CSN March 2026

WHAT’S NEXT IN CONVENIENCE AND FUEL RETAILING

JOINING FORCES

OUR SECOND-ANNUAL CATEGORY EXCELLENCE AWARDS RECOGNIZE OUTSTANDING INDUSTRY PARTNERSHIPS

Stronger Together

Collaboration powers the success of the convenience store industry

AS I’M WRITING THIS, the 2026 Milano Cortina Olympic Games are wrapping up. Each night, I’ve watched with awe as athletes smash previous Olympic and world records, reaching new highs in their sports and making it look easy — but they haven’t been doing it alone.

Teamwork, even in the individual events, is front and center. Teamwork between the athletes and their coaches. Teamwork between the athletes and their fellow players. Teamwork between the athletes and their families, who so often sacrifice so they can achieve their dreams.

The Olympic motto is “Citius, Altius, Fortius — Communiter,” which translates from Latin to “Faster, Higher, Stronger — Together.” It emphasizes unity and solidarity. I’ve been thinking a lot about these same themes as my fellow editors and I have been putting together this issue, which spotlights our 2026 Category Excellence Awards winners.

Now in its second year, the Category Excellence Awards recognize outstanding collaborations between a retailer category manager and their supplier or distributor partner. These awards illuminate the power of partnership in the convenience store industry, and I’m happy to report that entries this year nearly doubled from the number received last year.

As convenience retailing continues to get more complex and competitive, collaboration between the industry’s retailers, suppliers and distributors is

of increasing importance. Teamwork is essential for winning executions and overall success.

We at Convenience Store News aspire to not only shine a light on the exceptional partnerships that are powering the c-store industry, but also provide the networking and information-sharing opportunities that help these partnerships come into being.

We’re especially excited for our 2026 Convenience Foodservice Exchange (CFX) event, which will take place May 6-8 in San Antonio. Focusing on store and food tour experiences, expert presentations, collaboration, networking and idea sharing, this event connects retailers and their supplier partners to maximize opportunities, solve problems and prepare for future growth.

This year’s CFX arrives at a pivotal moment as convenience retailers face shrinking margins, shifting consumer habits and increasing competition. They’re being challenged to rethink what “foodservice” means in a world where convenience alone no longer guarantees success. I encourage you to secure your spot for CFX 2026 today at events.csnews.com/cfx2026.

I also urge you to think about new ways that you can collaborate with your suppliers and distributors in the months ahead. Take inspiration from the winners spotlighted in this issue and perhaps next year, you’ll be gracing our pages. Remember, we are stronger together!

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

EDITORIAL EXCELLENCE AWARDS (2016-2026)

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

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

SNAP to It!

What convenience retailers need to know now about changes to the food stamp program

According to industry data, 118,317 convenience stores — about 45% of all SNAP retailers — participate in the program.

FOR DECADES, the Supplemental Nutrition Assistance Program (SNAP) — still commonly called food stamps — has been a quiet but important part of the convenience store business. SNAP isn’t just a social program. It’s also a retail program. And right now, it is undergoing some of the most sweeping changes we’ve seen in a generation.

At its core, SNAP helps low-income Americans afford food by providing monthly benefits redeemable at authorized retailers. Today, more than 42 million Americans rely on SNAP, and convenience stores play an outsized role in serving them. According to industry data, 118,317 convenience stores — about 45% of all SNAP retailers — participate in the program, often in neighborhoods where grocery stores are scarce or nonexistent.

That is why the current round of SNAP changes should matter to every convenience retailer, whether you operate one store or several thousand stores.

As outlined during a recent virtual meeting of the Convenience Leaders Vision Group (CLVG), the SNAP program is entering a compliance minefield. Eighteen states have now received approval to restrict the purchase of certain products using SNAP benefits — including soda, candy and sugar-sweetened beverages. The problem is not the elimination of supposedly unhealthy foods, but that there is no standard definition.

“No two states are alike in how they’re defining the words candy or sugar-sweetened beverages, soft drinks or soda,” Margaret Hardin Mannion, director of government relations at NACS, said during the CLVG meeting. “It’s all completely different.”

For retailers operating across multiple states — or even near state borders — this patchwork creates confusion, risk and real cost. The industry is staring at an estimated $1 billion in upfront compliance expenses, compounded by guidance that arrived at the 11th hour. As CLVG participants noted, significant clarification wasn’t released until Dec. 31, 2025, leaving retailers little time to prepare.

As Hal Adams, a longtime c-store executive and former managing director of OXXO USA, put it bluntly: “I encourage everybody to go back to their business and look at their SNAP dollars, particularly if you do business in food desert areas. … It’s a pretty good chunk of business.”

Another looming issue is proposed changes to SNAP stocking requirements. Moving from three to seven varieties across four food groups may sound reasonable on paper but in practice, it could force thousands of convenience stores out of the program altogether.

Jonathan Polonsky, CEO of Plaid Pantry, warned that these changes could have unintended consequences. “[The new SNAP guidelines are] going to force people to the big-box stores. … They are creating food deserts where there are not, where they don’t exist right now.”

That’s the irony at the heart of these reforms. Policies intended to improve nutrition may instead reduce access, especially in underserved communities where convenience stores are often the closest or only food option.

For c-store operators, education and preparation are key. Understanding your SNAP sales exposure, staying current on state-by-state rules, and engaging with industry groups and associations will be critical in the months ahead.

For comments, please contact Don

Longo,

Editorial

Director

Emeritus, at dlongo@ensembleiq.com.

Joining Forces

Our second-annual Category Excellence Awards recognize outstanding industry partnerships.

48 A Competitive Car Wash Upgraded technology, mobile apps and subscription plans are leveling up the business.

DITOR’S NOTE 3 Stronger Together Collaboration powers the success of the convenience store industry.

SNAP to It! What convenience retailers need to know now about changes to the food stamp program.

Tackle Turnover Once & For All Small operators are discovering that transparency and stability are their strongest retention tools.

INSIDE THE CONSUMER MIND 74 Evolving From Impulse to Intention To combat declining trips, the convenience channel needs to reset its value equation.

CONTENTS MAR 26

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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

ASSOCIATE BRAND DIRECTOR Rachel McGaffigan - (774) 212-6455 rmcgaffigan@ensembleiq.com

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DESIGN/PRODUCTION/MARKETING

ART DIRECTOR Cristian Bejarano Rojas crojas@ensembleiq.com

PRODUCTION DIRECTOR Pat Wisser pwisser@ensembleiq.com

MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com

SUBSCRIPTION SERVICES LIST RENTAL mbriganti@anteriad.com

SUBSCRIPTION QUESTIONS contact@csnews.com

CORPORATE OFFICERS

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TOP VIEWED STORIES

Love’s Kicks Off $700M ‘Road Ahead Plan’

1

The plan calls for more than half of Love’s sites to be newly constructed or remodeled by 2035. Love’s will close locations that are being remodeled to complete construction faster while still offering amenities such as fuel, restrooms, and light food and drinks via a mobile building.

2

Convenience Store News Unveils Small Operator Academy

This free education program is designed to help the convenience store industry’s independents and small chains overcome their biggest challenges and stay competitive. New content, including video seminars and expert columns, will be added biweekly.

3

U.S. District Judge Upholds Illinois Swipe Fee Ban on Taxes & Tips

U.S. District Judge Virginia Kendall ruled against claims that the federal National Bank Act preempts Illinois law. She noted that the fact that swipe fees are set centrally by Visa and Mastercard, regardless of the issuing bank, is a “core snag” in the lawsuit.

4

Seven & i Focuses on Marketing & Value Creation

7-Eleven Inc.’s parent company is seeing positive results from an updated merchandising strategy and focus on costs. The retailer achieved a cumulative cost reduction of $119 million in the third quarter of fiscal year 2025 vs. year ago through rigorous cost management.

5

Jernigan Oil Sells C-stores to Sunoco Retail

The deal included 56 Duck Thru Food Stores in North Carolina and southeastern Virginia. Jernigan Oil plans to reinvest and grow its other businesses, including propane distribution, commercial fuels, fuels transportation and marina operations.

How Circle K Is Rethinking Loyalty to Meet Value-Driven Shoppers

As today’s convenience store shoppers increasingly seek meaningful savings and relevant rewards to help offset ongoing macroeconomic pressures, Circle K’s Inner Circle rewards program highlights how retailers are evolving loyalty strategies to better meet customer needs.

“At Circle K, we’ve focused on listening to our customers’ needs and leveraged our loyalty program to deliver personalized, everyday value that delivers real, tangible benefits — it’s not a one-sizefits-all approach,” said Rick Rasor, vice president of loyalty at Circle K. “Our Inner Circle program is designed to meet customers where they are, offering fuel rewards, everyday savings and surprise perks that make their day a little brighter.”

For more exclusive stories, visit the Special Features section of csnews.com.

MOST VIEWED NEW PRODUCT

Dropp & Pinnacle Digital Payment Alternatives

PODCAST

The Cost of Hiding in the Workplace

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 episode, inclusion and belonging expert Ruth Rathblott discusses how hiding in the workplace limits the success of both individuals and the organizations they work for, and explains what can be done to create workplaces where everyone can thrive.

Dropp Inc., an innovator in instant, low-cost digital payments, partners with The Pinnacle Corp., a leader in cloud platform products, to introduce Dropp Pay-by-Bank and Pay-by-Stablecoin payment rails for U.S. fuel and convenience retailers. Integrated into Pinnacle’s Affiniti Cloud POS, this next-generation solution offers merchants a cost-effective alternative to traditional card processing networks — reducing transaction costs, enhancing margins and delivering faster, more secure checkout experiences for consumers, according to the companies.

Dropp Inc. Montclair, N.J. dropp.cc

A QUICK SHAKE. A BIG UPGRADE.

On produce. On snacks. In beverages. And everything in between. Make it Twang.

Couche-Tard Unveils New Growth Strategy

“Core + More” focuses on core platforms and targeted investment opportunities

ALIMENTATION COUCHE-TARD INC., parent company of the global Circle K brand, debuted a new strategy entitled “Core + More” that outlines a framework to support long-term profitable growth.

The initiative focuses on strengthening the Laval, Quebec-based convenience retailer’s core platforms while pursuing targeted investment opportunities. This approach is designed to amplify existing strengths, such as scale and network, and expand into areas positioned for future growth.

“Core + More is a focused strategy that builds on our leadership in core categories while investing in the areas that will position Couche-Tard to win the customer for years to come,” President and CEO Alex Miller said during a Business Strategy Update in February. “By enabling it all with the capabilities, technology, data and supply chain that support our stores, we can amplify what we do best for customers today and unlock new growth for tomorrow.

“This strategy is about turning the full

power of our scale, network and people into greater value for our shareholders, and I’m incredibly proud of the talent and commitment of our team as we begin this next chapter,” Miller continued.

Couche-Tard’s core categories, including nicotine products, beverages and fuel, remain the primary drivers of traffic across its network. Miller also highlighted Couche-Tard’s foodservice journey, acknowledging that analysts and investors have questioned its long-term growth potential.

