CSN October 2025

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Consumer interest in energy pouches has grown 345% in the past two years.* Whaaat?!? That’s right. So stock up on NEW Mojo Energy Pouches and start crushing your energy sales now.

WHAT’S NEXT IN CONVENIENCE AND FUEL RETAILING

BEST IN CLASS

RETAILER EXECUTIVE OF THE YEAR GREG PARKER CONTINUES TO REDEFINE CONVENIENCE

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SCAN DATA BASE INCENTIVE

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CONSISTENT LOYALTY ID (CID) PROMOTIONAL FUND

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SCAN DATA MAINTENANCE INCENTIVE

Submit weekly Scan Data files for 13 out of 13 weeks to receive additional incentive payments.

Learning From a Master

Innovation is second nature to Retailer Executive of the Year Greg Parker

CHANGE. Transformation. Innovation. Modernization. Whatever you want to call it, the convenience store industry is undergoing a lot of it these days.

From amping up the store experience to elevated foodservice, new product innovation, personalized customer engagement and more, advancement can be seen in practically every corner of the industry — and it seems like a hyperdrive switch has been flipped on.

Someone who isn’t afraid of change is Greg Parker, our 2025 Retailer Executive of the Year honoree. For the past 50 years, the founder, former CEO and now executive chairman of Parker’s Kitchen has been at the forefront of innovation in the convenience channel.

I recently had the pleasure of interviewing Parker and it’s easy to see how he took one c-store in Midway, Ga., and built it into today’s elite regional chain that’s known for first-class customer service and an uncompromising commitment to quality. It is abundantly clear that Parker loves the convenience store industry and is passionate about his place in it.

“I love it. I eat it. I breathe it. I care about it deeply. I’ve been very involved with it for 50 years of my life and I’m going to continue to be involved in it,” he told me during our chat.

EDITORIAL EXCELLENCE AWARDS (2016-2025)

2021 Jesse H. Neal National Business Journalism Award

Finalist, Best Infographics, June 2021

2018 Jesse H. Neal National Business Journalism Award Finalist, Best Editorial Use of Data, June 2017

2023 American Society of Business Press Editors, National Azbee Awards

Silver, Data Journalism, January/April/June 2022

2023 American Society of Business Press Editors, Upper Midwest Regional Azbee Awards Gold, Data Journalism, January/April/June 2022 Bronze, Diversity, Equity and Inclusion, March 2022

2016 American Society of Business Press Editors, National Azbee Awards Gold, Best How-To Article, March 2015

Bronze, Best Original Research, June 2015

2016 American Society of Business Press Editors, Midwest Regional Azbee Awards Gold, Best How-To Article, March 2015 Silver, Best Original Research, June 2015

2020 Trade Association Business Publications

Intl. Tabbie Awards Honorable Mention, Best Single Issue, September 2019

2016 Trade Association Business Publications

Intl. Tabbie Awards Silver, Front Cover Illustration, June 2015

In that same interview, we also discussed leadership and as a master innovator, Parker doesn’t only apply his talents to his business; he believes in personal transformation as well. He acknowledges that fear of failing led him to be too tough on people in the past, but he’s since learned to be nicer, a better listener and to pay it forward to the people he works with. In fact, one of his foremost goals now is to make Parker’s Kitchen the best place to work.

As he shared with me, “We want to be that company that really takes care of our team members, has incredible training, and creates this pathway for your growth so that you can continue to do better things for your family. We want to be that company where you say I want my sister or my brother or my mother or my father or my children to come work here and be a part of this organization because it’s been so rewarding.”

That’s the thing about change, transformation, innovation, modernization — whatever you want to call it — it is not a one-and-done process; it is a never-ending endeavor. Business or personal advancement takes introspection, humility and a continuous dedication to be better.

The start of 2026 is right around the corner. How do you want to transform?

For comments, please contact Linda Lisanti, Editor-in-Chief, at llisanti@ensembleiq.com.

2025 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Full Issue, September 2024

Business to Business, Magazine Section

2024 Eddie Award, Folio:

Winner, Business to Business, Retail, Single Article, May 2024

Honorable Mention, Business to Business, Magazine Section

2023 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Full Issue, September 2022

Business to Business, Retail, Single Article, March 2023

2022 Eddie Award, Folio:

Winner, Business to Business, Retail, Single Article, March 2022

Winner, Business to Business, Food & Beverage, Series of Articles, October 2021

Honorable Mention, Business to Business, Retail, Single Article, September 2021

2020 Eddie Award, Folio:

Business to Business, Retail, Series of Articles, September 2019

2018 Eddie Award Honorable Mention, Folio:

Business to Business, Retail, Website

Business to Business, Retail, Full Issue, October 2017

Business to Business, Editorial Use of Data, June 2017

2017 Eddie Award, Folio: Winner, Business to Business, Retail, Single/Series of Articles, May 2017

Honorable Mention, Business to Business, Retail, Single/Series of Articles, June 2016

EDITORIAL ADVISORY BOARD

Laura Aufleger OnCue Express

Richard Cashion Curby’s Express Market

Billy Colemire Majors Management

Robert Falciani ExtraMile Convenience Stores

Jim Hachtel Core-Mark

Chris Hartman Rutter’s

Faheem Jamal CPD Energy Corp./

Redefining Food & Fuel for Long-Haul Trips

Applegreen is a game-changer for road-trippers

Applegreen isn’t just another brand — it’s the rest stop redefined.

I’VE ALWAYS BEEN TEAM C-STORE when road-tripping. State-run rest stops along interstates feel sterile and generic — cold fries, tired coffee, fluorescent lighting. Give me a well-stocked, modern convenience store any day, even if it means taking a short detour off an exit.

Until recently, that was always my go-to. That is, until my latest drive from the New York City area to Montreal. Halfway up the New York State Thruway, I pulled off at an Applegreen travel plaza and in that moment, my perspective changed entirely.

Applegreen is an Irish-born petrol station and convenience retail chain founded in 1992 in Ballyfermot, Dublin. Since then, it has grown to more than 600 locations across Ireland, the United Kingdom and — most notably for us — the United States. The company made its U.S. debut in 2014 and has since expanded to 165-plus sites in the Northeast and Midwest.

Today, it’s in the midst of a bold, $450-million modernization program, reimagining 27 service areas along the New York State Thruway with Empire State Thruway Partners. They’re now two-thirds of the way through those renovations and trust me, you can see and taste the difference.

Pulling up, I half expected the usual fast-food chaos. Then, I saw it: a spotless plaza with rows of food options that read like a foodie’s wish list — Panera Bread, Shake Shack, Chick-fil-A and Starbucks, plus premium offerings from Applegreen’s own brand, including an automated self-service bottled water kiosk. The interior exuded freshness: natural light, comfortable seating and large, clean bathrooms. There were playgrounds for kids, dog-walking areas and electric vehicle charging stations.

I snagged a reclaimed wood table with a view of the Thruway. My wife dove into a Panera bowl. I savored a Chick-fil-A sandwich and went back for a Shake Shack milkshake. We lingered with decent coffee — not the sludge of old rest stops. A real cup. The staff moved with purpose and politeness. It was efficient and calm, like a slice of normal life instead of endless motorway stress.

What sets Applegreen apart is its vision. With fuel margins shrinking, they’ve clearly bet on foodservice and their business model reflects that — they say fuel makes up less than 20% of their U.S. gross profit. Their stateside strategy is unapologetically premium retail meets quick convenience. Clean, comfortable and well-curated.

The good news for road-trippers is that Applegreen is expanding into other parts of the U.S. Soon, there will be four new Applegreen service plazas along the E-470 highway in Denver. Whether you’re chasing deadlines or chasing family on the road, these plazas are a superior reset — game-changers in a sector that needed them.

Of course, there are other off-the-expressway options in other parts of the U.S. that offer excellent food and accommodations. Buc-ee’s, Love’s, Pilot and TravelCenters of America come to mind. And, in another welcome development, several predominantly c-store operators are opening travel centers. Wawa is just the latest with its first in North Carolina.

But for my fellow road warriors, if you’re heading north or anywhere near the New York Thruway, pull off and pull forward. Applegreen isn’t just another brand — it’s the rest stop redefined.

For comments, please contact

, at dlongo@ensembleiq.com.

FEATURES

COVER STORY

32 Best in Class

Retailer Executive of the Year Greg Parker continues to redefine convenience.

74 Breaking New Ground

This year’s Best New Products Awards winners are helping reshape convenience retail.

106 The Allure of Buc-ee’s

The renowned travel center chain sets the standard for “retailtainment.”

DEPARTMENTS

EDITOR’S NOTE

4 Learning From a Master Innovation is second nature to Retailer Executive of the Year Greg Parker.

VIEWPOINT

6 Redefining Food & Fuel for Long-Haul Trips Applegreen is a game-changer for road-trippers.

12 CSNews Online

24 New Products

SMALL OPERATOR

26 Inside Fav Trip’s Innovation Playbook

From AI to social media, the five-store chain proves scale isn’t a prerequisite for transformation.

TWIC TALK

110 The Importance of Putting People First

To create inclusive workplaces, organizations need to cut through the noise.

LEARNING LAB

116 How to Build a Strong Culture of Feedback

Convenience Store News’ Future Leaders Learning Lab provides techniques to move through the discomfort of feedback conversations and turn them into opportunities for learning.

STORE SPOTLIGHT

138 Dash In Debuts a Refreshed Look

Maximize sales and enhance beverage merchandising

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Built strong and eco-friendly, Bevvy-Glide™ adapts to virtually any cooler or shelf with breakaway depth sections and interconnecting lanes. Installation is quick and tool-free. Just drop it in and let Bevvy-Glide™ do the work. Reliable, sustainable, cost-effective, and built to last, it’s the smart way to merchandise beverages.

There’s a Bevvy-Glide to fit any cooler and any beverage size.

CATEGORY MANAGEMENT

TOBACCO

40 Gaining Momentum

The nicotine pouch segment is benefitting from numerous positive developments.

CANNABIS

46 Clearing Up Confusion in the Cannabis Market Where legal, THC-infused products are rapidly expanding in the convenience channel.

FOODSERVICE

52 Setting the Standard Rutter’s tops the 14th annual class of Foodservice Innovators Awards recipients.

64 Focused on the Long Term C-store retailers are investing in established technology to secure customer loyalty.

GENERAL MERCHANDISE

60 Going the Distance With General Merchandise Retailers can boost baskets by curating and promoting the right mix of products.

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BRAND MANAGEMENT

SENIOR VICE PRESIDENT/GROUP PUBLISHER, CONVENIENCE NORTH AMERICA Sandra Parente sparente@ensembleiq.com

EDITORIAL

EDITOR-IN-CHIEF Linda Lisanti llisanti@ensembleiq.com

EXECUTIVE EDITOR Melissa Kress mkress@ensembleiq.com

MANAGING EDITOR Danielle Romano dromano@ensembleiq.com

SENIOR EDITOR Angela Hanson ahanson@ensembleiq.com

EDITORIAL DIRECTOR EMERITUS Don Longo dlongo@ensembleiq.com

CONTRIBUTING EDITORS Renée M. Covino, Tammy Mastroberte

ADVERTISING SALES & BUSINESS

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DESIGN/PRODUCTION/MARKETING

ART DIRECTOR Cristian Bejarano Rojas crojas@ensembleiq.com

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CORPORATE OFFICERS

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TOP VIEWED STORIES

1

7-Eleven Debuts New Flavors for Bring Your Own Cup Day

The retailer launched Powerade Xtra Sour Grape Shocker and Nerds Strawberry flavors for its annual Bring Your Own Cup Day on Sept. 13. Customers were invited to bring their own containers to fill up with any flavor of Slurpee for $1.99 at participating stores.

bp Enters Retail Media Network Partnership

2

The company joined the Axonet Retail Media Network for its U.S. retail footprint. More than 8,500 locations will take part starting late in the third quarter of 2025, including those operating under the Amoco, Thorntons, ampm and TravelCenters of America brands.

3

Casey’s Kicks Off Promo for College Football Game Days

The convenience store chain proclaimed its breakfast pizza the “Official Pizza of Noon Kickoffs” alongside National Football League star and Iowa native Cooper DeJean. To help fans celebrate, it offered 40% off any-size pizza with the use of a special code.

Sunoco Enters Multiyear Rewards Partnership

4

Through a collaboration with Velocity Logic, Sunoco LP will enhance its loyalty program across more than 5,200 sites. Sunoco customers will be able to combine multiple offers and incentives into a single transaction, maximizing value and driving higher basket sizes.

5

PepsiCo & Celsius Strengthen Energy Drink Pact

The agreement leverages the respective strengths of Celsius Holdings and PepsiCo to scale the combined energy drink portfolio with a more unified commercial strategy, the entities said. This includes Celsius’ Alani Nu brand joining PepsiCo’s distribution system, opening access to new channels and broader distribution.

PODCAST

How Performance Food Group Is Fostering Male Allyship

Convenience Store News’

Convenience Inclusion Initiative

Podcast shares stories of how the c-store industry is fostering an inclusive work culture and taps the minds of thought leaders for insight into what more the industry could be doing to benefit from diversity of thought and background. In this latest episode, Nate Lindesmith of Performance Food Group (PFG) discusses the impact of the distributor’s Male Allyship Committee, which is an offshoot of its Women of PFG associate resource group.

The State of the Small Operator: Important Takeaways From Convenience Store News’ Exclusive Research

Of the 152,255 convenience stores currently serving customers in the United States, 63% are owned by single-store owners or those with less than 10 stores in total. Despite their collective power, though, independents and small chains must work harder than large operators to shield themselves from the impact of increasing operational costs, difficulties around labor hiring and retention, and countless other challenges. A recent webinar — now available for on-demand viewing — explored the findings of CSNews’ 2025 State of the Small Operator Study and shared important takeaways from this exclusive research.

For more webinars, visit the CSNews Webinars section of CSNews.com.

MOST VIEWED NEW PRODUCT

Nic Nac Naturals is on a mission to clean up the nicotine space. Manufactured in America in small batches by a family-run company, these nicotine lozenges are designed for nicotine users seeking a cleaner alternative to traditional products. Packaged in a biodegradable, plant-based bioplastic can, Nic Nac Naturals contain no tobacco, artificial sweeteners, cooling agents or synthetic pH adjusters. Formulated as a clean-label nicotine product, Nic Nac Naturals fits today’s wellness-driven lifestyle, the company stated.

Nic Nac Naturals

Paytronix Fuels the Future of Customer Engagement for C-stores

Convenience Store News spoke with Jeff Hoover, Director of Strategy & Analytics for c-stores at Paytronix, to explore emerging trends in the convenience channel and the growing role of analytics in driving loyalty programs, targeted promotions and customer retention.

Convenience Store News: How is Paytronix helping c-stores elevate the shopper’s experience?

Jeff Hoover: For over a decade, we’ve serviced c-stores, beginning with loyalty programs and then expanding into a comprehensive suite of tools designed to strengthen customer retention, streamline operations and increase revenue.

It’s a really exciting time for c-stores; there has been incredible investment in both foodservice and CPG categories, as well as an expansion of their technological capabilities. At Paytronix, our goal is to elevate the shopper’s experience by providing operators the opportunity to create deeper customer connections. Although we’re particularly known for our ability to turn loyalty programs into profit centers, we provide a wide variety of solutions that add to your bottom line.

The industry is attracting younger customers who tend to expect richer experiences, high-value rewards, mobile communications and personalized digital content from the brands they engage with. So, we’ve invested heavily in our mobile app, both the features and integrations that come along with it.

There’s also untapped potential at the pump, where customers are a captive audience for targeted offers such as BOGOs.

To that, retail media networks are opening new revenue streams by turning everyday interactions into monetizable moments. Through partnerships with companies like Axonet, we deliver personalized content to specific audiences. Whether on apps or digital pump screens, brands can directly connect with consumers and drive measurable sales lift.

CSN: Can you provide some c-store examples of Paytronix in action?

JH: Absolutely, we’ve worked with hundreds of convenience stores, and a few come to mind.

Quality Oil, which operates Quality Mart, Quality Plus and GoGas, turned to us to revamp their loyalty program using our loyalty, messaging and analytics integrated with a Rovertown-built Quality Perks mobile app.

Rutter’s linked our Paytronix Online Ordering with its loyalty program to create a true digital guest engagement platform. The result was a jump in checks coming through loyalty, a 25% increase in visits from loyalty members and a 10% boost in check size.

With Tri Star Energy’s Twice Daily we launched a customized mobile app with integrated online ordering and loyalty features. The app allows customers to order made-to-order

items while earning and redeeming rewards, creating a seamless guest experience. The platform has experienced significant growth, including a 225% sales increase, 55% more monthly orders and 95% more unique customers.

CSN: What are you working on to keep c-stores ahead of the curve?

JH: We’re committed to a number of methods to make sure c-stores stay ahead of the curve and are bringing the latest technology to their programs. Firstly, we recognize the significance that tobacco-related offers and data plays in the success of c-stores. We’ve initiated the certification process and will be able to provide Altria’s Tier 4 to all our customer base when it becomes widely available this January.

Secondly, starting this month through 2026 we’ll be making significant improvements to our platform. These changes represent what we think of as Guest Engagement 2.0. We want to elevate the guest experience beyond what brands know today with new products, features and integrations— all while creating a frictionless experience for operators and their customers. We’re seeing constant changes to the industry, and we’re committed to delivering the best possible experience in one platform.

Many of the enhancements open innovative ideas for c-stores such as kiosks, wireless social, improvements to messaging and greater gamification—and targeted promotions. We are also aiming to make our platform as user friendly as possible and improve self-service. Enroll at POS and stacked discounts across multi-brand loyalty programs are at the top of our list before the new year.

65% of Americans play games and love gas discounts for downloads.

We’re helping operators treat loyalty as a profit center— whether by selling offers, monetizing digital space or building deeper one-to-one connections with shoppers. C-stores are uniquely positioned with their wide range of CPG items, which can be leveraged through vendor-funded promotions. Brands using personalized c-store loyalty programs have seen a 10%+ lift in sales and increased opportunities for vendor funding.

Please come visit us at NACS to learn more or contact us at paytronix.com/c-stores.

RaceTrac Inks $566M Acquisition Deal for Potbelly

The transaction comprises more than 445 company- and franchise-owned restaurants

RACETRAC INC. IS ACQUIRING a major sandwich shop concept, expanding its foodservice offering at a time when the category is growing in importance across the convenience channel.

