C-Store Sales Facts – Thriving Now and Looking to the Future

C-Store Sales Facts are a useful way to search for ways to increase your sales. There are many trends that are noteworthy to watch. It is important to monitor them and consider your strategy to thrive in the future. Here are a few facts you may want to consider:

C-Store Sales Facts

  1. 80% of the fuel sold (gallons up 2.6% ) *1
  2. Inside sales up 3.2% *1
  3. Profits down 3.8% *1
  4. Average sales 3.5 million per store*2
  5. Range of sales from best to worst store is an order of magnitude (10 times more)*2
  6. Hot Beverages are key factor for higher sales*2
  7. Only 69% of of 18 years have a drivers license (down from 87% in 1983)*3
  8. US Retail trips down 2.1 billion in last 5 years) – ~17 fewer per household/year.*3

There are less shopping trips but more gas sales. Profits are getting squeezed. It may be time to work hard on your product sets. Ensuring that you make the most of each visitor and generate adequate products may be the most important challenge. It may not be enough to look at total sales. It may be time to analyze the product sales and the associated margins more carefully. The amount of money given for shelf space and promotions is a factor as well. There are only so many items you can carry and only so many customer visits. Getting the merchandising right is critical to maximize each visit.

If retail visits are declining, then it may be important to work harder to keep the best customers. The customer experience is something that every store can control. Cleanliness, inventory, attitude and service are all the result of store employee’s work. No one can control the trends of the world, but the cashier directly impacts the way the customer is treated when they visit your store.

C-Store Sales Facts – *Sources

  1. Convenience Stores Hit Record Sales in 2016
  2. What is the Average Gross Revenue of a Convenience Store?
  3. How US Convenience Stores Can Stay Ahead of the Retail Pack

C-Store Sales Facts – Related blogs and posts

You may also like a related blog regarding ‘Is Knowledge Power? Can It Drive C-Store Sales?’.

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SE Petro Store Performance Workshop – Wednesday, March 7, 8:30 AM

Opportunities, examples and action lists
Spend 45 minutes to hear how top C-Store Operators are achieving dramatic results using common-sense management techniques.

Topic –  “Managing Store Performance – Life is Too Busy to Waste Time”, Presented by BandyWorks CEO, Tom Bandy

March 7, 2018, 8:30-9:30 am

Meeting Room – 208

SE Petro Store Performance – Who Should Attend

  • C-Store Owners
  • Operations Directors, VP’s
  • District Managers
  • Store Managers

SE Petro Store Performance – Best Practices

  • Daily Check List
  • Plan versus Actual
  • Tracking Problems
  • Store Manager Retention
  • Up-Selling
  • Inspecting Work
  • Store Operations
  • On-Boarding Staff

For more information, visit http://sepetroshow.org/jc-seminar/

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25216283 - students stacking fists for cooperation and teamwork in a university

C-Store Performance – Accountability – Trust or Bust

To achieve top C-Store performance accountability trust must be strong. In order to operate remote stores well, there must be a level of trust. This trust must be bi-directional. Employees must believe they will have the resources they need for success and HQ staff need remote operations to perform as required. That is why many accountability coaches say ‘Trust or Bust’. Trust is required by everyone in the organization.

C-Store Performance Accountability – Trust or Bust

Many argue the concept of accountability is the polar opposite of trust. They argue that measuring and verifying performance shows just how little trust there is in the people doing their work. That is, you either get trust or you do not get the desired accountability. Hence, it’s Trust or Bust. Managers and leaders often start to establish trust before they try to make changes or improve operations.

Learning from Sam Walton

Bill Scott, loves the concept of trust in a C-Store Operation. In his book ‘Retail is Detail’, he describes the practice of Sam Walton in his stores as the key ingredient to successful operations. ‘Sharing in a sense of ownership within an environment of trust and respect are key elements necessary for the success of any group, organization, small shop… even Fortune 100 companies.’ He explains that any large organization requires the efforts of many. With a sense of trust, there is an understanding and belief that good results help both the company and the staff.

