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The Convenience Store Triple Whammy

Jim Correll, director Fab Lab ICC at Independence Community College, Independence Kansas 

I really like the QuikTrip model. When I’m traveling, I will go out of my way to stop at a QuikTrip store. They are clean and inviting, the gasoline guaranteed and the employees are noticeably different. QuikTrip has become a destination for millions of travelers and locals across the United States each year as they opened their 700th store in 2014. Also in 2014 the company made “Fortune” magazine’s list of 100 Best Companies To Work For having made the list for 12 straight years. They are different and they originated and are still based in Tulsa, Oklahoma. In 2006, I called the corporate office to see if I could get someone to visit my entrepreneurship class. That didn’t happen but the human resource director spent about an hour on the phone with me explaining their philosophy and some of their strategies for making such great employees and stores. 

QuikTrip sets the standards all other convenience stores should strive to meet or exceed. Casey’s seems to be stepping up to the plate, but in many of the smaller markets, standards are not so high. When people get fuel at a convenience store, they expect a basic level of convenience and cleanliness; a fuel dispenser (industry people dislike the word ‘pump’) that works correctly and prints the receipt so you don’t have to go inside. We expect paper towels in the dispenser along with fresh window washing solution. Inside, we expect a clean store with employees that act like they are happy to be there serving customers and restrooms that are clean and well attended. I have my own personal three strikes you’re out rule I call the convenience store triple whammy. If any combination of three of the basic standards are not met, I do everything I can to avoid the store in the future. Sometimes the triple whammy happens right at the pump, oh, dispenser with no paper towels, nasty or no window cleaning solution and no receiptIn these cases, the triple whammy occurs before I even see what standards are not being met inside the store. There are stores that I’ve driven by day after day, year after year without stopping. 

There are lessons we can learn from the convenience store experience. Customers have their own triple whammy rules for any kind of business even though they may not articulate them. They’ll just quick showing up. In any market and in any type of business, there are certain customer service standards that must be met to even be in the game. Even meeting the basic standards will only last until a competitor decides to step up the game and wildly exceed the basic standards. Those are the businesses that will thrive and grow despite recession or high unemployment rates. The tough times weed out the poor performers and reward the exceptional. Many aspect of becoming exceptional are not terribly expensive. After all, how much does it cost to keep the paper towel dispensers supplied or to keep the floors or restrooms clean? For the most part, becoming exceptional is a matter of mindset. The good news is that in many business segments, customer service levels of the competition are below or just barely meeting the basic standards. This includes the dreaded “box stores” and Internet businesses. Operating in a sea of mediocrity makes it much easier to decide to be exceptional. 

Jim Correll is the director of Fab Lab ICC at the Center for Innovation and Entrepreneurship on the campus of Independence Community College. He can be reached at (620) 252-5349 or by email at jcorrell@indycc.edu. 


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