Conv&carwash mag mar apr 2017

MARCH | APRIL 2017

Canada’s most read Canadian owned and operated Convenience, Retail Petroleum and Carwash Publication

PM41670539

THRILL OF THE CHILL – A COLD BEVERAGE UPDATE

WASH MORE CARS WITH MOBILE TECHNOLOGY

SUGAR TAXES – AN ANSWER TO OBESITY IN YOUTH?

AUTOMATION PUTS A CLEAN SPIN ON TRUCK WASHING

P.D. McLAREN CARWASH TEAM OFFERS PERSONAL & DEDICATED SERVICE

NEW VEHICLE TECHNOLOGY INITIATIVES FROM THE ICA

BECKER’S RECREATING THE PAST 60 YEARS AND COUNTING

By Tsideldel Red Stone (The Alexis Creek First Nation)

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ENERGY DRINK Wild Forest Inspired . First Nations Knowledge A Refreshing Tradition

crazyhorseenergy.com GO WILD! GO WEST!

For more information and to order call United Distribution Network at 1-888-412-8684 or email Crazy Horse directly at sales@crazyhorseenergy.com Visit us @www.crazyhorseenergy.com Certified Canadian Aboriginal Business

CONVENIENCE & CARWASH CANADA

Cover Story

Petroleum and Carwash

Industry News

Instore and Nutrition

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Dispenser Filters The unsung heroes that protect vehicles and equipment from contaminated fuel

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Designing a Car Wash? Let the experts help you develop a winning strategy

Human Resources HR planning tips for effective growth

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Publisher’s Message The i0

P.D McLaren A success story built on strong partnerships and innovation

Editor’s Message Why every company needs a digital media strategy

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Becker’s 80th Anniversary

Payment Innovation Customers expect the best technology

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Despenser Filters Last line of defense against distribution of contaminated fuel

Forecourt Insights Answering The “Why’s?” of remove – by dates on hanging hardware

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Global Fuel Markets PetrolWorld comments on the global fuel retail market Automation Putting a clean spin on truck washing

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Washtalk Skogie’s Auto Wash – keeping cars Skogie’s clean for 40 years

What’s Under Your Counter? How to increase profits at the checkout

April 25 - 26, 2017 Regitan Buying Show Crowne Plaza, Dorval www.regitan.com 1-800-667-3761

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Cold Beverages Suppliers respond to consumer trends with healthier options

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What’s Up Down Under New research from the AACS on sugar taxes

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Fireworks Celebrate Canada’s 150th with expert advice from BLAST-OFF Fireworks

Mobile Technology Wash more cars with new technology

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South of the Barder Safe practices

Upcoming Events April 4 – 6, 2017 The Car Wash Show Las Vegas Convention Centre Las Vegas, NV www.carwash.org/thecarwashshow

Crazy Horse Energy brand drink

What’s New? July 6, 2017 WCSA 8th annual Golf Tournament Glen Eagles G.C.C. Cochrane, AB wcsagolf@ convenienceandcarwash.com 204-489-4215

September 26-28, 2017 NACDA National Convenience Industry Summit (NCIS), Quebec City, QC www.nacda.ca October 17 – 20, 2017 NACS/PEI Show McCormick Place Chicago, IL www.NACSShow.com

92 Industry Updates

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Publisher’s Message

Hello and Happy Spring! I hope you’ll enjoy this issue and the array of great, informative articles within.

It’s time to think more about security. This past month I suffered a serious computer virus, the Ransom Virus. This virus was sent to me through an email I received from a close friend. It was contained within a zip folder that I had been expecting, so I had no doubts about opening it. Once I opened the file, I heard an eerie voice emanating from my computer telling me, “I have control of your files and to get them released, you must pay a ransom!” Imagine my disbelief in hearing this creepy voice telling me to pay up, or lose my files!

The Ransom virus encrypts every file on a computer, and if one should attempt to un-encrypt their files, the virus deletes them completely; leaving you with an empty computer drive.

Fortunately, I have a great IT guy who rushed over and repaired what he could. I lost most of my temporary working files, but I had a back-up of my files that I could recover. The Ransom Virus has been around for years dating back to 1989. To protect your files, you should be backing up your whole system to an offsite destination (the Cloud) or to an external hard drive.

Safety is a big issue within any business and the convenience industry is no different. My advice to you is to buy yourself an external hard drive and make a point of backing up your system. Here’s a link/URL to an article by PC Magazine that further explains how this virus works. http:// www.pcmag.com/news/343547/the-growing-threat-of-ransomware On a happier note, our Editor-in-Chief has some great insight into digital marketing and how to engage with your customers. She also highlights the importance of setting up a strategic plan of action. It’s great to launch a website and setup on Facebook, LinkedIn etc., but if you don’t plan exactly how you’re going to respond and engage with your followers, then what’s the point? Sit down with your team and setup a plan. When someone Tweets about your lack of service or how great your company is, you better have someone on your end thanking them, or dealing with the complaint because they know two people —who know two more people, etc., and soon the word will get out there before you have a chance to respond. Millennials expect instant gratification, and as they are the up and coming demographic, you can’t afford to lose them.

If you grew up in Ontario in the 1960s and 70s, you may remember the first convenience store that you were allowed to walk to on your own, taking a note from your Mom to pick up a pack of smokes and a loaf of bread. This year Becker’s brand is celebrating their 60th anniversary. We are pleased to present our you with a special feature taking you back to the beginning – and with a look to the future of this iconic brand.

We hope you enjoy this special issue and, as always, our business is your business.

Brenda Jane Johnstone Publisher

PUBLISHER Brenda Jane Johnstone bjjohnstone@convenienceandcarwash.com SALES Cody Johnstone Vice President, Sales 416-838-4674 codyj@convenienceandcarwash.com Brenda Johnstone 204-489-4215 bjjohnstone@convenienceandcarwash.com Cathie Fedak 905-665-6071 cathie@convenienceandcarwash.com MANAGING EDITOR Eva Chambers echambers@convenienceandcarwash.com DIGITAL/SOCIAL MEDIA Eva Chambers echambers@convenienceandcarwash.com DESIGN AND PRODUCTION Doug Coates, Edge Advertising Keith House, Ad Production EDITORIAL ADVISORY BOARD Ian Burton, PD McLaren Scott Findlay, Core-Mark Int’l Kim Hansen, MI Petro David Hoy, Peninsula Co-Op Andrew Klukas, WCSA Dave Watson, The Chamois & Convenience Store Ltd. CONTRIBUTING WRITERS Angela Altass Meline Beach Gunnar Beauregard Matt Bialek Sage Birchwater Barbara J. Bowes Eva Chambers David Eagan Brenda Jane Johnstone Andrew Klukas Ed Kramerer Jeff Rogut Dwight Rutledge Nancy Schmautz Jason Sears Art Sodermark Kristin Valles CIRCULATION James Gordon subscriptions@convenienceandcarwash.com WEBSITE www.convenienceandcarwash.com PUBLICATION MAIL AGREEMENT No: 41670539 Return Undeliverable Canadian addresses to: Circulation Department 543 Borebank Street Winnipeg, MB R3N 1E8

CONVENIENCE & CARWASH CANADA

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Editor’s Message

Every company large or small needs a digital strategy. Let us guide you.

Convenience & Carwash would like to introduce you to our new advertisers.

Access Cash – page 45 Beverage World – page 52 Blow Vapor – page 44 ChemTec/ZEP – page 81 Coca-Cola Refreshments – page 50 Crazy Horse – page IFC Erie Brush & Mfg Corp – page JTI Macdonald – page 49 Modern Wash – page 78 OLG – page 54 Parmalat – page 56 PetroClear – page 60 Production Tech – page 57 Vacutech – page 80

By now most organizations are realizing the potential and necessity of having a digital marketing plan in place. It’s a low-cost way to reach a large number of people quickly — with very little investment. It delivers results you can measure like sales leads and feedback for your customer service group. Many people who have a great customer experience are likely to share it on their social media. In this issue, we feature Skogie’s Auto Wash in Kelowna. They use social media effectively to build community, reward their customers, and recognize employees at each of their locations.

As a digital media strategist, I often talk to small business owners in our industry who want to embrace social media but don’t know where to start or how much to invest. However, it’s important to start thinking about how to reach your local markets or communities with a digital plan. Why is it so important now?

Today’s consumers, no matter what their age, are undergoing their own digital transformation and using social media to engage with friends, keep up with family, shop, and give feedback on brands. My 88-year old mother-in-law is now using her own mobile device to shop and engage with brands. Companies who are looking at providing convenience shopping to every age group know this. Amazon is planning to expand their grocery Business with new Convenience Stores and anyone with a mobile phone will be able to shop them (Amazon story link is below).

At Convenience & Carwash Canada, we’ve been building our social media and the investment is starting to pay off as we see increased views of our online content. Although we have a healthy social media following, this year we are planning to expand our digital media efforts to bring our content to more readers where they are. For example, we post our article links on Twitter, Facebook and now LinkedIn. We’ve invested in a new website that is optimized for people who read stories on their mobile devices. This has resulted in readers sharing our content all over social media. The effort has been well worth it and our advertisers appreciate the extra exposure.

Many of the c-stores and carwashes we write about have set up Facebook and Twitter pages to engage their communities and market their products and services. However, many have not actually prepared a strategic plan on how to use their social media properties. Whether you use LinkedIn, Facebook, Instagram, Twitter, Snapchat or any other number of social media possibilities, having a plan on how to use and support this effort is well worth the time.

With so much noise on the Internet today, community managers have to work harder than ever to make sure their brand voice is heard and that requires a content strategy.

Some of our favorite companies are working hard on their social media by offering articles and videos to help you run your business. Look them up and see what they are doing: OPW Global, PetroClear, Rock-N-Wash, PDQ, Core-Mark, Istobal are just a few examples of companies that engage with their communities by sharing technology stories, videos and other important industry updates. I encourage anyone who has not started their digital media efforts to look at companies in our industry and learn from them.

To kick-off your content marketing strategy, give us a call, we can help you with your digital media planning so you can capture the growing number of people who are looking for your products and services online.

Eva Chambers, Managing Editor

https://www.wsj.com/articles/amazon-to-expand-grocery-business-with-new-convenience-stores-1476189657

by Andrew Klukas & Satinder Chera

WCSA Report CONVENIENCE & CARWASH CANADA 

As some governments and health authorities in Canada look for more revenue, there are proposals or recommendations for taxes on sugar sweetened beverages (SSB) being raised.

ARE SUGAR TAXES REALLY THE ANSWER TO OBESITY IN YOUTH?

With the goal of reducing obesity resulting, in part, from the consumption of sugar-sweetened beverages, these tax increases are typically couched as a health response. The underlying argument is that (a) SSB are THE (or at least a leading) cause of obesity; and (b) taxes work: they are effective in changing consumer behavior in the desired manner.

Let’s first look at how effective taxation is. Many promoting taxes point to the tobacco industry as an example of how effective tax increases have been in the fight to reduce smoking. In fact, tobacco tax increases have created a huge uncontrolled market in contraband tobacco, making cigarettes readily available to youth.

In fact, a significant quantity of confectionery and beverage products manufactured in other countries, not authorized for sale in Canada, are already entering the marketplace. The distributors and retailers who sell these products, known as grey market goods, are putting Canadian consumers and businesses at risk.

The declines we have seen in youth smoking are strongly correlated with improvements in compliance with age testing at convenience stores. Another factor is education about the effects of tabacco: According to research by RTI International, the first federally funded youth tobacco education campaign, The Real Cost, prevented nearly 350,000 youth aged 11 to 18 nationwide from initiating smoking from 2014 to 2016. https://www.rti.org/news/approximately-350000-youth-prevented-smoking-resultfda%E2%80%99s-youth-public-education-campaign Several jurisdictions have unsuccessfully tried to implement taxes of SSB (New York City, Denmark, Arkansas and West Virginia), but there has been no jurisdiction in the world that has been able to link soft drink taxation with a reduction in obesity rates.

Also, in a January 2011 Ipsos Research study, 87% of Canadians feel that government should be educating the public about changing their behavior and not taxing them. Canadians are taxed enough already,

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and recent consumer survey data shows that 71% of Canadians would not change their consumption behaviour if a beverage tax was implemented.

Taxing a single product commodity will not solve a problem as complex as obesity as effectively as educating the public about balancing a healthy lifestyle.

Now let’s look at the relationship between SSB and obesity.

According to a Statistics Canada report, Food Statistics 2014, Canadian’s consumption of soft drinks has declined by 38% in the past eleven years yet at the same time obesity rates in Canada continued to rise.

The issue of obesity is complex and will not be solved by focusing on 1 product category. There are many factors that have been attributed to causing childhood obesity including: • Sedentary lifestyles of today’s youth • Lack of physical education/fitness programs in schools • Lack of awareness and education • Diets comprised of many different sugars and fats (SSB are but one).

The experts will tell you that no single food causes weight gain or obesity. The solution to this very complex issue lies not in taxing a single product but in encouraging healthy active lifestyles that balance calories in to calories out.

Once again, if you want to change consumer behavior, education and engagement of consumers is a far superior option to taxation. Or consider what the WCSA is doing to promote healthier choices. The WCSA partnered with Bridge Family and Youth Services Society in 2014 to deliver a pilot project exploring the promotion of healthier food choices in convenience stores. This project proved very successful and the goal is to expand it to all four Western provinces and develop a program that can eventually be rolled out across Canada.

Or take CCSA’s collaborative approach with Ottawa Public Health to find ways to make fresh produce more readibly available in convenience stores. If governments are truly interested in promoting healthier product choices for Canadians, tax incentives designed to help Canada’s convenience store operators to purchase, store and sell fresh fruits and vegetables would be a much more positive approach to achieving this goal. These incentives would enable our small business owners to acquire refrigeration equipment that they might not otherwise be able to afford and encourage the desired behaviour of selling more fresh fruits and vegetables in Canada’s rural and densely urban communities.

THE WCSA PARTNERED WITH BRIDGE FAMILY AND YOUTH SERVICES SOCIETY IN 2014 TO DELIVER A PILOT PROJECT EXPLORING THE PROMOTION OF HEALTHIER FOOD CHOICES IN CONVENIENCE STORES.

Conclusions:

Do not introduce taxes on a product in an effort to impact a contrived health issue when all of the data indicates that it will not work.

If you are concerned with youth obesity, introduce more education and awareness to ensure youth (and their parents) know the importance of a proper diet, physical activity and a healthy lifestyle.

Andrew Klukas is the President of the Western Convenience Stores Association and can be reached at andrew_klukas@shaw.ca Satinder Chera is the President of the Canadian Convenience Stores Association and can be reached at schera@theccsa.ca

CONVENIENCE & CARWASH CANADA 

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NACDA

WHY IS MY ICE CREAM GREY?

Article courtesy of the National Convenience Stores Distributors Association of Canada

All of a sudden it hits you. A craving for that chocolaty, caramel, creamy goodness. You stop by your local convenience store to grab some ice cream to bring home to your kids, never thinking to check the label or wonder where it was made. This happens daily across the country. What consumers should be aware of are the grey market products that have made their way into the Canadian market.

What is grey market?

What is NACDA doing?

The government of Canada has set strict standards for the labeling of consumable products, including ensuring bilingual packaging and allergy alerts. But products from other countries where the same rules do not apply have made their way onto Canadian shelves. This presents potential health risks for consumers as the same product made in a Canadian factory follow different standards than those made in other countries. Consumers in Western Canada who have eaten Blue Bunny ice cream have consumed a grey market product.

We met representatives from Canada Border Services Agency, Agriculture and Agri-Food Canada and the Canadian Food Inspection Agency to discuss the potential health risks for Canadians who may be consuming grey market products. It was clear from these meetings that the government was not aware how big of a problem grey market products are.

NACDA and CCSA have also prepared a best practices document to ensure distributors and retailers recognize the risks associated with carrying grey market product. See the full document here.

What comes next?

The next steps for us to insight action from the government is to collect more data and further evidence of grey market’s impact in Canada; both in terms of the health risks to Canadians and economic impacts. Have you seen grey market in your convenience stores? Tell us about it.

How can you identify grey market products?

Products from other countries do not have the proper Canadian labelling, which includes bilingual labelling with ingredients listed in both English and French. If a product only has English labeling, then it is likely a grey market product.

Some other indicators may be: Canadian products provide 1-800 numbers for customers, which are often not provided on grey market goods Products like energy drinks have ingredients and warning labels that comply with Canadian regulations.

Grey market products may not have such labels.

This article is sourced with permission from the NACDA blog at Blog: https://nacda.ca/why-is-my-ice-cream-grey/.

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HUMAN RESOURCES

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by Barbara J. Bowes

Setting up for Growth C ongratulations, you’ve examined existing customers, your lines of service and product variety and are pleased to see an opportunity for growth. You’ve even spent time reviewing space requirements and yes, there is indeed room for expansion. So, the next step is a visit to the bank to increase that line of credit and/or to take out a growth loan for your new expansion.

However, one of the first questions the lender will ask when reviewing your business plan is “What about the people side of your business?” What are your plans for human resources? How many new employees do you need? How will you recruit them? How will you integrate potential new employees into your current staff complement? Is your compensation system ready? If you are promoting someone to the role of supervisor, are they ready? What kind of training is required and what are you offering? By now, my bet is that you are probably exhausted from all these human resource questions and so you go back to the drawing board.

