Issuu

CStoreDecisions

Solutions for Convenience Retailers

PLUS

5 Over 70 Established Chains to Watch p. 26

Navigating Nicotine Shifts

Herb Hargraves, chief operating officer, Sprint Mart, has played a pivotal role in shaping Sprint Mart’s strategic growth initiatives over the past three years.

p. 52

Future-Proofing Your C-Store p. 64

SPRINT MART

BUILDS A BIGGER, BETTER CONVENIENCE EXPERIENCE

Sprint Mart is growing through strategic acquisitions, modernized stores, expanded foodservice and customer-focused innovations.

October 2026 • CStoreDecisions.com

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CStoreDecisions Solutions for Convenience Retailers

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CSTORE DECISIONS •

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CONVENIENCE

GO FROM

QUICK-STOP TO

at c-stores more than once a week.1

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ERE

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EIR NEED. TH

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CONTENTS October 2026

•

NUMBER 10

•

VOLUME 37

CStoreDecisions

FRONT END

8 Editor’s Memo: Outpacing the Competition 10 Quick Bites: Fall Moments, Bigger Baskets SPECIAL REPORT

26 Established Chains to Watch in 2026 FOODSERVICE

42 Remove the Friction From Grab-and-Go 48 Dinner to Go: Capturing the C-Store Evening Business CATEGORY MANAGEMENT

52 Navigating Nicotine Shifts 58 Candy, Gum and Mints Hold Strong Despite Rising Prices TECHNOLOGY

64 Future-Proofing Your C-Store BACK END

68 Product Showcase 73 Ad Index 74 Industry Perspective: A Closer Look at Loss Prevention

COVER STORY

SPONSORED EDIT

12 S print Mart Builds a Bigger,

46 Krispy Krunchy Chicken:

Better Convenience Experience

40 Hunt Brothers Pizza:

What It Takes to Earn the Trust of America’s C-Store Operators

Tap Into a Revenue Opportunity Already Walking Through Your Doors

Sprint Mart is growing through strategic acquisitions, modernized stores, expanded foodservice and customer-focused innovations.

CSTORE DECISIONS •

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October 2026

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9/9/26 5:42 PM

Editor’sMemo

Outpacing the

Competition LAST MONTH, CSTORE DECISIONS’ CStore Momentum conference drew young executives to Tarrytown, N.Y., to learn from host chain Chestnut Market and other retailers about trends, best practices and headwinds as panelists discussed a range of topics, including technology, operations, leadership and foodservice. Jason Read, director of store operations for Wawa, provided the keynote address, titled “Leadership in Motion,” where he shared leadership lessons from his tenure in retail. Read emphasized that today’s young executives are “leading at what is probably the most difficult point in your company’s history.” “The American consumer has never been under more financial pressure than they are today,” he added. “You’ve got to have one heck of an experience for that customer to pull out their money and give it to you.” ELEVATING THE STORE EXPERIENCE

As convenience stores today strive to offer a superior customer experience to guests, they’re raising the bar across multiple areas of the business — elevating foodservice to rival quick-service restaurants, leaning into technology innovation across multiple fronts, building state-of-the-art new-to-industry stores, bringing legacy locations up to modern standards and integrating operational efficiency best practices, all while adapting to changing customer demands, working to reduce employee turnover, keeping up with regulatory changes and managing mounting costs. This month’s cover story spotlights Sprint Mart, a prime example of a chain upping its game across multiple fronts. The retailer is not only refreshing legacy locations but, in some cases, razing and rebuilding them from

the ground up to make way for larger-footprint stores featuring expanded foodservice offerings and a modern design. It puts special emphasis on its restrooms, which it calls its BESTrooms. The chain is also focused in on its proprietary foodservice programs and technology — from self-checkout to loyalty to using technology to improve efficiency. Learn more about Sprint Mart on p. 12. This month’s special report, “5 Over 70 Established Chains to Watch in 2026,” features five established chains with more than 70 stores that are standing out for their growth initiatives that include moving into new states and expanding beyond traditional c-store concepts. Starting on p. 26, you’ll learn how these c-store chains are positioning themselves to compete for years to come by taking necessary steps today to future-proof for tomorrow. For more on how you can prepare your chain for tomorrow, check out the technology column, “FutureProofing Your C-Store,” on p. 64, that outlines the steps you can take to respond to the pressures building from inside and outside the c-store channel. And, if you’re reading this at the NACS Show, retailers are invited to join us on the evening of Wednesday, Oct. 7, in celebrating Toot’n Totum, CStore Decisions’ Chain of the Year. We’ll be celebrating at Piero’s Italian Cuisine, minutes from the Las Vegas Convention Center, from 6:15 p.m. to 9 p.m. Retailers, RSVP and your name tag will be at the door: https://cstoredecisions.com/2026-chain-of-the-year. Suppliers must sponsor to attend.

e t n o C l e D n i r E

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

CSTORE DECISIONS October 2026

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

KEEP YOUR COMPETITIVE EDGE ZYN is scaling up in a big way. Stock our full lineup of varieties to engage new clientele and satisfy your regulars. Call 800-367-3677 or contact your Swedish Match Rep to learn more.

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QUICKBITES FALL MOMENTS, BIGGER BASKETS C-store retailers can take advantage of targeted marketing campaigns and consumer insights to appeal to customers’ seasonal and holiday needs.

FALL TRIPS AND FOOTBALL

MOTIVATING FALL TRAVEL

The football season and fall road trips provide ample opportunity for c-store retailers to engage with consumers looking for seasonal experiences. 80% of respondents are planning or considering fall road trips. 7 3% of respondents stop for snacks or breaks at gas stations and c-stores during road trips. 88% of respondents expect to participate as a fan in football season in some capacity. 75% of consumers pick up food or snacks before a football game. Source: GSTV, Consumer Pulse, September 2026

SEASONAL MARKETING WITH AI

According to tvScientific by Pinterest, marketers are using artificial intelligence in holiday and seasonal shopping campaigns in 2026, from creative ideation to reporting/insights.

Fall travelers are looking for specific experiences, with Gen Z skewing toward Halloween festivities and travelers over the age of 45 leaning toward fall foliage. • 15% of respondents travel in autumn for fall foliage. • 14% of respondents travel in autumn for Halloween experiences. • 14% of respondents travel in autumn for local food and drink. • 14% of respondents travel in autumn for outdoor activities. Source: CivicScience, “Fall Travel at a Glance,” August 2026

HALLOWEEN SNACKING

Source: tvScientific by Pinterest, “The 2026 Holiday & Seasonal Shopping Trends Report,” August 2026

BUILDING HOLIDAY CAMPAIGNS

Operators can use loyalty and basket data, among other customer and retail intelligence, to identify demand earlier, reach higher-intent audiences and build stronger holiday campaigns, according to StackAdapt.

Source: StackAdapt, “Win peak season before it peaks,” August 2026

CSTORE DECISIONS •

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October 2026

Seasonal snacks thrive during the Halloween season, with younger consumers looking to social media for the newest trends and candy. • 71% of U.S. adults want sensory/ textural experiences and 58% want extreme flavors. • 74% of Gen Z, 72% of millennials, 61% of Gen X and 45% of baby boomers seek out seasonal flavors, colors or shapes when they snack. • 53% of Gen Z use TikTok, 48% Instagram and 49% YouTube to discover new Halloween trends or candy. • 57% of U.S. adults believe Halloween is a full season, no longer just one day. Source: Mars, “2026 Tricks, Treats and Trends Report,” July 2026

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C O N G R AT U L AT I O N S T O T H E C S T O R E D E C I S I O N S CHAIN OF THE YEAR!

CStore Decisions is proud to announce Toot’n Totum as its 2026 Chain of the Year. With over 75 years in business and 98 locations in Texas, Oklahoma, Kansas and New Mexico, Toot’n Totum continues to grow and adapt while remaining deeply rooted in local values. The Amarillo, Texas-based chain stands out for its people-first culture; commitment to tech innovation and vertical integration; its strong proprietary foodservice, grab-and-go and commissary program; and its stateof-the-art new-to-industry stores and focus on continued internal growth and footprint expansion. 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.

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COVER STORY / SPRINT MART

Sprint Mart

Builds a Bigger, Better Convenience Experience Sprint Mart is growing through strategic acquisitions, modernized stores, expanded foodservice and customer-focused innovations. Erin Del Conte • Editor-in-Chief

SPRINT MART, HEADQUARTERED in Ridgeland, Miss., is taking a multifaceted approach to growth, methodically increasing its footprint through small acquisitions while refreshing legacy stores to meet modern consumer demands. The chain is also selectively razing and rebuilding older sites into large-footprint stores with state-of-the-art designs and a focus on its proprietary Chix and Sprintzoni foodservice programs. At the same time, it’s expanding its proprietary

gas brand to new builds, rolling out selfcheckout and extending special loyalty benefits to professional drivers, further enhancing the customer experience. A FAMILY-OWNED BUSINESS

Sprint Mart was founded in 1992 by cousins Charles Morris and Joe Morris in Ridgeland, Miss. Charles Morris and Joe Morris were third-generation oil marketers who, along with their fathers, started Morris Petroleum. They converted many

Sprint Mart was founded in 1992 by Charles Morris and Joe Morris in Ridgeland, Miss. 12

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of their leased dealer stores to the Sprint Mart brand and then quickly expanded with the purchase of an additional 12 Speedway stores, which they also converted to the Sprint Mart brand. Meanwhile, Joe Gillis founded Dutch Oil Co. in 1972, and his son, Rex Gillis, joined the family business in the 1980s. “In 2000, a joint venture, ‘Victory Marketing LLC,’ was created between the Morris family (Morris Petroleum) and Joe Gillis and Rex Gillis (Dutch Oil) of Columbus, Miss.,” explained Herb Hargraves, chief operating officer (COO) of Sprint Mart. “At that time, all Gillisowned Dutch Mart stores were rebranded as Sprint Mart.” The joint venture also purchased more than 20 stores owned by J.P. Mills Inc. in Tupelo, Miss., in 2000. Charles Morris, Joe Morris, Joe Gillis, Rex Gillis and Rex’s son-in-law, Matt Bogue, are all joint owners of Victory Marketing today. Today, Charles Morris serves as principal manager of Victory Marketing. Joe Morris serves as president of Morris Petroleum. Rex Gillis serves as CEO of Dutch Oil and Matt Bogue serves as president of Dutch Oil. cstoredecisions.com

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Herb Hargraves joined Sprint Mart as chief operating officer in 2023 after a long history in the industry that included executive and operations roles with MAPCO, Clark Oil Co., Cash Magic and Cumberland Farms.

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COVER STORY / SPRINT MART

Sprint Mart is focusing on modernizing its legacy stores, aligning them with current customer expectations while creating space for foodservice offerings. The chain razed and rebuilt a store in Fulton, Miss., in September 2025 that spans 14,000 square feet with 32 fueling positions in the forecourt.

Over the years, Sprint Mart has grown through acquisitions and new builds. One notable acquisition came in 2021, when Sprint Mart purchased 31 MinitMan Food stores in the north Alabama market. Today it operates 94 c-stores and counting across Mississippi, Alabama and Louisiana. Hargraves joined Sprint Mart as COO in 2023 after a long history in the industry that included executive and operations roles with MAPCO, Clark Oil Co., Cash Magic and Cumberland Farms. Having worked for both family-run and corporate organization, Hargraves was attracted to the position at Sprint Mart because he knew he could “bring the best of both worlds” to his role by applying “a little more corporate efficiency to a family-run organization” while still preserving the chain’s “familyrun autonomy.” He’s played a pivotal role in shaping Sprint Mart’s strategic growth initiatives over the past three years and improving overall operational excellence,

efficiencies and technological advancement for the chain. STORE TRANSFORMATIONS

A major focus for Sprint Mart today is the modernization of its legacy stores, aligning them with current customer expectations while creating space for foodservice offerings. Occasionally, that means a full tear down and rebuild to accommodate an upscale design with extensive amenities. The chain recently completed two extensive raze and rebuilds in Mississippi, one in Tupelo in 2024 and one in Fulton in 2025. “The latest in Fulton opened in September of 2025. It is a travel plaza that spans (14,000) square feet with 32 fueling positions in the forecourt, high-flow diesel pumps in the back and expansive 18-wheeler parking in the rear,” Hargraves explained. The Fulton travel plaza is situated just off of 1-22 between Birmingham, Ala.,

CSTORE DECISIONS • October 2026

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and Memphis, Tenn., and has been one of the chain’s highest-grossing sites for more than 25 years. After acquiring an adjacent property, the chain was able to vastly expand the footprint of the newly built store. Sprint Mart’s goal with the Fulton store design was to offer customers the highest-convenience experience possible. The store features a foodservice-minded layout, 15-foot-high ceilings, an 80-footradiused checkout counter, six traditional checkout lanes and a staffed three-lane self-checkout area in the center of the store, as well as oversized restrooms, which it calls its “BESTrooms.” “We do not call our bathrooms ‘restrooms,’ we call them our BESTrooms. We do this because we take our bathrooms seriously,” Hargraves said. “We know how important a clean, well-lit, wellstocked restroom is for our customers. In our BESTrooms we have tongue-andgroove wood ceilings, ample lighting to create an inviting atmosphere and our

