This is the CCTV footage released to the public and media showing wheelchair-bound Vancouver man Larry Skopnik tackling a man trying to rob a Commercial Drive convenience store.
Video
Tuesday, December 14, 2010
Friday, December 3, 2010
Tops Friendly Market Plans New C-Store Format
Tops Friendly Market Plans New C-Store FormatTops Friendly Markets, a New York supermarket firm, is preparing to open its first free standing convenience stores and fuel station under the Tops Fresh Xpress banner. Tops now operates 36 fuel centers at its supermarket locations but this new format would be sited on separate properties. The prototype is a 1,600 square foot convenience store offering traditional convenience store inventories such as beer, beverages, and snacks as well as quick service fresh food offerings.
The first location would be in Senaca, N.Y. Tops is headquartered in Williamsville, N.Y., and operates 126 full-service supermarkets and five franchise supermarkets in upstate New York, and northern Pennsylvania.
The first location would be in Senaca, N.Y. Tops is headquartered in Williamsville, N.Y., and operates 126 full-service supermarkets and five franchise supermarkets in upstate New York, and northern Pennsylvania.
Thursday, November 18, 2010
NACS SHOW 2011
Monday, November 15, 2010
The Bizarre C-Store Monologues
As I was driving down I-75 this afternoon heading for a trade show in Knoxville ducking road kill an idea struck me. Why not start a blog about my adventures (or is it misadventures?) in my everyday C-Store foodservice broker life? I've been working for ULTIMATE SALES, THE PREMIER C-STORE FOODSERVICE BROKER (shameless plug) for a little over a year now and this is my first adventure into the broker world. I came from the manufacturing world and have a new found respect for brokers that I did not fully understand in my previous life. (But you will never hear me say this phrase....."Well, when I was on the other side of the table....." Or did I just say that?
This site is adding a new found dimension to my everyday work life. For example, a certain division of a large retailer that I have been trying to get into see....I now have a new way to try and get through to him. But strangely, after more than a week, I noticed he still hasn't accepted my friend request? Hmmm. I guess it's like that ex-girlfriend who keeps sending you friend requests on Facebook!
By no means will I provide you with mundane daily details, and in your posts to this blog I don't want your mundane details either. For example, this would be a bad blog post; "Why oh why isn't anybody calling me back today?" Or "why does manufacturer X not understand what I'm telling him about this customer?" Blah blah blah who really wants to hear that, right?
Here's an example of a good post to my blog. "I was at dinner with a key customer and my boss farted so loud I thought we were under nuclear attack. After it happened he pointed his finger at me and said, 'if you accept responsibility for your actions I won't fire you.' The crowd goes wild with laughter and the day is saved!!!" (Yes, this is a true story).
My blog will be centered around unique and random observations or experiences that will shed some light on this bizarre, sometimes rewarding, sometimes frustrating, and yet strangely fun world we find ourselves in. The bottom line is in this business we all come from diverse experiences, and in this mad C-Store World it all somehow makes some sort of strange sense at the end of the day........I think.....maybe....well, I'm not so sure.....So why not find a glimmer of comedy in all of this madness?
My favorite poet/philosopher/life-guru Ferris Bueller once said - "Life moves pretty fast. If you don't stop and look around once in a while you could miss it." So enjoy what you do, focus on the postive things, and shed some light on what you makes you laugh everyday.
Or, you can just post random stupid stuff.....links....goofy photos....whatever. I don't care, I just like a good laugh every once in a while. Kind of like the laughter that engulfed me when I heard Obama won the Nobel Peace Prize! I honestly have no idea where this blog is going (if anywhere), but I'm a Leo and we Leo's need lots of attention - so this might be a round-about way to get it!
(Note: The events depicted in this blog are NON-fictitious. Any similarity to any person living or dead is merely coincidental.)
View Full Discussion
This site is adding a new found dimension to my everyday work life. For example, a certain division of a large retailer that I have been trying to get into see....I now have a new way to try and get through to him. But strangely, after more than a week, I noticed he still hasn't accepted my friend request? Hmmm. I guess it's like that ex-girlfriend who keeps sending you friend requests on Facebook!
By no means will I provide you with mundane daily details, and in your posts to this blog I don't want your mundane details either. For example, this would be a bad blog post; "Why oh why isn't anybody calling me back today?" Or "why does manufacturer X not understand what I'm telling him about this customer?" Blah blah blah who really wants to hear that, right?
Here's an example of a good post to my blog. "I was at dinner with a key customer and my boss farted so loud I thought we were under nuclear attack. After it happened he pointed his finger at me and said, 'if you accept responsibility for your actions I won't fire you.' The crowd goes wild with laughter and the day is saved!!!" (Yes, this is a true story).
My blog will be centered around unique and random observations or experiences that will shed some light on this bizarre, sometimes rewarding, sometimes frustrating, and yet strangely fun world we find ourselves in. The bottom line is in this business we all come from diverse experiences, and in this mad C-Store World it all somehow makes some sort of strange sense at the end of the day........I think.....maybe....well, I'm not so sure.....So why not find a glimmer of comedy in all of this madness?
My favorite poet/philosopher/life-guru Ferris Bueller once said - "Life moves pretty fast. If you don't stop and look around once in a while you could miss it." So enjoy what you do, focus on the postive things, and shed some light on what you makes you laugh everyday.
Or, you can just post random stupid stuff.....links....goofy photos....whatever. I don't care, I just like a good laugh every once in a while. Kind of like the laughter that engulfed me when I heard Obama won the Nobel Peace Prize! I honestly have no idea where this blog is going (if anywhere), but I'm a Leo and we Leo's need lots of attention - so this might be a round-about way to get it!
(Note: The events depicted in this blog are NON-fictitious. Any similarity to any person living or dead is merely coincidental.)
View Full Discussion
Monday, October 18, 2010
Fewer Folks Hate BP
Few respondents have a positive view of the company in the aftermath of the oil spill in the Gulf of Mexico
Oct 8, 2010
- Mark Dolliver
For a company in BP's position following the oil spill, it must count as progress to be disliked rather than despised. An NBC News/Wall Street Journal poll suggests the company is moving in that direction.
Conducted late last month, the survey asked respondents to categorize their "feelings" toward a number of public figures and institutions, including BP.
Three percent were "very positive" and 9 percent "somewhat positive" in their feelings about the company; 24 percent were "neutral." On the hostile end of the spectrum, 20 percent were "somewhat negative" and 30 percent "very negative," with the remaining 14 percent declining to choose.
While these numbers scarcely constitute an all-is-forgiven attitude, the "very negative" number is down substantially from June, when (as oil continued to gush from the broken well) it stood at 44 percent, along with 23 percent "somewhat negative."
Then again, the "very negative" number is worse than it was in early May (23 percent, along with 22 percent "somewhat negative"), when the spill was still in its infancy.
Oct 8, 2010
- Mark Dolliver
For a company in BP's position following the oil spill, it must count as progress to be disliked rather than despised. An NBC News/Wall Street Journal poll suggests the company is moving in that direction.
Conducted late last month, the survey asked respondents to categorize their "feelings" toward a number of public figures and institutions, including BP.
Three percent were "very positive" and 9 percent "somewhat positive" in their feelings about the company; 24 percent were "neutral." On the hostile end of the spectrum, 20 percent were "somewhat negative" and 30 percent "very negative," with the remaining 14 percent declining to choose.
While these numbers scarcely constitute an all-is-forgiven attitude, the "very negative" number is down substantially from June, when (as oil continued to gush from the broken well) it stood at 44 percent, along with 23 percent "somewhat negative."