Yet, if human resource planning isn’t done right, your whole growth initiative can fall flat on its face and/or at least be delayed beyond your initial goals. The following outlines how good human resource practices can set you up for effective growth.

Develop a workforce planning document – this document provides a framework for all of your staffing decisions including all of the elements reviewed within the content of this article. It outlines the types of positions you will be adding, the skills required for each, identifies the pay scale to be put into place and the when and how of bringing new staff aboard. It includes an orientation and training plan, your budget and the resources required to effectively manage this new staff complement.

Document an organization structure – most very small organizations have an informal organization structure with informal work assignments and no formal job descriptions.

Growth requires documenting specific job descriptions and an identification of who reports to who. Without this simple HR structure and documentation, you will soon encounter power struggles between an established employee and the new employees. A structure also helps ensure employee accountability.

Set a compensation framework – once you have more than one employee, each doing a different job and reporting to a specific person,

CONVENIENCE & CARWASH CANADA

MAKE USE OF A HUMAN RESOURCE ADVISOR TO SET UP A SALARY FRAMEWORK THAT WORKS FOR YOU AND WHICH WILL PROVIDE MOTIVATION FOR YOUR TEAM MEMBERS.

you need to establish a salary framework.

Will you lead, lag or pay the market rate for your industry? If you decide to be a low paying employer, are you prepared for the resulting high turnover of staff? Will you offer a bonus? An annual raise? When will you schedule your paydays? What does your provincial legislation say about that?

Make use of a human resource advisor to set up a salary framework that works for you and which will provide motivation for your team members.

Policy/operational manual – quite often, the procedures and processes implemented in your small business are simply “in your head”, hastily written on scrap paper, and/or personally taught by the owner to the initial employees. These procedures are then passed along to new employees as they come along. In many cases, as you think of expansion and decide to review the procedures, you’ll be surprised to find that the original instructions have totally fallen by the wayside. Time to document! Develop an operations manual outlining all the procedures. Tedious as this might be, a manual will systemize how service is delivered and will ensure ongoing, consistent, standardized service.

Create a basic human resource manual – this doesn’t need to be huge but it does need to spell out such items as working hours, customer service philosophy, the

Quebec City, QC Sept 26 - 28, 2017

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organization structure, vacation accrual, pay practices, dress code, code of conduct, workplace health and safety, employee benefits and items such as harassment, discipline and termination. Review this manual with each employee during their orientation and training. Ensure they sign your document to confirm they have read and understand the terms of their employment.

Recruitment and selection processes – growth requires even more care to hire the right people and have them do the right job at the right time. But how do you know who is the right person?

Develop a set of selection criteria for each of your job descriptions. Ask yourself, what skills do I need and how will I know it when I see them? This helps you to analyze each job and clearly describe the skills you need for success. Use these skills in your job advertisements. Ask each candidate for an example of their challenges and successes with each of the criteria. Assess and rate them as a tactic to evaluate one candidate against another.

Confirm education and experience, check references. If your employee will work with money, elders or children remember to do a thorough background check using the assessments required by the nature of your service.

Train your employees – thankfully in smaller businesses, a new employee can

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USE A CHECKLIST TO CONFIRM THE INDIVIDUAL HAS LEARNED AND EXPERIENCED EACH ASPECT OF THE JOB TO YOUR PERSONAL STANDARDS. CHECK BACK PERIODICALLY.

most often receive personal one-toone training. However, be careful not to overwhelm the person. Ease them into the job by reviewing the manuals, have them spend time with customers, review what went well and respond to questions. Continue this gradual process for approximately two weeks to one month depending the complexity of your business. Use a checklist to confirm the individual has learned and experienced each aspect of the job to your personal standards. Check back periodically.

Deal with problems – growth always creates unexpected problems and the longer you leave them unresolved, the bigger the problems will become. The best way to manage this is to involve your front line employees, even the new

folks. Put all your heads together and find a workable solution. This approach develops good problem solving skills, helps you to see potential leaders amongst your new team and creates a strong sense of ownership. In addition, employee conflict may well arise as new teams are formed and people are jockeying for position. Be sure to deal with the HR issues urgently, otherwise you could unexpectedly face unwanted turnover.

Growth is an exciting prospect but if the human resource strategies are not effectively woven into your plans, I assure you that trouble will arise! While not representing the comprehensive field of human resources, these straight forward human resource strategies will help lay strong foundations and support your growth going forward.

Barbara J. Bowes, FCPHR, CCP, M.Ed is president of Legacy Bowes Group. She is also an author, professional speaker, workshop leader and executive coach. She can be reached at barb@legacybowes.com and/or www.barbarabowes.com

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CONVENIENCE & CARWASH CANADA

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Introducing the Crazy Horse Energy Drink Brand DEVELOPED AND OWNED BY ALEXIS CREEK FIRST NATION

by Sage Birchwater

IT IS OUR PLEASURE TO INTRODUCE YOU TO A GREAT NEW CANADIAN BRAND “CRAZY HORSE ENERGY DRINK”, a brand that resonates strongly with the BC Chilcotin where the brand originated. Emblazoned with the words “Go Wild! Go West!” the tall red cans with the image of a horse and backdrop of mountains promise you a refreshing, energy pick-me-up treat.

“WE CREATED A FORMULA THAT INCLUDES ROSEHIP AND SASKATOON BERRY FLAVOURING. OTHER INGREDIENTS INCLUDE GINSENG EXTRACT, CITRIC ACID, AND VITAMINS B2, B5, B6 AND B12.”

Recently launched in Western Canada, Crazy Horse Energy Drink was developed and is owned and marketed by Tsieldel Development Corporation of Chilanko Forks, BC – a company owned by Tsieldel (Alexis Creek) First Nation.

Crazy Horse Energy Drink, a highvalue, non-timber Canadian commodity was created by Becky Bravi. Armed with a vision to develop an energy drink, Bravi took the idea to the Tsieldel First Nation who was interested. They presented the concept to their elders where they discussed what local ingredients they felt could be derived from their backyard for agro-forestry. They identified rosehips and saskatoon berries.

Bravi figured rosehips and saskatoons were ideal ingredients. “In the Chilcotin rosehips are ubiquitous to the region,” Bravi says. “A wild prickly rose is something all of our community forests could develop as an industry. It’s easy to grow, it’s super sustainable, it’s an understory crop, and is one of the first species to reappear in clearcuts.” People just need an economic incentive to do this.

“Build it and they will come,” she says.

Members of the Tsilhqot’in community could become entrepreneur suppliers of the rosehips for the drink and because

saskatoons are a traditionally used berry of the Tsˆilhqot’in people, this is a great blend.

With financial support from the National Research Council of Canada, the original recipe was developed. “We developed a recipe with the University of Guelph,” Charleyboy says. “We created a formula that includes rosehip and saskatoon berry flavouring. Other ingredients include ginseng extract, citric acid, and Vitamins B2, B5, B6 and B12.”

Fulfilling the company’s Canadian ‘farm-to-can’ concept, saskatoon berries used in the Crazy Horse Energy Drink are sourced from farms in Saskatchewan and Manitoba and then shipped to a BC manufacturing facility where the concentrate is produced, Bravi points out.

Charleyboy says what sets Crazy Horse Energy Drink apart from its competitors is its real berry content and wild-sourced rosehips. “Crazy Horse Energy Drink contains a lot of Vitamin C and we utilize cane sugar instead of regular glucose fructose.”

He says a lot of non-energy drink consumers will try Crazy Horse because of the more natural ingredients.

“It’s definitely not a health drink because it is a caffeinated beverage. Our

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target demographic is the 18 to 35 year olds, and we don’t encourage use by anyone under 16.”

Charleyboy adds, “The concept behind the Crazy Horse Energy Drink name and ingredients represents the wild horses the Chilcotin is famous for—an image of the Wild West, and of course the wild/ Canadian-grown products.”

He says the theme resonates well in the rodeo and pow wow circles, and with anyone interested in Canadian wild/local products.

“In the BC Interior, the Crazy Horse drink already has quite a following and we want to expand the market base” says Charleyboy.

Bravi and Tsieldel member John Charleyboy are the point people in charge of sales and marketing for Crazy Horse Energy Drink.

“We have a corporation called Tsieldel Development Corporation, Charleyboy explains. They kind of own the recipe and

the drink and manage it with a board of directors. Becky Bravi is the general manager and between us we’re developing the market to get Crazy Horse into the hands of Canadians.”

Charleyboy says they still have a good inventory of the product despite starting with a small manufacturer in Portland, Oregon. He says, “There aren’t many options for producing the product in Western Canada.”

“In order to find a manufacturer for a small run who could fill our can size and style we had to go south of the border.

Hopefully our next run will be in Canada and with the exchange rate being what it is he says, a Canadian manufacturer will be more attractive.”

Crazy Horse Energy Drink is available through the United Distribution Network (UDN). UDN is a coordinated group of small local Canadian distributors and fits with the homegrown Canadian feel of Crazy Horse.

THE CONCEPT BEHIND THE CRAZY HORSE ENERGY DRINK NAME AND INGREDIENTS REPRESENTS THE WILD HORSES THE CHILCOTIN IS FAMOUS FOR—AN IMAGE OF THE WILD WEST, AND OF COURSE THE WILD/ CANADIAN-GROWN PRODUCTS.

Since 1924

P.D. McLAREN LIMITED

RDR

Where Technology Meets Integrity Surrey 604-371-3732 Calgary 403-287-1633

Toronto 905-428-8403 Montreal 514-791-6398

www.pdmclaren.com

CONVENIENCE & CARWASH CANADA

by Brenda Johnstone

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P.D. McLAREN A SUCCESS STORY BUILT ON A STRONG FOUNDATION OF PARTNERSHIP AND INNOVATION AS DAVE ANDERSON, FORMERLY OF ZEP MANUFACTURING SAYS, “OPERATORS LOOKING FOR A TEAM WHO ARE DEDICATED TO DELIVERING CAR WASH OPERATORS THE BEST ALL AROUND SUPPORT IN SALES OF EQUIPMENT, SERVICE AND PROVIDING BRANDED PRODUCTS WITH MARKETING TO DRIVE REVENUES LOOK NO FURTHER THAN THE TEAM AT P.D. MCLAREN.”

IN 1924 P.D. McLAREN

FIRST OPENED TO

SERVICE THE NEWLY

GROWING PETROLEUM

MARKET. FOR 93 YEARS

P.D. MCLAREN HAS

STOOD FOR INTEGRITY

THE INTEGRITY FOUND BEHIND EACH PERSONAL CUSTOMER RELATIONSHIP AND EACH

BUSINESS TRANSACTION.

This personal approach allowed P.D. McLaren Limited to enter the carwash business in 1984 leading them into manufacturing of their Bay Master 2000 self service carwash product.

P.D. is gone now but he left behind a team of industry professionals dedicated to continuing his legacy.

John Allen, president and CEO, who has been with P.D. McLaren Limited since 1997, was hired to head up the Eastern Canada division bringing the company up through the market from a small petroleum equipment manufacturing and sales company to the national force it is today.

Ian Burton, national vehicle wash manager, is based in the P.D. McLaren offices in Surrey, BC. Burton came to P.D. McLaren in 2012, bringing over 20 years of carwash experience as vice president of some of the industry’s top carwash manufacturing companies.

Burton now leads the carwash sales team representing Istobal, Oasis and Peco Carwashing systems Mike Jacques has over 20 years of experience in the car wash industry having tunnel systems as his primary focus.

Working as a regional sales manager for companies such as MacNeil wash systems and Peco car wash systems, Mike developed the eastern US territory developing a strong distributor presence in the territories. Now in Canada Mike is with P.D. McLaren, a company that is positioned to become a dominant player in the Canadian car wash industry.

P.D. McLaren Car Wash division offers choices to operators. Working diligently with customers, they ensure the equipment chosen is the best for the application and their customers.

Burton states that the P.D. McLaren carwash division was developed to service virtually every vehicle wash application and provides operators across Canada with sales, service, installation and chemical expertise. “We are one of the few companies in Canada who can offer this,” notes Burton.

The manufacturers play a key role in the success of P.D. McLaren and Curtis Wade, vice president of Oasis Car Wash Systems adds that their consideration in partnering with P.D. McLaren in Canada was based on knowledge

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Oasis Typohon – World’s fastest inbay

IT’S VITAL FOR NEW CARWASH OPERATORS TO WORK WITH A STRONG DISTRIBUTOR BECAUSE THEY ARE ABLE TO PROVIDE YOU WITH THE COMPLETE PACKAGE OF EQUIPMENT, SERVICE, CHEMISTRY, AND MARKETING.

of the industry and the ability to offer excellent customer service. Oasis have enjoyed over fifteen years of solving car washing needs across Canada, so it was important to partner with a company that shared their business values.

It’s vital for new carwash operators to work with a strong distributor because they are able to provide you with the complete package of equipment, service, chemistry, and marketing. Great

distributors become a partner in your business to ensure success all aspects on all aspects of a carwash can reduce any finger pointing if any problems arise.

Carrying a full line of carwash manufacturing choices for operators to choose from including Istobal, Oasis and PECO and the ZEP line of chemicals ensures that any company will find a wash that suits their business needs.

“We are the exclusive Istobal, auto,

Oasis i5 Softouch with tunnel clean technology

Oasis Eclipse Touchfree inbay tunnel

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CONVENIENCE & CARWASH CANADA

PECO offers a light show for your wash

truck, bus and RV wash distributor across Canada and we have been an Oasis Carwash systems distributor for over 20 years. We are also the exclusive PECO Carwash Systems distributor in Canada. Additionally, we offer the Blue Devil self-serve equipment,” said Burton.

“It’s essential to our success to have solid supplier partners that help us develop our business, but the expertise we provide them, and the information we can give them about their equipment, helps make them a better supplier, manufacturing better equipment.”

Jacques had many years working as a manufacturer’s rep, and was instrumental in helping several distributors and customers enter the carwash business.

His background and knowledge in both the technical side of the conveyorized tunnel industry and the business side lend an expertise that few others can offer.

Jimmy Sisk, CEO of Istobal confirms that they chose P.D. McLaren as their ex-

Since 1924

P.D. McLAREN LIMITED

Cleaning Cars Across Canada

clusive Canadian distributor because of their enormous strength and size. Sisk believes that it takes a large company with a great team of committed sales and service professionals to service an entire country and wanting the Istobal product to be available to everyone in the country, the team at P.D. McLaren does just that. They have the ability to sell and provide service and support in their full territory which is very important. He says, “it has become extremely difficult to find what I consider “Professional” Car Wash distributors anymore but, I would consider P.D. McLaren to be one of those. I would suggest to anyone interested in the Car Wash industry to contact them.”

Jacques confirms, “that if you want to secure repeat business in this industry, you have to be able to set yourself apart.

Bringing leading edge technology and providing quality support before and after the sale is critical to buiding the long term and healthy business.”

Steve Michuta of PECO Carwash states that they have enjoyed a mutually successful relationship with P.D. McLaren due to a proven track record of assisting their customers to maximize the potential of their car washes and to achieve greater revenue per wash, improve wash and drying quality and reduce the need for manual prep work.

Asked if PECO Carwash Systems would recommend operators work with P.D. McLaren, Michuta states that with the vast range of experience in all facets of the car washing business, P.D. McLaren Limited can certainly help operators improve key aspects of their carwashes by selling quality equipment that can improve wash and drying quality and

Automotive Cleaning Solutions

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Istobal’s Tracer OH1 Touch-Free

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CONVENIENCE & CARWASH CANADA

MIKE JACQUES ADDS, “WE WANT OPERATORS TO KNOW THAT P.D. MCLAREN ARE TRULY EXPERTS IN THE FIELD, OUR INDUSTRY KNOWLEDGE SETS US APART FROM OUR COMPETITOR BECAUSE WE TAKE TIME TO CONSULT WITH EACH CUSTOMER. WE TAKE A SOLUTIONS BASED APPROACH TO OUR CUSTOMER’S NEEDS. WE STRIVE TO HELP THEM SEE THEIR PROJECT THROUGH FROM START TO FINISH. WE CARRY QUALITY PRODUCTS THAT HAVE PROVEN THEMSELVES IN INDUSTRY.

reduce the need for manual prep work.

Being able to offer customers sales and service contracts coast to coast sets P.D. McLaren Limited apart from their competitors who are mostly regionalized, says Burton. “We offer our customers a dedication and commitment across all segments of the carwash industry that includes all levels of owners and owner operators right up to the specification engineers.”

Business has been growing at a steady rate over the past few years states both Burton and Jacques and together, along with Allen they have an aggressive growth plan that is looking forward. Hiring additional service technicians to ensure growth of their customer base and a forecasted increase of market share nationally with both truck and bus wash businesses sets the course for continued success.

The 2017 outlook for the entire industry, according to Burton is positive. He says that even in a down economy P.D. McLaren Limited maintained their market share. “We have worked on diversifying our business to allow for different revenue streams, and this forward thinking has allowed us to remain as one of the leading vehicle wash distributors in the Canadian market.