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COVER STORY / SPRINT MART

team keeps them meticulously clean.” The Fulton site’s BESTrooms include a total of 29 toilets, 10 urinals and two private family restrooms, allowing it to manage heavy restroom traffic. The Fulton store was honored with a Best Store Design Award from CStore Decisions in 2026. Meanwhile, the Tupelo store, situated at the corner of Barnes Crossing and North Gloster, marked the third Sprint Mart site in Tupelo to undergo a razeand-rebuild. Because it was one of the chain’s busiest locations, the company kept the original Sprint Mart on the property open while it constructed the new Sprint Mart behind it. The construction took longer than usual because it included the installation of all new fueling stations with additional pumps and tanks. The site opened in November of 2024 with a footprint four times the size of the store it replaced and Sprint Martbranded gas. “A typical Sprint Mart can span from 4,500 square feet to our largest in Vance, Ala., which is 16,800 square feet and offers our first full-service restaurant, Sadie’s Diner,” Hargraves said. Sprint Mart stores are designed with large front windows that provide a full view of the store’s interior. The exterior features an arch with pillars on either side and the Sprint Mart logo above the arch. It prioritizes a timeless design that incorporates long-lasting materials such as brick on building exteriors, neutral

Sprint Mart’s travel plazas offer dog parks with separate sections for small-breed and large-breed dogs.

color schemes for floors and walls, high ceilings and finishes that resist wear. “We use earth tones and our signature blue with lighted channel letters identifying the sections of our store along with our BESTrooms signage and our signature tagline, ‘Run with the BEST,’” Hargraves explained. In the forecourt, the chain features Shell or Sprint Mart-branded fuel. The chain’s newly built sites feature its proprietary Sprint Mart gas brand. Beyond fuel, Sprint Mart is finding other ways to enhance the customer experience, from electric vehicle (EV) charging and car washes to travel-plaza amenities and an ever-evolving merchandise mix. “We have partnered with Tesla at three of our stores to offer EV charging,” Hargraves said, adding that the chain is exploring potentially adding EV to additional sites in the future. Two Sprint

Marts offer standard pull-in car washes. The chain’s travel plazas offer dog parks with separate sections for small-breed and large-breed dogs. The chain also features an expansive novelty section that includes popular squishy items that have been trending on social media, which Hargraves noted have been a “huge hit” with customers. Sprint Mart is also working on targeted remodels across the chain. At press time, it was underway on its plans to complete exterior refreshes on 19 sites in the Huntsville, Ala., market. One store is already completed, with another three in progress. The refreshes include full forecourt painting, full painting of the building’s exterior and the addition of Sprint Mart channel-letter signage on the front facia. Sites with foodservice are receiving lit signage on the front exterior to signal that the store offers proprietary food brands Chix and/or Sprintzoni.

Sprint Mart’s newly rebuilt Tupelo, Miss., store opened in November 2024. It has a footprint four times the size of the store it replaced, features all new fueling stations with additional pumps and tanks, and offers Sprint Mart-branded gas. 16

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COVER STORY / SPRINT MART

Above: Sprint Mart uses earth tones and its signature blue with lighted channel letters to identify sections of the store along with its signature tagline, ‘Run with the BEST.’ Left: Sprint Mart’s flagship proprietary foodservice brand, Chix chicken, is known for having the largest double-breaded chicken tenders in the area.

Moving into Q4 of 2026 and early 2027, Sprint Mart has two sites — one in Alabama and one in Mississippi — scheduled for expansion with full interior and exterior remodels. Sprint Mart expects to have all of the planned remodels completed by midyear in 2027. As it remodels, it hasn’t taken its eyes off of acquisition opportunities. At press time, Sprint Mart was closing on the purchase of an Alabama store, which was anticipated to close on Oct. 1., and is set to take the chain’s store count to

95 locations. “We will do a full exterior and interior refresh of this property before we reopen it as a Sprint Mart,” Hargraves explained. FOODSERVICE EXPANSION

Foodservice is a major focus for Sprint Mart going forward. “Our flagship proprietary foodservice brand is our local favorite Chix chicken. Also, a year and a half ago, we launched our proprietary pizza brand Sprintzoni,” Hargraves said. Today, 46 sites feature the Chix program, while 24 offer the

CSTORE DECISIONS • October 2026

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Sprintzoni pizza program. “On our Chix offering, we are specifically known for having the largest double-breaded chicken tenders around, paired with our fan favorite: the JoJo, (which is) a fresh-sliced breaded potato wedge.” Sprint Mart also features its proprietary Best Market brand at 44 stores, which includes cold grab-and-go sandwiches, salads, parfaits, cheesecake and fresh fruit. Six of Sprint Mart’s smaller footprint locations offer a Chix Express concept, which offers non-fried items, such as the chain’s signature breakfast sandwiches, burgers and popular grab-and-go items. The chain’s Vance, Ala., store features the Sadie’s Diner concept, which provides a “full homestyle sit-down dining experience,” complete with a robust menu that includes the Sadie’s Burger, which is a local favorite. One of the chain’s Columbus, Miss., stores features The Donut Factory, a quick-service restaurant (QSR) concept that serves fresh-made yeast and cake doughnuts, as well as muffins, cookies and pastries.

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COVER STORY / SPRINT MART

Each Sprint Mart location offers the chain’s proprietary blend Best Bean coffee. A digital screen, which can be controlled remotely by the marketing department, displays the coffee menu.

At two locations it partners with QSR chain Bullets Burgers Chicken & More, and at one location it features a Subway. “All of our stores offer our proprietary blend Best Bean coffee and Finish Line fountain drinks, and at the majority of our stores we offer our frozen beverages that we call the Freeze Zone,” Hargraves said. Sprint Mart is set to pilot DoorDash

and Uber Eats delivery at one of its locations. “Once we perfect the process, we will expand to offer it at additional stores,” Hargraves said. Its Sadie’s Diner features order-ahead. It has two drivethrus — one in Columbus, Miss., for its Bullets location and the other at a site in Albertville, Ala., where customers can order from the Chix or Sprintzoni menus.

Sprint Mart’s Finish Line fountain drinks are offered at every store, and the majority of stores also offer the chain’s frozen beverages, dubbed the Freeze Zone.

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TECH APPROACH

Technology adoption remains a key priority for the chain. Sprint Mart features the Sprint Mart Rewards loyalty app, where registered customers receive discount offers, rollback at the pump pricing and can earn points on purchases. Customers can then redeem their points for nearly anything offered in-store or on fuel purchases. “Our app is exclusive to our Sprint Mart Rewards customers (and allows them) to track their points and see all the offers available at their local Sprint Mart,” Hargraves said. At the end of 2025, the chain launched a Professional Drivers Loyalty Card that rewards professional drivers with points on diesel purchases. “It offers two different levels with perks, such as free showers, free fountain and coffee, and exclusive ‘truckers-only discounts’ on the items they use most,” Hargraves said. Now, Sprint Mart is adding selfcheckout to all of its remodeled and razed-and-rebuilt sites as well as in some legacy stores. “To date, a quarter of our chain has self-checkout with pre-pay on fuel available for our customers who want

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Sprint Mart Rewards offers customers discount offers, rollback at the pump pricing and points on purchases that can be redeemed in-store or on fuel purchases.

to skip the line,” Hargraves said. “We have some that are not used that much and others that are very popular. We continue to evaluate the best option for our customers.” Sprint Mart is also leveraging technology to improve operational efficiency, including digitizing store walk-through inspections, surveys and vendor relationship management. Throughout the stores, centrally connected TV screens feature the Chix, Sprintzoni and coffee menus. Above the cold vault, the convenience store chain uses similar digital screens to highlight key vendor products and Sprint Mart Rewards promotions.

“All of these screens can be controlled remotely by our marketing department,” Hargraves explained. The chain also recently deployed tablets to its fleet of stores to make clocking in and out of shifts easier for team members. It also upgraded store assistant handhelds that are connected to the back-office system for store tasks and placing orders.

Sprint Mart is adding self-checkout to all of its remodeled and razed-and-rebuilt sites as well as in some legacy stores. 22

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LOOKING AHEAD

As Sprint Mart looks to the future, its primary avenue for growth will be through acquisitions, Hargraves confirmed. But as the convenience retail chain sets its sites on continued expansion, it’s also keeping its legacy stores firmly in focus. “We will continue to reinvest in our legacy stores with image upgrades and remodels to provide the best c-store experience for our customers,” Hargraves said. Sprint Mart is also committed to continuing to train and develop its employees while keeping up with technological advancements. “We are a Christian-based organization deeply rooted in our faith. We employ over 1,300 employees, and our people are the true core of our culture,” Hargraves explained. “I am so proud of how many long-tenured team members we have that have made their careers at Sprint Mart. We are intensely focused on growing our people with career pathing so we can build future leaders from within.” Sprint Mart’s mantra is “Take care of the customer and everything else takes care of itself,” which Hargraves stated isn’t just a tagline. “It’s the backbone of who we are,” he said. “You feel it the moment you walk through our doors and hear a genuine ‘Welcome to Sprint Mart!’ from our team. We truly want every customer to feel at home. From the second you pull onto the lot to that final ‘Have the BEST day!’ at checkout, our commitment to hospitality comes straight from the heart.” CSD

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SPECIAL REPORT / 5 OVER 70 CHAINS TO WATCH

ESTABLISHED

Chains to Watch in 2026

CStore Decisions is recognizing five chains with more than 70 stores that are excelling in the industry through growth, innovation and overall dedication. Emily Boes • Senior Editor

CSTORE DECISIONS IS CELEBRATING five convenience store chains that have demonstrated a commitment to growth in the past year. They are expanding their footprint, optimizing operations, going above and beyond for their communities and reaching milestones

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that validate the hard work they put into their people and stores. These retailers are taking a proactive approach to their future, each decision built around meeting the evolving needs of their customers and maintaining the culture that has helped to shape their success.

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SPECIAL REPORT / 5 OVER 70 CHAINS TO WATCH

Yesway YESWAY HAD A VISION in 2015 to build a differentiated convenience store. Now, with 450 stores and two brands under its belt, the c-store retailer has grown from its 2015 founding to a major Southern staple. In the past year alone, Yesway became a publicly traded company, set records for multiple metrics and was poised to enter its 10th state — Arizona — as of press time. “I am proud of our people and the operating culture they have built. Over the past 12 months, we have shown that Yesway can grow on a scale while continuing to strengthen the business’ underlying performance. We have invested in new stores, improved our existing portfolio, expanded our foodservice and merchandising offerings, and deepened our relationships with customers,” said Tom Trkla, chairman, president and CEO of Yesway. Due to these achievements, CStore Decisions is recognizing Yesway as a 2026 Established Chain to Watch. GROWING ALLSUP’S

Concentrated largely in the South, Yesway has been expanding its footprint and opening its doors to new markets, adding a robust 90-plus convenience stores since 2020.

