is built to be an easy “yes” for potential operators.

“Better quality, easy operation, more profitable. Better customer experience,” Norberg says. And for any operator still undecided, he offers one last piece of advice: “Try the food. If you had it, you would not ask me why it is better. The food is the hero.”

- By Drew Filipski

THE GROWTH OF FOODSERVICE CUSTOMIZATION

C-store retailers can meet rising demand for customizable food and beverage offerings by leveraging ordering technology and accommodating diverse dietary preferences, among other options.

Bruce Reinstein • Kinetic12 Consulting

TODAY’S CONSUMERS ARE INCREASINGLY customizing their food and beverages to match their tastes, dietary needs and desire for unique experiences. Many customers are looking to add variety and excitement to the items they already purchase for convenience. It’s up to convenience store operators to deliver the options customers crave to ensure they keep coming back. Here are six ways c-store operators can lean into customization and be successful doing it.

1. Offer a customizable core menu that allows for easy substitutions and add-ons. Certain menu items — such as pizza — have always been customizable. It is simply the way the category was designed. Both the consumer and operator have always approached it that way. Just as pizza relies on customization to succeed, other menu categories can’t ignore the importance of letting customers tailor their orders.

CHANGES IN CONSUMER BEHAVIOR

What changes are you seeing in consumer behavior?

Retailers that don’t provide customization opportunities are likely to end up with a menu that is too large, spreading their focus too thin and ultimately failing to deliver what customers truly want. Alternatively, offering a customizable core menu that consists of items such as made-to-order sandwiches, bowls or wraps, provides customers with appealing choices and flexibility. While focusing on these core items, retailers can allow customers to choose their own proteins, toppings, sauces and sides, ensuring the customer gets it exactly how they want it while keeping preparation simple for the operator.

Operators can also create modular beverage stations, which provide customized cold and hot beverages as well as smoothies. Unfortunately, many operators choose to discourage customization. But this is not in the best interest of the operator. Your menu should provide options, and some of those options should be unexpected.

We’ve seen a sustained shift in the “Next-normal post -COVID environment” to a more permanent expectation of increased convenience as consumers got a taste of, and then became accustomed to, the availability and flexibility of menus available in-store, to-go, delivered, and anywhere they go.

Source: Kinetic12’s Q2 2025 Emergence Group Report, which polled c-store and restaurant operators

Hungry?

Spicy Foods have become one of the hottest trends in 2025. How are you incorporating “heat” into your menus?

Spicy Foods were cited as the second highest item operators are considering adding to the menu in the Q1 Emergence Report (behind sandwiches). When we asked how they are planning to implement spicy items on the menu, Sweet & Spicy combinations surfaced at the #1 choice by 37% of operators. It’s that crave worthy combination that makes it both palatable and a craveable flavor experience in every bite.

Source: Kinetic12’s Q2 2025 Emergence Group Report

2. Leverage technology for custom orders. By investing in self-service ordering kiosks, user-friendly mobile apps or tablets, an operator can provide customers with the opportunity to customize their orders in a non-pressure environment. This technology also gives retailers the opportunity to suggest upgrades, such as “Add avocado for $1;” or “Create a combo;” or “Add a protein to your salad or bowl.”

These technology platforms can also answer questions regarding the ingredients and the portion size of a menu item. They can also save preferences for returning customers and provide an estimated wait time and pick-up notifications, which can motivate shoppers to check out other items in the store while they wait.

3. Make it easy for your staff to execute customization. Customization only works if employees can consistently execute. Team members must be cross-trained so they understand the menu and the options available and can prepare the products to specifications. It starts with an operator’s staff having the tools needed to be consistent. Whether a customer orders through technology or through a cashier at the register, customization

ADDING CUSTOMER VALUE

What are you doing to add greater value for your customers?

can only consistently work if the customized changes to the norm are easy to see in a printout or KPS (Kitchen Production System). The line set up in the kitchen must be structured so that it’s easy for employees to find the items they need. Management must avoid stock-outs.

4. Guide your customer with customizable options. When a consumer walks into your store, many times they already have in mind what they are going to order, and, in many cases, it is very basic. But there’s still an opportunity to “wow” the consumer. Exceeding expectations should remain a key goal for any operator. That’s why it is important to offer up some trendy items. Spicy and bold flavors, for example, are very hot right now and can bring new energy to the menu. Offering menu items or limited-time options with trendy ingredients gives customers a chance to add excitement as they customize their own creations.

Beverages remain crucial to increasing traffic and average check. Providing options to build customizable hot and cold beverages has become a requirement for the consumer. Operators must encourage customization in this area.

Operators agree that offering consistency, innovation on the menu, and exceeding guest expectations is how to add the greatest value to their customers.

Source: Kinetic12’s Q2 2025 Emergence Group Report

**YOU MAY BE ENTITLED TO A SETTLEMENT PAYMENT**

To receive a payment, file a claim by May 18, 2026.

FOOD INTRODUCTIONS

WHAT IS THIS ABOUT?

A proposed class action settlement has been reached in three related lawsuits. The lawsuits allege that, beginning in 2007, Discover misclassified certain Discover-issued consumer credit cards as commercial credit cards, which in turn caused merchants and others to incur excessive interchange fees. The misclassification did not impact cardholders. Discover denies the claims in the lawsuits, and the Court has not decided who is right or wrong. Instead, the proposed settlement, if approved, will resolve the lawsuits and provide benefits to Settlement Class Members.

What Food products have you introduced or are developing to drive additional revenue?

