Managing C-Store Change & Accountability involves people skills, experience and objective data. Managers achieve the best results when the apply the right tools to the right problems. As such, the best supervisors balance the needs of the staff, customers and the owners. They understand the situation with objective analysis. That means, they recognize great work and use mistakes to coach and correct.
To avoid the fear of making a mistake, coaching emphasizes learning. In addition, it is much easier to keep learning on track by using the factual analysis from good data to avoid subjective or judgmental reviews. Of course, a spirit of helping and the acceptance is needed. It means that learning often requires doing some things wrong initially. Good managers are able to smooth over the inevitable mistakes and the fear to try new things. Accountability and change can be an interesting, rewarding and even fun. When done correctly, it is a great way to build morale, improve customer service and make team work stronger.
The results of managing c-store change & accountability are significant. The results include improved staff retention, higher sales, loyal customers and loss prevention. Of course, using change and accountability saves time from wasteful or unproductive work.
Ten Things I Learned at the CSNews Convenience Food Service Exchange
The presenters at a recent food-service-focused-c-store conference provided a unique perspective on their successes. C-Store operations have already or may soon become primarily focused on food service. The presenters included a single store operator, several top 10 chains, investment bankers, leading vendors and leading consultants in the convenience space. Here are the ten things I …
Management keys for c-store food service utilize existing store manager skills, but require a few important new skillsets to maximize results. C-store managers have a complex job and the demands on their skills continue to grow. C-Store operations’ complexity has increased with a combination of new services, technology, marketing and staffing challenges. The expansion of …
Store manager ROI strategy involves three components. Financial impact, store operations and leadership development drive the return on investment. Some of the more obvious items that are considered that impact investment returns include the ability to increase store sales and improve store operations. The best way to measure and compare however, it not so obvious. …
Owners and operations leaders look for seven key things great c-store managers deliver to maximize their ROI on their store locations. In order to receive the desired c-store leadership, owners and operations leaders must provide the vision and mission. Store managers are responsible to hire, develop and encourage teamwork by building alignment with the purpose …
How c-store managers avoid overload is an important question for c-store chains. Many operators fear c-store manager burnout so much, they strictly limit changes that impact store managers. They even limit those changes that will make the store manager’s job easier. They often report there are just too many challenges with staffing, supply, regulations, and …
Future proof your c-store POS system with consideration of your growth plans. There are several stages of growth to consider. It takes time to choose, purchase and implement a POS system. Changing a system in the future can be very disruptive to your business in terms of store closures, staff training and integration with other …
C-Store Managers Are Facing Challenges
C-Store News & Work Shops | C-Store Operations Best Practices | Managing C-Store Change & Accountability
May 3, 2022 —
C-store managers are facing challenges of shortage, overload and isolation. Customers and vendors create a highly dynamic set of daily, small transactions. Each requires focus and accuracy. This demands a high level of energy to maintain a level of good work all day long. Labor and supply issues force hard decisions and require more management …
Operators cannot ignore the labor shortage as they think about c-store staff retention and upselling. The shortage is so severe that many operators only part-jokingly say “If they are breathing, hire them.” All joking aside, the sentiment and frustration is real. Of course, many important c-store selling opportunities are based on the cashiers work. For …
Good Data Cuts Through Bad Behavior
C-Store Control | C-Store Operations Best Practices | Managing C-Store Change & Accountability | Shrink & Loss Prevention
June 27, 2021 —
Good data cuts through bad behavior. When we have good data and use it to coach and train, we see bad behaviors corrected. It is often said to inspect what you expect, but some also like to use data analytics to help keep an eye on the behaviors they want to see and to look …
There are five keys to systematizing c-store growth. They are helpful in order to add new stores and grow profits. Recently, new software solutions emerged. They help c-store operators optimize store performance. Operators for whom growth is the goal have started adopting these new software solutions. Of course, store performance software compliments and goes way …
Five Obstacles to C-Store Growth
C-Store Control | C-Store Growth | C-Store Technology | Managing C-Store Change & Accountability | Shrink & Loss Prevention
October 28, 2018 —
Henry Ford stated that obstacles are the things you see when you take your eye off the goal. As such, it may be useful to identify five obstacles to c-store growth. That way, if you experience them, it will be easier to re-focus on the goal of growing your c-store performance. Obviously, it’s hard to …
The Top 20 Chains Own 30% of All C-Stores – How Do They Do It?
According to Convenience Store News the top 20 chains own 30% of all the c-stores in the USA. Growing same-store sales test even experienced operators. But the numbers reveal just how much more challenging it is to add new stores. In 2017, the total number of C-Stores in the United States increased by only 423. …