“Our expansion strategy has always been about more than simply adding stores, (however). It is about building density in attractive markets, developing modern stores that customers want to visit and creating a portfolio capable of producing increasingly strong returns over time,” said Trkla. Yesway acquired regional favorite Allsup’s in 2019, and the brand quickly became one of the chain’s most important assets. Home to the World Famous Allsup’s Burrito, a well-known offering in its region with a loyal following, Allsup’s inspires “genuine consumer affection with a highly scalable foodservice platform,” Trkla noted. This past year, Yesway opened newto-industry Allsup’s stores in Texas, New Mexico and Oklahoma, reaching a milestone 250 stores in Texas. “Opening a store, however, is only the beginning. The value of that investment ultimately depends on how well the store operates every day. I am particularly proud of the way our teams have integrated into these new locations, introduced our brands to new customers and consistently applied Yesway’s operating standards as the company has grown,” said Trkla. “That ability to expand without

Allsup’s is home to the World Famous Allsup’s Burrito, which has garnered a loyal following among the brand’s customers. compromising operational discipline is one of our most important competitive advantages.” Allsup’s brand recognition is extensive. It was ranked No. 4 nationally in USA TODAY’s 2026 10Best Readers’ Choice Awards for both Best Gas Station Brand and Best Gas Station Food. This is consistently reinforced by its employees, who work to both preserve the brand’s character and support modernization and expansion. And Yesway is continuing to innovate around the Allsup’s menu. “The lesson for us is that heritage and innovation do not have to be competing priorities. We can protect what makes Allsup’s special while modernizing our stores, expanding the footprint and introducing the brand to new generations of customers,” said Trkla. GOING PUBLIC

Yesway acquired Allsup’s in 2019. This past year, the company opened new-to-industry Allsup’s stores in Texas, New Mexico and Oklahoma. 28

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Expansion was not Yesway’s only achievement this year. The chain has officially traded in its private status for a publicly traded identity with its recent initial public offering (IPO). A “transformational moment for Yesway,” according to Trkla, the IPO validated the team’s disciplined execution, operational improvement and commitment across the organization. “I view the IPO not as an endpoint but

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Yesway became a public company this year, “a transformational moment for Yesway,” according to Tom Trkla, chairman, president and CEO of the convenience store chain.

as a new platform from which we can continue to grow. Being public gives us greater access to the capital markets, enhances our financial flexibility and provides additional tools to pursue organic growth, new-store development and acquisitions,” Trkla said. He added that this also brings greater accountability, transparency and discipline, but it will reinforce the high standards the Yesway team already established. “We welcome that responsibility.” A MILESTONE Q2

In Q2 this year, Yesway set records for fuel gallons sold, fuel gross profit, inside merchandise sales, inside merchandise gross profit and store contribution. Adjusted EBITDA increased 35% year over year to $70.9 million. “No single initiative or favorable market condition produced those results. They were built store by store, shift by shift, through thousands of decisions our people make every day. The team’s relentless focus on operational consistency, accountability and excellence is largely responsible for the company’s success,” said Trkla. “Strategy sets the direction, but our people bring it to life and turn it into results. I could not be prouder of the way they continue to raise the bar for themselves, for one another and for Yesway.” Same-store inside merchandise sales increased 1.2%; same-store fuel gallons increased 1.4% — the quarter’s broad-based performance was its most important aspect. Yesway benefited from the growing contribution of its newer stores and strong margins across both sides of the business. Fuel margin was 52.6 cents per gallon, and inside merchandise margin reached 35.7%. This powered a 29.5% increase in store contribution. “We have now delivered same-store inside merchandise sales growth in 18 of the past 19 quarters. That level of consistency is not accidental. It reflects a business model that is working and, even

more importantly, an organization that understands how to execute it. Our results directly reflect the dedication of our store teams, field leadership, distribution professionals and corporate support teams,” said Trkla. 2026 AND BEYOND

Trkla noted three avenues of growth for Yesway: existing markets, productivity improvement in existing stores and acquisitions. Yesway has demonstrated efficient development of new stores. “Our development capabilities, real estate expertise and established operating infrastructure give us a strong foundation from which to continue expanding,” he said. The c-store chain also has the opportunity to improve productivity in currently operating stores, including stronger foodservice execution, more effective merchandising, greater loyalty engagement, better use of technology and continued operational improvement. “In many respects, this represents one of our most compelling opportunities because even incremental improvements, when applied consistently across 450 stores, can create meaningful value,” said Trkla. These areas of business all work together as part of one integrated strategy. Yesway is investing in technology and automation, including its loyalty platform, to create a more seamless digital experience, deploy labor more efficiently and gather better data, all with the end goal of making stores easier to operate,

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helping employees make better decisions and improving the customer experience. Loyalty programs such as Stack & Save allow Yesway to target merchandising and promotions more precisely. It also continues to differentiate itself through foodservice, viewing it as not just another category but as a reason customers choose Yesway or Allsup’s from the start. Yesway is also continuing to grow through acquisitions, which is “an important part of our DNA,” said Trkla. “We have successfully used acquisitions to build scales, enter attractive markets and strengthen our platform.” “Our advantage today is that we can pursue these opportunities from a position of strength. We have differentiated brands, strong cash generation, greater financial flexibility and, most importantly, an experienced team that has demonstrated its ability to execute. Growth creates value only when it is accompanied by operational discipline, and our people have repeatedly shown they can deliver both,” he continued. Yesway combines growth, performance and differentiation with a level of operational consistency that is difficult to achieve on a scale, which Trkla attributed to making it a 2026 Chain to Watch. “Some companies can grow store count. Some companies can generate strong same-store performance. Some companies also have distinctive brands,” said Trkla. “What makes Yesway particularly compelling is that we are bringing all three together.” October 2026 • CSTORE DECISIONS

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SPECIAL REPORT / 5 OVER 70 CHAINS TO WATCH

Rutter’s NINETY-FOUR-STORE CHAIN RUTTER’S is expanding into the sports bar arena, stepping beyond traditional convenience to offer customers something truly singular. It’s also entering new markets, innovating with food, investing in technology with a new loyalty app and introducing new concepts that merge convenience retail, foodservice and entertainment. “The company has earned industry recognition for its store design, extensive foodservice programs and operational innovation, all while maintaining a strong family-owned culture and a 278-year heritage that resonates with customers and communities across the region,” said Sydney Durand, marketing and communications coordinator for Rutter’s. For all this and more, Rutter’s is a CStore Decisions 2026 Established Chain to Watch. “Our quality and what we’re offering our customers and the constant innovation that we are doing — it’s recognized and it works. We are a private company. We hear our customers probably better than a lot of others do and we understand them better, and that allows us to continue innovation,” said Ashley Donnelly, director of marketing and communications for Rutter’s. 1747 BAR & LOUNGE

Rutter’s, which has stores in Pennsylvania, Maryland, Virginia and West Virginia, has been expanding recently, moving into Virginia just last year. It’s primarily focused on new builds, although it has remodels planned for many legacy stores. And the chain plans to include its 1747 Bar & Lounge concept in most of the new builds. Launched in 2025, Rutter’s 1747 Bar & Lounge is a sports bar and lounge with a nine-screen TV configuration (either individual screens or one large screen) that is accessed through the convenience store. The chain recently opened its sixth location with the bar, with five more planned for the next year, pending construction.

Rutter’s 1747 Bar & Lounge, launched in 2025, has a nine-screen TV configuration and is accessed via the attached convenience store. Currently, Rutter’s foodservice team is working on a specific bar and lounge menu, and the area also offers exclusive specials.

This year, Rutter’s foodservice team made strategic hires to create a specific bar and lounge menu, which they’re currently developing. Rutter’s also runs specials only available in the bar and lounge. For example, “if we have a viewing party for the NFL, or if we’re partnering with Red Bull on the FIFA World Cup, or whatever it may be, we offer specific bar menus that day which has specials for food and drink that are not available in all of our locations,” said Donnelly. To avoid removing every option, however, customers will still be able to order anything from the convenience store but tailored for the sit-down experience. As for beverages, 1747 Bar & Lounge primarily offers the same choices available in the beer cave, along with specials, such as $2 domestics, happy hours and drink specials linked with events. The sports bar also comes equipped with a “smart bar,” where customers can

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dispense a cocktail without an actual bartender. This concept is in three locations, and the chain is looking into retrofitting its previous locations with it. These larger-format locations that include 1747 Bar & Lounge average slightly over 13,500 square feet. Outside of the sports bar concept, Rutter’s is constantly evaluating its store design and learning from its builds. “We say everything’s a prototype,” Donnelly said. New store locations are bright, open, spacious and clean, with undershelf lighting on the fixtures and completely renovated restrooms. “I think our team’s done a really good job with making sure that there’s a modern, sleek and functional footprint that our customers can enjoy,” Donnelly said. REVAMPING THE MENU

Over the last few years, Rutter’s Senior

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Rutter’s new store locations are bright, open, spacious and clean, with undershelf lighting on the fixtures and completely renovated restrooms. Rutter’s is constantly learning from each new build, treating each as a prototype.

Director of Food Service and Bar Strategy Philip Santini has revamped the chain’s foodservice program, traveling globally and working with large brands and head chefs to source food and ingredients. Additionally, Rutter’s is changing its cstore menu quarterly. Made to order, the menu offers over 20 billion combinations to customers. “But we’re offering you guided suggestions, and we are surprised ourselves what our customers like. And we’re taking that information, and we’re making sure that the menu is not overcrowded, but also we’re using that as a basis to create the foundation for what we do next,” said Donnelly. In September, Rutter’s launched a Customer Craving Contest, where customers can make their own creations for a chance to be on the menu. “Being a private company and being a company that can make those nimble decisions and implement it across all of our locations is something that’s really fun to be a part of,” Donnelly added.

LAUNCHING LOYALTY

In September 2025, Rutter’s launched its loyalty app, complete with a 21-plus section, winter and summer sweepstakes and the ability to be more dynamic with its promotions. “It’s opened up so much more that we can do with our loyalty program on the digital front, and we’ve really made the investment in-store. All of our signage hanging up is mostly digital. We have

our big digital screens, which we actually allow our vendor partners to put their pushed products on there. We get to highlight ourselves more, so I think that’s very unique. It helps with a clean store environment,” Donnelly said. In addition to loyalty, Rutter’s is continuing to evaluate new technology investments for the future, such as electronic shelf tags. The stores also offer kiosk and online ordering. CHAIN TO WATCH

Rutter’s has been investing in digital; its signage is mostly digital, with large digital screens where vendor partners can advertise their products. cstoredecisions.com

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Rutter’s larger-format stores, expansion, bar and lounge concept, loyalty app and foodservice innovation all contribute to its status as a Chain to Watch. Additionally, the chain has valued relationships with its vendor partners. “Obviously, we know a lot of this wouldn’t be possible without them and their support, and we’ve been able to work with them to do things that others haven’t,” said Donnelly. She named the new SPAM Dog as an example. “Collaboration has been key for us.” Most importantly, however, Rutter’s is listening to its customers. “The whole reason we have 1747 Bar & Lounge is because we’ve heard our customers say they want more and they want more experience, and we’re giving them more and we’re meeting them where they want,” said Donnelly. October 2026 • CSTORE DECISIONS

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SPECIAL REPORT / 5 OVER 70 CHAINS TO WATCH

QuikTrip C-STORE POWERHOUSE QUIKTRIP has continued an aggressive growth plan this year, reaching its milestone 1,200th location in Morrow, Ga., in February and operating under a plan to open over 80 new stores in 2026 overall. Headquartered in Tulsa, Okla., QuikTrip is located in 23 states. “QuikTrip continues to grow in both established and emerging markets where we see opportunities to serve customers and support long-term business success. Our approach to expansion is deliberate and disciplined, focusing on communities where our model, culture and commitment to customer service align with the needs of the communities we serve,” said Aisha Jefferson, corporate communications manager for QuikTrip. QuikTrip also completed its first major store redesign since 2010, expanded its QT Kitchens and continues to invest heavily in its people. For its growth, store development and operational success, CStore Decisions is naming QuikTrip a 2026 Established Chain to Watch. 1,200 STORES AND COUNTING

QuikTrip opened its first store in Tulsa in the 1950s. In 1968, the convenience

Top: QuikTrip opened its 1,200th store this year and also debuted its first location in Utah. Right: Aisha Jefferson, corporate communications manager for QuikTrip.

store chain expanded beyond its Oklahoma roots to Missouri, and in 1971, QuikTrip merged with Wichita, Kan.-based Shopeze and grew its store count to 120 by the end of the year. QuikTrip also offered gas for the first time. By 2008, the retailer had opened 500 stores, upping to 1,000 in 2023. The c-store operator’s 1,200th store opening this year was the chain’s 181st in Georgia, featuring QuikTrip’s QT Kitchens and coffee program. QuikTrip also entered Utah for the first time in July. The site is a new-build travel center complete with 16 gas pumps and six high-flow diesel bays for tractor-trailers. Outside of new markets, the chain has continued to grow in its established market areas, opening stores in, for instance, Illinois, Colorado, Kansas, Missouri, Texas and, of course, its home state of Oklahoma and its 1,200th in Georgia. With extensive experience in growing its footprint, QuikTrip has learned how to

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maintain consistency while expanding. “Consistency is rooted in our culture. We invest heavily in our people, training and operating standards to ensure customers receive the same high-quality experience at every QuikTrip location. As we grow, our focus remains on delivering exceptional service, clean stores, quality products and a reliable customer experience,” said Jefferson. She noted that team members undergo comprehensive training prior to each store opening. Experienced employees regularly support new openings, acting as mentors to new employees. They help establish teamwork, accountability and a service mindset.