WHO IS INCLUDED?

7 out of 10 operators have introduced LTOs to drive additional revenue. However, value items are also an important part of the mix.

The Settlement Class includes all End Merchants, Merchant Acquirers, and Payment Intermediaries involved in processing or accepting a Misclassified Card Transaction during the period from January 1, 2007 through December 31, 2023. To view the full Settlement Class definition, including defined terms and excluded entities, go to www.DiscoverMerchantSettlement.com.

WHAT CAN I GET?

To receive a settlement payment, with very limited exceptions, you will need to file a claim by May 18, 2026 and/or provide additional information to the Settlement Administrator. Under the proposed settlement, Discover will make payments to eligible Settlement Class Members who submit valid claims. Discover has agreed to pay between $540 million and $1.225 billion plus interest in connection with this settlement. Your settlement payment amount will be calculated based on a variety of factors.

3 Q2 2025 REPORT kinetic12.com

YOUR OTHER OPTIONS.

You can file a claim for a payment by May 18, 2026 and/or provide additional information. Alternatively, you can exclude yourself from the settlement by opting out, in which case you will receive no payment under this settlement and retain any right you may have to sue Discover about the claims in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, and the Court approves the settlement, you will be bound by the Court’s orders and judgments and will release any claims against Discover in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, you can object to or comment on any part of the settlement. The deadline to either exclude yourself or object to the settlement is March 25, 2026 Visit the website for information on how to exercise these options.

Food products have you introduced or are developing to drive additional revenue?

7 out of 10 operators have introduced LTOs to drive additional revenue. However, value items are also an important part of the mix.

Source: Kinetic12’s Q2 2025 Emergence Group Report

5. Allow customers to customize by dietary preferences. Satisfying a customer’s dietary preferences does not need to be complicated, but it’s necessary to provide options. Health-conscious customization needs to be part of a foodservice operator’s story if they want to compete with fast-casual restaurants. Retailers can start with the basics, such as offering bowls vs. wraps, turkey bacon vs. regular bacon, fruit cup vs. chips, egg whites vs. whole eggs and more. Lower sodium, lower fat, lower sugar and low carb are all easy options to provide. It’s also important to offer vegetarian options that taste good. Remember, it’s not enough to just have any old options — they must meet the standards of regular menu items.

6. Create a signature customizable program. To approach customization, retailers can start by creating a signature customization program based around building a bowl, burrito, sandwich or other signature item. Provide the consumer with their basic options (a bowl can start with rice, quinoa, lettuce, etc. and continue to add more interesting options).

On the beverage front, remember that coffee is no longer about value. Instead, it’s about customer preferences. Does the consumer want hot, iced, cold brew or frozen? What type of milk do they prefer? Do they want flavor options? In most cases, the answer is yes. They want the option to customize their beverage and then possibly pair it with a pastry or a combo meal deal.

If you’re providing customization, make it easy to find and understand. It is important to be consistent from store to store so that the consumer knows they have the ability to make their order “their way.”

Bruce Reinstein is a partner with Kinetic12 Consulting, a Chicagobased foodservice and general management consulting firm. Learn more at Kinetic12.com, or contact him at Bruce@Kinetic12.com.

Survey Shows C-Stores Winning on Taste—and Profit

How this program is streamlining food programs for independent c-store operators.

C-STORES HAVE BEEN COMPETING with quick-service and fast-casual restaurants. But it has never been so evident as it is in today’s market. Pizza, one of the most popular foods in the U.S., is a perfect example. C-stores recently beat pizza chains, both large and mid-sized, in taste, according to Intouch Insight’s 2025 Pizza DELCO Study. With c-stores receiving an 86 percent on taste, compared to 85 percent and 83 percent, respectively, for large and mid-sized chains.

Independent operators define the industry, but this often means they are competing with larger chains who have a surplus of resources. But as the demands of the industry and opportunities begin to evolve more towards foodservice, independents need options to keep up.

“Foodservice is a great profit driver, and Hunt Brothers Pizza is one of the best in the category,” says Dee Cleveland, director of marketing at Hunt Brothers Pizza. “Beyond pure profit, we help control costs—waste is minimal because pizzas come pre-cheesed and sauced. Cheese is the most expensive ingredient, and we manage that for them. That simplicity helps ensure strong returns.”

Customizable, hot, ready-to-order food programs are a necessity as consumers’ expectations evolve, and they must deliver on taste, customizability, accuracy, and consistency. In 2025, 35 percent of consumers reported ordering hot made-to-order food from c-stores, up from 29 percent in 2024, according to Intouch Insight. This points to foodservice becoming a key differentiating factor.

For smaller, independent operators, a strong partnership with an established food program can be the best way to deliver on consumer expectations. “We offer hot, ready-to-go food that rivals quick service, without the complexity,” Cleveland says. “We help stores meet the demand for quality food. Quick service and fast casuals need property to expand into food deserts; we just need a convenience store that wants to do foodservice. We bring food to consumers who otherwise would not have access to it.”

Hunt Brothers Pizza offers operators high quality, consistent pizza that is craveable, and minimizes waste and the need for physical space. However, for independent operators who may not have experience with foodservice, undertaking a food program can still be daunting. Hunt Brothers Pizza goes the extra mile by providing in-person, financial, and marketing support.

“We support operators hands on,” Cleveland says. “We have direct store delivery and account managers who visit weekly. They don’t just drop off pizza—they become part of the store environment. They’ll help with inventory, training, cleaning, and even taking out the trash if needed.”

