CCentral-Main-logo-EN-trans

Convenience Central
Join our community
extra content
7_eleven_log_cmyk_1404953661_5482

7-Eleven shares best practices for dealing with COVID-19 crisis

Canadian convenience, car wash and gas businesses have worked hard to keep employees and customers safe during COVID-19. Behind the effort was a reliance on best practices from workers and their companies.

UnknownA good case in point is 7-Eleven Canada, a community retailer with 636 convenience locations across British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario, of which more than half offer fuel and 99 of those feature car washes. Throughout the pandemic, 7-Eleven Canada has provided safe access to essential fuel, food and convenience products to meet the needs of its customers.

7-Eleven Canada was quick to put together a leadership task force to deal with the impacts of COVID-19 – meeting daily and learning from 7-Eleven teams in other countries, who were experiencing the impacts of the pandemic before Canada. Daily communication was activated with field and store leaders – with real-time direct print capabilities to immediately shift as changes and new regulations were enacted regionally. 7-Eleven’s Team Canada moved quickly to activate COVID-19 controls and prevention measures, while working together with its industry partners to secure the essential service designation for the channel.

Norman Hower, 7-Eleven

Norman Hower, 7-Eleven

“The safety of our customers and employees is always our top priority,” says Norman Hower, 7-Eleven Canada vice-president and general manager. “As an essential service, we’ve followed the direction of public health authorities; and we also took a leadership position by being first movers in activating non-mandatory safety measures, such as face masks and body temperature checks of team members, to enhance the health and safety of our customers and team members, whilst providing our customers with the convenience they know and love.”

Some of 7-Eleven Canada’s prevention measures include, engineering controls like plexiglass sneeze guards at the sales counter and providing personal protective equipment (PPE) to employees. Hand sanitizer is available in-store, and employees are required to change gloves when switching from handling general merchandise to prepared foods. Occupancy limits, floor decals inside the stores and on the outdoor apron, as well as directional arrows control customer traffic and regulate social distancing. Customers paying with cash are encouraged to place their payment on the counter to avoid hand contact.

Protocols to address any positive COVID cases among store employees were developed to include store closures, close communication with team members self-isolating with pay, community notifications, and customer guidance to manage personal health.

At the fuel pumps, POP encourages physical distancing and the use of hand sanitizer and paper towels at the dispenser to cover the nozzle handle when pumping fuel. There is also a push to encourage contactless payment methods at the fuel pumps and in-store to limit person-to-person contact. Currently, many car wash sites in Canada feature a pay kiosk. Sites without offer systems for key-in entry to the wash.

None of this would be possible without the brand’s front-line employees, says Hower. “We are very proud of our store teams who are committed to serving our customers and our communities safely during these challenging times.  Their efforts inspire us all. We’ll continue to ensure the necessary controls and measures are in place, and our store teams are well taken care of.” 

 Kelly Gray can be reached at kgray@ensembleiq.com


Screen Shot 2020-05-27 at 12.10.51 PM

7-Eleven teams up with Skip the Dishes for delivery

Slurpee® and more now delivered from 7-ElevenJust in time for summer Slurpee cravings, 7-Eleven Canada is expanding its at-home delivery options by partnering with Skip the Dishes.

The move comes just weeks after Foodora pulled out of Canada, leaving retailers and restaurants with fewer third-party deliver options.

 

The food delivery app closed its Canadian operations on May 11, just months after a key labour board decision laid the groundwork for the company’s workers to push for unionization. Foodora has operated in 10 Canadian cities over the last five years and boasted 3,000 clients on the platform.

The move left many c-store operators, from independents to Couche-Tard and 7-Eleven, in a quandary at a time when demand for delivery is through the roof.

As consumers embrace at-home delivery, c-stores are upping their game.

In Canada, 7-Eleven customers will be able to order a variety of hot foods, from pizza to wedges and wings, as well as cool treats. The company also partners with UberEats for its #HereInTheNeighbourhood delivery program.

In the U.S., 7-Eleven recently announced that in addition to its proprietary 7NOW delivery app, it was partnering with national delivery platforms Postmates, DoorDash and Favor to delivery from 7-Eleven stores available to as many customers as possible. The company says the partnerships enables it to expand on-demand ordering in more than 90% of participating U.S.


