Finance-only-driven labor budgets, gut-based scheduling, turnover, and inconsistent execution can all lead to gross profit erosion. Store complexity keeps increasing – food service, loyalty, AI tools, delivery – while the systems used to measure and assess performance struggle to keep up.

The C-Store Labor Costs Challenge

Labor is often the least optimized, and most impactful lever in the operational toolkit. When managed intentionally across the entire organization, labor optimization is a competitive advantage and profit driver. The BandyWorks C-Store Labor Maturity Model outlines five stages of operational labor maturity tied directly to store profitability.

Each stage reflects increased workforce capability across three pillars:

• Team Development (training, accountability, leadership, execution)
• Data & Technology (tools, metrics, integration)
• Audits (policy enforcement, variance tracking, follow-up)

As maturity increases, so does the labor ROI. The five maturity steps are outlined below,

The C-Store Labor Maturity Model: A Strategic Framework

Here, we’ll summarize each stage of maturity through the 3 pillars: Management, Technology/Data and Audits.

Stage 1: Reactive: “Just Keep the Doors Open”

In this survival mode, staffing is ad-hoc. Schedules are based on gut instinct, not sales data. Training is inconsistent or missing. Labor is treated as a necessary cost—not a controllable variable. Someone needs to keep the doors open.

• Team Development: Basic presence. No formal KPIs or accountability.
• Data & Technology: Minimal tools. Tracking limited to hours worked.
• Audit: Informal processes. No documentation or variance reviews.

Profitability Impact: Unpredictable
You might hit payroll targets, but service levels fluctuate, and turnover is rampant. Often, managers are firefighting instead of leading. Keeping the store running is essential and small organizations may be okay with low control and high touch management.

Stage 2: Simple: “We Track Hours. That’s a Start.”

This stage introduces foundational structure. There’s a focus on meeting immediate staffing needs with consistent coverage, and some basic data gets collected.

• Team Development: Basic training in scheduling and coverage.
• Data & Technology: Core metrics tracked—Inside Sales, Hours Worked, Labor Cost % of Sales.
• Audit: Simple schedule vs. actual checks. HR policies are documented.

Profitability Impact: Spot-Check Wins
Scheduling becomes more consistent, and adherence improves. However, optimization is limited. Think of this stage as compliance, not yet control. Significant savings can often be found by experienced leaders, such as thousands of dollars a month, but sustaining the savings requires a lot of manual work and time-consuming follow-up. It’s often difficult for less seasoned staff to achieve the same wins.

Stage 3: Analytical: “We Understand What’s Working—And Why”

The first leap toward performance-based labor management. Data becomes actionable. Managers receive training in key KPIs and begin using reports to inform decisions.

• Team Development: KPI training, variance understanding, goal setting begins.
• Data & Technology: POS and Payroll data integrated; demand patterns analyzed by day/hour.
• Audit: Recruiting/hiring process standardized. Retention matches industry benchmarks.

Profitability Impact: +5–9% in Year One
This is the inflection point. Understanding true labor cost per transaction and aligning schedules with traffic patterns produces fast, measurable gains. A mid-size store may find 30-60 hours of labor opportunity per month. These savings or reallocations can be managed with a regular audit and adjustments 2-4 times a year for seasonality. Sustainability tends to require a more mature oversight and analytical basis as well as investment in manager development for time management and analytics-based decision-making.

Stage 4: Proactive: “We Plan Ahead—and Perform to Target”

Here, labor is actively managed to match business cycles. Managers forecast and flex schedules based on recent scheduling patterns. Retention and training are aligned to performance.

• Team Development: Career paths documented; onboarding personalized; retention above industry average.
• Data & Technology: Multi-source integration (POS, Payroll, Time & Attendance, COGS). Forecasting is fine-tuned and improved.
• Audit: Advanced scheduling, performance coaching, variance management.

Profitability Impact: Sustained +3–5%, Seasonal +4–8%
Labor becomes a controllable lever. For example, managing overstaffing and understaffing, by service levels (e.g., food preparation, seasonality, carwash, training) apply the necessary and sufficient resources to both contain costs and maximize profitable sales. Cost adjustments and profit for mid-size stores with food service offerings can find an additional $500 to $1,500 in monthly savings (profit from cost reduction) or re-allocation per store through seasonal adjustments and fine tuning above Stage 3. Naturally, the complexity of the food service and intensity of the weather variations dramatically impact the level of results.

Stage 5: Strategic: “Labor Drives Brand, Loyalty, and Margin”

The final stage transforms workforce execution into a strategic engine. That is, labor processes systematically drive business objectives, and analytics optimize both people and profit.

• Team Development: Teams are aligned and agile. Leadership development is core.
• Data & Technology: Predictive analytics and schedule optimization drive efficiency.
• Audit: High staff retention. Labor outcomes tie directly to customer loyalty and revenue performance.

