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Tim Horton launches new dark roast as part of chain’s plan to get back to basics

Unknown-2Tim Hortons is hoping the third time’s a charm as it rolls out its latest iteration of a dark roast coffee this week, a key part of the chain’s back-to-basics plan that will focus on its core offerings of coffee, doughnuts and breakfast in 2021.

It’s a strategy industry watchers say will help Tim Hortons shore up its existing market share while potentially attracting new customers in the increasingly competitive realm of grab-and-go breakfast.

The fast-food eatery is also overhauling its breakfast sandwich by adding fresh eggs and naturally smoked bacon, while promising to remove artificial colours, flavours and preservatives from all its menu items by the end of the year.

Yet observers say perfecting the dark roast coffee is the most important part of the chain’s menu improvements.

“The breakfast market has been competitive for many years and having the right dark roast coffee is key,” says Cyrus Cooper, a professor of restaurant management at Centennial College.

“Tim Hortons needs to ensure its dark roast is competitive in flavour profile to win over customers from competitors like Starbucks and McDonalds.”

The restaurant launched its first dark roast in 2014 in a bid to offer customers an alternative to its classic blend. Three years later, the chain tweaked the recipe of its new roast to make it even darker.

While the head of the chain’s coffee operations says it delivered on smoothness and flavour, he says it could be bolder.

“What we’ve noticed over the years is that guests are looking for a slightly bolder coffee,” says Kevin West, director of coffee operations for Tim Hortons.

The challenge, he says, was developing a bolder, fuller, richer coffee without any bitterness or burnt taste that can turn coffee drinkers off a dark roast.

“Coffee is naturally bitter, so to develop a coffee product that’s bold and strong without bitterness is quite difficult,” West said.

The coffee team at Tim Hortons developed the latest dark roast from scratch. They settled on a unique blend that features premium Arabica beans from the Indonesian island of Sumatra, in addition to the beans from Guatemala, Colombia and Brazil used in the chain’s original coffee.

“We started with amazing green beans,” he says. “Then we had to really hone in on the manufacturing and roasting process and also how we brew it.”

It took nearly four dozen coffee trials and 200 cuppings – the process of tasting the coffee – before the team landed on the new dark roast, West says.

The final tweak was a one degree increase in the temperature of the water in the coffee brewer, he says.

“It’s just a slight change but it made a significant difference in how the coffee performed with the final finished product,” West says.

The result is a flavour that is more complex than the previous two dark roasts, he says, with notes of chocolate and cedar and a hint of fruit or floral undertones.

“It’s a bolder, fuller and richer coffee,” West says.

Tim Hortons parent company Restaurant Brands International Inc. has seen its revenues slip during the pandemic, as COVID-19 disrupts daily rituals like going to work and taking kids to hockey.

Cooper says even post-COVID, competition for drive-thru customers will be fierce as some workers may only go to the office a few times a week.

But he says focusing on “bread and butter” basics like coffee, doughnuts and breakfast will help solidify the chain’s base of customers like commuters and hockey parents.

“Tims has realized which sandbox they’re playing in,” Cooper said. “Rather than lose touch with their customers and get too complicated, they’re focused on staying within their sandbox and knocking it out of the park.”

This report by The Canadian Press was first published Jan. 4, 2021.

 


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What’s brewing with RTD coffee?

Not even a pandemic can cool off the hot ready-to-drink coffee market. Sales are percolating well, with big-name players coming onto the scene and providing c-stores with innovative options for customers. Though RTD coffee business may seem small, it’s a robust one with expected growth of 20%. In 2014, it represented just 2.5% of the total coffee market, but that figure doubled to 5% by 2019, according to the Coffee Association of Canada.

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Shutterstock

 

To a large degree, its Gen Z (those born between 1995 and 2007) leading demand with 46% drinking RTD coffee, as per September 2020 data from Mintel. Millennials are sticking with ground coffee, while their younger counterparts haven’t yet made that switch. 

