CSNC-Octane March 2025

NATIONAL SHOPPER STUDY

Succession success:: How to navigate the challenges of running and passing on a family business

The ups and downs of convenience’s largest in-store category (and its alternatives)

CSNC EDITORIAL ADVISORY BOARD

Comprised of leading retail executives and convenience operators, this volunteer group of industry champions offer advice, key insights and on-the-ground perspectives that serve as an invaluable resource to ensure content is relevant and meets the needs of the industry. Want to join? Reach out to Michelle Warren!

Robbie Broda, Little Short Stop Stores

Marc Goodman, 7-Eleven Canada

Leslie Gordon, Circle K

Laurie & Randy Ure, Ure’s Country Kitchen

On the move: A topline report with data-driven insights into the evolving wants, needs, perspectives and habits of today’s convenience and gas customers

2025 C-store IQ National Shopper Study

Making a splash: Beverage Alcohol Report

Hydration revolution: Functional beverages aim to disrupt the drink category with innovation and health-boosting benefits

Consumer Corner

Fanning the flames: How convenience stores can effectively compete with QSRs for consumers’ foodservice dollars

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What’s next?

WE ARE PLEASED to present the annual Consumer Insights issue, which features all new data from the fifth C-store IQ National Shopper Study

C-store IQ debuted in the magazine in January 2020—just before the pandemic upended everything. So much has changed in five years: With that upheaval in the rearview mirror, the focus now is on everything from artificial intelligence to global unrest, economic threats, new technologies and looming tariffs. (As of press time, we were still grappling with many unknowns, but we will be covering the issue in-depth at CCentralca.)

Yes, we are on the precipice of more change and challenge, however some things are constant and that presents opportunity: New data emphasizes the convenience channel continues to play an important role in the everyday lives of people living in Canada.

We surveyed 2,000 c-store shoppers to find out more about their wants, needs and habits: 50% of shoppers say they visit a convenience store a minimum of once a week and 68% visit the same store each time, with the younger cohort (generation Z and millennials) leading the way in terms of loyalty at convenience.

I was reflecting on data from five years ago and noted that, no surprise, proximity was and continues to be the number one factor influencing a convenience store visit, with to purchase gas coming in second. But today, gas as a driver for visits is less influential—35% vs. 46% five years ago—and we are noting shoppers putting a greater premium on innovative products, items they can’t buy anywhere else, quality of foodservice and the overall shopping experience, which includes everything from speed of shopping to store organization, cleanliness and variety, as well as tech-driven features, such as loyalty programs, delivery and self-checkout (yes, it’s not simply a pandemic hangover, younger shoppers in particular value self-checkout).

Many thanks to the research team at EnsembleIQ for keeping the annual study fresh. This year we added several new questions that dig deeper into shoppers’ comfort sharing personal data, beverage alcohol purchasing habits, price sensitivity, social media behaviour and more.

This issue includes a topline report (p. 14); tobacco and smoking cessation product data to accompany the 2025 Tobacco + Vaping Report (p. 10); and the all-new Beverage Alcohol Report (p. 24), which, given the change in Ontario in 2024, we felt deserved its own moment. Our team will continue to dig deep into the data throughout 2025 to share insights—in the magazine and online, as well as at events—about shoppers’ attitudes, purchasing habits and expectations around key categories, as well as sustainability, healthy snacking, foodservice, technology, fuelling, loyalty programs and more.

With that in mind, you won’t want to miss The Convenience U CARWACS Show on March 4th and 5th. VP of research, Beth Brickel, will present exclusive data and analysis for attendees, with a focus on the next generation of shoppers. The CSNC editorial team is pleased to present two exciting mornings of engaging and valuable content, all culminating in the Future Leaders in Convenience + Car Wash Awards on March 5th. We look forward to seeing you there!

Speaking of celebrations, we want to hear about the Star Women in your network: The deadline for the 2025 SWIC Awards is March 28th. Winners will be announced in the All Convenience e-newsletter, profiled in the July/August issue and celebrated at an event September 17th—save the date! CSNC

MICHELLE WARREN Editor & associate publisher

THE BUZZ

CROSS-CANADA ROUND-UP / PEOPLE / PLACES / NEWS & EVENTS

As consumers in Canada vow to ‘vote with their wallets’ in the wake of Trump’s tariff threats, are you making additional efforts to emphasize the Canadian-ness of your business? YES, WITH UPGRADED

10

headlines you don’t want to miss

1. Combat shoplifting by engaging student customers

2. Navigating un-beer-able uncertainty: Beer Canada president CJ Hélie shares vision and advice for dealing with tariff fall out

3. Owners of Renie’s Convenience in Newfoundland put local pride on display

4. Edmonton city council votes to restrict the sale of knives in convenience stores

5. Transchem Group updates branding to AutoLux chemical Line

6. How one app connected Circle K’s front-line staff

7. Leveraging key performance indicators (KPIs) to improve store performance

8. Coca-Cola launches new flavour

9. Imperial Tobacco Canada calls for united approach to reducing smoking in Canada

10. United we win, divided we fall

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Chrystal Adkins joins Propel Natural Brands as senior manager - strategic account sales. The 2021 Star Women in Convenience winner brings more than 28 years experience to the role, having held leadership roles at Arizona Beverages, Pepsi, Nestlé, and, most recently, Blue Triton Brands.

Shawna Bickford is promoted to senior manager client success and onboarding at Now Prepay. The 2023 Star Women in Convenience winner joined the company in 2008.

Jessi Butcher moves into a new position as customer sales executive Sobeys Wholesale at Hershey Canada Inc. She joined the company as an intern in 2019 and has since held several increasingly progressive roles.

Ryan Collis takes on the role of president of PepsiCo Foods Canada. He has worked with the company in various increasingly senior roles since 2008, most recently as SVP commercial planning and marketing, based out of New York.

Adam Cummings is now country manager Finland at BAT. He has been with the organization since 2008, most recently as head of trade engagement and external affairs for Imperial Tobacco Canada.

Frances Domenie is promoted to field activation manager, Eastern Canada, at Guayaki Yerba Mate. She rejoined the company in 2022 as a field marketing specialist before being promoted to marketing manager in 2024.

Cara Keating returns to her roots as the CEO of PepsiCo Canada. She has been with the company since 2004 and was president of the Canadian operations from 2019 to 2022 before moving to Texas as chief customer officer – Frito Lay North America.

Cesar Nivar takes on a new role as territory manager, EV charging – Ontario at Parkland Corp. He joined Parkland in 2020 as territory manager, dealer operations. Nivar has close to 20 years of industry experience, both here in Canada and in the Dominican Republic.

Mathieu Robillard is promoted to VP, operations, retail and cardlock at Harnois Énergies. He joined the company in 2008 after two years with Labatt.

James Rolph is switching gears as he moves into the role of VP, operations & express at M&M Food Market. Until this appointment, Rolph was director, Canada convenience retail for Parkland Corp. which acquired M&M in a $322-million deal in January 2022.

Lindsay Wilson is now general manager, Ontario retail sales for Molson Coors. Most recently she was head of Six Points Collective. Before that, she held various positions at Molson Coors during her 15 years in the channel.

BY WENDY HELFENBAUM

Succession success

How to navigate the challenges of running and passing on a family business

FAMILY BUSINESSES ARE a major driver for the Canadian economy, accounting for more than 63% of all private sector firms and generating close to $574 million, according to Family Enterprise. In the c-gas channel, many businesses are family owned and operated.

Running a successful enterprise with loved ones can be fulfilling yet challenging, especially when ensuring a smooth transition to the next generation taking the helm. With more than 60% of family businesses across Canada set to change hands in the next 10 years, the time to create a succession roadmap is now. Here’s how to set up for success.

Build the right team

It’s common for c-store owners to keep everything—from processes to vendor lists— in their heads, says wealth and estate planner

Jason Nagel, CFP, founder of Three60 Wealth in Calgary: “The biggest mistake family business owners make is thinking no one else can do it like them so they must do it all. That creates a massive problem, because often, others can do it better, so you must be able and willing to let go of the reins to allow this succession to take place.”

That means putting financial and experts in place who can help you achieve your objectives, adds Nagel, citing a client whose revenues and profitability soared after a business consultant helped him create an efficient management structure.

“We were then able to transition him out of his business for a much bigger value than what he would’ve got otherwise, simply because the business wasn’t revolved around him; it was now revolving around other people that would stay with the business,” says Nagel.

Evolve

from jack-of-all-trades to leader Erick Beauséjour began working in his family’s northern Quebec company, Groupe Beauséjour, at age 13. His parents, Raymond and Colette, started the company in 1971 and by the time Beauséjour turned 17, he was a full-time employee.

“My parents always took part of the winters off, and that evolved over time to them being less and less present, but there was no formal

transition,” recalls Beauséjour, whose c-stores, gas stations, car washes, ready-to-eat operations and a manufacturing site are based in the Val d’Or and Rouyn-Noranda regions.

“When I was 17, we had about 15 employees and you couldn’t afford to have an accountant or other help; everything was done in-house. Now, depending on the season, we’re between 150 and 175; so much has changed over the course of my career.”

One major difference? Beauséjour began succession planning three years ago.

“I don’t plan on working 50-plus hours a week until I’m 60, so I got some professionals involved. We’ve been working on a program to get some key staff involved in our management courses, and in our business,” he explains.

“I’m not sure if my daughter or son want to take over down the road, and even if they do, they’ll need excellent communication, counselling and financial planning.”

Defining clear roles and realistic timelines also top Beauséjour’s list.“Know what you want to achieve and how much time you think it will take to hit those marks,” he says. “I’ve been working on something for the past year that I thought would take me a couple of months. Everything takes a long time.”

Leave room for future innovation

Even parents whose children worked at the c-store from a young age need systems in place for the next generation, notes Nagel. “You want to have all processes documented—what you do and why you’re doing it.

“That’s important because then the parent can teach it to the kids so that over a period of years, they learn how everything works. The other value of documenting is that the kids may have a different perspective and may want to tweak and ideally improve what Dad or Mom had built.”

That was the case for Brent Morris, president of Gas King Oil in Lethbridge, Alta. Morris’ father Don had been in the bulk fuel business before the two launched their own company in 1985.

“We got along but had differing views of how we wanted to operate the business,” recalls Morris. “My dad wasn’t interested in branding

or fixing up the stores, but I wanted to renovate them and come up with a nice logo.”

In 1991, Don was diagnosed with brain cancer; he passed away the following year.

“I was running gas, my brother Kevin was running the bulk fuel business, and my mom owned both companies when my dad passed away. He was only 62 and we were all thinking, ‘What do we do?’” recalls Morris.

“We didn’t really have a succession plan so we just kind of managed, and it went well. Kevin and I kept the businesses, and in 2000 my mom retired, so we paid her off over several years.”