Profitability Impact: +3–8%, Plus Loyalty & Stability Gains
At this level, labor is not just optimized, it’s differentiated. Customer experience improves. Retention soars. Leadership is organically developed. Strategic initiatives stick. You don’t just manage labor—you win with it. The cost savings and profit growth stacks on previous stages and now impacts the long-term value of the store by directly driving the customer experience, brand, culture, and sales. The ability to utilize a great team with the correct staffing level supports and encourages the teamwork and workload necessary to sustain long-term results.

Why C-Store Labor Costs Matters Now

Stores that remain reactive lose margin to inefficiency, turnover, and missed opportunities. Those that mature their labor model can outperform larger competitors, reduce churn and grow profitability.

Final Thought: Labor Is Your Hidden Growth Lever

Most retailers manage labor as a constraint. In truth, it’s a hidden engine of growth and margin when managed intentionally. By maturing how you manage, integrate, and audit labor, you’re not just filling shifts; you’re building profit.

Start where you are. Measure what matters. Manage what drives performance.

Related Information for C-Store Labor Maturity Model

You may want to take an assessment of your C-Store operations It provides a written summary along with ideas for new things to consider: C-Store Performance Assessment.

NACS Related Training Options

Develop Your C-Store Manager Operations Economics October 15, 2025, 8 AM

Develop Your C-Store Operations Team  October 16, 2025, 8 AM

The post C-Store Labor Maturity Model appeared first on BandyWorks.

C-Store Operations Drivers

1. Achievement

Mike Crowell

Results matter. Operations need to know how they are doing. Managers responsible for their stores need to know how they are doing. Having a basic understanding of the numbers provides a clear picture. Basic information includes key store sales, traffic, fuel, compliance, inventory and customer service. Knowing if things are better or worse with meaningful comparisons lets the manager know if things are better or worse.

Running a store does not allow much time for number crunching so having the key information readily available is a starting point for knowing how things stand and where to focus priorities. Mike Crowell, Operations Director Small & Sons Convenience, found that setting goals and measuring results was the key to focused action. He found that “team building started once we set goals together. Before goals were set, we just found problems, but there was not much resolution. That is, after we started, then the next fire would take over and we would not get our work completed before the next problem took our attention.”

2. Alignment

C-store operations alignment with all managers is a force multiplier. Mason Cowan writes in the C-Store Growth Mindset, that it “leads to astonishing results. It enables a team to achieve performance levels that are far greater than the individual best of the team members. His list of benefits include:

• Shared goals
• Stronger trust
• Time savings
• Faster work
• Increased creativity
• Higher confidence
• More fun

3. Accountability

To achieve a 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. Trust is a natural outcome of alignment.

The combination of an objective approach to measure achievement and strong alignment typically makes accountability a natural result. While any sequence of focus can work, the accountability driver often follows improvement with either achievement or alignment. Of course, accurate, meaningful measurements of results along with strong team cohesiveness makes accountability simpler.

Once you know where you are going, the path and the resources become the mechanism to achieve the desired results. When there is a purpose, training is motivated. With the resources of time, skills, facility and product provided, the operations can be performed. Checklists, schedules, and feedback provide the mechanisms to make it clear how to do the work that is needed to achieve the required results. With measurement, performance can be assessed. Finally, with a culture of responsibility and problem solving, change is possible, so employees develop to achieve the results. With a process in place, employees’ ability to execute is simple and specific.

4. Attention

Crowell found that paying attention was the key to making a substantial improvement in his operations. The desire to do better was our key to taking the first step. Sometimes, just picking a place to start is the hardest part. We were never complacent despite havimg lots of operations defects for which we were not happy.

• Engage with people
• See the situation
• Be objective
• Appreciate quality
• Address problems
• Consider others
• Understand priorities

5. Aspiration

Looking at what is possible, rather than what is now. As Crowell stated his team started improving as he set goals. Measuring the results provides focus. Mike felt that if his team was not complacent, that is, they wanted to get better, no obstacles could hold them back. His aspiration initially was simply to have a strong operation that allowed his team and himself to enjoy their job. Of course, with success the cycle returns to goals and new and bigger goals are the natural benefit of success.

Mike is not alone in the goal setting. John Doer worked for Andy Grove when he started making computer chips. In his TED talk, he refers to Grove as the ‘greatest manager of all time’. Grove thought goals provided clarity which provide execution guidance. he argued “The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say, “Did I do that, or did I not do that?” Yes. No. Simple. Hence, the desire to be great, the setting of the goal and its measurement make the cycle robust and successful.