Then again, the "very negative" number is worse than it was in early May (23 percent, along with 22 percent "somewhat negative"), when the spill was still in its infancy.
Thursday, October 14, 2010
Sun Chips New Bag!
Frito Lay will be reformulating a new eco-friendly bag that is less noisy for itsSunChips brand. Five of the six SunChips flavors will return to the old packaging with the Original flavor staying in the green brand for now. The noise of the bag has been described by media reports from lawnmowers to jet engines.
Tuesday, October 12, 2010
David Cook from American Idol winner is a Don Miguel Taquito Fan
Lou P one of our members recently met David Cook's dad at a trade show, he works for some tobacco company. He told Lou that David is a huge fan of Don Miguel taquitos (oftengets them from Quik Trip as you can hear in this video) Apparently a fan sent him a case but they thawed before they got to him. So we have been supplying him samples for months now and he say Gracias!
View Full Video
View Full Video
Tuesday, October 5, 2010
National Association of Convenience Stores
NACS was founded August 14, 1961, as the National Association of Convenience Stores. It is an international trade association representing more than 2,200 retail and 1,800 supplier company members. NACS member companies do business in nearly 50 countries worldwide, with the majority of members based in the United States. The U.S. convenience store industry, with 144,875 stores across the United States (as of December 31, 2008), posted $624 billion in total sales for 2008, with $450 billion in motor fuels sales.
NACS serves the convenience and petroleum retailing industry by providing industry knowledge, connections and advocacy to ensure the competitive viability of its members' businesses. In 2007, the association shortened its name to NACS and added a tagline that better defines its presence both internationally and at the retail fueling level: The Association for Convenience and Petroleum Retailing.
Membership
While 49 of the top 50 convenience stores in the United States are members of NACS, the majority of its members are small, independent operators. More than 70 percent of its total membership is comprised of companies that operate 10 stores or less. This membership base roughly tracks the industry as a whole. Of the 145,000 convenience stores in the United States, 62 percent are owned and operated by someone who only has one store.
Government Relations
NACS is the industry's voice in the federal government — to the executive, legislative and judicial branches. Its issues are as varied as the industry it represents, from motor fuels to credit card fees to labor to taxes. These include:
Motor Fuels: NACS is the industry’s leading advocate on motor fuels policy and represents 80 percent of the country’s retail fuel sales. NACS recognizes the unique role of the convenience store retailer within the motor fuel system and represents the industry's interests before Congress and the administration.
Credit Card Fees: Credit card fees are the convenience and petroleum retailing industry’s top pain point. In 2008, credit card fees surged another 10.5 percent to reach a record $8.4 billion — nearly three times the level just five years ago — an amount more than $3 billion greater than convenience store industry pretax profits. NACS is currently urging Congress to persuade the credit card companies to explain their fees, practices and policies to retailers and the public. NACS is the named plaintiff in a class action suing not only Visa and MasterCard, but also their issuing banks.
Labor and Healthcare: The convenience store industry employs 1.73 million Americans, and labor and healthcare costs are the largest expense category for the industry. NACS seeks to work with congressional leaders on labor and healthcare issues so that retailers can control their costs and not have to make the choice between offering benefits and hiring new employees.
NACS Products
NACS produces a variety of products to help retailers grow their businesses, from research and marketing to human resources support to category management. NACS also has several industry-specific reports and programs that define the industry’s performance:
NACS State of the Industry Report: the industry’s premier benchmarking tool and the most comprehensive collection of firm-level, store-level and category data and trends based on the convenience store industry’s annual performance.
CSX: the largest purpose-built, online database of financial and operating data in the industry.
Consumer Tracking Program: a store-level shopper entry and exit research and insight program.
Gas Price Kit: NACS shares details from the gas price kit at AAA's annual convention and explains how retail fuel prices are determined.
NACS Events
NACS develops a host of targeted events, designed facilitate interaction between suppliers and retailers, increase industry awareness with regards to legislative developments in the industry, and encourage an exchange of ideas about new products and best practices. Signature events hosted by NACS include:
NACS Show: Drawing more than 21,000 attendees and 1,200 exhibitors which cover nearly 400,000 net square feet, it rotates between three cities: Las Vegas, Chicago and Atlanta. The event also features nearly 60 workshops and three general sessions.
NACStech: Approximately 1,300 attendees and more than 100 exhibitors are expected at NACStech, which also will feature 24 workshops dedicated to critical industry topics including PCI and triple DES compliance, state-of-the-art loyalty programs and maximizing POS strategies.
NACS State of the Industry Summit: The event delivers a thorough review of trends and opportunities by dissecting comprehensive industry data.
NACS Global Forum: The annual event allows retailers and suppliers to interact with their counterparts from other countries, share global best practices, understand emerging trends, gain consumer insights and experience new ideas in the convenience channel.
NACS Leadership Forum: A world-class event that brings together a broad base group of retailers and suppliers to provide thought leadership relevant to our industry, strengthen existing relationships and build new business relationships.
NACS serves the convenience and petroleum retailing industry by providing industry knowledge, connections and advocacy to ensure the competitive viability of its members' businesses. In 2007, the association shortened its name to NACS and added a tagline that better defines its presence both internationally and at the retail fueling level: The Association for Convenience and Petroleum Retailing.
Membership
While 49 of the top 50 convenience stores in the United States are members of NACS, the majority of its members are small, independent operators. More than 70 percent of its total membership is comprised of companies that operate 10 stores or less. This membership base roughly tracks the industry as a whole. Of the 145,000 convenience stores in the United States, 62 percent are owned and operated by someone who only has one store.
Government Relations
NACS is the industry's voice in the federal government — to the executive, legislative and judicial branches. Its issues are as varied as the industry it represents, from motor fuels to credit card fees to labor to taxes. These include:
Motor Fuels: NACS is the industry’s leading advocate on motor fuels policy and represents 80 percent of the country’s retail fuel sales. NACS recognizes the unique role of the convenience store retailer within the motor fuel system and represents the industry's interests before Congress and the administration.
Credit Card Fees: Credit card fees are the convenience and petroleum retailing industry’s top pain point. In 2008, credit card fees surged another 10.5 percent to reach a record $8.4 billion — nearly three times the level just five years ago — an amount more than $3 billion greater than convenience store industry pretax profits. NACS is currently urging Congress to persuade the credit card companies to explain their fees, practices and policies to retailers and the public. NACS is the named plaintiff in a class action suing not only Visa and MasterCard, but also their issuing banks.
Labor and Healthcare: The convenience store industry employs 1.73 million Americans, and labor and healthcare costs are the largest expense category for the industry. NACS seeks to work with congressional leaders on labor and healthcare issues so that retailers can control their costs and not have to make the choice between offering benefits and hiring new employees.
NACS Products
NACS produces a variety of products to help retailers grow their businesses, from research and marketing to human resources support to category management. NACS also has several industry-specific reports and programs that define the industry’s performance:
NACS State of the Industry Report: the industry’s premier benchmarking tool and the most comprehensive collection of firm-level, store-level and category data and trends based on the convenience store industry’s annual performance.
CSX: the largest purpose-built, online database of financial and operating data in the industry.
Consumer Tracking Program: a store-level shopper entry and exit research and insight program.
Gas Price Kit: NACS shares details from the gas price kit at AAA's annual convention and explains how retail fuel prices are determined.