In fact, COVID-19 also has played a part in the rising popularity of RTD coffee. Java enthusiasts are looking for ways to have café-calibre, coffee-sipping experiences at home, now that lingering over a cuppa prepared by a barista is less viable. 

“Pre-COVID sales were being fuelled by taste and time,” says David Schneiderman, CEO and co-founder of Two Bears Coffee. “Our lives had become busy without time to slow down. Now, RTD coffee gives customers something delicious with a great hit of caffeine without the line-ups at the local café.”

With wellness top mind for many Canadians, the door is open for c-stores to do well by stocking healthier versions of RTD coffees. Two Bears is the first Canadian company offering plant-based, ethically-sourced lattes and brew coffee made with oat milk. Its approach to retailer support is a multi-tiered system, which includes in-store promos, cross promotions with larger, more well-known brands and a digital campaign.

“Convenience stores have been selling RTD coffees for years with great success,” explains Schneiderman. “But they are losing out on the consumer who doesn’t want to drink something with as much as 48 grams of sugar and artificial ingredients.”

Station Cold Brew Coffee Co. will also be building on its roster, which includes top-sellers New Orleans-Style and Vanilla Nitro Cold Brews, with the new launch of its own plant-based, oat milk-based lattes. Mitchell Stern, company co-founder and VP, sales and marketing, says it is looking to expand into convenience stores and will support sales through in-store promotions, giveaways and price breaks. “We are constantly exploring new opportunities in this [c-store] space and, as the leading cold brew coffee brand in Canada, we want to own the space,” he explains. “Our biggest challenge as an independently owned, private company is competing with major companies with deep pockets who own the fridges.”

Clearly, competition is brewing in the RTD coffee space. Coca Cola with Coffee (made with Brazilian coffee) is set to roll out in Canada and the U.S. early in 2021. The beverage giant refers to the new offerings (available in 12-oz cans of Dark Roast, Caramel and Vanilla flavours) as “hybrids” in a new category it calls “refreshment coffee.” Joining the fray is Monster Energy, best known for its high-octane energy drinks. It already has Java Monster, which has performed well, but will bring on board Espresso Monster featuring a triple shot of coffee, plus natural stimulants like taurine and ginseng. It will come in two flavours, Espresso & Milk, and Vanilla Espresso, formulated to appeal to a market keen on embracing the cold brew coffee RTD trend.

Screen Shot 2020-11-30 at 2.40.38 PMThough the battle between brands will be steamy, there’s room in a category that has not reached its peak. “Canada is playing catch-up with the growth and popularity of our neighbours to the south,” explains Alfonso Tupaz, founder of Hatch, a Toronto-based company that produces private label RTC coffee available in the c-store space. “We would say that we’re four years behind, but it’s now reaching the level of where we think RTD coffee should be, compared to the U.S.”

The majority of Hatch’s beverage unit sales come from their private label business. According to Tupaz, 2020 has been its busiest year yet with cold brew. “Our clients fare well in the retail space.”

There’s still an unquenched demand above coffee enthusiasts. “Coffee is a daily routine for many people in Canada,” he points out. “By natural extension, we’re seeing coffee enter more point-of-sale areas, including convenience stores. RTD coffee, in particular, is a convenient pack format, and fits nicely with the convenience store model.”

 

Originally published in the November/December issue of Convenience Store News Canada.


Shutterstock. Dalgona coffee is made by whipping equal proportions of instant coffee powder, sugar, and hot water, then adding it to cold or hot milk.

Coffee talk: Research shows Gen Z craves RTD beverages

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With people working (and going to school) from home, it’s changing how people consumer coffee: Think less take out and more at-home creations.

New research from Mintel suggests that the at-home coffee market is set to grow by 4.9% this year to reach $15.6 billion (in the United States), compared to a total of 3.9% growth experienced between 2015 – 2019.