Today, Morris’ son Zachary works in the family business, and he intends to have a clearer succession plan.

“I’d advise owners to start early, find out if your child is interested in the business, and let them work for a while to gauge how they’re doing. If they’re still interested, talk to your accountant and lawyers. We’re in the process of doing that now. My son is an employee, but over time, we might set up a trust.”

Power through common hurdles

In the 24/7 convenience and gas world, there’s rarely any down time to put towards future planning. However, carving out time is essential, Nagel warns. Otherwise, important decisions are made in times of upheaval such as the illness or death of the owner.

“Often, owners are so busy and overwhelmed with all the moving parts of the business they just think, ‘I don’t have time for this. I’ll deal with it later’, but later ends up being three, four, or five years later,” he explains. “If Dad passes away, it thrusts Mom and kids into the position to now run this business. If they’re not equipped, this creates a lot of stress and huge financial pressure, and can result in a company going bankrupt, or getting a lot less value from a sale than if Dad had taken the appropriate steps to have a plan in place.”

Evaluate the difference between ownership and employment

Nagel often sees parents struggle to determine whether their children are qualified to take over the business.

“You can transition ownership to the kids, but that doesn’t mean you have to transition employment,” he says. “What if the kids aren’t well-suited to be president of the company? Should you hire someone outside the family to be president while your child still owns the shares? It’s hard to say to ‘you’re not the right fit’; that’s why working with a facilitator can

‘The biggest mistake family business owners make is thinking no one else can do it like them so they must do it all. That creates a massive problem, because often, others can do it better, so you must be able and willing to let go of the reins to allow this succession to take place’

be helpful in overcoming the emotional side.”

Conversely, parents may draft a succession plan for their children when the best move is to sell the business outright, adds Nagel.

“This business is the parents’ dream and might not be their kids’ dream,” he explains.

“If Mom and Dad would’ve sold it and used the proceeds to help their kids fund another venture near and dear to them, maybe the family unit would’ve been much more successful. Don’t force kids to get involved because you didn’t look at any other alternatives.”

Tap into generations of experience

Dave Scholtens, CEO of Scholtens Inc., which owns the Cottage Country Candy brand in Burlington, Ont., has three generations’ worth of expertise to tap. His family has been in the confectionery space since 1910, when his great-grandfather sold licorice door-todoor in the Netherlands. Today, the company imports, packages and distributes candies,

nuts and trail mixes to about 20,000 retail locations across Canada.

“As a family, we’ve evolved to where we understand how successions should work and how the new owners should view ownership of the business. It’s less about position and authority and more about being a steward and an ambassador for the business,” explains Scholtens, who runs the company with his brother Zack.

“Thankfully, my father was very mindful that succession be done properly, so in 2015, he engaged a third-party company, Christian Stewardship Services, that counsels you through a succession with recorded meetings and mediators. Their goal is to keep the personal relationship intact while the company management executive team completely changes.”

Scholtens notes that transitions can go sideways if things aren’t handled in a deliberate, documented fashion. “We kept extensive notes and written agreements, shook hands,

and now we can still enjoy dinner with each other because everything is above board. Our personal relationships are more valuable than the company’s success.”

Scholten’s father remains part of the business advisory council, while the brothers run day-to-day operations. “I’m not going to say it’s not a rocky road at times, and we sometimes debate best practices, ideas and solutions, but he tries to let us live and die by our own decisions. And ultimately, we all have the same goal: the health and well-being of our team members and our business. And if we keep that as our main goal, then it’s basically for the well-being of the business.”

Scholten continues to learn 10 years after the brothers took over. He advises families to think beyond their own abilities.

“Be honest about your own strengths and weaknesses, because an organization is much more than one person. Surround yourself with smarter people than yourself and amazing things will happen,” he says. CSNC

A WILD RIDE

largest in-store category (and its alternatives)

BY CHRIS DANIELS ILLUSTRATION BY RAPHAEL MENDES

IF YOU WERE to describe the tobacco and vaping category in c-stores over the past 18 months, a wild roller coaster ride would about sum it up. Cigarette sales were in free fall; nicotine pouches were abruptly pulled from c-stores; and sales of other smoke-free alternatives—like vapours and nicotine-releasing gum—continued their steady climb.

Cigarettes—still the sector’s top-selling category in store—generated $3.85 billion in sales in 2023, down from $3.96 billion in 2022, according to an EY Canada study commissioned by the Convenience Industry Council of Canada (CICC). That is a drop of 2.7% in dollar sales and represents an almost

10% drop in unit sales. The decline is even more precipitous when compared to 2019, when cigarettes generated nearly $4.5 billion in sales for c-stores.

That would be all well and good if Canadians were, in fact, kicking the habit en masse, but that’s not the story. In 2023, organized crime raked in almost $1.3 billion from cigarette sales.

“Contraband tobacco is eight times more profitable than the illicit drug trade,” explains Jeff Brownlee, vice-president of comms and stakeholder relations at the CICC, of the astounding size and growth of the black market. Fortunately, efforts are finally ramping

up to combat it. “Over the past 12 months, law enforcement agencies across the country have made some progress in stemming the flow of contraband tobacco, as is highlighted with the growing number of busts and seizures,” says Brownlee. “It’s encouraging.” (See “Contraband update” p. 12).

There are other reasons to feel bullish about this age-restricted category, particularly the continued growth of smoking alternatives, given Canada has set a target of reducing smoking rates to less than 5% of the population by 2035. Smoking alternatives saw revenues in c-stores rise to $216.7 million in 2023, a year-over-year increase of 2.8%.

Players like Sesh Products Canada enjoyed wider distribution across the channel (See “Going smoke-free” p. 11), while legacy tobacco giants have been successful in shifting some customers to smoke-free products.

“Globally as well as in Canada, we’ve seen a huge consumer shift to a number of products outside combustible cigarettes, including heated tobacco,” says Milena Trentadue, managing director at RBH Canada, which manufactures electronic smoke-free devices that eliminate combustion by heating tobacco instead of burning it. An example is its bladeless Smartcore Induction System launched in 2023. “Nearly 40% of our global revenue now comes from smokeless products, and for the first time ever sales exceed that of our number-one-selling cigarette brand globally. And so, we’re definitely on the road to meeting our ambitions of helping realize a smoke-free future for all Canadians.”

Trentadue says Canada can become a global leader in reducing harm caused by smoking, but “it requires actionable steps in creating policies that differentiate between smoke-free products and cigarettes. There are opportunities especially when it comes to taxation, to tax according to the health risks associated by product type. And I think government and industry need to better leverage educational awareness campaigns, to help bring light to the fact that these products are available.”

However, the category was dealt a blow when nicotine pouches were banned from gas and convenience stores in August 2024, restricted to sale only behind pharmacy counters. The only pouch on the market is Imperial Tobacco Canada’s Zonnic, which launched in 2023 after the product was approved by Health Canada as an aid to quit smoking.

“We strongly believe that innovative products like Zonnic play a key role in helping people quit smoking. Limiting its sale to pharmacies makes it harder for smokers to access it and unfairly impacts responsible retailers,”

says Michael Bonelli, vice-president, sales and trade marketing at Imperial Tobacco Canada, which has launched a public awareness campaign, the Zonnic Truth Campaign, to address misinformation circulating about the product.

“We’ve been continuing our engagement with Health Canada,” Bonelli says. “We remain hopeful that the government will lift the restriction and allow Zonnic to be sold where cigarettes are available.”

Alimentation Couche-Tard and Parkland Corp. have filed applications in federal court that Health Canada’s restriction on nicotine pouches is unfair and serves only to increase demand for illegal products.

Like Trentadue, Bonelli says cigarettes and smoke-free products shouldn’t be grouped together. “Misinformation is the biggest obstacle to progress in reducing the harm caused by tobacco,” he explains. “Many Canadians don’t know that vaping and other smokeless nicotine products are much less harmful

Going smoke-free

WHILE C-STORES SERVE as a trusted channel for the legal and age-regulated purchase of cigarettes, they also have a role, if not responsibility, to offer products that support consumers in their efforts to quit or reduce smoking combustible cigarettes.

By taking this approach, c-stores can support Health Canada’s goal of achieving a smoke-free Canada by 2035, while capitalizing on a growing, less-regulated category. This category includes nicotine replacement therapy (NRT) products in the form of chewing gum, as well as vaping products.

Launched as an NRT across Canada in April 2022, Sesh+ is a chewing gum that releases a controlled dose of nicotine without the tar or carbon monoxide of cigarette smoke. It comes in the flavours cinnamon, pomegranate, wintergreen, and, as of December 2024, citrus.

Lifetime revenues of Sesh+ products in Canada exceeds well over $1 million. “We’ve seen notable growth in sales and revenue within our category,” says Shawhin Kanai, director of sales at Vancouver-based Sesh+ Products Canada, whose employees, he notes, are former smokers and vapers. “However, what’s even more significant to me is the increasing awareness around harm reduction alternatives. This shift is helping adult tobacco

than smoking. Decision makers, health groups and the industry need to work together and rethink how nicotine products are regulated if we are serious about reducing smoking incidence in Canada.”

The cigarette category, meanwhile, has a relatively new “super value” player making waves—Century Tobacco Company (CTC). Founded in 2019 by entrepreneur Richard Edelstein as CEO, the family-based enterprise benefits from his background in manufacturing and distribution, including packaging solutions and food and beverage equipment. From a 30,000-sq.-ft. manufacturing facility in Summerstown, Ont., CTC produces competitively priced tobacco products under the brands Platinum Rally, Darts, Santa Fe and its latest addition Bravo 1, introduced in December.

“We’re selling thousands of cartons a day,” says Steven Bouchard, CTC’s national sales and marketing director. He joined the company in May 2024, bringing 25 years of

experience with retail food wholesaler, Distribution Regitan, and a previous role in sales with Coca-Cola. “We’re growing our brand in every province.”

After years of struggling to gain traction, Edelstein says they’ve built a strong reputation through word of mouth with independent retailers, while also securing partnerships with major chains. “While traditional advertising isn’t a legal option for us due to Health Canada regulations, our competitive price point and high quality give stores a strong incentive to promote our product to their customers.”

As the big tobacco companies move toward smoke-free alternatives, Edelstein says, “We’ve got new brands coming out this year, appealing to both traditional and new smokers, so that we capture our fair share of the six million cartons of cigarettes sold in Canada every month.” Bouchard, whose grandfather worked in the tobacco industry, adds, “We’re proud to be a tobacco manufacturer and to sell it responsibly through the proper channels.”

users discover new options through emerging channels, particularly in convenience stores and gas stations.”

