Must have a working BUNN, Elmeco, or Curtis/Carpigiani slushie machine. Location must be serviced by a Frazil distributor. Initial order of 4 cases required at conversion.
WHAT’S NEXT IN CONVENIENCE AND FUEL RETAILING
SCAN DATA BASE INCENTIVE
Receive a Scan Data Base Incentive payment for each eligible Scan Data transaction timely submitted to AGDC.
Boost your business with a responsible digital platform that enhances customer engagement and loyalty. The AGDC Digital Trade Program helps retailers connect with Adult Tobacco Consumers 21+ while driving business growth through incentives.
CONSISTENT LOYALTY ID (CID) PROMOTIONAL FUND
Earn incremental per-transaction incentive funds for each identified Consistent LID appearing 5 or more weeks in Scan Data.
Contact your AGDC Representative to
SCAN DATA MAINTENANCE INCENTIVE
Submit weekly Scan Data files for 13 out of 13 weeks to receive additional incentive payments.
Breaking the Mold
The “convenience” experience continues to take on new meanings
I HAVE BEEN COVERING the convenience store industry for nearly 20 years and just when I think I’ve seen it all, something comes up that surprises me. Last month, it was actually three things in rapid succession, as three c-store retailers introduced innovative o erings that rethink the “convenience” experience and made this longtime industry editor say, “Wow!”
The first was Casey’s General Stores Inc. debuting “Darn-ell,” an AI-powered co ee connoisseur that serves up personalized, playful roasts and co ee recommendations to help guests have some fun and learn about Casey’s Darn Good Co ee blends.
The second was Rutter’s announcement that it is bringing a premium entertainment experience directly into the convenience space with a new 21+ Bar and Lounge that will blend the energy of a sports bar with the ease and accessibility of a convenience store. Topping out at 14,000 square feet, the first two locations featuring this concept are scheduled to open this spring.
Last but not least, Weigel’s launched a new digital experience for families in the communities it serves, combining entertainment with its loyalty program. The Weigel’s Arcade & Coin Catalog o ers a collection of kid-friendly, ad-free in-app games. Players can redeem in-app coins earned through gameplay for exclusive
EDITORIAL EXCELLENCE AWARDS (2016-2025)
2021 Jesse H. Neal National Business Journalism Award
Finalist, Best Infographics, June 2021
2018 Jesse H. Neal National Business Journalism Award
Finalist, Best Editorial Use of Data, June 2017
2023 American Society of Business Press Editors, National Azbee Awards
Silver, Data Journalism, January/April/June 2022
2023 American Society of Business Press Editors, Upper Midwest Regional Azbee Awards Gold, Data Journalism, January/April/June 2022
Bronze, Diversity, Equity and Inclusion, March 2022
2016 American Society of Business Press Editors, National Azbee Awards Gold, Best How-To Article, March 2015
Bronze, Best Original Research, June 2015
2016 American Society of Business Press Editors, Midwest Regional Azbee Awards Gold, Best How-To Article, March 2015 Silver, Best Original Research, June 2015
2020 Trade Association Business Publications
Intl. Tabbie Awards
Honorable Mention, Best Single Issue, September 2019
2016 Trade Association Business Publications
Intl. Tabbie Awards Silver, Front Cover Illustration, June 2015
rewards in the MyWeigel’s Rewards program.
All three of these o erings are inventive, unique and clever. With more than 152,000 convenience stores currently operating in the United States and consumers cutting back on discretionary spending due to financial struggles, standing out in the market is more important than ever.
And it’s not only the larger chains in the industry that are breaking the mold. In this issue, we spotlight the winners of our inaugural Outstanding Independents Awards (see page 22). From dishing out traditional soda fountain-style ice cream, to cooking up rotisserie-prepared foods inspired by gourmet food markets, to selling premium liquor with a tasting room, these single-store owners and small operators are putting their own stamp on the “convenience” experience.
When’s the last time you visited your competitors to compare your o er to theirs? When’s the last time you took a fresh look at your business and considered what’s unique about it? Give customers something di erent and memorable, and they’ll return again and again.
For comments, please contact Linda Lisanti, Editor-in-Chief, at llisanti@ensembleiq.com.
2024 Eddie Award, Folio: magazine
Winner, Business to Business, Retail, Single Article, May 2024
Honorable Mention, Business to Business, Magazine Section, October 2024
2023 Eddie Award Honorable Mention, Folio: magazine
Business to Business, Retail, Full Issue, September 2022
Business to Business, Retail, Single Article, March 2023
2022 Eddie Award, Folio: magazine
Winner, Business to Business, Retail, Single Article, March 2022
Winner, Business to Business, Food & Beverage, Series of Articles, October 2021
Honorable Mention, Business to Business, Retail, Single Article, September 2021
2020 Eddie Award, Folio: magazine
Business to Business, Retail, Series of Articles, September 2019
2018 Eddie Award Honorable Mention, Folio: magazine
Business to Business, Retail, Website
Business to Business, Retail, Full Issue, October 2017
Business to Business, Editorial Use of Data, June 2017
2017 Eddie Award, Folio: magazine
Winner, Business to Business, Retail, Single/Series of Articles, May 2017
Honorable Mention, Business to Business, Retail, Single/Series of Articles, June 2016
2016 Eddie Award Honorable Mention, Folio: magazine
Business to Business, Retail, Full Issue, October 2015
Business to Business, Retail, Single/Series of Articles, August 2015
EDITORIAL ADVISORY BOARD
Laura Aufleger OnCue Express
Richard Cashion Curby’s Express Market
Billy Colemire Majors Management
Robert Falciani ExtraMile Convenience Stores
Jim Hachtel Core-Mark
Chris Hartman Rutter’s
Five Strategies for Small Operators to Battle the Big Guys
Smaller c-store retailers have been more resilient than their counterparts in other industries
ACCORDING TO THE RECENTLY PUBLISHED 2025 Convenience Store News Forecast Study, the industry’s small operators entered the year feeling a bit more optimistic about their future. But while their confidence is on the rise, their outlook still lags that of larger chains. That’s understandable as rising operational costs, supply chain issues and uncertainty about the economy continue to create a challenging environment for retailers with 20 stores or fewer.
The good news? Compared to small operators in other retail industries — like independent drugstores, hardware stores and department stores — smaller c-store retailers have proven to be far more resilient. Despite ongoing consolidation in the industry, a significant 60% of U.S. convenience stores are still independently owned, proving that small operators can survive and thrive.
Despite ongoing consolidation in the industry, a significant 60% of U.S. convenience stores are still independently owned, proving that small operators can survive and thrive.
Here are five key strategies to help small operators stay competitive and grow in 2025:
Maximize Operational Efficiency: Rising costs are a fact of life, but small operators can fight back by running leaner and smarter. Now is the time to audit expenses, cut waste and optimize inventory. Investing in back-office automation for pricing, ordering and workforce scheduling can help small retailers manage their businesses more efficiently without adding extra labor costs.
Invest in High-Margin Categories: Small operators have the ability to pivot quickly and diversify their product offerings. Expanding into foodservice, specialty beverages and private label items can boost profitability. Some small operators have found success with CBD products, craft beer and grab-and-go meal solutions — all of which offer high margins.
Embrace Technology & Digital Tools: Small operators don’t have the resources of large chains to invest in major tech initiatives, but they don’t have to. Affordable point-of-sale upgrades, self-checkout options and loyalty programs can help level the playing field. Offering mobile ordering and contactless payment also can enhance the customer experience while improving speed and efficiency.
Leverage Local Ties & Personalization: Most big chains can’t match the personalized service and deep local ties of independent operators. Building a strong community presence, stocking locally preferred products and supporting neighborhood events can drive loyalty. A store that truly understands its local customer base will always have an advantage.
Stay Adaptable & Watch Industry Trends: The business landscape is changing fast, so staying informed is crucial. Whether it’s potential new regulations on tobacco, changing labor laws or shifts in consumer spending, small operators need to stay ahead of industry trends and be ready to pivot when necessary. Joining industry groups and networking with fellow retailers can provide valuable insights.
The convenience store industry has always been a resilient and entrepreneurial space, and independent operators have proven they can survive in the face of challenges. While large chains may have more resources, small operators have assets that are just as valuable: flexibility, customer loyalty and the ability to adapt quickly.
For comments, please contact
Don Longo, Editorial Director Emeritus
, at dlongo@ensembleiq.com.
Author
FEATURES
COVER
Our first-ever Outstanding Independents Awards celebrate the industry’s small operators.
FEATURE
48 Maximizing Opportunities
As shopper sentiment toward the convenience channel warms, retailers need to understand who is driving visits and sales in order to seize the moment
Bold Flavor
1839 cigarettes are made from the finest flue-cured tobacco to deliver the flavor and value your budgetminded consumers crave. Available in a variety of styles to satisfy every taste.
8550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 WWW.CSNEWS.COM
BRAND MANAGEMENT
SENIOR VICE PRESIDENT/GROUP PUBLISHER, CONVENIENCE NORTH AMERICA Sandra Parente sparente@ensembleiq.com
EDITORIAL
EDITOR-IN-CHIEF Linda Lisanti llisanti@ensembleiq.com
SUBSCRIPTION SERVICES LIST RENTAL mbriganti@anteriad.com
SUBSCRIPTION QUESTIONS contact@csnews.com
CORPORATE OFFICERS
CHIEF EXECUTIVE OFFICER
CHIEF FINANCIAL OFFICER
CHIEF PEOPLE OFFICER
CHIEF OPERATING OFFICER
Jennifer Litterick
Jane Volland
Ann Jadown
Derek Estey
Many Benefits of Imperial Trading’s HBCU Internship Program
Imperial Trading Co.’s Chief Marketing O cer Emile Cantrell and Marketing Manager Stacey Matthews discuss the distributor’s work with historically black colleges and universities in a new episode of Convenience Store News’ Convenience Inclusion Initiative Podcast. The podcast series shares stories of how the c-store industry is fostering an inclusive work culture and taps the minds of thought leaders for insight into what more the industry could be doing to benefit from diversity of thought and background.
For more exclusive content, visit the Special Features section of csnews.com.
MOST VIEWED NEW PRODUCT
New from National Retail Solutions (NRS), a provider of point-of-sale and credit card processing solutions for independent retailers, NRS Purple is a payroll and workforce management platform tailored to meet the unique needs of small businesses. The platform simplifies payroll processing, ensures compliance with tax regulations and minimizes costly errors. Key features include automatic integration with federal, state and local tax systems; unlimited payroll cycles for flexible pay schedules; secure employee access to pay stubs, W-2s and tax documents; and seamless compatibility with popular accounting software such as QuickBooks.
