For more than 127 years, McLane has been building our nationwide distribution network to fulfill the needs of businesses of all sizes. Whether you’re a single store, an emerging chain, or a nationwide operation, our world-class infrastructure, unrivaled buying power, and proven technology can be utilized to diversify your offerings and grow your business.
To learn more about McLane’s solutions for businesses of all sizes, visit mclanegrocery.com
© 2022 McLane Company, Inc. All rights reserved.
VICE PRESIDENT, EDITOR-IN-CHIEF
John Lofstock jlofstock@wtwhmedia.com
EXECUTIVE EDITOR
Erin Del Conte edelconte@wtwhmedia.com
ASSOCIATE EDITOR Emily Boes eboes@wtwhmedia.com
ASSOCIATE EDITOR Zhane Isom zisom@wtwhmedia.com
ASSOCIATE EDITOR Marilyn Odesser-Torpey
CONTRIBUTING EDITOR Brad Perkins
PUBLISHER
John Petersen jpetersen@wtwhmedia.com (216) 346-8790
VICE PRESIDENT, SALES Tony Bolla tbolla@wtwhmedia.com (773) 859-1107
REGIONAL SALES MANAGER Ashley Burk aburk@wtwhmedia.com (737) 615-8452
REGIONAL SALES MANAGER Patrick McIntyre pmcintyre@wtwhmedia.com (216) 372-8112
REGIONAL SALES MANAGER Jake Bechtel jbechtel@wtwhmedia.com (216) 299-2281
CUSTOMER SERVICE MANAGER Stephanie Hulett shulett@wtwhmedia.com
CUSTOMER SERVICE REPRESENTATIVE Jane Cooper jcooper@wtwhmedia.com
LEADERSHIP TEAM
MANAGING DIRECTOR Scott McCafferty smccafferty@wtwhmedia.com
CO/FOUNDER, VP SALES Mike Emich memich@wtwhmedia.com
EVP Marshall Matheson mmatheson@wtwhmedia.com
VICE PRESIDENT, CREATIVE SERVICES Mark Rook mrook@wtwhmedia.com
CREATIVE DIRECTOR Erin Canetta ecanetta@wtwhmedia.com
ART DIRECTOR Matthew Claney mclaney@wtwhmedia.com
DIRECTOR, AUDIENCE DEVELOPMENT Bruce Sprague bsprague@wtwhmedia.com
EVENTS
EVENTS MANAGER Jen Osborne josborne@wtwhmedia.com
EVENTS MANAGER Brittany Belko bbelko@wtwhmedia.com
EVENTS MARKETING SPECIALIST Olivia Zemanek ozemanek@wtwhmedia.com
VIDEOGRAPHER Bradley Voyten bvoyten@wtwhmedia.com
VIDEOGRAPHER Garrett McCafferty gmccafferty@wtwhmedia.com
VIDEOGRAPHER Kara Singleton ksingleton@wtwhmedia.com
www.cstoredecisions.com
VICE PRESIDENT, DIGITAL MARKETING Virginia Goulding vgoulding@wtwhmedia.com
DIGITAL MARKETING MANAGER Taylor Meade tmeade@wtwhmedia.com
WEBINAR COORDINATOR Halle Kirsh hkirsh@wtwhmedia.com
WEBINAR COORDINATOR Kim Dorsey kdorsey@wtwhmedia.com
DIGITAL DESIGN MANAGER Samantha King sking@wtwhmedia.com
MARKETING GRAPHIC DESIGNER Hannah Bragg hbragg@wtwhmedia.com
WEB DEVELOPMENT
DEVELOPMENT MANAGER Dave Miyares dmiyares@wtwhmedia.com
SENIOR DIGITAL MEDIA MANAGER Pat Curran pcurran@wtwhmedia.com
DIGITAL PRODUCTION MANAGER Reggie Hall rhall@wtwhmedia.com
DIGITAL PRODUCTION SPECIALIST Nicole Lender nlender@wtwhmedia.com
DIGITAL PRODUCTION SPECIALIST Nicole Johnson njohnson@wtwhmedia.com
VICE PRESIDENT, STRATEGIC INITIATIVES Jay Hopper jhopper@wtwhmedia.com
CStore Decisions is a three-time winner of the Neal Award, the American Business Press’ highest recognition of editorial excellence.
Robert Buhler, President and CEO
Open Pantry Food Marts • Pleasant Prairie, Wis.
Lisa Dell’Alba, President and CEO
Square One Markets • Bethlehem, Pa.
Raymond Huff, President HJB Convenience Corp. • Lakewood, Colo.
Bill Kent, President and CEO
The Kent Cos. Inc. • Midland, Texas
Patrick Lewis, Managing Partner Oasis Stop ‘N Go • Twin Falls, Idaho
Reilly Robinson Musser, VP, Marketing & Merchandising Robinson Oil Corp. • Santa Clara, Calif.
Bill Weigel, CEO Weigel’s Inc. • Knoxville, Tenn.
Vernon Young (Board Chairman), President and CEO Young Oil Co. • Piedmont, Ala.
Joy Almekies, Senior Director of Food Services Global Partners • Waltham, Mass.
Mary Banmiller, Director of Retail Operations Warrenton Oil Inc. • Truesdale, Mo.
Greg Ehrlich, President Beck Suppliers Inc. • Fremont, Ohio
Doug Galli, Vice President/General Manager Reid Stores Inc./Crosby’s • Brockport, N.Y.
Derek Gaskins, Senior VP, Merchandising/Procurement Yesway • Des Moines, Iowa
Joe Hamza, Chief Operating Officer Nouria Energy Corp. • Worcester, Mass.
Brent Mouton, President and CEO Hit-N-Run Food Stores • Lafayette, La.
Kalen Frese (Board Chairman), Food Service Director Warrenton Oil Inc. • Warrenton, Mo.
WTWH MEDIA, LLC
1111 Superior Ave., 26th Floor, Cleveland, OH 44114 Ph: (888) 543-2447
EDITORIAL AND NAG 1420 Queen Anne Road, Suite 4, Teaneck, NJ 07666 Ph: (201) 321-5642 2011 - 2020
SUBSCRIPTION INQUIRIES
To enter, change or cancel a subscription, please go to: http://d3data.net/csd/indexnew.htm or email requests to: bsprague@wtwhmedia.com Copyright 2022, WTWH Media, LLC
CStore Decisions (ISSN 1054-7797) is published monthly by WTWH Media, LLC., 1111 Superior Ave., Suite 2600, Cleveland, OH 44114, for petroleum company and convenience store operators, owners, managers. Qualified U.S. subscribers receive CStore Decisions at no charge. For others, the cost is $80 a year in the U.S. and Possessions, $95 in Canada, and $150 in all other countries. Single copies are available at $9 each in the U.S. and Possessions, $10 each in Canada and $13 in all other countries. Periodicals postage paid at Cleveland, OH, and additional mailing offices. POSTMASTER: Send address changes to CStore Decisions, 1111 Superior Avenue, 26th Floor, Cleveland, OH 44114. GST #R126431964, Canadian Publication Sales Agreement No: #40026880.
CSTORE DECISIONS does not endorse any products, programs or services of advertisers or editorial contributors. Copyright© 2022 by WTWH Media, LLC. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, or by recording, or by any information storage or retrieval system, without written permission from the publisher. Circulation audited by Business Publications Audit of Circulation, Inc.
Jeff Carpenter, Director of Education and Training Cliff’s Local Market • Marcy, N.Y.
Megan Chmura, Director of Center Store GetGo • Pittsburgh
Ryan Faville, Director of Purchasing Stewart’s Shops Corp. • Saratoga Springs, N.Y.
Caroline Filchak, Director, Wholesale Operations Clipper Petroleum • Flowery Branch, Ga.
Cole Fountain, Director of Merchandise Gate Petroleum Co. • Jacksonville, Fla.
Alex Garoutte, Director of Marketing The Kent Cos. Inc. • Midland, Texas
Daillard Paris, Director of Petroleum Supply and Trading Sheetz Inc. • Altoona, Pa.
For any questions about this issue or suggestions for future issues, please contact me at jlofstock@wtwhmedia.com.
Through the years many individuals have selflessly dedicated their time and energy to ensuring that the National Advisory Group (NAG) succeeds and holds a special place with convenience store retailers. NAG is committed to honoring these individuals with the NAG Lifetime Award for Convenience Retailing.
Peter Tamburro is atop the list of retailers who have selflessly committed time and resources to NAG. He has been active in the association since 1995, when he worked at Nice N Easy Grocery Shoppes with the chain’s Founder and CEO, John MacDougall. Today, Tamburro is the general manager of Clifford Fuel in Utica, N.Y., operator of 20 Cliff’s Local Markets.
Through his nearly 30 years in NAG, Tamburro has shared his vast industry experience, opened his doors for others to learn and always brought a high level of energy to NAG events to embody what the NAG experience is all about. For his years of service, NAG is honored to announce Tamburro as the 2023 recipient of the NAG Lifetime Award for Convenience Retailing.
While Clifford’s, and Nice N Easy before it, flourished under Tamburro’s guidance, his biggest impact on the convenience store industry has been his influence on his peers and his determination to strive for retailing excellence. Tamburro, who “claims” he will retire in 2023, has been an important part of the NAG family for more than 20 years. His leadership, industry experience and willingness to help other retailers have helped cement NAG as an association retailers can count on to help them grow their businesses. His integrity and friendship through the years have elevated NAG, and we are proud to honor all he has done.
Tamburro, who succeeds Mary Banmiller, of Warrenton Oil, as the seventh NAG Lifetime Award winner, will be honored at a ceremony on March 28 at the 2023 NAG Conference in Austin, Texas.
This award symbolizes the essence of what NAG means to the industry. NAG is focused on the needs of small, midsized and family-owned businesses, and we have a long history of helping convenience store owners improve their businesses through education and networking. NAG’s members continually push the boundaries of innovation across the convenience store industry.
Tamburro has a long history of success in the convenience
store industry and NAG. He was elected to the New York Association of Convenience Stores (NYACS) Convenience Store Hall of Fame in 2016. He has served on the NYACS board of directors for 15 years, two of them as chairman, and is on the NYACS Executive Committee and Convention Committee.
In 2022, he was awarded the NYACS John MacDougall Leadership Award, which was created in 2017 to honor the late NYACS co-founder and CEO of Nice N Easy Grocery Shoppes.
Tamburro is a native of Hudson, N.Y., where he worked for a Nice N Easy franchisee called Valley Oil Co. from 1983 to 1993, helping develop 10 Nice N Easy locations and several CITGO and Mobil Marts in the Hudson Valley. In 1993, when Valley Oil was sold to Mid-Valley Oil (Xtra Mart), he was hired by MacDougall to join Nice N Easy as director of franchise operations.
In 1997, he became vice president of franchise operations, taking on additional responsibilities for marketing, foodservice and store operations, and was later promoted to senior executive vice president. After Nice N Easy was sold to CST Brands in 2014, Tamburro joined Clifford Fuel.
NAG
2015 — David Johnson, Vice President of Operations, Toot’n Totum Food Stores
2016 — Bill Weigel, Chairman and CEO, Weigel’s Inc.
2017 — Bill Kent, Chairman and CEO, The Kent Cos.
2018 — Scott Apter, Chairman and CEO, Apter Industries
2019 — Gus Olympidis, Founder, Chairman and CEO, Family Express
2021—- Mary Banmiller, Director of Retail and Hotel Operations, Warrenton Oil
2022 — Peter Tamburro, General Manager, Cliff’s Local Markets
For information on NAG or to register for the 2023 NAG Conference in Austin, Texas, visit Nagconvenience. com or contact NAG Executive Director John Lofstock at jlofstock@wtwhmedia.com.
Since the holiday season is here, consumers are finding new ways to continue buying necessities, including gas and food, while holiday gift shopping, despite inflation.
To maximize budgets, shoppers will purchase fewer gifts in 2022 (nine gifts vs.16 last year).
To keep the holidays festive, consumers will pull back on non-gift purchases (down 12% year-over-year) and shift spending to experiences (up 7% year-over-year).