A 15 year old PECO wash

Since 1924

P.D. McLAREN LIMITED

Cleaning Cars Across Canada

Istobal’s M’NES 22

SPECIALIZING IN

CONVEYORIZED CARWASH EQUIPMENT

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Istobal auto dealer and friction machine

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by Nancy Schmautz

CONVENIENCE & CARWASH CANADA

23

Designing a Carwash DESIGNING A CARWASH REQUIRES A LOT OF RESEARCH AND WORKING WITH EXPERTS WHO CAN SHARE THEIR KNOWLEDGE AND EXPERTISE.

S

tart with a draft of a business plan

This draft can start simple and be added to as needed. Research the types of carwash equipment, example, self-serve wand washes, automatic carwashes either touchless, friction or hybrid and tunnel washes. Also, consider detailing equipment, automatic polishers, quick lube, convenience stores, etc. All of these have different equipment and building costs and of course revenues associated with them.

Educate yourself through the carwash associations, Canadian Carwash Association (CCA) that offers a terrific information package of how to build a wash (with membership) and the International Carwash Association (ICA) that has a bevy of resources available.

Both associations host a trade show offering seminars and round table discussions along with an exhibit floor where you can meet and discuss equipment options with manufacturers.

Now it’s time to consider the physical land you’ll need to build your proposed wash. Every geographical area has individual requirements that include setbacks from the road, drip space after cars leave the wash, landscaping requirements, stacking space and architectural levels of the outside finish of your building. Make a trip to your city/town hall to get the building specifications for a wash facility. You will find unplanned cost items like earthquake straps on the west coast and fire suppression nozzles in other areas that you might not have considered. These need to be added to your budget. Is reclaim mandated or allowed?

What are the specifications? The local planning and zoning offices can help with these details. Make sure you add these costs to your budget too.

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Choosing a carwash distributor and supplier

Financing your proposed wash

Once you’ve done the research on You might like to talk to your competitor equipment, your distributor and in regards to choosing a carwash service options and you’ve confirmed distributor and supplier. They should be that the wash location of your choice able to provide you insight into what they is viable the next stop should be your like or don’t about their distributor and bank or financier. Come in with your supplier. draft; explain that it’s just a draft at this Make sure you interview the ones that point and discuss the dollar amount appeal to you, and see what they can offer that you’ll qualify for and the interest to you. Bring some research and a draft rate. Ask what other detail the financial of a business plan with rough elementary institute will require to have your plans sketches of what appeals to you. Come and the financing confirmed. armed with your research information Most banks require a geo-technical and your meeting will be more rewarding. assessment on the property and a Do geographical research. Who lives phase 2 environmental certificate to in the neighbourhood you hope to build mitigate their risk. These are very imyour wash? What’s the demographic of portant costly items to know when this neighbourhood? Do they wash their looking for land. Y ou might find at this cars? How easy will it be for your staff to point that you require a partner or an get to your location? Is there a bus route investment group to help you raise the that services this neighbourhood at times funds needed. your wash will be open? It’s important to Find a realtor who specializes in comknow who your customer will be and if mercial and industrial property. Again, the location you choose is viable for do- they will work harder for you if you have ing good business. You will be asked to present your budget. It’ll be pretty loose right now and needs to be discussed but arming yourself with the above information will make it easier to proceed with the process.

MEET WITH AND CHOOSE A CONTRACTOR. YOUR BEST RESOURCE IS YOUR CARWASH EQUIPMENT SUPPLIER AND MANUFACTURER.

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BRENDA JANE JOHNSTONE Golf Event Organizer wcsagolf@convenienceandcarwash.com Phone: (204) 489-4215

CONVENIENCE & CARWASH CANADA

IT IS MUCH EASIER TO RENOVATE AN EXISTING WASH WITH PERMITS IN PLACE THAN BUILD A BRAND-NEW WASH, SO DON’T RULE THAT OPTION OUT. a draft of a business plan and are financially qualified. By now, you might have taken the information from the above resources and funnelled them into your plan. It’s starting to take shape and you can identify the size of the lot you need and what area you want to be in.

Make sure you check washes that appeal to you in your area and approach them. Are they for sale? What do you like about the wash, take pictures, and ask questions, count the cars outside exiting the wash to give you an idea of the volume of business they’re doing so that you can estimate what you might expect at your own. Gather information.

Be a regular at the local washes in order to educate yourself.

It is much easier to renovate an existing wash with permits in place than build a brand-new wash, so don’t rule that option out. New equipment and a building reface, new wall coverings and lighting transform an old wash. With proven financials from the owner, financing might be easier.

Meet with a contractor

The next step in your journey to opening a carwash is to meet with

and choose a contractor. Your best resource is your carwash equipment supplier and manufacturer. They have worked with many contractors and can recommend the ones that understand the complicated design of a carwash.

With the many components involved in the design and building of a carwash that include large plumbing and electrical requirements, sump design, the water environment, the intricate HVAC systems and withdrawal mean that not every contractor understands washes.

This is probably the most important step in this whole process, make sure you choose very carefully and do your homework.

Homework is completed

Once you have completed your homework and you’ve decided on the purchase of an existing wash or will build a brand-new wash you’ll now need to confirm that your licensing regulations have been met, your equipment and the car wash design are drafted, your realtor is working on the land and your contractor is preparing quotes you’ll now have to make some hard commitments.

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In order to keep moving forward you’ll have to begin providing deposits and paying fees. Draftsmen will require funds to begin designing your wash and the property. Municipalities with require fees for documents/licenses and your suppliers may want fees to begin designing their portion of your wash. A contractor may provide you with a price per square foot but may not provide the intricate quote before they receive a deposit as they are already investing their time designing your wash.

This is where the rubber hits the road.

If you are not qualified at the bank and you don’t understand the estimated total cost of the project, you will may hit roadblocks along the way and become discouraged.

Adding your Vision

As your commitment grows, you start to add your vision, your model, staffing, a marketing plan, a SWOT analysis of the competition, an operations plan, your financial spreadsheets, your feasibility plan, etc. to your business plan. You are firming up your business plan and you’re creating the special ideas and comparing them to your expected return on investment that you need to operate your wash.

Building and owning a carwash facility is a real estate, building and land investment that offers a cash business benefit.

As most banks require at least 25 – 35 per cent down payment for commercial ventures it is not a journey for the underfunded. The journey can be rewarding and could prove to be the hardest thing you’ve ever done; you’ll question your motives along the way but if you keep in mind that this is major investment and you are creating a cash business and a valuable investment to sell when the time is right, you’ll stay on the right path.

About the author; Nancy Schmautz and her husband/partner Terry Schmautz have built hundreds of carwashes in Western Canada over the last 35 years. They are founders of TD Industries Ltd, and now Odessa Consulting Inc (OCI) in Calgary, Alberta.

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WHAT’S UP DOWN UNDER AACS: Australians Switched on to Sugar Tax Shortcomings “THIS RESEARCH ULTIMATELY SHOWS THAT VOTERS DON’T BELIEVE A SUGAR TAX WILL WORK AND THAT THERE ARE OTHER MORE EFFECTIVE STRATEGIES THAT GOVERNMENT COULD AND SHOULD ADOPT TO TACKLE OBESITY,”

New research from the Australasian Association of Convenience Stores (AACS) shows the majority of Australians believe a sugar tax would be ineffective in the fight against obesity, with most opposed to such a tax on the basis it would increase cost of living pressure, threaten businesses and jobs, and because there are better ways to tackle obesity.

According to the AACS research, a major reason for consumers’ opposition to a sugar tax is that it would be ineffective yet cost more, as has been the case with other products subjected to reactionary taxation.

Other concerns surrounding the negative consequences of a sugar tax is the potential impact on job losses, and the threats to food manufacturers, the sugar industry and convenience store trade.

The survey, involving 4,000 voters aged 18 years plus from around Australia, shows consumers believe the most effective strategy to reduce obesity is to ban advertising of high calorie foods during children’s TV programs, while the least effective

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THE VIEW OF CONSUMERS:

THE EFFECTIVENESS OF A SUGAR TAX TO TACKLE OBESITY.

88% 71%

of Australians would be concerned by a sugar tax on any products if it resulted in job losses.

would oppose a sugar tax on soft drinks if it caused job losses in the sugar industry – an obvious repercussion.

83% 39% of Australians would oppose a sugar tax on soft drinks if it failed to have impact obesity but caused price rises.

a minority of those who do not consume sugar-based soft drinks believe that a sugar tax would be effective.

40% 82% of Australians would oppose a tax on all foods which contain sugar - just 36% would support such a tax.

of consumers believe education programs to encourage healthy eating and exercise would be ffective in tackling obesity - this is seen as the most effectivew strategy.

“Applying tax to certain products because they have an emotional association to obesity in the minds of some health groups is not only flawed, it’s short-sighted, lazy and even discriminatory against those who choose to consume these products,” Mr Rogut said. strategy would be to impose a sugar tax.

The main objective of the survey was to measure public attitudes towards a sugar tax broadly, as well as on soft drinks specifically, in terms of the best ways to address obesity in Australia.

“These results comprehensively demonstrate that Australians don’t believe that introducing a sugar tax will impact consumer behaviour, nor health outcomes. Most are opposed to a sugar tax because it will pressure their budgets, and threaten jobs and industries,” AACS CEO Jeff Rogut said.

The AACS has repeatedly reinforced the financial burden that emotionally charged legislative responses can place on businesses and consumers. Discriminatory excise applied to select products merely drives up prices for consumers.

The research shows voters agree.

“This research ultimately shows that voters don’t believe a sugar tax will work and that there are other more effective strategies that Government could and should adopt to tackle obesity,” Mr. Rogut said.

“Taxing certain products invariably hits small businesses much harder than it does larger corporations. Small businesses like convenience stores are much less able to

absorb the additional costs than the major supermarkets, but there are also negative impacts for manufacturers.

“The additional price pressure will almost certainly result in reduced sales for convenience stores as consumers shift their purchasing habits to making bulk purchases from the major supermarkets.”

Mr Rogut said regular tobacco excise increases provide a clear precedent for this shift in consumer behaviour. Sales growth of cheaper tobacco products coincide with every excise increase.

“The economic ramifications for manufacturers, suppliers and retailers of a sugar tax would be immense, yet the potential for it to achieve improved health outcomes is unknown. It’s too big an economic risk for Government to take in the context of the challenges already faced by retailers and manufacturers,” he said.

The AACS research shows Greens voters are relatively more inclined to believe that a sugar tax would be effective in tackling obesity (36% of Greens voters believe it would be effective), while Coalition voters (27%), Labor voters (26%) and Independent voters (25%) all rate the sugar tax idea at about the same level.

“With such significant opposition to a sugar tax across party lines, it’s clear any proposal along these lines would be politically divisive,” Mr. Rogut said.

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Article courtesy of the AACS

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DENMARK WHERE, IN 2011, THE GOVERNMENT INTRODUCED A “FAT TAX” IN AN ATTEMPT TO LIMIT THE POPULATION’S INTAKE OF FATTY FOODS. JUST 12 MONTHS LATER, THE GOVERNMENT ANNOUNCED IT WOULD SCRAP THE TAX AND CANCEL ITS PLANS TO INTRODUCE A SUGAR TAX. The AACS supports the right for Australians to exercise their right to choose to consume legal products, to exercise their own discretion and enjoy the freedoms of being Australian.

“Applying tax to certain products because they have an emotional association to obesity in the minds of some health groups is not only flawed, it’s short-sighted, lazy and even discriminatory against those who choose to consume these products,” Mr. Rogut said.

“And as we’ve seen time and time again, discriminatory taxes don’t work. This research shows Australians recognise this.

Now politicians have the view of the electorate as well, instead of just those of the extremely well-funded health lobby,” he added.

According to the Danish tax ministry, this was because of increased prices for consumers, increased administrative costs which created a bureaucratic nightmare for producers and retailers, and because it put jobs at risk. All the while, Danes simply travelled across the border to make purchases.

Mr. Rogut emphasised that some convenience retailers and suppliers have already taken action to improve the health profile of their products and others continue to develop healthier alternatives.

“These efforts to innovate should be supported, not hindered with the imposition of additional costs in the form of a sugar tax or other excises,” Mr. Rogut said.

Further information: Jeff Rogut Chief Executive Officer Australasian Association of Convenience Stores Phone +61 467-873 Media enquiries: Stephen Naylor Wise McBaron Communication Phone +61 (2) 9279 4770

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?

G IN Y A P N IO T A T S Y IS YOUR PA AS CAR WASH OPERATORS, WHETHER YOU MANAGE A LARGE CHAIN OF PETROLEUM SITES, RUN A MULTISITE TUNNEL OPERATION OR OWN A SINGLE SELF-SERVE SITE, YOUR CUSTOMERS HAVE COME TO EXPECT LEADING-EDGE TECHNOLOGY THAT PROVIDES THEM WITH THE BEST CUSTOMER EXPERIENCE POSSIBLE.

ICS payment terminals, like the Auto Sentry® flex, automate the payment process which increases throughput on busy days. This allows the car wash to process more cars efficiently and is certain to provide a healthy return on investment.

Fortunately, the car wash industry has kept pace with the incredible advances in technology, and forward-thinking operators can utilize the innovative technologies that are available to meet and even exceed the customer’s high expectations.

One area where innovation is particularly important is the payment terminal which serves as the face of your car wash organization. Modern payment terminals offer a fantastic array of features that give you the ability to meet your customers’ high expectations, and differentiate your car wash from your competition.

Automating your car wash by deploying payment terminals can provide significant savings through a reduction in payroll expenses, which quite often is an organization’s biggest expense. In addition to reducing the labour line item to strengthen your bottom line, the impact of dealing with an unreliable workforce can be minimized enabling you to focus your organization’s resources where they can provide a greater return; developing revenue generating programs.

Once deployed, payment terminals, such as ICS’s Auto Sentry flex and Auto Sentry Petro, can have an immediate

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CONVENIENCE & CARWASH CANADA

33

ICS PAYMENT TERMINALS, LIKE THE AUTO SENTRY® FLEX, AUTOMATE THE PAYMENT PROCESS WHICH INCREASES THROUGHPUT ON BUSY DAYS. THIS ALLOWS THE CAR WASH TO PROCESS MORE CARS EFFICIENTLY AND IS CERTAIN TO PROVIDE A HEALTHY RETURN ON INVESTMENT. impact on the other side of the ledger, our favorite side, the revenue side of the ledger. There is clear evidence that implementing payment terminals at your car wash site can increase revenue in multiple ways. Let’s walk through a few of them.

It is estimated that we spend two years of our lives waiting in line, and while operators love to see a healthy line at the car wash, the truth is nobody likes waiting in line. Automating the payment process with payment terminals increases throughput on those busy days that we all pray for. On those high volume days every second counts, and if the efficiency that payment terminals provide enables you to process a few more cars each day, over time, your initial investment in automating your car wash is certain to provide a healthy return.

In addition to the benefits associated with extra throughput, automating your site with payment terminals also provides increased revenue in the form of greater take rates of the wash upgrades that you offer to your customers. Innovative payment terminals offer a number of tools to help you increase your average ticket, including customized videos that provide your customers with a targeted, 8-10 second education on the value of the protectant or the tire shine service that you offer in your top wash package. Customers prefer a simple, non-threatening message that provides them with a quick and easy way to upgrade at the click of a button, on their terms. Ultimately, a message with a clear value proposition delivered quickly and consistently by a payment terminal will outperform the average attendant and contribute to the increased profitability of the car wash.

While increasing throughput, and building your average ticket by effectively marketing your up-

grades can lead to significant gains, and definitely count as utilizing technology to address your customer’s high expectations, implementing RFID technology may be the sharpest tool available in your technology toolbox. ICS’s Auto Passport RFID system is an excellent example of this proven technology as it opens the door to automated fleet accounts, and unlimited wash clubs, two solid opportunities for generating revenue for your car wash.

The innovative RFID systems offered today give you the ability to create a fleet program that has the potential to generate a respectable incremental source of revenue, does not require an inordinate amount of your time and resources, and provides your fleet customers with the degree of flexibility that they need and want, including attractive pricing, access to multiple wash packages, and the ability to purchase upgrades.

In most wash club scenarios, a monthly fee is automatically billed to your customer’s credit or debit card, rain or shine, which insulates you from the vagaries of the weather, and creates a very predictable stream of revenue. In addition, wash clubs serve as an excellent incentive-based tool that creates customer loyalty and gives you the opportunity to build a relationship with your customer, and if managed carefully, it may pay dividends for years.

In closing, by deploying payment terminals to automate your car wash you are making a decision that provides your customers with the technology that they have come to expect, gives them an unbeatable customer experience that will make them drive right on by your competitor’s site, and is sure to help you build that healthy line in front of your car wash.

Jason Sears Communications Manager 610-881-8000 ext. 8060 / Searsj@icscarwashsystems.com

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IN S IG HTS

Answering the “Why’s?” of remove-by dates on hanging hardware It’s simple human nature to wonder “Why?” when asked to do something new or unfamiliar. In 2005, there were a lot of those questions coming from the operators of retail and commercial fueling sites. That’s because that was the year that a number of manufacturers of forecourt hanging hardware (fuel nozzles, swivels and breakaways), after consulting with various thirdparty testing organizations, announced that the optimum life cycle for a fueling nozzle was approximately five years, and that they would begin putting “remove-by dates” that reflected that on their products.

Ironically, this decision was actually driven by the users of hanging hardware, more and more of whom were beginning to wonder: “How long should my nozzles last?”