The $566-million transaction will see the convenience store chain purchase Potbelly Corp., operator of the Potbelly neighborhood sandwich shop concept. Under the terms of the deal, RaceTrac’s wholly owned subsidiary Hero Sub Inc. will acquire all outstanding Potbelly shares for $17.12 each. The sale is expected to close in the fourth quarter of 2025, subject to the satisfaction of customary closing conditions and regulatory approvals.

This move is significant for RaceTrac, as it will add an iconic brand to its portfolio.

“Our companies, combined, have spent over 130 years delighting guests by providing them with welcoming smiles and a place to enjoy life’s everyday moments. We are proud of Potbelly’s legacy as a beloved neighborhood sandwich shop and are excited to expand our family of convenience-driven brands,” said Natalie Morhous, CEO and board chair at RaceTrac.

“I’m pleased to welcome Potbelly’s more than 5,200 team members and franchise partners to the RaceTrac family. Together, we’ll serve guests in even more meaningful ways,” she added.

Potbelly — known for its warm, toasty sandwiches, signature salads and hand-dipped shakes — was founded more than 40 years ago in Chicago. It currently has more than 445 company- and franchise-owned shops with a long-term goal of reaching 2,000 locations.

“RaceTrac’s strategic vision, including their commitment to quality, align perfectly with our mission to delight customers with great food and good vibes,” said Bob Wright, president and CEO of Potbelly. “We have positioned Potbelly for accelerated franchise-led growth in recent years, and this transaction fortifies our path while delivering certain and immediate value to our shareholders. With RaceTrac’s resources, we will unlock new opportunity for this incredible brand while staying true to the neighborhood sandwich shop experience that makes Potbelly special.”

Headquartered in Atlanta, family-owned RaceTrac is one of the largest privately held companies in the United States. More than 800 retail locations represent the RaceTrac and RaceWay brands. The company employs more than 10,000 team members across RaceTrac, RaceWay and affiliated companies Metroplex Energy, Energy Dispatch and Gulf Oil.

Sheetz Reaches Network Milestone

The convenience retailer opens its 800th store, closing in on its goal of 1,000

SHEETZ INC. CELEBRATED the opening of its 800th store on Aug. 28 — moving the convenience store chain closer to its goal of reaching 1,000 stores by 2028.

Over the last 70-plus years, the Altoona, Pa.-based retailer has expanded across seven states and operates today in Michigan, Pennsylvania, North Carolina, Virginia, West Virginia, Ohio and Maryland.

“Our family is incredibly humbled to be able to reach this milestone,” said Travis Sheetz, president and CEO. “It speaks to the dedication of our amazing employees and the loyalty of our customers across every community we serve. As we look toward 1,000 stores, we are excited to offer more customers our all-in-one convenience experience, create more quality jobs and continue being a positive force in the neighborhoods we serve.”

Sheetz reached this latest network milestone almost two years to the day that it welcomed customers at its 700th store,

located in Columbus, Ohio. That site opened on Sept. 12, 2023, and since then, Sheetz has experienced significant growth.

Recent expansion highlights include:

• The chain expanded into Dayton, Ohio, in 2023 and now has nearly 10 stores in the market, with plans to open 10 more in the next few years.

• In August 2024, Sheetz entered Michigan by opening its first-ever Detroit-area store, followed by the opening of its second Detroit-area store last month. Sheetz plans to open 50 to 60 locations in southeast Michigan over the next five to six years.

• Also in 2024, Sheetz opened its first two locations in the greater Cincinnati area, setting up shop in Franklin and Springboro, Ohio.

• Sheetz opened its first two stores in Toledo, Kan., in 2024 and in May 2025, added two more stores in this market. It is planning to open more later this year.

To help support its growth, the company broke ground last year on a new food preparation and distribution center in Findlay, Ohio. The $169-million distribution center, projected to open in 2026, is slated to create approximately 700 new jobs over the next five years.

Eye on Growth

Jacksons Food Stores acquired the convenience assets of Redwood Oil Co. Inc. The deal included 24 convenience stores in northern California, most of which offer the Aztec Grill proprietary food offering.

S&G Convenience Stores purchased eight convenience stores in the Toledo, Ohio, market from PS Food Mart. The strategic divestment is part of PS Food Mart’s broader portfolio optimization plan.

Wawa Inc. debuted its first travel center in late August. Located in Hope Mills, N.C., it is the first Wawa designed to serve professional drivers, family travelers and local customers.

Stewart’s Shops opened the doors of new locations in Plattsburgh and Colonie, N.Y. The stores represent a $2.8-million investment and $3.9-million investment in their communities, respectively.

Love’s Travel Stops expanded its network with new Texas locations. Its Big Spring travel stop is more than 14,000 square feet and has 105 truck parking spaces. The Tulia travel stop is 12,000-plus square feet and offers 59 truck parking spaces.

We know how your customers roll. With our endless fl avor lineup, every customer can find their favorite. So load up your roller grill with the #1 sausage brand in America* and keep your customers coming back again and again. Which last time we checked, is pretty good for sales. Get the sausage for every customer’s style at JohnsonvilleFoodservice.com.

FAST FACTS

Away-from-home snack occasions are projected to grow 39% by 2027.

Circana 39% Customers who routinely visit different brands drive 34% of a fuel retailer’s revenue.

Credit and debit card swipe fees totaled more than $236 billion last year — 25% higher than previously estimated.

CMSPI

Upside

Inside Fav Trip’s Innovation Playbook

From AI to social media, the five-store chain proves scale isn’t a prerequisite for transformation

AS A SMALL OPERATOR in the convenience store industry, it can be challenging to make investments in new, cutting-edge solutions simply because the budget just isn’t there. But Fav Trip is proving that when it comes to innovation, small operators don’t need to outspend the competition — they just need to think smarter, not harder.

By approaching technology through a problem-solving lens rather than chasing trends, the Independence, Mo.-based operator of five c-stores is finding affordable, creative ways to leverage tools like artificial intelligence (AI), heat mapping and social media to strengthen both operations and customer engagement.

“We look at technology from a problem perspective. Is technology going to solve a problem for us, or is it a shiny tool that came out that we want to try because it’s fun? We start there,” said Fav Trip President and CEO Babir Sultan. “How does this solve my problem — whether that’s staffing, innovation, foodservice, shelfing, inventory. That’s step one and then we keep moving forward.”

The retailer’s use of technology is also tied to a deeper understanding of its customers. AI-powered cameras provide insights into shopping habits, demographics and high-traffic times, while heat maps highlight the busiest zones of each Fav Trip store.

“Technology isn’t getting cheaper, so it’s all about creativity. This kind of data can be found by tapping into your existing cameras,” Sultan told Convenience Store News. “A lot of small operators fear the costs. I think back

10 to 15 years ago when everyone thought only big players had access to their data, but thanks to technology disruptors like Modisoft, we can access that data at a smaller price tag.”

For Fav Trip, heat mapping has become a valuable merchandising tool and negotiation tactic — and the investment has been surprisingly minimal, according to Sultan. By visually demonstrating which areas of the store are hot or cold, the retailer can show vendors exactly where new products should be placed to maximize sales.

“We were recently negotiating with a new beverage company and they said, ‘We want to be in this corner and we’ll give you a free cooler.’ I said, ‘Well, a free cooler isn’t enough, and I can tell you by the data that that is a cold area. If you really want your product to fly off the shelf, you need to be in this area,’” Sultan recalled. “Each of our stores is unique in their own way, so when vendors can see that visually, they’ll work with us on product placement and we can work out a better deal.”

There’s No I in Team, But There Is in AI Shoplifting, a perennial issue for convenience retailers, was one of the first

30th Anniversary Report Card

Retail Compliance Progress

SYNAR REPORT: Violation rates have dropped from 40.1% in 1997 to 9.6% (2018 report).

FDA COMPLIANCE CHECKS:

In 2024, retailers achieved an 85% compliance rate in 116,000+ store inspections.

CDC YOUTH RISK BEHAVIOR

SURVEY: High schoolers report getting vaping products 79% of the time through social sourcing rather than direct retail purchases.

Retailers Value We Card Training

2024 POST-TRAINING SURVEY RESULTS:

• 99% of trainees feel “confident” or “more confident” in enforcing age restrictions.

• 77% report increased confidence in denying underage sales.

• 93% rate We Card’s training as “Good” or “Great.”

Providing Essential Retailer Tools

• 1.2 million We Card Kits (signage, training materials, and age-calculation tools).

• 7.1 million training tools distributed.

• 4.5 million age-calculation tools (calendars, stickers).

• 6.1 million in-store signage materials.

• 700,000+ trained employees, with another 1.1 million trained by We Cardcertified staff.

Shaped a Culture of Responsibility

• Established carding best practices across retail

• Influenced a training-first mindset among retailers

• Helped to institutionalize point-of-sale age verification

Addressing the Growing “Social Sourcing” Problem

While commercial access to tobacco and vaping products has declined, social sourcing (youth acquiring products from adults or peers) has risen.

We Card is tackling this issue through its “Be A Real Influencer” and “We Card, We Care” campaigns, reaching 34,000+ stores with awareness materials.

We Card Training tackles the issue as well, teaching employees to deny suspected “of age” adult purchases on behalf of anyone under 21.

problems Fav Trip addressed with AI. By linking names and offenses to AI camera recognition, the retailer is now alerted when repeat offenders walk back into its stores.

The system has had a ripple effect as nearby independent operators and even some 7-Eleven franchisees have benefited from Fav Trip’s loss prevention efforts.

“We get messages from other small operators in the area saying, hey, that guy was doing the exact same thing in my store. I like getting these kind of messages and knowing that another small operator benefited from our loss prevention efforts,” Sultan shared. “We’re in the penny profit business, so if somebody buys a 32-ounce drink where you’ll make 20 cents, but then he’s stealing $4 worth of Twinkies or Reese’s, that starts to add up.”

The next phase for Fav Trip is to have AI detect when products are placed in the wrong location, signaling

Fav Trip is one of few companies in the convenience store industry with a YouTube plaque for surpassing 100,000 subscribers.

possible theft before it happens.

Beyond loss prevention, Fav Trip is using AI to enhance its company culture by monitoring employee-customer interactions. Audio analysis tracks how often staff mention loyalty offers or promotions. The system generates automated shoutouts recognizing employees for their efforts.

“We [small operators] can’t be in our stores all the time, so giving a shoutout means a lot to employees,” Sultan said. “And for employees who are not pushing the text club or whatever campaign we have, it kind of revamps their thinking process. They might say, this person got a shoutout because of this, so maybe I should be paying attention to that as well.”

AI has been useful in strengthening staffing, too. Employee absentee instances dropped from 1,600-plus in December 2024 to under 700 by March 2025 by analyzing staffing patterns and peak times. AI also has helped spot potential workplace issues before they turn into larger problems. In several cases, this proactive approach prevented turnover.

“So far this year, we avoided employees from quitting just by addressing something that was picked up on as being discussed as negative culture. Oh, you’re not a morning person? Well, let’s address that because a lot of the time, employees have already made up their mind and are putting in their two weeks’ notice before you have a chance to address their issues,” Sultan explained. “By taking care of our employees, we are indirectly taking care of our customers, too.”

Practical Approaches to Engagement

For Fav Trip, building customer loyalty doesn’t always require big budgets or elaborate apps. Instead, the retailer leans

Fav Trip’s social media presence has turned the retailer into both an online favorite and an in-store destination.

on practical tools — a strong social media presence and a simple, consistent text club program — to connect with customers in meaningful ways.

Through social media, Fav Trip has built a personalitydriven brand online. The retailer is one of few in the c-store industry with a YouTube plaque for surpassing 100,000 subscribers, and it has more than 47,000 followers on TikTok. While shoplifting videos initially drove traffic, Fav Trip is now diversifying content to include product spotlights, for example.

“Nineteen million views a month is quite a bit for a small operator here [in the Midwest]. Absolutely, that’s impressive, and you’re creating a personality around the brand, too,” Sultan said. “I love seeing customers from other states come in, take pictures around our store and say that they found us through social media. We’ll have others say, I live in the area and I didn’t know you existed until I saw you on TikTok Live.”

The company is experimenting with AI marketing support

“Don’t let AI overwhelm you or scare you. It’s not an angry beast. It’s something here to solve your problems, so utilize it to your advantage.”
— Babir Sultan, Fav Trip

as well, utilizing tools such as Cloud and ChatGPT. Sultan is always looking to get creative and wanting to improve.

The same applies offline with Fav Trip’s text club, which has grown to more than 18,000 subscribers. Every Thursday for the past eight years, the retailer has sent a message announcing that week’s “Favorite Friday” discount — a ritual customers now anticipate.

“This has become a tradition and a VIP experience. Customers now expect it and some even gamify the experience, guessing the discount amount online,” Sultan said, noting that in-store and fuel sales double every Friday as a result of this initiative.

What’s Next

Innovation at Fav Trip continues to evolve, always with the community in mind.

For instance, after a local bank saw on LinkedIn how the retailer was using heat mapping, the two partnered on a pilot program to analyze shared customers across bank branches, restaurants and gas stations. The success of the pilot led to an expansion from five locations to 50 nationwide.

Looking ahead, Sultan sees AI as a vital tool for small operators — not something to fear.

“Don’t let AI overwhelm you or scare you. It’s not an angry beast. It’s something here to solve your problems, so utilize it to your advantage,” he advised. “I use this analogy: you can use a screwdriver or you can use a power drill. AI is a small operator’s power drill to solve your problems. Use it accordingly.” CSN

AI-powered cameras and heat maps help Fav Trip track customer habits, spot workplace issues and identify high-traffic areas.

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BEST IN CLASS

GREG PARKER IS PASSIONATE about the convenience store industry. For the past 50 years, he has been at the helm of Parker's Kitchen, growing the brand, mentoring his team and giving back in transformative ways to the communities in which the retailer operates.

Under his leadership, the Savannah, Ga.-based chain has expanded from one c-store in Midway, Ga., to 103 locations across Georgia and South Carolina, employing more than 1,800 team members and completing 1.1 million transactions every week.

Parker’s Kitchen is now in the midst of an ambitious growth strategy that will see the chain move into new

markets from Myrtle Beach S.C., down to Jacksonville, Fla. — all the while, staying true to its mission to redefine convenience by offering customers high-quality products, freshly prepared Southern-inspired food and superior customer service.

In early December, Parker will be honored as the 2025 Convenience Store News Retailer Executive of the Year, an annual award that recognizes a c-store retailer executive who exemplifies leadership, business acumen, dedication to the convenience channel, and commitment to

community service. The winner is chosen by a blue-ribbon panel of convenience channel executives that includes past Retailer Executive of the Year winners and past retailer and supplier inductees in the CSNews Hall of Fame.

Parker, who was inducted into the Hall of Fame in 2020, recently transitioned from the CEO seat to the role of executive chairman at Parker’s Kitchen, but remains actively involved in the business. He recently sat down with CSNews to reflect on his career and contributions, discuss his leadership style and share what’s still to come.

CSN: What does it mean to you to be named the Retailer Executive of the Year?

PARKER: It's a profound honor, and I'm so thankful for Convenience Store News making this a possibility for me. It makes me reflect on all the people that have come before me — people that I absolutely admired so much, previous winners of this honor. I've been doing it for 50 years now, so I feel a little bit like John Wayne when they finally gave him an Academy Award for some crummy role that he played (laughing). But I am truly deeply honored.

You know, I'm so passionate about this industry. I love it. I eat it. I breathe it. I care about it deeply. I've been very involved with it for 50 years of my life and I'm going to continue to be involved in it. And now, we've transitioned to a place where it's time for giving back not only to the industry, but to the customers and to the employees that helped us get here. So, we're really focused on four areas in our company now: education, healthcare, hunger and heroes. For the rest of my life, GP at 3.0, I'm going be very involved in giving back to the communities that helped us become successful and to our team members that have helped us be so successful.

CSN: When you founded Parker’s back in 1976 with a single store, what drew you to the convenience store industry and what did you set out to create?

PARKER: Well, what drew me to the industry is my father was an Amoco jobber. I-95 was just opening. He had three or four counties where you could sell gasoline and there was only one exit that touched I-95. So right out of college, at 21, I finished the construction of this convenience store and went to work. I worked every day for three and a half years and it was a great opportunity for me.

It was hard, you know, opening up when it was dark, closing up after it was dark,

mowing the grass, cleaning the toilets, cleaning up the cigarette butts, changing the light fixtures. Back then, it was all full-service gas, so you pump the gas, you clean the windshield, you check everything under the hood, and hope that you might be able to sell them some windshield washer solvent or transmission fluid. And then, I'd run to the back and cook if they wanted to eat. I did the books. I did everything.

And I got to tell you, it's interesting that even then I believed in having a differentiated experience. My mother had helped do the interior of the store. We had red, white and blue carpeted floors. We had paneled walls, nice bathrooms, and people would walk in and go, ‘Oh my God, look, what is this.’ I'm just lucky that I stuck with it, and I'm lucky that I was in a growing part of the world, and I'm lucky that I had such great team members to work with.

CSN: What has remained the same about Parker’s, and what is different today?

PARKER: The thing that's the same is that we have steadfastly focused on providing the best experience and by that I mean our architecture is best in class, our bathrooms

Parker's Kitchen cut the ribbon on its 100th store this spring.

are best in class. We think about every detail in our stores. [Co-CEO] Brandon Hofmann* and I design everything that goes into the stores, whether that’s picking out the light fixtures or the tile that's on the floor or the laminate we're using on cabinets or … what the faucets are going to be, how the hands are dried, or laying out the kitchen details and all that.

Even at the very beginning, I knew it was important to say to the consumer that when you come to Parker's, you're going to have a differentiated, hopefully elevated, experience. And I knew back then, but not to the degree I do now, that the thing that's changed is in order for us to be able to deliver on our promise to the consumer — which is fast, fresh and friendly — you’ve got to have a remarkable team. [In the past,] I was really tough on our people. I was so afraid of failing that I was too tough. And while I was able to create a team back then, now I'm saying we've got to have the best team in the industry. And so, one of our goals is we’re focused on being the best place to work. Total focus on our team members, trying to deserve for them to want to work for us.