NACS Events
NACS develops a host of targeted events, designed facilitate interaction between suppliers and retailers, increase industry awareness with regards to legislative developments in the industry, and encourage an exchange of ideas about new products and best practices. Signature events hosted by NACS include:
NACS Show: Drawing more than 21,000 attendees and 1,200 exhibitors which cover nearly 400,000 net square feet, it rotates between three cities: Las Vegas, Chicago and Atlanta. The event also features nearly 60 workshops and three general sessions.
NACStech: Approximately 1,300 attendees and more than 100 exhibitors are expected at NACStech, which also will feature 24 workshops dedicated to critical industry topics including PCI and triple DES compliance, state-of-the-art loyalty programs and maximizing POS strategies.
NACS State of the Industry Summit: The event delivers a thorough review of trends and opportunities by dissecting comprehensive industry data.
NACS Global Forum: The annual event allows retailers and suppliers to interact with their counterparts from other countries, share global best practices, understand emerging trends, gain consumer insights and experience new ideas in the convenience channel.
NACS Leadership Forum: A world-class event that brings together a broad base group of retailers and suppliers to provide thought leadership relevant to our industry, strengthen existing relationships and build new business relationships.
Tuesday, September 28, 2010
Incentives or Discounts; increased profit or eroded margin? Are you using buckshot, or firing a rifle?
When it comes to loyalty programs and promotional strategy there are two schools of thought in retail. On one hand, there are those who believe that everyday low pricing is the surest way to gain consumers trust and their business. These businesses believe that loyalty programs are just about giving bigger discounts to your best customers. Certainly one very large retailer with “every day low pricing” has reached the pinnacle and it is hard to argue with their success. But, with the giant sitting on top of the low price heap, what can the rest of the retailer community do to gain market share? Certainly you can not compete on price and stay in business very long. Nevertheless, many retailers cling to the monthly coupon flyer or web site promotion offering today’s new deal; the Buckshot approach.
The second school of thought has a different perspective on pricing and strategy. These retailers believe that consumer’s make purchasing decisions for a complex set of reasons and that their behavior can be motivated by incentive. In this model the customer’s loyalty is critical to business success. The concept is to track, measure, and then provide specific incentives to individuals based on their demonstrated purchasing behavior. This science is the most effective use of marketing budgets and is focused on increasing business with each current customer. This is the rifle shot, one bullet for each customer.
At the end of the day it’s all about profit. Profit is the difference between success and failure. When it comes time to pay the bills, or dividends, the only number that matters is the “bottom line”, you either earn a profit or you go out of business, “no margin, no mission”. Regardless of strategy, every program, and every effort must have an ROI. The objective is to make money; buy low, and sell high. It’s hard to make up a loss on volume! Successful retailers negotiate for the best price, terms & conditions and then set prices and launch promotions that will motivate more profitable customer purchasing thus, maximizing profit. Earning a profit is the battle you fight with yourself as you pick the right price point to execute your sales strategy. It takes cunning and courage to set solid price points, avoiding the traps of promotional discounts that erode margin simply to increase “top line” performance. Does your sales strategy drive more profitable sales, or is your strategy to be the low priced retailer turning over inventory for increased sales?
In every contest there is a moment when the game is decided. A touch-down or goal is scored, a home run hit, or a competitor’s doors shuttered. Retail is a lot like sports. Taking the lead and then winning the contest is about momentum and emotion. Employees and customers must be engaged, excited and motivated to participate. Success is defined as both top-line and bottom-line growth. Company strategy needs to set realistic goals designed to achieve long term success. Retailers use incentives to motivate employees and engage customers. Incentives without loyalty programs are simply discounts. Discounts erode margin. Loyalty programs increases both top line growth and increased profits.
View Full Discussion
The second school of thought has a different perspective on pricing and strategy. These retailers believe that consumer’s make purchasing decisions for a complex set of reasons and that their behavior can be motivated by incentive. In this model the customer’s loyalty is critical to business success. The concept is to track, measure, and then provide specific incentives to individuals based on their demonstrated purchasing behavior. This science is the most effective use of marketing budgets and is focused on increasing business with each current customer. This is the rifle shot, one bullet for each customer.
At the end of the day it’s all about profit. Profit is the difference between success and failure. When it comes time to pay the bills, or dividends, the only number that matters is the “bottom line”, you either earn a profit or you go out of business, “no margin, no mission”. Regardless of strategy, every program, and every effort must have an ROI. The objective is to make money; buy low, and sell high. It’s hard to make up a loss on volume! Successful retailers negotiate for the best price, terms & conditions and then set prices and launch promotions that will motivate more profitable customer purchasing thus, maximizing profit. Earning a profit is the battle you fight with yourself as you pick the right price point to execute your sales strategy. It takes cunning and courage to set solid price points, avoiding the traps of promotional discounts that erode margin simply to increase “top line” performance. Does your sales strategy drive more profitable sales, or is your strategy to be the low priced retailer turning over inventory for increased sales?
In every contest there is a moment when the game is decided. A touch-down or goal is scored, a home run hit, or a competitor’s doors shuttered. Retail is a lot like sports. Taking the lead and then winning the contest is about momentum and emotion. Employees and customers must be engaged, excited and motivated to participate. Success is defined as both top-line and bottom-line growth. Company strategy needs to set realistic goals designed to achieve long term success. Retailers use incentives to motivate employees and engage customers. Incentives without loyalty programs are simply discounts. Discounts erode margin. Loyalty programs increases both top line growth and increased profits.
View Full Discussion
Tuesday, September 7, 2010
Rutter's Nominated for Top C-Store in the World!
Rutter’s Farm Stores has been nominated for the Insight NACS International Convenience 2010 Retailer of the Year award.
Rutter’s is one of Six Finalists and the only American Company on the
list:
Rutter’s Farm Stores, USA
7-Eleven, Australia
Applegreen, Ireland
Pick n Pay, South Africa
TEMMA, REWE, Germany
Topaz/Centra, Ireland
While you may not vote for the company you work for, the contest organizers encourage industry people to "get out the vote".
View Full Article
Rutter’s is one of Six Finalists and the only American Company on the
list:
Rutter’s Farm Stores, USA
7-Eleven, Australia
Applegreen, Ireland
Pick n Pay, South Africa
TEMMA, REWE, Germany
Topaz/Centra, Ireland
While you may not vote for the company you work for, the contest organizers encourage industry people to "get out the vote".
View Full Article
Tuesday, August 31, 2010
Thursday, August 26, 2010
Cigarette Sales Drop in NY because of Tax Increase
Cigarette Sales Drop In New York
New $4.35 per pack tax rate hurts cigarette sales at convenience stores.
By CSD Staff
The New York Association of Convenience Stores (NYACS) has reported that cigarette sales at convenience stores in New York have seen a steep decline since the $1.60 per pack cigarette tax increase hit on July 1, 2010.
New York State now holds the highest state cigarette tax rate in the nation at $4.35 per pack, and according to NYACS, field reports show convenience stores have seen an average drop of 25-35% in cigarette pack sales in July. The new higher excise tax rates of 75% on OTP, $2.00 per ounce on moist snuff and $4.35 per pack on little cigars all went into effect on Aug. 1, 2010 and are expected to add to the decrease in tobacco sales throughout the state.
On Sept. 1, New York is set to begin enforcing the collection of the state cigarette tax from sales on Native American tribal lands to non-Native Americans.
New $4.35 per pack tax rate hurts cigarette sales at convenience stores.
By CSD Staff
The New York Association of Convenience Stores (NYACS) has reported that cigarette sales at convenience stores in New York have seen a steep decline since the $1.60 per pack cigarette tax increase hit on July 1, 2010.