While the manufacturers arrived at a five-year life span for hanging hardware, that time frame is actually not as straightforward as it may seem. You see, while you can say that a nozzle may work effectively for five years before failing, there’s no true way to know that it will – or won’t. That’s because their operation is affected by numerous outside conditions like fuel formulations, customer use and abuse, weather extremes and the fueling site’s throughput levels.

Hanging hardware falls into that category of products that will not last forever – think of vehicle brakes, light bulbs, faucets and door handles – but no one

can know with any certainty when any of them will fail. Also, other items like milk and eggs may have “best if used by” dates on them. There is no regulation that says you can’t use the product after that date, but we all know you would be wise to take the supplier’s advice and not pour that spoiled milk onto your morning oatmeal!

In other words, while it’s a fact of life that all fuel nozzles will eventually fail, you can’t put an indicator light on them that will turn red to show that a failure date is approaching. Simply put, fuel nozzles work until they don’t work, and it’s nearly impossible to pinpoint when they will fail.

Further clouding the issue is that unlike a light bulb, which just burns out and has to be replaced, when a fuel nozzle stops working, there is a good

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chance a negative event will occur, such as a non-shutoff, spill or leak. The ultimate concern is that nozzles, swivels and breakaways may not always “fail safe,” which means that a dangerous situation can be created for the fueling site’s employees and customers, as well as the environment. In sum, remove-by dates are a preemptive way to generally let site operators know when the component may not work as designed anymore, therefore alerting them that they should consider replacing it before a negative event can occur.

So, what is the ultimate response of remove-by date devotees to those won-

dering, “Why?” Simple, if you’re using a nozzle, swivel or breakaway without a remove-by date – which some manufacturers continue to provide – how do you know you’re using a safe product?

In the end, those manufacturers who include remove-by dates have a simple, convincing, even altruistic, response: It just makes sense. The wise site operator who uses equipment with remove-by dates is letting the world know that he is very concerned with protecting the safety of his site personnel, the environment and, most important, his customers.

About the Author: Ed Kammerer is the Director of Global Product Management for OPW, based in Cincinnati, OH, USA. He can be reached at ed.kammerer@opwglobal. com. OPW is leading the way in fueling solutions and innovations worldwide. OPW delivers product excellence and the most comprehensive line of fueling equipment and services to retail and commercial fueling operations around the globe. For more information on OPW, please go to www.OPWGlobal.com.

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REMOVE-BY DATES ARE A PREEMPTIVE WAY TO GENERALLY LET SITE OPERATORS KNOW WHEN THE COMPONENT MAY NOT WORK AS DESIGNED ANYMORE, THEREFORE ALERTING THEM THAT THEY SHOULD CONSIDER REPLACING IT BEFORE A NEGATIVE EVENT CAN OCCUR.

CONVENIENCE & CARWASH CANADA

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by Kristin Valles

Under Counter Profit Centre Any trip to the convenience store involves one final stop: the checkout. Every purchasing customer must stop at the checkout area, making it the most valuable space in the store – it is the only place in the store that captures 100 per cent of customers. Ensuring that an appropriate mix of impulse items are available at the counter is an important factor in growing the customer’s basket.

SNACKING IS HAPPENING MORE OFTEN THAN MEALS AND HAS GROWN TO DEFINE MUCH OF THE WAY WE EAT TODAY. 53%

Snacking accounts for of all eating occasions in the US

With the average customer spending only two minutes in-store, business owners must take full advantage of this time to boost sales. The right sku assortment and cross merchandising is pivotal.

Approximately 80 per cent of purchases made at the counter are impulse buys.

Having the proper mix of confectionary, including gum, mints and snack items, including meat snacks, is critical. One of the most cited reasons for in-store purchases is for food or beverage for immediate consumption. While in-aisle merchandising leading to a destination purchase, such as retail beverages or fresh sandwiches, provide a means to entering the c-store and shopping the aisles, having popular, complementary items under the counter can further increase the shopper’s basket on high margin items.

An important factor when designing your under the counter space is maximizing the very short two minute time

span a customer spends in the store.

Products need to be easily recognizable or legacy brands to facilitate a quick decision; where appropriate and required, regional adjustments based on demographics should be made to ensure the mix caters to the c-store’s customer base.

Additionally, the under-counter must continue to reflect market trends, including the shift towards healthier, betterfor-you products. While this should not dominate under-counter space, the assortment must take into consideration the trends in healthier offerings such as granola and/or protein bars.

Core-Mark believes there are three points of intercept in the c-store: inline sets, secondary end caps and undercounter. Having the proper assortments of items, fully merchandised in these zones will keep impulse products top of mind with customers. Understanding the traffic flow in-store and correctly positioning these points of intercept helps to maximize sales.

Beyond the right mix, the product must be profitable to the store: confectionary, gum/mint and snack, including meat snacks, should comprise approximately 90 per cent of the total undercounter space; with other space dedicated to energy shots, general merchandise and health and beauty care products.

Space optimization is based on linear profit per foot to maximize income

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Candy & Snack Sales Growth Doubled Over Last 10 Years

based on average store sales per month $15,000

$13,702 $12,000

$9,000

$8,672 $8 672 $6,000

$6,627

$7,168 $7 168

$7 542 $7,542

$3,000

$0

1990

1995

2000

2005

2010

The Highest Gross Margins

49.7%

Candy Pack Bev

39.3%

37.3%

Snacks Beer

Cigarettes

20.6%

16.2%

% of In-Store Sales Made on Impulse Confection Shoppers

53%

Snack Shoppers

55%

opportunities. Rather than simply looking at the highest volume items, Core-Mark analyzes data to determine an assortment that offers the best additional purchase opportunity for that linear profit through weekly sales dollars, while keeping the impulse nature of the convenience shopper top of mind.

To further increase sales, using shelf talkers and danglers can help further boost sales by increasing the volume of items in a single purchase. Using ‘twofor’ opportunities and taking advantage of wholesale and vendor provided discounts can draw additional attention to the under-counter space and have

the potential of converting into multiple item purchases.

Utilizing an “Under-Counter” program, on average retailers have seen a lift of 21 per cent in sales for items placed on CoreMark’s “Smart Stock” planogram. The product mix contains gum, mint, bagged candy, chocolate, snack, and meat snacks.

The importance of this intercept has led to continued double growth within the confectionary and snack categories over the last few years.

Knowing and understanding a customer’s preferences can help retailers develop their under-counter sales to satisfy even the fussiest consumer.

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Using Mobile Technology to Wash More Cars

by Gunnar Beauregard is the General Manager of Kesseltronics

Mobile technology allows customers to search for a carwash at anytime. For example, a standard web search for the word “carwash” will result in a mix of localized business listings and general carwash information.

Search engines already do a great job displaying listed geolocated business.

Mobile technology can be used to wash more cars.

Increases in business are generally a given when a technology makes it simpler for a customer to find your locations, improve the purchase process, reward ideal customers and enable customer-tocustomer marketing. A well implemented mobile strategy checks these boxes and more.

Successfully implemented mobile strategies include technical and non-technical components.

Onsite activation and POS systems need to be integrated with backend servers that are in turn integrated with the mobile app on a customer’s device.

It also must include employee training, marketing and customer education components. Customers only keep mobile apps that provide clear utility/ value. Employees must be able to explain this value and be supported by pertinent marketing and training material. Given the effort required, any implemented app must also be exclusively bound to a single retail brand.

Kesseltronics Systems, a Montreal based manufacturer of carwash activation, control and backend server products has modularized their systems to facilitate the implementation of multiple successful mobile strategies. Their app technology tightly integrates with their WashCode onsite activation systems and their WebCode/Cortex backend server products. As well, their app technology allows modules to be integrated into existing retail apps as well as provide complete turnkey implementations. By providing an adaptable framework Continued on page 57

CONVENIENCE & CARWASH CANADA

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Becker’s for Dairy anD more...

Happy 60th Anniversary Becker’s The Resurgence of a Great Brand in Ontario

By Eva Chambers

In 1957, the Becker Milk Company Limited opened their first five Becker’s convenience stores with the vision to become an established and recognized convenience store brand in Ontario.

Today, Becker’s remains a favourite stop for Ontario residents with a resurgence plan to refresh the brand and make Becker’s better than ever. They are set for success with a legacy of innovation and customer satisfaction.

Founded by Frank Bazos, Becker’s was one of the first companies to innovate the way corner stores had operated for years. The Bazos family were already established, successful entrepreneurs in the Toronto area, when they changed the way Canadians would purchase milk forever—in one-gallon returnable jugs. Becker’s was also the first Canadian convenience store chain that was open seven-days-a-week for fourteen-hours-a-day. Customers had long waited for the convenience of shopping after hours and were willing to pay a premium for it.

Over the next few decades, the Becker’s chain would become a multi-million-dollar brand with 500 stores, in 120 cities and towns throughout Ontario.1 Becker’s was known for its dairy line including jug milk and chocolate milk. In fact, their chocolate milk was recognized for using 3 per cent milk creating a thicker and smoother taste. Other signature Becker’s products that customers enjoyed were egg nog, jungle juice, Becker’s bread, ice cream and their delicious popsicles.

Their stores were also popular because they maintained the highest standards of quality, cleanliness and fast service.

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www.core-mark.com www.core-mark.com

We are passionate We are passionate about the business about the business We are committed to providing superior customer service while delivering quality superior productscustomer and We are committed to providing value-added resources to our customer. service while delivering quality products and value-added resources to our customer.

We are committed to our Customers.

Proud to to Becker’s in Ontario.

We are supplier committed our Customers.

Proud supplier to Becker’s in Ontario.

Ontario Chris Bayley, General Sales Manager Ontario 8030 Esquesing Line, Toronto, ON L9T 6WT Chris General Sales Manager Email Bayley, Chris.Bayley@core-mark.com 8030 Esquesing Line, Toronto, L9T 6WT Customer Service (905) 864 ON 0285 Email Chris.Bayley@core-mark.com Customer Service (905) 864 0285

CONVENIENCE & CARWASH CANADA

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Treating Employees Like Family A former employee recalls that Becker’s was also a good place to work and they were always treated as part of the Becker’s family. This also helped Becker’s create positive connections with the communities they served.

Kelly Ferguson, a former Becker’s employee who now works for Mac’s Convenience Stores as their manager of maintenance and procurement, fondly recalls the years she worked at Becker’s. She says, “Becker’s was a family run business, and they treated their staff the same. We worked hard but had fun at the same time.” Ferguson shared some company memorabilia images with us to show the ways Becker’s recognized and supported employees over the years. She also fondly recalls that on very hot summer days, the office staff were treated to Becker’s popsicles since they were located above the plant in Scarborough. The brand was well known to those who reside in Ontario. “We heard several complaints from customers wondering where they were going to buy their “Becker’s Milk” when stores were closing, or the company was purchased,” said Kelly Ferguson.

Changes in the Industry Open the Door for Becker’s

In a line-up of ever changing convenience store brands, Becker’s has stood the test of time as the industry makes changes. In 1996 Becker’s was acquired by Silcorp who was subsequently acquired by Alimentation Couche-Tard Inc. they are the largest convenience store company in Canada and owner of the very successful Circle K and Mac’s Convenience Stores brands.

As part of its global brand direction, Couche-Tard is also rebranding most Mac’s stores in Canada and will soon have them all carry the Circle K brand. The company offers the following information on their website: http://corpo.couche-tard.com/en/our-company/our-brands/global-circle-k/ “Couche-Tard, one of the world’s leading convenience retailers, has announced the creation of a new, global convenience brand, “Circle K”. The new Circle K brand will replace Couche-Tard’s existing Circle K®, Statoil®, Mac’s® and Kangaroo Express® branding on stores and service stations across Canada, the USA, Scandinavia and Central and Eastern Europe.”

Having Couche-Tard as their parent company provides Becker’s with a strong support system for new initiatives. Couche-Tard is one of the leaders in convenience and with their shared programs, Becker’s can provide their stores with a corporate feel while providing them the opportunity to maintain the unique Becker’s brand attributes.

The Resurgence of the Becker’s Brand According to Jeff Poulin, Senior Manager Affiliates Central Canada for Becker’s, “In the late 1990’s Mac’s began to phase out the Becker’s branded stores by moving the majority of their existing sites over to the distinguished Mac’s brand. Today, the company plans to divest some Mac’s stores back to the Becker’s brand. To support larger corporate growth initiatives, they will move many of the smaller stores (under 3500 Sq. ft.) back to the Becker’s brand name. This includes 114 Daisy Marts in Ontario. Becker’s strong heritage within communities throughout Ontario will help them in this effort.

In a sense, Becker’s is recreating the past. “With a focused new affiliate program, Becker’s is 45 CONVENIENCE & CARWASH CANADA quickly regaining the reputation of being the “Gold Standard” of smaller convenience stores and In a sense,are Becker’s is recreating the past.Jeff “With a focused program, Becker’s customers recognizing this,” explains Poulin.

He andnew his affiliate team currently work with 42is quickly regaining reputation of being the “Gold Standard” of smaller stores aand Becker’s stores inthe Ontario with plans to quickly grow that number to 100.convenience They’ve launched customers are recognizing this,” explains Jeff Poulin.

He and his team currently work with 42is strong affiliate program based on a proven coaching model that supports retailers. Becker’s Becker’s stores in Ontario with plans to quickly grow that number to 100.

They’ve launched a known as a great fit for independent retailers who want to partner with a brand that understands strong affiliate program based on a proven coaching model that supports retailers.

Becker’s the needs of a c-store owner. The key to the success of the program is working together withisreknown as partners a great fitand for providing independent retailers want partner with a brand that understands tailers as them with thewho tools theytoneed to succeed.

Retailers understand the needs of a c-store owner.

The key to the success of the program is working with rethat today’s consumers not only want the best value for their dollar, they expect together a good customer tailers as partners and providing them with the tools they need to succeed.

Retailers understand experience when they walk through the door. that today’s consumers not only want the best value for their dollar, they expect a good customer When a retailer joins Becker’s they receive a banner image upgrade that includes experience when theythe walk throughfamily, the door. interior paint and both interior and exterior signage. Becker’s takes pride in their banner name When a retailer the Becker’s family, they receive image that includes and image, so itjoins is important that customers come intoaabanner Becker’s storeupgrade that is clean in appearinterior paint and both interior and exterior signage.

Becker’s takes pride in their name ance, spacious, well stocked and competitively priced. Stores are encouraged tobanner reach the high and image, so it is important that customers come into a Becker’s store that is clean in appearstandards that are representative of the Becker’s brand. However, they are highly supported by ance, spacious, well stocked competitively Stores are encouraged to reach the high the experienced Becker’s fieldand team in reachingpriced. those goals. standards that are representative of the Becker’s brand. However, they are highly supported by To further supportBecker’s retailers,field Becker’s expert vendors also provide coaching, monitor inventory the experienced team in reaching those goals. performance, and give them top performing planograms to help move products.

To further support retailers, Becker’s expert vendors also provide coaching, monitor inventory “Vendor partners only if the retailer is successful,” insists Jeff Poulin. He acperformance, and are givesuccessful them top performing planograms to help move products. knowledges that this is a key factor in the massive change in the approach the company is tak“Vendor partners areBecker’s successful onlymore if thesuccessful retailer is successful,” insists Jeffa Poulin. acing to make the new stores than ever. They have growth He plan that knowledges that this is a key factor in the massive change in the approach the company takdepends on a fresh approach in a very competitive market, with ever-changing consumerisprefering to make the new Becker’s stores more successful than ever.

They have a growth plan that ences. depends on a fresh approach in a very competitive market, with ever-changing consumer preferences.

Paul St.John, Wesley Lambert, and Jeff Poulin, (missing John Gruggen)

Mr. and Mrs. Kim, 16 years with Becker’s on Weston Road

Becker’s 2025 Upper Middle Road, Burlington Mohammed Faheem, his wife Asra and daughter Rania

Impulse area at Becker’s Upper Middle, Burlington Weston Road Becker’s, North York 46

MARCH/APRIL

CONVENIENCE & CARWASH CANADA

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A key tenet to the success of the program is that Poulin and his team share a pasA keyfor tenet to thewith success of the program is that Poulin hisdedication team share passion working the independent retailer which fuelsand their to a helpsion for working with the independent retailer which fuels their dedication to helping them reach their full potential. The Becker’s program is further strengthened ing them reach their full representatives potential. The Becker’s is further strengthened by experienced affiliate who visitprogram the stores frequently. by experienced affiliate representatives who visit the stores frequently.

“Becker’s vendor partners are also investing in each store by spending time help“Becker’s vendor are He alsofurther investing in each by spending helping retailers,” saidpartners Jeff Poulin. explains thatstore the new coachingtime structure ing retailers,” said Jeff Poulin.

He further explains that the new coaching structure is making a big difference by measuring and rewarding performance. Retailers is making big difference and rewarding performance. see this asatheir foundationbyformeasuring success. They appreciate working with Retailers industry see this as their foundation for success.

They appreciate working with industry experts who not only understand the convenience store business, but also the experts who not understand the convenience business, butwork alsoin. the unique needs of only the independent retailers and the store communities they unique needs of the independent retailers and the communities they work in.

Several of these partner vendors provided us with their unique approach to working with Becker’s Several these partner vendors provided us with their unique approach to working with Becker’s and theirofretailers. and their retailers.