Mintel’s consumer research shows that as many as two in five (39%) people are willing to pay more for premium coffee at home and, in turn, finding their inner barista.

Caleb Bryant, associate director, food and drink, Mintel, said that many are buying coffee shop branded coffee to recreate that authentic coffee shop experience: “Despite the fact that many Americans are facing economic uncertainty, premium and foodservice-branded coffees have an opportunity to market themselves as affordable luxuries. The purse strings may need to tighten but a premium home-brewed coffee is still less expensive than drinks from a coffee shop.”

For those without the patience or know-how to satisfy their caffeine cravings at home, ready-to-drink (RTD) coffees are a favoured alternative. Leading the way in this at-home craze is Gen Z, with 46% opting for RTD coffees. Only 45% of Gen Z consumers drink ground coffee compared to 63% of millennials.

Mintel research shows that not only are Gen Zs not brewing their own coffee, they have yet to develop brand loyalty when it comes to coffee: only 33% say they typically stick to the same brand of coffee, compared to 44% of Gen X and 50% of boomers.

“Gen Zs in particular are set to adopt the trend for enjoying specialty coffee at home. Before COVID-19, many Gen Z consumers bought their coffees out, treating themselves to cold coffees from their preferred coffee chain. But with these younger consumers experiencing the sharpest rise in unemployment and already on lower incomes, they are the most price-sensitive to coffee drinks. We’re likely to see Gen Zs reduce their coffee shop purchases, possibly dramatically depending on the severity of the recession, giving retail coffee brands a golden opportunity to connect with this next generation of coffee lovers,” Bryant said in a release.

Shutterstock. Dalgona coffee is made by whipping equal proportions of instant coffee powder, sugar, and hot water, then adding it to cold or hot milk.

Shutterstock. Dalgona coffee is made by whipping equal proportions of instant coffee powder, sugar, and hot water, then adding it to cold or hot milk.

Case in point is the photogenic Dalgona frothy coffee craze so popular on social media. From March 1, 2020 through June 15, 2020, there were more than 440,000 posts mentioning Dalgona coffee on Instagram, Pinterest and Twitter. As a result, sales of instant coffee – the primary ingredient for Dalgona – are poised to experience  a 5% rise in sales growth this year.

“Consumers are discovering it is safer and more cost-effective to have their own coffee at home and this trend is likely to continue even once the virus is under relative control,” said Bryant. “This shift opens up a real opportunity for products, machines and gadgets that will help people create their favourite coffeehouse drinks at home.”

Key takeaway: Coffee brands (both retail and RTD) have the opportunity to build long-lasting loyalty among Gen Z consumers and can use flavoured coffee varieties to appeal to these consumers (42% of them are interested in unique flavours of coffee). C-stores can capitalize on this trend with the right product assortment.


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Second Cup to close more stores and pilot gas station drive thrus

The Second Cup Ltd. plans to close more stores, sell more of its product in grocery stores and open gas station drive-thrus as it looks to recover from the deep hit absorbed during the COVID-19 pandemic.

images-1The e Mississauga, Ont.-based beverage company says a pilot program will see it open at three Petro-Canada locations in Ontario this year.

Second Cup says the retail sales will supplement its own e-commerce platform that launched in April as much of its coffee house network was forced to close.

It is also moving into “non-traditional” cafe locations such as hospitals, airports, train stations and other transportation venues, with 14 locations scheduled to open across Canada in the next 18 months.

Second Cup says its net loss surged to $1.93 million in the second quarter, from a loss of $783,000 a year earlier.

Net revenue fell nearly 46% to $3.5 million from $6.5 million in the prior year as system network sales decreased 68% to $10.9 million from $34.4 million.

“With an increasing number of Canadians working from home, we know that the daily coffee experience is changing,” says Steven Pelton, CEO of Aegis, the new corporate name for Second Cup.

“People want to be able to have a premium Second Cup coffee experience in their own kitchens, and we are going to make that easier for them, with the return of Second Cup coffee products to retail banners across Canada.”