TOP VIEWED STORIES
Couche-Tard Makes Moves in Japan
1
Alimentation Couche-Tard Inc. established an entity in the country to aid in its e orts to acquire 7-Eleven Inc.’s parent company. The retailer confirmed that it registered a subsidiary with Japanese authorities “to create the path to establishing an o ce in Japan in the future.”
2
CITGO Marks Expansion With New Brand Licensing Program
The company is extending its brand to five new geographic markets as part of the launch of a brand licensing program for qualified marketers and retailers. The brand licensing program will initially target Arizona, Colorado, New Mexico, Nevada and Utah.
3
Royal Farms Enhances Its Menu With Spring Refresh
The convenience store chain launched a trio of new items, including the Crunchy Chicken Salad with a Kick, Loaded Baby Cake Hash Browns and Tuna Salad Croissants. It also added weighed options for all salads, sides and deli meats, so customers can get exactly what they want.
4
Foodservice Leads Casey’s Through Its Latest Quarter
President and CEO Darren Rebelez pointed to Casey’s foodservice o erings as a key driver of the chain’s fiscal 2025 third quarter results. Its prepared food and dispensed beverage business saw sales increase 4.7% for the quarter, or 12.6% on a two-year stack basis.
5
Task Force Report Finds Rise in Illegal Tobacco Market in Massachusetts
Vape seizures by the state police reportedly increased nearly 21,000% in just one year following the state’s sweeping flavor ban. According to the “Massachusetts Multi-Agency Illegal Tobacco Task Force Annual Report,” illegal products jumped from 1,326 to 279,432 in fiscal year 2024.
EXPERT VIEWPOINT
C-stores Need a Comprehensive Approach to Shrink
Taking an all-encompassing approach to shrink changes how convenience stores manage loss, but the e ort can tighten profit margins — and technology can help to do this e ciently, writes Kathleen Garner, strategic customer success manager at Appriss Retail. Implementing a comprehensive solution can track how stores compare based on food waste, for example, uncovering potential supply chain issues. At the same time, retail analytics can spot if coupon abuse is happening across stores, getting out in front of an issue before it spreads too far, or link incidents of theft or crime happening across stores.
Great retail starts here
Boost Sales & Efficiency with siffron’s Merchandising Solutions
siffron is your trusted partner for retail success, offering innovative merchandising solutions that boost efficiency, maximize space, and protect your products and profits.
Introducing Bevvy-Glide™—a cost-effective, gravity-feed system for single-serve beverages. Its one-piece, adjustable design installs easily and keeps products front-facing for better visibility and increased sales. Available in multiple sizes to fit most beverage packages.
Count on siffron for solutions that save you money and drive sales.
NEXT™ Trays Roller Track™
Pole Star™ Spinner Displays
ESL Holders
Invisi-Shield™
BEVERAGE, LOSS PREVENTION, AND ESL HOLDERS JOIN SIFFRON’S C-STORE MERCHANDISING PORTFOLIO
For over 60 years, Siffron has helped convenience operators enhance their stores with innovative
fixtures, shelving, and merchandising solutions. As a leader in retail innovation, the company continues to evolve to meet retailers’ needs. Convenience Store News spoke with Robb Northrup, Siffron’s Director of Marketing & Communications, about industry challenges and how Siffron’s expanding portfolio supports convenience retailers.
Convenience Store News: What are the issues facing convenience stores in today’s hyper-competitive retail environment?
Robb Northrup: Convenience store operators face several key challenges in today’s hyper-competitive retail landscape. Managing costs is a top priority, especially amid supply chain disruptions and tariff uncertainties. To stay profitable, retailers must streamline operations, reducing labor costs associated with stocking and managing inventory. Additionally, theft remains a persistent issue, making asset protection a crucial focus. Balancing these factors while maintaining efficiency and profitability is essential for long-term success.
CSN: How is Siffron working to help stores compete?
RN: Siffron is helping retailers navigate cost and supply chain challenges by expanding our domestic manufacturing and blended supply chain to offer
Single-serve beverages in cold vaults are key sales drivers for convenience stores, and optimizing product visibility is essential to increasing sales. Our new U.S.-made BevvyGlide (tm) Gravity Glide is a cost-effective solution that keeps products front-faced, organized, and highly visible in cold vaults and coolers.
–ROBB NORTHRUP
flexible sourcing options for c-store operators. Single-serve beverages in cold vaults are key sales drivers for convenience stores, and optimizing product visibility is essential to increasing sales. Our new U.S.-made Bevvy-Glide™ Gravity Glide is a costeffective solution that keeps products front-faced, organized, and highly visible in cold vaults and coolers. Reduce reset times with our cartonto-shelf design that adapts to different shelf widths and depths without tools. Durable, recyclable material includes advanced slip that enhances gravity-fed performance. Installation is quick and effortless — just place it on the shelf!
CSN: What are other ways Siffron helps c-stores optimize costs and operational efficiencies?
Northrup: Siffron helps c-stores streamline operations and cut costs with innovative solutions.
Our NEXT Pullout Tray improves efficiency in bagged candy and snack
aisles by keeping products front-faced and enabling easy restocking with a pullout design that supports FIFO inventory management.
To simplify pricing updates, we provide electronic shelf label (ESL) attachment rails, securely integrating ESLs with a wide variety of store fixtures. Our expanded domestic manufacturing capacity ensures fast, large-scale production to meet retailers’ needs.
For theft reduction, we offer a range of solutions that balance security with shopper convenience. From locked cases and deterrent systems like our Invisi-Shield sliding tiles to remotely unlocked cabinets, we help retailers protect assets while maintaining a seamless shopping experience.
CSN: All stores have different challenges and different footprints. How can they make sure they’re getting the product that will work best in their store?
Northrup: Our solutions are fully customizable to meet each store’s unique goals. Asset protection options are scalable to different security levels, ensuring the right fit for any location, size, or budget. Whether you need shelf automation or store essentials like peg hooks, sign holders, or stock displays, Siffron delivers tailored solutions to help your store thrive in today’s competitive market.
ron.com.
Wawa Is Ready for Its Midwest Debut
The convenience retailer is slated to open its first store in Ohio this month
AFTER MORE THAN SIX DECADES in the convenience channel, Wawa Inc. is ready to move westward. The retailer will celebrate the grand opening of its first store in Ohio on April 16 — the founding date of the first Wawa store, which opened in 1964 in Delaware County, Pa.
The Liberty Township store will mark not only Wawa’s entrance into its 10th state, but also into the Midwest. It is the first of eight to 10 Wawa locations slated to open in Ohio this year.
“We are excited to fly into Ohio and bring our unique combination of fresh food and beverage, convenience and service to this state for the very first time. This historic milestone kicks off our ongoing growth and expansion in Ohio as we continue to build new stores and create new jobs,” said Brian Schaller, president of Wawa.
“We are also thrilled about extending our commitment to being a good neighbor with the announcement of several community partnerships made on opening day.”
In June 2024, Wawa debuted plans to open stores in Ohio and Kentucky. In Ohio, Wawa expects to open six to 10 stores yearly over the next five to eight years — up to 60 stores total. In Kentucky, Wawa plans to add five to eight stores per year in the Louisville and Lexington areas over the next five to eight years, for up to 40 stores in total.
Pennsylvania-based Wawa currently operates more than 1,100 convenience stores in Pennsylvania, New Jersey, Delaware, Maryland, Virginia, Florida, North Carolina, Alabama, Georgia and Washington, D.C.
Leadership Changes Come to Parker’s Kitchen & Quality Oil
Veterans of both chains take the reins as new CEOs
Two convenience store chains have new executives occupying the C-suite.
At Savannah, Ga.-based Parker’s Kitchen, Brandon Hofmann was promoted to CEO and John Rudolfs was promoted to president and chief financial officer in early March.
Hofmann previously served as president of Parker’s Kitchen and is the architect behind its explosive expansion plans. Rudolfs joined the company in 2021 and previously served as chief development officer.
Company founder Greg Parker is transitioning to executive chairman after serving as CEO for 50 years. He will continue to oversee the company’s growth, strategy and philanthropy.
“I plan to stay involved with Parker’s Kitchen because I love creating opportunity for others and giving back to the community in
meaningful ways,” Parker said. “Truly effective leaders always try to replace themselves with leaders who are better than they were. Brandon and John are both truly outstanding leaders with bright futures.”
In Winston-Salem, N.C., the board of managers of Quality Oil Co. named Don McIver as president and CEO following the retirement of Graham Bennett. McIver joined Quality Oil, parent company of the Quality Mart chain, more than 15 years ago and most recently served as executive vice president of finance.
“I’m truly humbled to lead Quality Oil, a place that has been such an integral part of my life and career for many years,” McIver said. “However, our company is about much more than any single person or leader. We are a strong, close-knit group … and we are focused on continuing to grow our diverse portfolio of operating companies.”
— Trax
In the past six months, 89% of Gen Z and 85% of millennials have shopped for natural and organic products.
— Acosta Group
— National Confectioners Association
Eye on Growth
Nouria Energy completed its acquisition of Savannah, Ga.-based Enmarket from parent company Colonial Group Inc. The transaction adds 133 Enmarket convenience stores and 25 car washes to Nouria’s portfolio.
Majors Management LLC and its a liates acquired four Mac’s Food Stores from a liates of McNeill Oil Co. Inc. The stores are located in Aberdeen, Pinehurst and Southern Pines, N.C.
Family Express Corp. is launching a modularized prototype store. The first location will open in Ligonier, Ind. Each 7,200-square-foot modularized store will feature a full kitchen inside, as well as an onsite car wash.
Retailer Tidbits
Rutter’s is adding entertainment to its store experience. Elements will include 65-inch high-definition TVs, live sports tickers with real-time updates, video gaming terminals and a large selection of adult beverages.
Parkland Corp. is exploring strategic opportunities for the company, led by a special committee of its board comprised solely of independent directors. The results could call for asset divestments, acquisitions, transformative business combinations or a sale of the company.
Par Mar Oil Co. partnered with Lula Commerce to grow its digital commerce operations. The pact delivers seamless experiences across all major order-ahead and pickup platforms, including Uber Eats, DoorDash and Grubhub.
ARKO Corp. converted 153 retail stores to dealer sites in 2024, including approximately 100 stores converted in the fourth quarter. The company expected to convert roughly 100 more sites by the end of the first quarter of 2025.
CrossAmerica Partners LP’s network was up 69 company-operated retail sites in the fourth quarter of 2024 vs. the same period in 2023. This increase was primarily driven by the completed conversion of Applegreen lease locations to company-operated retail sites.
Wesco Inc. is bringing the self-checkout option to more locations in its network. Following an initial rollout of Mashgin’s AI-powered checkout technology, the c-store operator is expanding the option to more than 20 locations.