It's been a learning challenge because I wasn't always the best and now I've learned to be more inclusive, nicer, a better listener and really paying it forward to the people we work with.

CSN: Parker’s Kitchen recently celebrated its 100th store opening. How would you

describe the significance of this milestone both to you personally and to the organization?

PARKER: Achieving 100 stores was a big deal. Something that we’ve always really focused on is growth, and we needed to have smart growth. We needed to be doing the things necessary, so we could be that company that had a fortress balance sheet that would allow us to be able to compete with anyone. Having a negative breakeven cents per gallon, we can lose money on gas and we're still profitable. There aren't many big companies in America that can make that claim.

We celebrated at our Store No. 100. It was a wonderful thing for our team members and to bring back people that helped get us here, older team members that have now retired. But being the competitive group that we are, we immediately said now we've got another goal and that is to open 100 more stores in the next five years. So, we did a big loan in excess of $1 billion. We’ve got a bank of stores that we own, other stores that we have under contract, other stores we have in permitting. Our goal is to start two new stores every month and open two new stores every month, so 24 stores a year.

In the next four to five years, we will double in size, which means we'll go from almost 2,000 employees to over 4,000 employees. It's a big, hairy, audacious goal as I like to say. People like being a part of an organization that's growing. It’s really exciting.

CSN: What kind of company culture have you aimed to instill at Parker’s Kitchen?

PARKER: A company that invests in our team members and is an active listening organization that wants to understand what we need to do to be the place that you want to be a part of.

In our part of the world, unemployment is at 3.2%. I mean,

Parker's Kitchen has plans to move into new markets, including Myrtle Beach S.C., and Jacksonville, Fla.

when I was in school economics classes, if you were at 4% then you're at zero unemployment. And if you look at the areas that we're growing in — from Myrtle Beach down to Charleston to Savannah to Jacksonville — all of those places are some of the fastest-growing in the United States. So, there's huge opportunity.

We want to be the best place to work. We want to be that company that really takes care of our team members, has incredible training and creates this pathway for your growth so that you can continue to do better things for your family. We want to be that company where you say I want my sister or my brother or my mother or my father or my children to come work here and be a part of this organization because it's been so rewarding.

CSN: How would you describe your leadership style?

PARKER: I would say that I'm very hands on. I'm very driven. For my own self, I want to continue to sharpen the saw and be a better version of myself tomorrow than I was today — and I believe that in terms of physical, being a parent, being a CEO, being a community service leader.

And so, my style is: I'm going to set a standard. I'm not going to expect you to do something that I wouldn't do. You will never see me walk into a store without stopping to pick up cigarette butts or trash or doing whatever needs to be done on the exterior, and the same thing on the interior. I believe in being approachable, being thoughtful and being that person that's going to be an active listener, someone who's going to take in what you're saying and suggesting.

"We got to where we are by being inclusive and bringing in different team members that we could learn from."
— Greg Parker

I think my leadership style too is being a collaborative leader. I don't believe in operating in silos. We got to where we are by being inclusive and bringing in different team members that we could learn from, and we've always been very data centric. … Some people would say, ‘Oh Greg Parker, it's his way or the highway.’ Absolutely not true. My personality type is if you give me the data, I will switch on a dime. Hopefully, I have been a fairly good leader, but I think the team we have now, every single discipline, is far better than I ever was at any of those roles. So, I am just so proud of my team and it's a joy to be able to work with these incredibly talented people.

CSN: Earlier this year, you transitioned from CEO to executive chairman. How has your day-to-day role changed? Are you enjoying this new phase of your career? PARKER: Very much I am enjoying this phase of my career. But I'm very involved. You know, people keep coming up to me and saying congratulations on your retirement and I've gone, ‘I'm not retiring. Are you crazy?’ It's my name that's on that note, and I didn't spend 50 years trying to create this thing to turn around and walk away from it. But as I said, I've got a remarkable team with Brandon and John [Rudolfs, newly named co-CEO]* and company. It is so much fun to watch and see what they're doing, and learning from them.

I don't know if for sustained organic growth as a percentage of growth that any company's ever done what we're doing. There have certainly been companies that have made an acquisition and grown that way, but we're building all new-to-industry sites. If we go from 100 stores to 125 stores in one year, I mean that's huge growth. So, I'm not retiring. I am actively engaged, but I'm in awe of the people that I get to work with, and we have a wonderful board of directors too that I'm so proud of and they

Greg Parker's leadership style is rooted in collaboration.

certainly have been an incredible guiding light for us.

CSN: What is next for you and Parker’s Kitchen?

PARKER: Well, there's several things. One is to be able to grow at the rate that we're trying to [while] delivering on the promise that we've made to the consumer. I see some other companies, large companies that are growing here and there and yonder, and you go in their stores and think they've lost it, they're not operating with the same degree of what that brand offered in the past.

So, [for us], it's going to be to be able to sustain this growth, to do it responsibly, to do it with the right team members, and to continue to have the brand that we have and elevate the brand that we have going forward. I think the amount of growth that we're doing and where it's occurring is the most ambitious and expansive growth that's ever been tried in the history of our industry. We're going to take our balance sheet, we're going to take the incredible team that we have, and try to do remarkable things over the next few years.

The other thing is for me individually, I'm going to be focused on philanthropy as well, and that's the fourth leg of our stool. We want to be the best place to work, we want to grow store profits, we want to grow store numbers and then we want to give back. Over the last seven or eight years, we've given away over $30 million and so I'm going to continue to add money into the Parker's Foundation so that we can continue to invest in the communities that have helped us get to where we are. So, GP at 3.0 is going to be very invested in what we're going to do philanthropically going forward. CSN

Editor’s Note: At the time of this interview, Brandon Hofmann was sole CEO of Parker’s Kitchen. A few weeks later, Hofmann and John Rudolfs were named co-CEOs.

GP at 3.0

Greg Parker recently entered a new phase of life that he’s calling GP at 3.0.

As he described to Convenience Store News, you are defined by your family and what you achieve in school, athletics and socially during phase 1.0. Then, you are defined by what you achieve in terms of career, having your own family, community, church, etc., in phase 2.0. Finally in phase 3.0, the final phase of your life, you are defined by your legacy.

“3.0 is when you say: What do you want your legacy to be? What is it you want to pass down? What do you want to be known for? What is your happiness quotient and what do you want to be doing there? What's your love quotient and what are you doing there? What are you doing with your grandchildren? And all the things that come after 1.0 and 2.0,” Parker explained.

While he admits he would rather be 35 than his current age of 72, he said being at 3.0 is “a pretty great place to be” and he’s excited about this third phase of his life.

“You know, I went to Jane Fonda’s 80th birthday and she said I'm so excited about being 80 because I've got 80 years of experience behind me that's going to make sure that with the hills and the valleys and the trails and the rivers that I've yet to traverse that I'm going to be in a great place because I have all this experience behind me. That's what I feel like,” Parker said.

The Parker's Foundation has donated more than $30 million to local charities.

Gaining Momentum

The nicotine pouch segment is benefitting from numerous positive developments

SCIENCE-BACKED INNOVATION and consumers’ desire for diversity in nicotine offerings are propelling the remarkable growth of oral nicotine in the convenience channel.

“Americans like variety, and that’s how they’re looking at consuming their nicotine as better alternatives to cigarettes and other traditional tobacco products become available,” said Sam Dashiell, manager of the U.S. press office for Philip Morris International U.S. (PMI), maker of the popular nicotine pouch brand Zyn.

The company believes that roughly 78% of legal-age nicotine consumers — about 35 million — are looking for and open to a multicategory nicotine offering. PMI also sees legal-age smokers increasingly looking to switch to smokefree products.

Reynolds American Inc., maker of Velo Plus and Grizzly nicotine pouches, told Convenience Store News that the company is continually encouraged by the growth of the nicotine pouch segment as it strives to offer options that suit a variety of preferences.

“Industry volume for nicotine pouches continues to grow at an encouraging rate year over year, which is a strong indicator that adult nicotine consumers, who are uninterested in quitting tobacco products altogether, are actively seeking potentially less harmful alternatives to combustible cigarettes,” a company spokesperson said. “As an organization, we’re fully committed to the role nicotine pouches play in our broader portfolio and will continue to innovate in step with adult nicotine consumer preferences.”

The trajectory of pouch products has been “remarkable,” according to Chris Howard, executive vice president of external affairs and new product compliance for Swisher, maker of Rogue pouches. “Only a few years ago, pouches were a curiosity — something you might spot here and there at retail. Fast forward to today and they’ve gone from being the exception to rapidly becoming the rule,” he said.

“Walk into almost any convenience store now and the backbar tells the story: pouches have earned a permanent and growing share of space once dominated almost exclusively by cigarettes and traditional smokeless,” Howard continued.

He contrasted pouches with vapor products, which initially surged with enormous consumer interest, but then faced steep regulatory hurdles, youth-use concerns and a wave of market contradiction. Pouches, on the other hand, have followed a steadier, more sustainable course, Howard observed. “Their lower risk profile, convenience of use and relatively limited youth uptake have given them staying power where other alternatives have stumbled,” he noted.

Another positive factor, according to Howard, is the shift in consumer behavior

whereby adult smokers are increasingly seeking options that are discreet, don’t involve inhalation and fit seamlessly into their daily routines.

“Pouches check all of those boxes and as nicotine strengths diversify beyond the early 3 milligram and 6 milligram products, they are also delivering greater satisfaction,” he said. “This makes them one of the few alternatives that truly competes head-to-head with cigarettes on both functionality and consumer appeal.”

Innovation is also on the rise and propelling the growth. “Core brands in the category continue to accelerate, with innovation layering on top — such as higher nicotine milligram offerings and future opportunities in alternative formats like gum and lozenges,” noted Josh Harrison, vice president of national accounts at Swisher.

Science Over Stigma

On the regulation front, the most positive piece of news for nicotine pouches to date came this past January when the U.S. Food and Drug Administration (FDA) authorized the marketing of 20 Zyn pouch products. This marked the first time that the FDA authorized nicotine pouches.

“The industry now has a roadmap to navigate the complex regulatory framework, with a clear path to success. Further, FDA validated the harm reduction potential of smokeless alternatives, finding that the evidence suggested these products are ‘among a category of tobacco products likely to pose the lowest risks to health.’ This validation can ultimately lead to increased consumer awareness and acceptance,” said Kelsi Booth, chief legal officer at Black Buffalo, a modern oral nicotine product

Roughly 78% of legal-age nicotine consumers — about 35 million — are looking for and open to a multicategory nicotine offering.

Source: Philip Morris International U.S.

that mimics moist smokeless tobacco but without the tobacco leaf.

This regulation milestone is significant beyond proving that pouch products can successfully navigate the FDA’s scientific review. “At the same time, the public discussion is shifting in meaningful ways,” Howard pointed out.

Recently, Health and Human Services Secretary Robert F. Kennedy Jr. acknowledged that tobacco and nicotine products exist on a continuum of risk, with combustible cigarettes being the most harmful by far. He also said that “nicotine itself does not cause cancer” and that while there is no safe tobacco product, “nicotine pouches are probably the safest way [to] consume nicotine.”

“We’re glad to hear a member of the president’s cabinet speak out for science over stigma when it comes to nicotine products,” said PMI’s Dashiell. “Educating adults who smoke about their options when it comes to better alternatives to cigarettes is critical to advancing public health.”

Swisher’s Howard agrees that Kennedy’s recent comments that pouches are probably the safest way to consume nicotine represent “one of the most direct acknowledgements we’ve seen from federal leadership that these products play a legitimate role in harm reduction. This signals to FDA, CDC [Centers for Disease Control and Prevention] and other agencies that the harm reduction conversation is no longer fringe — it’s part of mainstream public health policy.”

But wait, there’s more. In September, the FDA announced a premarket tobacco product application (PMTA) pilot program aimed at accelerating the review of nicotine pouch applications. The initial

products set to be fast-tracked — reportedly by this December — are Zyn Ultra (Swedish Match/PMI), on! and on! PLUS (Helix Innovations/Altria Group Inc.), Velo Mini (Reynolds), and Fre and Alp (Turning Point Brands).

Previously, companies have had to wait years for their products to be cleared. The pilot program will reportedly feature reduced and expedited reviews, more frequent communication between FDA staff and companies, and a focus on essential scientific and safety data, including product characterization, manufacturing consistency and abuse-liability information. For products already on the market without full authorization, this process could remove uncertainty over legality and potential enforcement actions.

Howard believes this may prove to be a turning point. “If FDA demonstrates it can deliver timely, transparent decisions, it will not only encourage innovation but also give consumers quicker access to reduced-risk options,” he told CSNews. “Taken together, these developments suggest a long-overdue shift: smokeless alternatives, once treated as an afterthought, are now being recognized as a viable, regulated pathway away from cigarettes. That’s positive news not just for the category, but for public health as a whole.”

A Taxing Issue

With smokefree products that have been authorized by the FDA serving a crucial public health purpose, incentivizing legal-age adult smokers to switch to these products is essential, according to Dashiell. However, there are some barriers in place.

Industry experts believe it is logical that tax policies should follow the same rationale, taxing products based on their relative risk to the user. Yet, many states and localities are starting to tax nicotine pouches like other tobacco products. Those taking effect in 2026 include the states of Illinois, Maine, Nebraska, Oregon, Rhode Island and Washington.

The way Dashiell sees it, this hurts consumers, businesses and public health.

“Localities and states that have taken a broad brush in taxing all tobacco products the same fail to differentiate between smokefree alternatives and traditional cigarettes,” he said. “By taxing smokefree products at the same rate, legislators are offering no real incentive to consumers to choose less harmful products. Instead, research has found that raising taxes on alternative products keeps adults smoking.”

He added that consumers may turn to the black market to find cheaper smokefree alternatives. He pointed to Massachusetts as an example of how illicit trade hurts responsible retailers and state coffers alike. The state’s 75% tax on e-cigarettes — along with what he describes as other “misguided policies on smokefree alternatives” — led to a state tax revenue loss of $144 million in 2021 and seizures of illicit smokefree products rising by 800%.

The clear answer is “risk-proportionate taxation,” echoed

Sounding the Alarm on Price Wars

Price wars are heating up in the nicotine pouch segment, but Black Buffalo Chief Growth Officer Matthew Hanson is cautioning retailers to market and merchandise responsibly.

“As competition heats up, we are seeing brands cut corners and push boundaries to gain advantage in the marketplace. We believe that irresponsible competitive behavior, including overly aggressive marketing tactics and price wars, is shortsighted and could ultimately set the category back,” he said. “We saw the same race-to-the-bottom price mania in vaping products a decade ago that’s occurring now.”

To maximize profit and preserve margins, Hanson recommends retailers avoid excessive discounting tactics, such as using promotional dollars from manufacturers to buy down retail prices, which he said ultimately devalues the product in the eyes of the consumer.

“Instead, stick with value-added promotional strategies to engage adult consumers to increase loyalty, trips and basket size,” he advised.

Black Buffalo’s Booth. “To incentivize switching away from harmful traditional tobacco products like combustible cigarettes, alternative nicotine products should receive a preferential tax rate,” she said.

Howard agrees with relative risk being the guiding principle for taxation, warning that excessive taxation of nicotine pouches distorts the market’s harm reduction potential.

“Ultimately, tax policy should be aligned with public health goals: encourage smokers to move down the risk continuum, incentivize harm reduction and foster innovation in alternatives,” he said. “Anything else risks preserving the cigarette market rather than shrinking it.” CSN

Clearing Up Confusion in the Cannabis Market

Where legal, THC-infused products are rapidly expanding in the convenience channel

CANNABIDIOL (CBD) PRODUCTS have been in the convenience store space for years.

Now, as states across the country legalize cannabis products, THC-infused gummies, tinctures and beverages are hitting c-store shelves — but there’s confusion around what’s permitted.

This is because there’s no federal regulation, so laws vary per state and in some cases, by city and municipality, said Steve Morris, president and CEO of St. Paul, Minn.-based Retail Management Inc., the operator of 30 convenience stores.

“It’s an exploding category and there is a growing market, but the problem is not having government agencies or licensing agencies knowing what to do with it,” he said. “It can be legal and not regulated today, and then tomorrow that can change, so retailers need to be on alert.”

C-store operators looking to stock CBD and THC products must understand the regulations in their market, including label disclaimers, font signage on labels, signage at the retail locations and more, noted Diana Eberlein, chair of the Coalition for Adult Beverage Alternatives,

based in Washington, D.C. These regulations can change frequently, she added.

“I recommend hiring a lawyer or consultant that specializes in the regulatory side, even if it’s just CBD,” she said. “You need to understand what you are carrying because some of the products are labeled hemp, but they are intoxicating hemp. It needs to say THC on the product.”

Eberlein also recommends retailers work with brands that are willing to invest in the market because there is still a lot of education needed for both the consumer and the retailer, particularly around proper placement in the store. Brands that are putting money into the necessary marketing, such as farmers markets, festivals and sampling, can bring awareness.

In convenience stores, these products should be treated the same way as any other age-restricted product, and employees should be educated on the items in the store, said Jason Zelinski, vice president of convenience and growth accounts at NielsenIQ.

Today, many c-stores have THC items such as gummies, oils and vapes behind the counter alongside tobacco products, while THC beverages are in the alcoholic beverages area. It is important to call out THC products to avoid consumer confusion, he advised.

“A lot of c-stores are doing a good job with shelf strips

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Beverages now account for 80% of THC product sales in convenience stores.

Source: NielsenIQ

and color coding to let consumers know the difference between an energy drink, THC or a craft beer,” Zelinski explained. “The cans can look like other products, so being able to call them out is important.”

The Beverage Explosion

Two years ago, gummies and oils accounted for 90% of THC sales in c-stores, but about a year and a half ago, beverages started booming and now represent 80% of sales, according to Zelinski, who pointed out that part of this growth may be due to THC beverage manufacturers connecting with major distributors in the c-store industry.

THC beverages are also starting to enter bars and restaurants, and becoming more socially acceptable,

Eberlein said, adding that THC is now overtaking CBD.

“THC is really the focus,” she said. “CBD is a great cannabinoid, but is being looked at more in a wellness category. THC is the leading lady, and the target consumer is often the soccer mom between the ages of 30 and 45 years old.”

Leading the way are THC seltzers, Morris reported. They are riding the wave of hard seltzer and the acceptability of the category. New THC beverage brands and options are popping up every day — he’s seen 10 new brands emerge in just the last six months.