Same-store sales plunged 52.6% compared with an 8.6% decrease in the first quarter as all 19 Bridgehead coffeehouses in Ottawa and 130 of the 244 Second Cup locations across Canada closed in mid-March.


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COVID-19 is changing consumer coffee habits

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Home has become ground(s) zero for coffee consumption during the current COVID-19 crisis, according to a new study.

While Canada’s coffee addicts might argue that they are essential services, the country’s largest coffee chains have either limited access or closed stores entirely as a result of the COVID-19 crisis. That has led to a “big shift” from out-of-home to in-home consumption, according to Field Agent Canada.

In a recent survey of 700 Canadians, more than three-quarters of respondents (79%) identified as regular coffee drinkers. Coffee consumption has remained stable during the pandemic, at an average of 2.4 servings a day.

But while 91% of Canadians were consuming coffee purchased outside the home prior to the enforcement of social distancing rules, that number has fallen to 46% amid social-distancing requirements.

One of the most pronounced changes in at-home consumption has been the rise of instant coffee, with 25% of respondents saying they have used it at home in the past week. It is the biggest segment among respondents who indicated that they have tried new coffee drinks during the stay-at-home period, ahead of cappuccino, drip coffee and lattes.

Tim Hortons is the most frequently used coffee brand at home (13%), followed by Folgers, Maxwell House, Starbucks and Nescafé (all at 8%) and Nespresso and McCafe at 7%. There has been some experimentation among coffee drinkers, however, with 11% of respondents indicating they have purchased another brand because their preferred brand was out of stock.

Ten per cent of respondents said they have purchased a brand that’s more expensive than their usual brand, while 7% said they have purchased a less expensive brand. Twelve per cent said they have experienced longer than usual wait times for online orders.

Not surprisingly, supermarkets were the most common response given to a question about where respondents had purchased coffee for home consumption (35%), followed by Costco (26%), Walmart (23%) and drug stores (7%).

Six per cent of respondents said they have purchased a new coffee machine since the crisis began, with drip coffee, Nespresso and K-Cup machines the most popular new purchases. Coffee is a $6.2 billion business in Canada, according to the Canadian Coffee Association and, along with water is the most commonly consumed beverage among adults.

Originally published at Canadian Grocer. 


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Coffee sellers stop accepting reusable cups amid coronavirus

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Tim Hortons and McDonald’s Canada are the latest coffee purveyors to stop accepting reusable mugs brought in by customers amid concerns about the novel coronavirus outbreak.

“We will continue to monitor the situation and plan to reintroduce the policy at a later time,” wrote McDonald’s Canada spokeswoman Veronica Bart in an email.

Tim Hortons said in a statement that it has made the change after listening to its restaurant owners and comments from its customers, even though health officials have not recommended any changes to its current procedures.

The temporary move follows similar decisions by Starbucks and The Second Cup Ltd. announced earlier last week.

All four chains indicated they are taking extra precautionary measures. These include increasing the number of times cafes are cleaned each day, restricting business-related air travel until the end of March, recommending that areas people touch frequently such as kiosks are cleaned more often, and purchasing extra essential cleaning materials that may be needed in the coming months.

Tim Hortons has also put on hold plans it had to give away 1.8 million reusable cups for free as part of its Roll Up the Rim contest this year.

The coffee-and-doughnut chain will delay the distribution of the reusable cups that were planned to be given away next week until later this year.

It will honour the three digital rolls described in its campaign for any customer that brings in a reusable cup during its Roll Up the Rim contest and buys a hot beverage scanning their Tims Rewards card or app, however the drink will be provided in a single-use cup.


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Starbucks goals for sustainability will require significant consumer buy in

UnknownStarbucks has an ambitious plan to reduce its environmental footprint, albeit one it acknowledges will require considerable buy-in from its customers.