In a trustworthy environment – when there is an atmosphere of trust – it is safe to tell the truth. When truth is desired, then getting the facts is helpful and never harmful. Many times, people get confused and think bad facts should not be provided. They think that they may be perceived as having a bad attitude. However, not knowing the facts is and hiding information is much more harmful.

Facts Are Facts – Deal with Them and Build Trust

If the facts show good results, we can find best practices. If the facts are bad we can find ways to improve things. Perhaps one great definition of ‘accountability trust’ is the willingness to measure and score results accurately. That is, there is no desire to fix the numbers. The numbers are trusted as the team trusts each other. If things are bad, they will get the needed attention so that the results can be improved.

For more information on C-Store Performance – Accountability

You may also want to read about our blog on C-Store Accountability- Does It Have To Be So Mean?

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29944027 - businessman walking the easy way to success

C-Store Operations – Keep It Simple – The Hard Work

C-Store Operations – Keep It Simple – The Hard Work never ends. While simple is desirable,  it’s not easy – it’s just better. Simple means clarity. Clarity is worth the work required to find and follow the simple path. With simplicity comes focus that brings action.

C-Store Operations – Keep It Simple – The Hard Work in Motion

The path begins with your vision and mission. Your journey commences when you set goals to match your mission. Choose goals that matter and find ways to measure them. With such choices, you are on your way to productivity. Adding tasks and assignments to define the work to strive towards the goals establishes a process. While following a process will help you reach your goals, implementing a system will keep you there and allow you to adjust and maintain as you grow.

In the post, ‘Business Wisdom Within’, Alan Nicol summarizes that many proven management methodologies are founded upon simplicity. He states that Six Sigma uses the concept of reduced variation. Mr. Nicol likes how Lean Methodology drives to simplify both processes and management structure. His rule for simple: Effectively accomplish what is important with the fewest possible resources.

C-Store Operations – Signs of Excessive Complexity

  1. Imprecise measures
  2. Vague responsibility
  3. Denial of problems
  4. Excuse generation
  5. Training headaches
  6. Increased skill demands
  7. Operational paralysis

C-Store Operations – Complexity happens with change

Complexity is not something that anyone desires. No one chooses to make things harder than needed. It just happens as things change. Companies grow, management is added and new technology arrives. The work process is not always updated to match these changes. Complexity is not the result of a plan but rather the unresolved left-overs of the old. In the real-world of on-going operations, considering every aspect of a change is often not possible. Employees must keep the company working and thereby redundant or inefficient work occurs and the complexity increases.

C-Store Operations – Redundancy is not always obvious

The outdated or modified work flow may require extra work to find, document and communicate the new way. It can be a simple email, a change to a daily report or a training program. Training, communication, systems and procedures may not be synchronized and employees may be doing a combination of old and new assignments. For example, tracking and reporting are part of a system. Such information requires the employees to do work that is passed to others. When changes are made, these old tracking and reporting tools may no longer be needed. There are many kinds of work of which the producing employee may not be aware. When such work is no longer needed the person doing the work must be notified. This is one way simplification can make things better. The removal or re-allocation of work can increase production rates.

C-Store Operations – Keep It Simple – The Hard Work Steps

  1. Start with mission, vision, and core values
  2. Keep it simple – 10 measures max
  3. Publish results and analysis
  4. Score as many as needed to explain and call to action
  5. Make communication part of the action plans
  6. Find and remove work that is not necessary
  7. Ensure feedback is given with the same rigor as the scoring
  8. Make if Fair and Fun
  9. Reward results – money, time and appreciation

C-Store Operations – Keep It Simple – The Hard Work- Related blogs and posts

You may also like a related blog regarding a balanced scorecard. When choosing your goals and measurements a balanced set can help. For a business school point of view, you may enjoy Simplicity-Minded Management by Ron Ashkenas in the Harvard Business Review.

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