For independent operators, Hunt Brothers Pizza delivers more than just a proven, profitable food program—it provides a partnership without the burden of a franchise agreement including no franchise fees, royalties, or marketing fees. So every dollar operators make is theirs to keep. Operators keep what they earn while gaining consistency, simplicity, and support of a national brand. In a landscape where c-stores are competing head-tohead with quick service restaurants and chains, Hunt Brothers Pizza offers independents a way to win on taste, convenience, and profit, without the costs that often hold them back.

- By Ya’el McLoud

Is Self-Checkout Worth the Hype?

C-store retailers are assessing the pros and cons of self-checkout to determine if investing in new checkout technology pays off for both customers and stores.

Anne Baye Ericksen • Contributing Editor

IN TODAY’S EVOLVING LANDSCAPE, convenience store retailers must rethink what convenience truly means for their customers. Is it speed of service? Or is it creating a shopping experience that feels satisfying to each individual?

The answer, of course, is both — but the real challenge lies in delivering these key elements every single time. Some retailers are turning to self-checkout (SCO) technology to help them meet the need for speed and a quality shopping experience the customer can control.

Nearly 80% of consumers use self-checkout on a regular basis, and 43% favor it over traditional manned registers. Additionally, 85% of consumers regard these stations as a time-saving alternative.

PROS, CONS AND POSSIBILITIES

The adoption of SCO kiosks continues to grow. In 2023, 217,000 SCO terminals were shipped to retailers worldwide, with North America stores claiming more than 40%, according to Capital One Shopping Research. The report, released earlier this year, validates the fact that shoppers have embraced ringing up purchases on their own. Nearly 80% of consumers use SCOs on a regular basis, and 43% favor it over traditional manned registers. Additionally, 85% regard these stations as a time-saving alternative.

“Self-checkout provides customer control over the checkout experience, reduces perceived wait times and allows for faster, more seamless transactions, especially during peak hours,” said Marla Randolph, chief operating officer for the Army & Air Force Exchange Service, which boasts 4,330 locations on U.S. military bases around the globe. Over the past several years, the Exchange installed more than 1,500 SCO registers.

Whether operating a large c-store chain, a handful of stores or a single location, deciding how effectively SCO will

“If you’re able to have the right interface with self-checkout, it has the ability to suggest additional items, so it’s kind of a self-guided proposition, and I’ve found consumers, when they’re managing their time on their own, are more comfortable in buying more items.”

- Jeff Keune, principal consultant and chief marketing officer for 4910 Consulting

serve your business means weighing the value of consumer control against the financial, spatial and labor requirements to implement self-checkout.

Price tags for systems vary but can run into the tens of thousands, and kiosks take up valuable floor space. Proponents assert the return on investment comes through added convenience for customers and marketing opportunities for convenience stores.

"If you're able to have the right interface with self-checkout, it has the ability to suggest additional items, so it's kind of a self-guided proposition, and I've found consumers, when they're managing their time on their own, are more comfortable in buying more items,” explained Jeff Keune, principal consultant and chief marketing officer for 4910 Consulting.

An often-cited concern associated with SCOs is that they come with greater shrink. According to Capital One Shopping, 6.6% of Americans admit to stealing via self-checkout. Manufacturers are trying to counter theft by programming in fail-safes such as cameras catching unscanned items and smart carts.

Newer technology includes apps that

Coffee. Conversation. Convenience.

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An often-cited concern associated with self-checkout machines is that they come with greater shrink. Manufacturers are trying to counter theft by programming in fail-safes such as cameras catching unscanned items and smart carts. If an employee is assigned to oversee these registers, it can serve as an added layer of oversight and a resource for customers.

allow customers to scan items and pay electronically as they go. Walkout setups require individuals to scan a credit card upon entering a retailer, while sensors and/or cameras monitor basket items and send charges to the card.

ASSISTED CHECKOUT

Still, self-checkout doesn’t necessarily mean unmanned. Employees assigned to oversee these registers serve as an added layer of oversight as well as a resource for customers.

“The kiosks allow associates to shift from purely transactional tasks to highervalue customer interactions. Associates are more visible on the sales floor where they can proactively engage with customers, reinforcing trust and satisfaction,” said Randolph.

“This isn't a staff reduction opportunity,” added Keune. “I believe it is a staff reallocation opportunity. Use that labor (that would be standing behind registers) to do the things you never have time to do

or do in the way that you want — being better at stocking, having more efficient resets, having more efficient back of the house as well as a front of the house that's cleaner more often during the hours that you need it.”

Of course, stores can’t completely exchange traditional manned registers for self-checkout. For example, California bans alcohol sales through SCO, and federal law prohibits tobacco sales without humans conducting age verification. Those regulations mandate stores adopt a hybrid strategy.

“Also, I believe there's going to be some people who embrace the technology, and there are some who don't want to go that direction,” said Keune. “In the end, you're expanding your opportunities for guests to have a great experience through self-determining where they’re going to want to pay.”

That said, he cautioned businesses to carefully identify objectives when contemplating SCO technology and clearly

communicate them with potential vendors when designing stations.

Randolph emphasized the need for thorough training.

“Hands-on experience enabled associates to see the importance of learning the system inside and out to resolve issues quickly and minimize customer frustration,” she explained. “Giving associates the tools at the forefront reduced resistance and increased customer satisfaction.” CSD

FAST FACTS:

• Nearly 80% of consumers use selfcheckout on a regular basis.

• Eighty-five percent of shoppers believe self-checkout is faster.