The Seattle-based coffee chain committed to three preliminary targets for 2030, including cutting by half its carbon emissions from direct operations and its supply chain, the waste it sends to landfills and water used in direct operations and coffee production.

Corporate environmental commitments such as these often require consumers to change their behaviours, experts say, which is possible with the right incentives, but need to steer clear of the appearance of self-interest.

“We are committed to making our materials compostable and recyclable, but we know that ultimately, we need to enable consumers everywhere to move to reusable cups and utensils,” said Rebecca Zimmer, director of global responsibility at Starbucks, in an email.

Starbucks is the latest large company to announce lofty environmental goals. Several airlines recently turned to carbon offsets, which invest in projects to compensate for their emissions output, and Maple Leaf Foods claimed in November that it is now carbon neutral.

An assessment on Starbucks’s operations found that it emitted 16 million tonnes of greenhouse gases, withdrew one billion cubic metres of water and emitted 868 kilotonnes of waste across its full value chain in 2018.

Its mitigation strategies include expanding its plant-based options to migrate toward a more environmentally friendly menu and shifting from single-use to reusable packaging.

One potential option is to sway people away from cow’s milk toward plant-based alternatives such as nut and oat milks, said Zimmer, in an interview. Dairy is responsible for 21% of the company’s global carbon footprint, according to a company report, edging out coffee and waste for the top spot.

Oat milk, in particular, seems to have a better environmental footprint, she said. Starbucks offers oat milk at some U.S. locations as a test, but has not yet made it available at any of its roughly 1,600 Canadian stores.

The company also aspires to have the majority of its customers arrive with mugs and cutlery in hand rather than rely on takeaway cups and disposable utensils, she said.

Just how the company will achieve those goals remains unknown and Starbucks will spend the year conducting market research and trials to determine specific plans.

It’s not easy to change ingrained behaviour, said Katherine White, a professor at the University of British Columbia’s Sauder School of Business.

“The big problem is usually that people just forget,” when it comes to bringing a coffee tumbler from home, she said, but with the right motivation it’s possible to teach people to form new habits.

One strategy is to offer rewards or punishments. Many grocery stores, for example, charge a fee for plastic bags. Starbucks, meanwhile, discounts drinks by 10 cents if customers bring their own cup.

The size of these incentives or fees matters, said White, adding five and 10 cents does little to change consumer behaviour.

A punishment could prompt backlash, she said, but Starbucks could offer a more substantial reward, such as an entry into a draw for free coffee for a month.

It’s not unreasonable to ask consumers to bring in mugs or consider oat milk, but it’s more serious if Starbucks commits to changing the economics of that proposition “in a really substantial way for consumers,” said Sarah Kaplan, a professor at the University of Toronto’s Rotman School of Management.

“If they made it so it was really substantially meaningful that would actually drive consumer behaviour,” she said.

Starbucks could charge consumers more for cow’s milk rather than an upcharge for dairy alternatives, she said.

“You want it to not … look just completely self-interested,” she added, noting Starbucks will likely be selling lots of reusable mugs in store.

While Starbucks has yet to determine just how it will get consumers on board with its vision, Zimmer thinks its future vision is possible.

“If I think broadly into the future, I do believe that as a society we’re going to be making choices that are better for the planet, and so I do see pretty significant shifts: the way we live, the way we consume and the way we basically lead our daily lives.”

 


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7-Eleven Canada says Aloha

Screen Shot 2020-01-20 at 5.55.10 PMJanuary is cold, dark and gloomy and 7-Eleven Canada aims to help with the post-holiday blues, pulling customers out of their winter slumps.

The retailer is offering cups of Hawaiian Kona Blend Coffee in a special Kona print cup. And, with every registered coffee scan, 7Rewards members will be entered for a chance to win one of seven trips to Hawaii.

The promo shines a light on Kona blend coffee, which is grown and harvested on the slopes of the Mauna Loa on the Big Island – it also encourages customers to sign up for the retailer’s loyalty app. Every winter, 7-Eleven promotes its exclusive Kona Blend, inviting customers to escape Canadian winters, even just for a moment.