Consumers are looking for flavor-forward beverages, but want to avoid high calories, with the most popular products being 30 calories or less, Eberlein explained. THC sodas are also popular, with more options continuing to enter the category.

While there are some national leaders, such as Cann which launched a low-dose THC beverage in 2019 and Pamos which also entered the market in 2019, she said “brand popularity varies per state because not every brand can enter every state, and a lot of them are startups who are hiring people in various states to do marketing, sales and sampling events to penetrate the market.”

Keef, which offers THC-infused sodas, is one brand emerging in the convenience channel after starting in dispensaries, Eberlein said, and BRĒZ THC drinks are expanding from selling direct to the consumer online into traditional retail such as c-stores and liquor stores.

Potency varies, but 5-milligram cans account for the largest share being sold in c-stores, Zelinski cited. “The 10-milligram is also growing fast and set to eclipse the 5-milligram option. In the last 52 weeks, 5-milligram is growing at 300% and 10-milligram has seen 800% growth,” he said.

Rogue Ales & Spirits, based in Newport, Ore., launched CBD beverages in 2020 and this year, added 10-milligram Rogue THC Seltzers in Blackberry Cucumber and Pineapple Guava flavors.

“Consumers are looking for flavor-forward, light and refreshing options,” said Caitlin Hopkins, vice president of marketing at Rogue Ales & Spirits. “With CBD, functionality is often the priority, so we built our seltzers around purposeful ingredients and

“Focus on brands willing to invest in your store with promotional material, merchandising help, sampling programs and more.”
— CJ Watson, iSEE Store Innovations

a lower-calorie profile. Extending that foundation into THC was a logical step and allowed us to meet consumer demand while staying true to the qualities that made our CBD seltzers successful.”

Careful Merchandising Needed

While gummies and vapes falling under the THC classification can be merchandised behind the counter along with tobacco products, the situation is not as easy with THC beverages.

“We are treating it all like any other age-restricted product, with no accessibility of gummies and vapes, and for the seltzers and other drinks, they are merchandised in coolers and on warm endcaps in the age-restricted beer and wine section,” Morris said.

These products need to be separated and clearly marked as different from other alcohol-related products to avoid customer confusion, so signage is key both on shelves and cooler doors.

“With cooler space limited, you might see other adult beverages near the THC and it can be hard to tell the difference,” Eberlein said. “What we have seen work in the refrigerated section is tape on the window to show

it’s alcohol vs. THC, and even having the whole refrigerated door with a THC skin.”

Shelf strips inside the cooler door or adding something to the price tag to call attention to THC beverages are other means to make them stand out, especially for c-stores that cannot devote a full door to these products, Zelinski said.

“C-stores are great about age-restricted products and getting a person’s ID, and many times you will find THC beverages next to the ready-to-drink cocktails, but there needs to be signage to let people know it’s not a mixed cocktail, but a THC product,” he stressed.

Total Wine & More is one alcohol retailer that is doing well with the THC beverage category, and c-stores can learn from how they are handling these beverages, according to CJ Watson, chief strategy officer at iSEE Store Innovations, based in St. Louis.

“Total Wine & More and other high-end liquor stores are doing all the volume at this point, so they would be a great place to visit and see what they are doing in the category,” he advised.

With so many new brands entering the THC beverage category, c-store operators would also be wise to tap into their distributors and start partnering with them to test brands that are investing in retail, as the merchandising needed for growth can be expensive.

“Focus on brands willing to invest in your store with promotional material, merchandising help, sampling programs and more,” Watson said. “There are brands putting borders on their space and die cuts that catch a consumer’s eye, as well as suction cups on the cooler door.”

And while there are multipacks available for some THC beverages, single-serve products from the cooler remain the most relevant for c-stores — although Morris is testing all options. “We are testing singles, as well as four-, six- and eight-packs,” he said.

Rogue Ales & Spirits also reports that single-serve THC beverages are selling best out of the cooler when merchandised alongside alcoholic beverages.

“Consumers often see these products as an alternative to beer or seltzers, so positioning them in that space helps meet the moment when they are looking to make the switch,” Hopkins said. CSN

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Setting the Standard Rutter’s tops the 14th annual class of Foodservice Innovators Awards recipients

THERE ARE NO HARD AND FAST RULES for succeeding in convenience foodservice, which is something the leading retailers prove every day as they leverage their unique strengths and distinctive brand identities to create high-quality experiences for hungry customers.

Now in its 14th year, Convenience Store News’ Foodservice Innovators Awards program recognizes c-store retailers that demonstrate the highest levels of quality, service and inventiveness in the foodservice category. This year’s recipients are best in class for modern versions of classic flavors, creative menu items that stand out from the competition, the use of technology to enhance foodservice operations, and much more.

Nominations were submitted to CSNews by convenience store retailers, as well as distributors, suppliers and consultants on behalf of their retailer partners. After much deliberation, judges selected 10 winners for recognition. They were celebrated earlier this year amongst their peers at the 2025 Convenience Foodservice Exchange event hosted by CSNews in Denver.

The 2025 Foodservice Innovators Awards winners are:

recipient of this honor. The York, Pa.-based chain, which operates 90-plus convenience stores in Pennsylvania, Maryland and West Virginia, previously won the Foodservice Innovator of the Year title in 2021, 2018 and 2012.

The retailer’s recent successes include a limited-time offer program that’s at the heart of its culinary innovation, featuring new menu items designed to surprise and excite every quarter. Rutter’s makes a point of reflecting a global culinary perspective, ranging from an Asian-inspired egg roll program to Italian specialties made with premium imported meats.

Innovation is also a priority for Rutter’s foodservice beverage offerings, which include a range of seasonal and exclusive drinks that stand out on their own or serve as perfect pairings with its food, creating a full sensory experience, according to the company.

On the technology side, the retailer supports its foodservice program with kiosk ordering systems — of which it was an early adopter — as well as a mobile app that provides online ordering, partnerships with third-party delivery services, cardless loyalty rewards for instant savings and perks, and fuel discounts integrated with foodservice promotions.

According to Rutter’s, its foodservice success lies in the seamless integration of bold menu innovation, cutting-edge technology, engaging marketing strategies and highly skilled people.

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FOODSERVICE INNOVATOR OF THE YEAR

Silver Medal: Allsup’s

First-time honoree Allsup’s, a division of Fort Worth, Texas-based Yesway, has been serving up its iconic Allsup’s World Famous Burrito for more than 50 years, but the retailer continues to keep this flagship item relevant and intriguing to customers through newer innovations such as its Pizza Burrito and Buffalo Chicken Burrito varieties.

The Allsup’s World Famous Burrito is available at all 440-plus Yesway and Allsup’s stores in nine states: Texas, New Mexico, South Dakota, Iowa, Kansas, Missouri, Wyoming, Oklahoma and Nebraska. Yesway also sells the burritos online across the United States.

The deep-fried, golden, tortilla-wrapped burritos, along with the brand’s chimichangas, anchor Allsup’s foodservice menu. Ongoing promotions highlight the unique, savory treat. According to the company, 27 million burritos are sold each year.

The burrito is truly embedded in the culture of New Mexico and Texas. Devoted fans compose songs in the burrito’s honor, hold photo shoots with it at graduations and proms, dress up as the burrito for Halloween and even ink Allsup’s World Famous Burrito tattoos on their bodies — proving permanently that the flagship item’s fandom is no passing fancy.

Wawa recently introduced several new prepared food programs and products designed to make it stand out in a crowded market while setting a high standard for quality, service and variety. Along with specialty sandwiches and Snack & Go Wraps, the retailer added new, on-trend products such as flatbread pizzas, roasted chicken for subs and salads, and hot honey offerings, showcasing its ability to evolve and meet consumers’ changing preferences.

In 2024, the retailer also debuted unique items such as the Happy Birthday Smoothie to celebrate its 60th birthday and multiple new Sizzli offerings, which showcased Wawa’s creativity and its brand-savvy strategy to drive sales while satisfying consumers’ cravings.

As part of that strategy, the retailer leans into technology to elevate its foodservice experience by focusing on digital offerings that ensure a fast, hassle-free experience. In addition, Wawa incorporates foodservice into its actions as a community partner, such as giving away 25,000 hoagies during the Wawa Welcome America Fourth of July Celebration.

PREPARED FOODS INNOVATOR OF THE YEAR

Silver Medal: TXB Stores

TXB (Texas Born) Stores, which previously won this category in 2022, succeeds by constantly giving customers new reasons to come in and try its prepared food offerings. The Spicewood, Texas-based retailer, which operates more than 50 convenience stores across Texas and southern Oklahoma, regularly debuts limited-time seasonal items for every daypart, making it a destination not just once but continually.

Formerly Kwik Chek Food Stores, the chain’s rebrand ushered in a renewed commitment to Texas values — authenticity, hospitality and integrity — while offering guests fresh, made-to-order food, curated private label products and a modern retail experience.

Having previously been selected as the Foodservice Innovator of the Year in 2024 and 2013, and the Dispensed Beverages Innovator of the Year in 2022, Wawa takes top honors in the prepared foods category for the first time.

In addition to its regular lineup of fan favorites, such as breakfast and lunch tacos and quesadillas, TXB recently branched out into fresh-made seasonal items rarely offered at c-stores, such as a Spinach, Mushroom and Egg Breakfast Quesadilla and Lent-friendly Shrimp Poppers and Shrimp Plate. It also unveiled a new “Cluck Yeah!” slogan and launched an online clucking contest to promote the quality and freshness of its chicken rolls and other chicken products.

As TXB expands its operating area, the retailer is incorporating its foodservice program into all messaging and promotions, tying the importance of this category to its brand reputation.

PREPARED FOODS INNOVATOR OF THE YEAR Gold Medal: Wawa Inc.
Beef Empanada

DISPENSED BEVERAGES INNOVATOR OF THE YEAR

Gold Medal: Kwik Trip Inc.

Kwik Trip, which won the Cold Beverages Innovator of the Year title in 2020 before the hot and cold categories were combined into one overall award, recently reversed course on a negative specialty-coffee trend with the addition of nitro coffee to its fresh beverage offering.

The La Crosse, Wis.-based retailer, which operates 870-plus convenience stores, added a two-head unit from Bunn known as the Nitron. Its initial success with nitro coffee led Kwik Trip to move forward with an expansion to four heads in half its locations this year. Cup sales of specialty coffee continue to be up 10% or more, according to the retailer.

Kwik Trip, which also won the Foodservice Innovator of the Year title in 2019 and 2015, has made notable investments in its overall foodservice program by innovating and implementing focused multiweek promotions to drive sales. This successfully boosted weekly unit gains.

These moves are just part of the company’s strategy, which includes taking a holistic approach to cultivating a food-forward culture that sets Kwik Trip up for sustained long-term success.

Silver Medal:

Cumberland Farms

Cumberland Farms, the largest of EG America’s convenience banners, takes the silver medal for dispensed beverage innovation this year for its ongoing commitment to offering high-quality coffee that rivals that of traditional coffeehouses. The Westborough, Mass.-based chain, which won Hot Beverages Innovator of the Year in 2019 and 2017 before the hot and cold categories were combined into one award, partners with a roaster that prioritizes sustainable partnerships with farmers worldwide.

According to Cumberland Farms, while convenience store coffee was once synonymous with subpar brews and lackluster quality, it has disrupted this norm by offering high-quality, freshly brewed coffee at an affordable price

point while refusing to sacrifice taste. The retailer, which operates more than 575 stores across Connecticut, Florida, Massachusetts, Maine, New York, New Hampshire, Rhode Island and Vermont, consistently seeks to offer customers as much variety as possible in brews, customization and drink size.

Additionally, the brand has turned its cold and frozen dispensed stations into hubs for creativity and customization, rather than letting them remain a basic offering with few options. Its Hyperfreeze program includes regular flavor changes to keep customers interested, and its proprietary NRG Kick 2.0 makes affordable energy available to those who want it in a dispensed format.

BEST USE OF TECHNOLOGY IN FOODSERVICE OPERATIONS

Gold Medal: Parker’s Kitchen

Parker’s Kitchen wins its first Foodservice Innovators Award for investments in the increasingly critical technology side of foodservice. The Savannah, Ga.-based chain, which operates 103 stores and is known for freshly prepared Southern-inspired food, continually strives to implement cutting-edge tech and innovative systems in support of its mission to reduce friction at key touchpoints and exceed customers’ expectations of the brand.

Highlights include Parker’s proprietary, artificial intelligence-enabled SmartKitchen technology that optimizes operations by predicting demand for menu items while reducing food waste. The retailer also has developed strategic partnerships with ERP software provider PDI Technologies and fuel asset optimization software company Titan Cloud, and rolled out NCR Voyix self-checkout lanes at approximately two-thirds of its locations.

The Parker’s Rewards loyalty app was designed with the importance of foodservice in mind, encouraging mobile-first interactions and seamless connections with the Parker’s Kitchen PumpPal debit card. A quick tap lets customers order Parker’s food, pay via smartphone and enjoy fuel discounts — an experience that keeps them coming back.

DISPENSED BEVERAGES INNOVATOR OF THE YEAR

BEST USE OF TECHNOLOGY IN FOODSERVICE OPERATIONS

Silver Medal: OnCue

Previously named a Foodservice Innovator to Watch in 2024, OnCue is being honored this year for its strides in foodservice technology, particularly implementing systems that optimize operations while elevating food safety, consistency and efficiency. According to the Oklahoma City-based retailer, expansion of advanced automation is the cornerstone of these efforts.

Investments include the adoption of SupplyIt technology, which analyzes real sales data in four-week increments to generate precise sales forecasts that guide teams on the timing and quantities needed for restocking to ensure freshness and availability. The system also automates food ordering directly from OnCue’s production facility to streamline supply chain operations.

OnCue’s kitchen equipment is also pre-engineered for precision to simplify training and boost consistency, the retailer noted. Advanced food systems track inventory, waste and product life cycles with cloud-based updates, while the ZenPut task management system allows real-time updates for protocols, audits and line checks across its 75-plus locations.

FOODSERVICE INNOVATOR TO WATCH

Gold Medal: Hot Spot

Hot Spot, the convenience store banner of R.L. Jordan Oil Co. of North Carolina, has 75 years of operation under its belt, but the chain is still bringing new ideas to its foodservice program. The Hottie’s Kitchen

concept focuses on high-quality, locally sourced ingredients to ensure a delicious menu that is also appealing to health-conscious customers.

Hottie’s Kitchen aligns with trends ranging from plantbased options to fusion cuisine to globally inspired dishes; allows for enhanced personalization options; and implements a strong branding strategy designed to create a memorable identity and cultivate a loyal customer base.

Interactive elements, such as open kitchens that engage customers and enhance their dining experience, add a unique attribute to the concept, according to the retailer, which operates 41 Hot Spot stores in the Carolinas, 13 of which have the Hottie’s Kitchen offering.

The company pointed out that Hottie’s Kitchen has an adaptable business model and this flexibility allows for easy adaptation to changing market conditions, consumer preferences and dining trends. Combined with technology integration, community engagement and experienced leadership, this first-time Foodservice Innovators Award winner is one to watch.

Silver Medal: Sapp Bros.

Sapp Bros., the Nebraska-based operator of 17 full-service travel centers ranging from Utah to Pennsylvania, is making good on its goal to be “a refuge on the road” for travelers. While this marks the first Foodservice Innovators Award for the chain, it is no stranger to accolades. Earlier this year, the retailer was voted runner-up for Best Gas Station Brand in the 2025 USA Today 10Best Readers’ Choice Awards.

Sapp Bros. operates multiple restaurant banners at various locations to help guests fulfill a range of cravings. Options include the Apple Barrel Restaurant and Aunt Lu’s Cafe, both of which cater to all dayparts with Start Your Day Classics, signature burgers, entrées and daily specials. There’s also Lucille’s Famous Fried Chicken; Bill & Lucille’s, which offers fresh grab-and-go deli selections for those in a hurry; and Coffee Kettle Cafe, where modern farmhouse charm meets the comfort of home.

Limited-time pizza innovations throughout the year, such as the Hot Sausage Jalapeño and Chicken Parmesan pizzas, give travelers a reason to return and try something new, while deals such as Free Coffee Wednesdays for users of the Sapp Bros. mobile app provide ongoing savings. CSN

FOODSERVICE INNOVATOR TO WATCH

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Going the Distance With General Merchandise

Retailers can boost baskets by curating and promoting the right mix of products

GENERAL MERCHANDISE is rarely viewed as a flashy category.

With consumables like beverages, prepared food, candy and snacks doing more to drive promotions and profits, general merchandise can often be seen as an obligation rather than an opportunity. However, with the right investment and management, the category can pay surprising dividends, especially for travel centers and convenience stores that cater to highway travelers.

At Omaha, Neb.-based Sapp Bros. Inc.’s travel centers, the goal is to offer general merchandise products and services necessary for professional drivers to operate “a traveling office,” according to Brian Sullenger, vice president of center store merchandising.

“We are their shopping center away from home,” he said.

Compared to operators that target average consumers on the road as their primary market, Sapp Bros. makes a point of offering an expanded selection of products that professional drivers need while living on the road in its general merchandise set.

“It is hard for [professional drivers] to get out of mass/grocery/restaurant parking lots, so we cover a lot of needs,” Sullenger explained. “They are also looking for items in larger packages.”

When catering to on-the-road customers, a well-curated general merchandise selection should include a combination of items that meet the needs of all travelers, such as cell phone chargers, seat cushions and backpacks, as well as those more specific to the needs of professional drivers, such as flashlights, air hoses and gloves, according to Oklahoma City-based Love’s Travel Stops.

“Love’s is always listening to customer feedback and whether it be a new flavor of food, accessories for cell phones, today’s latest technologies, or even PPE [personal protective equipment] and necessities for RVers or professional truck drivers, our goal is to meet customers’ needs,” said Lauren Daniels, a spokesperson for Love’s.

In the Mix

For long-haul travelers, one highway can often seem the same as another, regardless of where in the country they’re driving. Leading retailers, however, avoid taking a one-size-fits-all approach and say it’s worth the effort to determine which traits will help them match their product offering to customer need — even with a comparatively smaller category like general merchandise.

“We have a lot of products that are universal across all sites for our guests. We also offer site/regional specific products that are requested,” Sullenger said.