C-Store Operations Impediments

1. Complacent

BJ Cooper

Attitude and effort are key hiring traits. BJ Cooper. district manager at JD Streett, summarizes the challenges with complacency when trying to achieve c-store growth: “Going through the motions, or hearing an employee describe their job as ‘I am a cashier at the local gas station, it pays the bills’” is a complacency red flag.  A job has to provide income of course, but if the check is the only thing, it almost never works out. Complacency is even more of a problem with new managers, assistants and supervisors. The lack of lack of ambition or a growth mindset is a huge red flag.

Focusing on the hiring, avoiding short-cuts is a natural place to begin. However, many managers find that personal interaction and getting their staff to open up and share their goals can remind both the manager and the staff about their motivation. Good hiring and strong leadership can remove this obstacle and turn it into a motivated driver.

2. Neglect

Perhaps the last stage or worst trait of all the five c-store operations drivers and impediments is just not paying attention or caring. Sometimes, neglect can be a circumstance rather than a choice. For example, if one manager has to cover three stores and one is far away and just not large enough to justify time, when the other two stores are so much bigger. Sometimes neglect is the best of bad choices. However, having such a situation is typically the result of long-term problems that have not been addressed.

Once neglect is the driver, it is both good and bad. The bad, of course, is that things are really bad. The good is that any attention and good work will make things better. Some people that have a lot of patience thrive at removing this issue. With enough time and patience, these stores or operations are very rewarding to put back on a path towards success.

3. Unreliable

Finding ways to remove the impediments (the red backward arrows) came from a desire to get better. One of the key symptoms of missing accountability is the lack of reliability. In their book, Bandy & Cowan list the common phrases used that reflect missing accountability. This way of thinking or working can be identified with phrases or situations such as:

• Does this person really care about their work?
• I must tell them every single step.
• No one tells me about problems they experience.
• There is no work ethic anymore.
• No one tells me anything, there is no communications going on.
• My boss doesn’t care about me.

Addressing the problems in an operation can happen with small steps. Just the desire to improve can be enough. For example, “I got help to set goals and that is when the move from red to green happened. We were not ever complacent, but we were unreliable.” according to Mike Crowell, Operations Director, Small & Sons Convenience Stores.

4. Conflict

While conflict is unavoidable, the right kind of conflict is needed. Teams that have strong alignment will know how to communicate and share ideas about improvement. Such a conflict is based on a desire to improve or fix problems. The kind of conflict that hinders operations are personal and misaligned efforts. It is perfectly reasonable for individuals to have their own needs and goals. However, individuality should not be in conflict with one’s work goals or there is not a synergy and fit to make things better. As opposed to a well-aligned team, those without a shared vision or mission will have a harder time addresses problems or communicating with full trust.

Healthy teams are not afraid to avoid problems or make suggestions. There is no conflict when respectful feedback and communication is used to make things better. Everyone knows the challenges and effort needed, however, to spend time motivating and chasing teammates to do their work.

5. Mediocre

The lack of a desire to improve is often a definition of mediocracy. Few expect their teammates to be perfect or achieve unreasonable targets. Everyone, however, expects an effort and the ability to know that each person is working to help contribute. Aspiring for better does not mean unrealistic dreams, or seeing the world differently than it really is. Giving up on the possibility, however, tends to create a negative force and limits the ability to maximize improvements and build trusting teams.

Improving C-Store Operations

Many question where to start and how long it will take. Others just focus on the next thing. The interesting thing about cycles is that they tend to work together. Many find that those that have some level of motivation can make small progress from either getting rid of an obstacle or by making something just a little better. It is not necessary to have the full plan in place or understand all the strengths and weaknesses. A desire to start is enough. The will to change is enough to grow and control the five c-store operations drivers and impediments.

Addressing change management as operations adjustments are implemented helps to keep the positive cycle in effect and makes it possible to remove those negative forces that impede operations. As you move forward and learn, consider these aspects of change management:

• • Buy-in
  • Respect
  • Win-Win
  • Pace
  • Fears
  • Progress not perfection

Additional Resources for C-Store Operations

Three Aspects of C-Store Operations ROI

C-Store Managers Start with a Daily Plan

C-Store Performance Accountability – Trust or Bust

Grandma’s Secret Sauce for C-Store Accountability

Resources

The post Five C-Store Operations Drivers and Impediments appeared first on BandyWorks.

That is, operational strength also means adding new services such as food and delivery, adding innovative products and services, and expanding the customer value in terms of frequency and volume. Finally, they know how to recruit, hire and on-board the right staff from the entry level all the way up into the highest management positions.

1. Alignment Engages Operations

Many start with alignment as the foundation of c-store operations. Of course, knowing your purpose is the key to having alignment. Simon Sinek refers to purpose as the ‘Why’ of the organization. Knowing the purpose makes all subsequent decisions easier. What gets done, how it occurs, and what we choose to do first is based on our belief in achieving our vision.

