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Insights and Expertise

The convenience industry's
notoriously thin margins leave
little room for experimentation.

start by surveying their customers to gauge genu-
ine demand for delivery. Their enthusiasm (or lack
thereof) will provide valuable insight into potential
adoption rates.

They should also test the waters with limited de-
livery hours during their slowest in-store periods.
This approach will allow them to evaluate opera-
tional impact with minimal risk to their core busi-
ness.

Another option is partnership opportunities with
existing delivery platforms that serve their area.
These collaborations can provide immediate infra-
structure without requiring significant upfront in-
vestment, though they typically claim a percentage
of each transaction.

Most importantly, store owners should trust their
instincts about their specific business circumstanc-
es. The right choice for the convenience store across
town might be entirely wrong for one of your mer-
chants, depending on their customer base, location,
product mix and operational capacity.

The delivery decision isn't about following trends;
it's about making a strategic choice that aligns with
a store's unique position in the market. By helping
small convenience store operators carefully weigh
these factors, you'll enable them to make informed
decisions to strengthen their competitive advantage
rather than undermine it.

Elie Y. Katz is founder, president and CEO at National Retail Solutions
(NRS), https://nrsplus.com. Contact him by phone at 201-715-5179
or by email at ekatz@nrsplus.com.

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