In c-stores, Sesh+ started in Circle K, which now carries the brand in all Ontario locations, and MacEwan/Quickie, where it’s sold in 87 stores outside Quebec. At Shell, its first gas retail partner, Sesh+ is available in over 490 locations nationwide. “Over the last 24 months, we’ve expanded with other key partners, such as 7-Eleven, Parkland, PetroCanada, BG Fuels and Canco,” says Kanai. “We are currently in over 4,000 distribution points throughout Canada and continue to grow.”

Sesh+’s revenue growth and brand awareness “is closely linked to our distribution growth,” he explains. “As we expand, adult tobacco consumers are more likely to encounter our brand where they typically shop, creating more opportunities for them to make that purchase decision. By positioning our products strategically, we provide consumers with an opportunity to make a positive, informed choice—one that can genuinely impact their lives. Maintaining an open dialogue with our retailers and supporting initiatives that promote this positive change helps deliver a clear message.”

A key part of Sesh Products’ mission statement is “to help Canada become the first smoke-free country in North America.” To that end, it is set to launch in the fourth quarter the Sesh+ Plus App, a virtual cessation support tool for tracking nicotine and

featuring personalized content.

Sesh+ can be openly displayed at c-store counters. There is the risk, however, that nicotine gums could face the same federal restrictions slapped last August on nicotine pouches, such as Zonnic, which were banned from c-stores and gas stations, limiting their availability to pharmacies. However, Kanai is hopeful regulators are coming around to understanding the role smoke-free products play.

“Overall, the reaction [we’ve had] from provincial and regulatory bodies has been one of cautious optimism, as they recognize the potential health benefits of providing smokers with safer alternatives,” he says. “While there are always challenges, especially around how these products are positioned in the market, we’re committed to transparent communication and collaboration with regulatory bodies to help shape a framework that supports both consumer health and public safety.”

While some companies are establishing their foothold in the convenience channel, others are making a comeback. Once a Silicon Valley start-up valued at US$38 billion, e-cigarette maker Juul Labs almost went bankrupt in 2022 after settling lawsuits with dozens of U.S. states over marketing its product to youth.

The Canadian operations did not deploy those tactics, but in 2020 began to phase out the sale of flavoured vaping pods potentially enticing to minors like mango and vanilla, focusing only on methanol and tobacco which can be sold behind the counter at c-stores.

2025 Tobacco + Vaping Report

FACT: Canada has a complex landscape of provincial vaping regulations for C&G sales. In provinces such as British Columbia and Quebec, flavour is restricted to tobacco, whereas in Ontario, mint and menthol flavours are also permitted for sale. In Alberta, there are no flavour restrictions. (Flavoured vapour products can only be sold in specialty vape stores or licensed cannabis retail establishments.)

After several low-key years, the brand is amid a resurgence.

“I’m optimistic about the steps we’ve taken to re-establish our presence in this market and earn the trust of key stakeholders and customers in Canada, who have historically chosen our products to move away from cigarettes,” says Juan Alonso, former head of national accounts, who was appointed interim president in 2023. “As Juul Labs Canada moves forward, we continue to focus on combating underage use whilst innovating the best product technology to support adult smokers as they move away from cigarettes.”

To reestablish the brand, Alonso says they “have continued to make substantial investments in robust regulatory science and in our product pipeline—with the launch of Juul2 –to advance our mission of transitioning Canada’s smokers away from cigarettes. We have also recruited to strengthen our experienced senior leadership team.”

Also, Juul Labs Canada vocally supports Tobacco 21, a campaign to raise the minimum purchase age of tobacco and vaping products to 21. Prince Edward Island is the only jurisdiction in Canada that has passed such legislation, increasing the minimum age from 19 to 21, in 2020.

The company also remains committed to the c-store channel. “C&G records the highest annual sales in the category, and its role in an omni-channel model is, and always will be, critical,” says Alonso, adding that key retail partners include Circle K, Shell and Rabba Fine Foods. “It’s essential that we are able to reach smokers in these stores to provide them with alternatives that will help them move away from cigarettes.”

While Canada presents unique challenges considering the varied and sometimes inconsistent regulation between provinces and the federal government, Alonso adds, “We believe e-cigarette regulation should be designed to reflect the risks and potential benefits of the category. E-cigarettes are not risk-free, and they contain nicotine which is addictive. But they can serve as a valuable tool to help adult smokers move away from cigarettes.”

Contraband update Light at the end of the tunnel

LEADERS AT ROTHMANS, Benson & Hedges, JTI-Macdonald Corp. and the Convenience Industry Council of Canada (CICC) are for the first time in a long time feeling optimistic about curbing the runaway popularity of contraband tobacco. They cite plans for increased enforcement, as well as growing public awareness of the societal dangers associated with a thriving illegal tobacco market (think gangs and organized crime). They even see a future where c-stores reclaim some of their cigarette market share lost to contraband.

With the backdrop of U.S. President Donald Trump threatening a 25% tariff on imports from Canada, potentially igniting a trade war between the two countries, Ontario unveiled a plan on Jan. 14 to strengthen security at the Canada-U.S. border. The plan includes “increased permanent funding” for enhanced tools—like AI—to help law enforcement “stem the cross-border flow of illegal guns, contraband tobacco and illegal drugs.” The federal government is also boosting border security to stem criminal behaviour.

According to the Canada Border Services Agency, between Jan. 1 and Oct. 31, 2024, more than 1.7 million kilograms of illegal tobacco were seized at ports of entry in southern Ontario. That’s equivalent to 116, 53-ft. tractor trailer loads full of tobacco. “And that’s just the tip of the iceberg, as that number is estimated to account for only 20% of the total contraband tobacco that flows from the U.S. into Canada,” notes Jeff Brownlee, VP of comms and stakeholder relations, at the CICC. “This demonstrates that the Americans are fuelling the illegal manufacturing of cigarettes in Canada, which is why the province’s multi-jurisdictional approach is necessary.”

“It’s a positive sign that the Ontario government has begun to recognize the significance of the contraband problem, not only in terms of community safety but also as a border security issue, too,” says Milena Trentadue, managing director at RBH Canada. “More can be done, but it’s a positive step in the right direction.”

On its online trade portal, RBH features contraband education forums. “Hopefully, c-store owners are inspired by the forums to communicate to their own customers as much as possible about the community safety issues of contraband,” she says. “Being an election

year, we’re also encouraging the small business owners impacted by the lack of enforcement against contraband to contact their elected official or candidate and voice their concerns.”

In January, RBH advocated before the Legislative Assembly of Ontario’s Standing Committee on Finance and Economic Affairs that the province’s 2025 budget include a ban on the promotion of contraband tobacco being sold online and funding for a campaign aimed at educating smokers of organized crime’s role in illegal tobacco sales.

Last spring, JTI-Macdonald launched its own campaign—Know What You’re Buying?—aimed at educating adult smokers in Ontario, “the epicenter of the illegal trade problem,” says Elaine McKay, director of corporate affairs and communications, JTI-Macdonald Corp. “Between one in three and one in two cigarettes smoked in Ontario are illegal. But a lot of consumers really don’t know that cigarettes without a tax stamp or in plain packaging are illegal.”

JTI’s messaging is clear: “When you buy illegal tobacco, you’re funding guns, gangs, and human trafficking. When you buy tobacco at a convenience store, you’re funding roads, bridges and local projects.” Social media ads with these headlines performed very well, helping the campaign reach three million Ontarians, says McKay. It generated over 128,000 visits to the Know What You’re Buying website, with about 100 visitors clicking a button on the site to email a letter to their local MPP.

In addition, 4,000 postcards with a QR code linking to the website were distributed by JTI-Macdonald to trade partners.

Its campaign also served as market research intelligence, with user comments from the Facebook and Instagram ads shedding light on why some smokers knowingly buy illegal cigarettes. “They fell into two groups. There were those who justify it by saying, ‘We need to take one back from government by not paying the tax,’ and so they think they’re punishing the government,” says McKay, adding another group said they’re buying on a reserve to support Indigenous communities.

“And so those are two things we’re struggling with at the moment,” she says. “But the fight against cheap illegal tobacco is not a fight for a legal industry alone, but for us all, in everything associated with it, like organized crime.”

2025 Tobacco + Vaping Report

National Shopper Study iQ

NICOTINE REPORT

THREE-IN-FOUR cigarette users regularly purchase from a convenience store, citing location as the primary influence followed by brand loyalty and price. That’s largely on par with last year’s data, according to new insights

from the 2025 C-store IQ National Shopper Study, which includes more than 2,000 convenience and gas customers.

Of those surveyed, 15% say they purchase vaping/e-cigarettes, however data varies

Shoppers regularly using

widely by demographic, with younger shopping driving purchases: Gen Z (22%), millennials (21%), gen X (10%) and boomers (5%).

The data on cigarettes reveals a different pattern, with males (30%) more likely to smoke than females (22%). In addition, the oldest and youngest co-horts are less likely to light up: Gen Z (20%) and boomers (24%) vs. millennials (27%) and gen X (30%).

While the majority of vape and e-cigarette users purchase products at a vape shop, nearly half buy at c-stores and the number of people citing “other” declined significantly this year (perhaps a reflection of the industry’s education and advocacy around contraband). On the smoking cessation front, those who use these products are divided in their preferred purchase locations, with similar proportions favouring grocery, convenience and drug stores.

Who’s using smoking cessation products?

Males (10%) vs. females (6%); gen Z (13%) and millennials (10%) vs. gen X (5%) and boomers (3%). CSNC

ON THE MOVE National Shopper Study

Data-driven

insights into the evolving wants, needs, perspectives and habits of today’s convenience and gas customers

BY MICHELLE WARREN ILLUSTRATIONS BY RAPHAEL MEND ES

This is a topline report and we will continue to dig deep into the data throughout 2025. UP NEXT: In the May/June Issue, we will share the C-store IQ Purchasing Report, which analyzes categories and how shopper habits are changing. Hint—you want to pay attention to health and beauty. As, well as the C-store IQ Sustainability + Buy Local Reports

THE CONVENIENCE AND gas channel continues to earn its place as a cornerstone in communities across Canada, with half of shoppers saying they visit a convenience store at least once a week. However, new data shows competition is heating up and shoppers are less willing to pay a premium for convenience, with 70% saying they will abandon a purchase or take their business elsewhere when faced with prices they deem too high.

Still, c-stores have plenty of opportunity to cultivate loyalty and communicate value, as 50% of shoppers say they visit a convenience store once a week or more, which is up slightly from 47% a year ago. In addition, weekly visits that include a fuel purchase increased significantly year over year, according to new insights from the 2025 C-store IQ National Shopper Study.

Now in its fifth year, C-store IQ is the only convenience and gas specific study delving into the wants, needs, perspectives and habits of consumers in Canada. Led by our sister brand EIQ Research Solutions, Convenience Store News Canada + OCTANE surveyed more than 2,000 convenience shoppers across the country to capture valuable insights into Canada’s everevolving convenience and gas landscape.