32% of consumers are planning to buy resale items. Further, 48% of retail executives will sell refurbished or used goods to keep up with demand.
Customers started shopping early. Some 23% of holiday budgets were already spent by the end of October, compared to 18% in 2021.
Inflation will likely impact consumers' spending this holiday season, for both those planning to spend more and those planning to spend less.
51% of those spending more attributed it to higher costs (versus in 2021) as did 66% of those spending less, similar to 2021 (67%).
Amid higher prices and supply chain concerns, gift cards are becoming the go-to gift, prompting an average spend of $252 this year, up 7% from 2021.
2022
Close to 75% of consumers are currently bulk-buying items to combat inflation. The most common products consumers are buying in bulk include:
•
Source: 84.51, "October Consumer Digest," October 2022
High grocery prices continue to lead the majority of adults to forgo purchases they would otherwise make, and this trend is only growing.
• The percentage of people who have stopped themselves from purchasing grocery items reached 77% this month, the highest point seen since tracking began in April.
• Those who say they have stopped themselves "many times" has climbed six percentage points over the course of the year to 37%
• The percentage of U.S. adults who say that price and sales are major motivators to switch brands on groceries grew from 38% in January to 43% in October.
Source: Civic Science, "Growing Number of Americans Are Changing How They Shop for Groceries Due to Rising Prices," October 2022
• 45% of Americans say they are driving less than before the pandemic and cite gas prices as the main reason.
• 59% of drivers say they seek out a favorite gas station or convenience retail chain. The most commonly cited reason for this preference was lower price (51%).
• 60% of drivers say gas prices are the main reason why they drive less than they did pre-pandemic, up sharply from the 44% who said so in the February NACS survey.
• Rural drivers are the most likely to say they have cut back on driving (51%) and most likely to say it was because of the price of gas (72%).
Source: National Association of Convenience Stores (NACS), "The NACS Consumer Fuels Survey," September 2022
John Lofstock CStore Decisions Editor-in-Chief Kara Calderon Reynolds American Senior Director of ESG & Community Engagement
Environmental, Social, and Governance (ESG) at Reynolds1 means delivering on our company purpose of building A Better TomorrowTM not just for us, but for all of our stakeholders. ESG is central to our ambition of achieving sustainable leadership in the U.S. and is embedded in all aspects of our business. For years we have invested in the tenets of ESG, maintaining a strong focus on excellence in environmental management, supporting our communities to deliver a positive social impact and, of course, adhering to robust corporate governance. What is unique to us is our addition of the “H” representing Health, to our “HESG” framework because reducing the health impact of our business is at the forefront of our sustainability mission. BAT Group has stated its goal to migrate 50 million adult smokers from combustible to non-combustible products by 2030, and Reynolds is well on our way to doing our part to achieving this goal. Harm reduction is a cornerstone of our HESG efforts.
Our sales and trade marketing teams in the field average nearly 27,000 miles a year in their territories across the fifty states, and our operations teams utilize light-duty vehicles across our facilities in North Carolina and Tennessee. This fall, we began transitioning our 1,800+ vehicle fleet to a mix of Ford hybrid and electric models. This change will result in a projected annual 1000+ ton reduction in carbon emissions! With this move to hybrid and electric vehicles, our sales and operations teams are helping to drive progress on our sustainability ambitions.
From the products we produce to getting them onto shelves, our approach promotes long-term sustainability and value creation each step of the way. This past year, Vuse Alto not only became the first carbon-neutral Vapor product,2 but you may have noticed that it also removed the unnecessary outer wrap plastic from its device and pod packaging which will keep approximately 165,000 pounds of plastic out of landfills.3 Continuing to set the bar high, the brand is making the transition from air to sea freight resulting in 46% fewer carbon emissions,4 and has stood-up programs like device and pod takeback, which aid responsible disposal of our products.
As mentioned previously, our strategy is unique, in that we’ve added an “H” representing Health, to our HESG framework, because reducing the health impact of our business is at the forefront of our sustainability mission. To deliver on our mission, we focus on Tobacco Harm Reduction (THR), which aims to educate adults who smoke cigarettes about nicotine product alternatives and encourage adult smokers who are uninterested in quitting tobacco altogether to transition to alternative products. We’re also investing in and innovating our New Categories of products so that we can offer a greater choice of potentially reduced-risk products,5 backed by science, that provides adult consumers with innovative options that meet them where they are. Focusing on THR is in line with our commitment to making a positive societal impact and opens avenues for increased environmental excellence as we build sustainable practices into our New Categories.
As we transform our business, we are building a more diverse, inclusive, and agile workforce. From our new talent contributing fresh ideas and capabilities to the industry expertise of our more tenured employees, we’re making space for the diversity of thought that gives us the edge to reinvent our products and business, reshape the consumer experience, and deliver on our sustainability agenda.
Our executive-sponsored employee resource groups (B.E. Y.O.U. – Black Employee Network Yielding Outreach and Unity, HOLA – Hispanic Origin & Latin American, B United – LGBTQ+, Veterans, Women and Asian) play a critical role in building the culture at Reynolds as we strengthen diversity, equity and inclusion (DE&I). DE&I is an important part of our sustainability strategy and we are committed to building a culture where everyone has a voice.
No matter their title or function, every employee has a role to play, and educating our employees on the importance of HESG energizes our culture and empowers our people.
C-store retailers have faced several challenges in 2022, from labor shortages, continued supply chain issues, a lingering pandemic, mounting inflation, a gas price surge in summer, tobacco and vape regulations, and ongoing digital disruption. Headwinds, including a potential recession, the rise of electric vehicle charging, fast-moving technological changes and a growing customer demand for foodservice fare, are requiring c-store leaders to consider new strategies to stay competitive in the future.
Next-generation leaders are crucial for helping convenience store businesses evolve, address challenges in new ways and modernize for tomorrow.
On the following pages, CStore Decisions introduces the 2022 class of 40 Under 40 Leaders to Watch. The 40 Under 40 is an annual list of the convenience store industry’s young executive leaders, who have been responsible for helping to advance their business within the last 12 months. This year we received more than 100 nominations for this prestigious list.
The 40 young executive retailers that follow represent some of the most promising young executives in the industry today, selected from chains of all sizes across the country. They include a range of titles, from director of operations to category manager to chief financial officer, to name a few. This year’s 40 Under 40 were honored in a virtual gala on Dec. 1, which can be viewed on demand at Wtwh.me/40under402022.
Among the 40 Under 40 are members of The National Advisory Group’s (NAG) Young Executives Organization (YEO), a group for young executives that provides an opportunity for education and networking with other young executives in the competitive c-store channel.
The official nomination period for the 40 Under 40 runs from early August to late September. Watch for e-blasts from CStore Decisions requesting nominations. Those interested in nominating young leaders for next year’s 40 Under 40 or joining YEO can also contact CStore Decisions’ Editor-in-Chief and NAG Executive Director John Lofstock at jlofstock@wtwhmedia.com.
Chief Service Officer
Company: Midwest Petroleum Co.
C-Store Chain Name: Midwest Petroleum Co. Headquarters: St. Louis
Number of Stores: 59 Years With the Company: 5
Kristina Anderson began her career path at age 15 by working for a fast-food chain. She was promoted to manager while in college at age 19. After time spent as a stay-at-home mom, Anderson took on a human resources (HR) role and was promoted to operations manager where she was able to tie her past operational knowledge from the quick-service industry to her growing HR knowledge. She took on various HR roles before joining Midwest Petroleum Co. and growing into the HR director role. She was honored to continue to grow into the chief service officer role last year, where she manages the internal shared services of the company, including the HR, information technology (IT), maintenance, construction, transportation and petroleum construction departments.
In your opinion, what is the biggest issue facing convenience stores today? “I believe the biggest issue facing the c-store industry today is finding and retaining qualified retail team members that are intentional about delivering excellent customer service.”
Company: Road Ranger
C-Store Chain Name: Road Ranger Headquarters: Schaumburg, Ill.
Number of Stores: 44 Years With the Company: 11
Right out of college Ryan Arnold joined the c-store industry working as a category manager in foodservice for Road Ranger. In this role, he was in charge of developing and rolling out Dan’s Big Slice Pizza Program, which is still in place today and the staple for Road Ranger’s foodservice offerings. After the success of the pizza program, he was given the opportunity to manage all foodservice for the company. To gain more experience managing the rest of the categories he spent time in center store, cigarettes and other tobacco products, trucker merchandise, general merchandise and electronics.
In 2018 he accepted the role of vice president of marketing. His role spans many areas inside marketing and merchandising from store design and layout to merchandising tactics to loyalty-related programs, just to name a few. What do you think today’s young executives bring to the table?
“I think young professionals provide a fresh take on old practices, innovative strategies and bring a creative energy to the industry.”
Company: Rutter’s C-Store Chain Name: Rutter’s Headquarters: York, Pa.
Number of Stores: 82 Years With the Company: 7
Joe Bortner joined Rutter’s in 2016 as the category manager for candy and snacks. Over the years, he expanded the categories he managed to include all center store categories and bakery. Once he was promoted to his current role as senior category manager, he also added packaged beverages to his portfolio. He also oversees the merchandising team for all Rutter’s stores.
What do you think today’s young executives bring to the table? “Young executives bring a fresh perspective to an ever-evolving industry.”
Company: Clifford’s Sunrise to Sunset Markets Inc. C-Store Chain Name: Cliff’s Local Market Headquarters: Marcy, N.Y. Number of Stores: 20 Years With the Company: 4
As the director of education and training for Cliff’s Local Market, Jeff Carpenter oversees training and education, oversight and support of human resources (HR), program development for stores and project management. Carpenter’s parents owned c-stores, and he held a store-level position with Nice N Easy Grocery Shoppes while attending Syracuse University. He holds a master’s in education and started his career as a high school science teacher. Carpenter wanted to teach within the c-store industry and was offered a training position at Nice N Easy by Founder John MacDougall. He went on to oversee HR and transitioned to similar roles with the CST Brands and Circle K acquisitions. Carpenter was then recruited to further develop the Cliff’s organization.
What is the biggest challenge for young executives today? “Staying ahead of remnant impacts of COVID-19, such as supply and staffing, in addition to operation-/industry-altering decision-making with both state and federal government.”
Nationwide,
Company: Refuel Operating Co. LLC
C-Store Chain Name: Refuel Market / Double Quick Headquarters: Charleston, S.C. Number of Stores: 195 Years With the Company: 1.5
As a senior category manager for Refuel Operating Co. LLC, Hunter Clemons manages packaged bever ages, candy and snacks for the chain. He’s also active with acquisitions and bringing new stores into Refuel. Clemons began his career in the convenience store industry after he graduated from college, and over the years he’s learned and gained experience from seasoned industry experts in pack aged beverages and beer. He started as a category analyst in packaged beverages and beer for a large convenience retailer. From there, he moved to another large retailer, where he focused on packaged beverages and was quickly promoted to a category manager position. He went on to serve as category manager for another chain, and after a year he joined the Refuel team.
What do you think today’s young executives bring to the table? “Today’s young executives can help to trans form company policies, culture and ideas in an ever-chang ing industry, while maintaining and cultivating what works well today from existing executives.”
Company: COC Properties Inc.
C-Store Chain Name: Breeze Thru Markets LLC
Headquarters: Cary, N.C.
Number of Stores: 18 Years With the Company: 6
Company: Stinker
C-Store Chain Name: Stinker Headquarters: Boise, Idaho Number of Stores: 110 Years With the Company: 2
Billy Colemire started his career as a district man ager for Speedway after graduating from college during the Great Recession. Fairly quickly, he moved into a category management role helping build Speedway’s Made-to-Order Fresh Food and Bever age Program. That experience led him to his current marketing director role, where he leads the brand design, category management, field merchandising and pricing team at Stinker. He also directly manag es the fresh food and dispensed beverage catego ries. Further, he works very closely with all levels of senior leadership on store design.
What do you think today’s young executives bring to the table?
“Disruption: Young executives today have a unique predilection for being bold and trying new things, which has become increasingly important in an everchanging industry and world.”