7-Eleven-300x195

7-Eleven partners with CP ALL to open franchise stores in Cambodia

Unknown7‑Eleven  has signed a master franchise agreement with CP ALL to develop and operate 7‑Eleven stores in Cambodia.

The first Cambodian 7‑Eleven-branded convenience store is expected to open in Phnom Penh in 2021. The master franchisee plans to construct stores, modernizing the small-retail environment for consumers.

In 1988, CP ALL was established to operate 7‑Eleven stores in Thailand under an exclusive licensing agreement with 7‑Eleven, Inc. The first Thailand 7‑Eleven store opened in Bangkok in 1989, and CP ALL now operates close to 12,000 stores in the country, second only to Japan in the world.

Internationally popular products, beverages, snacks and immediately consumable fresh foods with recipes developed for regional tastes will be part of the convenience offerings for Cambodian shoppers.

“In the past several years Cambodia’s economy has experienced dramatic growth, and in 2019 was projected to become the fastest-growing economy in the Association of Southeast Asian Nations (ASEAN). CP ALL has done a tremendous job growing the 7‑Eleven brand in Thailand, and I can think of no one better to bring our brand of convenience to consumers in Cambodia,” 7‑Eleven president and CEO Joe DePinto said in a release. “This relationship also promises to bring additional jobs and economic opportunities throughout Cambodia.”

CP ALL has successfully operated 7‑Eleven stores in Thailand for over 30 years, and the brand has become part of popular Thai culture. The stores offer one-stop destinations for beverages, snacks, ready-to-eat meals, financial services (banking and bill payment), digital technology and delivery – all which the company plans to replicate for Cambodian customers.

Cambodia will be the 19th country where 7‑Eleven stores operate. Other countries and/or regions include the United States, Canada, Mexico, Japan, Thailand, South Korea, Taiwan, China (including Hong Kong), the Philippines, Australia, Singapore, Malaysia, Viet Nam, United Arab Emirates, Norway, Sweden, Denmark and India. 7-Eleven operates more than 70,000 stores worldwide,


7_eleven_log_cmyk_1404953661_5482

7-Eleven partners with delivery platforms to expand reach across the U.S.

7_eleven_log_cmyk_1404953661_5482In addition to its proprietary 7NOW delivery app, 7‑Eleven, in the has joined with national delivery platforms Postmates and DoorDash, in addition to Google, to make delivery available to as many customers in the United States as possible. Texas customers also can use Favor Delivery.

As stay-at-home and shelter-in-place orders are extended, many people are unable to run to the store for basic necessities or even a treat.

“7‑Eleven wants to better serve those needs by expanding on-demand delivery providers, giving customers convenient access to hundreds of products. With this expansion, 7‑Eleven and delivery companies offer on-demand ordering in more than 90% of participating U.S. 7‑Eleven stores. For added peace of mind, customers can request contactless delivery for their orders, and they will be left at the door.

“How convenience is defined is completely different today than it was just a month ago,” 7-Elevent COO Chris Tanco said in a release. “Our customers are now looking for more convenient shopping solutions at home. Every day, 7‑Eleven is working hard to come up with new ways to ensure that people can still get the products they need and want in the most convenient way for them.”

“7‑Eleven customers crave convenience and that’s what we’re here for, especially now when more customers are looking to get what they need without leaving their house,” said Raghu Mahadevan, 7‑Eleven VP of digital and head of delivery. “Expanding the marketplace beyond our stores has been a strategic goal, and these extraordinary times have accelerated our efforts to get the products our customers want and need to them as safely as possible.”

In Canada, 7-Eleven offers delivery via as part of its #HomeInTheNeighbourhood program. It uses third-party delivery services, including Uber Eats and Foodora (although Foodora announced that it is pulling out of Canada this month).


Unknown

Foodora to pull out of Canada, leaving c-stores with fewer delivery options

Screen Shot 2020-04-28 at 12.55.09 PMFood delivery app Foodora is closing its Canadian operations in May, just months after a key labour board decision laid the groundwork for the company’s workers to push for unionization.

The move leaves many c-store operators, from independents to Couche-Tard and 7-Eleven, in a quandary at a time when demand for delivery is through the roof.

The subsidiary of Berlin-based Delivery Hero SE said Monday that it has not been able to reach a level of profitability in Canada that’s sustainable enough to continue operations, so it filed a notice of intention and will exit the country on May 11.