Shift in shopping behaviours

With half of those surveyed saying they visited a c-store at least weekly; our research shows this is on-par with the rate of weekly shops at discount supermarkets and mass/super centres. Of note, shoppers report an increase in frequency of shopping at dollar stores, online, local independent and specialty/natural shops, which our research team says, “highlights the diverse attributes that influence store choice, such as affordability, convenience, community focus and specialized product offerings.”

Shoppers’ willingness to shop around is significant for c-stores, as nearly four-in-five say that if an item they want is unavailable, there is some likelihood they will choose to go to another store, with 41% saying they are extremely or very likely to do so.

After several years of decline in shoppers saying they shop at an independently owned c-store at least once a week, that number is holding steady at 36%, while a further 42% say they shop at what they perceive to be a chain-operated c-store at least once a week. When we break this out by demographics, we see that males (47%), generation Z (50%) and millennials (45%) skew towards chain c-stores.

In terms of habits, two-thirds of shoppers visit the same convenience store for each trip, which is comparable to 2024. Of note, younger demographics are the most loyal to their favourite store, with 73 % of gen Z (that’s ages 13 to 28) shopping the same store each time.

What does convenience mean?

What are shoppers looking for in a convenience store? Location is, no surprise, paramount.

C-store shoppers primarily define convenience as being close by (28%) and quick to shop (14%), with affordability (16%) and having necessities (11%) also playing significant roles. This year, we are also seeing an uptick in shoppers favouring stores that are easy to shop (10% compared to 8% the previous year).

There are some notable regional differences in how shoppers define convenience.

• Close by/proximity: Quebec (37%) vs. Ontario (24%), Alberta (22%), British Columbia (26%), Atlantic provinces (26%)

• Quick to shop: Alberta (23%) vs. Ontario (13%), Quebec (10%), Atlantic (12%)

• Has basic necessities: Atlantic (19%) vs. Ontario (13%), Quebec (9%), Alberta (9%), B.C. (6%)

The why and when of visits

Among the top occasions for shopping at c-stores, almost half of shoppers cited buying gas, followed by nearly one-third who mentioned late-night snacking or running errands. Gen Z is leading the charge in latenight snacking, with 35% hitting their local c-store for a late-night nosh, compared to the average of 31%.

Overall, there’s a notable uptick in visiting during business travel compared to last year (11% vs. 9%), with gen Z and millennials leading these occasions at 14%.

As mentioned, despite an uptick in gas prices, fuel visits are on the rise, which could be a response to slightly improved economic situations or simply that more people commute to and from work, as companies mandate in-office days.

This makes sense, too, as researchers note a shift in mid-day visits, “shopping by daypart remains steady, with trips peaking in the late afternoon/early evening. However, lunch visits have significantly increased compared to one year ago.”

The distribution of trip types remained consistent with last year: three-fourths of shoppers make quick trips lasting five minutes or less, one-third will take some time to browse, and only 4% stay for more than 15 minutes: Gen Z (41%) and millennials (38%) are more likely to browse vs. gen X (30%) and boomers (19%)

The return of expanded services

The use of expanded services at convenience stores has rebounded, with 61% of shoppers saying they regularly use expanded services (compared to 57% last year). While cash ATMs

C-store IQ National Shopper Study

Frequency of shopping store type

What ‘convenience’ means to shoppers

C-store IQ National Shopper Study

continue to hold the top spot, the data highlights significant overall growth and notable increases in services like car wash, mobile payment and Wi-Fi access.

• Younger shoppers (think gen z and millennials) are more likely to use services: 64% vs. 48% of older shoppers (that’s gen x and boomers)

• Car wash gains are driven by millennials (23%)

• Mobile payment by gen Z (18%) and millennials (14%)

• Wi-Fi is expected by gen Z (18%) and millennials (13%)

• Mobile ordering is driven by shoppers in B.C. (11%) and Ontario (9%)

Shoppers get social

Last year, for the first time, we asked shoppers if they followed a convenience store on social media.

New data reveals the share of shoppers staying connected to stores via social media increased significantly over the past year—to 38% from 31%—with gains in engagement across all top platforms.

Researchers note: “This growth is driven by male shoppers, gen Z (47%) and millennials (50%), likely motivated by access to discounts and promotions.”

A new focus on the shopping experience

It appears that c-gas shoppers have elevated expectations and retailers are stepping up. The data shows the shopping experience is paramount, with nearly half (47%) calling it very important or important.

The good news is data shows stores delivering significant improvements in experience compared to last year, with over half of the attributes measured reflecting positive changes. Researchers say, “this includes enhancements in store presentation (such as appearance, organization, and cleanliness), as well as tech-driven features like contactless shopping, delivery, and cutting-edge solutions.”

• Fun to shop driven by gen Z (44%) and millennials (43%)

• Variety of products driven by gen Z (50%), millennials (49%) and gen X (46%)

The question of value

While one could surmise that shoppers are putting slightly less of a premium on price— 64% rank it as the number one element of a positive shopping experience, compared to 68% last year—make no mistake, it’s still a major influencer, as most shoppers (61%) say they would visit convenience stores more frequently if prices improved.

Factors influencing convenience store visit

Proximity/close by

To purchase gas

Longer hours

Loyalty program

Has products I can’t buy anywhere else

Coupon

Occasions typically shop at convenience store

Afternoon

Traveling

Traveling

Time of day when typically shop at convenience stores

C-store IQ National Shopper Study

To dig a little deeper, new this year, we asked shoppers: “Compared to one year ago, when shopping at convenience stores, how often are you noticing price increases/higher prices on items that you usually purchase?” and “When a product you wanted to purchase at a convenience store is too expensive, what have you done instead?”

No surprise, most shoppers say they’ve observed more price increases compared to a year ago. What’s alarming, however, is that when faced with a product that’s, in their evaluation, too expensive at a convenience store, the two most common responses are leaving without making a purchase (40%) or choosing to shop at a different store (30%), resulting in lost sales.

When it comes to higher prices, females (62%) are more likely than males (54%) to take note, while 36% of gen X say they are more likely to go to a different store, compared to the average of 30%.

Yes, most shoppers are watching their spending as we move into 2025, however they are not immune to temptation—when shoppers do make impulse purchases, they are typically driven by the desire for a personal treat or the opportunity to take advantage of a discount.

Average trip spend increased a nominal fifty cents to $17.66 (excluding the costs of gasoline), compared to $17.13 last year, but still fell short of $18.06 the previous year (in 2019, it was $13.56).

On the payment front, however, data reveals notable shifts, with a decline in debit card usage, presumably shifting to credit cards and mobile payments.

• Boomers (29%) favour cash

• Gen X (44%) use debit cards

• Millennials (37%) prefer credit cards

• Gen Z (13%) are driving an uptick in mobile payment, retailers’ mobile apps and gift cards

Shoppers across Canada value the role that the convenience and gas channel plays in their lives, however the impetus is on operators to continuously evolve and reposition to earn loyalty, as shoppers exercise their right to go elsewhere when prices, experience and selection don’t meet expectations. This doesn’t mean retailers should engage in a race to the bottom in terms of pricing, but rather see this as an opportunity to evaluate and elevate the c-store shopping experience, while communicating big-picture value that solidifies the channel’s important place in the daily lives of shoppers across Canada. CSNC

Frequency of convenience store visits

Reasons people choose to not shop in-store

36%

No reason to/don’t need items sold in-store

21%

Items too expensive/ better prices at other stores

“Usually, I am just getting gas and then on my way.”

“If I don’t need to buy anything, I don’t go in.”

“Convenience stores are way more expensive.”

“Too expensive! Only use in emergencies!”

”I like to pay directly at the pump for time savings.” “Paying for my fuel at the pump is convenient.”

“I choose not to go inside a convenience store because I prefer larger grocery stores.”

“Convenience stores typically offer only a limited range of items.”

“Because as a woman, I don’t feel safe.”

“Sometimes there’s ‘sketchy’ people inside.”

C-store IQ National Shopper Study

Usage of expanded service at convenience stores

Who’s connecting with convenience and gas via social media platforms?

Last year, for the first time, we asked shoppers about staying connected. New data reveals social media increased significantly over the past year—to 38% from 31%—with gains across all top platforms. This growth is driven by male shoppers, gen Z (47%) and millennials (50%), likely motivated by access to

Don’t follow any convenience stores on social media, however a growing number do

Aspects that influence purchase decision when shopping in-store

Importance

store to

C-store IQ National Shopper Study

Factors that describe a positive shopping experience

Areas where convenience stores must improve to encourage more shopping

National Shopper Study iQ

Beverage Alcohol Report:

MAKING A SPLASH

BY MICHELLE WARREN ILLUSTRATION BY RAPHAEL MENDES

THE PERCENTAGE OF convenience shoppers buying beer, wine, cider, or ready-todrink cocktails in a typical month has risen significantly, up four points, compared to last year and convenience stores are second only to provincial liquor and beer stores when it comes to the preferred shopping destination.

According to the 2025 C-store IQ National Shopper Study, 21% of shoppers are buying beverage alcohol at convenience stores, that’s up from 15% a year ago. And in more great news, four-in-five shoppers purchased additional items with their alcoholic beverages.

In the wake of the provincial government allowing c-stores to sell beer, wine, cider and RTD cocktails as of September 5, 2024, Ontario shoppers are driving much

of these gains, with 20% saying they buy from convenience stores, compared to 7% a year ago (likely then attributed to LCBO Convenience Outlets or inter-provincial shopping). In addition, numbers are up in British Columbia, where 11% of shoppers say they turn to c-stores for beverage alcohol, compared to just 5% a year ago.

The research team at EnsembleIQ notes: “Shoppers primarily choose convenience for alcoholic beverages due to proximity and speed of shopping, with price/promotions and extended hours also driving decisions. Operators can capitalize on these factors by locating displays near checkout, offering promotions if possible, and maintaining a well-stocked selection to further enhance convenience and speed.”

10 key insights

1

Beer remains the most frequently purchased alcoholic beverage at convenience stores, with readyto-drink options like hard seltzers, pre-mixed cocktails, and coolers close behind.

2

Shoppers purchasing wine has risen by two points to 8% compared to last year.

3

Gen Z and millennials are most likely to turn to c-stores for all beverage types except beer, which is driven by gen X.

4

Gen X (12%) and boomers (23%) are more likely to say none of the above when it comes to shopping for beverage alcohol at c-stores.

5

Beer purchases are evenly distributed across subcategories, with premium and import holding a modest lead.

6

20% of shoppers purchased nonalcoholic or low-alcohol beer in the past month, primarily driven by gen Z (24%) and millennials (30%).