“We’ve had some nice growth in the first two quarters, and I can tell you that growth has accelerated. We’ve got the playbook down,” Miller assured. “We’ve got it now in 2,800 stores, and we’re putting it in another 900 stores. We are going to stay focused on food. It is a natural place for us.”

Couche-Tard’s investments in the supply chain are helping to expand assortment while controlling costs, which will remain a primary focus, he added.

Company leadership shared that the outlook for fiscal 2026 through 2030 includes compound annual growth of 4% to 5% in merchandise and service revenues, and 6% to 8% in adjusted profit. Free cash flow for fiscal 2026 is projected to exceed US $2.5 billion.

FAST FACTS

+3.3%

Retailers expect faster beverage category growth of +3.3% this year vs. +2.4% in 2025.

— Goldman Sachs “Beverage Bytes”

Eye on Growth

The number of c-stores selling fuel increased by 768 stores last year, reaching 122,620.

— NACS/NIQ TDLinx

Royal Farms added several new convenience stores to its network in the closing days of 2025 and opening days of 2026. The retailer welcomed customers to new locations in California, Md.; Baltimore; and Dudley, N.C.

Yesway opened two new-to-industry Allsup’s stores — one in Odessa, Texas, and the other in Monahans, Texas — during the fourth quarter of 2025. These additions brought the retailer’s total Texas store count to 250 locations.

Hot Spot began ringing up customers at its newest Hottie’s Kitchen in late January. The Hottie’s Kitchen program is now available at 15 of the chain’s 41 stores.

— Acosta Group 71%

More than seven in 10 U.S. shoppers (71%) support stricter rules on artificial ingredients.

Weigel’s Stores Inc. closed out 2025 by adding the 88th c-store to its network. Located in Bristol, Tenn., the location offers a modern shopping experience with made-to-order food and fresh graband-go selections.

Love’s Travel Stops opened its first location of 2026 in early February. Located in Alamosa, Colo., the 4,984-square-foot country store features three RV hookups, four RV parking spaces and an RV dump.

Campbell Oil Co. is growing in North Carolina. The parent company of Minuteman Food Mart acquired the assets of the gasoline and fuel division of Smith Oil Co., a fuel provider based in Salemburg, N.C.

Retailer Tidbits

Weigel’s Stores Inc. launched a redesigned MyWeigel’s Rewards mobile app that prioritizes speed and clarity from the moment guests open the app. The redesign introduced multiple enhanced features, including trivia.

Launched during the retailer’s 95th anniversary year, the trivia feature asks questions about Weigel’s heritage.

Parker’s Kitchen debuted its first PK2 prototype, featuring a larger store design with an angled food area and deeper store footprint. The Port Wentworth, Ga., store is also the first to feature the retailer’s made-to-order beverage program.

bp plc is rolling out a digital coupon program for consumer packaged goods within its Earnify loyalty app. The program was developed in partnership with Inmar Intelligence and retail media provider Axonet.

Supplier Tidbits

22nd Century Group launched VLN reduced nicotine content cigarettes at roughly 140 Circle K locations in Illinois. VLN cigarettes are now authorized for sale in 45 states.

Bluebox Smart Ice and Water is now included in Core-Mark International’s exclusive Core Partners program. This partnership gives Bluebox exclusive access to Core-Mark’s marketing, promotions and trade show visibility as a top distributor.

CandyRific and Hilco Sweets have combined forces under the CandyRific banner. The newly combined company will leverage CandyRific’s distribution expertise and retail relationships with Hilco Sweets’ product innovation and brand partnerships.

TravelCenters of America, part of the bp portfolio, expanded anti-human trafficking training in partnership with TAT, formerly known as Truckers Against Trafficking. The alliance focuses on education at sites in high-traffic areas.

ExtraMile Convenience Stores LLC teamed up with Swiftly to integrate its Alcohol Cashback program into the ExtraMile, Chevron and Texaco mobile apps. The cashback offer is also part of the brands’ combined rewards program.

Quality Mart added Tres Picosos foilwrapped burritos to its menu at 53 locations across North Carolina. The Tres Picosos lineup is available daily from 6 a.m. to 6 p.m.

The Coca-Cola Co.’s “Refresh Like a Champion” campaign celebrated seven Team USA athletes and brought fans together for the 2026 Milano Cortina Olympic and Paralympic Winter Games. The campaign included immersive in-store activations.

Chobani is the Official Nutrition Partner of U.S. Soccer, and its La Colombe Coffee Workshop brand is the Official Coffee and Cold Brew Partner. Together, Chobani and U.S. Soccer will champion nutrition and empowerment.

Washworld, a manufacturer of car wash systems, added Washers Solutions as a new member of its distributor network. Washers Solutions will team up with SPA Equipment to fully represent Washworld in Michigan.

PepsiCo Inc. is lowering the suggested retail prices on most of its snack brands by up to nearly 15%. This includes Lay’s, Doritos, Cheetos and Tostitos products.

Coca-Cola

Mini Cans

The Coca-Cola Co. is rolling out its popular mini cans as a singleserve option in convenience stores nationwide. The initial assortment includes Coca-Cola Original Taste, Coca-Cola Zero Sugar, Coca-Cola Cherry, Sprite, and Fanta Orange. Rotating offerings such as Sprite Winter Spiced Cranberry, which combines Sprite’s original lemon-lime flavor with spices and tangy cranberry flavors, will also be part of the assortment. Each 7.5-ounce can has a suggested retail price of $1.29.

THE COCA-COLA CO. • ATLANTA • COCA-COLACOMPANY.COM

Ghost Protein Bars

Isadora Mexican Food

Verde Valle introduces a portfolio of ready-to-eat Mexican food in the United States that offers authentic flavor without lengthy preparation time. The new Isadora Collection includes Original Refried Beans, lightly seasoned with onion and spices; Isadora Barbacoa, featuring tender beef simmered with rich spices to capture the essence of classic barbacoa without the long prep; and Mexican Rice with Corn, which blends flavorful Mexican rice cooked to a loose, fluffy texture with sweet yellow corn for a touch of natural sweetness. The Isadora Collection uses packaging that ensures shelf stability without the need for refrigeration.

VERDE VALLE FOODS • DALLAS • ISADORAMEXICANFOOD.COM

General Mills and lifestyle brand Ghost have joined forces to bring Ghost Protein Bars to the market. Each high-protein dual bar delivers 20 grams of protein, has only 2 grams of sugar, and is 250 to 270 calories. Varieties include Chocolate Caramel, Chocolate Chip Cookie Dough, and Chocolate Peanut Butter. According to the companies, these protein bars are the first-ever two-stick layered format — a nod to classic candy bars. Ghost Protein Bars have a suggested retail price of $3.69. Each serving includes two bars per pack.

GENERAL MILLS CONVENIENCE • MINNEAPOLIS • GENERALMILLSCONVENIENCE.COM

Nerds Grape Strawberry Slush

Sunny Sky Products teams up with candy brand Nerds for its latest frozen beverage innovation. Nerds Grape Strawberry Slush delivers the bold, nostalgic flavors consumers crave, while providing operators with a high-impact, easy-to-execute frozen program that drives traffic and profitable beverage occasions across dayparts, according to the company. The frozen carbonated variety comes in a 3-gallon BIB, yields 384 servings per BIB (12-ounce finished beverage), and has a shelf life of 12 months. The frozen uncarbonated variety comes in two packaging options: a 0.5-gallon bottle that yields 33 servings per container; or a 3-gallon BIB that yields 202 servings. Both have a shelf life of 12 months.

SUNNY SKY PRODUCTS • HOUSTON • SUNNYSKYPRODUCTS.COM

Hussmann Reach-In With Microblock Technology

The newest merchandiser from Hussmann, a Panasonic company, features Microblock Technology. The display case has an all-in-one, top-mounted refrigeration system to simplify the installation and service process. The plug-and-play, self-contained refrigeration system comes pre-charged with propane, and all refrigerant components — including the compressor, condenser and evaporator — are contained in a single, compact design that requires no additional piping. The RLN-A and RMN-A are available in two, three, four and five door configurations. These self-contained merchandisers can be installed individually or in lineups using acrylic partitions to create a complete store solution. HUSSMAN CORP. • BRIDGETON, MO. • HUSSMANN.COM

Tackle Turnover Once & For All

Small operators are discovering that transparency and stability are their strongest retention tools

By Danielle Romano

FOR THE CONVENIENCE STORE industry’s single-store owners and small operators, labor isn’t just a “staffing number” problem, it’s a consistency and leadership problem.

In a one- to 20-store environment, every hire matters and turnover isn’t just metrics, it’s an operational event, industry experts say. One strong manager can elevate an entire location, and one weak hire can immediately disrupt the customer experience.

“That’s also where the difference shows up vs. larger chains. Big operators can absorb turnover with deeper rosters, redundancy and broader internal pipelines. Smaller operators feel it more quickly — and they’re forced to be more disciplined about hiring, training and day-to-day execution,” said Steve McKinley, founder and CEO of McKinney, Texas-based Urban Value Corner Store, a fast-growing retail concept that’s redefining convenience in multifamily communities.

While the labor market has improved in some ways — for example, the panic-level staffing environment has eased since the pandemic — competition is still tight, and candidates have choices. Potential employees are being more intentional in their decision-making, not only choosing a paycheck, but also choosing clarity, stability and respect.

“That’s why we’ve leaned into a principle we shared at NACS: ‘Purpose in Every Transaction,’” McKinley told Convenience Store News. “Purpose is not a poster; it’s an operating standard. When people understand why the work matters and how to win at it, they stay longer and perform better. The operators who win will be the ones who remove ambiguity from the employee experience and create a place people can predict, trust and grow.”

StrasGlobal CEO Roy Strasburger agrees with McKinley.

“The better someone understands their job and responsibilities, the more likely they are to stay with the company,” he said.

Based in Temple, Texas, StrasGlobal is a privately held retail consulting, operations and management provider that serves the small-format retail industry nationwide.

Strasburger acknowledges that small operators are at a disadvantage in the pursuit of high-quality labor. “Larger operators have more options in attracting and keeping employees. Typically, larger operators can offer better compensation packages, more benefits and more flexibility in scheduling,” he said. “Larger companies also can typically offer more intensive and comprehensive training programs, which greatly enhances retention.”

Setting Employees Up for Success

The “Convenience Industry Action Plan for Becoming an Employer of Choice,” developed and published in 2024 by the Coca-Cola Retailing Research Council North America NACS (CCRRCN), found that a large portion of the workforce isn’t actively considering convenience jobs, often due to perceptions about safety, career mobility and job clarity.

Yet, the same research showed that persuadable workers place a high value on schedule flexibility, proximity to home and visible growth opportunities — factors that the c-store industry’s smaller operators are uniquely positioned to deliver.

“The operators who win will be the ones who remove ambiguity from the employee experience and create a place people can predict, trust and grow.”