• Federal regulations require c-stores retain manned registers for tobacco age verification.

Five Years of Better Consumer Experiences and Increased Retailer Revenues

DFS Anthem UX® platform launched in 2020 with a vision to revolutionize consumer experiences and streamline forecourt operations.

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Coast to Coast: Regional Trends Unpacked

As c-store operators observe evolving regional consumer behaviors and socioeconomic factors, they are tailoring their business to align with regional preferences and future-proof operations.

CSTORE DECISIONS RELIABLY COVERS TRENDS, data and first-hand accounts of the different facets of convenience retailing from flavor favorites to regulations to electric vehicles (EV) to growth and beyond. Now, we are taking a look at how these different areas play out by region.

Defining regions as West, South, Midwest and Northeast per the U.S. Census Bureau, CStore Decisions surveyed cstore retailers to discern the prevalent trends in these four regions.

Topics covered in the survey include trending products, the fuel and EV landscape, top challenges and opportunities, competition and more. Respondents indicated at the end if they were amenable to be contacted for a follow-up. The collection of data and conversations have informed the following convenience store regional snapshots.

While some trends are seen across the board, such as energy drinks, protein and low-calorie options for certain chains, as well as the recent Dubai chocolate boom and challenges with local competition, others are region specific.

NORTHEAST

Consisting of the six New England and three mid-Atlantic states, the Northeast is largely characterized as dense, urban and highly developed. The c-store landscape in this area reflects this, with survey respondents describing the region as “growing quickly” and “saturated.”

“You need a good-sized site if you want a 5,000- or 6,000-square-foot store. It's

Emily Boes • Senior Editor

very difficult to find — or it's becoming more difficult to find — those locations, so you may have to buy a small chain or another convenience store that's on a big plot, but it's a small store, and then you have to do a raze and rebuild,” said Barry Ahern, chief retail and people officer, Kayrouz Petroleum.

Kayrouz Petroleum operates 10 locations in Massachusetts, Connecticut and New Hampshire under the Racing Mart and Cape Cod Farms brands, although it’s beginning a rebranding process to kp Market.

Larger-format stores are increasing in numbers as more chains develop foodservice programs and a more modernized space.

Ahern notices the Northeast building these larger sites — “not the old-school, smaller sites” — as well as expanding on

diesel options for trucking.

With such a crowded market, the competition is high in the Northeast. Survey respondents indicated competition comes in the form of national c-store brands, quick-service restaurants (QSR), drug stores, big-box retailers, supermarkets and specialty stores.

“When you build a site, you want it on a busy corner or right off the highway. And the challenge there is that these QSRs are buying up some of those properties, as well. From a food perspective, that creates some competition,” said Ahern.

Another respondent noted the competitiveness of the region, sharing that they must perform at a very high level to retain and grow market share.

Along with competition, hiring and retention and fuel market pressures were

Northeastern convenience stores are considering foodservice a priority for the future, including Kayrouz Petroleum’s Racing Mart and Cape Cod Farms brands.

WHAT ARE THE TOP CHALLENGES TO C-STORE RETAILERS IN YOUR REGION?

HiringandretentionLocalcompetition

FuelmarketpressuresRegulationsandcomplianceSupplychainDifficultyscalingfoodservice Technologyintegration

listed as some of the top challenges for c-stores in the region.

However, Northeastern chains are looking at foodservice as an opportunity for differentiation, with survey respondents listing it as a priority going forward, along with loyalty, upgrades and employee retention.

One respondent commented that expanded food offerings have provided the greatest opportunity across each of its regions.

Still, foodservice can prove challenging in the Northeast, Ahern noted, saying “we’re getting there slowly, over time. It just seems that in the Northeast in a lot of areas, the customer base isn’t as accepting to the food quickly enough,” although some of the larger chains are evolving foodservice in the area.

In the Northeast, respondents revealed customers are still heavily reliant on gasoline, and while most agreed that

there is enough demand to justify investment in EV chargers, most also agreed that EV charging infrastructure is not expanding rapidly.

Ahern noted, however, “one of the things we are seeing up here in the Northeast is when we look to build another site, some of the municipalities are saying for approval, that they are requiring us to put EV chargers on site in order to approve the building of the site, which I think is good and bad in some sense.”

On the flavor trends front, indulgent desserts are popular, including the popular Dubai chocolate.

WEST

Across the country, the West is vast and open, with big cities spread out amongst a rural landscape. It’s a 13-state region, encompassing the Mountain and Pacific states.

With such disparity amongst rural and

M&A

Changingcustomerpreferences

urban areas, characterization varies.

In California, for instance, the c-store market is competitive, with “too many regulations impacting the business,” according to Pervez Pir, president of retail for Loop Neighborhood Market, which has over 130 sites in the state.

Whereas in eastern Montana, stores are “few and far between. We are looking to add a second location about 30 miles from our current one because there is not another one for another 70 miles past that,” said Diane Meeks, c-store director of single-store operator Farmers Union Oil Co-op of Circle and Terry.

“The c-store market here in eastern Montana is fuel focused and basic. We’re one of only two stations in Circle and the only one with pumps for semis. Customers rely on us for consistency, loyalty rewards and friendly service that bigger towns might take for granted,” she continued.