7

Six-packs are the preferred size format among beer, cider, cooler and RTD shoppers.

8

More than half of wine shoppers favour the standard 750 mL bottle.

9

Single-serving options are more popular among beer, cider, cooler, and RTD shoppers, likely due in part to intent for more immediate consumption.

10

Females (23%) are more likely than males (17%) to purchase a prepared food entrée with beverage alcohol.

C-store IQ Beverage Alcohol Report

Channels where shoppers purchase beer/wine/cider in a typical month

Alcoholic / non-alcoholic products purchased at a c-store in the past month (Canada-wide)

Types of beer purchased at convenience in past month

Package

type of beer/cider/coolers/ hard seltzer/RTD purchased

Overall, the percentage of shoppers opposed to beer and wine in c-stores has significantly decreased compared to last year, according to researchers: “This shift is primarily driven by Ontario shoppers, who now have access to these items. Additionally,

sentiment in British Columbia, Alberta and the Atlantic region is trending directionally towards greater acceptance of alcoholic beverages in convenience stores.”

Overall, the convenience of convenience is winning, with about half of shoppers

(e.g. Coors Light, Molson Canadian, Budweiser)

BEER

(e.g. Corona, Stella Artois, Heineken, Guinness)

36%

LIGHT BEER

(e.g. Bud Light, Molson Ultra, Michelob Ultra, Sleeman Clear etc.)

35%

VALUE/EVERYDAY BEER

(e.g. Labatt Blue, Busch Lager, Laker Lager, Pabst Blue Ribbon)

Amsterdam, Big Rock, Hop Valley, Mill Street, Steam Whistle, Unibroue)

reporting that one-stop shopping and the ability to purchase closer to home are key reasons for supporting beer and wine in convenience stores. Compared to last year, an increasing number also value the faster service and broader selection. CSNC

Convenient location

(e.g. closer to home or work)

Quicker shopping experience

(e.g. shorter lines, faster checkout)

Price or promotions

(e.g. discounts or special offers)

Extended hours of operation

Product availability

(e.g. specific brands or varieties I wanted

Avoids the need to visit multiple stores

Smaller quantities available

(e.g. single cans or smaller bottles)

Impulse purchase

(e.g. didn’t plan to buy but saw it while shopping)

Planned to buy prepared foods in same trip

Reasons purchased at convenience stores over alternative store types

Interest in beer/wine/cider availability at convenience stores

My province allows beer/wine/cider at convenience stores 36%

Additional items purchased with beverage alcohol

Lottery tickets

Candy or chocolate

Salty snacks

Gum or mints

Tobacco products

Prepared food entree

(e.g. chicken, pizza, hot dog, sandwich

Prepared appetizer/snacks

(e.g. chicken wings, egg rolls, taquitos)

Personal care items

(e.g. pain relievers, antacids, breath freshener)

Non-alcoholic beverages

(e.g. soda, water, energy drink)

Prepared side dish

(e.g. mac and cheese, french fries)

Ice

No - I didn’t purchase anything to go with my alcoholic beverages

Convenience (one stop shop)

Close proximity to home

Faster service and less wait time

Better prices

Better variety

My province allows:

• 64% Quebec

• 41% Ontario

• 27% Atlantic NET

Yes, I would like to see available (by province):

• 60% British Columbia

• 51% Atlantic NET

• 50% Alberta

• 43% Ontario

• 29% Quebec

Why beer/wine/cider/coolers should be available

• Better prices driven by males (34%) vs. females (24%)

• Proximity driven by gen X (54%) and boomers (65%)

• Convenience/one stop driven by gen X (58%) and boomers (59%)

CATEGORY CHECK

BY MICHELE SPONAGLE

Hydration revolution

Functional beverages aim to disrupt the drink category with innovation and health-boosting benefits

BEVERAGES THAT JUST quench a thirst just don’t cut it anymore. More consumers seek drinks that offer health benefits, too—vitamins, electrolytes, probiotics and the ability to address concerns about sleep, weight, concentration, gut health and mood.

Whether you call them better-for-you or functional beverages, this is a beverage category poised for growth in a big way, according to multiple research firms. In 2023 alone, 258 products entered that space, according to a Nielsen IQ report. Mordor Intelligence predicts a CAGR of 6.9% for the forecast period (20252030) to the tune of US$80.88 billion by 2030. And Grand View Research says functional beverages are “the most lucrative product segment registering the fastest growth.”

The Canadian Beverage Association also recognizes the potential of the category. “The CBA expects the functional beverage market in Canada to continue to grow as consumers seek increased choice for products that meet their needs,” says Erich Schmidt, director, communications and public affairs. “As Canadians prioritize health and wellness, the demand for innovation in the non-alcoholic beverages market presents substantial growth opportunities.”

New players enter the market

As the category becomes increasingly competitive, brands are looking for ways to stand out. Ryde has been going full throttle to pursue sales in Canada after a successful launch in Australia in July 2023. Ryde did a high-profile sampling blitz at Toronto’s Union Station to kick-off its entry in the GTA. The 60 ml pocket-sized shots are aimed at urban professionals looking for a boost. They contain no added sugar, ginseng extract and, depending on the SKU, caffeine, B vitamins or chamomile. It boasts that its key ingredients are backed by science.

Meanwhile, Más+ by Messi, launched in July 2024, brings together sports drink and functional beverage attributes. Argentinian superstar Lionel Messi, considered one of the world’s top soccer players, is the personality behind it. He’s a founder of the brand and Más+ Next Generation Beverage Canada, along with flavour innovators from The Mark Anthony Group—best known for distributing wine, spirits and RTDs.

Available in bottles and cans, the Más+ by Messi roster has four SKUs—Miami Punch, Orange d’Or, Berry Copa Crush and Limón Lime League—each named after a milestone in Messi’s life. They feature a balanced blend

of electrolytes, vitamins and minerals in four varieties with natural flavours, no artificial sweeteners, colours or caffeine.

“Canadians are constantly seeking better products to help them achieve their goals,” says David Giancoulos, general manager, Más+ Next Generation Beverage Canada. “We know they understand the importance of hydration and we wanted to bring them a product that not only tasted great but was good for them.”

The product’s broad appeal makes it a good fit for convenience stores, notes Giancoulos. “Our target audience are Canadians who want to move, play and live more. They want to feel like champions in every part of life whether they are on the go or taking some down time. The convenience store channel is the ultimate medium for offering consumers a wide variety of positive hydration solutions.”

To build on the momentum of the launch, Más+ will focus on digital and social media campaigns that highlight product benefits, coupled with in-store targeted customer sampling, tailored promotions and eye-catching displays. Along with community events, the brand will also plug into soccer culture and connect consumers with Messi’s drive and passion for sports.

Diversifying the no-alcohol offering

A desire to solidify its positioning as an experiential lifestyle brand, Collective Arts has also entered the functional beverage space. Just as it disrupted the craft beer market when it began, the company is focusing on doing the same for better-for-you drinks. It will stay true to its mission to be a brand that supports artists and causes as it evolves, says Toni Shelton, head of innovation.

“With the decline in craft beer sales, we’re looking to diversify as our consumers grow,” she explains. “If they’ve cut their alcohol consumption, we can offer them creative, innovative beverage options and provide the benefits they’re looking for.”

Collective Arts has created a robust portfolio of better-for-you products, including Artworks 99% pure sparkling water with electrolytes, Botany Adaptogenic Elixirs (Uplift with coconut water, prebiotics, jasmine tea and ginseng; Balance with lion’s mane, prebiotics and schisandra berries and vitamins; and Unwind, formulated with magnesium, lemon, ginger and chamomile), and Wide Eyed Energy (four SKUS) with 80 to 140 mg of natural caffeine from green tea, natural fruit flavour and zero calories.

It’s the gen Zs who are the primary target of these beverages. “This target demo is very much about disdain for the status quo,” says Shelton. “They want to be treated like individuals.” Collection Arts’ functional beverages cater to that mindset with a there’s-something-for-everyone approach with personalized formulations for their needs, whether it’s bold flavour, low or no sugar, an energy boost or brain function support.

Maximizing sales at c-stores

Collective Arts is making progress with c-stores, but, as Shelton admits, “It’s tough to compete with Red Bull in that channel.” But as consumer tastes are changing, there’s room for smaller brands to nab shelf space. “There’s a new wave of beverage consumption we’re seeing, and more channels are looking to stock functional beverages,” she notes.

And offering something different, drinks with clean, natural ingredients are a point of differentiation that customers want. That makes communication at the store level

important. Having knowledgeable staff that can explain to customers that there are betterfor-you quality options will help drive trial and gain loyalty.

Since this is a new category to many consumers, Shelton encourages c-stores to tap into the Collection Arts’ expertise on how its functional beverages can be merchandised, from assistance with planograms, BOGO promotions and education.

Looking ahead, expect more mashups between drink categories. She sees a time when non-alc cocktails could incorporate ingredients like caffeine, mushroom extract or ginseng. Disruption will continue, as seen with functional coffee coming to the forefront.

Modern sodas made-in-Canada

And watch for a continued reinvention of soda. Cove Soda is another Canadian success story. The company based in Halifax, N.S. is the creation of brothers John and Ryan MacLellan, who crafted kombucha at home and sold it at local farmers’ markets. In just

six years, the brand has made major in-roads across Canada and the United States with its organic, zero sugar drinks (12 SKUs and growing) with one billion probiotics.

“We expect modern/alternative soda to become and remain the leading sub-category within functional beverage over the next five years,” says John Wahl, the company’s vice-president of sales. “Cove Soda is in a great position to be a leading brand that truly drives growth and innovation within this beverage set.”

C-stores are showing rapid growth for modern sodas. “They’re taking shelf space from other beverage options, such as juices and low velocity kombucha brands,” explains Wahl. “Buyers are starting to build both shelfstable and refrigerated healthy soda sets as data confirms this will be a long-term market trend.”

Hear that sound? Knock. Knock. This is an opportunity for c-stores to get ahead of the curve as the demand for functional beverages grows. CSNC

At DCM we know what it takes to drive success for c-stores. From the pump to your POS, signage to merchandising, couponing to loyalty… Our 40 years of experience and national print network support your entire customer journey, and make your communications more convenient.

CONSUMER CORNER

BY EMMA BALMENT

Fanning the flames

How convenience stores can effectively compete with QSRs for consumers’ foodservice dollars

CONVENIENCE AND GAS (C&G) in Canada is at a crossroads facing an opportunity to evaluate their value proposition and competitive set in food and beverage. In turn, it’s worth explorng C&G’s opportunity to invest in foodservice offerings and compete more directly with quick-service restaurants (QSR). Under rising costs of living, even more affluent consumers are scrutinizing their spending. While consumers tell Ipsos that cutting back on quality food and beverages is not their first choice, concessions must be made. Among the first tactics customers use to continue enjoying the things they love is to find it cheaper at a different retailer, wait for a deal, or trade down brands. Restaurants are also on the chopping block, but Canadians would rather trade down to more affordable venues and menus than avoid eating out all together.

