convenience & carwash mag_nov_dec 2014

NOVEMBER | DECEMBER 2014

‘CAN YOU TOP THIS TECHNOLOGY’ DRIVES FUEL NOZZLE DEVELOPMENTS

HOT BEVERAGES – HOT SALES

LITTLE BITES = BIG OPPORTUNITIES

NEW TECHNOLOGY KEEPS AN EYE

ON JJ WOODLEY’S WASH BUSINESS

IN HAMILTONENERGY DRINKS

MR. WASH AUTOSERVICE AG

– CLEANING UP IN GERMANY

PM41

6705

39

Exclusive distributor for Promocigar, S.L. in Canada

Contact Havana House, your exclusive distributor: 800.465.1941 (toll free) • 416.406.6644 (local)

[email protected]

www.havanahouse.com

An established brand in the Canadian marketplace

Guantanamera 100% Natural Cuban Tobacco

CONVENIENCE & CARWASH CANADA 3

PUBLISHER Brenda Jane Johnstone [email protected]

EDITOR Kelly Gray [email protected]

SALES Cody Johnstone 416-838-4674 [email protected]

Brenda Johnstone 204-489-4215 [email protected]

DESIGN AND PRODUCTION Doug Coates, Edge Advertising Keith House, Ad Production

EDITORIAL ADVISORY BOARD Ian Burton, PD McLaren Scott Findlay, Core-Mark Int’l Kim Hansen, MI Petro David Hoy, Peninsula Co-Op Andrew Klukas, WCSA Dave Watson, The Chamois & Convenience Store Ltd.

CONTRIBUTING WRITERS Barbara BowesKaren CoxKelly GrayJosh HartMatt LauberMike Perry

CIRCULATION James Gordon [email protected]

WEBSITE www.convenienceandcarwash.com

PUBLICATION MAIL AGREEMENT No: 41670539 Return Undeliverable Canadian addresses to: Circulation Department 543 Borebank Street Winnipeg, MB R3N 1E8

Contents

08Hot beverage success is all about knowing your customers and delivering on the promise of quality

08 Hot Beverages 2014 Know your customer and keep your service promise to succeed

11 Energy Drinks A Canadian perspective

15 Snack Happy Snacks might be small is serving size, but they are huge in opportunity

20 Financials Stores run better when operators leverage technology

23 HR Training raises effectiveness

25 Washtalk JJ Woodley’s Red Hill Car is best-in-class in Hamilton thanks to JJ’s industry experience and his willingness to embrace technology

28 Carwash Q&A

31 Carwash Case Study/ Mr. Wash Dieser Wasch ist gut in Deutschland

37 Fuel Nozzle Technology Design enhancements address current challenges

40 Four Reasons for Carwash Underperformance

40 PD McLaren Celebrates 90 Years

41 Maximizing Carwash Revenue Refining the target

43 What’s New

Exclusive distributor for Promocigar, S.L. in Canada

Contact Havana House, your exclusive distributor: 800.465.1941 (toll free) • 416.406.6644 (local)

[email protected]

www.havanahouse.com

An established brand in the Canadian marketplace

Guantanamera 100% Natural Cuban Tobacco

4 November | December 2014

Brenda Jane Johnstone Publisher

Publisher’s Message Upcoming Events

Canada’s retailers thought they were on a path to victory over the high cost of interchange fees paid to credit card companies. The complaint had been that operators who accepted a major credit card were hit with fees that came close to 3 per cent of the transactions. Too high, said retailers who asked government to regulate the industry. The government suggested regulation of this kind would be harmful to the companies that provided the service. Even though fees have inexplicably soared by 25 per cent

over the past two years the Feds thought it would be better to have the industry police itself. The result has been an announcement from Visa and MasterCard that they will voluntarily lower their fees to 1.5 per cent for the next five years. This is still too high. And, what happens after five years?

Consider that other developed economies such as Australia have taken the matter more seriously that our federal government. There, card co’s may only charge 0.5 per cent of transaction. Europe took it even futher with EU countries seeing charges of only 0.3 per cent.

Why is it important for Canada’s convenience retailers to demand lower fees? The simple fact is that an ever-growing number of customers now pay with credit cards to obtain reward points and other incentives. The high cost of a tank of gas also moves people to reach for credit instead of debit cards or cash. The low margins on fuel mean that many operators see any profit go out the window with card co’s gathering the two to three per cent of a sale that might go to the operators that typically work on high volume, low margin business models. In fact, we have reported that some long serving operators have been forced out of business by the high interchange fees.

The fees have also increased costs to consumers across the board. To get out from under the high interchange fees retailers have built the cost into their pricing structures. Now, a customer who comes into a store and pays with cash actually subsidizes the credit card purchase because all prices have been raised to accommodate the cost of fees.

Simply, the prevalence of credit card usage demands action from legisla-tors. Self-regulation by the card co’s is not an option that retailers can build into their business plans. With more Canadians using credit and greater profits being recorded by credit card companies we need some stability and common sense when it comes to these high cost interchange fees. As we come closer to a Federal election we invite retailers and members of the convenience sector to speak out to their MPs and candidates. Tell them we believe the interchange fees are too high.

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TRAC

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When you don’t know where you are, it’s tough to know where you are going. This is the message of Western Convenience Stores Association (WCSA) President Andrew Klukas. The WCSA and other bodies have been undertaking a number of powerful studies to better understand how C-stores are positioned to take advantage of opportunities and continue their ability to meet customer demands. For example, the Association will have its Alberta contraband study ready to be tabled shortly and it has been utilizing its Roadmap to Growth study to benchmark key components of C-store business.

“The Roadmap to Growth is a survey of consumer perceptions of the industry and was commissioned by our national partner, the Ca-nadian Convenience Stores Association”. To a very large extent it is a validation of what we have been doing over the past two years. It shows we are on track,” says Klukas.

He suggests that over the past number of years the As-sociation has been working to help C-stores become more professional and in step with current trends such as healthy eating and overall wellness. This has come in the form of advice on getting involved with more good-for-you prod-ucts, but also with training and awareness programs where, for example, staff has been schooled in best practices for age restricted products such as tobacco. Klukas remarks that these efforts are working to support neighbourhood ON

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KC-stores as responsible retailers that care about communities and individual wellbeing. “But, there is more to do and with good information we can help bring about positive change that makes sense in a business environment.”

IMI International, a global business-to-busi-ness consultancy dedicated to pushing the en-velope with research and advice, produced the Roadmap to Growth. Across the country some 2,200 respondents undertook the 25-minute telephone survey that researchers used to pre-pare the Roadmap. IMI reports that the survey was conducted this past April with interviewers speaking to a 50/50 split between sexes amid a pool of 18 to 64 year-olds who had experi-enced one trip to a C-store in the past three months.

The study provided a wealth of solid data on how the public views and relates to C-stores

across the country. For example, eight out of 10 respondents reported they almost always or usually go to the same store. “This shows just how important it is to leverage customer loyalty and retention initiatives,” says Klukas.

IMI’s study also revealed seven in 10 convenience shop-pers make a purchase once per week or more often. But, al-most half of C-store customers go to grocery as well for their convenience purchases. “Here the study shows a significant opportunity for C&G to expand a share that is currently 23 per cent.” More, C&G is only in the top consideration set for 25 per cent of convenience shoppers. This suggests a need

ACROSS THE COUNTRY SOME

2,200 RESPONDENTS UNDERTOOK THE 25 MINUTE TELEPHONE

SURVEY THAT RESEARCHERS USED

TO PREPARE THE ROADMAP.

THE WCSA IS USING CUTTING EDGE RESEARCH AND BUSINESS DATA TO ADVISE THE INDUSTRY.

By Kelly Gray

Executive Airport Plaza Hotel, Richmond, B.C.May 26 – 27, 2015

The CSExpo event will offer retailers:• Real one-on -one learning opportunities

•Anexcitingvenuetonetwork •Opportunitiesfordealsonnewproducts •AchancetowinFlightCentretravelvoucher TheCSExpoeventwilloffervendors: •Spacewithina“store”environmentthatprovidingexceptional

sellingandnetworkingopportunities. •One-on-onemeetingtimewithretailbuyers. •Highexposureinanenvironmentthatrevolutionizes

howretailersandvendorsconnect. •Auniquesettingtopromoteproductsandserviceswhile

spendingqualitytimewithretailers. •AdvertisingspaceinConvenience&CarwashCanadamagazine •Contactlistofattendeesforfollow-upaftertheevent.

created by retailers, for retailers… For more information and to register or become a sponsor: Contact:

Brenda Jane Johnstone [email protected] 204-489-4215Andrew Klukas [email protected] 778-987-4440

Mark Your Calendars! The Western Convenience Stores Association (WCSA) and

Convenience&CarwashCanadamagazinearepleasedtoannouncethefirstMade-In-The-Westindustrytradeshowevent.

Convenience Store Expo

Our Industry...we get it! We understand the unique needs of c-store, gas bar and small footprint retailers.

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Executive Airport Plaza Hotel, Richmond, B.C.May 26 – 27, 2015

The CSExpo event will offer retailers:• Real one-on -one learning opportunities

•Anexcitingvenuetonetwork •Opportunitiesfordealsonnewproducts •AchancetowinFlightCentretravelvoucher TheCSExpoeventwilloffervendors: •Spacewithina“store”environmentthatprovidingexceptional

sellingandnetworkingopportunities. •One-on-onemeetingtimewithretailbuyers. •Highexposureinanenvironmentthatrevolutionizes

howretailersandvendorsconnect. •Auniquesettingtopromoteproductsandserviceswhile

spendingqualitytimewithretailers. •AdvertisingspaceinConvenience&CarwashCanadamagazine •Contactlistofattendeesforfollow-upaftertheevent.

created by retailers, for retailers… For more information and to register or become a sponsor: Contact:

Brenda Jane Johnstone [email protected] 204-489-4215Andrew Klukas [email protected] 778-987-4440

Mark Your Calendars! The Western Convenience Stores Association (WCSA) and

Convenience&CarwashCanadamagazinearepleasedtoannouncethefirstMade-In-The-Westindustrytradeshowevent.

Convenience Store Expo

Our Industry...we get it! We understand the unique needs of c-store, gas bar and small footprint retailers.

McCowan specializes in...Paypoint Cash Counters Foodservice Counters Gondola & Shelving Forecourt Merchandisers Dark Market Solutions Signage

Toll-Free: 1-888-782-5189 www.mccowan.ca [email protected]

to continue exploration and delivery on unmet or new customer needs. According to Klukas trips to convenience stores are increasing in frequency. However, while C&G is seeing gains it is not keep-ing pace, especially in Alberta. “The study shows a need to expand openness and traffic to the lo-cation, increase the speed of shop, offer greater product freshness, and provide reasonable prices in a store that offers a safe environment,” he says adding that the Roadmap also showed that key drivers where C&G is perceived lower than other channels include; safe environment, clean/bright store, product freshness, trusted store.

How does the West fare when compared to the national picture? The IMI report established that the West rates lower in perception than does the national perspective when it comes to reasonable prices, out of stock merchandise, stock selection, variety of healthy choices and quality promotions.

According to Klukas the study offered hope to operators who are looking for better sales. For instance, he says, sug-

gestions showed that safe environment, food/beverage quality measures, friendly/helpful staff, store cleanliness and more promotions could translate into greater customer throughput. Here, he showed off BC’s strong rating among shoppers where stores in the province were seen to offer a broader set of store improvements that included fresh healthy options, prepared meals, in-store eating, and organic and eth-nic options. “The aspects that have made BC so popular with convenience customers is what we have been promoting for the past couple of years. Overall, we can see that we are on track with how we are working to po-sition C-stores. The Roadmap helps solidify our efforts. It shows where we are succeed-ing and where we need to place effort,” he says, concluding that it’s tough to get where

you want to be without a map.