Casey’s General Stores Inc. and RoadFlex are teaming up to o er fuel savings to RoadFlex cardholders. The discount is applied instantly at the fuel pump and reflected in customers’ transaction reports.
EG America launched a business fleet card in partnership with AtoB. The Alloy Fleet+ Card provides discounts, technology tools, fraud prevention tools, as well as credit and credit-building options.
The prototype masonry buildings are prefabricated and can be assembled in a matter of days.
During the pilot program, the kiosks rang up nearly half a million transactions at more than 10 Wesco locations.
Red Diamond Simple Sweet Line Extensions
Red Diamond expands its Simple Sweet line with two new o erings: Simple Sweet Lemonade and Simple Sweet Extra Sweet Tea. The Simple Sweet line is designed to save operators time, provide consistency of flavor and reduce mess by eliminating the need for measuring sugar and stirring. Simple Sweet Extra Sweet Tea tastes 25% sweeter than Original Simple Sweet Tea, according to the company. Simple Sweet Lemonade features real lemon pieces, premeasured sugar in the bag and leverages tea equipment, reducing labor and alleviating the need for additional equipment.
RED DIAMOND COFFEE & TEA • BIRMINGHAM, ALA. • REDDIAMONDBEVSERVICE.COM
STōK Cold Brew Energy
Duck Sticks
Fully cooked Duck Sticks from Pekin duck supplier Joe Jurgielewicz & Son Ltd. are now available in individually wrapped packaging with a center hole punch, making them a great option for convenience stores looking to o er customers new snacking options, the company said. They are crafted from 100% duck meat, a source of high-quality protein and essential nutrients such as iron, B vitamins, zinc, vitamin E, niacin and selenium. Duck Sticks are available in three flavors: Original, Sweet Heat and a l’Orange. The product can be purchased in boxes of 12 or a sampler pack of 18 that contains six 1-ounce sticks of each flavor.
JOE
JURGIELEWICZ & SON LTD. • HAMBURG, PA. •
STōK Cold Brew Co ee enters new territory with the launch of STōK Cold Brew Energy. Positioned as an energy co ee, the new o ering packs a powerful mix of smooth, quality co ee, focus-boosting ca eine, B vitamins, ginseng and guarana into a single can. STōK Cold Brew Energy is available in three flavors: Mocha Cream, Vanilla Cream and Caramel Cream. The ready-to-drink beverages debuted in 11-ounce cans at 7-Eleven and Speedway stores. The company is planning a nationwide launch in 2025.
Co ee Mate Cold Foam Co ee Mate Cold Foam features a proprietary mess-free dispensing tip that tops beverages with a light, flu y foam that contains 25% less sugar than a leading cold foam creamer. The product is available in three flavors inspired by fan-favorite Co ee Mate creamers: Italian Sweet Crème Flavored Cold Foam, French Vanilla Flavored Cold Foam and Nestle Toll House Brown Butter Chocolate Chip Cookie Flavored Cold Foam — a flavor never before seen in a cold foam format. Co ee Mate Cold Foam has a suggested retail price of $4.68 to $5.49 for a 14-ounce can.
NESTLÉ USA • ARLINGTON, VA. • GOODNES.COM/COFFEEMATE
Rich Products Corp. introduces Rich’s Parbaked French Breadstick, a 7-inch, bake-and-serve breadstick that makes an ideal snack or meal component and can be customized for each daypart. Convenience stores can deliver scratch-quality satisfaction with this parbaked breadstick that goes from the freezer to the oven to the counter in minutes, according to the company. Store associates simply remove the product from the freezer, bake for five to 12 minutes, and then serve. The 1.8-ounce breadsticks arrive frozen, 120 per case, with a shelf life that’s 270 days frozen or three days ambient.
Recover 180 adds two new flavors, Strawberry Banana and Rocket Pop, to its line of organic sports hydration drinks. Similar to other o erings in the line, each serving of the new varieties has 15 calories and features vitamins, antioxidants, electrolytes, organic coconut water and no added sugar. The 100% organic sports beverages are designed to deliver balanced hydration to help individuals rehydrate, replenish and recover better, the company said. Other flavors in the line include Fruit Punch, Peach Mango, Watermelon, Super Berry and Lemon Lime.
RECOVER 180 • LONG BEACH, CALIF. • DRINKRECOVER.COM
General Mills debuts a first-of-its-kind yogurt snack: YoBark. Made for the refrigerated section of the store, YoBark combines the creaminess of yogurt with the crunchy texture of Nature Valley Granola in one bite. The snack is reminiscent of homemade TikTok creations that use yogurt, fruit and other frozen treats, the company noted. YoBark is available in Strawberry and Honey Vanilla varieties, and boasts nutrients such as calcium, vitamin A and vitamin D.
GENERAL MILLS • MINNEAPOLIS • GENERALMILLS.COM
Doritos Golden Sriracha
Hershey’s Cold Brew Mocha Latte
New from Sunny Sky Products, Hershey’s Cold Brew Mocha Latte combines the rich, smooth taste of cold brew co ee with the flavor of real Hershey’s cocoa. Made with 100% premium cold brew co ee and the taste of Hershey’s chocolate, the product is packaged in two 6-liter bags per case, with a product yield of about 50 8-ounce servings per case and a shelf life of 210 days. Sunny Sky Products, a licensing partner of The Hershey Co., also o ers Hershey-branded Reese’s Hot Chocolate, Reese’s Freeze and Hershey’s Cookies ‘n’ Creme Cappuccino. SUNNY SKY PRODUCTS • HOUSTON • SUNNYSKYPRODUCTS.COM
The Doritos brand is pushing flavor boundaries yet again with the launch of Doritos Golden Sriracha. The product is designed to put an unexpected twist on Generation Z’s favorite hot sauce. Instead of leaning on the heatforward taste of red Sriracha, the chips blend the tangy, sweet, complex flavors of yellow and green Sriracha. Doritos Golden Sriracha come in two sizes: 9.25 ounces for $6.29 and 2.625 ounces for $2.69. FRITO-LAY NORTH AMERICA INC. • PLANO, TEXAS • DORITOS.COM
Scripto Eco Flame MAX Lighter
Calico Brands Inc. introduces the Scripto Eco Flame MAX Lighter, its latest ecofriendly innovation. Available in brown and tan colors, the lighter incorporates ecofriendly bioplastic technology made with 30% natural fibers sourced from recycled palm fibers. This new addition to the Scripto Aim ‘N Flame MAX family is a sustainable alternative that does not compromise on performance as it o ers the largest fuel supply of any disposable utility lighter, the company stated. Display vehicles include counter displays, clip strips, multiple floor displays and power panels.
CALICO BRANDS INC. • ONTARIO, CALIF. • CALICOBRANDS.COM
SHINING BRIGHT
OUR FIRST-EVER OUTSTANDING INDEPENDENTS AWARDS CELEBRATE THE INDUSTRY’S SMALL OPERATORS A CONVENIENCE STORE NEWS STAFF REPORT
DESPITE THEIR SMALLER SIZE and more limited resources, single-store owners and small operators (2-20 stores) are making a big impact in the convenience store industry.
To shine a light on these retailers, Convenience Store News introduces the Outstanding Independents Awards program, which recognizes single-store owners and small chains that are carving out a niche in the industry and serving their communities admirably.
Nominations were submitted to CSNews by c-store industry retailers, distributors and suppliers. Nominators were asked to describe how the business is unique and stands out in its market, in what ways the retailer delivers exceptional customer service and embraces innovation, and how the operator contributes to the betterment of their community, among other attributes.
Latitudes
Rio Rancho, N.M. No. of Stores: 1
After much deliberation, judges selected 20 winners for recognition this year. GRAND-PRIZE WINNER
The 2025 Outstanding Independents Awards winners are:
Latitudes owner Ron Brown took the time to listen to the community and gather feedback to create a store that truly meets the needs and preferences of its customers. Designed by an award-winning local architect, the 14,680-square-foot convenience store was developed using feedback from focus groups. The result is a unique market in both design and character.
“Out of these focus groups, it was discovered most females do not like to go inside of convenience stores because they are crowded and stocked with mostly male-focused product. We asked what they would like to see,” Brown explained.
“The ladies basically designed the store with tall ceilings and wide aisles, and stocked with merchandise that other large chain stores do not stock.”
Latitudes is also unique in how it markets its liquor department. It is the largest independent bourbon store in the state of New Mexico, complete with a tasting room upstairs where free wine, bourbon and tequila tastings are held every other week. The retailer also has a Bourbon Buddies club that has many in-state and out-of-state
members. At the end of each year, Latitudes hosts an annual Bourbon Bottle Draft via Zoom where the customer who spent the most money on brown liquors gets first choice of the allocated bourbon. Thanks to these e orts, one-third of the store’s overall sales come from its liquor department.
Latitudes’ employees share in the business’ success, receiving a portion of the annual profit. In 2024, the retailer paid out more than $250,000 in bonuses based on bottom-line profit. Brown also believes in giving back to the community, particularly raising money for charities such as Make-A-Wish and Special Olympics New Mexico. Last year, Latitudes was awarded the Small Business of the Year award from Special Olympics. The independent store supports the community as well by sponsoring youth athletic teams, inviting the Girl Scouts and Boy Scouts to sell cookies and popcorn onsite, and more.
“Large national chains do a wonderful job of raising money for national charities, but a small local business has a big responsibility to help the smaller, local needs in the community. We love filling that niche,” said Brown.
36 Lyn Refuel Station Minneapolis No. of Stores: 1
36 Lyn Refuel Station in Minneapolis is an independently owned, community-focused refueling station that is passionate about providing organic and locally sourced products to its community. Owner Lonnie McQuirter and his team spend much time interacting with vendors to properly promote their products, build brand awareness, share knowledge and grow together.
As a small neighborhood convenience store, 36 Lyn Refuel Station has found that a personalized approach is key to success. The team loves to engage with customers and is constantly on the lookout for ways to make the shopping experience more positive, pleasant and rewarding. Being an important member of the community and making a positive impact is also of great importance to this single-store business, which actively supports community organizations and nonprofits each year along with organizing various neighborhood events.
AJ’s Market & Ice Cream at Southtowne
Pensacola, Fla.
No. of Stores: 1
Beyond his store, McQuirter is recognized for his passionate work in legislative advocacy and is a go-to for political activity representing the convenience channel. He serves on the NACS Board of Directors and is a member of Convenience Store News’ Diversity & Inclusion Advisory Board. According to his nominator, McQuirter is “always willing to lean into whatever is needed to help move the entire industry forward.” and local business employees” in downtown Pensacola, according to its nominators.