“With a long winter still ahead, we want to make our customers days a little brighter by bringing that Hawaiian feeling home,” says 7-Eleven Canada vice-president and general manager, Norman Hower, said in a release. “The majority of Canadians would like to escape the cold climate during the winter, so we are excited to provide our 7Rewards registered members with a chance to win a trip to Hawaii.”

 

Based in Irving, Texas, 7-Eleven operates, franchises and/or licenses more than 69,000 in 17 countries, including 11,800 in North America.


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Wake up to how coffee can drive revenue

Turn your c-store into a hot (beverage) destination

Screen Shot 2019-10-15 at 12.56.03 PMPouring effort into creating a positive coffee experience for customers has some serious perks, as both convenience store owners and their java partners can attest. Based on the sheer size of the potential market, opportunities to capitalize on it are abundant. Hands down, coffee is the most consumed beverage among Canadian adults, even more than tap water. It’s a $6.2 billion industry, including $4.8 million in foodservice sales, according to the Coffee Association of Canada. 

While Tim Hortons dominates the domestic coffee biz, there’s room for others to muscle in and grab some market share for themselves. And here’s another important number to ponder: 67% of Canadians visit a convenience store at least once a month, according to a Technomic study, which represents an opportunity to create a coffee following with a strong product.

Debbie RIx, owner of Lucky Penny

Debbie Rix, owner of The Lucky Penny

Debbie Rix, owner of The Lucky Penny, has attracted a steady drip of coffee drinkers to her location near Trinity Bellwoods Park in Toronto. She has focused on offering locally sourced products, like coffee from the city’s own Propeller Coffee Co., and fresh milk and cream from Kawartha Dairy. Her convenience/general store has also adopted green practices and cut down on waste by foregoing plastic stir sticks in favour of metal spoons and introducing a loaner mug program, which allows customers to fill up the mug and return it when they visit next. 

“It has been very successful,” notes Rix. “Most definitely, coffee sales have been important drivers for the business. About half of our customers come for grab ’n go items and half of that is coffee. The remainder come to pick up groceries and other items, from a mix of retro candy to romaine lettuce and Frisbees.”

Since opening five years ago, Lucky Penny strives to be responsive to the wants its clientele. That definitely applies to coffee preferences. “We’re not coffee snobs,” says Rix. “Our staff are trained to make a customer’s coffee just how they like it. We’ll try to make it happen.”

The store’s aim-to-please philosophy helps build loyalty, as does a points program that rewards customers for using reusable coffee mugs and for every dollar they spend. A downloadable mobile app helps track customer spending and point tallies. Fifty points gets you a free coffee and 100 earns $5 off an order. 

Coffee sales drive food sales

Coffee sales drive food sales

To encourage food sales, fresh baked goods are delivered daily, while yogurt parfaits are made on-site. As customers wait for their coffee order, they stand next to an enticing display of pastries. And before transactions are finished, they are offered a special deal of half a loaf to go along with their coffee. When prepping their coffee, clients can add soy/oat/almond/non-fat/full fat milk and sweeten with raw sugar, Stevia, simple or agave syrup, honey, plus a dash of cinnamon. It’s further evidence of the “have it your way” philosophy and reflective of consumers’ increased desire for healthier eating options. 

Coffee partners can play an important role in getting strong sales brewing, says Dave McQuillin, senior director of food services, Club Coffee L.P., based in Toronto. “We can provide support with branding of coffee in the stores with clear, modern visuals and clean, well maintained equipment. As well, we can provide graphic design for in-store merchandising and loyalty programs. It can elevate your store and make yours the destination over other retailers.”