— Steve McKinley, Urban Value Corner Store

“Prospective employees are still looking for more of a life/work balance, which includes flexible hours and a work environment that meets their expectations,” Strasburger noted. “Employees have less reluctance to leave a job if they feel that they are not being fulfilled.”

The way McKinley views it, retention is a design challenge rather than a perks race. “The best retention strategy is not reactive perks, it’s designing a job people can succeed in. Pay matters, but what we’ve learned is people don’t leave hard work. They leave confusion and inconsistency,” he explained.

That’s why at Urban Value, the 12-store chain offers clarity around expectations, culture and daily standards before day one. The retailer emphasizes role definition, ensuring candidates understand pace, expectations and what success looks like before accepting a position.

That upfront transparency is designed to reduce early turnover and attract employees aligned with the company’s operating style — a shift that required rethinking recruitment itself, according to the chief executive.

“We’ve shifted from passive recruiting (post-and-pray) to intentional recruiting, and the biggest change is that we now spend a meaningful amount of time screening upfront,” McKinley shared. “We’re very deliberate about filtering out candidates who aren’t a fit for our culture

because in a small-store platform, one mis-hire creates disruption quickly.”

Recruiting Close to Home

Geography gives single-store owners and small chains an opportunity to recruit differently than the larger chains — an approach supported by the CCRRCN findings, which highlighted proximity to work as a powerful motivator for potential candidates.

“Since most small operators have a small geographic footprint, I think it is important to recruit as close to the store as possible,” Strasburger said. “Small operators really need to advertise job openings at the store, on local apps such as Nextdoor, and advertise the job opening by word of mouth through customers and neighbors. Big online job boards aren’t always the best solution.”

Long commutes can increase absenteeism and turnover, making hyperlocal hiring a practical retention strategy. Community-based recruiting also reinforces the neighborhood identity that many small operators rely on to differentiate themselves.

“Small operators should recruit like relationship-driven businesses, not like volume employers,” Strasburger emphasized. “Our advantage is speed and authenticity. We can be direct [to say] here’s the role, here are the rules of engagement, here’s the culture you’re joining, here’s what support looks like, and here’s how you grow.”

McKinley echoes that this level of clarity attracts the right candidates and repels the wrong ones. “Larger chains often have to recruit broadly and sort later. Small operators should do the opposite: screen for fit early and invest hard once someone’s in,” he said.

Using Technology as a Pressure Valve

For small retailers with lean administrative teams, technology can act as a force multiplier — a key theme seen in industry research, which emphasizes reducing friction for frontline employees.

“Because smaller companies typically have less administrative staff, they need to use technology as much as possible to reduce the paperwork and repetitive tasks that inevitably come with having a retail business,” Strasburger said. “The more shift changes, price changes, inventory counts, etc., that can be automated, the more time store staff has to take care of customers. [That] in my experience, leads to higher

job satisfaction and, thus, retention.”

McKinley also views technology as a primary tool for removing friction. For small operators, he believes the most valuable ways to use technology are:

• Unified communication, scheduling and training in one place. “We use Connecteam as a core operating tool because it combines training, scheduling and day-to-day communication into one app. That reduces friction for associates and gives managers a consistent way to lead,” he explained.

• Tasking and checklists that define the work clearly (e.g., what “done” looks like), so expectations don’t change based on who’s working.

• Inventory and ordering support to reduce daily fire drills and prevent out-of-stocks that create unnecessary stress on the team.

• Operational visibility so that managers can coach based on facts, not assumptions.

• Artificial intelligence enabled tools to help associates answer everyday questions that can otherwise interrupt a manager or slow down service.

“Bottom line: technology should protect time, so labor

can be focused on what actually differentiates a convenience operator — service, standards and the customer experience,” McKinley stressed.

Competing for the Future Workforce

As labor pressures persist, the convenience store industry’s single-store operators and small chains must win on execution. The more these operators simplify training, tasks and expectations, the easier it is for their teams to be confident, consistent and proud of their work.

“We use a phrase internally that captures this: ‘Complexity kills execution,’” McKinley told CSNews. “We spend a lot of time removing the obstacles that create frustration for the hourly workforce — unclear processes, too many steps, conflicting directions, and ‘figure it out’ moments. If something feels complex at the store level, our default is to simplify it until it’s repeatable.”

McKinley shared three ways that small operators can make their businesses stand out:

1. Operationalize culture with clarity. “Purpose is not a statement — it’s a system: role clarity, rules of engagement, coaching and consistency.”

2. Build leaders, not just schedules. “Manager development is the retention strategy. The manager sets the tone for fairness, clarity and pace.”

3. Engineer the employee experience like you engineer the customer experience. “Reduce chaos, improve predictability and use technology to remove friction, so store teams can focus on service, standards and the customer experience.”

“When you do that, you don’t just attract employees, you attract the right employees. And that’s the entire game for small operators,” he concluded. CSN

Reasons Employees Leave C-store Work

• Looking for a higher salary (49%)

• Negative work environment & teamwork (23%)

• Safety concern (21%)

• Long hours/shifts (19%)

• Far from home/other job (18%)

• Continuing education (17%)

• Bad benefits/employee perks (17%)

• Poor relationship with manager (16%)

• Lack of flexible schedule (16%)

• Lack of recognition & appreciation from managers (15%)

Source: Coca-Cola Retailing Research Council North America NACS

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OUR SECOND-ANNUAL CATEGORY EXCELLENCE AWARDS RECOGNIZE OUTSTANDING INDUSTRY PARTNERSHIPS

A Convenience Store News Staff Report

THE FAMOUS PHILOSOPHER ARISTOTLE is credited with saying, “The whole is greater than the sum of its parts.” This oft-mentioned phrase is used to convey that collaborative efforts are superior to isolated efforts because synergy creates unique properties not present in the parts alone.

Synergy is on full display in the convenience store industry these days as retailers, distributors and suppliers work together to overcome challenges and achieve profitable growth for all.

To spotlight the power of collaboration in the c-store industry, Convenience Store News presents its second-annual Category Excellence Awards, which recognize outstanding partnerships between

a retailer category manager and their supplier or distributor partner.

Nominations were submitted to CSNews for consideration, and nearly doubled from the number of entries received last

FORCES

year — the inaugural year of the program. Nominators were asked to describe the key contributions of the retailer category manager and the key contributions of the supplier/distributor partner, as well as provide specific metrics on how the

partnership improved category sales and profits. Collaborations in all edible and nonedible product categories were eligible for entry, as well as fuels, loyalty, technology, lottery/gaming, ATM and car wash.

After much deliberation, judges this year selected 35 winners in seven award categories:

• Data Utilization Excellence

• Digital & Loyalty Excellence

• Exclusive Product Collaboration Excellence

• New Product Launch Excellence

• Planogram Excellence

• Promotion Excellence

• Overall Partnership Excellence

2026

CATEGORY EXCELLENCE AWARDS WINNERS ARE: THE

DATA UTILIZATION EXCELLENCE

• Retailer Partner: Jason Mongin, Director of Merchandising & Jacob Mathis, Retail Space Planning and Inventory System Manager, Parker’s Kitchen

• Supplier Partner: Mars Wrigley

Built on a foundation of trust, transparency and mutual commitment to category excellence, the partnership between Parker’s Kitchen and Mars Wrigley has resulted in significant confectionery growth for the Savannah, Ga.-based convenience store chain.

A key milestone of the collaboration, which began in late 2024, has been the implementation of a robust data-sharing partnership that focuses on both the consumer and category performance. From the start, Parker’s Kitchen key contacts Jason Mongin and Jacob Mathis have been instrumental in creating a collaborative environment, and highly receptive to sharing the retailer’s goals and aligning efforts to build a plan that will continue to grow overall dollars for the chain.

In turn, Mars Wrigley during 2025 provided actionable shopper insights, advanced data analytics and dedicated support during the planogram review for Parker’s Kitchen, as well as when the retailer added additional side wing display to support new fruity peg innovation. The data resources enabled both parties to identify and address the need.

The results achieved in 2025 are proof that the partnership is thriving. Total dollar growth for the confection category at Parker’s Kitchen was +15.2% compared to the previous year, with all major confection vendors surpassing double-digit percentage growth vs. year ago.

DIGITAL & LOYALTY EXCELLENCE

• Retailer Partner: Bob Corkery, Senior Advertising Executive, EG America

• Supplier Partner: Axonet

Launching a retail media network (RMN) is typically a long-term undertaking, often requiring 12 to 18 months of planning, technology deployment and operational alignment. Through strong internal execution and an integrated collaboration with Axonet, EG America was able to bring its RMN to market in less than four months, launching Cumberland Ads in March 2025.

Axonet supplied EG America with the full set of tools and capabilities needed to launch Cumberland Ads. This included the RMN platform itself, as well as media sales support, ad operations execution, and reporting and analytics. Axonet worked alongside the retailer through launch and activation, helping the team stand up the network quickly and operate effectively from day one, ensuring advertisers received consistent performance and trusted delivery.

EG America’s Senior Advertising Executive Bob Corkery

has played a central role in supporting the launch and ongoing operations of Cumberland Ads. His ability to manage touchpoints across departments and keep leadership aligned has been critical. He collaborates closely with Axonet’s team, aligns crossfunctional stakeholders, and ensures internal teams are coordinated throughout the process.

Cumberland Ads campaigns are having a direct influence on in-store purchasing behavior. Since launch, paid media campaigns through the RMN have driven measurable sales lift across multiple product categories, particularly OTP, salty snacks and packaged beverages.

• Retailer Partner: Jessica Starnes, Director of Loyalty & Tobacco Category Manager, Weigel’s Stores Inc.

• Supplier Partner: PDI Technologies

The pairing of Weigel’s and PDI Technologies represents a best-in-class example of how a convenience retailer and its technology partner can work together to transform a loyalty program into a dynamic, data-driven customer engagement engine.

Powell. Tenn.-based Weigel’s entered the partnership with a vision to move beyond traditional points-based rewards and create a loyalty program that deepens customer relationships, influences behavior and drives long-term profitability. Together, the partners used PDI’s loyalty platform and PDI Experience Designer to orchestrate personalized, omnichannel customer journeys across email, mobile and in-app experiences.

What differentiates this collaboration is the depth of trust, transparency and shared accountability between all participants. Weigel’s actively collaborates with PDI on roadmap planning, feature feedback and optimization strategies, while PDI consistently delivers scalable, enterprise-grade solutions aligned to Weigel’s unique goals. Together, they continuously test, learn and refine.

Weigel’s “12 Days of Christmas” campaign in 2025 generated 1.5 million-plus total app engagements, with unique app users up 89% and app sessions increasing 49%. Loyalty-driven commerce also increased, with active members growing by 10.6%, registered active members rising by 17.8%, and transaction activity tied to MyWeigel’s Rewards increasing by 11%.

Additionally, the introduction of gamification within the Weigel’s app has led to a 15.6% increase in app usage across all users, and simplified enrollment through a tablet-based signup process has delivered a 40% conversion rate.