The threat

Canadians cost-managing behaviour is both a crisis and opportunity for C&G operators, or what Homer Simpson would call a “crisa-tunity.” C&G is there for us when we need food and beverages in a pinch—on the road, late at night, unprepared, now and nearby—but they have a reputation for charging a premium for the privilege.

This puts the part of the business that competes with grocery and mass-merchandise retailers at risk. Ipsos Food and Beverage tracking data is telling us three things.

1. Consumers who can plan-ahead are shopping elsewhere, leaving C&G more dependent on spontaneity.

2. C&G purchases are increasingly likely to be driven by deals, discounts, and promotions.

3. Consumers are increasingly attracted to the value proposition of fresh prepared foods and beverages.

The opportunity

Convenience and gas has more than a foot in the door when it comes to fully prepared

items for immediate consumption, aka foodservice. The Ipsos FIVE daily consumption tracker tells us that nearly a third of C&G food and beverage items are consumed within an hour of purchase and another quarter are consumed at least within the same day. Prior to the trials of 2024, the Ipsos Foodservice Monitor reported that C&G had been steadily gaining share of traffic and dollars since 2015. Consumers have a demonstrated willingness to embrace C&G as a foodservice destination in direct competition with QSRs.

Convenience stores can provide a reprieve for young and/or low-income Canadians who are getting priced out of even QSR. Average eater cheques at snack occasions are similar between C&G and QSR, but meal occasions are on average $2 less expensive at C&G. At the same time, if a C&G operator serves a meal occasion instead of a snack occasion, they can bump up their eater cheque by an average of $2, making the most out of a precarious customer base.

Top chains are leading the charge and raising the bar for customers’ expectations for foodservice. Since 2015, entrées steadily gained share of stomach at C&G, from 10% to 25% of items consumed. Within those items, customers embrace menu expansion beyond cold sandwiches to hot sandwiches, burgers, hot dogs, pizza, Tex-Mex, chicken, meatballs etc. This growth offsets some declines in lowercheque beverage and confection categories lost to other retail channels.

Competing with QSR

If C&G is going to give the QSR sector a run for its money, marketers and operators will have to establish a clear point-of-difference as to why consumers should choose a C&G brand. Convenience stores do not have a monopoly on convenient meals. In the mind of the consumer, C&G and QSR brands are neckand-neck when they need something nearby and quick. The two channels are quite similar in consumers’ mind on a variety of functional

and emotional visit drivers, which implies C&G has a “right to play,” but where does C&G stand out?

Advantages of choosing a C&G for a foodservice meal currently come down to portability, staying focused, having no food at home, refreshment, boredom, spontaneity, and late-night access. However, leaders in this opportunity will raise the bar so that they can be seen on equal footing with QSR for brand drivers related to quality and emotional fixation with the product served—craving, treat, comfort and taste.

A positive opportunity for C&G is leveraging the improved sense of social acceptability amongst new generations. They see the channel as a place to explore new things and find fun experiences, perhaps aided by the futuristic vision of C&G as seen from around the world.

Convenience stores have an opportunity to provide a solution for Canadians during continued social and economic disruption. Leaders will reshape expectations for fresh and tasty options and connect to the open-mindedness and excitement young adults have for exploration in this channel.

C&G is uniquely positioned to provide an affordable indulgence so that foodservice remains accessible to all and does not retreat too far into the realm of luxury in 2025. CSNC Emma Balment, is director, Ipsos, market strategy and understanding, Food and Beverage Group. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker, and the Foodservice Monitor, Emma specializes in uncovering growth opportunities for manufacturers, retailers, and foodservice operators. emma.balment@ipsos.com

OCTANE

A MEASURED APPROACH

HOW CENTEX PETROLEUM IS DRIVING GROWTH ACROSS FOUR PROVINCES

EV Report: Charging stations a must-have for c-gas

Unlock powerful data and boost repeat business

Alnoor Bhura, president, Centex Petroleum

A MEASURED APPROACH

With a network that spans four provinces, the owners of Centex Petroleum credit growth to building trust and valuing partnerships

BY TOM VENETIS | PHOTOGRAPHY BY LUCAS FINLAY

Alnoor Bhura, president, Centex Petroleum

ALNOOR BHURA, PRESIDENT of Centex Petroleum, jokes that the history of the company is “a typical immigrant family story.”

In the mid-1970s, his family came to Canada from Tanzania, Africa following a growing number of Ismaili Muslim leaving the country. The family settled amongst the Ismaili Muslin community in Calgary, where the father, Amir Bhura, worked as a mechanic at a local Turbo station, saving money until 1976 when he purchased his own gas station, a former Esso located in Inglewood.

Over time, Amir grew the operation and opened two other gas stations. In the meantime, Alnoor, the eldest son in the family, studied mechanical engineering at the University of Calgary and after graduating worked for a local engineering firm. His brother, Shafiq, graduated with a Bachelor of Commerce degree.

Over time, Alnoor grew frustrated with his work at the engineering firm and decided that he wanted to operate his own business. He reached out to his brother and together they opened their first gas station, then another and, in the mid-1990s, their father decided to step back from his operations, allowing the brothers to take over. When they opened another gas station, Alnoor said that and his brother received an unexpected phone call.

“We had an inquiry from a fellow who owned a [branded] gas station whose contract was coming to an end, and he wanted to know if we would be interested in branding his site,” Alnoor recalls. “To be very honest, we never thought about that. We said, ‘Why not’ and that gave us the impetus to think about making our business larger and greater.”

However, expanding their brand in Alberta presented several challenges. There was an increasing presence in the province’s market of big box retailers with large gas station operations on their sites, which were attractive to their shoppers and others. This upheaval forced some gas stations to close and consolidate, but still it remained a very competitive market.

The brothers decided that if they were going to grow, they needed to focus on providing a high degree of customer service, while also competing on price.

The strategy paid off: Centex Petroleum now has locations across four provinces, with 55 in Alberta, four in Saskatchewan, 52 in British Columbia and 27 in Ontario.

Growing organically

Alnoor says that the success of Centex Petroleum comes from the measured approach the company takes to growth. In fact, the company doesn’t have a sales department actively seeking out potential gas station sites or pursuing new business partners.

Instead, the team carefully assesses each market it’s interested in and when it’s the right fit, the first site is always corporate owned. This allows the company to establish the brand, while evaluating further growth opportunities.

“For any given year, we have no set goal as to how many sites we wish to bring on,” explains Alnoor. “We look at each opportunity on its own. We are very conservative and if we find a site that aligns with our goals, then we move ahead with it.”

He believes companies that operate on an aggressive expansion plan often get into trouble, their reach exceeding their grasp. Centex Petroleum’s operating principals, however, come from being a family business, and its corporate DNA is still that of a family business built on never getting ahead of itself. “I’ve seen a lot of companies get into trouble by being overly ambitious, pursuing growth for the sake of growth and getting themselves into trouble.”

This measured approach also reflects how Centex Petroleum deals with its partners. While not actively recruiting other gas stations to

COVER STORY

The team carefully assesses each market it’s interested in and when it’s the right fit, the first site is always corporate owned

join their network or people wanting to open a gas station, when they do take on a new partner, they treat them as just that, a partner. They assist with upgrading new partners’ sites, pumps, and forecourts, as well as opening a c-store on site if they wish to operate one.

Centex has long-standing relationships with POS suppliers Bulloch Technologies and Infonet Technology Corporation; fuel dispenser suppliers Keller Equipment Supply Ltd. and Waleco Inc.; and store equipment suppliers Raimac Industries Ltd., Western Refrigeration & Beverage Equipment Ltd. and McCowan Design & Manufacturing.

“We started operating our convenience store brand ‘Go Market’ about 15 years ago,” Alnoor says. “It took a long time to build the infrastructure needed for us to operate successfully on that retail side and I would add that in the last five years we have made significant progress on that side. I will say that our convenience offerings today are the equal to anything offered by the majors out there right now.”

Building relationships with First Nations

Seeing those who come to them as partners has been especially important for the ongoing work Centex Petroleum has been doing with First Nations communities and businesses.

Alnoor says that the company first started working with First Nations some 13 years ago, the first being with the Bearspaw Community, part of the Stoney Nation west of Calgary in Morley, Alta. They have since gone assisted in the development of the Chief Kehewin Travel Centre in Alberta, part of the Kehewin Cree Nation, and recently marked the one-year anniversary of the Blackhawks Travel Centre in partnership with the Beardy’s & Okemasis Cree Nation (BOCN).

While the community had a gas station, it was underdeveloped and was not serving the area very well, explains Alnoon. Centex made it a priority to sit down with the Bearspaw Community and to take their lead in helping rehabilitate the site and upgrading the facilities, as well as operations, to make it an important part of the community which it was to serve.

Alnoor says that it is essential for any operator wishing to work with First Nations to be mindful of their concerns and understand how important a gas station and convenience operation often is to the community.

“In some cases, other operators sometimes had an adversarial relationship, so we instead made sure to let it be known that we are here to work with them and be respectful of them,” he adds. “That is how we have differentiated ourselves, that we are there to support them and that we will invest money with them and upgrade existing facilities or even construct new facilities and help them operate them so that they can generate investment and employment in the communities. We are willing to provide project management skills, design support and assist in training employees and other support to make it successful for everyone.”

Looking ahead, Alnoor says Centex will continue to evaluate opportunities to expand in British Columbia and Ontario. They will not rush things but take the careful approach that has allowed them to successfully grow the business since Amir Bhura opened the family’s first gas station as a newcomer to Canada. OCTANE

INTERESTED IN REPEAT BUSINESS?

Get to know your customers by unlocking powerful data for a personalized experience designed to keep them coming back for more

BY TOM VENETIS

WHEN STUDYING SUCCESSFUL businesses, people will say that to be successful one needs to provide a consistent level of service. Many will use the example of McDonald’s. Regardless which location one enters, the service and product will be the same, which is what makes visitors return consistently to the franchise.

However, consumers today want more than a consistent level of service. Let’s be clear, you will need to provide a high level of service and quality to attract customers to your car wash, gas station and its convenience store operation. There is no getting away from that. Only to keep them coming back consistently, service is just one part of the customer experience and journey.

What matters most is understanding who your customers are and what their buying habits are: It is only with such customer data that one can create services and programs to drive repeat business.