A clear vision will include values that are real. Everyone experiences the culture of a company and knows its authenticity. Real values applied to a genuine mission builds trust. The clarity of purpose make hiring simpler both for the employee and the employer. Building a great brand and delivering a great customer experience happens in the store between people. How hiring is done and how the on-boarding is delivered determines the way cashiers (and all staff) perform their job. It directly impacts the customer experience. Greg Ehrlich, President of FriendShip Stores, simplifies his operational direction. He lists  ‘culture, brand and data analytics’ as the chain’s three strategic priorities. In essence, the purpose (Vision) of the company, when executed well as part of the operations, can be tracked, managed, and mastered.

2. Process Is the Blue-Print

Boring. Tedious. Demanding. … Simple. Effective. Profitable. The core of operations is the process. Making it clear, training thoroughly, and taking the time to ensure it is understood makes the operations consistent and scalable. Ironically, having a precise way to do work can increase innovation and improvements. By making the routine straightforward and ensure job expectations are met, things go better. Successful, non-stressed staff are more free and confident to provide new ideas and make changes. In fact, the best cultures have processes that assume improvement through on-going changes.

Most operations assume some level of failure or unusual activities. As work becomes standardized, results are consistent and there is time for thinking, training and brainstorming. New things can be added, old things can be made better. Having a good set of results provides the extra time, money and skillsets to do even more. Good things follow from good work.

Having the process in place ensures the essential priorities are met, the results are measured for quality and ‘profits’ can then be applied to grow careers, services, stores and customer traffic. Everyone wins when work goes as planned.

3. C-Store Operations in Action

Creating return is the natural outcome of operations. Having a goal provides motivation to track and adjust how the work is done. Managers are responsible to ensure the alignment is in place, the processes are understood, and the results are tracked. Operations are the management effort to adjust work to the desired team outcomes. It includes process follow-up, results tracking, and alignment coaching.

Follow Up Adjusts C-Store Operations

Many consider follow up to be the definition of accountability. Certainly, checking in and ensure staff perform their jobs, fulfill their requirements for frequency and quality are essential jobs. Obviously, not every job is done perfectly. This part of the job can seem stressful to both sides of the follow up conversation. However, when done well with alignment to the goals, and fit with the vision; it can be the most rewarding and satisfying part of the job.

No one expects a team to work without making mistakes. Who could be held accountable to the standard of perfection? Delivering bad news can be painful. However, understanding we are not trying to be perfect but rather to keep getting better, the feedback loop changes from negative to positive. When viewed as a normal part of the job, follow up can be the most satisfying and enjoyable part of work for both the ‘boss’ and the worker. Follow up, then is where the three aspects of c-store operations ROI come together.

Recognition and Insights Are Feedback Essentials

When a team is working towards a goal and gets proper recognition for jobs done well, new skills mastered and progress in their work, it is much more likely that feedback can be viewed as a natural part of the job. Having a path of growth and knowing where one is on that path can change a ‘nag’ into a normal part of teaching or coaching. Focusing on the goal and providing accurate and useful feedback allows everyone to be part of problem solving. That is, all work is team work.

One of the overlooked areas for maximum operational improvement, is the team feedback loop. Listening to challenges,  and soliciting new ideas not only helps to make the job better, but increases buy-in and job satisfaction. Managers that remain open to ideas, listen to the ‘real’ work situation, and seek out staff ideas are much more likely to have their guidance accepted. Who else, understands a work challenge than the one that is doing the work every day?

Coaching Improves and Maximizes C-Store Operations

Once skills are known, management follow up naturally shifts to coaching and mentoring. Improvements occur as work is mastered. Hence, just finding ways to help improve attitudes, techniques and priorities can make the same labor yield higher results. Of course, using staff goals as the motivation makes it more likely to have buy-in and willingness. While it is nice to have a great company goal, staff are much more motivated with their personal goals. When personal goals are aligned to company goals, change and effort become easier.

Tracking Measures C-Stores Operations

Sales, labor, customers, products all have counts. Counts provides insights into activity. These counts represent a measure of operational activity. Profits measure overall performance. Of course, maximizing returns means generating profits. Looking at long term value rather than just the immediate returns can produce the maximum store value.

Measurements are useful for showing trends. Trends require some level of historical data as well as knowing what needs to be measured. Measurements can evolve to track those things that provide insights into current behaviors.

For operations, it is useful find those measurements that predict the desired outcomes. Of course, daily sales show how monthly and long-term sales are going. Additionally, other counts like customer traffic, basket size and operational activity measurements are also available. Knowing when customers arrive and what they want during different parts of the day provides adequate staffing to serve them when they are present.