Kristin Congelli began her career in the c-store industry as a human resources (HR) coordinator, creating and implementing all aspects of HR for a small and growing chain. Her passion for people and the c-store industry motivated her to progress her career to HR manager in 2016 and director of HR in 2019. The im pact she made was valued and recognized by top leaders of COC Properties Inc., the holding company of Breeze Thru Markets, and in 2022 she became the chief human resource officer (CHRO) for COC Proper ties Inc. As CHRO she serves as a strategic architect for talent within the company’s businesses — aggre gating, analyzing and reporting on talent development within business units, among other responsibilities. In 2023 she looks forward to supporting a consistent culture throughout all entities of the business.
What is the most challenging issue facing young executives today? “The most challenging issue facing young executives today is managing their work-life fulfillment to ensure both the passion for their career and commitment to building their family are being achieved.”
Coca-Cola and BodyArmor congratulate Hunter Clemons, senior category manager for Refuel, on being named to CStore Decisions' 2022 Class of 40 Under 40. We remain committed to the industry's next-generation leaders and look forward to working with these young executives for years to come.
Company: Dandy Mini Marts Inc.
C-Store Chain Name: Dandy Mini Marts Headquarters: Sayre, Pa.
Number of Stores: 65 Years With the Company: 6
While attending college at Penn State, Jesse Dix began working in the tobacco business as a part-time field coordinator for U.S. Smoke less Tobacco, handing out samples to adult consumers at large-scale events such as concerts and sporting events. Next, Dix worked for Swisher Sweets for just under 10 years as a territory manager covering 11 coun ties in Pennsylvania, before joining Dandy Mini Marts as category man ager in 2016. As category manager, Dix handles all the new products, resets and planograms for a number of categories including cigarettes and tobacco, beer and wine, beef jerky, chips, health and beauty, and general merchandise.
What project or innovation are you most looking forward to in 2023?
“The continued evolution of the alternative nicotine category, espe cially with products like Black Buffalo. (It) has been quite exciting to see this category grow and expand over the past few years.”
Company: Rainbo Oil Co.
C-Store Chain Name: Kwik Stop Headquarters: Dubuque, Iowa
Number of Stores: 12 Years With the Company: 6
Tessa Fahey is a third-generation member of the family business. Her father, Paul Fahey, is currently the president and owner of Rainbo Oil Co. As a young girl, Fahey knew she wanted to be a part of her family business. At the age of 14 she worked at one of the company’s Dairy Queens connected to Kwik Stop. During the summers in college, she rotated around to differ ent positions within the company. Now as the director of operations, she oversees inventory management, route management, vendor relations and warehouse management, along with fuel inventory and the fuel delivery systems. The last piece she is directly responsible for is overseeing the six fast-casual restaurants Rainbo Oil owns.
Rainbo Oil is celebrating its 100th year in business in 2023. Fahey noted she’s honored to be a part of the continuing legacy her grandfather and father have built.
What do you think today’s young executives bring to the table?
“I think today’s young executives are passionate about challenging assumptions that have been held for a long time.”
Company: Parkland USA
C-Store Chain Name: On the Run
Headquarters: Charleston, S.C.
Number of Stores: 213 Years With the Company: 4
As director of integration, Mario Ferrise Jr. onboards acquisitions into Parkland’s enterprise resource planning (ERP) system as well as any ancillary software. Additionally, he manages the master data management team and assists in any supplementary software systems as well as process changes. Ferrise started his career path with Craft Oil, a family-owned lubricant distributor. He enjoyed the fast-paced environment and took on many roles before moving to a position at Rhinehart Oil, which allowed him to develop in the c-store space. He landed his current role after a stint as a business development manager and Parkland USA acquiring Rhinehart.
In your opinion, what is the biggest issue facing convenience stores today? “The ever-changing technology landscape — retailers must be con sistently looking toward the future to maximize their investments and run as efficiently as possible.”
Company: Corner Store
C-Store Chain Name: Corner Store
Headquarters: Seminole, Texas
Number of Stores: 3 Years With the Company: 1
Becka Friessen oversees the human resources and marketing departments at Corner Store. She is charged with staffing the stores, which includes everything from posting job openings to setting up the interviews and going through the onboarding and off-boarding processes to making sure employees feel welcome and have a safe workplace. Her marketing responsibilities include creating content for Corner Store's social media platforms and leading monthly leadership meetings for store managers. Over the past two years, Friessen has become active in the Young Executives Organization to network with other industry leaders 40 and under. Friessen started her career in finance. After five years in the finance industry, she received the offer to step into an official leadership role at Corner Store.
What is the biggest challenge for young executives today?
“Proving competence and skill; talent knows no age.”
Assistant
Company: The Cigarette Store LLC
C-Store Chain Name: Smoker Friendly Headquarters: Boulder, Colo. Number of Stores: 260 Years With the Company: 14
Jon Gallagher is a third-generation member of his fam ily business. Still, Gallagher had to work hard to earn his current title as assistant controller. He graduated from the University of San Diego in 2007 and started working full time for the company as an accounting staffer in early 2008, after having worked part time in various roles for the company throughout college. In 2016, he received a master’s degree in accounting from the University of Colorado — Denver, which helped develop his technical accounting skills. Today, he helps manage all financials for the main retail operations and auxiliary companies with the company’s controller and chief financial officer.
Smoker Friendly added 79 stores in 2022 so far and has more acquisitions lined up. Gallagher noted that the team continues to overcome new challenges with each acquisition.
What do you think today’s young executives bring to the table? “The ability to leverage technology and modern skills and integrate them into an existing strong foundation to improve efficiency, drive growth and increase profitability.”
Company: ATCO Inc.
C-Store Chain Name: Rogers Market Headquarters: Sarasota, Fla.
Number of Stores: 7 company-operated sites and 23 dealer sites Years With the Company: 1.5
Geoff Given has plenty of experience in the conve nience store industry. He spent 12 years with RaceTrac Petroleum in multiple roles, from entry-level manage ment to marketing. He was then recruited to Good 2 Go stores, where he spent three years as the chief operat ing officer and vice president of operations. All of those years of c-store experience landed him in his current role as president of operations at ATCO. Now he oversees the day-to-day operations of the company-operated stores and consults dealers on a limited basis.
What do you think today’s young executives bring to the table? “I believe we are helping to navigate the way in a less loyal employment envi ronment than ever before by relating to all genera tions and being people-focused leaders.”
Company: Global Partners
C-Store Chain Name: Alltown, Alltown Fresh, Xtramart, Jiffy Mart, et al. Headquarters: Waltham, Mass.
Number of Stores: 535 Years With the Company: 3
Jessica Greeno started her career working in a meat manufacturing facility, which involved a high level of food safety. She went on to get a Bachelor of Science degree at the University of Vermont, focusing on food safety. After graduation, Greeno worked for a third-party food safety auditing company for four years before transitioning to Global Partners for an internal, hands-on approach to championing food safety culture in a growing company. Today, her role is ever-evolving and includes visiting stores to assess food safety standards; proctoring food safety courses; creating and distributing food safety materials; working together with local and state regulatory authorities to ensure standards are met; and answering questions for team members as Global grows its store reach beyond the Northeast. What project or innovation are you most looking forward to in 2023? “In 2023 I’m looking forward to connecting with team members in stores across eight states, — and growing! — harnessing the momentum brought to food safety by pandemic protocols to build a more robust food safety culture.”
Company: RaceTrac Inc.
C-Store Chain Name: RaceTrac, RaceWay Headquarters: Atlanta Number of Stores: 780 Years With the Company: 12
Tyler Grubbs held a role in project management in the RaceTrac organization and then moved to finance, working directly with the wholesale fuel division. He had the opportunity to lead the merchandising and marketing analytics function, which led into managing the food programs and offers team. Finally, Grubbs made his way to his current information technology (IT) role. His teams have accountability for the full lifecycle of technology in each retail location, from point-of-sale (POS) to pin pads, digital menu boards, inventory management, network equipment, etc.
In your opinion, what is the biggest issue facing convenience stores today? “The most impactful issue facing convenience in the short term is staffing retail stores with the best talent and tools needed to enable our teams to meet our everchanging guests’ needs.”
Company: OnCue Marketing LLC, dba OnCue
C-Store Chain Name: OnCue
Headquarters: Stillwater, Okla.
Number of Stores: 75 Years With the Company: 14
Tienna Halford grew her position at OnCue as the chain expanded. She assisted with the administration of property and general liability claims before her role required needing to have a strict focus on a safety culture and better management of claims overall. As risk manager, Halford oversees all commercial insurance processes, customer- and employee-related claims and safety. She manages every aspect of the safety culture, including ways to strategically reduce risk in all areas of the company. In your opinion, what is the biggest issue facing convenience stores today? “Managing ever-changing customer expectations.”
Company: Colbea
C-Store Chain Name: Seasons Corner Market Headquarters: Lincoln, R.I.
Number of Stores: 70 Years With the Company: 9
David Hall graduated from the University of Massachusetts with a finance degree and joined Colbea as a category analyst. Nine years later Hall is the director of category management with eight direct reports in the marketing department. Hall manages all the category managers as they accomplish a wide range of tasks from planogram creation/edits, sourcing new items, following trends, understanding sales data, maximizing con tracts, efficiently filling space in stores to meet sales demand and so on. Hall also completed an MBA, which he finds valuable and applicable to creating success in the c-store industry.
What project or innovation are you most looking forward to in 2023? “The project I am most looking forward to is utilizing our new back-office system to improve the review of data and analytics, which in turn will continue to grow sales.”
Company: The Reid Group
C-Store Chain Name: Reid Stores Inc., dba Crosby’s Headquarters: Lockport, N.Y.
Number of Stores: 85 Years With the Company: 5
Even though Meredith Harris is a part of The Reid Group’s fourth genera tion, she did not formally commence her career with the company until early 2017. She started working throughout college in various sup port capacities for Reid Petroleum and Crosby’s. However, since joining The Reid Group, she has gained crossdepartmental insights through opportuni ties in her fuel marketing and loyalty program manager roles. Harris was promoted to vice president of Reid Cos. this year as The Reid Group celebrates its 100-year anniversary. As vice president, Harris has been organizing the evolution of the marketing department and structuring the company’s loyalty program. Harris noted she is constantly inspired by The Reid Group’s incredible team and is excited for the continued growth ahead of the company.
What do you think today’s young executives bring to the table? “Courageous leadership and the ability to leverage versatility to challenge the status quo.”
Company: Hutchinson Oil Co. LLC
C-Store Chain Name: Hutch’s Headquarters: Elk City, Okla. Number of Stores: 21 Years With the Company: 10
Kurtis Hutchinson is a third-generation member of the family business. He started in the fuel department and grew into the vice president role. Outside of the fuel department he’s taken on roles in construction/develop ment, maintenance, distribution, etc. As vice president of fuels, Hutchinson manages fuel supply and delivery to all 21 locations and the wholesale business, utilizing the chain’s internal fleet of trucks along with outside carriers. He also oversees ground-up construction and the remodels of sites.
In your opinion, what is the biggest issue facing convenience stores today? “Labor rates/labor shortage.”
Company: 7-Eleven
C-Store Chain Name: 7-Eleven Headquarters: Irving, Texas
Number of Stores: 7-Eleven currently operates, franchises and/or licenses around 12,400 stores in the U.S. Years With the Company: 4
After graduating from the University of North Texas with a degree in merchandising, Leah Idris joined 7-Eleven as a category support coordinator, where she learned the ins and outs of product management, executing projects at store level, and vendor and cross-functional business relationship building. Today, Idris serves as category manager of cold dispensed beverages. In her current role she works closely with multiple business units on product innovation and equipment upgrades to bring best in-class programs to 7-Eleven convenience stores.
What is the most challenging issue facing young executives today? “With so many choices and constant information overload, consumers have more options than ever before. This results in a constantly chang ing consumer demand, which can be incredibly challenging when trying to anticipate and develop the next big thing that will grow the business.”
Company: Casey’s General Stores Inc.