“We’re faced with strong competition in the Canadian market, and operate a business that requires a high volume of transactions to turn a profit,” said David Albert, Foodora Canada’s managing director, in a release.

“We’ve been unable to get to a position which would allow us to continue to operate without having to continually absorb losses.”

Foodora has operated in 10 Canadian cities over the last five years and has racked up 3,000 restaurants on the platform, even in a “highly-saturated market” with stiff competition from Uber Eats, SkipTheDishes and DoorDash.

The announcement was a blow for couriers who have been busy dealing with surges in orders amid COVID-19 and grappling with new policies around no-contract delivery.

“It’s devastating,” said Jennifer Scott, who has worked as a Foodora bike courier for two-and-a-half years in Toronto.

“We are in the midst of a global pandemic and this job is how we make a living wage. It’s how we survive, and it’s just gone, which is very scary for many of us.”

She expects she will be able to make up her Foodora losses with work from Uber Eats and DoorDash, which she already does deliveries for, but isn’t sure others will be so lucky.

Before the closure, couriers were already fretting because they don’t qualify for some of the federal government’s recently-announced relief measures, she said.

“I’ve been a courier a long time and I’ve been able to figure out how to make it work for me no matter what’s going on…but I’m not so certain about many of my co-workers who are only working for Foodora, Scott said.

“I don’t know what they will do.”

The shutdown news was extra tough for couriers like Scott because they had been part of Foodsters United, which had long been fighting for rights and protections for Foodora couriers and other gig economy workers.

They alleged that the company was using the independent contractor model to avoid giving workers health and safety supports.

Foodsters wanted fair compensation for the work completed by couriers because it said the pay-per-order model meant that during slow periods workers receive wages lower than minimum wage, while still covering costs like gas, phones and vehicle or bike repairs.

Foodora long boasted about its app offering flexibility so people just trying to earn some extra cash or between jobs could easily make money, but Foodora workers said that flexibility bred instability and left them with little protection.

Foodsters garnered attention in February following an Ontario Labour Relations Board ruling that decided Foodora couriers are dependent contractors of the food-delivery company because they more closely resemble employees than independent contractors.

The ruling was considered a massive hurdle to clear that could have helped the couriers unionize and give growing numbers of gig economy workers the inspiration to follow suit.

Jan Simpson, the national president of the Canadian Union of Postal Workers, called the two-weeks’ notice that has been provided to Foodora workers “grossly unfair and unreasonable” and said the union was reviewing its legal options.

“Foodora and Delivery Hero must be held accountable to the workers,” said Simpson, in an email to The Canadian Press. “Couriers have made millions for this company and deserve to be treated with dignity and fairness. In the middle of the COVID-19 pandemic, they are considering numbers over human lives.”

Despite the closure news, Foodsters’ efforts still have merit, said Scott.

“There’s no way that this could be fruitless,” she said. “The win that we celebrated at the labour board is precedent setting and has the ability to pave the way for other workers in other gig economy type jobs to begin the unionization process.”

Meanwhile, Foodora said it is working on devising a proposal to provide additional help to employees and other creditors.

Albert said, “I thank them for the continued support over the last five years. Supporting them during this transition phase is our main priority.”

In Canada, Foodora partnered with Couche-Tard on a pilot project to deliver select products to customers in Montreal. 7-Eleven also offers delivery through the Foodora app, as well as Uber Eats.

  • with files from Michelle Warren 

7E_Acrylic Shield 1-teaser

7-Eleven increases franchisee support during COVID-19 crisis

7-Eleven Inc. has committed nearly $95 million to support its franchisees in this crucial time as they provide their local customers the food, beverages, household essentials and other critical supplies they need in a clean and safe environment.

7E_Acrylic Shield 1-teaser“7-Eleven franchisees are on the front lines of the coronavirus pandemic serving the communities in which they operate,” said Chief Franchise Officer Greg Franks. “I’m proud of the leadership and commitment to customers that each franchisee has shown since the health crisis began by providing food, beverages and other critical supplies to the communities they serve.”

The corporate commitment to franchisees includes support in the following areas:

OPERATIONS CREDITS

  • 7-Eleven provided direct payment of credits that will result in millions of dollars in cash-flow assistance to franchisees in March, April and the coming months. These adjustments include direct payments of Operations Credits to franchisees, waiving the April advertising fee, waiving the interest that franchisees pay on their inventory, and passing along third-party renegotiated maintenance fees.