New York State now holds the highest state cigarette tax rate in the nation at $4.35 per pack, and according to NYACS, field reports show convenience stores have seen an average drop of 25-35% in cigarette pack sales in July. The new higher excise tax rates of 75% on OTP, $2.00 per ounce on moist snuff and $4.35 per pack on little cigars all went into effect on Aug. 1, 2010 and are expected to add to the decrease in tobacco sales throughout the state.
On Sept. 1, New York is set to begin enforcing the collection of the state cigarette tax from sales on Native American tribal lands to non-Native Americans.
Tuesday, August 24, 2010
The Southern Convenience Store and Petroleum Show
Time: September 1, 2010 to September 2, 2010
Location: Macon Centreplex Coliseum 200 Coliseum Drive, Macon, GA 31201
Street: Macon Centreplex Coliseum 200 Coliseum Drive
City/Town: Macon, GA 31201
Website or Map: http://telechem.com/GACS
Phone: 770-451-7117
Event Type: gacs, macon, show
Organized By: Jon Martindale
View Event Description
Location: Macon Centreplex Coliseum 200 Coliseum Drive, Macon, GA 31201
Street: Macon Centreplex Coliseum 200 Coliseum Drive
City/Town: Macon, GA 31201
Website or Map: http://telechem.com/GACS
Phone: 770-451-7117
Event Type: gacs, macon, show
Organized By: Jon Martindale
View Event Description
Thursday, August 19, 2010
Introduction to the group!
I’ve recently joined VCMG as the Director of Petroleum Sales. In my last position as VP, Sales for National Payment Card my time was spent talking with merchants about how to recapitalize interchange fees for use as consumer rewards. Inevitably the conversation turned to card issuance and sales growth. The bottom line, if the consumer did not purchase more products and grow sales, why bother. We all remember “where’s the Beef”, well what I learned was “where’s the ROI”
What we know is that consumers and retailers alike are looking for new solutions in a changing C-store retail environment. We also know that the convenience store industry is evolving and today margin is directly related to the number of consumers who come into the store to make purchases. Gone are the days when gas sales could drive the bottom line. For consumers, it's all about "brand affinity and loyalty". Using loyalty programs to drive more profitable sales, often through the use of "earn & burn" gas discounts is proving very effective.
Consumers are motivated by incentive, and incentives without loyalty are just discounts. VCMG can bring a world class loyalty program to your locations is the sure fire route to success.
MyCstoreWorld has provided a great tool to open up conversations and debate over the effectiveness of programming, I’d like you to join conversation, let’s ask the tough questions and look for real world solutions.
www.mycstoreworld.com
What we know is that consumers and retailers alike are looking for new solutions in a changing C-store retail environment. We also know that the convenience store industry is evolving and today margin is directly related to the number of consumers who come into the store to make purchases. Gone are the days when gas sales could drive the bottom line. For consumers, it's all about "brand affinity and loyalty". Using loyalty programs to drive more profitable sales, often through the use of "earn & burn" gas discounts is proving very effective.
Consumers are motivated by incentive, and incentives without loyalty are just discounts. VCMG can bring a world class loyalty program to your locations is the sure fire route to success.
MyCstoreWorld has provided a great tool to open up conversations and debate over the effectiveness of programming, I’d like you to join conversation, let’s ask the tough questions and look for real world solutions.
www.mycstoreworld.com
Tuesday, August 17, 2010
Top 14 Reasons for BP’s Deep Water Horizon’s Disaster and its relation to Business Continuity (Disaster Recovery)
1. Standards - Standards have to be continually updated as to new innovation/technologies which may apply to maintain business as well as Disaster Recovery Centers. BP’s lack of maintaining and exploring new approaches of deep water containment has relied on traditional containment processes, while the disaster has pushed BP to explore new technologies and approaches to the detriment of US$ billions damage to the US economy. What are the industry standards, what are the US government standards? Why couldn’t BP become the showcase on providing the best in class standards vs. being seen as the worst offender which will create new legislation and force further requirements down to industry costing billions. One should consider to always routinely review your standards as well as include latest and greatest innovation/technology designs/approaches. Become the best in class and set the bar, where clients and colleagues in your industry look to you as the leader.
2. Program – Programs have to be continually tested and tried quarterly to prepare for various scenarios including worst case scenarios. The Program should be a practice run encompassing all aspects of a disaster identifying all probable accidents, emergencies, and/or threats. BP’s lack of maintaining the standards as well as lack of communication processes, has allowed for a quick detriment to the overall corporate well being (loss of capitalization, revenue and loss of cash) and reputation causing deeper concern with potential customers as well as investors. One should always have a strong Program with a Leader to take charge who has been tried and tested on all scenarios. The leader should also have a strong program of staff who are the cream of the crop within the organization.
3. Policies – are mandated by the management of an organization that are to be performed according to a design plan, and supporting all business functions within an organization inclusive of IT. These policies have to continually updated for refinement as well as feasibility and reality. It is nice to have policies in place, however, most policies have either lacked verification or have not included the proper buy in to provide practicality. BP’s lack of maintaining their policies has created a complacent organization in which trust is lacking and buy in could have provided true practicality to quickly implementing the program. One should consider consistently reviewing your policies not only at a corporate executive level, however, test them out at the lower echelons to ensure practicality.
4. BC/BCM Plan – This is the actual plan itself which is a set of documents, instructions, and procedures which enable a business to respond to accidents, disasters, emergencies, and/or threats without any stoppage or hindrance in its key operations. Also called business resumption plan, disaster recovery plan, or recovery plan. While BP’s may have had a BC/BCM in place for the Gulf Disaster, the plan seemed faulty due to communication management as well as now coherent approach to provide adequate leadership. BP’s seemed to falter due to lack of administering and/or perception as well as maintaining an updated plan based on new technologies, approaches, requirements from the government, investors etc. Perfect case was the Plan included comments on protection of Walruses. One should consider making sure good leadership is involved, that communication is critical to a plan because it provides perception of you and your organization as well consistently update the plan as an evolving document not as static and dormant.
5. BC/BCM Planning – This is the actual planning of building the plan as well as testing all the procedures to ensure continuity of a firm's key operations in the event of an accident, disaster, emergency, and/or threat. While BP’s plan was in place based upon planning, it seems that no true testing and/or true scenarios including worst case scenarios were ever tested like the Deep Water Horizon blow out. Why were they not tested? Did the plan and planning not include worst case scenarios and how to resolve and mitigate the risks to the US environment and to the fiduciary responsibility for its investors? One should consider to always test every scenario as well as develop new scenarios to plan for future disasters. One should always be thinking ahead versus being complacent.
6. Guidelines – are in place based on recommendations to a design and may be used or not depending on the situation or could be altered depending on the circumstance. BP’s guideline were never fully communicated to the public, which made the public non-trusting of communication which continually shifted and or changed. One should always be very specific and follow the guidelines as long as the outcomes are becoming successful, if guidelines are not producing the results they were most likely not practical based on the testing of all the scenarios. These guidelines are your step by step approach to make things happen, one needs to consistently validate.
7. Procedures – provides the specifications for implementing the BCM Plan. While the procedures were in place for BP based on the outdated, un-tested plan. BP’s procedures have been perceived as bureaucratic, lack of response, lack of leadership, lack of urgency. These procedures require strong leadership to drive decisions as well as break the barriers within the organization. This leader should have full authority to move the organization through the disaster. Just like war plans are based on scenarios, you must rely on your general in the field to make it happen. While these procedures may have been in place, they lacked a general to make things happen, which has further damaged BP’s reputation and perception to the public.