C-Store Chain Name: Casey’s Headquarters: Ankeny, Iowa Number of Stores: 2,454 Years With the Company: 10
During his 10 years with Casey’s, Sam James has gained experience leading annual operating plans, long-term strategic plans, mergers and acquisitions valuation, new financing, capital allocation decisions and financial reporting to the senior leadership team and board of directors. As the vice president of finance James leads financial plan ning and analysis and the strategic planning process for the company. Before joining Casey’s, James spent five years with KPMG LLP serving in its audit practice. He noted that one of the most challenging issues facing young executives today is balancing the competing priorities of all stakeholders.
What project or innovation are you most looking forward to in 2023? “Refreshing the company’s strategic growth plan.”
Maintenance
Company: Beck Suppliers
C-Store Chain Name: FriendShip Kitchen Headquarters: Fremont, Ohio Number of Stores: 30 Years With the Company: 7
When growing a convenience store chain, keeping equipment up and run ning efficiently is of paramount impor tance. At FriendShip Kitchen that task falls to Matt Jarvis, who oversees all fuel system repairs and replacements; heating, ventilation, air conditioner and refrigeration (HVAC/R) repairs; and all other repairs at FriendShip Kitchen locations. He also handles all subcon tractor invoicing and maintains inven tory for the FriendShip maintenance division.
Jarvis started as a fuel technician for Beck Suppliers and was later promoted to fuel system supervisor before taking on the role of maintenance coordinator. What is the biggest challenge for young executives today? “Learning to use culture to retain and recruit em ployees in a very challenging economic environment.”
Big taste and big savings are two things you get with Wildhorse cigarettes. Our American blend tobacco comes from the finest crops. Enjoy a bold, rich taste and smooth smoking experience. Are you ready to EXPERIENCE THE FREEDOM?
GOPREMIER.COM
Company: Jordan Oil Co.
C-Store Chain Name: Hot Spot Headquarters: Spartanburg, S.C. Number of Stores: 41 Years With the Company: 2
Rob Jordan is part of the third generation of the family business. Jordan Oil Co. was founded by his grandfather R.L. Jordan, who was the first to add self-serve gasoline in Georgia, as well as parts of North Carolina and South Carolina.
When R.L. passed away, he left the direction of the company to his five children. Before Rob began working with his family, he worked in the beer industry for several years. Today, as the marketing specialist for Jordan Oil Co., Rob manages vendors.
In your opinion, what is the biggest issue facing convenience stores today? “Finding people to buy into customer service.”
Company: Quality Dairy Co.
C-Store Chain Name: Quality Dairy Headquarters: Lansing, Mich.
Number of Stores: 27 Years With the Company: 15
Company: Plaid Pantries Inc.
C-Store Chain Name: Plaid Pantry
Headquarters: Beaverton, Ore.
Number of Stores: 106 Years With the Company: 3
Jon Manuyag started his career in grocery store retail working for a local Northwest retailer, Fred Meyer, a division of Kroger, where he worked his way up the ladder to the corporate office. By 36, he already had 20 years of retail experience before joining Plaid Pantries in 2019. Today, as the director of marketing for Plaid Pantries, he manages all aspects of merchandising and marketing for the chain, including joint profit and loss (P&L) ownership for sales and profits. His role includes overseeing category management, Pricebook, direct store delivery and vendor relationships, and digital marketing strategies and content.
What advice do you have for other young executives today? "Set aside your feelings, be passionate (about) what you are doing, provide the whys behind your decisions and create a plan and execute. Staying humble and teachable is also very important for any young executive today."
Since his early teens, Jesse Martin has worked on and off for different departments in the company as a member of the third generation. After completing college, he worked in the dairy plant in distribution, followed by working in the store maintenance department. Martin eventually became the fleet manager and then the project manager before taking on the vice president role. In this position he manages different projects within the company, oversees all maintenance operations, manages the laundromat and sits on the board of directors for Quality Dairy Co.
In your opinion, what is the biggest issue facing convenience stores today? “Staffing.”
Company: Cubby's Inc
C-Store Chain Name: Cubby's Convenience Stores Headquarters: Omaha, Neb. Number of Stores: 37 Years With the Company: 10
Jairo Motino started working for Cubby's in April of 2013 as a part-time cashier in Wakefield, Neb. Two-anda-half years later he was promoted to assistant manager. After seven years as an assistant manager, Motino went on to become a store manager — first at a store in Yutan, Neb., and then at a newer site in Blair, Neb. A year later he was offered a position at the corporate office as the foodservice manager. As the foodservice manager, Motino provides the necessary tools to all deli employees, analyzes food costs and calculates the appropriate retail margin for the com pany's success in the food industry.
What project or innovation are you most looking forward to in 2023?
“What I am most looking forward to in 2023 is my continuous growth in the con venience store industry and the overall growth of Cubby's.”
Company: Go Time
C-Store Chain Name: Go Time Headquarters: Jackson, Ky. Number of Stores: 8 Years With the Company: 5
As assistant marketing director, Betty Saylor’s jobs include social media marketing, in-store promotional marketing and assisting in the development and growth of the loyalty program. She also assists with store openings and operations as well as reporting and auditing. Say lor came into her current role from a position at the original store that Owners Kim and Scott King purchased. She grew into a management role and was eager to learn what made the business successful. Two years later she was offered a position in the corporate office working with the marketing director, Lacey Dixon, and loves every aspect of it. In your opinion, what is the biggest issue facing convenience stores today? “The biggest issue convenience stores are facing today, in my opinion, is the rising cost of goods and finding a balance in retails to provide customers with not only a convenient experience, but an affordable one as well.”
Company: Love’s Travel Stops
C-Store Chain Name: Love’s Travel Stops Headquarters: Oklahoma City Number of Stores: 600 Years With the Company: 6
During his first six years in the industry, Dylan Schwarz worked in the field doing hands-on maintenance. Once he moved into a corpo rate role, he accepted his current managerial position as supervisor of petroleum services. In this role he manages the maintenance and construction of all petroleum equipment for Love’s. He has also spear headed training activities to help store managers gain an in-depth understanding of petroleum equipment.
In your opinion, what is the biggest issue facing convenience stores today? “Adapting to a rapidly changing industry, from changes in consumer demands to new compliance regulations and technologi cal advances.”
Cubby's Inc., congratulates Jairo Motino, Food Service Manager, on being named to CStore Decisions 2022 40 Inder 40.
Based in Omaha, Neb., Cubby's has been the operator of Convenience Stores and Supermarkets in Nebraska, Iowa, and South Dakota since 1979.
Company: Sidhu Group
C-Store Chain Name: US Market
Headquarters: Salem, Ore.
Number of Stores: 45 Years With the Company: 4
Company: Wesco Inc.
C-Store Chain Name: Champlain Farms Headquarters: South Burlington, Vt.
Number of Stores: 39 Years With the Company: 7 (full time)
Amar Sidhu is the second generation of Sidhu Group, which was started by his father, Lal Sidhu and his uncle, Don Sidhu. Amar Sidhu showed interest in the company at a young age. He started off as the store janitor, showing improvements and dem onstrating that he could handle managing the store on his own. He slowly transitioned to business development, which led him to his current role. As district manager, Sidhu is responsible for busi ness development, marketing and overseeing the company.
What do you think today’s young executives bring to the table?
“Young executives bring creativity and company culture to the table.”
Kurt Simendinger is a third-generation member of the fam ily business. Joining the family business and working alongside his father, Champlain Farms President Dave Simendinger, every day was something he always aspired to do. Growing up, his dad would bring him to the stores each day before school, and in high school he began working at Champlain Farms in the summers. Simendinger joined the business full time after graduating from the University of Vermont. From installing underground tanks to working nights behind the register and building customer and vendor relationships, he’s learned all aspects of the business. As a general manager Simendinger identifies new upgrades needed at store level, assists stores and identifies out of stocks, maintains the company website, and handles emergencies, such as if a store has no heat or no gas.
What is it like being a member of a family business? “Being a part of a family business is not an 8 a.m.-5 p.m., 40-hour week job. It’s a seven-days-a-week, day-and-night, incredible opportunity to carry on our family’s life work. … My father has been the great est mentor to my success with my career. Being able to diversify yourself and becoming prepared to handle every kind of scenario thrown at you is vital to becoming a leader in any company.”
Company: PetroSouth Inc.
C-Store Chain Name: Petro and Big Cat Headquarters: Griffin, Ga.
Number of Stores: 266 Years With the Company: 10
Ashley Slaughter took a job as a data entry spe cialist at PetroSouth in 2012 and fell in love with the industry. She went back to school to pursue a degree in business focusing on accounting and finance, an additional degree to her fashion merchandising degree she received in 2008. Slaughter soon became an account manager over the wholesale division and the controller in 2020. She oversees the accounting division, verifies everything is wrapped up at month’s end and puts together the financials. She also takes care of any technol ogy or software issues that may arise.
In your opinion, what is the biggest issue facing convenience stores today? “C-stores face many challenges on a daily basis, with the top three issues being changing technology, supply chain issues and labor shortages.”
Congratulations Kurt Simendinger on being named to CStore Decisions' 2022 40 Under 40 to Watch. Kurt represents the third generation of the Simendinger family to lead Champlain Farms. The company operates 38 stores across Vermont and New Hampshire.
Company: The Parker Cos.
C-Store Chain Name: Parker’s Kitchen Headquarters: Savannah, Ga.
Number of Stores: 70 Years With the Company: 1.5
Scott Smith joined Parker’s in 2021, where he leads the com pany’s information technology (IT) operations. His team man ages the efficiency of its payment systems. Smith ensures that the Parker’s Rewards app is up-to-date and manages the company’s round-up for charity technology, self-checkout systems, cloud infrastructure and servers. Prior to his time at Parker’s, Smith worked at Royal Farms as the director of IT and as a systems and network administrator as well as project manager.
Why are you nominating Smith for 40 Under 40? “Scott is passionate, energetic and desires to make an impact and drive change in his organization. He's a hard worker and always wants to grow and find ways to impact his organization beyond the IT department.”
Company: Casey’s General Stores Inc.
C-Store Chain Name: Casey’s Headquarters: Ankeny, Iowa Number of Stores: 2,454 Years With the Company: 3
Tony Spuzello spent 10 years in the renewable fuel industry, growing acceptance and usage of biodiesel and renewable diesel. He looked to broaden his knowledge of the fuel space by joining Casey’s in September 2019. At the time, Casey’s was growing its fuel leadership team by adding positions and focus to areas of the fuel department not previously in place. Spuzello now oversees the com mercial fuel sales effort, dealer/wholesale business and the procurement of Casey’s biodiesel and diesel exhaust fluid. These tasks include collaboration with the fuel sales representative to build a sales pipeline focused on fleet fuel discounts. In fiscal year 2022, Spuzello led the success ful integration of three sizable acquisitions. One of these acquisitions included a new wholesale and dealer business. What do you think today’s young executives bring to the table? “Today’s young executives bring a renewed sense of energy to a tenured but transitioning c-store and fuel industry.”
Company: Giant Oil Inc.
C-Store Chain Name: Chuckles and On the Fly Headquarters: Tampa, Fla., and Evansville, Ind.
Number of Stores: 36 company-operated sites Years With the Company: 1.5
Layne Stuckey grew up in the c-store business as the third-generation member of C.E. Taylor Oil Inc., which operated Chuckles convenience stores. She began working summers as a store associate, then learning manager duties to help cover vacations, followed by accounting and the back end of the business. After college she became a direct contact and buyer, and from there she took on an operations role, managing the operations director, district managers and store staff. In the summer of 2020, her family sold Chuckles, which they had operated for more than 50 years, to Giant Oil. Gi ant Oil asked Stuckey to stay on as the division director of the company-operated sites. Today, she oversees a team of operators, marketing and category managers, and Pricebook staff of company-operated sites in four states. What project or innovation are you most looking forward to in 2023? “The industry is adapting faster than I’ve seen in the last 12 years. I’m looking forward to seeing more in terms of customer experience, speedier service and enhanced frictionless pay. I want to be a part of bringing more convenience to our customers; the easier for them the better.”
Company: Tucker Oil Co.
C-Store Chain Name: Corner Pantry Headquarters: Columbia, S.C.
Number of Stores: 22 retail locations, 130 wholesale locations Years With the Company: 7
Company: Weigel’s Inc.