Owned by the husband and wife team of Alan Mandel and Judy Moldovanand, AJ’s Market & Ice Cream at Southtowne is “a true small-business community gem” and “a gathering spot for visitors, residents
Located on the street level of the Southtowne residential community, AJ’s was founded to provide the area with traditional soda fountain-style ice cream, while also stocking essential convenience items, soft drinks, beer and wine, snacks, salads, freshly made sandwiches, gourmet appetizers, local products and more. Along with praising its inventory, AJ’s nominators also pointed to the store’s “fantastic aesthetic and vibe,” especially the old-fashioned yet modern black-and-white checked floor complemented by turquoise and pink accent colors. Indoor and outdoor bistro-style seating allow customers to enjoy the beautiful, beachy downtown area.
The owners are often onsite and, along with their kind and helpful team, o er a sense of charm, warmth and belonging to customers who visit from near and far. They support the local community and are constantly looking for ways to give back. AJ’s contributes a percentage of its sales each month to the local public schools through the Escambia County Public Schools Foundation. The family-owned business also has provided coupons for thousands of free scoops of ice cream, and hosted fundraisers to support the county’s students and teachers.
Corner Market Lyndhurst, Ohio No. of Stores: 1
In every aspect of his business, Corner Market owner Paul Elhindi exemplifies the qualities that define an outstanding independent retailer: a relentless pursuit of excellence, a passion for innovation, and a dedication to his team and customers, according to his nominator.
Choctaw Travel Plazas
Durant, Okla. No. of Stores: 18
Choctaw Travel Plazas is a tribally owned and operated business whose success directly benefits the Choctaw people. The retailer stands out by blending retail, foodservice and cultural significance to create a shopping experience reflecting the tribe’s heritage.
Each location proudly showcases Native American-made products, tribal branding and regionally sourced goods. Customers can enjoy the proprietary Chahta Grill foodservice program and shop from the selection of local products while gaining value from the Chahta Rewards loyalty program, which o ers fuel discounts, exclusive promotions and other savings.
Choctaw Travel Plazas ensures that its success also strengthens Oklahoma’s economy by prioritizing local vendor partnerships with businesses such as Three Rivers Meat Co. and Choctaw artisans. In addition, the retailer sponsors local events, provides employment opportunities for tribal members and supports community initiatives to reinforce its mission of prosperity, self-su ciency and cultural preservation.
By using innovation, cultural storytelling and customerfirst strategies to redefine the role of independent convenience retailers, Choctaw Travel Plazas has made itself a destination for quality food, a platform for local businesses and a showcase of Choctaw excellence, proving that a small, independent chain can have a big impact.
Since beginning his journey in 1989, Elhindi has consistently demonstrated a commitment to evolving his business. To expand and enhance the customer experience, he purchased a neighboring property and expanded Corner Market to its current 5,000-square-foot footprint. Recognizing the shifting landscape of the industry, Corner Market was among the first to introduce foodservice into gas stations in 1992 by adding a Subway within the store. In September 2019, a drive-thru was added, which remains a vital service today.
Employees — many of them with long tenures — are rewarded through bonus programs tied to well-defined goals. While embracing data and technology to refine operations and enhance customer loyalty, Elhindi ensures that Corner Market’s shelves are stocked with a wide array of products that cater to customers’ needs, creating a one-stop shop that o ers everything from fresh sandwiches to a premium selection of beer, wine and microbrews. The store is a test innovation site for Pepsi, and features a Coca-Cola Freestyle fountain machine with 700-plus flavor combinations.
Elhindi’s commitment extends beyond his store, including more than 20 years of service on the executive board of the Midwest Independent Retailers Association (MIRA). His community involvement is equally impactful, from hosting annual turkey drives to supporting youth groups and community events. These e orts underscore Elhindi’s belief that a business thrives when it actively invests in the community it serves, his nominator noted.
Country Station Darien, Wis.
No. of Stores: 1
Country Station o ers a unique experience that combines the charm of a traditional general store with the appeal of modern conveniences. Store employees make it a point to greet customers with a small-town smile and o er an exceptional level of personalized service, creating the friendly, welcoming atmosphere
that is the defining trait of this store, according to its nominator.
Owned by Dionne Brown, Country Station o ers fresh produce and household essentials, as well as unique gifts and local specialties. Its cheesecake is known as the best around and regularly draws in local and visiting dessert enthusiasts.
To balance value and quality, the retailer utilizes competitive pricing and frequent promotions to give its customers the best possible deals while still o ering high-quality products. Country Station also embraces innovation by regularly adding new products and services that cater to its community’s evolving needs.
A true part of the Darien community, Country Station proves itself to be more than just a place to shop by actively participating in local events, donating to various causes and encouraging its sta to volunteer their time in support of community initiatives. By fostering a strong sense of community involvement, the retailer enhances its reputation while building a loyal customer base — making it “a beloved and indispensable part of the local landscape,” its nominator said.
Additionally, Estepp’s gives customers a range of benefits through its Stepp Up Rewards program. The loyalty app lets members earn discounts, take advantage of promotions and enjoy savings both in-store and at the fuel pump, where they can save up to 15 cents per gallon. Customers can also use the app to place orders for delivery or pickup.
Estepp’s Lexington, Ky. No. of Stores: 13
Estepp’s started out as a single store in Lexington in 1975. Since then, the family-owned business, headed by Steven Estepp, has grown to 13 locations with plans for more — all while priding itself on fast and friendly service that ensures every customer experiences a smooth and easy transaction any day of the week.
The retailer’s No. 1 goal is to serve as a one-stop shop for the communities it serves, maximizing the amount of convenience it o ers. Estepp’s locations feature multiple in-store franchises, including The UPS Store, Little Caesar’s Express, Hot Head Burritos and Subway. The “Kentucky Proud” business also regularly supports and promotes local brands and products.
Estepp’s isn’t just proud to be part of the community; it is also proud to give back to the community. Initiatives include sponsorship of youth sports, donating products and volunteer time to local schools, partnering with groups to benefit local nonprofits and charitable groups, and more. Its o cial corporate charity is Honor Flight of Kentucky, which provides all-expense-paid trips to veterans to visit the war memorials and Pentagon in Washington, D.C. Estepp’s provides goody bags with water and snacks for the veterans to enjoy on their flight.
WARNING: Cigars are not a safe alternative to cigarettes.
JJ’s
Huntington, Ind. No. of Stores: 8
As a fourth-generation, family-owned company, Johnson Junction Inc. continues to uphold its longtime mission of creating a superior customer environment. At its JJ’s convenience stores, team members serve customers enthusiastically, while the company cultivates mutually beneficial relationships with suppliers to ensure customers have access to the best variety and highest-quality products possible. Additionally, JJ’s stores are managed with the highest cleanliness standards in the c-store industry, the retailer noted.
To fully meet the needs of its community members, JJ’s has expanded its o erings over the years to include a laundromat, two quick-serve lube centers, a car wash and a co ee shop in addition to its convenience stores. At the fuel pump, the retailer helps customers save through the JJ’s Excellence Card, which o ers savings of 7 cents per gallon every visit.
Beyond its stores, the company is active in both national and state trade associations, with owner Nick Stanley currently serving as vice president of the Indiana Food and Fuel Association Board. Company ownership also stays actively involved in JJ’s local communities by serving as a volunteer firefighter and first responder, as well as serving on the boards of the YMCA, Quayle Vice Presidential Learning Center and Huntington County Community Foundation.
JJ’s has contributed more than $300,000 to its local communities in the last 10 years. Likewise, the retailer stands up for its employees by o ering a team member assistance program through the JJ’s Fund at the local Community Foundation, as well as an employee assistance program for mental health services.
Filling Station Kewaskum, Wis. No. of Stores: 2
Thoughtful store design, diverse merchandise and superior value o erings make Kohn’s Filling Station a preferred shopping destination, according to its nominator.
Owned by Brandon Kohn, the two-store chain o ers a bright and welcoming atmosphere that includes a consistently clean and safe environment, a meticulously organized store design that makes it easy to find what you need, and a deli that o ers fresh food daily — ensuring that every customer walks away satisfied. A variety of unique items that cater to local tastes ensure Kohn’s Filling Station stands out from its competition.
The retailer is dedicated to innovation and demonstrates this through its continuous e orts to introduce new products and ideas. The stores o er a variety of services tailored to meet customers’ variable needs, from personalized deli orders to home delivery options. The business’ drive to stay ahead of industry trends keeps the stores fresh and exciting for customers, who also enjoy the exceptional customer service provided by friendly and knowledgeable sta .
Betterment of the community is a cornerstone of the retailer’s philosophy. Kohn’s Filling Station regularly donates to local charities and participates in community events. Sta are encouraged to volunteer their time. This all contributes to building a deep-rooted community connection, which not only strengthens local ties but also cultivates feelings of trust and loyalty among customers.
Kohn’s
Market Express Inc.
Price, Utah No. of Stores: 3
Market Express Inc. operates three branded fueling locations in Price, Utah (Sinclair, Chevron and Phillips 66), each complemented by a Market Express branded convenience store that o er unique in-store o erings.
“The local community appreciates, respects and is loyal to the Market Express brand, and travelers are compelled to visit a Market Express location with its curb appeal, alternative fuel o erings, well-lit stations, remarkable customer service, convenience store footprint and unique QSR [quick-service restaurant] o erings,” its nominator stated.
Owned by Nick Kiahtipes, Market Express has become the spot in Price, to grab a hamburger, fries and a shake. Each store features a full deli and grill, serving quarter-pound burgers, chicken sandwiches, madeto-order breakfast burritos and breakfast pizzas, in addition to a fresh grab-and-go menu of salads, parfaits and deli sandwiches.
All three locations o er branded unleaded fuel, diesel and non-ethanol fuel. The Sinclair-branded station is the only location in Carbon County that sells compressed natural gas; it also o ers red-dye diesel for o -road
Morgan Oil
Youngstown, Ohio No. of Stores: 2
Morgan Oil founder Mike Kassem’s journey began when he came to the United States from Lebanon in 1985 on a visa to attend Ohio’s Youngstown State University, where he earned a business degree. In March 1995, he opened the first Morgan Oil location in Struthers, Ohio. The site has become a “go-to” convenience store for both travelers and locals in the community.
In February 2020, Kassem expanded the business with the opening of a second location — a 16-pump truck stop at the Ohio/ Pennsylvania border. He chose this location due to the significant di erence in gas prices between the states. The success of this site far exceeded his expectations and, due to high demand, he plans to add six more gas pumps by late spring 2025.
According to Morgan Oil’s nominator, a key factor in the company’s 30-year success is Kassem’s hands-on approach to the business. He can always be found at one of the stores, ensuring they meet his high standards with an emphasis on fair prices, a clean and organized atmosphere, and quality customer
vehicles and diesel exhaust fluid. The Chevron-branded station features a full-service, state-of-the-art car wash with attendants.