THE IMI REPORT

ESTABLISHED THAT THE WEST

RATES LOWER IN PERCEPTION THAN

DOES THE NATIONAL PERSPECTIVE

WHEN IT COMES TO REASONABLE PRICES,

OUT OF STOCK MERCHANDISE,

STOCK SELECTION, VARIETY OF

HEALTHY CHOICES AND QUALITY PROMOTIONS

B8 November | December 2014

Brewing SalesHOT BEVERAGE SUCCESS IS ALL ABOUT KNOWING YOUR CUSTOMERS AND DELIVERING ON THE PROMISE OF QUALITY

COFFEE CONSUMPTION BY AGE65+UP

77%18 to 24

40%25 to 35

49%

Coffee is without a doubt the hot beverage of choice in convenience stores and the number one subcategory of the hot dispensed beverages segment, generating 77 per cent of sales. And, according to market researcher NPD Group, people buying more coffee away from home are doing so because of the convenience factor. Indeed, 14 per cent of coffee drinkers in Canada consume their coffee away from home and they drink coffee most often in the morning daypart. In fact, NPD reports the C-store coffee sector delivers about 60 percent of its sales during morning service hours. Afternoon purchases are largely driven by consumer moods and cravings, as opposed to the need for an energy boost.

It’s no surprise that coffee consum-ers look for coffee blends that focus on freshness, flavor and quality. C-store customers also like being able to per-sonalize hot beverages with condiments such as flavored creamers, flavor shots and whipped toppings as well as flavor sprinkles such as nutmeg and cinnamon. To generate excitement at the coffee bar, some C-store operators turn to seasonal blends that feature rich dark roasts as well as the popular pumpkin spice during the fall and gingerbread flavour in the winter.

Market researcher Technomic states that convenience stores top all other types of retail locations for breakfast pa-tronage, the strongest period for hot bev-erage sales. More, convenience stores are the only sector to see a significant

HOT CHOCOLATE

totals 4% of hot beverage sales.


Brewing SalesHOT BEVERAGE SUCCESS IS ALL ABOUT KNOWING YOUR CUSTOMERS AND DELIVERING ON THE PROMISE OF QUALITY

increase in breakfast patronage over the past few years. This, claims Technomic, is likely driven by coffee purchases. Brewed coffee out of home is most popular, with 60 per cent of Canadian coffee drinkers likely to buy a cup before noon. In the af-ternoon, customers are looking for indul-gences. Here Espresso-style beverages are more likely to be purchased as a treat (38 per cent) or when yearning for some-thing sweet (20 per cent). Hot chocolate also fits well in this afternoon and early evening time segment when stores also report good herbal tea sales.

The Washington-based National As-sociation of Convenience Stores (NACS) carries Technomic’s study further. They show that consumers stop to buy coffee at c-stores more than they fill up their cars. The association reported that the average store sales in US stores of coffee, cappuccino and specialty coffee reached (US)$56,221 last year, representing about 90 per cent of hot dispensed beverage sales and a significant jump start to the days business.

According to the Coffee Association of Canada penetration of coffee con-tinues to be highest among Canadians aged 65 and over (77%), and is lowest among 18 to 24 years old (40%). The study also reveals a steady decline over in coffee penetration among consumers aged 25 to 35 with penetration now at 49 per cent. The competition is coming in a variety of forms. For example, 45 per cent Canadians are drinking juices/juice

beverages; 44 per cent are drinking milk/milk beverages; 41 per cent are drinking tea; 35 per cent consume soft drinks; 29 per cent drink bottled water; and 30 per cent report drinking alco-hol. All this said, gains are being made in specialty hot beverages where Ca-nadians in the 18- to 24-year old group report a preference for cappuccinos, lattes, Espresso and café mochas.

Tea still has a way to go to capture marketshare away from standard and specialty coffees. In fact, tea typically lands around fifth place on the nation’s most popular foodservice beverage list.

Hot Chocolate remains surprisingly strong with close to 4 per cent of C-store hot beverage sales. Important here is branding and quality assur-ance. All of us remember watery hot chocolate at the local community club and success in this segment demands chocolaty taste and rich mouth feel.

A recent study on C-store hot bever-age programs by international market researcher Balvor LLC found that many operators were pouring hot beverage opportunity down the drain.

According to David Bishop, Manag-ing Partner with Balvor, “The oppor-tunity for the top-quartile is how they can leverage the more than 420 cups a day sold to build the business—both in foodservice and throughout the store—with tactics that attract even more shoppers and build the transac-

tion size of existing shoppers.” He sug-gests that while many retailers sell over 400 cups a day per store, there are loca-tions where sales hit more than 750 cups per store. This is nearly five times higher than the industry average and 25 times stronger than the bottom quartile. The Balvor study revealed that more than half of retailers surveyed adjusted brewing practices to brew smaller batches, reduce the available number of blends and mak-ing fresh coffee on request in an effort to make their stores places of hot beverage excellence and reduce waste. The study also found that a similar amount of re-tailers changed their coffee equipment recently where they moved to soft-heat systems in an effort to extend holding times for brewed coffee.

Pricing is another key area where a competitive front is being fought with QSR. Here in Canada there is little doubt that the rivalry between Tim Horton’s and McDonalds over their coffee ser-vice is having an impact on business. Recently, McDonalds offered free hot beverages as it rolled out its updated coffee program in an effort to battle Tims for marketshare. Certainly, QSR can complete with C-stores on convenience. Where it can’t is in product assortment. Simply, there is more reason to drop in to a neighbourhood C-store. When custom-ers come calling have the right products at the right time of day to maximize the opportunity. Hot beverages are the per-fect draw for brewing better sales.

OTHER BEVERAGE CONSUMPTION CHOICESJUICES

44%ALCOHOL

44%SOFT DRINKS

35%BOTTLE WATER

29%MILK BEVERAGES 41%

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MOST CANADIANS ARE AWARE OF ENERGY DRINKS: THE INNOVATIVE AND VIBRANT CATEGORY OF BEVERAGES THAT ENTERED THE MARKETPLACE IN THE EARLY 2000S. AND WHILE THE POPULAR ENERGY DRINK BRANDS ARE HIGHLY VISIBLE – AND PARTICULARLY APPEALING TO MALE CONSUMERS IN THE 22-34 YEAR OLD BRACKET – NOT EVERYONE KNOWS THE FACTS. MISUNDERSTANDINGS ARE OFTEN PERPETUATED BY MISINFORMED MEDIA WHO REGULARLY OVERSTATE THE CAFFEINE CONTENT OF THESE PRODUCTS OR SUGGEST THAT THESE DRINKS CONTAIN MULTIPLE SOURCES OF STIMULANTS.

Energy Drinks – A Canadian Perspective

By Canadian Beverage Association


A high price-point, strong brands and constantly increasing popularity make energy drinks a very profitable category. As retailers, it’s important to know the basic facts about this growing, profitable, and exciting beverage category.

A BRIEF HISTORYUnlike soft drinks, energy drinks are functional beverages – and are appreciated by those

individuals wanting a pick-me-up.“Consumers are embracing func-

tional beverages as part of their over-all hydration strategy,” says Jim Goetz, President of the Canadian Beverage As-sociation. “Energy drinks are part of a wide variety of beverages produced by our members which allows Canadians to choose the option that is appropri-ate for them.”

As an entirely new category of prod-ucts, energy drinks were first introduced to Canada as Natural Health Products (NHPs) owing to their functional claims regarding mental and physical stimula-tion. In 2011, Health Canada announced that they were moving energy drinks to the Food Category, as energy drinks were being consumed just like other beverages. This move made Canada’s approach similar to how energy drinks are sold in other countries including the US, Australia, New Zealand and Mem-ber states of the European Union. With

the transition, Health Canada announced a number of stipulations including labelling requirements, in-gredient limits and restrictions on advertising.

In 2013, Health Canada presented its Assessment for the Potential Health Risks in the Canadian Con-text report and concluded that when consumed as recommended, energy drinks are safe.

“When looking at the safety of energy drinks,” Goetz says, “remember that Health Canada has not only reviewed them extensively, but felt confident enough with the results to move energy drinks from NHPs to the Food Category.”

CAFFEINE: THE FACTSCaffeine has a long history as one of the world’s most common stimulants and has been enjoyed for thousands of years by cultures around the globe. The most common way that caffeine is consumed is through coffee, tea, cola, and chocolate. It’s well known that energy drinks also contain caffeine – the amount of which is highly regulated in Canada.

Health Canada advises a daily caf-feine intake of no more than 400 mg for the general population of healthy adults. The majority of Canadians are

unaware of the caffeine content of the beverages

they are consuming and are therefore unable to contextualize the amount of caffeine in energy drinks versus other beverages. Energy drinks, un-like coffees and teas, are required to state their total caffeine content from all sources on the la-bel. Although many Canadians assume that energy drinks contain the highest levels of caffeine com-pared to other caffeinated beverages, they may be surprised to learn that a similar sized filtered drip coffee contains about twice as much.

As part of the move to Food, Health Canada has capped the total amount of caffeine allowed in en-ergy drinks. Small single-serve energy drinks (e.g. 250 mL) have a maximum of 100 mg of caffeine with most containing 80 mg and larger single-servings (e.g. 473-750 mL) have a maximum of 180 mg. But, exactly how do these numbers compare to other caffeinated products on the market?

According to Health Canada, over 90 per cent of Canadians’ caffeine intake comes from coffee, tea, and other food sources in the diet.

WHO IS THE ENERGY DRINK CONSUMER?Energy drinks were created to help provide mental and physical stimulation for a short period of time, similar to coffee or other caffeinated beverages. Industry research shows that the 22 to 34 year old age group is a key demographic and that evenings and afternoons are the typical consumption periods, often replacing coffee purchases. This is a growing category with an increasing variety of flavours as well as low calorie or sugar free options.

If your customers have questions, encourage them to read the labels and be aware of their total daily caffeine intake. Energy drinks are safe to con-sume in moderation like any other caffeine contain-ing beverage, and can be a very profitable product to have available in your store. Like coffee, energy drinks are not recommended for children, pregnant or nursing women, or those who are sensitive to caffeine.

ENERGY DRINKS FIRST WENT ON

SALE IN EUROPE IN THE LATE

1980S. NOW, THERE ARE OVER

190 BRANDS AVAILABLE IN

CONVENIENCE STORES IN

MORE THAN 165 COUNTRIES

GLOBALLY.

CANADIANS MAY BE SURPRISED TO LEARN THAT

A SIMILAR SIZED FILTERED

DRIP COFFEE CONTAINS ABOUT TWICE AS MUCH.

If you have any questions visit the Canadian Beverage Association website at www.canadianbeverage.ca where you can download our energy drink information brochure and find additional information on caffeine and energy drinks. Awareness about this innovative product category will help you drive sales responsibly.

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Ontario NW Ontario/Sask. Manitoba Calgary Vancouver1-877-864-0285 1-800-665-7575 1-800-982-7552 1-800-242-8402 1-800-663-9963

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For everything you need

Total Category Management

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SNACKS MIGHT BE SMALL, BUT THEY ARE BIG BUSINESS. CONSIDER THAT THE GLOBAL SNACK MARKET IS ESTIMATED AT MORE THAN $374 BILLION. HERE IN CANADA OUR C-STORES ARE SEEING THEIR SHARE OF THIS TRADE WITH SNACK ITEMS RESPONSIBLE FOR CLOSE TO $60 MILLION, A FIGURE THAT REPRESENTS ROUGHLY 2.8 PER CENT OF A CONVENIENCE STORE’S OVERALL SALES.