DIGITAL & LOYALTY EXCELLENCE

• Retailer Partner: Jill Grogan, Loyalty Retention Manager, EG America

• Supplier Partner: PAR Retail

EG America’s partnership with PAR Retail is a standout example of digital and loyalty transformation on a national scale. Together, the teams launched a revitalized SmartRewards program that delivered breakthrough growth and reshaped how customers engage with the brand.

EG America Loyalty Retention Manager Jill Grogan guided retention strategy and helped architect a comprehensive acquisition plan spanning store execution, merchandising integration, digital marketing and strategic promotional alignment. She ensured messaging resonated with guest needs, optimized offers based on performance insights, and collaborated across merchandising, marketing and field teams to accelerate adoption.

PAR Retail served as the infrastructure partner, powering EG America’s loyalty evolution. Its platform enabled real-time enrollment, seamless integration with store and digital systems, and the analytics needed to track performance and refine engagement strategies.

This collaboration paired innovative digital acquisition tactics with seamless operational integration, ensuring customers could join, earn and redeem rewards fluidly across touchpoints. The result has been measurable, enterprise-level impact across loyalty adoption, customer behavior and value creation. More than 4 million new loyalty members were enrolled by yearend, loyalty utilization rates more than doubled, and there was more than 300% growth in daily unique active users.

DIGITAL

• Retailer Partner: Laura Krawisz, Vice President of Marketing, Gas N Wash

• Supplier Partner: Rovertown

Through its partnership with Rovertown, Mokena, Ill.-based Gas N Wash transformed its designation as the Official Car Wash Partner of the Chicago White Sox into more than a sign on the ballfield. The “Steal a Wash” promotion rewards fans every time the White Sox steal a base during a home game by unlocking a free deluxe car wash through the Gas N Wash app.

Laura Krawisz, vice president of marketing at Gas N Wash, brought a clear vision for how the White Sox partnership could go beyond traditional advertising and become something interactive, measurable and customer-first. For its part, Rovertown provided the digital infrastructure needed to execute a complex, high-value campaign without adding friction for customers or store teams.

The live, gamified promotion drove real-world behavior and measurable results. During the most

recent White Sox season, more than 90,000 free “Steal a Wash” car washes were redeemed and more than 17,000 new loyalty users registered during active steal periods.

Additionally, when a “Steal a Wash” promotion was active, Gas N Wash saw the following average lifts among loyalty users: 66% increase in loyalty registrations, 5% increase in loyalty in-store spend, 7% increase in loyalty gallons, and 10% increase in loyalty visits.

EXCLUSIVE PRODUCT COLLABORATION EXCELLENCE

• Retailer Partner: Jessica Starnes, Director of Loyalty & Tobacco Category Manager, Weigel’s Stores Inc.

• Supplier Partner: Black Buffalo

This collaboration between Weigel’s and Black Buffalo represents a groundbreaking moment in the modern oral nicotine category. Weigel’s became the first retailer in the country to launch a dual-branded merchandise program with Black Buffalo, offering customers a limited-edition camo trucker hat featuring both brands when they purchased a Black Buffalo roll.

Jessica Starnes, director of loyalty and category manager of tobacco at Weigel’s, developed a creative email and app push notification campaign that reached adult tobacco and nicotine consumers to create awareness of the cobranded swag offer. Black Buffalo worked closely with Weigel’s on timing, logistics and product education to ensure both store teams and guests understood the value of this exclusive merchandise offer.

The partnership elevated the modern oral category beyond a traditional product purchase and turned it into a lifestyle moment that connected deeply with brand loyalists.

Weekly sales increased 8% during the promotional period, which exceeded the expected lift and outperformed other oral nicotine promotions during the same timeframe. The limited-edition giveaway also drove new trial and repeat purchases, helping expand the customer base for Weigel’s Black Buffalo assortment.

• Retailer Partner: 7-Eleven Inc.’s Category Management Team — Chris Johnson, Sydney Swinton, Geoffrey Bistran and Megan Edwards

• Supplier Partner: Ferrara Candy Co.

The “Buy Any NERDS, Get a Small Slurpee Free” promotion — supported by bold in-store signage, dedicated displays and an exclusive NERDS Slurpee — created excitement across the store and reinforced 7-Eleven’s leadership in delivering fun, craveable experiences.

Aligning candy and foodservice teams around a shared objective,

the 7-Eleven category management team — Chris Johnson, Sydney Swinton, Geoffrey Bistran and Megan Edwards — identified the opportunity to leverage the strong affinity between NERDS and Slurpee shoppers and translated that insight into a compelling, scalable promotion. The team set clear direction on assortment, signage, merchandising standards, and the development of a NERDS Slurpee.

Ferrara brought forward the core promotional idea, supported the creation of the NERDS Slurpee flavor, and invested in eye-catching displays and signage to drive in-store visibility. It also led digital amplification efforts, partnering with influencers to extend the program into social channels. This generated more than 4.2 million impressions across Meta and TikTok.

The 7-Eleven and Ferrara partnership stands out for its innovation, cross-category collaboration and shopper-first execution. The promotion increased the basket size among NERDS Gummy Clusters buyers: 71% of buyers were new to NERDS Gummy Clusters and 20% were new to Slurpee, demonstrating effective cross-category recruitment.

• Retailer Partner: Michael Burke, Category Manager, Center Store, bp

• Supplier Partner: Frito-Lay

Frito-Lay and bp came together to launch an outstanding “120 Days of Summer” program that featured an exclusive branded fountain cup, which drove sales and built baskets.

Michael Burke, center store category manager at bp, worked closely with Tony Allen, director of customer management at Frito-Lay, to execute the “120 Days of Summer” Cheetos branded cup program across bp’s TravelCenters of America, Thorntons and ampm banners.

Burke not only collaborated with Frito-Lay, but also internally with bp’s dispensed beverage team to drive excitement, sales and share of market gain for the retailer.

In addition to the exclusive fountain cup, the partnership rolled out a sweepstakes that provided Cheetos-branded prizes for customers. The campaign incorporated custom POS materials, pump to counter conversion tactics, meal pairings and digital/social interaction.

In the end, the “120 Days of Summer” Cheetos branded cup program drove bp’s share of market up 20 basis points and delivered 16% growth on Cheetos, one of Frito-Lay’s top brands.

• Retailer Partner: Christine Schaaf & Amy Murray, Category Managers, Casey’s General Stores Inc.

• Supplier Partner: Frito-Lay

Bringing together Frito-Lay’s innovation and Casey’s commitment to delivering unique products to its guests, the companies partnered to introduce several exclusive products tailored specifically for the convenience channel at Casey’s locations.

The Frito-Lay Casey’s team undertook the exclusive manufacturing of inventory specifically for the Ankeny, Iowa-based chain, and order and forecast logistics were managed in close coordination with the retailer’s supply chain, allowing for efficient quantity of goods.

To maximize visibility and sales, Casey’s category management team secured high-profile placement for the products in the stores, and tested various placement

strategies to identify best-case scenarios for future launches. The strategic positioning was complemented by inventory forecasting, and the planning of effective promotional and marketing campaigns.

To maximize the impact of this collaboration, prominent signage was placed both in-store and on digital platforms and the Casey’s Rewards app. Beyond driving sales, the companies also joined forces with Hope For The Warriors, adding a donation element to the partnership.

During the January/February sales period, the exclusive product outperformed all other large and small Frito-Lay-delivered chips, ranking No. 1 in both units sold and dollar sales. In the subsequent sales period, which spanned September through December, the exclusive product achieved sales volumes that placed it within the top 9% of all SKUs in the total portfolio, and it ranked in the top 15% in terms of dollar sales during the timeframe.

• Retailer Partner: Josh Perrin, Senior Director, National Merchandising, EG America

• Supplier Partner: Global Consumer Products

EG America’s partnership with Global Consumer Products (GCP) has been instrumental in delivering Pokémon offerings that stand out for their scale, creativity and impact. Together, they’ve executed cooperative new card launches, post-launch analysis, and basket sales strategies.

GCP enables the retailer to bring new Pokémon card launches to market in more than 1,500 stores, while maintaining a robust assortment of previous editions and working collaboratively to expand EG America’s assortment of Pokémon plush and accessories. GCP also supports promotional efforts that elevate the Pokémon 365 program, such as giveaway card packs for customers of EG America’s relaunched loyalty program, SmartRewards.

EG America’s Senior Director of National Merchandising Josh Perrin, supported by Associate Category Manager Nick Vieno, plays a pivotal role in the partnership. Perrin leads the planning process for each new Pokémon card launch, ensuring that timelines, assortments and promotional strategies are aligned with broader merchandising objectives. He’s also taken ownership of analyzing performance data to refine future launches and optimize category productivity.

Each new Pokémon card launch contributes nearly $1 million of incremental sales to the general merchandise category, and reinforces EG America’s position as a destination for collectible and entertainment products.

• Retailer Partner: Brian Nuzum, Senior Category Manager, Hot/Cold Food, Casey’s General Stores Inc.

• Supplier Partner: King’s Hawaiian

Through strategic collaboration and disciplined innovation, King’s Hawaiian and Casey’s have built a pipeline of high-performing, limited-time offer (LTO) products that guests love, while achieving profitable category

growth and advancing Casey’s prepared foods leadership.

The partnership between Brian Nuzum, Casey’s senior category manager of hot/cold food, and King’s Hawaiian has reshaped the retailer’s sandwich and slider portfolio. Nuzum and his team led a full conversion of Casey’s store-made cold sandwich lineup to sliders, powered by King’s Hawaiian products. The partnership has resulted in stronger brand differentiation, higher

profitability, reduced store complexity, and improved execution and consistency.

The supplier consistently contributes insights and innovation expertise, as well as a shared commitment to profitable growth. The partners work together on ideation and flavor strategy, product development and testing, operational integration, and long-range category planning. Each launch combines flavor innovation, operational feasibility, and strong guest appeal.

To date, they have delivered a steady flow of successful LTOs — Pulled Pork Sliders (summer 2024), Italian Deli Sliders (spring 2025) and BBQ Brisket Sliders (summer 2025) — that continually elevate the slider program and drive incremental traffic. The pulled pork and brisket sliders rose to be the top-selling sandwich in each of their periods.

• Retailer Partner: Ryan Krebs, Senior Director of Food & Beverage, Sprint Mart

• Supplier Partner: Rich’s

Although Sprint Mart had a proprietary pizza program in place, new Senior Director of Food and Beverage Ryan Krebs wanted to identify the best pizza program for its customers.

He was not only seeking a high-quality dough that would maintain its integrity in a hot grab-and-go unit, but also wanted to ensure that all the components of the program — cheese, sauce, proteins and carrier — met the retailer’s needs and highest standards.

Krebs knew exactly who to call. He reached out to Marci Fechter, his long-term contact at Rich’s. She responded quickly with pizza dough options and included Dennis Garcia, Rich’s culinary manager, in the conversation. The group met at a Sprint Mart store and tested multiple options with Sprint Mart’s food team. Chef Dennis not only assisted with landing on the perfect pizza dough, but also suggested the best sauces, cheeses and proteins for the operation.