INVESTING IN CLEAN & SAFE STORES

  • The company is installing plexiglass sneeze guards at the front sales counters to help reduce the spread of the coronavirus.
  • 7-Eleven continues to purchase and supply franchisees with necessary cleaning supplies, at its own expense, to support franchisees in keeping their employees safe and their stores clean. Supplies include hand sanitizer, hand soap, sink sanitizer, gloves, disinfectant, social distancing floor decals, thermometers, face masks and face shields.
  • Leveraging the brand’s strong relationships in merchandising and procurement, 7-Eleven is committed to keeping the stores stocked with essential supplies that are in high customer demand, including pantry essentials, fresh foods, over-the-counter medications and paper products.

FINANCIAL CONSULTING

  • 7-Eleven set up a Franchise Financial Solutions Center to further support franchisees during this turbulent time. The purpose of this resource is to work together with franchisees to navigate their individual issues caused by the COVID-19 crisis.
  • 7-Eleven is also engaged in continuing efforts to enhance the ability of franchisees to obtain loans through government stimulus programs.

“This is a very fluid situation,” Franks told Convenience Store News in an exclusive interview. “Everybody in the company is working every day to understand the stores’ needs and to respond to those needs.”

About two weeks ago, the Irving, Texas-based company set up a 24/7 Command Center to accept questions from the field and quickly respond. “The Command Center took in 606 issues and turned around 602 of them in the first 10 days,” Franks shared.

Sharp, crisp and frequent communication has been a key component of 7-Eleven’s corporate response to the COVID-19 pandemic. There’s a daily morning call between senior leadership and field leadership. There are also frequent calls between 7-Eleven’s CEO Roundtable, a group of leading franchisees from around the country who advise the CEO, and the company’s National Business Leadership Council, another platform designed for addressing challenges and issues facing 7-Eleven franchisees. Additionally, there are daily field leadership calls among zone vice presidents and marketing managers.

“It was absolutely critical and appropriate that convenience stores were designated an essential business,” said Franks. “We are so proud of our franchisees and corporate store leaders across the country that, despite the threat to their own safety, are staying open and playing a critical role in supplying food, beverages and other merchandise to their communities.”

Irving-based 7-Eleven Inc. operates, franchises and/or licenses more than 70,000 stores in 17 countries, including 11,800 in North America.

Originally published by Convenience Stores News.


7-Eleven-300x195

7-Eleven to add up to 20,000 new positions to meet COVID-19 demand

7‑Eleven, Inc. expects as many as 20,000 new store employees to meet increased demand amid the COVID-19 pandemic.

“7‑Eleven is a neighborhood store and it’s our priority to serve the communities in which we operate during this unprecedented crisis,” 7‑Eleven president and CEO Joe DePinto said in a release. “Between 7‑Eleven, Inc. and our franchised business owners, we expect as many as 20,000 store employees to be hired in the coming months. This will provide job opportunities and ensure 7‑Eleven stores remain clean and in-stock with the goods our customers need during this critical time.”

7‑Eleven also anticipates the store employee position would meet a surge in mobile orders through its delivery apps.

“Locally owned and operated 7‑Eleven stores are really going above and beyond to serve their communities,” said DePinto. “I’d like to thank 7‑Eleven Franchisees and corporate store employees for everything they are doing to provide necessary products and services to customers in need.”


Shutterstock

Canada, convenience and COVID-19

As Canadians work together to flatten the curve during the COVID-19 outbreak, the convenience industry is working to meet the needs of Canadians. After all, this is a business where working from home isn’t an option and customers rely on their local c-store for basic supplies and more.

Across the country, some retailers, bars and restaurants are closing temporarily or reducing hours. The situation is fluid province to province and, as we discovered, from business to business, as c-stores balance meeting the needs of customers with protecting staff and public safety.

Screen Shot 2020-03-17 at 1.04.57 PM

The Convenience Industry Council of Canada released a statement yesterday saying its members are committed to keep Canada’s convenience stores up and running, as long as it is safe for owners, staff and customers.