Another highlight of the Market Express chain is its robust loyalty program, which includes fuel rewards available via its mobile app or the loyalty kiosk inside each store. Members earn points for every dollar spent (excluding some categories) and get an everyday 5-centper-gallon discount on fuel. When members purchase 100 gallons of fuel, they receive a free Works Wash. The program also includes fountain and co ee club savings.
service. He also enjoys working in the kitchen, adding his touch to the food that is sold, such as wings, gyros and pizza.
In addition to his business acumen, Kassem’s generous spirit and active involvement make him a beloved figure in the communities Morgan Oil serves. He actively supports schools, athletics, and local police and fire departments in both communities.
Chicago No. of Stores: 7
Russ Garcia opened the first Papo’s Express in February 1986. Nearly four decades later, the family-owned and -operated company has seven premium convenience store and gas station locations. The chain is known for its focus on customer service, modern and classy store design, top-tier bathrooms, and immaculate site maintenance and landscaping.
The retailer considers its team to be the strength of the business. The Papo’s Express team — some of whom have been with the company for 20 to 30 years — believes in the importance of providing every customer with a higher level of service than they expect to get. “Russ trusts his team and … each person cares for the locations as if it is their own. This is very di cult to accomplish in this industry, and I think it all leads back to the leadership of Russ,” its nominator noted.
Inside its stores, Papo’s Express o ers a range of fresh food and beverages. Same as customers would expect at a high-end co ee shop, the chain serves Lavazza co ee, espresso and cold brew. Other drink options include smoothies and milkshakes. On the food side of the business, the menu encompasses pizza, hot dogs, polish sausages, taquitos, chili and soup.
The company maintains a very successful car wash business as well and stays on top of innovative new products to upgrade its car wash locations. Recently, it added graphite armor and triple foam to enhance the customer experience and quality of wash. Only about 2% of gas station car washes have graphite armor, according to the nominator.
Papo’s Express is strongly entrenched in supporting the Leukemia & Lymphoma Society (LLS). Each location sports a Spirit Pump to raise donations and features a roundup option at checkout. The team participates in walks, galas and other charity events to support LLS. In 2024, Papo’s Express donated a total of $140,000 to the organization.
Pinnacle Peak General Store Scottsdale, Ariz. No. of Stores: 1
Pinnacle Peak General Store has been a staple of the Scottsdale community since 1977. Before the store was built, locals had to travel a fair distance to get basic goods. Now, the store draws people from all over with its “old Southwestern feel,” General Manager Pete Lesperance said.
Filled with antiques, the general store features quickstop necessities such as fast food (some say it’s the best pizza in Scottsdale), cold beverages, snacks, groceries and basic household items.
There’s also Pinnacle Peak Perk, a full-service co ee bar that serves hot espresso drinks, blended iced co ee drinks and smoothies; and The Café at Pinnacle Peak, which serves homestyle American cuisine and western specialties.
Truly a one-stop convenience center for the north Scottsdale area, Pinnacle Peak also provides:
• A full-service U.S. Post O ce Contract Station
• A propane tank exchange service
• 24-hour state-of-the-art, automated gas and diesel pumps
• A full liquor and wine cellar o ering competitive prices
• Unique gifts and Southwest souvenirs, including its own line of hot sauces and apparel
Pinnacle Peak supports the community by bringing local vendors into the store, including locally roasted co ee, locally distilled spirits and locally sourced honey. The retailer also takes part in food drive donations and works with local pet adoption agencies to host events in the parking lot.
Papo’s Express Inc.
Pump n Munch
Neenah, Wis.
No. of Stores: 4
Pump n Munch owner Jake Lamb is a dynamic and approachable store owner who fosters a welcoming environment for both customers and employees, according to his nominator.
Whether through his active involvement in local business organizations or his self-funded marshmallow roasting and hot chocolate station at the annual winter carnival, Lamb consistently demonstrates a dedication to enriching the community. In turn, his commitment to supporting local businesses and giving back has earned him strong, loyal customer relationships.
Always ready to collaborate on ways to improve each
store, his hands-on approach has cultivated a culture of excellent customer service, which his loyal patrons recognize and appreciate. With a deep understanding of the convenience store market and its future, Lamb continues to prioritize foodservice, including the development of a new full-service restaurant and bar at the latest Pump n Munch location. This expansion will further enhance customer experience.
Lamb’s leadership style is one that encourages collaboration. His managers and employees appreciate his openness and willingness to work closely with them, incorporating their ideas and e orts to make each of the four Pump n Munch locations a success. The work environment is both comfortable and inspiring, fostering a positive atmosphere where sta members are motivated to contribute to the company’s ongoing growth, the nominator said.
Roaster’s Market
Ada, Okla.
No. of Stores: 2
Roaster’s Market welcomed customers at its first location in Ada, Okla., in 2020 and four years later, cut the ribbon on its second location in Chickasha, Okla. In its five-year history, the retailer has stood out as an example of how an independent convenience store can shake up the traditional c-store experience, starting with its name which celebrates the brand’s two culinary cornerstones: barista-crafted co ee sourced from Austin, Texas, and rotisserie-prepared foods inspired by gourmet food markets on the East Coast.
“Owner Mike Lawson’s vision of creating a food and beverage destination rather than just a convenience store is evident in every detail, from the warm co ee aromas to the curated playlist of upbeat music,” said its nominator. “With its successful expansion to a second location, Roaster’s Market demonstrates how an unwavering commitment to quality food and beverages, supported by thoughtful design, can help an independent operator create a truly distinctive customer experience that rivals or surpasses larger chains.”
Roaster’s Market’s innovative design was created in partnership with Paragon Solutions. The brand’s elevated food o ering is complemented by an atmosphere that blends café comfort with modern convenience. The initial location spans 5,200 square feet and features red brick walls with dark green accents, indoor seating for 40 guests and an outdoor patio that seats 50. Roaster’s Market locations embrace innovation and o er enhanced convenience through touchscreen ordering tablets, entirely touch-free restrooms and a drive-thru.
Susie Q’s
Thomasville, Ga.
No. of Stores: 12
With locations in Georgia and Florida, Susie Q’s has established its position in the marketplace as a brand known for exemplary customer service, operational excellence and a commitment to its communities and beyond. While Susie Q’s 12 locations range from large-footprint convenience stores to smaller o erings, the sites regardless of size are easy to spot thanks to the brand’s logo: a yellow and green “Q” with a quail nested inside. When customers see that logo, they know they can expect fast, friendly service and high-quality products.
Credit for that partly goes to the chain’s store managers, many of whom measure their tenure in decades rather than years. One store manager who has been with the retailer for more than 20 years points to corporate’s willingness to let managers make decisions at the store level as a reason for her long-time a liation with Susie Q’s. “Corporate gives me latitude to make decisions and allows me to try di erent approaches within my store,” she said.
Susie Q’s stands out among independent operators in the convenience channel for more than just its stores; the brand has become an integral part of each community it serves. During emergency situations and disasters, Susie Q’s is often seen delivering water, food, batteries and other essential items. This dedication even goes beyond its footprint. Following the fall 2024 storms that battered North Carolina, Susie Q’s management sent trucks loaded with supplies to the a ected communities and arranged fuel deliveries so that residents could use generators — despite not having a single store in North Carolina. When asked why Susie Q’s pitched in to help, co-owner Tommy Patel said simply, “In America, we stand together.”
Take 10 Market
Owensboro, Ky. No. of Stores: 2
Take 10 Market is an innovative concept that combines a convenience store and premium liquor store, Barrel Heads, into one destination that maximizes customer convenience while elevating the typical retail experience. Owned by Daval Patel, the site is strategically positioned on the Kentucky Bourbon Trail. It o ers both travelers and local connoisseurs access to rare and vintage bourbons plus a sophisticated tasting experience that sets new standards for liquor retail in the region, while providing the traditional o erings of a c-store, according to its nominator.
A striking 40-foot by 12-foot bourbon wall featuring custom library-style woodwork complete with a rolling ladder serves as the centerpiece of Barrel Heads. This feature creates an upscale, distinctive atmosphere that transforms the typical liquor store experience. The space also incorporates authentic bourbon barrels and custom window designs that reinforce the bourbon heritage theme, while a dedicated tasting bar o ering 200-plus bottles for sampling adds an interactive element that’s rarely found in traditional liquor stores.
The development has a dual drive-thru system that serves the convenience store and liquor store separately. This streamlines the customer experience while maintaining distinct identities for each business. A cohesively designed exterior seamlessly blends both concepts.
Take 10 continually gives back to the Owensboro community with its commitment to donate 10 cents per gallon from a dedicated gas pump to the neighboring Daviess County Middle School.
Warrenville, Ill. No. of Stores: 17
O ering more than typical convenience products and services, The PRIDE Stores represent “the next level of consumer experience in the convenience store industry,” according to its nominator, and are “a destination if you are looking to pick up your Amazon orders, grab a hand-pressed burger or purchase a fine bottle of wine on your way home.”
Serving the Chicagoland area for more than 30 years, the now 17-store chain is the retail division of Parent Petroleum Co., owned by Mario Spina. The company decided to call its stores “The PRIDE” to emphasize the fact that it takes great pride in its locations.
Along with providing stores that are bright, friendly and clean, The PRIDE Stores operate three proprietary restaurant concepts: The PRIDE Café, which features comfortable booth and table seating; Urban Counter, an American fare restaurant that o ers made-to-order burgers, salads, shakes and more; and Taco Urbano, which serves up made-to-order tacos, tortas, burritos, sopes and more. Each menu is crafted with the highest-quality ingredients.
What makes The PRIDE Stores even more unique in a large market like Chicago, though, is its diverse o erings, including its own craft brewery, its nominator noted. Located at The PRIDE of Saint Charles location, 93 Octane Brewery serves innovative beers in its tap room and has a full kitchen. Along with the brewery, this site also includes a convenience store, fuel station, car wash and The PRIDE Beer & Wine Plus Spirits Liquor Store, which stocks 500plus spirit brands, 300-plus wine brands and 200-plus varieties of craft beer.
To further support its customers and the communities in which it operates, The PRIDE Stores partners with the Chicago Blackhawks Foundation and Folds of Honor, among other organizations, and provides savings through its PRIDE Points loyalty program.
Urban Value Corner Store McKinney, Texas No. of Stores: 11
Urban Value Corner Store is a small-format convenience store concept that seeks to redefine the role of convenience retail in multifamily residential communities. Its 12 locations serve as an exclusive, resident-focused retail amenity designed to enhance the living experience within high-rise, mid-rise and luxury apartment communities.
Founded by Steve McKinley, Urban Value boasts a store design that blends seamlessly into residential spaces and o ers an elevated, boutique-like shopping experience that ensures residents have convenient access to high-quality products just steps from their homes.