After finding the right solution during the onsite session, Fechter quickly connected with Sprint Mart’s distributor and within a few weeks, the retailer was offering a new pizza program. Since rollout in early November, Sprint Mart has seen sales increase by 25% and units increase by 15%. In addition, extended shelf life has reduced waste and increased gross profit by 15%.

• Retailer Partner: Truitt Key, Category Manager, Other Nicotine Products, Murphy USA Inc.

• Supplier Partner: R.J. Reynolds Tobacco Co. & Core-Mark International

The successful launch of VELO Plus in Murphy USA stores depended on strong collaboration between the retailer, R.J. Reynolds Tobacco Co. (RJR) and CoreMark. A coordinated effort ensured strong awareness and trial from day one, and contributed significantly to the product’s overall performance.

Building inventory for a new item is complex, requiring tight coordination across manufacturing, distribution centers and store-level supply. Ensuring adequate days of supply at launch, confirming that all Core-Mark warehouses were properly stocked, and guaranteeing shipments to every Murphy USA store on time were essential elements.

RJR played a critical role in ensuring full distribution readiness, enabling product to ship to 100% of stores as planned, and supporting early promotional activity to drive incremental trial. Murphy USA Category Manager Truitt Key ensured flawless launch execution by establishing correct product setup and pricing, updating planograms, and securing adequate in-store signage to drive consumer awareness. All execution targets were met as planned.

VELO Plus launched in late 2024 and quickly exceeded expectations. Being first to market was a critical advantage and having every store prepared on day one enabled strong incremental trial that carried into 2025 — ultimately making VELO Plus the top-selling nicotine pouch brand for Murphy USA. The brand is now positioned for sustained, rapid growth in the years ahead.

NEW PRODUCT LAUNCH EXCELLENCE

• Retailer Partner: Chris Gavin, Senior Retail Buyer, MGM Resorts Convenience Stores

• Supplier Partner: UNDO Gummies

The partnership between MGM Resorts Convenience Stores and UNDO Gummies launched and scaled an entirely new functional category in convenience retail: pre-alcohol/hangover prevention. What began as a three-resort pilot, where UNDO was positioned at the checkout station of each resort convenience store, led to expansion across 14 Las Vegas resorts.

UNDO delivered immediate velocity, strong guest trial and rapid repeat purchase, becoming one of the most successful wellness rollouts in MGM’s portfolio, driven in large part by Senior Retail Buyer Chris Gavin and his willingness to champion an emerging consumer need.

Teams combined data-driven merchandising, employee education and experiential marketing to accelerate adoption. More than 1,000 associates completed product training and sampling, turning frontline staff into informed brand advocates. High-impact activations and resort-wide digital signage reinforced awareness among millions of travelers.

The results were significant: functional wellness category sales rose 400% to 800% depending on the property, with UNDO outselling leading recovery brands 5-to-1. The product became one of MGM’s most profitable SKUs, generating strong margins and fast inventory turns in premium checkout space. The collaboration also supported MGM’s broader guest ecosystem by helping travelers stay active and engaged across resort amenities.

• Retailer Partner: Steve Kapple, Senior Category Manager, Casey’s General Stores Inc.

• Supplier Partner: Westrock Coffee Co.

Prior to the launch of Casey’s Darn Good Coffee, led by Senior Category Manager Steve Kapple in collaboration with Westrock Coffee Co., the retailer’s coffee business had experienced nearly four consecutive years of declining sales.

Kapple joined forces with Westrock to conduct a comprehensive assessment of Casey’s previous coffee program, including sales and product performance analysis, comparative quality reviews, and guest preference mapping. Findings concluded that guests wanted more variety — specifically broader roast levels and caffeine intensities.

Working in tandem, Kapple, Casey’s culinary/R&D teams and Westrock developed eight new coffee varieties that span roast levels from light to dark, multiple caffeine strengths, and expanded flavor profiles to appeal to guest preferences. Key elements to support the launch included high-visibility in-store signage; a cohesive digital and social media campaign; and the introduction of Darl Ell, an AI-powered chatbot.

As a result of these efforts, when Darn Good Coffee rolled out in January 2025, that month became the highest unit sales month in three years, achieving 22% growth. The new program also generated strong trial among both new and lapsed guests. Casey’s retained 25% of the new/lapsed guests following the promotional period, demonstrating the staying power of the product.

•

Retailer Partner: Roland Larino, Category Manager, General Merchandise, Murphy

This collaboration between Murphy USA and Wip represents category leadership at a pivotal moment in convenience retail. As many legacy categories softened across convenience, Murphy USA recognized an emerging opportunity at the front end: energy pouches.

Wip launched in June 2025 and initially piloted with a number of retailers in select markets before launching with Murphy USA in September and then nationally in October. To ensure the El Dorado, Ark.-based retailer could be first to market, General Merchandise Category Manager Roland Larino helped secure a new distributor and route-to-market strategy, enabling Wip to achieve distribution across more than 800 stores within just two weeks.

Larino also led decisions around front-counter placement, off-cycle planogram integration and proof-of-concept expansion. The Wip team worked collaboratively with Murphy USA to develop the right assortment, deliver premium POS across the shopper journey, and support strong in-store execution. The partners also teamed up to educate retail managers on the new category, while supporting demand generation through custom digital advertising programs and curated in-app promotions.

Working closely across strategy, distribution, merchandising and marketing paid off. During the October/November promotional period, the partnership drove more than 19,500 incremental item sales. Additionally, a single-day holiday program generated 24,000-plus units redeemed, accounting for 43% of all general merchandise units sold that day across Murphy USA stores.

• Retailer Partner: Darla Hagnauer, Senior Category Manager for Center Store, U.S., Alimentation Couche-Tard Inc./Circle K

• Supplier Partner: Crossmark

Over the past year, Crossmark partnered with five category managers across six categories to deliver more than 526 planograms, representing more than 1 million facings, implemented across 6,000-plus stores nationwide. Darla Hagnauer, Circle K’s senior category manager, played a central leadership role in guiding this multicategory initiative from strategy through execution.

Hagnauer provided clear direction across the six categories, ensuring that each planogram aligned with broader category goals while addressing the unique dynamics of individual segments. She coordinated seamlessly across internal teams and supplier partners, enabling fast decision cycles and removing barriers that could have slowed progress.

On the supplier side, Crossmark Insights Analyst Joshua Villenueve contributed deep category expertise, offering insights into shopper behavior, product performance and emerging trends that shaped the design of each planogram. He collaborated closely with Circle K’s category management to create the planograms, refine assortments, validate facings, and ensure that recommendations were financially sound and operationally feasible.

The initiative has produced an average 7% uplift in category sales dollars vs. last year, proving that the partnership delivered meaningful financial value, not just operational activity. This execution improved assortment relevance, strengthened shelf presentation and increased shopper conversion — translating directly into sustained financial growth.

• Retailer Partner: Hailey Miller, Category Manager, RaceTrac Inc.

• Supplier Partner: Link Snacks Inc.

RaceTrac was underperforming in handheld meat snacks compared to the rest of the market, missing both dollar and unit sales due in part to spacing limitations and insufficient merchandising support. To address the opportunity, the Atlanta-based retailer partnered with Jack Link’s to benchmark competitors, explore customization options, and run rapid test-and-learn trials aimed at improving space productivity.

Working closely with Jack Link’s rack manufacturer, the teams developed a custom endcap rack that enhanced shopability and added 19 incremental handheld items without expanding vertical or horizontal planogram space. Importantly, the redesign unlocked new

selling capacity while preserving the existing bagged meat snacks assortment.

The project moved quickly from concept to execution, piloting multiple rack variations across a small group of test stores before scaling to a 500-store rollout in less than a year. Since implementation, performance has steadily improved. Over the 26 weeks ending Nov. 29, 2025, RaceTrac’s traditional meat snacks category increased 14.4% in dollar sales and 10.5% in units vs. the prior year. Bagged items are up more than 3%, and RaceTrac has gained 1.1 share points in dollars and 0.9 points in units — now outpacing the rest of the market.

While the custom rack has shown great success in its first year, further enhancements to assortment and larger variations are in the works for continued positive improvement in year two.

• Retailer Partner: Brandon

Amado, Senior Business Analyst, Tobacco & Nicotine Marketing, EG America

• Supplier Partner:

R.J. Reynolds Tobacco Co.

As nicotine preferences rapidly evolve and modern oral products reshape the backbar, convenience retailers are under pressure to rethink how space is allocated and managed. For EG America, staying competitive means treating the backbar as a unified ecosystem.

The retailer, which operates more than 1,500 locations nationwide, has prioritized proactive category management, leaning on deep analytics and strong supplier collaboration to ensure its assortment reflects where shopper demand is headed. That philosophy guided EG America’s partnership with R.J. Reynolds to expand VELO Plus, an upgraded line of synthetic nicotine pouches. Rather than viewing tight space in the

• Retailer Partner: Jason Ward, Planogram & Merchandising Analyst, QuikTrip

• Supplier Partner: Symphony AI

The collaboration between QuikTrip and SymphonyAI exemplifies planogram excellence because it transformed how the retailer designs, maintains, validates and executes shelf plans at scale — while the chain expanded from roughly 750 stores to more than 1,170.

QuikTrip’s category leadership identified early on that manual planogram maintenance would not scale as it

backbar as a barrier, the teams approached it as an opportunity to modernize the entire set.

Through a comprehensive review of fixtures, shelf spacing and subcategory performance, they reallocated underproductive space and added meaningful new facings without disrupting category balance. The result is a planogram built for growth, designed to support the fastest-moving segment while preserving visibility across the total nicotine portfolio.

The strategy is delivering measurable results. EG America saw deep double-digit growth in modern oral volume in 2025, with dollar sales rising even faster. Within the RJR portfolio, the impact has been equally transformative. Early adoption paired with consistent execution has driven higher velocity and strong category momentum, leading to EG America outpacing industry modern oral nicotine performance.

expanded into new markets. They established automation, consistency and execution accuracy as the primary success criteria. Partnering with SymphonyAI, QuikTrip implemented automated shelf planning, store clustering and store/shelf intelligence to ensure planograms are not only created efficiently, but also executed accurately in the real world.

SymphonyAI provided scalable tools that reduce the manual burden of creating and maintaining planograms, while supporting rapid store growth. Using image capture and computer vision, store shelves are continuously validated against authorized planograms. The system identifies missing items, unauthorized products, misplaced facings and execution gaps, allowing QuikTrip to correct issues quickly. This creates consistent shelf integrity, improves on-shelf availability, and reduces lost sales caused by execution drift.

Thanks to this partnership, QuikTrip has been able to keep its planogram/category support headcount flat for roughly 9 years, representing significant productivity, and store labor is now directed to specific fixtures with the lowest compliance, reducing wasted motion and accelerating remediation.