How can operators maximize the snack sales opportunity? According to Carman Allison, Vice-president of Consumer Insights, Nielsen’s, there are approximately 9.4 million generation Y or Millennials in Canada (people aged 19-37). This represents 27 per cent of the national population. Only baby boomers (people aged 48-67) boast larger numbers with 9.8 million or 28 per cent. “As Millennials leave their parents’ homes, secure employment and have families of their own, they will be the ones to watch for retailers who want to maximize their sales,” she says, noting that as large as this group is, there are still opportunities across the board.

Snack Happy

Citing Nielsen’s recent global snack study, the two opportunities for growth are

(1) Snacking as meal replacement and

(2) Reaching three types of snackers.

“New Nielsen research finds that global snackers tend to fall into three types: Planner, Purposeful or Spontaneous – and this is useful information for marketers who can cater to these three specific types of snackers through their messaging and in-store shopper marketing efforts.”

By Kelly Gray


According to Allison, large percentages of global respondents are Planners. These consum-ers eat snacks at home, with family and friends, and they have a few snacks they keep in rotation. These consumers tend to buy snacks in the store aisle and know exactly what they want when they get to the store. A smaller percentage plans and carries the snacks they eat each day.

The second largest group is Spon-taneous. These people like to try new snacks, buy a variety of snacks, and do not plan their snack pur-chases. “These consumers often eat snacks as soon as they buy them and tend to buy snacks at the check-out counter,” says Allison, adding that North American respondents lead the way for buying a variety of differ-ent snacks (70%).

Purposeful snackers are the third group. These consumers know what they want in a snack. They are very selective about what they choose. “These respondents prefer snacks with ingredients that are sourced sustainably and will pay extra for fair-trade snacks,” she says pointing to confectionery items such as fair trade chocolate and premium variet-ies of chocolate are good examples.

Driving sales is new product ex-citement. Across the board, snack innovation is reaching out to both niche segments and the broader market where products are satisfying consumer demand. From good-for-you to sweet or salty impulse items to planned purchase brands, manu-facturers have been working to help change Canada’s snack landscape.

Gourmet Chips and Sauces of Montreal is rais-ing the temperature in the Chip and Condiment

sector. The heat and flavour has made them one of the most unique players in the Salty Snacks seg-ment. Known for products such as Blair’s Death Rain Chips and Sauces these items are so hot cus-

tomers are advised to sign a waiv-er. Snack add-ons such as Pepper Mixes, Rubs, or real Chipotle Spicy Mayo as well as a host of other heat inducing items are guaranteed to spice up sales. In fact, when it comes to Hot and Spicy few com-panies can compete with Gourmet Chips and Sauces in Canada.

“We are seeing a 4 per cent to 9 per cent climb in snack consump-tion from the Asian countries and in the developing world. Incidentally, these groups represent Canada’s largest sector of new immigration. Operators should pay attention to this and be prepared to market to these groups with products they love such as hot and spicy Sauces and Chips,” says Aubrey Zelman, Vice President Sales, Gourmet Chips and Sauces.

He reports that trial purchases of hot items like their new Jolokia Death Rain Potato Chips are often a novelty. “After that, purchases are planned and customers seek out retailers where they can find these unique products,” he says, commenting that he is focusing on C&G with an eye toward specialty and quality retailers. “We don’t go to the Big Box or Discount Retail-ers, we look to C-store because these stores are snack specialists. When customers look for snacks they know to look no further than their neighbourhood convenience

retailer.”Aubrey suggests placing Blair’s Death Rain chips

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Snack add-ons such as Pepper Mixes, Rubs, or real Chipotle Spicy Mayo as well as a host of other heat inducing items are guaranteed to spice up sales.

Millennial consumer is also looking for added protein when they reach for a snack as a pick-me-up. “The entire granola bar sector is exploding with new items from major manufacturers such as Kellogg, General Mills, and Con Agra.”


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near bottled water and the drink cooler for collateral sales. “When you eat our chips you might want to have a cold drink near by,” he says, adding that cre-ating sales combos such as a beverage, Blair’s chips, and a slice of pizza works well to add sales.

Cereal, granola, energy and nutrition bars are another key point of growth in C-store snacking. Long seen as a highly

convenient tummy filler, manufacturers have been stepping up the recipes to meet changing consumer demands.

SoLo GI Nutrition has introduced a better-for-you energy bar for on-the-go health conscious consumers that are looking for something a little more serious than the typical high sugar ce-real bar. Providing a nutritious boost of energy that doesn’t fade with a candy

bars taste is was what Canadian Saul Katz, CEO of SoLo GI Nutrition, set out to do when he created the SoLo GI® Bar, a product that was a finalist in the Grand Prix Award for Best Snack of the Year, by the Retail Council of Canada.

The Bar’s lower glycemic response technology works like a vehicle’s fuel injection system to provide energy that sustains, without the spike and crash of blood sugar levels. To top it off this in-novative line of low glycemic and glu-ten-free bars, comes in eight flavours including Apple Cinnamon with Qui-noa, Mocha Fudge and Dark Choco-late Almond and stand by favorites like Peanut Power, Lemon Lift and Choco-late Charger.

“SoLo Bar is fast becoming the pre-ferred source of fuel for convenience energy seekers on-the–go, as it has with professional and elite athletes like the Blue Jays and Toronto Raptors”


says Katz from his office in Kelowna, BC. “If you are go-ing to have any energy bar on your store shelf, make it SoLo Bar because it caters to a broader consumer base including those concerned about blood sugar and glu-ten issues.” While broadly available in Canadian food, drug and mass channels since launch at the Cana-dian Health Food Show in April 2013, SoLo Bar is now growing its availability as a “better for you” energy snack that consumers are looking for at gas bars and convenience stores.

The bottom line on snacks is that the category repre-sents a vast opportunity for retailers to increase sales and maximize customer sat-isfaction. Helping this be-come a reality is Core- Mark, an international distribution and store logistics compa-ny. Well known as a leading partner in convenience retail, Core-Mark has lots to say about the snack sector and how sales can be made.

“The snack category is one of the busiest categories in our channel,” says Chuck Arcand, Corporate Direc-tor of Canadian Marketing, Core-Mark International, Inc.

He reports they have ex-panded their snack selections with Core-Mark now carrying Tillamook Jerky products as

well as more good-for-you brands of bars like Cliff Mojo and KIND. “We’ve expanded our Smart Stock merchandising pro-gram to include a ‘Good Health to Go’ rack that get products noticed and this means better impulse sales and more conve-nience for customers who come in for a planned purchase.”

He states that people are looking for products that have a healthy halo. They must taste good too, says Arcand who notes that the all-important Millennial consumer is also look-ing for added protein when they reach for a snack as a pick-me-up. “The entire granola bar sector is exploding with new items from major manufacturers such as Kellogg, General Mills, and Con Agra. We work to create meaningful plan-

“THE SNACK CATEGORY IS ONE OF THE BUSIEST

CATEGORIES IN OUR CHANNEL,” SAYS CHUCK

ARCAND, CORPORATE DIRECTOR OF CANADIAN

MARKETING, CORE-MARK

INTERNATIONAL, INC.

o-grams that place the best of the best in store and then we monitor performance,” he says, commenting that good business means taking control of your store. “We give retail store operators the best products, show them where they are best placed and then let them get on with what they do best – focus on their customers.

“We believe that this category is as powerful as confec-tionery and we have the tools to show store operators how this can be done. Yes, snacks might be small in physical size, but they are significant in terms of sales, margins and op-portunity.”

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Known for products such as Blair’s Death Rain Chips and Sauces these items are so hot customers are advised to sign a waiver.

Calgary I Mario Molinari 8225-30th Street SE, Calgary, AB T2C 1H7Email [email protected] (403) 720-3848

Vancouver I Kevin Clarke7800 Riverfront Gate, Burnaby, BC V5J 5L3Email [email protected] Phone (604) 430-2181

Saskatchewan, Manitoba, North West Ontario & Toronto I Chris Bayley99 Bannister Road, Winnipeg, MB R2R 0S2 Email [email protected] (204) 633-9244

We are committed to our Customers. Come see for yourself.

Whether you are an independent retailer or a part of a national chain, Core-Mark offers each of its customers valuable customized solutions and services designed to help you grow your business.

We offer resources to help drive sales and profits:

• Product Trends & Optimized Offering • Regional Demographics & Space Rationalization • Data Analysis & Competitive Comparison

We are committed to providing superior customer service while delivering quality products and value-added resources to our customer.

www.core-mark.com

We are passionate about the business

Calgary I Mario Molinari 8225-30th Street SE, Calgary, AB T2C 1H7Email [email protected] (403) 720-3848

Vancouver I Kevin Clarke7800 Riverfront Gate, Burnaby, BC V5J 5L3Email [email protected] Phone (604) 430-2181

Saskatchewan, Manitoba, North West Ontario & Toronto I Chris Bayley99 Bannister Road, Winnipeg, MB R2R 0S2 Email [email protected] (204) 633-9244

We are committed to our Customers. Come see for yourself.

Whether you are an independent retailer or a part of a national chain, Core-Mark offers each of its customers valuable customized solutions and services designed to help you grow your business.

We offer resources to help drive sales and profits:

• Product Trends & Optimized Offering • Regional Demographics & Space Rationalization • Data Analysis & Competitive Comparison

We are committed to providing superior customer service while delivering quality products and value-added resources to our customer.

www.core-mark.com

We are passionate about the business


Keeping Payment Security Convenient

By Karen Cox–Vice President, Payments & Retail Solutions, Moneris Solutions

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Owning and operating a convenience or gas station is no easy task. With demand for quick service, a diverse product offering, and 24/7 accessibility keeping the ‘convenience’ in your convenience operations can be a real challenge. Customers rely on gas and convenience stores for their everyday essentials. According to the Canadian Convenience Store Association’s (CCSA) 2014 State of the Industry Report, convenience stores located in rural communities are often the sole providers of essential goods and services such as milk, bread, gasoline, ATMs and postal services. These businesses make up approximately 26 per cent of the industry. The right payment technology will give customers access to their essential items quickly, and minimize down time, solidifying your brand as a central part of the community.

CONTACTLESS PAYMENTOne of the best payment processing technologies gas and convenience stores can leverage are contactless terminals using Near Field Communications (NFC). NFC-enabled terminals allow customers to simply ‘tap’ their card to process payments up to $100 for both debit and credit. Tap payments take less time to complete compared to other transactions, allowing you to finish a sale quicker, reducing customer wait times.

Investing in contactless payment technology will also prepare your business to accept new forms of mobile payment, specifically, the projected rise of the digital wallet. With the recent release of Apple Pay and other smartphone-based payments, point of sale (POS) solu-tions that can accept this form of mobile device-based payment will put your brand ahead of the competitive curve. Newer mobile payment solutions utilize contact-less acceptance, so laying the groundwork for contact-less payments now will set you up for an easier tran-sition as more consumers expect to be able to make payments using their mobile devices.

New payment technologies also bring changes to payment security. Understanding the different security tools is the best way to manage the security of your store, even as these new technologies emerge. With the recent string of card breaches in the US, maintaining the security of your point of sale is just as important as con-venience and reliability. Consumers have become savvy about the security of their card data and expect their personal information is protected at all times. There are a number of industry security standards that help main-tain the integrity of your transactions and minimize any potential damage to your brand’s image.

LAYERS OF SECURITYIt’s helpful to think of data security in terms of layers, with each layer creating an added level of protection. The first level is EMV, the global standard for card security, otherwise known as chip and PIN. EMV helps authenticate a consumer’s identity and prevents incidences of fraud. Within the gas and convenience industry, chip and PIN technology is particularly important with Auto-Fuel-Dispensers. Since Auto-Fuel-Dispensers are outside the main store employees can’t always monitor them. This leaves them open to

potential tampering. Research from Interac shows a 72 per cent decrease in fraud related chargebacks to merchants since 2008 attributed to the introduction of Chip and Pin technology.