Knowing what is needed to be done to be ready is another level of operational measurements. Cleaning, stocking, ordering and training all take time. Having staff and services ready means acting before the customers want to buy. Knowing how much product to have, how many staff are needed and how well the services are delivered provide insights that enable adjustments.

Where to Start to Maximize C-Store ROI

Unless a store is brand new with no operational history, operational ROI is already in place. Building alignment, creating or improving processes and fine-tuning fulfillment are all possibilities. Assessing where you are and what needs improvement helps to find the first area of focus. Like Yogi Berra famously stated “when you come to the fork in the road, take it.” That is, get started if you are not sure what is needed. As you review and work the operations improvement process the areas that need attention will naturally come to light.

With operations, all areas impact results. If tracking is already in place then identify the strengths that can be maximized first. Next assess if there are weaknesses that are having a large negative impact on the operational strengths.

As an alternative many companies start with alignment. Having a compelling vision can drive operations. All organizations have a purpose and mission. They may not be well understood and they may not be matching to the store staff. Spending time to clarify your goals and ensure staff want to participate can yield amazing effort. Not everyone will fit to an organization. Choosing well and supporting the team is essential to alignment.

A third area is to work on operational procedures. Processes that make the job simple and provide great service make work outcomes better. Having teams create or improve process can be part of the culture that keeps teams engaged and growing.

Being consistent, looking to grow, opening the culture to new ideas while staying true to the mission establishes a company that can adapt, grow and add value over time. A chain is its people and having them aligned makes the potential return nearly unlimited.

What is Possible?

Naturally, the question to consider as leaders prioritize investments must consider maximizing returns. Growing c-store chains must apply their resource of money, time and talent as a scarce resource. During Joe Sheetz’ time leading, he argued that he could grow best by reinvesting in existing stores. GPM has proven that acquiring existing chains and bringing their central office functions in-house but keeping the on-going brand and operations was a successful growth approach. Wawa has proven that building new stores and rolling their operations allows for profitable and long-term growth. Single store owners, know they can add new services, hire more staff and expand a facility beyond what they can do on their own.

Different Choices

All of these strategies work and typically any operator with more than one store will use all the approaches at some point in their history. For all approaches, however, operational integrity is essential. Growth strategies, both for sales and profit, require strong operations. Without a consistent and clear approach to success, organizations cannot sustain profitability and keep the stores running.

In summary, including the operational impact for all growth is mandatory. No growth occurs unless the store can run and fit into the chain. Given the operational impact, growth companies know they can always expand either profits, stores or sales by improving the operations. Every marketing plan, each new store, all the new food offerings demand cashiers and store staff to deliver and produce. No one executes perfectly, but we can keep learning and growing. Best of all, improvement yields more improvements. Making things better is fun and satisfying and maximizes both the operational ROI and the overall chain value.

Additional Resources to Maximize C-Store ROI

Store Manager ROI Strategy

https://www.yeoconference.com/speaker/tom-bandy/

C-Store Managers Start with a Daily Plan

Resources

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The post How Do Age Stings Beat Technology? appeared first on BandyWorks.

C-Store Remodels

One way to grow with existing stores is re-modelling. Items include

1. Bathrooms
2. Space for food (deli, pizza, dine-in)
3. Lighting (costs, safety, image)
4. Entry and exit ease
5. More pumps
6. Image upgrades
7. Maintenance issues

Analyzing remodeled stores require longer timeframes for comparison across broader measurements. Typically, these types of analysis compares year over year results for:

1. Traffic
2. Total sales
3. Margin increase
4. Basket size
5. Department analysis

Making investments into existing properties is frequently used by those with strong management. It requires getting more from the same space. More transactions, bigger transactions, or higher profit transactions. The shift to food often drives upgrades in cleanliness, brand recognition and other items such as lighting and maintenance to match the food industry brand mastery.

Naturally, data analysis for remodels needs seasonal data such as same day/week/month last year, same holidays, and even weather awareness. The new comparison, of course, is pre-pandemic/post-pandemic which is driving the 2-year rather than 1 year comparison.

C-Store Coaching

Driving growth in the same store with new promotions or management oversight is often viewed as a faster and higher ROI project for many companies. Just taking exactly what is in place and coaching store managers and cashiers to reduce theft and upsell can bring significant profit and allow pay increases to retain the best staff.

For same store, same resource growth, the analysis will include year over year comparisons, but often uses daily or weekly trends. Coaching and feedback that is quick and direct promotes understanding. Keeping the program for weeks (or even months) establishes a pattern and shows the staff consistency. Obviously, providing compensation for good work builds trust and motivates the right behavior.