• Retailer Partner: Darla Hagnauer, Senior Category Manager for Center Store, U.S., Alimentation Couche-Tard Inc./Circle K

• Supplier Partner: Mars Wrigley

A strategic partnership between Circle K and Mars Wrigley redefined planogram execution through bold consolidation, operational discipline

and shopper-first thinking.

Stepping into her role just weeks before the annual assortment review, Senior Category Manager Darla Hagnauer guided a complex organizational transition while aligning stakeholders around a streamlined confectionery assortment. Difficult rationalization decisions reduced duplication, optimized product mix, and balanced

corporate strategy with shopper needs.

Mars Wrigley reinforced the effort with data-driven recommendations and hands-on execution. The supplier built 400 shopper-based planograms and helped centralize processes that had previously varied widely across divisions. The initiative reduced unique inline planograms from nearly 140 to about 40, simplifying execution and cutting the time and resources required for resets. A tighter assortment lowered operational complexity across warehouses and stores, improving inventory flow and positioning Circle K to reduce out-of-stocks.

Beyond efficiency gains, the partnership created a consistent merchandising experience across locations, making it easier for time-pressed shoppers to find products and increasing conversion opportunities. This collaboration demonstrates how aligned leadership, daily cross-functional coordination and a willingness to standardize can translate into measurable operational improvements, stronger category performance and a scalable foundation for long-term growth.

• Retailer Partner: Jodi Riggs, Category Manager, Wesco

• Supplier Partner: Mars Wrigley

The collaboration between Wesco and Mars Wrigley is a benchmark for planogram excellence and category transformation. Working together, Wesco Category Manager Jodi Riggs and the Mars Wrigley team overhauled the Michigan-based retailer’s candy set, optimized assortment, and delivered significant growth across all subcategories.

By shifting to shopper-based merchandising, Wesco demonstrated a bold commitment to shopper-centric innovation. Championing the transition, Riggs facilitated open collaboration between Wesco and Mars, coordinated the complete set reinvention, and oversaw assortment optimization. Her commitment to continuous improvement and ability to mobilize cross-functional teams were instrumental in delivering outstanding results.

Mars Wrigley leveraged advanced analytics to identify growth opportunities, recommended optimal product mixes, supported the implementation of the new shopper-based planogram, and provided ongoing performance tracking. While sharing best practices from other successful markets, the supplier’s collaborative approach ensured seamless store-level execution.

The results speak for themselves: 11.7% growth in chocolate, 7.2% growth in gum and 25.6% growth in mints, alongside a 12.9-point increase in market share for Wesco. This initiative not only benefited the retailer, but also drove growth for top brands and manufacturers.

PROMOTION EXCELLENCE

• Retailer Partner: Hayley Mitman, Senior Manager, Retail Partnerships, Global Partners

• Supplier Partner: Coca-Cola Northeast

“Cheers for a Cause” has become one of Global Partners’ most powerful programs, driving meaningful community impact while delivering wins for the business.

The retailer conceived and pitched the program to Coca-Cola, designed the member journey and creative assets, and set the metrics and reporting cadence for the initiative, which invites loyalty members to visit the retailer’s app or website, choose a charity and instantly receive a free 20-ounce Coke, Sprite or smartwater. Global Partners then donates the cost equivalent of that drink to the chosen organization. The supplier donates for each redemption.

Coca-Cola’s guaranteed product supply and promotional SKUs and packaging provide foundational support for the promotion, while its commitment to a fixed donation amount directly ties business outcomes to charitable impact. Digital wallet redemptions and weekly participation mechanics are implemented in the loyalty app/site so that redemptions and donation triggers are trackable and auditable.

Results from the most recently completed edition of the program included a 442% boost in Coca-Cola products sold during November/December at Alltown Fresh locations and a 234% jump at Alltown Neighborhood Perks sites for the same period. Global Partners also saw new Alltown Fresh rewards program members who purchased a Coke product during their first week of membership spike to 5.5% during the promotion, up from an average of less than 1%.

PROMOTION EXCELLENCE

• Retailer Partner: Kim Ross, Category Manager, Candy, Packaged Sweets & HBC, EG America

• Supplier Partner: Ferrara Candy Co.

The Trolli x Mountain Dew program at EG America represented a breakthrough in cross-category collaboration, combining candy and beverage merchandising with digital amplification for the first time at the retailer’s c-stores. Executed during September and October 2025, the program was designed to capitalize on peak seasonal traffic and impulse behavior by pairing two culturally relevant, high-energy brands.

EG America Category Manager Kim Ross recognized the strategic opportunity to bridge beverage and candy to drive impulse purchases and basket expansion. Ensuring the initiative aligned with the retailer’s category strategy, she provided leadership on merchandising placement, execution standards, and internal coordination across the beverage and candy teams. She also championed the program internally, helping secure distribution, display compliance and digital support.

As the supplier partner, Ferrara brought forward consumer insights, brand alignment and a bold merchandising vision for the program. The Ferrara team collaborated closely with EG America to design bundled merchandising that drove visibility inside the store, while also supporting the program with digital amplification to extend reach beyond the aisle.

During the promotional period, the Trolli x Mountain Dew program delivered meaningful growth across the Trolli brand. As a top 10 candy brand at EG America, Trolli saw an 18% lift in 2025.

PROMOTION EXCELLENCE

• Retailer Partner: Alyssa Noreen, Category Manager, Center Store, GetGo/Circle K

• Supplier Partner: The Hershey Co.

Despite strong regional and national performance, Hershey’s salty snack business was underperforming at GetGo, now a part of Circle K. To revitalize the business, the companies embarked on a new promotional strategy centered around the Dot’s pretzel brand.

The collaboration included execution of secondary merchandise vehicles, digital support on GetGo’s mobile app, in-store TVs and gas pump screens, and promotional funding to maximize impact for the customer. This partnership reversed negative performance trends and delivered not only growth for the Dot’s brand, but also total category growth post-promotion.

Using IRI data, Hershey engineered an aggressive Dot’s promotion for GetGo, investing in a monthlong October promotion of one for $3.99 to drive volume and reignite the customer to the brand. GetGo Category Manager Alyssa Noreen worked closely with Hershey to align on objectives and goals to drive the business, committing to order the Fall Football Dots Shipper into 75% of the chain’s highest-volume stores.

The promotion drove significant incremental dollar sales and lifted unit sales during the month of October. Hershey’s salty snack business from GetGo reversed course from a 21.7% year-to-date decline to 38.5% growth during the four weeks post-promotion. Additionally, the overall salty category at GetGo went from 2.9% year-to-date growth to 13.3% for the same period.

• Retailer Partner: Mike Tosi, Category Manager, Wawa Inc.

• Supplier Partner: The Hershey Co.

At the end of 2024, convenience store foot traffic was trending down 6% and high retail pricing was at the center of shoppers’ purchasing decisions. Consumers were looking for value and ways to stretch their dollar — ideal conditions for a hot deal on a highly impulsive category.

Mike Tosi, Wawa’s confection category manager, worked internally to plan a Q1 execution of CMG items on the retailer’s seasonal hutch merchandising unit, and he collaborated with Hershey to include its variety standard bar items at the twofor-$4 everyday multiple price point to drive the highest shopper engagement. This high-traffic display showcased value pricing on some of the top brands that

weren’t available in Wawa’s everyday candy set.

Hershey used its internal trade strategy team to validate that the twofor-$4 promotional price point would yield the strongest take rate and projected lift. The supplier also supported Wawa by creating the planogram for the proper standard bar items to be placed on the hutch, as well as graphics for the overall creatives of the header card, side panels and shelf strips.

During the time these items were executed on the seasonal hutch, Wawa’s standard bar sales skyrocketed. The retailer continued to run a two-for-$4 offering on its standard bar items, resulting in positive trends for dollars and units. Wawa was up 15% year to date in dollars and 7% in units, compared to -2% and 6%, respectively, for the total U.S. c-store industry.

• Retailer Partner: Corey Lenz, Vice President, Convenience Stores & Car Washes, Fleet Farm

• Supplier Partner: McLane Co. Inc.

Midwest retailer Fleet Farm partnered with its distributor McLane on a promotional initiative designed to increase traffic and accelerate product movement within its convenience offering.

Fleet Farm’s Corey Lenz played a central role in shaping

the strategy and guiding execution from planning through rollout. Together, the companies leveraged shared insights into consumer behavior, seasonal timing and merchandising to build a promotion aligned with shopper demand and in-store engagement goals. In October 2025, Fleet Farm launched a monthlong Saturday promotion offering customers a free Central Eats hot sandwich with the purchase of a coffee.

Central Eats, part of McLane Fresh, provides fresh, grab-and-go meals that are easy for stores to execute while delivering strong perceived value for shoppers. The Fleet Farm campaign required tight coordination across participating locations to align product availability, merchandising and messaging — resulting in a seamless customer experience.

The results were significant. Sales across the 11 featured Central Eats hot sandwich items increased between 98% and 535% during the promotion period. The initiative demonstrated how retailer-distributor collaboration paired with data-driven promotional planning can translate into strong in-store results.

• Retailer Partner: Sherri Lynn O’Steen, Manager, Category-Grocery, Pilot Travel Centers

• Supplier Partner: The J.M. Smucker Co.

Pilot and The J.M. Smucker Co. partnered to create a compelling bundled offer for the holiday season to drive incremental conversion and build baskets.

From Nov. 4, 2025 through Jan. 6, 2026, Pilot guests could purchase any two Hostess single-serve snacks and one hot coffee for $5.

Pilot deployed a multitactical approach that engaged shoppers at every touchpoint, from highway billboards designed to “win the turn” and guide drivers to the nearest exit, to door clings, forecourt signage, and in-store messaging at both the coffee bar and Hostess shelf. A digital holiday gift guide further amplified the promotion.

Pilot’s Sherri Lynn O’Steen worked closely with Smucker’s sales and category leadership to align on promotional imagery and messaging, ensuring consistency across all touchpoints. She also ensured seamless collaboration across Pilot’s internal teams, including center store and beverage. Smucker’s sales and demand planning teams worked to ensure product availability across participating locations, while its revenue growth management team collaborated to find the sweet spot that delivered value to consumers and mutual benefit for both organizations.

This comprehensive strategy appealed to both auto and professional drivers. Pilot achieved nearly three time the original goal, a pastry category dollar sales lift of 6.5%, and 187,000 Hostess bundles sold. The top-performing store moved more than 1,555 bundles.

• Retailer Partner: Peter Frattarola, Senior Category Manager, Dash In

• Supplier Partner: Al Capone Cigarillos

Dash In has built a reputation for redefining the convenience channel through quality offerings, customer-centric experiences and forward-thinking in-store initiatives.

Consistency has been the name of the game for the team-up between the La Plata, Md.-based retailer and Al Capone Cigarillos. From the start of the partnership, Dash In demonstrated consistent commitment to running cigarillo promotions and integrated the Al Capone brand into key pointof-sale assets, creating exceptional visibility and brand awareness.