The second layer in security is End-to-End encryption, which protects card data that’s in motion. This method encrypts data from its point of entry (user inserting/swiping/tapping their card) in the merchant’s system to arrival in a secure decryption environment (Normally the payment processor’s sever). This removes all clear text card data from the merchant’s end, limiting exposure in the event of a data breach. When choosing a pay-ment processor, look for one that offers an end-to-end encryption solution.

The third level of security is Tokenization used to pro-tect data at rest. Tokenization is the process of replacing vulnerable card data with a ‘token’ issued by payment processors to validate a purchase. Tokens are used in place of card data when a payment is pro-cessed, and then validated by the payment processor to finalize the transfer of money from customer to merchant. If you need to store customer data for longer period of times, such as recurring payments or customer loyalty programs, to-kenization keeps this data safe on your system. Tokenization is an integral feature of the upcoming smartphone-based wallets that uniformly use tokens instead of card data to make payments.

Industry StandardsThe final layer of security is the

Payment Card Industry (PCI) se-curity standards that regulate the transmission of cardholder data for merchants and vendors. All systems involved with the storage, processing, and transmission of data must be validated against PCI standards, including the payment processors’ equipment. Gas and convenience stations should invest in payment solutions that limit their PCI scope. This will reduce overall legwork for owners and operators, and maintain a standard level of security across your operations.

Having a knowledgeable, trust-ed support team for your payment processing is the best defense in maintaining the se-curity of your transactions. Leveraging new payment technologies can speed up overall transaction time, and provide customers with the convenience and flexibility they expect from your business. The last interaction you have with a customer is payment, so making sure it’s a seamless experience can help form a long lasting rela-tionship.

NFC-ENABLED TERMINALS ALLOW CUSTOMERS TO SIMPLY ‘TAP’ THEIR CARD TO PROCESS PAYMENTS UP TO $100 FOR BOTH DEBIT AND CREDIT. TAP PAYMENTS TAKE LESS TIME TO COMPLETE COMPARED TO OTHER TRANSACTIONS, ALLOWING YOU TO FINISH A SALE QUICKER, REDUCING CUSTOMER WAIT TIMES.


By Barb Bowes

Decisions, DecisionsCHOOSING THE RIGHT TRAINING PROGRAM CAN BE DAUNTING

Congratulations. Your employees are showing an interest in training and development! At least one employee has submitted a request to attend an all-

day training program held at the local hotel. The program title is enticing and the content looks good. The program has open enrolment and will attract an audience of several hundred participants. The workshop will provide a good opportunity for networking. Not only that, the price is only $99 per participant. For that price, you

could send several employees. But, is it worth it?


At the same time, another employee has submitted a request for an upcoming three day intensive training program on the topic of project management. The session is limited to a small number of participants because of the anticipated hands-on work each person will be engaged in. The cost is much higher and includes a full workbook as well as the listing of competency skills required by the Project Management Institute. But, is the course worth it?

A third employee has submitted a request that your company consider a six month integrated leadership program for all of your supervisors. The program offers “hands-on” training where participants immediately apply what they have learned back to their work. The program also ensures effective monitoring and ongoing coaching for skill building. The cost is again much higher but includes all the training materials, readings, practice formats, etc. But, is the course worth it?

These requests are typical of the types of training dilemmas managers tackle every day. Yet, making a training decision is much more complicated than simply catering to one employee’s area of interest.

So, how do you know which training program is the best fit for your employee and your company? Do you make the deci-sion based on cost, location, training delivery style, the qualifi-cations of the instructor or the reputation of the company? Do you determine what specific skills will be taught and how these apply back home? Or, do you determine whether or not the employee’s absence from work will cause a delay in service and/or production?

Most larger firms with a team of human resource professionals would conduct an overall training needs assessment, prioritize the skills required and then research and select training pro-grams that could develop the needed skills. On the other hand, many of our smaller firms do not have the capacity to do such a comprehensive survey. As a result, managers often feel they are making the decision without sufficient information. Yet, there are several selection criteria that can be used to ensure you make the best training decision for both the employee, your depart-ment and the corporation.

As you may know, skill development is actually closely tied to employee performance management. As a manager work-ing with employees every day, you know both intuitively and objectively which skills are weak or strong and which ones need development. You also intuitively know which skills can be de-veloped through lecture, discussion and/or coaching and which skills require real hands-on learning.

Use your informal knowledge of employee capability as well as your formal performance review results to help develop an individual training plan for each employee. This plan will help make decisions regarding training expenditures. Keep in mind that any training program needs to increase employee produc-tivity, quality of work and must fit into your overall business goals.

In a technical environment, we often find that employees need to improve their interpersonal and communication skills. This type of training, although often referred to as “soft” train-ing, requires a lot of real-time practice. Look for a program that is offered over 2-3 days within a small group setting and taught by a highly qualified instructor. If this is the first course for your employee, seek a broader program that offers general skills building such as “active listening”, asking open-ended ques-tions, giving and receiving feedback, how to influence others and how to deal with difficult people.

But don’t stop there. Each of these communication skills

needs to be strengthened and this can be done through special-ized courses in each area. For instance, a specialized course in “dealing with difficult people”, will strengthen their skills in this area. However, no matter whether a training program is general and/or specific, be sure to build in some strategy to ensure the individual is applying their skills back at the work place. This can be done through one-to-one discussion about the benefits of the course and what was learned and/or requiring the employee to prepare a presentation to colleagues on what was learned. Of course, your daily observation of employee productivity will also determine the extent of the employee’s ability to practice what they learned.

With respect to leadership training for front line managers, my preference is to look for a course that can be delivered over a six month period. This includes workshop sessions every two to three weeks with reading and assignment homework, and ongo-ing personal coaching. I also prefer a program that integrates meetings between the training participant and their manager so that you know exactly what is being learned and you can see it being applied every day in the workplace. Look for a program that is very practical and teaches specific skills needed by a su-pervisor.

These more lengthy supervisory programs also focus a good deal on self-awareness; that’s because if a supervisor doesn’t understand him/herself, they won’t do well in managing other people. One of the successes of a program such as this that it helps create a consistent leadership culture by enrolling several of their supervisors in the program.

Overall when making a training decision, think about the fol-lowing:• Does the training opportunity offer a series of building

blocks so that skills can be progressively learned and ap-plied?

• Does the training opportunity appear to match the skills that need to be developed?

• Is the training opportunity of such a length that practical skills can be learned, applied and then brought back to the workplace?

• Is the employee participant a willing learner or someone that is simply being “sent” as a matter of performance cor-rection? Attitude will make all the difference.

• Is the cost/benefit to your company worth the expenditure?• Are you aware of any feedback from other employees who

have attended and does it support your knowledge of the program?

On the other hand, sending an employee on an external course is not always the best answer. In fact, there are plenty of ways in which to train an employee right in your workplace. Think about job shadowing, developmental and/or short term assignments in other departments or assigning an individual to a special project. Job rotation and job enhancement, cross training and situational mentoring are also good training alternatives.

Making the right choice about specific training programs and determining program effectiveness is as much to do about qualitative analysis as it is about management intuition. My best advice is to look for practical, hands-on skill building that can immediately transfer back to your workplace.Barbara J. Bowes, FCHRP, CMC, CCP, M.Ed is president of Legacy Bowes Group located in Winnipeg, Manitoba. Barbara is a professional speaker, trainer, human resource professional, newspaper columnist and radio host. She can be reached at [email protected]

A L W A Y S P U S H I N G F O R W A R D T H R O U G H I N N O V A T I O N

2014

1963 1976 1985 1996

Istobal USA - 1100 Page St. Bristol, VA 24201 - www.istobalusa.com - [email protected]

From humble origins, ISTOBAL has grown into a force to be reckoned with worldwide, exporting Vehicle Wash Equipment to more than 68countries and employing more than 800 workers. Contact us today for more information or to �nd the distributor in your area.

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Istobal Evolution_NEW Version.pdf 1 10/30/2014 1:30:45 PM


JJ Woodley is working hard to make his Red Hill Car Wash the best self serve wash in Hamilton. To do this he has kept current with equipment, utilized his engineering knowledge, and installed digital surveillance technology to allow him to get a better handle on all aspects of this business from customer service to safety.

Woodley got involved with the wash some eight years ago when he bought the then four-year-old facility in Hamilton’s East Mountain area off the Red Hill Valley Parkway. He reports that he had been working for an oil company that had him servicing their 19 self-serve wash sites after he finished University. The opportunities of the wash business proved to be a strong draw. Woodley then worked for Mondo, a large chemical and equipment supplier designing, building and servicing all types of car washes before deciding to get his own wash.

“We completely renovated Red Hill clearing everything right down to the cinderblocks. I use to design and build carwash equipment for Mondo Products Equipment Division. All the systems at my site were designed and installed by myself, and my team from Mondo Products while I was still with them. Our idea was a simple one. Everything had to work and it had to work in a bright white clean wash bay. When a customer selects rinse or vacuum this is what has to hap-pen. It’s just that simple. At a self-service car wash we provide the tools. If the tools don’t work, why would customers come?” he asks.

At Red Hill Car Wash throughput is about 50,000 vehicles a years. Each of these customers can expect all the bells and whistles made possible by some of the best-known suppliers. For example, Woodley turned to Exacta for his credit card/ fleet card management and looked to Standard Change Makers for his self-service cash machines. What he got was industry-leading solutions that help him get closer to his best card customers and offer self-service that is trouble-free when customers want to activate wash systems. JJ also offers premium waxes like Tri Colour and Teflon wax. “We finish with Spot Free at high pressure,” he says, noting that the wash uses Mondo chemicals that help deliver the best car wash possible through innovation and reliability. He also looks to Excalibur Water Systems to provide quality, high performance water treatment systems for his site. Woodley’s Excalibur Water system offers reverse osmosis and delivers the

Keeping an Eye on BusinessSUCCESS IN SELF-SERVE WASHES IS ALL ABOUT HAVING THE RIGHT TOOLS FOR THE JOB.

OUR IDEA WAS A SIMPLE ONE.

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IT’S JUST THAT SIMPLE.

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wash with softer water that is spot free. “The water in the wash needs to be pro-cessed to work most effectively with the chemicals,” he says.

“We are now working on a new facil-ity that will feature six self-service bays and an automatic car wash. At this site we plan to capture and store rain water from the roof and from the parking lot. Our idea is to have zero storm water run off. I also plan to modify my existing rec-lamation system for this facility,” he says, remarking that it just makes good busi-ness sense to reduce your environmental footprint.

JJ also turned to J.E. Adams Car Wash Supply of Cedar Rapids, Indiana. This company is a true market leader when it comes to the self-service sector. At Red Hill, JJ looked to J.E. Adams for the wands that are the point of contact his customers meet when they come in to get cars clean. “I also highly recommend, and only use J.E. Adams vacuums/carpet shampoo machines,” he says citing reli-ability and economy.

At Red Hill Car Wash, customers can also find a range of products to help them get the most from their car clean-ing efforts. To get supplies such as wip-ers, air fresheners and even snacks to customers, Woodley turned to Laurel Metal Products. “This company manufac-tures the simplest, most reliable vending solutions for my type of facility,” he says.

VIGILANCE IS AN ABSOLUTE MUST IN SELF-SERVICE LOCATIONSHaving a self serve car wash that is open 24 hours seven days a week means you have to have a lot of eyes to keep a good watch on the business. Towards this end Woodley has spent in excess of $20,000 to battle vandalism and customer complaints. Though he had existing analog cameras, Woodley decided to upgrade with a new 19 camera IP security system. There were two main reasons for the switch, the first being image quality. Analog video is often grainy, while IP cameras provide HDTV quality video with resolutions that can be set to ensure that license plate numbers can be captured and faces are identifiable. IP video can even be used as evidence in court. By making this change, Woodley gained an extensive, detailed view of the large lot, paying special attention to potential problem areas.