New C-Stores

New stores, of course, mean entire new capacity. Unless you have purchased a store and have their data, then the new store must use only current data. For these situations, having a goal based on the similar stores can be helpful. Typically, however, the daily tracking of sales and the day to day change is critical. Most of the rules for a new store regarding same day of the week or same season are ignored in the first few months. There are so many new items to manage – store manager, new staff, new delivery routes, new customers – that just keeping the basics in place is crucial.

As such, the number tend to be category based for the first few weeks. New store analytics tend to cover

1. Gallons sold
2. Traffic
3. Inside sales in total
4. Cigarettes, Beer
5. Food
6. Day Parts
7. A few items that may have a new store special

After the new store has been open for a few months, the focus shifts. The tracking begins to look more like that of existing stores. The comparisons however are just from previous weeks and months rather than the same period last year. Often product movement and category comparisons are used to look for obvious differences from other similar stores. It is helpful to find a similar store to identify which areas of sales or activity are not working in proportion to these stores. As with most new things, it takes a while to get all the different parts fully functional and working smoothly. Looking at proportional sales rates by category, by example, can show where to focus attention.

C-Stores Are Unique

All stores are unique and have their own cycles. Great managers know their stores and learn their unique patterns. Nonetheless, using numbers saves time to identify patterns and more importantly to spot changes quickly. Quick identification of problems prevents small problems from becoming large and ensures that the most important items are noticed and addressed.

The key is to include a manageable amount of analytics into your management time and operational budget. When establishing data analytics for c-store growth – new stores versus old stores, knowing your key drivers is critical. Just focus on the most important items to minimize the time required for managers to review the results.

Time Matters in C-Stores

Having time in the planned workflow enables a manager to address the data analytics without adding extra pressure to their busy schedule. All growth patterns have value, and all have challenges. C-store owners grow sales by adding stores or improving existing ones. Whether adding new stores, remodeling what your have or simply coaching staff on best practices, matching data analysis to the changes helps. The right analytics will confirm success, identify problems and therefore maximize the growth and reduce risks.

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Age Verification Compliance Summary

Overview

The new  regulation and compliance laws for underage sales  are here. As such, retailers must find ways of selling responsibly. Obviously, they must also make it easy for regular customer to buy what they want. That is, no one wants to be the ID czar. For example, good cashiers do not want to sell alcohol or tobacco to underage customers. Cleary, managers must balance the risk of cashiers making age judgments throughout the day rather than the stricter approach of forcing a 100% ID check policy. Full compliance means regular, well known customers may become annoyed. Hence, the challenge is too much verification and frustrated customers or too little verification and risk failure. To make things harder, some store managers argue strict ID policies take away from their marketing appeal. They are the local/community store where everyone feels at home.

What can a retailer do to satisfy customers, employees, and regulators?

The Compliance Approach – Establish Standards & Identify Staff Risks

Navigating an underage drug crisis requires balance. Managers address social-responsibility along with ID regulations. As expected, new technologies that apply AI and data-driven oversight provide new options. That is, data analytics combined with artificial intelligence track endless purchases. Thus,  every store is monitored fully. That means all activity can be review. It is easier to train staff and correct mistakes using specific examples. Hence, managers can apply the right balance of oversight with cashier decision-making.

As a result of these challenges, BandyWorks developed a method to identify stores and cashiers at higher risk of selling to underage customers. For example, the proprietary software identifies all age restricted transactions. It then generates an analysis based on specific compliance heuristics. As a result, standard behavior is established and risky events are presented. This enables a “heat map” to graphically show the store and cashier activity. Standard age verification performance across the company is  established and henceforth abnormal behavior becomes easy to identify.

Using this new tool, area and store managers receive a short list of stores and staff that need attention. It helps them stay in compliance in their c-stores. Next steps become clear as comparison data makes it easy to know who is taking short cuts, or who is skipping the ID process all together. This information can be instantly shared or delivered on a schedule to the manager in charge.

The Age Verification Analytical Process:

1. Lists cashiers with risky verifications
2. Documents actual results for regulators.
3. Tracks the verification method.
4. Counts fake birthday entries.
5. Establishes an age verification baseline.
6. Simplifies training.

Age-based Analytics Perspective

Comparing store details makes it clear which stores and cashiers need attention. As such, an area manager or regional director can find unusual stores or staff. Naturally, they  show a better way. The simple counts and lists  make questions easier and solves problems faster. In summary, managers stay in compliance with age verification in c-stores. in this manner, the process is simple to use. Best of all, engagement with cashiers is less stressful. In fact, it helps cashiers to know that you care age verification. Thus, they know you care.

Age Compliance Bottom Line

No one wants unneeded age checks. Of course, managers must find the balance.  It follows that a  consistent system using actual results provides the best way to avoid fines and loss of license. Obviously, it feels great to ensure only adults are buying.