In addition to its reliability, Dash In consistently champions new product introductions with enthusiasm and operational support, such as being one of the first major partners to be an early adopter of the Al Capone Blues two-pack offering. For its part, Al Capone creates impactful, eye-catching point-of-sale assets for Dash In to implement, which have proven successful in driving adult consumer engagement and delivering incremental sales in convenience retail.

The partnership has resulted in Al Capone maintaining an impressive natural leaf cigars category share of more than 20% in Dash In stores, and being among the most profitable per square inch among consumer brands. The cigarillos sell faster on a per-SKU basis, with excellent retailer margins.

• Retailer Partner: Matt Mirabito, Director of Sales, Mirabito Convenience Stores

• Supplier Partner: Altria

Trust, innovation and a shared vision for growth transformed a traditional business relationship into a strategic alliance that united Mirabito and Altria around common objectives and set a new benchmark for supplier-retailer partnerships.

Together, the organizations piloted a new Mirabito

Rewards program that resulted in outstanding engagement and improved execution standards across stores. Binghamton, N.Y.-based Mirabito instituted a “one team” operating model between the companies that aligned the organizations on shared goals and joint planning. Fostering a test-and-learn culture while prioritizing consumer-centric loyalty initiatives led to measurable gains in trips, sales and profits. Additionally, Altria’s advanced market analytics facilitated the identification of growth opportunities, optimization of category assortments, and benchmarking of performance against competitors.

The partnership led the Mirabito Rewards program to achieve best-in-class loyalty redemption across Altria’s operating companies compared to the top chain average. This high engagement was directly linked to increased trip frequency and larger basket sizes, which contributed to higher overall sales and profitability.

Mirabito’s convenience stores also maintained or outperformed the market in key category KPIs, particularly in emerging segments such as on! nicotine pouches, further driving category sales and supporting sustained profit growth.

• Retailer Partner: Rebekah Stevenson, Head of Packaged Beverage, Alimentation Couche-Tard Inc./Circle K

• Supplier Partner: The Coca-Cola Co. & Mondelēz International

Circle K’s partnership with The Coca-Cola Co. and Mondelēz International illustrates how to solve a high-impact in-store challenge during

the busiest season of the year.

By launching Cravings Corner, a highly visible holiday destination that paired Coca-Cola’s limited-time beverages with popular Mondelēz snacks in one easy-to-shop display, the companies increased relevant immediate-consumption and indulgence occasions.

The retailer’s merchandising and marketing

teams guided assortment decisions, ensured alignment with shopper and operational priorities, and championed the program internally, translating collaborative ideas into a well-executed program. Coca-Cola and Mondelēz aligned on item selection, and merchandising and display strategy. Additionally, Coca-Cola supported the Cravings Corner program beyond product supply by delivering shopper insights, occasion-based merchandising strategies and guidance on optimal product mix.

Results of the November/December program were clear and quantifiable compared to nonparticipating stores: Cravings Corner locations saw an average sales lift of $452 per store; all six featured SKUs outperformed their counterparts; and Cravings Corner stores achieved the highest sales performance and share growth in December — also the most competitive month of the program. Performance gains were consistent across all business units, underlining the effectiveness of coordinated promotions and in-store visibility.

• Retailer Partner: Matt Webb, Chief Financial Officer, Webb’s Auto & Truck Services Inc.

• Supplier Partner: Everest Ice and Water Systems

The partnership between Webb’s and Everest Ice and Water Systems is an example of how hands-on collaboration can address a long-standing category pain point. In the face of chronic out-of-stocks, shrinking margins and other difficulties, the companies evaluated business goals, category economics, pricing strategy and operational fit to reengineer the sale of ice at c-stores.

The installation of an Everest Avalanche ice and water vending system at Webb’s Circle K franchise location eliminated delivery dependencies, protected inventory, reclaimed in-store space and improved customer access 24/7. The Everest team supported configuration decisions that enabled higher bag weights at lower retail pricing, helping the retailer increase value perception while maintaining strong margins.

Matt Webb’s willingness to analyze the total cost of ownership was instrumental in identifying the longterm value of this solution, and his post-installation integration of ice into promotional strategies, pairing it with other high-velocity categories, increased basket size.

A previous problem category became a reliable traffic driver that supported cross-category promotions with beer, soda and other cold-chain products. Webb’s increased ice sales by two to three times and improved margins by removing distributor costs and shrink. Indepth feedback from Webb also informed Everest’s broader understanding of convenience retail needs.

OVERALL PARTNERSHIP EXCELLENCE

• Retailer Partner: Mike Kienbaum, Director, Category Management & Procurement, United Pacific

• Supplier Partner: Mars Wrigley

Instead of focusing on short-term wins, United Pacific and Mars Wrigley Confectionery teamed up to reshape how the confectionery category performs in-store through strategic alignment, operational rigor and a test-and-learn mindset.

Mike Kienbaum played a key leadership role by setting United Pacific’s strategic vision for category growth while maintaining discipline within existing confectionery planograms. He approved and supported the execution of 358 ice cream bunker installations across the chain — enabling expanded display presence and increased impulse conversion — and championed innovation by approving five test stores featuring redesigned queue-line layouts. He also ensured initiatives were scalable, operationally sound and aligned to shopper needs.

Mars Wrigley led the strategic development and end-to-end execution of key initiatives, including the bunkers rollout, in addition to realigning assortments and optimizing product flow within current planograms to improve shopability, velocity and overall category productivity. The supplier also managed full execution of the test stores and played a key role in monitoring performance, capturing insights and refining future rollouts.

As a result of this collaboration, total confectionery performance at United Pacific saw 5.4% dollar growth in 2025, outperforming total convenience. In addition, the queue-line test stores saw 15.2% average dollar growth, 15.3% unit growth and a 20.6% increase in transactions over a six-week period.

OVERALL PARTNERSHIP EXCELLENCE

• Retailer Partner: Nick Triantafellou, Director of Marketing & Merchandising, Weigel’s Stores Inc.

• Supplier Partner: Red Bull

The collaboration between Weigel’s and Red Bull exemplifies how a partnership can transcend traditional beverage programming to deliver cultural, operational and financial impact.

To facilitate Weigel’s role as the VIP partner for Red Bull’s inaugural Championship Run event on the Tennessee River, Nick Triantafellou created a strategic framework to enable the beverage brand to integrate across multiple business areas. He brought Red Bull into major loyalty initiatives, built the merchandising plan for its expanded presence in Weigel’s cold vault, and ensured flawless execution during peak events and volume periods.

Red Bull provided support throughout the year, investing in creative assets, inventory alignment and promotional funding. The brand was also a close collaborator on loyalty strategy, which included Red Bull’s participation in the $6 W Menu, as well

as custom endcap coolers that transformed merchandising visibility in the vault. Additionally, the supplier teamed with Weigel’s on forecasting, case flow protection and new flavor launches, which ensured every major initiative had a strong in-store impact.

The Championship Run event partnership drove double-digit growth in units and dollars while contributing significant margin lift for the category. Red Bull became the No. 1 nondairy brand in Weigel’s vault. This growth helped make packaged beverages the top category at Weigel’s.

OVERALL PARTNERSHIP EXCELLENCE

• Retailer Partner: Angela Gearhart, Foodservice Category Manager, Nittany MinitMart

• Supplier Partner: Senergy Marketing

Rooted in shared values and genuine care for each other’s success, the partnership between Nittany MinitMart and Senergy Marketing has a significant impact on the retailer’s foodservice growth through new menu items, loyalty offers and app-exclusive promotions.

Angela Gearhart leads Nittany’s foodservice team as it focuses on behind-the-scenes development, sampling and training, while Senergy handles food styling and photography, creative print signage and digital advertising. Instead of acting as an outside agency, the Senergy and Nittany teams frequently work alongside each other, whether that means setting up camera and lighting solutions for kiosk photography, troubleshooting loyalty platform issues, or brainstorming and executing on-the-fly digital promotions.

Their collaboration also produced the branded program Nittany Peak, which connects the fuel and retail sides of the retailer’s business and offers in-store value components such as fuel discounts at Nittany MinitMart locations, strengthening customer engagement.

By combining strong category leadership with high-quality creative execution, this partnership delivers measurable improvements in foodservice performance and digital engagement, such as an app-exclusive BOGO offer that resulted in a 300% increase in pizza sales, and loyalty members demonstrating a 23.29% spend lift vs. nonparticipants. CSN

A COMPETITIVE CAR WASH

Upgraded technology, mobile apps and subscription plans are leveling up the business

By Tammy Mastroberte

ONCE THOUGHT OF as just a bonus profit center, the car wash has become a major brand offering for many convenience store operators today. From creating a proprietary program and upgrading wash technology, to adding mobile apps and offering unlimited wash subscriptions, the c-store car wash is competing with standalone car wash locations.

“Distinguishing your brand and customer experience is a big trend in the c-store car wash space now, with many branding the car wash differently than their stores,” said Paul Dadgar, senior business development consultant at Brink Results LLC, a car wash training and consulting company based in Fort Myers, Fla.

Case in point: The GetGo convenience store chain brands its car washes as WetGo, while Weigel’s offers the Weigel’s Auto Spa, and Dash In calls its car washes Splash In.

Offering car wash subscription plans also has become essential to compete in today’s marketplace. Whether limited or unlimited, these programs give c-stores the ability to generate recurring and predictable revenue, and have evolved into

a competitive necessity, according to Gifford Fitzgerald, senior director of product at DRB, a car wash supplier based in Akron, Ohio.

“Subscriptions have evolved into a strategic advantage that help operators stand out in a crowded landscape,” he said. “A well-executed program doesn’t just secure monthly income; it builds long-lasting customer relationships rooted in consistent, high-quality experiences. When done right, subscriptions create the type of loyalty that can withstand even the toughest competition.”

The Latest Equipment

Due to the smaller footprint of many convenience stores, in-bay automatics are often the choice of wash. They require less capital and can operate without an attendant — especially since many come with kiosks for payment and wash activation.

Some c-stores, however, are upgrading to express mini tunnels. While these require dedicated labor, they offer faster washes and the ability to service more cars at a high-volume location.

“In-bay automatic is where the car is stationary and the equipment moves the car, and a single car could take five minutes,” Dadgar explained. “With an express tunnel and a conveyor, you can process 100 cars in an hour. We are seeing a lot of conversions when possible and in some cases, the tunnel is the same size as the in-bay automatic, but they put in the belt conveyor.”

“Distinguishing your brand and customer experience is a big trend in the c-store car wash space now, with many branding the car wash differently than their stores.”

— Paul Dadgar, Brink Results LLC

Weigel’s Auto Spa, which was launched in July of last year, uses tunnel technology for its wash experience. It also debuted with license plate recognition. This can identify customers whether they are loyalty and subscription members or not, according to Dadgar.

Another essential piece of operating a car wash is offering a kiosk for payment, whether cash-accepting or cashless. It’s needed even when a mobile app is available, Fitzgerald noted.

