Amid a surging tide of impersonal digital interaction, nothing inspires like a face-to-face meeting. That’s what Steve Loehr, current chairperson of NACS, has come away with as he looks upon his past year of service to the industry.
The individuals who make up this entrepreneurial channel are its single most important asset, says Loehr, vice president of operations support for Kwik Trip Inc., La Crosse, Wis. Executing a diverse range of business models while trying to navigate an ever-changing sea of regulations and shifting customer tastes, his industry colleagues inspired him during his year at the helm.
Loehr spoke to CSP about his time as NACS chairman.
Q: How would you describe your year as NACS’ chair?
A: Fantastic. A blur. Speaking to a multitude of groups, companies and associations, I’ve tried to emphasize the people who work in our business. Without co-workers, our companies would not be successful.
Q: How did your people-first mantra influence your priorities?
A: When we talked about issues in our industry—minimum wage, for example—we brought it back to our co-workers. If they’re our most important asset, we need to give what we’re paying them a hard look. We shouldn’t be concerned about minimums but what’s best for them.
Another thing I knew but realized even more on the road was the amazing diversity of our industry: the strength of large retailers, yes, but also the innovation within some of our smaller ones. How they use so many different [business] models, but all of it going back to good people doing their jobs.
Q: What was your best experience?
A: There have been so many, but my first day at the NACS convention (in 2014) when I was able to interview Robert Gates, our former defense secretary. What a great leader and public servant. His talk tied back to the importance of people and being servant leaders. I think it resonated strongly with me, and with the audience as well.
Q: What do you feel are the main issues still facing the industry?
A: Menu labeling is one. Food is becoming such an important aspect for the industry. Even though regulators pushed the labeling law back a year to Dec. 1, 2016, it’s still a bad law. It’s tough to administer in the c-store channel regardless of store size and needs to be modified. Our association is pushing hard to make that happen in the next year. But there are other concerns as well. Online gaming, the whole cybersecurity issue and associated credit-card costs are all very important.
Q: Sounds formidable. How can NACS make a difference?
A: Our power in D.C. as an industry has improved greatly, especially with the help of our associations, like NACS, SIGMA and PMAA, but it’s a daunting task because issues and problems are becoming greater, not less. They’ll require even more vigilance in the future. What helps are programs such as NACS’ Day on the Hill, where retailers visit lawmakers in D.C., and now with NACS’ in-store program, which has U.S. congressmen and senators spending time in stores, working behind the counter and meeting people. It has been critical with regards to educating them. It’s important they see that when they pass laws, there are huge consequences.
Q: OK, we talked hurdles—what about opportunities?
A: C-stores are getting bigger. We’re selling more. We’re seeing continued channel blurring in retail going forward and the consumer having higher and higher expectations. Wherever they shop, they expect certain things. That has forced the c-store retailer to delve into things they haven’t in the past.
Food has become one of those areas, but consumers’ needs are changing. There are millennials and new customers. They’re looking for convenience but want fair prices, fresh food and quality at a reasonable price. Ten years ago we were 4,000 square feet, and now we’re 7,000. They’re bigger stores and cost more to build, but we want to offer fresh fruit, vegetables, fresh meat and fresh-cut flowers. We’ve got an expanded wine and liquor section. These are things customers are looking for.
Q: Any advice for the incoming chair, Jack Kofdarali?
A: Enjoy your time. It’s a great job. It’s rewarding to get out there and see all the success stories and how hard people work. It’s heartwarming to see the willingness to share both successes and failures. We’re like parents with their kids—we want to share so they don’t fail.
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