The merchandise assortment is hyper-curated based on resident preferences, incorporating fresh food, beverages, personal care products and household essentials. Unlike standard convenience stores, the inventory is continually optimized using artificial intelligence-driven analytics to ensure the stores meet the evolving demands of customers.
Urban Value places a high emphasis on customer service. A dedicated support team is readily available through digital channels to assist customers, resolve issues and ensure a frictionless experience. By responding quickly to resident requests, the retailer “creates a highly personalized and responsive shopping environment,” according to McKinley.
“Urban Value has cultivated a strong customer following by integrating seamlessly into residents’ daily lives. … Our commitment to curated inventory, thoughtful store design and active resident engagement ensures we provide a tailored shopping experience that meets their needs,” he said.
Whitehall Shell
Whitehall, Ohio
No. of Stores: 1
The Whitehall Shell convenience store and gas station may have sprung from humble beginnings but, in the past nearly 50 years, it has become firmly rooted in its Ohio community just east of Columbus. Owners Larry and Ella Farrington begin their journey in 1977 with a site that o ered an on-island kiosk, car wash and four dispensers. At the time, manual imprinters, dispenser meter readings and manual tank readings were the norm.
Through the decades, the pair rose to meet every change and challenge in the industry with success, according to their nominator. Approximately 10 years in, the Farringtons rebuilt Whitehall Shell to feature an on-island Food Mart and tunnel car wash, which still stand today. More than just the physical structures, the couple laid a foundation of success by excelling in customer service, image, car wash services and promotions.
Their daughter Vickie joined the operation in 1995 and along with her husband Tim, who had been working there since 1979, formed a great team to lead Whitehall Shell into the 21st century. Vickie has enhanced the retail experience for the store’s customers, many whom are on a first-name basis with the owners and employees. At Christmas time, Whitehall Shell goes all out with a decorative display that includes inflatables, numerous lights, and trains and sleds atop its roof and canopy.
The site has won numerous awards from Shell Oil Co. and the City of Whitehall. In fact, in 2020, the city issued a resolution declaring March 28 as Whitehall Shell Station Day. CSN
Boost basket sales with Twang's Grab & Go Snack Salts
Scan to learn more
Highs & Lows
The cigarette category faces its share of challenges, but there are bright spots
By Renée M. Covino
FOR THE RESILIENT CIGARETTE CATEGORY, it’s not all bad news lately — and that’s good news.
Cigarettes are still a very important driver of convenience store inside sales, according to Bonnie Herzog, managing director at Goldman Sachs, based in New York. “Along with OTP [other tobacco products], cigarettes drive about 20% of gross margin dollars inside the store,” she noted.
“I certainly don’t consider it all gloom and doom. We see some bright spots, particularly in the discount price tier,” said Don Burke, the recently retired senior vice president of Pittsburgh-based Management Science Associates Inc. (MSA), citing the company’s distributor/retail data for 2024.
Looking at cigarettes by price tier, the biggest unit volume declines are being seen in the premium and discount segments — more than 12% and almost 11%, respectively, according to MSA data. Super premium also is declining by about 5%, which is less than the average decline across the whole category. The deep discount price tier is the only cigarette segment not declining, Burke pointed out. It showed an increase of less than 1% last year.
“Deep discount is the only one of the price tiers that has been increasing and we expect that to continue,” he said. “You need representation across all the price tiers, but keep in mind that deep discount is the one to watch.”
Herzog agreed that deep discount’s share is rising and attributed it to economic pressures on consumers and wide price gaps between the premium and deep discount tiers.
For premium brands, she said retailers can expect more promotions, buydowns and different SKUs as manufacturers try to keep premium consumers in the franchise.
“We’re hearing that more and more retailers are allocating more space to deep discount. The CEO of a large retailer we visited told me they’re making the biggest changes in 20 years to the backbar,” Herzog relayed, adding that more retailers are also making room for alternative products. “Retailers are following where the adult nicotine consumer is heading.”
On the Regulatory Front
In mid-January, under the final days of the Biden Administration, the U.S. Food and Drug Administration (FDA) issued a proposed rule that would set a maximum nicotine level in cigarettes and other products. The FDA stated that it seeks to “make cigarettes and certain other combusted tobacco products minimally addictive or nonaddictive by limiting the nicotine yield of these products.”
If finalized, the United States would be the first country globally to “take such a bold, life-saving action to prevent and reduce smoking-related disease and death,” the FDA said in a statement.
As proposed, the rule would set a maximum nicotine content level of 0.70 milligrams of nicotine per gram of total tobacco. It would apply to cigarettes, cigarette tobacco, roll-your-own tobacco, most cigars (including little cigars, cigarillos and most large cigars) and pipe tobacco, the agency said. The rule would not include
e-cigarettes, nicotine pouches, noncombusted cigarettes such as heated tobacco products, waterpipe tobacco (hookah), smokeless tobacco products or premium cigars.
“This would represent a drastic reduction in nicotine content,” said Bryan Haynes, an attorney with the national law firm of Troutman Pepper Locke, who specializes in tobacco. “By comparison, one recent study — which FDA cited in the proposed rule — reported that the average nicotine content in the top 100 cigarette brands of 2017 was 17.2 milligrams of nicotine per gram of total tobacco.”
Several tobacco companies have spoken out against the proposed nicotine cap. Altria Group Inc.’s Director of Corporate Communications David Sutton said in a statement that the proposed rule is “unnecessary” and “lacks scientific support.” Instead of prohibition, he urged the FDA to authorize smokefree products. A spokesperson for Reynolds American Inc. echoed that the FDA should focus its resources on authorizing the potentially reduced-risk products that exist today.
The National Association of Tobacco Outlets (NATO) believes the proposal, if enacted, would result in significant lost revenue and job losses, and would shift sales from licensed and regulated dealers, “creating a huge illicit market,” according to David Spross, the association’s executive director. “This proposed regulation is misguided as cigarette smoking rates are already declining and at historic lows.”
The public can submit comments on the proposed rule through mid-September. The FDA initially explored nicotine limits in 2018 under the first Trump Administration. The agency received 7,000 submissions during that public comment period.
Even if successful, industry experts say such a rule wouldn’t be finalized for years. CSN
Could a Menthol
Ban Be Resurrected?
In mid-January, under the Trump Administration, the U.S. Food and Drug Administration (FDA) announced the withdrawal of two proposed rules that would have banned the sale of menthol cigarettes and flavored cigars.
The FDA first proposed the product standards — one to prohibit menthol as a characterizing flavor in cigarettes and the other to prohibit all characterizing flavors (other than tobacco) in cigars — in April 2022 under the Biden Administration.
In late 2023, following fierce opposition from trade groups and other critics, the administration pushed the finalization of the ban back several months. Finally, the rule was delayed indefinitely in April 2024, with U.S. Health and Human Services Secretary Xavier Becerra noting that the proposal would "take significantly more time."
This January, under the new administration, the FDA withdrew the proposed federal menthol ban and flavored cigar proposal through administrative action, according to Je rey Singer, a senior fellow at the CATO Institute, a public policy research organization.
“The Trump FDA’s withdrawal of the menthol ban proposal strikes an essential balance between health concerns and individual freedoms,” he said. “It is rare but refreshing for a government agency to appear to consider the unintended consequences of its actions.”
While the rule has been withdrawn, it is not completely dead. According to tobacco industry experts, an administration of the future could avoid some of the procedural hurdles and potentially resurrect the menthol ban.
Developing the Next Big Thing
Successful retailers approach menu development and innovation as a continuous process
By Angela Hanson
THERE'S NO SUCH THING as the perfect menu. For food-forward convenience retailers, this is because the menu development process is never-ending. With competition between convenience store brands, fast-casual outlets and quickservice restaurants heating up more than ever, it's imperative that retailers continually invest in compelling new offerings.
"New items create excitement — gives guests a reason to try something new when they tire of their normal items," said Paul Servais, vice president of foodservice at La Crosse, Wis.-based Kwik Trip Inc., which operates more than 870 locations across six states.
C-store customers tend to be creatures of habit. According to the 2025 Convenience Store News Realities of the Aisle Study, 86% of shoppers visit the same c-store brand every time, and the most frequently purchased prepared food items are channel staples such as pizza, hot dogs and breakfast sandwiches. Yet there is a fine line between a menu that offers comforting favorites and one that has grown stagnant.
Operators don't necessarily have to stray far from their usual lane to make their lineup more exciting. Stirring up interest could be as simple as featuring a new kind of cheese, with no added preparation burden. Kwik Trip spiced things up last year with a line of hot sandwiches featuring pepperjack cheese. The goal was to give the menu more flavor and attract guests who were looking for that, according to Servais.
Whitehouse Station, N.J.-based QuickChek, which operates more than 150 c-stores throughout New Jersey and New York's Hudson Valley and Long Island, recently debuted a fresh take on a classic with two Italian sub recipes: the traditionalstyle Italian and the Giant Italian, both featuring the new QuickChek Vinaigrette. The Giant Italian features fresh mozzarella, cherry pepper relish and garlic aioli on fresh-baked bread.
The retailer also introduced an upgraded sauce lineup for customers who want bold and diverse flavor combinations on their made-to-order items. Along with the QuickChek Vinaigrette and garlic aioli, the new lineup includes chipotle mayo, green goddess dressing and Frank's RedHot Bu alo Sauce.
"Our culinary team is always raising the bar with ways to take our recipes to the next level, and we believe our customers will enjoy their latest creations," said Blake Segal, senior vice president and head of QuickChek, a wholly owned subsidiary of El Dorado, Ark.-based Murphy
USA Inc. "With the addition of fresh mozzarella and more customization options, we continue to identify ways to ensure that every meal is packed with flavor and made with high-quality ingredients that our loyal customers expect."
Regular limited-time o ers (LTOs) also provide opportunities to innovate without committing to major menu changes, though retailers must be realistic about what is possible with their current capabilities. "Maintain your core menu that guests expect from you, then dabble in a few LTOs to give them something new once in a while," Servais advised.
"Maintain your core menu that guests expect from you, then dabble in a few LTOs to give them something new once in a while."
— Paul Servais, Kwik Trip Inc.
ACTIONABLE INSIGHTS & CONNECTIONS POWERING BUSINESS GROWTH
EnsembleIQ is the premier resource of actionable insights and connections powering business growth throughout the path to purchase. We help retail, technology, consumer goods, healthcare and hospitality professionals make informed decisions and gain a competitive advantage.
EnsembleIQ delivers the most trusted business intelligence from leading industry experts, creative marketing solutions and impactful event experiences that connect best-in-class suppliers and service providers with our vibrant business-building communities.
ENSEMBLEIQ.COM
Finding the balance between innovation and familiarity can be tough, he acknowledged. While everyone likes the idea of new and interesting items, operational and financial constraints are real, and there is a reason that consumers keep coming back to classic favorites.