“Not every customer uses apps, so operators must continue to optimize the kiosk experience, as well as other channels where codes are sold, such as pumps or the in-store POS,” he said. “Kiosks remain essential because they capture the impulse wash customer — someone who needs a wash in the moment and prefers a quick, onsite purchase.”

The Must-Have Mobile App Digital and mobile continue to be the trend when it comes to interacting with customers, whether for payment, pump activation or loyalty programs. Now, c-store operators are introducing separate mobile apps dedicated to their car wash and subscription programs.

“Mobile apps are becoming a must have,” Fitzgerald said. “Apps enable operators to engage customers, increase loyalty and simplify subscription management in an unattended environment — critical for in-bay automatic sites.”

In late 2025, MAPCO introduced a new MAPCO Car Wash app powered by Liquid

Barcodes. MAPCO customers can now enjoy a simple, seamless, subscription-based car wash experience. Using the app, they can enroll, manage their membership, and use the car wash with ease. The app also features games and includes a store locator.

Some convenience retailers are incorporating car wash features into their existing apps as well to create a seamless experience whether buying fuel, shopping in-store or activating the car wash.

“With a single app supporting all profit centers — fuel, wash, c-store and made-to-order — operators gain broader visibility and more cross-sell opportunities,” Fitzgerald said. “Operators are increasingly evaluating mobile app platforms to sell and manage subscription plans, as apps create a seamless bridge between the wash and the broader loyalty program, enhancing unified experiences and loyalty for customers.”

Mobile apps, whether integrated with other offerings or a standalone car wash app, are a tool to build long-term relationships with customers. They not only support loyalty, but also enable “behavior-shaping push notifications” to drive engagement to other profit centers such as fuel

and the c-store, Fitzgerald pointed out.

“They also allow operators to collect valuable customer data that can be used to promote subscriptions and increase visit frequency,” he added.

The Subscription Plan

Offering car wash subscriptions has become a best practice in the convenience store space, whether it’s a tiered program or a single option with unlimited washes.

“There is no choice anymore. The subscription model is proven, resilient and it helps in any economic environment with the recurring revenue,” said Dadgar. “As soon as you have a source of income recurring, you hit a home run.”

Such programs have become an important part of staying competitive in the overall car wash industry, according to Fitzgerald, noting that subscriptions ideally should be tied to the c-store’s overall loyalty platform, which can open up other marketing opportunities.

“This enables gamification such as earning badges based on membership tenure, targeted retention messaging and exclusive member-only offers,” he said. “These features not only enhance the experience, but also strengthen customer commitment over time.”

Fitzgerald cautioned that c-store operators with car washes should monitor and adjust their pricing and subscription strategy — as well as marketing and signage — as it’s important to observe sales patterns to ensure subscription growth “doesn’t cannibalize retail revenue and that pricing remains optimal.” An annual review and update is recommended. CSN

“Mobile apps are becoming a must have.”

— Gifford Fitzgerald, DRB

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Finding Stability

With a pause in federal regulatory stress, the cigars category can refocus

By Renée M. Covino

EARLY LAST YEAR, the U.S. Food and Drug Administration (FDA) withdrew its proposed rules to ban flavored cigars and menthol cigarettes. The withdrawals marked a significant pause in the agency’s efforts to regulate these products, which had previously been delayed under different administrations.

While tobacco industry experts acknowledge that the proposed rules could be revived under a different administration, for now, the rulemaking process has ended — as well as a good deal of stress that went along with it.

“From both a retailer and manufacturer perspective, the FDA’s withdrawal provides short-term stability,” Richard Bode, managing partner of Evanston, Ill.-based Cadent Consulting Group, told Convenience Store News. “It avoids abrupt regulatory disruption for convenience stores and manufacturers that rely heavily on flavored cigar sales.”

Offering the manufacturer’s viewpoint, Chris Howard, executive vice president of external affairs and new product compliance for Swisher, known for its iconic Swisher Sweets cigars, said the company perceives the FDA’s decision as “a good signal around process and stability.”

“At a minimum, it reflects the reality that regulating cigars — particularly across very different segments of the category — is complex and needs to be done

carefully, with a strong legal and scientific foundation,” Howard noted.

The decision also provides some muchneeded clarity at the federal level, he added. “This matters to manufacturers, retailers and the many small businesses that depend on a stable cigar marketplace,” he said. “Prolonged uncertainty around broad product bans makes planning difficult, even when no final rule is in place.”

All that said, the withdrawal of the proposed federal regulations hasn’t changed how Swisher runs its business. “Our focus remains steady: operating responsibly, staying engaged at both the federal and state levels, and supporting regulation that is workable, legally sound and based on real-world impacts,” said Howard.

The State Level Is Another Story

While applauding the withdrawal of “overreaching” federal regulations, the National Association of Tobacco Outlets (NATO) recognizes that this issue is still very much looming at the state and local levels, according to executive director David Spross.

“Regardless of what the federal government was doing on these flavored products, states have been considering flavor bans on all tobacco/nicotine products since Massachusetts and California enacted statewide flavor bans in 2020 and 2022, respectively,” he said.

“From both a retailer and manufacturer perspective, the FDA’s withdrawal provides short-term stability.”

— Richard Bode, Cadent Consulting Group

States in the Pacific region, such as Hawaii, Oregon and Washington, have been considering flavor bans and so have states surrounding Massachusetts, such as Maine, Vermont and New York. So far, though, no other state has passed such a ban.

“Several states — and some localities — are still moving forward with their own flavored tobacco restrictions, many of which directly impact cigars, including Swisher products,” Howard echoed. “That ongoing state activity highlights the challenges created by a patchwork of policies and the need for approaches that are consistent and grounded in evidence.”

Industry observers believe it is unlikely the FDA announcement has had any influence on state and local flavor bans. “Similarly to their approaches on vapor products, state and local governments have taken rulemaking into their own hands,” stated Chris Colon, principal, client insights, and thought leader on total nicotine for Circana, based in Chicago.

The way Cadent Consulting’s Bode sees it, state-level bans create unintended second-order consequences, including increasing incentives for illicit trade and cross-border purchasing.

“These dynamics undermine public health goals while placing compliant retailers at a disadvantage. A consistent national policy would be more effective, especially one focused on minimizing youth access to flavored cigars,” he said.

Seizing the Moment

State and local regulations aside, the FDA flavor ban reprieve has made this an opportune time for the cigars category to refocus and for retailers to maximize sales.

“The withdrawal of the ban removes the immediate risk of loss,” Colon noted.

Flavored cigars remain an important revenue and traffic driver for convenience stores. Based on Circana’s syndicated data, Colon explained that “at the total cigars level, manufacturers are effectively sustaining dollar sales through disciplined pricing actions, even as unit volumes continue to decline, as expected for a mature tobacco segment. For c-stores, the opportunity lies in leaning into that stability: ensuring strong SKU productivity, maintaining price architecture that reflects ongoing manufacturer strategy, and optimizing facings to support the highest-velocity items.”

Colon added that this approach will help convenience retailers maximize performance in a category that remains dollar-resilient despite softer unit trends.

Swisher reports that despite a modest softening in overall cigar sales in 2025, several areas continue to demonstrate growth: the pipe tip segment posted a nearly 4% increase in retail dollar sales, while rough cut natural leaf also grew slightly, by about 1% for the year.

Momentum was even more pronounced in its natural leaf wrap line, which delivered “exceptional sales” even though it’s only available in a handful of states thus far, according to Josh Harrison, Swisher’s executive vice president of sales. Its growth significantly outpaced the segment’s volume expansion of more than 90%, he said.

“In 2025, c-store cigar shoppers on average made 2.4 more trips, spent twice as much, and had 25% more items in their baskets than the average shopper.”

— Josh Harrison, Swisher

“Data consistently shows that cigars remain a significant category in the convenience channel. In 2025, c-store cigar shoppers on average made 2.4 more trips, spent twice as much, and had 25% more items in their baskets than the average shopper,” Harrison cited.

David Krivoshik, manager of business analytics at Cadent Consulting, also offered some stats and observations for consideration in cigar category management:

• Machine-made cigars, including large cigars, cigarillos and other mass-produced formats, dominate convenience store cigar sales.

• Roughly 51% of cigars and cigarillos sold in c-stores have characterizing flavors other than tobacco.

• Cigars account for about 5% of total c-store tobacco sales; premium cigars represent about 1% of c-store cigar sales.

Looking Ahead

There is a case for measured c-store investment in premium cigars, according to Krivoshik. “Premium products can help mitigate [local and/or future] regulatory risk tied to flavored, mass-produced cigars and typically deliver higher dollars per total distribution points,” he explained.

“This allows for retailers to generate more revenue with fewer units and less shelf space, an important consideration for the space-constrained backbar.”

Of course, he recognizes that premium cigars are not a universal fit in the convenience channel, where so many shoppers are highly price-sensitive and sometimes unwilling to trade up, particularly in an inflationary environment. However, he pointed out that premium cigars can bring in a unique shopper, who may then become loyal.

“Overall, premium cigars can add value to the category and bring in a unique shopper, but success depends on disciplined assortment selection and realistic expectations about a particular c-store’s shopper demographics,” Krivoshik relayed.

For 2026, Swisher’s Harrison reported that cigar category volume is projected to decline at a low single-digit rate this year and follow a similar trajectory through 2030. However, dollar growth should be moderate in the near-term, he said.

“This segment still accounted for roughly 20% of OTP dollar sales in 2025, underscoring its continued relevance,” Harrison emphasized.

Innovation — particularly in limited-time offers and regionally inspired blends — will remain an important lever for generating consumer interest, he said, and driving incremental sales. CSN

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Evolving From Impulse to Intention

To combat declining trips, the convenience channel needs to reset its value equation

The convenience channel is facing a demand problem. According to a new report released by NielsenIQ, 33% of shoppers say they’re visiting less often, and trips per buyer are down 2.2%. To reverse course, convenience retailers must pivot, evolving from impulse to intention. Earning back trips will require engineering entirely new reasons to visit.

Convenience Channel Purchase Trends

Penetration

Source: NIQ, 52 Weeks Ending 11/29/2025

The convenience channel contracted in both dollars and units last year. Speed is no longer enough. C-stores must deliver experiences that feel worth the stop, not just fast

Better for you is outperforming in c-stores, with double-digit growth and above-average gains in claims such as protein, gluten-free, and no artificial colors. This marks an inflection point for the channel from vice-based to wellness-led convenience.

Source: NIQ, 52 Weeks Ending 12/27/2025

The No. 1 trip killer currently is price, as 50% say they are shopping c-stores less because the prices are higher than other retailers. Today’s value equation should focus on putting the right products, at the right prices, around the right shopper missions.

“Convenience is shedding its vice-based past: as price fatigue bites, label literacy surges, EVs curb pump trips and GLP-1 reshapes appetites, shoppers now define value as wellness, credibility and time well spent.”

— Chris

Costagli,

Vice President, Thought Leadership, NielsenIQ

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