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QuikTrip’s Gen 4 design features expanded storefront windows, a glass vestibule, refined sightlines, a streamlined point-of-sale layout and eight individual, family-friendly restrooms. The first Gen 4 concept opened in Broken Arrow, Okla., in April, followed by locations in Joplin, Mo., and Wichita, Kan. The Gen 4 store design is QuikTrip’s first major redesign since 2010. “One of the most important things we bring to every new store is our people-first culture. Our founder, Chester Cadieux, said it best: ‘If you’re not taking care of customers, you’d better be taking care of the people who are!’ That philosophy continues to guide QuikTrip today and is reflected across every part of our organization,” said Jefferson. GEN 4

In addition to widening its net, QuikTrip is introducing its newest store format, its Gen 4 store design. “One particularly meaningful development has been the introduction of our Gen 4 store design. The new format represents years of planning and feedback from customers, employees across multiple departments and vendor partners, all with the goal of continuing to enhance the QuikTrip experience. While the design includes features that create a brighter, more welcoming environment and provide greater flexibility to meet evolving customer needs, what makes it especially meaningful is how it reflects QuikTrip’s long-standing commitment to continuous improvement,” said Jefferson. First introduced in Broken Arrow, Okla., the Gen 4 concept sits at 6,300 square

feet, larger than a standard QuikTrip convenience store. The retailer described the new format as featuring expanded storefront windows, a glass vestibule, refined sightlines, a streamlined point-ofsale layout and eight individual, familyfriendly restrooms. Gen 4 also expands the store’s kitchen footprint. The layout includes additional space for kiosk ordering, food pickup and waiting areas as well as expanded storage and an improved kitchen layout. Beyond its initial launch in April, 2026 saw this concept expanded to Joplin, Mo., and Wichita, Kan. “One of our proudest accomplishments has been continuing to grow while maintaining the culture, customer service standards and customer experience that have defined QuikTrip for generations. The Gen 4 design is an example of that philosophy in action. It demonstrates our commitment to investing in the future while staying true to the values that have earned the trust of our customers and created opportunities for our employees to grow and succeed,” Jefferson continued. INVESTING IN DIFFERENTIATION

As QuikTrip grows its store count and modernizes its new builds, it’s also

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investing in operations, foodservice, technology and culture. This includes enhancements to its beverage platforms, digital capabilities and operational tools. Its focus is making visits to a QuikTrip store faster, easier and more enjoyable for customers while supporting efficiency. As for food, the chain is prioritizing options that offer value and variety. At the end of the day, however, its people set QuikTrip apart, Jefferson noted. “For nearly seven decades, QuikTrip has built its reputation on outstanding employees, operational excellence and a relentless focus on customers. That foundation, combined with our commitment to quality, convenience and innovation, enables us to deliver an experience that customers trust,” she said. When asked why QuikTrip is a Chain to Watch, Jefferson pointed to the retailer’s successful balancing of growth, innovation and operational excellence. “We continue to invest in our stores, our employees and the customer experience while adapting to changing customer expectations. Our ability to evolve while staying true to the values that built our brand has positioned us for continued success,” she said.

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RaceTrac ONE OF THE MOST WELL-KNOWN acquisitions in the c-store industry occurred in late 2025, and it wasn’t between two convenience retailers. Atlanta-based RaceTrac, which now operates over 860 total stores, acquired restaurant chain Potbelly. In the past year, the c-store giant also opened its 600th RaceTracbranded store, expanded outside of its typical market area and invested in supply chain, foodservice and technology. Its accelerated growth and substantial presence in the industry have distinguished it, and CStore Decisions is recognizing RaceTrac’s accomplishments by naming it a 2026 Chain to Watch. A SEASON OF GROWTH

RaceTrac’s enterprise consists of RaceTrac, RaceWay, Gulf, Energy Dispatch and, most recently, Potbelly Sandwich Works. RaceTrac has historically focused its growth in the Southeast, but in recent years, the chain has been northward bound, opening sites in Ohio and Indiana.

“There are many factors we consider when it comes to growth,” said Melanie Isbill, president of convenience retail at RaceTrac. “Of course, we look at the fundamentals: population and traffic growth, real estate opportunities, supply-chain reach and the ability to build a strong team. But we also look for areas where we can serve growing communities, including along key travel corridors where we can meet the needs of professional drivers, bring value through competitive fuel pricing and convenience offerings, and create a store experience that gives guests more reasons to choose RaceTrac throughout their day.” While RaceTrac is heading toward colder climates, it hasn’t abandoned its existing footprint. Now operating in 14 states, the chain has also recently expanded into North and South Carolina, adding an additional two Southern states to its map. During its season of growth, the retailer reached its 600th store under the

RaceTrac banner this past year. “At RaceTrac convenience, one accomplishment that best represents our momentum is the way we have continued to invest simultaneously in growth, our capabilities and our people,” said Isbill. “… From expanding into new markets and strengthening our supply chain to advancing our technology, we are building for the long term.” THE POTBELLY ADVANTAGE

RaceTrac’s acquisition of Potbelly allows the chain to view foodservice through a completely new lens. The two brands are able to learn from one another, getting a taste for each other’s techniques, strategies and overall goals. The combination of RaceTrac’s convenience expertise and Potbelly’s established foodservice brand offers immense opportunity. “The two are separate businesses,” Isbill said, “but there might be some occasions where the two brands coexist on

RaceTrac has been expanding its footprint to new markets. Historically focused on the Southeast, the chain has broadened its reach to Ohio and Indiana while also opening stores in new-to-RaceTrac North Carolina and South Carolina. 36

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Top: RaceTrac’s made-in-house pizza program is its strongest foodservice performer. Right: Melanie Isbill, president of convenience retail at RaceTrac.

one property.” As for the c-store’s core foodservice, RaceTrac’s made-in-house pizza program is its strongest performer, but other hot foods like breakfast offerings and roller grill also rake in sales. The hot foods program overall is performing well, and RaceTrac has been introducing new flavors and menu options, refining operations and discovering ways to make the experience faster and easier for customers. “It’s exciting to see c-store food getting so much attention right now. While it may be a growing trend, it’s long been a focus for us. For years, we have worked to offer guests high-quality, craveable snacks and meals. Our culinary team is constantly innovating, but guest preference ultimately leads the way; only the menu items guests respond to make the cut and show up in our stores,” Isbill said. REWARDING USEFULNESS

In addition to food, RaceTrac has been investing in loyalty this year. It’s

committed to creating a meaningful digital experience through the RaceTrac app and RaceTrac Rewards. “Our RaceTrac convenience mission is to make people’s lives simpler and more enjoyable, and that isn’t just at the pump or inside the store,” said Isbill. The app and rewards program have allowed the chain to connect with guests through personalized value, relevant offers and an easier path to engage with the brand, she continued. Overall, RaceTrac has learned that its customers prioritize usefulness. The digital experience is not meant to be separate but a way to make every store interaction frictionless. “Guests want digital tools that save them time and money and recognize how they shop,” Isbill said. In the retailer’s pursuit to make convenience retail even more convenient, RaceTrac reached a significant milestone in its RaceTrac Rewards membership enrollment. “(This is) an encouraging sign that

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we’re building a strong connection with our guests and the value they find in the program,” said Isbill. ‘WE AREN’T STANDING STILL’

RaceTrac’s growing footprint and strong vision make it a standout chain in the industry. When asked why the retailer is a chain to watch this year, Isbill pointed to RaceTrac’s focus on the future — “we aren’t standing still.” “We’re growing our footprint, investing in the guest experience, strengthening our technology and supply chain and expanding our capabilities in foodservice, all while maintaining the entrepreneurial spirit that has defined RaceTrac for more than 90 years. “But our ‘x-factor’ and what makes our organization special is our people,” said Isbill. “I’m incredibly proud of our team members and the energy and hospitality they bring to serving our guests and each other every day. Their commitment to creating a welcoming experience is what truly sets us apart.” October 2026 • CSTORE DECISIONS

9/14/26 1:02 PM

SPECIAL REPORT / 5 OVER 70 CHAINS TO WATCH

Family Express

IN THE WAKE OF its 50th anniversary, Indiana-based Family Express is investing $100 million in new-store development. The 80-plus store chain also announced a modular construction approach to new stores, is opening a megastore concept and expanded store amenities to better serve its customers. “We are growing like a weed,” said Alex Olympidis, president of operations, Family Express. Additionally, its commitment to its customers and communities is award winning. In July, the retailer was recognized with one of CStore Decisions’ 2026 Philanthropy and Community Engagement Awards. For its dedication to growth, innovative

store concepts and above-and-beyond community commitment, Family Express is being recognized as a 2026 Chain to Watch in the industry. $100 MILLION GROWTH

Family Express began celebrating 50 years in business in 2025. The 50th anniversary milestone celebration occurred at the company’s Annual Family Festival, concluding with a drone show illuminating the retailer’s signature brands — JAVAWAVE, Cravin’s Pizza and Square Donuts — and congratulatory messages. On Christmas Day in 1975, President and CEO Gus Olympidis opened his first convenience store in Valparaiso, Ind. And

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over the course of 50 years, the business has grown to 85 stores and counting, all in Indiana. Now, coinciding with the company’s 50th anniversary, the chain is putting $100 million toward a new-to-industry development plan, with new stores opening in the state throughout 2026. According to a statement by Alex Olympidis, the newest stores are developed on three-to-fouracre sites with expanded foodservice. As part of its commitment to continued growth, Family Express opened its first modularized masonry building in Ligonier in October 2025, the first of four stores scheduled to open at the time before the end of the year. These buildings are prefabricated and

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Top: Family Express is investing $100 million toward a new-to-industry development plan, opening new stores in Indiana throughout the year. Right: Family Express is commited to operational development, including through foodservice, technology and training.

assembled in just a few days, reducing the time involved in conventional construction. The Ligonier store location features Family Express’ proprietary Cravin’s-ToOrder kitchen and a car wash, among other amenities. Family Express is also launching new megastores amongst its store openings as part of its portfolio. It recently opened one in May in Morgan Township featuring a truck stop, car wash, pet wash and Cravin’s-To-Order kitchen. Already, it had megastore locations in St. John. “Our stores are more than places to fuel up or grab a meal. They are part of the daily rhythm of the communities we serve,” Olympidis said. COMMUNITY IMPACT

Family Express has certainly developed a following during its 50 years in business, evidenced by its continued success, engagement initiatives and customer appreciation. Just this past August, when severe storms impacted areas of Indiana, Family Express received well-deserved accolades from one of its customers. The customer commented on a Family

Express Facebook post that their family members are now customers for life due to one store team’s kindness and quick thinking as the family took shelter in the store from the storm. “Convenience stores are part of everyday life. We see our guests, neighbors, educators, first responders and community leaders every day. Supporting them is not separate from our business. It is part of our responsibility as a local company,” Olympidis shared. “We are proud that our approach to community engagement reflects the same values that define Family Express itself: consistency, service, relationships and community.” Family Express’ commitment to its community is evidenced throughout the organization, reaching customers on a

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one-to-one basis every day through its store teams. However, Family Express doesn’t only make itself available to its customers; it also invests in its employees. It has been named a 2026 USA TODAY Top Workplace, an honor based on confidential employee surveys. As the chain continues to grow, it’s maintaining the culture that has yielded low turnover rates and high employee satisfaction. Family Express is also devoted to training, development and technology. Family Express is closing out 2026 with more store openings, innovation and a staunch responsibility to its communities; its reliable and consistent model of success makes it a 2026 Chain to Watch. October 2026 • CSTORE DECISIONS

9/15/26 12:36 PM

sponsored by Krispy Krunchy Chicken®

Tap Into a Revenue Opportunity Already Walking Through Your Doors More traffic isn’t always the answer. Extended foodservice hours can help convert existing store visits into incremental meal sales. A C-STORE DOES NOT NECESSARILY NEED more traffic to grow foodservice sales. In many cases, the biggest opportunity is simply extending operating hours for its hot foodservice program to capture meal occasions from customers who are ready to buy but can’t because the product isn’t available. That opportunity is increasingly present beyond the traditional lunch and dinner rushes, when customers want convenient, satisfying food at hours when nearby restaurants may be closed or no longer serving a full menu. “Most operators naturally focus on bringing more customers through the door, but there is often a significant untapped opportunity within the traffic they already have,” says Chris Schulz, vice president of sales for Krispy Krunchy Chicken. “The key is giving existing customers more reasons to visit throughout the day and meeting their needs across multiple meal occasions.” When foodservice is available, a routine fuel, beverage, or convenience purchase can become a larger transaction. Customers can get their meal, drinks, and other essentials in one stop rather than making an additional trip to a quick-service restaurant. Over time, that availability can also reinforce the store’s role as a dependable meal destination. “Consumers increasingly expect that kind of convenience regardless of daypart. C-stores are already open and serving this traffic,” Schulz says. “Keeping fresh, craveable food available when many competitors are closed creates an opportunity to capture additional sales.” Savour Hot Chicken in Allentown, Pennsylvania, has built its operation around that opportunity, implementing Krispy Krunchy Chicken to serve guests throughout the surrounding area with freshly prepared fried chicken, tenders, nuggets, biscuits, and family meals. The location is open until 3 a.m. Monday through Saturday and until midnight on Sunday, serving customers who want a complete meal rather than a late-night snack. “We noticed that the demand for a complete, fresh meal didn’t stop when traditional restaurants closed,” says Tariq