Operators can experiment with limitedtime offers to test customer response. "It is rare for us nowadays to introduce a permanent item. They all start as an LTO," Servais explained. "Our core menu is so strong that most items we introduce have a short life span."
Planning Ahead
While loyal customers can provide the most relevant and immediate feedback on which menu additions would spark their interest, it’s important that operators keep an eye on research about trending flavors and ingredients, too, as they develop new products.
For instance, McCormick & Co. predicted that tropical and charred/smoked flavors
QuickChek recently debuted a fresh take on the classic Italian sub.
will be big this year, with the moderately spicy Aji Amarillo chili pepper named the flavor of the year. The company's “Flavor Forecast 25th Edition” also highlighted the "deliciously unexpected trend,” which it described as reimagined familiar ingredients and deliciously unexpected combinations, evoking curiosity and cravings.
Meanwhile, beverage trends of the moment include global-inspired flavors such as tropical fruits, and international spices such as coconut, papaya, dragon fruit, turmeric, star anise and coriander, according to Flavorman's “2025 Beverage Trends” report.
Servais is a proponent of staying open to every stream of information. "We use it all," he said, noting that in addition to professional research reports, Kwik Trip considers "coworker thoughts, what our competition is doing, guest comments and requests, etc. We will grab a great idea from any place we can."
The work doesn't end when a new menu item makes its debut. Proper marketing can be the di erence between success and failure. Kwik Trip puts in the same promotional e ort for LTOs and new permanent items, with social media proving to be most e ective.
No matter what menu story a brand wants to tell, whether it’s focused on made-to-order or grab-and-go, LTOs or long-term items, retailers should keep the development cycle going.
"We have all kinds of new items this year and will have more next year. Every eight to 10 weeks, we introduce an LTO sandwich and an appetizer," Servais said. "We keep the menu moving! We are already working on plans for 2026." CSN
"Our culinary team is always raising the bar with ways to take our recipes to the next level."
— Blake Segal, QuickChek
MAXIMIZING OPPORTUNITIES
As shopper sentiment toward the convenience channel warms, retailers need to understand who is driving visits and sales in order to seize the moment
By Angela Hanson
CONVENIENCE STORE OPERATORS may have reason to smile a little wider in 2025. Compared to a year ago, shoppers say they are visiting c-stores more often, expressing more brand loyalty and rating the convenience channel more favorably across a range of attributes.
However, this good news doesn’t mean retailers can rest easy. Competition for share of wallet remains fierce, making it imperative that c-store operators understand better than ever who their customers are and how to establish themselves as part of their routines.
Earning customer loyalty pays major dividends in the long term. According to the findings of the 16th annual Convenience Store News Realities of the Aisle Study, which surveyed more than 1,500 consumers who shop a c-store at least once a month, brand loyalty is on the rise: 79% of surveyed
shoppers visit the same c-store brand each time, up 5 points from last year’s study, and 86% visit the same c-store location each time.
This upward trend in loyalty presents retailers with the opportunity to gain insight into the habits of their most regular customers. Notably, millennials and baby boomers are growing more loyal to their c-store brand of choice, while millennials and Midwesterners are making more of a habit of shopping at the same physical location.
Trip frequency is also growing: 70% of shoppers report visiting a c-store once a week or more, up 6 points from last year’s study, for an average of 2.1 trips per week. This shift, though, isn’t limited to c-stores. Consumers are also shopping more often at dollar stores, online grocery stores, discount grocery stores, online food delivery sites and online grocery delivery sites as they embrace retail establishments that prioritize value and convenience-oriented offerings. Conversely, the percentage of shoppers who visit traditional grocery stores at least weekly declined 6 points year over year, dropping to 58%.
What’s behind the growth in c-store tra c? An improved shopping experience is one likely factor. In the 2024 Realities of the Aisle Study, declining performance ratings in numerous categories served as a warning sign for convenience retailers. A year later, shoppers have boosted their marks. Attributes such as employee helpfulness, store organization, loyalty programs, self-checkout options, local/sustainable products, fun to shop, embraces cutting-edge technology and price of products all saw higher performance ratings year over year.
Meanwhile, shoppers’ assessment of the channel’s general convenience is holding
Convenience Store Brand Loyalty
Performance Ratings for Convenience Store Shopped Most Often
Factors That Describe a Positive Shopping Experience
steady with 69% of surveyed shoppers rating their regular c-store as excellent/very good in this area. Convenience stores as a whole also continue to perform well when it comes to speed of shopping, store cleanliness and needed products being in-stock.
Shaping the Shopping Experience
A variety of factors influence consumers’ decision to visit a c-store. There’s no doubting the power of the app as loyalty programs (cited by 28% of study participants) and gas price apps (cited by 25%) top the list, followed by word of mouth at 20%, up 3 points from a year ago. Within c-store mobile apps, features that improve convenience are becoming more influential, with mobile app o ers, delivery and mobile ordering
Still, retailers should be careful not to focus on their digital space to the detriment of their physical space. Convenience channel customers care a great deal about the overall shopping experience: 46% say it is very important/important to them when choosing where to shop and 30% say it’s moderately important.
When asked to describe a positive c-store shopping experience, respondents pointed to practical considerations such as the price of products (58%), products being in-stock (40%) and having a variety of products available for purchase (26%).
Convenience store prices appear to be stabilizing as the percentage of shoppers reporting more price
Aspects That Influence Decision to Go Into Store During Fuel Trip
increases declined 10 points vs. a year ago to 55%, while the percentage reporting the same amount of price increases rose 10 points to 33%. When they encounter a product that is too expensive, shoppers are most likely to purchase a di erent product type (35%), leave without making a purchase (34%) or purchase anyway because they need it (32%). Compared to last year, shoppers are less likely to leave without buying anything.
During fuel stops at c-stores, more than half of shoppers (56%) say they purchase in-store items some of the time, while 26% report doing so almost every time and 6% do so every time.
70% of shoppers report visiting a c-store once a week or more, up 6 points from last year’s study.
Promoting enticing food and beverages can play a key role in converting forecourt customers to in-store customers as 58% of shoppers cited feeling hungry/thirsty as the reason they decided to shop in-store during a recent trip to purchase fuel. Loyalty programs (21%) and mobile app promotions (18%, up 4 points from a year ago) are leading influencers as well. CSN
From Vision to Reality
Author Tracey Newell advises women to set and vocalize their ultimate goal early in their career
By Melissa Kress
THERE’S A COMMON PHRASE that someone can’t get out of their own way. This could describe many women in the workforce, who often sabotage their careers — mostly unintentionally. Convenience Store News recently sat down with author Tracey Newell to discuss this trend, what’s driving it and what women can do to get of their own way.
Newell has spent her career breaking barriers as a woman in technology and previously served as president of Informatica, a California-based software development company. She now holds board positions for several high-profile startups. Her latest book, “Hers For The Taking,” examines strategies women can use to achieve their career goals faster.
She now holds board positions for
can use to achieve their about what you’d
Why are women sabotaging their careers? When you’re in the middle of your career, oftentimes it’s challenging to think about what you’d
want to be doing 10 or 15 years from now. And yet, if you’re not thinking about that in your 30s, your early 40s, then you’re probably not going to get the experiences that you need early in your career to be able to run a company. Playing the long game is a big focus of mine and encouraging women earlier in their career to think about goals like: Why can’t you run engineering? Why can’t you be the CFO? Why can’t you be the president or CEO? These are all normal people that just set their sights on this big goal and then went after it.
I laughingly warn people, you can change your mind if you decide to be the CFO or CEO of a company. You can change your mind down the road, but when you start to emphatically state, “This is what I want to do,” people will look at you di erently. They will watch you di erently, and they’ll give you di erent opportunities than if you just quietly, head down, did your job.
CSN: How can women stop sabotaging their careers?
Tracey Newell
NEWELL: Advocating for yourself is one step, and some people confuse that with managing up. I actually don’t see it that way. I advise the folks I mentor and coach that I want them to think of themselves as the CPS, the chief problem solver in their group. If you’re the chief problem solver, you’re noticing things that aren’t working. Every company has something that’s not working. So, why don’t you be the one to take it on and fix it instead of doing what everyone does and telling their boss, “Hey, this is a problem.”
Why not say, “Hey, this is a problem and I’d like to get a group cross-functionally together and solve this because it’ll help me, but it’ll help the whole company when we do.” When you take steps like that, you’re taking on more responsibility and showing people what you’re capable of.
I do think as women get more intentional about this idea of playing the long game, that in and of itself is a huge step forward. If you say to your boss and your boss’ boss, “Hey, I’d like to be you someday; help me to get the right experiences. I really want the coaching and the feedback about where I need to improve to be you,” they will absolutely start to look at you di erently and people around you will start to give you some opportunities that you wouldn’t naturally get on your own.
CSN: You often hear about imposter syndrome. Can you please explain what this is?
NEWELL: It’s simply that voice in your head
telling you that you’re not good enough and what makes you think you’re capable of achieving this or … if you try this, you’re going to fail. It’s this negative voice that really speaks of fear that’s trying to protect you. It is not a bad thing, but it can really hold us back and talk us out of doing the things that deep inside, we really want to achieve. It’s important to note that men and women both have imposter syndrome. Women just have more of it. There’s so many studies showing women lack confidence and so, it’s important that we own it, acknowledge it, but then work through it.
CSN: How can women work through imposter syndrome?
NEWELL: A friend of mine says, take your inside voice outside. I love this advice because the stories we tell ourselves are just that. We would never repeat the same feedback and advice to a friend or a coworker. Women especially are great at lifting others up; we’re nurturers at heart. And yet, we often don’t do that for ourselves. So, take that voice saying you can’t get the next promotion, you’re not capable of running a company, and talk to a mentor, a partner, a family member, a friend, a peer and say, “Hey, I really want to do this, but here are all the issues I’m worried about.” I guarantee you they’re going to start dismantling those imaginary issues one by one.
The second strategy I’ve persistently worked through with my inside voice — and my voice can be pretty loud
“Evidence shows that women, for certain, have more issues with imposter syndrome due to social conditioning.”
— Tracy Newell
as well — is I just move through it. I say, “That’s nice. Thank you for the feedback.” And then, I get going and start pushing forward. It’s always interesting how my inside voice quiets down when it sees that I’m actually doing all the things I want to do. So, getting moving and ignoring that voice is a key component to working through these issues.
forward to today, the way that we approach team members and hear from them has to change given that we’re at 642 locations and growing. So, as we think about that, one of the things that we devised is culture tours and it’s a different way that I can go out and visit with team members across the organization. It’s purely a means of having a little bit of a structured setting wherein they let me know, “Hey, here are some suggestions.” And really it’s a path forward so that everybody can think about ways to improve the business. These are the folks that are close to the customer, so naturally I think they’re the ones that would have ideas on how to make things better for the customer but also how to make the organization better.