Amazing Brands—Support Becker’s and Amazing Brands—Support Becker’s and Share Memories Share Memories With the brand resurgence goals Becker’s With brand goals with Becker’s has inthe place forresurgence Ontario, working eshas in place for Ontario, working with established convenience store product brands tablished convenience store product brands and distributors is critical to their success. and distributors is critical to their success.

JTI-Macdonald Corp.

JTI-Macdonald Tony Zarrillo Corp.

Tony Zarrillo Director, National Accounts Director, National Accounts Favourite Memories Favourite Memories “The memories we have of Becker’s is that they have always “The memories we have of Becker’s is that they have been very supportive of our company initiatives and always eager been very supportive of our company initiatives eager on working together to grow both our businesses.and They are on working together to grow both our businesses.

They constantly evolving to capitalize on the latest consumer are constantly evolving to capitalize on the latest consumer trends in the convenience store industry. ” trends in the convenience store industry.”

Core-Mark International Core-Mark Chris BayleyInternational Chris Bayley Reprod General Sales Manager uced wit hp Reprod General Sales Manager uced wit ermission of th h permis

sion

e copyri

ght o

wner. F of the c opyrigh Favourite Memories t owner. urther reprodu ction pro Further Favourite Memories hib reprodu “I recall 2012, my first year with Core-Mark meeting ction pro ited without p ermissio hibited “I recall 2012, my first year with Core-Mark meeting n without Becker’s store retailers and seeing so much potential for permiss . ion.

Becker’s store retailers and seeing so much potential for an iconic brand like Becker’s that I grew up visiting in an brandI have like Becker’s thatprogress I grew up visiting in theiconic GTA area. seen them with amazing the GTA area.

I have seen them progress with amazing store renovations, head office planogram support and an store renovations, head office planogram support and an improved over all business model. ” improved over all business model.”

Beverage World Inc. Beverage World Inc. Stefan Kergl, Stefan Kergl, Vice President Vice President Beverage World is working to service Becker’s on a hybrid Rep to service Becker’s on a hybrid Beverage World is working rodu World operates a fleet of distribution model.

Beverage ced Rep with rodu World permoperates a fleet of distribution model.

Beverage cedreps iss service the Golden seven five-ton trucks and sales with that perm ion of th e co issio service seven five-ton trucks and sales reps that pyrig the Golden n of Horseshoe area. ht o the wne copy r. F righ Horseshoe area. urth t ow e ner.

Fur

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Gexin Ken Le President Favourite Memories “I had a Becker’s store near my house when I grew up. After school, my friends and I would go buy bubble gum that had hockey and baseball cards in them. It was owned by a nice gentleman and his wife.

He would always tell us if he received a new shipment.”

Unilever Ice Cream (Unilever Canada Inc.) Rhonda Castellan National Key Account Manager, Unilever Ice Cream Favourite Memories “As a child, Becker’s was the go-to-store for bread, milk, eggs and treats! Me and my brother, who was 1 year older, would return the Becker’s Milk Jug and get money back –and we could keep the money and buy a treat for going to the store for my parents.

They had, and still do have an amazing assortment of treats to choose from.”

PepsiCo Foods Canada Codi Costello, National Account Manager

Favourite Memories Memories of Becker’s from a business standpoint include a collaborative partnership striving for improvement and growth with the minds of their customers always at the center of their decisions.

Memories from a customer standpoint, Becker’s have always been welcoming and inviting, clean and offered all of the products I need from a local convenience store.

Like Becker’s, these vendor companies understand the value of focusing on high- quality relationships in the convenience store business. They value their partnership with Becker’s and work equally hard to support their retailers — and that creates a win-win situation.

Another reason this new approach works well is that Independents can make their own decisions, they are not controlled by an overbearing partner.

Poulin emphasizes that coaching means encouraging retailers and explaining things to them so they understand the value of the message. For example, taking the time to properly explain what the POP material is and how to use it to get the best affect. This level of coaching takes a large time commitment and the Becker’s team is well positioned to maintain this level of support.

We spoke to Becker’s Eastern Ontario Affiliate Representative Paul St. John, and asked him what a typical visit with a retailer would entail, he notes, “A typical visit for me would include speaking with the store operator about the past month in between visits, asking if there is anything that he or she may need me to assist with, whether it’s vendors, rebates, promo’s or their monthly statements.” He clarifies that most operators have a good handle on how they operate their business and most visits include friendly banter.

St. John notes, “Our program has all the top vendors who provide our stores with terrific service and pricing, part of my role is to ensure if some vendors do lose their way and slip on the service side we make that call to get them back to our standards, rarely do we have to make those calls.”

Part of Jeff Poulin’s role as Senior Manager Affiliates, Central Canada, is to continue to seek out the best vendors who can provide Becker’s stores with the products and support services St. John describes. This includes the ability to frequently visit retailers who need their support.

St. John adds, “During a full year, Becker’s stores expect to see us reps between 10 and 12 times. Our visits throughout the year include going through a store standard checklist monthly.

These checklists are based on store appearance, cleanliness, merchandising, promo signage and more. We rate the store based on categories and leave behind the scorecard so retailers understand where they can possibly improve to make the customers shopping experience better overall, which of course should improve sales.

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An Independent Becker’s Retailer Story To get the perspective of a Becker’s retailer, we spoke to Mohammed Faheem, the owner of a Becker’s store in Burlington, Ontario. He has been running his store for ten months now and admits that it has been a learning curve. While working with Becker’s has been a good experience, he also outlines some of the challenges independent retailers face.

“It is essential in today’s convenience industry how best one can manage costs associated with doing business given the high amount of fixed costs associated with retail space and not to forget hydro and staff. The Vendors/Suppliers present a competitive environment where one has to decide optimal purchase levels so as to realize maximum profit. Customers on the other hand look for how fast and efficiently they can avail convenient service without having to give up their valuable time and money.... it’s all about making things a little easier for your customers.”

Mohammed recognizes Becker’s as trusted brand which has survived the ups and downs of the convenience store industry and the importance of working with a company like Couche-Tard with a wide array of experience in running successful chains like Mac’s. “The same people would be helping me reintroduce and grow—not just the “Becker’s” brand but also my business as an independent convenience store.”

He further explains that he has been associated with Mac’s as well, running two of their locations in the Burlington area as a dealer. “I had no doubt that Couche -Tard with their expertise in vendor management and their unique marketing & promotion management, would eventually end up in a profitable partnership,” adds Faheem.

We asked Faheem how his customers have responded to his Becker’s stores.

He said, “So far the response from customers has been wonderful and encouraging, and my prediction that Becker’s brand will be welcome has come true. I have had customers who had just walked in not just to say “Hello” but to express how nostalgic and happy they were to see this brand again...they narrate stories of their childhood growing up with Becker’s brand....their neighborhood store and all the products and services it once offered. It’s magical and very powerful!”

Faheem comments on the strength of the legacy. He clarifies that Becker’s has been a well-known, respected and trusted partner brand in the past.

Though the name itself was not being used at large, many customers remembered this brand. They valued it, and they trusted it. Therefore, when he heard about an opportunity to be a Becker’s retailer, he was convinced that customers would welcome this brand again.

CONGRATULATIONS

on 60

years in the business! ®/TM Coca-Cola Ltd., used under license.

Jug milk, still in our hearts

on 60 years in business.

Thank you for your continued support.

Contact us at: info@beverageworld.ca Visit us at: www.beverageworld.ca Tweet us at: @beverageworldca

CONVENIENCE & CARWASH CANADA

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Becker’s is rapidly rebuilding its store count with a new strategic approach built on the strong foundation of its legacy and the unsurpassed experience and support that Mac’s can share with them. It’s also clear that at the very heart of the Becker’s growth initiative lies a passion to help the smaller retailer succeed.

Combined with a legacy of serving communities for over 60 years, Becker’s new approach is reflected in their fast-paced growth.

One thing stands out for both Becker’s and their retailers. It’s the fond memories that the Becker’s heritage continues to have after 60 years.

“We have so many people who say I remember Becker’s and are excited to know that we are focusing on bringing the name back to the forefront even if it is on the independent Banner side, this means a lot to us,” says Paul St. John. He agrees with this sentiment. “As a little kid growing up in Toronto in the 1970s, I would visit our local Becker’s with my mom to buy our milk, but more importantly for me was to talk my mom into buying me a pack or two of hockey cards so I could collect my favorite NHL hockey players. I think my mom always wondered how we ran out of milk so fast.”

Paul St. John is not alone, as thousands of Ontario residents feel the same way, and many shared their memories with us. It’s no surprise that the Becker’s of 1957 was focused on supporting small retailers and their communities—and so is the Becker’s of 2017. With 42 current stores under the Becker’s Banner and more growth planned, don’t be surprised if you are an Ontario resident to see a Becker’s store near you soon.

To find out more about Becker’s, visit their new website at http://mybeckers.ca/ .

1

King, Paul. “Bazos of Beckers.” The Toronto Star [Toronto, Ontario] 17 Jan. 1976

Sharing Fond Memories of Becker’s Corner Stores A legacy of fond memories with Ontario convenience store customers is important to the growth of Becker’s. Over the past few years, we have seen an increase in advertising designed to stir memories in people of their favorite brands. Like Becker’s, these savvy marketers strive to connect to their audience’s sense of nostalgia.

With marketing plans in place to grow their brand, Becker’s is sure to stir fond memories in customers, which will help the chain launch their new brand strategy, products & services, and attract new store partners.

When many people think of the Becker’s stores they grew up with, they recall shopping for household groceries, party foods or even ice cream. They are reminded of the “old” Becker’s, and that fond memory can create a stage and sense of excitement for the “new” Becker’s store vision.

Many brands, not just convenience stores, use nostalgia creatively to connect with their customers. This includes incorporating popular branding/logos in their advertising like the Becker’s flower or the Mac’s Owl —or how about that loveable A&W “Great Root Bear”?

We reached out on social media to ask our connections to tell us about their memories of Becker’s, here is what they had to say.

“We always went to the corner Becker’s store to pick up a jug of milk. I remember regularly going with my dad to buy a “snowball” (chocolate and coconut covered marshmallow type treat) and a 6 pack of Pepsi.

Carolyn Holt Jets!! The popsicle with the orange sherbert inside and the chocolate coating on the outside. Haven’t been able to find them since.

Shannon Adams I remember Becker’s as the first corner store I often visited in Ottawa (Kanata), after moving to Ontario from Montreal in the ‘70’s. It was a store I remember fondly for always having a great selection.

Robert Alfers “OUR” Becker’s was within walking distance of our far easterly suburb of Toronto in Scarboro.

By the time I was 8, my mother would send me to buy cigarettes(!!!) for her, walking alone or with my baby brother or riding my bike (without a helmut).

Judi Saliba Becker’s Richmond Hill, corner of Springhead Gardens and Weldrick, banana popsicles and Lik-m-Stik.

Tamara House

South Cove, one of the many Becker’s vendor partners.

Parmalat and Mac’s Jug Milk

Parmalat CONGRATULATES Becker’s on their

60

th Anniversary

CONVENIENCE & CARWASH CANADA

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Continued from page 40

of components, retailers can implement mobile strategies that align with their brand’s values.

Mobile technology allows customers to search for a carwash at anytime. For example, a standard web search for the word “carwash” will result in a mix of localized business listings and general carwash information. Search engines already do a great job displaying listed geolocated business. By purchasing geotargeted advertising, your washes can standout and provide a direct link to obtain your mobile app. If the customer already has your mobile app, additional information can be communicated to the user. By having the onsite activation equipment communicate wash status to the backend server, mobile users can be directed to sites that are available to wash their vehicle and away from locations that are closed due to maintenance, equipment failure or reduced 10.7hours 5” of operation. Additional in-app spot rewards can be offered to further incentivize a customer to wash their vehicle.

A single carwash ticket can certainly be considered an impulse purchase item.

For a subscription pass or multi-wash pass to be purchased as an impulse item, its value must be blindingly clear.

Mobile apps allow customers to investigate product offerings that have slightly more complex value propositions. For example, subscription carwash passes require further analysis to determine if they represent value. The customer must estimate how many times they will use the pass during its period of validity and how much that represents as a per wash cost. A simple tool in a mobile app can calculate this cost. As well, allowing customers to evaluate product offerings at their own pace enables them to make non-impulse purchase decisions.

Enabling in-app sales allows customers to purchase product when they are offsite. This extends the sales opportunities and facilitates a slower purchase process.

Mobile technology paired with backend servers allows customers to be grouped based on their patterns

of usage. By identifying the multiple customer groups and providing these customers with targeted rewards, their value as customers can be acknowledged, their behaviours can be reinforced and their networks can be used to find more customers. For example, a subscription customer that washes their vehicle on a regular and non-abusive interval, and continues to renew their pass, likely knows other potential customers that would have the same usage pattern. This user can be prompted with an in-app invitation for a new user to download the app preloaded with a single wash package. The current customer gets the positive feeling of giving something of value and the new users get a free carwash. This style

of promotion allows filtered subsets of users to be offered incentives that resonant with their value expectations.

Conclusion:

A cohesive mobile strategy allows a business to inform, educate and sell products to their customers in new ways. When combined with backend servers, multiple products and rewards can be tailored to meet the customer groups that align with a brand’s value propositions. By making it simpler for a customer to find your locations, improve the purchase process, reward ideal customers and enable customerto-customer marketing, you will wash more cars.

About the Author: Gunnar Beauregard is the General Manager of Kesseltronics, Inc. a division of Dover Corporation Canada Limited. For more than 25 years, Kesseltronics has been providing innovative activation, control, monitoring and server-side products for the vehicle-wash industry. Prior to becoming GM of Kesseltronics, Beauregard was a lecturer at Dawson College and a Senior Product Developer at Kesseltronics. His main area of technical interest is the intersection of mobile, IoT and Cloud-based technologies. He has a B-Eng (Electrical) from Concordia University and an EDC from McGill University. He can be reached at (450) 458-8826 or gunnar@kesseltronics.com.

For more information on Kesseltronics, please visit www.kesseltronics.com

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CONVENIENCE & CARWASH CANADA

by Dwight Rutledge

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DISPENSER FILTERS

An Indispensable Ally on the Forecourt AS A LAST LINE OF DEFENSE AGAINST THE DISTRIBUTION OF CONTAMINATED FUEL, DISPENSER FILTERS PROTECT CUSTOMER VEHICLES AND PETROLEUM EQUIPMENT

So much is changing in the fuel industry: fueling equipment, the fuels themselves, automotive technology, not to mention the regulatory requirements. It’s a lot for a Canadian C-store owner to keep up with. One thing is clear though: as the marketplace becomes increasingly competitive, identifying the aspects of your value stream that boost customer loyalty and drive profits is more important than ever.

As part of a strong quality assurance program, fuel dispenser filters are one of the behind-the-scenes, unsung heroes that contribute to improved customer satisfaction. By filtering contaminants, fuel dispenser filters prevent dirty fuel from being pumped into customers’ vehicles. At minimum, dispensing contaminated fuel will lead to diminished brand loyalty; at worst, it results in costly remediation efforts, unplanned downtime and revenue losses. And yet, many fuel site operators don’t really understand what fuel dispenser filters do or how they work. To clarify the critical role that dispenser filters play, here’s a primer on their basic functions and benefits.

Tiny Particulates = Big Problems

Fuel dispenser filters provide fuel site operators with a last line of defense against the distribution of contaminated fuel.

For most fuel sites, the name of the game is maximizing fuel margins. An obvious strategy for achieving this is buying fuel at the lowest price possible.

Unfortunately, low price points don’t necessarily equate to clean fuel. The supplier’s storage tanks could be corroding, the quality control standards at the terminal could be lacking, the delivery tanker could be dirty, and on it goes.

When it comes to new engine technologies that are powered by small, precision-crafted components, it takes very small amounts of particulate or water to cause very big problems. Even the smallest fuel contaminants can lead to abrasion and long-term damage. In addition, damaging amounts of water can lead to bio contamination and poor lubricity.

Quality dispenser filtration protects engine components from these conditions.

High Cost of Phase Separation

In many ways, though, phase separation – a condition that occurs when gasoline and alcohol separate in a storage tank due to the presence of water – is a fuel operator’s No. 1 enemy. Canada’s Renewable Fuels Regulations requires gasoline to contain an average of 5% renewable fuel (such as ethanol). Phase separation occurs when ethanol absorbs water in a storage tank. When the ethanol becomes oversaturated, it can no longer stay suspended in the gasoline and creates a layer of water-saturated ethanol near the bottom of the tank.

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MICRONS MATTER

Dispenser fuel filters capture very small particulate, which is represented by the filter’s micron rating. Most dispenser filters are rated between 2μm and 30μm. As a point of reference, a human hair is 70 microns in diameter.

A micron, also known as a micrometer, is a unit of measurement that is equal to onemillionth of a meter or 1/25,000th of an inch. Generally speaking, the human eye can see substances as small as 40 microns (for example, a human hair is 70 microns in diameter). The smaller a filter’s micron rating is, the greater its ability to capture particulate.

There are two ways to communicate a micron rating: a “nominal” micron rating and an “absolute” micron rating, which are widely misunderstood. A “nominal” micron rating represents the percentage of particulates of a certain size that a filter manufacturer claims the filter can capture.