8. Resource Planning and Deployment – this concept is to ensure when disasters and/or threats hit that proper resources are in place and have been targeted to deploy the solutions and support. BP seemed to lack the resources required to not only work on the Deep Water Horizon blow out, however, also the buoys for New Orleans, the Claims processing, the connection with local governments, etc. Disaster planning is not to provide someone a job, it should be your brightest and smartest within your organization by section/department. If as a company you can’t provide the resources look outside for outsourcing arrangements, and have them partner with you. One must remember focus on your core competencies and allow others to support. If BP would have focused with partners in advance, several US$ millions or billions could have been salvaged as well environmental impact could have been less severe.
9. Organization Structure – this describes structure of the organization, leadership as well as the communication within the existing organization of how things will work and operate if a disaster occurs. This requires also redundancy of skill sets and expertise. While BP may have a vast set of employees and great pool of resources, we are unsure of whether BP really had described internally to all facets of the business about the business continuity/disaster team approach, as well as had the most dedicated and talented pool to manage the operation. One should consider always to place the best resources and leadership in the positions when disasters/problems occur, because they know the organization and its capabilities as well can provide better perception to the market place.
10. Business Impact Analysis - A business impact analysis is the primary tool for gathering information and assigning criticality, recovery point objectives, and recovery time objectives, and is therefore part of the basic foundation of business continuity. Good practice indicates that a Business Impact Analysis should be reviewed as a minimum annually but more frequently in the event of: (1). A particularly aggressive pace of business change; (2). Significant changes in the internal business process, location or technology, and (3). Significant changes in the external business environment – such as market or regulatory change. While BP may had an annual business impact analysis, it should have created a more frequent approach, due to (1). Pace for drilling in deeper water created significant business risks as well as changes; (2). By drilling deeper it created significant challenges internally as to process, and safety technology which was not proven; and (3). Huge down side to external business environment from local and state governments to now Federal government restrictions.
11. Security - this is one of the top priorities, especially in Disaster Recovery or within an IT department. Conformance has to be tested and validated regularly. Concerning BP’s security audits there seems to be a failure not only from the Federal government audits and approval of broken equipment, but also from internally BP’s audits. One should consider to outsource all audits to another company which would provide objectivity vs. totally relying on an internal audit or even your outsourced partner.
12. Documentation - This is an important aspect to constantly update your documentation for any procedural, guidelines, new technologies, contacts etc. BP as well as the whole industry seemed to be complacent around this area and continued to maintained existing wording regardless of the inherent risks and business impact analysis changes and or challenges.
13. Audit Management (Risk Analysis) - This is one of the most costly and time consuming approaches for business and is often seen as an evil or as an un-warranted insurance policy. Risk and Audit procedures should consistently be reported and provided to Senior/Executive Management as well as the Disaster Leader who would be responsible in case a disaster or threat occurs. All audits should provide weaknesses as well as remedies for action/resolution. Audits should be performed by outside parties, which would provide objective stance and not tied to over successful of BP’s bottom lines. It seems that several of the auditors were courting for new jobs, thus providing acceptance to provide good will. This good will and lack of objectivity has cost not only BP’s US$ billions, however, also has created an economic crisis for the America and its Industry leaders.
14. Service Level Agreements – This provides a written agreement between two entities which are operating whether internally or externally in nature. In IT, the SLA is usually between business and IT. BP’s service level agreement most likely was in place between BP and Transocean, however, it seems that procedures of the SLA may not have been in place or was strong enough to warrant the cost cutting measures which put the Deep Water Horizon well into danger and risk, resulting in US$ billions for BP and America but also the loss of life. Service Level Agreements have to be solid and adhered to by both parties, and not subject to shorting the system and/or contract. Contracts are put into place for reasons and clarification as well as to protect alls interest. It seems that BP as well as Transocean both ignored their contractual obligations based on pressure to quickly access the well, however, just like in IT when you play with the triple constraints: Scope; Costs; and Schedule – one will impact the other detrimentally. When budgets are cut, schedules have to be shortend resulting in quality and processes not seriously being reviewed for major impacts.
Comment on this article
2. Program – Programs have to be continually tested and tried quarterly to prepare for various scenarios including worst case scenarios. The Program should be a practice run encompassing all aspects of a disaster identifying all probable accidents, emergencies, and/or threats. BP’s lack of maintaining the standards as well as lack of communication processes, has allowed for a quick detriment to the overall corporate well being (loss of capitalization, revenue and loss of cash) and reputation causing deeper concern with potential customers as well as investors. One should always have a strong Program with a Leader to take charge who has been tried and tested on all scenarios. The leader should also have a strong program of staff who are the cream of the crop within the organization.
3. Policies – are mandated by the management of an organization that are to be performed according to a design plan, and supporting all business functions within an organization inclusive of IT. These policies have to continually updated for refinement as well as feasibility and reality. It is nice to have policies in place, however, most policies have either lacked verification or have not included the proper buy in to provide practicality. BP’s lack of maintaining their policies has created a complacent organization in which trust is lacking and buy in could have provided true practicality to quickly implementing the program. One should consider consistently reviewing your policies not only at a corporate executive level, however, test them out at the lower echelons to ensure practicality.
4. BC/BCM Plan – This is the actual plan itself which is a set of documents, instructions, and procedures which enable a business to respond to accidents, disasters, emergencies, and/or threats without any stoppage or hindrance in its key operations. Also called business resumption plan, disaster recovery plan, or recovery plan. While BP’s may have had a BC/BCM in place for the Gulf Disaster, the plan seemed faulty due to communication management as well as now coherent approach to provide adequate leadership. BP’s seemed to falter due to lack of administering and/or perception as well as maintaining an updated plan based on new technologies, approaches, requirements from the government, investors etc. Perfect case was the Plan included comments on protection of Walruses. One should consider making sure good leadership is involved, that communication is critical to a plan because it provides perception of you and your organization as well consistently update the plan as an evolving document not as static and dormant.
5. BC/BCM Planning – This is the actual planning of building the plan as well as testing all the procedures to ensure continuity of a firm's key operations in the event of an accident, disaster, emergency, and/or threat. While BP’s plan was in place based upon planning, it seems that no true testing and/or true scenarios including worst case scenarios were ever tested like the Deep Water Horizon blow out. Why were they not tested? Did the plan and planning not include worst case scenarios and how to resolve and mitigate the risks to the US environment and to the fiduciary responsibility for its investors? One should consider to always test every scenario as well as develop new scenarios to plan for future disasters. One should always be thinking ahead versus being complacent.
6. Guidelines – are in place based on recommendations to a design and may be used or not depending on the situation or could be altered depending on the circumstance. BP’s guideline were never fully communicated to the public, which made the public non-trusting of communication which continually shifted and or changed. One should always be very specific and follow the guidelines as long as the outcomes are becoming successful, if guidelines are not producing the results they were most likely not practical based on the testing of all the scenarios. These guidelines are your step by step approach to make things happen, one needs to consistently validate.
7. Procedures – provides the specifications for implementing the BCM Plan. While the procedures were in place for BP based on the outdated, un-tested plan. BP’s procedures have been perceived as bureaucratic, lack of response, lack of leadership, lack of urgency. These procedures require strong leadership to drive decisions as well as break the barriers within the organization. This leader should have full authority to move the organization through the disaster. Just like war plans are based on scenarios, you must rely on your general in the field to make it happen. While these procedures may have been in place, they lacked a general to make things happen, which has further damaged BP’s reputation and perception to the public.