The second reason for choosing IP was usability. Unlike CCTV systems that are

directly cabled to a Digital Video Re-corder (DVR) on site, IP cameras are es-sentially computers that can see. They can be accessed wirelessly, allowing the operator to see what is going on at anytime via a computer, tablet or smart phone. Video can be stored locally or to the cloud.

Additionally, the user can manipulate cameras remotely, changing the direc-tion or zooming in to take a closer look at anything of concern. The IP cameras are easily adaptable to a business’s existing digital technology, can be upgraded easily, and can support ap-plications for business intelligence or operations.

At Red Hill, IP cameras were installed to provide detailed views of specific areas such as coin bays and the ATM. High resolution cameras also capture the plates of vehicles entering and ex-iting, and in other “hot spots” such as the vacu-um machines. Since im-plementing the solution, two incidents of vandal-ism have been caught on video. The clarity of the images, especially of culprits and their license plates, resulted in arrests in both cases and, in one case, restitution.

Woodley noted that, as an establishment that is open for business 24 hours a day, it is not un-usual for vehicles to be entering, exiting, and loitering at all times of night. As such, it can be difficult to identify suspi-cious activity at a glance. Since the installation of the upgraded camera system, instances of theft and vandalism have steeply declined. The six car wash bays all have signs inform-ing customers that the site is under 24-hour surveillance.

Although Woodley originally de-cided to upgrade to IP cameras for security reasons, he feels the biggest benefit to his business has been on the operational side. Woodley can check in on his employees and ensure they are following proper procedures and be-ing productive. On nice weather days when business tends to be busier, he can check if there is a lineup and call in backup if necessary.

Cameras in the equipment room

can help identify leaks and their causes, while those focused on car bays assist in assessing customer complaints. “If a customer says they put $3 in the machine and it didn’t work, I can go immediately go to check the video,” says Woodley. “If the machine is malfunctioning I can react quickly to refund the customer and have the machine fixed.”

The cameras also assist Woodley im-mediately quash any scams. In one in-stance, a customer complained his car’s paint job was damaged. Woodley was able to promptly forward high-quality, time-stamped photos to the complain-ant, proving the damage existed before the wash.

In a more unusual turn, Red Hill Car Wash’s extensive camera coverage helped the business avoid an unfair regu-latory fine. When city inspectors came to collect wastewater samples from the sys-

tem, the car wash appeared to be flushing oil into the sewer and was faced with a fine of $50,000 per day un-til the issue was resolved. After reviewing the foot-age, Woodley was able to provide video showing that the inspectors had, in fact, accidentally taken their samples from the wrong part of the system and the fine was cancelled.

Based on this success, Woodley plans a more ex-tensive IP camera system at his next, larger car wash, which he hopes to open within 18 months. He’s also investigating license-plate recognition technology to better analyze the flow of

vehicles around the site. This will allow better tracking of suspicious vehicles, as well as understanding the habits of fre-quent customers.

“IP cameras just make so much sense in the car-wash business,” says Woodley. “For the first six years that I owned the place, I couldn’t know what was going on once I drove off the lot. All of a sudden I now have eyes everywhere at all times,” he says concluding that this helps get a better understanding of customer needs as well as identify places of concern. “Our goal is steady continuous improvement of service and our business. The new camera installation gives me the tools to do the job.”

A SELF SERVE CAR WASH THAT IS OPEN

24 HOURS SEVEN DAYS A WEEK MEANS YOU HAVE TO HAVE A LOT OF EYES TO

KEEP A GOOD WATCH ON THE BUSINESS.

TOWARDS THIS END WOODLEY HAS SPENT IN EXCESS

OF $20,000 TO BATTLE VANDALISM

AND CUSTOMER COMPLAINTS.

Q&ACARWASH


Are stainless steel components best for a corrosive car wash environment?I strongly recommend stainless steel components for a carwash environment in all but a few cases. If you are purchasing an aluminum/polycarbonate overhead door for your wash make sure you go with stainless steel shaft, stainless cables, stainless bearings and bearing plates, and all stainless steel fasteners. Stainless steel hinges and track are available, but in my opinion, plastic is the better option in these two cases for the following reasons.• Plastic does not conduct cold

temperatures as much as steel so you will get less ice buildup on your hinges and track.

• Plastic is cheaper. Enough said.• Plastic and stainless steel track and

hinges have the same warranty.• Plastic hinges will not react with the

aluminum frame of the door. Over time stainless steel hinges on an aluminum door will begin to break down the aluminum and make replacement difficult.

• The rollers on your door will ride through plastic track much smooth-er and quieter than they will in steel track.

Sponsored by

I’m building a new carwash. What is the range of door sizes you offer?First you need to consider what size door you need. There really is no good reason to make a door opening larger than it needs to be. Especially in cold climates where a bigger opening will make it harder to keep heat in your bay.Most automatic carwash equipment has a clearance range of about 10' wide by 7' tall for vehicles it can accomodate. Therefore, a 10' wide x 8' door is all you would ever need. However, it is common practice to go with a 10' tall door and only open it to 8'. This way you still have the capability to open the door to 10' if you ever need to get equipment in or out of your bay.Self serve carwashes are a little more open ended. Do you want to wash dual wheel trucks? Do you want to wash semi trucks or campers? Many people extend their self serve bay door sizes to 12' wide x 10' or 12' high to accommodate the majority of vehicles and give them plenty of room to easily enter and exit the bay.With that said, our capabilities for vinyl roll up style doors are 14' wide x 14' tall and our capabilities for polycarbonate overhead doors are 24' wide by 18' tall.

What, in your opinion is the best option and why? Aluminum/polycarbonate overhead doors or vinyl roll up doors.This question really comes down to a few key questions.• Do you need your door to offer

security to your bay when the door is closed? If the answer is yes, then the polycarbonate/aluminum overhead door is your best option. This style door is as secure as a steel insulated door where the vinyl roll up offers no means of security to your bay.

• Is high speed a priority? Vinyl roll up doors will operate at speeds up to 34" per second where a polycarbon-ate door with a pneumatic opener will reach speeds up to about 18-24" per second.

• Do you want your door to break out of the track on impact and have the ability to reset itself with little or no damage to the door? The vinyl roll up doors have the capability to flex out of the track on impact and once operated again will automatically pull the door back in the track for normal operation. A polycarbonate door does not have this capability and a vehicle impact to the door will most likely mean replacing the dam-aged panels/hardware.

1 2 3

These are a few of the key components to consider when deciding on what type of door to choose. Both are tested and proven in the car wash environment so if the 3 questions above do not make your decision obvious, it really comes down to appearance and personal preference.

Q&ACARWASH



Mr. Wash Optimizes Customer Service with a High Performance Printing Solution from Datamax-O’Neil

GERMAN OPERATOR OF

AUTOMATED CAR WASHES

DEPLOYS 60 DATAMAX-O’NEIL

PRINTERS FOR PRINTING

CUSTOMIZED SERVICE

TICKETS. THE SOLUTION WAS

IMPLEMENTED IN COOPERATION

WITH PARTNER AISCI IDENT.

Mr. Wash Autoservice AG is one of Germany’s leading providers of car cleaning and valeting services. In 1964, Mr. Wash opened one of the first automated car washes in Germany. Since then, it has expanded its network to 33 locations located on the most important traffic arteries in Germany’s major cities. The service centers wash approximately six million cars each year to very high standards. The company’s top priorities are speed of service and offering customers good value for their money. Its range of products extends from car washes and interior valeting to refueling and oil changes.

By Matt Lauber


“All our software has been developed in-house,” explains Henning Zimmermann from the IT division at Mr. Wash Autoservice AG. “The software enables our customers to watch from monitors what our employees are doing for them while their cars are being cleaned. In addition, the monitors also provide them with interesting information, e.g. during oil changes or other services. We offer a comprehensive service. After all, everything we do focuses on the customer.”Advanced ticket solution for transactionsCustomers can purchase cleaning services directly at the Mr. Wash petrol station checkout. Under the old token system, customers would pay and then be issued a token that identified the wash program they had selected. However, the token system had one key disadvantage – it did not provide sufficient flexibility. For example, it was difficult to include extra services, such as interior valeting, to the wash program. In fact, it actually prevented the company from implementing many of its customer service ideas.

Mr. Wash’s management therefore decid-ed to replace the out-of-date token-based

system with a modern ticketing solution. Dur-ing a transition phase, customers were issued tickets printed on standard receipt paper. However, this solution did not prove popular with customers as the flimsy receipt paper left an impression of lower quality than had been the case with the tokens.

The solution that crystallized in the minds of the management team was a future-proof, high-performance printing solution utilizing rugged thermal printers. During the develop-ment phase, a variety of printers from differ-ent manufacturers were tested in partnership with the technology specialists from AISCI Ident. The result: only the MP Compact4 compact thermal printer from Datamax-O’Neil met the requirements of Mr. Wash.Innovative printers provide the foundation for a modern ticket systemThe MP Compact4 is capable of printing high quality tickets on thick card stock. Its high printing speed (under two seconds per ticket) sets new standards. Moreover, the MP Compact4 printer is an extremely compact unit with a very low footprint that allows it to be mounted flexibly under the shop counter. The unit also has a strong cast metal housing

THE MP COMPACT4 IS CAPABLE

OF PRINTING HIGH QUALITY TICKETS ON THICK CARD STOCK. ITS

HIGH PRINTING SPEED (UNDER TWO SECONDS PER TICKET) SETS NEW

STANDARDS.


and is so rugged that it is virtually immune to all the wear and tear of everyday operation. Importantly, the high quality printer is intuitive to operate: the tickets are loaded in concertina-folded packs of 500 into a stainless steel box located underneath the printer housing. This allows Mr. Wash employees to replace media quickly and easily.

“When we were evaluating potential printing solutions, it was very important to us that our employees are able to re-place media as easily as possible. The last thing we want is for customers to be left waiting.

That was why we chose the MP Com-pact4 from Datamax-O’Neil. Its perfor-mance was so impressive! On peak days, one of our printers has to print nearly 4,000 tickets and for major customers or promotions, it must be capable of print-ing up to 1,000 wash tickets non-stop. Our new system takes just two seconds to print each ticket,” continues Henning Zimmermann.Customized receipt printing for optimum customer serviceMr. Wash customers have a choice of four different wash programs at the checkout counter and they can also combine these with further options, such as interior

valeting. The tickets are printed at the desk and are valid for one use only. The barcode printed on the ticket is scanned and compared with the information in a database. As the printer can print tickets with a very high resolution, the barcodes can be encoded with extra data. Furthermore, Mr. Wash is able to include additional information for customers such as details of promotions, gift vouchers or special deals with automobile manufacturers. Tickets can also be customized for major customers or fleet operators. At the moment, Mr. Wash is working with ticket media, which contain four different layout versions. This enables the MP Compact4 printer from Datamax-O’Neil to produce four different layout designs — one after the other – giving customers a highly varied selection of ticket designs.

The thermal printing media are also customized for optimum performance under the operating conditions at Mr. Wash. The tickets are supplied pre-print-ed in color, perforated and concertina-folded in accordance with the company’s requirements. In addition, the material is also protected against manipulation to increase security. The advanced thermal media can be stored for several years and, unlike standard thermal labels, re-main clearly readable. This is particularly important because many of Mr. Wash’s customers purchase a stock of tickets or use them as gifts. Consequently, they may be redeemed over a longer period of time.Space saving, high-performance ticket printingMr. Wash has installed a total of 60 MP Compact4 printers from Datamax-O’Neil in its branches. The complete application for ticket printing and controlling the printers was implemented in a Linux environment by the in-house IT division at Mr. Wash. The company received extensive support from AISCI Ident, the AutoID specialists, during this process. “We are delighted to have found AISCI

THE MP COMPACT4 FROM DATAMAX-O’NEIL PERFORMANCE

WAS SO IMPRESSIVE! PEAK DAYS, ONE OF OUR

PRINTERS HAS TO PRINT NEARLY

4,000 TICKETS AND FOR MAJOR CUSTOMERS OR PROMOTIONS, IT

MUST BE CAPABLE OF PRINTING UP TO 1,000 WASH TICKETS NON-

STOP.