“It is critical that consumers have access to basic necessities and our convenience store industry is committed to that,” says Anne Kothawala, president and CEO of the CICC, adding the organization has a COVID-19 working group that is focused on sharing best practices such as increased sanitization procedures. “That includes all high-touch areas like checkouts and cooler doors. For their part, our distributors are also working around the clock to ensure shelves remain stocked.”

CICC has developed a best practices document, which is posted on its website. Here is a link to the Federal Government’s Economic Response Plan as it relates to small business operators.

As of March 20, nine provinces and the three territories have declared a state of emergency or public health emergency. In many cases, these provinces have explicitly identified convenience stores and gas stations as essential services.

On March 17, Ontario enacted a State of Emergency, closing restaurants (except take-out), bars and venues of 50 people or more. At the moment, convenience stores may stay open. Those that offer foodservice are closing dining areas and offer take-out only.

On March 19, Vic Fedeli announced the province moved to ensure trucks could deliver goods to stores day or night, without worrying about municipal noise by-laws.

On March 23, both Ontario and Quebec ordered the closing of all non-essential businesses.

In a statement, CICC told is members it “has been directly in touch with Premiers’ and Ministers’ offices and has been assured that the convenience and gas supply chain is an essential service.”

Around 8 p.m., the Province released its list of essential businesses, including convenience stores.

“The OCSA continues to advocate to serve in every community and work with our members to continue the flow of goods to every town, city and village.  It is a privilege to be opened during these unknown times,” said CEO Dave Bryans.

Screen Shot 2020-03-17 at 4.18.00 PMThe Ontario Convenience Stores Association is calling on operators to rally in the face of the outbreak: “The convenience store channel must show leadership and disciplines on the cleanliness of our stores.”

The association has created window signs that operators can print and post in store and at entrances. Link here.

Screen Shot 2020-03-17 at 1.06.16 PMThe Atlantic Convenience Stores Association reached out to its members March 17. “We have been invited to join a working group consisting of business associations in Nova Scotia and the Nova Scotia Department of Business. The purpose of the working group is to communicate concerns of small business to government and to be able to receive up-to-date briefings.” The goal is to create similar groups in other Atlantic provinces.

In a statement, president Mike Hammond said: “Many business operations have been negatively impacted and we will be advocating on your behalf for assistance and relief from governments.”

Independent operators take it day by day

Meanwhile, operators across the country are working hard to keep customers engaged and feeling confident about service levels.

Screen Shot 2019-11-14 at 9.16.50 PMFor instance, Leslieville Pumps in Toronto, which is famous for it’s barbeque, has “increased the amount of time that staff are sanitizing” and is even offering to run orders out to people’s cars. Many other small stores and restaurants in its east-end neighbourhood have already closed.

PopBox Market in Toronto’s west end is open (as of publishing), but reducing hours: “Our suppliers are still operating and the food supply will continue to be replenished.”

Screen Shot 2020-03-17 at 12.44.14 PM

Alcona Esso is open for business.

Meanwhile, outside the city, Alcona Esso in Innisfil, Ont. told followers on Twitter: “Don’t worry, we will remain open.” Staff are shown wearing latex gloves to help guard against the spread of germs.

In the face of the outbreak and social isolation, independent retailers, like many small business owners across the country, are making difficult decisions.

On March 17, Enniskillen General Store, which operates four locations in Ontario, had closed its Port Perry store and two more closures were the in the works: “We have made the very painful decision to sell our milk, eggs, & packaged ice cream today & then we will close our Oshawa & Bowmanville locations. Our main Enniskillen will stay open as a way to serve our community up there. We will not be scooping any individual ice creams.”

UnknownClearview Co-op in Alberta has a dedicated Coronavirus Info page on its website. As a precaution, its South Junction Co-op will close its dining area and provide take out only beginning March 18th.

In Saskatchewan, Humboldt Co-op announced its Humboldt and Lanigan Food Stores will open one hour early to accommodate seniors and others who are compromised due to health conditions.

Most retailers are closed self-serve food bars.

What are the chains doing?

Larger chains are also closely watching the situation and acting accordingly.

On its website, Rabba Fine Foods said: “Rabba Fine Foods is always open 24/7 to serve you, no matter what. We are well stocked with all items including dairy, bakery, fresh produce, health and wellness products and toiletries.”

In a statement, the company explained: “Our stores employ certified food handlers who are taking precautions to ensure we sanitize and limit risks, based on Government Guidelines.”