8. Resource Planning and Deployment – this concept is to ensure when disasters and/or threats hit that proper resources are in place and have been targeted to deploy the solutions and support. BP seemed to lack the resources required to not only work on the Deep Water Horizon blow out, however, also the buoys for New Orleans, the Claims processing, the connection with local governments, etc. Disaster planning is not to provide someone a job, it should be your brightest and smartest within your organization by section/department. If as a company you can’t provide the resources look outside for outsourcing arrangements, and have them partner with you. One must remember focus on your core competencies and allow others to support. If BP would have focused with partners in advance, several US$ millions or billions could have been salvaged as well environmental impact could have been less severe.
9. Organization Structure – this describes structure of the organization, leadership as well as the communication within the existing organization of how things will work and operate if a disaster occurs. This requires also redundancy of skill sets and expertise. While BP may have a vast set of employees and great pool of resources, we are unsure of whether BP really had described internally to all facets of the business about the business continuity/disaster team approach, as well as had the most dedicated and talented pool to manage the operation. One should consider always to place the best resources and leadership in the positions when disasters/problems occur, because they know the organization and its capabilities as well can provide better perception to the market place.
10. Business Impact Analysis - A business impact analysis is the primary tool for gathering information and assigning criticality, recovery point objectives, and recovery time objectives, and is therefore part of the basic foundation of business continuity. Good practice indicates that a Business Impact Analysis should be reviewed as a minimum annually but more frequently in the event of: (1). A particularly aggressive pace of business change; (2). Significant changes in the internal business process, location or technology, and (3). Significant changes in the external business environment – such as market or regulatory change. While BP may had an annual business impact analysis, it should have created a more frequent approach, due to (1). Pace for drilling in deeper water created significant business risks as well as changes; (2). By drilling deeper it created significant challenges internally as to process, and safety technology which was not proven; and (3). Huge down side to external business environment from local and state governments to now Federal government restrictions.
11. Security - this is one of the top priorities, especially in Disaster Recovery or within an IT department. Conformance has to be tested and validated regularly. Concerning BP’s security audits there seems to be a failure not only from the Federal government audits and approval of broken equipment, but also from internally BP’s audits. One should consider to outsource all audits to another company which would provide objectivity vs. totally relying on an internal audit or even your outsourced partner.
12. Documentation - This is an important aspect to constantly update your documentation for any procedural, guidelines, new technologies, contacts etc. BP as well as the whole industry seemed to be complacent around this area and continued to maintained existing wording regardless of the inherent risks and business impact analysis changes and or challenges.
13. Audit Management (Risk Analysis) - This is one of the most costly and time consuming approaches for business and is often seen as an evil or as an un-warranted insurance policy. Risk and Audit procedures should consistently be reported and provided to Senior/Executive Management as well as the Disaster Leader who would be responsible in case a disaster or threat occurs. All audits should provide weaknesses as well as remedies for action/resolution. Audits should be performed by outside parties, which would provide objective stance and not tied to over successful of BP’s bottom lines. It seems that several of the auditors were courting for new jobs, thus providing acceptance to provide good will. This good will and lack of objectivity has cost not only BP’s US$ billions, however, also has created an economic crisis for the America and its Industry leaders.
14. Service Level Agreements – This provides a written agreement between two entities which are operating whether internally or externally in nature. In IT, the SLA is usually between business and IT. BP’s service level agreement most likely was in place between BP and Transocean, however, it seems that procedures of the SLA may not have been in place or was strong enough to warrant the cost cutting measures which put the Deep Water Horizon well into danger and risk, resulting in US$ billions for BP and America but also the loss of life. Service Level Agreements have to be solid and adhered to by both parties, and not subject to shorting the system and/or contract. Contracts are put into place for reasons and clarification as well as to protect alls interest. It seems that BP as well as Transocean both ignored their contractual obligations based on pressure to quickly access the well, however, just like in IT when you play with the triple constraints: Scope; Costs; and Schedule – one will impact the other detrimentally. When budgets are cut, schedules have to be shortend resulting in quality and processes not seriously being reviewed for major impacts.
Comment on this article
Thursday, July 29, 2010
Smith Wholesale Annual Trade Show
Time: September 9, 2010 from 9am to 4pm
Location: Meadowview Conference & Convention Center
Street: 1901 Meadowview Parkway
City/Town: Kingsport, TN 37660
Event Type: trade, show
Organized By: Smith Wholesale
Latest Activity: Jul 13
Location: Meadowview Conference & Convention Center
Street: 1901 Meadowview Parkway
City/Town: Kingsport, TN 37660
Event Type: trade, show
Organized By: Smith Wholesale
Latest Activity: Jul 13
Wednesday, June 16, 2010
Banning Bottled Water
The Town of Concord has Banned the Sale of Bottled Drinking Water in Town Beginning in 2011.
http://www.thebostonchannel.com/news/23320994/detail.html
The ridiculousness of this boggles the mind. Even as state and the federal govt. mull taxing sugared drinks allegedly as part of the fight against obesity, a town is going to ban the sale of bottled water.
I'm a bit of a tree-hugger myself--perhaps more in theory than practice--but this sort of action seems unnecessary and over-the-top.
Others' thoughts? What would you do if this happened in your town?
http://www.thebostonchannel.com/news/23320994/detail.html
The ridiculousness of this boggles the mind. Even as state and the federal govt. mull taxing sugared drinks allegedly as part of the fight against obesity, a town is going to ban the sale of bottled water.
I'm a bit of a tree-hugger myself--perhaps more in theory than practice--but this sort of action seems unnecessary and over-the-top.
Others' thoughts? What would you do if this happened in your town?
Tuesday, June 1, 2010
BP- The "accidental disaster" in the Gulf, you can help fix it today!
It dawned on me last night that the "oil spill" in the gulf would be a great topic to get our industry's feedback. I believe we may be a little more understanding than most people, so to "kick it off," below are some opinion and some further
questions.
Opinion: I am sympathetic to the people in the gulf region for yet another disaster they must endure. Of course, I am sympathetic to the environmental impact, now, and for the years to come. Don't you have to take a step back and realize that there has not been any evidence to prove BP caused this due to negligence? They certainly did not want this to happen and they would have blocked it off as quickly as it happened if they could. If they were the greedy corporate pigs some people would have you believe, wouldn't they shut that off as quickly as possible? After all, that oil leak is profits spewing from the ground! Not to mention the company has lost 2/3 of its market value since this happened.
This is a disaster, albeit a tragic one and manmade, but ask yourself, for what reason. It is for YOU and for ME. We drive cars, boats, planes and use OIL every day for something. Yes, BP is a big company who has made a lot of money over the years, but if BP did not have customers to sell their product to, they would not exist. The irony is that the "water-men" who depend on the Gulf to make their living fishing and shrimping rely on BP equally to run their boats to the shrimping grounds! Have you ever seen one paddling out to the shrimping grounds? As a matter of fact, here in Georgia we have many "shrimpers" and they are always spewing some black noxious smoke from their diesel engines.
This accidental disaster was bound to happen at some point and I believe it could have happened to any of the "Big Oil" companies at any time because statistically speaking it was bound to. I am also certain that there will be someone tarred and feathered for this event, but the real culprits are you and me. I love animals as much as the next person but using them as "victims" in the daily news is ludicrous. We are all victims and we are all to blame. Now we all need to fix it. I ask you Mr. Obama, quit playing politics, quit pointing the finger, and shut-up! Send in the US Navy and deploy the underwater robotics devices at your disposal and help BP! Help this country; the time for talking is over, take action. You have a chance to prove yourself as our leader. Do your job!