C-Store Chain Name: Weigel's Headquarters: Powell, Tenn. Number of Stores: 72 Years With the Company: 2
Nick Triantafellou graduated from Texas Tech University with a degree in economics. Having grown up in the industry, Triantafellou started his career on the sales side with Altria before moving to 7-Eleven as a national category manager. He was also a business owner and consultant for six years before moving to Knoxville, Tenn., to escape the Texas heat. Triantafellou joined Weigel’s as director of marketing in 2020. Today, Triantafellou is responsible for all business decisions outside of food and fuel inside the store. His department handles social media, traditional media, company events and community service projects.
What is the biggest challenge for young executives today?
“The challenge (is) launching and maintaining a high-quality, consistent food program that changes the entire expectation of consumers on what to expect from a gas station and their food program.”
David Tucker Jr. is a second-generation member of the family business. His father started Tucker Oil Co. in 1984 and is the sole owner. Tucker’s younger brother works in the family business as well. Tucker started out as a dealer representative for the wholesale division, working with about 70 dealers. He was primarily focused on developing the brand and mystery shop standards. Next, he moved into a sales role with the company and worked on expanding the dealer and wholesale business. A few years later he transitioned into his current role of vice president of wholesale, which entails overseeing dealer and transportation operations.
What project or innovation are you most looking forward to in 2023?
“I think the innovation that I am most excited about is the implementation of self-checkout at some select sites. We just implemented our first dual self-checkout unit back in July and have received positive feedback on it.”
Company: Alimentation Couche-Tard C-Store Chain Name: Circle K Headquarters: Tempe, Ariz. Number of Stores: 14,000 globally Years With the Company: 1
Convenience retail has been a passion for Jasmyn Turner since she was a young child. Her father owned a convenience store, and he would bring Turner to work with him and teach her how to count inventory and clean shelves. When Turner reached a point in her career where she was ready to choose her own path, she knew she wanted to stay in convenience. She began working with a nationally recognized marketing firm partnered with R.J. Reynolds. Next, she held a senior field consultant position at 7-Eleven. From there she accepted a role at Monster Energy that was heavily focused on sales growth. Today, as U.S. dispensed beverage director, she is responsible for driving success within the dispensed beverage categories through strong collaboration and communication especially with business unit partners.
What project or innovation are you most looking forward to in 2023?
“Those are top secret but keep your eyes peeled for new things coming soon.”
Company: Two Farms Inc.
C-Store Chain Name: Royal Farms Headquarters: Baltimore
Number of Stores: 260 Years With the Company: 8
Joshua Wolfe has spent the past eight years with Royal Farms. He is responsible for the accounting and finance department at the Baltimore-based company.
After graduating from Elizabethtown College, Wolfe began his career in assurance services at Ernst & Young and obtained his CPA license. Six years later he left the firm as an audit manager and became the director of finance at Royal Farms. He was promoted to chief financial officer in 2019. He has enjoyed building and working with a team of talented people over the last several years.
What is the biggest challenge for young executives today?
"One of the biggest challenges of the last year or two involves finding and retaining talent while adapting to the new post-COVID normal of hybrid and remote work. Everyone has different perspectives, preferences and expecta tions when it comes to finding the right balance of flexibility while maintaining a productive and efficient team."
Company: Yatco
C-Store Chain Name: Yatco Headquarters: Marlborough, Mass.
Number of Stores: 20 Years With the Company: 2
Hussein Yatim is a second-generation member of his family business. As a teenager, he worked in the stores doing everything from mopping floors to running the cash register. However, once he gradu ated from college, Yatim did not begin his career in convenience stores. Instead, he became an engi neer and worked in the medical device industry for a decade. His career as an engineer enabled him to bring a variety of skills to Yatco in terms of problem solving, innovating and thinking outside the box. Today he’s the vice president of Yatco.
What does your current role entail? “As vice president of Yatco my role entails overseeing our marketing initiatives, including our Yatco Reward loyalty program. I also lead efforts for the compa ny’s strategic growth; this includes new-to-industry store design concepts and new store builds. I work with our operations team to help bring new technologies to our sites.”
Category Manager, Packaged Beverages & Alcohol
Company: Vintners Distributors
C-Store Chain Name: Loop Neighborhood Markets
Headquarters: Fremont, Calif.
Number of Stores: 132 Years With the Company: 9
Marat Yeshchin began his career in the c-store industry in corporate op erations with 7-Eleven Inc. Shortly after, he took a position as district manager with Loop Neighborhood as the com pany was opening its third location. After four years in operations, Yeshchin was promoted to category manage ment and has been responsible for various categories. Today as category manager, packaged beverages and alcohol, he is responsible for keeping up with category innovation, assortment and trends through market research and data analytics. In addition, strategic promotional planning, contract negotiations and brand partnerships are crucial to maintaining and increasing profits. In 2023, Yeshchin looks forward to the chain expanding its private-label options. What is the most challenging issue facing young executives today? “The most challenging issues facing young ex ecutives today are the frequent changes in costs due to supply chain constraints, raw material shortages and overall inflation.”
Modern business presents unlimited opportunities for growth. Let ADD Systems help you realize all those possibilities as we meet today’s challenges of customer experience, speed, accuracy, mobility, and ever more important, scalability.
ADD Systems has been providing solutions to the energy distribution industry –retail and wholesale fuel, propane, convenience stores and more – since 1973.
Registration NAG/YEO Board Meeting
NAG Networking Reception
NAG Opening Night Dinner
Registration/Info Desk Open Breakfast Welcome/Conference Overview Speakers: Vernon Young, President | Young Oil Co. John Lofstock, Executive Director | NAG
For additional information, contact NAG Executive Director John Lofstock at jlofstock@wtwhmedia.com
8:15 AM – 9:15 AM
GENERAL SESSION: BURNING ISSUE #1: Developing and Refining Your Corporate Culture Strategy and culture are among the most important responsibilities for leaders in the workplace as they focus on the never-ending quest to maintain e ectiveness. Strategy o ers a formal logic for the company’s goals, and culture expresses these goals through values and beliefs. A strong company culture instantly reflects the values of a company, its leaders and its employees. What values define your company? What matters most to you and your employees? In this session, retailers will discuss the intense amount of work it takes to develop and maintain an outstanding culture in the convenience store industry and the communities they serve.
9:15 AM – 9:45 AM Networking Break
9:45 AM – 10:45 AM
GENERAL SESSION: BURNING ISSUE #2: Understanding Foodservice Customers: Forecasting Future Demand Sta scheduling, inventory management, menu analysis, guest satisfaction, profitability and so much more rest on the shoulders of accurate foodservice forecasting. Understanding the foodservice market is more important than ever as store trips are forecasted to drop and third-party delivery services are gaining more traction. This session will examine how customers currently purchase food, what they are looking for and what the convenience store industry can expect over the next three years.
10:45 AM – 11:00 AM Networking Break
11:00 AM – 12:30 AM Information Exchanges Part 1
12:30 PM – 1:30 PM Lunch
1:00 PM – 5:00 PM Free Time/YEO Networking
1:30 PM – 6:30 PM NAG Retail Store Tours
Exploring the Best Retail Concepts in Austin
6:30 PM – 9:00 PM Dinner on Your Own to Explore Austin
TUESDAY, MARCH 28
7:00 AM – 4:00 PM
Registration/Info Desk Open
7:00 AM – 8:00 AM Breakfast
8:00 AM – 9:00 AM
GENERAL SESSION: BURNING ISSUE #3:
Exclusive NAG Research: The Convenience Experience Report
The National Advisory Group (NAG) has partnered with Bluedot to learn exactly what Americans think about convenience stores and quick-service restaurants (QSRs) today, and what drives their behavior, sentiment and loyalty. These findings will be presented for the first time at NAG and o er a glimpse into the current customer experience, how digital and mobile solutions influence customers, as well as expectations for the convenience stores of the future across key categories, such as foodservice, fuel, snacking and tobacco.
Speaker:
• John Lofstock, Executive Director | NAG
• Judy Chan, Vice President of Marketing | Bluedot
9:00 AM – 9:30 AM
9:30 AM – 10:30 AM
Networking Break
GENERAL SESSION: BURNING ISSUE #4:
Developing Your Long-Term Fuel Strategy
The future of convenience stores is being reshaped by the increasing integration of electric vehicles and other alternative fuels. How long it takes for these fueling methods to a ect your business depends on where you live. In this session, hear from leading authorities on how your forecourt will evolve over the next five years and what steps you can take now when building new stores to be ready for future changes.
10:30 AM – 11:00 AM Networking Break
11:00 AM – 12:15 AM Information Exchanges Part 2
Micro Stores, Food Trucks and NonTraditional Locations
Human Resources: Attracting Top Talent
WEDNESDAY, MARCH 29
8:00 AM – 9:00 AM WORKING BREAKFAST: NAG Custom Research. The Impact of Digital Programs on Convenience Store Foodservice Sales and Consumer Loyalty Digital has transformed foodservice, reframing customer expectations at convenience stores, restaurants and beyond. How are c-store retailers maintaining their food base and standing out with digital tools and promotions? Based on custom research fielded for the NAG audience, we will explore how consumers are utilizing digital platforms to engage with c-stores. We’ll uncover ordering and delivery trends as well as the impact on basket size and customer loyalty. Our retailer panel will explore various data points and share insights on how they plan to adapt to customer expectations.
9:15 AM – 10:15 AM GENERAL SESSION: BURNING ISSUE #6: Private-Label Product Branding
12:15 PM – 1:15 PM Lunch
1:15 PM – 2:15 PM
GENERAL SESSION: BURNING ISSUE #5:
Connecting Next-Generation Loyalty, Payments and POS Systems
A number of next-generation technologies are converging, including loyalty, payments and point-of-sale (POS) systems. At the intersection, retailers expect a better, di erentiated customer experience and returns to the bottom line. These technologies are enabling hyper-personalized customer experiences, seamless payments, mobile ordering, selfcheckout and other benefits. How are c-stores combining these technologies? What are the expectations for increased store operating profit? Our panel of distinguished retailers will answer these questions and more.
2:30 PM – 2:45 PM Networking Break
2:45 PM – 4:00 PM YEO BREAKOUT SESSION: Getting Involved: Why Young Executives Need Political Relationships
All politics are local, and for convenience store operators, that means having a personal relationship with the legislators who can enact laws that a ect your businesses. These relationships can be complicated and di cult to develop, but they are vital for the c-store industry. Young leaders should be working on these relationships, but they need advice that’s realistic, granular and nuanced when it comes to making political connections. In this exclusive Young Executives Organization (YEO) workshop, hear what you can do to build political relationships and mentor young leaders who are beginning to journey into the cut-throat world of politics.
5:30 PM – 6:30 PM NAG Networking Reception
6:30 PM – 9:00 PM Dinner & Awards Ceremony
The convenience store industry is seeing a rapid rise in private-label branding across all categories. Private labels are often cheaper than national brands, which is a solid selling point as financially strained consumers tighten their purse strings. Two advantages — high availability and low price — have also made private-label products considerably more appealing to consumers during the COVID-19 pandemic. The shift toward private labels also benefits retailers, since these products are typically more profitable for them. Furthermore, high-quality private labels can gain a devoted following and become a powerful driver of customer loyalty. In this session hear from three leading retailers on why they are continuing to develop and expand private-label products.
10:15 AM – 10:30 AM Networking Break
10:45 AM – 11:30 AM IDEAS BOOT CAMP
Best practices and a conference wrap up
Speakers:
John Lofstock, Executive Director | NAG
Brian Unrue, Director of Operations | Clarks Pump-n-Shop
11:30 AM Conference Wrap-Up and Takeaways
12:00 PM Departures
As vape manufacturers fight back against unfavorable Federal Drug Administration rulings, retailers continue to wait for definitive outcomes for the category’s products, stocking what sells in the meantime.
Emily Boes • Associate EditorAlthough vape is looking to be a challenging segment of the tobacco category as the Federal Drug Administration (FDA) continues to issue responses to the various Pre-Market Tobacco Applications (PMTAs) submitted, customers are still flocking to stores in search of their favorite vaping devices.
