At Lincoln’s Country Store, Warren, Maine, fuel is out while profits centers such as dry-aged beef, grilling sauces, loyalty programs and fresh bakery innovations are in.
It’s all part of owner John Guerra’s vision to use his Maine practicalities to eye what operational bona fides works best for the future—all to support a store Guerra acquired in 2019.
“Without fuel, we’re going to focus on being a holistic retail stop, be it grocery or convenience,” said Guerra, who worked years in category management for a northeast supermarket brand.
With underground storage tanks and pumps both removed in late 2024, Guerra pivoted to the areas that have made Lincoln’s a destination stop for years, and set up the iconic business to better thrive in an ultra-competitive marketplace.
“I talked to the team and we agreed that instead of spending tens of thousands on both tanks and dispensers, we’d focus on what we do best: food, convenience and groceries,” Guerra said. “There are pluses and minuses to fuel: it can be profitable but, on the flipside, our cash flow is stronger with the capital expenses saved.”
The 4,000-square-foot store is situated in a mostly blue-collar community about one hour north of Portland, Maine. Open 14 hours a day, Lincoln’s employs between 24 and 26 workers. Broadly, Guerra said his mantra is, “never get too comfortable.”
Read on for an edited conversation with Guerra, who is developing a mobile app and loyalty program in partnership with Associated Grocers (AG) of New England, slated to launch by the end of the year.
Q: In jettisoning fuel, what impact has it had on the entire Lincoln’s operation?
A: I anticipated an 8% to 10% drop with in-store volume minus gas, but it proved to be only a 4% drop at first and then 2% or less over time. I never had a customer say they missed fuel. There’s actually more space on the former forecourt, which is now a gravel lot. The gas made the store look congested and now it’s more inviting. Inside, we experienced losses with tobacco, drinks and snacks. We offset this with increases with fresh produce, meat and lunch specials, such as Rueben sandwiches. We bumped up prepared meals to go.
Q: Because you already have established bona fide profit centers, removing fuel must have been easier. One example is top-notch bakery: what’s new and exciting with sweet goods?
A: We endured some turnover with staff and hired a new bakery manager in early 2025, which meant focusing more on core items, pies such as chocolate creme, coconut creme, seasonal Strawberry rhubarb, Whoopie pies and baked cookies. The bakery director will also be entrusted to establish a plan where we take our bakery and leverage it to prepare meals to go. Two examples are Shepherd’s pie and chicken pot pie.
Q: The same must apply to your popular meat and deli department (known as Hops & Chops). What new innovations are you cooking up here?
A: We’ve developed a Hops & Chops line of grilling sauces and meat rubs and, separately, now carry dry-aged beef: we’re seen as the only retail operator in the region that offers it. We invested in a dry-aging machine that was not cheap but was worth the expense. Dry-aged beef involves infusing beef with bourbon and whiskey, and it sells out. We do a nice markup: dry-aged steaks for $20 to $30 per pound, which is half what other larger places might charge.
Q: The dry-aged beef is only the tip of the iceberg of the upscale meats that Lincoln’s offers—much of the success chalked up to the renowned butcher behind the rep?
A: Yes, we’re fortunate to have Deli/Meat Manager Dale Dare on board. Dale owns the Hops & Chops, which had been a locally owned brick-and-mortar operation. Dale transferred the name to our store when he joined our team. He’s adept at procuring top-line meat cuts, such as aged prime rib, Tomahawk steaks, marinated chicken breast, marinated kabob and more—all at competitive prices. It has really taken off—and most everything is pre-sold.
Q: What else is on the front-burner at Lincoln's Country Store in 2025?
A: We’re developing a proprietary loyalty program in conjunction with AG of New England, which is already an ongoing partner. We’re hoping to go live by fourth-quarter 2025, establishing a solution that would connect customers with our ads and flyers, developing “ping” alerts around store specials and establishment of a digital coupon program where customers accumulate points to redeem throughout the store. With fuel gone, this provides the team the bandwidth to better focus on these exciting programs.
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