As for us, we need to live our lives in a more responsible manner and stop pointing the finger. Stop pretending you give a damn when you drive that gas guzzler and don't recycle.
Further Questions: Are you angry due to the spill? Who do you blame? What should they (BP/Government) do right now to stop it?
View Full Article and Voice Your Opinion on This Matter Visit
http://www.mycstoreworld.com/forum/topics/bp-the-accidental-disaster-in?xg_source=activity
questions.
Opinion: I am sympathetic to the people in the gulf region for yet another disaster they must endure. Of course, I am sympathetic to the environmental impact, now, and for the years to come. Don't you have to take a step back and realize that there has not been any evidence to prove BP caused this due to negligence? They certainly did not want this to happen and they would have blocked it off as quickly as it happened if they could. If they were the greedy corporate pigs some people would have you believe, wouldn't they shut that off as quickly as possible? After all, that oil leak is profits spewing from the ground! Not to mention the company has lost 2/3 of its market value since this happened.
This is a disaster, albeit a tragic one and manmade, but ask yourself, for what reason. It is for YOU and for ME. We drive cars, boats, planes and use OIL every day for something. Yes, BP is a big company who has made a lot of money over the years, but if BP did not have customers to sell their product to, they would not exist. The irony is that the "water-men" who depend on the Gulf to make their living fishing and shrimping rely on BP equally to run their boats to the shrimping grounds! Have you ever seen one paddling out to the shrimping grounds? As a matter of fact, here in Georgia we have many "shrimpers" and they are always spewing some black noxious smoke from their diesel engines.
This accidental disaster was bound to happen at some point and I believe it could have happened to any of the "Big Oil" companies at any time because statistically speaking it was bound to. I am also certain that there will be someone tarred and feathered for this event, but the real culprits are you and me. I love animals as much as the next person but using them as "victims" in the daily news is ludicrous. We are all victims and we are all to blame. Now we all need to fix it. I ask you Mr. Obama, quit playing politics, quit pointing the finger, and shut-up! Send in the US Navy and deploy the underwater robotics devices at your disposal and help BP! Help this country; the time for talking is over, take action. You have a chance to prove yourself as our leader. Do your job!
As for us, we need to live our lives in a more responsible manner and stop pointing the finger. Stop pretending you give a damn when you drive that gas guzzler and don't recycle.
Further Questions: Are you angry due to the spill? Who do you blame? What should they (BP/Government) do right now to stop it?
View Full Article and Voice Your Opinion on This Matter Visit
http://www.mycstoreworld.com/forum/topics/bp-the-accidental-disaster-in?xg_source=activity
Tuesday, May 18, 2010
Thursday, May 13, 2010
The US Government wants to destroy our industry! Mrs. Obama's plan to help childhood obesity unveiled!
The complete report! Read between the lines people, this is not good for our industry. This report unveils "desert free" zones around schools and urban areas! Yes "desert free" zones, as well as many other things that will hurt our retailers!
Thursday, April 22, 2010
Initiating Discussion
Two weeks out from NACStech, a number of issues are on people's priority lists. For some, it's data security, for others possibly loyalty, especially in light of several major oil companies throwing their hats in the ring.
I heard at SOI last week of a retailer interested in cooler cameras because most of his employees fall there--where they know there's no cameras.
What might be of interest for you?
View Full Discussion
Tuesday, April 20, 2010
New England Convenience Store Association - Trade Show
Time: April 28, 2010 from 10am to 4pm
Location: DCU CENTER
Street: 50 Foster Street
City/Town: Worcester, MA
Location: DCU CENTER
Street: 50 Foster Street
City/Town: Worcester, MA
View Full Event Details
Omega WV Show
Time: May 17, 2010 to May 19, 2010
Location: Glade Springs Resort
City/Town: Daniels WV
Location: Glade Springs Resort
City/Town: Daniels WV
View Full Event Details
Thursday, April 15, 2010
Full-service Pump Mandate?
From CSP Daily News: Delaware Democratic Congressional Candidate Scott R. Spencer has proposed a jobs initiative to create more than 300,000 jobs this year by restoring full service pumps at gas stations nationwide. Spencer will ask Dover state lawmakers to require full service by July 1 in Delaware and Congress to require full service nationwide by October 1.
View Full Discussion
Tuesday, April 13, 2010
Couche-Tard goes after Casey's
Casey's CEO on Couche-Tard's "hostile" bid: “Couche-Tard is trying to acquire U.S. companies on the cheap.”
Couche-Tard says it's offering 7.4X EBITDA multiple, an average $1.3 million per store prices. Total cost: about $1.84 billion.
View Full Discussion
http://www.mycstoreworld.com/forum/topics/couchetard-goes-after-caseys
Tuesday, April 6, 2010
Southeast Petro-Food Marketing Expo
Time: March 2, 2011 to March 3, 2011
Location: Myrtle Beach Convention Center
Street: 2101 Oak St.
City/Town: Myrtle Beach
Website or Map: http://www.sepetro.org
Phone: 919-782-4411
Event Type: c-store/petroleum, industry, trade, show
Organized By: Sharon S. Vinson
Location: Myrtle Beach Convention Center
Street: 2101 Oak St.
City/Town: Myrtle Beach
Website or Map: http://www.sepetro.org
Phone: 919-782-4411
Event Type: c-store/petroleum, industry, trade, show
Organized By: Sharon S. Vinson
Full Event Details
Smith Wholesale Annual Trade Show
Time: September 9, 2010 from 9am to 4pm
Location: Meadowview Conference & Convention Center
Street: 1901 Meadowview Parkway
City/Town: Kingsport, TN 37660
Event Type: trade, show
Organized By: Smith Wholesale
Location: Meadowview Conference & Convention Center
Street: 1901 Meadowview Parkway
City/Town: Kingsport, TN 37660
Event Type: trade, show
Organized By: Smith Wholesale
Full Event Details
GACS Annual Meeting & Convention - Handling Tough Issues
Time: June 27, 2010 to June 29, 2010
Location: Amelia Island Plantation, Amelia Island, Florida
Website or Map: http://www.gacs.com
Phone: 770-736-9723
Event Type: convention, tradeshow
Organized By: Angela Holland
Location: Amelia Island Plantation, Amelia Island, Florida
Website or Map: http://www.gacs.com
Phone: 770-736-9723
Event Type: convention, tradeshow
Organized By: Angela Holland
Full Event Details
7-11 FOAC of Chicagoland Trade Show
Time: May 19, 2010 to May 20, 2010
Location: Chicago, IL
City/Town: Chicago, IL
Event Type: trade, show
Organized By: 7-11 FOAC of Chicagoland
Location: Chicago, IL
City/Town: Chicago, IL
Event Type: trade, show
Organized By: 7-11 FOAC of Chicagoland
Full Event Details
New York Association of Convenience Stores Trade Show & Convention
Time: May 13, 2010 from 11am to 4pm
Location: The Oncenter
Street: 800 State St
City/Town: Syracuse NY 13202
Website or Map: http://www.nyacs.org
Phone: 1-800-336-9227
Event Type: trade, show
Organized By: Amy P. Baldovin
Location: The Oncenter
Street: 800 State St
City/Town: Syracuse NY 13202
Website or Map: http://www.nyacs.org
Phone: 1-800-336-9227
Event Type: trade, show
Organized By: Amy P. Baldovin
Full Event Details
M-PACT SHOW 2010
Time: April 29, 2010 to April 30, 2010
Location: Indiana Convention Center
City/Town: Indianapolis, IN
Event Type: trade, show
Organized By: M-PACT
Location: Indiana Convention Center
City/Town: Indianapolis, IN
Event Type: trade, show
Organized By: M-PACT
Full Event Details
Midwest Petroleum and Convenience Tradeshow
Time: April 28, 2010 to April 30, 2010
Location: Indiana Convention Center, Indianapolis, IN
Street: 100 South Capitol Ave.