For example, if a 10-micron filter has a nominal rating of 50%, it is rated to trap half of all particulates that are 10 microns or larger. The value does not represent any characteristic of the filter which can be measured against an accepted standard.

An absolute micron rating, on the other hand, leverages results from laboratory testing to communicate what percentage of particulates of a specific size will be trapped by the filter media. All particles that pass through the filter are counted and measured. For example, a 10-micron fuel filter with an absolute micron rating of 99% contains a filter media that will trap all but 1% of the particulates 10 microns or larger.

Defending against fuel contamination at retail, commercial and fleet-fueling sites nationwide, PetroClear is “The Clear Choice” for dispenser filtration products.

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Simple menus and the new cross-reference part lookup make it easy to find the spin-on dispenser filter solution for your application on any device.

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Enter a PetroClear part number to quickly obtain product features and specifications for that part or browse our complete catalog of filters, filter elements and adapters.

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CONVENIENCE & CARWASH CANADA

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PetroClear’s dispenser fuel filter labels include important safety information, performance information and installation instructions.

HOW A DISPENSER FILTER WORKS A fuel dispenser filter is composed of three primary parts: The canister: the exterior shell that gives the filter its structure The core: the tube at the very center of the canister The element: comprises the filter media that surrounds the core.

The element’s filter media is composed of two primary types of media: natural (cellulose) or synthetic.

Fuel enters the filter, passes through the element where contaminants are absorbed in the media, and exits the filter through the core.

This bottom-most layer is nearest the storage tank’s pump intake tube, making it extremely susceptible to distribution.

Due to the high concentration of water and ethanol in phase-separated fuel, this type of fuel contamination seriously damages engines — an immediate mechanical failure that requires the vehicle be towed from the station is not uncommon. In addition, due to its corrosive properties, phase-separated fuel damages dispensing equipment. C-stores that dispense phase-separated fuel must shut down their pumps, order a vacuum tanker to pump out the tanks, purge the lines with new fuel and dispose of the contaminated fuel. This can easily lead to tens of thousands of dollars in remediation costs and often requires a two- to three-day shutdown.

Fuel enters the dispenser filter, passes through the element where contaminants are absorbed in the media, and exits the filter through the core.

Playing Defense

As fuel is pulled up from the storage tank into the dispensing system the fuel passes through a dispenser filter just before the fuel flows through the meter, then the hose and finally out the nozzle into a customer’s gas tank. The dispenser filter is strategically placed in the dispensing system to capture contaminants just before the fuel is pumped into a vehicle.

This positioning provides fuel operators with a “last-chance” opportunity to prevent the distribution of contaminated fuel.

Not all fuel dispenser filters are created equal though. They are specified to filter specific fuel types and to perform specific functions, such as filtering particulate, sensing water or alerting operators to phase separation by dra-

matically slowing the flow of fuel. They are also engineered to capture a certain size of particulate, which is represented by the filter’s micron rating. The smaller a filter’s micron rating is, the greater its ability to capture particulate. The more particulates a filter can capture, though, the quicker the capacity of the filter is reached. PetroClear, an U.S.-based manufacturer of fuel dispenser filters, recommends that Canadian fuel sites use a filter with a minimum of a 10-micron rating at their stations to protect customers’ vehicles and their own forecourt equipment.

Value-Adds

When used as part of a preventive maintenance program, fuel dispenser filters deliver exceptional value. In

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addition to the protection they provide, dispenser filters offer an indication of the overall fitness of a fuel system. For instance, if debris is found in the filter that resembles coffee grinds, it’s probable that there is corrosion within the storage tank. Frequent filter clogging is another sign of trouble – either with the fuel or the tank. In either case, an evaluation from a fuel system service company is warranted.

Selecting The Right Filter

Partnering with a knowledgeable dispenser filter distributor or an experienced technician is a good way for fuel retailers to develop an effective dispenser filter maintenance program.

When selecting dispenser filters, the

following considerations needs to be made: 1. What type of fuel will the dispenser filter be filtering?

2. What function will the filter perform?

Filter particulates, sense water and/ or detect phase separation?

3. Are there any pre-existing filtering challenges?

4. If ideal fuel system operating conditions are present, what are your expectations for the filter’s capacity/ service life?

5. What micron rating is appropriate for the application?

Canadian fuel site operators who support a regular dispenser filter maintenance program help protect their dispensing equipment, preserve

MEDIA LESSON

Dispenser filters are strategically located within a fuel system to capture contaminants just before the fuel is pumped into a vehicle.

A dispenser filter’s element is composed of either cellulose or synthetic media. Each media type offers its own unique advantages: Cellulose media: Made from plant fibers that are rough in texture and which vary in size and shape, cellulose media restricts more flow than synthetic media. Filters featuring cellulose media are usually available at a lower price point than those that utilize synthetic media.

Synthetic media: This type of filtration media is composed of synthetic fibers which are uniform in size and feature a more aerodynamic shape.

These characteristics create less resistance to flow than cellulose media. Because synthetic fibers are smaller than cellulose fibers, more filtration can be completed in a given space. Synthetic media’s lowflow resistance and increased surface area yields higher filtration efficiency.

customer loyalty and brand image, and minimize financial losses resulting from the distribution of contaminated fuel. As the retail fueling landscape grows increasingly competitive, fuel marketers who make quality assurance a top priority will position themselves for a favorable future.

About the author: Dwight Rutledge is Business Development Manager at PetroClear, a Champion Laboratories brand dedicated to manufacturing fuel dispenser filters. He has over 35 years of experience in the petroleumequipment industry.

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CONVENIENCE & CARWASH CANADA

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By David Egan Founder & President

PetrolWorld Looks to the Future 2017 represents a new stage of development for PetrolWorld. This September, it will be twenty years since PetrolWorld caught a plane from Europe bound for Asia and set up a local office in Kuala Lumpur. This year sees PetrolWorld organise two key events in two of the most active fuel retail regions in the world at present, namely Asia and Latin America.

PetrolWorld Asia Fuel Retail Conference & Expo 2017

Up to 2016, PetrolWorld has been known for its Business Forums. From the 1st ASPEC held in 1998 up to the last Business Forum held in 2015, the events in Asia have been by invitation only. The new PetrolWorld Fuel Retail Conference & Expo 2017 represents the first ‘open’ event for the downstream fuel handling, distribution and fuel retail markets. This important international event is also the first of its kind in Asia.

Apart from opening a new representative office in Kuala Lumpur, a new endeavor is being implemented to work with the local markets in South East Asia. Reaching out to local distributor, service and maintenance companies take on greater importance. Communicating with different levels of management within oil companies and fuel brands is crucial. Regulators, Weights & Measures and other local authorities need to be contacted.

Bringing the appropriate market players together in the one place is just one key aspect of creating both an international and local platform. The Conference programme and other formal and informal sessions being currently organised

will reflect the on going work effort as well as the strong presence that PetrolWorld has developed in Asia since 1998.

PetrolWorld Latin America Business Forum 2017

This first independent international fuel retail event taking place in Panama represents a first step to bring senior and other key executives from the industry together in Latin America. The host city of Panama is ideally located to cater for both Latin America as well as long haul

global delegates. The event is currently being organised as bilingual Spanish and English. Portugese is under consideration for the programme in 2018.

Apart from PW Events, ‘PetrolWorld Looking to the Future’ also involves our two other media platforms, namely PW Digital Media, and PW Publishing. These developments will be announced and rolled out over the coming 18 months.

For now, we look forward to working closer with our clients, PW web members and the industry we serve globally.

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P.D. McLAREN LIMITED

Surrey 604-371-3732 Calgary 403-287-1633 David Egan PetrolWorld with Puma Retail Manager in Panama)

Burnaby Toronto 905-428-8403 Burnaby 604-437-0616 604-437-0616 Calgary 403-287-1633 Montreal 514-791-6398 Calgary 403-287-1633

www.pdmclaren.com

CONVENIENCE & CARWASH CANADA 

by David Egan

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PetrolWorld Comments on Current Global Fuel Retail Market When it comes to petroleum downstream and in particular fuel distribution to the end user, PetrolWorld is in a unique position to analyse and have an overview of what is going on around the world in fuel retail.

Oil Price

Lower oil prices hovering around the us$50 are now forecast to go up to us$70

by June 2017. While I would agree prices would not remain as low as they have been, the real question is about how much.

OPEC agreed a reduction in production but I cannot help but feel that they were forced into this agreement. The reality is that real production will not keep to the agreement. By how much will determine the slow rise of oil in 2017 (unless some unforeseen happening occurs).

Major Oil Companies

In recent years, PetrolWorld has covered the affect of major oil companies’ withdrawal from downstream and in particular fuel retail. I believe in 2017, one of the issues that is affecting fuel retail networks is the loss of engineering knowledge and experience due to outsourcing by major oil companies over the last 15 years. This will be particularly evident in developing countries where the Governments are deregulating and looking for guideline standards to regulate the industry.

Independent & National Oil Companies

Fuel Market Transition to Deregulation

It is also obvious that 2017 will see For PetrolWorld, this could be the continued consolidation of the our theme for 2017. In South East independent oil companies around the Asia, we will organise the 1st open world. National oil companies are also Fuel Retail Conference in Kuala witnessing big changes. South East Lumpur, June 2017. Central and Asia is a good example where Petron Latin America will see the first Philippines was a National State Oil international platform for the Company up to 2010 And is now a fuel retail industry to take place successful growing independent player in Panama September 2017. The with operations overseas in Malaysia. timing is very important and gives In November 2016, we have seen the the global fuels market the first Government of Thailand take the key opportunity to visit the two key decision to finally put the PTT retail developing markets of Asia and side of the business for sale on the stock Latin America who up to now have market. had no international open event for fuel retail.

India Fuel Retail

With regards to India, Q4 of 2016 has seen the significant news of the two independent Indian oil companies form new international partnerships, Reliance with BP and Essar Oil with Trafigura.

This will have a definite impact both on international and India fuel markets for the medium and long term.

Malaysia Dealers gather in Kuala Lumpur to prepare for deregulation

Summary

PetrolWorld, if time allowed, could easily fill the whole publication with the current changing fuels market, but the above gives a good overview of some key issues in 2017.

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By Art Sodermark

South of the Border

Safe Practices, Near Misses Article courtesy of by the Petroleum Equipment Institute

Seventy-five percent of all accidents are preceded by one or more near misses.

Close calls should be wakeup calls for employees and employers to realize something is wrong and must be corrected.

Art Sodermark Employees might not realize they must report near misses, no matter how trivial. Although there might have been no serious outcome, any incident could result in future injuries or property loss. By recognizing near misses and correcting their underlying problems, employees will reduce the number of near misses and future losses.

Defining “Near Miss”

Near misses are minor events or close calls that have the potential for property loss or injury. Near misses prevent tasks from being completed as planned. Most accidents can be predicted by close calls. These are accidents that almost happened or did happen but didn’t result in an injury. Here are some examples of workplace near misses: • An employee trips over an extension cord on the floor but avoids a fall by grabbing the corner of a desk.

• An outward-opening door nearly hits a worker who jumps back just in time to avoid a mishap.

• Instead of using a ladder, an employee puts a box on top of a drum, loses his balance and stumbles to the ground.

Although the employee is shaken, there is no injury.

When incidents like these happen, most workers are relieved they weren’t injured, but then they forget about it moments later. Instead, when employees

narrowly avoid accidents or injuries, everyone should assume they are at risk of that same incident. Another person, even the employee with the close call, is likely to be injured by that same hazard.

The difference between a near miss and a serious injury often is a fraction of an inch or a split second of time. Near misses are red flags for employees to realize something is very wrong or unsafe and requires immediate attention.

Reacting to Near Misses

A close call is a call to action. What a person does about these warnings can be the difference between injuries and a zero-accidents safety record. Employees must use close calls as training opportunities to prevent imminent accidents.

Remember, prompt, effective reporting coupled with prompt, corrective action minimizes the chance that the event will be repeated.

If a Near Miss Occurs:

1. Remove hazards. Remove hazards as soon as possible, and always report them ASAP. 2. Report near misses. Even after a hazard has been removed, it must be reported to supervisors. Discussing near misses and hazards raises awareness for employees to look for, report and correct other hazards.

3. How do we report? a. Employee. Tell your supervisor immediately using whatever means available (phone, email, text, voice).

b. Employee. If your supervisor is unavailable, report immediately to the safety department or another member of the management staff. c. Supervisor. If you receive a near miss report, share details of the event with the management team.

4. Document a near miss. Create a reporting form, use an existing incident-reporting document or find another way to document details of a near miss.

5. How do we document? a. Employee. After your initial report, provide written details of the near miss to your supervisor. b. Supervisor. Verify that the hazard has been removed. Use the information provided by the employee to complete your report. Pay attention to the “who, what, why, where and how” of the near miss, just as you would investigate and document an incident. c. Management. Ensure that the report and documentation are complete and that the proper corrective action has been taken. Share this information with your staff as quickly as possible. Compile the information and include it in training sessions.

Pay attention to what is reported to change how you operate.

When we encounter a near miss, we use that information to discuss what happened, what could have happened and ways to ensure it doesn’t happen again.

This might be the perfect

CONVENIENCE & CARWASH CANADA

opportunity to conduct a full-scale training session on near misses and what employees should look for when performing a particular task or working in a particular area. It also lets employees tell us what they think are workplace safety hazards.

Opening a discussion with safety encourages employees and employers to share their ideas, tips and concerns. And it lets us reinforce

our preventative – not reactive – safety program.

Never neglect or ignore the warning signs of near misses. Understanding the cause of a near miss will reduce or control future hazards.

About the author: Art Sodermark is president of Platinum Engineering & Safety Inc. Reach him at 352-267-8440 or art@platinumengineers.com.

Visit www.platinumengineers.com.

Copyright © 2017 by the Petroleum Equipment Institute. This article originally appeared in the Q1 2017 issue of the PEI Journal and is printed with permission from PEI.

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By Angela Altass

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Automation Puts a Clean Spin On Truck Washing Commercial truck washing today is still primarily a time consuming manual wash process with a reputation that is linked to terms like hydrofluoric acid and illegal discharge.

Although truck washing differs significantly from car washing, there are similarities. Truck Wash Technologies is looking to change the truck wash landscape by creating a professional wash service using advanced technology that rivals its’ car wash counterparts.

Truck Wash Technologies has been developing an automated commercial truck wash that provides an end-to-end service, operational and business model solution for several years now. With a single bay truck wash in Bonnyville, Alberta that has been operational for almost five years and a two-bay in Red Deer, Alberta that has been in business since August 2014, Jyrki Koro, president, Truck Wash Technologies Inc., has been patient with its development and with two working models has mitigated risk and

feels confident the company is gaining traction.

“I have goals of wanting to see a network of these commercial wash facilities across North America,” says Koro. “However, we need to walk before we run and how this opportunity grows is an unknown yet.

I would like to expand through building corporate stores, licensing or possibly franchising at some stage, but in the interim, I will sell the equipment and operational package to customers.”

Truck Wash Technologies prefers to behave like a partner by sharing valuable expertise with clients as a means to ensuring their success.

“Basically, we developed a plan to start a truck wash business as if we were the investor with the added benefit that we can control the technology,” says Koro. “The package provides the tools on who to hire, how to train, how to maintain the facilities, administrative tools, how to market, etc. We are pioneering a new concept to wash large commercial vehicles for profit.”

The traditional fleet style of large vehicle wash equipment washes each vehicle the same way, front

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“WE HAVE A SMART PROFILING SYSTEM THAT IS A HORIZONTAL SPRAY BAR THAT WASHES THE FRONT, TOP AND REAR SURFACES

BY FOLLOWING A PREDETERMINED PATH CALCULATED

BY AN ALGORITHM DETERMINED DURING THE VEHICLE SCAN. “

to back and top to bottom, says Koro.

“This may be satisfactory in a fleet wash application where the vehicles are typically all the same and they are washed regularly,” he says. “In commercial washing you will see a wide range of vehicle types with varying levels of dirtiness and needs. Add to this an unknown wash history and the wash system needs to be more sophisticated to produce satisfactory results.”

Truck Wash Technologies meets that need with a gantry wash system that has 6-axis of motion that provide the ability to adapt to vehicle type and is equipped with various spray technologies that are suited for varying soil conditions. When a vehicle arrives, the operator greets the driver at the entrance and, with the use of a tablet, inputs customer data and grades the dirtiness of the various areas of the vehicle. Instructions are provided

to the automated system as to how to wash the vehicle, including what areas may be more heavily soiled and need more attention.

When directed, the vehicle enters the wash bay and receives some pre-washing as it enters and then stops in a designated area. The driver is given the option of waiting in the lobby while the vehicle is being washed. The gantry scans the vehicle to generate a 2-D image and measure its’ width and location in the wash bay with respect to a centre line.

“Once scanned the gantry proceeds to execute the wash program as instructed,” explains Koro. “The machine can be paused after wash cycles for the operator to inspect and repeat or skip wash functions accordingly. A typical wash cycle may consist of a pre-wash to remove loose soils or simply stabilize surface temperatures, chemical cycle, high-vol-

CONVENIENCE & CARWASH CANADA

WASHING A TRUCK WITH 5,000 POUNDS OF MUD MAY REQUIRE 10,000 GALLONS OF WATER TO WASH, SO WATER & SOLIDS MANAGEMENT IS CRITICAL.

ume recycled water wash, high-pressure fresh water rinse and final treatments.”

