NACS Charts a New Course for Convenience

As the convenience retail industry approaches its 100th anniversary, NACS is laying the groundwork for the century to come with a new strategic plan designed to accelerate growth, expand industry influence and redefine the role of the association.

During yesterday’s General Session, NACS President and CEO Frank Gleeson introduced “Advancing Convenience 2030,” a strategic framework approved earlier this week by the NACS Board of Directors.

“We are shifting NACS from being the leading trade association to the platform that powers convenience and fuel retailing,” Gleeson said.

He added that the plan builds on four priorities identified through conversations with NACS members: knowledge, connections, advocacy and innovation. These include expanded access to data and benchmarking tools, leadership development, greater influence on public policy and scalable technology infrastructure.

“Our members want more of everything, and we intend to provide it,” Gleeson said. “But to do it well requires incredible discipline and foresight.”

Gleeson emphasized the industry’s considerable reach. There are more than 150,000 convenience stores operating across the United States, and more than 1.5 million worldwide. The industry’s defining characteristic is not the merchandise it sells, but the services that it provides for consumers.

“We are defined by how we solve problems, and that’s always changing,” he said. “And we lead that evolving definition of convenience.”

Foodservice represents one of the industry’s greatest opportunities, Gleeson said. Prepared food and beverages now account for 28% of in-store sales in c-stores, compared with just 12% two decades ago.

Gleeson introduced the term “foodvenience” to describe convenience stores that generate at least half their sales through foodservice. But he cautioned that the industry still has significant room for improvement.

According to the NACS State of the Industry data presented during the session, one in three convenience store customers visits a QSR within 30 minutes of a c-store visit. Gleeson estimated that those missed opportunities represent $100 billion in annual sales.

“That’s a huge opportunity for better branding and messaging,” he said. “We’ve long said that you have to be famous for something. We need to lean into what we offer and tell our customers that’s what we do well.”

Changing customer behaviors, including growing use of GLP-1 medications, also present opportunities for retailers to rethink their offerings, particularly protein-rich snacks and beverages.

Beyond foodservice, Gleeson highlighted innovation as essential to the industry’s future. He pointed to TruAge, NACS’ age-assurance initiative, as an example of anticipating regulatory and technological changes before they become immediate challenges.

“Innovation is defining what you want to accomplish and creating a pathway, which sometimes can take years, to get there,” Gleeson said.

Ultimately, the new strategic plan reflects NACS’ commitment to equip retailers with the tools, intelligence and advocacy needed to navigate an evolving marketplace.

“This is the first of many steps to reshape NACS to support you in a world that is changing faster than ever,” Gleeson said.