For the 52 weeks ending Oct. 2, 2022, electronic smoking devices increased in dollar sales in the U.S. convenience channel by 13.2% to $6.87 billion, according to IRI, a Chicago-based market research firm. Unit sales, however, stayed relatively flat with only a 1% decrease. The jump in dollar sales is likely due to the price per unit rising by almost $2. Still, convenience store retailers await the FDA’s final decisions regarding the PMTAs that were sub mitted by Sept. 9, 2020, for products made from tobacco, and by May 14, 2022, for products with
nicotine derived from a source other than tobacco. Out of the 1 million applications for non-tobaccoderived or synthetic nicotine products, as of Oct. 7, 2022, more than 1,600 were accepted, most being for e-cigarette or e-liquid products. Refuse to Accept (RTA) letters were issued for more than 889,000 applications.
On Oct. 26, 2022, FDA issued Marketing Denial Orders (MDOs) for several of Logic Technology Development LLC’s e-cigarette products. These include the Logic Pro Menthol e-Liquid Package
and Logic Power Menthol e-Liquid Package. However, “… Logic sued the FDA and obtained a court stay of enforcement of the MDO pending court review of the MDO,” said Thomas Briant, executive director of the National Association of Tobacco Outlets (NATO).
These rulings follow the FDA’s issuance of MDOs to Magellan Technology Inc. for 32 Hyde e-cigarettes and a warning letter to EVO Brands LLC and PVG2 LLC dba Puff Bar for not having marketing authorization to receive and deliver ecigarettes in the U.S.
At Pete’s Convenient Stores, which has 53 locations in Missouri, Kansas and Oklahoma, the Vuse Alto 5% nicotine makes up 51% of the vape category, and the Vuse Alto 2.4% nicotine makes up 32% of the category. Apart from Vuse Alto, Pete’s also carries Juul.
Pete’s typically devotes two feet of space within
the tobacco set to its vape segment, with other next-generation product segments close by in the tobacco set.
“The category has seen great success in nextgeneration product segments. We expect the
Vape dollar sales rose 13.2% for the 52 weeks ending Oct. 2, 2022, at c-stores, yet unit sales had a slight downturn of 1%. The price per unit rose by $1.92.
vape segment, along with the Camel snus and nicotine pouch segments, to continue to grow in 2023, pending government regulation that may come up over the year,” said Brenda Elsworth, chief operating officer of Pete’s Convenient Stores.
In Minnesota, retailers carry mostly closed systems, according to Lance Klatt, executive di rector, Minnesota Service Station & Convenience Store Association.
Customers want “something with a D8 (delta-8) or D9 (delta-9) in the vape,” said Klatt.
Vaping marijuana may grow in Minnesota due to possible legalization, Klatt speculated.
Cities in Minnesota are banning flavors to combat teen use of vape products, which Klatt noticed seems to be more popular among this age group compared to traditional tobacco.
Klatt recommended retailers stay tuned for news on the regulatory front, as “anything and everything is in the air. You never know what to expect with any legislative or local authority.”
Alternative tobacco products, such as low- or no-nicotine cigarettes, are also increasingly entering the retail space.
“The FDA is currently considering issuing a pro posed regulation, possibly in 2023, that would set a maximum level of nicotine (a nicotine cap) in cigarettes and other combustible tobacco prod ucts,” said Briant. “An exact date is not known as the FDA is working on drafting such a proposed regulation.”
Low- and no-nicotine cigarettes already exist in the market, however. 22nd Century Group’s VLN King and VLN Menthol King cigarettes received Modified Risk Tobacco Product (MRTP) authoriza tion and contain 95% less nicotine.
TAAT released its zero nicotine cigarettes, which are made from the company’s proprietary Beyond Tobacco blend and replicate the sensory experience of smoking a cigarette.
“I think they are a conversation,” said Klatt. “(We) need to stay ahead of the regulatory is sues and combat them with creativity within the category.” CSD
•
smoking devices increased in dollar sales by 13.2% to $6.87 billion, despite an almost $2 jump in unit price, in the U.S. convenience channel over the 52 weeks ending Oct. 2, 2022, per IRI.
• The Federal Drug Administration (FDA) recently issued Marketing Denial Orders (MDOs) to Logic Technology Development LLC and Magellan Technology Inc.
• Alternative tobacco products such as low- or no-nicotine cigarettes are beginning to enter the market.
Amongst all of the different cannabinoids, CBG and CBN are becoming popular for various health benefits.
Zhane Isom • Associate Editor
The cannabis industry is offering new products, solutions and opportunities to consumers, retailers and even health professionals. So many different cannabinoids, including cannabidiol (CBD) and cannabichromene (CBC) provide many excellent health and wellness benefits for consumers.
Already some c-stores are offering a range of CBD products to customers. Two additional cannabinoids c-stores should pay attention to in 2023 are cannabigerol (CBG) and cannabinol (CBN).
CBG is mainly used for an energy boost, mood enhancement, focus and pain relief. It also helps fight inflammation, including in irritable bowel disease and glaucoma. CBG is a decarboxylated form of CBGA (cannabigerolic acid). This acidic form of CBG is called the mother of cannabis because CBD, CBC and tetrahydrocannabinol (THC) can be derived from it, depending on the enzymes involved in its metabolism.
CBN, on the other hand, is not as popular as CBG. CBN results from the degrading of THC. Cannabis that has aged has higher levels of CBN. Also, plants grown under the sun for extended periods of time contain CBN because the light helps degrade THC into CBN. CBN helps with relaxation, pain relief and can be used as a sleep aid.
“First and foremost, c-stores should know that both CBG and CBN are legal on a federal level
provided the products containing CBG and CBN are derived from hemp,” said Leah Heise, constel lation advisor for Kearney, a global strategy and management consult ing firm. “Non-hemp CBG and CBN isolates can only be sold in a state’s legalized dispensary where allowed.”
Before c-store operators consid er stocking CBG or CBN products in their stores, they must first ensure it’s legal in their state.
If c-stores are in the clear to market CBG and CBN, they can benefit tremendously from selling products with these cannabinoids.
In fact, Coresight Research con ducted a survey in July 2022 to see where consumers were purchasing their cannabis products.
The majority of respondents are making these purchases in physical retail stores, with 56% saying they are buying from cannabis specialty stores and 43% from medical spe cialty stores, which were the top two responses.
Coresight sees physical retail stores as a significant opportunity for the market as they proved to be the preferred destination based on its survey.
“Based on our research, we believe that the convenience store is an excellent fit for the cannabis category due to its flexible hours of operation, multiple locations and variety of similar product assortment that con sumers purchase already,” said Erin Schmidt, senior analyst at Coresight.
Seeing that most cannabis consumers buy other products at c-stores, retailers should consider stock ing cannabinoid products like CBD, CBG and CBN.
“The cannabis space continues to create a grow ing opportunity for convenience stores and other over-the-counter retailers to capitalize on this rap
idly expanding market,” said Heise. “As consumers become more knowledgeable about the products, their benefits and ways to consume it, the category will continue to grow.”
According to Kearney, the health and wellness industry, currently at $42 trillion, is growing daily, and c-stores are well-placed to participate in this growth. Wellness is an innovative sector, and consumers are seeking non-traditional products. The cannabis market makes up $9.3 billion of that amount and is forecasted to reach $23.6 billion by 2025. In 2021, the sales of products containing CBN totaled $65 million. Edibles containing CBN sold in California alone accounted for 11% of all edible sales, Heise noted.
Lastly, c-stores should keep in mind the different types of consumers these cannabinoids attract.
“Millennials are the largest market segment for all CBN- and CBG-related products, with more than 54% of millennials reporting that they have purchased and used CBG, CBN and CBD in the last year,” said Heise.
• C-stores have an opportunity to profit with cannabinoids.
• CBG and CBN are two cannabinoids that cstores might consider stocking alongside the more popular CBD.
• Millennials are the largest market segment for all CBN- and CBG-related products.
As consumers continue to become more aware of different cannabinoids and their health benefits, the c-store industry can look forward to growing cannabinoid sales in the new year.
To maximize those sales, c-stores should continue educating consumers on the cannabinoid products available. CSD
“These consumers tend to be health-conscious and looking for alternatives to pharmaceuticals.”
As breakfast sales continue their rebound, c-stores are enticing customers with fresh and fast items that are easy to eat when on the go.
Erin Del Conte • Executive Editor
Breakfast sales have ebbed and flowed since the COVID-19 pandemic, lockdowns and work-from-home trends disrupted normal daypart patterns. Now, more retailers report that breakfast sales are returning. More c-stores are adding quick-service restaurant (QSR) quality food, catering to customer de mand for both fresh-prepared breakfast and fast handheld eats they can consume on the go.
“Breakfast has really been a hot item for the past five or so years. Even outside of the c-store industry, QSRs that traditionally are a lunch or dinner spot have made the move to capture that morning breakfast commuter customer,” said Mike Gilligan, vice president of Gilligan’s Retail, which operates 10 Gilligan’s c-stores in Arizona and two The Welcome Stop sites in Montana.
Currently, about half of the chain’s stores feature foodservice — including breakfast — while the other half are limited due to the space constraints of smaller footprints.
“We offer breakfast burritos and breakfast sand wiches served grab-and-go style out of our hotbox and a made-to-order menu with a larger variety of breakfast options,” Gilligan said. “Our sandwiches, through our grab-and-go, are served on either a bis cuit, English muffin or bagel and have the option of egg with sausage, bacon or ham. Our breakfast bur ritos also come with the same meat options, including an additional chorizo option.“
The fresh-prepared menu is much larger and features items traditionally found at a sit down-style restaurant.
“It includes pancakes, omelets, different types of bagels with cream cheese, traditional plates of eggs, meat and hash browns, as well as all the items that we serve in our hotbox,” Gilligan said.
Gilligan has found that c-store customers are seek ing a quick and fresh menu that delivers great taste while fitting with their busy schedules.
“We never want to sacrifice quality for the sake of speed, so that is why we offer a smaller menu through
the grab-and-go counter and the larger menu for the customer that has time to sit down and enjoy their meal at one of our stores,” Gilligan said.
Gilligan’s Retail has seen breakfast traffic stay steady through the pandemic.
“As an industry, we were fortunate to be able to stay open and continue to serve our customers the past few years, a luxury that not all businesses were afforded,” Gilligan said.
Introducing delivery has helped Gilligan’s with breakfast sales. A few years ago, the chain partnered with a couple of third-party apps to reach customers and remain as convenient as possible. Gilligan noted that delivery continues to grow for the chain.
“As more retailers are entering into this specific market, we must continue to be creative with our offering and make sure that our food meets our own high standards and the expectations of our custom ers, who have many choices,” Gilligan said.
At Corner Store, which operates two c-stores and a travel center in the Seminole, Texas area, hot graband-go items are attracting customers at all three locations.
Sales-Focused.
Discover more at Hussmann.com Contact a sales rep at 800.592.2060 or email insidesales@hussmann.com
Our goal is simple: help you drive the customer shopping experience and ultimately reach your sales potential. We’re with you every step of the way with solutions from in-store designs, to equipment selection, consolidation, installation and service. Hussmann’s commitment to innovation and our reputation for trusted solutions is evidenced by our diverse portfolio of merchandisers, cabinets and refrigeration systems. Achieving your goals while satisfying today’s shopper is easy with Hussmann.
“To be able to offer fresh, hot and convenient services is the best way to attract customers and have them coming back,” said Becka Friessen, human resources and marketing director for Corner Store.
Corner Store locations feature kitchens and propri etary offerings made on-site.
“Corner Store offers a small and simple breakfast menu. From the kitchen we serve breakfast burritos and breakfast sandwiches,” she said. “In the warmer we serve tornados and fried burritos as well. We are known for and specialize in our amazing, hot and fresh breakfast burritos.”
Corner Store customers were demanding fast and fresh menu items, and since the chain began responding to that need, it’s been a game changer for sales.