Saed of Savour Hot Chicken. “Late-shift workers, students, families, and customers coming home late were looking for quality food, but their options became limited.” Extending foodservice availability only works when product quality, cleanliness, speed, order accuracy, and service remain consistent throughout every shift. With Krispy Krunchy Chicken’s established products and operating procedures as its foundation, Savour adjusted its scheduling, preparation, and inventory management to support late-night demand while protecting standards and controlling waste. “A customer ordering at 2 a.m. should receive the same experience as a customer ordering at 2 p.m.,” Saed says. The results have helped validate this strategy. Savour is generating approximately 30–40 additional orders that it may not have captured without its extended hours. Its digital ordering presence across DoorDash, Uber Eats, and Grubhub also helps the business remain accessible late into the evening. The location has earned more than 1,900 Google reviews and maintains a 4.8-star rating. For operators hesitant to extend foodservice, the first step is understanding their local opportunity. Saed recommends reviewing when customers order, when competitors close, and where demand may be going unmet. Then, operators can test extended availability, monitor orders, sales, labor, and customer response, and refine the approach. Krispy Krunchy Chicken helps operators like Savour pursue that opportunity with simple procedures, proven equipment, training, and ongoing support designed to make it easier to maintain a full hot food case throughout the day. Their goal is not to add complexity, but to help operators maximize their existing space, equipment, and traffic. “Daypart expansion is becoming less of an added opportunity and more of a competitive expectation,” Schulz says. “Customers are building trust that quality food will be available in the hot food case whenever they choose to visit.” - By Drew Filipski

Learn how to turn existing store traffic into incremental daypart revenue at krispykrunchy.com. 46

CSTORE DECISIONS •

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October 2026

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FOODSERVICE COLUMN / DINNER

DINNER TO GO:

CAPTURING THE C-STORE EVENING BUSINESS Winning the dinner daypart requires more than simply extending lunch into the p.m. hours. Bruce Reinstein • Kinetic12 Consulting

CONVENIENCE STORES continue to make great strides in growing their foodservice business. Breakfast has always been the dominant daypart, and lunch sales have continued to climb. The convenience factor is a big driver for the growth around breakfast and lunch sales, but it’s not the only factor. C-store success in these dayparts is also

being fueled by convenience brands that have upped their game and are competing on far more than convenience alone, with an eye toward freshness, quality, value and other key considerations. The dinner daypart, however, has fallen short of its potential. Just like many consumers stop on the way to work for breakfast, they also stop on

the way home from work to pick up dinner. In most cases, they are driving right past the doors of a convenience store because it does not provide many of the key elements needed to make it a dinner destination. Focusing more on understanding and meeting consumers’ demands for the dinner daypart can reap tremendous benefits for c-store dinner programs. Here are six opportunities to drive the dinner business in the c-store channel.

1. Elevate Fresh Food Quality

Most foodservice consumers expect restaurant-quality food and beverages for the dinner daypart. Frozen pizza and hot dogs are not going to get them to stop. There are simply too many options on the way home. The size of the menu is far less important than the quality of the products featured on that menu. Certain staple categories must be represented as core offerings, with additional options available to satisfy family members or friends who have dietary constraints, possibly from GLP-1, or who simply prefer to eat healthier. Categories such as pizza, chicken (either fried or rotisserie) or burgers are the best places to begin building a

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FOODSERVICE COLUMN / DINNER

dinner menu. However, if any of these categories fail to provide a quality, differentiated product, customers will have little reason to visit. On the other hand, if these categories provide restaurantquality food, they can drive dinner traffic while also increasing sales of sundries, fuel and other purchases.

2. Target the “I Don’t Want to Cook”

Mission & Expand Family-Friendly Offerings Customers today are cooking at home more often because the cost of going out has increased. This holds true not only across full-service restaurants but also quick-service and fast-casual restaurants. But what’s important to note is customers aren’t eating at home because they necessarily want to. In fact, in many cases, the fatigue of having to go to the supermarket, prepare the meal and then clean up after dinner becomes too much. Customers want quality, affordable alternatives that can be ready to pick up

in just 10 minutes and include familyfriendly choices. Essentially, consumers are looking for fresh dinner ready for pickup on the way home. They don’t necessarily want it from a drive-thru where they may have to wait and could potentially end up receiving the wrong order. Stopping at a c-store to pick up a quality dinner at a great value is exactly what the consumer would prefer to do to help eliminate “dinner fatigue.”

3. Build Complete Meal Solutions

Reducing friction from customers’ meal purchases can transform the dinner daypart into a big win for convenience store foodservice. Meal bundles simplify the ordering and pickup process for consumers and also make the process easier to execute for the foodservice team. Beyond that, creating innovative complete meals for each night can be a great draw for hungry shoppers. Examples could include a family pasta night with fresh pasta, garlic bread, Caesar salad, dessert and

CSTORE DECISIONS • October 2026

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beverages. Another option could be a chicken dinner with rotisserie or fried chicken, two sides, rolls and beverages. Theme dinners such as movie night could involve pizza, wings, ice cream and beverages. Make it interesting and provide quality and consistency and watch the dinner daypart become a factor in foodservice revenue.

4. Optimize the Evening Food

Experience Many convenience stores are designed to satisfy the needs of the morning commuter who is looking for breakfast solutions. The evening food experience must look a lot different to be successful. Digital ordering is a must to generate the experience that consumers can get in virtually any restaurant. When they arrive at the store, they should walk into an environment where food is visible in nice displays with warm lighting, and they should find that their order is ready. The order should be easy for them to identify, with

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a convenient pickup area and a checkout experience that is fast and efficient. During dinnertime, the foodservice part of a convenience store should feel like a fresh market.

5. Compete on Value Rather Than

the Lowest Price Value is defined in many different ways. Competing strictly on price will not drive a reliable dinner business. Loyalty is crucial to driving stable customer traffic. This requires using creative approaches to value, and consistency is nonnegotiable. One bad dinner experience will take all the good will out of your loyalty program. An example of a staple value option would be family dinners for under $25. If you can provide quality options and be profitable doing it, you end up with a win-win opportunity.

Another creative approach includes meal subscriptions where customers pay in advance to be part of a monthly subscription and save money by participating. The subscription platform has done very well in breakfast foodservice. There is no reason it can’t be successful for dinner.

6. Treat Dinner as Its Own Business

Rather Than an Extension of Lunch If convenience stores want their dinner business to be taken seriously, they must understand that consumers don’t want to experience lunch at dinner. Here are a few options to consider for creating a stark differentiation between the lunch and dinner dayparts. • Employ dedicated dinner staff, potentially in a different shirt or hat. • Complete the food production for dinner prior to dinnertime.

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• Ensure dinner displays are different and more upscale than lunch displays. • Introduce limited-time dinner offers that are only available from 4 p.m. to 8 p.m. • Merchandise products so that they appear enticing and similar to what a customer might find in a quality takeout restaurant. Bruce Reinstein is a senior partner with Kinetic12, a Chicago-based foodservice and general management consulting firm. The firm works with foodservice operators, suppliers and organizations on customized strategic initiatives as well as guiding collaborative forums and best-practice projects. They also engage as keynote speakers at operator franchise conferences and supplier sales meetings. Their previous leadership roles in restaurant chain operations and at foodservice manufacturers provide a balanced industry perspective. Learn more at Kinetic12.com or contact him at Bruce@Kinetic12.com.

October 2026 • CSTORE DECISIONS

9/15/26 12:37 PM

CATEGORY MANAGEMENT / VAPE AND SMOKELESS

Navigating

Nicotine Shifts

While retailers battle ongoing legislation, staying flexible, monitoring trends and educating employees can bolster the vape and smokeless segments. Emily Boes • Senior Editor

VAPE AND SMOKELESS CONTINUE to capture backbar market share. While retailers face ongoing vape regulations, modern oral nicotine sales are surging, continuing a multiyear growth trend. VAPE: MANEUVERING

AROUND COMPLIANCE

Vape customers want flavors, a consumer demand upon which many c-store retailers are unable to act as more states and municipalities ban non-tobacco flavors. And many that are not enacting a specific flavor ban are instead launching product directories, allowing only products on these lists to be sold, which generally require authorization from the Food and Drug Administration (FDA). Despite these restrictions, vape is still a $6.22 billion category at c-stores, according to market research firm Circana, even if sales are slowing. Dollar sales of electronic smoking devices at c-stores are down 5.1% for the year ending Aug. 9, per Circana, and units are down 13.1%. A 9.2% increase in price per unit tempers the decline. Retailers contending with flavor regulations at the state and local levels are shifting planograms for stores in affected markets, sometimes dramatically in recent years depending on location. They’re staying nimble while monitoring the approval status of vape products. The category is keeping retailers on their toes, especially if they operate in

multiple states. Luckily for 40-store chain Robinson Oil Corp. dba Rotten Robbie, its footprint spans just one state. However, as that state is California, which is known for its strict regulations, the chain is heavily constrained in its tobacco set. In 2022, California banned the retail sale of most flavored tobacco products, including e-cigarettes. In 2025, the state created an Unflavored Tobacco List naming the unflavored products legal for sale in the state. Most recently, a bill that would prohibit the importing or manufacturing for sale in California of a disposable vapor product beginning Jan. 1, 2027, and the sale, distribution or offering of a disposable vapor product in the state beginning Jan. 1, 2028, passed the Senate and House. Despite this and a slight dip in units, vape sales are up at Rotten Robbie. Customers are switching to six-packs, noted Reilly Musser, VP of marketing and merchandising for the chain. As it updates its merchandising, the retailer recently moved to two-foot sections per category on its backbar. “That way we could take advantage of as many contractual dollars that we could. We also have tried to replicate the same backbar set across the chain as much as we could. It’s helped a lot; the re-merch process is more efficient when we add new products or we re-merchandise for contracts,” said Musser.

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Gas N Wash is also a single-state operator. With 38 locations in Illinois, it’s paying the most attention to premarket tobacco product applications. “The gap between what’s authorized and what’s actually sitting on backbars is the defining issue in this category,” said Aman Sahi, director of retail strategies for the chain. This has caused challenges around planning, as it can be difficult to commit shelf space to a product “when its legal status can change on a legislative calendar you don’t control,” he continued. Illinois municipalities Chicago and Evanston have enacted flavor bans, further complicating c-store tobacco business in the state. As it is, vape sales are declining at the chain, and it’s seeing trade-down behavior and value brands starting to emerge. “Watch units, not just dollars,” Sahi advised. “Price increases and manufacturer funding can carry a category’s sales line for a while and mask real volume erosion underneath.” At InConvenience Inc., which operates 29 stores in Iowa, Missouri, Arkansas and Texas, leadership needs to monitor multiple states’ vape regulations. “For us, the biggest change has been the gap between consumer demand for flavored disposable vapes and our requirement for 100% regulatory compliance. With the FDA cracking down and state vape registries coming cstoredecisions.com

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CATEGORY MANAGEMENT / VAPE AND SMOKELESS

SPITLESS DEMAND DRIVES GROWTH

Spitless tobacco increased 24.7 % in dollars and 22.1% in units. Electronic smoking devices, conversely, dipped 5.1% in dollars and 13.1% in units. Dollar Sales Product

Dollar Share of Category

% Current 1-Year Change Current

Unit Sales

Price Per Unit

1-Year Change

Current

1-Year % Change

Current

1-Year % Change

Cigarettes

$50.8 B

0.0%

100.00

0.00

4.96 B

-5.0%

$10.24

5.3%

Smokeless Tobacco

$13.6 B

11.6%

100.00

0.00

1.86 B

8.2%

$7.31

3.1%

Spitless Tobacco

$7.53 B

24.7%

55.28

5.80

1.16 B

22.1%

$6.51

2.1%

Snuff

$5.95 B

-1.0%

43.71

-5.54

687 M

-8.8%

$8.67

8.5%

Chewing Tobacco

$135 M

-11.7%

0.99

-0.26

18.4 M

-8.5%

$7.35

-3.5%

Chewing Tobacco Alternative

$3.07 M

-7.8%

0.02

0.00

671,472

-11.9%

$4.57

4.6%

Electronic Smoking Devices

$6.22 B

-5.1%

100.00

0.00

303 M

-13.1%

$20.55

9.2%

Vaping Products

$5.94 B

-6.6%

95.40

-1.53

282 M

-14.5%

$21.05

9.3%

Vaping Accessories

$287 M

42.3%

4.60

1.53

20.8 M

13.9%

$13.76

24.9%

Cigars

$4.11 B

0.2%

100.00

0.00

1.89 B

-5.5%

$2.18

6.1%

Large Mass Cigars

$3.86 B

0.9%

93.94

0.67

1.81 B

-4.7%

$2.14

5.9%

Premium Cigars

$213 M

-10.3%

5.17

-0.61

71.4 M

-21.3%

$2.98

14.0%

Little Cigars

$36.4 M

-6.9%

0.89

-0.07

10.8 M

-10.3%

$3.39

3.8%

Tobacco Accessories

$650 M

14.3%

100.00

0.00

270 M

8.5%

$2.41

5.3%

Cigar Accessories

$350 M

33.4%

53.82

7.73

150 M

20.8%

$2.33

10.5%

Cigarette Accessories

$201 M

-2.8%

30.86

-5.42

81.6 M

-3.7%

$2.46

0.9%

Tobacco Accessories

$99.1 M

-0.5%

15.24

-2.27

38.1 M

-3.6%

$2.60

3.2%

AO Accessories

$362,592

-27.8%

0.06

-0.03

174,332

-26.9%

$2.08

-1.2%

Pipe Accessories

$113,496

-3.3%

0.02

0.00

39,021

-8.8%

$2.91

6.0%

AO Smokeables

$119 M

1.7%

100.00

0.00

11.7 M

5.7%

$10.15

-3.7%

Pipe Tobacco

$84.2 M

3.8%

70.96

1.39

8.56 M

11.3%

$9.84

-6.8%

Roll-Your-Own Tobacco

$34.5 M

-2.9%

29.04

-1.39

3.14 M

-7.2%

$10.98

4.6%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Aug. 9, 2026

online, we cannot carry many of the top grey-market disposable brands that independent smoke shops would sell,” said Stephanie Hutton, category manager, InConvenience Inc. In addition to local flavor restrictions and state registries, in Iowa, a tax on vapor products of five cents per milliliter and a tax on nicotine pouches of five cents per can will be established on Jan. 1, 2027. Still, when local ordinances restrict high-margin flavored vapes, the chain pivots and strengthens authorized vape SKUs, such as Vuse and NJOY.