On March 23, the company announced it was installing checkout barriers at all 34 of it stores.

7-eleven-logo-500x400Meanwhile, Norman Hower, VP & GM, 7-Eleven Canada, which operates 636 stores across the country, said in a statement the company has “enhanced our standards and procedures for hygiene, hand washing, sanitation, food handling and preparation in stores, and increased the frequency of cleaning high-touch surfaces. We are in communication with federal and provincial health agencies and officials. We are reviewing updates from the World Health Organization; and we are sharing guidelines from the Public Health Agency of Canada with stores.”

In addition, 7-Eleven is:

  • Alerting employees to the importance of staying home if individuals have any symptoms of the COVID-19 illness or if they feel sick.
  • Displaying hygiene posters in high-traffic areas in stores.
  • Temporarily discontinuing the use of personal cups for hot and cold dispensed beverages.
  • Working with vendors and suppliers to stock stores with high demand, essential products and making them easy for you to find.
  • Demonstrating to you and the communities we serve that we are here to provide quality products at fair and honest prices.

The c-store operator is asking customers to only shop if they are feeling well, pointing out that it now offers delivery to more than 11 million Canadians through the UBER Eats and Foodora delivery apps.

“We’re committed to providing you with what you want, when and where you want it. We’ve been a leader in the convenience industry in Canada for 51 years, and we’ll keep working hard every day to earn your trust and your business,” said Hower.

UnknownIn a call with analysts on March 18, Alimentation Couche-Tard CEO Brian Hannasch said the retailer’s experience positions it well to meet the challenges from COVID-19: “When we’ve experienced these types of situations in the past, if you think about hurricanes, floods, etc., our industry has played a key role in helping our communities get through these situations, and we’ll attempt to do the same here.”

He notes there is higher demand for some items such as water, tobacco products and (in some areas) beer, as customers stock up, but no material issues with its supply chain.

The Quebec-based company said it has contingency plans if stores are forced to close, reduce hours or face labour shortages.

“So right now, we expect to remain open. However, we do have plans where we’ve identified sites that we would close and transfer employees to make sure that we keep our most strategic sites open in the event of running short of available team members,” he said. “One of the benefits of being global is we’re able to share information and best practises and learnings across our business units and apply the lessons we learn in Europe to our North American businesses.”

READ: Hurricanes and floods have prepared Alimentation Couche-Tard for COVID-19.

On March 24, Couche-Tard announced via Twitter it was increasing pay by $2.50 an hour for all Canadian hourly employees.

As of publishing, Parkland had not responded to inquiries about how the companies are handling the situation at stores across Canada. However, we will update as information becomes available.

Safety measures and supplies

Across the country, many stores are no longer accepting cash, opting instead for debit and credit payments only to reduce hand-to-hand contact.

While all industry-related shows are cancelled, postponed or moving online, the industry is still robust and supplies are getting through to retailers.

Unknown-1In a statement from CEO Pat Carey and president Dan Elrod, Wallace & Carey said it “has been preparing for this unfolding situation since it first began to develop and we are positioned to assist your company with the many unforeseen challenges you may face as a result of it.”

The company has a continuity strategy in place designed to mitigate potential interruptions. “As circumstances change, we continue to adapt our protocols to address the safety of our people, our customers and others with whom we work. All of our distribution centers are open for business. If there is a possibility of any changes to the delivery of your orders we will notify you immediately; however at the moment there are no disruptions.”

Efforts include:

  1. We have assembled a Pandemic Response Team to ensure that all safety and health obstacles that could occur as a result of the virus are addressed swiftly.  This team is set up to meet daily and provide updated reports.
  2. Our contractual and branch janitorial teams have heightened their cleaning protocols and frequency in all our distribution centers.
  3. We have provided to all our distribution centers, up to date information on virus protection and prevention and it is posted on all our communications screens.
  4. We have implemented enhanced protocols for our drivers to ensure their safety and our customer’s safety.
  5. We have suspended all non-essential travel for our company.
  6. We have launched an online COVID-19 information center where teammates can send their questions and concerns to Info@wacl.com and our project response team will send a response to them within 24 hours.

CN, which delivers goods by rail across the country, said that while it “continues to monitor and proactively respond to the developing COVID-19 pandemic…. there are no interruptions to our service caused by COVID-19 and we continue to operate very efficiently.”