“Our sales have gone up 60% since we started serv ing the fresh, homemade burritos as a hot grab-andgo item,” Friessen said. “We did a test run in June
2022 by putting a few fresh-made breakfast burritos out (different varieties from bacon-egg-and-cheese to sausage or ham with egg and cheese to a combo, etc.) in the warmers next to the tornados and fried burritos every morning. What we noticed almost im mediately is that eight out of 10 customers would buy the fresh burrito out of the warmer rather than waiting the five minutes to order a custom one.”
Corner Store’s Travel Center opened in March of this year. In June it sold more than 2,000 breakfast burritos, and in the month of October it sold 3,225 breakfast burritos.
“Looking at past reports, seeing that we have increased our monthly burritos sold count by exactly 1,204 in just four months, shows me that our custom ers love our breakfast, even if our menu is small and simple,” Friessen said. “But we deliver quality, and that is what matters the most.”
Customers at Good To Go stores are also seeking quick, high-quality and delicious hand food that can be consumed on the go.
“We have a mix of both heatand-eat grab-and-go items as well as items prepared on-site. These items include breakfast pizza, croissant and biscuit sandwiches, breakfast burritos, and biscuits and gravy,” said Mike Jones, director of retail and marketing for Good To Go, which operates 15 c-stores in Indiana and Illinois.
Good To Go recently launched waffle breakfast sandwiches and is exploring a French Toast-based option.
To appeal to customers that want high-quality and fast hand foods, Good To Go features both heat-and-eat grab-and-go items as well as items prepared on-site. Croissant and biscuit sand wiches are among its many breakfast offerings. And sausage, egg and cheese still dominates the protein landscape during the breakfast daypart.
“Sausage, egg and cheese still dominates the protein landscape when it comes to breakfast, but we are starting to see more cus tomers wanting a sweeter taste profile as well,” Jones said.
Despite new menu additions, breakfast sales at Good To Go have not yet fully recovered to
Good To Go recently launched waffle breakfast sandwiches and is exploring a French Toast-based option.
pre-pandemic highs. Inflation is currently a driving force impacting breakfast sales trends, whereas early in the pandemic it was due to customer demand for different dayparts given the shutdowns, Jones explained.
Still, breakfast sales are on the rise for the chain.
“Breakfast sales are up by 4.5%, (but) they are still only making up 23% of the total daypart contribution,” Jones said.
Corner Store plans to continue its current strategy of maintaining a simple menu heading into 2023, while providing customers the fast, hot and fresh grab-andgo service they expect, Friessen said.
But other retailers are considering various strate gies to maintain sales given the economic uncertainty expected in the coming year.
Looking ahead to 2023, with inflation still rising and a recession looming, Jones expects more customers will be focused on cutting costs, which might mean eating breakfast at home more often. Good To Go believes opportunities exist to market prepared meals that cus
tomers can heat and prepare for breakfast.
“The bottom line is we need to be able to pivot as needed to address the big advantages we have as an industry, which are the last mile, saving time and con venience,” Jones said. “We also see opportunities to offer breakfast through multiple dayparts,” Jones said. “McDonald’s did this some time ago and customers really seem to gravitate to it. Furthermore, with folks working a variety of shifts around the clock, who is to say really when breakfast is?”
Gilligan concurred that the industry is experiencing challenges today that are expected to continue into next year, particularly when it comes to food costs and supply.
“Having a good offering for breakfast is half the battle, the other half is marketing and promoting the product, which is where I expect we will see a big growth from retailers as we head into next year,” Gil ligan said. “We are constantly looking into the future and working with our food suppliers on different ways we can offer promotions to our customers and tackle the challenges we face as an industry together.” CSD
• Retailers are finding breakfast success with hot handheld breakfast foods.
• Marketing and promoting your breakfast menu are just as important as having a high-quality menu offering.
• Simple menus can drive success.
The Hot Beverage Prep Wall is a sleek unit built to stand up to busy morning traffic. Plenty of space for dispensers on the counter with cups directly beneath 7 beautiful finishes and 4 durable countertops.
Out-of-home coffee consumption is growing strong, and c-stores are jazzing up their java bars to capture sales.
C-store retailers are investing in their coffee bars, upgrading equipment and cross merchandising to re capture sales, which declined during COVID-19. Those efforts appear to be paying off for c-store operators.
In its fall “2022 National Coffee Data Trends” report, the National Coffee Association (NCA) stated that while out-of-home coffee consumption has yet to fully recover to pre-pandemic levels (36% of coffee drinkers in January 2020), they are coming close with 33% of past-week coffee drinkers buying coffee away from home at least four times per week. Another 56% purchase it away from home one to three times per week.
At Englefield Oil Co.’s Duchess convenience stores, with 120 locations in Ohio and one in West Virginia, coffee sales have not only rebounded from the pandemic over the past six to nine months, but have increased over pre-pan demic levels, according to Nathan Arnold, Englefield’s director of marketing.
“Coffee was one of the last categories to come back to normalcy in our stores after COVID-19, but we have been making significant investments in the look and merchandising opportunities at our coffee bar and all that has been paying off,” he explained.
Over the past year, Duchess has upgraded its coffee brewers to equipment that is easier to clean and maintain. A series of indicator lights that can be seen from across the room alert staff if the equipment needs attention or a fresh pot needs to be brewed.
Marilyn Odesser-Torpey • Associate Editor
At its coffee bar, Duchess offers three different roasts: a signature house blend, a decaf and a dark blend.
“We tested bean-to-cup equipment, but our cus tomers didn’t want to take the time to brew their own cup,” he noted.
Duchess offers three different roasts: a signature house blend, a decaf and a dark blend. Different flavored creamers and some seasonal limited-time offers allow guests to customize their cups.
Self-serve cappuccino and iced coffee are also available.
The company is looking at expanding its coffee options to include cold brew and seasonal blends. To make the coffee purchase into a more holistic ex perience for the customers and a higher ring for the stores, Duchess has added more on-counter or adja cent displays and racks with signage for cross pro motion with its own and consumer packaged goods brands of snack cakes, granola bars, doughnuts and other complementary items.
“We see strong sales with bundling,” Arnold noted.
Promotions such as a loyalty club buy-five-cupsand-get-the-fifth-free offer also boost coffee sales, he added. Recently, Duchess has introduced coffee delivery via Uber Eats.
“It’s been doing pretty well in our urban markets, and we expect delivery demand to increase during the winter,” he stated.
In 2020, Southwest Georgia Oil Co.’s SunStop Con venience Stores and Markets, which has 78 locations throughout Florida, Alabama and Georgia, totally revamped its traditional coffee brewing equipment with bean-to-cup equipment in all its stores. Since then, coffee sales have increased, although Michelle Weckstein, director of food and beverage brands for SunStop, hesitated to attribute that growth solely to the equipment swap.
“We’re seeing our overall store traffic count slowly coming up to pre-pandemic levels,” Weckstein ex plained. “We do know that coffee accounts for 14% of our total food sales and is a driver for getting people to come into our stores, especially over the colder months.”
In some of the rural stores that serve an older demographic, a more familiar soft-heat brewer holds freshbrewed coffee to accommodate morning traffic.
Each store offers nine different coffee options — three basic hot (house, morning and dark blends) and three each of flavored hot and cold brews. Every 60 days a limited-time offer (LTO) flavored hot or cold brew is included in the mix.
One ever-popular promotion is the bundling of coffee with a large, proprietary-branded cookie. Loyalty app users can also get one hot coffee free with the purchase of six cups.
A couple of years ago, the company experimented with barista-made coffees. First, the concept was introduced in a store located in a college town and when that didn’t take off it was moved to an upscale neighborhood. That site was no more successful.
“Our clientele seems to be satisfied with the customization options we offer at our coffee bars,” Weckstein noted. “But just to give them another customization option, we are planning to add flavored syrups to the condiment mix.” CSD
efficiency
Ankeny, Iowa-based Casey’s is a great example.
What does a brand famous for its pizza do when pandemic-related issues are keeping people from their ritual of pizza and a fill-up? It pivots. And it enlists technology to do it.
© 2022 Loomis Armored US, LLC. All rights reserved.
SafePoint® by Loomis helps businesses like yours reduce time spent on daily cash management tasks which in turn increases efficiency and cuts costs. SafePoint is a cash handling solution comprised of cash recycler or smart safe technology, change order management, armored transportation, and our proprietary online reporting platform that provides actionable data to help make better business decisions.
www.loomis.us sales@us.loomis.com
During the pandemic, Casey’s, known for its pizza program and delivery, began offering grocery items for delivery. It now has 700 grocery items available for order.
Casey’s implemented new self-checkout systems along with other technological tools for customers and employees.
ordered what and it puts them in order of sequence, so everything’s organized,” Sebastian said. “You check off when you pick the grocery item to make sure that you got the right item. It’s improved order accuracy, order timing and customer satisfaction scores.”
It’s been so successful Casey’s added a power inventory app that is helping stores manage inventory and order groceries and is piloting a production planner for the kitchen.
In addition to its fulfillment apps, Casey’s is piloting an artificial intelligence (AI) phone ordering system for its pizza orders that will eliminate inconsistencies and phone wait times, making the ordering process easier for customers and work easier for employees.
“We’re taking natural language processing and training the AI to interact with our guests and take orders,” Sebastian said. “Those orders will then be sent via application programming interface (API) into our order management system in the kitchen.”
Customers expect technology, but increasingly, so do employees. From scanners to self-checkout to grocery fulfillment, companies have been boosting the technology they provide to their employees, which makes work easier and provides a more seamless experience for customers.
“Giving your store team members more tools to
operate the store and really to manage their own careers is going to be a space that we’re going to continue to lean into,” Sebastian said.
Whether it’s for workers or customers, technology has gone from nice-to-have to essential, from loyalty to speed.
“We had exponential growth of all areas of technology going on way before the pandemic, but when the pandemic struck, it went beyond exponential because the mindsets of the customers and of our employees have all changed,” Burrus said.
“
We had exponential growth of all areas of technology going on way before the pandemic, but when the pandemic struck, it went beyond exponential because the mindsets of the customers and of our employees have all changed.
— Daniel Burrus, CEO, Burrus Research Associates
Pilot’s myRewards Plus app offers convenience and personalization based on driver type to its customers. Pilot also embeds mobile payments inside the app to streamline convenience.
From mobile apps to self-checkout to AI and inventory management, personalization is now es sential. But customers also want speed, which is why companies are looking to capitalize on technology that can help customers order faster, pay faster and make their visits more efficient.
“Personalized experiences give users what they need and want, and those services translate posi tively to the bottom line,” said Ginny Holmes, senior manager of digital products at Pilot. “Technology integration is and will continue to be a major part of our company’s future.”
Last year, Pilot looked to upgrade its myRewards Plus app. It wanted something that was both engag ing and had customization and personalization based on driver type, giving it the ability to offer features and rewards relevant to every type of driver that uses its stores.
“The app has evolved from a digital store index
• Mobile payments and self-checkout are the next steps in digital evolution for retailers.
• Casey’s launched an internal grocery order fulfillment app to improve order accuracy and timing, and customer satisfaction scores.
• Pilot is looking to tech integration to help personalize experiences for customers.
and map finder to a tool that helps users truly en gage with our brand, loyalty program and physical stores,” Holmes said. “A professional truck driver profile is different than an auto driver’s experience in the app. Once ‘inside’ the app, guests are delivered tailored features and rewards that matter for their experience and needs.”
The next steps are mobile payments and selfcheckout.
Burrus’ research concurs that both mobile pay ments and self-checkout are the next phase in digital evolution for retailers.
“In our research of 10,000 consumers and retailers, 50% use self-checkouts and 38% use cashless pay ments,” Burrus said.
Pilot embeds mobile payments inside its myRe wards Plus app, offering convenience and personal ization to its customers.
“These programs allow users to load digital pay ment options into the mobile app that also inte grates loyalty rewards. This creates fewer swipes and steps for guest transactions while maintaining access to exclusive loyalty benefits,” Holmes said.
As customers and workers become more tech savvy, they will want more technology that is fast and customizable. In the near-term, there’s an easy place to start.
