It’s easier to ask for forgiveness than it is to get permission. So says Rear Admiral Grace Hopper, a storied Navy officer and a pioneer in computer programming language development. In the context of her work, undertaken in an environment in which red tape and regulations could slow progress to a snail’s pace or even put it in reverse, the boundary-pushing approach made sense. In fact, it resulted in technological developments that are evident in the very machine on which I write this column, not to mention our national security systems.
Today, savvy operators are fast-tracking new foodservice programs, looking to quickly raise the bar with fresh and made-to-order menu offerings designed to compete not only with other convenience retailers but also with restaurants. For these operators, does Hopper’s approach apply? Should they throw caution to the wind and suddenly go from a single coffee pot and a few commissary sandwich offerings to rolling out extensive foodservice menus systemwide?
Definitely not. Convenience-store operators must first seek permission from consumers.
Don’t Run Just Yet
By definition, permission means consent or authorization, which involves trust. Consumers trust convenience stores to provide gasoline, cigarettes, lottery tickets, soft drinks and coffee; they’re comfortable in your ability to deliver on these items. Some convenience operators have gained consumer permission to take their coffee programs to the next level. How? By first consistently offering fresh, hot, quality brews, nailing cleanliness at the coffee station and hitting the mark on value. Based on that history of positive experience, the consumer gives consent to take the coffee program up a notch with premium roasts, flavors and specialty coffee drinks.
Gaining permission to offer fresh, made-to-order foods is a bit more complicated. It requires fundamental organizational shifts, namely embracing a foodservice mentality, along with foodservice operating systems, merchandising and hiring practices, all of which differ from retail. A sharp focus on food safety, freshness, quality and innovation, along with hospitality and an understanding of the nuances of consumer preferences and need states, must drive all foodservice initiatives. Once that foodservice culture is in place, convenience operators can start seeking permission from consumers to offer fresh, made-to-order foods and beverages.
Some convenience operators have worked long and hard to morph into foodservice providers, winning consumer consent to offer everything from fresh-made tortillas to signature flatbread pizzas. Others are trying to run before they walk, which is a recipe for failure.
Case in point: A friend and I visited an urban location of a convenience retailer that has been making headlines for new fresh food offerings. Our first stop upon entering the store was the coffee area, where we were greeted by sticky surfaces littered with dirty napkins, half-empty sweetener packets and used stir sticks. The coffee pots were near empty, as were the milk and creamer containers.
Turning to the cold merchandiser, we saw brown bananas and plastic-wrapped sandwiches—branded with the chain’s much-touted signature line—sporting soggy bread and skimpy meat portions. Within 30 seconds, we deemed this c-store brand unworthy of our trust, and we knew we would not be partaking of the made-to-order offerings.
Permission denied.
Earn Their Trust
In our more formal research, we hear time and again that consumers want to source fresh, made-to-order foods from convenience stores. What’s more, nearly half (45%) say convenience stores are as capable as restaurants when it comes to delivering fresh food and beverage items, according to the study Technomic conducted for CSP. (See p. 30.) That points to a consumer expectation of fresh food selections at convenience stores. Just because they want these items and see convenience stores as capable of producing them doesn’t mean all operators have permission to present them.
Permission involves trust, and trust is earned. The path to permission includes implementing a foodservice culture, creating programs grounded in prepared food and beverage items for which you already have credibility with consumers and then inviting your customers along, step by step, as you evolve into a foodservice provider. The journey requires commitment, not to mention patience. The organizational change can be painful, although it’s certainly less excruciating—to the bottom line and the brand—than underdelivering and having to ask for forgiveness. In today’s ultra-competitive foodservice market and given today’s ultra-demanding consumer, you don’t get a second chance.
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