CSN: As you note, men struggle from these issues too, but the conversations always seem to be about women overcoming these struggles. Why aren’t we having these same conversations about men?
CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?
executive team that looks and sounds like me?” If the answer is no, then it’s one more proof point regarding, “Who am I to try to aspire to go do that big job?” For many reasons, women need a bit more support.
CSN: What is your No. 1 piece of advice for women who come to you and say, “I just don’t know if I’m good enough for this, or I just don’t know if I can do this?”
forward to today, the way that we approach team members and hear from them has to change given that we’re at 642 locations and growing. So, as we think about that, one of the things that we devised is culture tours and it’s a different way that I can go out and visit with team members across the organization. It’s purely a means of having a little bit of a structured setting wherein they let me know, “Hey, here are some suggestions.” And really it’s a path forward so that everybody can think about ways to improve the business. These are the folks that are close to the customer, so naturally I think they’re the ones that would have ideas on how to make things better for the customer but also how to make the organization better.
LOVE MEYER: In terms of I&D initiatives, we became more purposeful in hearing from groups within Love’s. We talked about the culture tours, but this is really standing up employee resource groups as a way to hear from groups that are traditionally called underrepresented. So, we have a women’s ERG, a Black ERG and a veteran’s ERG. We’re using these groups as a way to elevate the respect part of what we’re doing within Love’s. We’re excited about those, but know that’s one part of our I&D journey.
CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?
NEWELL: I think it’s a good question, and we should be having these conversations with all employees. All people should be encouraged to dream a bit and think a bit about what they want to be doing longer term, because we only get one go in this life. And yet the evidence shows that women, for certain, have more issues with imposter syndrome due to social conditioning. They avoid risks more often than their counterparts. There are definitely unconscious-bias issues in trying to find their style. Am I too tough or am I not tough enough? I get that a lot.
CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?
So, there are many challenges which are unique to women, [including] the lack of representation in senior roles. Many women will say, “Do I see anyone on the
LOVE MEYER: In terms of I&D initiatives, we became more purposeful in hearing from groups within Love’s. We talked about the culture tours, but this is really standing up employee resource groups as a way to hear from groups that are traditionally called underrepresented. So, we have a women’s ERG, a Black ERG and a veteran’s ERG. We’re using these groups as a way to elevate the respect part of what we’re doing within Love’s. We’re excited about those, but know that’s one part of our I&D journey.
LOVE MEYER: One that we announced earlier this spring is a partnership with Oklahoma Sooners Women’s Softball (OU). I’d say that OU softball is one of the winningest programs in softball history. … One of the things we got to know of the team is their way of operating both on and off the field, and the values alignment with Love’s, pardon the pun, was strikingly similar. That was one of the prime drivers of our decision to give the $12 million gift toward Love’s Field, one of the largest philanthropic gifts that’s been given to women’s sports. But also, the way that we’ve been able to elevate women’s athletics through this donation.
CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?
LOVE MEYER: One that we announced earlier this spring is a partnership with Oklahoma Sooners Women’s Softball (OU). I’d say that OU softball is one of the winningest programs in softball history. … One of the things we got to know of the team is their way of operating both on and off the field, and the values alignment with Love’s, pardon the pun, was strikingly similar. That was one of the prime drivers of our decision to give the $12 million gift toward Love’s Field, one of the largest philanthropic gifts that’s been given to women’s sports. But also, the way that we’ve been able to elevate women’s athletics through this donation.
NEWELL: I’ve been studying human potential for 25-plus years and I’ve come to appreciate that many people sell themselves short, especially women. My No. 1 piece of advice is to do your best to take fear away from the equation and ask yourself: What would you love to be doing 10 to 15 years from now? What’s the art of the possible? Take your vision of who you’d like to be longterm and write it down on a piece of paper. Then, start to socialize it with people you know and you trust, as you build your plan to get there one step at a time. CSN
We also announced this spring the Love Family Women’s Center at Mercy Hospital Oklahoma City. The 200,000-square-foot facility is able to better serve more women and the multifaceted care they need. There’s two other things: one is our years-long partnership with Urban League of Oklahoma City, and then for our 60th anniversary [this year], we’re doing a special donation to DonorsChoose. We’re able to donate $60,000 to DonorsChoose and that’ll fund 188 school projects at Oklahoma City-area schools. I am so happy and thrilled to be able to do that.
CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?
LOVE MEYER: Yeah, it’s interesting. People talk about ROI a lot, rightly so. And I think what a lot of companies are realizing is that it’s hard to tie ROI directly to I&D. A lot of times people talk about metrics and numbers. And for us, we really think that it goes back to how we cultivate that culture statement of respecting and taking care of each other. Ultimately, we’re more focused on the outcome as opposed to the metrics that get us there and that’s helped us be successful for 60 years. I fully am optimistic and know that we’ll be able to get there and be able to be successful on our own journey, the same as we’ve done with other parts of the business. CSN
“My No. 1 piece of advice is to do your best to take fear away from the equation and ask yourself: What would you love to be doing 10 to 15 years from now?”
We also announced this spring the Love Family Women’s Center at Mercy Hospital Oklahoma City. The 200,000-square-foot facility is able to better serve more women and the multifaceted care they need. There’s two other things: one is our years-long partnership with Urban League of Oklahoma City, and then for our 60th anniversary [this year], we’re doing a special donation to DonorsChoose. We’re able to donate $60,000 to DonorsChoose and that’ll fund 188 school projects at Oklahoma City-area schools. I am so happy and thrilled to be able to do that.
— Tracy Newell
CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?
LOVE MEYER: Yeah, it’s interesting. People talk about ROI a lot, rightly so. And I think what a lot of companies are realizing is that it’s hard to tie ROI directly to I&D. A lot of times people talk about metrics and numbers. And for us, we really think that it goes back to how we cultivate that culture statement of respecting and taking care of each other. Ultimately, we’re more focused on the outcome as opposed to the metrics that get us there and that’s helped us be successful for 60 years. I fully am optimistic and know that we’ll be able to get there and be able to be successful on our own journey, the same as we’ve done with other parts of the business. CSN
The Top Women in Convenience program is part of The Convenience Inclusion Initiative, a Convenience Store News platform that champions a modern-day convenience store industry where current and emerging leaders foster an inclusive work culture that celebrates di erences, allows team members to bring their whole selves to work, and enables companies to benefit from diversity of thought and background.
THE 2025 CONVENIENCE STORE NEWS TOP WOMEN IN CONVENIENCE PROGRAM IS SPONSORED BY:
Love’s
Shelf Strips
Bring your shelf channels to life with the addition of DRW shelf strips. Available in a variety of eye-catching colors and finishes, we can help make your price channels POP!
Chips
Whether you use adhesive or paper labels, DRW plastic chips make changing prices easy. The chips are made to your specifications and come in a convenient resealable pack for easy use and storage!
Dividers
Keep your shelves organized with DRW dividers. They are available in adhesive and magnetic variations and can be custom made to fit your needs.
For more info please contact us at info@drwsigncraft.com · (203)826-2345 ·
PIG Grippy Mats
PIG
HoofTrax Runners
Sunglasses
For Lease
Stinker Stores Creates an Oasis in Idaho
STINKER STORES INC. currently operates six truck stops and travel plazas as part of its 105-location portfolio, but the Boise, Idaho-based company doesn't necessarily subscribe to the "bigger is better" mantra when it comes to store size or assortment.
"Rather, we believe that every opportunity must be properly evaluated, such that we can determine how to best serve both the needs of our customers and team members," Billy Colemire, the retailer's vice president of marketing and brand, told Convenience Store News.
In the case of Stinker’s first scrape-andrebuild for a truck stop/travel plaza, which made its debut in September 2024, it made sense to rebuild and create the company’s largest location to date due to the site's original customer base, its easy access from Interstate 84, and the lack of food and grocery options in the vicinity, according to Colemire.
Situated 13 miles from the Oregon state border, the new Stinker Travel Center is a unique kind of "Welcome to Idaho" sign for professional drivers and traveling families. The 10,000-square-foot site, located on I-84 and Black Canyon Road
in Caldwell, Idaho, boasts many unique features and services compared to one of the retailer’s standard convenience stores.
"Since we’ve mostly grown through acquisition, the other truck stops and travel plazas in our network were not designed by the Stinker team. We saw this as an excellent opportunity to design not only a store, but an entire property to serve as an oasis between Ontario, Ore., and Boise,” Colemire explained.
Among the amenities the new site boasts are:
• A large Pete's Eats open-concept kitchen, where all items are made fresh onsite throughout the day and served via grab-and-go warmers and coolers
• Comfortable booth and table seating inside, as well as a large community table
• Expanded general merchandise offerings, showcasing oneof-a-kind items from local and regional vendors
• A shady park with mature trees, seating and a dog run
• A large laundry room, including folding tables and chairs
• Deluxe showers
Moving forward, this site will play an important role in the company's growth plans as Stinker intends to incorporate various aspects of the new format into its existing truck stops and travel plazas where it makes sense, Colemire shared. The chain does not, however, have any other sites of this size currently under consideration for redevelopment.
Editor’s Note: Billy Colemire recently left Stinker Stores and joined Majors Management.
Breakfast Made Easy And Your Way!
HERITAGE OVENS®
Ready To Heat Split
Buttermilk Biscuit
DELANCEY STREET DELI®
Assembly Required No Assembly Required
OVENS Sliced Maple Liege Waffle
Everything Sliced Bagel
WEST CREEK®
Homestyle Breakfast
Sausage Links
WEST CREEK
Restricted Melt American Cheese
Round Scrambled Egg Patty
NATURE’S BEST DAIRY
Over Easy Egg Patty with Black Pepper
NATURE’S BEST DAIRY Square Scrambled Egg Patty
HERITAGE OVENS
Sliced Texas Toast
OVENS Margarine Croissant
NATURE’S BEST DAIRY®
WEST CREEK
Homestyle Natural Sausage Patty
WEST CREEK Fully Cooked Sausage Patty
WEST CREEK Fully Cooked Round Bacon
OVENS Fork Split English Muffin
HERITAGE
HERITAGE
HERITAGE
HOT TAKE™ CRAVE AWAY Sausage, Egg & Pancake Sandwich
HOT TAKE CRAVE AWAY Sausage, Egg & Cheese Biscuit
HOT TAKE CRAVE AWAY Bacon, Egg & Cheese English Muffin
HOT TAKE CRAVE AWAY Ham, Egg & Cheese Croissant
HOT TAKE CRAVE AWAY Sausage, Egg & Cheese Croissant