Tap into POS and CRM data

Understanding one’s customers better is not hard to do today. In fact, a well-operating car wash, gas station and/or c-store is likely already gathering customer information through one or a combination of sources: Point of Sale (POS) and the Customer Relations Management (CRM) systems, as well as loyalty and subscription apps. These collect a large amount of actionable customer information, from basics, such as names and email addresses, to buying habits and in-store and service spends.

“From a marketing standpoint and a data

standpoint, the more data they can gather on their [customer’s] transaction and their own interactions with the customers, a business can start to do such things as targeted messaging and targeted marketing, for example,” says Nicola Hill, marketing director with SIR Solutions, a provider of pointof-sale solutions, to Canadian retail operators. “So, if you have a customer that comes and regularly washes their car with you, you can begin using the information you have to start marketing to them a car wash on a regular basis, and from there to start encouraging them to come through your convenience store doors.”

Analyze patterns

The goal of collecting such information through CRM and POS systems is to understand who one’s customers are —their buying habits, spending, etc.—and to create targeted campaigns that are meaningful for them, and which will incentivize them to return to your business. This is why it is important that an operation begins to collect customer information, even if, at first, it is only a person’s name, email and phone number. That alone is enough to start building a relationship.

“In today’s competitive landscape, it’s more critical than ever to collect customer email addresses and phone numbers so you can

Nicola Hill

FEATURE

communicate with them,” says Taryn Chmielowicz, vice-president of marketing at DRB Systems. “But those pieces of information are most effective when you marry them with POS data about customer trends— split of retail vs. membership washes, popular packages, repeat visits, offers they’ve accepted or declined, etc. These insights not only help you deliver more timely and relevant messages to your customers, but also unveil opportunities to enhance the consumer experience to drive more retail loyalty and membership conversions, while reducing membership churn.”

commerce and digital marketing solutions for the convenience, retail and fuel industries, has spoken often of how today’s technologies around POS and CRM systems are evolving to create more personalized communications. When it comes to loyalty programmes, for example, the need is to evolve so that they interact with a customer in a way that feels ‘personal’ to them.

That is, when a customer gets an offer on their loyalty app for their local car wash, gas station or favourite convenience store, that offer reflects who the customer is.

That comes about by taking all the information one gathers from customers—from their personal information to their buying habits (such as what times they come into car wash operations, do they use the car wash after they purchase gasoline or buying something in the convenience store)—and tying offers and other services to that customer’s information.

The company used the customer information it had already gathered to get people to sign up for its subscription car wash program and added an online payment process for car washes to make using the service easier and faster. “It was set up like the subscription service that you see with Amazon Prime or Netflix and what they found was that once people got onto the model, they came more frequently to the car wash. And, once they were using the service, they could push offers and other programs to get them to come back more frequently and tie very targeted customer offers to have them come into the convenience store to purchase something or help move them to the fuel side of their business.”

Frieden says that by tapping into customer information and patterns, the company was able to drive more people—up to seven times more—to take on the car wash subscription offering.

The challenge a car wash, gas station and its convenience store operation will face is getting people to provide that information first, even if it is just an email, phone number and name; and more crucially later, consenting to providing more information to drive membership and loyalty programs that enhance the customer’s experience and loyalty.

“Normally, customers are not going to give their information away for no reason,” Hill says. “They are sensitive about their personal information. So, you must have some incentive for them to share that information, such as a promotion or offers that you can provide to them if they take part in a loyalty program. As an example, if you join the loyalty program, you will get a free or discounted car wash offer, regular promotions and discounts to other services or offerings.”

Get personal

For example, if your customer comes every three days to purchase gasoline and on one of those days adds a car wash, an offer that will be most meaningful to them would be to offer a premium car wash when they come to purchase gasoline; or to make the offer as they approach the pump or as they are pumping gasoline. This can only happen if one takes customer information and uses it to truly understand the customer and behaviour, thereby making an offer likely to be acted upon.

Success story

Frieden gives the example of one of his company’s clients, a global energy brand that has an existing loyalty program and loyalty mobile app, but wanted to extend that loyalty program and application to bring more customers into its car wash in Canada.

The service had another benefit, and that was it drove more traffic into the other parts of the business, being the fuel pumps and its convenience store operation, he adds. “They were able to generate the customer insights needed to drive targeted offers and then influence the customer’s purchase journey by incentivising the customer to make those purchases.”

Powerful results with LPR tech

Don Frieden, president and CEO of P97 Networks, a provider of secure,

cloud-based mobile

“They wanted to do a subscription car wash program and integrate it into their system and wash controllers so that a customer could go use their car wash at any of their about 350 locations,” he says. “They did not want it to be restricted to a single location.”

“With the combination of a sophisticated POS, fully synced marketing automation platform and License Plate Recognition (LPR), you can create powerful, personalized customer experiences that lead to increased membership conversion, reduced churn and retail revenue growth,” says DRB’s Chmielowicz. “Once you’ve captured critical information about your customers (namely contact and vehicle information), you need LPR to track the behaviour, visits and purchases made by that individual customer. From there, you can orchestrate extremely powerful customer journeys. If you know that a particular customer has visited the wash three times already this month, you can deliver a specific membership offer to incentivize them to try a membership and save money. These personalized, tailored offers can be delivered onsite at the POS or digitally through targeted text and emails.”

The result? Creating a win-win for customers and the bottom line. OCTANE

Taryn Chmielowicz

Don Frieden

National Shopper Study

EV Report:

POWERING UP

BY MICHELLE WARREN

ELECTRIC VEHICLE CHARGING stations are becoming a must-have for convenience and gas retailers.

The share of convenience shoppers who own electric vehicles (EVs) grew significantly during last year and, so too, has the call-to-action for convenience and gas operations to provide charging stations, according to new insights from the 2025 C-store IQ National Shopper Study. OCTANE, in tandem with Convenience Store News Canada and our sister brand EIQ Research Solutions, surveyed more than 2,000 consumers across the country to capture valuable insights into Canada’s ever-evolving convenience and forecourt landscape.

While 12% of shoppers say they own an EV, the number is even higher among the younger cohort, with 20% of generation Z and 17% of millennials owning an EV, compared to 7% of gen X and 4% of boomers. Data also reveals some regional standouts, with 15% of shop-

Likelihood shoppers will consider purchasing electric vehicle in next 2-3 years

pers in Ontario and 18% in British Columbia driving EVs.

There’s been a notable shift—to 50% from 31% last year—in people who believe it’s extremely or very important that convenience stores/forecourts offer this service. Indeed, two-thirds of shoppers who drive EVs say they regularly use and rely on the service.

Interest in purchasing an EV is strong, with 35% of shoppers saying they are considering doing so in the next two to three years. There are some demographic differences in terms of those who are extremely or very likely to purchase an EV.

• Males (16%) vs. females (9%)

• Gen Z (14%) and millennials (17%) vs. gen X (8%) and boomers (8%)

• Ontario (15%) vs. Quebec (10%), Atlantic (10%)

Everyone agrees, however, that a convenient location is paramount, followed by proximity to other stores and free Wi-Fi. Access to an outdoor space or park increased in importance vs. last year, indicating, perhaps, that those on road trips are looking for somewhere to stretch their legs or relax while waiting for their charge. OCTANE

GET READY

Be there when the convenience, gas and car wash industries come together for two incredible days of valuable learning, product discovery, networking and celebration. Each day will kick off with an action-packed Conference, followed by the Trade Show from 12 to 5 p.m. As Canada’s largest and best-attended industry event, you don’t want to miss it!

2025 HIGHLIGHTS

C-store IQ Conference: This two-morning conference is designed to provide valuable content and expert insight to help leaders and operators position their businesses for success: Marquee keynotes, an exclusive preview of the 2025 C-store IQ National Shopper Study, as well as engaging expert advice, big issue discussions, research and panels covering everything from beverage alcohol to AI and consumer insights. *Registration required

Car Wash Education: An exciting and informative morning of insights and sessions presented by the Canadian Carwash Association on Tuesday March 4, 2025 from 8 a.m. to 12 p.m. Plus, a Car Wash Tour March 5th.

Trade Show: 2025 features a record number of exhibitors. Find everything you need to run your business, from new and innovative products to technology and more. This is a unique opportunity to meet with key vendors, suppliers and experts all under one roof from 12 to 5 p.m. both days.

Beer Garden: Sample products while connecting with suppliers. from major breweries to local craft brewers and age-verification solution providers.

Sip Lounge: New in 2025! Meet wine and RTD beverage suppliers from across Canada to sample products and discuss opportunities.

Industry Dinner: Join your peers on March 4th at 5:00 p.m. for a cocktail reception, followed by dinner at 5:30 p.m. KEYNOTE Raising a Glass to Growth: Maximizing Beverage Alcohol Success with Suzanne Gardiner, General Manager, Commercial Operations, Mark Anthony Group. *This is a ticketed event

Future Leaders in Convenience + Car Wash Awards: Be there when the industry comes together to celebrate the FLICC winners March 5th during the morning Conference. *Registration required

MARCH 4 8:30 AM MARCH 5 9:00 AM

DOUG STEPHENS

Founder and CEO, Retail Prophet

ARMSTRONG

Broadcaster, voice of the Toronto Raptors, coach, mentor

AGENDA

TUESDAY MARCH 4

7 a.m. to 8:30 a.m. Registration opens | Breakfast *only for those registered for the Conference + CCA Education

8:30 a.m. to 12 p.m. C-store IQ Conference: Operational Excellence

KEYNOTE: Redefining Convenience for the New Age of Retail Doug Stephens, Retail Futurist, Author, Business Advisor, Retail Prophet

Future Focused: C-store IQ National Shopper Study 2025 Beth Brickel, Vice-President, Research, EnsembleIQ

Feeding the Future: Unlocking C&G’s Foodservice Potential Emma Balment, Director, Market Strategy and Understanding, Ipsos Navigating Nicotine Regulations: United for a Fair Future

*Sponsored by BAT and featuring Eric Gagnon, VP, Corporate and Regulatory Affairs, Imperial Tobacco Canada Championing Canada’s Convenience Industry

Fireside Chat with Anne Kothawala, president and CEO, CICC Beverage Alcohol by the Numbers with NIQ

Gabriel Moreau, Vice-President, Sales, NielsenIQ

Thirsty for Growth: Mastering Beverage Alcohol Sales at Convenience Panel: Thea Bourne, Retail Program Manager, BG Fuels; Marietta Cini, VP of Operations and Sales, Hasty Market; Emily Sparrow, Project Lead and Category Manager Alcohol - Ontario, Petro-Canada; Manish Thakker, Owner, Vani’s Convenience in Brampton, Ont.

