In today’s competitive petroleum and convenience store marketplace, offering fuel, snacks and beverages alone is no longer enough for stores to keep customers coming through the doors. “Stores now have to have a Dunkin’ Donuts, a Subway, a car wash and ATMs in addition to gas and diesel. Real estate needs to be utilized down to every square foot,” says Pat O’Connell, vice president of operations of Massachusetts-based Energy North Group (ENG).
As an operator of 30 convenience store locations and distributor to hundreds of wholesale customers in the New England and upstate New York region, ENG ensures that the stores it serves can keep up in a rapidly consolidating market. “We try to share the programs that make our retail locations successful with our wholesale customers,” O’Connell says. “Our belief is that if we can give them the tools to make them better, they will thrive in business and succeed going forward.”
Read more: Energy North Group
For 65 years, EbLens has evolved with its industry, but its values have always stayed constant, President Richard Seaman says. “Our main goal is to give the customer the right product in a fantastic shopping environment.”
Based in Torrington, Conn., EbLens operates 38 stores that offer clothing and footwear from active brands such as Nike, Jordan, adidas and New Era fused with lifestyle products from Timberland, LRG, Smoke Rise and Soho Babe. The company’s history goes back to 1949, when friends Ebner “Eb” Glooskin and Leonard “Len” Seaman opened EbLens Workingman Store in downtown New Britain, Conn.
Read more: EbLens
A family owned convenience store chain that has continued to evolve in the Midwest over the past 40-plus years, Chuckles Convenience Stores has worked hard to establish the quality of its brand. Today, Chuckles (also known as C. E. Taylor Oil) has 29 locations throughout southern Indiana and western Kentucky.
“The company was started in 1967 by my grandfather, Charles Taylor Sr.,” Merchandiser and Buyer Layne Stuckey says. “At the beginning, we just hard service stations but started to add convenience stores into the mix in the mid-1980s.”
Read more: Chuckles Convenience Stores
Before + Again founding partner Peter Daneyko says starting a new clothing company from scratch in 2008 with partners Joe Werner and Jon Rianhard seemed to be a fool’s errand. But within one year, the company established its niche and the label took off by catering to the needs of specialty boutiques.
“We reviewed specialty boutiques and looked at the challenges specific to them for a possible sweet spot,” Daneyko says. “It was really about asking what their problems were and they told us it was choice, quick turns, bigger selections and low minimums. We built a system that allowed us to mitigate the risk of poor sellers in the store, gave them choice and no minimums.”
Read more: Before + Again
Who says profits just make rich people richer? Not when they are going to seven charities that help people with substance and domestic abuse, adolescent adjustment and family care challenges in the United States. That is the mission of America’s Thrift Stores’ 18 store locations in Alabama, Georgia, Tennessee, Mississippi and Louisiana, which process up to 2 million donations of clothing and hard goods monthly from more than 2,300 locations.
Each store stocks and displays thousands of “gently used” items, approximately 70 percent of which are clothing and the rest is hard goods. “The range is from 4,000 items at the small store level to 15,000 at one of our larger stores,” CEO Ken Sobaski says. “The way the thrift business works is if it hasn’t sold within four weeks, it’s not going to sell. So the number of items in the store fully rotates in four weeks.”
Read more: America’s Thrift Stores
Anyone who’s ever tried out a Yogibo knows that you don’t just sit on a Yogibo, you experience it. It’s a beanbag, yes, but it’s also so much more. The stretch fabric technology filled with frictionless beans allows the Yogibo to transform and mold to the user’s body, always resulting in the perfect fit, or, as one customer put it, a “shockingly comfortable” experience.
“When people see the Yogibo they think it’s a bean bag, but when they try it, they realize it’s not,” says Eyal Levy, founder of Yogibo. “They don’t anticipate it to be as comfortable as it is.”
Read more: Yogibo
There is never a foot that walks into a Town Shoes Ltd. store that can’t be paired with its perfect match. As the largest branded footwear retailer in Canada, Town Shoes Ltd.’s supply chain ensures its customer service is top-notch and merchandise is always available at any store because of its efficient supply chain.
The Toronto-based company has been providing footwear, handbags and accessories since 1952 under the umbrella of four brands: Town Shoes, The Shoe Co., Shoe Warehouse and Sterling. Its merchandise varies by banner ranging from luxury to affordable. “In Canada, we are the largest branded footwear retailer and that gives us an edge in the marketplace,” Vice President of Planning and Supply Chain Ilona Williams says. “We pride ourselves on offering world-class customer service. It’s one of our key pillars both in the field at the store level and in our support center.”
Read more: Town Shoes Ltd.
T-Mobile, the fourth-largest cell phone and wireless network provider in the country, is aggressively working to win new customers away from its competitors – AT&T, Verizon Wireless and Sprint – with its year-old “Un-carrier” strategy. And it’s working. T-Mobile added 4.4 million customers in 2013, making it the fastest-growing U.S. telecom last year.
T-Mobile experienced two other boons last year: It became an iPhone carrier and merged with Metro PCS, a prepaid wireless service. With business booming, there’s tremendous pressure on the supply chain to meet demand and operate efficiently. Companies dream of having this kind of “problem” — even the guy in charge of managing the supply chain.
Read more: T-Mobile USA
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