The use of recycled water plays an important role in the process.

“Washing a truck with 5,000 pounds of mud may require 10,000 gallons of water to wash, so water and solids management is critical,” explains Koro.

“Even a lightly soiled vehicle may require 1,000 gallons of water so water recycling is a necessity. We have developed a modular recycled and water management system to produce suitable water for reuse and discharge that can adapt to soil loading.”

In addition to automation, an attendant can apply chemicals, high-pressure and brushing to hard-to-clean areas at various stages of the wash cycles.

“The machine is instructed to wash a vehicle in a fashion that mimics how a human would wash manually,” says Koro. “Automation can only wash safely what it can see hence the wash concept

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incorporates a manual cleaning procedure where the attendant can address areas the automation cannot.”

Koro started the automated truck washing business in 1999 and has taken years to evolve the produce to where it is today. The challenge of developing new technology in a market that has never seen it before is that one needs to actually operate the wash to learn the business, notes Koro.

“We have been very fortunate where the owner of the beta facility in Bonnyville, Heavy Metal Truck Wash, has been extremely good to work with and we have used the facility as a testing ground to build on the designs and share ideas of how to improve the concept,” says Koro, who has also worked with a client on a commercial wash in Australia and has built a system in Italy.

The current design was conceived in 2011.

“I initially pursued a drive through

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commercial wash as that was where my previous industry experience was,” says Koro. “This is where the equipment is fixed to the floor and the vehicle navigates through the wash under its’ own power like a conveyor car wash without the conveyor. Our objective was to try to eliminate the limitations of this type of system. We began to realize that traditional methods, regardless of the modifications, had limitations that could not be overcome satisfactorily.

We were then approached in 2008 for a biosecurity application in the United States, which was a turning point in our design approach and also when we ventured into the gantry world. This initial gantry project morphed into our current design.”

As vehicles come in various sizes, the gantry is designed to wash vehicles from an 11-foot wide equipment hauler to a pick-up truck using an automated width adjust feature.

“We utilize a proprietary oscillating spray head that can apply both recycled and fresh water sprays from a single spray head independently,” says Koro.

“We have a smart profiling system that is a horizontal spray bar that washes the front, top and rear surfaces by following a predetermined path calculated by an

algorithm determined during the vehicle scan. This insures the sprays maintain an optimal spray distance from the vehicle as well as keeping the sprays perpendicular to the surface for maximum cleaning, improving wash times and cleaning efficiency.”

The technology has the ability to wash selected regions based on instructions given prior to washing, including emphasis on dirtier areas and avoiding sensitive

areas.

A minimum of one acre of land is required to house an 8,000 square foot building for the truck wash.

While the two Alberta locations service the oil and gas sector, a new location to use the technology is being set up on the West Coast of the United States that will cater to a more traditional trucking market.

“The US project will undoubtedly be

CONVENIENCE & CARWASH CANADA

our biggest test to see how our concept will be accepted in more traditional markets,” says Koro. “When I started the business, I wasn’t interested in competing in traditional markets but over the years, as the technology has developed, we discovered that there are many other markets that have complex cleaning applications and we have diversified into finding solutions to those cleaning problems as well, Biosecurity of vehicles that transport livestock is one such market but any market where cleaning can be complex and is an integral part of business operations are areas we can excel in.”

Truck Wash Technologies has expanded its services to include conduct-

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ing a preliminary feasibility study to determine if a truck wash is even viable in the market a potential client wishes to serve. Koro notes that owner operators can be tough customers to please and it’s an encouraging sign when they exit the wash and give the thumbs up signal.

“We are confident that we are on the path to revolutionizing the way large vehicles will be washed in the future,” states Koro. “The fact is that there is a tremendous business opportunity in washing commercial trucks for profit using automation.”

Further information is available at www.truckwashtechnologies.com.

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Skogie’s Auto Wash Celebrating 40 Years of Getting Cars “Skogie’s Clean ” Set deep in the heart of the beautiful Okanagan Valley in Kelowna, B.C., you’ll find Skogie’s Auto Wash, a carwash that has been providing locals with great car washes and customer service for forty years.

by Eva Chambers

With so many changes taking place in the “Skogie” Skoglund left Terrace, B.C. to competitive carwash industry: building turn his vision of building a superior design, carwash tunnels, payment carwash into a reality. Backed by years technology, and even changing customer of experience working in his family’s logdemographics, Skogie’s founder Dave ging business, he set out to start his own Skoglund and his sons, Jason and Chris, venture. Forty years later, Skogie’s Auto have managed to stay ahead of the curve Wash remains unsurpassed by other by investing both in technology and washes in the area. It’s a favorite stop for the customer experience. They know locals who own cars and even some comthe importance of understanding their panies with fleets of vehicles.

Today, Dave’s sons, take pride in concustomer’s needs and how that is the key tinuing to grow the business using the to driving loyalty.

It all started with in 1971 when Dave same formula for success. They focus on

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Brilliant 24/7 In-Bay ‘Light Show’ Plus LED Wash Bay Navigation System

5-Brush Throughput, 5-Brush Clean

CONVENIENCE & CARWASH CANADA

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a 2400 square-foot convenience store with self-serve gasoline dispensers on the forecourt. Customers can enjoy free wireless internet and laptop stations in a comfortable, air-conditioned waiting room while their cars are washed and detailed.

The team’s effort and investment were rewarded when gasoline sales went from 3.5m litres to well over 5m litres. Adding on a detail bay was a smart decision and brought even more business to Skogie’s.

There are many ways to increase traffic to a carwash so they decided to open another unique carwash in Vernon, B.C.

“I HAVE USED SKOGIE’S BOTH FOR THE HOUSEHOLD (DIRECTLY FOR MY PERSONAL VEHICLE AND WITH THEIR CONVENIENT GIFT CARDS) AS WELL AS COMMERCIALLY FOR OUR BUSINESS VEHICLES. I FOUND THE END RESULT TO BE AN EXCELLENT VALUE, “ EXPLAINS MIKE HOLDENRIED, NATIONAL SALES MANAGER, SYNLAWN CANADA. “HOSTING OUT OF TOWN CLIENTS, IT WAS IMPORTANT TO HAVE HIGH-END DETAILING FOR MY VEHICLES IN A TIMELY MANNER TO PUT OUR BEST BUSINESS FOOT FORWARD, AND SKOGIE’S HAS HELPED US DO THAT. THEY PROVIDE AN EXCELLENT SERVICE AT A REASONABLE COST, AND I WOULDN’T HESITATE TO RECOMMEND THEM FOR BOTH PERSONAL AND COMMERCIAL FLEET VEHICLES.”

emphasizing quality and customer satisfaction— and stand by their company pledge “Get your car not simply clean, Skogies in Vernon but Skogie’s Clean”. Their customers Having a great location was a key factor tend to agree. in the success of their first wash so Skogie’s grew and expanded around they located a site in Vernon in a newly their initial Orchard Park carwash. It developed commercial area called had become an iconic business, known Anderson Way. This location was ideal affectionately as “Skogie’s”. The initial because it was close to several big box carwash was later razed to the ground stores. The site is long and narrow and and rebuilt as a new, larger and ultra- offered very good exposure for the kind modern car wash location that was offi- of new tunnel carwash the Skoglunds cially crowned “Skogie’s Auto Spa”. wanted to build. The building is 140“The original carwash on the site was feet in length with walls of glass and an opened in 1971. Over the years, I re- Acrylic roof to show off the equipment built and expanded many times until and the carwash operation. This clean, we made the decision in 2009 to demol- sleek design attracts new customers ish the existing wash which had a 100- who are drawn in by the modern design foot tunnel carwash, four full serve gas of a carwash. pumps and four coin-operated carwash Chemtec West Inc. from Kelowna probays,” explains Dave Skoglund. He adds, vided the installation services. Every de“Over the years I also built two other lo- tail matters, so they wanted to partner cations which we still operate. Willow with the best companies in the industry.

Park Carwash, the larger of the two has Another equipment supplier that helped seven coin-operated bays, one touchless them with this new site was Belanger, automatic, a self-serve gas bar and a Tim Inc. “The Belanger tunnel carwash sysHorton’s.” tem had the appeal that Dave and Jason In 2009, when the company decided to wanted, and the ease of operation their replace their original carwash and build growing business demands,” notes Sean a showpiece in the vibrant and growing McBride, Tunnel Sales Manager, BeKelowna market, they designed a one- langer, Inc.” stop carwash that now outshines all Every feature of a Skogie’s carwash is other washes in the area. important right down to the chemicals.

To embark on building their vision, They use top of the line chemical care they designed a site that includes: a 140- products like the new Assure Hyper Confoot high-speed automatic carwash tun- centrate line of products through Zep nel, two detail bays for waxing, polishing Vehicle Care. The products’ concentraand carpet shampooing, a moving con- tion reduces transportation costs, while veyor belt to do interior cleaning on-de- its packaging is recyclable and there’s no mand, an extensive customer lounge area, drum removal, so that reduces disposal a separate eight bay coin-op building and costs and takes up less storage space.

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CONVENIENCE & CARWASH CANADA

WE INVITE OUR CUSTOMERS TO VISIT OUR WEBSITE AND LEAVE COMMENTS. IF THEY DO, THEY ARE ENTERED INTO A DRAW FOR OUR SKOGIE’S SIGNATURE CLEAN, A PREMIUM DETAIL SERVICE. WHEN I RECEIVE A COMMENT THAT MENTIONS THE STAFF BY NAME THEY RECEIVE A $10 GIFT CARD FOR THE LOCAL SUPERSTORE,” SAYS CHRIS SKOGLUND.

The savvy entrepreneurs decided to buy a prefabricated building from Modernwash Systems because of the WOW factor the business offered. Modernwash Systems provided a code compliant construction package consisting of the main frame materials, interior PVC walls, interior framing, as well as manufacturing the unique exterior wall claddings and panels to complete the building envelope.

“Working with Dave and his company was a great pleasure for us! They are super folks and were willing to push the design into something very different from their competition. We used our Axiom Prime model as the design basis and then customized it to meet the needs of Skogie’s,” said Timothy Hogue, president of Modernwash Systems. “The i-5 steel frame system is the backbone of the Modernwash Systems building system. It has an industrial style powder coat finish to meet the needs of the harsh climate conditions. Using this frame system, we are able to achieve the sweeping, large curves that Dave wanted on the Skogie’s Wash.”

The other factor in the decision was the shorter construction time to erect the building so they could open their doors for business quickly. “Lee Chapman of Encan Construction was our superintendent on site and ensured timely completion,” said Jason Skoglund. Mick and Lee run a very customer service oriented construction company and as a result, we saw our timeline met and finished on budget. The new site is doing well and Skogie’s reports that in their first year in operation in Vernon, they expect to wash between 60 and 65,000 cars.

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Word of Mouth is Key to Success

Most carwashes have limited advertising dollars to help them get the word out and Skogie’s is no exception.

“We do very little advertising which would likely push the cost of our services up. Instead, we pay competitively and offer staff incentives for performance and in doing so, rely on word of mouth to advertise our sites,” explains Chris Skoglund. Most of the customer comments on Skogie’s social media mention staff members by name.

To encourage people to post comments on their social media, carwash staff place a mirror hanger in the car with their names on it.

“We invite our customers to visit our website and leave comments. If they do, they are entered into a draw for our Skogie’s Signature Clean, a premium detail service. When I receive a comment that mentions the staff by name they receive a $10 gift card for the local Superstore,” says Chris Skoglund. They also print their comments and post them in their site lobbies for staff and customers to see. This has helped Skogie’s keep their prices down and their quality high.

The Little Extras Matter

The Skoglunds understand that pushing your carwash to be the best in the area is the key to maintaining and building their business. However, it’s not just about the short-term bottom line. Rather than just focusing on charging the most they can for a carwash, they have taken the time to build long-term relationships with their customers to keep them coming back.

Skogie’s looked at every detail to make sure their customers get a great wash.

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VACUTECH

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CONVENIENCE & CARWASH CANADA

SKOGIE’S STAFF GET A HIGH FIVE ON SOCIAL MEDIA “Rachel and Baley did a great job I haven’t seen my car this clean since I bought it thank you so much. My three kids do such a number on my Van: Made my week.”

“The best car wash, I have ever tried in Kelowna...The guys did a really good job. Made my car look brand new...price is reasonable too according to the job. Such a nice staff..good job.”

“Excellent service on the cleanliness and wait time for my car. Otto is always extremely efficient, courteous and polite.

Such a gentleman. Joel did an excellent job too!”

“I’m so impressed with the staff at the Skogies auto spa in Kelowna. The service I received was amazing! I had my carpets and seats all shampooed in my van. Along with the detailing. The entertainment was great! Got to watch the guys dance to tones while the cleaned my van.

Also, a big thank you to all the guys that helped me out with my dead battery and getting me started up so I could return to Vernon.”

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There are many do-it-yourself car washers out there, and for them, Skogie’s even offers a free towel service, something you don’t often see.

At Skogie’s, you’ll find a positive atmosphere that is contagious and that is why they are a destination point in for many carwash enthusiasts.

Visit Skogie’s online at http://www.skogies.com/ or engage with them on Facebook: https://www.facebook.com/Skogies/

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QUEBEC’S ORIGINAL

TREASURE

TO GO

AVAILABLE IN A 2-PACK FORMAT.

CONVENIENCE & CARWASH CANADA

by Meline Beach

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Thrill of the Chill

There’s no better time to grab a cold beverage on the go than now. Choice is at a premium and suppliers are responding well to consumer trends for healthy and better-for-you options.

From relaxation teas and decadent coffees; spring, sparkling and vitamin waters; to exotic juices and energy drinks, the options are abundant for today’s consumer. As a more informed generation, people are reading labels and care about the ingredients they consume. The C&G channel needs to be well stocked with purposeful beverages to quench the thirst of today’s healthconscious consumer on the go.

According to the Canadian Beverage Association, the beverage industry has significantly increased its offering of no/ low-calorie beverages. Jim Goetz, president of the Canadian Beverage Association, credits the beverage industry as a leader in voluntary self-regulation to have taken great steps to reduce the caloric

content of nearly half of the refreshment beverages consumed in Canada today.

To learn more about the cold beverage category, Convenience & Carwash Canada spoke with a number distributors about the value proposition of their top sellers, innovations and challenges.

Unique Foods Canada offers a wide range of healthy and functional cold beverage brands. ACTIVATE, packed with potent vitamins and electrolytes, is one of their top sellers. Sweetened with stevia, ACTIVATE appeals to an active demographic looking for a convenient, healthy dose of nutrients without the calories.

In an effort to maintain its organic compound, ACTIVATE stores the vitamins inside a unique, patented cap which are released into the water when the cap is

twisted to open.

“The unique cap not only activates the vitamins, but it also creates an experience that enables people to be part of the process,” says Josh Silver, brand development and public relations specialist at Unique Foods Canada, which has plans to launch a new wellness water later this year.

Staying on trend with innovative products can also be a challenge. “We like to offer high-end products, without skyrocket prices, that have a decent shelf life to allow sufficient time for consumers to experience it,” says Silver.

As a trusted brand, Nestlé Waters Canada recognizes that today’s consumer wants more than hydration from a beverage.

“They’re looking for healthier options

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receives merchandise from not only a traditional wholesaler but also a wide variety of Direct Store Delivery (DSD) vehicles. This DSD-focused model requires that convenience store operators spend a significant amount of resources checking in vendors and processing invoices - both of which increase cost.

Core-Mark’s Vendor Consolidation Initiative (VCI), unifies this fragmented process via our multi-temperature platform, which includes refrigerated docks and tri-temperature trailers. This platform, coupled with our high frequency delivery model, enables Core-Mark to deliver a full array of products - including and most importantly Fresh items - that enable operators to stay competitive and relevant in today’s ever-changing c-store retail space.

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CONVENIENCE & CARWASH CANADA

with strong badge appeal. As a leader in the water business, Nestlé is considered an expert in the category,” says Chrystal Adkins, division manager – C&G, Drug and Dollar at Nestlé Waters Canada. “While consumers migrate from carbonated soft drinks to more healthier options, sparkling water shows the greatest growth potential in the cold beverage category.”

S. Pellegrino® and Perrier® hold majority share in the sparkling water category with plans to launch innovative flavours, such as green apple and l’orange, this May. However, it’s Nestlé® Pure Life® and Montclair Natural Spring Water in 710 mL that are Nestle’s best sellers.

“This natural spring water option in a sport cap, offers retailers a product with high consumer preference, high velocities both on feature and every day and very high margins,” says Adkins, who adds that retailer execution in the C&G channel is the company’s greatest challenge.

“While outstanding retailer execution combined with optimal beverage displays contribute to strong sales, mergers in the C&G channel and a decline in independent stores creates low growth opportunities and a very competitive landscape.”

Beverage World provides a differentiated niche of cold beverages, featuring antioxidants and medicinal ingredients.

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As the exclusive first importer of ALO® Drink, the company appreciates this top selling brand for its juice and pulp of an aloe vera – a plant species cultivated for medicinal uses, such as internal healing, cleansing and repair.

With plans to launch another healthy beverage this summer, innovation is both an opportunity and a challenge for the company.