Certain general merchandise items should be guaranteed across locations to give customers the security of knowing they can find what they need at any location in that chain. Sullenger pointed out that cell phone accessories are consistently a big hit with customers, as phone chargers always seem to break during trips but people still need to stay connected.

Other items can offer the same functionality, but be customized to the marketplace.

“One example of regional offerings is Love’s partnership with Buffalo Outdoors. Through this, Love’s brings

high-visibility workwear, featuring logos and designs of all 32 National Football League (NFL) teams, to travel stops across the country based upon the closest NFL franchises to their markets,” Daniels said.

Retailers also can benefit by building up their general merchandise assortment to include unique items or an extensive selection of certain segments, giving drivers a reason to stop at their store instead of the competitor one exit down the highway. For instance, Sapp Bros. offers a “quite impressive” selection of 12-volt appliances and truck parts, Sullenger noted.

There is room to stand out in terms of fun or desirability, too, he said. “Unique items that you don’t know that you can’t live without are always around. You never know what you can add on to build a basket,” Sullenger reported.

Consumers may think of general merchandise as a relatively unchanging assortment, but this isn’t so, according to Daniels. “Everything, from general merchandise to foodservice or snacks, can be influenced by trends and seasonal shifts,” she said.

However, the factors that shape those trends differ from category to category. “Food and snacks rely heavily on impulse and taste, while general merch leans on functionality, design and price point,” she explained.

Not all trends are good, though. “There are some bad trends in general merchandise right now. The professional driver economy is being hit pretty hard,” said Sullenger. “There is not a lot of money for extras laying around. The professional driver is only purchasing what they need.”

To encourage general merchandise purchases, Sapp Bros. is using themed feature displays and display cases to promote important products. “We also use our app to offer great discounts, creating guest loyalty,” Sullenger added.

At Love’s, in addition to short-term promotions, consistent branding and visual appeal are important to boost sales across all customer-facing products, Daniels noted.

“Love’s ensures it has strong and recognizable branding by combining standardized design, consistent visual branding and dynamic in-store marketing,” she said. CSN

Love's goal is to meet the needs of all on-the-road travelers.

Focused on the Long Term

C-store retailers are investing in established technology to secure customer loyalty

INVESTING IN RETAIL TECHNOLOGY is no longer about developing the most future-forward convenience store. For today’s retailers, choosing the right digital offerings, software solutions and equipment is about something far more fundamental to the convenience channel: giving customers a positive shopping experience that compels them to return.

Operators are prioritizing tech that lets them improve their long-term prospects by putting shoppers first, according to the findings of the 2025 Convenience Store News Technology Study

“They are the driving force of any business. Happy customers come back,” said one study participant when explaining their focus on the customer experience.

“They aren’t always looking for the cheapest prices, but they will look for friendly employees and efficiency.”

When asked about customer-facing technology, nearly six in 10 of the c-store operators surveyed view securing customer loyalty as the top business opportunity,

followed closely by providing a better customer experience (cited by 57%). Compelling customers from the forecourt into the store is also seen as a major opportunity, cited by slightly less than half of operators.

The most widely implemented customer-facing technologies continue to be those that shoppers are most likely to encounter, with social media (offered by 71%) leading the way, followed by digital loyalty programs (69%) and mobile apps (62%). Not surprisingly, the industry’s large operators are more likely than small operators to offer all forms of customer-facing tech, with the biggest gaps seen in consumer-facing websites and push notifications.

Looking toward the future, electric vehicle charging stations for the first time are the leading investment priority for c-store operators (cited by 35%), indicating a willingness to adapt to the evolving state of fuel retailing. Interest in GPS/geolocation alerts (32%), adding a retail media network (30%) and push notifications (26%) is also high.

The most widely implemented at-pump technologies currently are ads/coupons at the pump (offered by 57%) and digital monitors at the pump (56%). Just 7% of the retailers surveyed offer merchandise/foodservice ordering at the pump, down from 9% a year ago.

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Top Business Opportunities in Customer-Facing Technology

Securing customer loyalty

Providing a better customer experience

Compel customers from pump into the store

Mobile app tech

Personalized marketing

Providing better product/service info

Replacing aging POS technology

Optimizing signage & menuboards

Improving customer ordering options

Improving brand awareness & trial

Self-checkout technology

Increasing customer payment options

Electric vehicle charging

leading investment priority at the pump (cited by 26%), reflecting a desire to add convenience to every level of the operation.

Ordering & Delivery

The growing importance of the foodservice category continues to push convenience retailers to add technology that supports their prepared food and fresh beverage programs — with their investment plans taking on an increasingly mobile focus.

Nearly six in 10 study participants said securing customer loyalty will drive their investment in customer-facing technologies in the coming year.

Customer-Facing Technology: Currently Offer

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Customer-Facing Technology: Plan to Add

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EV charging stations*

GPS/geolocation alerts

Retail media network*

Push notifications*

Touchscreen monitors for ordering in-store

Text messaging to customers

Email marketing

Digital loyalty program

Digital monitors with ads in-store

Consumer-facing website

For the first time, study participants cited electric vehicle charging stations as their leading investment priority for the future.

Just shy of half the retailers surveyed offer website ordering or plan to add it. Meanwhile, 62% of operators have app ordering or plan to add it. Chain size has a notable effect in this area as large operators are significantly more likely than small operators to already have either ordering method, although they are more focused on app ordering.

Small operators are significantly more likely than large operators to indicate no plans

Customer Delivery

Only 10% of small operators currently offer delivery, compared to 47% of large operators.

In-Store Payment Technology: Currently Implemented

for either website ordering (65% vs. 36%, respectively) or app ordering (53% vs. 17%).

When it comes to order pickup, in-store pickup remains the dominant option, with 61% offering in-store pickup only vs. 31% offering in-store pickup plus other options. The alternatives include curbside pickup, which is the most common among all operators, followed by drive-thru pickup, which is more common among large operators, and pumpside pickup.

Similar to website and app ordering, chain size is a significant differentiator in whether retailers offer delivery. While 47% of large operators currently offer delivery, only 10% of small operators do. Plus, 69% of small operators say they have no plans to add delivery.

For those c-stores that do deliver, thirdparty is the primary channel with retailers turning to partnerships with DoorDash, Uber Eats, Grubhub and other vendors.

Payment Technology

In-Store Payment Technology: Plan to Add

Self-checkout

To give customers more flexibility in how they make their purchases and ensure a positive shopping experience, convenience retailers are exploring alternative payment options.

While credit/debit and third-party mobile payment are the most widely implemented payment technologies currently both in-store and on the forecourt, large operators are embracing electronic benefits transfer, self-checkout kiosks and self-checkout apps in-store, outpacing small operators’ implementation of these payment methods by a significant margin.

In terms of investment plans, retailers are interested in adding a variety of self-checkout options. The top in-store choices are self-checkout using kiosk (26%), self-checkout using app (26%) and self-checkout using AI/sensors (24%). Biometric payment (24%) is also high on the list.

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Our intelligent offer delivery platform analyzes customer behavior to create real-time segmented customer journeys and launches hyper-targeted campaigns that boost frequency and basket size automatically. It’s plug-and-play marketing automation — built specifically for convenience and fuel retailers who want more out of their loyalty programs.

Increased frequency. Bigger baskets. Higher revenue.

Let’s talk about what Mission Controlª can do for your business.

Loyalty Program Features

At the pump, proprietary in-app mobile payment is the top planned payment technology, with 21% of retailers reporting intent to add it. Interestingly, in-store, proprietary in-app mobile payment is down significantly from 38% that planned to add it a year ago.

Loyalty Programs, Apps & Social Media

The availability of loyalty programs in the convenience channel continues to rise, with just under eight in 10 retailers now offering some type of program — up from 68% two years ago.

“Loyalty is driving our business, so we want to make sure we invest in it so that we can continue to drive traffic,” said one study participant. Another noted that there are “lots of options out there. We

“Loyalty is driving our business, so we want to make sure we invest in it so that we can continue to drive traffic.”

— Study participant

App Features

want to reward those who choose us."

Proprietary loyalty programs are the most common, accounting for 55% of existing programs, down from 79% a year ago. Meanwhile, loyalty programs that are tied to a major oil program are on the rise, now accounting for 35%, up 18 points year over year. A quarter of loyalty programs are third-party offerings from vendors such as Upside or GasBuddy.

For the most part, convenience retailers are catering to mobile-focused customers while still meeting the needs of those who prefer to use a physical card. Most loyalty programs have a mobile option, but only about half (52%) are solely accessible via a mobile app, up 8 points from a year ago, while 44% include both a mobile app and physical card.

Nearly all c-store loyalty programs are point/reward based, though 65% only offer points or rewards, while 32% offer a credit card/payment option in addition to points/rewards.

Whether or not they incorporate a loyalty program, the availability of c-store mobile apps is growing with 70% of surveyed retailers now offering one — a 17-point jump from last year’s study. The industry’s large operators are driving this increase. However, a majority of both large operators (83%) and small operators (61%) now have a mobile app.

Retailers are simplifying the app user experience. The average number of app features has dropped from 9.1 to 6.2, with loyalty integration and limited-time offers now being prioritized. Loyalty program tie-ins are the most common mobile app feature (offered by 69% of those with an app), followed by limited-time specials (51%), and proprietary product coupons and vendor coupons (both at 48% availability).

As part of retailers’ digital marketing strategy, usage of social media remains high, with nearly three-quarters of operators leveraging it. Among those retailers, Facebook is the top app (cited by 91%), followed by Instagram (61%) and TikTok (31%). Usage of both Instagram and X (formerly Twitter) has fallen significantly compared to last year.

Retailers report that the most common social media content they put forth is focused on promotions (84%), events (69%), contests (66%) and new vendor products (63%). CSN

If you accepted or processed Discover credit cards between 2007–2023, you could be eligible to get a payment from a class action settlement.

**YOU MAY BE ENTITLED TO A SETTLEMENT PAYMENT**

To receive a payment, file a claim by May 18, 2026

WHAT IS THIS ABOUT?

A proposed class action settlement has been reached in three related lawsuits. The lawsuits allege that, beginning in 2007, Discover misclassified certain Discover-issued consumer credit cards as commercial credit cards, which in turn caused merchants and others to incur excessive interchange fees. The misclassification did not impact cardholders. Discover denies the claims in the lawsuits, and the Court has not decided who is right or wrong. Instead, the proposed settlement, if approved, will resolve the lawsuits and provide benefits to Settlement Class Members.

WHO IS INCLUDED?

The Settlement Class includes all End Merchants, Merchant Acquirers, and Payment Intermediaries involved in processing or accepting a Misclassified Card Transaction during the period from January 1, 2007 through December 31, 2023. To view the full Settlement Class definition, including defined terms and excluded entities, go to www.DiscoverMerchantSettlement.com.

WHAT CAN I GET?

To receive a settlement payment, with very limited exceptions, you will need to file a claim by May 18, 2026 and/or provide additional information to the Settlement Administrator. Under the proposed settlement, Discover will make payments to eligible Settlement Class Members who submit valid claims. Discover has agreed to pay between $540 million and $1.225 billion plus interest in connection with this settlement. Your settlement payment amount will be calculated based on a variety of factors.

YOUR OTHER OPTIONS.

You can file a claim for a payment by May 18, 2026 and/or provide additional information. Alternatively, you can exclude yourself from the settlement by opting out, in which case you will receive no payment under this settlement and retain any right you may have to sue Discover about the claims in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, and the Court approves the settlement, you will be bound by the Court’s orders and judgments and will release any claims against Discover in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, you can object to or comment on any part of the settlement. The deadline to either exclude yourself or object to the settlement is March 25, 2026 Visit the website for information on how to exercise these options.

BREAKING NEW GROUND 2025

This year’s Best New Products Awards winners are helping reshape convenience retail

WITH A RECORD-BREAKING number of submissions, the 2025 Convenience Store News Best New Products Awards program sets a new standard for innovation in the convenience store industry.

Nearly every category was hotly contested this year, but beverages once again dominated the field. Functional drinks led the pack, fueled by growing demand for products that promise focus, performance and wellness. Targeting Generation Z consumers, several new offerings reflect the “go-go-go” lifestyle shaped by gaming and social media, where energy is currency.

By the same token, caffeine is expanding its reach, showing up in unexpected places such as fruit bars and gum, and protein-packed snacks are surging, further

underscoring the heightened focus on energy and nutrition among today’s consumers, especially Gen Z.

Foodservice also stands out this year as another growth area with the introduction of new grab-and-go mini meals and snacks designed for convenience and quality. From cheeseburger bites to stuffed nachos to dips engineered to fit atop a Stanley cup, the winning products of 2025 showcase creative solutions for busy, on-the-go consumers.

Overall, the 29th annual Best New Products Awards program recognizes 52 consumer-selected, innovative products introduced into the convenience channel in the past year. Products brought to the market between June 2, 2024 and June 1, 2025 were eligible for entry.

BIG PROFITS COME IN SMALL PACKAGES.

SMIRNOFF ICE SHORTIES: BUILT FOR C-STORES. BUILT FOR SALES. Your shoppers will love the convenience and flavor! The big news is that Smirnoff Ice Shorties deliver both…big time. This compact, grab-and-go format is perfect for weekends, tailgates, fall celebrations, and just about any occasion. So, capitalize on impulse sales with a proven performer that always delivers. Contact your local Diageo distributor for details.

The 2025 Best New Product Awards winners are:

ALCOHOLIC BEVERAGES: BEER

Pabst Light, Pabst Brewing Co.

Pabst Light isn’t just a lighter Pabst Blue Ribbon. It’s a beer with its own bold, full-flavored profile, brewed with premium ingredients. Having only 96 calories, 3.5 grams of carbs and a crisp, clean taste, Pabst Light bridges heritage lager tradition with today’s wellness trends. Appealing to both new legal-age drinkers and core beer fans, the product offers a trade up without trading out, according to the maker. With high repeat rates, it is evident that Pabst Light’s low-calorie, full-flavor value proposition is resonating.

ALCOHOLIC BEVERAGES:

HIGH ABV

Twisted Tea Extreme,

The Boston Beer Co.

Twisted Tea Extreme combines the fan-favorite taste of Twisted Tea with a higher ABV (8%) in a convenient RTD 24-ounce can. Filling the sweet spot between traditional FMBs and high-ABV alternatives such as flavored malt liquors and canned cocktails, this product delivers bold flavor with more impact without sacrificing drinkability, appealing to consumers who want stronger beverages from a trusted brand. Twisted Tea Extreme opens a new lane in convenience alcohol, fueling growth while maintaining the brand’s fun, approachable vibe. Built with c-stores in mind, the format is ideal for impulse shoppers seeking a high-return, grab-and-go alcohol option.

ALCOHOLIC BEVERAGES: FLAVORED MALT

Smirnoff

Ice Shorties, Diageo

Billed as a breakthrough in the booming ready-to-drink (RTD) space, Smirnoff Ice Shorties are tailor-made for convenience stores and the growing single-serve segment. At a time when consumers are facing increased economic pressure and looking for better value without compromising on flavor or quality, Shorties deliver. Designed for Gen Z and multicultural consumers craving bold flavor, trusted branding and portability, the 13% alcohol by volume (ABV) beverages pair the iconic Smirnoff trademark with bright packaging and a nostalgic pocket-sized bottle. The 200-milliliter size taps into the surge of singles, where mid-proof flavored malt beverages (FMBs) are driving double-digit gains.

ALTERNATIVE SNACKS: ENERGY SNACKS think! Crispy Squares, Glanbia Performance Nutrition

C-store shoppers increasingly want quick, portable, better-for-you (BFY) snacks that go beyond traditional candy and chips, especially tasty options with functional benefits like protein. Available in three craveable flavors — Marshmallow Crunch, Chocolate Crunch and Toffee Pretzel Crunch — think! Crispy Squares deliver with high-protein, ready-to-eat treats that reimagine a nostalgic favorite. Each bar has 15 grams of protein, just 3 to 4 grams of sugar, and 140 to 160 calories. The line combines indulgence with nutrition, positioning think! Crispy Squares as a smart choice for health-minded, on-the-go consumers.

ALTERNATIVE SNACKS: FRUIT SNACKS

That’s it. Energy Fruit Blends, Mango Lime, That’s it. Nutrition LLC

Redefining what an energy snack can be, That’s it. Energy Fruit Blends fill a unique niche between energy drinks and traditional snack bars. Unlike traditional energy drinks loaded with sugar, artificial ingredients and the risk of spills while driving, these bars provide an easy, mess-free, on-the-go energy boost that’s as delicious as it is functional. They’re made with 100% real fruit, organic ingredients, no added sugar and deliver 100 milligrams of clean caffeine from coffee. Plus, the product has a 24-month shelf life, making it easy to stock without worrying about spoilage. Mango Lime was our panelists’ favorite variety.

CANDY: CHOCOLATE

TWIX Snickerdoodle, Mars Wrigley

ALTERNATIVE SNACKS: MEAT SNACKS

Hickory Smoked Hot & Spicy Turkey Sticks, Vermont Smoke & Cure

American consumers are prioritizing protein in their diets, with ingredient transparency and sourcing integrity top of mind. As the meat snacks category grows, shoppers want convenient, clean and easy-to-understand protein sources. Data shows a demand for more poultry-based options, and Vermont Smoke & Cure delivers with its new turkey sticks — a smoky, Southwest-inspired snack with bold paprika, chili and chipotle heat that doesn’t compromise on flavor. Each stick provides 10% to 15% of daily protein needs, is naturally allergen- and gluten-free, and comes in convenient 1-ounce and 0.5-ounce sizes for on-the-go enjoyment.

As the iconic brand of two, TWIX is always looking for ways to double down on flavor. The new TWIX Snickerdoodle brings cozy cookie energy to the candy aisle. It takes everything fans love about TWIX — the crunchy cookie, gooey caramel and smooth milk chocolate — and gives it a delicious twist with a cinnamon-sugar swirl of snickerdoodle-flavored caramel. Inspired by the warm, cozy flavors of the classic snickerdoodle cookie, this latest innovation from TWIX blends nostalgia with today’s flavor trends. The result is a treat that’s both familiar and exciting.