But even the best branding won’t work without good coffee. While consumers want convenience and quality, the coffee itself cannot disappoint. “The coffee market has shifted and consumers are knowledgeable and able to recognize good coffee versus bad,” explains McQuillin. “A poor experience will absolutely turn them off.” That underscores the need for keeping coffee fresh and equipment pristine, up-to-date and in good working order. 

To sweeten the deal, promotions help drive sales. “The most successful ones have been ‘any size for a $1’ and bundle discounts, like coffee and a muffin or a breakfast sandwich. They do very well, especially in the breakfast space,” he says. 

Convenience store owners may also want to borrow a tactic out of the fast food playbook. In March 2019, Burger King introduced a coffee subscription program stateside for its BK Café. Through the company’s app, users can enjoy a small daily 12 oz. coffee for US $5 a month, which can whittle down the price paid to 17 cents per cup. For hardcore caffeine enthusiasts, it’s a potentially attractive perk, sure to keep the java flowing.

 

Hip sips: Coffee sales by the numbers

  • 16% of past-day coffee drinkers used a loyalty card, while 7% used a mobile app, when ordering coffee in the past week, according to the Coffee Association of Canada.
  • 3.2: average cups per day consumed by coffee drinkers.
  • 42% of consumers say they purchased hot brewed coffee/lattes/etc. at a convenience store in the last three months, making coffee the second highest ranking items in terms of sales, second only to fountain beverages, according to one U.S. study. 
  • 38% of convenience store customers who ordered coffee said they were interested in single origin and flavored coffee roasts, according to research firm Mintel. 
  • 56% of Americans who have visited a convenience store in the past three months feel that it makes coffee drinks as good as coffeehouses, according to Minitel data. It also discovered many consumers associate convenience stores with coffee. IIf a coffee program is done well, it is likely to boost overall foodservice sales.

Side bar: 7 ways to perk up coffee sales

  1. Channel your inner barista. Sophisticated coffee fans want to be able to customize their drinks with flavoured creamers and syrups.
  2. Stock healthier options. Mix up your selection of grab ’n go food-friendly items by offering things like vegan donuts, whole wheat or flax muffins, and fresh fruit.
  3. Upgrade your equipment. New self-serve Schaerer machines grind the beans and make pressure-brewed cups similar to French press versions. 
  4. Offer high-octane options. While sales of some coffee types have been flat, espresso sales have experienced a big leap recently.
  5. Go green. Consumers like to feel good about the coffee they purchase. Consider organic, fair-trade sourced beans, unbleached paper coffee pods, wood or bamboo stir sticks instead of plastic ones, and recyclable cups and lids.
  6. Just chill. Expand your coffee selection to include cold brewed coffee beverages, which experienced a whopping 80% jump in sales, according to one Bloomberg report. Frozen cappuccinos or smoothies spark coffee consumption during warm weather.
  7.  Celebrate! Build a promotion around International Coffee Day on October 1. That could include special pricing, new products, contests, social media blasts, or pairings with a food item.

This article originally appeared in the September/October issue of Convenience Store News Canada.


7-Eleven Canada - $1 Coffee (CNW Group/7-Eleven Canada)

7-Eleven Canada ups its coffee game with $1 promotion

7-Eleven Canada - $1 Coffee (CNW Group/7-Eleven Canada)

7-Eleven Canada – $1 Coffee (CNW Group/7-Eleven Canada)

7-Eleven Canada’s 7Rewards loyalty members can now score delicious hot beverages for $1 every day of the month. In addition to this new limited time offer, every 7th coffee (any size) is still free and members can earn points with everyday purchases. Points can be redeemed for perks and rewards including free food and beverages as well as access to exclusive deals, contests, and events.

7Rewards members can explore the store’s ever-expanding 7-Eleven Brewed Coffee and hot beverage menu, which Hershey’s SKOR Hot Chocolate, Pumpkin Spice Latte, and the new Mexican Hacienda Miravalles Organic Coffee. 7-Eleven Brewed Coffee is ethically harvested, locally roasted and made of 100% Arabica beans.