SMOKELESS: KEEPING PACE

In contrast to vape, the smokeless segment was up 11.6% in dollar sales over the last year, per Circana, and 8.2% in units, driven, as has been the case for some time now, by spitless products. Rotten Robbie has seen a shift in smokeless consumers from chew to nicotine pouches. Here, too, though, the chain is restricted at the state level — “no flavors, no menthol in any tobacco/ nicotine pouch product,” said Musser. Younger adult nicotine users are moving to pouches at Gas N Wash, with

CSTORE DECISIONS • October 2026

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variety — such as multiple brands and flavors — driving demand. “Nicotine pouches have become a true growth engine for our business,” Sahi said. Older consumers, however, remain brand loyal. To drive sales, Gas N Wash is increasing space in the categories driving growth and staying disciplined about carrying the “right brands and the right SKUs within them,” said Sahi. The chain has also been updating stores with older fixtures to improve visibility.

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CATEGORY MANAGEMENT / VAPE AND SMOKELESS

THREE-MONTH WINDOW: SMOKELESS

Smokeless tobacco jumped 11.3% in dollars and 2.8% in units during the 12 weeks ending Aug. 9. Price per unit increased 8.3%. Dollar Sales Product

Dollar Share of Category

% Current 1-Year Change Current

Unit Sales

Price Per Unit

1-Year Change

Current

1-Year % Change

Current

1-Year % Change

Smokeless Tobacco

$3.37 B

11.3%

100.00

0.00

430 M

2.8%

$7.83

8.3%

Spitless Tobacco

$1.96 B

23.6%

58.13

5.77

271 M

11.0%

$7.22

11.4%

Snuff

$1.38 B

-1.9%

40.96

-5.54

155 M

-8.8%

$8.92

7.5%

Chewing Tobacco

$30.0 M

-11.5%

0.89

-0.23

4.14 M

-8.4%

$7.25

-3.4%

Chewing Tobacco Alternative

$665,032

-7.4%

0.02

0.00

142,152

-10.8%

$4.68

3.8%

Source: Circana Total U.S. Convenience data for the 12 weeks ending Aug. 9, 2026

“One recent example for us is the introduction of higher-milligram nicotine pouches. We looked at consumer feedback and customer demand and decided to bring a small selection to the backbar. Since we have introduced these, we have seen a 1% increase in sales over the last month,” Hutton said. Over the course of the next year, Hutton expects optimizing and managing the modern oral nicotine space to the biggest challenge. “There is a high demand in our stores for nicotine pouches with higher milligrams and different flavor variations. Reporting shows that customers are steering away from the basic mint/ menthol flavor and are wanting a more fruit-infused flavor profile. With that in mind, I am having the tobacco reps reset our backbars across the chain to accommodate those consumer demands,” she added. The chain’s human resources (HR) team has also been working to educate employees on the nicotine InConvenience Inc. sends its store teams resources for tobacco variations it carries. education to both improve sales and develop talent.

At InConvenience, modern oral has taken market space from cigarettes. “(Cigarettes are) on the decline, and we have seen consumers switch over to products such as On!, Velo and ZYN. Allocating space to high-growth categories is essential,” said Hutton. InConvenience evaluates its tobacco product selection based on profitability, regulatory safety, customer demand and brand reliability.

CSTORE DECISIONS • October 2026

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To that end, InConvenience has been creating resources to send to its teams. “As tobacco trends change, we want our employees to be knowledgeable about the products our customers are wanting. To do that, we need to provide ongoing coaching and training so they can have a better understanding of how tobacco trends are evolving, ensuring we are giving the best customer service,” said Cailyn Hanson, HR and payroll administrator, InConvenience Inc. Rotten Robbie, too, values employee understanding of tobacco products. “Our managers are great with inventory and customers’ tobacco needs; day to day, they are the ones on the frontline growing sales,” praised Musser. As retailers manage their backbars, Musser recommended having a good pricebook team and keeping a good spreadsheet of the local rules and regulations. She advised reaching out to local regulators if there are any areas of confusion so everyone is on the same page. “Compliance has to be built into your daily routine. Know the rules that apply to every one of your locations, because they vary by state, county and municipality, and train your teams on them consistently,” Sahi added. He noted that at the end of the day, the biggest opportunity isn’t a single segment; rather, it’s how quickly you can identify an emerging brand, get it in the door and give it the right SKUs and space before competitors do. CSD

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THE EXCELLENCE YOUR CUSTOMERS EXPECT Value. TasTe. QualiTy.

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That’s the Premier Promise

Make quality your priority while keeping value in mind. Premier Manufacturing, Inc. is owned by U.S. Tobacco Cooperative, a cooperative of U.S. farmers who grow the finest U.S. flue-cured tobacco to make high-quality, value-priced cigarette brands for adult consumers.

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CATEGORY MANAGEMENT / CANDY, GUM AND MINTS

Candy, Gum and Mints Hold Strong Despite

Rising Prices Retailers are reporting positive sales numbers in the candy space even as consumers increasingly seek out healthier alternatives and budget-conscious options. Kevin McIntyre • Associate Editor AS RETAILERS AND CONSUMERS continue to feel the pressures of inflation, candy, gum and mints are holding strong in the c-store space and even showing signs of growth. While health-conscious eating habits have raised questions about candy demand in recent years, c-store shoppers continue to make room for sweet treats. Chocolate has been a key concern for c-store operators as many manufacturers have hiked up prices to account for increasing cocoa prices. However, the segment flourished in the 52 weeks ending Aug. 9, according to data from c-store research firm Circana, which showed that overall chocolate candy dollar sales jumped 9.4% to $3.94 billion. And it’s not just chocolate — gum dollar sales increased 6.7% to $1.29 billion, and breath fresheners notched an uptick

of 8.8% to $327 million. Non-chocolate dollar sales stayed mostly flat, seeing a 0.6% decrease to $3.29 billion. “The overall performance of candy, gum and mints in our stores is solid, with sub-departments flat to up to doubledigit increases in dollars and units,” said Maria Ottone, category manager for travel plazas at Scranton, Pa.-based Onvo, which operates 40 travel plazas, six hotels and 25 quick-service and full-service restaurants across Pennsylvania and New York. “With the steep increases in costs for certain big candy manufacturers, it was uncertain how the customer would react to the retail increases that had to occur. However, the overall department did not miss a beat and continues to outperform year over year, particularly in units.” Worcester, Mass.-based Nouria, which

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operates 319 c-stores, is also seeing candy sales surpass expectations, with Senior Category Manager Richard Perry noting that “overall category performance is slightly up. With soft traffic counts, higher prices at the pump and the continued push for healthier eating, we are pleased with performance.” GUM & MINTS SHINE

At both Nouria and Onvo, each category manager said that peg candy is driving the most growth when it comes to in-store sales. “Peg candy is performing the best for us versus last year, the majority of which falls under non-chocolate items,” said Ottone. “The performance can be connected to the assortment, which ranges from traditional top-selling items, along with the introduction of low-sugar options

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9/15/26 12:39 PM

GUM, BREATH FRESHENERS SEE DOLLAR SALES BUMPS AS PRICES RISE

Dollar sales rose 6.7% for gum and 8.8% for breath fresheners, while prices increased 8.5% and 11.7% respectively. Dollar Sales Product

Dollar Share of Category

% Current 1-Year Change Current

Unit Sales

Price Per Unit

1-Year Change

Current

1-Year % Change

Current

1-Year % Change

Gum

$1.29 B

6.7%

100

433 M

-1.6%

$2.98

8.5%

Sugarless Gum

$1.14 B

7.3%

88.09

0.46

354 M

-1.3%

$3.21

8.6%

Regular Gum (No Sugarless)

$154 M

2.8%

11.91

-0.46

78.4 M

-3.3%

$1.96

6.3%

Breath Fresheners

$327 M

8.8%

100

111 M

-2.6%

$2.95

11.7%

Breath Freshener

$243 M

9.2%

74.5

0.27

70.5 M

-6.9%

$3.45

17.3%

Plain Mints

$82.8 M

7.7%

25.35

-0.25

40.1 M

6.0%

$2.07

1.6%

Breath Freshener Sprays/Drops

$471,701

-4.5%

0.14

-0.02

103,412

3.6%

$4.56

-7.8%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Aug. 9, 2026 cstoredecisions.com

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October 2026 • CSTORE DECISIONS

9/13/26 10:42 PM

CATEGORY MANAGEMENT / CANDY, GUM AND MINTS

CHOCOLATE THRIVES AMID PRICE HIKES

Chocolate dollar sales jumped 9.4% to $3.94 billion, while unit sales took a modest dip (-3.8%). Dollar Sales Product

Dollar Share of Category

% Current 1-Year Change Current

Unit Sales

Price Per Unit

1-Year Change

Current

1-Year % Change

Current

1-Year % Change

Chocolate Candy

$3.94 B

9.4%

100

1.31 B

-3.8%

$3.00

13.7%

Chocolate Candy Box/ Bag/Bar < 3.5 Oz.

$3.18 B

9.3%

80.8

-0.07

1.13 B

-3.5%

$2.82

13.3%

Chocolate Candy Box/ Bag/Bar > 3.5 Oz.

$660 M

11.6%

16.76

0.33

148 M

-3.6%

$4.45

15.8%

Seasonal Chocolate Easter Candy

$31.5 M

-2.2%

0.8

-0.09

12.3 M

-8.0%

$2.56

6.3%

Seasonal Chocolate Halloween Candy

$29.2 M

-3.9%

0.74

-0.1

10.9 M

-16.8%

$2.68

15.6%

Seasonal Chocolate Christmas Candy

$26.0 M

-3.4%

0.66

-0.09

9.12 M

-17.7%

$2.85

17.5%

Seasonal Chocolate Valentine Chocolate

$3.79 M

2.3%

0.1

-0.01

1.06 M

13.0%

$3.60

-9.5%

AO Seasonal Chocolate Candy

$2.12 M

818.7%

0.05

596,385

825.5%

$3.55

-0.7%

Chocolate Candy Snack Size

$1.76 M

-26.0%

0.04

-0.02

306,309

-50.3%

$5.74

48.9%

Gift Box Chocolates

$872,949

35.5%

0.02

50,614

67.8%

$17.25

-19.2%

Sugar-Free Chocolate Candy

$638,121

1.5%

0.02

145,441

-5.4%

$4.39

7.3%

Novelty Chocolate Candy

$225,472

3.2%

0.01

59,644

-0.3%

$3.78

3.5%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Aug. 9, 2026

for those health-conscious customers. Due to the response with just a few SKUs of healthier options, we are looking to expand the assortment for 2027 and continue to give all customers an option that works for their specific needs.” Nouria’s Perry also mentioned that peg candy is “carrying the category” when it comes to growth this year. Additionally, the retailers are both seeing growth from gum and mints, with Ottone adding that the offerings are their “shining stars” this year. “From an assortment standpoint, we focused on the brands our customers have been telling us year over year are their favorites and worked with the manufacturer to supply semi-permanent racks

to place at the register or coffee bar for that one extra grab while making their coffee or ringing out their purchase,” said Ottone. “Along with better assortment planning and product placement, we were able to offer promotions that drove units during promo periods, which also helped the sales lift.” ‘SURPRISE AND DELIGHT’

As social media has fueled the rise of viral trends, shoppers are more connected than ever to trending products, new launches and limited-time innovations. That’s why Nouria has “dedicated a portion of (its) planogram that will only be innovative items so that when we need a little space, it’s there,” Perry said.