“In the next three years, retailers will continue to think about how to get their guests in and out faster,” Sebastian said. “The whole idea of selfcheckout, mobile checkout, scan-and-go technol ogy, all that stuff’s real. We’ve decided to lean into it because our guests have told us it’s important to them.” CSD
Veggies Made Great brings its portfolio of veggie-rich muffins to convenience stores nationwide with a new individually wrapped grab-and-go format. Veggies Made Great sweet muffins are made with clean ingredients like real veggies in convenient, handheld formats designed to work in grab-and-go warmers. Flavors include:
• Double Chocolate Muffin (zucchini and carrots)
• Blueberry Oat Muffin (zucchini and carrots)
• Banana Chocolate Chip Muffin (zucchini)
• KETO Friendly Cinnamon Roll Muffin (zucchini and carrots)
The muffins are designed to go from freezer to microwave to warmer and can hold for up to four hours in the warmer.
Veggies Made Great www.veggiesmadegreatfoodservice.com
M&M’S unveiled one of its latest product innovations, M&M’S Caramel Cold Brew. The new product delivers a combination of smooth, robust coffee flavor and sweet, chewy caramel, covered in classic M&M’S milk chocolate and wrapped in a colorful candy shell. The new M&M’S offering from Mars has the first on-pack appearance of the newest M&M’S character, Purple. M&M’S Caramel Cold brew will be available nationwide beginning February 2023 in Single Size (1.41 ounces), Share Size (2.83 ounces) and Sharing Size Stand Up Pouches (9.05 ounces). Prices range from $1.19 to $4.99. M&M’S Caramel Cold Brew is the brand’s first permanent coffee-flavored product.
New Jolly Rancher Gummies
Sour Lemonade Stand has just been released in November. The gummies add a sour twist of lemonade to popular fruity flavors. Consumers can enjoy flavors including Sour Strawberry Lemonade, Sour Lime Lemonade and Sour Cherry Lemonade. Jolly Rancher Sour Lemonade Stand Gummies are available in seven-ounce bags.
The Hershey Co. www.thehersheycompany.com
Mars Inc. www.mars.com
Chester’s Chicken is giving its most popular side the entrée treatment: introducing the Buffalo Chicken Mac & Cheese Bowl. The new entrée is a spicy, bold twist on the classic comfort food and is available for a limited time, now through Jan. 17, 2023, at participating Chester’s locations. Buffalo Chicken Mac & Cheese is Chester’s take on the loaded bowl trend; it’s made with two servings of mac & cheese, topped with six chicken bites tossed in Chester’s special buffalo sauce. The Buffalo Chicken Mac & Cheese innovation follows the popular Honey Stung Chicken limited summertime offering.
Chester’s Chicken www.chesterschicken.com
Forte Products launched its new 360 Waste/Windshield Valet. It’s designed to upgrade the forecourt image, add efficiency for staff and create convenience for customers. It has strong plastic construction to withstand harsh weather elements and resist impact and is rust and corrosion free. It has an ergonomic reach and many other features, including:
• A 40-gallon trash capacity
• Locking C-fold towel dispenser
• Four-gallon windshield fluid bucket
• Hinged side door to easily slide liner in and out
• Funnel top lid to keep waste from overflowing
• Effortless maintenance
Forte Products www.forteproducts.com
of
around basketball. Kinder Joy NBA will fol-
Ferrero will soon be launching its Kinder Joy NBA. Highlighting some of the NBA’s most popular mascots, the Kinder Joy NBA collection will come to life through augmented reality in Applaydu, stimulating the imagination of kids and engaging the passion of their parents around basketball. Kinder Joy NBA will be available beginning January 2023, following the release of Kinder Joy Avatar.
Ferrero www.ferrero.com
Loverboy introduced four new sparkling hard tea flavors now available in a first-ever eight-can variety pack. The new flavors, Mango Pear, Pineapple Hibiscus, Half Tea & Half Lemonade and Black Cherry Vanilla, are all made with organic brewed tea and are gluten free, 90 calories or less and contain zero grams of sugar. The new recipes marry bright summer citrus and floral notes with rich and crisp flavors. In addition to the new flavors, Loverboy has debuted its first-ever 19.2-ounce cans. The new, bigger can size gives fans a single-serve option.
Loverboy www.drinkloverboy.com
No Man’s Land Beef Jerky is excited to announce the launch of its new flavor Fajita Lime. The jerky is slow dried and old fashioned, with a mouthwatering twist. It has 16 grams of protein per serving. Fajita Lime joins flavors such as Black Pepper, Mild and Hot.
No Man’s Land Foods www.nmlbeefjerky.com
Rich Products, in addition to numerous other innovative offerings for convenience stores, reveals its new seven-inch Cauliflower Pita Pocket, which offers the flavor of traditional scratch-made pita with authentic, plant-based ingredients. It’s ideal for menu options through all dayparts, from breakfast options to sandwiches and unique pizza applications.
Rich Products www.richsconvenience.com
Ferrara released Brach’s Holiday Heat Candy Canes in November at retailers nationwide. Brach’s Holiday Heat Candy Canes are fruity candy canes with a hint of chili heat to bring some spice to this holiday season. Flavors include Watermelon Chili, Pineapple Chili and Mango Chili. The candy canes have a suggested retail price of $1.99. Each 12-count box is 5.3 ounces.
Ferrara www.ferrarausa.com
Westrock Coffee recently announced new product development for ready-to-drink (RTD) beverages with the refurbishment of a facility in Conway, Ark. Once complete, the new facility will be the largest roast-to-RTD packaging plant in the nation. The new facility enables Westrock Coffee to manufacture and produce a variety of cans, bottles and bags-in-box (BiB) in a range of sizes and packing capabilities including dairy and alternative milkbased products. Both bottles and cans are expected to hold a one-year shelf life and have customizable capabilities for flavor profiles and formats.
Westrock Co ee www.westrockcoffee.com
Consumers can show off their zodiac sign with the dazzling designs in the refreshed Astrology Special Edition Series by BIC. All 12 zodiac signs are brilliantly brought to life through the stunning work of the award-winning illustrator, graphic novel and story development artist Nathan Fox in this remarkable refresh. The lighters in this series have a suggested retail price of $2.19 per lighter. BIC Maxi Lighters are long-lasting, reliable and 100% quality inspected.
BIC www.us.bic.com
Abbott 77 https://pedialyte.com
ADD Systems 39 800.922.0972 / www.addsys.com
Altria Group Distribution Company 2 www.altria.com
American Business Brokers 70 800.805.9575 / Terry@TerryMonroe.com
Brakebush 59 800.933.2121 / www.brakebushchicken.com
Champlain Farms 33 www.champlainfarms.com
Coca-Cola Consolidated, Inc. 17 800.241.COKE / www.coca-colacompany.com
Cubby's 31 www.cubbys.com
f'real 65 800.483.3218 / www.freal.com
Fintech 15 813.452.3599 / www.fintech.com
Haleon 5, 73 Chapstick: L.Hankins@haleon.com Nicorette: Scott.F.Breisinger@haleon.com
Hussmann 57 800.592.2060 / www.Hussmann.com
Krispy Krunchy Chicken 55 800.290.6097 / www.krispykrunchy.com
Liggett Vector Brands 47 877.415.4100
Loomis Armored US, LLC 69 713.435.6700 / sales@us.loomis.com / www.loomis.us
Maletis Beverage 29 https://www.maletis.com
Mi-Pod Wholesale 19 800.775.8970 / wholesale@mipod.com mipodwholesale.com
McLane Company, Inc. 3 www.mclanegrocery.com
MIT45 7
886.MIT.4555 / Sales@MIT45.com / www.MIT45.com
Modern Store Equipment 61 877.532.8433 / info@modernstoreonline.com modernstoreonline.com/cstore
MOJO Balanced Energy Pouches 43 https://mojo.shop
National Convenience Distributors 25 www.thencd.com
North American Bancard 80 866.481.4604 / www.nynab.com
NRS Petro 53 888.260.0112 / www.nrspetro.com
OnCue Express 23 https://oncueexpress.com
Perfetti van Melle 67 www.perfettivanmelle.com
Prairie City Bakery 66 www.pcbakery.com
Premier Manufacturing, Inc. 27 www.gopremier.com
Reid/Crosby's 75 reidpetroleum.com / crosbysstores.com Reynolds 11 rjrt.com
Streamline 45 714.823.3750 / sales@streamlinegroup.io
Swedish Match 800.367.3677 www.zyn.com 9 www.whiteowlcigars.com 35 www.longhornsnuff.com 49
Swisher International 84 800.874.9720 / www.swisher.com
TransAct Technologies 71 www.transact-tech.com
Twang 46 800.950.8095 / www.twang.com
VLN Cover TryVLN.com
Warren Rodgers Precision Fuel Systems Diagnostics 21 800.972.7472 / 401-846-4747 / info@warrenrogers.com warrenrogers.com
Weigel's 37 https://weigels.com
Zippo 83 www.zippo.com
TXB CEO Kevin Smartt discusses community giving as the company breaks ground on its new Kyle, Texas, location.
Emily Boes • Associate EditorContributing to and interacting with the community is an effective way to showcase a convenience store brand and connect with potential customers, as well as do some good.
Spicewood, Texas-based TXB, which operates 48-plus locations throughout Texas and Oklahoma, recently broke ground on its up coming location in Kyle, Texas. The celebration for the groundbreaking included a donation to Court Ap pointed Special Advocates (CASA), an organization that supports and pro motes volunteer advocacy for children in the foster-care system who have experienced abuse or neglect. Kevin Smartt, CEO of TXB, spoke to CS tore Decisions on the new site, TXB’s affiliation with CASA and the chain’s involvement with the community.
CStore Decisions (CSD): What can customers expect with the new site in Kyle, Texas?
Kevin Smartt (KS): They will find over 6,500 square feet of TXB Market and convenience items, including our fresh-made food — we’re famous for our jumbo tacos and tenders, fresh-pressed tortillas and handmade quesadillas. We also offer an exten sive beverage lineup.
The Kyle, Texas location will also feature a covered patio with outdoor dining, ample parking spaces, a 7,000-square-foot gas canopy with state-of-the-art touchscreen digital
pumps, diesel fuel and electric vehi cle charging stations. Guests will also notice the large rainwater collection tower that will be used to store and reuse rainwater as irrigation for TXB Kyle’s very own Community Garden.
CSD: How does TXB support the community?
KS: TXB hosts multiple campaigns throughout the year to continue its support, including a Spring and a Winter Round Up for CASA campaign where TXB guests can round up their purchase for a donation, and an annual Golf and Fishing Tournament.
TXB also recently launched its new app that gives guests the option to donate their loyalty points for cash to their choice of over 12 nonprof its, including CASA. Through all the continuous initiatives, TXB has raised over $787,000 for CASA. We also donate TXB gift cards, tacos, coffee and TXB water bottles to multiple schools, teachers and local sports teams throughout the year.
CSD: How did you hear about CASA’s work and why did you choose to support the nonprofit?
KS: I once served on the jury during a case involving CASA years ago in Fannin County. I saw first-hand the effects being in the foster-care system can have on children. Since then, for over 12 years, TXB has been a strong advocate of CASA.
CSD: Tell me about TXB’s latest donation to CASA.
KS: At a recent groundbreaking ceremony for our upcoming location in Kyle, Texas, TXB presented CASA with a $5,000 tournament check, and to make the day better, the President and General Contractor of Cheyenne Construction Group, Brett Richard son, kindly matched the donation, presenting CASA with a total of $10,000. Cheyenne Construction Group serves as the general contrac tor for TXB Kyle’s construction.
CSD: What else can you tell me about your plans to interact with the surrounding community?
KS: TXB will be a consistent support er and advocate of CASA in many ways. Throughout the end of the year, it has plans to conduct another Round Up for Kids campaign for the holidays, as well as throughout 2023, along with the annual Golf and Fish ing Tournament.
Any time a local nonprofit, school, sports team or other charity asks us to donate or support something, we do. … We try to find a win-win where we can help either with an in-kind dona tion sponsorship, a check, labor or all of the above — we do this multiple times throughout the year with vari ous schools and charities. We donate meals/coffee, feed teachers/schools, donate gift baskets, gift cards and sponsor local sports teams very often.