“The more innovation, the more offerings, and then the more crowded the categories become. Cooler sets, especially in the C&G channel are very limited,” says Stefan Kergl, vice president at Beverage World Inc. “As a highly profitable category, it would be valued-added for retailers to allocate more space for innovative RTD chilled beverages compared to other categories in decline.”

Quality and authentic ingredients is what keeps Rubicon Food Products Ltd. motivated. As the leading exotic juice brand, Rubicon offers a unique range of juice drinks – leveraging fruit flavours from around the world to appeal to Canada’s cultural diversity. Rubicon’s newest beverages, such as carbonated juices and kid-friendly juice blends with no added sugar, look promising for the C&G channel; however, the company’s top selling products are its classic range of juices featuring single fruits.

“Our classic, single fruit juice range is unique in the market and offers consumers an authentic experience without the use of any blends,” says Vipin Bhatia, marketing manager for Rubicon Food Products Ltd. “While our pulp is sourced from countries that grow the finest varieties, our juices are manufactured in Canada.”

Despite heavy competition in the category, Rubicon’s focus remains the same – to deliver new and exotic fruits from around the world in the form of refreshing beverages, using simple and natural ingredients. “In an effort to overcome challenges in a crowded juice category, we focus our efforts on pre-empting trends in the market, taking into considerations flavours, serving size and environmental impacts.”

Xyience prides itself as a better-for-you sugar-free energy drink, fortified with vitamins and superior taste and flavour formulation, based on consumer feedback.

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“C&G remains a dominate channel for energy drinks for active consumers on the go,” says Gus Prokos, vice president, Sales and Marketing at Xyience. “However, many amateur athletes and fitness enthusiasts are picking up energy drinks as a planned purchase.”

What started off as a crowded category ten years ago is now streamlined with only a few key players in the market, Xyience, being the only standing independent. Protective of its market share, Xyience is considering a number of innovations in its pipeline, according to Prokos.

On the flip side of energy is a relatively new category of “relaxation” beverages.

Marley Beverage Company, on behalf of

New Age Beverages Corporation, offers its Marley Mellow Mood® Relaxation Drinks, featuring a proprietary formula of natural, calming, decaffeinated ingredients, including lemon balm, camomile and valerian root, while using raw cane sugar or stevia to further support its better-for-you blend.

“With premium cold teas seeing a 12 per cent growth rate, we’re thrilled to participate in the relaxation category,” says Craig Thibodeau, president of Canada New Age Beverages Corporation, which represents a number of healthy, functional beverage brands.

For consumers who prefer a more decadent dose of caffeine, Marley One Drop® RTD Coffee embodies more in-

dulgent characteristics.

“The cold coffee category is experiencing a 30 per cent growth rate,” says Thibodeau. “With few, yet dominant, players in the market, we’re looking to gain share by offering a consumer point of difference through unique flavour innovations.”

As the cold beverage category continues to grow, it is becoming more important for C&G retailers to stay on top of changing trends, be fully familiar to promote their healthy characteristics and offer adequate refrigerated space for competing, innovative brands. Retailers that are able to do this can expect to see more foot traffic and loyalty to their banners.

CONVENIENCE & CARWASH CANADA 

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Give your customers the debit processing option they have been looking for with Kesseltronics’ EMV chip and PIN debit enabled Access entry station.

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This new offering is certified in Canada for processing Interac chip and PIN credit and debit transactions. In addition, this unit meets all PA-DSS and PCI compliance regulations while offering both English and French language options to customers.

Contact your local distributor for more information or to place your order today!

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CONVENIENCE & CARWASH CANADA

Celebrate Canada’s 150th Anniversary with a Bang!

“This is it” exclaims Matt Bialek. No… he’s not talking about the end of the world (that was scheduled for 2012), or that hit Michael Jackson movie from a few years back. “2017 is going to be a tremendous year for fireworks.”

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If you have been on the fence with the “Fireworks” category over the past few years, this is the year to launch your profits.”

Matt Bialek, president of BLAST-OFF Fireworks, is speaking passionately about Canada’s 150th, our Nation’s sesquicentennial anniversary. The Royal Canadian Mint and Canada Post are preparing to roll out numerous coins and stamps to commemorate this momentous occasion, and so is BLAST-OFF Fireworks. “We want to show our patriotic pride in a bit more of an ‘explosive’ fashion,” said Bialek.

With item names like ‘Proud Canadian’, ‘Canadian Candle’, ‘Can-EH-dian Barrage’, ‘OH! Canada’, ‘True North’, and ‘Strong and Free’, BLAST-OFF Fireworks isn’t

OVERALL, I EXPECT SALES IN THIS CHANNEL TO BE UP BETWEEN 15 AND 20 PER CENT IN SUPPORT OF CANADA’S 150TH ANNIVERSARY. kidding around. The company plans to release over 50 new SKUs in 2017 – more than any other Canadian fireworks importer – all in support of Canada 150.

Sales of fireworks are guaranteed to be brisk business for retailers across Canada this summer, especially in the C-store channel. “Convenience stores and service stations will always have the upper-hand when it comes to fireworks sales,” explains Bialek. “Put simply, these retail channels offer convenience… longer hours, a growing selection of brandname products and an ability for quick and easy purchase transactions. Overall, I expect sales in this channel to be up between 15 and 20 per cent in support of Canada’s 150th anniversary.”

For those who have been debating the

merits of fireworks at their location, Bialek has one piece of advice, “Launching your profits has never been easier – especially with Canada 150. If you are unsure of what to order, BLAST-OFF Fireworks can provide recommendations and merchandising advice. If you’re unsure of where fireworks will ‘fit’ into your merchandising strategy our team can provide plan-o-gram assistance.”

Matt and his team at BLAST-OFF Fireworks are extremely excited about a new line of ‘Professional Grade’ Finale Cakes launching under their label in 2017. “Our new Professional Grade Finale Cakes are like regular cakes on steroids,” claims Bialek. “These new cakes could actually be considered as a stand-alone ‘Show in a Box’, as they are collections of independent products chain-fused together at the factory.” Essentially, with one single ignition, a customer lights multiple products which will shoot safely, in a presequenced fashion. The benefits to the consumer are once again convenience and enjoyment, plus the added benefit of increased safety. According to Bialek, they are first-to-market with a product like this, and as an added benefit, these new must-have Finale Cakes will be decked out in patriotic themes this year.

For those C-store operators who pride themselves on thinking outside the typical ‘retail box’, BLAST-OFF Fireworks has one last Canada 150 trick up their sleeve… they offer professionally choreographed ‘Community Display’ packages. These assortments start at $500 retail, contain everything required for an awesome show of Canadian pride and are subject to regular reseller discounts. For operators looking to make an extra ‘splash’ in their communities this Canada Day, Bialek suggests sponsoring the local Canada Day festivities: “Why not sponsor your communi-

CONVENIENCE & CARWASH CANADA

LOOKING TO MAKE AN EXTRA ‘SPLASH’ IN THEIR COMMUNITIES THIS CANADA DAY, BIALEK SUGGESTS SPONSORING THE LOCAL CANADA DAY FESTIVITIES: “WHY NOT SPONSOR YOUR COMMUNITY’S CANADA DAY FIREWORKS EXTRAVAGANZA

BY PROVIDING THE SHOW ‘AT COST’ TO YOUR LOCAL COMMUNITY ASSOCIATION?

ty’s Canada Day fireworks extravaganza by providing the show ‘at cost’ to your local community association? Sponsoring a show like this costs your store absolutely nothing, and you reap the invaluable rewards of being the Hometown Hero, with free word-of-mouth marketing and unparalleled goodwill.” Fireworks companies that generally offer professionally choreographed packages by licensed pyrotechnicians, can almost guarantee that your customers enjoy a great show.

If you are ready to boost your profits with fireworks this year, contact your local fireworks distribution company for the best Canada 150 celebratory packages.

The crew at BLAST-OFF Fireworks “Mission Control” are standing by to help you out on a one-on-one basis. “Unlike other Canadian fireworks importers, we believe in carefully controlling our brand,”

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explains Bialek. “Put simply, we don’t deal with distributors or third-party suppliers. We prefer to align ourselves with independent retailers, ensuring that all our partners have a level and fair playing field. Since we control the entire distribution channel, you will not, for example, find BLAST-OFF products in deep-discount or ‘buying club’ retail establishments, nor will you find our products in that ‘pop-up’ fireworks trailer down the street. We pride ourselves on ensuring that our independent c-store retailers have a sustainable business, selling BLAST-OFF Fireworks at high margins.

For more information visit BLAST-OFF Fireworks at www.blastofffireworks.ca, or call 1-866-827-4765.

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Introducing the vector™ series multi-cook oven – 4 ovens in 1

What’s New

Airlift Doors Announcement Continuing our mission to provide the highest quality products on the market, Airlift Doors, Inc. is proud to announce that we have upgraded some of our manufacturing equipment. By doing this, we are better able to continue short lead times on our XRS vinyl roll-up doors while creating a more seamless weld on our vinyl panels. This technology can reduce the chance of wrinkles within the vinyl and gives your door a more seamless appearance.

f’real’s Introduces a new limited time flavor, Root Beer Float Milkshake Introducing f’real’s newest limited time flavor, Root Beer Float Milkshake. Captivate your childhood memories with a taste sensation worthy of a trip down memory lane. Creamy vanilla ice cream with the nostalgic flavors of a root beer float whisk you back to your childhood in one fell sip. Coming to a store near you Spring 2017!

Blow Vapor products are now available at your local convenience store. New Cloud Liquid will satisfy even experienced Vapers and available in BlueBerry Bang, Cinnamon bits, Lemon Pie Crust and Baked Custard.

Look out for more exciting flavours to come!

Offering state of art POP with attractive margins, uncompromising customer service, highest quality Canadian-made liquids and ongoing marketing support.

Contact us today for more information: katia@blowvapor.com

Alto-Shaam is pleased to announce an oven innovation in a category by itself - the Vector Series Multi-Cook Oven offers up to four ovens in one. Control temperature, fan speed and time in each individual oven chamber, featuring exclusive Structured Air Technology™ for unmatched evenness in cooking.

Alto-Shaam has partnered with Appliance Innovation to introduce this gamechanging advancement in cooking technology. Highlights of the Vector Series Multi-Cook Oven include: • Two, three or four ovens in one • Flexibility to simultaneously cook a variety of menu items with no flavor transfer • Control temperature, fan speed and time in each individual oven chamber • Improved throughput - Cook up to 2X more food than a traditional convection oven • Superior cooking evenness • Small footprint • Ventless option • Simple operation does not require skilled labor • No microwaves • No water “Alto-Shaam is always looking for opportunities to provide innovative products that meet our customers’ needs,” said Steve Maahs, Alto-Shaam president and chief operating officer. “We’re excited to introduce this innovative oven to the market. We truly believe this oven is going to be a game-changer in the industry.”

“Alto-Shaam’s passion for innovation, quality, and service aligns well with Appliance Innovation’s dedication to providing breakthrough products to foodservice operators around the world,” McKee said. “We look forward to seeing a successful adoption of this new technology by foodservice operators on a global scale.”This is an abridged version of the press release.

For more information or to view the full press release visit: www.alto-shaam.com or contact Sarah Millard, Senior Communications Specialist at sarahm@alto-shaam.com

Alto-Shaam Hires Vice President of Business Development - Europe Alto-Shaam has hired former Specifi Vice President of International Sales, Brian Jahnke as its new Vice President of Business Development for Europe.

Jahnke is tasked with creating and implementing strategies to provide world-class support to Alto-Shaam’s international accounts and the distributors, consultants and specifiers who service them. He will be working with various markets, leveraging existing opportunities and creating partnerships with new, emerging markets.

Prior to joining Alto-Shaam, Brian was most recently vice president of international sales for Specifi, a supplier of software solutions to the foodservice industry.

He also worked as the vice president of business development in Europe, the Middle East and Africa for Kitchen Brains and Director of International Sales for CookTek. In these positions he was responsible for creating and managing strategic plans in order to grow revenue, expand into new territories and customer segments, and support those customers.

For more information or to view the full press release visit: www.alto-shaam.com or contact Sarah Millard, Senior Communications Specialist at sarahm@alto-shaam.com

CONVENIENCE & CARWASH CANADA

Introducing New SelfCleaning Rotisserie Oven from Alto-Shaam Automatic grease collection system increases safety, reduces labor AltoShaam will soon release its newest line of rotisserie ovens.

The new rotisserie ovens cook up to 21 3-1/2 pound chickens and will have several time-saving options, including: • Automatic cleaning • Automatic grease collection • Touchscreen controls The automatic self-cleaning rotisserie features a patentpending water jet design to handle the toughest grease collection while minimizing water use. The eco-friendly cleaning system uses 35% less water than competitive models and has no moving parts.

The grease collection system is automatically activated during the cooking process to pump grease into a separate collection container for safe handling and disposal.

This feature comes standard with the selfcleaning rotisserie oven to save labor and improve safety by eliminating manual lifting and carrying grease collection pans.

The rotisserie oven increases flexibility and cooks each load faster, using 20% less electricity.

The convection heat combined with radiant heating provides even cooking and uniform browning. The double pane glass door keeps heat in the oven and is cool to the touch outside the oven.

For more information or to view the full press release visit: www.alto-shaam.com or contact Sarah Millard, Senior Communications Specialist at: sarahm@alto-shaam.com

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DRB Systems and Unitec Unite Now the nation’s leading car wash technology powerhouse. In a move that combines two major technology and production companies in the fast-growing automated car wash industry, Akron-based DRB Systems today announced it has officially joined forces with Unitec (Elkridge, Md.).

DRB Systems President and CEO Bill Morgenstern said he and Unitec President Pam Piro have agreed to bring their two companies together formally after many years of collaboration. The long-standing relationship has enabled both companies to benefit from market experience, customer insight, technological innovation and passion about commitment to customers’ success.

Morgenstern and Piro believe the new organization will be far more than the simple sum of their parts. They said the DRB and Unitec operations will retain their identities, employees and locations, but now will go to market as the largest provider of technology, point-of-sale and payment systems nationwide.

“Officially, DRB Systems has acquired Unitec, but the deal is just the tip of the iceberg,” Morgenstern said. “Together, DRB and Unitec will deliver the power and energy to continue leading our industry, but now with the combined strength of these two premier providers working in concert with each other to serve our customers’ needs.

For example, Unitec has done a particularly great job in developing relationships with distributors, and the opportunity to leverage the large national distribution network is especially exciting.”

Going forward, the new organization is positioned to serve literally every car wash segment in the United States with superior technical and production capabilities. That, in turn, enables the companies to expand their leadership in new product innovation and support infrastructure.

“Now that we are in the same organization, we can work in sync to dramatically enhance our customers’ experiences and profitability with our products, services and innovation,” Morgenstern said.

For more information or to view the full press release contact: Bill Morgenstern, DRB Systems bemorgenstern@drbsystems.com

REACH DIVERSE NEW MARKETS ADVERTISING TODAY!

Canada’s Most Read Canadian Owned and Operated Convenience, Retail Petroleum and Carwash Publication For advertising information and rates contact: Cody Johnstone at 416-838-4674 or email: codyj@convenienceandcarwash.com Visit us online: www.convenienceandcarwash.com

AD INDEX A. Lassonde .................................... 86 Access Cash ....................................45 Agropur Dairy Cooperative ...............82 Airlift Doors, Inc. ...............................74 Air-Serv ........................................... 26 BeeMaid Honey Limited ...................62 Belanger Inc. ................................... 76 Beverage World ...............................52 BlastOff FireWorks ............................91 Blow Vapor ......................................44 Bulloch Technologies ........................73 Canadian Trade House .....................38 ChemTec/ZEP ..................................81 Coca-Cola Refreshments ................ 50 CoreMark Int’l .............................42, 84 Crazy Horse ................................... IFC DirectCash ................................... OBC Distribution Regitan ..........................22 Erie Brush & Mfg Corp .....................68 Franke ..............................................39 f’real .................................................13 Gourmet Chips ...............................IBC Innovative Control Systems ..............32 Istobal Vehicle Wash & Care .............14 Jack Cash ATM ............................... 30 Jack Links ........................................55 JTI Macdonald ..................................49 Kesseltronics ....................................12 LSI - Industries .................................93 Modern Wash ...................................78 NACDA ............................................11 Nestle Water ....................................85 North Shore Tobacco ........................ 6 Oasis Car Wash Systems ................ 20 OLG .................................................54 OPW Retail Fueling ......................... 36 P.D. McLaren/Oasis ..........................18 P.D. McLaren/ZEP ............................64 P.D. McLaren Limited ...................... 16 P.D. McLaren/Istobal ........................19 P.D. McLaren/PECO .........................21 Parmalat ......................................... 56 PDQ Manufacturing ..........................88 PetroClear ....................................... 60 Petroleum Equipment Institute ..........63 Production Tech ...............................57 Production Tech/Touch4Wash ..........43 Proto-Vest Inc ..................................34 Reclaim Systems ..............................71 Scholtens Inc. ..................................71 Tank Traders .....................................58 United Distribution Network ..............87 Vacutech ......................................... 80 VacuTech Systems .......................... 80 WCSA Golf Event .............................24 XpresSystem ....................................28 ZEPInc. ...........................................81

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