C-Store operations best practices evolve with experience, technology and creativity. Retail competition is high. Therefore, smart owners and managers seek new ways to serve customers. Naturally, they want to provide new items that are desired. Obviously, they desire higher margins for higher convenience and value.

New products, faster service, cleaner shopping, home delivery, choices, and sometimes just simpler options are all included. Successful C-Store operations best practices make use of hot products as well as long term service excellence. Monitoring results, listening to customers and measuring ROI are all part of choosing the items of value.

In addition to great merchandise and service, operations have a direct impact on results. Operators that achieve high growth, stable margins and increasing loyalty operate well. Technology, management and training drive operations success. Best practices apply to technology selection. Of course, management is critical. Top performers have the same items as the bottom performers. Different cashiers in the same store have different outcomes. Stores are the same. Management and execution make a difference.

C-stores that thrive study best practices. They measure their results with POS scan data analytics and compare themselves internally and externally. The use of data is an objective way to find areas of strength. Of course, objective data will show weakness as well. The key is to know the actual status and focus energy on the priority work that drives sales and provides control.

image of Everyone in a C-Store Operation Can Find Comfort Under the Blanket of Accountability

Everyone in a C-Store Operation Can Find Comfort Under the Blanket of Accountability

December 7, 2016 — 

Everyone in a c-store operation can find comfort under accountability. Accountability is everyone’s friend. It provides the support that organizes, motivates, rewards and recognizes your work. Operation Accountability Blankets in Feedback Too often, in the rush to keep things moving we only take time to analyze problems or mistakes to fix them. A natural management

The 4 Components of a Balanced C-Store Performance Scorecard

The 4 Components of a Balanced C-Store Performance Scorecard

November 16, 2016 — 

There are 4 components of a balanced C-Store Performance Scorecard. It is common to measure revenue and let that information alone make the call on performance.  Success is rarely attributed to one thing in life. There are other areas to be monitored that will provide long term performance gain.  If you have been measuring by sales goals

Surprising Results of the C-Store Managment Method of Accountability

Surprising Results of the C-Store Management Method of Accountability

October 26, 2016 — 

Results of c-store management accountability are sales, profits and time. Specific goals and clear expectations make work easy. Taking time to discuss work that is not good is needed. This approach applies to most situations. For example, work, athletics, academics, relationships; you name it. Nonetheless, many think firm oversight is scary or too tough. In

Image showing how to Define the Power of the Check List

The 3 C’s That Define the Power of the Check List

October 12, 2016 — 

Define the power of the check list. Everyone loves to check off a job as done. Naturally, getting a job done is satisfying. Use the power well and everyone wines. For example, c-stores use checklists.  They have duty lists in the stores. Likewise IT backup lists in the IT departments. Just about anything that must

image depicting a woman who understands Why Grades Matter for C-Store Performance

Why Grades Matter for C-Store Performance

September 28, 2016 — 

Why grades matter for c-store performance. Just like school grades, assessment provides understanding and drives learning. Many innovative tools use simple grades to turn complex data into understanding, motivation and action. Many argue as to the validity of a single score showing anything meaningful. Others, however, believe it is one of the most effective ways

Accountability is Better Store Performance, Not a 4 Letter Word

Accountability is Better Store Performance, Not a 4 Letter Word

May 18, 2016 — 

Getting better results is the goal for any c-store manager. Many use technology to drive performance in there stores. Good managers in c-stores or any business, understand that getting good results means having good accountability. Tools are critical, but a manager is responsible for results. Good managers know good accountability is better store performance. 4

Don't Let your C-Store Performance Problems be a Surprise

Don’t Let your C-Store Performance Problems be a Surprise

May 11, 2016 — 

Don’t let c-store performance problems surprise. Everyone knows that work has surprises and work has problems. The trick is to do what you can to make sure those problems are not surprises. If you are looking at your c-store performance on a monthly basis, you may be well aware of that wisdom. Finding the problem

Image depictiging 2 Key Competitive Advantages of Owning a Small C-Store Company

Advantages of Owning a Small C-Store Company

April 5, 2016 — 

If you were to ask someone on the street “What would your rather own, a small company or a big c-store company?”, the typical answer would probably be “A big company”.  Advantages of owning a small c-store company are many. Smaller  companies have a lot of advantages that are often overlooked. First, they try different

This is Not Your Mother’s Love

This is Not Your Mother’s Love

February 25, 2016 — 

One of the surprising things about the motivational impact of numbers. Share results shows staff that you care about performance. Think about it. We know business at some fundamental level has to produce a revenue. Obviously, sales generates the money to run operations. the staff control the output of a store. If you are not

4 WAYS EMPLOYEES WIN WITH ACCOUNTABILITY

4 Ways Employees Win with Accountability

January 7, 2016 — 

There are 4 ways employees win with accountability. I am one of the “doers” in my company. I report directly to our CEO. Tracking my activities is a key part of my job. Our culture expects work to be done and done well. We know how projects are progressing. Further, we analyze how use our

Taking Time to Sharpen Your Tools

Taking Time to Sharpen Your Tools

July 16, 2015 — 

Taking time to sharpen your tools is necessary. C-stores tools include reports to drive business.  Managers look at them to measure performance, make key decisions and set the path for the company going forward. When the tool that is used to guide this process is a report, it makes sense to spend a little time

4 Questions to Ask In Order to Answer "What's Your Coffee Cup?"

4 Questions to Ask In Order to Answer “What’s Your Coffee Cup?”

June 22, 2015 — 

Good data provide good insights. A useful measurement can be a single number that indicates the health of a days work (or any other unit of time). For example, in a c-store the inside sales traffic is key. Those spending money inside is even better. Many operators use the measure of coffee sales to judge