Click here to request an analysis of Age Verification Compliance at your store

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Shrink is an everyday part of most C-Store operations. It is not always easy to control. By watching patterns of behavior by cashiers at the POS register, it is easy to pick out those that may not be working as they should. Not every void is theft and note every theft has a cash register event. Many losses, however, follow patterns that can be traced.

Inspect with Good POS Data

Most employees will work as you need with proper guidance. However, those with bad intentions willing to take advantage of trust often have a lot of experience. Many of those that do steal start with small transactions and monitor the response. A lot of the times they increase the amounts. Eventually, the amounts get so big it is noticed. Effective monitoring techniques allow supervisors to spot the trends earlier and save money and headaches. Good operators report that using the data to coach and correct makes a big difference. That is, consistent use of data to show specific actions, avoids personal issues and instead focuses the talk on the important changes that are needed. That is, good data cuts through bad behavior by stopping things that should not be happening.

Cuts Through Bad Behavior

Of course, a lot of the ‘shrink’ behavior is not really theft – just mistakes. However, if the mistakes are not corrected it becomes harder to see the ones with bad intentions. Whether the mistake is an honest one or not, keeping track and addressing problems early keeps the mistakes to a minimum and makes it easier to spot the bad actors.

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• Firstly, Founding addresses financial issues.
• Secondly Organizing addresses management,
• Thirdly, Growing addresses sales and
• Finally, Thriving.

As progress occurs, higher sales and better teamwork result. Of course, the path is not always straight-forward. As normal, change is hear. Obviously, it takes time to learn and practice new ways to work. When a new level is attained, however, better results occur and therefore the work pays off. In fact, as companies step up the levels of growth, companies achieve both higher profits. In addition, work becomes easier.  As such, staff produce the desired results consistently. Even better, many find higher performing companies have less turn-over.

Reaching one of the higher levels of c-store performance growth does not happen accidentally. It takes planning action and follow-through. The path is well-documented. As a result, any company desires growth can use the model to improve.

C-Store Performance Level –Indication of Developing C-Store Maturity

When planning for store performance optimization and growth it’s important to start by assessing your current level of store performance maturity. The table below shows examples of how focus changes as maturity increases. Use this table as a model for identifying your own opportunity areas. In so doing, you to lay out a plan for moving forward.  Finally, note that with less maturity there is more potential to make substantial gains. So do not despair if you find lower maturity. Remember, you have a lot to gain!  Above all, have patience. Try to remember the gains will likely require more time and investment to achieve.

Determine Your C-Store Performance Maturity Level

Download the whitepaper to determine your level of c-store performance maturity. Find ways to improve with the white paper-  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

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C-Store Performance – The Proven System for Growth

Top 20 Chains Own 30{935b322e3519fc731b8c8389742fbd46918a79373f6355bb2e07141df02b187b} of All Stores

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1. High theft from employees and delivery staff
2. District managers consumed with interviews or covering for missing managers.
3. Dirty stores, unfriendly service, unhappy customers
4. Silence and disregard to problems or the opposite – finger-pointing and blame
5. Pumps with bags and broken coolers that take too long to fix

Customers are buying every day. Making the most of sales opportunities happens when your managers focus staff on customer service. Addressing problems quickly and establishing work practices to avoid them make it possible to optimize c-store performance. There is a proven system to optimize c-store performance. It starts by removing the obstacles to growth.

Download the Proven Way to Remove Obstacles to C-Store Growth

Download the whitepaper with a full list of c-store obstacles and learn how high growth companies overcome them. Find ways to improve with the white paper –  “Optimize C-Store Performance – The proven way to increase sales, simplify work and make time to grow.”

C-Store Performance- Related blogs and links

You may also like a related blog regarding:

C-Store Performance – The Proven System for Growth

Top 20 Chains Own 30% of All Stores

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Attention Brings Focus

Engaging staff to think and share experiences while also opening the possibilities to new ideas brings attention to obstacles and opportunities. Focusing on making things better while reviewing existing work habits can uncover good ideas that are not hard to implement. For example, store managers may share that up selling is not consistently done. routine operations may have become sloppy and need improvement. Other times, you may learn that the competition has a lot better offers that have not been addressed. Many times, a new look at promotions and signage brings new ideas to the buyers that may not be aware of specific-store conditions.

Getting Buy-in for C-Store Performance

During the process of gathering information from staff, they become an owner of the new ideas. It also ensures the store-specific conditions are considered and as well as providing staff with a corporate perspective that may not be understood. Everyone gets a chance t0 understand the full range of issues. The most common obstacle is just the business of doing one’s day job that prevents special projects.  Having a consultant provides someone with the specific job to do the assessment, brings perspective and focus. Such a resource can often spark the energy and activity to make a few changes that have been left to be done ‘when we find time’. Of course, considering necessary work flow and keeping the changes to a few critical items is important to avoid overwhelming the staff and missing existing work tasks that remain necessary.