CStore Decisions is proud to announce Stinker Stores as its 2025 Chain of the Year. The Boise, Idaho-based chain stands out from its best-in-class new-to-industry stores to its revamped loyalty program and mobile app to its commitment to a people-first culture, foodservice and future-focused growth. But what truly sets Stinker Stores apart is its unwavering commitment to continuous improvement, consistently upgrading and refining its systems and programs. Refusing to settle for “good enough,” the chain remains focused on modernizing and adapting to meet the needs of tomorrow. Stinker Stores was founded in 1936, and today it operates 104 stores in Idaho, Wyoming and Colorado.

CStore Decisions’ Chain of the Year Award honors a c-store, travel center or petroleum chain that has established itself as a superior retailer and innovator in the industry.

CONGRATULATIONS TO THE CSTORE DECISIONS CHAIN OF THE YEAR!

OCT. 15 5:308:30pm

THANK YOU

WHAT ARE YOUR BIGGEST PRIORITIES GOING FORWARD?

Loyalty Foodservice

Newbuilds/upgrades Employeeretention

Notably, fuel reliance and EV demand fluctuate depending on where in the West a store is located. While some agree there is demand for EV charging, others strongly disagree. Still, others who are more widely spread in the West neither agree nor disagree with the ideas of gasoline reliance or expanding EV infrastructure.

In terms of growth, one respondent noticed the influx of c-stores to the West that offer different amenities. Additionally, new laws and wages are influencing many areas with new processes.

Particularly in California, the high minimum wage means sales must keep up with increases. “When it comes to new development, getting approvals, permits and getting sites up is taking longer than ever before. Cost for material is also a lot more expensive,” added Pir.

Wages and upgrade costs in general are predicted to have the biggest effect on operations in the West, one respondent said.

Other Technology Category management

Pir also noted the difficulty of California’s tobacco regulations, which the Northeast’s Massachusetts is seeing, too.

Food, however, is expected to be a big opportunity in the West, although difficulty scaling foodservice was listed as a challenge amongst all respondents located in the region. Chicken was revealed to be one of the biggest preferences, as well as spicy flavors.

“Anything with spice, unique flavors are trending. I think customers are looking for innovation in food and want to try something new frequently versus just having the same items,” said Pir.

Opportunity also lies in recruiting for foodservice talent and building trust in food programs.

SOUTH

The South, with its own distinctive culture and strong identity, encompasses three areas — East South Central, South Atlantic and West South Central — a large 16-state region generally known for

“Southern” food and hospitality. Here, competition is widespread. In the Southeast in particular, one respondent is seeing increased competition from food-forward chains, due in part to lower overall investment in the region and fewer barriers to entry for new-to-industry (NTI) stores, as well as rising labor costs and shifting tobacco/ nicotine trends.

“These changes will push operators to streamline labor models, sharpen food and beverage execution, and prepare for regulatory and environmental pressures. In addition, this region is becoming a barbell market with mega travel centers and food-centric c-stores aggressively expanding, while traditional operators face pressure to modernize. Competition is intensifying around foodservice quality, wages and real estate, with evolving categories like nicotine pouches, energy drinks and ready-todrink alcohol driving inside sales,” one respondent elaborated.

The Midwest is home to many local chains and single-site owners, but larger chains are expanding in the region. FriendShip, with 31 locations in Ohio, has seen quick-service restaurant competition intensify in the region.

Other respondents also clocked the popularity of energy drinks and packaged beverages. Pickles, too, are a big seller.

In terms of foodservice, biscuits are popular in many Southern areas, as well as pizza, chicken and barbecue.

The South is also typically known for low fuel margins. Respondents strongly agreed that customers in this region are still heavily reliant on gasoline and agreed with the notion that there isn’t enough customer demand to justify investing in EV charging. Responses varied, however, on the level of EV charging infrastructure expansion the South is seeing.

As for regulations, Brian Young, VP of Young Oil, which operates 13 Grub Mart stores in Alabama, noted the broad spectrum of regulatory actions regarding building permits.

“As far as building a building, you can build whatever you want to in some areas, but then again, you get into some areas (such as) Auburn, Ala. — it's just super restrictive,” he said. “… There are even some towns in Alabama that have a moratorium against convenience stores right now. You can't do it.”

Regulations and compliance join technology integration and fuel market pressures, among others, as challenges c-stores in the South are facing.

Still, technology is a priority for the future, as well as foodservice and growth.

MIDWEST

A region surrounding the Great Lakes, the Midwest is comprised of the East North Central states and West North Central states. The middle of the country, also known as America’s Heartland, has a history of manufacturing and agriculture, with large cities interspersed among the extensive farmlands.

The c-store landscape is mixed, respondents noted, with community-friendly,

local stores still appealing to customers while advances and larger chains are becoming more of a presence.

“Our central region is diverse; while there are still many single-site owners, there has been a shift, and we’re seeing more major-brand NTIs,” one respondent said.

The last few years have seen larger chains such as Sheetz and Wawa expanding in the region, and QSR competition has become more apparent, noted Haley Guthrie, assistant category manager, Beck Suppliers, which operates 31 FriendShip Stores in Ohio.

Lately, hiring and retention seems to have become the greatest challenge facing this region.

Many respondents in the Midwest indicated staffing to be an issue, one expected to influence operations over the next few years. Artificial intelligence and the younger generation’s penchant for speediness and on-the-go purchases are also expected to affect stores.

Already, staffing has had the biggest impact on one retailer, with the respondent noting that a competing national retailer had entered the market and cut into the chain’s fuel sales, but this past summer, the competitor closed its kitchen due to lack of staff. The challenge, it appears, exists both for independents as well as larger operators.

The chain offering the most “conveniences” will win, the respondent continued, but only as long as they can staff their stores.