Ident, a partner who was not only able to supply the complete printing solution but also provide full service support. AISCI Ident and Datamax-O’Neil are two highly experienced partners who have proven themselves capable of dealing with our very unusual equipment requirements and supplied us with the optimum solution for the challenges we face,” says Henning Zimmermann.

The development division at Mr. Wash has also built a space-saving, made-to-measure frame that allows the MP Compact4 to be mounted under the counters at Mr. Wash. A rail construction allows the entire printer unit to be pulled out, the empty ticket box removed and replaced by a new box of 500 tickets. The ticket box has additional mounting to ensure that it is correctly positioned at all times. The technology specialists from Datamax-O’Neil, AISCI Ident and Mr. Wash are currently working on further ways to optimize the printing system at Mr. Wash. At the moment, the printers are still connected via USB to a PC, which is responsible for data communication and controlling. In order to save space and improve the administration and per-formance of the printer solution still fur-ther, the aim is to connect the system via Ethernet in the near future.

SummaryThe new printing solution from Datamax-O’Neil and AISCI Ident enables Mr. Wash employees to provide even better service to their customers. The innovative system not only allows tickets to be produced more quickly, it also makes them safe and secure against attempts of forgery – an important economic advantage for the company. This modern solution has been operating successfully and extremely reliable since its launch at the beginning of 2013. Not a single equipment failure has been registered to date. The solution can also be adapted flexibly and expanded to meet future challenges and requirements. MI Petro and MPI

(403) 266-5558 [email protected] www.mipetro.com

Innovation >> the patented turbo-sweeping systemThe patented Haaga turbo-sweeping system was awarded the gold medal and the

president‘s prize of honour at the 2009 Inventor Show in Strasburg. Haaga is the only producer of sweeping machines that has ever been awarded such a commendation.

Haaga >> only good things are copied: Even our Chinese competitors appreciate Haaga‘s high quality. For this they have been

awarded the Plagiarius prize

the sleek sweepers with the unique disc brush system

Very Low Dust thanks to an intelligent airflow. 4 Year

Guarantee on the brushes

Twice the sweeping capacity with Haaga’s Turbo Sweeping System

The one-of-a-kind Disc Brush System from Haaga

MI Petro and MPI(403) 266-5558 [email protected] www.mipetro.com

Innovation >> the patented turbo-sweeping systemThe patented Haaga turbo-sweeping system was awarded the gold medal and the

president‘s prize of honour at the 2009 Inventor Show in Strasburg. Haaga is the only producer of sweeping machines that has ever been awarded such a commendation.

Haaga >> only good things are copied: Even our Chinese competitors appreciate Haaga‘s high quality. For this they have been

awarded the Plagiarius prize

the sleek sweepers with the unique disc brush system

Very Low Dust thanks to an intelligent airflow. 4 Year

Guarantee on the brushes

Twice the sweeping capacity with Haaga’s Turbo Sweeping System

The one-of-a-kind Disc Brush System from Haaga

www.opwglobal.com

®

OPW ULC Listed Nozzles are Compatible to -54°C [-65°F]Tough, durable and reliable under the most extreme cold weather conditions. OPW cold weather nozzles including the OPW 11A®, 11B®, 7H™, and 7HB™ are ULC listed, compatible to -54°C (-65°F).

So when your application requires your equipment to perform in severe arctic type conditions, trust the nozzles found in more locations worldwide than any other brand—OPW… the brand that won’t leave you out in the cold.

For additional information on OPW ULC listed nozzles, please visit: www.opwglobal.com

OPW Nozzles Won’t Leave You Out in the Cold!

OPW Cold Weather Nozzle Ad.indd 1 11/6/14 9:14 AM

www.opwglobal.com

®

OPW ULC Listed Nozzles are Compatible to -54°C [-65°F]Tough, durable and reliable under the most extreme cold weather conditions. OPW cold weather nozzles including the OPW 11A®, 11B®, 7H™, and 7HB™ are ULC listed, compatible to -54°C (-65°F).

So when your application requires your equipment to perform in severe arctic type conditions, trust the nozzles found in more locations worldwide than any other brand—OPW… the brand that won’t leave you out in the cold.

For additional information on OPW ULC listed nozzles, please visit: www.opwglobal.com

OPW Nozzles Won’t Leave You Out in the Cold!

OPW Cold Weather Nozzle Ad.indd 1 11/6/14 9:14 AM

By Matt Lauber

Listing the Latest Advances in Fuel-Nozzle Technology

THERE’S LITTLE DOUBT THAT THE “GOLDEN AGE” OF FUELING-NOZZLE DESIGN OCCURRED IN THE 1940S AND 1950S. IT WAS IN THAT PERIOD WHEN A SERIES OF ENGINEERS, INCLUDING LEONARD H. DUERR OF OPW FUELING COMPONENTS, BEGAN PLAYING A GAME OF “CAN YOU TOP THIS” IN REGARD TO FUEL-NOZZLE DEVELOPMENT. THE RESULT WAS THE DEVELOPMENT AND INTRODUCTION OF THE “AUTOMATIC FILLING NOZZLE,” WHICH REMAINS THE FOUNDATION FOR FUEL-NOZZLE OPERATION TO THIS DAY.

DESIGN ENHANCEMENTS ADDRESS NEW FUELS, APPEARANCE, SAFETY AND COLD-WEATHER OPERATION


THOUGH THE LANDMARK DEVELOPMENT IN FUEL-NOZZLE OPERATION OCCURRED MORE THAN 60 YEARS AGO, THAT DOESN’T MEAN THAT A SERIES OF MORE SUBTLE EVOLUTIONARY CHANGES HAVEN’T CONTINUED TO TAKE PLACE IN RECENT YEARS. HERE’S A QUICK LOOK AT SOME OF THE HIGHLIGHTS:


ALTERNATIVES FOR ALTERNATIVE FUELSOne of the biggest challenges for nozzle designers in the modern age is creating equipment that is compatible with the numerous alternative fuels that are now coming into the market, such as Ethanol in its E15 and E85 concentrations, and biodiesel. Specifically, testing must be done to ensure that the nozzle’s metal, seal, rubber and plating components are compatible with alternative fuels.

For example, when talking about Eth-anol and E85, traditional nozzle metals like zinc, brass, lead and aluminum are not compatible, while stainless steel, un-plated steel and bronze do perform well with the fuel. Popular non-metallic ma-terials like natural rubber, polyurethane and polyvinyl chloride (PVC) degrade when they come in contact with Ethanol blends, but neoprene rubber, Viton®, PTFE (Teflon®) and Buna-N are compat-ible.

Identifying compatible materials of construction is just one piece of the equation, though. Once those materials are found, the question of cost enters the conversation. Meaning that the best combination of materially compatible components and cost must be found in order to keep the nozzle affordable for both the fueling-site operator and cus-tomer.

ENHANCING THE CUSTOMER HANDSHAKEWith the prevalence of pay-at-the-pump technology, a growing number of fueling transactions are taking place solely at the fuel island, with no need for the customer to have any interaction with on-site personnel. That makes it imperative that the at-the-pump fueling experience be as pleasant and effective as possible. It also means that grabbing the fuel nozzle out of its holster is the “handshake” that the customer has with the site operator.

That handshake is a lot less palat-able if the nozzle is dirty or appears to be damaged. While standard nozzles haven’t changed in appearance much in at least 30 years, there are ways to make them appear fresh and new. Many nozzle manufacturers now offer Hand Insulators and Splash Guards to enhance the cus-tomer experience. These colorful rubber components improve the feel and dura-bility of the nozzle, and won’t deform or crack in cold weather, all while providing a more pleasant fuel-dispensing experi-ence.

Hand insulators and splash guards are available in a wide array of colors, which makes it easy to create color schemes that coincide with the fueling site’s brand-image program. Soiled in-sulators are also easy to replace without the need to remove the nozzle from the fueling hose.

SAFETY FIRSTProviding a safe fueling experience is the overriding concern for fuel-site operators. Fuel spills that result from nozzles that don’t halt product flow when required can lead to a potentially dangerous situation – and a customer that likely won’t return to that fueling location.

To help ensure that accidental releas-es of fuel in the forecourt do not occur, OPW, for example, has developed Accu-

Stop® flow-control technology. Specifi-cally, the Accu-Stop nozzle will shut off if it were to tip above horizontal (as would occur if the nozzle were to fall out of the vehicle). If the nozzle is flowing when it comes out of the fill pipe, it will automat-ically shut off, thereby preventing a large amount of fuel from being spilled, which eliminates potential personal, economic and environmental hazards.

WEATHERING THE WEATHERThe winter of 2013-14 was an historic one in both its endurance and several prolonged spells of extremely cold temperatures. The temperatures reached such extremes, especially in the northern United States and throughout Canada, that there were many instances that nozzles rated for use to -40ºF (-40ºC) were actually asked to perform in those conditions.

Much like fuels will have different performance characteristics at such ex-tremes, so will the nozzles that are used to dispense them. To help guarantee nozzle performance in even the coldest of conditions, OPW, for example, has de-veloped a line of Extreme Cold Weather nozzles, which is rated for performance in temperatures as low as -65ºF (-54ºC).

DETERMINING REPLACEABILITYMany nozzle brands now feature a “Replace By” date on their handles. It’s a fact of life: nozzles are a mechanical device with various moving components, meaning that they will eventually break down or wear out and need to be replaced. It is impossible to come up with a specific date when a nozzle needs to be replaced since so many variables are involved in its usage, things from the number of pumping cycles experienced to the amount of overall abuse it takes during fueling operations. It goes without saying that nozzles at stations that pump 100,000 gallons of fuel per


February 17-19, 2015• Success Th ro u g h C

hange

•

at the

Las Vegas, Nevada, USA

Go to www.wpma.com/national-convention to register online or call (888) 252-5550 for information

Got Change?

Don’t miss WPMA KEYNOTE SPEAKER

Comedian/actor/impressionist Frank Caliendo

Wednesday, February 18

Tuesday and Thursday Educational Seminars

to include Federal Legislative Issues

Obamacare Update Handheld Technology

Industry UpdateEstate Planning

and more!!!

Hats Off to the Women of WPMA!

Create and bring a vibrant original head piece, don an old hat with a good story, or borrow from our wide array of lovely lids during our social. Join WPMA’s first lady Sue Poulton and her special guests Lara Poulton and Danni Schneidt-Hill for a light-hearted lunch, while exploring the history and the celebration of all the “hats we wear.” As it may be “picture perfect,” it is also a nice way to be recognized for the many things you do. Come join the FUN!

Wednesday, February 18, Ladies’ Luncheon

CCCMag15 NovDec Isld101514.indd 1 10/15/14 1:03 PM

month are in danger of wearing out before one that pumps only 10,000 gallons per month.

Therefore, the “Replace By” date should be treated as a type of checks and balances for the site operator. If the nozzle has been in the field for a num-ber of years, it needs to be inspected to make sure it is still working properly and safely. It may still be operating perfectly, but the inspection will help to reinforce the fact that is doesn’t need to be re-placed.

CONCLUSIONWhile the landmark technological advancements in nozzle design and operation took place more than six decades ago, the evolution of nozzle technology continues, though in much more subtle ways. That being said, the fuel nozzle still remains the ultimate handshake with the customer and all advancements in its operation are just another way of ensuring that that handshake continues to signify a safe, reliable and pleasing fueling experience.