CANDY: GUM

RESPAWN by Razer Gum, Cool Mint, Mars Wrigley

RESPAWN by Razer Gum is crafted for the modern convenience shopper, especially Gen Z and millennials, who make up a growing share of c-store traffic and sales. These consumers seek novelty, functionality and experiences that enhance their mental or physical wellbeing. Infused with green tea and Vitamin B, RESPAWN sugar-free gum is designed to help improve focus while delivering long-lasting flavor. According to its maker, the product is perfect for gamers to enhance concentration and boost cognitive performance. Featuring gamified packaging interaction and gamer-centric brand storytelling, RESPAWN is available in Cool Mint, Pomegranate Watermelon and Tropical flavors. The mint was our testers’ top pick.

CANDY: MINTS

breathROX Blue Raspberry, breathROX

Described as the most fun and functional breath mints on the market, breathROX are sugar-free popping candy breath mints with zinc. According to the company, the mints are as enjoyable as they are effective because the popping action stimulates saliva, while zinc helps neutralize odors and crystals help scrub the mouth. Originally sold only via infomercials and online, the breathROX brand returned to life in 2023 and debuted in retail stores with new flavors. Blue Raspberry was added in December 2024. breathROX Blue Raspberry combines consumers’ love of popping candy with their love of the blue raspberry flavor.

CANDY: NONCHOCOLATE

Shaq-A-Licious XL Gummies,

The Hershey Co. Consumers are craving flavors beyond the ordinary, with sour varieties leading the charge. Enter Shaq-A-Licious XL Gummies, a bold new candy line from basketball legend and entrepreneur Shaquille O’Neal and The Hershey Co. The oversized gummy collection comes in two varieties: Shaq-A-Licious Original, which features gummies molded after Shaq’s face in peach, orange and berry punch flavors; and Shaq-A-Licious Sour, which includes three playful shapes in pineapple, mixed berry and watermelon flavors. With gummies now the largest and fastest-growing sweets segment, Shaq-A-Licious XL Gummies echo Shaq’s larger-than-life personality and stand out for their playful and vibrant approach.

CANDY: NOVELTY

CIGARETTES

Southern Harvest, WMLR LLC

Southern Harvest stands out in the cigarette market for its innovation, quality and value. Proudly crafted from the finest U.S. flue-cured tobacco grown by skilled southeastern farmers, the product celebrates the region’s tobacco heritage. This dedication to American-grown leaf ensures a rich, smooth and satisfying flavor. Positioned between deep-discount and top-tier brands, Southern Harvest offers adult consumers the best of both worlds — premium taste without the premium price. It is exclusively available in Florida, Mississippi and Texas, providing c-store retailers in these markets with a differentiated product that builds customer loyalty and repeat visits.

Sweet Revenge Jalapeño Fudge, Country Fresh Food & Confections

Sweet Revenge Jalapeño Fudge, a premium treat with a bit of heat, is described as a delightful combination of sensory indulgence. Made with high-quality ingredients, the product blends smooth, rich fudge with a spicy kick for a truly unique c-store offering that appeals to fans of bold, spicy snacks. Our panelists praised its smooth texture, balanced flavor and standout quality. The 2-ounce flow-wrapped pieces come in an eye-catching, full-color display. Optional display racks enable multiple Country Fresh Food & Confections fudge flavors — including Habanero and Chocolate Walnut — to be stacked together for maximum impact.

DELI PRODUCTS

Prosciutto & Provolone Snack Tray, Volpi Foods

Volpi’s Snack Trays stand at the crossroads of premium deli craftsmanship and functional snacking, offering a balanced charcuterie experience that satisfies flavor cravings and wellness goals. The Prosciutto & Provolone Snack Tray pairs savory prosciutto, creamy provolone and crisp crackers for a fresh, satisfying on-the-go snack. Appealing to clean-label, health-conscious consumers, each portion contains 12 grams of protein from 100% “Raised Responsibly” U.S. pork that has no added hormones, nitrates or nitrites and is sourced from local farms that prioritize environmental stewardship and animal welfare. This unique offering fills an unmet need for better-for-you, graband-go protein options that combine quality, taste and ethical sourcing.

FOODSERVICE: BAKERY

Rich’s Fully Finished Cinnamon Rolls, Rich Products Corp.

Every convenience store retailer can offer delicious, freshly baked-tasting cinnamon rolls — no oven required — with Rich’s Fully Finished Cinnamon Rolls. They arrive frozen and ready to thaw and serve, saving on labor and prep time. The indulgent 3.5-ounce cinnamon rolls feature signature string icing for a handiced look and deliver a sweet, cinnamon-forward treat perfect for breakfast or an anytime snack. Retail-ready in four-, six- or eightpack clamshells for guaranteed freshness, Rich’s Fully Finished Cinnamon Rolls make it easy to tempt customers and boost sales with bakery-quality goodness right from the freezer to the shelf.

FOODSERVICE: BREAKFAST

Meat Lover’s Breakfast Craver Bowl, NuVue Foods

On-the-go customers seeking a hearty breakfast beyond the classic sandwich will love the Meat Lover’s Breakfast Craver Bowl. The product combines scrambled eggs with breakfast sausage, diced bacon, crispy potatoes, peppers, onions and Mexican blend cheese. The inspiration behind the Craver Bowl line is craveable meal concepts packed into a small yet filling bowl. With an eye-catching label, ideal portion size and perforated film for easy display, Craver Bowls are simple for store owners to merchandise in hot boxes or coolers. Designed with both customers and operators in mind, the product delivers big flavor in a compact, ready-to-enjoy format.

EDIBLE GROCERY

¡Yo Quiero! Grab & Go! Dips, Fresh Innovations LLC

¡Yo Quiero! offers a vibrant line of 10 Grab & Go! Dips crafted for on-the-go lifestyles, including guacamole, salsa, white dips and high-protein bean dips. Each 4-ounce container fits into cup holders, car trays, car seats and even Stanley cup lids, making snacking easy anywhere. Made in small batches and nutrient-dense, the line crosses multiple dayparts and appeals to road warriors, busy families and health-minded snackers. Each Grab & Go! case is display ready and holds 12 units. The product can be merchandised in a cooler by the roller grill, next to sandwiches and salads in the fresh case, or with other grab-and-go snacks.

DIFFERENTIATE YOUR FRESH CASE TO BOOST SALES

Create bundle deals with chips, veggies, sandwiches and roller grill items.

PROVIDE HIGH DEMAND PRODUCTS

Customer driven convenience for on-the-go snacking.

CREATE A BILLBOARD OF DIPS

Display ready cases of 6 or 12, 4oz cups. Minimum 45 day shelf life.

FOR MORE INFORMATION Contact: Sales@Yoquierobrands.com

FOODSERVICE: CONDIMENTS

Sue Bee Sea Salt Honey Packets, Sioux Honey Association

As convenience stores grow their foodservice programs, products that deliver both flavor and function stand out. Sue Bee Sea Salt Honey Packets offer a premium, all-natural sweetener with a touch of salt — perfect for breakfast items, cheese trays, fried chicken, biscuits or beverages. Meeting today’s demand for clean-label ingredients, these packets add a gourmet touch while supporting portion control, hygiene and consistency. Ideal for busy commuters, athletes or customers seeking BFY options, Sue Bee Sea Salt Honey Packets help enhance menus and elevate the customer experience at c-stores.

FOODSERVICE: CREAMER PRODUCTS

Rich's All-In-One Creamer, Rich Products Corp.

Demand for specialty cold drinks is booming, especially among younger consumers. Rich’s All-In-One Creamer helps c-store operators tap into this trend with a versatile solution for specialty coffees, smoothies, cocktails, dirty sodas, boba teas, soups and sauces. The formula features primarily nondairy ingredients with a milk derivative for a clean, neutral flavor. Packed frozen in 32-ounce cartons (12 per case), Rich’s All-In-One Creamer has a 540-day frozen and 21-day refrigerated shelf life. It can be used as a foam, whipped topping or beverage base. Operators simply need to thaw and pour.

FOODSERVICE: DINNER/HOME MEAL REPLACEMENT Ultimate Philly Cheese Sausage, Johnsonville Johnsonville’s Ultimate Philly Cheese Sausage reimagines the classic Philly cheesesteak for the roller grill, combining real red and green bell peppers, onions and creamy provolone inside a premium pork sausage. Fully cooked, flame-seared and ready to serve, it delivers indulgent, nostalgic flavor — no kitchen, grill or skilled labor needed. This unique product offers the full cheesesteak experience in a portable format, sitting at the intersection of comfort food and convenience. It’s a high-quality, operationally friendly solution that satisfies flavor-seeking customers and fills an underserved niche beyond traditional sausage or hot dog choices.

FOODSERVICE: FROZEN DISPENSED BEVERAGES Sour Patch Kids Lemonade Fest Slush, Sunny Sky Products

The Sour Patch Kids Lemonade Fest Slush transforms the iconic “sour then sweet” candy experience into a refreshing, lemonade-flavored frozen treat. This innovative product blends a top-selling sour confection with the popular slush format, tapping into consumer demand for adventurous, fun flavors — especially during warmer months. Leveraging the No. 1 sour candy’s powerful brand equity, the Sour Patch Kids Lemonade Fest Slush engages a broad audience from kids to nostalgic adults, and fills a unique niche in the frozen beverage category. Available in both carbonated and uncarbonated formats, the product drives traffic and impulse sales, boosts seasonal sales, offers strong profit margins and differentiates the traditional c-store offering.

FOODSERVICE: LUNCH

Cheeseburger Sliders, NuVue Foods

Sliders offer a diverse, portable meal option perfect for customers on the go. New from NuVue Foods, its Cheeseburger Sliders deliver big taste in a small package and appeal to a wide range of shoppers. With their familiar flavor and nonintimidating size, they’re ideal for children, teens and adults alike. Designed for both coolers and hot boxes, the convenient two-pack fits easily into most store layouts and pairs seamlessly with meal deals and promotions. According to the maker, these Cheeseburger Sliders encourage cross-selling by pairing them with chips, beverages or other popular c-store items, boosting both sales and customer satisfaction.

FROZEN FOODS

FOODSERVICE: SNACKS

El Monterey Stuff’d Nachos, Ruiz Food Products Inc.

Tapping into the growing trend of ethnic and fusion foods, El Monterey Stuff’d Nachos reinvent the classic Mexican snack with authentic flavors in a convenient, mess-free format. Featuring a crispy outer shell filled with three cheeses, seasoned ground beef, mild jalapeños, tomatoes and Mexican spices, the product delivers a balanced, crave-worthy taste and is perfect for on-the-go snacking. Stuff’d Nachos bridge the gap between indulgent, high-quality snacks and the need for quick, mess-free options suitable for busy lifestyles. In addition, their easy prep makes them an ideal grab-and-go offering for c-stores, leveraging the proven track record of the El Monterey brand.

Ultimo! Pizzeria Frozen Pizza, Core-Mark International Ultimo! Pizzeria Frozen Pizza redefines the category with unbeatable value, quality and appeal. Designed to rival national chains, it offers restaurant-quality pizza at a fraction of the cost. Priced at two for $10.99 for either the cheese or pepperoni variety, the product provides exceptional value, helping families stretch their budgets amid inflation. Made with premium ingredients such as vine-ripened tomato sauce, hearty pepperoni and rich mozzarella, Ultimo! Pizzeria Frozen Pizza delivers fresh-baked flavor in just minutes. With 94% of Americans enjoying pizza monthly, this high-quality product meets the strong demand and consistently exceeds expectations.

FROZEN NOVELTIES

M&M’S Peanut Butter Ice Cream Cookie Sandwiches, Mars Wrigley

M&M’S Peanut Butter fans can now get the taste they love in an ice cream sandwich. In 2024, 307.7 million Americans were projected to enjoy peanut butter, up from 299.3 million in 2020. With demand for peanut butter growing, Mars Wrigley decided to build on its portfolio with the launch of M&M’S Peanut Butter Ice Cream Cookie Sandwiches. The product pairs M&M’S Peanut Butter Minis with baked sugar cookies and a rich, creamy peanut butter ice cream for the perfect bite. Delivering a multitexture experience, this item taps into a growing market.

HEALTH & BEAUTY CARE: ENERGY SHOTS

Proper Wild Clean Energy Shot, Peach Mango, Proper Wild Inc. Proper Wild blends consumer demand for BFY ingredients with the energy shot category’s needs. These innovative shots combine organic caffeine and L-theanine with organic fruit juices to deliver clean, long-lasting energy that fuels the brain with reduced jitters. The Peach Mango variety was the favorite of our judges. Offering an alternative to traditional energy drinks, Proper Wild can attract new customers and drive incremental sales, the company noted. In 2024, the brand expanded nationally to nearly 20,000 convenience stores with its compact bottles that cater to busy, on-the-go consumers seeking a convenient, effective energy boost.

HEALTH & BEAUTY CARE: VITAMINS & SUPPLEMENTS

UNDO Hangover Gummies, UNDO Gummies

UNDO Gummies redefines functional convenience with a grab-and-go hangover prevention gummy made for today’s on-the-move consumer. Formulated with clinically studied ingredients such as DHM, milk thistle, electrolytes and B-vitamins, UNDO Hangover Gummies empower consumers to celebrate without tomorrow’s consequences. Designed to be taken before or while drinking, the product fills the untapped niche of on-the-go hangover prevention. Packaged in bold, single-serve pouches that resemble a pink condom wrapper, UNDO Hangover Gummies can be a perfect impulse buy when placed at the register.

HEALTH & BEAUTY CARE: FAMILY PLANNING EarlyPT Pregnancy Test, Cadence OTC

Despite pregnancy tests outselling condoms in the food, drug and mass channels, less than 20% of c-stores currently carry them, leaving millions of women underserved. Cadence OTC saw this gap and acted with the introduction of the EarlyPT Pregnancy Test. Priced at $9.99, which is about 30% less than the leading brand, EarlyPT provides affordable, reliable care when women need it most. Designed specifically for c-stores, the product’s sleek, discreet packaging can hang or stand, making it easy to merchandise in tight shelf spaces. EarlyPT not only fills a category gap, but also brings new trips, higher basket rings and fresh relevance to the HBC set.

LIQUOR

BuzzBallz Berry Cherry Limeade Cocktail, Sazerac Co. Inc. BuzzBallz Berry Cherry Limeade Cocktail stands out on c-store shelves with its vibrant blue liquid and distinctive sphere-shaped bottle, breaking away from traditional alcoholic beverage packaging. Offered in a convenient single-serve format, it combines refreshing tartness with sweet berry notes, appealing to adult consumers seeking fun, approachable flavor options. At 15% ABV, the beverage delivers a stronger kick than many other options in the RTD liquor category. BuzzBallz Berry Cherry Limeade Cocktail also stays fresh without refrigeration, making it ideal for varied c-store environments and driving impulse purchases.

LOTTERY

Barcode-to-NFT Scratch-Off Ticket Program, Rewards Inc.

The PDF417 barcode-to-NFT scratch-off ticket program bridges traditional instant-win gaming with the emerging world of NFTs (non-fungible tokens), creating a novel offering for the convenience channel. By pairing a tangible scratch-off ticket with a secure, blockchain-verified digital collectible, this hybrid format appeals to tech-curious Gen Z and millennials while still engaging existing lottery customers. By modernizing the traditional scratch-off ticket experience, the program provides c-stores with a unique, high-margin product that differentiates them from competitors, attracts new foot traffic and positions them as innovative retail hubs in an increasingly digital marketplace.

OTHER TOBACCO PRODUCTS: CIGARS

White Owl Tips, Smooth, Swedish Match

White Owl Tips combine the finest Reserve Blend pipe tobacco with bold packaging and accessible pricing to deliver an exceptional HTL pipe-tipped cigar experience. Offered in FoilFresh pouches for guaranteed freshness, the new line comes in two price points — two for $1.29 and “Save on 2 Cigars” — for maximum flexibility. White Owl’s loyalty program, White Owl Bird Bucks, is also included on the packaging, giving customers the opportunity to redeem points from their routine purchases. With White Owl Tips, consumers can expect a fresh, aromatic cigar. The Smooth variety was the clear-cut winner with our judges.

OTHER TOBACCO PRODUCTS: VAPING PRODUCTS

Three Cart Pack + FREE 510 Battery, Adult Candy Co.

The Three Cart Pack + FREE 510 Battery lets users “Decide Their VIBE” with three distinct strain experiences — Indica, Hybrid and Sativa — in one package. By including a battery, it is ready to use right out of the box, eliminating extra purchases or guesswork. Unlike typical disposable vapes that offer only a single-strain experience and are often imported with questionable manufacturing standards, this trio is lab-tested, made in the United States, and free of heavy metals and contaminants, the maker noted. Tailor-made for the c-store environment, the product ships in an 18-unit display case with bright graphics. Each individual unit is also peg-ready, offering flexible merchandising options.

OTHER TOBACCO PRODUCTS: WRAPS Limited-Edition Premium Natural Leaf Wraps, Original, Al Capone

Al Capone Premium Natural Leaf Wraps offer a roll-your-own experience in three variants — Original, Cognac and Rum — giving customers the choice between sweet, flavored options or a bold, unflavored classic. The Original variety emerged as our panelists’ favorite. Launched in April, the limited-edition wraps are paired with striking packaging and a “Buy 5, Get 1” promotion. As the only double-bonded, self-sealing wraps on the market, Al Capone wraps turn seven times faster than the industry average and deliver excellent margins, according to the company.

2 AWARD WINNING

PLUS TRY OUR NEWEST ADDITION AT THE 2025 NACS SHOW BOOTH #S6149

Johnsonville’s focus on flavor innovation helps you elevate your roller grill game. With flavors like our Ultimate Philly Cheese Sausage, winner in the CSN–Best New Products, and the awardwinning Ultimate Hot Honey Sausage, our on-trend products make your roller grill a C-Store centerpiece. Visit us at NACS Booth #S6149 and sample our NEW Ultimate Fajita Sausage.

PACKAGED BEVERAGES: BOTTLED WATER

Ice Mountain Spring Water Aluminum Bottle, Primo Brands

The Ice Mountain Spring Water Aluminum Bottle is more than water — it’s a premium, high-velocity solution that helps convenience retailers win with today’s eco-conscious consumer. Sitting at the intersection of premium hydration, sustainability and convenience, the regional product replaces traditional plastic with sleek, 100% recyclable aluminum. This packaging keeps the water colder, delivers a premium look and feel second only to glass, and resonates with on-the-go, high-income shoppers willing to pay more for sustainable choices. The Ice Mountain Spring Water Aluminum Bottle drives sales while aligning with shifting environmental values.