Choosing a C-Store Consultant

When choosing a consultant to help your c-store operations to increase sales, experience and fit are key. Make sure you have sufficient buy-in from leadership and the objective is made clear. Setting a timeline and promoting open dialog will increase the initial participation level from your staff. Many times implementing an on-going service helps to ensure that success changes become part of the daily work. Therefore, always consider the tools that the consultants use. The goal is to get better and stay better.

Finding a consultant that understands your culture and works to balance existing needs with the right amount of change will provide the best results. Before choosing someone to help, ask for an outline of the consultant’s planned activities. Spend enough time so both you and the consultant have a clear understanding of the scope of work. While each situation is different, there are a few basic steps that any consultant will take to ensure a successful store-sales engagement.

8 Consulting Steps to Increase C-Store Sales

1. Interview District Managers to Assess Strengths
2. Visit Stores to Assess Cashier Interactions and Store Presentation
3. Compare Competitive Promotions and Product Mix
4. Determine Budget and Flexibility of Service Options
5. Brainstorm Options and Pick the Best
6. Implement Options and Train Staff
7. Measure and Understand Results
8. Celebrate Success, Learn from Failures and Adjust as Needed

Change versus Stability

Great operations know their culture and strengths. They seek outside perspective to challenge weaknesses and improve strengths. No one wants to delegate leadership, but having different perspectives add value and grow teamwork. Ponder whether you believe that consultants  increase c-store sales. If so, would listening to convenience industry best practices justify part of the expense. Would it help your company’s culture and corporate capabilities?

C-Store Performance- Related blogs and links

You may also like a related blog regarding What C-Store Managers Need to Increase Sales.

C-Store Customer Survey Software – Product Information.

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Blind Spots to C-Store Customer Experience

Of course, industries standards, your culture and your management accountability systems must be the main focus of your work. However, many systems and people have blind spots due to bias and limitations that allow mistakes or missed information to impact store performance. Gathering the right information from customers provides a perspective to be considered that is not biased on the goals of the company or staff.

Ideally, your c-store survey process is accurate simple, timely and unbiased. The easier it is for customers to use it the more likely they are to participate. Of course, easy may mean less data so interpretation may be harder. We must, however, not inconvenience our customers who are paying us for the convenience we provide.

A few items that c-store operators tell us are important when surveying customers:

C-Store Customer Survey Software – Important Stuff

1. Make it quick
2. Limit questions
3. Do not get in the way of their shopping
4. No pressure allowed
5. Survey results are easily shared with managers and staff
6. In-store surveys have higher participation
7. Link to loyalty programs
8. Use the data
9. Accept bad news
10. Provide analysis information so time of day helps to pinpoint solutions
11. Establish norms so its easy to no when good or bad things are happening
12. Try different questions, locations and methods of surveys

C-Store Performance- Related blogs and links

You may also like a related blog regarding The 4 Components to a Balanced Scorecard to Optimize Your C-Store Performance.

C-Store Customer Survey Software – Product Information.

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Facility Maintenance – Key Points

C-Store Managers Want to Know:

1. if the job is scheduled
2. if the problem has been fixed

The Maintenance Team Wants to Know:

1. if the store staff have done all the trouble shooting
2. if the maintenance team is needed or if a vendor must be called

Your facility management team is happy to help, but too often they waste their time driving to a site only to find a simple reset or existing fix procedure has been skipped. Likewise, the store staff do not want to burden their support team with work that can be done by themselves at the store. Having a system that tracks work and documents the requests helps to both save time chasing work and also helps to identify where misunderstood procedures or troubleshooting can be addressed. Having a document allows senior facility managers to identify areas where training can increase overall productivity of maintenance.

No software can eliminate all the normal errors that people will make, but a simple system can make store maintenance a lot easier to track. Having a C-store ticketing system organizes the work. It tracks what is overdue, who needs training and when real problems are being missed.

Ideally, your maintenance management KPIs are included with your operations systems so your operations knows when equipment is getting in the way of c-store results.

Our clients tell us c-store maintenance/facility management have a few key items. Together these maintenance features save time.

C-Store Maintenance Software – The Keys to Success

1. Logging an issue must be quick
2. Make the proper assignment
3. Include pictures
4. Integrate with your daily operations check list
5. Have a list and track by due date/assignments
6. Use mobile notifications
7. Track changes and communicate completion
8. Provide analysis information regarding vendor history
9. Identify overdue work
10. Pinpoint unreliable equipment

C-Store Operations – Related blogs and links

You may also like a related blog regarding C-Store operational simplicity.
For a business school point of view, you may enjoy Simplicity-Minded Management by Ron Ashkenas in the Harvard Business Review.

Click to learn more about : C-Store maintenance software.

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