8:00 a.m. to 12 p.m. Canadian Carwash Association Education

12 p.m. to 1 p.m. Lunch *only for those registered for the C-store IQ Conference

LUNCH & LEARN : Media Innovation and Energy Technology at the Forecourt *Sponsored by National Energy Equipment and featuring Tiina McCombie, Micheal Mackay and Ismael Alaoui

12 p.m. to 5 p.m. Trade Show

5 p.m. to 6 p.m. Exhibitor Cocktail Reception

5 p.m. to 8 p.m. Industry Dinner—cocktails, speakers and dinner *this is a ticketed event

WEDNESDAY MARCH 5

7 a.m. to 9 a.m. Registration opens | Breakfast *only for those registered for the Conference + FLICC

9:00 a.m. to 12 p.m. C-store IQ Conference: Leadership Excellence + Future Leaders in Convenience + Car Wash Awards

KEYNOTE: Leading with Passion: Lessons in Leadership, Teamwork and Perseverance

Jack Armstrong, Broadcaster-Voice of the Toronto Raptors, Coach Leadership in the Age of Artificial Intelligence

AI + Tech Panel: Dr. Janice Rudkowski, Assistant Professor, Ted Rogers School of Retail Management; Myles Gooding, Partner, Global Consumer Markets Advisory Leader, PwC Canada; Leslie Gordon, Director of Proprietary Brands, Circle K; and Tali Remennik, Certified Professional Forecaster, Data Scientist, CEO, Granularity. Consumer Outlook: Economic Confidence and the Newcomer Opportunity

Lisa Covens, SVP, Leger

Winning with Women Shoppers *Sponsored by Shopper Marketing Media and featuring Colleen Cronin, Managing Director of Shopper Marketing Media, and Pat Pellegrini, CEO of Vividata

Leading by Example: Impacting the Bottom Line and Beyond

Social Impact Panel: Leila Fenc, executive director of the PetroCanada CareMakers Foundation; Kathy Murphy, VP of Public Affairs, Coke Canada Bottling; Catherine O’Brien, SVP, Corporate Affairs, Regulatory, Government Relations and Sustainability, Nestlé Canada; Rick Rabba, President, Rabba Fine Foods.

Future Leaders in Convenience + Car Wash Awards

12 p.m. to 1 p.m. Lunch *only for those registered for the Conference + FLICC

LUNCH & LEARN: Crypto on the Rise *Sponsored by LocalCoin and featuring Business Development Manager James Hilchuk

12 p.m. to 5 p.m. Trade Show

EXHIBITOR SPOTLIGHT

NEW PRODUCTS & EQUIPMENT FEATURED AT THE SHOW

MEET THE BT9000™

This flexible system combines the most features and lowest cost base of any comparable controller in use today.

We offer fully functional in-pump EMV, simplicity, stability and loyalty program experts.

With thousands of systems installed coast to coast, the Bulloch BT9000 is the most widely used and best supported station controller available in Canada and the USA.

Your success is our priority.

is

and

company serving the Ontario market. We are a proud distributor of the best carwash equipment in the business including PDQ and Belanger Carwash Equipment. We carry a full Chemical offering partnering with McClean Solutions.

has been supplying, installing, and servicing overhead doors and intelligent access solutions for commercial property owners. Our innovative products—like springless operators and high-impact, low-maintenance doors—help keep your business moving while reducing downtime. Put our experience to work for you.

ADCO DISPLETECH

is an innovative company that empowers businesses with efficient solutions for the retail space. We deliver high-quality, reliable products and services that drive growth and create lasting value for our clients. By staying at the forefront of the industry, we aim to solve challenges and provide our clients with solutions.

Whether you need modern store shelving or solutions for pricing like electronic shelf labels, we can help you achieve the goal you have.

CUSTAN FOODS

Cafe Amsterdam’s Krunch Koekies feature a delightful blend of warm spices and satisfying crunch with every bite. Crafted with cinnamon, ginger, nutmeg, and cloves, these cookies evoke the comforting aroma of holiday baking. Their crispy with chocolate coating offers a perfect balance of sweetness. Whether enjoyed with a cup of coffee or tea, they provide a moment of cozy flavour any time of the year.

is a specialized beverage 3PL provider based in Mississauga, offering full coverage across Ontario. Partnering with over 100 beverage merchants, FIL’s people, processes, and technology are 100% focused on the unique supply chain needs of wineries, breweries, distilleries, and agencies. Founded and operated by beverage and logistics industry professionals, FIL Delivery is a leader in On-Premise and LCBO Direct-to-Store logistics and is at the forefront of direct distribution in Ontario’s emerging Grocery and Convenience channels.

GLOBAL CLEANING PRODUCTS

is committed to providing high-quality, reliable solutions for the vehicle washing market. We use proven methods that balance affordability with sustainability, investing in reusable packaging to reduce costs and minimize our environmental footprint.

Proudly 100% Canadianmade, owned, and operated, we bring over 30 years of hands-on experience in manufacturing, service, and application, ensuring every product is crafted with care, integrity, and a focus on longterm value.

Intuitive and Reliable Technology

Designed to support fuel and convenience operations on a modern technology platform.

• Robust promotions

•

Support

• And much more

1.888.925.8125 infonet-tech.com

assisting all industries in protecting our environment from accidental contamination. Very active in the Oil and Gas industry, we help our clients satisfy their specific needs, from collecting data on vessels to managing all testing and compliance requirements. 1.866.565.2611

TWO FLAVORS, ONE BAG!

Jack Link’s DUOs combine two bold flavors in a protein-packed snack. There’s nothing like a GREAT DUO!

SAVOUR EVERY MOMENT WITH

Welcome to a flavor-packed journey that takes your snacking experience to new heights. Jack Link’s DUOs pairs two iconic flavours in one convenient package. Whether you crave smokey, sweet, or bold heat, we have the ideal meat snack combo for Canadians looking to feed their wild side with great-tasting jerky. Why settle for one flavor when you can enjoy the best of both worlds? Crafted with quality meat that’s expertly seasoned, DUOs delivers a satisfying and rugged protein snack for all your adventures.

715.466.6608 jacklinks.ca

Vuse has redesigned its portfolio with a single goal in mind: uncompromising taste & flavour. All enabled through new flavour-focused innovations like the all-new Boost Mode in Vuse GO or the improved Ceramic Heating Technology in Vuse Pods. Discover Vuse.

DISCLAIMER: Product information contained herein is intended to ensure that you, distributors and retailers of vaping products, possess proper and correct information on the products you offer for sale. This information is not intended for use in promoting vaping products to consumers and any such use is formally prohibited. Must not be posted within sight of consumers.

Experience the delightful NESTLÉ COFFEE CRISP Mega Cold Brew wafer bar (75g), featuring layers of rich coffee crème and light, crispy wafers, all wrapped in a thin chocolatey coating. Made with sustainably sourced cocoa, premium coffee, and natural flavors, this indulgent treat offers a deliciously satisfying snack for coffee lovers. Proudly crafted in Canada, it’s the perfect way to elevate your coffee experience with every bite!

is a cloud video security and analytics platform that works with your existing cameras, access controls, and operational technologies like POS and labor management, helping you modernize and improve security and operations without costly upgrades. See why 30,000 customers trust Solink by visiting booth 269. 1.888.817.6546

DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY

March 2025

The Canadian Carwash Association Celebrates a Milestone Anniversary

The Canadian Carwash Association (CCA) has played a vital role in advancing the carwash industry since its establishment in 1959. Originally founded as the Automatic Car Wash Association of Ontario, the organization has evolved into a national association providing members with valuable resources, industry insights, and networking opportunities. Its origins are credited to Ted Snyders, who drafted the constitution, rallied operators, and became the Charter President. The Association was incorporated in 1960, and Snyders’ legacy continued as he served as Executive Secretary for 32 years, dedicating his life to the industry.

The CCA’s history is marked by significant milestones The first Canadian Automatic Car

Wash Trade Seminar in 1963 set the stage for professional development and networking. In 1975, reflecting its national reach, the organization was renamed the Canadian Carwash Association with the motto “Clean Across Canada.” During the 1980s, the Association expanded its services, hosting its first trade fair in 1980 and establishing the prestigious Ted Snyders Achievement Award in 1981 to honor long-serving volunteers.

The 1990s saw further growth, including a partnership with Erb and Erb to develop an insurance program tailored to carwash operators In 1997, the Association began endorsing Octane magazine and the CARWACS trade show, enhancing industry visibility. By the 2000s, CCA launched innovative initiatives, such as Wash Volume Reports in collaboration with Kent Group Ltd , providing members with exclusive market data. In 2011, the Association partnered with Leger Marketing to assess Canadians’ awareness of environmental impacts, leading to tools like the Getting Started Toolkit for operators in 2012

Regional engagement also shaped CCA’s legacy In 2001, the Western Canadian Chapter was established following the Octane Trade Show in Calgary, where a need for local representation became evident. Led by Nancy Schmautz and supported by industry volunteers, the chapter focused on advocacy, education, and community-building. It tackled regional issues, such as water usage regulations and zoning requirements, engaging with municipalities from Calgary to Vancouver to mitigate operational challenges

BOARD OF DIRECTORS - 2024/2025

PRESIDENT: Karen L. Smith - Valet Car Wash

Travis Braithwaite - ClearWater CarWash

Jason Hands - Parkland Fuels

Karla Hewitt - Suncor Energy Inc

Michael Howe - WashLinks

Mike Jacques - NCS

Michael Saunders - Mark VII Equipment

Rudy van Woerkom - Belvedere Technical Services

Matt Verity - Matt Verity Consulting

Tim Walker - Soapy Brushy

NATIONAL OFFICE

Heidi Loney Executive Director

Brynne Wrigley Director of Events

Constance Wrigley-Thomas, CAE, DES Director of Operations

Please Note Our Contact Info 3228 South Service Road, Suite 109 Burlington, ON L7N 3H8 (905) 331-1768 office@canadiancarwash.ca

The Western Chapter also fostered industry connections through events like the Car Wash Bus Tour, showcasing innovative facilities, and forums on maintenance and marketing. A notable highlight was a door seminar in Calgary, where competing companies collaborated for the first time, exemplifying the chapter’s unifying impact. Informal gatherings, like a barbecue turned garage party for industry experts in 2002, further cemented relationships among leaders.

By 2008, the Western Chapter reintegrated with the CCA’s head office, leaving a legacy of increased membership, advocacy successes, and professional development in Western Canada. Throughout its 65-year history, the CCA has consistently adapted to industry needs, offering programs, partnerships, and events that empower carwash operators nationwide.

As the CCA celebrates its 65th anniversary in 2025, it honors the dedication of its members, volunteers, and leaders who have built an enduring foundation for the industry From pioneering trade seminars in the 1960s to regional chapters and modern market research, the CCA remains a cornerstone for carwash professionals committed to growth, innovation, and collaboration

Image: Courtesy of the Toronto Star Archives, photographer John Mahler