Other challenges lie in changing customer preferences and local competition, which is putting “pressure on

deliverables,” as one respondent noted. Competition includes “Dollar” stores, which c-stores are watching in nearly every region.

Still, there is opportunity here to create differentiating experiences for customers, offer personalization and stay involved with the community.

“… Convenience stores here are more than a place to go to grab food, fuel, etc. They are your local’s everyday stop, where they can see familiar faces. Customers are not just another ‘number;’ they are considered family. Even when I go to stores, I see many of my regular customers I used to see all the time, and it is great to catch up,” said Guthrie.

In terms of fuel, there is strong agreement that most Midwestern customers still rely greatly on gasoline. And, most respondents believe EV charging infrastructure is not expanding rapidly in the region and there isn’t enough demand to invest in charging stations. There is a general agreement that fuel volume remains stable.

When customers venture beyond the forecourt, some of the most popular instore trends include hot honey, Dubai chocolate, popcorn and spicy flavors, among others.

The Midwest is “less boujee,” Guthrie noted, but customers in the region are willing to spend if they see a product that has gone viral — the Dubai chocolate, for instance. Often, those customers include the blue-collar lunch rush.

Understanding these regional identities can help convenience retailers capitalize on the growing trends and cater to their customer preferences. CSD

PRODUCT Showcase

Hand-Breaded Jumbo Tenders

When you mix high-quality products with easy preparation, you have Krispy Krunchy Chicken’s handbreaded, jumbo white-meat tenders. These larger-than-life tenders arrive to stores already marinaded in a mild blend of Cajun spices and are then hand breaded in-store twice before being fried to a golden brown. Available as a meal with one of the brand’s signature honey biscuits and the guest’s choice of dipping sauces, they can also be served in a “Krunch Box” with an additional side. They feature in large-quantity family meals for an easy solution.

Krispy Krunchy Chicken

www.krispykrunchy.com

Halloween Candies

Marshmallow Butterfinger

Butterfinger has tapped into a new flavor twist for the Halloween season. Swapping the chocolate for a marshmallow-flavored coating, the new Butterfinger flavor mashes marshmallow with the classic crispy peanut butter for a fresh take.

Ferrero Group www.ferrero.com

Nicotine Pouch

Sesh+ is a premium, tobacco-free nicotine pouch brand for adults. The pouch is available at national retailers, with further expansion underway. Sesh+ pouches use a patented, pH-balanced formulation designed to deliver consistent nicotine release and a clean, balanced feel. To improve mouthfeel and texture, Sesh+ incorporates medium-chain triglyceride oil, a premium ingredient selected based on common user preferences around dryness in the category.

Sesh+ Products www.seshproducts.com

Hershey is bringing back its spooky-themed treats, complete with seasonal packaging. Reese’s Pumpkins and Reese’s Miniatures have packaging emblazoned with characters from “It’s the Great Pumpkin, Charlie Brown.” Kit Kat Counts features the classic wafer and chocolate treat in the shape of a vampire. Hershey’s Cookies ‘n’ Creme Harry Potter Magical Friends Collection is stamped with classic characters from the book series. Shaq-a-licious XL Gummies also get a Halloween twist in peach, berry punch and orange flavors.

There are also several brand-new candies available from Hershey: Reese’s Mini Pumpkins Unwrapped, Twizzlers Ghosts, Jolly Rancher Gummies Trickies, Hershey’s Nuggets Pumpkin Spice Latte, Cadbury Carmello Miniatures and Cadbury Mini Harvest Handful.

The Hershey Co. www.thehersheycompany.com

PRODUCT Showcase

Fully Finished Cinnamon Rolls

Roller Grill Sneeze Guard

Food Concepts Inc. has launched the EZ-Tilt Sneeze Guard. This innovative new roller grill sneeze guard helps to simplify loading, streamline cleaning and enhance counter presentation for convenience retail. It has a tilting glass that lifts upward for fast wipe-downs and ergonomic product loading. There is optional lighting and flavor identifiers to boost product visibility and reinforce brand identity. Innovative optional accessories improve organization, highlight products and attract attention with style and functionality.

Food Concepts www.foodconcepts.com

Rich’s has launched a new baked good treat for the fall. Rich’s Fully Finished Cinnamon Rolls are topped with a sweet creamy icing, offering a fresh-baked taste with none of the work. The frozen rolls only need to be thawed before they are ready to eat. With its hand-iced appearance, Rich’s Cinnamon Rolls are available now as a grab-and-go option for c-stores. Rich’s Cinnamon Rolls are available in four-packs (16 per case), six-packs (10), eightpacks (12) and in a tray of 48.

Rich’s www.richsconvenience.com

Autumn Cookie Lineup

Protein Pancakes and Waffles

Eggo has released three new protein-packed breakfast options. Buttermilk Vanilla Protein Waffles, Vanilla Protein Pancakes and Blueberry Protein Pancakes combine three fan-favorite flavors with a boost of daily protein. The Protein Waffles have 10 grams of protein per serving, and the Protein Pancakes have 13 grams. All three of the products have a suggested retail price of $5.99.

Kellanova www.kellanova.com

Pepperidge Farm is launching a new fall Milano cookie that is big on warm, autumnal spices. The first-ever chai-flavored cookie to hit shelves, the Milano Chai Latte sandwich cookies are spiced with nutmeg, cardamom and cloves between a creamy white chocolate filling. It joins returning fall flavors Milano Pumpkin Spice, which combines rich milk chocolate and pumpkin spice flavor, and Pepperidge Farm Pumpkin Cheesecake, a soft-baked flavored cookie with a touch of real pumpkin and scattered with decadent white chocolate chips, in the Pepperidge Farm Autumn Exclusives lineup. The cookies have a suggested retail price of $5.89.

