Alimentation Couche-Tard (Mac's, Circle K)
|Headquarters:||Laval, Quebec, Canada|
|No. of Stores:||5,700|
|Avg. Store Size:||2,500-4,000 sq. ft.|
|States of Operation:||Alabama, Alaska, Arizona, Arkansas, California, Colorado, Florida, Georgia, Illinois, Indiana, Iowa, Kentucky, Louisiana, Maine, Massachusetts, Michigan, Mississippi, Missouri, Nevada, North Carolina, Ohio, Oklahoma, Oregon, Pennsylvania, South Carolina, Tennessee, Texas, Utah, Vermont, Washington, Alberta, British Columbia, Manitoba, New Brunswick, Newfoundland and Labrador, Nova Scotia, Northwest Territories, Prince Edward Island, Quebec, Saskatchewan|
Alimentation Couche-Tard Inc. is the largest convenience-store operator in Canada and has a considerable presence in the United States, and around the world. The company operates a network of about 6,200 convenience stores in the U.S. and Canada, including more than 3,000 corporate stores in the U.S., plus another 800 dealer-operated or licensed stores. In Canada, there are 1,500 corporate stores and 400 affiliated sites. Of the total, more than 4,600 locations in North America dispense motor fuel.
The U.S. stores are located in eight geographic markets that cover 43 states (under the Circle K banner). Canadian stores are in three geographic regions covering all 10 provinces (under the Mac's and Couche-Tard banners).
In the United States, Couche-Tard remains busy with multiple acquisitions. Recent completed transactions include the acquisition of about a dozen stores operating in Illinois from Baron-Huot Oil Co.
In 2012, Couche-Tard’s operational landscape began to shift, with more centralized decision-making across the company. When Couche-Tard purchased Circle K initially, all decision-making was decentralized, resting exclusively with the regions. Now, some of those responsibilities have migrated to the corporate level, such as contracts/terms, brand management, logistics, research and development. Products and promotional decisions now include a blending of corporate and regional decision-making, while training, communication, merchandising and price-setting remain firmly at the regional level.