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This push toward viral and innovative products, led by Gen Z and millennials, has caused a preference for “unique tastes and textures,” with Perry noting that major manufacturers are focused on multitexture releases for next year. “Our customers are currently looking for the overall assortment options and value while finding that ‘surprise and delight’ when a new innovation is released or a healthier option is available,” Ottone said. “We always try to play into the viral sensations when they are popular but always need to know the right time to do so, as our customer base doesn’t always follow the normal trend timelines of the industry. Therefore, timing is everything for us.”

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CATEGORY MANAGEMENT / CANDY, GUM AND MINTS

NOVELTY NON-CHOCOLATE SHINES

While overall non-chocolate sales stayed relatively flat, novelty dollar sales jumped 18.6%, helped by a 24.1% rise in price per unit. Dollar Share of Category

Dollar Sales Product

% Current 1-Year Change Current

Unit Sales

1-Year Change

Current

1-Year % Change

Price Per Unit % Current 1-Year Change

Non-Chocolate Candy

$3.29 B

-0.6%

100

1.21 B

-5.6%

$2.72

5.3%

Non-Chocolate Chewy Candy

$1.36 B

-0.8%

41.42

-0.11

541 M

-6.6%

$2.52

6.2%

Gummy Candy

$1.31 B

1.9%

39.95

0.96

390 M

-3.4%

$3.37

5.4%

Hard Sugar Candy/ Package and Roll Candy

$335 M

-7.2%

10.19

-0.72

178 M

-6.4%

$1.88

-0.9%

Licorice Box/Bag

$128 M

-4.4%

3.89

-0.16

32.0 M

-13.9%

$3.99

11.0%

Specialty Nut/Coconut Candy

$108 M

1.8%

3.27

0.08

50.3 M

-0.5%

$2.14

2.3%

Novelty Non-Chocolate Candy

$14.0 M

18.6%

0.42

0.07

4.76 M

-4.4%

$2.93

24.1%

Seasonal Non-Chocolate Easter Candy

$11.0 M

-8.6%

0.33

-0.03

4.37 M

-9.0%

$2.52

0.4%

Seasonal Non-Chocolate Halloween Candy

$9.29 M

-1.8%

0.28

3.95 M

-7.1%

$2.35

5.7%

Seasonal Non-Chocolate Christmas Candy

$3.48 M

-32.9%

0.11

-0.05

1.49 M

-27.6%

$2.34

-7.4%

Seasonal Non-Chocolate Valentine Candy

$1.95 M

3.4%

0.06

891,543

16.4%

$2.18

-11.1%

AO Seasonal Non-Chocolate Candy

$1.34 M

-46.1%

0.04

-0.03

417,996

-53.8%

$3.20

16.8%

Source: Circana Total U.S. Convenience data for the 52 weeks ending Aug. 9, 2026

Both Ottone and Perry said that younger consumers are changing the way they approach their assortment in 2026. “Younger shoppers are increasingly influenced by TikTok and influencers, and the trends are coming and going faster and faster,” Perry said. “Younger customers are driven by social media content and viral items as well as healthier alternatives,” said Ottone. “This becomes a delicate process when trying to balance the tried-and-true assortment needs with the next up-andcomers, knowing that the younger shoppers are searching for that item they saw on social media or are watching their sugar intake.” MANAGING RISING COSTS

With candy prices still weighing heavily

on retailers’ minds, Nouria and Onvo have gotten creative to offset potential losses in the category. Private label, experimentation with pack sizes and innovative merchandising and promotion strategies can help retailers regain some margin. “Higher prices have certainly affected units,” said Perry. “This is largely represented in the chocolate space where the price increases were significant. … We have expanded our private-label assortment to both king and standard bars and (added) new peanut butter cups. We have seen customers trading up in the case of super king bars or take-home bags. We have also seen double-digit growth in standard size this year, but this has been driven by a lot of promotions.” Looking ahead at the next 12 months, rising costs will remain a major concern

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for retailers, with Ottone noting they will continue to impact the industry. “I feel it’s imperative more than ever to offer the right selection for your customer, utilize and reinvest rebate dollars into your retails and work with your candy manufacturer account managers to offer promotions throughout the year to offer value to those watching their budget,” Ottone said. Perry agreed that rising prices will remain top of mind through 2027. “The next 12 months will likely continue the squeeze on wallets and spending, making it even more important to find a way to explain and get value back to the consumer,” he said. “This can be price, but it could also be offering a higherquality (product) or an experience such as new flavors or textures.” CSD

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TECHNOLOGY COLUMN / FUTURE TECH

FUTURE-PROOFING YOUR C-STORE From integrating artificial intelligence to connecting disparate systems, c-stores have an opportunity to prepare for the next generation of retail. Mike Templeton • NexChapter

CONVENIENCE RETAILERS have never been known to stand still. In fact, this industry’s ability to adapt is what has made c-stores such a formidable force in retail for so long. Over the past 20 years, in particular, retailers have launched loyalty programs, expanded foodservice offerings, developed mobile apps, embraced digital ordering and invested heavily in modernizing operations. Looking ahead, the pace of change is unlikely to slow. Consumer expectations are no different. They continue to evolve every day. New technologies continue to emerge. Competitive pressures are increasing from both inside and outside the channel. As retailers evaluate where to invest next, the objective should be to build capabilities that enable long-term growth. As a long-time retailer turned industry consultant, I have four suggestions on how to navigate the future with flexibility because your ability to react will define your reality. STRENGTHEN CUSTOMER RELATIONSHIPS

The most valuable asset many retailers possess is their customer base. The ability to identify customers, understand behaviors and engage them effectively has

become increasingly important as competition expands across channels. This is one asset you can’t afford to lose. Loyalty programs, mobile applications, digital ordering platforms and personalized communications all contribute to a stronger connection with customers. These touchpoints help retailers understand purchasing patterns, respond to changing needs and deliver more relevant experiences over time. Many operators have already made significant investments in loyalty and mobile technology. The next step is maximizing the value of those investments. Every identified customer creates an opportunity to learn more about what drives visits, influences purchasing decisions and strengthens longterm engagement. Retailers that continue expanding first-party customer knowledge will be better positioned to

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adapt as market conditions and consumer expectations evolve. Don’t leave your customer relationships to chance — or worse yet, allow someone else to mediate them. DIGITIZE STORE EXECUTION

Store teams influence customer experience every day through consistent execution, ensuring product availability and preparing quality foodservice offerings.

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9/15/26 8:38 AM

TECHNOLOGY COLUMN / FUTURE TECH

“While some retailers may still be playing catch-up or even focusing on optimizing the systems they have, the big opportunity moving forward is creating stronger connections between those systems.”

As labor challenges persist across the industry, retailers have an opportunity to simplify operations and make it easier for teams to perform at a high level. Tools like digital task management, modern training platforms and knowledge-sharing networks can all help improve execution across the business, allowing associates to access the information they need at a moment’s notice. Future-ready retailers are creating environments where technology supports store teams in practical ways beyond technology for innovation’s sake or shiny new distractions. Even small improvements in execution can create meaningful gains in productivity, customer satisfaction and operational consistency across a chain. BUILD A CONNECTED

COMMERCE ECOSYSTEM

Most c-store retailers have a significant technology footprint today. From pointof-sale systems, payment solutions and loyalty platforms to pricing applications, inventory tools and kitchen production management, it all plays an important role in the business. While some retailers may still be playing catch-up or even focusing on optimizing the systems they have, the big opportunity moving forward is creating stronger connections between those systems. When data moves effectively throughout the organization, retailers can make faster decisions. This includes those delivering customer experiences, both inside and outside the store. Promotions can be executed more consistently. Foodservice operations can be better aligned with customer demand. Marketing teams can act more quickly on customer insights. Operations teams gain greater visibility into performance across the network. As retailers evaluate technology investments, integrations should receive the same level of attention as functionality. Connected systems create flexibility and provide a foundation that allows businesses to incorporate future technologies without constantly rebuilding infrastructure.

LOOKING AHEAD

A well-connected technology ecosystem helps retailers move faster while maintaining focus on operational excellence and customer experience. ESTABLISH A FOUNDATION FOR AI

Artificial intelligence (AI) is quickly becoming a large part of the retail technology landscape. New capabilities are appearing across nearly every category of software used by convenience retailers, from operations and human resources to marketing and merchandising. For those leaning into AI today, many operators are benefiting from embedded capabilities within the solutions they already use every day. Loyalty platforms are generating audience recommendations. Merchandising systems are identifying assortment opportunities. Workforce tools are helping managers make scheduling decisions. Analytics platforms are surfacing trends that may have otherwise gone unnoticed. At the same time, enterprise AI platforms are helping to analyze information

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within multiple systems, improve crossfunctional productivity and accelerate decision-making throughout the organization. This tooling is also more complex, but its bespoke fit for the company is what makes it worthwhile. Longer term, retailers may even explore applications that leverage their own proprietary data and custom-tuned models to create highly customized, differentiating capabilities. While this is not the norm today, the preparation for that opportunity starts now. Retailers that invest in customer identification, connected systems, strong data practices and digital operations are creating the conditions necessary for AI to deliver meaningful value in the future. Whether AI capabilities are embedded within existing software, accessed through enterprise platforms or supported by proprietary data assets, the organizations with strong foundations will be best positioned to take advantage of future opportunities.

The convenience industry will continue to evolve, just as it always has. New technologies will emerge, customer expectations will change and competitive pressures will create new opportunities for innovation. Retailers that strengthen customer relationships, empower store teams and connect business systems will have the foundation necessary to accelerate with AI and be prepared to navigate that change with confidence. These investments support the business today while creating flexibility for what comes next. Ultimately, future-proofing your business is about readiness. If you can build adaptable capabilities in the present that keep your options open instead of locking them down, you will be well positioned for growth in the years ahead. Are you ready? Mike Templeton is a partner at c-store advisory firm NexChapter. He has an over15-year history in the industry, previously leading digital initiatives at Casey’s and Kum & Go.

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9/15/26 12:40 PM

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PRODUCTShowcase

Light and Crispy Protein Bars Power Crunch, the protein bar brand known for its signature crispy wafer layers and creamy filling, is unveiling refreshed packaging and a refined formula. With its light, airy wafer texture, indulgent taste and 12-14 grams of protein per bar, Power Crunch delivers nutrition in a format that feels lighter and crunchier. The refreshed Power Crunch protein bar lineup offers creamy filling and no sugar alcohols. It comes in multiple flavor varieties, including: Peanut Butter Fudge, Chocolate Mint, Strawberry Crème, French Vanilla Crème and Triple Chocolate.

Ferrero www.ferreronorthamerica.com

Energy Drink With Electrolytes V8 Energy is expanding its portfolio with “V8 Energy with Electrolytes,” a new line that pairs steady energy with refreshing hydration in one drink. It’s available in two formats (ready-to-drink six-pack cans and on-the-go 10-count drink mix packets) and three flavors: Lemon Lime, Strawberry Passionfruit and White Peach. The new V8 Energy drinks and drink mix packets are rolling out to stores nationwide in 2027 and contain 80 milligrams of caffeine, B vitamins, magnesium electrolytes and more.

The Campbell’s Co. www.thecampbellscompany.com

Chocolate Candies Gardners Candies, famous for its Original Peanut Butter Meltaways, can now be found at multiple convenience store retailers, most recently hitting a milestone 1,000-plus Wawa locations. One of the options available to retailers is a countertop point-of-purchase display featuring individually wrapped Original Peanut Butter Meltaways in a 60-count gravity box. Other Peanut Butter Meltaway flavors include Salted Pretzel, Dark Chocolate and Crispy Original. Chocolate bars and Dubai-Style Chocolate Bites are also available, among other options.

Gardners Candies www.gardnerscandies.com 68

Mac & Cheese Krispy Krunchy Chicken’s Mac & Cheese is a comfort food with tender macaroni smothered in a rich, creamy cheese sauce for a smooth, savory side dish. It can be paired with Krispy Krunchy Chicken’s hand-breaded chicken or tenders or enjoyed as a bowl all on its own. The Mac & Cheese works for lunch, dinner or as a snack and delivers Southern creamy, cheesy flavor in every bite.

Krispy Krunchy Chicken www.krispykrunchy.com

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PRODUCTShowcase

Protein Smoothies for Kids

Bite-Sized Cookie Dough-Wrapped Ice Cream MGT Foods launched Biti Bites and flagship product Biteables. Biteables are 60-calorie, bite-sized portions of cookie dough wrapped around creamy ice cream. Biteables use only clean ingredients: Italian chocolate chips, premium ice cream, real cane sugar-never seed oils or corn syrup. Available in four flavors, Chocolate Chip Cookie Dough, Strawberry Shortcake, Double Chocolate Chip and Cookies and Cream, Biteables are available on freezer shelves nationwide.