Campbell Soup Co. www.campbells.com

High-Protein Greek Yogurt

Chobani has launched a lactose-free and high-protein line of Greek yogurt. Packed with flavor (raspberry lemon, mango, vanilla, cherry berry or strawberry kiwi), each pack has 20 grams of protein. With vitamin B12 and no added sugar, the yogurt has a suggested retail price of $1.99. Chobani High Protein 20G Protein Greek Yogurt cups can be found at retailers nationwide in November.

Chobani www.chobani.com

Chipotle Chicken Mini Empanada

Posada is launching a new flavor of its on-the-go frozen empanadas. Posada Chipotle Chicken Mini Empanadas are filled with flavor, packed with smoky shredded chicken, melted Monterey Jack cheese and chipotle sauce with a hint of spice. Wrapped up in crunchy, flaky dough, the Chipotle Chicken Mini Empanadas just need to be heated for a ready-togo snack.

Ajinomoto Foods www.ajinomotofoods.com

Sweet and Spicy Skittles Gummies

Skittles is launching a spicy take on its classic fruity gummies. Featuring a “swicy” (a combination of sweet and spicy) kick with a dusting of chili, Skittles Gummies Fuego includes mango, watermelon, raspberry, lemon and strawberry flavors. With bold colors, the trendy twist on gummies will launch in January 2026. Skittles Gummies Fuego has a suggested retail price of $10.99 for four 5.8-ounce bags.

Mars

www.mars.com

New Lemonade Flavors

Red Diamond Coffee & Tea is expanding its Simple Sweet line with new offerings: Simple Sweet Strawberry Lemonade and Simple Sweet Blackberry Lemonade. The Simple Sweet portfolio also introduces original Simple Sweet Lemonade in a convenient halfbatch (1.5 gallons) variety, designed to give operations of all sizes increased flexibility while reducing waste and saving on labor.

The Simple Sweet collection features pre-mixed filter bags that deliver consistent, refreshing flavor. From lemonade to iced teas, each product is made via a streamlined process that combines brewing and sweetening in one simple step.

Red Diamond Coffee & Tea www.reddiamondbevservice.com

PRODUCT Showcase

Sweet and Savory Halloween Treats

General Mills is releasing new BOOgles Bugles and DunkaBOOS Dunkaroos for the Halloween season. BOOgles is taking the iconic cone shape and giving it a Halloween makeover with festive singleserve bags. Each box comes with 18 original-flavor snacks wrapped in spooky seasonal style. Also, bringing retro fun and seasonal flair to snack time, DunkaBOOS features cinnamon graham cookies and vanilla frosting. These snacks are available at retailers nationwide for a limited time only.

General Mills www.generalmills.com

Pumpkin Ale

With the end of the summer months comes the start of pumpkin season. To celebrate the fall, Dogfish Head is bringing back its bold Punkin Ale, a seasonal favorite since 1994. With an alcohol-by-volume of 7%, Punkin Ale is brewed with real pieces of pumpkin meat alongside a cinnamon, nutmeg and allspice blend and organic brown sugar. A six-pack of Dogfish Head Punkin Ale has a suggested retail price of $12.99.

Boston Beer Co. www.bostonbeer.com

Chocolate Cereal-Flavored Protein Bars

Pure Protein is launching new “throwback” snack collaborations, such as Cocoa PEBBLES Protein Bar. In partnership with Post Brands, Cocoa PEBBLES Protein Bar provides a sweet 20 grams of protein. The new protein bar option has only three grams of sugar per bar alongside the nostalgic cereal-milk flavor. A four-pack of bars retails for $7.19.

1440 Foods

www.1440foods.com

Shrimp Chip Lineup

Now shipping nationwide, Calbee Shrimp Chips is getting a modern, yet authentic packaging refresh designed to better align with its global counterparts and enhance shelf appeal. Bright, bold colors and a red shrimp graphic front and center carry across the full savory lineup, which includes Original, Sriracha Mayo and Hot Garlic, plus new zesty Chili Lime and umami-packed Roasted Seaweed. The puffed snacks are made with wild-caught, whole shrimp; wheat flour; and a blend of spices. The texture is light, airy and extra crispy thanks to its steam-and-knead manufacturing process.

Calbee www.calbeeamerica.com

Al Capone Cigars 35 www.alcapone-us.com

Altria Group Distribution/ 2

Copenhagen 877.968.5323

Altria Group Distribution/ 31

Helix Innovations

877.968.5323

Anchor Packaging 69 www.anchorpackaging.com

Beatbox 7 www.beatboxbeverages.com

Black Buffalo 5 retail@blackbuffalo.com

Calico Brands, Inc. 52 800.544.4837 / www.calicobrands.com

Carl Buddig and Company 77 https://buddig.com

Cheyenne International 41 https://cheyenneintl.com

Chester's Chicken 61 800.646.9403 / www.chesterschicken.com

Core-Mark 73 www.core-mark.com

Dover Fueling Solutions 11, 85 www.doverfuelingsolutions.com

E-Alternative Solutions 59 www.swisher.com

E.A. Sween Company 65 800.328.8184 / www.easweenfoods.com

Epiq 76 www.epiqglobal.com

House Autry 15 www.HouseAutryFoodservice.com

Hunt Brothers Pizza 79 800-453-3675 / www.HuntBrothersPizza.com

STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION

PUBLICATION TITLE

CStore Decisions

ISSUE FREQUENCY

Monthly

COMPLETE MAILING ADDRESS OF KNOWN OFFICE OF PUBLICATION

WTWH Media, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

COMPLETE MAILING ADDRESS OF PUBLISHER’S HEADQUARTERS

WTWH Media, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

FULL NAMES AND COMPLETE MAILING ADDRESSES OF PUBLISHER, EDITOR, AND MANAGING EDITOR

PUBLISHER: Matt Waddell, WTWH Media, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