City/Town: Indianapolis, IN
Website or Map: http://www.m-pact.org
Phone: 614.792.5212
Event Type: convention, &, trade, show
Organized By: Illinois Petroleum Marketers Assn., Indiana Petroleum Marketers Assn., Kentucky Petroleum Marketers Assn., Ohio Petroleum Marketers Assn.
Location: Indiana Convention Center, Indianapolis, IN
Street: 100 South Capitol Ave.
City/Town: Indianapolis, IN
Website or Map: http://www.m-pact.org
Phone: 614.792.5212
Event Type: convention, &, trade, show
Organized By: Illinois Petroleum Marketers Assn., Indiana Petroleum Marketers Assn., Kentucky Petroleum Marketers Assn., Ohio Petroleum Marketers Assn.
Full Event Details
The H.T. Hackney Company Food Show
Time: April 24, 2010 at 10am to April 25, 2010 at 10am
Location: Sevierville Events Center
Street: 202 Gists Creek Road
City/Town: Sevierville, TN 37862
Event Type: food, show
Organized By: The H.T. Hackney Company
Location: Sevierville Events Center
Street: 202 Gists Creek Road
City/Town: Sevierville, TN 37862
Event Type: food, show
Organized By: The H.T. Hackney Company
Full Event Details
NACS State of the Industry Summit
Time: April 13, 2010 to April 15, 2010
Location: InterContinental Chicago O’Hare
City/Town: Chicago, IL
Website or Map: http://www.nacsonline.com/NAC…
Event Type: industry, summit
Organized By: NACS
Location: InterContinental Chicago O’Hare
City/Town: Chicago, IL
Website or Map: http://www.nacsonline.com/NAC…
Event Type: industry, summit
Organized By: NACS
Full Event Details
AFS Technologies 2010 Industry Conference & User Exchange
Time: April 11, 2010 to April 13, 2010
Location: InterContinental Montelucia Resort & Spa
City/Town: Paradise Valley, AZ
Phone: 602-443-4257
Event Type: conference
Organized By: Michele Michalak
Location: InterContinental Montelucia Resort & Spa
City/Town: Paradise Valley, AZ
Phone: 602-443-4257
Event Type: conference
Organized By: Michele Michalak
View Full Event Details
Ohio Valley Wholesale Trade Show
Time: April 8, 2010 to April 9, 2010
Location: Grayson, KY
City/Town: Grayson, KY
Event Type: trade, show
Organized By: Ohio Valley Wholesale
Location: Grayson, KY
City/Town: Grayson, KY
Event Type: trade, show
Organized By: Ohio Valley Wholesale
View Full Event Details
ABL Wholesale Trade Show
Time: April 7, 2010 to April 8, 2010
Location: Boardman, OH
Street: 744 South Avenue
City/Town: Boardman, OH
Event Type: trade, show
Organized By: ABL Wholesale
Location: Boardman, OH
Street: 744 South Avenue
City/Town: Boardman, OH
Event Type: trade, show
Organized By: ABL Wholesale
Full Event Details
GoneSmoke, the FIRST Personal Smoke and Odor Eliminator for Hair & Clothes, Continues to Expand Distribution
GoneSmoke, the first Personal Smoke 'n' Odor Eliminator for Hair and Clothes, is now available through McLane, Eby-Brown, JT Davenport, Hackney Service, S. Abraham & Sons, Brenham Wholesale, Amcon, Petrey, Novelty Express and more. From Garb-Ko 7-Eleven stores to Circle K Arizona, to stores across the Gulf states, Spinx in the Carolinas, numerous individual stores and more, GoneSmoke is gaining momentum nationwide.
But WHY GoneSmoke? If you sell cigarettes, cigars, cigarillos, blunt wraps, lighters and more, GoneSmoke is the ONLY solution for your customers to remove smoke from their hair and clothes. There is no other product like GoneSmoke on the market. A virtually dry, discreet aerosol, GoneSmoke is designed to specifically spray over hair and clothes, leaving you dry and smoke 'n' odor-free. An unsolicited endorsement by Cigar Aficionado is third-party confirmation.
View Full Article
http://www.mycstoreworld.com/forum/topics/gonesmoke-the-first-personal
Tuesday, March 30, 2010
Sunday, March 21, 2010
spending the better part of a week at any trade show, my typical demeanor on that final day of travel is typically one of exhaustion and a mounting desire to get back home. As I write this post on the plane home following the AWMA (American Wholesale Marketers Association) Show in Las Vegas, the urge to get home is present, but rather than exhaustion I’m feeling intense energy about this year’s event – outstanding motivational speakers presented the hot topics of today and the show floor was buzzing with positive feedback and orders being taken. In fact, it was a challenge to interview some of the exhibitors for the daily show newsletter because they were constantly tied-up with buyers. But that’s just fine. That’s what a trade show is all about.
I’ve been to a lot of these meetings, and the educational sessions were the most compelling I’ve ever heard in this industry. It was clear the folks in attendance really liked – and needed – this type of discussion. Let’s face it…it’s hard for convenience distributors, in particular, not to get bogged down with day-to-day operations and simply not have time to step back and see the bigger picture. Out of stocks, short orders, single drops, employee issues…whatever the distractions, they can easily consume one’s day. Who has time to think about broader issues that affect the supply chain? How can trading partners work together to become more efficient, more profitable, and ultimately tap into the true desires of the end consumer? These are issues that need to be addressed, but often take a backseat to daily operations.
I left the AWMA Show with so many story ideas for Convenience Distribution, AWMA’s magazine, that I can’t wait to beef-up the editorial calendar. Here are a few of the topics that may pop-up in future issues of CD:
· Know the Consumer – No matter what part of the supply chain you occupy, you need to know the ultimate consumer. What are their buying preferences? What are they looking for in a shopping experience? How can the supply chain work together to provide the ultimate experience for the consumer? You may not have direct contact with the end consumer, but what you do does have an impact at the point of purchase.
· Social Media – Don’t think you need to be here? Think again. Supermarket guru and consumer shopping expert Phil Lempert told an audience of manufacturers and distributors (mostly distributors) that this is a growing market for branding your company or product image. It’s not just for the youngsters.
· Foodservice for C-Stores – How can the convenience channel provide the ultimate experience for the many different types of consumers – from “bubba” to the desirable female shopper – c-stores are trying to attract? What is the best strategy for you and your channel partners?
· Brand Marketing – Distributors don’t just sell snacks and tobacco. They are solution providers and they need to market themselves as such. It’s not just about the product – it’s about how your customers feel about you as a partner.
· InfoMetrics – This AWMA-guided program is underway and already has 50 distributor participants and 80,000 c-stores involved. It’s all about the data – collecting it from distributors and sharing it with manufacturers and retailers.
To learn more about AWMA and Convenience Distribution magazine, check outwww.awmanet.org. Please bear with us as we fine-tune the magazine’s online presence. It’s new to us and we are just getting started.
Okay, time for a bag of Nabisco 100-Cal Chips Ahoy! Thin Crisps (wow, this bag sure feels light) and a Diet Coke. Yes, that is the breakfast offering today on Southwest. Ah, the pleasures of flying.
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