PACKAGED BEVERAGES: ENERGY DRINKS

RIOT Energy Citrus Lime, RIOT Energy

Consumers no longer need to make a choice between wellness and their daily energy. As demand for BFY beverages is rising, RIOT Energy delivers with clean, simple, great-tasting ingredients without sacrificing functionality. Sweetened with real fruit and having zero artificial ingredients and no added sugar, RIOT Energy drinks appeal to consumers who avoid traditional energy drinks due to chemical-laden profiles. RIOT Energy Citrus Lime delivers 160 milligrams of natural caffeine, 100 milligrams of L-theanine for mental focus, and a daily serving of B12. According to the company, the brand is over-indexing with Gen Z and Hispanics, bringing more consumers into the category.

PACKAGED BEVERAGES: CARBONATED SOFT DRINKS

Sprite + Tea,

The Coca-Cola Co. Launched nationwide in May as a limited-time offering, Sprite + Tea is a first-of-its-kind beverage that blends the crisp, iconic lemon-lime taste of Sprite with natural tea essence and iced tea aroma, creating a flavorful fizz with tea’s familiar qualities. Inspired by a viral trend with 121 million TikTok views, the product transformed social buzz into a convenient, ready-to-drink option that bridges the gap between sparkling soft drinks and tea, two core categories in the convenience channel. Our judges loved this caffeine-free and refreshingly unique beverage, which they described as reminiscent of a southern sweet tea mashup.

PACKAGED BEVERAGES: ENHANCED WATER

Splash Refresher Sparkling, Rocket Freeze, Primo Brands

Today’s consumers are actively seeking BFY options, but they’re not willing to give up bold, sweet flavor. With sparkling now the top-selling format in sweetened water, Splash Refresher Sparkling offers guilt-free refreshment without sacrificing the sparkling sweetness people love. With a vibrant, flavor-forward lineup that gives shoppers exciting choices, the 16-ounce beverages deliver craveable flavors with zero sugar, calories and color. The Rocket Freeze flavor was our judges’ top pick. Combining health-conscious benefits with indulgent taste, Splash Refresher Sparkling proves that wellness doesn’t have to be boring.

PACKAGED BEVERAGES: JUICE DRINKS

Welch’s 10-Ounce Zero Sugar Juice, Tropical Punch, Welch’s

When consumers told Welch’s that their No. 1 reason for buying less juice was to reduce sugar intake, the brand innovated. The new Welch’s Zero Sugar Juice combines trusted quality with a healthier, family-friendly format, making it an easy “yes” for parents and kids alike. Bursting with vibrant, real fruit flavor, the 10-ounce beverages deliver the taste Welch’s is known for without the sugar, and are an excellent source of Vitamin C. Three flavors — Tropical Punch, Strawberry and Concord Grape — give consumers the variety they want in a product they can feel good about. Tropical Punch garnered the highest marks from our judges.

PACKAGED BEVERAGES: READY-TO-DRINK COFFEE

Cold Brew Latte Banana Split, bp U.S. Convenience

The new private label brand of bp, epic goods, created a true category disruptor with its ready-to-drink Cold Brew Latte Banana Split. Made with 100% Arabica beans, the 11-ounce beverage delivers a double espresso caffeine boost with the nostalgic delight of a banana split — something no other brand offers. The product is crafted with real milk for a smooth latte texture and brewed low and slow for maximum flavor, creating a premium, flavor-forward experience. Since launch, this SKU has outperformed bp’s core cold brew flavors by more than double, proving that consumers are eager for bold, indulgent twists on functional beverages.

PACKAGED BEVERAGES: READY-TO-DRINK TEA

Yerba Madre Bravo Mango, Yerba Madre

Formerly Guayakí, Yerba Madre aims to leads the RTD tea category with purpose-driven innovation, honoring indigenous knowledge and deepening its commitment to product integrity and consumer trust. Its newest release, Bravo Mango, is a tropical, ready-todrink yerba mate that blends creamy, floral mango with bright citrus and provides a clean 150-milligram caffeine lift with no added sugar. Certified organic and fair trade, the beverage delivers bold botanical flavor and smooth, sustained energy from naturally occurring caffeine, theobromine and polyphenols. At just 15 calories and 2 grams of sugar per can, Yerba Madre Bravo Mango offers a BFY option without sacrificing flavor or accessibility.

PACKAGED BEVERAGES: SPORTS DRINKS

Más+ by Messi, Limón Lime League, Más+ Next Generation Beverage Co. Global soccer star Leo Messi couldn’t find a hydration beverage that delivered great flavor and quality ingredients, inspiring the creation of Más+ by Messi. Designed for on-the-go hydration, the line combines a balanced blend of electrolytes, vitamins, minerals and antioxidants with an amazingly refreshing taste. Each 16.9-ounce bottle has just 10 calories, 1 gram of sugar, and no artificial sweeteners or colors. Our panelists loved all four flavors, but Limón Lime League was a cut above the rest. Now available at more than 17,000 convenience stores nationwide, Más+ by Messi is disrupting the sports drink category.

PACKAGED

BEVERAGES: THC THC Infused Seltzers, Mad Tasty

As beer, wine and spirits sales stagnate, cannabis-infused seltzers are taking more than 10% market share from alcohol in regulatory friendly states, shifting growth from craft beer and craft cocktails to craft cannabis. Mad Tasty is a premium national brand with supply chain integrity that’s now offering low-dose, 5-milligram THC infused seltzers, which are vegan, gluten-free and have just 30 to 45 calories per can. Available in 19 states and growing, these THC seltzers appeal to consumers seeking a BFY way to relax and celebrate responsibly. Viewed as a healthier alternative to alcohol, soccer moms, millennials, Gen Z and beyond are choosing this option.

PACKAGED BEVERAGES: OTHER

Noka Superfood Smoothie, Noka Organics LLC

Noka is a superfood smoothie that’s delicious, healthy and refreshing — making it appealing to adults and kids alike. Certified USDA organic, non-GMO, gluten-free and vegan, the product is also free of added sugar and preservatives. Each flexible, screwcap pouch delivers at least 5 grams of plant protein and 3 to 5 grams of dietary fiber. Priced at $2.99 and per fect for on-the-go snacking, especially in the car, Noka offers convenience channel shoppers a wholesome, affordable option that’s great for families, fueling busy life styles with clean nutrition.

PACKAGED SWEET SNACKS: DOUGHNUTS Hostess Donettes Apple Cinnamon Fritter Rings, The J.M. Smucker Co.

Hostess Donettes Apple Cinnamon Fritter Rings put a modern spin on the classic Hostess Donette. Inspired by the shape of Japanese mochi doughnuts, the product has a unique pull-apart bubble shape, fitting into the popular trend of mini, poppable and portable snacks. Designed to capitalize on the growing immediate-consumption occasion and appeal to on-the-go millennial and Gen Z men, these soft and fluffy doughnuts are bursting with apple cinnamon flavor, made with real apples and topped with a delicious glaze. Hostess Donettes Apple Cinnamon Fritter Rings are great for mornings with coffee or as a portable snack.

PACKAGED SWEET SNACKS: BARS

Rice Krispies Treats Mega Size Bar Salted Caramel, Kellanova

This mega-size Rice Krispies Treat takes the classic snack to a new level by combining its comforting taste with the rich flavor of salted caramel and a craveable topping of caramel-flavored chips. Ideal for shoppers seeking more size, flavor and satisfaction, the product bridges the gap between a nostalgic treat and a premium dessert-like snack, capitalizing on growing consumer desire for elevated flavors like salted caramel. Perfect for an afternoon craving, latenight bite or a moment of reward, this oversized snack delivers a treat that feels premium and indulgent at an accessible price point of $2.09.

MADE WITH REAL APPLES

FUN PULLAPART BUBBLE SHAPE

PACKAGED SWEET SNACKS:

SNACK CAKES

Jenny Lee Gobs, Red Velvet, 5 Generation Bakers

Jenny Lee Gobs offer bakery quality in a convenient, individually packaged format. Two moist cake layers sandwich scratch-made real buttercream frosting, creating a superb handheld whoopee pie treat. The product is available in Devil’s Food with white buttercream, Yellow Cake with cinnamon buttercream and Red Velvet, the winner with our panelists. The 3.25-ounce pies are shipped frozen and have a 10-day shelf life at room temperature. According to the maker, Jenny Lee products fill a niche for superior bakery quality at popular prices through convenient channels, while delivering higher than normal margins for c-store operators.

SALTY SNACKS: CORN CHIPS

Bugles Salt & Vinegar, General Mills Convenience

Bugles Salt & Vinegar is a zesty, salty twist on America’s favorite cone-shaped crunchy snack that taps into a top trending flavor in the category. The product delivers on three key drivers of consumer behavior: nostalgia and novelty; bigger, bolder flavor; and "me time" snacking. Sales in the puffed and extruded snack segment remain strong, especially for brands embracing bold, flavor-forward innovations. The Bugles brand continues to gain momentum through targeted product launches and expanded availability in impulse and value channels, delivering exciting new options for the salty set in a size and format that’s great for the on-the-go patron.

Boost sales with Pittsburgh’s rendition of a whoopie pie featuring Jenny Lee buttercream between layers of red velvet cake.

Also available:

• Chocolate GOB — devil’s food cake with white buttercream

• Cinnamon GOB — yellow cake with cinnamon buttercream All products individually

And don’t miss our Jenny Lee SammichesTM — Breakfast-on-the Go Favorites!

• Sausage, Egg & Cheese • Bacon, Egg & Cheese

Heat & Eat French Toast Breakfast Sandwiches are made from our award-winning, customer-favorite Jenny Lee Cinnamon Swirl Bread® — go from fridge to cash register in less than 1 minute. Contact

SALTY SNACKS: MIXED

Spicy Dill Chex Mix, General Mills Convenience

With salty snacks being a primary destination that’s shopped throughout the day, it is imperative that c-stores stock impactful offerings. General Mills Convenience is spicing up the salty snack aisle with Spicy Dill Chex Mix, a flavor-blasted twist on the classic mix. The product delivers an intense, layered flavor experience that meets consumer demand for bold variations of familiar favorites. Themed pieces — including seasoned Chex cereal, mini breadsticks, pretzels and crispy crackers — create an irresistible crunch in every bite. Chex Mix continues to perform strongly in the convenience channel by driving excitement with innovative flavor combinations.

SALTY SNACKS: NUTS

Kravings Snacks Chipotle Cashews, Kravings Snacks

Kravings Snacks’ premium flavored cashew line elevates the nuts category with hand-selected, high-quality cashews and bold, inventive flavor profiles. Meticulously roasted for the perfect crispness, each variety is crafted with a focus on clean ingredients and a memorable taste experience. The line’s wide variety of distinctive flavors, like Chipotle Cashews, appeal to a broad range of palates. As demand grows for higher-quality BFY snacks, these flavored cashews are an ideal fit for c-stores because they deliver the premium, on-the-go snacking experience that today’s shoppers seek, and enable retailers to capture higher sales per transaction.

HYDRATE LIKE A CHAMPION

Más+ Next Generation Beverage Co. is excited for Más+™ by Messi to be named a 2025 Convenience Store News Best New Product for daily hydration.

SALTY SNACKS: PUFFS

Pringles Mingles, Cheddar & Sour Cream, Kellanova Pringles Mingles marks the brand’s first format innovation in more than 15 years, moving beyond the iconic can into the bagged snack aisle. As Pringles’ first puffed snack, Mingles deliver a crispy exterior, airy interior and bold flavor mashups such as Cheddar & Sour Cream and Sharp White Cheddar & Ranch. Our judges favored the Cheddar & Sour Cream variety. Already exceeding sales forecasts, Mingles fills a whitespace in the salty snacks category by introducing a totally new texture experience under a familiar and trusted brand. The new format is proving popular with Pringles loyalists and new shoppers.

SALTY SNACKS: READY-TO-EAT POPCORN

Superstar Crunch, Prospector Popcorn

Superstar Crunch from Prospector Popcorn combines premium dark chocolate-drizzled caramel popcorn with multicolored milk chocolate chips for an indulgent, handcrafted snack that pops in c-store environments. The versatile product fits within sweet snacks, gourmet popcorn and indulgent impulse sets. Originally launched for Autism Acceptance Month, Superstar Crunch quickly proved strong enough for year-round placement, driving impulse purchases and delivering high margins. As shopper behavior shifts toward meaningful purchases, its mission-driven story combined with bold packaging and a binge-worthy flavor resonate with today’s shoppers while standing out in the crowded snack set.

WINE

Lush Slush Wine Cocktail, Dreamsicle, Bloomers Frozen Drinks

Lush Slush Wine Cocktails by Bloomers Frozen Drinks present a premium alternative to traditional wine and canned cocktails. The brand gives c-stores two key revenue drivers: a ready-to-drink bottled orange wine that’s naturally fermented and additive-free; and the ability to rent a slushie machine built to serve it frozen. This turnkey setup provides stores with an easy way to serve alcoholic slushies. Offering bold flavors such as Bushwacker, Hurricane and our judges’ favorite Dreamsicle, built on a 12.73% ABV orange wine base, Lush Slush Wine Cocktails cater to adult consumers looking for something fun and refreshing.

OVERALL INNOVATION

Cheesyburger Bites, OLM Food Solutions

Cheesyburger Bites reimagine one of America’s favorite foods in a portable, high-protein snack that delivers value for both convenience store operators and consumers. Combining seasoned ground beef, cheddar cheese sauce and dill pickle relish in a soft golden crust, this innovative product offers the flavor and satisfaction of a cheeseburger without the mess or wait. For consumers, Cheesyburger Bites have a high filling-to-dough ratio and each four-bite serving delivers 12 grams of protein. For operators, they’re freezer-to-oven ready, bake in 15 minutes, hold for two hours and drive up to 53% gross profit.

A panel of consumers judged submitted products on value, convenience, appearance and packaging, along with attributes such as taste and ingredients for edible items. Judging was supervised and tallied by Past Times Marketing, a New York-based consumer research and product-testing firm.

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THE ALLURE OF BUC-EE'S

The renowned travel center chain sets the standard for "retailtainment"

JUST OFF INTERSTATE 75 IN GEORGIA, a bright-red cartoon beaver smiles from a billboard that simply reads, "Cleanest Bathrooms in America – Next Exit." For road-weary travelers, that's not just a slogan, it's a promise.

When they pull into the sprawling Buc-ee's parking lot minutes later, they are met with 100 fueling positions, clean restrooms with stalls twice the size of any competitor's, walls full of house-made snacks, aisles of branded merchandise, 30-plus checkout lanes and associates making fudge, carving barbecue and mixing nuts.

It's part convenience store, part roadside attraction and all Buc-ee's.

"Buc-ee's is unique in its 'retailtainment' positioning. They take the mundane and turn it into a mega-experience," said Polly Flinn, founder and principal of Flinnstone Strategies, a Chicago-based business and retail strategy consulting firm. "Once you pull off the interstate, you

Clocking in at 75,593 square feet, Buc-ee’s Luling, Texas, store holds the Guinness World Record for the world’s largest convenience store.

realize that all of the cars on the highway are following you. This is no ordinary gas station or travel center."

Since its founding in 1982, Buc-ee's has been flipping the traditional c-store script, gaining a cult-like following across its chain of 50-plus stores. While traditional convenience is about speed and proximity, Buc-ee's is about scale, spectacle and storytelling. It's a hybrid of a c-store, quick-service restaurant, roadside attraction and gift shop — all executed with operational discipline.

"Buc-ee's is the one-stop shop of the interstate. Sure, they are 30-acre sites with 100 fueling positions and a 60,000-square-foot store with an average 15,000 customer count per day. One might say that sounds way too busy and not very convenient, but with 30-plus checkout locations, 50 to 80 bathroom stalls, acres of parking and every product you can imagine you might want to buy on a road trip, customer perception is it’s very easy to stop, shop and then get back on the road again," Flinn told Convenience Store News

Brand Builders

Much of Buc-ee's success is tied to novelty. Unique private label merchandise featuring its Bucky the Beaver mascot is the soul of

the brand — and one of the most differentiated when compared to any retailer in any sector right now, Flinn pointed out.

In addition to its well-known myriad of food, beverage, bakery and snack offerings — from Beaver Nuggets, Buc-ee's Jerky and Nug-ees to Pecan Logs, fresh Texas barbecue, kolaches and homemade fudge — Bucky the Beaver's face can be found on apparel, tumblers, plush toys, home goods, travel accessories and novelty items.

"It's a key component of how Buc-ee's keeps its 'retailtainment' distinctiveness and drives return visits from interstate customers, but also from locals living within 50 miles of a Buc-ee's," Flinn said. "They have unique merchandise and with a touch of 'treasure hunt' discovery, like a warehouse retailer such as Costco that is also seasonally and locally relevant."

Another key element of Buc-ee's retailtainment strategy is its local relevance. While 98% of the chain’s offer is consistent across its multistate portfolio, the retailer chooses one to two local elements to dial up depending on what a certain locale is known for. For instance, peanuts in the state of Georgia.

"They are also excellent using holiday merchandise to add relevance and buzz to their stores, like the Fourth of July and Christmas," Flinn added.

In addition to its merchandising strategy, clean restrooms have long been Buc-ee's claim to fame and are a part of its brand identity. Known for their massive size — featuring dozens of stalls — and for being immaculately maintained, Buc-ee's takes pride in making its restrooms a top priority. In fact, the company won the "Best Restroom in America" award from Cintas in 2012.

"Too many convenience retailers view the layout of the bathrooms in a new store as a place to reduce their build costs in number of stalls, size of stalls as well as size of counter space and sinks, whereas Buc-ee's goes big on bathrooms," Flinn remarked. "I've often shared that retailers should add a position called chief merchant of bathrooms alongside their personnel who are expert merchants for fresh food, salty snacks and confectionery."

As a result of Buc-ee's commitment, cleanliness has become part of the customer value proposition — and a reason to choose Buc-ee's over competitors.

"Buc-ee's owns 'big.' Wherever they open, they cannibalize all three sectors: c-store, QSR and travel center. Nothing they do is ordinary; it is all extraordinary. That is the secret of their retailtainment experience — go big or go home," Flinn explained. "They do it with fresh food, convenience products, general merchandise, bathrooms, parking, fueling positions, and are now starting to expand their car wash offer. Who would have ever expected a dual bay fast exterior car wash on the interstate to do the business they are doing?"