EDITOR: Erin Del Conte, WTWH Media, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

MANAGING EDITOR: Emmy Boes, WTWH Media, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

OWNER COMPLETE MAILING ADDRESS

WTWH Media, LLC, 1111 Superior Ave, Suite 1120, Cleveland, OH 44114

Mountaingate Capital, 1225 17th St, Suite 2575, Denver, CO 80202

KNOWN BONDHOLDERS, MORTGAGEES, AND OTHER SECURITY HOLDERS

AMOUNT OF BONDS, MORTGAGES, OR OTHER SECURITIES None

This Statement of Ownership will be printed in the October 2025 issue of

I CERTIFY THAT

FURNISHES

FORM

MULTIPLE

AND CIVIL PENALTIES).

Ken Gradman (signed), CFO Filed on: 09/12/2025

JJ SnackFoods Corp. 47 www.jjsnackfoodservice.com/sample/ Johnsonville C-Store 67 www.JohnsonvilleFoodservice.com

JTI Liggett 17, 55 800.966.9709 / www.LDCigarettes.com

Kretek 27 800-358-8100 / KretekSales@Kretek.com www.Kretek.com

Krispy Krunchy Food, LLC 71 www.krispykrunchy.com/marketing Liggett Group 39 877.415.4100

713.435.6700 / www.loomis.us

Expanding With EV

As c-store retailers consider whether investing in EV charging is right for them, local market demand, funding and utility capacity are some of the variables that must be considered.

Emily Boes • Senior Editor

The decision to develop electric vehicle (EV) charging at a store must factor in many different components. CStore Decisions reached out to Karl Doenges, executive director, Charging Analytics Program, Transportation Energy Institute (TEI), for advice on the EV implementation process.

{CStore Decisions (CSD)} What three things must c-store retailers know if considering adding EV charging?

{Karl Doenges (KD)}

1. What does their local market look like for current and future demand/ throughput — broader trends and statistics are helpful, but EV charging is very local when assessing demand and growth.

2. What is your business model? Do you just want to be a site host and are only focused on converting people into the store? Do you want to own your own charging program and make money on electrons and focus on in-store sales all while controlling the entire customer experience? Either way, you need to understand what the data says the customer wants from charging (power level, connector type, number of stalls, canopy, amenities, etc.) and what is the cost to build something the data shows customers will actually use.

3. What utility capacity is available to you, and how long will it take to be connected? Not all utilities have available additional capacity for 480 volts — start early with your utility!

{CSD} Is there a risk of investing too early or too late in EV infrastructure?

What’s the smart timing?

{KD} Yes, timing is important. You don’t want your EV supply equipment (EVSE) to sit idle most of the time. But remember, for many retailers, it’s more than just looking at the utilization rates. Utilization rates will help project electron demand. But it’s also important to look at session counts — that’s how many opportunities you have to convert someone into the store and build up the basket size. There are many companies with algorithms projecting demand and throughput into the future. … TEI’s Charging Analytics program has actual utilization and session count data in addition to looking backward and assessing trend lines. Reports are available for free here: https:// www.transportationenergy.org/charginganalytics-program/reports/.

{CSD} What kind of electrical upgrades do most c-stores need to install multiple fast chargers?

{KD} That completely depends on what kind of electrical infrastructure you already have, what capacity the utility has to expand and what kind of system you want. EVSE is very different than liquid fuels — there are a lot more variables. Also, it’s important to have an understanding of what customers want according to data and what can fit on your site footprint.

{CSD} Does EV adoption pose a threat to traditional fuel sales?

{KD} The greatest threat to traditional fuels is fuel efficiency standards — EVs don’t have that kind of impact. However, unlike fuel efficiency that erodes

fuel volumes with no replacement, the same customer can stay at the store if he switches to an EV. Furthermore, data indicates EV drivers spend more money at the store than those with internal combustion engine (ICE) vehicles — many believe this is a function of a significantly longer dwell time. People don’t want to sit around and do nothing while they’re charging. There may be a day where the adoption rate of EVs grows to an extent to significantly impact traditional fuel sales across the U.S., but that day is a ways off. However, there are specific markets where EVs represent a greater percentage of vehicles and are growing at a faster pace. In these markets, they can have an impact on traditional fuels, and the retailer needs to have the ability to serve both types of customers. In aggregate, the vast majority of vehicles on the road are ICE, and the average vehicle turnover rate indicates it will be that way for a while.

{CSD} How can small, independent c-store operators compete with larger chains in the EV charging space?

{KD} There is a significant upfront investment with EV charging equipment, and the amount of grant funding available has been reduced, but there is still money available. The NEVI program is still going, and … TEI programs … can help you find available funding programs. Another option is to partner with a charge point operator and be a site host instead of owning your own equipment. There is also the opportunity to attract EV drivers from nearby charging stations.

Karl Doenges, executive director, Charging Analytics Program, Transportation Energy Institute