MGT Foods www.MGTFoods.com

Orgain Kids Protein Smoothies are organic, non-dairy smoothie pouches made with real fruit and pea protein to help support growing kids throughout the day. Each convenient pouch contains four grams of plant protein, one gram of fiber, a full serving of fruit for toddlers and no added sugar, making them an easy option for lunchboxes, after-school snacks or nutrition on the go. The smoothies are available in three flavors: • Mango Peach — organic mango, peaches, apples and banana • Strawberry Banana — organic strawberries, bananas and purple carrots • Cherry Banana Vanilla — organic cherries and bananas

Orgain www.orgain.com

Fresh-Baked Cookies Jimmy’s Gourmet Bakery’s portfolio includes its flagship Jimmy’s Cookies brand, the King Krumb Cookie line and Ecce Panis artisan breads, along with a variety of private-label, seasonal and limited-time offerings. Jimmy’s Gourmet Bakery offers convenience stores fresh-baked, thaw-and-sell and shelf-stable options. Fall cookie flavors include Apple Cider, Banana Chocolate Chunk, Maple French Toast, Pumpkin Cinnamon Cream Cheese and Toffee Pecan. Winter flavors include Fudgy Brownie, Gingerbread, Mint Chocolate (Dark Base), Mint Chocolate (Light Base) and Red Velvet with Cream Cheese Chunks.

Jimmy’s Gourmet Bakery www.jimmysbakery.com

Wine-Based RTD Big Sipz is a nationwide wine-based ready-to-drink brand boasting flavor-rich drinks with a high alcohol by volume of 16%. Big Sipz has over 280 distribution partners across the U.S. and secured massive partnerships with multiplatinum global phenomenon Fuerza Regida, Waka Flocka, Kazumi and NASCAR’s AJ Allmendinger. Big Sipz also tapped into nostalgia with its Warheads collaboration. Other flavors include Hard Lemonade, Strawberry Margarita, Chocolate Martini and more.

Big Sipz www.bigsipz.com 70

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PRODUCTShowcase

Popcorn Kits With New Seasoning Gold Medal Products Co.’s Mega Pop Kits are now made with Simply Flavacol, the company’s exclusive popcorn seasoning that contains no artificial flavors or colors. The update simplifies the ingredients while still preserving the same golden theater-style flavor. Designed to streamline the popping process, Mega Pop Kits are all-in-one, pre-measured popcorn kits containing corn, oil and Simply Flavacol. Mega Pop Kits deliver convenience and efficiency for busy operators by eliminating the need to measure individual ingredients.

Gold Medal Products Co. www.gmpopcorn.com

High-Protein Snack Bars The CLIF brand introduced its firstever CLIF High Protein Bar, combining energy with 20 grams of protein for a new bar innovation. Crafted with quality ingredients like rolled oats, creamy nut butters, almonds, soy and whey protein, CLIF High Protein Bars are available in two indulgent flavors, Peanut Butter Chocolate Chip and Cinnamon French Toast. Each bar contains five grams of fiber and has no artificial sweeteners. They have a suggested retail price of $7.49 per four-count box.

Mondelēz International www.mondelezinternational.com

Single-Serve Meat Snack Stick

Sweet Soft Pretzel Bites

Wenzel’s Farm’s popular and protein-packed Wenzel’s PRO Snack Stick is available in a oneounce single-serving package that is displayed in a 24-count caddy or available in a 10-count bag. The Wenzel’s PRO Minis are available in the Original and Teriyaki flavors, and each one-ounce PRO Minis Snack Stick has eight grams of protein in it.

King’s Hawaiian expanded its foodservice footprint into convenience retail with its Original Hawaiian Sweet Soft Pretzel Bites. The launch marks King’s Hawaiian’s first-ever single-serve snack offering. The offering combines the signature touch of sweetness consumers know from King’s Hawaiian with the savory taste of a classic pretzel in a portable, grab-and-go format designed for today’s snacking occasions. The brand also recently launched Soft Swirl Cinnamon Bites, available for now in its current format at major grocery retailers.

King’s Hawaiian www.kingshawaiianfoodservice.com

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Wenzel’s Farm www.wenzelsfarm.com

October 2026 • CSTORE DECISIONS

9/14/26 3:02 PM

PRODUCTShowcase

Sour Strawberry Candy Gerrit J. Verburg Co. is introducing Gerrit’s Strawberry Satellite Wafers filled with sour strawberry powder and featuring an extra crunchy shell. The fourth addition to the Gerrit’s Satellite Wafers lineup combines a familiar childhood favorite with a new flavor and texture, creating a playful, low-calorie novelty for c-stores, grocery, drug, dollar stores and mass retailers. Retailers can place orders now, with initial orders shipping on a first-come, first-served basis that began in late September. Each 0.88-ounce peg bag contains approximately 21 pieces with 12 bags per case. An entire bag contains only 90 calories. The suggested retail price is $2.99.

Gerrit J. Verburg Co. www.GerritJVerburg.com

Multi-Cook Ovens Alto-Shaam introduced its Vector VMC2 MultiCook Ovens featuring a series of operatorfocused enhancements designed to strengthen reliability, maintenance, usability and day-to-day performance. As the latest evolution of AltoShaam’s Vector series, the VMC2 range builds on a proven foundation, featuring Alto-Shaam’s patented Structured Air Technology, independent chamber control, multi-cook flexibility with zero flavor transfer, ChefLinc remote oven management and a compact, ventless footprint.

Alto-Shaam www.alto-shaam.com

New Protein Bars Grenade is now officially launching in the United States. The U.S. launch includes the introduction of four flavors, including the OREO collaboration (OREO and OREO White) protein bars. Grenade has a lineup of premium performance nutrition products, including protein powders, supplements, pre-workouts and weight management formulas. There are plans to expand distribution across national convenience, grocery, specialty retailers and gyms over the coming months.

Crackers in a Resealable Can Mars Snacking launched some of its most popular cracker varieties in a resealable can. Fans can now grab Cheez-It Original crackers, Cheez-It Grooves Minis Sharp White Cheddar crackers and Club Minis Original crackers in this brand-new, pack-and-go format. Fans can find the new Cheez-It and Club cans at retailers nationwide for a suggested retail price of $2.69.

Mars Inc. www.mars.com

Grenade www.grenade.com 72

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Classifieds/Ad Index Calico Brands, Inc.

Core-Mark

E.A. Sween Company

FIJI Water

Helix Innovations LLC

Hunt Brothers Pizza

Johnsonville C-Store

Cover Tip

800.544.4837 / www.calicobrands.com

www.core-mark.com 800.328.8184 / www.easweenfoods.com 888.426.3454 / www.FIJIWater.com www.onnicotine.com

www.HuntBrothersPizza.com/Profits www.HuntBrothersPizza.com/Families www.JohnsonvilleFoodservice.com

JTI Liggett

All-Purpose Cleaner and Degreaser

21, 75

800.966.9709 / www.jti.com

Krispy Krunchy Chicken

Loomis

Philip Morris USA / Marlboro

MegaMex Foods, LLC

www.krispykrunchy.com

Hospeco Brands Group launched EvoGreen All-Purpose Cleaner & Degreaser, the first product in the new EvoGreen line of environmentally responsible cleaning solutions that deliver professional-strength performance and never compromise on sustainability. Because EvoGreen All-Purpose can be used either at full strength or diluted, facilities can tailor it to their specific applications. Its modern chemistry and concentrated formula mean less product is required to achieve professional cleaning performance, helping every package clean more, lower cost per use and reduce packaging consumed over time. EvoGreen All-Purpose is available in sizes ranging from 275-gallon totes, 55-gallon drums, five-gallon closed-head pails, and 2.5- and one-gallon bottles. Its smallest package is a 32-ounce spray bottle.

713.435.6700 / www.loomisus.com

9 33 55

Hospeco Brands Group www.hospecobrands.com

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

Swisher International

Texas Pete

www.marlboro.com

megamexconvenience.com

NorthAB, LLC

Onsert

866.481.4604 / nynorth.com

NRS Petro

Perfetti van Melle

Premier Manufacturing, Inc.

Reynolds / Vuse

Royston Group

Shep Digital Solutions

888.260.0112 / www.nrspetro.com

www.perfettivanmelle.com www.gopremier.com

www.vusevapor.com

800.334.1766 / www.royston-group.com www.shepdigital.com

Swedish Match

800.874.9720 / customerservice@swisher.com www.TexaspeteFoodservice.com

Trion Industries

800.444.4665 / www.triononline.com/art

XCaliber International

24-25 19

888.4.XCALIBER / www.xcaliberinternational.com

cstoredecisions.com

68-73_PS_Oct26_V2EC.indd 73

October 2026 • CSTORE DECISIONS

9/15/26 11:22 AM

{ Industry Perspective }

A Closer Look at Loss Prevention Effective loss prevention tactics include hands-on training and making it part of the everyday operation. Kelsey Smith, inventory loss control specialist for Wallis Cos.

Emily Boes • Senior Editor

LOSS PREVENTION (LP) is about more than theft; it depends on understanding operational processes, from inventory accuracy to store-level execution. To learn more, CStore Decisions reached out to Kelsey Smith, inventory loss control specialist for Wallis Cos., operator of 67 stores in Missouri and Illinois. {CStore Decisions (CSD)} What operational process changes have had the biggest impact on reducing loss at Wallis Cos.? {Kelsey Smith (KS)} The biggest impact I’ve seen has been less about introducing one specific process and more about changing how we approach the processes we already have. We’ve worked to make LP part of the everyday operation instead of something we focus on after a loss has already occurred. Daily shift walks, receiving verification, lottery, inventory and cash controls are all important, but they’re only effective when managers understand what those processes are designed to identify. Otherwise, even a good internal control can eventually become just another box to check. That’s why I’ve put more emphasis on hands-on training and building ownership at the store level. I want managers to understand not just what they’re supposed to do, but why they’re doing it, what a discrepancy might be telling them and when something deserves a deeper look. To me, the real shift is moving from “Did we complete the process?” to “What did the process tell us?” When managers start thinking that way, we’re not just improving compliance — we’re

CSTORE DECISIONS • October 2026

74_1026_Industry Perspective_V1EC.indd 74

developing better operators who can recognize and address potential loss before it becomes a larger problem. {CSD} If a retailer could make only one investment to strengthen LP this year, where do you recommend they focus? {KS} I would invest in actionable data and exception reporting that gives managers and LP a clear picture of where risk is developing. Most retailers already have an enormous amount of information in their point of sale (POS), inventory, audit results and incident systems. The problem is turning that information into something actually useful. I would rather have a simple dashboard that reliably tells me which stores, transactions, employees or inventory categories need attention than another system generating hundreds of reports nobody has time to read. The investment also has to include training people how to use that information. Technology should help us ask better questions and prioritize our time, not create dashboards and reports that take more time to understand than to act on. Start with a small number of meaningful key performance indicators, automate as much of the data collection as possible, establish what normal looks like and build from there. If I can identify risk earlier, I have a chance to correct the process before I’m explaining the loss afterward. {CSD} What do you think the future of LP will look like? {KS} I think the future of LP will be much more proactive, data driven and integrated into operations. We will always

have investigations, theft and traditional LP responsibilities, but I think the biggest shift will be using technology and information to recognize risk before it becomes a significant loss. We already collect an enormous amount of data through POS systems, inventory counts, audits, cameras, incident reporting and other operational systems. The future isn’t just having more data. It’s connecting it and knowing what questions to ask. Artificial intelligence (AI) and better analytics will help identify patterns and anomalies much faster than we can manually, but technology still needs someone who understands the operation well enough to know what those patterns actually mean. I also think that makes training even more important. As LP gets better tools, we have to make sure we’re developing better people alongside them. I’ve been focusing more on training with store teams because I don’t want LP knowledge to stop with the LP department. If we can give store managers the ability to recognize warning signs, understand the data in front of them and ask better questions, we’re multiplying what LP can accomplish. I don’t see the future of LP as replacing people with technology. I see it as using technology to make people more effective. The strongest LP professionals will be the ones who can combine analytics, AI technology, operational knowledge, investigations and teaching. Ultimately, I think our value will be measured less by how much loss we catch after it happens and more by how much we help the organization prevent in the first place.

cstoredecisions.com

9/13/26 10:43 PM

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11/12/25 12:57 PM

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5/18/26 8:54 AM

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9/11/26 9:26 AM

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Accept EMV/NFC (Apple Pay, etc.) Smart Terminal

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Edge program only from North is a true dual pricing program combining Flat Rate Pricing with Cash Discount.

Wholesale Pricing

No setup fees

Payment Links available

Chip card & contactless payment acceptance (Apple Pay, etc.)

$295 towards any early termination fees**

Seamless integration with your current POS system**

A secure online merchant portal Access to multiple online ACCEPT EBT payment gateways & Snap Free printer paper, & more*

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