ABOUT THE AUTHOR:Matt Lauber is a Product Manager for OPW, based in Cincinnati, OH, USA. He can be reached at [email protected] or (513) 870-3307.


P.D. Mclaren Limited 90th Anniversary Celebration Barbeque on July 3, 2014

Four Underlying Reasons Why Car Washes May Be Underperforming Today.Fundamental Question: Why are car washes at retail petroleum sites not washing more cars and generating higher revenues?

These washes are not seen

as true “retail” businesses.

1 2

3

4

No consistent, comprehensive or

dedicated marketing plan.

Some petroleum customers may not believe that an in-bay car wash (whether

touch-free or friction) provides “good value,” or acceptable wash quality.

No one completely and effectively bridges the hidden but deadly “knowing-doing”

gap. While many car washes at retail petroleum sites are underperforming, rarely does anyone ever ”take ownership” or do

anything constructive, to correct this chronic, life-threatening problem.


Very often, their initial remarks to the second question speak volumes about the financial performance of their washes.Also, it is here, if only momentarily, that many operators will break eye contact.Most have been extremely diligent in selecting a premier car wash site, and in negotiating a proven equipment package from a reliable supplier.Yet their efforts to market their washes effectively have been inconsistent, and most would agree, their success in building a durable customer base has been less than stellar.Curiously, many know this costly shortcoming is a chronic and potentially fatal weakness in their business. Yet they seem strangely unaware, unable or even unwilling to take corrective action.Do not fall into this dubious category of “gloom and doomed” operators. Instead, begin today, to market your wash smartly and relentlessly.Make it a daily priority to build a stronger relationship with your customers.A very easy, first step to initiate this necessary task is to study the two dozen or so reasons why your customers may visit your wash. (To facilitate your learning process, see the helpful Sidebar: “Are These Your Customers?”)Rarely will a well-informed operator, once he better understands the specific buying habits and patterns of his best customers, suffer a dramatic erosion in his customer base.

CAPTURE MORE REVENUE FROM EACH CARI recently paid $14 for an $8 hair cut.Truth be told, it was an easy and painless decision for me to make. A skilled stylist/cashier greeted me with a smile, and stated confidently, “our special promotion in July is a half-priced hot towel facial for all our customers.”

“Sounds refreshing,” I said. “Count me in.”“For our best customers, Mr. Perry, we also include a shampoo for only $2.”

“Great, that works,” I answered.“This month, our store is sponsoring a charity with this group. Did you want to make a small contribution to this worthy cause?”Who could say no?In a short span of less than 20 seconds, a motivated and extremely well-trained attendant easily and seamlessly added $6 to an $8 ticket.Yet I can count on one hand the number of times in the 20 years I have been in the car wash

Maximize Your Carwash

Revenue

By Mike Perry CARWASH SALES AND MARKETING

BE SMART, CREATIVE, RELENTLESS AND COMPLETE. WITH A BETTER-DEFINED AND MORE PRECISE TARGET, YOU WILL DISCOVER THAT RIGHT NOW IS A PERFECT TIME TO INCREASE YOUR WASH COUNTS AND REVENUES.

WHO ARE YOUR CUSTOMERS?

When I greet an operator for the first time, I always ask two introductory questions.

“What do you know now about the car wash industry, that you wished you had known before?”

Their answers tell me what challenges they faced to get to where they are now.

“Not counting yourself, who specifically takes complete ownership for your car wash revenues now?”

Responses to this revealing question, frequently provide a quick insight into how successful each operator will be in the future.

business, when I have been asked in a c-store to buy an $8 wash!Does that depressing statement strike a nerve?Experienced operators all know how devastating fickle weather conditions can be to weekly and monthly sales.What we don’t know, however, is how much precious revenue is lost each day due to poorly prepared and coached employees.We can do nothing to change the uncooperative weather patterns.But operators who aspire to be “best in class” can surely earn higher revenues (and gain better customer satisfaction) by consistently obtaining greater engagement and “buy in” at the point of sale by a superbly-trained team.Make this game-changing task a huge priority too!

IMMEDIATE ACTION STEPS1. Complete the Carwash Marketing Report Card.

You may want to ask your best employees and your most trusted supplier to complete this report card on your marketing prowess as well.

2. Determine who on your staff has the ability and maturity to be assigned the complete responsibility of increasing your wash counts.

3. Pick one upgrade from your current menu, and practice or role-play with your cashiers and attendants to create a comfortable and easy-to-use script which will prompt your customers to select an upgraded wash.

FOR HIGH ACHIEVERS ONLY: A MATH ASSIGNMENTFirst, determine what your average monthly wash count has been for the past 90 days, and then calculate during that same period, what your exact revenue per car is.Then imagine what would it mean to you and your business, if you could increase your wash counts by 20% over the next four months, and simultaneously increase your revenue per car by 10%?You might be pleasantly surprised. Starting a spirited “20 and 10” campaign in 2015 could easily rocket your wash to the next level!

A noted industry consultant, Mike Perry has more than 30 years of retail marketing experience. He can be reached at [email protected] .


Award Winning Premiere magazine published for the convenience store, petroleum and carwash industries.

Reach Diverse New Markets. Advertise Today!

Free Subscriptions! go online to subscribe

visit: www.convenienceandcarwash.comTo register your company to be listed in our NEW REAL-TIME Resource

Directory and the NEW REAL-TIME Carwash Buyers Guide.

For advertising information contact Cody Johnstone at 416-838-4674 or email: [email protected]

WHAT’S NEW


MaxLite® launches LED PL Retrofit Lamps as energy-efficient CFL replacementsMaxLite® launches five and seven watt LED PL Retrofit Lamps with GU24, GX23 and G24q pin base options, the latest additions to the MaxLED® brand of energy-efficient lamps and lighting fixtures.

The new LED PL lamps easily retrofit a variety of commercial fixtures, including recessed cans, sconces, and ceiling fixtures commonly used to light retail stores, hotels and apartment buildings. The five and seven watt LEDs replace

13 and 18 watt compact fluorescents lamps (CFLs), respectively. Constructed with a lamp holder that rotates 270 degrees, the LED PL Retrofits feature a simple ballast bypass to ensure maintenance-free, energy-saving operation and higher performance.

The LED PL Retrofit lamps deliver a color-rendering index (CRI) that is greater than 82, with uniform consistency, and a long, 50,000-hour life, which is five times longer than standard CFLs. The LEDs deliver an output ranging from 450 to 750 lumens, with an efficacy of up to 110 lumens per watt. Models are available in correlated color temperatures (CCTs) ranging from 2700K to 5,000K.

View the product page at: www.maxlite.com/products/led-pl-retrofit-lamp

MaxLite introduces LED Vapor Tight Linear Fixtures for Harsh Environments

MaxLite provides the IP66-rated fixtures for use in car wash operations, airports, tunnels, maintenance areas, parking garages and stairwells. The dimmable fixtures can meet California Title 24 requirements and are available for purchase with rebates of up to $.50 per kilowatt-hour from select utilities.

Available as a simplified lineup of eight basic mod-els, the fixtures are offered in two and four foot sizes and 30 and 50 watts. Designed as a replacement for fluorescent strip lighting, the LED Vapor The LED Va-por Tights’ innovative, thermal and lumen-balanced light engines are engineered with low drive rates to allow cooler operating temperatures. The cooler LEDs perform longer and work more efficiently than harder-driven LEDs, ultimately resulting in greater energy savings, longer lifetime and higher quality of light.

For complete details, view the product page at : www.maxlite.com/products/led-vapor-tight-linear-fixtures.

Award Winning Premiere magazine published for the convenience store, petroleum and carwash industries.

Reach Diverse New Markets. Advertise Today!

Free Subscriptions! go online to subscribe

visit: www.convenienceandcarwash.comTo register your company to be listed in our NEW REAL-TIME Resource

Directory and the NEW REAL-TIME Carwash Buyers Guide.

For advertising information contact Cody Johnstone at 416-838-4674 or email: [email protected]

Environmentally-Friendly Package for Happy Water North America’s only fully integrated healthy beverage company, announces that it’s Neurogenesis® Happy Water® brand is now available in a new, innovative, environmentally-friendly package: the 5 liter and 10 liter WaterBox™.With 85% less plastic than conventional bottled water, the HappyWater® WaterBox™ not only dramatically reduces the environmental footprint of water packaging, but also improves the very way consumers can integrate premium, naturally functional water into their everyday lives:

HappyWater® is a perfectly alkaline, unique blend of spring and mineral waters, which provide a rare combination of minerals necessary for proper health and revitalization:

According to Leading Brands Chairman & CEO Ralph McRae, “The HappyWater® WaterBox™ not only uses dramatically less plastic and overall packaging per liter, it is completely recyclable and returnable to Extended Producer Responsibility (EPR) programs. It provides a much more sensible alternative to bulky, BPA-laden 5 gallon water jugs, saves considerably on the hidden costs of water coolers and provides infinitely greater flexibility.”

Check out Neurogenesis® HappyWater® at www.LiveHappyWater.com

For advertising information in Convenience & Carwash Canada magazine contact:

Cody Johnstone at 416-838-4674 or email [email protected]

WHAT’S NEW


PDQ Introduces Access® PayGlow Illuminated Payment SystemAvailable as a component with new orders from the factory or as a retrofit kit installed in the field, PayGlow is a colorful lighting system for PDQ’s Access® Entry Stations.

The PayGlow system includes a series of bright LED light bars, customizable software that allows car wash operators to personalize their Access entry stations, and a translucent Access shroud and sign-topper. This will make it a glowing beacon outside of the wash bay and an effective way to draw attention to the wash site.

The PayGlow system can be programmed to illuminate the entry to the wash day or night through the use of a steady color scheme or multiple combinations of flashing light patterns. Additionally, unique wash promo-tions can be tied into the color of the entry station’s glow, which will draw customers. The color combinations can be customized to tie into local sports teams or create holiday color patterns.

For more information about PDQ Manufacturing and the new Access® PayGlow Illuminated Payment System, please visit www.pdqinc.com.

SONNY’S The CarWash Factory Reveals the 2015 CarWash College ScheduleSONNY’S The CarWash Factory has posted their 2015 CarWash College training schedule. These courses give carwash operators important information highlighting areas such as Management, Maintenance and Repair. For those interested in entering the carwash industry, we have a quarterly one-day New Investor Seminar to educate you on the process. You will also learn the keys to set yourself up for success. In order to meet the increasing demand, we’ve added 33 per cent more classes for 2015.

These comprehensive training programs are designed to be non-brand specific and 95% of what a student learns during training is transferable to any type of conveyor carwash. In fact, over 30 per cent of the students who have attended CarWash College own an equipment brand other than what they were trained on. Connected to the campus classroom is the state-of-the-art equipment laboratory containing equipment typically found at a carwash.

“Since its inception, SONNY’S The CarWash Factory has had 2,350 CarWash College graduates. I have had the opportunity to meet some really amazing people and form long term relationships during the past eight years,” states Robert Andre, President of CarWash College.

To view the 2015 CarWash College Course Schedule, visit Sonny’s CarWash College.

Wayne Cloud Solutions is a suite of forecourt technologies and services that operate with the Wayne Fusion™ forecourt system to direct data into cloud-hosted servers. These cloud-based services benefit the fuel retailer by simplifying payment compliance (PCI, EMV®), providing integration with mobile payment and loyalty systems, enhancing the customer experience with media content delivery, and improving operational efficiencies with new point-of-sale systems and remote management and diagnostics.

Wayne’s cloud-based electronic payment system (EPS) is the first to use the Intel Services ‘Platform for Retail’ software. This will help site operators quickly implement EMV and rapidly deploy software changes, reducing site downtime and delivering secure payment solutions.

Wayne’s mobile and loyalty gateway solutions allow fuel retailers to accept a variety of mobile payment and loyalty programs, respond quickly to new payment technologies, and deploy new mobile programs virtually instanta-neously. And using GSTV’s high-quality programming and promotions helps to improve the customer experience and increase forecourt-to-C-store conversions.