“Together we can keep the supply chain to Canada’s consumers open and functioning effectively,” says Kothawala, adding all stakeholders are closely monitoring updates from national and provincial health authorities to ensure that the industry responds to recommendations in a timely manner: “As this very challenging situation evolves, we will quickly adapt and share new learning on preventative measures that will ensure reliable and safe customer service.”

CICC also reports is has received confirmation that governments are “focusing on regulations that are necessary to deal with COVID-19. Regulations pertaining to files such as vaping or consumer packaging are on hold.”

Convenience Store News Canada will work to keep you up-to-date on industry-related news – follow our social media feeds. The Public Health Agency of Canada is the most reliable resource for information. You can visit the PHAC’s website or follow on Twitter. Also, closely monitor provincial Ministry of Health sites for the latest directives. Links to provincial sites here.

 

RELATED READS:

5 ways to safeguard workers and customers

Hurricanes and floods have prepared Alimentation Couche-Tard for COVID-19.

Ontario and Quebec order non-essential businesses to close

7-Eleven adding up to 20,000 new positions

Rabba installing glass barriers at checkout

OLG shares best practices for lottery sales during COVID-19 pandemic

C-stores deemed essential businesses in Ontario

How is your business responding to COVID-19?

Contact CSNC editor Michelle Warren at mwarren@ensembleiq.com or tag us on social media @CSNC_Octane


7-Eleven-300x195

7-Eleven adds 100 stores to its portfolio

7-Eleven Long Logo_Sm_0822187‑Eleven, Inc. has substantially expanded its footprint, after officially acquiring more than 100 independently operated 7‑Eleven stores in central Oklahoma.

“These stores have carried the 7‑Eleven name for 67 years, and today they officially join the global 7‑Eleven family,” Joe DePinto, 7‑Eleven president and CEO, said in a release. “We look forward to meeting the needs of Oklahoma customers and offering them the great products and services available in stores across the country.”

The stores were not licensees or franchisees, but rather named as part of a special agreement with the owner that dated back to 1953. All stores included in this acquisition are located in the greater Oklahoma City metropolitan area, bringing the total number of 7‑Eleven stores in the U.S. and Canada to almost 9,800.

7‑Eleven, Inc., operates more than 70,000 stores in 17 countries globally.


Screen Shot 2020-02-06 at 4.02.33 PM

7-Eleven tests cashierless store in the U.S.

Screen Shot 2020-02-06 at 4.02.33 PM7-Eleven Inc. is debuting a cashierless store at its corporate headquarters in Irving.

During the pilot, the 700-sq. ft. non-traditional store is available to 7-Eleven employees.

The shopping experience is simple: Employees download an app, sign up, check in at the store, enter the store, shop and exit. A detailed receipt appears in the app automatically after he or she exits.

A proprietary mixture of algorithms and predictive technology enables the store system to separate individual customers and their purchases from others in the store, according to the c-store retailer.

“Ultimately, our goal is to exceed consumers’ expectations for faster, easier transactions and a seamless shopping experience,” said Mani Suri, 7-Eleven senior vice president and chief information officer. “Introducing new store technology to 7-Eleven employees first has proven to be a very productive way to test and learn before launching to a wider audience. They are honest and candid with their feedback, which enables us to learn and quickly make adjustments to improve the experience.

“This in-house, custom built technology by 7-Eleven engineers is designed for our current and future customers. We continue to innovate, and coupling fresh, innovative, healthy food options with a frictionless shopping experience could be a game-changer,” he added.

A cashierless concept marks another innovative technological advancement from 7-Eleven. Last year, it introduced Mobile Checkout, allowing customers to skip the line and pay using their smartphone. The c-store operator also added 7NOW Pins to its mobile app. The proprietary technology allows customers to order the delivery service to public locations that may not have traditional addresses, like parks, beaches and more.

“Retail technology is evolving at a rapid pace and customer expectations are driving the evolution,” said 7-Eleven President and CEO Joe DePinto. “Our team is dedicated to continuing 7-Eleven’s legacy of innovation with industry-leading digital solutions. Most recently that has included our award winning 7Rewards loyalty platform, 7NOW on-demand delivery, mobile checkout, and now our new cashierless store.”

7-Eleven operates, franchises and/or licenses more than 70,000 stores in 17 countries, including 11,800 in North America.

Originally published at Convenience Store News.