When Hess Corp. announced earlier this year that it was exiting the oil and gas retail market to focus wholly on its exploration and production operations, it was simply a continuation of a trend that has been happening for nearly a decade. Oil exploration and production companies have been divesting their retail assets and instead choosing to sell to jobbers who market the product to end-customers. For oil and gas retailers already in the market, the industry trend has created ample opportunity for growth.
Read more: Nouria Energy Corp.
A slice of “Seacoast Pizza,” a “Boathouse Bacon Burger” and a “Rockland Roast Beef” sandwich sound like menu items from a restaurant somewhere on the coast. It’s partly true – the location is in coastal Rockland, Maine – but the food is from the menu of a local convenience store deli.
Maritime Farms offers customers a change from the typical convenience store selections, says Charon Curtis, operations manager. Lighthouse Delis inside each of the convenience stores are decorated with farm and water themes, including harbor images. “The graphics and décor in our stores are unique,” Curtis says. “We are always adding new items to our deli. Recently we added the macaroni & cheese pizza.” The delis offer a range of freshly made items including specialty pizzas, burgers, sandwiches and breakfast items.
Read more: Maritime Farms
Like most establishments, The Linn Companies started out slow and steady. Standard Oil, now known as BP, handed the keys to one of its stations to its manager, Clarence Linn, in 1964. The trusted former employee became a business owner and, in 1972, Standard Oil offered him ownership of another station. The success of the two Minnesota stations set Linn Companies up for significant growth, and in the ’80s and ’90s the company began diversifying into other channels related to the automotive market.
Read more: The Linn Companies
“We look for associates who have a passion for serving customers,” says Mark Hasting, COO of the West Des Moines, Iowa-based company. “We hope that they’ll connect with our customers and get to know their favorite brands and buying habits.”
This sort of relationship building is enhanced by the physical design of each new store, as checkout counters are placed at the front of every 5,000-square-foot model, making it easy for employees to greet customers as they walk in. “Our associates enjoy building relationships with customers because, in many cases, they’re seeing the same person multiple times a week,” he adds. “Kum & Go is often a part of our customer’s daily routine, so we want them to feel like a special guest in our store.”
Read more: Kum & Go
After a short ride on America’s highways, it becomes obvious that there is no such thing as a “typical” motorcyclist. The estimated 85 percent of motorcyclists that take to the streets ride big v-twins, nimble sport bikes, or fully decked-out touring machines all with their own styles. Even the remaining 15 percent that take their machines off-road have unique needs, whether they are going trail-riding or heading to a motocross track.
Cycle Gear has been around helping the motorcycle enthusiast select parts and apparel since 1974, and Cycle Gear CEO Dave Bertram insists that the business is anything but mainstream. “We don’t really single out any one type of rider,” he explains. “We’re a family store, and we’ve got a lot of great customers that ride all types of motorcycles.”
Read more: Cycle Gear
One of the hottest trends in the retail foodservice industry right now, ironically, involves a cold treat. The rise of self-service frozen yogurt has been one of the most interesting stories to emerge in recent years, and between the established names and the mom-and-pop operations there are plenty of concepts all jostling for attention.
Read more: 16 Handles
The stories are legion. Soldiers digging foxholes with their Swiss Army knives to save themselves, fishermen in the ocean untangling themselves from their nets with a timely cut of their Victorinox Swiss Army knives or even business presentation equipment being kept dry in a disaster by Victorinox Swiss Army luggage.
Those kinds of stories and that kind of brand loyalty cannot be bought. “These are the stories we hear more and more frequently as we open more stores and the consumers engage with us on that level,” relates Jason Gallen, senior vice president, of direct to consumer and retail development. “Stories like this you don’t get from a typical brand.”
Read more: Victorinox Swiss Army Inc.
Spiegel was founded as an American furniture company in 1865 and transitioned into a fashion retailer that began selling women’s clothing in 1912. Through newfound independence gained during the suffrage movement that continued into the 1920s and the working women’s revolution of the 1970s, Spiegel brought class to mass with its catalog, found in millions of households throughout the country – unifying women’s fashion from coast to coast.
Read more: Spiegel
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