Scalability With Soul

Buc-ee's began a multistate expansion in 2019. While the majority of stores are in its home state of Texas, the chain has since opened in Alabama, Florida, Georgia, Kentucky, Mississippi, Missouri, South Carolina, Tennessee, Colorado and Virginia. Bucky the Beaver is also on the move with new builds in several more states, including Arizona, North Carolina, Ohio, Arkansas, Louisiana, Wisconsin and Kansas.

As Buc-ee's expands beyond its southern roots, the question looms: Can the formula scale? Flinn has a hunch

Buc-ee's is known for its proprietary product offerings such as fresh Texas barbecue and homemade fudge.

that Buc-ee's overall offer is a formula that will work well across all 50 states. However, it's important to recognize that Buc-ee's gets the operational basics right all day, every day.

"This gives them permission to go beyond the basics and excel at entertaining their customers with experience, merchandise and food," she said. "Our industry unfortunately does not get the operational basics right most of the time."

As consumer expectations evolve, Buc-ee’s appears to be a leading indicator of a broader shift. Its success rides on intersecting tailwinds: road trip culture, demand for fresh food, experiential retail and hyper-clean environments.

As the retailer continues to cannibalize four interstate sectors — c-stores, QSRs, travel centers and roadside restaurants — it seems Buc-ee’s offer is future-proof.

“They have a lot of room to expand across the interstate system in the U.S.,” Flinn said, noting that whether or not Buc-ee’s model will work in suburban or urban settings remains to be seen. “I’ve often wondered how a suburban version of Buc-ee’s might fare against Sheetz or Wawa. … It would be fun to watch.”

Lessons for the Industry

Can traditional c-store operators take a page from the

“Buc-ees owns ‘big.’ Nothing they do is ordinary; it is all extraordinary. That is the secret of their retailtainment experience — go big or go home.”
— Polly Flinn, Flinnstone Strategies

Buc-ee’s playbook? According to Flinn, the answer is yes.

There are many elements to be inspired by and ones that are transferable to a convenience store or truck stop business. Some examples she provided are:

• Create an authentic brand character to add fun and storytelling. “Besides Bucky the Beaver, an example of a successful c-store chain that does this well is Stinker Stores with its Polecat Pete skunk character.”

• Reinvest in restrooms. “Get serious about your restroom strategy and offer. Don’t make it a set-and-forget element of your customer experience, but [rather] one you want to excel at to have it be a destination driver for your customers.”

• Refresh your marketing strategy. Buc-ee’s quirky billboards have become iconic, for example. “The approach is both unique and entertaining.”

• Embrace local. Sit down with your team and brainstorm all the unique and fun ways you could differentiate your offer in your geography. “Pick something and go big with it. If that doesn’t work, try again. The great thing about retail is you can try something for very little cost in one store and do-learn-do.”

"If your business is ready to go beyond the functional basic of running a great store every day, all day, then the next step is to dial up fun. If you surprise them with not only a well-run operation, but an enjoyable, unexpected, delightful experience in either food, merchandise, store design/décor, you’ll have the winning formula,” Flinn said. CSN

The Bucky the Beaver mascot is a key differentiator for Buc-ee's.

The Importance of Putting People First

To

create inclusive workplaces, organizations need to cut through the noise

FIVE YEARS SINCE the height of the Black Lives Matter movement, political pressure, public scrutiny and budget constraints, among other factors, are causing companies to scale back or abandon their commitments to diversity, equity and inclusion (DEI).

One of the chief misunderstandings about DEI, however, is that it is about putting people first in the workplace — all people. At its core, the goal is to foster an inclusive work culture that celebrates differences, allows team members to bring their whole selves to work, and enables companies to benefit from diversity of thought and background.

As Michelle Jolivet, founder and president of DEI Recruiting & Consulting and HR-Inclusion, pointed out in a recent webinar presented by Convenience Store News and Altria Group Distribution Co., DEI boils down to adopting a more strategic perspective to create an inclusive work culture that’s going to help the organization move forward.

“It is about creating an inclusive hiring process, and that is merit-based hiring; and it’ll be about structured

interviews that create a more fair and equitable process, equal pay transparency, and really looking at initiatives that create a more diverse workforce so that you are bringing different types of experiences into your organization, which is going to drive your business,” Jolivet said during the webinar titled “TWIC Talk: It’s About People, Not Politics.”

She shared “the three A’s” an organization must embrace to establish an inclusive work culture:

1. Authenticity: Define your organization’s true values and maintain consistency, especially during challenging times.

2. Accountability: Measure meaningful results beyond representation, focusing on inclusion metrics and employee engagement scores.

3. Action: Move beyond performative

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statements with concrete employee initiatives and community engagement programs.

Other elements she suggests companies focus on are employee resource groups, mentorship programs, and psychological safety practices and accommodations that allow all employees to bring their full self to work.

Inclusion in Convenience Retail

When it comes to retail — an industry that touches all communities — it is critically important to cut through the negative sentiments surrounding DEI, according to fellow webinar speaker Rayma Alexander, director of corporate

“It really is quite a connected scenario where you have the customer, you have the employee and you have the community and all those voices and representation needs to happen.”
— Rayma Alexander, The Wills Group

communications and diversity, equity and inclusion at The Wills Group, the La Plata, Md.-based parent company of Dash In convenience stores.

“When you think about who the convenience store customer is, it’s a very diverse community, right? Companies that want to grow, be profitable and be relevant really need to think in ways that are best for the business,” Alexander said.

“One of the things that we really need to consider is that we’re part of a global community, whether it’s the people and their backgrounds, whether it’s the products that are being produced and sold, whether it’s the technology we’re using, social media. We’re really more connected than ever,” she explained. “And our collective diversity, equity and inclusion is fueling innovation and loyalty and productivity and profitability and engagement and purchasing power.”

DEI needs to start “at home” for companies, Alexander added. Organizations need to ask and answer questions such as: What are your goals? Who are your customers? What do your customers want? What kind of employees do you need to reach these goals to connect with these customers? What do these employees need to thrive and be successful?

“It really is quite a connected scenario

where you have the customer, you have the employee and you have the community and all those voices and representation needs to happen,” she said.

forward to today, the way that we approach team members and hear from them has to change given that we’re at 642 locations and growing. So, as we think about that, one of the things that we devised is culture tours and it’s a different way that I can go out and visit with team members across the organization. It’s purely a means of having a little bit of a structured setting wherein they let me know, “Hey, here are some suggestions.” And really it’s a path forward so that everybody can think about ways to improve the business. These are the folks that are close to the customer, so naturally I think they’re the ones that would have ideas on how to make things better for the customer but also how to make the organization better.

The Path to Inclusion

For companies at the beginning of their inclusion journey, Jolivet recommends starting with an engagement survey to find out where employees currently stand, determine strengths and weaknesses, and create a baseline from which to work.

CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?

“Attracting and retaining top talent is essential to your growth as an organization, but it has to be aligned with what you as a company and your mission, vision and values are. You as an organization have to determine what that is,” Jolivet said. “Then, you have to look at your employee base and your customer base and what’s important to them.”

LOVE MEYER: In terms of I&D initiatives, we became more purposeful in hearing from groups within Love’s. We talked about the culture tours, but this is really standing up employee resource groups as a way to hear from groups that are traditionally called underrepresented. So, we have a women’s ERG, a Black ERG and a veteran’s ERG. We’re using these groups as a way to elevate the respect part of what we’re doing within Love’s. We’re excited about those, but know that’s one part of our I&D journey.

forward to today, the way that we approach team members and hear from them has to change given that we’re at 642 locations and growing. So, as we think about that, one of the things that we devised is culture tours and it’s a different way that I can go out and visit with team members across the organization. It’s purely a means of having a little bit of a structured setting wherein they let me know, “Hey, here are some suggestions.” And really it’s a path forward so that everybody can think about ways to improve the business. These are the folks that are close to the customer, so naturally I think they’re the ones that would have ideas on how to make things better for the customer but also how to make the organization better.

CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?

Alexander agrees that defining your values as an organization is a crucial first step, noting that values underlie everything you do. “My advice is to identify and know your values, and be committed to living them,” she said. “Examine your policies and your

programs, look at your structure and your processes, and get really real and honest about those as you walk your DEI journey.”

Company culture goes hand in hand with company values, according to Jolivet. A company’s culture needs to be more than words on a poster — it must be something all involved live by day to day, from the very top of the organization down.

“At every level, everyone should know what your culture is so that if I walk into the organization and I ask the first person I meet that’s working at the reception desk what your culture is or I ask a cashier what your culture is, they can tell me,” she said. “If they can’t, then you don’t really have a culture. You just have a policy that’s up on the board. We see that so often; companies and leadership will do once a year, rah, rah, rah. But it isn’t lived in the values, it isn’t lived in the decisions.”

Adding to that, Alexandar reiterated that a company’s values have to drive its culture.

We also announced this spring the Love Family Women’s Center at Mercy Hospital Oklahoma City. The 200,000-square-foot facility is able to better serve more women and the multifaceted care they need. There’s two other things: one is our years-long partnership with Urban League of Oklahoma City, and then for our 60th anniversary [this year], we’re doing a special donation to DonorsChoose. We’re able to donate $60,000 to DonorsChoose and that’ll fund 188 school projects at Oklahoma City-area schools. I am so happy and thrilled to be able to do that.

CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?

“Leadership has to embrace it and model it and challenge when things don’t really align with the culture; actually weed those things out of the culture so that the culture can be as strong as it can be, knowing that it will adapt and change, but the foundation stays the same,” she said. CSN

CSN: Can you highlight some of Love’s most valuable I&D initiatives to date?

LOVE MEYER: In terms of I&D initiatives, we became more purposeful in hearing from groups within Love’s. We talked about the culture tours, but this is really standing up employee resource groups as a way to hear from groups that are traditionally called underrepresented. So, we have a women’s ERG, a Black ERG and a veteran’s ERG. We’re using these groups as a way to elevate the respect part of what we’re doing within Love’s. We’re excited about those, but know that’s one part of our I&D journey.

LOVE MEYER: One that we announced earlier this spring is a partnership with Oklahoma Sooners Women’s Softball (OU). I’d say that OU softball is one of the winningest programs in softball history. … One of the things we got to know of the team is their way of operating both on and off the field, and the values alignment with Love’s, pardon the pun, was strikingly similar. That was one of the prime drivers of our decision to give the $12 million gift toward Love’s Field, one of the largest philanthropic gifts that’s been given to women’s sports. But also, the way that we’ve been able to elevate women’s athletics through this donation.

We also announced this spring the Love Family Women’s Center at Mercy Hospital Oklahoma City. The 200,000-square-foot facility is able to better serve more women and the multifaceted care they need. There’s two other things: one is our years-long partnership with Urban League of Oklahoma City, and then for our 60th anniversary [this year], we’re doing a special donation to DonorsChoose. We’re able to donate $60,000 to DonorsChoose and that’ll fund 188 school projects at Oklahoma City-area schools. I am so happy and thrilled to be able to do that.

LOVE MEYER: Yeah, it’s interesting. People talk about ROI a lot, rightly so. And I think what a lot of companies are realizing is that it’s hard to tie ROI directly to I&D. A lot of times people talk about metrics and numbers. And for us, we really think that it goes back to how we cultivate that culture statement of respecting and taking care of each other. Ultimately, we’re more focused on the outcome as opposed to the metrics that get us there and that’s helped us be successful for 60 years. I fully am optimistic and know that we’ll be able to get there and be able to be successful on our own journey, the same as we’ve done with other parts of the business. CSN

THE 2025 CONVENIENCE STORE NEWS TOP WOMEN IN CONVENIENCE PROGRAM IS SPONSORED BY:

CSN: Your I&D efforts extend outside of the company and into the community. Can you talk about some of those programs?

LOVE MEYER: One that we announced earlier this spring is a partnership with Oklahoma Sooners Women’s Softball (OU). I’d say that OU softball is one of the winningest programs in softball history. … One of the things we got to know of the team is their way of operating both on and off the field, and the values alignment with Love’s, pardon the pun, was strikingly similar. That was one of the prime drivers of our decision to give the $12 million gift toward Love’s Field, one of the largest philanthropic gifts that’s been given to women’s sports. But also, the way that we’ve been able to elevate women’s athletics through this donation.

CSN: In your experience, what has the return on investment (ROI) been from your inclusion and diversity efforts?

LOVE MEYER: Yeah, it’s interesting. People talk about ROI a lot, rightly so. And I think what a lot of companies are realizing is that it’s hard to tie ROI directly to I&D. A lot of times people talk about metrics and numbers. And for us, we really think that it goes back to how we cultivate that culture statement of respecting and taking care of each other. Ultimately, we’re more focused on the outcome as opposed to the metrics that get us there and that’s helped us be successful for 60 years. I fully am optimistic and know that we’ll be able to get there and be able to be successful on our own journey, the same as we’ve done with other parts of the business. CSN

The Top Women in Convenience program is part of The Convenience Inclusion Initiative, a Convenience Store News platform that champions a modern-day convenience store industry where current and emerging leaders foster an inclusive work culture that celebrates differences, allows team members to bring their whole selves to work, and enables companies to benefit from diversity of thought and background.

THE 2024 CONVENIENCE STORE NEWS BUSINESS CASE FOR DIVERSITY & INCLUSION PROGRAM IS UNDERWRITTEN BY:
Love’s aims to cultivate a culture of respect and taking care of each other.

HOW TO BUILD A STRONG CULTURE OF FEEDBACK

Convenience Store News' Future Leaders Learning Lab provides techniques to move through the discomfort of feedback conversations and turn them into opportunities for learning

GIVING AND RECEIVING FEEDBACK can feel uncomfortable, yet feedback is one of the most powerful tools to build trust, deepen engagement and drive continuous improvement across organizations.

As part of Convenience Store News’ Future Leaders Learning Lab, leadership coach and trainer Jen Recla explored how to give and receive feedback more effectively. The webinar series aims to give participants techniques and tools they can use to take their careers to the next level.

According to Recla, the most important mindset to step into when giving or receiving feedback is a growth mindset. Coined by psychologist Carol Dweck, a growth mindset is defined as the belief that abilities and intelligence can be developed through dedication, effort and continuous learning. With this mindset, it is believed everyone can change and grow through application and experience, and that we are in control of our skills.

positive feedback and recognition, Recla shared the acronym SMART: sincere, meaningful, agile, relevant and timely.

2. Give constructive feedback that drives growth

There are three frameworks to help shape constructive feedback:

• The first is crucial accountability, where you reflect on what you observed and then clearly outline your expectation by identifying the gap that needs to be addressed.

• The second is radical candor, which is focused on giving direct, honest feedback while still demonstrating compassion for the person you’re giving feedback to.

• The third is situation behavior impact, where you’re describing what the situation is, being specific about when this happened, and sharing the behavior you observed without passing judgment and what affect their behavior had on others.

SCAN THE QR CODE BELOW TO WATCH THE REPLAY:

A fixed mindset, on the other hand, assumes that abilities are static and individuals have a certain level of intelligence or talent. So, if we have a fixed mindset when we give or receive feedback, it makes it harder to receive openly and to give feedback in a way that is helpful.

“When we're in a growth mindset, we hear feedback as a chance to get better, and we give it in a way that helps others grow too, because we believe they can improve,” Recla explained.

Once in a growth mindset, there are three key areas that will help build a strong culture of feedback, according to Recla. They are:

1. Recognize your team in ways that resonate

Appreciating the people on your team regularly is important because it strengthens trust, increases motivation and boosts performance. To frame

3. Receive feedback with grace & confidence Research shows there are three triggers that can challenge the feedback experience: questioning the accuracy of the feedback (truth); doubting the credibility of the person delivering it (relationship); and feeling that the feedback threatens one’s self-image (identity).

By understanding these triggers, leaders can respond more effectively — encouraging curiosity and dialogue when truth is questioned, separating content from relationship dynamics when credibility is an issue, and helping team members regulate emotions and adopt a growth mindset when identity feels threatened. This approach not only diffuses defensiveness, but also fosters more productive, trust-based feedback exchanges, Recla said.

The Future Leaders Learning Lab is an element of CSNews' Future Leaders in Convenience (FLIC) program. Now in its eighth year, FLIC is designed to help celebrate and develop the next generation of c-store industry leaders. It provides a forum for talented young business people to hone their leadership skills and also recognizes the achievements of a select few rising stars already making significant contributions to the industry. CSN

Jen Recla
C-Store Services

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Dash In Debuts a Refreshed Look

AT ITS MORE THAN 55 convenience stores throughout Maryland, Virginia and Delaware, Dash In wants its customers to have a consistent experience. That goal — and the desire to deliver an “enhanced” shopping experience — are at the heart of its Neighborhood 2.2 project.

The c-store chain, which is owned by La Plata, Md.-based The Wills Group, is partnering with retail solutions provider GSP’s Retail Environments Team on the brand evolution. The collaboration seeks to provide Dash In’s customers with:

• A more intuitive and enjoyable shopping environment

• A contemporary design language that creates a cohesive and engaging brand experience

• The same brand experience throughout the chain

Dash In recently debuted its new look at two remodeled pilot store conversions in Maryland near the headquarters of its parent company. The store conversions were conducted while remaining open to minimize shopper disruption, with the majority of work completed overnight.

Prior to the remodeling process, GSP used 3D scans of each store to provide a visual record of the assets, strengths and challenges in each location. The scans provided an accurate recording, reducing the number of required planning trips to each store and allowing key

decisions to be made in the office. GSP also leveraged the scans to value-engineer the decor package so that it delivers the same customer experience at both new-toindustry and legacy stores.

Dash In and GSP will leverage the insights gained from the pilot locations to ensure a successful rollout at the 24 additional stores slated for remodel this year. An assortment of factors — footprint, store traffic, categories and level of foodservice offered — will affect how each store is remodeled. Meticulous attention to the placement of décor, fixtures, materials, colors and other branding elements will create a cohesive and engaging brand experience.

“We want our Dash In customers to enjoy an enhanced shopping experience that supports the investment in our menu offerings,” said Ryan Wilkins, brand and content manager for The Wills Group. “The consistent and detailed brand application across our stores supports our mission to transform everyday errands into something more delicious, delightful and rewarding.”

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