In addition, Wayne site operators can access the latest point-of-sale (POS) systems from Wincor Nixdorf with advanced functionality such as back-office, head-office, QSR, and coffee shop capabilities. This system allows complete integration from dispenser to back office in one solution. Moni-toring and reporting of fuel retail sites are made easier with Wayne’s remote management and diagnostics solution. This cloud-based service helps provide visibility to network-wide analytics that can help reduce operational expenses, and increase uptime and availability.

For more information visit www.wayne.com,

LSI Industries Shows Leadership Position at NACSLSI Industries Inc., demonstrated its market position with a broad array of exciting LED lighting, controls and graphics products at this years NACS trade show and PEI Convention in Las Vegas.

Key highlights include:

LSI’s Innovative Legacy™ LED Canopy Lighting – high perfor-mance; low cost; attractive design; and flexibility in light distribution options for new construction and retrofit applications. The Legacy represents true LED innovation in canopy lighting and provides the most cost-effective, high-performance solution to canopy lighting available in the marketplace.”

LSI LED Outdoor & Indoor Lighting Solutions – packed with performance, value and aesthetics, an extensive offering of fixtures designed to deliver excellent lighting for exterior and interior ap-plications

LSI Controls – three smart control platforms which allow you to define and control your lighting systems while significantly reducing your energy and maintenance costs

LSI Digital Signage – exciting integrated engagement technology to guide, engage and connect to your customers.


Brownie Brittle™ Snacks: Newly Designed Packaging, Same Award-Winning Taste

Brownie Brittle™, one of the nation’s fastest growing snack food companies, has just launched newly designed packaging, sure to win the hearts of its loyal fans. The art deco-inspired designs are classy and eye-catching, and are generating much positive feedback from retailers and consumers alike. Brownie Brittle’s new packaging is now available anywhere Brownie Brittle is sold and online at www.browniebrittle.com

“We haven’t had a refresh since Brownie Brittle launched in 2011, so these sleek and sophisticated designs elevate our product image, and make it easy for customers to select their favorite flavor at a glance,” said Brownie Brittle founder, Sheila G. Mains, known in the food industry as “Sheila G.”

“After 10 months of planning and input from our 292,000 Facebook fans, we have a design that is fresh, modern and allows our bag to jump off the shelves to our customers, “ continues Sheila G.

The new design provides a brand platform for Sheila G to introduce new flavor and product innovations. The uniqueness of our new design will help consumers easily identify Sheila G products and flavors.

The new packages also deliver five ounces of Brownie Brittle—one more mouth-watering serving for all to enjoy. And with only 120 calories per 1-oz. serving, fans everywhere are enjoying Brownie Brittle’s nearly guilt-free chocolaty goodness. Brownie Brittle’s five-ounce size is available in Chocolate Chip, Toffee Crunch, Salted Caramel and Mint Chocolate Chip flavors at major retailers nationwide.

Brownie Brittle, in its new packaging, is also available in 1-oz. and 2-oz. snack sizes in three flavors: Chocolate Chip, Toffee Crunch and Salted Caramel.

Sheila G noted, “Many of our loyal fans requested snack-pack sizes and we are excited to make them available.”

“It’s really been a labor of love,” said Sheila G. “The feedback we’ve received from consumers and retailers has reaffirmed that our decision to refresh our look was the right one.”

Brownie Brittle, LLC has received many accolades from industry publications and associations, including recognition by the National Confectioners Association as “Best New Snack,” and as “one of the fastest growing companies in Florida” from the Business Journal. Brownie Brittle is made with natural ingredients, certified kosher, and peanut free.

“We’re excited to be launching our new packaging,” said Sheila G, “while still offering that same crisp brownie taste our fans have grown to love.”

About Brownie Brittle™ Snacks: Brownie Brittle, LLC, headquartered in West Palm Beach, Florida, has been baking and selling innovative brownie products to restaurants, club stores and world-class theme parks since 1992. Brownie Brittle snacks, the company’s flagship product, are available in Chocolate Chip, Toffee Crunch, Mint Chocolate Chip, and Salted Caramel. Brownie Brittle snacks are sold in tens of thousands of stores in the US, Canada, Mexico, Korea, Japan, Australia, and the Caribbean. More information is available online at www.browniebrittle.com, as well as on Facebook, Twitter, Pinterest, and Instagram, and by calling 1-800-BROWNIE.

Brownie Brittle ™ Snacks Media Contact: Susie Timm – Girl Meets Fork Marketing & Media / Owner/Head Cheese 480-200-2766 / www.girlmeetsfork.com / Twitter @susietimm

Gilbarco Veeder-Root and Linq3 Lottery Innovation A growing number of Missouri retailers, including 20

store chain Rapid Roberts, are adopting Play At The Pump, Gilbarco Veeder-Root and partner Linq3’s tech-nology solution that offers the opportunity to buy lottery tickets directly from the gas pump. Play At The Pump is a simple software upgrade to Gilbarco’s Passport point of sale and offers Passport retailers a new way to increase lottery sales and engage consumers.

The Play At The Pump application allows consumers to play Mega Millions, Powerball, and a state jackpot game via the dispenser with a payment card, then have winnings of up to $599 deposited directly back onto the card. Lottery players can have their numbers texted directly to their mobile phone, making it easier to keep track of lottery tickets and get alerts when they have won a prize. There are no payment card fees on the lottery portion for retailers as Linq3 covers that expense. As part of the service, Linq3 interfaces with the various lottery operators while Gilbarco develops the point of sale soft-ware and integrates the technology into the forecourt.

Play At The Pump has shown positive results for retailers who now have a new source of revenue from casual lottery players, who do not normally go inside the store. The field-tested solution increases indoor lottery sales by 4-5% due to advertising the jackpot levels, and encour-ages repeat business through an intuitive consumer experience.

For more information please visit www.playatthepump.com“

Ad IndexAirlift Doors .......................................................... 29Bulloch Technologies Inc. ................................... 32Canadian Trade House ....................................... 14Convenience & Carwash Canada ..................... 42 CoreMark Int’l ................................................ 13, 19 Direct Cash ......................................................OBCGourmet Chips .................................................. IBCHavana House ....................................................IFCInnovative Control Systems ................................ 30Istobal USA .......................................................... 24Lustra Professional Car Care Products .............. 26McCowan Manufacturing ..................................... 7MI Petro / MacIntosh Petroleum ...................... 35NEF - Nat’l Envir Fiberglass ............................... 33OPW Fueling Components................................ 36PEI ......................................................................... 10Scholtens .............................................................. 18Solo Protein ......................................................... 17WCSA .................................................................... 6WPMA .................................................................. 39

WHAT’S NEW


Making a Difference in People’s Lives

“We can truly make a difference in people’s lives,” said Kwik Trip Vice President of Operations Support Steve Loehr in accepting the gavel as the 2014-15 NACS Chairman of the Board during the 2014 NACS Show Closing General Session.For Kwik Trip, making a difference means focusing on three areas: food, fuels and people. And in all three areas, Kwik Trip has exceptional stories to tell.

But Kwik Trip does more than sell produce. It offers healthy options in stores and even partnered with a local hospital to create a series of smart choice meal options at its stores. Today, Kwik Trip has its own program, and it includes offering free fruit to co-workers every day.

Kwik Trip undertook these programs because they be-lieved that these were the right things to do. They didn’t seek publicity, but others noticed, including the Partner-ship for a Healthier America (PHA).

“They told us that convenience retailers can play a big role in the national effort to make the healthy choice the easy choice for busy parents and families. And we agreed,” said Loehr.

That all culminated earlier this year when Kwik Trip became the first convenience store chain to sign a com-mitment with the Partnership for a Healthier America. Loehr encouraged retailers to work with groups like PHA to help make a difference in the communities that they serve.

“I want to stand before you next year at the NACS Show and announce that there are many more who have joined us. We can help not only shape our industry, but the perception of it,” said Loehr.

Kwik Trip also is a leader in looking at new fuels, selling compressed natural gas (CNG) at 30 locations, including its warehouse fueling center that has an astonishing 10 different fuels for sale.

“The model is simple: Focus on known demand and ex-pand from there. We target fleets and others that already have CNG vehicles. That allows us to make sales work now, without waiting for a big shift in consumer senti-ment. We also are CNG customers: Over half of our fleet is converted to LNG/CNG,” said Loehr.

“Pricing is much simpler with CNG,” Loehr added. “We don’t see wild wholesale price swings. In fact, since we first offered it nearly two years ago, we have changed the price just twice. Total. We probably could’ve painted the price on there.”

Of course, none of what Kwik Trip does with food and fu-els could work without its people, and Loehr shared two powerful stories of coworkers helping customers during this past year’s frigid weather caused by the polar vortex.

“Those two examples summarize what we can mean to our customers. Our people do great things, and it makes a huge difference in our communities. Kindness is conta-gious,” said Loehr.

“We don’t just serve them; we make a difference in their lives. By giving back to our communities. By helping others when they need it. And by setting an example to others. It is the right thing to do. And it is what we do right,” he said.

Coremark welcome Glenn Brillinger as VP of Sales for the Canadian Region.Some of Glenn’s responsibilities will include implementing our Fresh & VCI strategies with all National Chains, as well as developing strategies to obtain market share and non-cigarette growth to help achieve our Companies ‘Five Year Vision’ plan.

Originally from the small farming community of Listowel, Ontario, Glenn attended school at York University in Toronto. He was exposed to the convenience industry early in his career as a stock person for a large retail convenience store and continued his exposure with International News as a store coordinator, managing overall store operations.

Glenn has spent the last 15+ years with the Jim Pattison group and led sales teams of up to 45 regional sales professionals through some challenging years in the magazine business. He held a number of Senior Sales, Marketing and Distribution roles in both Canada and the United States.

Glenn has two wonderful boys, aged 7 and 5 who help him enjoy his hobbies which include travelling, adventure, sports, hiking and self-improvement courses. He also regularly donates a portion of his time to helping those in need in his community.

I am looking forward to Glenn’s contribution to our organization. Please join me in welcoming him to the Core-Mark team and supporting him in his role.

Regards,

Eric Rolheiser President, Canada

Core-Mark International, Inc.

PECO Car Wash Systems, Auburn Hills, Michigan, is pleased to announce the appointment of Mike Jacques as Regional Sales Manager. Mike will be working with clients and distributors for Eastern United States and Eastern Canada. In a statement from Gilbert Rietsch, Jr., President and CEO of PECO, he said “I join our management team in welcoming Mike. Anytime you can pick up a great role player like Mike with his experience

you become better.” Mike has spent over 17 years in the industry with a major tunnel manufacturer specializing in contract negotiations, territory development and management.

Richard Browne Named Vice-President, Marketing at Patriot CapitalRichard Browne has been named Vice-President, Marketing of Patriot Capital Corporation. Richard will report to Chris Santy, President of Patriot Capital.

Browne was most recently CMO with Chief Outsiders, a national interim marketing organization. Prior, he has held senior level sales and marketing positions with Gilbarco

Veeder-Root, Stanley Works and Black & Decker. Richard serves on the Board of Advisors for Avtec Inc., a technology company based in South Carolina, and the Board of Directors for Industries of the Blind, Greensboro, USA.

“We are excited to have Richard join our team. He brings a combination of strategic thinking, practical tactics and in-depth knowledge of the retail petroleum market that will help Patriot achieve it’s vision of enabling entrepreneurs to succeed” said Chris Santy. “His understanding of our customers equipment financing challenges will enable Patriot to continue to succeed as the industry’s largest source of capital for equipment financing and leasing.”

Browne received his MBA from Wake Forest University and his Bachelor of Commerce from Wilfrid Laurier University in Canada.


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